consolidated budget plan - university of the fraser valley · the 2015‐16 budget reflects ufv’s...
TRANSCRIPT
List of Committee Presentations:
• February 23, 2015 Dean’s Council • February 23 & March 4, 2015 Labour and Management • February 26, 2015 Senate Budget Committee • March 2, 2015 Admin-Council • March 6, 2015 Student Union Society • March 12 & 13, 2015 Budget Forums
• March 13, 2015 Senate • March 31, 2015 Finance & Audit Committee • April 9, 2015 Board of Governors
CONTACT Mark Brosinski Manager, Budgets & Financial Planning 604-864-4636 [email protected]
Betty Poettcker Director, Finance 604-864-4624 [email protected]
Jackie Hogan CFO & VP Administration 604-864-4676 [email protected]
1 | P a g e
TABLE OF CONTENTS
EXECUTIVE SUMMARY ............................................................................................................. 2
UFV EXTERNAL ENVIRONMENT SCAN ...................................................................................... 3
UNIVERSITY OPERATING CONTEXT .......................................................................................... 3
UNIVERSITY BUDGET MODEL, PLANNING AND BUDGET PROCESS ............................................ 6
BUDGET OVERVIEW ................................................................................................................. 7
2015‐16 CONSOLIDATED BUDGET ............................................................................................ 8
2015‐16 OPERATING BUDGET CHANGES .................................................................................. 9
BUDGET STRATEGIES ............................................................................................................. 12
RESEARCH and SPECIAL PROJECT FUNDS ................................................................................ 19
CAPITAL FUND ....................................................................................................................... 19
SCHEDULES
1. 2015‐16 CONSOLIDATED BUDGET DETAIL – BY FUND ................................................. 20
2. 2015‐16 OPERATING EXPENSE BUDGETS BY PORTFOLIO ......................................... 21
APPENDICIES
A. 2015‐16 BUDGET PRINCIPLES .................................................................................. 22
STRATEGIC GOALS ......................................................................................... 24
B. SUMMARY OF POSITION CHANGES ......................................................................... 26
C. SUMMARY OF POSITION VACANCIES ....................................................................... 27
D. SUMMARY OF CHANGES TO PROGRAM OFFERINGS ................................................ 28
E. TUITION FEES BY INSTITUTION ................................................................................ 29
F. STUDENT TUITION FEES ........................................................................................... 30
OTHER STUDENT FEES .................................................................................... 31
G. BUDGETS BY PORTFOLIO ......................................................................................... 33
H. 2014‐15 CARRY FORWARD ALLOCATIONS ................................................................ 52
I. INNOVATION FUND ................................................................................................. 53
2 | P a g e
EXECUTIVE SUMMARY
The 2015‐16 Budget reflects UFV’s continuing efforts to realize its vision of Changing Lives, Building Community.
UFV is committed to excellence in post‐secondary education and to the success of our students in achieving their
learning needs and goals. Accomplishing these commitments in a period of disruption and change in the post‐
secondary sector requires careful choices and planning.
In 2014‐15, the university approved the first Strategic Enrolment Management (SEM) plan. The SEM plan
complements and supports the Education Plan and the Strategic Goals of the university. Guided by these
institutional planning documents, the resource allocations reflected in the budget plan are aligned to achieve our
goals.
BC Budget 2015 confirmed the third year of reduced government funding and no new funding for post‐secondary
expansion seats. With reduced funding and inflationary cost pressures, the budget process was again challenging.
Student enrolment trends have been reflected in enrolment plans submitted by each Faculty, with increases and
decreases by program area resulting in minor overall increases in both domestic and international enrolment
numbers. Investment in the three priority areas identified in the SEM plan are recognized through increased
enrolments in the Faculty of Health Sciences and the new Automation and Robotics Technician program in the
Faculty of Applied and Technical Studies. In addition, investment in technology through new, faster internet
connectivity and revising delivery of student support services underscore the commitment to serving students.
The impact of inflation on non‐salary expenses, an unfunded cost pressure, was reduced by some savings due to
contracts negotiated through the Administrative Service Delivery Transformation project. This sector‐wide
initiative that involves all BC public post‐secondary institutions working together on opportunities to purchase
commodities at lower cost and to share best practices provides a coordinated approach to realize ongoing savings.
UFV expects to benefit through increased savings and cost containment through further participation as this
initiative grows and gains momentum.
As stated in Budget 2014‐15, the need to be innovative and entrepreneurial is increasingly important. The
Innovation Fund established last year provided seed funding for several initiatives. In preliminary stages, these
initiatives were supported by solid, well‐reasoned plans, with the potential to generate new, net revenue. Budget
2015‐16 remains committed to supporting the Innovation Fund but again this will be through one‐time, prior‐year
surplus funds as available.
It is through the combined efforts and continued commitment of the faculty, staff and students that the University
of the Fraser Valley is able to meet its goals. These contributions are appreciated and recognized in the 2015‐16
Consolidated Budget Plan.
3 | P a g e
UFV EXTERNAL ENVIRONMENT SCAN
Population Projections for the Fraser Valley
The University of the Fraser Valley is situated in an area that implies a high demand for schooling and post‐
secondary education and is ideally suited to provide the education and training needs of university aged students
and adults in the Fraser Valley region.
The population growth in the Fraser Valley is among the highest in BC and this pattern is expected to continue for
the next 25 years. Although both natural increases and migration are expected to contribute to the population
growth in the Fraser Valley, the largest proportion will come from migration – both from abroad and from other
parts of Canada. The bulk of the migrants to the Fraser Valley are in the 20‐35 year age group – an age when they
are likely to have children. Further, a large number of families migrate to the region with young children and these
trends are projected to continue.
Economy and the Labour Market
With its diversity of programming and multi‐campus facilities, UFV is in a position to provide education and
training to satisfy the growing employment needs of the regions.
The Mainland/Southwest development region, which includes the Fraser Valley, is projected to generate the most
job openings in BC during the ten year period 2010‐2020. An estimated 660,000 jobs are projected to be generated
in this region, representing 65% of the new job openings in the province. The BC Ministry of Jobs, Tourism and
Skills Training and Responsible for Labour states more than 77% of the job openings over this 10‐year period years
are expected to require some post‐secondary education and training.
Aligning post‐secondary education training and programs with labour market demand to achieve a highly skilled
workforce is identified as a strategic objective in the service plan of the Ministry of Advanced Education. The BC
Jobs Plan considers a skilled workforce a foundation to economic development and outlines an investment in
international student education as a key strategy to building this workforce.
UNIVERSITY OPERATING CONTEXT
The University of the Fraser Valley is a publicly funded institution under the Ministry of Advanced Education. UFV
receives nearly half of its operating budget revenues from provincial grants. As such, the provincial government
sets expectations and provides guidance on priorities for post‐secondary institutions. A number of government
documents highlight and address government expectations and priorities for the post‐secondary sector, these
include:
Ministry of Advanced Education Revised 2013‐14 to 2015‐16 Service Plan http://www.bcbudget.gov.bc.ca/2014/sp/pdf/ministry/aved.pdf
BC Jobs Plan (http://www.bcjobsplan.ca/)
4 | P a g e
Premier’s Letter of Expectations to the Minister of Advanced Education
(http://www.gov.bc.ca/premier/cabinet_ministers/andrew_wilkinson_mandate_letter.pdf)
UFV ‐ Government Letter of Expectations (http://www.aved.gov.bc.ca/budget/14_15/UFV.pdf)
These documents provide direction on government priorities and the way in which the post‐secondary sector
should operate. In the last few years, consistent themes include fiscal discipline and taxpayer accountability, along
with aligning post‐secondary education with regional and labour market demands.
In April of 2014, the Province released the Skills for Jobs Blueprint which outlines a plan to align education and
training so that British Columbians will have the skills needed to fill anticipated jobs in the provincial economy.
Operating grants to public post‐secondary institutions will be re‐engineered so that by 2017‐18, $270M of existing
funding (25%) will support programs aligned with provincial in‐demand jobs, regional industry and community
needs, as well as programs for Aboriginal persons and persons with disabilities. UFV has $4.2M (8.3%) of funding
aligned as target FTE under the Skills Gap initiative to fiscal 2014‐15.
Anticipating a more determined government focus on aligning post‐secondary education with the labour market,
in 2013, UFV and its sister institutions in the British Columbia Association of Institutes and Universities (BCAIU)
commissioned a report by the Conference Board of Canada on the skills needed in BC’s economy and the role of
post‐secondary institutions in meeting those needs. Skills for Success: Developing Skills for a Prosperous BC was
recently released. The Report emphasizes the importance of bringing the economy and post‐secondary education
into alignment and finds BC employers are most interested in graduates of business and management programs,
computer and information sciences, communications, engineering and electronics – with a third of employers
wanting people with trades qualifications and certificates – it also confirms what UFV’s 2014 Update to the
Education Plan says about the skills most in demand by employers: the skills and adaptability provided by a liberal
education.
Employers are concerned about deficits in essential skills in the workforce, especially critical thinking and
problem‐solving (73%), oral communication (38%), literacy (36%), and working with others (33%).
Critically, BC employers note that they are looking not for people to fill specific jobs, but employees with
the essential skills, attitudes and behaviours needed to learn and adapt to changing circumstances,
innovate and help pursue opportunities and address emerging challenges.
(http://www.conferenceboard.ca/press/newsrelease/15‐02‐
05/british_columbia_economy_losing_billions_due_to_skills_shortage.aspx).
UFV’s comprehensive mix and integration of programming, along with the promise expressed by our Institutional
Learning Outcomes, have positioned us well to address both the gap in essential skills and the more specific needs
of particular occupations and professions.
5 | P a g e
UFV is guided by its vision and strategic directions which is to provide the best undergraduate education in Canada
and to be a leader of the social, cultural, economic and environmentally‐responsible development of the Fraser
Valley. UFV will measure its success by the successes of its graduates and the successful development of the
communities they serve. In achieving its goals, UFV has committed to being innovative, entrepreneurial and
accountable.
