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UNIVERSITY OF VICTORIA BOARD OF GOVERNORS

Monday, June 27, 2016 3:45 p.m. – 4:45 p.m.

University Club, Wild Rose Room

AGENDA - OPEN BOARD

Welcome 1. Approval of Agenda MOTION:

THAT the agenda of the open session of the regular meeting of June 27, 2016 be approved.

2. Summary Record of Regular Meeting of May 31, 2016 (attached)

MOTION: THAT the summary record of the open session of the regular meeting of May 31, 2016 be approved.

3. Business Arising 4. Remarks from the Chair 5. Correspondence CONSENT 6. Operations and Facilities Committee (M. Kennedy)

a. Due Diligence Reports 2015 BOG-Jun27/16-08

b. Policy on Auditor Independence: Retention of External Auditors for Audit, Tax and Other Non-Audit Services (GV0230) BOG-Jun27/16-17

c. Status Report on Capital Projects BOG-Jun27/16-06

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7. Finance Committee (L. LeBlanc)

a. University Of Victoria Staff Pension Plan Investment Performance Report for the Period Ended March 31, 2016 BOG-Jun27/16-03

Pro Forma Motion: That the above items be received by the Board of Governors by

consent. REGULAR 8. Operations and Facilities Committee (M. Kennedy)

a. 2016-17 University of Victoria Institutional Accountability Plan and Report BOG-Jun27/16-15

MOTION: THAT the Board of Governors approve the University of Victoria Institutional Accountability Plan and Report.

and

That the Board of Governors authorize the President and the Board Chair to make any final adjustments to the Institutional Accountability Plan and Report.

b. Working Group on Sexualized Violence Programs and Policy Development BOG-

Jun26/16-16

c. Approval of the Program of Requirements and the Schematic Design – District Energy Plant BOG-Jun27/16-11

MOTION: THAT the Board of Governors approve the program of requirements for the District Energy Plant;

THAT the Board of Governors approve the schematic design for the District Energy Plan; and

THAT the Board of Governors authorize the Vice President Finance and Operations to award construction contracts up to the project budget of $19.79M, subject to funding from the federal Strategic Investment Fund.

9. Finance (L. LeBlanc)

a. 2015/16 Year End Management Statements and Budget Review BOG-Jun27/16-05

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b. Statement of Financial Information for the Year Ended March 31, 2016 BOG-Jun27/16-04

MOTION: THAT the Board of Governors approve the Statement of Financial Information for the year ended March 31, 2016 and that the Chair of the Board of Governors and the Vice-President Finance and Operations be authorized to sign on the Board’s behalf.

10. Executive and Governance (T. Redies)

a. Review of Board Governance Checklist (attached)

MOTION: THAT the Board of Governors approve the posting of the updated board governance checklist, as circulated, on the university’s website for 2016/17 as part of UVic’s accountability framework.

11. President’s Report

a. External Relations Update BOG-Jun27/16-07 12. Other Business 13. Adjournment

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UNIVERSITY OF VICTORIA BOARD OF GOVERNORS

Tuesday, May 31, 2016, 11:00 a.m. Administrative Services Building

Lobby Boardroom 120

DRAFT SUMMARY RECORD - OPEN BOARD

Present: Dr. Erich Mohr (Chair), Mr. Nav Bassi, Prof. Jamie Cassels, Ms. Ida Chong, Ms. Daphne Corbett, Ms. Kayleigh Erickson, Mr. Michael Kennedy, Ms. Cathy McIntyre, Ms. Lindsay LeBlanc, Ms. Shelagh Rogers (by phone), Dr. Julia Eastman (Secretary)

Regrets: Dr. Hélène Cazes, Ms. Isobel Mackenzie, Dr. Ana Maria Peredo, Ms. Tracy Redies, Ms. Brontë Renwick-Shields

1. Approval of Agenda

MOTION (K. Erickson/I. Chong): THAT the agenda of the open session of the regular meeting of May 31, 2016 be approved.

CARRIED

2. Summary Record of Regular Meeting of March 30, 2016

MOTION (L. LeBlanc/K. Erickson): THAT the summary record of the open session of the regular meeting of March 30, 2016 be approved.

CARRIED

3. Business Arising

4. Remarks from the Chair

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5. Correspondence

a. 2016/17 Mandate Letter for Public Post-Secondary Institutions The Chair said that the annual Mandate letter from the Minister of Advanced Education, which was similar to last year’s letter, had been discussed briefly at the Operations and Facilities Committee meeting the previous day and had been made available to Board members to sign. A copy would be posted on the UVic website after it had been submitted to the Ministry. CONSENT 6. Audit Committee (T. Redies)

a. Revisions to Policy on Internal Audit (GV0220) BOG-May31/16-03

MOTION:

THAT the Board of Governors approve the Revised Policy on Internal Audit (GV0220).

7. Operations and Facilities Committee (M. Kennedy)

a. New and Revised Awards BOG-May31/16-26

MOTION: THAT the Board of Governors approve the new and revised graduate and undergraduate awards set out in the attached documents and listed below:

Linda Vey Scholarship (revised)*

Rose Won Lau Business Scholarship (revised)*

Big Picture Conference Inc. Scholarship in Service Management (new)

Kutzschan Graduate Scholarship in Philosophy (new)*

L.E. Frances Druce Scholarship in Music (new)*

Langford-Seaborn Scholarship (revised)*

L.E. Frances Druce Collaborative Piano Prize (new)*

L.E. Frances Druce Student Travel Award (new)*

Spiritbear Foundation Scholarship in the School of Child and Youth Care (new)

Alumni Association Vikes Award (new)*

M.A. & D.E. Breckenridge Education Graduate Award (revised)*

Brian Jackson and Denys Mailhiot Scholarship (new)*

L.E. Frances Druce Bursary in Law (new)*

L.E. Frances Druce Bursary in Science (new)*

Cuchulain Vikes Rugby Award (revised)*

Leonard and Eileen Hamilton Scholarship in Spanish & Italian Studies (new)

Alumni Association Bursary for Active, Healthy Living (new)*

Beulah Daniels Memorial Scholarship in Music (revised)*

Claire Watson Fellowship (new)

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Commander Peter Chance Masc Graduate Fellowship (revised)*

Dr. James B. Haddow Scholarship (new)

Dr. Jean Downie Dey Memorial Award (new)*

Dr. Jean Downie Dey Centennial Scholarship (new)*

Dr. Jean Downie Dey Student Mobility Award (new)*

Elias Mandel Prize for Study Abroad in Humanities (revised)*

Fasken Martineau Dumoulin LLP Entrance Scholarship (new)

Fasken Martineau Dumoulin LLP First Year Law Scholarship (new)*

Fasken Martineau Dumoulin LLP Indigenous Entrance Scholarship (new)

Germanic Studies Graduate Scholarship (revised)*

Ian Cameron Scholarship in Educational Measurement & Evaluation (new)*

Kutzschan Graduate Scholarship in Forest Biology (new)*

Kutzschan Graduate Scholarship in Music (new)*

Lorna Crozier Scholarship (new)*

Marilyn McCall Bursary in Psychology (new)*

Mary Marjorie Horan Scholarship (new)*

Nicholas Thomas Mathers Memorial Bursary (new)*

Phoenix Bursary (new)

Richard and Margaret Beck Student Research Travel Award (revised)*

Roger Odlum Bursary in Business and Dispute Resolution (new)

School of Music Women’s Choral Scholarship (revised)

Sinclair Farris Award (revised)*

Sophia M. Terhart Vittali Scholarship (new)

Theatre Retirees Scholarship (new)

Victoria Chinatown Lioness Club Graduate Bursary (revised)*

VNHS Dennis and Lyndis Davis Scholarship (new)* * Administered by the University of Victoria Foundation

b. Minor in Digital and Interactive Media in the Arts (DIMA) BOG-May31/16-27

MOTION: That the Board of Governors approve, subject to funding, the establishment of a Minor in Digital and Interactive Media in the Arts (DIMA), as described in the document “Proposal for Minor in Digital and Interactive Media in the Arts (DIMA)”, dated February 10, 2016, and that this approval be withdrawn if the program should not be offered within five years of the granting of approval.

c. Interdisciplinary Undergraduate Certificate Program in the Human Dimensions

of Climate Change BOG-May31/16-28 MOTION: That the Board of Governors approve, subject to funding, the establishment of an Interdisciplinary Undergraduate Certificate Program in the Human Dimensions of Climate Change, and that this approval be withdrawn if the program should not be offered within five years of the granting of approval.

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d. Status Report on Capital Projects BOG-May31/16-15

8. Finance Committee (L. LeBlanc)

a. Purchasing Policy (FM5105) Revision BOG-May31/16-14

MOTION:

THAT the Board of Governors approve the amendment of Purchasing Policy (FM5105) to include the purchase of food products for resale by University Food Services under the responsibility of the Director, University Food Services, to the list of goods and services excluded from the policy.

b. 2015 Annual Reports and Financial Statements: University of Victoria Combination Pension Plan, and University of Victoria Money Purchase Pension Plan BOG-May31/16-13

c. University of Victoria Staff Pension Plan Financial Statements for the Year Ended December 31, 2015 BOG-May31/16-31

d. University of Victoria Staff Pension Plan Compliance Report for the Year Ended December 31, 2015 from the Staff Pension Plan Governance Committee BOG-May31/16-32

Pro Forma Motion (K. Erickson/C. McIntyre): That the above motions be approved by the Board of Governors by consent.

CARRIED REGULAR 9. Audit Committee (T. Redies)

a. 2015/2016 Financial Statements BOG-May31/16-18

Ms. Corbett introduced the 2015/2016 Financial Statements. She noted that this year the Office of the Auditor General had provided a qualified audit opinion as the university is required by the Province to use an accounting policy that is a departure from Public Sector Accounting Standards.

Executive Director of Financial Services Murray Griffith provided a presentation on the statements.

MOTION (D. Corbett/S. Rogers): THAT the Board of Governors approve the 2015/2016 Audited Financial Statements and the appropriations as set out in the attached schedule; and

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THAT the Chair of the Board of Governors and the Vice-President Finance and Operations be authorized to sign the statements on behalf of the Board of Governors.

CARRIED

b. Guidelines for the Proper Management of Research Information Systems BOG-May31/16-01

Ms. Corbett reviewed the guidelines. She said the summary report on the guidelines would be disseminated widely across campus.

10. Operations and Facilities Committee (M. Kennedy)

a. Annual report on University of Victoria approved Research Centres BOG-May31/16-24

Mr. Kennedy reviewed the report.

b. Procedures for Interim Executive Appointments BOG-May31/16-35

Mr. Kennedy reviewed the proposed procedure and the steps in its development.

MOTION (M. Kennedy/D. Corbett): THAT the Board of Governors approve the Procedures for Interim Executive Appointments effective July 1, 2016.

CARRIED

11. Finance (L. LeBlanc)

a. Signing Authority Policy (FM5100) BOG-May31/16-11 Ms. LeBlanc said that the policy was under review. She said the committee had been asked for input into whether $5M continued to be an appropriate threshold for Board approval of expenditures. The consensus was yes.

12. President’s Report

a. External Relations Update BOG-May31/16-20 The Board received the External Relations report. There were no questions.

The President provided his report. He announced a number of appointments, including:

Associate Vice-President Academic Planning, Nancy Wright

Associate Vice-President Research, Oliver Schmidke

Dean of Humanities, Christopher Goto-Jones

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Dean of Fine Arts, Susan Lewis

President Cassels introduced Board members to Ms. Sally Eshuys, the new Director of the President’s Office. President Cassels announced a number of people stepping down from their roles, including:

Associate Vice-President Academic Planning, Katy Mateer

Associate Vice-President Research, Michael Miller

Special Projects, Office of the Vice-President Academic and Provost, Sarah Blackstone

He thanked them all for their exceptional service to the university.

President Cassels said that the day marked the retirement of Director of the President’s Office Ms. Ludgard de Decker. She had been in that position for 15 1/2 years, having working previously in The Centre for Studies in Religion and Society for 7 years. Prof. Cassels acknowledged her tremendous contributions to UVic. President Cassels announced that Board Chair Erich Mohr would be retiring from the Board after 6 years of service. He thanked Dr. Mohr and provided a card and memento.

Prof. Cassels provided updates on the university’s Strategic Investment Fund proposals and Canadian First Research Excellence Fund proposal. Vice-President Academic and Provost Dr. Valerie Kuehne provided an update on the process to develop a policy on sexualized violence. President Cassels reported on a number of recent developments and events, including:

CUVIC conference

We-Day Seattle

Retirees’ dinner

President’s Distinguished Service Awards presentation

Craigdarroch Research Awards ceremony

UVic Teaching Awards presentation President Cassels announced a number of upcoming events, including:

A Walrus Talk in Vancouver featuring UVic speakers and researchers on quality of life

A Universities Canada Research Committee retreat

Spring Convocation

Prof. Cassels announced that the Campus Plan had won a Silver Award from the Planning Institute of BC; and Co-Op Education had won the BC Council on International Education award for Outstanding Program in International Education.

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13. Other Business Dr. Mohr thanked his colleagues for a wonderful six years. He said it had been a privilege and an honour to serve. 14. Adjournment There being no other business, the meeting adjourned at 11:38 a.m.

Document #BOG-Jun27/16-08

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SUBMISSION TO THE UVIC BOARD OF GOVERNORS

FOR INFORMATION

To: OPERATIONS AND FACILITIES COMMITTEE From: VICE-PRESIDENT FINANCE AND OPERATIONS

cc: President and Vice-Chancellor Meeting Date: June 27, 2016 Title: DUE DILIGENCE REPORTS 2015

– Financial Services – Occupational Health, Safety and Environment

Strategic Relevance: Objective 36: To manage and protect our human, financial, physical and information resources in a responsible and sustainable fashion. Basis for Jurisdiction: University Act Section 27(2) (y) and Due Diligence Report. Attachments: Statements of Compliance with: Financial Services

- Business Practices and Consumer Protection Act - Employment Standards Act - Provincial Sales Tax (PST), Goods and Services Tax (GST) and Harmonized Sales Tax

(HST) - Canada Income Tax - Provincial Sales Tax on Accommodation and Municipal, and Regional District Tax

Occupational Health, Safety and Environment

- Canadian Environmental Protection Act - PCB Regulations under CEPA - Chemical Weapons Convention Implementation Act - Hazardous Products Act - Controlled Products Regulations - Transportation of Dangerous Goods Act and Regulation


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- Nuclear Safety and Control Act - ANSI Z136.1-2007 American National Standard for Safe Use of Laser - Radiation Emitting Devices Act - Integrated Pest Management Act and Regulation - Human Pathogens and Toxins Act - Environmental Management Act and Hazardous Waste Regulation - Sewer Use Bylaw - Workers Compensation Act and Occupational Health and Safety Regulation

DUE DILIGENCE REPORTS – FINANCIAL SERVICES – April 2016

Legislative Requirement

Report

Business Practices and Consumer Protection Act

The University is required to provide an annual report confirming that:

Any interest charges levied by the University are in compliance with the Interest Act (Canada) and the Consumer Protection Act; and

Tuition refund policies are in compliance with the Consumer Protection Act The Interest Act (Canada) and the Consumer Protection Act have been reviewed. The University of Victoria is in full compliance in respect of the refund of tuition and the charging of interest.

Employment Standards Act The Employment Standards Act of BC has been reviewed as it pertains to:

Deductions from salary and wages Payment of wages Payroll records Remission of statutory deductions

The University has recently received a notice of complaint/hearing under the Employment Standards Act related to a complaint from a former grant funded employee. The matter was resolved shortly after the University became aware of the complaint with payment of $7333 issued on April 30 and a release signed by the former employee.

Social Services Tax Act (PST) and Goods And Services (GST)

The University collects tax on the sale of certain goods and services. Generally, taxes collected under the Excise Sales Tax Act or the Provincial Social Services Tax Act have been remitted appropriately to the Canada Revenue Agency or the Province of BC with exceptions as follows: The university was audited in 2015 by the Province of BC reviewing PST. One issue was identified resulting in an assessment of $44,000. This has now been corrected. In a review of university PCard transactions in 2015 Internal Audit identified a systematic over assessment of PST on certain out of country suppliers totally $160,000. We have assembled several months of documentation to apply for a refund and have contacted Province of BC to determine how they would like to proceed.

Canada Income Tax The University is required to report to the Board any Notices of Assessment received from the Canada Revenue Agency for taxes that the University is alleged to have failed to withhold and the University’s response to these Notices. A single Notice of Assessment for $23,000 was received over the last year for the late payment of payroll deductions on a single payroll account as a result of a clerical error. The penalty was appealed and subsequently reversed.

Hotel Tax As required by the Province of British Columbia Hotel Tax Act the University collects tax on certain rentals of accommodation in the University’s Residence facilities. All taxes collected under this Act have been remitted to the Province of BC.

DUE DILIGENCE REPORTS

OCCUPATIONAL HEALTH, SAFETY and ENVIRONMENT (OHSE) Calendar Year 2015


Report

Canadian Environmental Protection Act (Federal Act)

(CEPA)

PCB Regulations under CEPA (Federal Regulation)

Chemical Weapons Convention

Implementation Act (Federal Act)

Hazardous Products Act (Federal Act)

Controlled Products Regulations

(Federal Regulation)

Environment Canada collects information on select chemical and biological substances through the Domestic Substances List (DSL). As in previous years, UVic did not manufacture or import any reportable quantities of DSL substances. No reports were submitted in 2015.

The University is required to report any polychlorinated biphenyls (PCB) inventories to ensure compliance with “end‐of‐use” dates. No PCB‐containing liquids or equipment were identified in any of the reporting categories in 2015. Registration with Environment Canada and annual reporting is not required in the absence of PCB inventories.

The University submitted its annual Declaration of Past Activities to the Canadian National Authority (CNA). Three departments indicated activities with regulated chemicals, but all were below reporting thresholds. UVic has not been involved in any activities with reportable quantities of regulated chemicals since 2003.

Workplace Hazardous Materials Information System (WHMIS) training was provided to 397 individuals on campus, both through web‐based and classroom courses. WHMIS compliance is audited through regular laboratory inspections.


OCCUPATIONAL HEALTH, SAFETY and ENVIRONMENT Calendar Year 2015


Report

Transportation of Dangerous Goods Act and Regulation

(Federal Act and Regulation) Nuclear Safety and Control Act

(Federal Act)

Radiation Emitting Devices Act

(Federal)

Transportation of Dangerous Goods (TDG) training is provided to those individuals involved in shipping and receiving dangerous goods in accordance with TDG and CNSC legislation.

TDG training is provided to Science Stores and OHSE staff on a regular basis using both online and classroom courses. Training is also provided to researchers requiring certification due to fieldwork or other off‐campus activities.

No warnings, citations or notices were issued by Transport Canada to the University in 2015.

The University holds a consolidated licence for the use of radioactive materials in teaching and research from the Canadian Nuclear Safety Commission (CNSC). The licence is valid from 2012‐2017.

A staff member from OHSE acts as the Radiation Safety Officer (RSO), as required by the CNSC.

As a condition of the 5‐year licensing period, the University provides the CNSC with an Annual Compliance Report (ACR). The detailed ACR, approved by the Radiation Safety Committee, was submitted to the CNSC. A copy of the 2015 ACR is available through OHSE.

No accidents or incidents involving radioactive materials occurred in 2015.

All radiation emitting devices imported into Canada must conform to the RED Act, including both x‐ray devices and lasers.

In July of 2012 a laser purchased by a UVIC researcher was seized by a Health Canada Border Services Officer citing non‐compliance with the RED Act. The laser continues to remain in

the custody of Health Canada until further notice.




Report

ANSI Z136.1‐2014

American National Standard for Safe Use of Lasers

Human Pathogens and Toxins Act and Regulation (Federal Act and

Regulation)

A staff member from OHSE acts as the Laser Safety Officer (LSO), as required by the ANSI Standard.

The laser safety program includes training, inspections, signage and baseline eye exams for operators of Class 3B and 4 lasers.

There was no reportable laser safety incident(s) or non‐compliance in 2015.

The Human Pathogen and Toxin Regulations (HPTR) came into force on December 1, 2015. All remaining sections of the Human Pathogens and Toxins Act (HPTA) are also in force.

The University of Victoria applied for a license from the Public Health Agency of Canada (PHAC) for all work with human pathogens and toxins.

As a result of the new legislation, upgrades to the Containment Level 2 labs began including modifications to lab doors, windows and work surfaces.

Biosafety program documents were distributed to all biocontainment labs during the summer of 2015 to assist with administrative requirements of the HPTR, including a new University Biosafety Manual.

There were 4 human and animal pathogen containment level 2 inspections successfully conducted in 2015.

A staff member from OHSE acts as the Biosafety Officer (BSO) as required by PHAC.

No accidents or incidents involving biohazardous materials occurred in 2015.

There were no issues of non‐compliance in 2015.




Report

Health of Animal Act

(Federal Act and Regulations)

Plant Protection Act

(Federal Act and Regulations)

Integrated Pest Management Act

and Regulation (Provincial Act and Regulation)

Environmental Management Act

(Provincial Act)

Hazardous Waste Regulation (Provincial Regulation)

The Health of Animal Act (HAA) requires permits for the importation of foreign animal disease pathogens, animals and animal by‐products, and aquatic pathogens.

There was 1 aquatics pathogen containment level 2 in vitro and 1 aquatics pathogens small scale containment level 2 in vivo inspection successfully conducted in 2015.


The Plant Protection Act requires permits for the importation of plant pests into Canada.

There were 2 plant pest containment level 1 inspections successfully conducted in 2015 by the Canadian Food Inspection Agency (CFIA).


Disposal of pesticide wastes is part of the University’s hazardous waste management program.

No pesticide wastes were generated or disposed of in 2015.

OHSE is responsible for administering the University’s Hazardous Waste Management Program. A specialized hazardous waste contractor provides operational services.

A total of 89,545 kg of chemical and biological wastes was disposed. There was a 4% decrease in total volumes from 2014.





Report

CRD Sewer Use Bylaw (Municipal)

Workers Compensation Act (Provincial Act)

Occupational Health & Safety

Regulation (Provincial Regulation)

The University complies with the CRD Sewer Use Bylaw and Codes of Practice by capturing chemical, biological and radioactive contaminated wastes at source and sending the waste for off‐site treatment and disposal. Compliance is also addressed through the use of discharge permits and treatment/discharge practices that are reviewed and approved by CRD.

The Outdoor Aquatics Unit was inspected by the CRD in September 2015. There were no issues of non‐compliance with the facility’s discharge permit.

The University has a policy on Environmental Health and Safety, issued under the Board of Governors' authority. The policy was updated and approved in March 2012.

The University Safety Committee meets monthly to discuss and monitor campus health and safety policies and programs in accordance with WorkSafeBC regulations.

UVic Local Safety Committees were restructured in early 2013 to ensure compliance with WorkSafeBC joint occupational health and safety committee requirements. There are currently 26 joint local safety committees organized along faculty/departmental reporting lines and which meet monthly.

The University received 4 orders in 2015 related to one inspection report. All orders were complied with and 2 were subsequently rescinded. There were no orders in the previous year, 2014.

No warning letters or administrative penalties were issued by WorkSafeBC.

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FOR DECISION

To: Operations and Facilities Committee

From: Vice President Finance and Operations cc: President and Vice-Chancellor Meeting Date: June 27, 2016 Subject: Policy on Auditor Independence: Retention of External Auditors for

Audit, Tax and Other Non-Audit Services (GV0230) Basis for Jurisdiction: Policy on University Policies and Procedures (GV0100) _____________________________________________________________________________ Strategic Relevance: Objective 36: To manage and protect our human, financial, physical and information resources in a responsible and sustainable fashion. Recommendation: THAT the Operations and Facilities Committee recommend to the Board of Governors that the Board of Governors approve the attached revised Policy on Auditor Independence: Retention of External Auditors for Audit, Tax and Other Non-Audit Services (GV0230).

http://www.uvic.ca/universitysecretary/assets/docs/policies/GV0100.pdf

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Background: Per s.16.00 of the Policy on University Policies and Procedures (GV0100), university policies must undergo a substantive review at least once every seven years. The Policy on Auditor Independence was last reviewed in 2008. Policy GV0230 was substantively reviewed over the past three months. Formatting and terminology changes were made, including:

• Updated the formatting to comply with the Policy on University Policies and Procedures;

• Updated the university’s logo to the current version;

• Capitalization/wording changes for consistency with UVic Communications + Marketing style guide;

• Reworked Appendix 2 as procedures; and

• Updated the “Authorities and Officers” and “Related Policies and Documents” sections.

Planned Further Action: This policy will be due for its next review in June, 2023. Attachment(s):

1. Policy on Auditor Independence: Retention of External Auditors for Audit, Tax and Other Non-Audit Services (GV0230), dated June 2016.

2. Policy on Auditor Independence: Retention of External Auditors for Audit, Tax and Other Non-Audit Services (GV0230) with tracked changes showing revisions made.

University Policy No.: GV0230

Classification: Governance POLICY ON AUDITOR INDEPENDENCE: Approving Authority: Board of Governors RETENTION OF EXTERNAL AUDITORS Effective Date: June 2016 FOR AUDIT, TAX AND OTHER NON- Supersedes: January 2008 AUDIT SERVICES Last Editorial Change: Mandated Review: June 2023 PURPOSE 1.00 The main purpose of this policy is to ensure procurement of audit, tax and other

non-audit services does not compromise the university’s external auditor’s independence and their ability to serve the Audit Committee and the Board of Governors.

DEFINITIONS 2.00 For the purposes of this policy:

“independence” means where the auditor and members of the auditor’s firm remain free of any influence, interest or relationship which, in respect of their engagement as university auditor, impairs or in the view of a reasonable observer, would impair their professional judgment or objectivity.

POLICY 3.00 During the course of the business of the university, audit, tax and other non-audit

issues arising may require the advice of external consultants. Such services may not be covered by the external audit fee approved by the Board of Governors. Before arranging for such services, it is necessary for those employees of the university requesting the services to consult with the Executive Director, Financial Services on university-related business.

4.00 The university will not engage its external auditor to carry out any Prohibited

Service as noted in the by-laws of the Institute of Chartered Accountants of British Columbia as amended from time to time.

5.00 The Audit Committee will approve a list of pre-approved auditor services. The

university’s external auditors may complete these services. Periodically (e.g. annually), the Audit Committee will update the Auditor Services Pre-Approved List and pre-approve services that are recurring or otherwise reasonably expected to be provided. See Appendix 1.

IMPLEMENTATION OF THE POLICY 6.00 The Vice-President Finance and Operations is responsible for the development

of procedures for the approval of the Audit Committee. See Procedures for Retention of External Auditors for Audit, Tax and Other Non-Audit Services.

7.00 The Executive Officers of the university are responsible for the implementation of the policy and procedures in their areas and shall coordinate with the Executive Director, Financial Services.

8.00 Responsibility for implementing the policy is delegated by the Board of

Governors to the Executive Officers of the university, subject to regular reporting to the Board through the Vice-President Finance and Operations on services provided by the university’s external auditors.

AUTHORITIES AND OFFICERS

i) Approving Authority: Board of Governors ii) Designated Executive Officer: Vice President Finance and Operations iii) Procedural Authority: Vice President Finance and Operations iv) Procedural Officer: Vice President Finance and Operations

RELATED POLICIES AND DOCUMENTS Appendix 1 – Auditor Services Pre Approved List Procedures for Retention of External Auditors for Audit, Tax and Other Non-Audit Services Signing Authority Policy (FM5100) Purchasing Services Policy (FM5105)

http://www.uvic.ca/universitysecretary/assets/docs/policies/FM5100_1002_.pdf


POLICY ON AUDITOR INDEPENDENCE APPENDIX 1:

AUDITOR SERVICES PRE-APPROVED LIST

This list contains the services that the university’s external auditors can provide without further approval from the Audit Committee, providing the aggregate of fees is not more than $50,000. Audit-Related:

• Audits required by governments in connection to funds they have provided to the university;

• Audits required by governments in connection to student enrolment; and

• Discussion and confirmation regarding appropriateness of new accounting policies.

Tax Services:

• Advice relating to sales tax - GST and PST;

• Advice relating to tax issues relating to employment relationships; and

• Advice relating to the tax issues for donations except for donations involving substantial corporate, business, or real estate assets.

Procedures for Retention of External Auditors for Audit, Tax and Other Non-Audit Services

Procedural Authority: Vice President Finance and Operations Procedural Officer: Vice President Finance and Operations

Effective Date: June 2016 Supersedes: January 2008 Last Editorial Change:

1.00 If external advice is required and the work should be performed by the external

auditor as appointed by the Board of Governors, the requestor will be responsible for outlining the nature and scope of the service to be performed, the estimated fee, a statement that the service is not a Prohibited Service and the reason the external auditor is being engaged.

2.00 The individual seeking the service (“requestor”) must first consult with the

Executive Director, Financial Services. 3.00 If the service required is on the Auditor Services Pre-Approved List and the

estimated value is less than or equal to $50,000 then a purchase requisition must be prepared with details as to the estimates and particulars.

4.00 If the service required is on the Pre-Approved List but estimated fees are greater

than $50,000 then the proposal will be submitted to the Vice-President Finance and Operations who will present it to the Chair of the Audit Committee for consideration and approval. The full Audit Committee will subsequently be informed of the service, no later than at the next regularly scheduled meeting. The engagement may not commence until approved by the Chair of the Audit Committee.

5.00 If the service requested is not on the Auditor Services Pre-Approved List and the


6.00 If the service requested is not on the Auditor Pre-Approval List and the estimated

value is greater than $10,000 then the proposal will be submitted to the Vice-President Finance and Operations who will present it to the Chair of the Audit Committee for consideration and approval. The full Audit Committee will subsequently be informed of the service, no later than at the next regularly scheduled meeting. The engagement may not commence until approved by the Chair of the Audit Committee.

7.00 For services requiring approval of the Chair of the Audit Committee: The

requestor will submit the proposal for service to the Vice-President, Finance and Operations.

8.00 Upon approval, the requester must prepare a purchase requisition, with details as to the estimates and particulars. For an extended consultation project, use of a 'standing' purchase order can be considered.

9.00 The Vice-President Finance and Operations will report at the next regularly

scheduled meeting to the Audit Committee a running total of the audit and non-audit services provided by the external auditors to the university.

University Policy No.: GV0230

Classification: Governance POLICY ON AUDITOR INDEPENDENCE: Approving Authority: Board of Governors RETENTION OF EXTERNAL AUDITORS Effective Date: June 2016January/08 FOR AUDIT, TAX AND OTHER NON- Supersedes: January 2008May/05 AUDIT SERVICES Last Editorial Change: Mandated Review: June 2023 1. POLICY PURPOSE 1.00 The main purpose of this policy is to ensure procurement of audit, tax and other

non-audit services does not compromise the University’s university’s external auditor’s independence and their ability to serve the Audit Committee and the Board of Governors.

2. DEFINITIONS 2.00 For the purposes of this policy:

“Independenceindependence” means - Where where the auditor and members of the auditor’s firm remain free of any influence, interest or relationship which, in respect of their engagement as University university auditor, impairs or in the view of a reasonable observer, would impair their professional judgment or objectivity.

3. POLICY STATEMENTS 3.00 During the course of the business of the Universityuniversity, audit, tax and other

non-audit issues arising may require the advice of external consultants. Such services may not be covered by the external audit fee approved by the Board of Governors. Before arranging for such services, it is necessary for those employees of the University university requesting the services to consult with the Executive Director, Financial Services on Universityuniversity-related business.

4.00 The University university will not engage its external auditor to carry out any

Prohibited Service as noted in the by-laws of the Institute of Chartered Accountants of British Columbia as amended from time to time.

5.00 The Audit Committee will approve a list of pre-approved auditor services. The

University’s university’s external auditors may complete these services. Periodically (e.g. annually), the Audit Committee will update the Auditor Services Pre-Approved List and pre-approve services that are recurring or otherwise reasonably expected to be provided. See Appendix 1.

4. IMPLEMENTATION OF THE POLICY 6.00 The Vice-President Finance and Operations is responsible for the development

of procedures for the approval of the Audit Committee. See Appendix

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2Procedures for Retention of External Auditors for Audit, Tax and Other Non-Audit Services.

7.00 The Executive Officers of the University university are responsible for the

implementation of the policy and procedures in their areas and shall coordinate with the Executive Director, Financial Services.

8.00 Responsibility for implementing the policy is delegated by the Board of

Governors to the Executive Officers of the Uuniversity, subject to regular quarterly reporting to the Board through the Vice-President Finance and Operations on services provided by the Uuniversity’s external auditors.



5. AUTHORITIES AND OFFICERSY i) Approving Authority: Board of Governors ii) Designated Executive Officer: Vice President Finance and Operations iii) Procedural Authority: Vice President Finance and Operations iv) Procedural Officer: Vice President Finance and OperationsResponsibility for

implementing the policy is delegated by the Board of Governors to the Executive Officers of the University, subject to regular quarterly reporting to the Board through the Vice-President Finance and Operations on services provided by the University’s external auditors.

6. RELATED POLICIES AND DOCUMENTS Appendix 1 – Auditor Services Pre Approved List; and Appendix 2 – Procedures for Retention of External Auditors for Audit, Tax and Other Non-Audit Services. # 1002 Signing Authority Policy (FM5100;) # 1750 Purchasing Services Policy (FM5105) Appendix 1 – Auditor Services Pre Approved List; and Appendix 2 – Procedures for Retention of External Auditors for Audit, Tax and Other Non-Audit Services.

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POLICY ON AUDITOR INDEPENDENCE

AppendixAPPENDIX 1: AUDITOR SERVICES PRE-APPROVED LIST

This list contains the services that the University’s university’s external auditors can provide without further approval from the Audit Committee, providing the aggregate of fees is not more than $2550,000. Audit-Related:

• Audits required by governments in connection to funds they have provided to the Universityuniversity;

• Audits required by governments in connection to student enrolment; and

• Discussion and confirmation regarding appropriateness of new accounting policies.

Tax Services:

• Advice relating to sales tax - GST and PST;

• Advice relating to tax issues relating to employment relationships; and

• Advice relating to the tax issues for donations except for donations involving substantial corporate, business, or real estate assets.

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Appendix 2

PROCEDURES FOR RETENTIONProcedures for Retention OF EXTERNAL AUDITORSof External Auditors FOR AUDIT, TAX AND OTHERfor Audit, Tax and

Other NONNon-AUDITudit Services

Procedural Authority: Vice President Finance and Operations Procedural Officer: Vice President Finance and Operations

Effective Date: June 2016 Supersedes: January 2008 Last Editorial Change:

ERVICES

1.00 If external advice is required and the work should be performed by the external

auditor as appointed by the Board of Governors, the requestor will be responsible for outlining the nature and scope of the service to be performed, the estimated fee, a statement that the service is not a Prohibited Service and the reason the external auditor is being engaged.

2.00 The individual seeking the service (“requestor”) must first consult with the

Executive Director, Financial Services. 3.00 If the service required is on the Auditor Services Pre-Approved List and the


4.00 If the service required is on the Pre-Approved List but estimated fees are greater

than $2550,000 then the proposal will be submitted to the Vice-President Finance and Operations who will present it to the Chair of the Audit Committee for consideration and approval. The full Audit Committee will subsequently be informed of the service, no later than quarterlyat the next regularly scheduled meeting. The engagement may not commence until approved by the Chair of the Audit Committee.

5.00 If the service requested is not on the Auditor Services Pre-Approved List and the


6.00 If the service requested is not on the Auditor Pre-Approval List and the estimated

value is greater than $10,000 then the proposal will be submitted to the Vice-President Finance and Operations who will present it to the Chair of the Audit Committee for consideration and approval. The full Audit Committee will subsequently be informed of the service, no later than quarterlyat the next regularly scheduled meeting. The engagement may not commence until approved by the Chair of the Audit Committee.

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7.00 For services requiring approval of the Chair of the Audit Committee: The requestor will submit the proposal for service to the Vice-President, Finance and

Operations. 8.00 Upon approval, the requester must prepare a purchase requisition, with details

as to the estimates and particulars. For an extended consultation project, use of a 'standing' purchase order can be considered.

9.00 The Vice-President Finance and Operations will report quarterly at the next

regularly scheduled meeting to the Audit Committee a running total of the audit and non-audit services provided by the external auditors to the Universityuniversity.






FOR INFORMATION

To: OPERATIONS AND FACILITIES COMMITTEE

From: VICE-PRESIDENT FINANCE AND OPERATIONS

cc: President and Vice-Chancellor Meeting Date: June 27, 2016 Subject: STATUS REPORT ON CAPITAL PROJECTS Basis for Jurisdiction: Committee’s Terms of Reference

Strategic Relevance: Objective 36: To manage and protect our human, financial, physical and information resources in a responsible and sustainable fashion. Previous Consultation: Report provided to Board of Governors Operations and Facilities Committee at each meeting. Background Attached please find the regular Board reports on the status of capital projects for current approved capital projects. Attachment(s): VPFO/FMGT Project Updates: June 01, 2016 1. Centre for Athletics, Recreation and Special Abilities (CARSA) and Parkade Buildings 2. Continuing Studies Building Expansion

VPFO / FMGT PROJECT UPDATE: June 1, 2016 CARSA BUILDING

Page 1 S:\_Buildings and Properties\BP065 - Capital Projects\VPFO Transmittals - Monthly BOG Reports\2016\20160601 08-7758 10-9565 Capital Project Monthly Status Report Jun 1.docx

PROJECT: CENTRE FOR ATHLETICS, RECREATION AND SPECIAL ABILITIES (CARSA) + PARKADE BUILDINGS

Project No.: 08-7758, 10-9565 Project Architect: Cannon Design Architecture Inc. Contractor: Campbell Construction Ltd.

BUDGET STATUS: Approved Budget 29-Jan-2013

Approved Budget 28-May-2015

FMGT Forecast Costs 01-Jun-2016

Consulting $ 7,404,000 $ 7,530,670 $ 7,530,670

Construction $ 62,255,600 $ 64,265,700 $ 64,826,500

Completion $ 4,680,900 $ 4,686,165 $ 4,686,165

Contingency $ 1,332,300 $ 867,300 $ 306,500

Sub-Total $ 75,672,800 $ 77,394,835 $ 77,349,835

HST (3.4%) / GST (1.65%) $ 1,327,200 $ 1,350,165 $ 1,350,165

TOTAL PROJECT COSTS $ 77,000,000 $ 78,700,000 $ 78,700,000

• Total forecasted Commitments to date are approximately $78,100,000, including $5,407,000 allocated to McKinnon Building renovations, representing 99% of the approved Budget of $78,700,000.

SCHEDULE STATUS: Revised Target Date 29-Jan-2013

Actual / Forecasted Date 01-Jun-2016

CARSA & PARKADE Commence Schematic Design - Complete Jan 2009 Jan 2009

Schematic Design - Complete Apr 2009 May 2009

Design Development - Complete Oct 2009 May 2010

Construction Documents - Complete Jan 2011 Sep 2012

Tender - Complete Dec 2012 Dec 2012

Construction Stage - Complete Feb 2013 Feb 2013

Commissioning - Complete Dec 2014 Mar 2015

Fit-up and Move In - Complete Apr 2015 Apr 2015

MCKINNON BLDG RENOVATIONS

Commence Construction - Complete May 2015 Jul 2015

Construction Stage Jul 2016 Jul 2016

Fit-up and Move In Aug 2016 Aug 2016

Major Risks:

• None at this time.

