2018/2019 - university of the fraser valley (ufv.ca) · february 19, 2018 senior academic leaders...
TRANSCRIPT
2018/2019 a CONSOLIDATED BUDGET PLAN
Changing Lives, Building Community
CONTACT
Mark Brosinski
Manager, Budgets & Financial Planning
604‐864‐4636
Nicole Adams
Director, Financial Services
604‐864‐4624
Be y Poe cker
Chief Financial Officer & Vice President Administra on
604‐864‐4676
be y.poe [email protected]
List of Commi ee Presenta ons:
February 13, 2018 Administra ve Council
February 19, 2018 Senior Academic Leaders Team
February 22, 2018 Senate Budget Commi ee
February 23, 2018 Student Union Society
March 6, 2018 Budget Forum
March 9, 2018 Senate
March 27, 2018 Finance & Audit Commi ee
April 5, 2018 Board of Governors
TBD Labour and Management
TABLE OF CONTENTS
EXECUTIVE SUMMARY ............................................................................................................... 1
BACKGROUND AND PLANNING CONTEXT .................................................................................. 2
2018-19 CONSOLIDATED BUDGET SUMMARY ............................................................................ 7
BUDGET BY FUND PERSPECTIVE ............................................................................................... 10
OPERATING FUND ................................................................................................................... 11
NON-BASE ............................................................................................................................... 15
ANCILLARY FUND ..................................................................................................................... 15
RESTRICTED FUNDS ................................................................................................................. 16
CAPITAL FUND ......................................................................................................................... 16
BUDGETS BY PORTFOLIO ......................................................................................................... 17
SCHEDULES
1. 2018-19 CONSOLIDATED BUDGET DETAIL – BY FUND .................................................. 34
2. 2018-19 NON-BASE BUDGET ........................................................................................ 35
3. 2018-19 ANCILLARY BUDGET ....................................................................................... 36
4. 2018-19 CAPITAL BUDGET ........................................................................................... 37
APPENDICIES
A. 2018-19 BUDGET PRINCIPLES ...................................................................................... 38
B. SUMMARY OF POSITION CHANGES ............................................................................. 41
C. SUMMARY OF POSITION VACANCIES ........................................................................... 42
D. SUMMARY OF PROGRAM CHANGES ............................................................................ 43
E. STUDENT TUITION FEES ............................................................................................... 44
OTHER STUDENT FEES ................................................................................................. 45
F. 2018-19 CARRY FORWARD ALLOCATIONS .................................................................... 47
G. INNOVATION FUND ..................................................................................................... 48
H. BENCHMARK INFORMATION ....................................................................................... 49
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EXECUTIVE SUMMARY The UFV Consolidated Budget Plan for 2018-19 represents a balanced budget position. Within the balanced budget recommendation are allocations to meet obligations, address challenges and advance priorities.
The consolidated budget has grown by 5.5% ($7M) over 2017-18. Main revenue growth drivers are tuition from increasing numbers of international students and an increase to provincial grant funding to reflect the cost of salary and benefit costs negotiated under the economic stability mandate.
Negotiated salary increases and contractual cost obligations make up a significant portion of the increased expense budget. However, through reorganizations, re-allocations and investment of new revenues, the 2018-19 Consolidated Budget Plan moves the university forward in achieving its plans. Highlights include:
UFV Strategic Plan: Changing Lives, Building Community
• Reallocation of resources to build and strengthen community, government, industry and philanthropic relationships with the reinstatement of a Vice President External;
• Additional investment in support of marketing and branding the university; • Investment in agriculture programs and the Agriculture Centre of Excellence; • Investment in organizational development in support of recruitment and retention of faculty and
staff and in developing leadership capacity in the university.
Learning Everywhere: The UFV Education Plan
• Investment in information technology architecture and educational technology to support long term planning, development and implementation of technology in learning;
• Grow Teacher Education; • Expand technology programming with the launch of Computing Science program; • Funding for practicum and work-integrated learning coordination; • Investment in student wellness, development, and accessibility services to increase student well-
being and assist with student retention and success; • Reorganization of the Marketing and Recruitment units to support undergraduate student
enrolment.
Indigenizing Our Academy
• Ongoing funding for indigenous student transition coordination to promote and support recruitment, retention and success of indigenous students;
• Funding to support incorporating indigenous educational content and ways of learning into new and existing programming.
Internationalization Goals
• Investment in new and existing programming in demand by international students; • Investment in International office to support recruitment and retention efforts and to diversify
the international student population.
These investments reflect a portion of the exciting work that is moving the university forward in reaching its goals. Throughout UFV, faculties and administrative units are contributing in numerous ways to make UFV the best undergraduate university and a great place to work.
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BACKGROUND AND PLANNING CONTEXT Changing Lives, Building Community, is central to UFV and gives direction to the many supporting plans of the university. Indigenizing Our Academy describes how the university will change to make room for the expression of indigenous culture and forms of knowledge. The Internationalization Strategy describes the roles that international students and international study abroad play in enriching the educational experience of our students. Institutional Learning Outcomes define what the UFV community sees as successful learning and, therefore successful teaching. Learning Everywhere: The UFV Education Plan, 2016-20 sets the academic direction for UFV by identifying specific priorities the university needs to achieve. These five central documents are supplemented by a set of more specific plans as illustrated in the diagram below.
The Strategic Enrolment Plan and the Strategic Research Plan are consistent with, and support, the Education Plan. Faculty and department plans detail how these areas implement the central plans of the university.
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The Human Resources Strategic Plan, the Capital Plan, the Budget Plan, along with University Advancement strategies, describe UFV’s available resources and how they are allocated to support the university’s goals. These areas provide the resources, be they human, physical, or financial, to achieve our plans. Lastly, the Accountability Report and Plan summarizes planning at UFV and reports on the university’s performance in achieving its own goals, as well as targets set by the Ministry of Advanced Education, Skills and Training.
UFV Strategic Plan: Changing Lives, Building Community1
The University of the Fraser Valley recognizes and embraces its responsibility to the students and the communities we serve. UFV’s vision, values and strategic goals guide the allocation of its resources.
Strategic Goals:
1. Provide the best undergraduate education in Canada; 2. Be a leader of social, cultural, economic, and environmentally-responsible development in the Fraser
Valley; and 3. Be innovative, entrepreneurial, and accountable in achieving our goals.
Learning Everywhere: The UFV Education Plan, 2016 - 20202
The Education Plan is a product of broad consultation across the university community and the visioning exercise of the UFV 2025 that resulted in the UFV 2025: A Vision for our Future. The core of that vision states that
UFV in 2025 will be a community and regionally-based university that is learner and student-centred, whereby the learning drives the system and structure of the institution. Students and local communities will view UFV as a centre for intellectual and social development throughout their lifetimes, and as a place to learn how they can be better global citizens.
The Consolidated Budget Plan is the mechanism by which resources are allocated to achieve the university’s Education Plan and related supporting plans. Resource allocation decisions are focused on the five goals of The UFV Education Plan, 2016 – 2020:
1. Prioritize learning everywhere; 2. Commit to flexibility and responsiveness; 3. Collaborate across boundaries; 4. Develop local and global citizenship; and 5. Integrate experiential learning.
Indigenizing Our Academy: Strategic Planning Indigenous Post-Secondary Education at UFV3
Working in collaboration and in close partnership with Indigenous communities, their leaders and academic partner in the Fraser-Cascade, Abbotsford, Chilliwack and Mission School Districts, UFV strives to be both responsive and responsible to the Indigenous peoples’ goals of self-determination and well-being. Through the development of 8 goals and actions, UFV aims to become a place of learning that recognizes, respects and includes an indigenous worldview in all aspects of its day-to-day activities.
1 http://ufv.ca/president/ufv_strategic_directions/ 2 https://www.ufv.ca/media/assets/provost/education-plans/Learning-Everywhere-The-UFV-Education-Plan,-2016-2020---2016-05-09.pdf 3 https://ufv.ca/media/assets/institutional-research/planning/strategic-initiatives/Indigenizing+the+Academy.pdf
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UFV Internationalization Goals: Beyond Local, 2017 - 20224
In times of increasing complexities around globalization, more than ever, institutions and communities need to be prepared to work within an international context. The following five goals demonstrate the university’s commitment to internationalization efforts.
• Increase access to and participation in international mobility experiences; • Expand the cultural diversity of the UFV community; • Design and deliver programs for a rapidly evolving global context; • Provide services and an environment that foster a sense of belonging; • Support the development of strategic partnerships.
Institutional Learning Outcomes (ILOs)5
Learning outcomes focus on producing graduates who will be creative and innovative, capable of self-reflection, ethical, and ready to contribute regionally and globally.
UFV Supporting Plans:
UFV Strategic Enrolment Management Plan, 2014 - 2019 6
The Strategic Enrolment Management (SEM) Plan was developed in 2014 and approved by the Board of Governors in September 2014. Adopting a definition of SEM Planning that was evidence-based to enable the fulfillment of our institutional mission and our students’ educational goals, nine key strategic enrolment goals with targets were developed through a consultative approach. The goals address undergraduate, graduate, aboriginal, international and transfer student enrolment, creation of Qualifying Studies, retention and graduation, experiential student experience and areas for program growth.
UFV Campus Master Plans7
The focus of the Campus Master Plans is on the effective and responsible use of buildings, land and current and future facilities. In 2016, the university completed the Abbotsford Master Plan in partnership with the City of Abbotsford that included the UDistrict planning process. This plan seamlessly integrates the Abbotsford campus and community to create a vibrant university community. The Canada Education Park (CEP) Master Plan was completed in 2010, allowing for programming flexibility and three growth phases. In 2013 the CEP Master Plan was updated to include the plans for the B.C. Agriculture Centre of Excellence.