The 2014 update to the UFV Education Plan 2011‐2015, reflects the changing context in which the university
operates, including new and changing expectations from the provincial government and the local communities
that UFV serves. For UFV’s Education Plan 2016‐20, the Provost and VP Academic has struck a visioning committee
to imagine and articulate UFV’s place within a general vision of higher education’s future, specifically in the year
2025. The whole institution and members of the community are invited to participate through a variety of
consultative processes. This collective and longer‐term visioning exercise is focused not on the details of courses
and programs, but on the very nature and organization of universities. According to countless authorities and
commentators, higher education has entered a historical moment of profound disruption.1 This moment is
defined by many developments, including the changing nature of students, curriculum, classrooms, and learning
itself.
UFV approved its first Strategic Enrolment Management (SEM) plan in 2014, a deliberate effort to maximize
student success by focusing on student recruitment, retention, support and graduation for the next five years.
Together with the Education Plan update, and consistent with the principles of SEM, UFV has identified three
broad multi‐and inter‐disciplinary areas for program development:
Health and Wellness;
Agriculture and the Environmentally Responsible Development of the Fraser Valley; and
Digital Media Technologies.
The budget plan is developed in consideration of and directed by UFV’s planning documents and in conjunction
with Ministry expectations. UFV prepares budget principles (Appendix A) annually that reflect its values while
recognizing Ministry expectations and limitations set by its external environment. Budgetary decisions are
weighted against the established principles which are approved through a consultative process.
1 University of the Future: A Thousand Year Old Industry on the Cusp of Profound Change – Ernst & Young
(http://www.ey.com/AU/en/Industries/Government‐‐‐Public‐Sector/UOF_University‐of‐the‐future).
“Three Trends in Higher Education That Defy the Status Quo,” Online Learning Insights (October 25, 2012
(https://onlinelearninginsights.wordpress.com/2012/10/25/three‐trends‐in‐higher‐education‐that‐defy‐the‐status‐quo/).
Cathy Davidson and David Goldberg, The Future of Thinking: Learning Institutions in a Digital Age (MIT Press, 2010).
6 | P a g e
UNIVERSITY BUDGET MODEL, PLANNING AND BUDGET PROCESS
Historically, UFV utilized an incremental budget model to allocate resources. In 2012‐13 the university began the
shift towards a different budget model with the goal of better supporting the university’s strategic directions and
goals while maintaining accountability, transparency and sustainability. In this model, revenues are shared
between academic and university support areas to share risk. Further details on the model can be found at
http://www.ufv.ca/budgets/ufv‐budget‐model‐review/.
The annual budget development is a consultative process. Budget principles (Appendix A) that consider externally
imposed parameters, as well as values important to UFV, are developed and recommended by the Senate Budget
Committee and approved by the Board of Governors in September.
In the summer, the Budget office begins its work by forecasting revenues and contractual expense obligations.
Forecasted revenues are guided by enrolment plans submitted by the Faculties, anticipated fee rate changes and
information from the Ministry related to grant funding. Employee movement through the salary scales, benefit
cost increases, and inflationary increases to maintenance contracts drive forecasted expense changes.
In the fall, budget forums are held with the university community to discuss budget challenges for the upcoming
year. The Senior Budget Committee consisting of the Provost and VP Academic, CFO and VP Administration and VP
Students recommends grant adjustments to specific portfolios to reflect university priorities, and preliminary
budgets are distributed in early October providing the amount of funding available to each senior administrator’s
portfolio. Budget allocations within these portfolios are the responsibility of the administrators.
Portfolio administrators enter their budgets into the budget system guided by submission instructions from the
Budget office. The Budget office consolidates the submissions for presentation to the Senior Budget Committee.
Portfolio administrators meet with the Senior Budget Committee at the end of November and this creates an
opportunity for questions, feedback and conversations related to portfolio priorities, opportunities and challenges.
The Senior Budget Committee presents the 2015‐16 Budget Recommendation to the Senate Budget Committee,
the Faculty and Staff Association, the Student Union Society members, 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.
7 | P a g e
BUDGET OVERVIEW
The budget plan serves as a control and evaluation instrument within which account managers have the authority
to spend and the responsibility to achieve targets. To enhance accountability, control and stewardship, UFV
manages its financial resources in various funds:
Operating Fund: includes academic program delivery, student support and administration of the university. Main
revenue sources for this fund are the provincial operating grant and student tuition fees, including International
and Continuing Education student fees.
Ancillary Fund: includes student residence, parking services, bookstore and food services. The revenues from
these activities cover all related expenses, including debt service payments, and make a net contribution to UFV
operations.
Research, Specific Purpose funds: includes revenues and expenses related to research projects, non‐research
service contracts and activities, and donations.
Capital Fund: funds allocated for major and minor projects are managed in this fund. The university is expected to
contribute a minimum of 10% to each minor maintenance and renovation (MMR) project and approvals for minor
projects for 2015‐16 are expected to be confirmed in April 2015.
The base operations of the university rely on a contribution from International Education, Continuing Education
and Ancillary Services for a balanced budget. Capital allocations, including a 10% contribution from international
revenues, cover debt repayment costs, contributions to capital equipment and projects, and mitigate unfunded
amortization in the Capital Fund. A high level summary of the consolidated budget is included in Table 1. A more
detailed budget is included as Schedule 1.
Table 1: 2015‐16 UFV Summary Consolidated Budget ($ Thousands)
Base
Operating International 1
Ancillary Capital
Consolidated
Budget
Revenue Budget 84,417$ 2,490$ 13,873$ 6,630$ 107,411$ 3,512$ 6,536$ 117,459$
Expense Budget 93,815 1,944 3,530 4,881 104,170 3,512 9,777 117,459
Capital Allocations 1,288 20 1,354 579 3,241 ‐ (3,241) ‐
(10,686)$ 526$ 8,990$ 1,170$ ‐$ ‐$ ‐$ ‐$
*Notes:1 The cost of educating international students is included in base operations expenditures. The $9M in international is not "profit" in international operations,
but a contribution to operations to cover the cost of educating international students.
Continuing
Educ &
Contracts
Total
Operating
Budget
Research &
Special
Purpose
8 | P a g e
2015‐16 CONSOLIDATED BUDGET
Consistent messaging from governments to universities across the country is that they must be sustainable and
relevant. Universities are adjusting to less government funding, increased accountabilities, and persistent changes
in information technology that impact the content and delivery of education and operations. Balancing budgets
and finding equilibrium in this environment is not easy; UFV acknowledges the cooperation of the faculty and staff,
the people who make UFV a great place to work, in wrestling with these challenging realities in coming to a
balanced budget. In spite of a challenging financial climate, this budget reflects a commitment to UFV’s main
priority – its students.
Province of BC grants continue to decline and represent 46.2% of this year’s consolidated budget. Tuition and
student fees make up an increasing portion of the budget and at 39.1% are the second largest source of revenue
for UFV. Other revenues combined represent 14.7% of total revenues. (Chart 1)
Chart 1: Comparison of Sources of Consolidated Revenue 2011‐12 to 2015‐16
Salaries and benefits make up the largest portion of consolidated expenditures at 71% of expenditures and for the
first time are budgeted to exceed $100M. Amortization expense has increased from 7.1% to 8% as a result of
increased capital asset investments. (Chart 2)
9 | P a g e
Chart 2: Distribution of 2015‐16 Consolidated Expenditures
2015‐16 OPERATING BUDGET CHANGES
The net change to the 2015‐16 budget is approximately $1.18M, a 1.1 % increase over last year’s budget (Table 2).
Included in this change is a 1.5% reduction in government operating funding as well as an additional reduction
related to Adult Basic Education (ABE) tuition. Collective agreement bargaining is in progress; outcomes are not
known at this time and not included. The impact of bargaining is expected to have a net zero impact on the
budget. Future year assumptions include a 2% lift to domestic student tuition, estimates related to employees
moving through salary scales, increased benefit costs and contractual obligations in facility, library and ITS
agreements.
10 | P a g e
Table 2: Incremental Operating Budget Changes ($ thousands)
Revenue Changes
Note 1: As part of the provincial government’s fiscal plans, the Ministry of Advanced Education had its funding
reduced by $5M in 2013‐14, $20M in 2014‐15 and will see a further reduction of $25M in 2015‐16. For
the 2015‐16 fiscal year we are anticipating UFV’s share of the provincial grant reduction will be
approximately $750K, roughly 1.5% of our operating grant budget. The provincial grant will be further
reduced by $320K as the Ministry removes the tuition‐compensation grant funding previously given to
post‐secondary institutions to offer adult upgrading tuition free. Tuition is now being reinstated for adult
upgrading courses and programming.
The ITA grant funding is expected to remain at the same level as funded in 2014‐15.
Note 2: Tuition increases for existing programming is limited to 2% under the provincial Tuition Limit Policy, which
has been in existence since 2005. The domestic undergraduate tuition budget is increased by $520K as a
result of the rate increase. Tuition fees are being reinstated for adult upgrading courses and are expected
to cover the loss of ABE tuition grant funding from the Ministry. Further changes to the domestic tuition
2015‐16 Budget
2016‐17 Budget
Estimate
2017‐18 Budget
Estimate Notes
Revenues
Government Grants:
Advanced Ed Grant Funding (1,067)$ ‐$ ‐$ 1
Industry Training Auth Funding ‐ ‐ ‐
Student Tuition & Fees:
Credit Fees ‐ Domestic 878 560 585 2
Credit Fees ‐ International 1,297 ‐ ‐ 3
Continuing Ed Course Fees 190 ‐ ‐ 4
Other Revenues:
Other Revenue 125 ‐ ‐ 5
Sale of Goods & Services (300) ‐ ‐ 6
Investment Income 55 ‐ ‐ 7
Total Revenues 1,177 560 585
Expenditures
Salaries & Benefits 653 800 825 8
Non‐Salary Expenses 345 500 500 9
Capital Allocation 179 ‐ ‐ 10
Total Expenditures 1,177 1,300 1,325
Net Budget Position ‐$ (740)$ (740)$
11 | P a g e
budget remain flat overall, however, enrolment plans reflect a shift in student enrolments between
Faculties.