VPFO / FMGT PROJECT UPDATE: CONTINUING STUDIES BUILDING EXPANSION June 1, 2016

Page 1

PROJECT: CONTINUING STUDIES BUILDING EXPANSION

Project No.: 12-00643

Project Architect: Hughes Condon Marler Architects (HCMA)

General Contractor: Knappett Projects Inc.

BUDGET STATUS: Approved Budget 01-Oct-2013

FMGT Forecast Costs 01-May-2016

Consulting

$ 1,570,000

$ 1,340,000

Construction $ 9,500,000 $ 10,640,000

Completion $ 1,900,000 $ 1,240,000

Contingency $ 500,000 $ 250,000

Sub-Total

GST (1.65%)

TOTAL PROJECT COSTS

$ 13,470,000

$ 230,000

$ 13,470,000

$ 230,000

$ 13,700,000

$ 13,700,000

Total Commitments to date are $13,399,424 or 98% of the Approved Budget.

SCHEDULE STATUS:

Target Dates 01-Oct-2013

Actual/Forecasted Dates 01-June-2016

Programming Complete

Schematic Design Complete

Design Development Complete

Construction Documents Complete

Tender Complete

Commence Construction Complete

Construction Complete Complete

Occupancy for Fit-Out Complete

Operational Complete

Apr 2013

Jun 2013

Dec 2013

Apr 2014

May 2014

Jul 2014

Jul 2015

Jul 2015

Aug 2015

Apr 2013

Jun 2013

Dec 2013

May 2014

June 2014

Aug 2014

Jan 2016

Feb 2016

Mar 2016

Major Risks:

• None.


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To: FINANCE COMMITTEE

From: Vice-President Finance and Operations cc: President and Vice-Chancellor Meeting Date: June 27, 2016 Subject: University Of Victoria Staff Pension Plan Investment Performance

Report for the Period Ended March 31, 2016

Basis for Jurisdiction: University of Victoria Staff Pension Plan Governance Policy, Appendix A – Duties of the Investments and Administration Committee, Section 4.

Strategic Relevance: One of the pillars of the strategic plan is that we will attract and retain a diverse group of exceptionally talented faculty and staff. Part of attracting and retaining faculty and staff is a strong benefits package. Pension is a critical part of any compensation package and as such good governance, including regular reporting and monitoring of the plans’ performance is important. Background: The University contracts with Willis Towers Watson (previously called Towers Watson) to provide investment consulting services to the Investments and Administration Committee of the Staff Pension Plan. The consultant measures the investment performance of the Fund and compares that performance against a selection of generally comparable funds. The services of the

FOR INFORMATION


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consultant include measurement of the performance of major asset classes by fund and manager, commentary on manager performance and issues, updates on industry trends, investment issues, best practices, and legislative developments and their potential relevance to the Plan. The University of Victoria Staff Pension Fund is invested by the firms Phillips, Hager and North (PH&N); the BC Investment Management Corporation (bcIMC); Burgundy Asset Management; and Macquarie Infrastructure. Investment performance of the fund is compared against the performance of a theoretical "benchmark" portfolio. Although the managers are measured against a benchmark asset mix, within established ranges they may vary the asset mix in order to add value. The fund managers invest in a number of different types of assets for our Fund within the constraints established by the Fund's Statement of Investment Policies and Goals (SIP&G). The attached Appendix A shows the fund market value, current and policy asset allocation, fund performance, and relevant benchmarks for periods ending March 31, 2016. The total fund gained 1.0% for the one year period ended March 31, 2016, slightly exceeding its benchmark of 0.4% and also exceeded its benchmark on a 4 year and 10 year basis. Over the longer term, holding less Canadian Equities in the fund in favour of Global Equities and an allocation to Real Estate and Infrastructure, has driven the level of absolute performance in the fund. While further increasing the size of the Global Equity allocation at the expense of bonds or infrastructure would have increased the absolute return over 5 years, it is notable that the Real Estate and Infrastructure allocations have acted to reduce volatility. As a result, the Staff Plan’s 1risk-adjusted return compares favourably with the broader universe. The University remains in compliance with the provisions of the Plan, BC Pension Benefits Standards Act and the Income Tax Act relating to the investment of the Trust Fund. Attachments – Appendix A - University of Victoria Staff Pension Plan Performance as of March 31, 2016.

1 Risk adjusted return is a concept that refines an investment's return by measuring how much risk is involved in

producing that return, which is generally expressed as a number or rating.


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Appendix A - University of Victoria Staff Pension Plan Performance as of March 31, 2016

Asset

allocation Fund

performance

Market Value (000’s)

% of portfolio

Policy %

bench-mark

% allow-able

range YTD 1 Yr 4 Yrs 10 Yrs

($) (%)

(%) (%) (%) (%)

Total Fund 242,625 100.0 100.0 -0.6 1.0 8.9 6.1

Total Fund Benchmark

-0.5 0.4 7.5 5.6

CPI + 3.5% p.a. 2.0 4.8 4.8 5.2

Canadian Equity

29,946 12.3 13.0 8 - 18 7.9 -6.8 4.8 3.1

S&P/TSX Composite

4.5 -6.6 5.3 4.0

Foreign Equity 72,367 29.8 27.0 22 - 32 -7.4 .07 16.7 6.3

MSCI World Ex Canada Net

-7.6 -1.1 15.7 5.5

Canadian Fixed Income

100,172 41.3 40 30 - 50 1.7 1.2 4.7 5.9

FTSE TMX Universe Bond

1.4 0.8 4.0 5.2

Real Estate 22,937 9.5 10.0 0 - 15 0.8 5.7 8.0 n/a

CPI + 4.0% p.a. 2.1 5.3 5.3

Infrastructure 17,203 7.1 10.0 0 – 15 0.6 11.8 11.3 n/a

CPI + 5.0% p.a. 2.3 6.3 6.3

NOTES: - All returns shown are gross of fees, except infrastructure, which is net of fees.

- Current Total Fund Benchmark: 13% ‘S&P/TSX Composite Index + 27% ‘MCSI World Ex Canada Net’ + 40% ‘FTSE TMX Universe Bond’ + 10% ‘CPI + 4%’ + 10% ‘CPI + 5%’

Source: 2016 Willis Towers Watson University of Victoria Staff Pension Plan - Performance Monitoring Report for Periods Ending March 31, 2016



FOR DECISION

June 27, 2016


cc: President and Vice-Chancellor Meeting Date: June 27, 2016 Subject: 2016-17 University of Victoria Institutional Accountability Plan and

Report Basis for Jurisdiction: University Act, s. 27

Previous Consultation: Executive Council Recommendation:

THAT the Operations and Facilities Committee recommend to the Board of Governors that the Board of Governors approve the University of Victoria Institutional Accountability Plan and Report. and That the Operations and Facilities Committee recommend to the Board of Governors that the Board of Governors authorize the President and the

From: Valerie S. Kuehne, Vice-President Academic and Provost

Board Chair to make any final adjustments to the Institutional Accountability Plan and Report.

Background: Under the Ministry of Advanced Education’s accountability framework, post-secondary institutions in British Columbia are required to prepare institutional accountability plan and report. Planned Further Action: The final Institutional accountability plan and report will be sent to the Ministry after the President and the Board Chair make any final adjustments. Attachment(s): 2016-17 University of Victoria – Institutional Accountability Plan and Report

2016-17 Institutional Accountability Plan and

Report

June 2016

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Contents INSTITUTIONAL OVERVIEW ...................................................................................................................... 4

STRATEGIC DIRECTION ..................................................................................................................................... 4 STRATEGIC RESEARCH PLAN .............................................................................................................................. 5 CAMPUS PLAN ............................................................................................................................................... 5 INDIGENOUS PLAN .......................................................................................................................................... 5 INTERNATIONAL PLAN ...................................................................................................................................... 5 BC’S SKILLS FOR JOBS BLUEPRINT ...................................................................................................................... 6 #BCTECH STRATEGY ...................................................................................................................................... 6 BARGAINING .................................................................................................................................................. 6 SUPPORTING A SAFE CAMPUS COMMUNITY ......................................................................................................... 7

THE UVIC EDGE ........................................................................................................................................ 8

DYNAMIC LEARNING ........................................................................................................................................ 8 A COMMITMENT TO EXPERIENTIAL LEARNING ....................................................................................................... 9 EXTRAORDINARY ENVIRONMENT ........................................................................................................................ 9 INTERNATIONAL PERSPECTIVES ........................................................................................................................ 10 INDIGENOUS FOCUS ....................................................................................................................................... 10 VITAL IMPACT: GROUND-BREAKING RESEARCH AND RESEARCH-INSPIRED TEACHING .................................................. 11 CIVIC ENGAGEMENT ...................................................................................................................................... 17 GRADUATE STUDIES AT THE UNIVERSITY OF VICTORIA .......................................................................................... 19

THE UNIVERSITY OF VICTORIA STRATEGIC PLAN .................................................................................... 20

THE VISION OF THE UNIVERSITY OF VICTORIA ..................................................................................................... 20 MISSION STATEMENT OF THE UNIVERSITY OF VICTORIA ........................................................................................ 20 VALUES ....................................................................................................................................................... 21

PLANNING AND OPERATIONAL CONTEXT .............................................................................................. 21

EXTERNAL FACTORS....................................................................................................................................... 21 Global shifts in education and research .............................................................................................. 21 Economic recovery, prosperity, and the new economy ....................................................................... 23 Changes in the BC post-secondary education system ......................................................................... 23 Technological change .......................................................................................................................... 23

INTERNAL CONTEXT ....................................................................................................................................... 24 Enrolments .......................................................................................................................................... 24 Accessibility ........................................................................................................................................ 24 Student Recruitment and Enrolment ................................................................................................... 25

UNIVERSITY OF VICTORIA STRATEGIC PLAN GOALS AND OBJECTIVES .................................................... 26

GOALS AND OBJECTIVES OF THE MINISTRY OF ADVANCED EDUCATION ................................................ 27

MAJOR INSTITUTIONAL GOALS ALIGNED TO MINISTRY ......................................................................... 27

SUMMARY OF MAJOR INSTITUTIONAL GOALS, OBJECTIVES, AND PERFORMANCE MEASURES .............. 28

DESCRIPTION OF GOALS, OBJECTIVES, STRATEGIES AND UNIVERSITY-IDENTIFIED PERFORMANCE MEASURES ..................... 30 Goal 1: High Quality Programs ........................................................................................................... 30 Goal 2. Provide support for student success ...................................................................................... 35 Goal 3: Integrate teaching, learning, research, experiential learning, and community engagement across the disciplines ........................................................................................................................... 37 Goal 4. The University of Victoria will build on its commitment to and relationship with Aboriginal peoples and communities. .................................................................................................................. 42

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Goal 5. Employing our core strengths to benefit our external communities ...................................... 45

FINANCIAL INFORMATION ..................................................................................................................... 48

PERFORMANCE MEASURES AND TARGETS ............................................................................................. 48

SUMMARY ............................................................................................................................................. 49

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Institutional Overview

Strategic Direction As a globally recognized research-intensive university, UVic offers innovative programs for more than 21,000 students. Our dynamic hands-on approach to learning—in Canada's most extraordinary environment for discovery and innovation—gives students the UVic Edge. The University of Victoria attracts a diverse group of exceptionally talented students and educates them to achieve their highest potential. In doing so, UVic is:

• operating programs as efficiently and effectively as possible to ensure student demand is being met;

• contributing to students’ career success and to government’s vision of a strong economy and secure tomorrow;

• realigning and reallocating programs to ensure responsiveness to student demand and labour market needs;

• collaborating with other public PSE institutions to minimize program overlap and duplication and improve outcomes for students and the public;

• minimizing overheads, consolidating functions and other administrative cost savings to achieve budget targets; and

• working with government on initiatives such as the Common Online Application and changes to the Grade 12 graduation requirements.

UVic has also identified directions and opportunities for the university, making a commitment to:

1. continue to build and expand education and research programs in areas that are in high demand and of high priority, e.g. civil engineering, biomedical engineering, and computing sciences;

2. align resources with strategic priorities through the Enhanced Planning Tools process and continuing to achieve efficiencies and cost savings;

3. re-profile our enrolment to lead to better alignment with student demand, areas of research excellence and strength, and labour market demand in a greatly diversified economy;

4. consolidate our international student growth 5. expand co-op education and experiential learning so that every student has an

opportunity to undertake a significant and substantial experiential learning and employers can have access to that burgeoning talent pool; and

6. continue to implement our recently completed and approved institutional and academic plans.

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Strategic Research Plan A new Strategic Research Plan has been articulated to position UVic’s research programs at the cutting edge of societal and economic demands for the future. The completion and approval of the Strategic Research Plan provides important direction, identifying eight areas of dynamic research capability and five priorities for action. UVic’s Strategic Research Plan supports intellectual inquiry at its inception, enables the research projects and programs of faculty, staff and students and research partners, and sustains an environment that promotes excellence in research, education and training for the next generation of researchers and leaders.

Campus Plan The completion and approval of the new Campus Plan in December 2015 will guide future decisions on the physical development of the campus and will provide an important decision-making framework for open space, land use, built form and mobility on campus. Through a comprehensive planning process that took place over a fifteen month period, beginning in October 2014, the Plan provides the framework to ensure that future changes to campus are sustainable, support and inspire excellence in education and research and further build our extraordinary academic environment. Implementation of the Plan will occur in various incremental steps, over the next ten years.

Indigenous Plan

This first Indigenous Plan will guide our work over the coming years. It reiterates how our university strives to integrate and honour Indigenous cultures, histories, beliefs and ways of knowing and being into our strategic planning, curriculum, teaching, research and operations. – Prof. Jamie Cassels, President and Vice-Chancellor

The University of Victoria’s first Indigenous Plan builds upon principles and values articulated in the 2012 University of Victoria Strategic Plan – A Vision for the Future: Building on Excellence. This year we draw further inspiration from the Truth and Reconciliation Commission’s Report to renew our commitment to contributing to reconciliation with Canada’s Indigenous Peoples and working towards the goal of closing the educational achievement gap. The University of Victoria is currently developing it’s first Indigenous Plan to reaffirm our commitment to act on specific TRC recommendations to enhance educational opportunities for Indigenous students and to further develop initiatives and programs of education, research, outreach and engagement, with an Indigenous focus. Supporting the highly successful and nationally recognized LE,NONET program is a key component of these initiatives.

International Plan A refreshed International Plan (2016-2021) will help guide UVic’s initiatives in the

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coming years. A global perspective and strategy is fundamental to our university’s functioning, identity and achievement of excellence. Since the initial plan was released in 2006, we have increased our enrolment of international students, developed a Pathways program, enhanced our services and supports for international students, increased financial support for student participation in international learning experiences, made significant gains in internationalizing our curriculum, developed new international learning opportunities, further refined our commitment to university-community engagement, increased the number and range of our international research activities, and developed a strategic research plan that emphasizes the importance of international engagement. Over the next 10 years, our objectives and activities to support UVic’s plan for internationalization involve the following 5 major categories: Creating a Culture of Exchange through Student Mobility, Enhancing the International Student Experience, Ensuring Curricula for a Global Ready Institution, Making a Vital Impact through International Research and Engagement, and Establishing an Extraordinary Environment for Internationalization.

BC’s Skills for Jobs Blueprint The University of Victoria has long understood the importance of preparing students for careers as well as for life. UVic continues to align with the “Skills for Jobs Blueprint: Re-engineering education and training”, the provincial commitment to ensure that BC students and workers have the skills to be first in line for jobs in a growing and diversified economy. The University of Victoria shares in the commitment to this initiative and is positioned to provide education and research programs to meet current and future labour market and societal demands.

#BCTECH Strategy The #BCTECH Strategy promotes the growth of B.C.’s tech-sector, a key driver of growth for the provincial economy, through capital investment, fostering a talented workforce, and creating an environment for entrepreneurial and market success. UVic will continue to offer students the skills and knowledge they need for careers in this growing regional sector. As one of four institutions to take part in a provincial coding skills initiative, UVic quickly worked and brought to market a series of highly targeted, short-term programs to enhance coding skills in Victoria’s burgeoning and vibrant tech sector.

Bargaining The University of Victoria has worked with all of its unions and the faculty association to build positive relationships. The University has concluded new collective agreements with all of its five employee groups and the Faculty Association within the BC government’s Economic Stability Mandate.

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Supporting a Safe Campus Community The University of Victoria is committed to the principles of equal rights and dignity of all persons and to being a place where students, faculty and staff can learn, work and live with mutual respect in a safe community. UVic has been working with the provincial government to develop a framework that provides guidance and an integrated approach for responding to sexualized violence. We are reviewing our current policies, procedures and practices in order to develop a university policy that more directly and effectively addresses the issue of sexual and gender-based violence, including informed supports and services for survivors and clearly articulated and fair processes to respond to reports of unacceptable behaviour. The process will involve extensive consultation with students and other campus stakeholders. This policy will enhance current campus initiatives and campaigns that directly address sexual and gender-based violence. We aim to provide students with information and education about sexualized violence awareness and prevention as an important factor in changing attitudes and behaviours. Let's Get Consensual is a campaign organized by UVic, University of Victoria Student Society (UVSS), and Anti-Violence Project (AVP) that works to address the occurrence of sexualized violence on campuses. UVic has annual and continuing programs to further the dialogue about sexualized violence in society. New Student Orientation includes Sexualized Violence Awareness Week, a collaboration between the university, UVSS and the Anti-Violence Project, with educational activities including the “Let’s Get Consensual Campaign” and other opportunities to engage students in conversation and promote a safer and healthier campus. Student Affairs has launched a designated web resource on sexualized violence, intended to provide guidance to those looking for help or supporting a survivor, including a printable resource entitled, “Guide to Supporting and Assisting Sexual Assault Survivors”. The website also includes a section on Campus Education and Awareness that features information on upcoming training opportunities and UVic’s awareness campaigns, as well as media resources on consent and sexualized violence. www.uvic.ca/consent This coming fall, UVic will be offering a Bystander Intervention Training (BIT) program. The bystander program is designed to change campus norms and attitudes about the acceptability of sexual assault. The program uses a community of responsibility model to teach bystanders how to intervene safely and effectively in cases where sexual assault may be occurring or where there may be risk. UVic has also implemented a Student Mental Health Strategy to provide direction for broader university community to comprehensively and proactively review resources and opportunities for mental health promotion, planning, and responsiveness in support of our student community. It is intended as a framework for the development and implementation of action plans to support positive student mental health and well-being

http://www.uvic.ca/consent

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in order to enhance all students’ potential for success. Through specific goals, strategies, and recommendations this plan is designed to help: eliminate barriers; build more supportive and inclusive campus environments and services; attract and retain students; and reduce and eliminate stigma surrounding and student mental health issues.

The UVic Edge Dynamic learning, vital impact and an extraordinary academic environment are the foundation of The UVic Edge. Together, these elements nurture creative activity and ground us in the urgency of sustainability and healthy societies; shape our worldview with Indigenous and international perspectives; and fuel our commitment to economic wellbeing, technological advances and social justice. The University of Victoria, established in 1963, has emerged as one of Canada’s leading research universities, ranked among the world’s top institutions. UVic’s undergraduate and graduate programs in the sciences, social sciences, humanities, fine and performing arts and professional schools, as well as its programs of continuing study, enjoy a well-established reputation for both excellence and relevance. The university has flourishing research and teaching programs that address a wide range of issues of local, national and global relevance and concern. Our success is built on the provision of a high-quality education and outstanding student experience, excellence in research and the conscious integration of research and teaching, within a diverse and welcoming west coast environment. Student enrolment in 2015/16 was 21,593, including 3,446 graduate students. UVic employs approximately 870 faculty and over 3,900 other staff. As of Spring 2016, there have been over 119,000 degrees and certificates awarded. Located in Victoria, UVic serves the people of Vancouver Island, British Columbia, Canada and the world. We take pride in our inclusive and increasingly diverse community of students, scholars and staff. We are committed to a personally engaging, intellectually stimulating learning environment that supports the development of students through a responsive curriculum, relevant academic support and a wide range of co-curricular activities and services. Our strength continues to be grounded in the quality and accessibility of faculty and staff, the excellence of the university’s academic and research programs and their strong interdisciplinary and international focus.

Dynamic Learning Dynamic learning creates a natural advantage for our students: research-inspired teaching integrated with hands-on experiences to accelerate personal growth and career success.

Seventy percent of students come to UVic from outside the immediate region and UVic enrols one of the highest proportions of out-of-province students in Canada. Being a

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destination university creates an opportunity for the creation of a strong sense of community and a collegial, vibrant, student-centred culture. In order to ensure that our students share a strong sense of belonging, we aspire to create a socially and intellectually engaged and connected campus – physical and virtual. Since 2004, all first-year students are guaranteed a room in a campus residence that is within a short walking distance of classrooms, labs, libraries, food services and recreational and social activities. Student surveys, such as the National Survey of Student Engagement and the Canadian Undergraduate Survey Consortium, have consistently yielded high ratings on questions related to the quality of student life and the campus experience. Given that our student body is becoming more diverse, we need to develop complex and well-articulated sets of responses to their needs. Students who come to UVic will need active support to achieve their goals. Student success remains our central focus, and improving student engagement and success will be a key to maintaining and enhancing the quality of our institution. Student success strategies will aim towards ensuring academic achievement of our students, their engagement in educationally purposeful activities, satisfaction, acquisition of desired knowledge, skills and competencies, persistence, attainment of educational objectives, and post-university performance.

A commitment to experiential learning Work-integrated learning is a priority for UVic. Through our international recognized co-operative education program, wide-ranging practica, service-learning opportunities, field schools, work-study programs, clinical education and other co-curricular initiatives, including many in international locations, our students should have the opportunity to participate in one of the largest experiential learning programs in Canada. UVic has the highest proportion of co-op students in western Canada. In 2015/16, more than 3,350 co-op work term placements were made across Canada and in over 50 other countries. UVic has the highest number of graduate co-op placements in Canada with over 450 Master’s and PhD students completing work terms in 2015/16. Co-op participation is mandatory in business, engineering, health information science, public administration, and recreation & health education. In addition, opportunities are supported within every faculty to gain practical work experience through a co-op placement. Another 3,000 students participate in practica and other experiential educational programs that link academic study with community-based learning opportunities that engage students in the real issues and concerns of local, regional, national and international communities.

Extraordinary environment Our extraordinary academic environment inspires new ways of thinking and bold action: discovery, creativity and innovation come naturally here, in a vibrant Pacific Rim community rich with Indigenous and international perspectives. As we look to the future

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development of our campus and its people, we set goals about how and where we want to grow. The new Campus Plan will guide future decisions on the physical development of the campus and will provide an important decision-making framework for open space, land use, built form and mobility on campus over the next ten years. Plan goals provide for a land use and building pattern that respects the unique physical environment and encourages social interaction, allows for safe pedestrian-friendly links throughout the campus, promotes compact sustainable development and operations, and the use of public transit, cycling and walking. The university is committed in its planning processes to developing and maintaining active communication and collaboration with all those affected by its physical changes in our campus community and beyond.

International perspectives The university is committed to fostering global understanding by all students, faculty and staff. There is broad consensus that a global perspective is fundamental to a university’s functioning, identity and achievement of excellence. We must build on our tradition of excellence in internationalization across our research, teaching, academic support and civic engagement activities. Building capacity at home and abroad, we will reach out and diversify our enrolment from around the world, encourage our students to participate in international exchanges and co-op placements, and further internationalize our curriculum to support our students’ development as global citizens. A refreshed International Plan will help guide our initiatives in the coming years. A global perspective and strategy is fundamental to our university’s functioning, identity and achievement of excellence. The central objectives and activities to support UVic’s plan for internationalization involves five major categories: 1) Creating a Culture of Exchange through Student Mobility; 2) Enhancing the International Student Experience; 3) Ensuring Curricula for a Global Ready Institution; 4) Making a Vital Impact through International Research and Engagement; and, 5) Establishing an Extraordinary Environment for Internationalization. Our academic and research programs emphasize both the differences and the similarities in the social, cultural, linguistic and economic histories and current circumstances of the peoples of the world. Building capacity at home and abroad, we will encourage every student to obtain a global experience that links them with the world and that supports their development as global citizens. A commitment to building a thoughtful, internationalized research and education strategy is a core part of our mission.

Indigenous focus The University is developing its first Indigenous Plan to affirm its commitment to act on specific TRC recommendations in order to enhance educational opportunities for Indigenous students and further develop initiatives and programs of education, research, outreach and engagement, with an Indigenous focus.

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The university will continue to increase the number of Indigenous students graduating from all Faculties, building on our commitment to and our unique relationship with the First Peoples of Canada. Our key strategies include: a) utilizing the First Peoples House as a focal point for Indigenous student support programs and intercultural understanding; b) building on the success of LE,NONET and other initiatives to coordinate, develop and enhance programs of recruitment, retention, education and services for Indigenous students in all faculties; and, c) strengthening our relationship with First Nations communities and increasing the recruitment and retention of Indigenous students and faculty. The Indigenous Plan will provide guidance and direction for achieving these goals.

Vital Impact: Ground-breaking Research and Research-inspired Teaching Vital impact drives our sense of purpose: as an internationally renowned teaching and research hub we tackle essential issues that matter – to people, places and the planet. Research, scholarship and creative activity differentiate universities from other educational institutions. The ideas, discoveries and innovations emanating from universities profoundly affect the well-being of society as well as its international competitiveness. UVic has established its position as a leading research university in Canada by building on areas of established strength, securing the external funding needed to sustain research growth, and by promoting mobilization and application of knowledge for societal benefit. UVic is committed not only to developing new knowledge and technology, but also to applying and implementing it. UVic’s Vancouver Island Technology Park (VITP) is the largest university-owned technology transfer space in BC. VITP and UVic’s Office of Research Partnerships and Knowledge Mobilization work together to facilitate the growth of technology on Vancouver Island by providing physical infrastructure, linking local resources with emerging or growing tech companies, and providing flexible, efficient and versatile space suitable for biotechnology, high-tech manufacturing or information technology uses. The renamed Coast Capital Savings Innovation Centre (CCSIC) is expanding its offerings to include seed money for new ventures and prototype development, an entrepreneurship scholarship, an additional annual business plan competition and co-op opportunities for students to work on their ideas. CCSIC’s new focus will enable entrepreneurs including students, faculty and staff to develop a product or service to a more mature stage before it is presented to other incubator programs and venture capitalists. Entrepreneurial ventures can be in any industry or government sector, high tech, social, commercial or non-profit. With an emphasis on partnerships in UVic’s recently released Strategic Research Plan, the university has renewed and expanded its commitment to innovation and entrepreneurship. The partnership with Coast Capital

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Savings creates new opportunities for students and faculty to address social and economic challenges and have impact in BC and beyond. UVic continues to receive recognition as a world-leading research institution that supports major local, national and international research initiatives and platforms that focus on issues of national and global significance. UVic is a major hub for global research and the data proves it: • The 2016 Leiden University rankings puts UVic 2nd in Canada for scientific impact

in two broad fields – mathematics and computer science and physical sciences and engineering. The ranking, produced by the Centre for Science and Technology Studies at Leiden University, also places UVic 4th in the country among all universities for overall scientific impact.

• The 2015 QS World University Rankings by Subject recognized UVic's leadership in

a broad mix of academic fields. UVic is identified in the top 200 institutions globally for research in six QS subject areas: English language and literature, earth and marine sciences, geography, law, philosophy, and psychology. The QS subject ranking studied nearly 3,000 of the world's top universities—approximately 15 per cent of all institutions—and ranked fewer than 700 of them for statistically significant subject-specific leadership. The QS rankings also suggest that UVic's rising international reputation stems from extraordinary programs across the institution. The Department of English ranked in the top 100. In total, the university is ranked for world-class performance in 22 of 30 subject areas.

• In 2015, the University of Victoria was ranked in the Top 8-13 in Canada by Times

Higher Education’s (THE) annual World University Rankings. THE ranks UVic among the world’s Top 250. In early 2013, THE ranked UVic first in Canada and number 20 globally among universities less than 50 years old. In 2015, UVIC was also ranked for the 13th consecutive year as a Research University of the Year in Canada by Re$earch Infosource.

Over the last three years, graduate student researchers were successful in bringing an average of $4.9 million a year in tri-council scholarship funds to the University of Victoria. UVic annual attracts over $100 million outside research funding. On a per faculty basis, UVic is among the top universities in Canada for research initiates. Measuring CFI research awards against base operating budgets, UVic is the second-highest research-intensive university in Canada. Over the past decade, research funding has increased by 17 percent and the three year average has almost doubled.

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Major areas of research strength and capability at UVic include: creativity and culture; data science and cyber physical systems; environment, climate and energy; global studies and social justice; health and life sciences; Indigenous research; ocean science and technology; and physical sciences and engineering, mathematics and computer science. Ensuring sustainability of the environment will require new knowledge, understanding and practice. Many academic units in the sciences, engineering, business and social sciences, including the School of Environmental Studies, the School of Earth and Ocean Sciences and the Department of Geography are undertaking research of critical importance to local, national and global sustainability. UVic is at the forefront of research on climate change, hosting major initiatives such as the Pacific Institute for Climate Solutions (PICS), the Pacific Climate Impacts Consortium (PCIC) and the Canadian Centre for Climate Modelling and Analysis (CCCma). PICS is currently focusing on five major research projects including: integrated energy system pathways for BC and Canada; maximizing the net social benefits of natural gas development; transportation futures for BC; energy efficiency in the built environment; and forest carbon management. PCIC continues to provide practical information on the physical impacts of climate variability and change in the Pacific and Yukon Region of Canada. PCIC collaborates with climate researchers and regional stakeholders to produce knowledge and tools in support of long-term planning. The CCCma is an Environment Canada laboratory that has been hosted on UVic’s campus for two decades. The

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laboratory is tasked with developing computer models of the climate system to simulate global climate, regional climate, and climate change, and predicting seasonal and longer term climate variations. A world leader in oceans research, UVic has an international reputation for innovation and discovery centered on cabled ocean observatories managed by Ocean Networks Canada (ONC). Project VENUS (Victoria Experimental Network Under the Sea), which focuses on an underwater array of sensors in the Saanich inlet and the Strait of Georgia, continuously delivers live images and data on the Internet. Project NEPTUNE (North East Pacific Time-series Undersea Networked Experiments), for which UVic is the lead university, constitutes the world’s first plate-scale undersea observatory. ONC is a world-leader in ocean observing technology supported by Oceans 2.0, its comprehensive data management system developed to provide a vital link between sensors and users around the world. ONC has recently expanded its footprint across Canada with the launch of a new collaboration with the Fundy Ocean Research Centre for Energy. With advanced observatories on the Pacific and Atlantic coasts, and the Canadian Arctic, ONC’s operations now span three oceans. Ocean Networks Canada (ONC) is partnering with Western Economic Diversification Canada and IBM on Smart Oceans, a $21M-project to build upon the NEPTUNE and VENUS subsea observatories with an expanded series of 5 small-scale underwater observatories and high-frequency radar along the BC coast to monitor ocean conditions, help predict tsunamis and earthquakes, and improve marine safety. There are further radar systems in the Strait of Georgia and at Tofino, both providing live sea-state data which is crucial information for marine safety. An investment of $5-million by the government of British Columbia in Ocean Networks Canada (ONC) aims to increase the development and use of earthquake early warning systems in BC that could enhance life safety for British Columbians living in areas of the province with seismic risk. The funding will add more offshore strong motion sensors and help integrate them with land-based sensors for more robust collection and analysis of seismic activity, with the aim of contributing to early detection and notification tools for the public. The Institute for Integrated Energy Systems (IESVic) in the Faculty of Engineering is unique in its big picture approach to sustainable energy research. The Institute’s Canada-China Clean Energy Initiative supports collaborations between leading academic researchers, policy-makers, and business leaders in Canada and China to address the challenges and opportunities associated with the development of new forms of clean energy systems and technology. UVic researchers are using genomics and proteomics to make important advances in gene function, and are contributing significantly to the study of endocrine disruptors from a variety of sources such as plants, pharmaceuticals, pesticides, environmental pollutants and from other forms of stress. This work is laying the foundation for advances in fields as diverse as genetic predisposition to disease, pharmacology, fisheries and law.

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UVic is also leading the way in the use of advanced computer technology to explore massively complex systems including climate change, galactic evolution and high-energy collisions of subatomic particles. Our faculty and graduate students are working on a spectrum of research in theoretical and applied areas that will promote the development of sustainable energy systems and overcome obstacles to the widespread adoption of sensible, clean energy alternatives. UVic has continuously expanded its applied health research programs. Research-intensive graduate programs in Nursing, Clinical Psychology, Health Information Science and Social Dimensions of Health link academic research with health policy and practice. UVic has a number of centres researching innovative approaches to physical and cognitive rehabilitation, community health and wellness, exercise and physiology: The Centre for Addiction Research BC, the Centre for Indigenous Research and Community-Led Engagement, the Centre for Biomedical Research, the Centre for Youth and Society, and Institute on Aging & Lifelong Health (formally the Centre on Aging) engage in research and training on issues of significance to the health and well-being of all British Columbians. The Institute on Aging & Lifelong Health hosts the UVic node for the Canadian Longitudinal Study on Aging (CLSA) which follows 50,000 men and women between the ages of 45 and 85 for 20 years. This important national study will collect information on the changing biological, medical, psychological, social, lifestyle and economic aspects of people’s lives as they age. The Centre for Addictions Research of BC has been collaborating with the Ministry of Health and all health authorities in BC to plan a survey to describe patterns of service delivery for people with substance use problems and to identify gaps. The Centre is also developing a model which estimates need for treatment services for people with alcohol and drug problems in different parts of the province.

Civic engagement UVic is committed to making a difference in the civic life of our communities, and developing in and with our students the combination of knowledge, skills, values and motivation to make that difference. Students are encouraged and supported to become involved in volunteer programs and community-based research projects, bringing learning to life while supporting community needs. UVic Co-op’s Service Learning Internship Program (SLIP) and a growing number of courses that integrate a community engagement component, build on our students’ social commitment and the university’s long tradition of community service. The university’s strong focus on civic engagement, locally and around the world, is reflected through a large number of community-based research programs, an extensive program of continuing education programs, artistic collaboration with community groups and agencies, athletic programs and special programs for children and youth, Aboriginal youth, international students, and older citizens. Indeed, UVic is acknowledged nationally and internationally as a leader in community-engaged research.

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In 2016, UVic hosted the CUVic Conference – with the theme of “Reconciliation, Innovation and Transformation through Engagement” a global three-day conference to highlight how UVic and the broader community are responding to the Truth and Reconciliation Commission of Canada’s Calls to Action. The University of Victoria, as a leading educational institution, can continue to provide a space for thoughtful dialogue about change and innovation towards reconciliation. UVic is a regional centre of culture and both a repository of knowledge and an agent for transfer of knowledge and creative experience. There are more than 500,000 visits to campus by members of the public per year to public lectures, our libraries and galleries, theatre and music productions, exhibitions, film, athletics and recreation and other programs and activities that welcome all members of our community. The breadth and extent of UVic’s educational outreach and programming is reflected over15,500 Continuing Studies registrations per year (about 2000 per year) and its new campus location, vibrant downtown site, and distance programs (e.g. UVic Downtown; deans’ lunch-time lectures, a lecture series on ‘downtown’ issues and research, the UVic Speakers Bureau). UVic’s research programs are focused on issues of local, provincial and global concern, and the findings of that research are applied through extensive support of knowledge transfer. We are well known for serving community needs through a large number of community-based research initiatives. UVic supports highly active and productive centres of research excellence, including the Institute on Aging & Lifelong Health, the Centre for Youth and Society, the Centre for Global Studies, the Centre for Studies in Religion and Society, the Centre for Addictions Research BC, and the Centre for Indigenous Research and Community-Led Engagement, just to name a few. Each of the centres actively engages faculty and students with the community around issues of societal need and concern. The Office of Community-University Engagement (CUE) was created to serve a coordinating role which links the universities efforts in outreach and engagement with communities though Community Engaged Learning (CEL), Community Engaged Research (CER), Knowledge Mobilization (KM) and being a Good Neighbour (GN). UVic is dedicated to improving society through research and creative activities and to further this goal it established the Research Partnerships and Knowledge Mobilization (RPKM) unit in 2013. RPKM is a leading-edge initiative in Canada that serves as a one-stop shop to enhance UVic’s considerable strength in meeting our community and industry engagement mission through research. The establishment of RPKM demonstrates a thoughtful and comprehensive approach toward meeting our commitment to be one of Canada’s most community engaged research universities. The CanAssist program has served thousands of individuals who are challenged by physical disability through the development of devices and tools to enable participation and engagement in recreational, educational and community activities. This unique interdisciplinary program engages faculty and students in engineering, business, psychology, music, biology, mathematics, physics, education and other areas in

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developing new technologies that support and enhance the integration of people with disabilities into all aspects of community. The program has new facilities in the Centre for Athletics, Recreation and Special Abilities (CARSA) where CanAssist engineers will continue their work with large, accessible spaces and state-of-the-art labs. IdeaFest 2016, UVic’s fifth annual cross-campus festival of research and creative projects, engaged more than 4,800 participants from both on-campus and off-campus communities. Running from March 7-12, this year’s festival showcased 49 outstanding events, with topics ranging from human health and urban renewal, to space exploration and climate change. IdeaFest has a comprehensive offering which proved once again to be a unique opportunity to celebrate the diversity of research at UVic—and most importantly— to make this research accessible and open to a broad audience. In line with the university’s vision of excellence in civic engagement and community-engaged research, UVic has established a new office to integrate support of its vision across all sectors of the university with specific strategic goals. The Office of Community University Engagement [OCUE] will build on the university’s initiatives that over the years have forged strong relationships with community organizations aimed at meaningful change on society’s economic, social, cultural, technological and environmental challenges. The establishment of the Office of Community University Engagement at UVic reflects the university’s deep commitment to socially responsive research, community-university engaged scholarship and interdisciplinary innovation. OCUE will provide strategic oversight and an overarching vision around “five pillars”:

• Community Engaged Learning (to enhance integration of community experience with student learning);

• Community Engaged Research (to strengthen mechanisms and resources to support this level of research);

• Good Neighbour / Citizen (to contribute to the well-being of our local region); • Knowledge Mobilization (to foster a culture supporting knowledge exchange

and application for the betterment of society); • Policies and Institutional Supports (to focus on internal support of

community-university engagement).

Graduate Studies at the University of Victoria Over the last eight years, UVic has benefitted from the commitments made by the Ministry of Advanced Education (AVED) and the province to graduate training and education. As a result, UVic has expanded research-intensive graduate seats in areas of regional, national and global importance, as well as expanded scholarship and internship opportunities for graduate students. In 2015/16 UVic enrolled 3,446 graduate students, many in the areas identified as priorities for the province. Graduate students play a crucial role in advancing research and embody an important link between research and the application of research in new and emerging fields of

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technology, health, sustainability and economic productivity. They also greatly enhance the quality of undergraduate learning and serve to reinforce the links between research and teaching. Graduate students at UVic have been highly successful in obtaining external research funding, and have gone on to make important contributions to health care, business and economic development, scientific and technological innovation, environmental sustainability and social justice in both the public and private sectors.