4 https://ufv.ca/media/assets/institutional-research/planning/strategic-initiatives/Internationalization-Goals-UFV.pdf 5 http://www.ufv.ca/ilos/ 6 https://www.ufv.ca/media/assets/vp-students/SEM-2014-Plan-FINAL-w-bookmarks.pdf 7 https://www.ufv.ca/media/assets/campus-planning/pdfs/UFV-CMP-20160422_Reduced.pdf;
https://www.ufv.ca/media/assets/campus-planning/pdfs/UFV-Masterplan-Booklet_FINAL-Aug-2010_Reduced.pdf
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Five-Year Capital Plan8
Priority projects:
• Digital Hub, Abbotsford campus: • Building Renewal and expansion, Abbotsford campus; • Agriculture Centre (Phase 2), CEP campus.
2018-19 Budget Planning Principles (Appendix A)
Resource allocation is guided by the strategic directions and plans of the university as well as by the requirement to meet Ministry expectations and priorities.
Ministry Expectations9
The University of the Fraser Valley is a publicly funded institution under the Ministry of Advanced Education, Skills and Training (AEST). As a significant contributor to university funding, the provincial government is a key stakeholder setting expectations and priorities for post-secondary institutions and for UFV specifically. Provincial government direction to UFV includes engaging in a post-secondary strategy that responds to the Truth and Reconciliation Commission of Canada: Calls to Action; implementation of tuition-free adult basic education and English as a second language programming for domestic students; tuition-free education for former youth in care; expanding technology related programming; and improving student mental health, safety and well-being.
AEST provides funding for pre-established student enrolment targets, measured as full-time equivalent spaces (FTE). Institutions within the sector are expected to achieve 95% or higher of their respective targets. UFV’s target for 2018-19 is 6,676 FTE spaces; the budget supports the achievement of this target (Table 1).
The university is also funded by the Industry Training Authority (ITA) for trades programs. Funding for this programming is adjusted annually and is dependent on the number and type of programs approved in the annual work plan.
Table 1: Historical FTE Trends to Target
8 http://www.ufv.ca/media/assets/campus-planning/pdfs/2016-17-UFV-Capital-Plan---FINAL.pdf 9 https://www.ufv.ca/media/assets/board-governors/2018-19-Mandate-Letter--UFV.pdf
2015-16 Actual
2016-17 Actual
2017-18 Forecast
2017-18 Budget
2018-19 Budget
AVED Base FTE 5,947 5,478 5,270 5,465 5,458 AVED Targeted FTE 709 1,036 1,211 1,211 1,211
Sub-total - AVED 6,656 6,514 6,481 6,676 6,669 ITA1 502 596 533 566 554 International 900 1,016 1,235 988 1,073
FTE Total 8,058 8,126 8,249 8,230 8,296 Funded FTE
AVED Base 5,969 5,640 5,465 5,465 5,465 AVED Targeted 709 1,036 1,211 1,211 1,211
Total Target - AVED 6,678 6,676 6,676 6,676 6,676 Util ization - AVED 100% 98% 97% 100% 100%
International Chandigarh2 196 312 296 300 300 Notes:1. ITA targets are not based on FTE. 2. International Chandigarh recognizes the students enrolled in the UFV programs in Chandigarh, India.
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Annual Budget Process
Annual budget development is a consultative process, beginning with the development of Budget Principles (Appendix A) in the spring and are approved by the Board of Governors in June. Budget Principles are developed with reflection of the external environment and the values important to the UFV community.
The preliminary budget position development began with forecasting revenues and contractual expense obligations. Preliminary revenues are informed by faculty enrolment plans and anticipated changes to grants and student fee rates. Preliminary expenses are informed by negotiated salary and projected benefit rate increases, as well as inflationary increases to licence agreements, utilities and facility service contracts.
In the fall, a University Forum was held to discuss the status of university plans and provide an update on the budget development. Preliminary budgets were distributed to senior administrative budget centres in mid-October with submissions due early-November.
The Budget Office consolidated the budgets submitted by administrators for presentation to the Senior Budget Committee. Administrators met with the Senior Budget Committee at the end of November, creating an opportunity for questions, feedback and conversations related to portfolio priorities, opportunities, and challenges. These discussions also created an opportunity to identify common themes and to take a strategic institutional perspective toward aligning the various budget plans and allocating resources to institutional priorities.
The Senior Budget Committee presents the Consolidated Budget Plan to the President, Senate, the Faculty and Staff Association, the Student Union Society, and to the university community for discussion and feedback. The Budget is presented to the Board of Governors for approval in early April.
Actual spending is monitored throughout the year, with both budget variances and quarterly forecasts reported to the Board through the Finance and Audit Committee.
University Budget Model
The university uses a shared-revenue based budget model with the goal of better supporting the university’s strategic directions and goals while maintaining accountability, transparency, and sustainability. This model is an adaptation of Responsibility Centre Management (RCM) budget model. In this model, tuition revenues for academic portfolios are aligned with faculty enrolment plans and budgets for support units receive a proportion of revenues that are tied to the overall growth of the university. Further details on the model can be found on the Budget Office website.10
10 https://www.ufv.ca/budgets/budget-guidelines-and-processes/budget-model-review/
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2018-19 CONSOLIDATED BUDGET SUMMARY The university is mandated to have a balanced consolidated annual budget. The consolidated budget for 2018-19 reflects a 5.5% increase that is similar to the 5.2% increase seen in 2017-18 consolidated budget. The consolidated budget has increased by $7.1M to $134.4M. Table 2 provides the 2018-19 consolidated budget summary by fund, reflecting the allocation of funding to the capital fund and to the base operating fund. See Schedule 1 for a detailed consolidated budget summary.
Table 2: 2018-19 Consolidated Budget ($ thousands)
Consolidated Revenues Revenues from both government grants and student fees continue to drive most of the revenue increases. As reflected in Figure 1, government grants have increased by $2M to $59.5M for 2018-19, this is a 3.5% increase over 2017-18. The majority of the increase is due to funding for the salary scale increases in the collective agreement under the province’s Economic Stability Mandate. Other government grant increases reflect funding for the provincial policy change to make Adult Basic Education and English as a Second Language programming tuition free. With the increase in government grant funding, as a percentage, government grant funding remains at 44% of total budgeted revenues.
Total tuition and student fees have increase to 41% of total revenue from 40% in 2017-18. Tuition and student fees revenue has increased by $4.1M to $55.2M. Of that increase, $3.5M came from the Non-Base fund that includes extension studies and international fees. All other revenues combined had a minimal change.
Figure 1: Distribution of 2018-19 Consolidated Revenues ($ millions)
Base Operating Non-Base
Ancillary Services
Research & Special
Purpose Capital
2018-19 Consolidated
Budget
2017-18 Consolidated
Budget
Change Increase
(Decrease)
% Change
Revenue Budget 91,224$ 23,758$ 7,252$ 4,874$ 7,273$ 134,381$ 127,321$ 7,060$ 5.5%Expense Budget 104,454 8,800 4,897 4,749 11,480 134,381 127,321 7,060 5.5%
(13,230) 14,957 2,355 125 (4,207) - - - Interfund Transfers
Capital Allocations (1,330) (1,720) (1,157) - 4,207 - - - Fund Balance (14,560)$ 13,237$ 1,198$ 125$ -$ -$ -$ -$
$59.5
$35.7
$19.5
$6.5
$6.3
$6.9
Government Operating Grants
Student Tuition & Fees - Domestic
Student Tuition & Fees - Int'l
Sales of Goods & Services
Other Revenue
Amortization of Deferred Contribution
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Significant changes to the consolidated revenues include:
• Provincial grant funding for known Economic Stability Mandate salary scale increases for 2018-19 is estimated to be $1.35M;
• Provincial funding for domestic tuition free Adult Basic Education and English as a Second Language is based on reimbursement from foregone tuition revenue of projected enrolments in these programs. The estimated funding included in the budget is $875K;
• The net increase of $240K in domestic tuition and student fees reflects a 2% increase in domestic tuition ($555K), domestic enrolment growth ($295K), recognition of additional application fees ($70K); and a reduction of the Adult Basic Education and English as a Second Language domestic tuition fees now funded through grant funding;
• The increase of $2.6M in international tuition and student fees reflects a 3.2% increase in international tuition fees ($0.6M) and international enrolment growth ($2M);
• Extension studies revenue is expected to increase by $900K, particularly through Industry Services as additional capacity becomes available in Chilliwack;
• Increase of $755K in other revenues related to revenues generated from various events, fund raising initiatives, one time projects, and investment income;
• Increase of $154K in deferred capital contributions to align timing with the amortization of externally funding capital assets.
Consolidated Expenditures
As shown in Figure 2 below, salaries and benefits are the largest expenditure and account for 71% of the consolidated expenditures. Total salaries and benefits increased 5.25% ($4.7M) to $94.9M.
Figure 2: Distribution of 2018-19 Consolidated Expenditures ($ millions)
Significant changes to salary and benefit costs include:
• $1.59M increase related to negotiated salary scale increases under the Economic Stability Mandate. Approximately $1.46M of this increase is included in the base operating budget. The remaining $130K is absorbed by non-base, ancillary, restricted and special purpose activity;
• $625K increase for employee annual salary increments;
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• $1.08M increase to fund changes to Faculty course plans and non-base training plans; • $1.2M increase in new positions and benefits to support the strategic and educational plans of the
university, meet compliance obligations, and mitigate areas of risk; • $200K increase in salary and benefits related to research and special project activities.