Note 3: The international tuition rate increase of 6.1% was approved by the board in the fall of 2014. This results
in a $750K increase to the budgeted international tuition. Further increases to the international tuition
budget are a result of projected international student growth in the Communication, Business
Administration and English as a Second Language programs. 2015‐16 international enrolments are
projected to increase in line with SEM plan goals.
Note 4: Continuing Education programming tuition revenue is expected to increase as a result of new CE
certificate programs and adding programming at UFV 5 Corners campus.
Note 5: Other Revenue includes expected increases to the use of services from the Office of the Registrar,
increased Student Residence rental fee increase of 2% and other minor miscellaneous revenue increases.
Note 6: Due to declining text book sales sector wide, projected revenues through the bookstore are decreased
$300K with a respective decrease of in cost of goods sold. Ancillary services contribution to Operating is
expected to be reduced by $75K.
Note 7: As a result of enhanced treasury management of available cash, UFV is expected to generate an additional
$55K in investment income.
Expense Changes
Note 8: A summary of significant salary and benefit changes for 2015‐16 are as follows:
Annual salary increments and salary adjustments: $560K
Inflationary benefit cost increases: $410K
Additional cost of new and restructured positions: $700K
Funding for 5 additional faculty Limited Term Appointments (LTAs): $70K
Vacancy, position reduction and restructuring savings: ($678K)
Net part time salary savings: ($400K)
Restructuring of a number of service areas have been undertaken to maximize the service to students
within our existing budget. Appendix B provides a summary of position changes.
Note 9: Non‐salary expenses were increased to cover obligations resulting from software and electronic licenses,
utilities, and international recruitment commissions. It also reflects the effect of the declining Canadian
exchange rate.
Note 10: Allocation of the international student fees increase toward capital funding as per the Budget Model
allocation formula.
12 | P a g e
BUDGET STRATEGIES
Guided by UFV’s plans and budget principles, the following strategies were used in developing the 2015‐16 Budget:
1. Tuition and fee changes
2. Other revenue sources
3. Manage trends in Ancillary Services
4. Manage enrolments
5. Invest in strategic priorities
a. Reallocation of vacancies
b. Best organizational practices to meet strategic goals
6. Partnering to identify contract savings and improved services
Tuition and Fee Changes
Domestic student fees are increased by 2%, the maximum amount allowable under the Tuition Limit Policy of the
BC Provincial Government. (http://www.aved.gov.bc.ca/tuition/welcome.htm). This increase leaves UFV tuition in
line with other Teaching Universities, approximately $1,000 less than Research Universities and $1,200 more than
Colleges. Nationally, BC has the 4th lowest tuition rate in Canada. (See Appendix E for comparative details)
International student fees increased by 6.1% to a flat rate of $7,800 per semester. This increase was approved by
the Board of Governors at the December 2014 meeting.
Changes to Adult upgrading fees: In December 2014, the university was notified of changes regarding Adult
Upgrading including Adult Basic Education (ABE) and English as a Second Language (ESL) programs. Universities
will lose grant funding received when universities were mandated to offer ABE programming tuition free. In
exchange, the Ministry will allow public post‐secondary institutions to charge tuition fees for ABE and ESL courses,
with tuition capped at $1,600 per semester for a full ‐time program. The Ministry will increase the annual budget
for the Adult Upgrading Grant (AUG) by 33% thereby making more funding available to eligible ABE and ESL
students. The allocation of this increase to individual institutions has not been determined and there is significant
concern the increase to AUG will not be sufficient to support all students requiring financial assistance.
UFV will reinstate tuition for all ABE and ESL courses at rates comparable to undergraduate academic students.
The university will continue to offer a similar range of ABE courses but the distribution and number of course
offerings may vary. UFV is committed to access and to promoting the success of students who require upgrading
for the purpose of entry into and success in the range of programs offered at UFV.
13 | P a g e
Other Revenue Sources
Increasing revenues is becoming an increasing priority as government operating funding as a percentage of budget
trends downward. Sources of additional revenue in the 2015‐16 Budget include:
Expanding Continuing Education programming. The addition of Five Corners in downtown Chilliwack offers new
space for continuing education programming. A societal emphasis on skills training has increased visibility and
opportunities for this arm of UFV’s educational programming.
The university will realize revenues as a result of more effective treasury management through enhanced data
capture, analysis and modeling, allowing for better cash flow forecasting and management of operating funds.
Revenue from the Student Union Society is included in this Budget as they will contribute to the operations of the
new Student Union Building.
Manage Trends in Ancillary Services
Retail textbook sales continue to be a challenge for university bookstores across the sector. UFV is no exception
and bookstore sales have been trending downward for a number of years. This budget adjusts expectations to this
reality. The UFV Bookstore continues to explore diversifying into markets and services such as E‐Books and
textbook rentals and reducing operating costs by adjusting hours of service to more effectively align with demand.
Aligned with UFV’s strategic goals in terms of community engagement and being entrepreneurial and accountable,
the university is planning to leverage available space to provide coordinated services for event conferencing on
campus. This year will be focused on creating a Conferencing Centre Office, centralizing the coordination of
conferencing services for the university community, and actively promoting UFV as an event and conference
destination. While this activity will not contribute significantly to UFV’s operating budget this year, this activity has
the potential to contribute revenues and build relationships as the community is invited to campus for their event
and conferencing needs.
Manage Enrolments
Enrolments by Faculty: Program mix discussions are continuing, especially at Deans’ Council and the Academic
Planning and Priorities Committee of Senate. Direction and priorities of the Education Plan and SEM Plan are
influencing these discussions.
Domestic students make up approximately 88.5% of enrolments and international students make up the remaining
11.5%. The Faculty of Social Sciences and the Faculty of Humanities are the two largest faculties and together they
account for approximately 45% of programming (Chart 3).
14 | P a g e
There have been small shifts in enrolments and in 2014‐15 a change in funding for ESL resulted in a noticeable
decrease in domestic student enrolments in the Faculty of Access and Continuing Education. The introduction of
tuition for ABE and ESL for 2015‐16 may further impact domestic enrolments in this Faculty. Enrolments in Arts
programs are experiencing downward pressure across the post‐secondary sector.
Chart 3: Comparative Enrolments by Faculty
Government expectations and domestic student enrolments: The Ministry of Advanced Education provides
funding for pre‐established student enrolment targets, measured as full‐time equivalent spaces (FTE). FTEs are a
calculation of full‐time equivalent course registrations derived from counting total enrolments in courses.
Institutions within the sector are expected to achieve 95% or higher of their respective targets. UFV’s target for
2015‐16 is 6,678 FTE spaces and the budget allows for the achievement of this target (Table 3).
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 by the ITA for
the particular year. The ITA makes additional one‐time funding available, but student restrictions and
administrative overhead related to this funding make it challenging from both a risk and cost perspective.
Government funding for new student spaces is not expected from the Province or the ITA. New student FTEs in
this budget are fully funded by tuition or funded through a reallocation of existing funding.
UFV seat utilization rates are consistent with the prior year at approximately 87%. Implementing
recommendations from the Advising Review and the SEM Plan are expected to improve student retention and
more effectively move students from waitlists into available classes.
15 | P a g e
Table 3: Historical FTE trends to Target
UFV continues to achieve AVED FTE enrolment targets. Overall, 2015‐16 domestic enrolments are estimated to
increase compared to last year. Enrolment plans, as submitted by each Faculty, indicate growth in some areas and
reductions in other. Increases are planned in Criminology, Business, KPE and the second and final year of a
Practical Nursing intake, as well as new programs in Automation and Robotics Technician Diploma, Mechatronics
Diploma and a Bachelor of Science degree in Agriculture (Horticulture). Enrolment decreases reflect an adjustment
to domestic ESL expectations and an enrolment decline in the Humanities area.
11‐12
Actual
12‐13
Actual
13‐14
Actual
14‐15
Forecast
15‐16
Budget
AVED 7,014 6,852 6,751 6,702 6,861
ITA1
480 411 463 411 482
International 766 762 754 839 898
International Chandigarh2
82 101 134 205
FTE Total 8,260 8,107 8,069 8,086 8,446
AVED Target3
6,677 6,688 6,688 6,678 6,678
AVED Utilization 105.0% 102.5% 100.9% 100.4% 102.7%
Notes:
2. International Chandigarh recognizes the students enrolled in the UFV programs in Chandigarh, India
3. Developmental targets, included in overall AVED targets, remain unchanged; however, the Ministry recognizes
that 2015‐16 is a year of transition for these programs and some institutions may be unable to meet their
developmental program targets.
1. ITA targets are not based on FTE. ITA base funding is not expected to change for 2015‐16. UFV has
received some one‐time funding in 2014‐15 not reflected in the forecast.
16 | P a g e
Chart 4: Percent of Total Domestic Enrolment by Faculty
*Note: In 2013‐14, the Department of Political Science moved from Humanities to Social Sciences. This resulted in a shilft in enrolment between Faculties. Enrolment in the Faculty of Arts (Humanities and Social Sciences combined) has been declining overall.
International Student enrolments: UFV is home to approximately 850 international students every year at our
campuses in Canada. The majority of international students come from China (48%) and India (30%).
UFV saw significant growth and a record number of international students in 2014‐15. UFV is expecting growth in
international enrolments again for 2015‐16 (Table 5). This increase is based on new significant partnership
agreements with foreign universities, added resources in Chandigarh to expand recruitment in India, and increased
programming targeted to international students. New post degree certificates in Hospitality and Event
Management, Data Analysis, and Management are offered on a full cost‐recovery basis and are targeted to
international markets. Other new programming, including the Bachelor of Media Arts, Mechatronics Diploma, and
an Economics Major are attractive to international student markets. Current exchange rates also make Canada an
attractive country to study in.