The University of Victoria Strategic Plan In February of 2012, after extensive consultation with students, faculty, staff, alumni and the community, an updated Strategic Plan, A Vision for the Future – Building on Excellence was approved by the university’s Senate and the Board of Governors. Building on the success of the 2007 plan, A Vision for the Future – Building on Strength, the plan recommits to its goals of attracting and supporting outstanding people, building the quality of our programs in research and education, and strengthening the linkages with our external communities locally and around the world. The Plan acknowledges the changing environment for post-secondary education, including global shifts in education and research, demographic and labour market trends, continuing economic uncertainty, changes in the BC post-secondary system, and the pace of technological change. These changes, along with others, will influence the evolution of our institution and require us to further differentiate ourselves from other institutions, regionally, nationally and internationally. The Strategic Plan makes an even more explicit commitment to internationalization, with increased opportunities for student and faculty exchange and enhanced international student enrolment. The plan reconfirms our commitment to Aboriginal students and communities. Also stressed is the importance of integrated planning, fiscal responsibility, and careful attention to outcomes that must be undertaken to achieve the goals within the current context.

The Vision of the University of Victoria “Our vision is to be a university of choice for outstanding students, faculty and staff from British Columbia, Canada and the world. We aspire to be the Canadian university that best integrates outstanding scholarship, inspired teaching and real-life involvement. As members of a diverse and dynamic learning community, we challenge one another to become thoughtful, engaged citizens and leaders, prepared to contribute to the betterment of a rapidly changing global society.”

Mission Statement of the University of Victoria The University of Victoria enriches its students and society by creating knowledge, fostering academic and experiential learning and serving communities in British Columbia, in Canada and around the world. We build on the strength and diversity of our people – students, faculty, staff and alumni – to strengthen our position among the best

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universities in Canada, recognized for excellence in teaching, learning, research, artistic creativity, professional practice and service to the community. The University of Victoria is committed to:

• providing a high-quality learning and research environment, both in and outside the classroom

• integrating teaching, learning, research and community engagement across the disciplines

• employing our core strengths to benefit our external communities – locally, regionally, nationally and internationally – and promoting civic engagement and global citizenship

• promoting the development of a just and sustainable society through our programs of education and research and the stewardship of our own financial and physical resources

• collegial forms of governance that provide appropriate opportunities for all members of the university community to participate

• environments for work and study that are safe, supportive, inclusive and healthy, and that foster mutual respect and civility, recognizing that people are our primary strength

• public and internal accountability

Values The Strategic Plan states that fundamental values of intellectual and ethical integrity, freedom of speech and freedom of inquiry, equal rights and the dignity of all persons need to inform all of our actions and are a prerequisite to fulfilling the purpose of the university.

Planning and Operational Context

External Factors Important changes in the University of Victoria’s planning and operational context were identified in university’s Strategic Plan: Global shifts in education and research Universities play a critical role in society, making substantial intellectual, social, cultural and economic contributions. Both the personal and the societal benefits of higher levels of education are well documented, and countries around the world are now investing in post-secondary education and research as a way of building social and economic

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prosperity. It is widely recognized that university research yields answers to some of the immediate questions our society faces, while history tells us that great innovations emerge from basic research, often of an interdisciplinary nature. Society also benefits from a citizenry educated in the broad array of disciplines represented by the liberal arts and sciences. Building our society of the 21st century and finding solutions to its problems will require concerted efforts across all disciplines. The growing importance of post-secondary education internationally has resulted in a number of developments that will require attention. For example, China has become a major international student destination country rather than simply an exporter of students, and there has also been a rapid rise in both the quality and volume of research being produced at Chinese universities. In Europe, the Bologna process is driving a restructuring of the higher education system and the creation of a European Higher Education Area. Degree granting requirements are being harmonized, facilitating credit transfer and student mobility. In the coming years, internationalization, global student mobility and increased competition from other nations will have a significant effect on universities. Similarly, it will be important that students and faculty have access to the opportunities worldwide that international engagement presents. Demographic and labour market trends Both in British Columbia and in Canada, considerable labour market changes are predicted, with anticipated shortages in areas that demand higher education and advanced skills. This comes at a time when anticipated demographic changes are exacerbating the situation. Although the past decade saw a dramatic increase in the 18- to 24-year-old population in BC and Canada, demographic projections show that this traditional university-age population will decline over the coming 20 years. The notable exceptions to the overall Canadian demographic pattern are the youth populations of Indigenous and new Canadians. This adds impetus to our commitment to increasing the participation rates from groups traditionally underrepresented at universities. Universities of today are international institutions. Students from abroad show a strong interest in attending the University of Victoria, and all of our graduates are expected to engage as global citizens. Internationalization increasingly affects what we do, expanding the opportunities and obligations of our students and faculty. Global communications, economic and social interdependence and international co-operation and tensions have made our engagement at the international level both a responsibility and a prerequisite for our success. These trends have brought about changes in what we teach, whom we teach, where we teach and how we teach, as well as in the nature and focus of our research. These same trends mean that universities must compete globally for resources, research funding and the most talented students and faculty. As the need for higher education increases and the population ages, more and more people are seeking to upgrade their qualifications and expand their horizons, resulting in a growing demand for online education and community-based delivery of programs as well as for graduate education and lifelong learning.

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Economic recovery, prosperity, and the new economy The continuing economic uncertainty in the global economy affects the financial as well as the policy environment within which universities operate. In Canada, all levels of government have focused on strategies to support Canada’s economic recovery. B.C. has emerged as the strongest provincial economy in Canada. However, in the coming years, governments will be challenged to reduce deficits and debt while dealing with an aging population and growing healthcare costs and are therefore likely to emphasize austerity and fiscal prudence. With government revenues tight and cost pressures from inflation and mandated commitments rising, we will need to explore other revenue sources and make hard choices about what we do. We must recognize these challenges as well as the importance of post-secondary education for the future well-being of our society and work to maintain our strategic focus on the quality of the learning environment. Changes in the BC post-secondary education system Over the past decade, the postsecondary education system in British Columbia has changed dramatically. The province has significantly expanded capacity by adding 25,000 new undergraduate spaces and 2,500 spaces at the graduate level. Changes to the University Act in April 2008 paved the way for five new B.C. universities. There are now 25 publicly funded post-secondary institutions, including 11 universities, with UVic being one of BC’s four research-intensive universities. Many of the post-secondary institutions have expanded their mandates to offer baccalaureate degrees. This is especially true on Vancouver Island where there is one research intensive university, one teaching university, one special-purpose university and two colleges. Although institutions with different mandates and in different regions provide students greater access to and choice of university degree programs, they increase competition for student enrolment. Increasing competition requires that more resources be allocated to student recruitment and retention initiatives, and that UVic articulate the distinctiveness of our programs and opportunities for students and faculty. Technological change New technologies are revolutionizing the way we carry out our daily lives. They have had, and will continue to have, a dramatic influence on the way we access information and communicate, and are a significant driver of change in our institution. New opportunities for engagement, inspiration, dialogue and community building, often over great distances, are in our reach. UVic must position itself to take full advantage of these emerging opportunities and look to ways of incorporating the new tools and technologies in our approach to pedagogy, research, administrative systems and communications both on and off campus. We will need to continually update our technology infrastructure and communications systems and processes in ways that best support our academic and research mission.

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In this changing environment UVic must respond in ways that build the quality of all our endeavours to achieve our vision of being a university of choice for outstanding students, faculty and staff from British Columbia, Canada and the world. As our university grows, we must also work to ensure that the university remains a diverse, welcoming and accessible community and that there are no hurdles to participation except academic and creative potential.

Internal Context

Enrolments Over the past 15 years there has been a strong growth trend in both undergraduate and graduate enrolments at UVic with undergraduate education experiencing 24 percent growth and graduate education some 63 percent growth. Over that period, the University of Victoria has experienced total growth of 29 percent. University of Victoria Audited FTEs1

Year Undergraduate Graduate Total 2001/02 12,753 1,815 14,568 2002/03 12,583 1,923 14,506 2003/04 12,822 2,008 14,830 2004/05 13,018 2,012 15,030 2005/06 13,461 2,036 15,497 2006/07 13,694 2,096 15,790 2007/08 13,450 2,122 15,572 2008/09 13,648 2,252 15,900 2009/10 14,182 2,447 16,629 2010/11 14,828 2,678 17,506 2011/12 14,815 2,808 17,623 2012/13 14,726 2,847 17,573 2013/14 15,065 2,952 18,017 2014/15 15,381 2,986 18,367 2015/16 15,833 2,960 18,793

Over the last couple of years, the growth rate at the undergraduate level has slowed and it is becoming increasingly challenging to attract highly qualified undergraduate applicants. The supply of potential applicants is limited by low growth in the youth population, with a decline in the provincial population of 18-24 year-olds expected to continue over the next decade.

Accessibility As a selective university focussed on quality, UVic attracts the best and brightest students from BC, Canada and the world. The university’s financial aid program ensures that bursaries are targeted to students in need. Enrolment planning objectives at the University

1 These figures include full-fee paying international undergraduates

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have also focused on the expansion of research-forward graduate studies and we have succeeded in achieving graduate growth targets funded by the Ministry.

Student Recruitment and Enrolment Demographic changes coupled with the rapid expansion of the BC system pose some special challenges and opportunities for UVic. The annual rate of undergraduate growth is expected to slow. Student recruitment will become far more competitive, and our students will continue to come from farther afield nationally and internationally. Our goal must be to continue to attract diverse groups of excellent students who continue to inspire excellent teaching and research. We must also recognize the increased need for strategically targeted distance and continuing education in some of our programs. Although GPA cut-offs for admissions to UVic have varied over the past 10 years, there continue to be high academic standards for admitted students.

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University of Victoria Strategic Plan Goals and Objectives

There are four overarching goals in the University of Victoria’s Strategic Plan, A Vision for the Future: Building on Strengths: Strategic Plan: Goal 1 – People Our goal is to recruit and retain a diverse group of exceptionally talented students, faculty and staff and to support them in ways that allow them to reach their highest potential. Strategic Plan: Goal 2 – Quality Our goal is to offer programs in teaching, research and support of such quality as to place us in the upper 20 per cent of a national set of comparable programs as judged by peer evaluation. Strategic Plan: Goal 3 – Community Our goal is to establish UVic as a recognized cornerstone of the community, committed to the sustainable social, cultural and economic development of our region and nation. Strategic Plan: Goal 4 – Resources Our goal is to generate the resources necessary from both public and private sources to allow us to achieve our objectives and to steward those resources in a sustainable fashion.

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Goals and Objectives of the Ministry of Advanced Education The goals of the British Columbia Ministry of Advanced Education are to work towards a vision of a leading-edge post-secondary system to support a strong economy and secure tomorrow. There is a commitment to advance the government priorities including the Skills for Jobs Blueprint to strengthen the post-secondary system. AVED Goals AVED Objectives 1. Students are supported to achieve their education, employment and training goals

1.1: Align post-secondary education and training with labour market demand to achieve a highly skilled workforce. 1.2: Respond and adapt to the diverse and changing needs of students. 1.3: Increase participation and successful completion of all students.

2. Maintain a quality post-secondary system that provides BC with a global competitive advantage

2.1: Increase international participation throughout our education system. 2.2: Build on current strengths to enhance the quality of the post-secondary education system. 2.3: Increase collaboration, innovation and partnerships.

3. An education and training system that maximizes return on investment and supports British Columbia’s diverse communities

3.1: Lead a post-secondary education system that is strong, accountable, transparent and flexible, and delivers value. 3.2: Foster knowledge development to support the creation of new ideas and solutions to a range of economic, social, scientific and environmental issues. 3.3: Use and provide quality information for decision making and better societal outcomes.

Major Institutional Goals Aligned to Ministry Given the overall mission and goals of UVic’s Strategic Plan, the goals and objectives of the Ministry of Advanced Education, and the current planning context, we have identified five major institutional goals aligned with Ministry objectives. These goals are associated with specific objectives and performance measures. In the following table we identify goals, objectives and performance measures and indicate which system objective each addresses. In the section following the table, further information, background and performance data on the various goals and objectives is provided.

Summary of major institutional goals, objectives, and performance measures

INSTITUTIONAL GOALS INSTITUTIONAL OBJECTIVES PERFORMANCE MEASURES Goal 1: The University of Victoria will provide students with high quality programs that will allow them to acquire the knowledge and skills necessary to contribute to society and compete in current and future labour markets. = aligns with AVED Goal 1

Objective 1.1: Academic programs are of the highest quality and meet recognized standards of excellence.

National Survey of Student Engagement Results (NSSE) Course Evaluation Survey (CES) Regular Academic Program Reviews by external reviewers

Objective 1.2: Academic courses and programs integrate effective instructional technology

Number of courses using educational technology enhancements

Objective 1.3: Offer programs that are relevant to students and contribute to the preparation of a highly skilled and effective workforce that can address areas of societal need and benefit.

Baccalaureate Graduate Survey Results on program relevance to employment

Goal 2: Provide support for student success. = aligns with AVED Objective 1.2 and 1.3

Objective 2.1: Implement actions that promote and support student engagement and success and align university policies and procedures accordingly

Increase retention rates

Objective 2.2: Develop programs, policies and strategies to support students in achieving success in their academic studies

Learning Commons Utilization Rates Use and satisfaction with undergraduate advising Enhancement of services that support the academic success international students

Goal 3: Integrate teaching, learning, research, experiential learning, and community engagement across the disciplines = aligns with AVED Objective 3.2

Objective 3.1: Ensure that knowledge gained from research, the importance and value of research, and essential research principles are integrated into and inform all of the university’s coursework and academic programs.

Approval and implementation of the Strategic Research Plan Sponsored research funding

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Number of Highly Qualified Personnel

Objective 3.2: Provide all students with opportunities to engage in research.

Undergraduate research awards

Objective 3.3: Provide opportunities for every student to engage in experiential learning.

Increased participation in Co-operative Education and other forms of experiential learning

Goal 4: The University of Victoria has special commitment to and relationship with Aboriginal communities. = aligns with AVED Objective 1.3 and Performance Measure 3

Objective 4.1: Developing policy and programs to increase access to the full range of post-secondary education and training opportunities for Aboriginal learners and engage in activities that promote their success

Approval and implementation of the Indigenous Plan Continued participation of Aboriginal youth in access and preparatory programs

Objective 4.2: Develop high quality academic programs for Aboriginal students and communities that meet their needs.

Increased enrolment of and support services for Aboriginal students

Objective 4.3: Develop programs in partnership with First Nations communities to support and promote educational, cultural, and socially relevant activities

Academic partnerships with Aboriginal communities

Goal 5: Employ our core strengths to benefit our external communities – locally, regionally, nationally and internationally – and promoting civic engagement and global citizenship. = aligns with AVED Goal 3

Objective 5.1: Develop and support programs of research that are relevant to the concerns and issues locally, nationally and internationally

Increase in indicators of knowledge mobilization and the impact of research activities

Objective 5.2: Promote the development of a sustainable society through programs of education and research and the stewardship of our own financial and physical resources

Approval of a Sustainability Policy and a Sustainability Action Plan Approval and implementation of the Campus Plan

Description of goals, objectives, strategies and university-identified performance measures

Goal 1: High Quality Programs The University of Victoria will provide students with high quality programs that will allow them to acquire the knowledge and skills necessary to contribute to society and compete in current and future labour markets (aligns with AVED Goal 1.). Objective 1.1: Academic programs are of the highest quality and meet recognized standards of excellence. Strategies

• Adapting to change in the external environment includes an intensified focus on student recruitment. Continued development of the student information system has allowed for better communication with both prospective and enrolled students and a more integrated platform for information storage and retrieval. Enhancements in reporting and continued process review have resulted in more timely and accurate review of applications, admissions, and registration.

• A standard instrument for student evaluation of all courses, the Course

Evaluation Survey (CES), developed in 2008-09. (http://www.ltc.uvic.ca/initiatives/CES.php)

• CES continues to be used in all courses. It is used as one indicator of instructor

and course quality and effectiveness and as a source of information for improvements to teaching practices. A manual has been developed to guide use of the CES to assess and improve teaching. (http://www.uvic.ca/learningandteaching/assets/docs/instructors/for-review/courseexperiencesurvey/CES_manual_for_chairs_09_v8.pdf)

• UVic’s Learning and Teaching Centre regularly provides support and training

for course and curriculum redesign to improve learning outcomes. Workshops focus on enhancing the integration of teaching and research, internationalizing the curriculum, and inclusion of diversity issues.

• In May 2014, the University-wide Learning Outcomes, originally developed in

2006, were reviewed and revised by Senate. The learning outcomes include a broad range of high level skills that are relevant across all disciplines. They provide clear guidance about the skills and capacities students can expect to achieve as part of their UVic education. Faculties, units and programs are encouraged to interpret the outcomes in ways that are discipline-specific and to use the university-wide learning outcomes as guide posts for developing program-specific and course-specific learning outcomes.

http://www.ltc.uvic.ca/initiatives/CES.php

http://www.ltc.uvic.ca/initiatives/documents/CES_manual_for_chairs_09_v8.pdf).http:/www.uvic.ca/learningandteaching/assets/docs/instructors/for-review/courseexperiencesurvey/CES_manual_for_chairs_09_v8.pdf

http://www.ltc.uvic.ca/initiatives/documents/CES_manual_for_chairs_09_v8.pdf).http:/www.uvic.ca/learningandteaching/assets/docs/instructors/for-review/courseexperiencesurvey/CES_manual_for_chairs_09_v8.pdf

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• UVic regularly participates in the NSSE survey to evaluate the level of

engagement by students across areas of academic study. Results are provided to academic faculty and units, as well as to administrative personnel to ensure quality of teaching and identify areas for improvement or enhancement.

2014 National Survey of Student Engagement - University of Victoria

Faculty: Example 1st year respondents n = 169

4st year respondents n = 284

response rate = 25%

NSSE Engagement Indicators

Learning Strategies

Higher-Order Learning

Quantitative Reasoning

Reflective & Integrative Learning

Collaborative Learning

Students enhance their learning and retention by actively

engaging with and analyzing course material: identifying key

information in readings, reviewing notes, and summarizing

course material.

Note: Overall UVic and Canadian results in this report are weighted by gender, full-time/part-time status and institution size. Faculty level data are not weighted. Faculty is based on students' registration at the time of the survey.

In 2013, NSSE created ten engagement indicators (EI's) organized within four engagement themes adapted from the former "Benchmarks". Each EI provides valuable information about a distinct aspect of student engagement by summarizing responses to a set of related survey questions. In addition, six "high-impact practices" are reported separately. Further information about NSSE's indicators can be found at: http://nsse.iub.edu/html/engagement_indicators.cfm Canadian comprehensive universities make up the comparative category called "Canadian Peers".

Challenging intellectual and creative work is central to

student learning and educational quality. This Indicator

captures how much students' coursework

emphasizes challenging cognitive tasks such as

application, analysis, judgment, and synthesis.

Personally connecting with course material requires

students to relate their understandings and

experiences to the content at hand. Instructors can

motivate students to make connections between their

learning and the world around them.

Collaborating with peers in solving problems or mastering

difficult material deepens understanding and prepares

students to deal with the problems they encounter during and

after college

The ability to use and understand numerical and statistical

information is an important outcome of higher education. All

students should have opportunities to evaluate and critique

arguments using numerical and statistical information.

34.4 34.136.335.8 36.9 37.6

0

20

40

Example UVic Canadian Peers

Inde

x

Higher-Order Learning

1st year 4th year

35.832.1 33.7

39.837.5 36.1

0

20

40

60


Inde

x

Reflective & Integrative Learning

1st year 4th year

34.9 34.3 35.536.2 36.1 35.2

0

20

40


Inde

x

Learning Strategies

1st year 4th year

21.423.1 23.724.0 24.5

26.2

0

20

40


Inde

x

Quantitative Reasoning

1st year 4th year

29.132.9 31.9

28.930.9 32.2

0

20

40


Inde

x

Collaborative Learning

1st year 4th year

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• The University of Victoria participated in the National Survey of Student Engagement (NSSE) for the first time in 2006, again in 2008, 2010, 2012, and 2014, and the results continue to be very positive for UVic.

• Another NSSE measure used by the University of Victoria to monitor educational quality is whether students would choose to go to UVic again if they were starting over. The results from future surveys should consistently show this university as a leader in student satisfaction with their education.

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• Graduates at UVic evaluate the quality of their instruction, and consistently give high marks to their instructors (see Framework target on assessment of quality of instruction).

• The annual Baccalaureate Graduate Survey measures how satisfied graduates are with the overall quality of their education, and UVic consistently has a large proportion of graduates who are very satisfied with their studies.

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Objective 1.2: Academic courses and programs integrate effective instructional technology. UVic promotes and supports best practices in teaching with technology, taking a ‘pedagogy first’ approach to integrating instructional technology into teaching and learning. Instructional technologies serve as a resource (e.g. online journal, course web page, online lecture slides), as a way to contextualize (e.g. situate the content in an experiential simulation, in a learning object, on a website), as a communication medium (e.g., email, listserv, blog, wiki), as a construction kit (e.g., model and theory building software) and as a visualization/exploration tool (e.g., learning objects, simulations, games). Strategies

• Technology Integrated Learning (TIL) unit is the university’s support unit for teaching and learning with technology. TIL assists faculty, instructors, teaching assistants and other support staff in the successful design and use of instructional technology through IT workshops, talks, presentations and hands-on demonstrations. TIL supports and provides training it the use of UVic’s course management system, CourseSpaces, as well as the university’s Online Academic Community. TIL serves as a hub of information for university community members as well as an outlet for the exchange of ideas and strategies that allow us to maximize and leverage technology supports for excellence in learning and teaching.

• The university undertakes research on the effectiveness of IT strategies and

develops programs and policies to support best practices. The Technology Integrated Learning unit provides training, professional development and workshops in educational technology for faculty and instructors. http://www.uvic.ca/learningandteaching/faculty/resources/instructional/technology/index.php “

• The Humanities Computing and Media Centre furthers research, teaching and

learning in the faculty of Humanities, in particular the fields of Humanities Computing and Language Learning, and those aspects of other fields involving audio, video or computing technology.

• The Teaching Technology committee, working within the university’s IT

Governance Structure evaluates fit and balance of instructional technology investments, assesses coordination of services, and advises on related academic policy with respect to IT.

http://www.uvic.ca/learningandteaching/faculty/resources/instructional/technology/index.php

http://www.uvic.ca/learningandteaching/faculty/resources/instructional/technology/index.php

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Objective 1.3: Offer programs that are relevant to students and contribute to the preparation of a highly skilled and effective workforce that can address areas of societal need and benefit. The university is committed to the renewal and development of academic and co-curricular programs that will prepare students to take their place in a highly skilled and educated workforce. UVic graduates provide consistently high ratings for the skills they have acquired during their studies – skills that the Conference Board of Canada continues to articulate are crucial for success in the workforce.

Goal 2. Provide support for student success UVic is committed to understanding the needs of students and providing supports that are needed for their success. Objective 2.1: Understand the elements of the student experience that promote and support student engagement and success and align university policies and procedures accordingly Strategies

• A Student Mental Health Strategy is in place to provide direction for the Division of Student Affairs and the broader university community to comprehensively and proactively review resources and opportunities for mental health promotion,

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planning, and responsiveness in support of our student community. It is intended as a framework for the development and implementation of action plans to support positive student mental health and well-being in order to enhance all students’ potential for success.

• Recognizing the residential nature of the UVic experience for many students, expanded academic supports, counseling and other services have been implemented both in and outside of the residences to provide students with the support programs they need to excel.

• A number of diversity-related initiatives have been undertaken to ensure the success of all students, including international students and students with different learning needs (e.g., Annual Diversity Conference, International Commons, internal grants for internationalization of the curriculum).

• The University of Victoria began consultations in May 2016 to develop a separate policy on sexualized violence that will build on current policies and practices and reinforce the university's commitment to a safe campus where sexualized violence is unacceptable. The policy review was initiated earlier this year and will include widespread consultation, consider policies and practices at other institutions and learn from local, provincial and national conversations on how to respond to sexualized violence, which can have a profound and long lasting effect on survivors.

Objective 2.2: Develop programs, policies and strategies to support students in achieving success in their academic studies. Strategies

• The C.W. Lui Learning Commons, located in the McPherson Library, provides academic support services as a cohesive whole so that students have access to effective, efficient and integrated assistance with the overall goal of enabling student success. The Learning Commons provides library research and technical help, writing support, peer helping, math and statistics assistance, chemistry help, physics help, and computer help.

• A position was developed several years ago which reports jointly to the Department of Mathematics and Statistics and the Learning and Teaching Centre. The purpose was to enhance instructional effectiveness and course design in first and second year math courses. Multiple initiatives have been undertaken to support student success in math as a result. A Math Working Group made up of Deans of Science and Engineering, and faculty members who teach or engage with undergraduate math instruction, as well as specialists from the Learning and Teaching Centre meet regularly to address course design and delivery as well as

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other strategies to support student success. Student grades in first year math have increased significantly and failure rates have dropped.

• The Centre for Academic Communication has expanded to help students better understand academic expectations and provide them with strategies to develop their writing, presentation and communication skills. Services are utilized by both undergraduate and graduate students, and increasingly by international students.

• ED-D101, a course offered university-wide by the Department of Educational Psychology and Leadership Studies in the Faculty of Education was developed to assist any student in achieving academic success. It is based on contemporary research in the field of education and learning. It focuses on understanding one’s own learning strengths and weaknesses, reading strategically, preparing for and writing examinations, and understanding assignments (http://web.uvic.ca/calendar2015-05/CDs/ED-D/101.html). Enrolment in ED-D101 has steadily increased and student evaluations of the course are extremely positive.

• The Learning and Teaching Centre supports a Teaching Assistant Training

Program to support graduate students in their development and delivery of classroom teaching skills.

• The Graduate Certificate in Learning and Teaching in Higher Education (LATHE program) is available to graduate students in any discipline. It is designed to provide training in high quality teaching in post-secondary settings.

• The university encourages scholarship of teaching and learning and supports research to better understand student needs and learning outcomes. Institution-wide learning outcomes were reviewed in 2014 and a campus-wide review of learning outcomes at the faculty and unit level is underway.

• UVic students won 3M National Student Fellowships in 2014, 2015 and 2016. UVic faculty members won 3M National Teaching Fellowships in 2015 and 2016.

Goal 3: Integrate teaching, learning, research, experiential learning, and community engagement across the disciplines

The promise made by research-intensive universities is that the research environment and culture enrich the educational experience for students by creating an intellectual vibrancy, and learning opportunities, that would not otherwise be available. – Prof. Jamie Cassels, President of UVic, Campus Conversations Report, January 2014

Research is an intentional process of study and creative expression that explores and extends human knowledge and experience. In a research-intensive university educational programs are delivered in an environment infused with, and enriched by, the full range of inquiry from discovery driven by curiosity to applied research. At UVic, research and

http://web.uvic.ca/calendar2015-05/CDs/ED-D/101.html

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educational missions are integrated, synergistic and valued by our governance structures and processes. Program development and pedagogy are enriched by the research environment. Research intensive universities have a unique opportunity to address the answers to important questions that society is demanding and to engage in knowledge mobilization. The university has internationally benchmarked excellence in areas including health, environment, oceans, aging, particle physics, and addictions. UVic sustains superior achievement both in research income and in published research in leading scientific journals (http://www.uvic.ca/research/fastlane.html). Among its faculty are Guggenheim, Killam and Molson prize winners, as well as a number of fellows of the Royal Society of Canada and numerous faculty who have received similar honours and recognitions of their research excellence. As a research intensive university, UVic has a strong commitment to undertake original, relevant, and meaningful research across all of its academic areas, and it has a similarly strong commitment to integrating research and scholarship with teaching. Both graduate and undergraduate students have broad opportunities to engage in research, scholarship and creative activity, from theoretical to applied. Students educated in a research rich environment are sensitized to the mobilization of information, creative insights, new theories, essential methods of inquiry, research skills, and the nature of creative discovery and debate. They are encouraged to develop the kind of skills conducive to creative endeavours and entrepreneurship, essential to the responsiveness and adaptability of the economy and the workforce. Objective 3.1: Ensure that knowledge gained from research, the importance and value of research, and essential research principles are integrated into and inform all of the university’s coursework and academic programs. Strategies

• During the development of new programs and the review of existing academic programs, there is an analysis of ways in which and the degree to which teaching and research are integrated.

• Course Redesign Workshops support the development of courses that integrate research and teaching.

• With each discipline, ensure that academic programs offer appropriate

coursework and training in research methods, research design, statistics and research writing, and research ethics and standards appropriate to the discipline.

• Maintaining the high quality of UVic Libraries is an area of focus, which contain

over 2 million books, journals, manuscripts, maps, data, newspapers, and other library materials (print and electronic) as an essential academic resource in support of scholarship.

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Objective 3.2: Provide all students with opportunities to engage in research. Attending the University of Victoria brings many advantages for students, but probably none more exciting or enhancing to their long-term educational and vocational goals than the opportunities to participate in world-class research with the country’s top researchers. Graduate students most often select their university based on the opportunity to participate in particular research opportunities and be mentored by particular research faculty. Undergraduates also benefit significantly from UVic’s research intensive environment. The opportunity to engage in original creative discovery and to learn essential research tools of critical thinking, synthesis and integration of knowledge, creative problem solving, analytic skills, and oral and written communication give students skill sets that will be valuable and indeed crucial in the workplace. They are essential if Canada is to retain its place in the global economy and its social fabric. Research intensity applies equally to all disciplines – the professions, humanities, fine arts, and social sciences as well as technology, scientific and applied research. The university has over 800 active research faculty across 40 fields of knowledge. Each week they and a host of adjunct faculty members, research staff, community researchers, graduate students and post-doctoral fellows engage in teaching over 20,000 students. The university sees every encounter as an opportunity to teach and inspire. Strategies

• Students of UVic can choose from a broad range of opportunities to engage in research including, honours programs, research apprenticeships, research assistantships, fieldwork courses, laboratory experiences, and directed studies. All of the opportunities in research associated with courses are mapped in a directory of experiential learning opportunities that was developed in 2014.

• Several UVic undergraduate research journals, including the Arbutus Review and

The Corvette, provide the opportunity for undergraduates to publish original research in their area of study.

• The Jamie Cassels Undergraduate Research Awards continue to be well

subscribed, providing an opportunity for over 100 undergraduates to participate with faculty in original research each year.

• Co-operative Education and Career Services coordinates our Service-Learning

Internship Program (SLIP). This program provides co-op positions in community-based organizations working collaboratively with UVic on joint research-related projects.

• The GS505 course paired graduate students with professionals from the Ministry

of Children and Family Development (MCFD) to undertake a full term of research on a particular issue or problem identified by the ministry. To date,

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GS505 students have completed more than thirty projects across the ministry’s six service areas: Adoptions, Youth Justice, Early Years, Child Welfare, Mental Health, and Special Needs. Projects included jurisdiction scans, process and literature reviews, logic models and evaluation frameworks.

Objective 3.3: Provide opportunities for every student to engage in experiential learning. It is well established that experiential, real-life learning opportunities provide a valuable opportunity for students to apply their learning, integrate new knowledge and gain practical skills in a meaningful context. For many students, an applied learning experience enriches their academic programs and solidifies their commitment to a field of work. In 2014, the university identified and mapped the curricular and co-curricular experiential opportunities that exist for students across campus. The maps provide students with information about opportunities for experiential learning available in their respective academic program, as well as more generally. A site has been created so that students can explore possibilities including co-op opportunities, other forms of work-integrated learning, community service learning, field schools, practica, study exchanges and many more: http://www.uvic.ca/coopandcareer/studentsalumni/resources/experiential-maps/index.php UVic has one of the largest and most respected Co-operative Education programs in Canada. In 2015/16, more than 3,350 co-op work term placements were made across Canada and in over 50 other countries. UVic has the highest number of graduate co-op placements in Canada with over 450 Master’s and PhD students completing work terms in 2015/16. All UVic co-ops degree programs are accredited by the Canadian Association for Co-operative Education (CAFCE). In 2016, UVic reached a milestone of 75,000 co-op placements since the program’s inception. In a study of students participating in Co-operative Education co-conducted by UVic’s Executive Director of Co-operative Education, it was demonstrated that for many students in B.C., the opportunity to participate in a co-operative education program is a strong factor in recruitment, retention and student success. Also critical in preparing students for work is the provision of career education and support. UVic’s integrated Co-operative Education and Career Services unit provides career support to students from new student orientation through to and beyond graduation. The unit hosts many career fairs, career-focused workshops within academic units, career learning goals and outcomes for every academic unit, job exploration and job seeking skills (e.g. resume writing, portfolio development, interview skills). Strategies

• The alignment of Co-operative Education and Career Services ensures that the needs of students and employers are better served and integrated, resulting in

http://www.uvic.ca/coopandcareer/studentsalumni/resources/experiential-maps/index.php

http://www.uvic.ca/coopandcareer/studentsalumni/resources/experiential-maps/index.php

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increased coordination of career support across the faculties and many more opportunities for career preparation and support.

• Co-operative Education and Career Services has developed a series of learning modules for co-op students as well as a set of core competencies for work within various disciplines (http://coop.uvic.ca/curriculum/welcome.html).

• Co-operative Education and Career Services provides career development

expertise by facilitating connections among students, alumni, employers and other community members

• This past year more than 1,537 mock interviews were conducted with employers who came to campus to conduct the interviews and provide individualized student feedback.

• An international co-op coordinator, retained in 2011, has resulted in increased

international co-op work placements.

• An Indigenous co-op coordinator was retained in 2014 for the purpose of increasing participation of Indigenous students in co-op and other experiential learning opportunities.

http://coop.uvic.ca/curriculum/welcome.html

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Goal 4. The University of Victoria will build on its commitment to and relationship with Aboriginal peoples and communities. Aboriginal people and their communities, including First Nations, Métis, Inuit and non-status Aboriginal peoples of Canada continue to be disadvantaged in access to and full participation in economic and social prosperity. High school graduation rates among Aboriginal youth are much lower than the general population and unemployment among working-age Aboriginal people is three times higher than among the non-Aboriginal population. Increasing the participation of Aboriginal people in education will not only help fill labour and skills shortages in the provincial economy, but will also have a positive effect on individuals, families, and their communities and on the overall economic and social prosperity of the province. Objective 4.1: Developing policy and programs to increase access to the full range of post-secondary education and training opportunities for Aboriginal learners and engage in activities that promote their success. Strategies

• Developing UVic’s first Indigenous Plan reaffirms our commitment to act on specific TRC recommendations to enhance educational opportunities for Indigenous students and to further develop initiatives and programs of education, research, outreach and engagement, with an Indigenous focus.

• The university will continue to increase the number of Indigenous students

graduating from all Faculties, building on our commitment to and our unique relationship with the First Peoples of Canada. Our key strategies include: a) utilizing the First Peoples House as a focal point for Indigenous student support programs and intercultural understanding; b) building on the success of LE,NONET and other initiatives to coordinate, develop and enhance programs of recruitment, retention, education and services for Indigenous students in all faculties; and, c) strengthening our relationship with First Nations communities and increasing the recruitment and retention of Indigenous students and faculty. The Indigenous Plan will provide guidance and direction for achieving these goals.

• First Peoples House continues to provide a social, academic and cultural centre

for Indigenous students and a safe and welcoming space on campus that encourages the building of community. The House includes academic, administrative and ceremonial spaces and is heavily used by students, faculty and community.

• UVic, through funding from the Aboriginal Service Plan, implemented the STEM Program for Aboriginal youth. The program - facilitated by faculty, staff and students from the Faculties of Science and Engineering - works with elementary

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and high school students, as well as adult learners, families and Elders, to develop skills and interest in science, computer technology, engineering and math. Current and past community partners with UVic in the STEM program include the Songhees Nation, Esquimalt Nation, Métis Nation, Tsawout Nation, Tseycum Nation, T’Sou-ke Nation, LAUWELNEW Tribal School, and Victoria Native Friendship Centre.

• Creating a Caring Community (CCC) is a series of initiatives that include a welcome celebration, Wellness Week, math and writing tutoring, Talking Circles, and a totem pole project.

• IAHLA Toolkit continues to be a resource to support communities in their current PPSI partnership engagements.

• Mini University Summer Camp, a summer program to acquaint Aboriginal students in Grades 8-10 and Grades 11-12, with opportunities at the university campus and with the range of academic and co-curricular programs available at UVic.

• An analysis was undertaken of the elements of the LE,NONET program that contributed to the success of Aboriginal students. Given the particular effectiveness of the mentorship program, the LE,NONET Mentorship and Financial Aid Coordinator position has received base funding along with two years of institutional programming for delivery of mentorship programming.

• Elders’ Voices continues to expand with base funding supporting the Cultural Protocol Liaison position and Elders’ programming, including Elders in residence (available Mondays through Thursdays, from September through April).

• A website describing Aboriginal activities at UVic provides an overview of academic programs, research programs, student services and links with Aboriginal communities: http://www.uvic.ca/home/about/about/indigenous//index.php

• Aboriginal enrolment is monitored to ensure that access to education is enhanced for this group. Aboriginal student numbers, as determined through self-identification and identification through BC Ministry of Education Personal Education Numbers (PEN), have grown significantly over the past eight years (see Framework targets on number and percent of students who are Aboriginal).

http://www.uvic.ca/home/about/about/indigenous/index.php

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Objective 4.2: Develop high quality academic programs for Aboriginal students and communities that meet their needs. Strategies

• The Masters program in Indigenous Communities Counselling Psychology (ICCP) is offered through the Department of Educational Psychology and Leadership Studies, in partnership with the Office of Indigenous Education. The first cohort had an enrolment of 19 students, all of whom have graduated. A second cohort of 13 students began in January 2014.

• The university’s School of Public Health and Social Policy has developed an emphasis in Aboriginal health.

• The Centre for Indigenous Research and Community-Led Engagement

(CIRCLE), formerly the Centre for Aboriginal Health Research (CAHR), will provide broader support for Indigenous-focused research, faculty and graduate students. New programs will include annual research symposium with keynote talks by Indigenous faculty and students, Indigenous research workshop series for students, an Indigenous ethics and grants database, support for land-based, community-facilitated learning activities and enhanced international partnerships to support collaborative research and education opportunities.

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Objective 4.3: Develop programs in partnership conjunction with First Nations to support and promote educational, cultural, and socially relevant activities. Strategies

• The university’s Masters in Indigenous Language Revitalization began in 2012.Two new faculty positions were created in the department of Linguistics in the Faculty of Humanities and the Indigenous Education Program in the Faculty of Education. Response to this credential from Aboriginal leaders and communities has been extremely positive.

• Our Elders Program developed as part of the Aboriginal Service Plan, links Elders with students, staff and faculty with the goal of integrating Indigenous cultural ways of knowing and being. Includes an Elders-in-residence program and Talking Circles, Culture nights, Community Kitchens, and Feasts.

• Community-based education pilots support community partners and internal departments for CBE projects, such as the Restoration of Natural Systems Program in partnership with UVic Environmental Studies.

• The Gustavson School of Business and Faculty of Law have established the National Consortium for Indigenous Economic Development. This initiative is directed in collaboration with leaders from Indigenous communities, business and government. The program will help to advance and share knowledge of best business practices, economic enablers, and institutional mechanisms to foster Indigenous economic development across the country.

• Canadian Aboriginal Management Program: The Gustavson School of Business Executive Programs, in partnership with TRICORP, provides important training for Canada's AFI's and village band officers. The program offers specialized short courses for participants at varying levels with a flexible format. Each course is four days long, composed of a dynamic combination of intensive study and a one day practicum. The design allows participants to not only learn key skills, but to go out in the community and apply these new skills to make a difference.