Non-salary and benefit costs increased by 4.9% ($2.3M) to $39.5M, and makes up 29% of total expenditures. Significant changes to non-salary costs include:
• $240K increase related to facility maintenance contracts, insurance and security contracts; • $350K increase in library licences and information technology software licences and maintenance
contracts; • $765K increase in non-salary contract training, restricted and special project delivery costs; • $445K increase to International office expenses, commission fees and enrolment contingency; • $380K savings in interest expense related to refinancing of Student Residence; • $520K increase in minor renovations and repairs; • $100K increase in amortization expense.
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BUDGET BY FUND PERSPECTIVE The university uses fund accounting to segregate major activities and funding sources. It provides enhanced accountability, control and stewardship of the university’s funds. Activities that occur outside of the university’s base operations generate revenues to cover their cost and support the base operations of the university. As shown in Figure 3, the base operating fund and the capital fund are reliant on net revenues generated by the university’s non-base, ancillary and special project activities. The aggregate of these activities allow the university to operate in an “all funds, no deficit” position.
International tuition and fees are collected as part of the non-base fund and a significant contribution is made to cover the costs of program delivery for international students recognized in the operating fund.
Figure 3: UFV Consolidated Operations, net year-over-year comparison prior to inter-fund transfers ($ millions)
Note: The contribution from the Ancillary Fund to the Operating Fund includes an increase of $292 resulting from restructuring relating to creation of the Office of VP External.
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OPERATING FUND The operating fund includes all activity related to the delivery of academic, vocational and developmental programming offered by the university. This includes costs related to student support, facility operations, general administration and governance of the university. Base operations are primarily funded from government grant funding, domestic student tuition and fees, and contributions from non-base and ancillary activities. Government grant funding has been stable for the past few years and has increased to cover the negotiated salary costs in our base operating fund, however, grant funding is not adjusted for other inflationary costs. The number of student FTEs the university is funded for has not seen any significant change over the past 7 years and currently has a target of 6,676 domestic student FTE. The government grant now includes funding to cover the foregone tuition from adult basic education and English as a second language programming, and for foregone tuition from former youth in care under the provincial Tuition Waiver program.
Figure 4: Enrolment Trend 2013-14 to 2018-19
Increases in domestic student tuition and fees is limited under the provincial Tuition Limit policy and by the demographics of our local student population. The budget reflects a 2% increase to domestic tuition and student fees with the exception for graduate programs fees that will remain unchanged for 2018-19. Domestic enrolment has been on a gradual decline since its apex in 2011-12, which has been consistent with the decline in the population of those aged 15-24.
While domestic enrolments have declined, international enrolments have seen significant increases, exceeding the SEM plan goals and budget targets. Managing the growth in international enrolments continues to be a challenge for faculties with large numbers of international students. University administrators and department heads are making efforts to better align international student recruitment and registration in Faculty enrolment plans for international enrolments.
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Budgets by Category
Figure 5 below shows broad expenditure categories and budgeted resource allocation trends within the operating fund. There are some small shifts in funding reflecting the need to adapt to changing environments and investments that support the achievement of institutional plans.
Figure 5: Base Fund Budget by Category ($ millions) and as a % of Total Base Budget
Faculties
While the relative percentage of dollars has marginally decreased in Faculty budgets, this category has the largest growth in terms of budget dollars. Growth reflects additional programming and support required to meet increasing student enrolments. Along with the reallocation of some vacant positions to areas of highest need, there are net 4.76 FTE new teaching faculty positions added (Appendix B). Two of these faculty positions support the launch of the Computer Science program, a new program that fits university priorities, has significant international student demand, and corresponds with Ministry expectations to expand technology related programming.
Recognizing the importance of agriculture to the Fraser Valley and the university’s commitment to be leaders in economic and environmentally responsible development of the valley, this budget provides an allocation for the continued development of agricultural programming and the Agricultural Centre of Excellence.
Building on the excellence of our Teacher Education program, an additional cohort in Elementary Teacher Education is added to respond to market and regional demand for UFV trained teachers.
In keeping with our goal to expand experiential learning opportunities, additional support for practicum and work-integrated learning coordination has been added for Arts programs.
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An Associate Dean position has been added to support programs in the Faculty of Professional Studies, a Faculty that continues to see steady growth. Responsibilities of this position will include liaising with the numerous international partners connected to this Faculty, promoting indigenous awareness, and support training and development of faculty. Funding for indigenous student transition coordination to support recruitment, retention and success of indigenous students will further contribute to UFV’s indigenization goals.
Academic Support
Both the Education Plan 2020 and the Strategic Enrolment Plan identify and emphasize collaborative, flexible, and experiential learning across programs and university boundaries as key to student success. This budget builds on these priorities with a new position in educational technology services to support the integration of technology in learning. Recognizing the university’s commitment to Indigenization, the Teaching & Learning portfolio includes a new position to support the development of indigenous content and ways of learning for new and existing programming.
Student Support
Investment in the student support area builds on investments that were made from the Experiential Learning & Wellness student fee. This year’s budget includes a Coordinator for Student Wellness, Training and Development. Responsibilities will include coordinating the Sexualized Violence Prevention program, a program committed to improving student mental health, safety and well-being through a safe, supportive and respectful environment in which to live, work and learn. Additional support is also added to accessibility services to address increasing demands.
Facilities & Security
Changes in this category include the amalgamation of Emergency Services and Occupational Health & Safety (OH&S) to create an office of Risk Services and Safety that will give leadership to Enterprise Risk Management, Campus Security, Emergency Management, and OH&S. Responsibility for Campus Planning has moved to this portfolio along with the addition of a position to support this activity. Inflationary costs on utilities, maintenance and security contracts are managed in this portfolio.
Central University
Central University costs include budgets for negotiated benefits such as professional development, sabbatical and educational leaves, maternity and short-term disability leaves, and health allowances. Institutional memberships along with transfers from the operating fund to capital and the university contingency are also included in this category.
General Administration
General university administration costs as a percentage of spending are consistent with prior year. Meeting increasing accountability and administrative complexities in the post-secondary sector is managed through a re-alignment of work and responsibilities and reallocation of vacancies to align with changing administrative needs. New investments this year include additional funding for marketing and the addition of an organizational development position as recommended by the recently completed Human Resources review. This position will build capacity in workforce and succession planning, performance management, change leadership and proactive employee attraction and retention.
Information Technology
The University continues to invest in information technology (IT), which is fundamental to flexible learning across boundaries, new learning technologies and emerging modes of teaching. Building on the recommendations of the
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IT review completed a few years ago, investment in this budget focuses on building effective technology architecture and standards to address security concerns, system design and complexities, and growing demand to improve the user experience. This investment is accomplished through the realignment of vacant positions to changing needs and the addition of two new positions. A Business Transformation Office, focused on the identification, assessment and coordination of business improvement activities, will be established to support institutional projects that involve a technology component.
President and Governance
Funding to support the university’s governance bodies has been added. This investment will provide funding for education and training, and support for the development of effective university policies.
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NON-BASE Main revenue sources in this fund are Industry Services and Continuing Education training revenues, and international student tuition and fees. Activities in this area are expected to cover direct costs and make a contribution to the consolidated budget plan.
Continuing Education and Industry Services training revenues are budgeted to increase by 28% over prior year to $4.1M with expenditures increasing to $3.5M. Funding for a new Administrator and an office staff position have been added to support the increasing number of programs and contracts. With a provincial and national emphasis on job skills and growing industry expectations for professional development and life-long learning, this activity has been expanding and is expected to continue to grow.
International student tuition and fees is the largest area of activity in this fund. The budget reflects a 3.2% rate increase as well as 12% enrolment growth for total revenues of $19.6M. International students study together with domestic students in courses and programs. As the International Office does not operate courses or academic programs specifically for international students, the International fund contribution to the operating fund includes funding for the delivery of academic programs and student services for international students. The contribution to the operating budget increased by 16% to $12.6M; the contribution to capital increased to $1.7M.
The International Office budgets includes the addition of a position in marketing and applicant relations to support and diversify recruitment into new markets.
Schedule 2 provides further details on non-base activity.
ANCILLARY FUND Ancillary Services includes bookstore, conference & event services, food services, parking, print services, campus card, and student residence operations. Revenues of $7.3M account for 5% of the total university revenues. After direct expenditures of $4.9M and a contribution to capital of $1.16M for debt repayment on Baker House, parking lots, and university print management infrastructure, Ancillary Services will contribute approximately $1.2M to the university operating budget.
Significant changes in this fund include $380K in annual savings related to refinancing of the Student Residence. These savings have been allocated to support deferred maintenance on the residence and a more aggressive debt reduction schedule.
In 2017-18, the Executive Director, Campus Planning and Resource Development office (funded by Ancillary operations) was discontinued and funding was reallocated to re-establish the VP External office in the base fund. The VP External office will continue to have responsibility for Ancillary operations. This change resulted in an increased contribution of $292K from the Ancillary fund to the Operating fund.
Schedule 3 provides details on the various activities within Ancillary Services.