International students on UFV campuses add vibrancy to classrooms and student life. There is a higher risk of
relying on international tuition to fund these seats which is mitigated through careful monitoring of recruitment of
international students and through an enrolment contingency budgeted specifically for this student group.
17 | P a g e
Operations in Chandigarh, India are expected to continue to increase due to additional intakes in Business and
Computer Information Systems programming. These student FTE’s are not included in Chart 5.
Chart 5: Percent of Total International Enrolment by Faculty (Canada campuses)
Investment in Strategic Priorities
UFV is committed to moving forward: to offer the best undergraduate education in Canada, to be leaders of social,
cultural, economic and environmentally responsible development of the Fraser Valley, and to be innovative,
entrepreneurial, and accountable in achieving our plans. The recently approved Strategic Enrolment Management
Plan outlines a focused effort to maximize student success through recruitment, retention, support and graduation
rates. Areas of targeted growth include Health and Wellness, Agriculture and the Environment, and Digital Media
Studies. In these challenging financial circumstances, the university used a strategy of reallocating existing
vacancies, along with best organizational practices to move forward on these goals. The success of students has
always been a core value of UFV and is at the heart of strategic investments in this budget.
Enhancing Student Success: Advising ‐ The university recently underwent a review of Student Advising Services
and based on recommendations in this review, is restructuring Advising Services within the existing budget. The
new model will centralize student access to advising and standardize common practices and records. Two main
streams of Advising emerge: Transition Advising for first year and Qualifying Studies students, and Success and
Completion Advising for all others. Degree Audit software will be ready for use by Advisors in Fall 2015.
Enhancing Student Success: Academic Success Centre ‐ UFV is expanding the Writing Centre into an Academic
Success Centre to increase the level and support for students across all disciplines with an aim to launch in the Fall
2015. This new cross‐disciplinary, faculty‐led, student‐peer driven Academic Success Centre is modeled after best
practices across Canada and the USA.
18 | P a g e
Enhancing Student Engagement: Campus Recreation and Athletics ‐ The university will enhance student
engagement and promote healthy lifestyles by centralizing responsibility for campus recreation under the
Department of Athletics. This will be accomplished by aligning positions and responsibilities to create efficiencies
and accountability, and by partnering with the Student Union Society (SUS) to expand recreation and wellness
programming.
Investing in Student Success: Student Union Building ‐ In partnership with the SUS, the university is creating a
central hub for students, including space for student government, student media and student focused services.
Opening in April 2015, the new building will become a place for student community life on campus. The capital
and on‐going operating costs of this building are shared between SUS and UFV. Another student focused service in
partnership with the SUS is the Campus Connector Shuttle.
Investing in Information Technology (IT): Based on a review of IT Governance as it relates to IT portfolios, risks,
projects, services and information, the position of Chief Information Officer has been re‐established to provide IT
vision and leadership for the university. In addition, the University transitioned from PLNet to BCNET to provide
better internet connectivity and is expanding licensing for key resources to provide better service to students.
Investing in Students and Community Engagement. The VP External portfolio has been reallocated to support
University Relations, including marketing, communications, student recruitment and the advancement office; and
to support Campus Planning and Resource Development, including master planning and ancillary services on
campus.
Investing in Innovation and Entrepreneurial Initiatives. Given the financial and transformational challenges facing
the post‐secondary education sector, new approaches to the way we do things are required. In recognition of this,
and in an effort to address the financial challenges in a positive, forward‐thinking way, the university established
an Innovation Fund. The purpose of this fund is to provide resources for transformative programs or ideas
supported by well‐reasoned business plans that have the potential to produce new revenue and/or reduce the
university’s operating costs. Initiatives supported through this fund in 2014‐15 include Healthy‐You‐FV, Industry
Services Enterprise, UFV Centre for Aviation, Summer Institute, Campus Recreation, and Event Conferencing.
Funding for further projects will be determined after the 2014‐15 year end position is known.
Partnering to Identify Contract Savings and Improved Services
The Administrative Services Delivery Transformation (ASDT) initiative is a BC public post‐secondary led effort to
find administrative efficiencies through collaboration and shared services while protecting and maximizing
investments in students’ education. ASDT builds on the collaboration that already exists across the sector and
brings together all 25 public post‐secondary institutions (PSIs), providing a unique opportunity to share
perspectives and best practices, innovate, and develop joint ventures that benefit the sector.
19 | P a g e
The university benefits from participation in this consortium through increased administrative efficiencies and cost
avoidance/savings. While it will take some time for efficiencies and savings to flow through to institutions, this
year UFV has benefited from ASDT initiatives in the following areas:
BCNET: improved IT capacity and services, reduced costs and streamlined payment practices for sector
wide contracts;
Natural Gas: joined sector negotiated pricing with expected savings to the sector of approximately $1M
annually;
Central Deposit Program: preferred investment rate for short term operating cash;
Purchasing/Commercial Cards: sector‐wide contract with potential savings and efficiencies estimated at
approximately $1M every year through larger rebates and enhanced reporting.
The ASDT consortium continues to work together on other joint procurement and savings opportunities including
office supplies, vending machine services and leveraging provincial banking services. New opportunities for joint
activities continue to be developed. Further details are available at
http://www.aved.gov.bc.ca/administrative_service_delivery/docs/progress‐report‐2013_14.pdf
RESEARCH and SPECIAL PROJECT FUNDS
The activity in this fund consists of research and other special purpose projects, and donation revenues. These are
funds with restrictions imposed 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), and projects funded by community and
industry partners. One‐time funding to offer skills related programming has become more prevalent in recent
years and is included in this category.
One‐time projects and initiatives funded by the university from prior year carry forward surpluses are not included
in this category. See Appendix H & I for further details on carry forward allocations and university funded
initiatives.
CAPITAL FUND
UFV, like many other universities, has made significant internal contributions to capital assets in the past. At
March 31, 2013, the university had approximately $33M invested in depreciable capital assets. The amortization
expense related to these self‐funded depreciable assets is managed by allocations to capital from operations,
international and ancillary operations.
The university receives funding for routine building maintenance and the amount for 2015‐16 has been estimated
and included in this budget based on prior year trends. Funding for major capital projects and renovations are
funded on a project basis and approved projects are not known and therefore not included in this budget. The
university is expected to contribute a portion of the funds for approved projects.
Construction on the new Student Union Building at the Abbotsford Campus is expected to be complete in spring
2015 and is a project jointly funded by the Student Union Society. The university has made a $5M contribution to
the Student Union Building.
20 | P a g e
2015‐16 CONSOLIDATED BUDGET DETAIL – BY FUND SCHEDULE 1
Base
Operating
Continuing
Educ &
Contracts
International
Ancillary
Total
Operating
Budget
Research &
Special
Purpose
Capital
1Consolidated
Budget
Revenues:
Go
vern
me
nt
Op
era
tin
g G
ran
ts52
,977
$
‐$
‐$
‐$
52,977
$
950
$
336
$
54,263
$
Stu
de
nt
Tuit
ion & F
ee
s29
,711
2,36
6
13,7
91
13
45,880
5
‐
45,886
Co
ntr
acts
/Re
sear
ch R
eve
nu
e16
0
‐
‐
5
165
900
‐
1,065
Oth
er
Re
ven
ue
893
125
82
171
1,271
1,34
3
‐
2,613
Sale
s o
f G
oo
ds
& S
erv
ice
s‐
‐
‐
6,24
7
6,247
‐
‐
6,247
Re
nta
l & L
eas
e R
eve
nu
e12
6
‐
‐
195
321
‐
‐
321
Inve
stm
en
t In
com
e55
0
‐
‐
‐
550
314
‐
864
Am
ort
izat
ion o
f D
efe
rre
d C
on
trib
uti
on
‐
‐
‐
‐
‐
‐
6,20
0
6,200
84,417
2,490
13,873
6,630
107,411
3,512
6,536
117,459
Expenditures:
Sala
rie
s & B
en
efi
ts78
,756
1,35
4
1,70
1
760
82,572
1,16
4
‐
83,736
Co
st o
f G
oo
ds
Sold
201
‐
‐
2,74
7
2,948
‐
‐
2,948
Oth
er
Op
era
tin
g C
ost
s14
,218
591
1,65
3
776
17,238
1,79
8
429
19,465
Sch
ola
rsh
ips
& B
urs
arie
s62
4
‐
175
‐
799
550
‐
1,349
De
bt
Serv
ice C
ost
s16
‐
‐
598
614
‐
‐
614
Am
ort
izat
ion E
xpe
nse
‐
‐
‐
‐
‐
‐
9,34
8
9,348
93,815
1,944
3,530
4,881
104,170
3,512
9,777
117,459
Cap
ital A
llo
cati
on
s1,288
20
1,354
579
3,241
‐
(3,241)
‐
Fund Balance
(10,686)
$
526
$
8,990
$
1,170
$
‐$
‐$
‐$
‐$
Notes:
1 Capital B
udget does not include Provincial MMR project funding, as provincial allocations are unknown at time of publication
2015‐16 UFV
Consolidated Budget ($ Thousands)
21 | P a g e
2015‐16 OPERATING EXPENSE BUDGETS BY PORTFOLIO SCHEDULE 2
($ Thousands)
2014
‐15
Expense
Budget
Adjustm
ent
for Re‐org
Restated 2014‐
15 Expense
Budget
Salary &
Benefits
Contracts,
Licenses &
Utilities
Salary &
Benefits
Non‐Salary
Accounts
Projected
2015
‐16
Expense
Budget
%chg
(post
reorg)
President's Office
907
$
‐$
907
$
3$
‐$
‐$
(5)
$
905
$
‐0.2
%
Univ Secretariat & Registrar
3,2
29
‐
3,22
9
44
‐
(9)
‐
3,2
65
1.1%
Provost & VP Academ
ic 1,
28
,743
979
9,72
2
100
85
(32)
(51)
9,8
24
1.1%
CFO
& VP Adm
inistration
13,
711
‐
13,
711
107
345
(13)
(40)
14
,11
0
2.9%
VP Students
16
,594
(435
)
6,15
9
78
‐
‐
(5)
6,2
31
1.2%
Exec Dir Campus Planning
256
‐
256
5
‐
‐
(6)
256
‐0.1
%
Exec Dir Univ Relations
2,3
41
‐
2,34
1
54
‐
25
(48)
2,3
72
1.3%
Central University Costs
8,6
20
‐
8,62
0
142
‐
38
(63)
8,7
36
1.3%
College of Arts 1, 2
18,
079
(332
)
17,
746
201
‐
(58
4)
(94)
17
,27
0
‐2.7
%
Access & Cont Education
3,7
16
‐
3,71
6
49
‐
(63)
(9)
3,6
93
‐0.6
%
Applied & Tech Studies
4,7
44
‐
4,74
4
33
‐
85
39
4,9
00
3.3%
Health Sciences
7,1
79
‐
7,17
9
85
‐
48
59
7,3
71
2.7%
Professional Studies
8,1
28
‐
8,12
8
77
‐
2
5
8,2
12
1.0%
Science
28
,155
(212
)
7,94
4
71
‐
‐
(58)
7,9
57
0.2%
‐
Base Operating Expense Budget
94,403
‐
94,403
1,049
430
(503)
(276)
95,103
0.7%
Ancillary Services
5,6
31
‐
5,63
1
16
‐
‐
(186
)
5,4
60
‐3.0
%
Continuing Education
1,8
23
‐
1,82
3
15
‐
‐
126
1,9
64
7.7%
International Education
4,3
78
‐
4,37
8
39
‐
36
431
4,8
84
11.6
%
11,
832
‐
11,
832
71
‐
36
370
12
,30
8
4.0%
Total Operating
Expense Budget
106,235
$
‐$
106,235
$
1,119
$
430
$
(467)
$
94$
107,411
$
1.1%
Notes:
Contractual Obligations
Other Incremental Changes
1 includes a reorganization
of the Writing
Centre to an
Academic Success Centre with resources moved
from the
VP Students portfolio
to the Provost & VP Academic
portfolio and
the
College
of Arts portfolio. See
Appendix B for a sum
mary of position m
oves.