Goal 5. Employing our core strengths to benefit our external communities Employing our core strengths to benefit our external communities – locally, regionally, nationally and internationally – and promoting civic engagement and global citizenship Objective 5.1: Develop and support programs of research engagement that are relevant to the concerns and issues locally, nationally and internationally. UVic researchers are engaged in a broad range of relevant research, with world-class research programs in the areas of society and health, genomics and proteomics, global

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change and sustainability, oceans and climate, Indigenous and cultural studies, fine and performing arts, computational modelling, and matter and energy. The university’s researchers have a strong commitment to the full range of knowledge mobilization. In addition to publishing in the most respected peer review journals, they serve on local, provincial, national and international bodies of scientists, engineers, leaders in health care research and delivery, and governmental agencies. They are featured in many public lectures and forums and their work appears regularly in the local, national and international press, validating UVic’s position as one of Canada’s leading comprehensive university and confirming the stature and relevance of our research (uvic.ca/research). Strategies

• The Research Partnerships and Knowledge Mobilization Unit (RPKM) serves as an open door for our researcher to connect with public and private sector partners to address important social, economic, environmental, and cultural challenges. Collaborative research with these partners help UVic to leverage expertise and resources, and can be a key component in producing world class research results that are relevant to the needs of our stakeholders and provide critical benefits to society. The Office of Community-University Engagement (CUE) serves a coordinating role, linking the universities efforts in outreach and engagement with communities though Community Engaged Learning (CEL), Community Engaged Research (CER), Knowledge Mobilization (KM) and being a Good Neighbour (GN).

• By giving high-tech a place to grow, the UVic-owned Vancouver Island Technology Park (VITP) has helped transform Greater Victoria into the second largest technology centre in BC. At VITP, emerging technology companies are linked with local, provincial, national and international resources, fostering an overall environment of collaborative development. Today the 17,744-square metre facility is home to 34 high-tech companies and 1,300 highly-skilled workers who contribute over $317.5 million annually to BC’s economy. With VITP, UVic owns more technology transfer space than any other BC university, making it a key resource for UVic faculty, graduates, co-op students and spin-off companies.

Objective 5.2: Promote the development of a sustainable society through programs of education and research and the stewardship of our own financial and physical resources. In its role as a public institution, the University of Victoria is committed to developing its organizational, human, financial, and physical resources into a high-quality infrastructure needed to achieve its goals. Sustainability is a strategic priority in its 2012 Strategic Plan which states: “Continuing to improve the quality of these resources in a responsible, healthy, accessible, and sustainable fashion is vital to our ongoing success.”

http://www.vitp.ca/

http://www.vitp.ca/

47

Strategies

• UVic regularly monitors and updates its Sustainability Policy and a Sustainability Action Plan (www.uvic.ca/sustainability). The current 5 year Action plan is from 2014-2019 and provides a set of sustainability goals across 11 topic areas. The plan focuses on energy, engagement, transportation, triple bottom line, purchasing, planning, coordination, administration, green buildings and renovations, grounds, dining services, waste reduction and water management.

• The University of Victoria is Canada’s the greenest campus according to The Princeton’s Review’s 2015 guide to sustainable colleges and universities. Only five universities across the country made the list of 353 institutions (mostly in North America)—and UVic was the only Canadian institution awarded a perfect score for its efforts. (https://www.uvic.ca/campusplanning/home/news/current/princeton-review.php)

• The new Campus Bike Centre, LEED Gold buildings, staff and student

sustainability action teams, recycling and composting programs at UVic's including commitment to sustainability has resulted in a gold rating in 2014 in the Sustainability, Tracking, Assessment and Rating System (STARS), administered by the Association for the Advancement of Sustainability in Higher Education (AASHE).

• UVic is one of eleven Canadian universities out of the 55 that have registered to achieve a gold rating under the STARS system, and the first using the updated version 2.0 reporting system. Only 97, or approximately 12%, of the 762 institutions who have registered to use the STARS reporting tool have received a gold rating. A renewed STARS application is scheduled for early 2017.

• Sustainability issues are addressed in a large number of academic courses and

programs. Students in many programs have an opportunity to engage in coursework, fieldwork, and research projects involving aspects environmental and social sustainability.

• The Pacific Institute for Climate Solutions (PICS) is a multi-institution

initiative located at UVic. PICS is well established and brings together top scientists, researchers, governments and the private sector to develop innovative climate change adaptation and mitigation solutions.

• The Centre for Social and Sustainable Innovation was established in the

Gustavson School of Business in 2010. Its mission is to promote sustainability and corporate social responsibility within the School, the university and the broader community.

http://www.uvic.ca/sustainability

https://www.uvic.ca/campusplanning/home/news/current/princeton-review.php

https://www.uvic.ca/campusplanning/home/news/current/princeton-review.php

48

• The university’s commitment to sustainability supports the Capital Regional

District (CRD) Regional Growth Strategy and the associated policies and bylaws of the surrounding municipalities and the Province of B.C.

• Carbon Neutral Action Reporting provides an overview of the university’s

energy and emission reduction performance year over year. Since 2010, this information has benchmarked the university’s reduction strategies against other post-secondary institutions and provided university decision makers with valuable insight.

• The Campus Sustainability Fund accelerates the number of sustainability

projects on campus. The Fund provides one-time funding allocations to projects that focus on energy or water savings, sustainability awareness or learning opportunities. This fund empowers members of the university community to create stakeholder-driven projects and advances leadership in sustainability at the university.

• The Facilities Management Department advances sustainability in operations

through its grounds, capital development, energy manager, and waste reduction units. Individually, these units provide expertise and day to day oversight of the majority of the Sustainability Action Plan goals.

Financial Information For financial information, please see our Audited Financial Statements available on our website at https://www.uvic.ca/vpfo/accounting/resources/financial-statements.php

Performance Measures and Targets

• Attached

https://www.uvic.ca/vpfo/accounting/resources/financial-statements.php

49

Summary The University of Victoria is today ranked among the world’s top research and teaching institutions. Our success is built on the provision of a high-quality education and student experience and research excellence. Our strength continues to be grounded in the quality and accessibility of faculty and staff, the excellence of the university’s programs across a wide range of disciplines, particularly their interdisciplinary and international focus, a commitment to environmental sustainability and stewardship, and the opportunities we offer for civic engagement and experiential learning in every faculty. The University of Victoria is proud and grateful to benefit from significant support in the form of public funding, student tuition and private contributions. We hold ourselves to the highest standards of stewardship of these resources and our audited financial statements are publicly available. To ensure programming of the highest quality for our students, our faculty are evaluated annually, through student’s teaching evaluations as well as by their department chair and dean. Departments are also subject to vigorous external review every five to seven years. Moving forward, our commitment and promise include:

• operating programs as efficiently and effectively as possible to ensure student demand is being met;

• contributing to students’ career success and to government’s vision of a strong economy and secure tomorrow;

• realigning and reallocating programs to ensure responsiveness to student demand and labour market needs;

• collaborating with other public PSE institutions to minimize program overlap and duplication and improve outcomes for students and the public;

• minimizing overheads, consolidating functions and other administrative cost savings to achieve budget targets; and

• working with government on initiatives such as the Common Online Application and changes to the Grade 12 graduation requirements.

2015/16

Assessment

Total student spaces Achieved

Nursing and other allied health

programsExceeded

Number Achieved

Sponsored research funding from all

sources (million $)Achieved

Federal sources (million $)

Provincial sources (million $)

Other sources (million $)

Total Aboriginal student spaces Not assessed

Ministry (AVED)

Industry Training Authority (ITA)

% +/- % +/-

Bachelor degree graduates 94.4% 1.0% ≥ 90% 92.2% 1.1% Achieved

% +/- % +/-

Bachelor degree graduates 95.8% 0.9% ≥ 90% 93.7% 1.0% Achieved

% +/- % +/-

Bachelor degree graduates ≥ 85% 84.4% 1.5% Achieved

% +/- % +/-

Bachelor degree graduates 85.1% 1.8% ≥ 90% 83.0% 1.8% Substantially achieved

% +/- % +/-

Bachelor degree graduates 7.8% 1.3% ≤ 10.5% 9.7% 1.3% Achieved

Continued on the next page...

Student satisfaction with education5

Student assessment of the quality of instruction5

Student assessment of skill development5

Results not

comparable7

Student assessment of usefulness of knowledge and skills in performing job5

Unemployment rate5,6

Aboriginal student spaces4

722 N/A 775

722 775

N/A N/A

$64.9 $71.8

$11.7 $11.0

$18.8 $20.0

Credentials awarded3

4,376 4,366 4,456

Sponsored research funding4

$95.4 ≥ previous year $102.8

Student spaces2

16,594 16,240 16,691

880 745 865

University of Victoria

2015/16 Accountability Framework Performance Measure Results

Performance measure

Reporting year

2014/15 2015/16 2015/16

Actual Target Actual

May 2016 Page 1 of 3

Notes:

N/A - Not applicable1

2

3

4

5

6

7

Target assessment scale

Exceeded

Achieved

Substantially achieved

Not achieved

Not Assessed

90% - 99% of the target

Less than 90% of the target

Survey results with less than 20 respondents or a margin of error of 10% or greater,

descriptive measures, and measures without targets

Results from the 2014/15 reporting year are based on 2014 survey data; results from the 2015/16 reporting year are based on

2015 survey data. For all survey results, if the result plus or minus the margin of error includes the target, the measure is

assessed as achieved. In all cases, the survey result and the margin of error are used to determine the target assessment.

Survey results are not assessed if the number of respondents is less than 20 or the margin of error is greater than 10%.

Target is the unemployment rate for those aged 18 to 29 with high school credentials or less for the province.

In 2015 the wording of the skills develompent questions changed. Until 2014, respondents were asked to indicate the "extent to

which their in-school training provided them with opportunitites to develop various professional skills" and used a five-point scale.

in 2015, respondents were asked "how helpful their program was at developing a number of professional skills" and used a four-

point scale.

Description

110% or more of the target

100% - 109% of the target

TBD - for measures where results are still to be received, the fields have been labelled as "To Be Determined".

Please consult the 2015/16 Standards Manual for a current description of each measure. See

http://www.aved.gov.bc.ca/framework/docs/standards_manual.pdf

Results from the 2014/15 reporting year are based on data from the 2014/15 fiscal year; results from the 2015/16 reporting year

are based on data from the 2015/16 fiscal year. Excludes Industry Training Authority student spaces.

Annual performance is measured using a rolling three-year average of the most recent fiscal years, e.g., the results for the

2015/16 reporting year are a three-year average of the 2012/13, 2013/14, and 2014/15 fiscal years.

Results from the 2014/15 reporting year are based on data from the 2013/14 fiscal year; results from the 2015/16 reporting period

are based on data from the 2014/15 fiscal year.


2015/16

Assessment

% +/- % +/-

Skill development (avg. %) 84.8% 1.5% ≥ 85% 84.4% 1.5% Achieved

Written communication 84.0% 1.6% 83.7% 1.5%

Oral communication 80.6% 1.7% 79.2% 1.7%

Group collaboration 79.1% 1.8% 79.0% 1.7%

Critical analysis 92.8% 1.1% 92.5% 1.1%

Problem resolution 79.8% 1.8% 78.0% 1.7%

Learn on your own 89.6% 1.3% 89.3% 1.3%

Reading and comprehension 87.5% 1.4% 89.1% 1.3%

Bachelor degree graduates' assessment of skill development

Performance measure

Reporting year

2014/15 2015/16 2015/16

Actual Target Actual

APPENDIX

University of Victoria2015/16 Accountability Framework Performance Measure Results


June 2016

Performance measure 2016/17 2017/18 2018/19

Total student spaces 16,240 16,240 TBD

Nursing and other allied health programs 745 745 TBD

Number 4,449 TBD TBD

Baccalaureate graduates




Baccalaureate graduates 10.8%

Funding from all sources (million $) $102.8M

Unemployment rate

≤ unemployment rate for individuals with high school

credentials or less

Sponsored research funding

≥ previous year

Student assessment of the quality of instruction

≥ 90%Students' assessment of skill development (average %)

≥ 85%Student assessment of usefulness of knowledge and skills in performing job

≥ 90%

University of Victoria

Accountability Framework Performance Targets: 2016/17 to 2018/19

Student spaces

Credentials awarded

Student satisfaction with education

≥ 90%

Document #BOG--Jun27/16-16


FOR ADVICE

June 13, 2016


From: Valerie S. Kuehne, Vice-President Academic and Provost

cc: President and Vice-Chancellor Meeting Date: June 27, 2016 Subject: Working Group on Sexualized Violence Programs and Policy Development

Basis for Jurisdiction: University Act, section 27

Procedures of the Board of Governors, section 8

Strategic Relevance: The University of Victoria (UVic) is committed to providing our

students, faculty and staff with a safe, healthy, supportive, and respectful environment in which to

live, work, and learn. Sexualized violence is a significant issue both on our campus and in the

wider community and members of UVic have an important role to play as leaders, educators,

students, and community partners in addressing issues of sexualized violence.

Objective #1 in the Strategic Plan is “To be a diverse, welcoming learning community, with a

demonstrated commitment to equity and fairness” and to “actively promote and communicate

coordinated practices of inclusion, respect, wellness, accessibility, safety and accommodation as

the foundations of a healthy university community.”

For the Board’s Consideration: Do you have any questions about process or information,

advice or insights for the Vice-President Academic and Provost or the Working group as it embarks on this initiative? Previous Consultation: At the previous Board of Governors meeting (May 30, 2016), Vice-President Academic and Provost, Valerie Kuehne provided a verbal update on the initiative. Background: While UVic has policies, programs, and resources that include education and prevention, support for survivors and those who have experienced sexualized violence, and the investigation of sexualized violence, it does not have a single policy on this issue. This initiative will strengthen UVic's current approach through a review of the university's own policies and procedures, widespread consultation, and a consideration of best practices and policies at other institutions. President Cassels convened a team of university community members to form the Working Group on Sexualized Violence Programs and Policy Development. He set out, in the initiative’s terms of reference, the scope and mandate of the program of work, the Working Group membership and expectations in a clear timeline. The Working Group’s first meeting was held on May 05, 2016. Since that first meeting, the Working Group and the Research and Consultation Subcommittee have been meeting bi-weekly. Under the leadership of the Vice-President Academic and Provost, the Working Group is committed to an open and transparent process. The initiative’s website is updated regularly to ensure that information is shared with the community; please see http://www.uvic.ca/info/sexualizedviolencepolicy/index.php. Objectives: The mandate of the Working Group includes students, staff, and faculty and outputs will include:

1. A clear campus-wide policy on sexualized violence that can be consistently applied;

2. Recommended changes to UVic’s existing policies, programs, and procedures

related to sexualized violence, including education, prevention, response (support,

investigation, etc.), and data collection and reporting;

3. The alignment of all UVic policies related to sexualized violence;

4. Identified new program and response initiatives designed to provide enhanced

supports to survivors and/or those who have experienced sexualized violence, to

educate all members of the campus community about sexualized violence, and to

build a culture of consent on campus.

Organizational Chart: The Working Group, chaired by Annalee Lepp, chair of the Department of Gender Studies has two subcommittees, a Consultation and Research Subcommittee, and a Technical Policy Subcommittee. Vice-President Academic and Provost Valerie Kuehne is the project lead and holds

http://www.uvic.ca/info/sexualizedviolencepolicy/index.php

responsibility for keeping the initiative on track and ensuring the Working Group is meeting its objectives.

Process: Guiding Principles The work that the Working Group has been charged with will, at times, be personally challenging and emotional. Recognizing too that there may be differing perspectives held by Working Group members during their deliberations and acknowledging that there may be differing perspectives held by Working Group members and consultation participants, the Working Group, as its first undertaking, developed and agreed on a series of principles that would guide and inform their work in both contexts. Principles cover such areas as “solutions focused,” “diversity,” “respectful dialogue,” and “commitment.” Research Plan The Working Group developed a research plan that outlines areas needing further research in order for the Working Group to make informed policy statements on preventing and responding to sexualized violence. The group’s first priority is to conduct research on relevant definitions and best practices from other institutions.

It is also the responsibility of the Working Group to educate itself about forms of support for both those who have experienced sexualized violence and those against whom allegations have been made and current practices for generating positive cultural change in the areas of sexualized behavior, sexualized violence and consent. To facilitate the education process, the Working Group invited experts from the Victoria Sexual Assault Centre and the Ending Violence Association of British Columbia to participate in an education symposium for Working Group members. The symposium also included presentations from an on-campus survivor’s group and an on-campus peer support group. The symposium took place on the afternoon of June 16th and members of the Working Group spent the afternoon engaged in deep and meaningful discussion on the issue. Consistency across the institutional policy portfolio is another important area of concern; the new policy must be consistent with other university policies such as the policy on Resolution of Non-Academic Misconduct Allegations, the Discrimination and Harassment Policy, and the policy on Violence and Threatening Behaviour. These existing policies will also need redrafting in order to fit with the new policy on Sexualized Violence Prevention and Response. Comparing the above three policies, identifying gaps and inconsistencies, and identifying changes that need to be made to them is an ongoing task, as well as a research priority. Consultation Plan The Consultation and Research Subcommittee recommended a phased approach to consultations that builds on findings on an ongoing basis to formulate increasingly specific and informed questions as the consultations progress. The first phase will focus on the key stakeholders (both on and off campus) identified in a stakeholder mapping project. The majority of these key stakeholders (55 in total at this point) were contacted the week of June 13th and invited to answer a series of open-ended and broad-based questions either in in-person meetings or through written submissions. The initial findings from these consultations will form the bulk of the interim report, due in mid-September. Building on the responses received during the early consultations and the findings of our various research projects, in the Fall, we will be in a position to begin to ask the university some focused questions that specifically pertain to the policy and program recommendations. Outcomes: The Working Group is mandated to make recommendations to the Vice-President Academic and Provost and the President on policy, practices and programs, including interim measures. At the culmination of the project, or by May 2017, the Working Group will have made recommendations on all of the following outcomes:

• A draft policy on sexualized violence, for recommendation to the Board of Governors.

• Recommendations for an implementation plan to ensure that the policy informs and guides

university practices.

• Recommendations for other policy revisions to ensure that all related policies are

appropriately aligned.

• Inventory, analyze and recommend enhancements to related programs, services, and

resources.

The President has the authority to recommend new and revised policies to the Board of Governors for approval and aims to do so by the May 2017 Board meetings.

Planned Further Action: Over the summer months, the Working Group and the Consultation and Research Subcommittee will continue to meet bi-weekly and members of both groups will continue to meet with consultation participants and receive consultation input. The Technical Policy Subcommittee will begin meeting in late August. The core administrative team will continue to support the committees in meeting the ambitious timeline set out below. Timeline:

• March 2016 – President Jamie Cassels launches a policy review process;

• April 2016 – Terms of Reference published and committees established;

• May to August 2016 – First Consultation Cycle;

• June 2016 – Consultation team starts consultation and research;

• June 2016 – Update to the Board of Governors;

• September/October 2016 – Release of interim report to campus community;

• September/October 2016 to December 2016 – Second consultation cycle with

continued opportunities for input, and start of policy development;

• October 2016—Update to Senate;

• November 2016 – Update to the Board of Governors;

• January 2017 – Draft of policy completed and released for feedback;

• February 2017 to early April 2017 – Third consultation cycle with feedback sought on

draft policy;

• April 2017 – Drafting of final policy;

• Spring 2017 – Policy presented to Board of Governors for approval.

http://www.uvic.ca/info/sexualizedviolencepolicy/about/terms-reference/index.php


1


To: OPERATIONS AND FACILITIES COMMITTEE

From: VICE-PRESIDENT FINANCE AND OPERATIONS cc: President and Vice-Chancellor Meeting Date: June 27, 2016 Subject: Approval of the Program of Requirements and the Schematic Design –

District Energy Plant Basis for Jurisdiction: Committee’s Terms of Reference

Strategic Relevance: Objective 36: To manage and protect our human, financial, physical and information resources in a responsible and sustainable fashion. Recommendations: THAT the Operations and Facilities Committee recommend to the Board of Governors that the Board of Governors approve the program of requirements for the District Energy Plant; THAT the Operations and Facilities Committee recommend to the Board of Governors that the Board of Governors approve the schematic design for the District Energy Plan; and THAT the Operations and Facilities Committee recommend to the Board of Governors that the Board of Governors authorize the Vice President Finance and Operations to award construction contracts up to the project budget of $19.79M, subject to funding from the federal Strategic Investment Fund.

FOR DECISION


2

Background: The 2015–16 Five Year Capital Plan provides for a Boiler Replacement project as one item under the major campus replacement and rehabilitation category of projects. The district heating system for the campus is comprised of a loop, serviced by three natural gas-fired central boiler plants, that provides space heating and domestic hot water to 32 buildings. The operating plants are located in the Engineering Lab Wing (ELW), the McKinnon building and Cadboro Commons building. A fourth plant in the Clearihue building is decommissioned. The plants are near the end of their operational life and are in need of replacement or refurbishment. The Facilities Management Department (FMGT) retained a consultant team headed by FVB Energy Inc. to provide engineering services for the Campus District Heating System Upgrades and Boiler Replacement project. The purpose of the project was to provide for new boilers with suitable redundancy and ability to accommodate future load growth, in order to ensure the long term reliable and cost effective operation of the district energy system. Their study objectives focused on the replacement of needed boilers in the system, the achievement of 10% energy savings and allowing for the possible integration of alternative or renewable energy sources into the system in the future. In February 2016, FVB completed a District Energy System Review Report. It assessed the district heating system and outlined a conceptual design of the recommended upgrades and boiler replacements. The consultants considered multiple options to meet the project’s objectives in conjunction with the UVic Technical Committee. The Report examined the benefits and drawbacks of each option and recommended that a new energy centre plant be located in Parking Lot 6 on the west side of campus. It provides flexibility for future expansion and the potential connection to the three buildings in the Arts section of campus, outside of Ring Road, that are not currently part of the district energy loop. Vehicle access to Parking Lot 6 is available from Gordon Head Road. District Energy Plant site


3

The specific building site is consistent with the campus plan and is bordered on the west and south sides by forest that is designated in the Campus Plan as protected natural area. Future building expansion to the east side could also be considered, should there be opportunities for renewable energy fuel sources to be incorporated into the system in the future. District Energy Plant Site within Parking Lot no. 6

Program of Requirements FVB Energy Inc., along with their architect consultants, Dialog Design, worked closely with the FMGT Technical Committee to prepare a Program of Requirements for the project. Three major boilers and related process spaces, with pumps, tanks, emission stacks and pipes, comprise the main elements of the building. FMGT operational staff will service the equipment on an ongoing basis, but no dedicated office space is needed within the facility. The exterior service area includes a diesel fuel tank and an emergency generator. The consultant’s report references the space allocations for a 518 m2 (5577 ft.2) one-storey building with the following graphic.


4

Functional Program


5

The various space descriptions, allocations and relationships developed by the consultants for the building have been validated through the project planning process and in close consultations with the FMGT Technical Committee. Schematic Design The consultants have prepared initial building design drawing concepts and options in consultation with FMGT. Planning has also been initiated to provide for the building to achieve the Leadership in Energy and Environmental Design (LEED) gold rating. Various schematic designs for the building were considered with options that included different roof profiles and exterior treatments. The extensive use of glass that puts the machinery on display towards the more public north and east elevations was a common design element, along with an interest to avoid a plain industrial type building look. Ideas for massing and roof elevations included consideration of the Phoenix Theatre fly tower and the pyramidal shape of the Inter-Faith Chapel. The key elements of the recommended schematic design are outlined in the rendering below which provides a view of the building from the parking lot and the entrance to Finnerty Gardens. Rendering - Building Profile (north east elevation)

The building features and design notes include:

• Single volume, roof sloping up to the north east public face, and descending towards the forest

• Massing is inspired by the pyramidal shape of the Inter-Faith Chapel roof

• Exterior walls at the north and east are recessed and clad in wood that reflect the internal wood structure of the building


6

• The wood insets create spaces that are protected by overhangs providing points of entry and loading

• Glazed “jewel box” appearance emerges from the north-east corner showcasing the boiler machinery

• The curtainwall allows for easy access for replacement of the boilers or major parts if needed in the future

• Boiler stacks are located outside the building on the west side but cut through the roof overhang. A screen could provide space for public art of a vertical landscape element.

• Natural ventilation is enhanced by the roof plane that allows heat to be vented through high louvers

• Glazing is ideal for providing natural lighting for the building

• The glazed corner enclosure would be a prominent lantern feature at night

• Rainwater from the roof funnels to one point, then is directed into a stone rain garden wrapping the east and north sides of the building, adjacent to the forested area.

North West elevation


7

South East elevation

Project development approvals from the District of Oak Bay will ultimately be required. Items to be addressed include parking and landscaping. An older large arbutus tree will need to be removed. A tree replacement plan will be prepared to meet UVic’s and the District’s requirements, along with other servicing, landscaping and storm water management items. As project development progresses there will be a need to keep members of the campus community and other interested parties up to date on the project. Its location and use of existing parking spaces will impact the activities and users of the west side of the campus. The engagement processes undertaken will meet the university’s frameworks for consultation with the campus, neighbours and the broader public. Conclusion: Completion of the program of requirements and the schematic design for the new District Energy Plant building represent key steps in the overall project planning process. The program and design have given attention to the Plant’s functional requirements to provide for the university’s heating needs into the future, along with aesthetic considerations given its location on a site within one of the major parking lots in the south west side of the campus. Next Steps:

• Await confirmation of funding from the SIF program

• If funding is received : o complete full design development and tender ready documents; and o Tender contracts and proceed to construction if within budget.

• If funding not received, re-assess funding options for the project. This may also include considering phasing of the project.


1


FOR INFORMATION

To: FINANCE COMMITTEE From: VICE-PRESIDENT FINANCE AND OPERATIONS

cc: President and Vice-Chancellor Meeting Date: June 27, 2016 Subject: 2015/16 YEAR END MANAGEMENT STATEMENTS AND BUDGET REVIEW

Basis for Jurisdiction: University Act 27 (1)

Background: As required, the university’s audited financial statements are prepared in accordance with Public Sector Accounting Standards supplemented with regulations 257/2010 and 198/2011 issued by the Province of BC Treasury Board. The presentation of these statements is similar to those found in the public sector and therefore focuses on a government’s ability to meet financial obligations, maintain the level and quality of services and determine future tax and other revenue requirements. While this information may be useful for external reporting purposes it does not reflect well the financial results of the university from a management perspective, as the university manages its operations on a fund accounting basis. This approach is consistent with how other universities manage their resources as the focus is on the stewardship of resources through ensuring that restricted grants and donations and other contributions are spent only for the purposes intended.

Given the above, the university annually produces fund accounting statements and schedules along with management commentary on the results. The purpose of this report is to provide management and the board information to assess operating results and performance against budget (operating fund and ancillary fund).


2

Fund Accounting Statement Highlights Balance Sheet (Statement 1) The university ended the year with total assets of $1.8B, a decrease of $3.0M from the prior year. Over the same period liabilities decreased by $6.2M, fund balances decreased by $10.7M and equity in plant grew by $13.8M. Further information on balance sheet results can be found on pages 2 and 3 of the attached report. Appropriated Expendable Funds (Statement 2) At year end appropriated expendable funds (reserves) totaled $83.7M comprised of the following: General Operating Reserves - $128.1M During the year general operating reserves decreased by $714,000 to $128.1M made up of the following:

• $47.1M (37%) for capital projects (deferred maintenance, and classroom and labs improvements) and for equipment replacement;

• $8.9M represents reserve funds for insurance, utilities and library; and

• $72.1M is department and institutional carry forward funds. The decrease in reserves is mainly comprised of:

• $2.3M reduction in equipment reserves due to replacement spending;

• $3.3M reduction in the capital reserve due to spending on capital projects (e.g. continuing studies addition and renovation); and

• $2.3M increase in library

• $2.6M increase in carry forward reserves. Within the carry forward category, a significant portion of these funds are required to meet employee obligations (19% or $13.6M) or research support commitments (20% or $14.1M) and another 5% is externally targeted funding for the Island Medical Program which can’t be reallocated. Further details can be found at pages 3-6 of the attached report. Ancillary Reserves - $9.8M These reserves are capital reserves for ancillary operations as follows:

• Residences services - $5.4M

• Parking services - $2.3M

• Bookstore - $1.5M

• Childcare - $0.02M

• Heritage realty - $0.5M Capital Advances – ($54.1)M These are amounts internally loaned for capital projects such as prior residence expansion and CARSA. These loans will be repaid through future revenue streams.


3

General Operating Fund results (Schedules A and F-J) Revenue in the general operating fund exceeded expenditures by $11.8M for 2016. This result is consistent with prior years and largely expected as excess funds are required to fund future capital (building and equipment replacement) and/ or to cover unfilled commitments such as employee obligations (Pro D). $12.5M of this surplus was transferred to other funds to cover capital or other projects costs and $0.7M was drawn from appropriated reserves as noted above. On a budget basis, there was a positive variance of $21.4M comprised of $9.9M in revenue and $11.5M in expenditures. Revenue exceeded plan as a result of $4.5M in additional tuition mainly due to greater than planned growth in undergraduate international students. The remainder of the additional revenue resulted mostly from $3.9M in additional departmental revenue compared to budget. Department revenue is comprised of external funding such as donations, grants, non-credit tuition etc. and as such is not consistent year to year making it difficult for departments to predict or rely on for on-going expenditures (i.e., to budget for). With respect to expenditures, the positive variance of $11.5M is largely a result of planned allocations to equipment or other reserves of $4.1M, positive variances in central budgets such as benefits and other centrally allocated accounts, utilities variance of $1.0M due to favourable weather, prices and optimization programs, vacant positions in departments and allocations for international enrolment which could not be fully expended in the year. The favourable variance in benefits results from vacancies and mid-year rate increases which are budgeted for the whole year. Further detail can be found on page 8 (Schedule A) and 14-19 (Schedules F-J). Ancillary (Schedules B, K-N) All ancillary operations, except Food Services, had sufficient revenues to cover expenditures for the year with the bookstore, residences and parking each contributing to their capital reserves. Specific details on these results as well as key performance indicators for these operations can be found on pages 10-11 (Schedule B), and pages 20-29 (Schedules K-O). Specific Purpose (Schedule C) Specific purpose expenditures exceeded revenues by $3.6M and the fund balance decreased by $12.1M mainly as a result of modest investment returns in the University of Victoria Foundation being exceeded by disbursements this year. Sponsored Research (Schedule D) Sponsored research revenue was exceeded by expenditures by $9.7M year over year and revenues decreased by $3.6M. Capital (Schedule E) Expenditures in the capital fund decreased in 2016 as construction of CARSA was complete. The completion of this project was the main factor resulting in decreased expenditures of $17.5M. Attachments: -Financial Results and Analysis for the Year Ended March 31, 2016 on a Fund Accounting Basis -Consolidated Fund Accounting Financial Statements and Schedules for the University of Victoria – Year ended March 31, 2016 with comparative information for the year ended March 31, 2015.

Financial Results and Analysis for the Year Ended March 31, 2016 on a Fund Accounting Basis

Presentation of Management Information To enhance accountability, budgetary control and stewardship of resources, the university maintains separate funds of assets, liabilities, revenues and expenditures for its many activities. Fund accounting is used by the university for its operating budget allocations and to ensure that restricted grants, donations and other contributions are spent only for the purposes intended. These funds are grouped as General Operating, Ancillary Enterprises, Specific Purposes, Sponsored Research, Capital and Endowment funds and are defined as follows:

• The General Operating Fund reports revenue and expense related to the general operations of the university.

• The Ancillary Enterprises Fund reports revenue and expense related to service operations that are expected to function on a self-supporting basis. These operations comprise the bookstore, food services, student residences, parking services, child care services, donated property rental, hotel and brew-pub operations, and the Vancouver Island Technology Park.

• The Specific Purposes Fund accounts for revenue and expense relating to contract services, special projects and endowment funds.

• The Sponsored Research Fund accounts for monies designated for the support of research.

• The Capital Fund accounts for monies designated for the acquisition of capital assets and major renovations. Where monies designated for capital use are received as part of the resources for general operations, ancillary enterprises, specific purposes and sponsored research activities - generally for equipment, furnishings, computer equipment and library holdings - the revenue and expense related to those assets are accounted for in those respective funds.

• The Endowment assets, held as invested principal, comprise the accumulation of endowment contributions and the portion of investment income that is required by the donors and the Foundation Board to be added to the fund to offset the eroding effect of inflation.

The university conducts certain activities through related entities. These financial statements consolidate the accounts of six wholly owned subsidiaries of the university:

• UVic Industry Partnerships (formerly University of Victoria Innovation and Development Corporation) which assists with intellectual property management and commercialization of research discoveries.

• University of Victoria Properties Investments Inc. which manages the university’s real estate holdings including the Vancouver Island Technology Park Trust.

• Ocean Networks Canada Society which manages the university’s VENUS and NEPTUNE ocean observatories.

• Pacific Climate Impacts Consortium which stimulates collaboration to produce climate information for education, policy and decision making.

• Byron Price and Associates Ltd. which holds land in North Saanich.

• Gustavson School of Business Executive Education Inc. which provides executive education and other non-credit education.

The financial statements consolidate the accounts of the University of Victoria Long Term Disability Trust (LTD Trust) which administers an employee benefit plan on behalf of the university’s faculty and administrative professional staff.

The financial statements also consolidate the accounts of related not-for-profit organizations whose activities benefit the University:

• University of Victoria Foundation, the Foundation for the University of Victoria, and the U.S. Foundation for the University of Victoria which encourage financial support of the University and administer the University’s endowment funds.

The operations of University of Victoria Properties Investments Inc. are reported in Schedule B as Ancillary Enterprises, Ocean Networks Canada Society and the Pacific Climate Impacts Consortium are reported as Sponsored Research, while the operations of the other five entities are reported as Specific Purposes.

The financial statements proportionately consolidate the accounts of the following joint ventures:

• Tri-Universities Meson Facility (TRIUMF) which operates a research facility for sub-atomic physics located at the University of British Columbia. The financial statements include the University’s 8.33% interest.

• Western Canadian Universities Marine Sciences Society (WCUMSS) which operates a marine research facility at Bamfield on the west coast of Vancouver Island. The financial statements include the University’s 20% interest.

The financial statements include the accounts of the University’s two profit-oriented subsidiaries using the equity method of accounting:

• Heritage Realty Properties Ltd. which manages the property rental and downtown hotel and brew-pub operation donated by the late Michael C. Williams.

• Vancouver Island Technology Park Trust which provides leased space to technology companies on Vancouver Island.

Balance Sheet – Statement 1 A key feature of fund accounting is that plant or capital assets are recorded on the balance sheet without amortization, unlike the accounting treatment within the external audited financial statements. Treatment within fund accounting is to record, at original cost, buildings, land and site development until disposal while equipment and furnishings are written off after 8 years.

Key balance sheet highlights are as follows:

• Total assets decreased by $3.0M while liabilities decreased by $6.2M. Fund balances decreased by $10.7M and equity in plant assets grew by $13.8M.

• Endowment investments are recorded at fair value and have decreased by $3.8M to $394.5M. The $3.8M decrease is made up as follows:

Donations $7.1M Investment income 6.0M Disbursements (fees and awards) (16.0)M Changes in receivables/payables (0.9)M

($3.8M)

• Capital assets increased by $11.8M with increases in buildings of $30.8M and library holdings by $3.8M. The largest single increase in buildings ($8.5M) was related to the Continuing Studies addition. Increases in buildings and library holdings were offset by equipment and furnishings write offs that exceeded acquisitions by $23M.

• Long term debt decreased by $1.9M resulting from regularly scheduled debt payments.

• Funds held for employee future benefits, excluding any unfunded portion, increased by $0.7M to $23.8M and are made up as follows:

2016 2015 Vested sick leave benefits $3.1M $3.2M Supplemental pension obligations 6.2M 6.2M Group life insurance 1.5M 1.5M LTD liability 13.0M 12.2M

$23.8M $23.1M

• Endowment principal funds, held primarily in the UVic Foundation, increased by $10.3M due to external donations of $6.6M, UVic transfers of $132K and capitalized investment income of $3.6M.

• Equity in plant assets increased by $13.8M due to capital additions of $57.1M and debt repayment of $2.0M less $45.3M of equipment, furnishings and library holdings written off.

Statement of Appropriated Expendable Balances – Statement 2

For over 30 years, departments have been asked to save (i.e., to appropriate) from their annual operating budgets sufficient funds in order to invest inquipment such as computers, vehicles, scientific and other equipment. Interest is paid on equipment reserve balances in order to encourage savings and during the year the interest allocated was at 1.0%. Statement 2 summarizes these replacement appropriations. The university also has a carry forward policy whereby departments who do not spend all of their General Operating Fund allocation in a year have it appropriated at the Faculty or department level for spending in future years. These two policies permit departments to plan for new projects, restructuring, and equipment needs over a longer timeframe. Should a department incur a deficit in a fiscal year, that deficit becomes a first charge on its operating budget for the following year. Unspent carry forward balances are categorized according to how departments plan to use these balances in the future. Statement 2 reflects these departmental allocations. The university expects that the provincial operating grant and tuition fees will not subsidize ancillary operations and, as such, each ancillary enterprise must budget to break even, including a provision for periodic renovation, replacement and expansion of its facilities. As such, there are appropriated funds from ancillary operations in order to be able to invest in equipment replacement and capital improvements. Due to restrictions in the ability of the university to borrow externally, appropriated fund balances are used on a temporary basis to fund capital projects that will generate future revenues from which to repay the internal loan (e.g., residences). Total appropriated expendable funds were as follows:

(in millions of dollars) 2015 2015

General operating 128.1 128.8

Ancillary enterprises 9.8 10.4

Less loans for Capital (54.1) (54.5) Total 83.8 84.7

The following charts show the distribution of the appropriated funds (reserves) within the major categories of: capital, equipment, carry forward1, library prepaid and insurance. It also shows how these reserves have changed over time.

1 This category includes program development and operation support, research support, student assistance and financial aid, employee obligations, training

and support, other commitments, and contingency. The externally funded Island Medical Program has been allotted its own category.

As shown in the table above, total operating fund appropriations decreased by $0.7M in 2016. This is the result of decreases within the Equipment ($2.3M), Capital and Renovation Projects ($3.3), Information Technology and Technical Support ($1.1M) and Employee Obligations ($1.6M), Other Commitments ($1.9M) and Externally Funded Island Medical Program ($0.7M). However these decreases were offset by other categories, including increases in funds set aside for Program Development and Operation Support ($4.0M), Research Support ($2.0M), Contingency ($1.9M), Insurance and Utilities ($1.6M) and Library Prepaid Expenses ($0.7M). The following chart summarizes the intended use of the carry forward balances of $72.0M (including Island Medical Program):

The largest allocation or 24% is for program development and operational support while employee obligations including accumulated professional development, leave and other contractual commitments represent 19%. Research support is 20% of the total and is generally made up of commitments to individual faculty for research start-up, travel grants, etc. Another category of note is the Island Medical Program. This represents 5% and is not available for reallocation as it is externally targeted, specific funding. The Ancillary appropriated fund balance of $9.8M is made up of reserves as shown in the following chart:

Unappropriated Expendable Funds – Statement 3 Total revenue across all five funds decreased by $35.5M to $531.2M, representing a decrease of 6.3% while total expenditures decreased by $2.2M to $548.4M representing a 0.4% decrease. On a total fund basis, total expenditures of $548.4M exceeded revenues of $531.2M by $17.3M. After transferring $3.7M to endowment principal and adding $0.9M from appropriated reserves, total unappropriated expendable fund balances decreased by $20.0M. This decrease is primarily in the Specific Purpose fund related to endowment spending in excess of lower investment returns in the UVic Foundation. Each of the fund balances will be discussed subsequently in this report.