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RESTRICTED FUNDS The activity in this fund consists of research and other special purpose projects, and donation revenues. These are funds with restrictions imposed internally and from outside the organization, usually by the contributor of the resources. This includes funding for projects approved and funded by the Natural Sciences and Engineering Research Council (NSERC), the Social Sciences and Humanities Research Council (SSHRC), the Canadian Institutes of Health Research (CIHR), and projects funded by community and industry partners. As this fund has activity related to research and special projects that are often one-time in nature, activity in this fund can vary substantially from year to year. A revenue increase of $755K is estimated from various events, fund raising initiatives, and one time projects.
Donation revenues and endowment investment earnings are restricted and included in the restricted fund category. Restricted revenue is not recognized until spent and/or awarded to students causing a timing issue between the receipt of donations and restricted investment earnings and the flow of these revenues through the budget and financial statements. Endowment contributions are restricted in perpetuity and because these contributions do not directly fund expenditures, they do not flow through the annual consolidated budget.
CAPITAL FUND The consolidated budget includes the impact of revenues and expenditures related to the acquisition or construction of capital assets such as land, buildings, major equipment, technology infrastructure, and significant software application systems. For assets funded by external sources, deferred revenue is recorded to offset the amortization expense each year with zero net impact to the financial position. For assets funded by the university, no revenue is available to offset the annual amortization expense and transfers from other funds are necessary to cover the resulting deficit (Schedule 1). Capital transfers from ancillary operations fund specific assets such as parking lots, capital leases, and student residence debt repayment.
On an annual basis, the university receives Major Maintenance & Rehabilitation (MMR) funding from the Ministry for routine building maintenance, major capital projects and renovations. The university is expected to contribute a minimum of 10% to major capital projects and renovations. For 2018-19, the university expects to receive $875K in MMR funding and an additional $7.4M restricted for the Heavy Mechanical & Farm Technology building at CEP and other renovations and classroom improvements. Projected capital expenditures for 2018-19 are included in Schedule 4. The estimated impact of these expenditures on our Statement of Operations have been captured in the consolidated budget.
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BUDGETS BY PORTFOLIO Over time a number of organizational changes have occurred with responsibility for departments moving from one senior administrator to another. Please note that both the budgets and enrolments that are shown in the charts in this section have been restated to reflect these new responsibilities under the current administrator.
OFFICE OF THE PRESIDENT AND GOVERNANCE
Jackie Hogan
The President reports to the Board of Governors and chairs the University Senate. She supervises the work of UFV’s senior executive team and leads the university in the development and implementation of its strategic goals and plans, including the Education Plan, Strategic Enrolment Management Plan, Consolidated Budget Plan, Five Year Capital Plan and Accountability Report. The President’s responsibilities also include community engagement, government relations, advocacy at regional, provincial and federal levels. Locally and internationally, she promotes partnerships that support university and community development and enhance educational and career opportunities for students. In addition to the budget of the President’s office, the portfolio incorporate the governance offices of the University Secretariat and the Board of
Governors.
2018-19 Budget Highlights • Investment in governance education and training.
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PROVOST AND VICE-PRESIDENT ACADEMIC
Dr. Eric Davis
The Provost and Vice-President Academic plays a pivotal role at UFV, taking responsibility for the development of excellence in teaching, learning, scholarship and service. In addition to the traditional roles of the Vice-President Academic, the Provost is responsible for integrated planning and operational coordinator at UFV to ensure educational and research programs, faculty and staff recruitment, career development, support services, policies, practices, standards and resource allocations are aligned with the university’s values, vision and prioritized goals. The portfolio includes the following divisions: the Vice-Provost and Associate Vice-President Academic’s Office, Graduate Studies, Human Resources, Indigenous Affairs, Institutional Research and Integrated Planning, Program
Development and Quality Assurance, Research, Teaching and Learning, Advising and the University Library.
2018-19 Budget Highlights
• Creation of an Indigenous Educational Developer to move UFV forward in its Indigenization goals; • Additional E-Room Technologist to enhance technology supported learning and move towards the goal
of learning everywhere; • Funding for a HR Organizational Developer to build capacity in workforce and succession planning,
performance management, change leadership, and proactive employee attraction and retention.
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CHIEF FINANCIAL OFFICER AND VICE-PRESIDENT ADMINISTRATION
Betty Poettcker
The CFO and Vice-President Administration is responsible for and provides leadership to financial and administrative support services at UFV. Working with a dedicated, professional team of directors and staff, the division strives to deliver exemplary services to support the academic and strategic goals of the university. With a focus on accountability, risk management, and efficiency, the division employs continuous business improvement practices to deliver administrative services. The portfolio encompasses Financial Services, Procurement, Budgeting, Campus Planning, Facilities Management, Information Technology Services, Business Transformation Office, Risk Services and Safety, and Legal Counsel.
2018-19 Budget Highlights
• Investment in information technology architecture and educational technology to support long-term planning, development and implementation of technology in learning;
• Creation of a Business Transformation Office focused on identification, assessment and coordination of business improvement activities;
• Institutional reorganization moving responsibility for Campus Planning to this portfolio; • Creation of Risk Services and Safety Office, including Enterprise Risk Management, Campus Security,
Emergency Management and Occupational Health and Safety.
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VICE-PRESIDENT EXTERNAL
Craig Toews
The Vice-President External is responsible for fostering the university’s reputation and heads up key areas, including: government, community and corporate relations, advancement and alumni relations, communications, marketing, ceremonies and events, property development and ancillary services. The portfolio is responsible for the planning and sustainable development of university property with a lead role in community liaison, partnerships, and resource development for the purpose of revenue generation. The Vice-President serves on numerous external committees and working groups that impact the social, cultural, and economic development of the Fraser Valley.
2018-19 Budget Highlights • Restructuring of resources in VP External portfolio to support the mission and priorities of the
university; • Additional investment to support marketing and branding the university.
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VICE-PRESIDENT STUDENTS AND ENROLMENT MANAGEMENT
Jody Gordon
Ensuring student success is important to the Vice-President Students and Enrolment Management division. The division supports students by focusing on student life, student engagement, student development, work integrated learning, co-curricular learning, and student support. The division includes the following: Student Life, Financial Aid, Residence Life, Career Centre, Athletics, Campus Recreation, Counselling, Centre for Accessibility Services, Student Recruitment, and the Office of the Registrar.
2018-19 Budget Highlights
• Institutional reorganization to align responsibility for student recruitment with VP Student and Enrolment Management;
• Investment in Coordinator, Student Wellness, Training and Development to develop extra-curricular education opportunities and promote a safe and inclusive environment;
• Investment in Centre for Accessibility Services staffing to support student access; • Grow and support student and employee wellness initiatives through Campus Recreation.
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COLLEGE OF ARTS
Dr. Jacqueline Nolte, Dean
The College comprises the Faculty of Humanities and the Faculty of Social Sciences. The College offers skills in creative problem-solving, critical reasoning, interpersonal communication, social research, analysis of human and physical environments, historical consciousness, and cultural awareness and interpretation. The College offers a Masters, an Honours and a Bachelor of Arts in Criminal Justice. A Bachelor of Arts is offered with 13 Majors including Economics, English, French, Geography, History, Mathematics, Philosophy, Peace and Conflict Studies, Political Science, Psychology, Sociology, Sociology/Anthropology and Theatre. Bachelor of Arts Honours programs are offered in 6 disciplines and Extended Minors and Minors are offered in Major disciplines as well as in
Anthropology, Art History, Criminal Justice, Latin American Studies, Media and Communication Studies and Communication. The College offers Bachelor of Arts in Global Development Studies, a Bachelor of Fine Arts with a Major in Visual Arts and 7 Extended Minors. The College is responsible for the interdisciplinary Bachelor of General Studies, an Associate of Arts degree, 6 diplomas and 11 certificates.
23 | P a g e
*Enrolment is based on actual enrolment for 2014-15 to 2016-17, forecasted enrolment for 2017-18 and planned enrolment for 2018-19. **The budget has been adjusted for inflation using 2014 as the base and the annual Consumer Price Index (CPI) for B.C. for 2014 to 2017 and the forecast CPI for 2018.
2018-19 Budget Highlights • Realign faculty vacancies to areas of highest need with a net increase of .5 FTE; • Promote community partnerships and experiential learning; investment in Practicum Coordinator to
incorporate work-integrated opportunities into curriculum design; • Leadership workshops to build competencies and encourage team teaching.
COLLEGE OF ARTS
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FACULTY OF ACCESS AND CONTINUING EDUCATION
Dr. Sue Brigden, Dean
The Faculty of Access and Continuing Education is home for the Applied Business Technology, Continuing Education, English as a Second Language, and Upgrading and University Preparation departments; the Indigenous Student Centre; and Assessment Services. The programs and services housed in the Faculty help adult learners of all backgrounds meet their personal, educational and career goals. The Faculty also provides a home for Qualifying Studies and the University Foundation Program students. With the help of academic advising and other university support services, Qualifying Studies and University Foundation Program students develop academic plans that will help them meet the requirements of their chosen post-secondary program.
25 | P a g e
*Enrolment is based on actual enrolment for 2014-15 to 2016-17, forecasted enrolment for 2017-18 and planned enrolment for 2018-19 **The budget has been adjusted for inflation using 2014 as the base and the annual Consumer Price Index (CPI) for B.C. for 2014 to 2017 and the forecast CPI for 2018.