2Includes a reorganization of student advising services with resources from
the Arts Advice Centre and
Science Advice Centre am
algamated
under the Provost & VP
Academic portfolio. See
Appendix B for a sum
mary of position m
oves.
22 | P a g e
APPENDIX A
2015‐16 BUDGET PRINCIPLES
2015‐16 Budget Planning:
The Consolidated Budget is a key foundational plan for the university. It supports the strategic and academic goals
and priorities as identified in the Strategic Plan, the Education Plan and the Strategic Enrolment Management plan
by allocating resources in a principled and disciplined manner.
Significant considerations and assumptions for 2015‐16 budget planning are as follows:
Financial Planning Environment:
1. By legislation, UFV cannot plan a deficit budget.
2. Domestic student tuition and student fee adjustments will be limited by the Ministry Tuition Limit policy http://www.aved.gov.bc.ca/tuition/ – assume maximum fee increase of 2% for 2015‐16.
3. Tax, legal and regulatory requirements must be adhered to.
4. The Chilliwack North Campus is for sale, pending government approval; maintaining and supporting activities at this campus will result in additional operating costs.
5. The collective agreement ended March 31, 2014. The mandate for collective bargaining for the next agreement is set by the Provincial Government under the 2014 Economic Stability Mandate (http://www.fin.gov.bc.ca/psec/bargaining/index.htm#mandate)
6. The public post‐secondary sector received a funding reduction of $5M in 2013‐14, $20M in 2014‐15 and is expecting a further reduction of $25M in 2015/16 as committed in Provincial Budget 2014 http://www.bcbudget.gov.bc.ca/2014/bfp/2014_Budget_Fiscal_Plan.pdf. The distribution of this reduction among post‐secondary institutions is not known at this time
7. Block grant funding is not expected to be increased for general full‐time equivalent (FTE) growth or student demand pressures; grant funding is not expected to be adjusted for inflationary costs.
8. Under the “BC’s Skills for Jobs Blueprint” document, 25% of AVED block grant funding will be targeted to FTE in programs related to high demand occupations by fiscal 2017‐18. For fiscal 2015‐16, approx. $2.6M (5%) will be designated for targeted FTE.
9. Industry Training Authority (ITA) funding for trades programming is not expected to be adjusted for inflationary costs or program expansion.
10. UFV activities will aim to align with government expectations and priorities including FTE targets, Government Letter of Expectations, Ministry of Advanced Education Revised Service Plan 2013‐14‐2015‐16, and the University Act.
23 | P a g e
Budget Principles:
1. Budget allocations will be aligned with university goals as identified in the Strategic plan, the Education plan and the Strategic Enrolment Management plan, and within Ministry funding parameters (Appendix A1)
2. The budget will be guided by a consultative process.
3. The budget will be developed on the shared‐revenue model that links academic and institutional support services. Faculty budgets will be aligned with enrolment plans and support services tied to the overall revenues of the university.
4. The budget will be developed based on the projected enrolment targets identified in the Strategic Enrolment Management plan.
5. ITA funded programs will be offered consistent with the ITA training plan, developed in coordination with other provincial public post‐secondary institutions.
6. Budget reductions will be targeted to meet the priorities of the University. Budget investments will support highest priority goals.
7. Efficiency and effectiveness of programs or service activities will influence budget decisions. Opportunities that increase efficiency while maintaining quality will be given priority.
8. Administrative service efficiencies will be considered where consistent with UFV goals and where financial benefits can be realized. http://www.aved.gov.bc.ca/administrative_service_delivery/welcome.htm
9. Increasing revenues from alternative sources will be a priority. Entrepreneurial activities will be encouraged where a positive return is projected within an acceptable risk‐tolerance level.
10. Budget planning will be mindful and respectful of the impact on individuals; a strategic perspective will be taken when considering position eliminations. Vacancies will not be filled automatically allowing for limited resources to be allocated according to institutional priorities.
11. Budgets will be developed to respond to budget challenges; scenarios will include an estimate of the reduction in funding expected for UFV.
12. The budget will be developed in a manner that will minimize risk to the university; an annual contingency fund of 1.5% of operating revenues will be maintained as a provision for enrolment declines, emergency response and unforeseen expenditures.
13. The budget will not postpone dealing with projected deficits; the budget will be balanced without deferring liabilities to future year budgets.
14. Budget additions may be considered to support highest priority goals. Budget additions will require offsets through reductions, reallocations or revenue increases.
15. Budget scenarios will be developed so as to respond to budget challenges not yet confirmed; scenarios will include an estimate of the $20M reduction in funding expected for the post‐secondary sector.
16. The budget will be developed in a manner which will minimize risk to the university; revenue and expense estimates will be conservative.
17. The budget will not postpone dealing with projected deficits; the budget will be balanced without deferring liabilities to future year budgets.
24 | P a g e
STRATEGIC GOALS
Changing Lives, Building Community
The University of the Fraser Valley will:
provide the best undergraduate education in Canada;
be a leader of social, cultural, economic, and environmentally‐responsible development in the Fraser
Valley; and
be innovative, entrepreneurial, and accountable in achieving our goals
Strategic Priorities in the Education Plan
1. Student Recruitment, Retention, and Success
2. Enrolment Management
3. Indigenization
4. Internationalization
5. Environmental Sustainability
6. Indo‐Canadian and South Asian Studies
7. Peace Studies
8. The Integration of Research and Teaching
9. Strengthening the Culture of Teaching and Learning
10. Community Partnerships, Forums, Events, and Conferences
11. Interdisciplinary and Cross‐Departmental/Faculty Cooperation
12. Recruitment and Retention of Faculty
13. Creative Resourcing
14. Agriculture
SEM Goals
5.1. Given current circumstances it is projected that domestic FTEs will remain constant over the
period covered by this SEM Plan (2014‐19).
5.2 To prepare students to qualify for and be successful in its post‐secondary
programs, UFV will create the Qualifying Studies Program with:
i) admission requirements;
ii) ) continuance requirements; and
iii) ) a fixed length of study.
5.3 Graduate student enrolments will be maintained at such levels as to generate net revenue; and
Graduate programs will enrich undergraduate programming.
5.4 By 2019 UFV will increase the enrolment share of Aboriginal students (both self‐identified and those
identified by the ministry) to the proportion of the Aboriginal population within our region; and by
2019 UFV will increase the graduation share of Aboriginal students to the proportion of Aboriginal
students at UFV.
25 | P a g e
5.5 By 2019 International Student Headcount should increase by 38%.
5.6 By 2019, UFV will increase the total number of incoming transfer students to 4%; and add one new
block transfer agreement each year through 2019.
5.7 The targets for student Retention from Fall 2018 to Fall 2019 are:
(i) 66.7% for New Students; and
(ii) 70% for Total Students.
Graduation targets for 2018‐19 are:
(i) 900 Bachelor’s degrees; and
(ii) 5200 for number of graduates weighted by the length of their program.
5.8 By 2019, in order to ensure our graduates are work‐place ready, there will be:
(i) A 10% increase in co‐operative education work placements;
(ii) An additional 10 work‐study positions for each of the next 5 years;
(iii) At least one validated co‐curricular learning activity on the record for 80% of the graduating class;
and
(iv) A 20% increase in the number of academic programs that offer experiential learning opportunities.
The program areas identified for growth are Health and Wellness; Agriculture and the Environmentally‐
Responsible Development of the Fraser Valley; and Digital Media Technologies.