Bookstore $1,354

14%

Residences $4,806

49%

Parking Services $3,122

32%

Heritage Realty $530 5%

Ancillary Fund

Total revenue and expenditures are broken down by fund as follows:

General Operating $326,073

60%

Ancillary Operations

$47,280 9%

Specific Purpose $42,185

8%

Sponsored Research $118,638

22%

Capital $6,180

1%

Total Revenue by Fund (in 000s)

General Operating $314,152

61%

Ancillary Operations

$44,117 8%

Specific Purpose $21,942

4%

Sponsored Research $121,586

24%

Capital $13,954

3%

Total Expenditures by Fund (in 000s)

General Operating Fund (GOF) – Schedule A The General Operating Fund represents 60% of the university’s activities. Total General Operating revenues and expenditures are made up as

follows:

Total revenue in the General Operating Fund increased by $6.7M (1.9%) and total expenditures increased by $8.8M (2.6%). Government grants and tuition accounted for 89% of revenue while compensation costs (i.e., salary and benefits) accounted for 82% of total expenses.

While revenue exceeded expenditures by $11.8M, $12.5M was transferred to the other funds to cover the costs of commitments to a variety of capital and other projects and a net of $0.7M was transferred from appropriated reserves bringing the General Operating fund balance to zero, which is consistent with past practice. The net excess of revenue over expenditures of $11.8M represents 3.3% of total revenue compared to $13.8M and 4.0% of total revenue for the year ended March 31, 2015. The excess revenue results from circumstances that are difficult to predict (for example, vacancies and enrolment levels) and planned surpluses to ensure that there are sufficient funds to invest in, for example, equipment and major capital.

The university’s provincial operating grant was $172.8M which was reduced $0.4M or 0.2% from the previous year. Other government grants include $6.4M from the federal government, the majority of which is the research support fund grant (previously called federal indirect cost of research) and $7.3M of other government grants representing funding from the University of BC specifically for the Island Medical Program. Credit tuition increased by $9.5M made up of $2.1M for domestic student fees reflecting the 2% increase in tuition fees (the maximum allowed by the Province of BC) and $7.4M of international student fees reflecting growth in enrolment of international students that have fees higher than the domestic rate of tuition.

Non-credit tuition decreased by $1.9M due to reduced enrolments in Continuing Studies.

Investment income decreased by $2.0M due to lower returns on investments. The return on the university’s working capital was 1.6% compared to last year’s return of 2.8%.

The short term Investments of the portfolio are invested in Guaranteed

Investment Certificates (GICs) all with terms to maturity under 1 year.

The long term investments of the working capital portfolio are

professionally managed by Phillips Hager and North (PH&N). This year

the PH&N Mortgage Pension Trust was introduced and replaced the

PH&N Bond Fund. The working capital portfolio provides daily liquidity

along with enhanced returns from investments with a longer duration.

The investments are as shown in the working capital portfolio chart.

During the year, the University temporarily invested short term

investments in the Province’s Central Deposit Program.

Academic salaries increased by $1.9M reflecting progression through the ranks and Economic Stability dividend increase. Support staff salaries increased by $4.6M with progression and Economic Stability Dividend increases for Professional Employees Association staff, limited progression for Management Exempt staff due to the impact of the Provincial Executive Compensation wage freeze, and settlement of collective agreements with CUPE local 915 and local 917. Employee benefits increased by $1.5M due to the higher salaries.

Ancillary Enterprises Fund – Schedule B An ancillary operation is a department that is required to be financially self-sufficient. That is, each operation must generate sufficient revenue to not only cover its annual operating costs, including any compensation changes, but also provide adequate funding to address building maintenance or renovation requirements as well as capital expansion needs. Schedule B (page 34) of the attached fund accounting schedules show the financial results of university ancillary operations both on and off campus. Off-campus Business Enterprises include the operations of the Broad Street commercial/residential rental properties owned by the university and the property rental and hotel operations owned by Heritage Realty Properties Ltd., both accounted for using the equity method of accounting. The hotel operations and rental properties, received as part of the Michael C. Williams’ estate, provide a large and sustainable

cash flow to the university. During the year $1.0M was provided by Heritage Realty to the university to support initiatives consistent with the wishes of the donor. Off-campus Business Enterprises also include the Vancouver Island Technology Park Trust, accounted for using the equity method of accounting, and the operations of the University of Victoria Properties Investments Inc. The University of Victoria Properties Investments Inc. acts as trustee for the Trust and also manages the Marine Technology Centre owned by the university. The Vancouver Island Technology Park provides a range of commercial space for external high-tech companies and some UVic research and teaching activities. The Trust is intended to be self-funding with a return on investment provided to the university. During the year $770K was provided by VITP Trust to support university priorities. The results of the on campus ancillary operations including the bookstore, housing food and conference services, parking and child care are summarized in the Ancillary Budget – Schedules K through O (pages 44-48).

Specific Purposes Fund – Schedule C The Specific Purposes Fund includes the expendable funds of the University of Victoria Foundation, the Foundation for the University of Victoria and the U.S. Foundation for the University of Victoria. It also includes the revenues and expenses of the LTD Trust as well as UVic Industry Partnerships. Overall, expenditures exceeded revenue by $3.6M. A total of $8.5M was transferred out, with the majority added to endowment principal to protect against the eroding effects of inflation, and to Sponsored Research to provide funding to certain research centers who receive their funding from endowments. The Specific Purpose fund balance decreased by $12.1M to $77.6M, of which $61M represents the portion of funds within the UVic Foundation, referred to as the expendable fund, that is available to be expended in accordance with the terms of the endowment at any time. Other highlights include:

• Investment income decreased by $43.8M, primarily within the UVic Foundation, following a very good year in 2014/15. Most endowment funds benefiting the university and its students are held by the University of Victoria Foundation. The Foundation’s investments experienced a very modest return this year with investment income of $6M representing a 0.8% return for the year ended March 31. With the receipt of $7.1M of endowment contributions less disbursements of $16M, the total market value of the UVic Foundation endowment fund decreased from $394M to $391M, comprised of $330M of principal and $61M of expendable funds.

The Foundation’s investments are managed by professional investment counsel with separate managers for Canadian equity and Canadian fixed income mandates, global equity mandates split evenly between two managers, a real estate manager and an infrastructure manager. The Foundation’s investment policy provides for a target asset mix of 25% fixed income, 25% Canadian equities, 30% global equities, 10% real estate and 10% infrastructure. External investment consultants assist the Foundation’s Board in monitoring performance and considering an appropriate asset mix. The Foundation’s endowment management policy follows a “total-return” approach with awards based on 4.0% of the December 31 inflation adjusted balance of the funds principal with an additional 0.5% available for funds with a market value in excess of 108% of inflation adjusted principal. In most years, an amount is capitalized to the principal of each endowment to protect against the eroding effects of inflation and for this year the amount added to the principal for this purpose was $3.6 million.

Sponsored Research Fund – Schedule D The Sponsored Research fund includes the revenues and expenses of the related entities including Oceans Networks Canada, Pacific Climate Impacts Consortium, TRIUMF and WCUMSS. Sponsored Research expenditures for the year exceeded revenues by $9.7M although a net amount of $4.4M was transferred in from other funds resulting in a net decrease in the fund balance of $5.2M to leave a balance of $46.2M. This balance represents external grant funding that has been received but not yet spent.

0

2

4

6

8

10

12

14

0

100

200

300

400

500

600

700

06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14 14/15 15/16

University of Victoria Foundation Endowments (in millions)

Total Endowment ( Principal + Expendable) Annual Distribution

Revenues decreased by $3.6M (3.7%) to $92.3M while expenditures increased by $5.4M (5.6%). The university’s faculty continued their high level of success in attracting research grants and contracts. The university ranks third amongst Canadian comprehensive research intensive universities in total research funding, first in NSERC/CIHR grants and sixth in SSHRC grants. The following shows the trend of sponsored research funding over the last 10 years.

Capital Fund – Schedule E The Capital Fund includes monies designated for the acquisition of major capital assets and renovations, although capital assets such as equipment, furnishings, computer equipment and library holdings are recorded as expenditures in other funds to match the funding source. Revenues in the Capital Fund increased by $5.5M due to an increase in Provincial funding of $7.3M related to routine capital and maintenance.

Expenditures declined by $17.56M to $30.9M due to the completion of the large CARSA project last year. Construction continued on the Continuing Studies building expansion, construction commenced on phase 2 of the Enterprise Data Centre and a number of routine capital renovations were completed.

Operating Budget Schedules F through J Each year the budget office prepares operating fund budget schedules in order to provide management and the Board of Governors with information to assess the financial performance of the operations of the institution for the fiscal year. These schedules differ from the fund accounting statements (Statements 1 to 3 and Schedule A through E) in that they compare actual results, both revenue and expense, for the fiscal year against the budget plan whereas the fund accounting statements provide a comparison of actual results with those of the previous year. These budget schedules provide useful information to determine whether changes to budget or changes in activity should be made for the current or future fiscal years.

Another difference between the budget schedules and the fund accounting statements is that they are prepared on a function basis, as compared to an object basis (i.e. type of expense), which better reflects university budgetary responsibility, accountability and control.

The detailed budget versus actual schedules for the year ended March 31, 2016 include schedules F through J and can be found at pages 38-43. These schedules compare actual operating results for fiscal 2015-16 with the total budget for the year. The total budget column includes not only the base budget for each functional area or revenue item but also any non-recurring / one time entries for that year. These entries include one-time items such as a drawdown of carry forward or equipment reserves, budget reallocations between different functional areas or an allocation from a central budget (e.g., enrolment management funds or salary increase budget) to a department.

The following points should be kept in mind when reviewing these schedules:

• unfavourable variances from the budget (i.e. either revenues or cost recoveries are less than budget; or expenditures are greater than budget) are shown with brackets;

• benefits are budgeted and accounted for centrally and therefore costs within each function do not include benefits whereas the external PSAS statement have benefits allocated to functions;

• the revenue amounts per schedule F will not align with the revenue on Statement 3 or Schedule A of the fund accounting statements as statement F shows department revenue separately. Department revenue will include revenue from sources such as provincial and federal grants, student fees etc; and

• variations from budget are sometimes offset by variations in related revenues or expenditures. For example, an apparent shortfall in revenues may be offset by reduced expenditures or alternatively, an expenditure in excess of budget may be compensated for by increased revenues or cost recoveries (see schedule I for a summary).

Operating Budget – Schedule F

Revenue and Expenditure Overview

Total budgeted revenue in 2015-16 was $343M comprised of the following sources:

The majority of this funding is allocated to support academic purposes as follows:

Year End Results

As noted above, for the fiscal year ended March 31, 2016 there was an excess of operating revenue over expenditures of $11.8M. This excess is a result of a number of items as follows:

• Positive results as compared to budget due to increased or unanticipated revenue and/or favourable expenditures variances;

• Planned reserves for future major capital projects and equipment replacement;

• Planned sources of non-recurring funding; and

• Costs related to capital and entities that are funded by operating but are presented as interfund transfers (below the line) whereas they are budgeted as expenditures ($12.5M for 2015-16 as noted above).

In comparing actual results to budget there was a positive result of $21.4M comprised of $9.9M in additional revenue and an $11.5M positive variance on expenditures. From a budget responsibility point of view this positive variance is derived from both central (39%) and departmental budgets (61%) as follows:

Central revenue (tuition, investment income,

internal financing and other) $ 6.0M

Central expenditures and recoveries (benefits, overhead and

centrally allocated budgets) $ 2.3M

Positive variance from central accounts $ 8.3M

Positive variance from departmental accounts $13.1M

Total $21.4M

Central Revenue Accounts

The primary sources of general operating revenue are government grant, tuition and investment income. In 2015-16 the additional revenue of $6.0M or 1.9% of the central revenue budget resulted from:

1. Tuition revenue ................................................................................... $ 4.53M

International enrolment grew beyond budget plan again in 2015. A positive variance in this budget line was projected in the fall based on early enrolment numbers and the budget moving forward was reviewed based on these models (see below).

2. Investment income ($0.8M - $.08M) .................................................... $ 0.72M

Schedule F shows a budget variance of $0.8M for investment income. This amount however is offset by negative variance of $0.1M from internal loans which is shown under administrative and general in schedule I (page 41) as it is an internal allocation. Therefore the Investment income budget, once internal financing is taken into account, had a surplus balance in 2015-16 of $0.7M. This surplus is a result of slightly better money market returns than anticipated. As per the university policy to ensure multi-year financial planning for equipment replacement, $0.2M of the investment income balance was allocated to department equipment reserves and $0.1M was allocated to ancillary reserves. 3. Other income ....................................................................................... $0.70M

This variance is an accumulation of small amounts from various accounts the largest of which for 2015-16 included exchange on US deposits due to the declining Canadian dollar and additional recoveries on benefits.

Impact on Future Budgets from Revenue Variances

In the development of the 2016-17 tuition budget both domestic and international enrolment levels were modeled for the next 3 years. Based on this modeling the budget for tuition revenue for 2016-17, as approved by the Board, was increased by $3.1M. When developing the 2017-18 budget in the fall of 2016, enrolment levels will again be reviewed to determine whether further adjustments should be considered given early indications of enrolment levels.

With respect to the investment income, given the current interest rate environment the budget will need to be monitored each year to assess whether the level of budget is still achievable and therefore appropriate. As noted above there is a reserve to protect against losses that will occur when interest rates rise. Other central revenue budgets will not be adjusted as the variances are considered insignificant.

Central Expenditures and Recoveries

Central accounts include compensation (benefits, salary, position turnover etc.), overhead recoveries as well as contingency funds. In 2015-16 the positive central variance of $2.3M resulted from:

1. Benefits ................................................................................................... $1.8M The benefit accounts continue to have a positive result as a result of departmental position vacancies ($1.6M). The remaining variance generally results from budgeting for a full annual increase for a benefit change even though actual increases are only a portion of the year (benefits on salary increases, increase in Employment Insurance or extended health, etc.). 2. Overhead recoveries ................................................................................. $0.1M

This variance is the result of additional overhead research income. Overhead recoveries fluctuate from year to year and are difficult to estimate given they are derived from contract research grants. 3. Centrally Allocated Budgets ....................................................................... $0.4M As noted above centrally allocated budgets include budgets to fund compensation increases. They also include funds to top-up vacant positions once filled and a contingency amount to cover unforeseen events. These accounts are reviewed each year as part of the development of the annual budget to ensure they remain appropriate.

Impact on Future Budgets from Expenditure Variances

Given the favorable variance in the benefits budget is largely a result of vacant positions this variance will continue as long as there continues to be vacant positions.

The overhead variance is not considered significant but will be reviewed for 2017-18 based on information from research on projected contract revenue and the revenue trend over the last few years.

Centrally allocated budgets are considered prudent to provide funds for unforeseen events or strategic one time allocations. The total variance represents less than 1.0% of actual expenditures for the year.

Departmental Accounts

As noted above, departments had a year-end positive budget variance of $13.1M. Departments are expected, for the most part, to have favourable year end balances as they are required to put aside funds to address future equipment replacement and capital needs. In 2015-16 departments planned to allocate $4.1M to reserves for this purpose with actual transfers totaling $7.3M - $6.0M for equipment and $1.3M for capital.

A large source of positive budget variances within departments is departmental revenue which was $3.9M higher than budgeted. Departmental revenue is largely comprised of external funding (i.e., gifts, grants, sales, non-credit tuition, application and athletic fees, etc.), and as such is not consistent year to year, making it difficult for departments to predict or rely on for on-going expenditures. Given this fact, most departments budget this revenue conservatively. Some examples of revenue received in 2015-16 include donations; MBA non-credit and MGB fees in Business; recoveries for marine science vessel usage; external cost recoveries (i.e., Vancouver Island Cancer Centre); one-time government program grants; auditorium fees; field school fees; Fine Arts shows (i.e., women’s choir, theatre); and athletic club fees. For some departments the positive revenue result is offset by increased expenditures (Schedule J).

Within the expenditures budgets, the largest sources of positive variance were in other academic ($4.2M) budgets and the utility budget ($1.0M). The utilities variance resulted from continued efforts within facilities management to reduce utility costs through continuous optimization programs, a favourable winter and lower prices for natural gas obtained through joint procurement. The other academic variance resulted mainly from internal research grants and overhead allocated but not yet spent as well as the third and final year of term funding to support international students. The remaining expenditure variances resulted from vacant positions or partial year hires, favourable supply account variances or drawdowns from reserves or carry forward in excess of the actual costs.

At the individual faculty and department level almost all were on or under budget when available carry forward is taken into account. Some units within a faculty or department however were over budget by small amounts. These deficits will be a first charge against the unit’s budget in 2016-17 or have been offset by carryover or alternatively have been covered at the faculty level.

Operating Budget – Schedule G

This schedule provides a breakdown of departmental revenue by functional area. Some highlights include:

• The department / faculty with the largest budgeted departmental revenue is continuing studies at $15.3M. Continuing studies is a mainly self-funded Division and as such tuition for their programs is allocated to them directly. As well, they are required to fund salary increases within the program areas. The Division has also used revenues to support capital expansion including the recently completed addition to the Continuing Studies building.

• Student services departmental revenue is mainly comprised of student athletic and recreation fees, physiotherapy fees, and external funding for Health Services.

Operating Budget – Schedules H through J

Schedules H and I summarize total budget, actual results and a comparison to the prior year of expenditure budgets by function. These schedules provide information on relative sizes of faculties and departments with the largest budgets held by the tri-faculties - Science at $24.0M, Social Sciences at $22.4M and Humanities at $20.4M. The ‘other academic’ budget of $24.6M is comprised of many smaller functions such as Academic Advising, Learning and Teaching Centre, faculty professional development, faculty research - internal grants and travel, research services and centres, overhead research, and academic related information technology. Most areas had increased expenditures as compared to the prior year. This increase is largely a result of compensation increases including the progression through the ranks or ranges and the settlement agreements. Increases in nonacademic areas are also mainly comprised of compensation increases from the settlement agreements and progress through range for some employee groups. Schedule J as noted previously compares additional departmental revenue against expenditures to demonstrate that additional revenue is often offset by additional expenditures. (e.g. Continuing studies’ negative variance in department revenue of -$841K is largely offset by a positive expenditure variance of $839K).

Ancillary Budget – Schedules K through O Schedule B (page 34) of the attached fund accounting schedules show the financial results of university ancillary operations both on and off campus. The results of the off campus businesses were noted above. This section will focus on the results of the on campus ancillary operations as well as provide information on some key performance indicators (KPI). While these operations are often viewed as on campus “businesses,” it is important to know that while they are required to be financially self-sufficient, they also contribute to student life on campus and are therefore important service areas. The result of this approach is that each area may make program decisions that are not necessarily financially driven. For example, parking services subsidizes employee and student bus passes in an effort to reduce traffic to campus, residence services operates student life programs and food services has extended hours to support academic purposes. Given the above it is difficult to compare these operations to what appear to be similar off campus businesses.

Bookstore – Schedule K Schedule K (page 44) attached shows the financial results of the bookstore operations, which include the computer store, compared to budget as well as the results of the prior year. As anticipated, both revenue and expenses for fiscal 2016 are slightly less than the prior year. The majority of the sales decrease was within the Computer Store. Although there was a slight decrease in textbook sales, UVic outperformed industry trends. The overall financial results for the store was higher than budgeted by $198K mainly as a result of higher than anticipated merchandise sales. This enabled a larger transfer to the capital reserve at year end. The following KPIs provide useful information against which to assess the operations of the Bookstore:

The above charts show that gross margin as a percentage of sales is fairly flat at 26.72% in 2015-16. The Bookstore’s gross margin compares well with other similar sized institutional bookstores (peer institutions using 14-15 as the most recent data for comparison). Turnover rates, though down from the prior year, continue to be strong at 6.1 times:

Wages reflect the continued oversight and control over labour costs. Duties from vacated positions continue to be redistributed to existing positions as the opportunity arises. The average of the peer group is 18.8% of total costs and therefore our operations are consistent with peers as outlined in the following chart:

The above comparison data is from the National Association of College Stores – Large Stores Group and has been shared on a confidential basis therefore the names have not been included.

Food Services – Schedule L Schedule L (page 45) shows the 2015-16 results of the food service operation on campus. Total revenue grew by 4.5% compared to the prior year, while total expenses grew by only 2.8%. The financial results have improved with a net operating loss of $730K (compared to a loss of $983K in the prior year), which includes the debt repayment of $592K related to Mystic Market construction for the first time. The operating deficit required food services (UNFS) to withdraw the remaining $174K from their reserves at year end. The 2015-16 financial result reflects a number of initiatives led by the leadership team in UNFS in order to correct the losses from prior years. These initiatives include: implementation of cost control measures, increased financial oversight including cash handling processes, as well as improved forecasting through better procurement and inventory management. The University is committed to making the necessary changes to achieve financial sustainability within food services and begin generating reserve funds to address debt and capital renewal. As food services proceeds through the transition from deficit to profitability, it is anticipated that the department will require further organizational and operational changes. In order to implement and evaluate the required changes, a University Food Services Financial Oversight and Planning Committee (FOPC), that includes representation from Student Affairs, the Budget Office, Financial Services, Purchasing Services, Human Resources, Internal Audit and other related key stakeholders has been established. The FOPC meets on a regular basis to review and recommend: an interim business plan for 2016-17 that includes quarterly progress reporting to Executive Council; a list of core projects, including timelines and project leads; a strategy to develop a comprehensive business plan for 2017-2020; a comprehensive communications plan that outlines and advises stakeholders on related changes, including seeking feedback from the Board on the overall plan and process proposed.

The majority of food service revenue comes from on campus housing through the residence meal program (48%), with retail sales and catering contributing 40% and 8% respectively. As for expenses, the majority stem from labour (49%) and cost of goods sold (35%):

In regards to pricing, food services monitors both the mandatory meal program and specific product pricing. For the meal program UVic pricing is comparable to peer institutions as follows:

On food product pricing, the university’s food service department is a self-operation whereas most campuses across Canada contract out their food operations. This fact makes comparing information nationally difficult as, unlike bookstores, information on operations is not readily available. There is information however on product pricing available through the Canadian College and University Food Service Association (CCUFSA). Using this information, UVic’s retail pricing compares as follows:

UVic’s prices are generally in line with the national average. The department pays a very competitive wage compared to other Food Services operations and contributes significantly to the overall university sustainability program through purchasing an estimated 85% of its products locally.

Residence Services – Schedule M For 2015-16, schedule M (page 46), shows that revenue for residence services has increased by 5.6% compared to the prior year while expenses have increased by 19.4%. This expenditure increase includes debt repayment and significant capital project expenses with the net result still being an operating surplus. $590K was contributed towards capital reserves at year end, which is a significant decrease from previous year’s contributions due to increased spending on planned capital projects. The reserve fund, now at $5.4M, is vital for the department to continue to support planned capital expenses and address deferred maintenance to reverse the decline in the condition of the buildings and support the University’s recruitment and retention goals through safe and affordable accommodation for first year students.

The majority of housing revenue (74%) is generated from dorm/apartment revenue, followed by family housing at 14% and conferences at 9%. With respect to expenses, the majority is for labour at 31% and maintenance and renewal costs at 27%:

Despite last year’s residence rate increase of 13%, UVic’s residence rates for dorm and apartment style rooms remain considerably below peer institutions’. UVic’s 2015-16 rates compare to comparative institutions as follows:

While living in residence is not directly comparable to off-campus living, the average rate for a single room in residence was $578 per month, whereas, according to the 2015 CMHC data, the average rental rates in Victoria ranged from $742 (bachelor); to $867 (one bedroom), to $1128 (two bedroom), and continue to increase. In 2011-2013 an assessment by an external organization of the university’s deferred maintenance was undertaken. This assessment work included looking at the residence inventory and reviewed each building’s physical condition using an industry standard index called the facilities condition index or FCI. The FCI for housing in 2014-15 was at .40 which is considered poor to critical. The 2015-16 FCI index was not available at this time, and will be updated at the end of the calendar year, once the last two years’ projects are updated through the facilities management system. A 10 year capital renewal plan was developed with intentions to complete approximately $82M in related projects over ten years, beginning in 2014-15. During 2015-16, a total of $3.7M was spent on maintenance and capital projects, of which $2.8M were allocated as specific capital projects. A 13% increase in residence dormitory rates was implemented in September 2015, with a 6% increase planned for the next two years, followed by an annual 4% increase in year’s five to ten of the plan. The resulting increase in revenue will be used to continue addressing deferred maintenance, with an estimated $5M in renewal work, including building envelope assessments, structural repairs, interior finishes, upgrades to windows, roofs, decks and electrical, planned for 2016-17.

Parking Services – Schedule N The parking services budget includes revenue and expenses associated with the management of parking on campus as well as the university’s travel options programs which includes, among other things, the student and staff bus pass programs. Schedule N (page 47) attached shows that revenue increased 1.3% year over year and exceeded budget. This increase is mainly the result of an increase in permit prices. Total expenses were also up year over year mainly as the result of debt servicing for parkade loan and equipment purchases. Overall financial results were less than anticipated with actual at $1.0M compared to planned $2.0M therefore the department contributed less to the capital reserve than predicted. The following charts outline some of the KPIs that parking services monitor:

While normally a goal for a parking operation would be to grow permit sales, the university is committed to minimizing vehicle traffic to campus. The chart on the left shows that over an 11 year period the number of permits sold has declined during a period of significant growth in the on campus population. The chart on the right outlines one of the strategies UVic employs to encourage alternative transportation. Over time through permit increases and subsidies for the bus pass the two rates are comparable. Employee and student parking rates, for an annual parking pass, are either less than or comparable to peers institutions as follows:

Another source of revenue for parking services is fines. While this is a source of revenue, the objective of issuing citations (fines) is to ensure the safety (e.g., parking in fire lanes) and access (parking without paying) of patrons. While the department issues over 18,000 fines in a year, very few are appealed as follows:

Of those appealed through an independent committee made up of representatives from the campus community, most are upheld with less than 2% reduced.

Child Care – Schedule O Child Care services provides full and part time day programs for children aged 6 months to 5 year and after school and summer programs for school age children. Schedule O (page 48) attached shows that revenue and expenses are fairly consistent year to year with small changes to reflect fee increases or changes in compensation. While child care services are expected to replace larger equipment, the facilities were provided through funding from government, donors and the university. Total revenue for the year exceeded expenditures by $18K which allowed an appropriation to the reserve account. Child care monitors the rates of other comparable institutions to ensure parent fees are reasonable. The following chart compares our 2016 fees at various care levels to other educational institutions:

This chart shows that our child care fees are in line with other similar institutions. Attachments: Consolidated Fund Accounting Financial Statements and Schedules (Statements 1 through 3 and

schedules A through O)



FOR DECISION

To: FINANCE COMMITTEE From: VICE-PRESIDENT FINANCE AND OPERATIONS

cc: President and Vice-Chancellor Meeting Date: June 27, 2016 Subject: Statement of Financial Information for the year ended March 31, 2016

Basis for Jurisdiction: University Act 27 (1) Previous consultation: Audit Committee and Open Board meeting May 31, 2016

RECOMMENDATION: THAT the Finance Committee recommend to the Board of Governors that the Board of Governors approve the Statement of Financial Information for the year ended March 31, 2016 and that the Chair of the Board of Governors and the Vice-President Finance and Operations be authorized to sign on the Board’s behalf. Background: The Statement of Financial Information for the year ended March 31, 2016 is required by the Provincial Government and is published in accordance with the requirements of the Financial Information Act. Attachment: Appendix 1 – Statement of Financial Information for year ended March 31, 2016

1

UNIVERSITY OF VICTORIA STATEMENT OF FINANCIAL INFORMATION

MARCH 31, 2016

Published in accordance with the requirements of the Financial Information Act

TABLE OF CONTENTS

Financial Information Approval

Statement of Administrative Responsibility for Financial Statements

Independent Auditors' Report

Audited Statements

Consolidated Statement of Financial Position

Consolidated Statement of Operations and Accumulated Surplus

Consolidated Statement of Changes in Net Debt

Consolidated Statement of Cash Flows

Consolidated Statement of Remeasurement Gains and Losses

Notes to Consolidated Financial Statements

Schedule of Long Term Debt

Schedule of Guarantee or Indemnity Agreements

Statement of Severance Agreements

Schedule of Board of Governors Remuneration and Expenses

Schedule of Employees' Remuneration and Expenses

Schedule of Payments for Goods and Services

2

UNIVERSITY OF VICTORIA FINANCIAL INFORMATION APPROVAL

The undersigned represents the Board of Governors of the University of Victoria and approves all the statements and schedules included in this Statement of Financial Information, produced in accordance with the Financial Information Act of the Province of British Columbia.

Tracy Redies

Gayle Gorrill

Acting Chair,

Vice-President, Board of Governors

Finance and Operations

June 27, 2016

Consolidated Financial Statements of

UNIVERSITY OF VICTORIA

Year ended March 31, 2016

6

UNIVERSITY OF VICTORIA Consolidated Statement of Operations and Accumulated Surplus


(in thousands of dollars)

The accompanying notes are an integral part of these financial statements.

Budget 2016 2015

(Note 2(m))

Revenue:

Province of British Columbia grants $ 191,300 $ 184,604 $ 184,180

Government of Canada grants 53,861 61,606 61,064

Other government grants 16,658 18,414 14,098

Student tuition ‑ credit courses 123,000 130,935 118,740

Student tuition ‑ non‑credit courses 24,000 19,821 22,860

Donations, non‑government grants and contracts 16,658 15,371 18,389

Sales of services and products 63,338 66,661 61,988

Investment income 11,050 21,717 21,980

Income from business enterprises 600 958 1,352

Other revenue 8,000 5,917 5,374

Revenue recognized from deferred capital contributions 29,975 31,299 30,941

538,440 557,303 540,966

Expenses: (Note 20)

Instruction and non‑sponsored research 210,872 212,017 209,547

Academic and student support 127,372 134,219 131,304

Administrative support 19,074 18,064 18,787

Facility operations and maintenance 49,536 50,230 44,682

Sponsored research 112,932 112,938 108,295

External engagement 12,044 10,950 11,923

531,830 538,418 524,538

Operating surplus before restricted funding 6,610 18,885 16,428

Restricted endowment contributions

Endowment principal donations 3,000 6,708 4,268

Net investment income & donations capitalized 4,232 1,294

Net restricted endowment contributions 3,000 10,940 5,562

Annual operating surplus 9,610 29,825 21,990

Accumulated operating surplus, beginning of year 672,377 672,377 650,387

Accumulated operating surplus, end of year $ 681,987 $ 702,202 $ 672,377

7

UNIVERSITY OF VICTORIA Consolidated Statement of Changes in Net Debt




Budget 2016 2015

(Note 2(m))

Annual surplus $ 9,610 $ 29,825 $ 21,990

Acquisition of tangible capital assets (36,065) (56,994) (69,977)

Amortization of tangible capital assets 48,943 51,378 49,861

12,878 (5,616) (20,116)

Restricted endowment investments (10,822) (10,457)

Acquisition of inventories held for use (2,528) (1,769)

Acquisition of prepaid expense (11,568) (5,630)

Consumption of inventories held for use 3,144 1,769

Use of prepaid expense 11,614 7,127

(10,160) (8,960)

Net remeasurement gains (losses) (3,162) 5,128

Decrease (increase) in net debt 22,488 10,887 (1,958)

Net debt, beginning of year (330,574) (330,574) (328,616)

Net debt, end of year $ (308,086) $ (319,687) $ (330,574)

8

UNIVERSITY OF VICTORIA Consolidated Statement of Remeasurement Gains and Losses




2016 2015

Accumulated remeasurement gains, beginning $ 17,324 $ 12,196

Unrealized gains (losses) attributed to:

Portfolio investments (3,332) 6,005

Derivatives (34) (1,079)

Foreign currency translation 204 202

Net remeasurement gains (losses) for the year (3,162) 5,128

Accumulated remeasurement gains, end of year $ 14,162 $ 17,324

9

UNIVERSITY OF VICTORIA Consolidated Statement of Cash Flows




2016 2015 Cash provided by (used in):

Operations:

Annual surplus $ 29,825 $ 21,990

Items not involving cash Amortization of tangible capital assets 51,378 49,861

Revenue recognized from deferred capital contributions (31,299) (30,941)

Change in deferred contributions (17,062) 32,538

Change in employee future benefits (1,815) (1,479)

Equity in (income) losses of government business enterprises (246) 466

Unrealized foreign exchange gain 204 202 Changes in non-cash operating working capital:

Decrease (increase) in accounts receivable (6,028) 5,645

Decrease in loans receivable 783 1,095

Decrease in inventories 660 256

Decrease in prepaid expenses 47 1,497

Decrease in accounts payable and accrued liabilities (5,487) (2,160)

Decrease in due to/from government organizations 7,087 3,744

Decrease in deferred revenue (1,527) (1,393)

Net change from operating activities 26,520 81,321

Capital activities:

Cash used to acquire tangible capital assets (56,995) (69,977) Investing activities:

Purchase of portfolio investments (5,223) (4,993)

Disposal (acquisition) of endowment investments 1,200 (36,352)

Net change from investing activities (4,023) (41,345)

Financing activities:

Repayment of long-term debt (1,910) (1,835)

Cash proceeds from deferred capital contributions 23,105 15,434

Net change from financing activities 21,195 13,599

Net change in cash and cash equivalents (13,303) (16,402)

Cash and cash equivalents, beginning of year 100,725 117,127

Cash and cash equivalents, end of year $ 87,422 $ 100,725

10

UNIVERSITY OF VICTORIA Notes to Consolidated Financial Statements



1. Authority and Purpose

The University of Victoria (the “University”) operates under the authority of the University Act of British Columbia. The University is a not‑for‑profit entity governed by a 15 member Board of Governors, eight of whom are appointed by the government of British Columbia including two on the recommendation of the Alumni Association. The University is a registered charity and is exempt from income taxes under section 149 of the Income Tax Act.

2. Summary of significant accounting policies The consolidated financial statements of the University are prepared by management in accordance with the basis of accounting described below. Significant accounting policies of the University are as follows: (a) Basis of accounting

The consolidated financial statements have been prepared in accordance with Section 23.1 of the Budget Transparency and Accountability Act of the Province of British Columbia supplemented by Regulations 257/2010 and 198/2011 issued by the Province of British Columbia Treasury Board.

The Budget Transparency and Accountability Act requires that the consolidated financial statements be prepared in accordance with the set of standards and guidelines that comprise generally accepted accounting principles for senior governments in Canada, or if the Treasury Board makes a regulation, the set of standards and guidelines that comprise generally accepted accounting principles for senior governments in Canada as modified by the alternate standard or guideline or part thereof adopted in the regulation.

Regulation 257/2010 requires all tax‑payer supported organizations in the Schools, Universities, Colleges and Hospitals sectors to adopt Canadian public sector accounting standards without any PS4200 elections related to not‑for‑profit accounting standards.

Regulation 198/2011 requires that restricted contributions received or receivable for acquiring or developing a depreciable tangible capital asset or contributions in the form of a depreciable tangible capital asset are to be deferred and recognized in revenue at the same rate that amortization of the related tangible capital asset is recorded.

For British Columbia tax‑payer supported organizations, these contributions include government transfers and externally restricted contributions.

The accounting policy requirements under Regulation 198/2011 are significantly different from the requirements of Canadian public sector accounting standards which requires that:

government transfers, which do not contain a stipulation that creates a liability, be recognized as revenue by the recipient when approved by the transferor and the eligibility criteria have been met in accordance with public sector accounting standard PS3410; and

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2. Summary of significant accounting policies (continued)

(a) Basis of accounting (continued)

externally restricted contributions be recognized as revenue in the period in which the resources are used for the purpose or purposes specified in accordance with public sector accounting standard PS3100.

As a result, revenue recognized in the statement of operations and certain related deferred capital contributions would be recorded differently under Canadian public sector accounting standards. (See note 23)

(b) Basis of consolidation

(i) Consolidated entities

The consolidated financial statements reflect the assets, liabilities, revenues, and expenses of organizations which are controlled by the University. Controlled organizations are consolidated except for government business enterprises which are accounted for by the modified equity method. Inter‑organizational transactions, balances, and activities have been eliminated on consolidation.

The following organizations are controlled by the University and fully consolidated in these financial statements:

UVic Industry Partnerships (formerly University of Victoria Innovation and Development Corporation) which facilitates research partnerships between the private sector and the University.

University of Victoria Properties Investments Inc. which manages the University’s real estate holdings including the Vancouver Island Technology Park Trust.

Ocean Networks Canada Society which manages the University’s VENUS and NEPTUNE ocean observatories.

Pacific Climate Impacts Consortium which stimulates collaboration to produce climate information for education, policy and decision making.

University of Victoria Long‑Term Disability Trust which administers an employee benefit plan on behalf of the University’s faculty and administrative professional staff.

University of Victoria Foundation, the Foundation for the University of Victoria, and the U.S. Foundation for the University of Victoria which encourage the financial support of the University and administer the University's endowment funds.

GSB Executive Education Inc provides executive training and other non‑credit education.

Byron Price & Associates Ltd. which holds land in North Saanich.

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(b) Basis of consolidation (continued) (ii) Investment in government business enterprises

Government business enterprises are accounted for by the modified equity method. Under this method, the University’s investment in the business enterprise and its net income and other changes in equity are recorded. No adjustment is made to conform the accounting policies of the government business enterprise to those of the University other than if other comprehensive income exists, it is accounted for as an adjustment to accumulated surplus (deficit). Inter‑organizational transactions and balances have not been eliminated, except for any profit or loss on transactions between entities of assets that remain within the entities controlled by the University. The following organizations are controlled by the University and consolidated in these financial statements using the modified equity basis:

Heritage Realty Properties Ltd. which manages the property rental and downtown hotel and brew‑pub operation donated by the late Michael C. Williams.

Vancouver Island Technology Park Trust which provides leased space to high‑technology companies on Vancouver Island.

(iii) Investment in government partnerships

Government partnerships that are not wholly controlled business partnerships are accounted for under the proportionate consolidation method. The University accounts for its share of the partnership on a line by line basis on the financial statements and eliminates any inter‑organizational transactions and balances. Accounting policies of the partnership, which is not a business partnership, are conformed to those of the University before it is proportionately consolidated.

The following organizations are government partnerships and are proportionately consolidated in these financial statements:

Tri‑Universities Meson Facility (TRIUMF) which operates a research facility for sub‑atomic physics located at the University of British Columbia. These financial statements include the University’s 8.33% interest.

Western Canadian Universities Marine Sciences Society (WCUMSS) which operates a marine research facility at Bamfield on the west coast of Vancouver Island. These financial statements include the University’s 20% interest.

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(b) Basis of consolidation (continued) (iv) Funds held in trust

Funds held in trust by the University as directed by agreement or statute for certain beneficiaries are not included in the University’s consolidated financial statements.

(c) Cash and cash equivalents

Cash and cash equivalents include highly liquid investments with a term to maturity of three months or less at the date of purchase.

(d) Financial instruments

Financial instruments are classified into two categories: fair value or cost.

(i) Fair value category

Portfolio instruments that are quoted in an active market and derivative instruments are reflected at fair value as at the reporting date. Other financial instruments designated to be recorded at fair value are endowment and portfolio investments. Transaction costs related to the acquisition of investments are recorded as an expense. Sales and purchases of investments are recorded at trade date. Unrealized gains and losses on financial assets are recognized in the statement of remeasurement gains and losses until such time that the financial asset is derecognized due to disposal or impairment. At the time of derecognition, the related realized gains and losses are recognized in the statement of operations and accumulated surplus and related balances reversed from the statement of remeasurement gains and losses. Unrealized gains and losses in endowment investments, where earnings are restricted as to use, are recorded as deferred contributions and recognized in revenue when disposed and when related expenses are incurred. Restricted unrealized gains spent to meet current year endowment expenses or capitalization transfers are recorded in the statement of remeasurement gains and losses.