2018-19 Budget Highlights • Support indigenization of the academy by funding an Indigenous Student Transition Coordinator; • Domestic tuition waived for Adult Basic Education studies, English Language studies11, and for former
youth in care.12
11 https://news.gov.bc.ca/releases/2017PREM0071-001404 12 https://news.gov.bc.ca/releases/2017PREM0076-001509
FACULTY OF ACCESS AND CONTINUING EDUCATION
26 | P a g e
FACULTY OF APPLIED AND TECHNICAL STUDIES
John English, Dean
The Faculty of Applied and Technical Studies offers training programs that respond to industry needs. All UFV trade programs are based on provincial standards and follow a core curriculum common to all B.C. institutions offering the program. Students can begin work in their chosen field after finishing a 10-month entry-level trades program at UFV. Most programs also have apprenticeship options after completion of the entry-level certificate. Program offerings include Agriculture, Aircraft Structures, Architectural Drafting, Automation and Robotics, Automotive Collision and Service, Carpentry, Joinery, Electronics, Electrical Work, Floral Design, Health and Human Services, Heavy Mechanical, Hospitality and Event Planning, Plumbing and Piping, Culinary Arts, Welding and others.
At the Trades and Technology Centre, the Faculty also offers a 10-week Trades Discovery program to provide students an opportunity to sample multiple trades and visit worksites to help them decide among career options. At the end of the program, students are ready to enter trade foundation training or seek an apprenticeship.
27 | P a g e
*Enrolment is based on actual enrolment for 2014-15 to 2016-17, forecasted enrolment for 2017-18 and planned enrolment for 2018-19. **The budget has been adjusted for inflation using 2014 as the base and the annual Consumer Price Index (CPI) for B.C. for 2014 to 2017 and the forecast CPI for 2018.
2018-19 Budget Highlights • Investment in interdisciplinary agricultural initiatives; • New Welding faculty member to stabilize program growth; • Grow Industry Services with expanded facilities at CEP
FACULTY OF APPLIED AND TECHNICAL STUDIES
28 | P a g e
FACULTY OF HEALTH SCIENCES
Dr. Joanne MacLean, Dean
The Faculty of Health Sciences houses the School of Health Studies and the Department of Kinesiology. The School of Health Studies offers the following programs at the Canada Education Park in Chilliwack: Bachelor of Science in Nursing, Practical Nursing Diploma, Health Care Assistant, and Certified Dental Assistant Certificate. These fully reviewed and accredited programs incorporate extensive practicum learning experiences and advanced simulation technology to enhance the preparation of our graduates. The highly qualified and dedicated faculty of the School of Health Studies work closely with students to facilitate and guide their learning.
Kinesiology offers courses on both the Abbotsford and Chilliwack campuses. The program offers a Bachelor of Kinesiology degree with concentrations in Exercise Science and Pedagogy. A third concentration in Active Health is in development.
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*Enrolment is based on actual enrolment for 2014-15 to 2016-17, forecasted enrolment for 2017-18 and planned enrolment for 2018-19. **The budget has been adjusted for inflation using 2014 as the base and the annual Consumer Price Index (CPI) for B.C. for 2014 to 2017 and the forecast CPI for 2018.
2018-19 Budget Highlights • Continue implementing the Faculty Strategic Plan13 through a confluence of focus, leadership, investment
in people and celebration; • Incorporate revised curriculum into budget with a result of reducing part-time and increasing full-time
support.
13 https://www.ufv.ca/health/deans-office/fhs-strategic-plan/
FACULTY OF HEALTH SCIENCES
30 | P a g e
FACULTY OF PROFESSIONAL STUDIES
Dr. Tracy Ryder Glass, Dean
The Faculty of Professional Studies is comprised of the School of Business, the School of Social Work and Human Services as well as departments offering programs in Adult Education, Child, Youth and Family Studies, Computer Information Systems, Library and Information Technology, and Teacher Education. The Faculty has been offering programming at the SD College campus in Chandigarh, India since 2006. The Bachelor of Business Administration was the first program offered, with the Bachelor of Computer Information Systems introduced in the fall of 2015, and the Post-Degree Management Certificate beginning in January 2016.
31 | P a g e
*Enrolment is based on actual enrolment for 2014-15 to 2016-17, forecasted enrolment for 2017-18 and planned enrolment for 2018-19. **The budget has been adjusted for inflation using 2014 as the base and the annual Consumer Price Index (CPI) for B.C. for 2014 to 2017 and the forecast CPI for 2018.
2018-19 Budget Highlights • New Associate Dean to liaise with international partners, support indigenization initiatives and support
faculty mentorship; • Additional Elementary cohort in the Teacher Education Program to address community need; • Launch of Computing Science program with 2 new faculty members; • Implement new Child Life Graduate Certificate and Mindfulness Graduate Certificate, fall of 2018; • Library & Information Technology joining the School of Business in 2018-19.
FACULTY OF PROFESSIONAL STUDIES
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FACULTY OF SCIENCE
Dr. Greg Schlitt, Dean
The Faculty of Sciences houses the departments of Biology, Chemistry, Mathematics and Statistics, and Physics. The program offerings include a post-degree certificate in Data Analysis, an Engineering Physics diploma, various Bachelor of Science degrees, an Associate degree in Science, an Engineering Transfer program, and Science studies that cover a wide breadth of areas including Biology, Chemistry, Physical Geography, Physics, and Mathematics and Statistics. The courses are designed to enhance critical thinking abilities, integrating facts and observations with experimental knowledge and reasoning. Faculty are not only encouraged to incorporate research in their teaching but also support students to conduct research and share their findings. The Centre for Environmental Sustainability and the Math Centre are also within
this portfolio. The Centre for Environmental Sustainability forms a hub and is ready to fill a void in the Fraser Valley through which public, private, and not-for-profit organizations can share data, cooperate on projects and coordinate efforts.
33 | P a g e
*Enrolment is based on actual enrolment for 2014-15 to 2016-17, forecasted enrolment for 2017-18 and planned enrolment for 2018-19. **The budget has been adjusted for inflation using 2014 as the base and the annual Consumer Price Index (CPI) for B.C. for 2014 to 2017 and the forecast CPI for 2018.
2018-19 Budget Highlights • New Mathematics/Statistics faculty position with focus on Math for Elementary Educators to support and
develop K-6 Math; • Support summer programming in the Math Centre; • Student coordinator for Let’s Talk Science,14 a national science-outreach program.
14 http://letstalkscience.ca/
FACULTY OF SCIENCE
34 | P a g e
SCHEDULE 1
2018-19 CONSOLIDATED BUDGET DETAIL – BY FUND
2018
-19
UFV
Con
solid
ated
Bud
get (
$ Th
ousa
nds)
Base
O
pera
ting
Non
-Bas
eAn
cilla
ry
Serv
ices
Rese
arch
&
Spe
cial
Pu
rpos
eCa
pita
l
2018
-19
Cons
olid
ated
Bu
dget
2017
-18
Cons
olid
ated
Bu
dget
Chan
ge
Incr
ease
(D
ecre
ase)
%
Chan
geRe
venu
es:
Gove
rnm
ent O
pera
ting
Gran
ts57
,889
$
-$
-$
1,20
0$
381
$
59,4
70$
57
,472
$
1,99
7$
Stud
ent T
uitio
n &
Fee
s31
,188
23,6
21
13
35
0
-
55
,171
51
,087
4,
084
Co
ntra
cts/
Rese
arch
Rev
enue
126
87
-
788
-
1,00
1
1,09
0
(89)
Oth
er R
even
ue1,
271
50
39
7
2,
195
-
3,
914
3,
322
59
2
Sa
les
of G
oods
& S
ervi
ces
-
-
6,51
0
-
-
6,51
0
6,32
4
186
Rent
al &
Leas
e Re
venu
e-
-
33
3
-
-
33
3
35
0
(1
7)
In
vest
men
t Inc
ome
750
-
-
341
-
1,09
1
938
153
Amor
tizat
ion
of D
efer
red
Cont
ribu
tion
-
-
-
6,89
3
6,89
3
6,73
9
154
91,2
24
23
,758
7,25
2
4,87
4
7,27
3
134,
381
127,
321
7,06
0
5.5%
Expe
nditu
res:
Sala
ries
& B
enef
its87
,547
4,45
1
1,18
3
1,74
0
-
94,9
21
90,1
82
4,73
9
Cost
of G
oods
Sol
d20
1
-
3,
087
-
-
3,
287
3,
287
-
Oth
er O
pera
ting
Cost
s16
,082
4,16
9
434
2,26
0
1,88
0
24,8
25
22,2
24
2,60
0
Scho
lars
hips
& B
ursa
ries
624
180
5
75
0
-
1,
559
1,
559
-
Debt
Ser
vice
Cos
ts-
-
18
9
-
-
18
9
56
9
(3
79)
Am
ortiz
atio
n Ex
pens
e-
-
-
-
9,
600
9,
600
9,
500
10
0
104,
454
8,80
0
4,89
7
4,74
9
11,4
80
13
4,38
1
12
7,32
1
7,
060
5.