26 | P a g e
APPENDIX B
SUMMARY OF POSITION CHANGES
Admin Faculty Staff Admin Faculty Staff Admin Faculty Staff
Provost and VP Academic 1.20 0.50 1.00 9.10 11.80
College of Arts 1.18 (5.00) (1.00) (1.00) (2.40) (8.22)
Faculty of Science (2.50) (2.50)
Faculty of Professional Studies 2.00 (1.00) 1.00
Faculty of Health Sciences 1.00 1.00
CFO And VP Administration 2.00 2.00
VP Students 1.00 (1.00) (4.20) (4.20)
0.00
0.00 3.38 5.50 0.00 (5.00) (3.00) 0.00 0.00 0.00 0.88
Position additions Position reductions Reorganizations
Net
27 | P a g e
APPENDIX C
SUMMARY OF POSITION VACANCIES
Recruitment is in process for eight of the current vacancies. Pending vacancies: employees who have indicated retirement during the 2015‐16 Budget year. Recruitment has begun for four of the pending retirement positions.
Pending
Vacancies
Admin Faculty Staff Faculty
Provost & VP Academic ‐ 1.00 1.00 ‐ 2.00
CFO & VP Administration 2.00 ‐ 7.14 ‐ 9.14
VP Students ‐ ‐ 2.00 ‐ 2.00
College of Arts ‐ 2.86 1.00 4.00 7.86
Faculty of Science ‐ 3.00 0.50 4.00 7.50
Faculty of Professional Studies ‐ 4.00 1.00 2.00 7.00
Faculty of Health Sciences ‐ 2.20 1.00 4.00 7.20
Faculty of Access and Continuing Education ‐ 0.66 ‐ ‐ 0.66
Faculty of Applied & Technical Studies ‐ 2.00 ‐ ‐ 2.00
Executive Director, University Relations ‐ ‐ 2.00 ‐ 2.00
Total Vacancies 2.00 15.72 15.64 14.00 47.36
Vacancies as at February 28, 2015 Total
28 | P a g e
APPENDIX D
SUMMARY OF CHANGES TO PROGRAM OFFERINGS
• Discontinued
– BGS (Police Option) – removed 2015 – Fashion Design Diploma – in process – Certificate in Extended Studies in Fashion Design: Marketing Option – in process – Certificate in Extended Studies in Fashion Design: Textiles Option – in process
• Suspended Intake – Fashion Design Diploma – suspended Fall 2015
• New Programs – BA, Peace & Conflict Studies (Major & Minor) ‐ pending – BA, Indigenous Studies (Major & Minor) – pending – BA, Theatre (Major) – pending – Bachelor of Professional Communication (3‐year degree) – pending – BA, English Honours: Creative Writing – published 2015 – Bachelor of Media Arts – pending – Public Relations Certificate (CE) – BSc, Mathematics (Honours) – published 2015 – Mechatronics Diploma – published 2014 – Veterinary Administration Assistant Certificate (CE) – published 2014 – Human Resource Management Certificate (CE) – published 2014 – Management Skills for Supervisors Certificate (CE) – published 2014 – BA, French (Major) – published 2014 – Automation & Robotics Technician – in process – Bachelor of Agriculture Science, Horticulture (Major) – in process – Bachelor of Education – in process
30 | P a g e
APPENDIX F
STUDENT TUITION FEES
Fee Unit 14‐15 15‐16 % Change
Regular Programs ‐ Domestic $ $
Courses Level 100 ‐ 400 Credit 134.00 136.68 2.0%
Graduate Courses (Level 700) Credit 537.82 548.58 2.0%
Adult Bas ic Education Courses1 Credit ‐ 111.61 0.0%
Engl i sh as a Second Language2 Credit ‐ 55.80 0.0%
Vocational Courses Credit 134.00 136.68 2.0%
Trades & Technology Courses Weekly 110.95 113.17 2.0%
Regular Programs ‐ International
Courses Level 100‐400 Semester 7,350.00 7,800.00 6.1%
International Differential Fee Programs
Data Analys is Certi fi cate Program 14,950.00 15,860.00 6.1%
Diploma in Mechatronics Semester 7,475.00 7,930.00 6.1%
Hospita l i ty and Event Management Program 14,950.00 15,860.00 6.1%
International Business and Global Management Program 14,950.00 15,860.00 6.1%
Specific Programs3
Appl ied Bus iness Technology 1 semester 6,704.64 6,838.56 2.00%
Archi tectura l Drafting Technician 3 semesters 4,637.90 4,730.62 2.00%
Automation & Robotics Technician 2 semesters ‐ 5,321.19 0.00%
Bachelor in Media Arts ‐ Capstone Courses 4 credi t course 1,464.60 1,493.90 2.00%
Certi fied Dental Ass is tant 3 semesters 5,896.00 6,014.00 2.00%
Graphic and Digi ta l Des ign 4 semesters 12,486.30 12,736.20 2.00%
Health Care Ass istant 1 semester 2,929.20 2,987.76 2.00%
Practica l Nurs ing 4 semesters 13,483.01 13,752.70 2.00%
Teacher Education Program 4 semesters 9,812.00 10,008.35 2.00%
Workplace TASK 2 semesters 2,059.80 2,101.00 2.00%
Cooperative Education Work Term ‐ Domestic 1 semester 536.34 547.08 2.00%
Cooperative Education Work term ‐ Internationa l 1 semester 1,200.00 1,200.00 0.00%
Teaching Engl i sh as a Foreign Language Program 7,350.00 7,800.00 6.1%
Notes:
3. Includes ancillary fees
Tuition Fees
1 For ABE, the tuition/credit has been set at $161.61. UFV will provide a $50/credit bursary for the 2015‐16 academic year.
2 For ESL, the tuition/credit has been set at $80.80. UFV will provide a $25/credit bursary for the 2015‐16 academic year.
31 | P a g e
OTHER STUDENT FEES
Item Fee Unit 14‐15 15‐16 % Change
Ancillary Fees $ $
Domestic Students Tuition 10% 10% 0%
International Students1 Semester 325.00 360.00 10.8%
Application Fees
Current students Application ‐ ‐ 0.0%
New applicant ‐ Domestic Application 45.00 45.00 0.0%
New applicant ‐ International Application 150.00 150.00 0.0%
New applicant ‐ program change Application 20.00 20.00 0.0%
Other Student Fees
Additional parchment requests 25.00 25.00 0.0%
Confirmation of enrolment requests 10.00 10.00 0.0%
External invigilation services2 20.00 50.00 150.0%
Graduate Programming Continuance Fee Semester 403.37 411.44 2.0%
Graduation Fee 25.00 25.00 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%
Transcript request 10.00 10.00 0.0%
Faxing a transcript3 10.00 10.00 0.0%
Sending a transcript by Canadian courier3 25.00 25.00 0.0%
Sending a transcript by US courier3 30.00 30.00 0.0%
Sending a transcript by International courier3 35.00 35.00 0.0%
Student Residence Fees
Application Fee 50.00 50.00 0.0%
Damage Deposit 300.00 300.00 0.0%
Holiday Break 200.00 200.00 0.0%
Residence Fee per month 618.50 630.87 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 Other Student Fees 2015‐16
32 | P a g e
Item Fee Unit 14‐15 15‐16 % Change
Student Society Fees
Cascade Student Newspaper Semester 6.00 6.12 2.0%
Health and Dental ‐ Domestic Annual 159.92 215.59 34.8%
IT Support Service Semester ‐ 4.98 0.0%
Radio Station Semester 7.85 7.85 0.0%
Student Union Society Capital fee Semester 35.00 35.00 0.0%
Student Union Society Membership Semester 30.00 30.00 0.0%
Transportation (Campus Connector) Semester 17.75 26.70 50.4%
Universal Bus Pass Semester 42.58 42.70 0.3%
Notes
1 Includes all student union fees
2 For services over 3 hours, an additional $10/hour is assessed.
3 This fee is in addition to the transcript request fee
33 | P a g e
BUDGETS BY PORTFOLIO APPENDIX G
PRESIDENT’S OFFICE
This portfolio is comprised of the President’s Office, faculty‐at large and related activities.
The President leads the university in pursuit of the strategic goals, providing high level direction to the following
key plans: the Education Plan, Consolidated Budget, Strategic Enrolment Management, Capital Plan, and
Accountability Plan.
The President advocates for the university at every level of government and in the community, with key priorities
focused on cultivating relationships, engaging with stakeholders, enhancing the university’s reputation, and
supporting the work of the faculty and staff towards students’ success.
Budgeted Operating Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Salaries & Benefits 568$ 570$ 582$ 573$ 576$
Non‐Salary Expenses 324 334 334 334 329
Total Expenses 892$ 904$ 916$ 907$ 905$
34 | P a g e
UNIVERSITY SECRETARIAT AND REGISTRAR
This portfolio is comprised of the University Secretariat supporting Senate and the Board, the Office of Academic
Integrity and Appeals, and the Office of the Registrar
The University Secretariat is responsible for:
Supporting the university governing bodies ‐ Board of Governors, Senate, and standing and ad hoc committees
Supporting policy development, maintenance and education
Administering elections for the governing bodies as required by the University Act
Providing leadership for Academic Integrity and Freedom of Information and Protection of Privacy
The Registrar is responsible for:
The integrity, accuracy, and security of all academic records of current and former students
Effective student registration and enrolment
Course schedules, catalogs, final examination schedules
Articulation of transfer credits, graduation and certification of baccalaureate and associate degrees, enrolment and degree verification, production of official transcripts, diplomas, and convocation.
Priorities for this portfolio include:
Integrating SEM strategies into service
Implementing degree audit, with an emphasis on improving the student experience
Policy renewal and development
Budgeted Operating Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Salaries & Benefits 2,603$ 2,659$ 2,980$ 3,013$ 3,049$
Non‐Salary Expenses 238 225 186 216 216
Total Expenses 2,840$ 2,885$ 3,166$ 3,229$ 3,265$
35 | P a g e
PROVOST AND VICE PRESIDENT ACADEMIC
* In 2014‐15, Information Technology Services (ITS) with a budget of $4M was moved from the Provost and VP
Academic Portfolio to the CFO & VP Administration portfolio. In 2015‐16 changes to the organization of Advising
Services and the creation of the Academic Success Center resulted in a shift of $1M to the Provost and VP
Academic Portfolio from other portfolios.