The Standards require an organization to classify fair value measurements using a fair value hierarchy, which includes three levels of information that may be used to measure fair value:

Level 1 – Unadjusted quoted market prices in an active market for identical assets or liabilities,

Level 2 – Observable or corroborated inputs, other than level 1, such as quoted prices for similar assets or liabilities in inactive markets or market data for substantially the full term of the assets or liabilities; and

Level 3 – Unobservable inputs that are supported by little or no market activity and that are significant to the fair value of the assets and liabilities.

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(d) Financial instruments (continued)

(ii) Cost category

Gains and losses are recognized in the statement of operations when the financial asset is derecognized due to disposal or impairment and the gains and losses are recognized at amortized cost using the effective interest method; accounts payable and accrued liabilities and long‑term debt are measured at amortized cost using the effective interest method.

(e) Short term investments

Short-term investments are comprised of money market securities and other investments with maturities that are capable of prompt liquidation. Short-term investments are cashable on demand and are recorded at cost based on the transaction price on the trade date. All interest income, gains and losses are recognized in the period in which they arise.

(f) Inventories for resale

Inventories held for resale, including books, merchandise and food are recorded at the lower of cost or net realizable value. Cost includes the original purchase cost, plus shipping and applicable duties. Net realizable value is the estimated selling price less any costs to sell.

(g) Non‑financial assets

Non‑financial assets are not available to discharge existing liabilities and are held for use in the provision of services. They have useful lives extending beyond the current year and are not intended for sale in the ordinary course of operations.

(i) Tangible capital assets

Tangible capital assets are recorded at cost, which includes amounts that are directly attributable to acquisition, construction, development or betterment of the asset. Interest is not capitalized whenever external debt is issued to finance the construction of tangible capital assets. The cost, less residual value of the tangible capital assets, are amortized on a straight line basis over their estimated useful lives. Land is not amortized as it is deemed to have a permanent value. Donated assets are recorded at fair value at the date of donation. In unusual circumstances where fair value cannot be reasonably determined, the tangible capital asset would be recorded at a nominal value.

15





(g) Non-financial assets (continued) (i) Tangible capital assets (continued)

Assets under construction are not amortized until the asset is available for productive use.

Tangible capital assets are written down when conditions indicate that they no longer contribute to the University’s ability to provide goods and services, or when the value of future economic benefits associated with the tangible capital assets are less than their net book value.

(ii) Works of art and historic assets

Works of art and historic assets are not recorded as assets in these financial statements.

(iii) Leased capital assets

Leases which transfer substantially all of the benefits and risks incidental to ownership of property are accounted for as leased tangible capital assets. All other leases are accounted for as operating leases and the related payments are charged to expenses as incurred.

(iv) Inventories held for use

Inventories held for use are recorded at the lower of cost and replacement cost.

(h) Employee future benefits

The costs of pension and other future employee benefits are recognized on an accrual basis over the working lives of employees as detailed in Note 10.

Asset Straight line Rate

Buildings ‑ Concrete 50 years

Buildings ‑ Woodframe 30 years

Buildings ‑ Heritage 35 years

Site Improvements 30 years

Equipment ‑ Computing 3 years

Equipment ‑ Other 8 years

Information Systems 8 years

Furnishings 8 years

Library Holdings 10 years

Ships/Vessels 25 years

16





(i) Revenue recognition

Tuition and student fees and sales of goods and services are reported as revenue at the time the services are provided or the products are delivered, and collection is reasonably assured.

Unrestricted donations and grants are recorded as revenue when receivable if the amounts can be estimated and collection is reasonably assured.

Restricted donations and grants are reported as revenue depending on the nature of the restrictions on the use of the funds by the contributors as follows:

(i) Contributions for the purpose of acquiring or developing a depreciable tangible capital asset or in the form of a depreciable tangible capital asset, in each case for use in providing services are recorded and referred to as deferred capital contributions and recognized in revenue at the same rate that amortization of the tangible capital asset is recorded. The reduction of the deferred capital contributions and the recognition of the revenue are accounted for in the fiscal period during which the tangible capital asset is used to provide services.

(ii) Contributions restricted for specific purposes other than for those to be held in perpetuity or the acquisition or development of a depreciable tangible capital asset are recorded as deferred contributions and recognized in revenue in the year in which the stipulation or restriction on the contribution have been met.

(iii) Contributions restricted to be retained in perpetuity, allowing only the investment income earned thereon to be spent are recorded as restricted endowment contributions in the statement of operations for the portion to be held in perpetuity and as deferred contributions for any restricted investment income earned thereon.

Investment income includes interest recorded on an accrual basis and dividends recorded as declared, realized gains and losses on the sale of investments, and writedowns on investments where the loss in value is determined to be other-than-temporary.

(j) Pledges, gifts-in-kind and contributed services

Pledges from donors are recorded when payment is received by the University or the transfer of property is completed since their ultimate collection cannot be reasonably assured until that time. Gifts‑in‑kind include securities and equipment which are recorded in the financial statements at their fair market value at the time of donation.

The value of contributed services is not determinable and is not recorded in the financial statements.

17





(k) Use of estimates Preparation of the financial statements in accordance with Canadian public sector accounting standards requires management to make estimates and assumptions. These estimates and assumptions affect the reported amounts of assets, liabilities, and related disclosures. Key areas where management has made estimates and assumptions include those related to the amortization period of tangible capital assets, valuation allowances for receivables and inventories, the valuation of financial instruments and assets and obligations related to employee future benefits. Where actual results differ from these estimates and assumptions, the impact will be recorded in future periods when the difference becomes known.

(l) Foreign currency translation

Transactions in foreign currencies are translated into Canadian dollars at the exchange rate in effect on the transaction date. Monetary assets and liabilities denominated in foreign currencies and non‑monetary assets and liabilities which were designated in the fair value category under the financial instrument standard are reflected in the financial statements in equivalent Canadian dollars at the exchange rate in effect on the statement of financial position date. Any gain or loss resulting from a change in rates between the transaction date and the settlement date or statement of financial position date is recognized in the statement of remeasurement gains and losses. In the period of settlement, any exchange gain or loss is reversed out of the statement of remeasurement and reflected in the Statement of Operations.

(m) Budget figures

Budget figures have been provided for comparative purposes and have been derived from the 2015/ 2016 to 2016/2017 Planning and Budget Framework approved by the Board of Governors of the University on March 31, 2015 and the University’s first quarter forecast provided to the Province. The budget is reflected in the statement of operations and accumulated surplus and the statement of changes in net debt.

18




3. Cash and cash equivalents

Restricted cash is comprised of an escrow account balance related to TRIUMF’s asset retirement obligations.

4. Due from governments

5. Loans receivable

2016 2015

Cash $ 8,562 $ 15,229

Short term investments 77,956 84,600

Restricted cash 904 896

$ 87,422 $ 100,725

2016 2015

Federal government $ 640 $ 3,147

Provincial government 743 4,874

Other 37 241

$ 1,420 $ 8,262

2016 2015

BCNET

Interest at 4.5%, due April 2019, unsecured $ 348 $ 454

Various faculty and senior administrators

Home relocation loans, interest free for 5 years with option for further

renewal unless employment ceases, secured by second mortgages

3,662 3,680

Heritage Realty Properties Ltd.

Promissory note receivable, interest at Royal Bank Prime + 5.0%, due

May 31, 2021, secured by an unregistered equitable mortgage

9,608 9,608

Vancouver Island Technology Park Trust loans receivable

Interest at 5.13%, due April 2030, unsecured 11,386 11,923

Interest at 6.13%, due April 2030, unsecured 2,789 2,911

$ 27,793 $ 28,576

19




6. Financial instruments

Financial assets and liabilities recorded at fair value are comprised of the following:

(a) Portfolio investments

Fair Value Hierarchy 2016 2015

Portfolio investments carried at fair value: Bonds Level 2 $ 8,635 $ 10,677

Various pooled bond and mortgage funds Level 1 92,554 89,872

Canadian equities Level 1 20,937 24,707

Global equities Level 1 25,457 33,346 Infrastructure and real estate Level 3 11,143 10,782

158,726 169,384 Portfolio investments at cost:

Short‑term investments 1,656 1,130 Cash 301 300 Other 88 88

Total portfolio investments $ 160,771 $ 170,902

(b) Restricted endowment investments

Fair Value Hierarchy 2016 2015

Restricted endowment investments carried at fair value:

Bonds Level 2 $ 36,678 $ 36,673

Various pooled bond and mortgage funds Level 1 44,297 42,673

Canadian equities Level 1 84,122 80,922

Global equities Level 1 98,545 106,269

Infrastructure and real estate Level 3 47,330 37,034

310,972 303,571

Restricted endowment investments at cost:

Short‑term investments 7,033 3,882

Cash 1,277 1,031

Other 70 47

Total restricted endowment investments $ 319,352 $ 308,531

20




6. Financial instruments (continued)

Financial assets and liabilities recorded at fair value are comprised of the following (See note 13 for breakdown of debt related to derivatives):

7. Investments in government business enterprises

The University controls two profit oriented subsidiaries which are recorded using the modified equity method of accounting. The two entities are Heritage Realty Properties and Vancouver Island Technology Park. Change in equity in government business enterprises:

(c) Derivatives

2016 2015 Fair Value Hierarchy

Derivatives ‑ interest rate swaps on long‑term debt

quoted at fair value:

BC Immigrant Investment Fund interest rate

swap fixed at 5.14% commencing in 2017 Level 1 $ (274) $ (162)

Royal Bank of Canada floating interest rate fixed

at 5.38%, through an interest rate swap due in

2024, unsecured Level 1 (1,549) (1,727)

BC Immigrant Investment Fund floating interest

rate fixed at 3.56%, commencing 2023 through

2033, unsecured Level 1 (621) (521)

Total derivatives $ (2,444) $ (2,410)

2016 2015

Equity at beginning of year $ 4,458 $ 3,748

Dividends/distributions paid (1,031) (642)

Net earnings 958 1,352

Equity at end of year 4,385 4,458

Dividends/distributions payable 2,151 1,832

Investment in government business enterprises $ 6,536 $ 6,290

21




7. Investments in government business enterprises (continued) Condensed financial information of these government business enterprises are as follows: Consolidated Statement of Financial Position

Consolidated Statement of Operations

8. Investments in government partnerships

The University is one of twelve university members of a consortium which manages the Tri‑Universities Meson Facility (TRIUMF) for research in sub‑atomic physics. The facility is funded by federal government grants and the University makes no direct financial contribution. TRIUMF’s financial results are proportionately consolidated with those of the University based upon the University’s share of its total ownership of 8.33% (2015 – 8.33%). The University is one of five university members of the Western Canadian Universities Marine Sciences Society (WCUMSS) for marine field research. The University provided a grant to the Society in 2016 of $273,400 (2015 – $253,400). WCUMSS financial results are proportionately consolidated with those of the University based upon the University’s share of its total contributions of 20% (2015 – 20%).

The proportionate amounts included in these consolidated financial statements are as follows:

Consolidated Statement of Financial Position

2016 2015

Assets $ 36,447 $ 37,535

Liabilities (32,062) (33,077)

Equity $ 4,385 $ 4,458

2016 2015

Financial assets $ 2,837 $ 2,347

Liabilities 1,098 907

Net assets 1,739 1,440

Non‑financial assets 1,103 1,061

Accumulated surplus $ 2,842 $ 2,501

2016 2015

Revenue $ 12,838 $ 11,423

Expenses (11,880) (10,071)

Surplus (deficit) for the year $ 958 $ 1,352

22




8. Investments in government partnerships (continued)

Consolidated Statement of Operations 9. Accounts payable and accrued liabilities 10. Employee future benefits

Employee future benefit liabilities arise in connection with the University’s group life insurance, long‑term disability plans and accumulated sick leave plans. The University also maintains pension plans, and other retirement and supplementary benefit arrangements for substantially all of its continuing employees. Summary of employee future benefit obligations:

2016 2015

Revenue $ 6,724 $ 6,403

Expenses 6,383 6,396

Surplus for the year $ 341 $ 7

2016 2015

Accounts payable and accrued liabilities $ 17,021 $ 23,702

Salaries and benefits payable 4,242 3,396

Accrued vacation pay 7,597 7,249

$ 28,860 $ 34,347

2016 2015

Staff pension plan $ (9,333) $ (5,409)

Supplemental pension obligations 6,145 6,155

Special accumulated sick leave 3,149 3,226

Long term disability benefits 16,936 14,765

Basic group life insurance plan 1,534 1,509

$ 18,431 $ 20,246

23




10. Employee future benefits (continued)

(a) Pension benefits

(i) Combination plan The pension fund for full-time continuing faculty and administrative and academic professional staff is referred to as the Combination Plan. This plan’s benefits are derived primarily from defined contributions with a defined benefit minimum. The plan has been accounted for as a defined contribution plan. The employees make contributions equal to 4.35% of salary up to the year’s maximum pensionable earnings (“YMPE”) plus 6.35% of salary in excess of the YMPE. The university makes contributions equal to 6.02% of salary up to the YMPE plus 7.65% of salary in excess of the YPME. The university also contributes 5.05% of salary to fund the defined benefit minimum. The latest actuarial valuation for funding purposes as at December 31, 2012 showed that the accrued formula pension benefit liabilities of the Combination Plan were fully funded. The next valuation will be as at December 31, 2015. A pure defined contribution plan is available for part-time faculty and administrative and academic professional staff who meet certain eligibility criteria. The University has made contributions to these two plans during the year of $20,486,000 (2015 - $19,974,000) and recorded them as a pension expense. The University provides supplemental pensions in excess of those provided under registered plans. They are fully funded out of the general assets of the University. The accrued liabilities of these arrangements total $6,145,000 as at March 31, 2016 (2015 – $6,155,000). The University paid supplemental benefits of $105,000 in the year (2015 – $147,000) and recorded employee benefit expense of $115,000 (2015 – $148,000).

(ii) Staff plan

The Staff Pension Plan (the "Plan") is a contributory defined benefit pension plan made available to regular staff employees that are eligible to join the Plan. The Plan provides pensions based on credited service and final average salary. Based on membership data as at the last actuarial valuation as at December 31, 2013, the average age of the 1,152 active employees covered by the Plan is 47.8. In addition, there are 419 former employees who are entitled to deferred pension benefits averaging $289 per month. At December 31, 2013, there were 639 pensioners receiving an average monthly pension of $826. The employees make contributions equal to 4.53% of salary that does not exceed the YMPE plus 6.28% of salary in excess of the YMPE. A separate pension fund is maintained. The University makes contributions to the plan in line with recommendations contained in the actuarial valuation. Though the University and the employees both contribute to the pension fund, the University retains the full risk of the accrued benefit obligation. The pension fund assets are invested primarily in Universe bonds and equities. The University has made contributions to the Plan during the year of $5,700,000. The Plan paid benefits in the year of $8,700,000.

24





(a) Pension benefits (continued)

(ii) Staff plan (continued) The pension asset at March 31 includes the following components:

Actuarial valuations are performed triennially using the projected benefit prorate method. The latest triennial actuarial valuation completed as at December 31, 2013 reported a going concern surplus and a solvency deficiency (i.e. if the plan were to be wound up on that date) of $41,866,000. The B.C. Pension Benefits Standards Act requires minimum annual contributions or the use of letters of credit to fund a solvency deficiency. The University has chosen to arrange a letter of credit in the amount of $40.8 million at March 31, 2016 (2015 ‑ $27.6 million) to satisfy the contribution requirements through 2016. This letter of credit will be reassessed in conjunction with the December 31, 2015 plan valuation and updated solvency funding level. The accrued benefit obligation shown for 2016 is based on an extrapolation of that 2013 valuation. There is an unamortized gain to be amortized on a straight‑line basis over the expected average remaining service life of the related employee group (12 years). The actuarial valuation was based on a number of assumptions about future events, such as inflation rates, interest rates, wage and salary increases and employee turnover and mortality. The assumptions used reflect the University's best estimates. The expected inflation rate is 2%. The discount rate used to determine the accrued benefit obligation is 6%. Pension fund assets are valued at market value.

2016 2015

Accrued benefit obligation $ 201,388 $ 191,182

Pension fund assets (231,799) (217,031)

(30,411) (25,849)

Unamortized actuarial gains 21,078 20,440

Net asset $ (9,333) $ (5,409)

25





(a) Pension benefits (continued)

(ii) Staff plan (continued)

The expected rate of return on pension fund assets is 6%. The actual gross return on Plan assets in 2015 was 7%. The total expenses related to pensions for the fiscal year ending, include the following components:

The Supplementary Retirement Benefit Account is a separate fund available to provide pensioners over the age of 65 with supplemental indexing against inflation beyond that provided by the basic plan above. It is accounted for as a defined contribution plan, with University contributions during the year of $114,000 (2015 – $114,000).

(b) Special accumulated sick leave benefit liability

Certain unionized employees of the University are entitled to a special vested sick leave benefit in accordance with the terms and conditions of their collective agreements. Employees who accumulate and maintain a minimum balance of regular sick leave may opt to transfer sick days into this special accumulating and vested benefit. The University recognizes a liability and an expense as days are transferred into this benefit. At March 31, 2016 the balance of this special accumulated sick leave was $3,149,000 (2015 – $3,226,000).

2016 2015

Current period benefit cost $ 7,042 $ 6,735

Amortization of actuarial gains (losses) (1,785) (1,060)

5,257 5,675

Less: Employee contributions (2,086) (2,055)

Pension benefit expense 3,171 3,620

Interest cost on the average accrued benefit obligation 11,391 10,832

Expected return on average pension plan assets (12,792) (11,631)

Pension interest income (1,401) (799)

Total pension expense $ 1,770 $ 2,821

26





(c) Long‑term disability benefits

The University administers an employee‑funded long‑term disability plan for faculty and administrative and academic professional staff. It is self‑insured and the liability for the discounted present value of estimated future payments to current claimants is recorded. Information about liabilities for the University’s long‑term disability plan includes:

Components of net benefit expense:

2016 2015

Accrued benefit obligation:

Beginning of year $ 14,765 $ 14,097

Current service cost 7,637 4,280

Interest cost 252 258

Benefits paid (2,365) (2,060)

Actuarial loss (3,353) (1,810)

Accrued benefit obligation, end of year $ 16,936 $ 14,765

2016 2015

Accrued benefit obligation:

Plan assets $ 12,984 $ 12,169

Accrued benefit obligation, end of year (16,936) (14,765)

Unfunded liability, end of year $ (3,952) $ (2,596)

2016 2015

Service cost $ 7,637 $ 4,280

Interest cost 252 258

Expected return on assets (211) (180)

Amortization of net actuarial gain (3,110) (2,566)

Net benefit expense $ 4,568 $ 1,792

27





(c) Long‑term disability benefits (continued)

The significant actuarial assumptions adopted in measuring the University’s accrued benefit obligation are as follows:

An insured long‑term disability plan funded entirely by the University was commenced for other staff on July 1, 2000. The University contribution for the year ending March 31, 2016 was $1,138,000 (2015 - $888,000).

11. Deferred contributions

Deferred contributions are comprised of funds restricted for the following purposes:

2016 2015

Discount rates 1.9% 1.7%

Expected future inflation rates 2.0% 2.0%

Salary increase assumption 2.0% 2.0%

Retirement age assumption 65 65

2016 2015

Specific purpose: (including endowment earnings) $ 80,896 $ 92,336

Research 46,402 51,865

Capital 1,802 1,961 $ 129,100 $ 146,162

2016

Specific

Purpose Research Capital Total 2015

Balance, beginning of year $ 92,336 $ 51,865 $ 1,961 $ 146,162 $ 113,624

Contributions and endowment

investment income 12,709 76,928 61 89,698 140,367

Revenue recognized from

deferred contributions

(24,149) (82,391) (220) (106,760) (107,829)

Balance, end of year $ 80,896 $ 46,402 $ 1,802 $ 129,100 $ 146,162

28




12. Deferred capital contributions

Contributions that are restricted for capital are referred to as deferred capital contributions. Amounts are recognized into revenue as the liability is extinguished over the useful life of the asset. Treasury Board provided direction on accounting treatment as disclosed in Note 2 (a). Changes in the deferred capital contributions balance are as follows:

13. Long-term debt

Long‑term debt reported on the consolidated statement of financial position is comprised of the following (see note 6(c) for related derivative information):

2016 2015

Balance, beginning of year $ 379,426 $ 394,933

Contributions received during the year 23,105 15,434

Revenue from amortization of deferred capital contributions (31,300) (30,941)

Balance, end of year $ 371,231 $ 379,426

2016 2015

Royal Bank of Canada

5.38% term loan due 2024, unsecured $ 8,428 $ 9,179

British Columbia Immigrant Investment Fund

4.75% term loan due 2017, unsecured 3,315 3,527

British Columbia Immigrant Investment Fund


Province of British Columbia

4.82% bond due 2027, unsecured, with annual sinking fund payments of

$327,000 10,800 10,800

Province of British Columbia

4.74% bond due 2038, unsecured, with annual sinking fund payments of

$302,000 10,000 10,000

Great West Life Insurance Company


Long‑term debt $ 52,829 $ 54,739

Accumulated sinking fund payments (5,496) (4,867)

Remaining long-term debt principle repayments $ 47,333 $ 49,872

29




13. Long-term debt (continued) (a) Principal repayments

Anticipated annual principal repayments, including sinking fund instalments and maturities, due over the next five years and thereafter are as follows:

2016

Sinking Fund Other Total

2017 $ 629 $ 2,019 $ 2,648

2018 629 2,114 2,743

2019 629 2,214 2,843

2020 629 2,320 2,949

2021 629 2,430 3,059

Thereafter 12,159 20,932 33,091

$ 15,304 $ 32,029 $ 47,333

30




14. Tangible capital assets

Cost

Balance at

March 31, 2015

Additions Disposals Balance as at

March 31, 2016

Land $ 23,134 $ - $ - $ 23,134

Site Improvements 34,114 288 - 34,402

Buildings 732,606 30,772 - 763,378

Equipment and furnishings 214,967 17,995 (23,756) 209,206

Information systems 18,441 - - 18,441

Computer equipment 17,051 4,168 (4,237) 16,982

Library holdings 40,471 3,771 (3,858) 40,384

Total $ 1,080,784 $ 56,994 $ (31,851) $ 1,105,927

Accumulated amortization

Balance at

March 31, 2015

Disposals Amortization Balance as at

March 31, 2016

Land $ - $ - $ - $ -

Site Improvements 17,025 - 917 17,942

Buildings 195,243 - 14,964 210,207

Equipment and furnishings 125,217 (23,756) 25,026 126,487

Information systems 15,863 - 2,305 18,168

Computer equipment 10,499 (4,237) 4,316 10,578

Library holdings 22,258 (3,858) 3,850 22,250

Total $ 386,105 $ (31,851) $ 51,378 $ 405,632

Net book value March 31, 2015 March 31, 2016

Land $ 23,134 $ 23,134

Site improvements 16,460 17,089

Buildings 553,171 537,363

Equipment and furnishings 82,719 89,750

Information systems 273 2,578

Computer equipment 6,404 6,552

Library holdings 18,134 18,213

Total $ 700,295 $ 694,679

31




14. Tangible capital assets (continued) Contributed tangible capital assets: Additions to equipment and furnishings and computers include the following contributed tangible capital

assets:

(a) Assets under construction

Assets under construction having a value of $ nil (2015 – $74,845,000 ) comprised of buildings have not been amortized. Amortization of these assets will commence when the asset is available for productive use.

(b) De-recognition of tangible capital assets

The de-recognition of tangible capital assets during the year was $31,851,000 (2015 – $27,009,000) related to fully amortized assets with a net book value of $ nil (2015 – $ nil) related to asset disposals.

15. Financial risk management

The University has exposure to the following risks from its use of financial instruments: credit risk, price risk and liquidity risk. The Board of Governors ensures that the University has identified major risks and management monitors and controls them. (a) Credit risk

Credit risk is the risk of financial loss to the University if a customer or counterparty to a financial instrument fails to meet its contractual obligations. Such risks arise principally from the amounts receivable and from fixed income assets held by the University. The University manages amounts receivable by using a specific bad debt provision when management considers that the expected recovery is less than the account receivable. The University limits the risk in the event of non‑performance related to fixed income holdings by dealing principally with counter‑parties that have a credit rating of A or higher as rated by the Dominion Bond Rating Service or equivalent. The credit risk of the University investments at March 31, 2016 is $261,323,000.

2016 2015

Equipment and furnishings $ 23 $ 54

32




15. Financial risk management (continued)

The following shows the percentage of fixed income holdings in the portfolio by credit rating:

(b) Price risk

Price risk includes market risk and interest rate risk.

Market risk relates to the possibility that the investments will change in value due to fluctuations in market prices. The objective of market risk management is to mitigate market risk exposures within acceptable parameters while optimizing the return on risk. This risk is mitigated by the investment policies for the respective asset mixes to be followed by the investment managers, the requirements for diversification of investments within each asset class and credit quality constraints on fixed income investments. Market risk can be measured in terms of volatility, i.e., the standard deviation of change in the value of a financial instrument within a specific time horizon. Based on the volatility of the University’s current asset class holdings, the net impact on market value of each asset class is shown below.

Credit Rating %

AAA 9.7%

AA 20.4%

A 7.9%

BBB 11.4%

BB and below 1.2%

Mortgages 13.6%

Cash and short term

R1 high 33.2%

R1 mid 0.5%

R1 low 2.1%

100.0%

Asset Class

Estimated Volatility

(% change)

Canadian equities +/- 21.1%

Foreign equities +/- 17.5%

Real estate +/- 10.1%

Bonds +/- 5.1%

Infrastructure +/- 17.6%

Benchmark for Investments

Net Impact on

Market Value

DEX Universe Bond index +/- $ 9,330

S&P/TSX Composite index +/- 21,928

MSCI World Index +/- 21,305

Canadian Consumer Price Index (Real Estate) +/- 3,760

Canadian Consumer Price Index (Infrastructure) +/- 3,739

33




15. Financial risk management (continued)

(b) Price risk (continued)

Interest rate risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in the market interest rates. The value of fixed‑income and debt securities, such as bonds, debentures, mortgages or other income‑producing securities is affected by interest rates. Generally, the value of these securities increases if interest rates fall and decreases if interest rates rise. It is management's opinion that the University is exposed to market or interest rate risk arising from its financial instruments. Duration is an appropriate measure of interest rate risk for fixed income funds as a rise (fall) in interest rates will cause a decrease (increase) in bond prices; the longer the duration, the greater the effect. Duration is managed by the investment manager at the fund level. At March 31, 2016, the modified duration of all fixed income in aggregate was 4 years. Therefore, if interest rates were to increase by 1% across all maturities, the value of the bond portfolio would drop by 4%; contrarily, if interest rates were to decrease by 1% across all maturities, the value of the bond portfolio would increase by 4%.

(c) Liquidity risk

Liquidity risk is the risk that the University will not be able to meet its financial obligations as they become due. The University manages liquidity risk by continually monitoring actual and forecasted cash flows from operations and anticipated investing and financing activities to ensure, as far as possible, that it will always have sufficient liquidity to meet its liabilities when due, under both normal and stressed conditions, without incurring unacceptable losses or risking damage to the University’s reputation.

16. Accumulated surplus

Accumulated surplus is comprised of the following: 2016 2015

Endowments $ 306,472 $ 295,532

Invested in capital assets 293,119 277,306

Internally restricted 81,984 80,470

Unrestricted 20,627 19,069

Accumulated remeasurement gains 14,162 17,324

$ 716,364 $ 689,701

34




16. Accumulated surplus (continued)

Endowments consist of restricted donations and capitalized investment income to be held in perpetuity. Invested in capital assets consist of unrestricted funds previously spent on capital assets and debt repayment. Internally restricted funds consist of balances set aside or appropriated by the Board of Governors for equipment replacement, capital improvements and other non‑recurring expenditures. Unrestricted funds consist primarily of balances arising from the University’s ancillary and specific purpose funds, and consolidated entities.

17. Endowments

Changes to the endowment principal balances, not including remeasurement gains/losses, are as follows:

The balance shown does not include endowment principal with fair value of $6,914,000 (2015 -$7,076,000 ) and book value of $4,820,000 (2015 -$4,820,000) held by the Vancouver Foundation. The excluded principal is not owned or controlled by the University, but income from it is paid to the University to be used for specific purposes.

2016 2015

Balance, beginning of year $ 295,532 $ 289,970

Contributions received during the year 6,708 4,268

Invested income and donations capitalized 4,232 1,294

Balance, end of year $ 306,472 $ 295,532

35




18. Contractual obligations

The nature of the University’s activities can result in multiyear contracts and obligations whereby the University will be committed to make future payments. Significant contractual obligations related to operations that can be reasonably estimated are as follows:

19. Contingent liabilities

The University may, from time to time, be involved in legal proceedings, claims, and litigation that arise in the normal course of business. It is management’s opinion that the aggregate amount of any potential liability is not expected to have a material adverse effect on the University’s financial position or results. The University is one of 58 Canadian university subscribers to CURIE, which has provided property and liability insurance coverage to most campuses other than Quebec and Prince Edward Island since 1988. The anticipated cost of claims based on actuarial projections is funded through member premiums. Subscribers to CURIE have exposure to premium retro‑assessments should the premiums be insufficient to cover losses and expenses.

20. Expenses by object The following is a summary of expenses by object: 2016 2015

Salaries and wages $ 282,257 $ 275,545

Employee benefits 49,689 47,056

Travel 14,396 13,557

Supplies and services 68,743 71,089

Equipment rental and maintenance 9,688 4,664

Utilities 8,905 8,680

Scholarships, fellowships and bursaries 37,157 37,440

Cost of goods sold 13,938 14,094

Interest on long‑term debt 2,267 2,541

Interest ‑ other - 11

Amortization of tangible capital assets 51,378 49,861

$ 538,418 $ 524,538

2017 2018 2019 2020 2021

Construction contracts $ 2,648 $ - $ - $ - $ -

Operating leases 229 83 66 60 30

Total $ 2,877 $ 83 $ 66 $ 60 $ 30

36




21. Funds held in trust

Funds held in trust are funds held on behalf of autonomous organizations, agencies, and student societies having a close relationship with the University. These funds are not reported on the University’s consolidated statement of financial position (2016 – $1,092,000; 2015 – $1,906,000).

22. Supplemental cash flow information 23. Differences between Financial Reporting Framework (FRF) and PSAS

As noted in the significant accounting policies, per the Budget Transparency and Accountability Act of the Province of British Columbia and the Restricted Contribution Regulation 198/2011 issued pursuant to it, the university is required to account for government funding of tangible capital assets by deferring and amortizing deferred capital contributions to income on the same basis as the related amortization expense. If restricted government funding for tangible capital assets does not contain stipulations that create a liability, then PSAS requires it to be reported as income immediately. The impact of this difference on the consolidated financial statements of the university would be as follows:

2016 2015

Cash paid for interest $ 2,466 $ 2,477

2016

FRF PSAS Difference

Liabilities

Deferred capital contributions $ 371,232 $ - $ 371,232

Accumulated surplus 716,364 1,087,596 (371,232)

Revenue

Government grants and contracts 264,623 284,391 (19,768)

Donations, non-government grants and contracts 15,369 18,429 (3,060)

Amortization of deferred capital contributions 31,299 - 31,299

Annual operating surplus

Annual operating surplus (after restricted endowment

contributions) $ 29,825 $ 21,354 $ 8,471

37




23. Differences between Financial Reporting Framework (FRF) and PSAS (continued)

2015

FRF PSAS Difference

Liabilities

Deferred capital contributions $ 379,426 $ - $ 379,426

Accumulated surplus 689,701 1,069,127 (379,426)

Revenue

Government grants and contracts 259,341 270,726 (11,385)

Donations, non-government grants and contracts 18,389 22,438 (4,049)

Amortization of deferred capital contributions 30,941 - 30,941

Annual operating surplus

Annual operating surplus (after restricted endowment

contributions) $ 21,990 $ 6,483 $ 15,507

38

UNIVERSITY OF VICTORIA SCHEDULE OF LONG TERM DEBT

MARCH 31, 2016

INTEREST

NET

PRINCIPAL RATE DUE LIABILITY

(in dollars)

(in dollars)

Province of British Columbia bond $ 10,800,000 4.820 2027 $ 10,800,000

Province of British Columbia bond 10,000,000 4.740 2038 10,000,000

Royal Bank of Canada Bankers Acceptances 8,426,760 5.380 2024 8,426,760 (converted to term loan through interest rate swap)

Great West Life Assurance Company term loan 11,385,605 5.130 2030 11,385,605

BC Immigrant Investment Fund term loan 3,314,869 4.750 2017 3,314,869

BC Immigrant Investment Fund term loan 8,901,668 2.4796 2033 8,901,668

Total long term debt secured by debt instruments

$ 52,828,902

39

UNIVERSITY OF VICTORIA SCHEDULE OF GUARANTEE OR INDEMNITY AGREEMENTS

This organization has not given any guarantees or indemnities, approved under the Guarantees and Indemnities Regulation during fiscal 2015-2016.

This statement is produced under the Financial Information Regulation, Schedule 1, subsection 5.

40

UNIVERSITY OF VICTORIA STATEMENT OF SEVERANCE AGREEMENTS

There were two severance agreements representing three to twelve months of compensation made between the University of Victoria and non-unionized employees during fiscal 2015-2016.

This statement is produced under the Financial Information Regulation, Schedule 1, subsection 6 (7).

41

UNIVERSITY OF VICTORIA SCHEDULE OF BOARD OF GOVERNORS REMUNERATION AND EXPENSES

YEAR ENDED MARCH 31, 2016

No remuneration is paid to any member of the Board of Governors for Board activity.

Chancellor and Order-In-Council Members: Expenses ($)

Rogers, Shelagh Chancellor 2,089 Mohr, Eric Chair, Alumni, Order-in-Council 1,673 Van Ruyven, Beverly Vice-Chair, Order-in-Council (to November 11, 2015) 3,819 Mackenzie, Isobel Vice-Chair, Order-in-Council (from November 12, 2015) 219 Redies, Tracy Order-in-Council 2,191 Kennedy, Michael Order-in-Council 1,958 LeBlanc, Lindsay Order-in-Council 336 Chong, Ida Order-in-Council 386 Gustavson, Peter Order-in-Council (to July 31, 2015) 173 Corbett, Daphne Order-in-Council 71 McIntyre, Cathy Order-in-Council - Student Members:

Renwick-Shields, Bronte Student Member (from July 1, 2015) - Erickson, Kayleigh Student Member 181 Cranwell, Bradley Student Member (to June 30, 2015) 173

$ 13,269

President, Faculty and Staff Members:

Cassels, Jamie President Peredo, Ana Maria Faculty Member Cazes, Helena Faculty Member Bassi, Nav Staff Member

Note: The remuneration and expenses of the President and the Faculty and Staff who are members of the Board are listed in the Schedule of Employees' Remuneration and Expenses or included in the amounts for employees earning less than $75,000 at the end of the schedule.

42

UNIVERSITY OF VICTORIA SCHEDULE OF EMPLOYEES' REMUNERATION AND EXPENSES

YEAR ENDED MARCH 31, 2016

Remuneration includes salary and wages of University employees, including payments to employees for services performed over and above their regular duties, and payments to employees in connection with retirement (*). Reimbursement of work-related expenses represents payments for costs incurred by employees in connection with their duties. These include travel expenses, memberships, tuition, relocation (**), vehicle expenses, extraordinary hiring expenses, registration fees and similar amounts. Both remuneration and expenses include amounts provided from grants and contracts administered by the University.