5%
Inte
rfun
d Tr
ansf
ers:
Capi
tal A
lloca
tions
1,33
0
1,72
0
1,15
7
-
(4,2
07)
-
-
-
Fund
Bal
ance
(14,
560)
$
13,2
37$
1,
198
$
12
5$
-
$
-
$
-
$
-
$
35 | P a g e
SCHEDULE 2
2018-19 NON-BASE BUDGET
2018
-19
UFV
Non
-Bas
e Bu
dget
($ T
hous
ands
)
Cont
inui
ng
Educ
atio
nIn
dust
ry
Serv
ices
Tota
l Ex
tens
ion
Stud
ies
Inte
rnat
iona
l
2018
-19
Non
-Bas
e Bu
dget
2017
-18
Non
-Bas
e Bu
dget
Chan
ge
Incr
ease
(D
ecre
ase)
%
Chan
geRe
venu
es:
Gove
rnm
ent O
pera
ting
Gran
ts-
$
-
$
-
$
-
$
-
$
-$
-
$
Stud
ent T
uitio
n &
Fee
s2,
187
1,95
3
4,
140
19,4
81
23
,621
20,1
28
3,
492
Co
ntra
cts/
Rese
arch
Rev
enue
-
-
-
87
87
67
20
Oth
er R
even
ue-
-
-
50
50
50
-
Sale
s of
Goo
ds &
Ser
vice
s-
-
-
-
-
-
-
Rent
al &
Leas
e Re
venu
e-
-
-
-
-
-
-
Inve
stm
ent I
ncom
e-
-
-
-
-
-
-
Amor
tizat
ion
of D
efer
red
Cont
ribu
tion
-
-
-
-
-
-
-
2,18
7
1,
953
4,14
0
19
,618
23,7
58
20
,245
3,51
2
17.3
%
Expe
nditu
res:
Sala
ries
& B
enef
its1,
314
1,05
2
2,
366
2,08
5
4,45
1
3,
694
757
Cost
of G
oods
Sol
d-
-
-
-
-
-
-
Oth
er O
pera
ting
Cost
s43
8
721
1,
159
3,01
0
4,16
9
3,
439
730
Scho
lars
hips
& B
ursa
ries
-
-
-
180
180
180
-
De
bt S
ervi
ce C
osts
-
-
-
-
-
-
-
Am
ortiz
atio
n Ex
pens
e-
-
-
-
-
-
-
1,75
2
1,
773
3,52
5
5,
275
8,
800
7,31
3
1,
488
20
.3%
Inte
rfun
d Tr
ansf
ers:
Capi
tal A
lloca
tions
20
-
20
1,70
0
1,72
0
1,
463
257
17.6
%
Fund
Bal
ance
414
$
18
0$
594
$
12
,643
$
13,2
37$
11
,470
$
1,76
7$
15.4
%
36 | P a g e
SCHEDULE 3
2018-19 ANCILLARY BUDGET
2018
-19
UFV
Anc
illar
y Bu
dget
($ T
hous
ands
)
Anci
llary
Se
rvic
es
Adm
inBo
okst
ore
Even
ts &
Co
nf.
Food
Se
rvic
esPa
rkin
gO
ther
An
cilla
rySt
uden
t Re
siden
ce
2018
-19
Anci
llary
Bu
dget
2017
-18
Anci
llary
Bu
dget
Chan
ge
Incr
ease
(D
ecre
ase)
%
Chan
geRe
venu
es:
Gove
rnm
ent O
pera
ting
Gran
ts-
$
-
$
-
$
-
$
-
$
-
$
-
$
-
$
-$
-$
St
uden
t Tui
tion
& F
ees
-
-
-
-
-
-
13
13
13
-
Co
ntra
cts/
Rese
arch
Rev
enue
-
-
-
-
-
-
-
-
-
-
O
ther
Rev
enue
-
-
148
180
-
32
37
397
410
(1
3)
Sa
les
of G
oods
& S
ervi
ces
-
4,14
1
-
-
1,12
0
-
1,24
9
6,51
0
6,
324
186
Rent
al &
Leas
e Re
venu
e-
-
-
-
-
13
8
19
5
33
3
35
0
(17)
Inve
stm
ent I
ncom
e-
-
-
-
-
-
-
-
-
-
Amor
tizat
ion
of D
efer
red
Cont
ribu
tion
-
-
-
-
-
-
-
-
-
-
4,14
1
148
180
1,12
0
170
1,49
3
7,25
2
7,
096
156
2.2%
Expe
nditu
res:
Sala
ries
& B
enef
its20
9
38
0
80
-
10
32
1
18
4
1,
183
1,30
3
(1
20)
Cost
of G
oods
Sol
d-
3,
087
-
-
-
-
-
3,
087
3,08
7
-
Oth
er O
pera
ting
Cost
s-
40
0
17
14
22
9
(3
96)
170
434
493
(5
9)
Sc
hola
rshi
ps &
Bur
sari
es-
-
-
-
-
5
-
5
5
-
De
bt S
ervi
ce C
osts
-
-
-
-
-
14
175
189
569
(3
79)
Amor
tizat
ion
Expe
nse
-
-
-
-
-
-
-
-
-
-
209
3,86
7
97
14
238
(56)
52
8
4,
897
5,45
6
(5
59)
-10.
2%
Inte
rfun
d Tr
ansf
ers:
Capi
tal A
lloca
tions
-
-
-
-
170
151
836
1,15
7
75
4
403
53.4
%
Fund
Bal
ance
(209
)$
27
4$
51
$
16
6$
71
2$
75
$
12
9$
1,
198
$
886
$
31
2$
35
.2%
37 | P a g e
SCHEDULE 4
2018-19 CAPITAL BUDGET
2018-19 UFV Capital Budget ($ Thousands)
Provincial Contribution
University Contribution
2018-19 Capital Budget
Major Capital Projects:
Heavy Mechanical & Farm Technology Building1 5,500$ 500$ $ 6,000 Renovations & classroom improvements 1,426 629 2,055 Systems upgrades/replacements 225 25 250 IT Network infrastructure 180 420 600 Carbon Neutral Energy projects 69 7 76
7,400 1,581 8,981
Minor Maintenance & Repairs:Annual maintenance & repairs 875 - 875
Other:Annual furniture, fixtures & equipment investments - 1,045 1,045 Food Service upgrades - 425 425 Emerging and minor renovation projects - 200 200
- 1,670 1,670
TOTAL BUDGET $ 8,275 $ 3,251 $ 11,526
Notes:1 Prior year approved project in progress
38 | P a g e
APPENDIX A
2018-19 BUDGET PRINCIPLES 2018/19 Budget Planning Principles
The Consolidated Budget Plan is the mechanism for allocating resources to achieve the university’s Education Plan and related supporting plans. It ensures financial resources are aligned with the institution’s priorities and areas of focus.
Financial Planning Environment:
• UFV cannot approve a deficit consolidated budget.
• Taxation, legislative, contractual and regulatory requirements must be adhered to.
• UFV activities will aim to align with government expectations, priorities and accountabilities including full-time equivalent (FTE) targets, Mandate Letters15, Ministry of Advanced Education 2017/18 – 2019/20 Service Plan16, and the University Act17.
• Domestic student tuition and mandatory fees will be limited by the Ministry’s Tuition Limit Policy18.
• Programs with differential fees will be reviewed periodically for necessity of the tuition difference.
• Consistent with fiscal 2017/18, government funding is assumed to be adjusted for negotiated settlements for fiscal 2018/19. Grant funding is not expected to be increased for FTE growth or general inflationary costs.
• The Post-Secondary Administrative Service Delivery Transformation (ASDT)19 program has been working collaboratively with sector partners to share ideas, best practices, expertise and resources. Administrative service efficiencies and shared services between institutions through ASDT will be considered where consistent with UFV goals and where savings can be realized.
• Skills Gap plan aligns funding and programs with labour market demand, as outlined in B.C.’s Skills for Jobs Blueprint20 and reinforced in the #BCTECH Strategy21, and with a system that is both data and outcome driven. The sector targets 25% of AEST block grant funding to programs related to high demand occupations.
• The Industry Training Authority (ITA) plans to move to a multi-year training plan process for fiscal 2018/19 with plans to commence in September 2017. ITA funded programs will be offered consistent with the approved ITA training plan and funding in accordance with agreement.
15 http://www2.gov.bc.ca/assets/gov/education/post-secondary-education/institution-resources-administration/mandate-letters/2017- 18_mandate_letter_-_ufv.pdf 16 http://www.bcbudget.gov.bc.ca/2017/sp/pdf/ministry/aved.pdf 17 http://www.bclaws.ca/Recon/document/ID/freeside/00_96468_01 18 http://www2.gov.bc.ca/gov/content/education-training/post-secondary-education/institution-resources-administration/tuition-limit-policy 19 http://www2.gov.bc.ca/gov/content/education-training/post-secondary-education/institution-resources-administration/post-secondary- administrative-service-delivery-transformation 20 https://www.workbc.ca/getmedia/4c54646a-93fa-4566-b148-f43a3f27b240/Booklet_BCsBlueprint_web_140428.pdf.aspx 21 https://bctechstrategy.gov.bc.ca/app/uploads/sites/10/2017/03/Renewed_BCTechStrategy.pdf
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• UFV currently has a number of programs at the Degree Quality Assessment Board/Ministry waiting for approval. The status of approvals may impact program offerings.
• The tuition compensation grant for ABE and ESL programming was removed in fiscal 2015/16 with no corresponding adjustment to developmental FTE targets. Tuition fees were reinstated for ABE and ESL in 2015/16. The impact of this change may not have stabilized.
• Government funding for capital and maintenance projects include cost sharing; the university will be required to contribute a portion of the costs of approved major renovations, upgrading and capital projects. The 2016/17 5-Year Capital Plan22 and the Campus Master Plans will provide direction for projects.
• AEST will continue to advance the development of free digital open textbooks and open education resources in an effort to reduce costs for students.
• UFV is sensitive to the impact of globalization on our international education strategy and the Canadian dollar exchange rate.
• The Truth and Reconciliation Commission of Canada (TRC) released their final report in December 2015. UFV’s role in effecting reconciliation will be considered in the annual budget planning process.