Budgeted Operating Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15* 15‐16*
Salaries & Benefits 9,115$ 9,477$ 9,739$ 6,938$ 7,986$
Non‐Salary Expenses 3,197 3,166 2,861 1,805 1,839
Total Expenses 12,312$ 12,643$ 12,600$ 8,743$ 9,824$
36 | P a g e
This portfolio is comprised of the following:
Provost and Vice President Academic
Provost and Vice President Academic
Office
Centre for Teaching and Learning
o Educational Technology
Services
o Supported Learning Groups
o Academic Success Centre
Faculty Services
Library & Library Acquisitions
Vice Provost and Associate Vice President
Academic
Vice Provost and AVP’s Office
Program Development and Reviews
Success & Completion Advising
Indigenous Affairs
Supported Learning Groups
International Education (under
separate fund)
Associate Vice President Institutional Research &
Integrated Planning
Associate Vice President Human Resources
AVP’s Office
Human Rights and Conflict Resolution
Occupational Health and Safety
Retirements and Special Events
Scholarly Activities
Associate Vice President Research, Engagement,
and Graduate Studies
AVP’s Office
Centre for Indo‐Canadian Studies
Faculty Research Option
Human Research Ethics Board
Research Chairs
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. The Provost is responsible for integrated planning and
operational coordination 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 priorities of the Provost and VP Academic are detailed in
‘Students and Community: An Update to the UFV Education Plan (http://www.ufv.ca/media/assets/provost/2014‐
Update‐to‐the‐Education‐Plan.pdf)
37 | P a g e
CFO & VP ADMINISTRATION
* In 2014‐15, Information Technology Services (ITS) with a budget of $4M was moved from the Provost and VP
Academic Portfolio to the CFO & VP Administration portfolio.
This portfolio encompasses finance, budget, facilities and utilities, legal counsel, purchasing, security and
emergency management and information technology services (ITS). The CFO & VP Administration is responsible for
and provides leadership to financial and administrative support services at UFV, advising on all financial matters for
the institution and has responsibility for risk management and financial reporting requirements.
Priorities for this portfolio include:
Complete IT Review and implement recommendations; hire for CIO position
Implement efficiencies identified in the Administrative Services Delivery Transformation project as appropriate for UFV
Continue implementation of the integrated emergency management and security program; continue to build an enterprise risk management program
Continue implementation of recommendations from procure‐to‐pay review
Strengthen customer‐focused delivery model for administrative units
Provide operational services for new Student Union Building opening spring 2015
Budgeted Operating Expenses
(in thousands) 11‐12 12‐13 13‐14 14‐15 * 15‐16 *
Salaries & Benefits 5,435$ 5,736$ 5,907$ 8,573$ 8,667$
Non‐Salary Expenses 3,384 3,690 3,841 5,138 5,443
Total Expenses 8,819$ 9,426$ 9,748$ 13,711$ 14,110$
38 | P a g e
VICE PRESIDENT STUDENTS
* In 2015‐16 the transformation of the Writing Centre to an Academic Success Centre, housed under the Provost
and VP Academic portfolio, resulting in the shift of $450k to the Provost and College of Arts portfolios.
The VP Students portfolio is comprised of the VP Students Office, Student Life, Financial Aid, Residences, Career
Centre, Athletics, Campus Recreation, Counseling and Disability Resource Centre. Under the leadership of the Vice
President Students, this division is focused on student engagement, development and success.
Priorities for this portfolio include:
Continue to promote and support the co‐curricular record (CCR) program which gives recognition for
student contributions outside the classroom
Integrate SEM strategies into student services
Enhance support services for students through efficient use of resources and technology
Build campus community through partnerships with the Student Union Society, including new
opportunities and transitioning student services into the new Student Centre building in Spring 2015
Budgeted Operating Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16*
Salaries & Benefits 4,272$ 4,246$ 4,751$ 5,122$ 4,765$
Non‐Salary Expenses 1,987 1,983 1,591 1,472 1,466
Total Expenses 6,260$ 6,229$ 6,343$ 6,594$ 6,232$
39 | P a g e
EXECUTIVE DIRECTOR UNIVERSITY RELATIONS
Under the Executive Director, the division promotes strong and responsive relationships between UFV and its
stakeholders and communities. The University Relations division is responsible for the leadership of university
advancement (UFVs fundraising division), alumni relations, government liaison, marketing, internal and external
communications, student recruiting and institutional events.
Priorities for this portfolio include:
Principles to prioritize activities taken on by University Relations
Promoting the value of post‐secondary education in an era of reduced funding and rising tuition
costs
Budgeted Operating Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Salaries & Benefits ‐$ ‐$ ‐$ 1,914$ 1,993$
Non‐Salary Expenses ‐ ‐ ‐ 427 379
Total Expenses ‐$ ‐$ ‐$ 2,341$ 2,372$
40 | P a g e
CENTRAL UNIVERSITY COSTS
This portfolio is comprised of Central University Costs which are attributable to the university at large, such as
institutional leases, legal, audit and professional fees, contingencies and HR related benefits. Benefits include
professional development, sabbatical and educational leave funds, maternity and short‐term disability leaves,
development and training, and health spending accounts.
Increases in this cost center this year include:
Adjustment to cost of centrally funded benefits
Transition costs of Limited Term Appointment contracts
Budgeted Operating Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Salaries & Benefits 3,338$ 1,162$ 1,008$ 779$ 958$
Non‐Salary Expenses 3,894 7,401 7,212 7,841 7,778
Total Expenses 7,232$ 8,563$ 8,220$ 8,620$ 8,736$
41 | P a g e
COLLEGE OF ARTS
*Enrolment is based on actual enrolment for 2011‐12 to 2013‐14, forecasted enrolment for 2014‐15 and planned enrolment for
2015‐16.
This portfolio is comprised of
College of Arts
Dean’s Office
Arts Advice Centre (Centralized under Vice Provost in 2015‐16)
Centre for Indigenous Studies
Centre for General Studies (Centralized under Vice Provost in 2015‐16)
Faculty of Humanities
Communications
English
Fashion Design
Graphic Design
History
Modern Languages
Philosophy
Theatre
Visual Arts
Faculty of Social Sciences
Economics
Geography
Political Science
Psychology
School of Criminology and Criminal Justice
Master of Criminal Justice
Social, Cultural and Media Studies
The priorities of the College of Arts are detailed in ‘Students and Community: An Update to the UFV Education
Plan’ ‐ http://www.ufv.ca/media/assets/senate/academic‐planning‐‐priorities‐committee/agenda‐packages‐and‐
minutes/2013‐Ed‐Plan‐Update‐Collated‐Faculty‐Plans‐2013‐10‐09.pdf
Budgeted Operating Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Salaries & Benefits 16,656$ 16,860$ 17,452$ 17,589$ 16,874$
Non‐Salary Expenses 395 396 489 490 396
Total Expenses 17,051$ 17,256$ 17,942$ 18,079$ 17,270$
42 | P a g e
FACULTY OF ACCESS AND CONTINUING EDUCATION
* The substantial drop in budget for 2014‐15 reflects the loss of government funding for domestic ESL students. The
corresponding drop in domestic student FTE’s is mitigated by an increase in International ESL students.
**Enrolment is based on actual enrolment for 2011‐12 to 2013‐14, forecasted enrolment for 2014‐15 and planned enrolment
for 2015‐16.
This portfolio is comprised of
Dean’s Office
Aboriginal Access Services
Applied Business Technology
Assessment Centre
English as a Second Language
Upgrading and University Preparation
Continuing Education also reports to the Dean of Access & Continuing Education, with details of this area on page
50.
The priorities of the Faculty of Access & Continuing Education are detailed in ‘Students and Community: An Update
to the UFV Education Plan’ ‐ http://www.ufv.ca/media/assets/senate/academic‐planning‐‐priorities‐
committee/agenda‐packages‐and‐minutes/2013‐Ed‐Plan‐Update‐Collated‐Faculty‐Plans‐2013‐10‐09.pdf
Budgeted Operating Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Salaries & Benefits 4,687$ 4,336$ 4,223$ 3,576$ 3,562$
Non‐Salary Expenses 99 99 99 140 131
Total Expenses 4,786$ 4,436$ 4,322$ 3,716$ 3,693$
43 | P a g e
FACULTY OF APPLIED AND TECHNICAL STUDIES
*Enrolment is based on actual enrolment for 2011‐12 to 2013‐14, forecasted enrolment for 2014‐15 and planned enrolment for
2015‐16.
This portfolio is comprised of
Dean’s Office
Director of Trades Office
Agriculture Technology
Aircraft Structures Technician
Apprenticeship programs – Automotive,
Carpentry & Electrical
Auto Collision Repair and Refinishing
Automotive
Carpentry
Drafting
Electrical
Electronics
Heavy Duty Mechanics
Hospitality and Event Management
Plumbing and Piping
Professional Cook
Tool Room
Welding programs – A, B & C
Automation & Robotics Technician
The priorities of the Faculty of Applied and Technical Studies are detailed in ‘Students and Community: An Update
to the UFV Education Plan’ ‐ http://www.ufv.ca/media/assets/senate/academic‐planning‐‐priorities‐
committee/agenda‐packages‐and‐minutes/2013‐Ed‐Plan‐Update‐Collated‐Faculty‐Plans‐2013‐10‐09.pdf.
Budgeted Operating Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Salaries & Benefits 3,917$ 3,867$ 3,905$ 3,953$ 4,070$
Non‐Salary Expenses 552 535 537 791 830
Total Expenses 4,470$ 4,401$ 4,443$ 4,744$ 4,900$
44 | P a g e
FACULTY OF HEALTH SCIENCES
*The discontinuation of the Dental Hygiene program resulted in a significant drop of enrolments in 2012‐13. Licensed Practical
Nurse (LPN) accreditation requirements have further impacted enrolments, as the program moved from a one year to a two
year program. The program is being restructured in 2014‐15 to annual intakes of 16 from an intake of 32 every other year for
more efficient use of scheduling and program resources. Enrolments for LPN will increase in 2015‐16 as program changes are
fully realized.