Remuneration ($)

Reimbursement of Work Related Expenses ($) Remuneration ($)

Reimbursement of Work Related Expenses ($)

Adam, Martin 93,720 7,410 Adam, Ruth 77,986 - Adams, Michael 113,933 1,250 Adams, Sean 76,581 - Adjin-Tettey, Elizabeth 161,270 794 Agathoklis, Panajotis 171,740 10,707 Agueh, Martial 104,815 3,499 Ahn, Jooeun 100,939 2,605 Aitchison, Shannon 81,082 3,505 Albert, Jeff 91,617 4,532 Albert, Justin 100,396 9,759 Albu, Catalin 92,481 1,318 Alexander, Robert 125,688 5,494 Alexander, Vikky 125,327 2,573 Alexandrowicz, Conrad 93,585 2,147 Alfred, Gerald Taiaiake 133,403 3,429 Allen, Geraldine 121,872 5,345 Althaus, Catherine 117,045 11,657 Andersen, Leigh 102,083 2,556 Anderson, Debra 82,399 4,555

Anderson, John 157,557 372 Andrachuk, Gregory 150,613 - Anglin, James 195,012 2,767 Anholt, Bradley 170,768 - Anthony, Robert 96,172 - Antliff, Allan 119,243 3,182 Aragon, Janni 109,115 9,766 Archibald, John 162,791 3,482 Arneil, Stewart 86,528 4,603 Atherton, Pat 108,639 778 Atkinson, David 103,116 8,582

Auld, M 134,780 - Ault, Joshua 119,863 12,032 Ausio, Juan 154,122 2,286

Awatramani, Gautam 113,400 13,541

Baboula, Evanthia 90,760 -

Babul, Arif 126,185 4,878

Baer, Douglas 148,207 159

Baggs, Jen 100,263 463

Bailey, Helen 78,899 3,778 Bain, Thomas 116,917 - Bakken, David 75,023 1,466 Bakvis, Herman 106,211 2,189 Balfour, Annemarie 84,806 459 Ball, Jessica 129,301 - Ban, Natalie 86,972 17,693 Banerjee, Sikata 145,811 - Baniasadi, Amirali 124,524 17,164 Banister, Elizabeth 128,382 4,739 Bardal, Stanley 102,010 834 Barnas, Laurie 93,314 4,894 Barnhardt, Don 176,326 3,188 Barnhardt, Laurie 95,528 17,482 Barr, Christopher 80,263 2,420 Bartlett, Kevin 83,109 9,707 Bartley, Uwe 87,846 - Bashir, Rizwan 89,213 1,500 Bassi, Navdeep 119,316 4,631 Batur, Levent 81,664 2,491 Baum, Julia 102,160 10,868 Beam, Sara 108,990 3,059 Beaucamp, Craig 81,150 1,292

Remuneration ($)


Remuneration ($)


University of Victoria Schedule of Employees’ Remuneration and Expenses Year ended March 31, 2016

43

Beaulieu, Gregory 109,161 1,232 Beaveridge, Chandra 75,317 4,124 Bebbington, Tina 90,996 3,937 Bedi, Shailoo 117,558 82 Beecroft, V Lynne 77,806 2,257 Begoray, Deborah 139,903 5,638 Bell, Frederick 130,004 8,347 Bengtson, Jonathan 176,588 16,754 Bennett, Colin 146,589 8,527 Benoit, Cecilia 155,436 9,335 Benson, Karla 75,895 395 Berg, David 124,224 - Bergland, Donald 107,965 4,088 Berry, David 85,236 - Bertoni, Katherine 97,965 16,645 Best, Tricia 76,286 12,626 Bhat, Ashoka 154,908 12,231 Bhiladvala, Rustom 96,394 - Biddiscombe, A Perry 128,636 - Biffard, Benjamin 76,882 195 Bird, Sonya 96,978 899 Biro, Daniel 80,695 613 Bjornson, Dora Leigh 81,225 - Black, Timothy 110,012 4,846 Blackstone, Sarah 190,292 3,193 Blades, David 138,791 2,401 Blair, William 100,343 3,544 Blank, G 133,853 - Bligh, Sandra 116,161 5,789 Blonde, Patricia 78,086 - Bluck, Gerald 86,594 - Boag, David 101,627 - Bodden, Michael 125,384 6,180 Bohne, Cornelia 157,538 15,334 Bomans, Diane 83,194 4,186 Bonner, Michelle 95,518 20,015 Boraston, Alisdair 130,572 5,545 Borchers, Christoph 194,261 73,749 Bornemann, Jens 168,939 17,785 Borrows, John 239,642 9,829 Borycki, Elizabeth 92,796 5,869 Bose, Christopher 135,551 2,439 Bosma, Jeffery 86,121 280 Boudreault-Fournier, Alexandrine 92,053 17,612 Boulanger, Martin 120,036 5,981 Bowman, Laurel 106,359 136 Boyd, Susan 138,963 - Boyer, Wanda 119,413 917 Boyle, Patrick 83,395 - Bradley, Colin 120,566 42,028

Bradley, Maureen 110,492 5,691 Bramadat, Paul 129,398 5,954 Brandes, Oliver 104,992 20,335 Branzan Albu, Alexandra 124,728 10,188 Brendle-Moczuk, Daniel 89,097 5,445 Brenton-Haden, Sally 93,835 3,667 Brewer, Bonny 79,340 - Briant, Douglas 88,036 - Bridgens, Gary 101,772 14,010 ** Briggs, Alexander 105,943 73 Brimacombe, Caroline Anna 121,170 3,425 Brolo, Alexandre 129,284 14,504 Broome, David 87,098 - Brown, Craig 127,500 11,354 Brown, Graham 144,978 3,873 Brown, Leslie 159,167 5,018 Bruce, Winnifred Anne 106,572 3,457 Brunet-Jailly, Emmanuel 122,405 13,808 Brunsdon, Wayne 85,080 2,368 Brunt, John 208,987 1,520 Bryden, Penny 132,148 5,239 Brydon, Marni 98,546 - Bub, Daniel 138,445 12,981 Buckham, Bradley 127,878 9,366 Budney, Ryan 90,847 853 Bultena, Bette 80,823 1,000 Bunton, Martin 113,978 1,657 Burford, Neil 218,243 7,571 Burgess, Judith 103,424 6,977 Burke, John 99,884 3,859 Burke, R Brendan 94,631 11,812 Burke, Robert 164,860 7,000 Butler-Palmer, Carolyn 95,398 9,189 Butt, Leslie 119,448 13,645 Butterfield, Benjamin 102,646 2,353 Butterfield, Christopher 128,451 3,613 Butterfield, Jane 80,540 515 Cacchioni, Thea 75,011 1,189 Cai, Lin 124,239 6,949 Calder, Gillian 136,280 - Cameron, Caroline 149,398 9,832 Cameron, Margaret 110,888 860 Campbell, Erin 109,341 6,909 Campbell, Scott 92,021 394 Canessa, Rosaline 116,788 4,263 Canil, Dante 118,045 14,560 Capson, David W 214,053 9,945 Carriere, Jeannine 128,366 1,772 Carroll, Simon 135,977 725 Carroll, William 151,981 6,835

Remuneration ($)


Remuneration ($)



44

Carson, Luke 112,790 3,410 Carter, Randy 77,306 250 Cascon, C Keith 83,116 1,177 Case, Ian 110,195 2,121 Casey, Marguerite 81,322 9,419 Cassels, James 355,678 35,117 Castle, David 241,183 26,392 Cave, Michael 76,168 581 Caws, Catherine 118,283 7,443 Cazes, Helene 121,730 5,568 Celona, John 141,638 - Chan, Kathryn 103,230 367 Chang, Patrick 82,396 - Chapman, Alison 114,155 9,341 Chappell, Neena 167,736 18,140 Charette, Carmen 240,566 5,435 Charlton, Lauren 139,892 3,031 Chen, Yan 80,421 507 Chen, Zhongping 107,332 11,986 Cheng, Mantis 108,970 2,635 Chia, Ai-Lan 84,419 590 Chim, Louise 82,063 1,707 Chittoor, Raveendra 113,161 15,561 ** Choi, Byoung-Chul 116,069 4,347 Choo, Raymond 85,044 - Chow, Don 86,718 2,854 Chow, Robert 109,876 - Choy, Francis Y M 136,092 2,656 Christensen, Marc 79,027 988 Christie, Brian 143,178 3,579 Church, Lisa 80,261 - Churchill, Gregory 76,833 2,189 Clarke, Judith 146,307 - Clarke, Marlea 83,314 11,194 Cleves, Rachel 106,489 8,162 Clewley, Nicholas 81,225 1,202 Cloutier Fisher, Denise 111,119 5,222 Clover, Darlene 116,621 10,511 Coady, Yvonne 132,436 5,204 Cochran, Patricia 103,358 1,592 Cockerline, Terry 104,318 14,183 Colas Cardona, Silvia 109,139 1,500 Colby, Jason 102,959 23,429 Coleman, Barbara 95,848 500 Colgate, Mark 173,343 7,581 Con, Adam 81,482 725 Connelly, Neil 112,096 2,140 Connor, Vincent 87,361 465 Constabel, C Peter 122,232 5,082 Constantinescu, Daniela 105,624 2,823

Coogan, Laurence 116,633 7,104 Cook, Peter 83,237 - Cooley, Kenneth 132,347 7,536 Cormie, Matthew 87,087 - Corner, Susan 112,049 7,578 Corntassel, Jeff 131,197 61 Corwin, Vivien 129,717 6,303 Costa, Maycira 107,348 5,532 Costigan, Catherine 131,481 3,544 Cotton, Richard 107,837 17,648 ** Courtney, Karen 97,505 5,030 Courty, Pascal 115,779 2,752 Coward, Andrew 101,240 8,263 Cozzi, Marco 82,653 11,882 ** Crawford, Curran 109,906 6,544 Crawford, Robert 104,970 - Crawley, Richard 77,569 7,167 Crippen, Carolyn 98,565 2,770 Cullen, Jay 101,811 8,862 Cunningham, John Barton 143,152 5,077 Curran, Deborah 116,061 6,643 Cutler, A Claire 124,297 8,235 Czaykowska-Higgins, Ewa 128,374 4,675 Dadachanji, Behram 124,468 1,436 Dakin, Del 120,810 9,178 Dalrymple, Chad 79,172 3,377 Dalton, Robert 137,479 2,539 Damali, Uzay 111,607 - Damian, Daniela 126,272 24,130 Danis, Wade 146,772 10,598 Darcie, Thomas 196,709 4,300 D'Arcy, Alexandra 96,042 6,910 Darimont, Christopher 100,493 7,767 Darroch, Gloria 82,515 4,635 Dastmalchian, Ali 172,775 22,749 David, Tracy 79,549 3,566 Davidson, Jaclyn 83,236 3,405 Davis, Corey 84,328 4,108 Dawson, Teresa 150,456 4,093 de Alba-Koch, Beatriz 141,239 11,431 De Decker, Ludgard 106,103 430 de Finney, Sandrina 95,713 3,530 de Rosenroll, David 97,738 3,472 de Sousa, Rogerio 99,538 7,170 Dean, Heather 75,238 3,440 Dean, Misao 140,423 3,381 Dearden, Philip 171,434 23,168 Dechev, Nikolai 127,205 13,211 Deen, Eugene 92,914 459 Delaney, Kerry 144,448 412

Remuneration ($)


Remuneration ($)



45

Denisenkov, Pavel 78,202 2,174 Derry, Jonathan 90,421 1,664 Devereaux, Simon 106,162 1,808 Devor, Aaron 168,790 1,679 Dewey, Richard 132,134 20,571 Dewis, Cassbreea 98,619 - Diacu, Florin 133,841 6,669 Dildy, Clifton 80,743 3,075 Dimopoulos, Nikitas 174,603 9,745 Dixon, Janet 100,260 2,237 Djilali, Nedjib 193,300 10,324 Doane, Gweneth 133,185 4,144 Dobson, Warwick 127,193 - Doig, Anthony 105,917 9,702 ** Dong, Xiaodai 128,739 5,193 Dong, Zuomin 167,719 7,897 Dopp, James 109,910 2,230 Dorin, Kelly 93,955 2,332 Dorocicz, John 118,668 1,996 Dosso, Stanley 150,918 15,199 Dost, Sadik 205,665 14,393 Douglas, Christopher 117,704 3,403 Dower, John 120,785 4,906 Downey, Angela 147,181 7,396 Downie, Thomas 113,675 3,122 Doyle, Susan 111,798 - Driessen, Peter 141,099 1,838 Duffus, David 88,145 5,307 Dukes, Peter 113,322 6,170 Duncan, Gary 87,101 - Dunne, David 129,567 9,695 Dunsdon, James 201,558 13,624 Durno, John 111,505 3,673 Dyson, William 97,885 2,672 Eastman, Julia 161,686 5,051 Eder, Karl 147,491 2,700 Edwards, Roderick 140,742 3,361 Ehlting, Juergen 103,932 - Ehrenberg, Marion 134,651 9,121 Eisenberg, Avigail 159,178 13,911 Ekeltchik, Serguei 122,364 6,694 Elangovan, A R 208,749 13,835 Elemans, Patricia 164,262 9,641 Ellerbeck, Erin 81,144 9,627 Elliott, Leslie 76,549 7,808 Elliott-Goldschmid, Ann 137,779 - Ellison, Sara 133,981 16,839 El-Sabaawi, Rana 90,267 3,599 Emerson, Heath 105,626 7,812 Emme, Michael 120,911 -

Endo, Katsuhiko 88,419 6,918 Enge, Ryan 93,777 4,881 Engineer, Merwan 141,505 2,453 Erikson, Bradley 80,626 4,009 Eshuys, Sally 88,691 327 Evans, Stephen 155,455 5,352 Evers-Fahey, Karen 86,602 1,972 Fargey, Shannon 77,463 - Farnham, Martin 117,142 - Fawthorpe, Kim 95,971 5,410 Feddema, Johannes 115,692 13,914 ** Feir, Donna 96,013 3,731 Felix, James 98,546 5,976 Fennema, Norman 76,816 - Ferguson, Gerard 185,098 4,274 Fetcas, Klaudia 94,736 5,872 Fiddler, Susan 81,838 2,374 Figursky, Mike 76,297 - Fila, Robyn 80,986 12,108 Fillion, Michelle 109,187 3,422 Finlay, Andrew 86,931 643 Fisher, Barbara 78,977 3,739 Fisher, Lynne 77,872 2,203

Fitzsimmons, Stacey 109,384 8,807 Flaherty, Mark 125,958 8,696 Fleming, Robert 90,955 1,483 Forbes, Jim 128,778 11,904 Foster, Kimberley 131,204 6,345 Fougner, Brent 77,752 2,680 Fox, Barbara 108,854 3,062 Foxgord, John 92,200 245 France, Yasuko 78,356 - France-Rodriguez, M Honore 114,200 4,038 Francis Pelton, Leslee 146,880 7,552 Frank, Charles 80,012 - Frank, Natia 113,312 11,191 Franz, Catherine 79,701 - Frisch, Noreen 174,885 4,444 Fromet de Rosnay, Emile 85,887 1,298 Fulton, Gordon 100,898 - Fyles, Thomas 162,539 4,981 Gagan, Rebecca 79,879 1,544 Gagne, Lynda 100,975 1,647 Gair, Jane 94,720 3,834 Galang, Maria Carmen 140,628 3,777 Gallins, Glenn 128,372 4,758 Galloway, J Donald 148,731 1,866 Ganley, Dale 117,782 - Ganti, Sudhakar 126,669 3,514 Garcia-Barrera, Mauricio 88,363 4,959

Remuneration ($)


Remuneration ($)



46

Garlick, Stephen 90,280 - Gaston, William 77,934 1,428 Gaul, Catherine 133,715 3,352 Gauthier, Melissa 76,882 7,245 ** Gebali, Fayez 180,145 4,696 Gebhard, Fran 82,674 2,993 Geditz, Birgit Margaret 101,991 221 Gemmrich, Johannes 99,879 24,389 German, Daniel 125,596 13,577 Gibbings, Corey 85,485 2,161 Gibbons, Sandra 152,219 4,762 Gibson, Maxine 82,451 1,978 Gifford, Robert 153,127 2,580 Giles, Andrea 106,191 7,352 Giles, David 201,022 375 Gillen, Mark 145,182 1,081 Gillie, Joan 87,451 - Gillis, Kathryn 172,230 3,655 Gleeson, Tom 112,352 8,998 Glezos, Simon 83,381 4,611 Goddard, Lisa 120,302 19,547 ** Godfrey, Jane 99,542 615 Goldblatt, Colin 92,596 5,736 Golz, Peter 141,745 1,239 Gontier, Nella 90,535 1,100 Gonzalez-Harney, Dalia 79,931 3,209 Gordon, Carol 107,615 - Gordon, John Alexander 86,931 - Gordon, Reuven 148,788 24,577 Gorham, Kevan 81,396 64 Gorham, Stephen 128,666 1,000 Gorrill, Gayle 253,182 11,638 Gould, Lisa 123,520 2,456 Gounko, Tatiana 87,597 6,782 Gowen, Brent 77,629 134 Graham, Christopher 124,699 12,030 Grant, Lance 117,515 2,825 Grant, M L Mariel 109,098 7,045 Grant, Rebecca 170,661 5,295 Gray, Catherine 98,880 5,379 Gray, Garry 84,105 - Greenshields, Marcus 99,832 - Gregory, Patrick 148,799 9,037 Gregresh, Monica 93,272 - Greschner, Donna 172,671 2,767 Griffith, Murray 151,598 5,468 Grouzet, Frederick 97,690 3,336 Grove-White, Elizabeth 140,644 2,086 Gugl, Elisabeth 121,661 - Guillemot, Eric 116,683 4,628

Guitouni, Adel 137,470 1,117 Gulliver, Thomas 180,435 3,671 Gupta, Rishi 102,194 4,318 Gutberlet, Jutta 106,686 14,269 Haddock, Mark 96,310 7,462 Hadwin, Allyson 107,962 7,178 Haist, Yvonne 104,650 3,807 Hall, Budd 102,599 8,136 Hallgrimsdottir, Helga 98,447 1,813 Hamilton, R Clinton 130,127 9,896 Hammado, Ahmad 77,964 - Hamme, Roberta 109,563 6,415 Han, Jun 94,345 13,798 Hancock, Trevor 105,643 13,251 Harding, Catherine 148,069 2,929 Hardy, Linda 124,203 - Harrington, David 137,791 4,870 Harrison, Gina 105,477 1,049 Harrison, Justin 91,841 4,762 Harrison, Kathy 75,928 - Harvey, Elizabeth 90,110 * - Hasanen, Reece 88,563 528 Hasanen, Troy 79,878 1,982 Haskett, Timothy 117,993 1,732 Hastings, Victoria 78,136 - Hawkins, Barbara 145,583 2,817 Hayes, Kiriel 98,174 8,706 Hayes, Michael 155,701 3,881 Hayward, Shannon 90,383 3,488 Hebb, Cheryl 121,855 6,074 Hedji, Denis 89,280 6,408 Helbing, Caren 133,280 5,475 Helm, Denise 111,058 1,597 Helston, Suzanne 78,345 4,505 Henderson, Lee 92,251 1,384 Henry, Austin 91,028 - Herique, Emmanuel 94,249 1,797 Herring, Rodney 131,755 3,684 Herwig, Falk 108,602 8,367 Hetherington, Bradley 94,116 2,549 Hicks, Robin 139,541 17,968 Hiebert, James 89,129 8,694 Hier, Sean 121,327 4,508 Higgins, Iain 149,822 2,986 Higgs, Eric 146,703 6,280

Highbaugh Aloni, Pamela 137,129 - Hilchey, Paul 90,785 2,853 Hills, Marcia 139,882 2,219 Hintz, William 114,457 12,324 Hoeberechts, Maia 93,390 12,714

Remuneration ($)


Remuneration ($)



47

Hof, Fraser 115,762 30,210 Hofer, Scott 178,782 59,581 Hoffman, Daniel 98,417 817 Hoffman, Faye 87,087 6,388 Hofmann, Martin 102,726 667 Hogg, Duncan 81,396 4,124 Holder, Cindy 116,257 4,081 Holmberg, Ingrid 133,613 2,642 Holroyd, Clay 133,206 14,268 Hood, Joanna 136,187 5,000 Hood, Sarah 110,402 829 Hopper, Timothy 109,023 10,811 Hore, Dennis 105,342 13,489 Horspool, R Nigel 90,344 859 Hoskins, Marie 128,326 3,292 Housden, Izaak 76,820 108 Howard, Lloyd 150,199 - Howard, Perry 110,662 230 Howell, Robert 159,645 2,820 Huang, Jing 115,747 8,532 Huang, Li-Shih 99,832 4,745 Hughes, Mary Jo 102,658 1,491 Hume, Stephen 81,748 317 Hundza, Sandra 98,541 - Hurren, Wanda 135,455 15,349 Hutchinson, David 81,396 767 Hutchinson, Emma 117,177 189 Ibrahim, Slim 94,102 7,817 Iles, Timothy 109,725 5,692 Irvine, Valerie 95,488 3,601 Jackson, Lillanne 109,037 785 Jackson, Lorna 101,191 545 Jacobs, Peter 85,417 4,854 James, Matt 105,061 6,766 Jameson, Megan 77,738 2,395 Jeeves, Helena 77,803 5,032 Jeffery, Donna 127,198 6,142 Jeffries, Marlene 80,216 7,364 Jelinski, Dennis 141,853 14,057 Jenstad, Janelle 108,081 102 Johnson, Darryl 86,917 439 Johnson, Janice 112,446 5,892 Johnson, Rebecca 134,274 9,374 Johnston, Scott 102,416 - Johnstone, Lynne 81,383 6,938 Joyce, Wendy 81,396 4,271 Juanes, Francis 150,548 18,438 Jun, Martin 120,313 21,333 Juniper, Stanley 166,742 49,267 Kapron, Bruce 119,745 3,590

Karlen, Dean 164,024 10,582 Karras, Sheryl 82,379 6,011 Katz, Rodney 81,396 565 Kay, Magdalena 95,746 135 Keeler, Richard 176,027 12,778 Keenan, Laurie 89,248 7,016 Kehoe, Inbarani 111,874 4,882 Kellan, Kurt 102,271 - Keller, C Peter 166,225 11,322 Kelly, Erin 91,326 748 Kennedy, Peter 128,278 3,248 Kent, Barry 83,665 - Keogh, James 86,781 10,696 Kerns, Kimberly 122,290 1,057 Kerr, Kevin 86,800 - Kerr, Mary 138,585 1,687 Kerschtien, Shane 96,023 3,462 Khouider, Boualem 136,473 9,506 Khurana, Meeta 86,626 5,228 Kilbey, Christopher 169,055 7,028 Kilpatrick, A Bruce 172,126 2,207 Kimura, Mika 91,815 731 King, Gerald 147,553 2,719 King, Richard 150,618 3,620 King, Valerie 148,360 12,008 Kirkham, Heather 81,201 22 Kitts, Jody 101,853 3,589 Klatt, Albert 81,382 1,473 Klatt, Carrie 97,846 - Klatt, Margaret 114,347 4,893 Klein, Saul 247,452 28,647 Klimstra, Marc 83,150 - Klit, Peter 77,738 3,924 Kluge, Eike-Henner 176,651 2,687 Klymak, Jody 106,264 11,718 Knodel, Rita 117,015 5,222 Kobayashi, Karen 105,014 - Kobrc, Helen 79,106 3,139 Kodar, Freya 106,541 7,451 Kolb, Eric 102,559 2,682 Koop, Ben 169,514 4,435 Korol, Rhonda 80,823 289 Koroll, Michelle 83,225 3,489 Kostek, Patricia 133,098 - Kovtun, Pavlo 99,489 3,621 Kowalewski, Robert 145,117 12,697 Kozsan, Ronald 118,239 1,035 Krawitz, Adam 86,765 2,270 Krebs, Harald 142,909 5,276 Krigolson, Olave 97,158 29,993

Remuneration ($)


Remuneration ($)



48

Kroker, Arthur 173,860 - Kron, Geoffrey 100,371 2,426 Krull, Catherine 203,858 45,069 ** Kuchar, Gary 106,608 2,689 Kuehne, Valerie 277,975 13,708 Kulin, Ian 133,401 20,921 Kumar, Alok 129,620 4,867 Kuo, Mu-Hsing 95,534 12,913 Kuran, Peter 230,497 - Kurki, Helen 97,644 6,868 Kushniruk, Andre 150,796 2,731 Kwok, Harry 131,534 1,073 Laca, Marcelo 126,213 13,312 Lacourse, Terri 93,348 4,270 Lado Insua, Tania 79,130 14,485 Laidlaw, Mark 94,784 1,032 Lalonde, Christopher 120,759 2,640 Lam, Eugenie 80,644 889 Lam, Yin-Man 96,808 3,588 Lantz, Trevor 82,643 12,091 Lapprand, Marc 154,913 910 Laskarin, Daniel 138,298 2,680 Lathouwers, Tine 87,472 1,539 Lau, Francis 147,176 1,462 Lauzon, Lara 102,223 - Lavallee, Timothy 87,029 4,008 Lawrence, Michelle 107,038 3,317 Lawson, James 93,577 4,872 Lawson, Yvonne 76,754 504 Laxdal, Erik 75,791 - Le, Duc 130,676 1,003 Leach, David 109,977 3,597 Leacock, Brian 108,115 41,067 Leadbeater, Bonnie 156,321 4,520 Leahy, Paula 80,066 1,884 Leavett-Brown, Colin 86,003 2,824 Lee, Jo-Anne 121,514 2,380 Lefebvre, Michel 152,352 19,883 Leger, Catherine 86,180 1,811 Leighton, Mary Elizabeth 108,182 4,397 Leik, Vivian 76,510 4,641 Leonard, Lucinda 77,334 3,542 Lepp, Annalee 137,602 901 Leske, Andrew 109,337 5,258 Leslie, Murray 78,277 - Lesperance, Mary 131,180 2,597 Lewall, Kim 99,528 8,025 Lewis, Susan 134,591 9,236 Li, Kin 145,294 270 Liao, Carol 82,577 -

Lilburn, Tim 101,703 572 Lin, Hua 122,382 1,746 Lin, Tsung-Cheng 92,245 - Lindgren, Allana 104,890 2,014 Lindquist, Evert 154,713 12,348 Lindsay, Donald 154,003 931 Lines, Michael 85,108 787 Lipson, Robert 184,345 2,209 Littlewood, Cedric 137,839 - Livingston, Nigel 155,628 1,453 Loppie, Charlotte 123,623 2,517 Lorenzi, Daniela 104,346 1,781 Lovelace, Tanya 75,906 374 Lu, Tao 91,332 4,309 Lu, Wu-Sheng 166,848 5,792 Lum, Wendy 89,860 974 Luszniak, Diane 80,304 684 Lutz, John 139,024 3,238 Ly, Minh 87,087 1,680 Lydon, Maeve 81,824 10,834 Lynn, Joel 151,988 5,486 Ma, Junling 95,820 739 MacDonald, John 101,478 2,470 MacDonald, Marjorie 117,941 14,137 MacDonald, Maureen 164,412 13,776 Macdonald, Nicol 156,987 28,859 MacDonald, Scott 138,472 - MacDonald, Stuart 115,666 15,468 MacGillivray, Gary 132,005 10,253 MacGregor, James 150,737 5,784 MacKay, Robert 82,871 - MacKenzie, Patricia 158,434 2,768 MacKinnon, Karen 98,408 4,163 MacLeod, Brock 79,468 - Macleod, Colin 144,589 6,050 MacLeod, Joan 112,350 61 MacLeod, Kathryn 117,834 1,876 MacMillan, Jennifer 75,769 2,519 Macoun, Sarah 97,920 3,891 Macoun, Timothy 122,320 7,660 Magassa, Moussa 88,674 1,894 Magnuson, Douglas 97,257 - Magnusson, Warren 76,950 - Mainprize, Brent 142,685 12,366 Maki, Mia 135,061 - Makosinski, Arthur 90,301 1,411 Mallidou, Anastasia 96,512 2,373 Marcellus, Lenora 103,484 5,551 Marck, Patricia Beryl 148,096 27,259 ** Marcy, Richard 95,312 4,316

Remuneration ($)


Remuneration ($)



49

Markham, Roe 150,235 17,619 Marks, Lynne 126,720 900 Marrs, Peter 77,146 - Marsden, Namaste 85,000 1,568 Marshall, E Anne 144,589 25,271 Martin, Joan 100,046 - Martin, Michele 139,636 4,213 Martin, Stephen 78,067 - Marton, Andrew 184,443 17,636 Masson, Michael 170,524 7,810 Mateer, Catherine 211,652 6,989 Matthews, Mary Kathleen 109,994 2,301 Matwychuk, Margo 88,195 2,000 Mavretic, Andy 104,653 - Mayes, Eric 95,898 - Maynard, Judy 80,347 - Mazumder, Asit 136,675 4,350 McAllister, Benjamin 83,547 843 McBurney, W Kurt 78,950 7,281 McCaffrey, Shanne 94,349 201 McConkey, Sean 80,930 201 McCutcheon, David 181,003 8,676 McDavid, James 160,306 400 McDonald, Carol 109,257 564 McDonald, Michele 111,537 1,884 McDonald, Patti 93,887 6,254 McDonough, Graham 96,864 4,467 McDorman, Theodore 140,659 1,976 McGhie-Richmond, Donna 92,653 3,107 McGinnis-Archibald, Martha 104,168 - McGowan, Patrick 112,428 11,535 McGregor, Catherine 98,483 7,050 McGuire, Erin-Lee 84,268 4,293 McGuire, Michael 112,159 - McGuire, Peter 82,950 - McHale, M Jerry 153,749 2,285 McHenry, Wendie 127,881 2,187 McIndoe, J Scott 128,761 6,353 McIvor, Onowa 127,162 11,590 McKenzie, Andrea 107,216 1,713 McKercher, Brian 153,867 - McLarty, Lianne 124,993 - McLean, Scott 188,888 94,235 McMahon, Martha 120,499 - McPherson, Janet 87,246 3,780 McQuade, Charles 109,776 130 McRae, Norah 148,912 18,290 Meigs, Sandra 135,982 2,435 Meldrum, John 84,853 855 Meyer, Robyn 77,752 651

Meyers, Lynn 89,549 3,151 M'Gonigle, R Michael 147,513 2,093 Mihaly, Steven 87,606 12,785 Miles, Robert 153,804 - Milford, Todd 86,883 4,944 Miller, D Michael 202,897 9,119 Miller, Eric 96,750 1,674 Miller, Jonathon 86,318 - Miller, Pamela 117,996 - Miller, Susan 76,864 3,813 Milnes, Lynne 81,241 350 Milwright, Marcus 119,201 - Mimick, Richard 84,601 905 Mitchell, John Allan 101,667 15,475 Mitchell, Lisa 116,608 6,274 Moa, Belaid 80,577 4,894 Moen, Terry 77,142 3,099 Moffitt, Matthew 110,138 8,883 Moir van Iersel, Cheryl 122,969 764 Monahan, Adam 117,544 3,689 Moore, Michele-Lee 91,796 2,384 Moore, Teron 85,167 4,787 Moosa-Mitha, Mehmoona 129,567 1,616

Moran, Kathryn 200,372 26,188 Moreau, Jeannine 103,783 3,295 Morell, Kristin 85,989 12,572 Morgan, Dave 89,739 341 Morgan, R Christopher 108,981 - Morrison, Jane 86,309 1,155 Moser, Kaye 76,684 - Mosk, Carl 145,662 1,716 Moss, Pamela 143,778 2,034 Moyer, Elizabeth Jean 84,729 6,099 Mueller, Ulrich 127,361 1,762 Mughan, Mary Yoko 214,338 19,277 Mukhopadhyaya, Phalguni 121,373 255 Muller, Hans 181,075 - Mulligan, Greg 78,009 - Murdock, Trevor 113,760 944 Murphy, Brian 117,426 8,468 Murray, Andrew 77,273 40 Mynhardt, Christina 154,659 6,546 Myrvold, Wendy 132,977 - Nadler, Ben 112,089 6,104 Nahachewsky, James 87,920 4,381 Nahirney, Patrick 117,537 3,509 Nair, Sudhir 122,764 4,535 Nam, Sanghoon 122,604 5,872 Nandi, Subhasis 83,882 2,093 Nano, Francis 133,445 2,212

Remuneration ($)


Remuneration ($)



50

Napoleon, Valerie 193,062 2,572 Nashmi, Raad 107,082 3,364 Nassaji, Hossein 129,083 9,786 Nathoo, Farouk 107,629 10,882 Navarro, Julio 153,247 23,857 Naylor, Patti-Jean 105,902 3,526 Nayyer, Kim 110,588 11,973 Negin, Leigh 81,225 750 Nelles, David 80,823 2,667 Nelson, Christopher 98,323 2,777 Nelson, Kathleen 112,538 1,554 Nelson, Trisalyn 135,359 21,078 Neville, Stephen 111,158 - Newcombe, Andrew 141,682 663 Ney, Tara 100,777 - Ng, Ignace 157,190 30,376 Niang, Sada 138,389 9,132 Nichols, Douglas 154,260 2,144 Nicoll, Linda 77,142 - Niemann, K Olaf 146,007 9,004 Noble, Alison 101,297 6,807 Nolt, Lori 85,250 698 Noro, Hiroko 122,520 3,065 Nowell, April 120,204 18,400 Nowlin, Michael 130,087 2,355 O'Bonsawin, Christine 82,827 2,701 O'Brien, David 86,878 - O'Brien, Martha 142,988 4,758 O'Connell, Ian 109,251 150 O'Keefe, Colleen 91,753 2,824 Oldale, John 79,254 22,274 Oshkai, Peter 121,028 16,047 Oshkai, Svetlana 87,060 4,466 Ostry, Aleck 131,545 4,012 Owens, Cameron 83,793 4,220 Owens, Dwight 82,548 2,148 Paci, Irina 96,913 15,072 Pacini-Ketchabaw, M Veronica 113,445 7,802 Page, Louise 136,939 1,676 Palmer-Stone, David 89,404 436 Pan, Jianping 124,515 3,193 Pan, Jingxi 80,768 4,742 Pantaleo, Sylvia 141,082 - Papadopoulos, Christo 104,502 2,577 Parisi, Laura 93,061 - Parmar, Pooja 77,393 16,237 ** Parr, William 87,387 - Pauly, Bernie 111,596 11,277 Pedersen, Thomas 211,382 15,901 Pelton, Timothy 103,683 8,303

Pence, Alan 149,675 7,889 Pendray, Carol 106,278 4,529 Penning, Margaret 112,595 11,938 Peredo, Ana Maria 138,091 22,858 Perks, Stephen 75,478 5,139 Perlman, Steven 107,338 4,428 Perry, David 111,344 4,060 Peterson, Lianne 104,422 4,245 Peterson, Michelle 102,482 - Petrachenko, Lisa 96,166 1,517 Petrotchenko, Evgeniy 95,314 7,216 Piccinin, Andrea 189,365 10,475 Pickard, Richard 97,505 635 Pirenne, Benoit 161,840 19,947 Player, Cindy 98,173 1,200 Ployer, Gayle 103,478 1,082 Pnevmonidou, Elena 82,083 2,262 Pohran-Dawkins, Alexandra 108,155 1,776 Pollard, Matthew 104,871 - Popadiuk, Natalee 96,582 7,734 Pospelov, Maxim 146,327 26,984 Pospelova, Vera 95,850 14,833 Postnikoff, Marian 77,582 391 Poulson, Rozanne 80,750 1,508 Poulton, M Cody 114,445 13,262 Prendergast, Monica 90,630 4,004 Price, Jason 103,831 - Prince, Michael 176,341 - Pritchet, Christopher 157,184 3,667 Proctor, Francine 77,851 2,884 Proulx, Ronald 172,610 1,740 Prowse, Jacqueline 93,113 18,074 Pulez, Rosemary 77,738 - Purkis, Mary Ellen 158,012 2,672 Putnam, Ian 164,382 5,096 Qi, Song Hua 78,263 1,423 Quas, Anthony 129,800 7,833 Rabillard, Sheila 109,992 5,281 Rabourn, Corwin 80,512 211 Rajala, Richard 93,561 1,492 Rakhmatov, Daler 106,582 - Ramji, Karima 84,723 10,366 Ramraj, Victor 188,864 9,542 Ranger, Louis 113,839 490 Ranson, Heather 112,202 18,142 Raptis, Helen 124,325 10,796 Rast, Philippe 81,697 - Ravelli, Bruce 117,925 2,198 Raven, Heather 152,693 5,125 Raven, Michael 94,540 4,979

Remuneration ($)


Remuneration ($)



51

Raworth, Rebecca 101,581 3,622 Reed, Nancy 81,225 2,829 Rees, Gordon 125,658 41,618 Reist, Dan 130,232 6,328 Reitsma, Hendrik 93,205 3,792 Rempel, Evan 90,383 - Restrepo-Gautier, Pablo 119,604 1,140 Rhodes, Ryan 136,596 9,424 Richards, Jenner 82,500 9,555 Richards, Pamela 136,228 2,158 Richards, Tim 87,640 - Richmond, Brian 132,073 1,770 Riecken, Ted 140,947 1,358 Rincon, Ivan 112,704 560 Ritz, Adam 121,534 9,596 Rizeanu, Sorin 115,572 3,017 Roberts, Jillian 104,443 1,450 Robertson, Bryson 93,679 13,259 Robinson, Lara 110,501 1,404 Rocca, Bruno 79,215 1,335 Rochtchina, Ioulia 86,340 3,634 Rodriguez de France, Maria 92,479 1,890 Rollins, Denise Caron 108,791 2,325 Romaniuk, Elena 117,695 - Romaniuk, Paul 136,243 - Rondeau, Daniel 142,999 1,819 Roney, J Michael 145,992 26,937 Rosborough, Patricia 92,257 21,814 Rosenberg, Lisa 117,821 1,050 Rose-Redwood, Reuben 107,559 4,566 Ross, Stephen 107,658 3,794 Roth, Eric 154,299 6,831 Roth, Wolff-Michael 181,390 - Round, Adrian 135,318 17,510 Routh, Supriya 77,726 1,708 ** Routly, Heather 159,830 - Rowe, Andrew 129,181 8,162 Rowe, Arthur 136,480 1,458 Rowe, Gregory 111,756 - Rowe, James 86,396 9,536 Rowe, Stephanie 105,495 1,163 Roy, Nilanjana 126,658 606 Roy, Real 104,147 1,546 Rudnyckyj, Daromir 100,048 10,932 Runtz, Marsha 119,263 4,338 Rush, Richard 105,037 4,461 Rusk, Raymond 80,333 - Ruskey, Frank 158,659 12,102 Russek, Dan 90,671 6,243 Russell, Carolyn 130,665 14,094

Russell, Pia 84,041 1,293 Rutherford, Richard 96,282 - Ryan, Maureen 93,546 309 Rysiew, Patrick 111,137 4,630 Sadeghi-Yekta, Kirsten 78,974 2,434 Sager, Eric 90,723 1,998 Sagert, Garry 122,328 1,390 Said, Ased 77,266 1,255 Said-Wilson, Tonya 87,304 521 Sanderson, Dave 88,914 4,231 Sanford, Katherine 130,047 5,417 Sangster-Gormley, Esther 102,844 8,167 Saracuse, June 89,404 500 Sass, William 77,634 1,400 Saunders, Thomas 112,168 7,804 Saxon, Leslie 149,874 6,726 Sayers, Jentery 89,207 6,479 Scaia, Margaret 89,450 4,780 Scarth, Rachael 156,802 7,419 Schaefer, Valentin 81,992 5,473 Schallie, Charlotte 94,559 7,548 Scharien, Randall 88,288 265 Schloss, W Andrew 122,191 2,383 Schmidtke, Oliver 137,277 20,836 Schnorbus, Markus 114,244 352 Scholefield, Corey 91,411 1,507 Scholz, Scott 76,385 495 Schouten, Ronald 79,185 1,892 Schuetze, Herbert 119,851 5,043 Schuetze, Ulf 93,575 3,315 Schure, Paul 118,476 1,404 Scobie, Robin 102,595 776 Scoones, W David 148,275 4,201 Scott, Daniel 111,692 216 Scott, David 111,322 2,610 Scott, Nicolas 79,294 2,998 Seager, Wendy 76,575 - Seitzinger, Sybil 91,999 45,751 ** Serrano, Xavier 121,480 1,617 Service, Susan 108,813 6,244 Seward, Patrick 89,592 5,126 Shaw, Karena 118,970 - Shaykewich, David 92,515 1,923 Sheaff, Benjamin 86,781 - Sheets, Debra 118,378 2,117 Sheilds, Laurene 148,374 - Shelton, Christine 81,382 1,965 Shen, Yan 113,993 11,396 Sheppard, Janet 79,001 325 Shi, Linda 122,702 14,464

Remuneration ($)


Remuneration ($)



52

Shi, Yang 130,533 22,020 Shirley, W Gordon 84,899 197 Shlensky, Lincoln 87,270 - Shore, Valerie 77,373 - Shrestha, Rajesh 86,765 7,023 Shukin, Nicole 101,746 - Siemens, Lynne 97,731 7,314 Siemens, Raymond 143,902 7,933 Sima, Mihai 106,332 4,720 Simmons, Jill 104,831 303 Simmons, Rebecca 78,048 735 Simms, Heather 78,763 - Simpson, Kristi 201,749 6,606 Sly, Bentley 87,336 318 Smart, Colette 93,413 6,613 Smith, Andre 96,216 1,665 Smith, Beverly 84,099 576 Smith, Daniel 147,941 3,503 Smith, Derek 110,904 1,535 Smith, J Brock 165,365 772 Smith, Martin 130,986 2,768 Smith, Timothy 80,386 77 Smith, Tracie 95,942 - Snaith, Stuart 88,019 38,337 ** Snizek, Suzanne 78,354 2,959 So, Poman 122,402 7,568 Solunac, Alex 84,681 318 Sourour, Ahmed 116,487 11,456 Spalteholz, Leonhard 91,058 2,323 Speers, Kimberly 98,843 2,296 Sperling, Claudia 88,846 3,226 Springer, Simon 103,081 52,562 Srinivasan, Venkatesh 124,012 13,370 St Clair, William 197,699 27,058 St Michael, Gavin 84,124 485 Stack, Charmaine 83,693 6,501 Stahl, Ann 171,017 4,744 Stajduhar, Kelli 122,503 4,099 Stanger-Ross, Jordan 103,739 12,090 Stanis, Sharon 137,273 - Stark, Heidi 89,557 26,518 Starzomski, Brian 86,684 7,914 Starzomski, Rosalie 123,758 1,518 Steacy, Robert 104,963 - Stead, Paul 87,543 - Steenstra, Sashie 76,822 7,676 Steeves, Geoffrey 101,033 3,881 Steeves, Thomas 86,556 798 Stege, Ulrike 143,668 7,484 Sternig, Brent 133,304 5,341