22 https://www.ufv.ca/media/assets/campus-planning/pdfs/2016-17-UFV-Capital-Plan---FINAL.pdf
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Budget Principles
The following principles are used to guide budget decisions.
1. We will be transparent and accountable in our decision making. Budget decisions will be supported by data and will be guided by a consultative process.
2. We will align resources with our strategic goals. Budget allocations will be aligned with university goals as identified in the Strategic Plan and the Education Plan and related supporting plans. Select investments will be directed to support highest priority goals.
3. We will develop the budget using the shared-revenue budget model. Faculty budgets will be aligned with enrolment plans and support services will be tied to the overall revenues. Budgetary impacts will be reviewed for overall effect on the university. Funds will be identified to allocate in support of strategic initiatives.
4. We will encourage revenue generating activities. Entrepreneurial activities will be encouraged where a net gain is projected within an acceptable risk-tolerance level. Innovation Fund has been established to grow and encourage other revenue sources.
5. We will support the long-term financial sustainability of the university. UFV must ensure that the rate of future cost growth is in line with the rate of revenue growth. Opportunities that increase efficiency while maintaining quality will be given priority.
6. We will support the ecology of the academic program complement, mindful of the need to respond to strategic directions and student needs.
7. We will take a strategic perspective when considering position eliminations. Position changes will be mindful and respectful of the impact on individuals, departments and the institution. Vacancies will not be filled automatically allowing for limited resources to be allocated according to institutional priorities.
8. We will promote academic and service quality in our planning. Programs and support services will reflect our commitment to excellence and student success for all students.
9. We will develop the budget in a manner that will minimize risk to the university. An annual contingency will be maintained as a provision for enrolment declines, emergency response and unforeseen expenditures. The budget will not postpone dealing with projected deficits; the budget will be balanced without deferring liabilities to future year budgets.
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APPENDIX B
SUMMARY OF POSITION CHANGES
Position Additions Position ReductionsPortfolio Admin Faculty Staff Admin Faculty Staff Net
Provost & VP Academic 1.00 1.00 1.73 - - - 3.73 CFO & VP Administration 1.00 - 3.50 0.40 - - 4.10 VP Students & Enrolment Management - - 1.20 - - - 1.20 College of Arts - 2.99 1.60 - 2.29 0.30 2.00 Faculty of Access & Continuing Education - 0.25 1.00 - - - 1.25 Faculty of Applied & Technical Studies - 1.00 - - - - 1.00 Faculty of Health Sciences - 0.10 0.30 - - - 0.40 Faculty of Professional Studies 1.00 2.00 - - - 0.70 2.30 Faculty of Science - 1.00 - - 0.29 - 0.71 Continuing Education - - 1.00 - - - 1.00 Industry Services 1.00 - 1.00 - - - 2.00 International 1.00 - - - - - 1.00 Research - - - - 1.00 - (1.00)
Total 5.00 8.34 11.33 0.40 3.58 1.00 19.70
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APPENDIX C
SUMMARY OF POSITION VACANCIES
Vacancies as at Jan. 19, 2018 Pending Vacanices1
Portfolio Admin Faculty Staff Admin Faculty Staff TotalPresident's Office 1.00 - - - - - 1.00 Provost & VP Academic 1.00 1.00 3.75 - - - 5.75 CFO & VP Administration 3.00 - 6.00 - - - 9.00 VP External 2.00 - 1.00 - - - 3.00 VP Students & Enrolment Management 1.00 - 3.30 - - - 4.30 College of Arts 1.00 6.00 1.50 - - - 8.50 Faculty of Applied & Technical Studies - 1.00 - - - - 1.00 Faculty of Health Sciences - 0.70 0.83 1.00 2.00 - 4.53 Faculty of Professional Studies 1.00 9.00 - - - - 10.00 Faculty of Science - 1.00 - - - - 1.00 Continuing Eduation - - 1.00 - - - 1.00 International - - 3.00 - - - 3.00 Research - - - - 1.00 - 1.00
Total 10.00 18.70 20.38 1.00 3.00 - 53.08
Recruitment in Progress 6.00 15.00 7.83 - - - 28.83
Notes:1 Pending vacancies represents employees who have already indicated their planned retirement or resignation
from their current position in the upcoming fiscal year.
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APPENDIX D
SUMMARY OF PROGRAM CHANGES
College/Faculty Program Status
Access & Continuing Education Activity Aid Certificate In process
Access & Continuing Education Medical Imaging Clinical Support Worker Certificate Discontinued
Access & Continuing Education Pharmacy Technician Certificate Discontinued
Applied & Technical Studies Aircraft Maintenance Engineer M-Licence Certificate In process
Applied & Technical Studies Applied and Technical Studies Diploma In process
Applied & Technical Studies Parts and Warehousing Certificate Discontinued
Arts Bachelor of Arts, Global Development Studies (Minor & Extended Minor) Begins Summer 2018
Arts Bachelor of Arts, History (Honours) Started Winter 2018
Arts Bachelor of Arts, Indigenous Studies (Major & Minor) Started Fall 2017
Arts Bachelor of Arts, Peace and Conflict Studies (Major & Minor) Started Winter 2017
Arts Bachelor of Arts, Philosophy (Honours) Begins Fall 2018
Arts Bachelor of Arts, Theatre (Major) Started Winter 2017
Arts Bachelor of Environmental Studies Pending AEST approval
Arts Bachelor of Environmental Studies (Natural Sciences) Pending AEST approval
Arts Bachelor of Fine Arts, Graphic and Digital Design (Major) In process
Arts Bachelor of Media Arts Begins Fall 2018
Arts Bachelor of Professional Communication Resubmitted to AEST
Arts Graduate Diploma & Graduate Certificate in Migration & Citizenship Begins Fall 2019
Arts Master of Arts, Migration and Citizenship Pending AEST approval
Health Sciences Bachelor of Kinesiology (Active Health Specialization) Begins Summer 2018
Professional Studies Bachelor of Applied Management In process
Professional Studies Bachelor of Commerce in Fashion In process
Professional Studies Bachelor of Education Started Winter 2016
Professional Studies Graduate Certificate in Child Life and Community Health To start following PSIPS close
Professional Studies Graduate Certificate in Mindfulness-Based Teaching and Learning Begins Fall 2018
Professional Studies Master of Finance Pending AEST approval
Professional Studies Master of Education in Educational Leadership and Mentorship Pending AEST approval
Professional Studies Undergraduate Certificate in Integrated Learning Design In process
Professional Studies/Science Bachelor of Science, Computing Science (Major) Begins Fall 2018
Science Bachelor of Agriculture Science, Horticulture (Major) Started Winter 2017
Science Master of Science, Integrated Science & Technology Pending AEST approvalAbbreviations:
AEST - Ministry of Advanced Education, Skills and Training
PSIPS - Post-secondary Institution Proposal System
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APPENDIX E
STUDENT TUITION FEES
Item Fee Unit 2017-18 2018-19 % Change
Regular Programs - Domestic $ $
Adult Bas ic Education Courses (ABE)1 Credi t 168.14 - (100.0%)
Engl i sh Language Studies (ELS)1 Credi t 84.07 - (100.0%)
Graduate Courses (Level 700) Credi t 570.74 570.74 0.0%
Trades & Technology Courses Weekly 117.74 120.09 2.0%
Undergraduate Courses (Level 100 - 400) Credi t 142.20 145.04 2.0%
Vocational Courses Credi t 142.20 145.04 2.0%
Regular Programs - International
Undergraduate and Developmenta l Flat Semester Fee2 Semester 8,310.00 8,580.00 3.2%
International Differential Fee Programs
Cooperative Education Work term - International Semester 1,200.00 1,200.00 0.0%
Graduate Certi fi cate in Program Evaluation Credit 554.00 572.00 3.2%Graduate Certi fi cate in Mindfulness -Based Teaching &
Learning3 Program - 12,500.00 0.0%
Master of Finance3 Program - 38,016.00 0.0%
Master's Programs Program 25,000.00 25,000.00 0.0%
Graduate Studies in Ci ti zenship & Migration3 Credi t - 1,000.00 0.0%
Post-Bacca laureate Certi fi cate Programs Credit 600.00 620.00 3.3%
Specific Programs - Differential Tuition4
Appl ied Bus iness Technology Credi t 284.55 290.24 2.0%
Automation & Robotics Technician Credi t 156.06 159.18 2.0%
Cooperative Education Work Term - Domestic Credi t 86.24 87.96 2.0%
Environmenta l Studies 3 Credi t - 250.00 0.0%
Graduate Certi fi cate in Program Evaluation Credit 300.00 300.00 0.0%
Graphic and Digi ta l Des ign Credi t 228.09 232.65 2.0%
Master of Finance3 Credi t - 850.00 0.0%
MSc - Integrated Science & Technology (F/T)3 Semester - 1,500.00 0.0%
MSc - Integrated Science & Technology (P/T)3 Semester - 750.00 0.0%
Media Arts Credi t 374.34 381.83 2.0%
Practica l Nurs ing Credi t 177.84 181.40 2.0%
Teacher Education Program Credit 175.10 178.60 2.0%
Workplace TASK Credit 103.26 105.33 2.0%
Notes:
3 Program not currently offered, but is in program approval process.
Tuition Fees
1 A tuition-free policy for ABE and ELS programs was implemented by the Provincial government effective September 1, 2017.
4 Only tuition fees are reflected, other student ancillary and experiential learning and wellness fees are not included.
2 For the Fall and Winter semesters, all international students pay a flat tuition fee. ELS Program students can take up to 18 ELS credits; University Foundation and academic program students can take a maximum of 5 courses.