**Enrolment is based on actual enrolment for 2011‐12 to 2013‐14, forecasted enrolment for 2014‐15 and planned enrolment
for 2015‐16.
This portfolio is comprised of
Dean’s Office
School of Health Studies including
o Bachelor of Science in Nursing
o Practical Nursing
o Health Care Assistant
o Certified Dental Assistant
Kinesiology and Physical Education
The priorities of the Faculty of Health Sciences are detailed in ‘Students and Community: An Update to the UFV
Education Plan’ ‐ http://www.ufv.ca/media/assets/senate/academic‐planning‐‐priorities‐committee/agenda‐
packages‐and‐minutes/2013‐Ed‐Plan‐Update‐Collated‐Faculty‐Plans‐2013‐10‐09.pdf
Budgeted Operating Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Salaries & Benefits 6,970$ 7,064$ 7,021$ 7,007$ 7,140$
Non‐Salary Expenses 187 198 183 172 231
Total Expenses 7,156$ 7,262$ 7,204$ 7,179$ 7,371$
45 | P a g e
FACULTY OF PROFESSIONAL STUDIES
*Enrolment is based on actual enrolment for 2011‐12 to 2013‐14, forecasted enrolment for 2014‐15 and planned enrolment for
2015‐16.
This portfolio is comprised of
Dean’s Office
Adult Education
Child, Youth and Family Studies
Library and Information Technology
School of Business
School of Social Work and Human Services
Teacher Education Department
The priorities of the Faculty of Professional Studies are detailed in ‘Students and Community: An Update to the
UFV Education Plan’ ‐ http://www.ufv.ca/media/assets/senate/academic‐planning‐‐priorities‐committee/agenda‐
packages‐and‐minutes/2013‐Ed‐Plan‐Update‐Collated‐Faculty‐Plans‐2013‐10‐09.pdf
Budgeted Operating Expenses
(in thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Salaries & Benefits 7,058$ 7,122$ 7,536$ 7,897$ 7,976$
Non‐Salary Expenses 244 202 213 231 236
Total Expenses 7,302$ 7,324$ 7,749$ 8,128$ 8,212$
46 | P a g e
FACULTY OF SCIENCE
*Enrolment is based on actual enrolment for 2011‐12 to 2013‐14, forecasted enrolment for 2014‐15 and planned enrolment for
2015‐16.
This portfolio is comprised of
Dean’s Office
Science Advice Centre (Centralized under Vice
Provost in 2015‐16)
Centre for Environmental Sustainability
Math Centre
Science Academic Departments
Biology
Chemistry
Computer Information Systems
Mathematics
Physics
The priorities of the Faculty of Science are detailed in ‘Students and Community: An Update to the UFV Education
Plan’ ‐ http://www.ufv.ca/media/assets/senate/academic‐planning‐‐priorities‐committee/agenda‐packages‐and‐
minutes/2013‐Ed‐Plan‐Update‐Collated‐Faculty‐Plans‐2013‐10‐09.pdf
Budgeted Operating Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Salaries & Benefits 7,426$ 7,543$ 7,810$ 7,890$ 7,749$
Non‐Salary Expenses 288 288 269 266 208
Total Expenses 7,714$ 7,831$ 8,079$ 8,155$ 7,957$
47 | P a g e
EXECUTIVE DIRECTOR CAMPUS PLANNING & RESOURCE DEVELOPMENT
(INCLUDING ANCILLARY SERVICES)
This portfolio is comprised of
Bookstore
Campus Card
Parking Services
Print Services
Student Residences
Residence Conferencing
Food Services
Executive Director Campus PlanningBudgeted Operating Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Salaries & Benefits ‐$ ‐$ ‐$ 224$ 229$
Non‐Salary Expenses ‐ ‐ ‐ 33 27
Total Expenses ‐$ ‐$ ‐$ 256$ 256$
Ancillary ServicesBudgeted Operating Revenues & Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Revenues 7,341$ 6,980$ 6,896$ 6,903$ 6,630$
Salaries & Benefits 1,070 783 806 744 760
Non‐Salary Expenses 5,521 4,986 4,798 4,886 4,700
Contribution to UFV Operations 751$ 1,211$ 1,292$ 1,273$ 1,170$
48 | P a g e
Ancillary Services is comprised of various business and retail units providing services to students and the campus
community. The portfolio provides a net financial contribution to the university.
Priorities for this portfolio include:
Diversify product mix and enhance online presence for the Bookstore
Creation of a Conferencing Centre Office, centralizing the coordination of conferencing services for the
university community and actively promoting UFV as an event and conference destination
Integrate parking management within an overall transportation strategy
Explore retail print services on campus
49 | P a g e
CONTINUING EDUCATION
This portfolio is comprised of
Continuing Education Administration
Continuing Education Courses
Trades Continuing Education Administration
Trades Continuing Education Courses
Continuing Education offers relevant and practical education options to the people of the Fraser Valley. In addition
to working with other UFV departments to develop certificates and short courses related to academic specialties,
they provide custom courses on a contract basis.
A priority for Continuing Education in 2015‐16 is to develop and implement programming suitable for the new Five
Corners Chilliwack campus and to grow industry partnerships for the delivery of specialized skills training.
Budgeted Operating Revenues & Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Revenues 1,672$ 1,829$ 2,071$ 2,300$ 2,490$
Salaries & Benefits 424 493 1,266 1,338 1,354
Non‐Salary Expenses 998 1,099 503 485 611
Contribution to UFV Operations 250$ 237$ 302$ 477$ 526$
50 | P a g e
INTERNATIONAL EDUCATION
This portfolio is comprised of international tuition and fee revenues, central international education
administration; including recruitment, advising, and student support, and study abroad.
The cost of educating international students is included in base operation expenditures. The $8.9M surplus shown
is not profit but a contribution to operations to cover the costs of educating international students.
Many facets of UFV International’s operations are referenced in UFV’s Strategic Directions and the Education Plan.
In the case of the former, the unit plays a key role in fostering the development of skills required for responsible
citizenship. As a microcosm of the entire institution, UFV International embraces diversity, supports cross‐cultural
exchange, and promotes the respectful debate of ideas and views. In addition, UFV International strives to bring
the world to the Fraser Valley and the Fraser Valley to the world. Specifically, this involves the following:
Budgeted Operating Revenues & Expenses
($ thousands) 11‐12 12‐13 13‐14 14‐15 15‐16
Revenues 10,280$ 10,622$ 11,341$ 12,533$ 13,873$
Salaries & Benefits 1,921 1,940 1,784 1,626 1,701
Non‐Salary Expenses 2,460 2,365 2,465 2,752 3,182
Contribution to UFV Operations 5,899$ 6,318$ 7,092$ 8,155$ 8,990$
51 | P a g e
Marketing UFV programs to international audiences
Recruitment activities geared toward meeting the goals in the Strategic
Enrolment Management Plan
Services related to the success and retention of international students
Global engagement initiatives aimed at equipping UFV graduates with the competencies needed in a
globalized world
Offering a dedicated space and resources in the form of an International Centre for students
Supporting internationalization efforts at the faculty and staff level
Support for faculty interested in establishing study tours or international internships
52 | P a g e
2014‐15 CARRY FORWARD ALLOCATIONS APPENDIX H
For the 2013‐14 fiscal year‐end, budget portfolios were able to carry forward 50% of base expense savings at the
divisional level. A review of the 50% carry forward is to occur prior to 2014‐15 year‐end allocations and is not yet
completed. 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. Any re‐organization in the 2015‐16 Budget will be applied to the carry forward of surpluses. Carry‐
forward balances will transfer with unit responsibility;
3. Divisions will keep vacancy savings realized in the current fiscal year;
4. 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 institutional financial position.
Preliminary institutional carry‐forward allocations will be as follows:
Innovation Fund ‐> TBD
Chilliwack North operating costs ‐> $200,000
53 | P a g e
INNOVATION FUND APPENDIX I
The Innovation Fund was created in 2014 in an effort to address the university’s financial challenges in a positive,
forward‐thinking way. The purpose of the fund is to provide start‐up funds for transformative programs or ideas
supported by well‐reasoned business plans that have the potential to produce new revenue and/or reduce the
university’s operating costs while positively affecting UFV’s future. For more information on the application
process, evaluation criteria, timelines and templates, please visit www.ufv.ca/budgets/innovation‐fund/
$500K was allocated to the launch of this fund and the following projects have received funding.
Innovation Fund Summary 2014 2015
HEALTHY YOU‐FV Faculty of Health Sciences 70,000 INDUSTRY SERVICES ENTERPRISE Faculty of Applied & Technical Studies 81,000 CONFERENCING CENTRE Ancillary Services 58,000 CENTRE FOR AVIATION STUDIES School of Business 45,000
UFV SUMMER INSTITUTE Teacher Education 39,500 CAMPUS RECREATION Athletics 45,000
Total Funds Allocated 338,500
HEALTHY YOU‐FV | Faculty of Health Sciences Healthy You FV will work as a generator of health and wellness programming for community groups. INDUSTRY SERVICES ENTERPRISE | Faculty of Applied & Technical Studies The Faculty of Applied and Technical Studies (A&TS) will establish an Industry Services (IS) enterprise to provide training to enterprises in need of skilled/semi‐skilled workers (deferred launch to 2015). CONFERENCING CENTRE | Ancillary Services Supporting the creation of a Conferencing Centre office to centralize event and conferencing business on campus with the goal to generate additional net revenue. CENTRE FOR AVIATION STUDIES | School of Business The Centre for Aviation Studies will work with industry partners to develop a business case for a profit centre for research and innovation within the aerospace and aviation industries. UFV SUMMER INSTITUTE | Teacher Education A 4‐week course series providing an opportunity for local and provincial teachers, including UFV alumni, to work towards their category 5+ designation by the BC Teacher Regulation Branch. CAMPUS RECREATION | Athletics Develop a partnership for enhanced facilities at the CEP campus for recreation and wellness for students and employees, and expand to revenue‐generating through community access.