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OTHER STUDENT FEES
Table of Other Student Fees
Item Fee Unit 17-18 18-19 % ChangeAdmission Fees $ $
Citizenship and Migration Studies Graduate Program Admission 500.00 0.0%Ancillary Fees
Domestic Students Tuition 10% 10% 0.0%
International Students1 Semester 420.00 420.00 0.0%
International Administration Fee2 Semester 720.00 725.00 0.7%
Student Experiential Learning and Wellness Fee Tuition 2% 2% 0.0%Application Fees
Developmental level applicant Application - - 0.0%Graduate level applicant Application 78.03 78.03 0.0%New applicant - Domestic Application 46.82 47.76 2.0%New applicant - International Application 150.00 150.00 0.0%New applicant - International - Post Degree or Graduate Program
Application 250.00 250.00 0.0%
New applicant - program change Application 20.81 21.23 2.0%Study Abroad Application Fee Application 100.00 100.00 0.0%
Other Student Fees3
Additional parchment requests 25.00 25.00 0.0%Confirmation of enrolment requests (customized) 10.00 10.00 0.0%
External invigilation services4 50.00 50.00 0.0%Graduate Programming Continuance Fee Semester 428.06 428.06 0.0%Graduation Fee 25.00 25.00 0.0%International Refund Processing Fee 150.00 150.00 0.0%Late graduation Fee 75.00 75.00 0.0%Late registration fee Course 20.00 20.00 0.0%Lawyer's requests for student records (charged to law firm) 50.00 50.00 0.0%Out of country document evaluation - Domestic students 75.00 75.00 0.0%Out of country document evaluation - International students 250.00 250.00 0.0%
Sending transcript by Canadian courier5 25.00 25.00 0.0%
Sending transcript by fax5 15.00 15.00 0.0%
Sending transcript by International courier5 35.00 35.00 0.0%
Sending transcript by Registered Mail5 - 15.00 0.0%
Sending transcript by US courier5 30.00 30.00 0.0%Transcript request 10.00 10.00 0.0%
Notes:1 Includes student ancillary fee, experiential learning & wellness fee, and all student society fees.2 For the first 2 semesters (excluding summer) of study at UFV for incoming students.3 Other student fees are tentative and subject to change in the final budget submission for 2018-19.4 For services over 3 hours, an additional $10/hour is assessed.5 This fee is in addition to the transcript request fee.
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Table of Other Student Fees (continued)
Item Fee Unit 17-18 18-19 % ChangeStudent Residence Fees $ $
Application Fee 50.00 50.00 0.0%Damage Deposit (refundable) 300.00 300.00 0.0%Holiday Break 200.00 200.00 0.0%Residence Fee Month 667.93 681.38 2.0%Resident Programming Fee - Fall/Winter Semester 75.00 75.00 0.0%Resident Programming Fee - Summer Semester 50.00 50.00 0.0%
Table of Student Society Fees 2018-191
Item Fee Unit 2017-18 2018-19 % ChangeStudent Union Society Fees $ $
Health and Dental - Domestic Annual 215.59 TBA 0.0%IT Support Service Semester 5.16 TBA 0.0%Student Union Building Semester 35.00 TBA 0.0%Student Union Society Membership Semester 30.00 TBA 0.0%Transportation (Campus Connector) Semester 27.23 TBA 0.0%Universal Bus Pass Semester 43.84 TBA 0.0%
Other Student Society FeesCascade Student Newspaper Semester 6.12 TBA 0.0%CIVL Student Radio Station Semester 7.85 TBA 0.0%
Note:1 Notice of proposed fee changes by student societies for 2018-19 has not been received at this time.
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APPENDIX F
2018-19 CARRY FORWARD ALLOCATIONS The following criteria will guide the year end carry forward allocation decisions:
1. The financial sustainability of the university is paramount.
a. Carry forward allocations to discretionary accounts will be determined by final revenue and expense budget results. Institutional priorities need to be weighed with divisional priorities.
b. If spending patterns indicate a potential threat to the overall position of the university, discretionary accounts may be frozen.
2. Divisions will keep vacancy savings realized in the current fiscal year.
3. Units will be required to submit a plan for one-time expenditures for the coming year. This will provide
accountability and is required for tracking the university’s annual financial position.
Determining annual carry forward balances:
• Academic divisions will carry forward 50% of base expense accounts net of enrolment target revenue variances.
• Administration divisions will carry forward 50% of base expense accounts.
Carry forward account balances are capped at a maximum of 3% of total budget for Faculty portfolios and 5% of total budget for other Senior Administrator portfolios, with a minimum cap of $100K. Carry forward amounts that exceed the allowable cap will fall into the university central reserve for allocation to university priorities. Senior administrators may apply to the university central carry forward reserve for additional funding.
Rationale for a cap on divisional carry forward accounts:
• Gives administrators discretionary funds for projects and operational one-time expenditures within their divisions.
• Encourages and provides funding for cross-disciplinary and cross-functional university projects and priorities.
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APPENDIX G
INNOVATION FUND The Innovation Fund was created in 2014 in an effort to address the university’s financial challenges in a positive, forward-thinking way. Start-up funds are provided for transformative programs or ideas supported by well-reasoned business plans that have potential to produce new revenue and/or reduce the university’s operating costs while positively affecting UFV’s future. For more information on the fund, including application process, evaluation criteria and timelines, please visit https://www.ufv.ca/cfo/innovation-fund/.
Up to $500K is available annually to allocate to projects. The following projects have received funding since inception.
Approved FundingItem Project Concept 2014-15 2015-16 2016-17 2017-18
1 Healthy You-FV - Faculty of Health Sciences
Healthy You-FV will work as a generator of health and wellness programming for community groups.
70,000$ 60,000$ $ $
2 Industry Services Enterprise - Faculty of Applied & Technical Studies
An industry services enterprise will be developed to provide training to enterprises in need of skil led/semi-skil led workers.
81,000 124,000
3 Conferencing Centre - Ancil lary Services
A conferencing centre office will be created to centralize event and conferencing business on campus with the goal to generate additional revenue.
58,000
4 Centre of Aviation Studies - School of Business
Working with industry partners, a business case for a profit centre for research and innovation within the aerospace and aviation industries, will be developed.
45,000 35,000
5 UFV Summer Institute - Teacher Education
A 4-week course series providing an opportunity for teachers to work towards their category 5+ designation will be developed.
39,500
6 Campus Recreation - Athletics
A partnership will be developed for enhanced facil ities at the CEP campus for recreation and wellness for students and employees. Revenue generation through community access will be expanded.
45,000
7 Coast Capital Peer Resource and Leadership Centre - Student Life & Development
Create service capacity that will meet students where they exist; create a welcoming/non-threatening peer based service model. This includes peer to peer information and support, leadership development and mentorship.
50,000
8 Contract Training using E-Learning Platform - Geography/International
Social enterprise courses developed/delivered by Eminus Academy on e-learning platform Eliademy would be made available to non-UN students as a revenue generating initiative.
39,500
9 Entrepreneurship & Process Innovation /Incubation Centre - School of Business
A business Innovation/Incubation centre would be launched within UFV to assist emerging businesses, and thus new entrepreneurs, in further developing, establishing, and commercializing their business idea.
60,000
10 Centre for Creative Development - Graphic and Digital Design
The Mission digital lab facil ity will be expanded to enable the Graphic and Digital Design department to work in conjunction with Continuing Education to offer a range of educational programming.
81,000
11 UFV Learning Institute A project assessment to explore the potential for developing a revenue-generating model to provide learning certifications in areas such as faculty development and contract/executive training.
50,000
12 Property Development Plan A project to develop a Government Business Entity that would leverage non-core lands to generate revenue for UFV.
250,000
13 EndoTherm Project A heat transfer solution for boiler systems to increase performance and reduce energy costs and greenhouse gas emissions.
45,000
Total Funds Allocated 338,500$ 325,500$ 174,000$ 295,000$
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APPENDIX H
BENCHMARK INFORMATION The comparative Financial Information of Universities and Colleges (FIUC) in this appendix is based on an annual publication that is jointly prepared by the Canadian Association of University Business Offices (CAUBO) and Statistics Canada. It is the only national source for comparable financial information and is based on an annual return completed and submitted by each member institution. British Columbia has eleven member institutions.23 Members self-report financial information according to guidelines provided to assist in the preparation of the information.
The functional categories in the FIUC report are not perfectly matched to the way the university manages budgets, accounts and expenses so UFV information is reclassified to fit the national report. Additionally, the FIUC data is based on actual expenditures, whereas the comparative information in Table 3 is based on annual operating fund budgets.
The comparative information in Table 3 in the 2018-19 Budget Recommendation is useful to see budget allocation trends for UFV. The benchmark information included in the table below is useful to see how UFV expenditure allocations compare to other universities in B.C. and Canada at a particular point in time.
Percentage of Resources Allocated to Functions (2015-16)
*Like universities in this analysis include Kwantlen Polytechnic University, Thompson Rivers University, Vancouver Island University and University of the Fraser Valley.
23 Emily Carr University of Art & Design, Kwantlen Polytechnic University, Royal Roads University, Simon Fraser University, The University of British Columbia, Thompson Rivers University, Trinity Western University, University of Northern British Columbia, University of the Fraser Valley, University of Victoria, Vancouver Island University.
ABBOTSFORD 33844 King Road
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604-557-7603
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