Stewart, Kenneth 124,437 1,573 Stewart, Rosa 135,411 6,187 Stichbury, Allan 142,758 6,780 Stillwell, Jennifer 83,617 2,604 Stinson, Danu 95,980 6,283 Stockwell, Timothy 184,526 17,139 Stokes, Paul 140,362 5,825 Storey, Catherine 77,583 - Storey, Margaret-Anne 205,594 19,537 Street, David 103,378 2,841 Strega, Susan 101,335 2,689 Stringer, Jill 90,941 4,351 Struchtrup, Henning 124,923 1,345 Stuart-Hill, Lynneth 90,766 2,998 Suddaby, Roy 183,314 36,132 ** Suleman, Afzal 173,344 33,421 Surridge, Lisa 144,256 5,018 Sutherland, T Robin 84,466 - Suzuki, Tadanobu 106,321 2,491 Svec, Barbara 81,382 4,754 Swayne, Leigh Anne 116,078 9,896 Swayze, Carolyn 77,329 - Swift, Megan 95,241 2,778 Syme, Robin 139,000 4,657 Szakacs, Ajtony Csaba 77,280 4,734 Talmon-Gros Artz, Sibylle 146,795 1,034 Tanaka, James 146,873 7,980 Tapley, Heather 93,659 454 Tasker, Susan 81,439 1,410 Tate, Douglas 96,870 6,682 Tax, Stephen 150,443 4,836 Taylor, Duncan 104,993 2,962 Taylor, John 104,506 2,732 Taylor, Robert 87,101 - Taylor, Wendy 92,710 7,572 Tedds, Lindsay 108,550 2,611 Teghtsoonian, Katherine 139,617 4,156 Temple, Viviene 130,560 5,923 Teo, Mary-Anne 81,225 - Thackray, Christopher 80,683 1,598 Thom, Brian 96,571 4,657 Thom, Jennifer 96,768 6,930 Thom, Norman 87,101 - Thoma, Marc 77,471 2,317 Thomas, Robina 126,053 5,831 Thomo, Imir 112,735 9,082 Thompson, Scott 103,337 10,152 Thorne, Michael 78,008 1,895 Thornicroft, Kenneth 123,888 2,778 Thorson, Helga 117,658 4,818

Remuneration ($)


Remuneration ($)



53

Thoun, Deborah 108,264 1,131 Tian, Jun 82,345 4,480 Tiedemann Darroch, Heidi 76,774 - Tiedje, Thomas 211,096 8,731 Timmermans, Gysbertus 93,355 1,750 Tobin, Ruth Ann 107,280 1,745 Todd, Patricia 90,941 456 Tollefson, Christopher 166,934 16,925 Toogood, Richard 87,087 - Trajkovic, Sinisa 93,658 3,142 Tranter, Graham 82,572 5,885 Traore, Issa 111,252 - Trapero, Joaquin 78,672 5,328 Tremblay, Reeta 274,927 2,873 Tripp, Calvin 80,093 3,209 Trott, William 95,496 1,094 Tsao, Min 117,156 10,081 Tunnell, Judson 90,955 - Tunnicliffe, Verena 181,925 4,535 Tuokko, Holly 141,594 - Turner, Michael 77,738 325 Turner, Nancy 174,533 14,826 Tzanetakis, George 143,214 3,543 Upton, Christopher 137,150 6,120 Urbanczyk, Suzanne 104,766 10,691 Urbanoski, Karen 75,352 13,356 ** Vahabpour Roudsari, Abdollah 169,947 3,858 Vahabzadeh, Peyman 101,475 10,606 Vakil, Thea 102,760 - Valeo, Caterina 139,889 2,850 Valeri, Dino 89,404 3,148 Valleau, William 92,228 * - van Hoek, Mark 86,878 - van Kooten, Gerrit 207,171 8,311 Van Luven, M Lynne 153,056 - van Netten, Alexander 85,706 - van Oort, Richard 96,093 969 van Veggel, Franciscus 156,805 7,641 van Wiltenburg, Eric 91,326 2,997 Vander Byl, Traci 81,874 2,993 Varela, Diana 109,372 7,005 Vautier, Marie 123,145 3,153 Venn, Kimberley 131,730 4,591 Verdun, Amy 152,238 3,907 Vickery, Anthony 88,609 2,420 Victorino, Liana 122,000 4,434 Vogt, Bruce 116,044 4,022 Volpe, John 115,035 2,252 von Aderkas, Patrick 155,216 6,234 Voss, Graham 121,975 3,348

Wagner, Seann 96,908 - Wakefield, Philip 81,400 - Walde, Paul 97,058 528 Waldron, Mary Anne 210,061 3,291 Walker, Deborah 75,872 2,767 Walker, Ian 115,901 13,074 Walker, Robert 147,249 4,693 Wallace, Bruce 97,961 3,995 Walsh, Andrea 112,667 7,497 Walsh, John 140,042 - Walshaw, Jillian 94,655 6,145 Wan, Peter 142,606 7,371 Warburton, Rebecca 107,739 - Watson, Scott 96,709 2,805 Waye, Laurie 93,248 2,474 Webb, Michael 141,592 2,392 Webber, Jeremy 214,689 7,783 Weber, Jens-Holger 136,631 22,118 Welgan, Pamela 79,777 13,764 Welling, Linda 122,374 1,696 Welsh, Christine 85,559 1,120 Wender, Andrew 79,195 1,558 Wharf Higgins, S Joan 141,703 2,045 White, Jennifer 117,339 2,122 Whitesides, Sue 189,310 2,932 Whiticar, Michael 140,383 100 Wiebe, Michelle 103,232 - Wild, Peter 164,687 7,644 Wilkinson, Larry 84,885 - Willerth, Stephanie 117,912 8,912 Williams Boyarin, Adrienne 100,076 15,236 Willis, Jon 95,698 10,728 Wilson, Bruce 77,325 3,869 Wilson, Lara 111,554 4,939 Winn, Monika 178,710 16,946 Wise, Jennifer 134,363 1,120 Wolfe, Richard 158,590 7,634 Wolowicz, David 99,629 5,715 Wong Sneddon, Grace 106,740 7,122 Wood, Jan 102,876 1,793 Wood, Paul 126,989 2,286 Woodcock, Scott 91,193 2,163 Woodin, Erica 78,710 3,545 Worthington, Catherine 124,636 - Wright, Astri 121,062 295 Wright, Bruce 240,995 27,385 Wright, Katharine 81,777 3,295 Wu, Guoguang 132,710 16,553 Wu, Kui 124,670 10,556 Wu, Zheng 145,950 18,273

Remuneration ($)


Remuneration ($)



54

Wulff, Jeremy 114,532 4,812 Wyatt, Victoria 113,937 840 Wyvill, Brian 166,946 13,664 Xu, Feng 98,845 5,386 Yang, Hong-Chuan 124,824 18,621 Yap, Audrey 93,480 - Ye, Jane 130,474 11,263 Yodzis, Hans 89,426 13,315 ** Yoon, Jin-Sun 103,789 1,691 Youds, Robert 149,380 3,265 Young, David 86,120 288 Young, James 162,714 3,475 Young, Lynne 121,697 448 Young, Ruth 92,299 7,706 Young, Susan 95,499 - Zapantis, Nikiforos 87,101 2,604 Zastre, Michael 108,269 1,235 Zehr, E Paul 129,430 5,563 Zhang, Hao 122,956 - Zhang, Lijun 82,417 144 Zhao, Jinhui 82,050 3,913

Zheng, Yingsong 75,754 3,976 Zhou, Julie 121,252 2,611 Zhou, Min 94,906 7,586 Zimmerman, David 134,890 12,800 Zsolnay, Tamas 201,753 17,735 Zwiers, Francis 160,344 37,304 Total, employees with remuneration > $75,000 136,661,437 6,538,952 Total, employees with remuneration of $75,000 or less 143,733,315

Total 280,394,752 Total remuneration on the Schedule of Employees’ Remuneration and Expenses differs from total salaries and wages on Note 20, of the Notes to Consolidated Financial Statements, due to the inclusion of taxable benefits, deferred income and exclusion of severance payments.

55

UNIVERSITY OF VICTORIA SCHEDULE OF PAYMENTS FOR GOODS AND SERVICES

YEAR ENDED MARCH 31, 2016 Amount ($) Amount ($)

477293 BC Ltd 248,514 5N Plus Inc 33,987 A & L Electronic 44,594 A.R. Mower & Supply Ltd 27,768 AAA Service Laboratory Inc 72,502 Academic Bookbinding Co Ltd 35,448 Academica Group Canada 26,006 Access Copyright 319,100 Accruent Inc 96,454 Acklands - Grainger Inc 36,153 Acme Supplies 86,932 Acoustic Pianocraft 53,519 ACP Composites 33,876 ADR Education 61,411 Adrian Yee MD and Janet Mak MD Inc 28,707 Advanced HPC 107,214 Agenda Office Interiors 51,275 Agilent Technologies Canada Inc 226,246 AGO Environmental Electronics 69,063 Air Canada 366,871 Airgas Canada Inc 80,880 Alaska Air 58,414 Alcatel-Lucent Submarine Networks Inc 49,760 Alco Building Maintenance Ltd. 132,750 Alfesco Software Ltd 29,958 Alliance Engineering 47,891 Amazon 132,941 Ambit Consulting Inc 26,997 AML Oceanographic 174,156 Anixter Canada Inc 89,618 Aon Hewitt 50,223 Aon Reed Stenhouse Inc 229,513 Apex Steel and Gas Ltd 43,269 Applanix Corporation 40,758 Apple Canada Inc 675,463 Apple Valley Promotions 33,540 Applied Engineering Solutions Ltd 61,005 Aral Construction (2014) Ltd 1,221,209 ARC Programs Ltd 68,386 ASL Environmental Sciences Inc. 206,714 Associated Victoria Pest Control 28,372 Association of Victoria Anesthesiologists 40,422 Atlas Copco Compressors Canada 55,365 Audability Inc 224,855 AXIS Design Ltd 46,163 AXYS Technologies 67,542 B E Beck and Associates 222,206 B&C Food Distributors Ltd 986,142 Baker & Taylor 64,874 Bamfield Marine Station / WCUMMS 26,521

Bartle & Gibson Co Ltd 289,136 Bartlett Tree Experts 30,798 Bayside Medical Services Inc 70,300 BBC Worldwide Ltd 25,035 BC Cancer Agency 32,274 BC Electronic Library Network 467,069 BC Ferry Corporation 66,911 BC Hydro 4,378,782 BC Immigration Investment Fund 1,024,623 BC Institute of Technology 27,453 BC Life & Casualty 1,289,337 BC Moving & Storage Ltd 148,800 BC Safety Authority 40,991 BC Transit 777,680 BCNET 983,494 Bell Canada 725,803 Belltech Systems Ltd 63,818 Best Buy 38,737 Beyond Words Editorial Services 31,344 BGI Americas Corporation 29,360 Bio Basic Inc 26,286 Bio-Rad Laboratories Canada Ltd 33,524 Black Press Group Ltd 60,002 Blackbaud Canada 69,605 Blackboard Inc 293,257 Blackman Support Services Ltd 35,988 Blake Cassels & Graydon LLP 830,496 Boardwalk Communications 557,412 Bob's Motor Electric Ltd 30,916 Bond Bond's Bakery 27,648 Boyden Vancouver Inc 34,596 Brain Vision LLC 67,698 Brenric Construction 214,757 Brewis Electric Company Ltd 451,822 Broadview Press 55,694 Broadwater Industries Ltd 101,962 Brocade Communications Systems Inc 54,120 Bruker Canada Ltd. 592,508 Bruzer Sports Gear Ltd 30,984 Budget Rent A Car 57,592 Bull Publishing Company 48,240 Bureau van Dijk Electronic Publishing Inc 31,894 Busch Systems International Inc 119,208 Butchart Gardens 29,138 C.E.I. Architecture Planning Interiors 80,454 Calmont Group 29,400 Cambridge Isotope Laboratories Inc 68,921 Cambridge University Press 41,258 Camosun College 50,853 Campbell Construction Ltd 7,001,793

Amount ($) Amount ($)

56

University of Victoria Schedule of Payment for Goods and Services Year ended March 31, 2016

Campbell Scientific Canada 53,970 Canada Post Corporation 181,848 Canada Wide Media Ltd 86,740 Canadian Aboriginal AIDS Network 68,400 Canadian Assn of University Business Officers 32,609 Canadian Association of Schools of Nursing 33,270 Canadian Centre for Policy Alternatives 146,632 Canadian Centre For Policy Alternatives 34,999 Canadian Interuniversity Sport 37,703 Canadian Linen Supply Co 28,906 Canadian Mental Health Association 232,817 Canadian Research Knowledge Network CRKN 2,979,004 Canadian Universities Reciprocal Insurance Exchange 878,531 Canberra Co 138,053 Cannon Design Architecture Inc 503,047 Canpro Construction Ltd 365,900 Cansel Survey Equipment 174,639 Canterbury Coffee Corporation 545,046 Capital City Power Vacuum 52,579 Carl Zeiss Canada 31,739 Carleton University 163,158 Carol Parker 101,695 Carswell 408,919 Cascadia Architects Inc 104,207 Cascadia Bakery 63,873 Cascadia Coast Research Ltd 42,935 Cascadia Sport Systems Inc 137,410 CBC Non Broadcast Sales 25,187 CDW Canada Inc 106,924 Cedar Hill Auto Services 44,730 Cedarlane Laboratories Limited 118,560 Centre for Addiction and Mental Health 73,826 Century Group Inc 716,201 Certified Management Accountants Societies of BC 207,942 Chateau Victoria 32,864 Chemistry Consulting Group Inc 32,008 Cheryl Fitzpatrick 31,500 Chevron Canada Limited 125,039 Chris Goto-Jones 31,266 CIGENE 110,250 Cindy Andrew 35,339 Cineplex 32,545 Cloud Cap Technology 48,107 Coast Wholesale Appliances Inc 32,973 CODAR Ocean Senors 208,441 College Of The Rockies 86,395 Commercial Lighting Products Ltd 139,346 Community Social Planning Council of Greater Victoria 31,491 Compute Canada Calcul Canada 91,920 Concentric Consulting Inc 37,134 Concept2 CTS Inc 47,629 Cordova Bay Consulting Ltd 57,598 Core-Mark Distributors 83,928 Corporation of the City of Victoria 56,367 Corporation Of The District of Saanich 1,753,362 Cory Stephens 204,659 Council of Prairie and Pacific University Libraries 887,115

Cox Taylor 35,984 CRD Finance 50,252 Creaform 33,191 Cube Global Storage 30,755 CWUAA 65,861 CytoViva Inc 149,968 Dafco Filtration Group 49,175 Daffodil Consulting Group 27,998 Dalhousie University 44,800 Dana Wright 52,589 Dan-D Foods 30,975 Data Direct Networks 27,092 David Mason Fine & Rare Books 26,847 Day & Ross Inc 153,971 Dehcho Divisional Education Council 96,500 Dell Computer Corporation 404,895 Delta Air 28,662 Delta Foam Board Insulations Ltd 109,988 Delta Hotels 48,325 Delta Photonics 41,507 Deramore Construction Services Inc 3,540,984 DIALOG BC Inc 237,893 Digi-Key 63,595 Digital Boundary Group 36,393 Digital Direct Printing Ltd 96,120 Dimitri's Appliance Rescue 28,327 District of North Saanich 33,976 DKW Service Excellence Management 54,560 DM Cakes Etc Inc 394,125 Douglas Stewart Co 31,825 Downs Construction Ltd 51,501 Dr Angela Enright Inc 25,200 Dr Darlene Hammell Inc 25,203 Dr David Whittaker Inc 25,172 DR Industries 42,716 Dr J K Balfour Inc 32,270 Dr J S Baidwan Inc 50,925 Dr Jason Wale and Margaret Manville Medical Services Inc 26,955 Dr M Thorpe Medical Professional Corporation 28,400 Dr Maggie Watt Inc 55,430 Dr Marina Sapozhnikov Inc 25,200 Dr P Armogam Inc 50,014 Dr Paul Terlien Inc 35,673 Dr Steve Martin Inc 53,339 Dr Susan Edwards MD Inc 31,500 Dr Wei Yi Song Inc 26,749 Drs Brian D & Laura M Farrell Inc 79,931 Dubwear Inc 99,037 Dueck GM 51,004 Dynamic Systems Analysis Ltd 105,582 EBSCO Canada Ltd 54,259 Ecolab Ltd 67,266 Editions Du Renouveau Pedagogique Inc 51,619 EDU Internationale Universitets studier 31,591 Eecol Electric Sask Ltd 45,686 Ellison Travel & Tours Ltd 205,091 Ellucian Support Inc. 420,190


57


Ellucian Technologies Canada ULC 215,843 Elsevier BV 153,189 Emco Corporation 26,391 Emond Montgomery Publications Ltd 43,068 Engineering Harmonics Inc 34,014 Enterprise Rent A Car 27,138 ENTZ-1 Distributors 87,460 Environics Analytics 32,659 Environmental Law Centre Society 62,500 Environmental Monitoring Services 34,649 Eppendorf Canada Ltd 47,929 Ergo Centric Seating Systems 53,391 Eric B Fretz Inc 42,740 ESRI Canada Ltd 27,300 Eugene's Greek Restaurant 35,240 Ex Libris 151,896 Express Systems & Peripherals 30,970 Facebook 34,699 Farmer Construction Ltd 3,548,490 Farris Vaughan Wills & Murphy 33,976 Federal Express 349,846 Finisterra Travel 116,600 FIRST AIR 26,023 Fisher Scientific Co Ltd 466,795 Flynn Canada Ltd 127,042 Follett Higher Education Group 230,308 FortisBC-Natural Gas 1,214,922 Foster Air Conditioning Ltd 55,566 FPP Media Inc 25,180 Fraser Black MD Inc 30,892 Freeman Audio Visual Canada 57,594 FroggaBio 35,343 FVB Energy Inc 288,750 G & E Contracting LP 434,884 Gale 200,402 Gartner Canada Co 46,657 GBS Construction Managers Inc 67,411 GE Healthcare 189,281 GENOME QUEBEC 76,942 GenScript Corporation 37,782 GFS British Columbia Inc 1,821,783 Global Marine Systems Limited 1,027,150 Globe & Mail 39,144 Google 108,862 Grand & Toy 1,022,422 Graphic FX Signworks 352,837 Graphic Office Interiors Ltd 644,774 Gray Beverage Inc 34,245 Great West Life Assurance 1,137,003 Greater Victoria Chamber Of Commerce 38,108 Grimco Canada Inc 63,350 Gunnar Pacific 31,035 GWL Realty Advisors Inc. ITF 57,747 Harbour Towers Hotel 128,057 Harbour West Consulting Inc 39,656 Harcourts 30,204 Harris & Company 42,673

Harvard Apparatus 25,645 Haworth Inc 25,677 HCMA Architecture + Design 27,373 HDR Architecture Associates Inc 69,125 Headwall Photonics Inc 107,935 Heidelberg Canada 48,919 Hendrix Restaurant Equipment and Supplies 81,119 Higher One 33,155 Hill+Knowlton Strategies 96,426 Hilton Hotels 34,150 Hitachi High-Technologies Canada Inc 40,081 Home Depot 28,313 Honeybun Foods Ltd 245,273 Hoskin Scientific Limited 86,557 Hot House Pizza 390,773 Hotel Grand Pacific 109,666 Hotline Apparel Systems Inc 131,419 Houle Electric Ltd 375,558 HSL Automation Ltd 43,453 Hudson Boat Works Inc 46,396 Huff N Puff Party Stuff 30,922 Hughes Condon Marler Architects 460,059 Husnain Syed MD Inc 26,258 Hyatt 30,209 I & J Travel Inc 47,892 IBM Canada Ltd 94,566 ICBC 66,806 Icelandair 36,920 Illinois Institute of Technology 32,072 Indaba Communications & Training Inc 52,598 Independent Energy Consultants (BC) Ltd 73,500 Ingram Micro 92,473 Insite Display 26,048 Institut National de la Recherche Scientifique 36,150 Integra Strategic Solutions Inc 35,506 Integrated DNA Technologies 27,884 IntelliResponse Systems Inc 28,830 International Education Centre 96,593 Internet Archive 37,041 Island Environmental Health & Safety Ltd. 32,360 Island Floor Centre Ltd 149,223 Island Key Supplies 84,488 Island Office Equipment Ltd. 60,895 Island Temperature Controls Ltd 38,901 Island Window Coverings Ltd 64,623 Islands West 462,952 ITB Subsea 249,148 Jackson Consulting Group 36,657 James W Spence MD FRCP(C) Inc 48,584 Jamieson's Pet Food Distributor 30,146 JASCO Applied Sciences ( Canada ) Ltd 63,434 JB Sheet Metal 54,118 Jennifer Ferris 43,828 Jensen Chernoff Thompson Architects 377,011 JMP Consultants Inc 34,132 John Wiley & Sons Inc 328,357 Johnson Health Tech North America Inc 516,731


58


Jones Emery in Trust 840,000 Kado Consulting 39,754 Kamala Todd 35,274 K-Bro Linen 67,780 Keeling Associates 113,681 Kids Can Free The Children 42,857 King Bros. Limited 102,488 Klarquist Sparkman LLP 266,877 Knappett Projects Inc 8,025,298 Kongsberg Mesotech Ltd 55,091 Konica Minolta Business Solutions Canada Ltd 53,129 KPL James Architecture Inc 97,147 KPMG LLP 76,824 Kwakiutl Indian Band 85,893 Kwela Leadership & Talent Management 39,817 Kyocera Mita Canada Ltd 555,425 Lamar Companies 76,119 Larlee Rosenberg Barristers & Solicitors 28,729 Laurel Point Inn 293,826 Lawson Lundell LLP 26,587 Leadership Victoria 30,200 Ledcor Construction Limited 63,072 Lenovo (Canada) Inc 37,886 LexisNexis Canada Inc 143,030 Life Technologies Inc 210,138 Linkedin 38,303 Login Brothers Canada 239,445 Long View Systems 1,250,081 Lott Physiotherapy Consulting 50,931 Low Hammond Rowe Architects Inc 288,566 Lynda.com 40,749 M Cornish Enterprises 30,818 M Griffin Ltd 67,501 MacArtney A/S 110,996 Macquarie Equipment Finance Ltd 107,242 Maemac Consulting Inc 170,066 Mandel Scientific Company Inc 103,522 Mantis Deposition Ltd 163,327 Manulife Financial Group 156,498 Maple Leaf EduConnect PvT Ltd 65,142 Marine Petrobulk Ltd 112,365 Maritime Law Book Ltd 26,031 Mark Norman 45,363 Marsh Canada Limited 58,573 Matthews Store Fixtures & Shelving 83,212 MBS Textbook Exchange Inc 311,222 McConnan Bion O'Connor&Peterson Law Corporation 116,485 McFarland Marceau Architects Ltd 166,106 McGill University 389,535 Mcgraw-Hill Ryerson Ltd 340,049 McMaster-Carr Supply Co 96,956 MCW Consultants Ltd 84,397 Measurements Technology Inc 94,426 Mecco Inc 33,200 Media One Multimedia 37,905 Medical Services Plan of BC 2,514,788 Mercer (Canada) Limited 61,268

Merna Forster 27,722 MetOcean Data Systems 36,800 MHPM Project Managers Inc. 459,147 Microserve 1,764,755 Microsoft Corporation 160,566 Midnight Sun - Adventure Travel 86,565 Mike Shannon & Associates 148,853 Miles Richardson Associates 74,873 Millennium Computer Systems Ltd 219,340 Ministry of Finance 2,328,565 Mitacs Inc 107,825 Mitchell Press Limited 82,776 MNP LLP 28,884 Monk Office Supply Ltd 703,426 Monster Worldwide Canada 58,538 Montpellier Business School 47,637 Moore Canada 97,979 Morton Clarke 94,720 MPS (CDN) 427,661 MRM Proteomics Inc 89,308 Mumbian Enterprises Inc 53,430 MV Sport 61,800 MyBioSource Inc 25,047 Nan Lou 43,470 National Council on Aging 26,020 Nature America Inc 25,729 Nautilus Marine Service GmbH 79,355 NCIX.com 93,888 Nebraska Book Company 158,840 Nelson Education Ltd 738,484 New England Biolabs Canada 50,781 Newport Corporation 49,510 NewsBank Inc 25,077 Nicole Pedneault 37,625 Nikkei National Museum & Cultural Centre 44,000 Noldus Information Technology Inc. 87,574 NortekUSA Inc 114,031 North Glass and Aluminum 58,983 North West Environmental Group Ltd 108,974 Nova Scotia Business Inc 57,259 Number 41 Media Corporation 42,021 Number TEN Architectural Group 36,720 NXsource Technology 95,125 Ocean Exploration Trust 1,769,949 Ocean Sonics Ltd 125,223 OCLC Inc 63,931 Old Dutch Foods Ltd 41,289 Olympus Canada Inc. 294,587 Optical Associates Inc 132,270 OptiGene Limited 29,689 Option One Design Planning 40,302 Optum Health Services (Canada) Ltd 192,819 Oracle Canada ULC 460,713 Orbis Communications 87,069 Osborne Electro Mechanics Ltd 28,555 Otto Harrassowitz 1,116,187 Oxford University Press 341,560


59


Pacific Audio Works 1,230,585 Pacific Blue Cross 5,423,663 Pacific Business Intelligence Ltd 49,665 Pacific Coast Swimming 28,420 Pacific Controls Ltd 34,717 Pacific International Cable Consulting Inc 34,388 PANalytical 500,850 Parker Johnston Industries Limited 290,062 Patrick Gilligan-Hackett Law Corporation 145,876 Patrick McGowan Petty Cash 49,781 Pattison Outdoor Advertising 32,183 Peak Networks 25,548 Pearson Education Ltd 1,911,470 Pelagic Research Services LLC 907,195 Pelagic Technologies Inc 46,053 Penguin Random House Canada 46,293 Perma Construction Ltd 3,193,944 Philbrooks Boatyard Ltd 47,789 Pinton Forrest & Madden Group Inc 34,492 Piroche Plants Inc. 41,103 PJM Consulting & Facilitation 27,668 PlanetClean 26,474 PMC - Project Management Centre 31,608 Portofino Bakery Ltd 177,133 Postage by Phone 262,500 Power4Flight 162,448 PPM Professional Practice Management Inc 37,800 PrairieCoast Equipment 162,778 Praxair 108,908 Precise Parklink 42,687 ProfitEdge Consulting 29,251 Pro-oceanus Systems Inc 85,430 Proquest Information and Learning 303,306 Protein Technologies Inc 89,802 Prototype Equipment Design 25,105 PSC Natural Foods 121,955 Purolator Courier Ltd. 35,152 Purple Chalk Training and Consulting 56,479 QHR Technologies Inc 38,994 Qiagen Inc 26,570 Quanser Consulting Inc 34,839 Queale Electronics Ltd. 70,795 Queen's University 168,056 Quimper Consulting Inc 51,998 QV Bakery Wholesale 46,167 RadioWorks Communications 47,310 Raincoast Books 43,369 Rare Software and Communications Ltd. 67,200 Raymond James Ltd. 50,000 Rayola Creative 28,094 Read Jones Christoffersen Consulting Engineers 35,347 Receiver General for Canada 103,024 Receiver General of Canada (EI) 4,627,838 Receiver General of Canada(CPP) 8,880,313 Reed Exhibitions Ltd 48,145 Refrigerative Supply 47,199 Refuse Holdings Ltd 96,880

Renouf Publishing Company Limited 45,939 Residence Inn 25,692 Retop Displays 60,000 Richard Ivey School of Business Foundation 30,180 Richelieu Building Specialties 49,634 Richmond Elevator Maintenance Ltd. 80,645 Rigaku MSC Inc 811,913 Robbins Parking Services Ltd. 388,020 Rock Advertising Inc 27,440 Rockfish Divers 39,037 Rogers Communication Inc 103,423 Rolex Plastic Mfg Inc 37,097 Ron Duffell Consulting 59,223 Royal Bank of Canada 1,277,582 Royal British Columbia Museum 36,514 Royal Roads University 75,084 Royal Scot Suite Hotel 25,302 Royal Society Of Canada 113,500 Russell Food Equipment 65,565 Rutter Inc 378,403 Ryerson University 74,530 S B Submarine Systems Co Ltd 49,088 SailPoint Technologies, Inc 104,322 Salt Spring Certified Organic Coffee 73,305 Sam Stewart Inc 109,283 Sapphire Sound Inc 404,560 Saputo Dairy Products Canada GP 352,787 Sarstedt Canada Inc 34,321 SAS Institute Inc 63,815 Schedule Source 26,304 Schindler Elevator Corporation 148,522 Schneider Electric IT 44,849 Sea Bird Electronics Inc 97,901 Sears Canada Inc 44,943 Selkirk College 335,711 SES Consulting Inc 56,136 Shanahans Limited Partnership 69,469 Sharper Marketing Inc 58,190 Sharp's Audio-Visual Ltd 606,070 Shaw Communications 93,636 Sheffman & Company 57,443 Shell Energy North America(Canada) Inc. 718,903 Sherwood Marine Ctr 60,488 Shopbot Tools Inc 25,488 Shred-It British Columbia 32,617 Sigma-Aldrich Canada Co. 253,240 Sii Tech Inc 37,188 Simon Fraser University 684,101 Single Quantum B.V. 60,020 Six Mile Bakery 97,061 Skunkworks Creative Group Inc 33,600 Slingshot Communications Inc 37,905 Society for Participatory Research in Asia 46,840 Solutions Network Inc 56,621 South Bay Cable Corp 114,400 Southwestern Flowtech & Environmental Ltd 36,326 Spicers Canada 63,276


60


Spirit Products Ltd 68,814 Staedtler Mars Ltd 27,323 Stantec Architecture Ltd 60,714 Staples 78,643 StarRez Inc 37,103 Steam King Carpet Care 65,312 Stericycle Canada 183,045 Story Construction Ltd 188,055 Strathcona Park Lodge 27,936 Summit Mechanical Systems 216,957 Sungkyunkwan University 50,000 SurveyMonkey Europe 43,013 Sustainable Path Management Ltd 418,695 Sustainable Prosperity 26,000 Swan's Hotel 38,157 Synnex Information Technologies 180,097 SynPeptide Co. Ltd 144,403 Sysco 404,562 T Litzen Sports Ltd 616,027 T2 Systems 50,162 Tartan Public Relations Ltd 32,579 Taylor & Francis Group LLC 73,508 TE Subcom 935,590 Team Sales Vancouver Island Ltd 78,833 Tecan US Inc 26,798 Teledyne ODI 685,366 Teledyne Webb Research 109,764 Telus 140,862 Tempo Framing 76,579 Tennant Company 56,351 The Advisory Board Company 102,088 The AME Consulting Group Ltd. 68,864 The Fairmont Empress 107,519 The Geldart Consulting Group Inc 135,248 The MathWorks Inc. 39,299 The Pembina Institute 68,000 The Pepsi Bottling Group (Canada) 606,015 The Research Foundation of State Univ of New York 60,000 Thermo Fisher Scientific Inc 224,363 Thomson Reuters (Financial & Risk) Canada 28,816 Thorlabs Domestic Inc. 41,431 Thorvin Electronics Inc 36,800 Thrifty Foods 59,502 Tim Morris Consulting 27,596 Times Colonist 141,628 Tops Products 86,008 Tower Fence Products 56,647 Trane Northwest 27,286 TransCold Distribution Ltd 50,590 Trapeze Communications Inc. 56,775 Triad Sign Ltd 47,533 TRIUMF 333,145

Trotec Laser Canada 94,619 ULINE 28,699 Uniglobe 41,409 Unisource 608,612 United Airlines 75,123 Universidade de Aveiro 35,578 Universities Canada 185,382 University of Alberta 138,565 University of British Columbia 2,293,190 University of Calgary 25,068 University of Guelph 45,119 University of Lethbridge 40,800 University of Manitoba 36,804 University of Northern British Columbia 194,300 University of Oslo 29,395 University of Rhode Island Foundation 40,000 University of Toronto 284,811 University of Toronto Press Inc 97,466 University of Washington 692,539 University of Waterloo 77,853 Urban Arts Architecture 207,669 UVic Faculty Pension Plan 20,192,147 UVic Staff Pension Plan 5,564,736 UVic Students' Society 158,944 Valerie Huff Consulting 28,350 Van Isle Containers Inc 43,284 Van Isle Marina Co Ltd 41,446 Vancouver Aquarium 40,124 Vancouver Coastal Health Authority 124,482 Vancouver Island Health Authority 1,295,936 Vancouver Island Technology Park 51,020 Vancouver Island University 64,923 Venture Intelligence Institute 153,308 Versatech Systems 33,202 Victoria Box & Paper 51,716 Victoria Conference Centre 142,607 Victoria Executive Centre 121,943 Victoria International Development Education Association 29,264 Victoria Rowing Society 33,695 ViewShop Exhibits & Display (Shanghai) Co 42,789 VWR International 444,204 W W Norton and Company Inc 70,967 Walden Media Group 40,000 Waste Management 116,008 Waters Corporation 169,140 Watt Consulting Group 34,508 Wazuku Advisory Group 157,843 Wesco Distribution - Canada Inc 192,784 West Bay Mechanical Ltd 64,426 West World Paper 60,754 Western Equipment Ltd 34,411 Western Subsea Technology Ltd. 154,376

Westjet 254,987 Wetlabs 30,264 White Rock Chrysler Ltd 46,530 Wichito Marine Services Ltd 25,641 Wildlife Genetics International 42,896

Wilson's Transportation Ltd 183,177 Wink Vibracore Drill Company Ltd 26,756 Woods Hole Marine Systems Inc 50,139 Woods Hole Oceanographic Institution 585,512 WorkSafe BC 1,335,708

Amount ($)

61


WSP Canada Inc 33,199 Xerox Canada 160,734 Xstrahl Inc 825,861 YBP Library Services 615,737 York University 123,477 Yousef Abduljawad 101,391 YWCA Vancouver 42,107

Total > $25,000

190,499,791 Grants and Contributions PIMS 66,600 Ministry of Finance 78,349 Royal Roads University 137,086 University of British Columbia 332,754 University of Victoria Students Society 188,804 WCUMSS 341,600 Total Grants and Contributions

1,145,193

Total < $25,000 22,042,926 Grand Total $ 213,687,910

Note: The total of expenses reported on Note 21, of the Notes to Consolidated Financial Statements differs from the totals on the Schedule of Payments for Goods and Services. Reconciling items which cause this difference include the net effect of changes to balance sheet accounts between fiscal year-ends (such as prepaid expenses, inventories, accounts payable and accrued liabilities), GST rebates, non-cash expenses such as depreciation, amortization of deferred charges, the acquisition of capital assets and exclusion of certain non-goods and services such as investment transactions.

web: uvic.ca/universitysecretary | phone: 250-721-8101 | fax: 250-721-6223

MEMO

The Board Governance Checklist was first developed in 2005/06 and is posted on

the university’s website. It was agreed at that time that the Executive and Governance Committee would review the checklist annually in light of the results of the board evaluation. The committee would then revise it if and as appropriate and

recommend it for reposting on the university’s website as part of the university’s accountability framework.

Attached is the version of the checklist that was reviewed by the Board of Governors in June 2015 and approved for posting. A number of revisions shown in

tracked changes are proposed this year to reflect the evolution of board practices and input received in the course of this spring’s board evaluation.

Over the summer, the Governance Checklist will be reviewed in light of the document on Orientation for BC Public Post-Secondary Institution Board Members

released recently by the Ministry of Advanced Education.

In the meantime, the attached changes are proposed.

MOTION:

THAT the Executive and Governance Committee recommend to the Board of Governors that the Board of Governors approve the posting of the updated

board governance checklist, as circulated, on the university’s website for 2016/17 as part of UVic’s accountability framework.

Date:

June 16, 2016

To:

Members of the Executive and Governance Committee

From:

Julia Eastman, University Secretary

Re: Board Governance Checklist

DRAFT – June 17, 2016

As reviewed by the Board of Governors and approved for posting on June ___, ___

UNIVERSITY OF VICTORIA BOARD GOVERNANCE CHECKLIST

The University of Victoria is governed by British Columbia’s University Act.

Recognizing that universities flourish best and serve society most effectively when they

have strong academic direction and autonomy, The Act provides for bicameral

governance. The Board of Governors is responsible for the University’s management,

administration and business affairs; the Senate, for its academic governance. This special

governance model – long characteristic of universities in Canada and elsewhere – fosters

the development of academic programmes and research of high quality within the context

of sound fiscal and administrative management.

The University of Victoria strives to achieve high standards in governance, as it does in

its educational and research activities, its service to the community, and its management

and business practices. Consistent with its commitment to account for its performance to

government, students, donors, its community, other stakeholders and society at large, this

sets out the Board governance practices to which the University has committed itself and

by which its performance in this aspect of its governance should be measured.

The checklist comprises three elements:

A. A list of practice guidelines (in italics). These include the Best Practice Guidelines

for public sector organizations issued in 2005 by British Columbia’s Board

Resourcing and Development Office. They also include several practices identified

by the Association of Governing Boards (R.T. Ingram, Effective Trusteeship: A

Guide for Board Members of Public Colleges and Universities, Association of

Governing Boards, 2004) as integral to the effectiveness of public university

boards, practices identified by the Office of the Auditor General of British

Columbia in Report 2: May 2012 – Crown Agency Governance – and others to

which we at the University of Victoria have committed ourselves, by virtue of our

aspiration to lead amongst Canadian universities and to be a university of choice for

outstanding students, faculty and staff from British Columbia, Canada and the

world.

B. A symbol next to each guideline indicates that: the University’s existing practice is

in alignment with the guideline (); action will be taken to bring the practice in

question into alignment with the guideline (*); or that: the University’s practice

differs from the guideline, for reasons which are explained ().

C. A summary description of the existing practice (where it is in alignment with the

guideline or deliberately varies from it) or of the steps being taken to improve upon

the existing practice (where the latter should but does not yet fully meet the

guideline).

2

1. Board composition and succession

a) “The Board identifies and recommends to government new candidates based

on an understanding of the competencies required and the government selects

candidates to fill the existing competency gaps.” (Source OAG of BC, Report

2:May 2012 – Report on Crown Agency Governance, p. 49)

As outlined below, the Board of Governors makes recommendations to

government based on an understanding of the competencies required and

identifies individuals for recommendation whose appointment will equip the

Board with the required skills and experience.

b) “The board is made up of individuals who, collectively, have the required

competencies and personal attributes to carry out their responsibilities

effectively.” (Source: BC BRDO, Best Practice Guidelines, p. 12)

The Board of Governors is composed, consistent with the University Act, of

15 members: the chancellor; the president; 2 faculty members elected by the

faculty members; 8 persons appointed by the Lieutenant Governor in Council,

2 from among persons nominated by the alumni association; 2 students

elected by the students; and one person elected by and from the employees of

the university who are not faculty members. Elections of the representatives

of the faculty, students and staff are conducted in accordance with the Act and

the university’s regulations. Appointments are made consistent with the Act

and the Board Resourcing and Development Office’s Appointment Guidelines

for Governing Boards and other Public Sector Organizations. These election

and appointment processes combine to provide the Board with the collective

knowledge, competencies, experience and attributes it needs to govern the

University effectively.

c) “Unless specified otherwise in the governing legislation, board members are

independent from management and have no material interest in the

organization.” (Source: BC BRDO, Best Practice Guidelines, p. 12)

As noted above, the University Act, by which the University of Victoria is

governed, specifies that the membership of the board is to include the

president and elected representatives of the faculty, students and staff. Their

presence and participation greatly enhances the knowledge and experience of

university affairs – and the diversity of perspectives – on the Board, thereby

3

contributing to its performance. Any potential conflict of interest arising from

the presence of employees on the Board (which is a standard feature of

Canadian university governance) is addressed by the University’s Statement of

the Responsibilities of the Board of Governors and its Members, section

23(1)(g) of the University Act, and the Board’s Procedures on Conflict of

Interest. The latter provide that Board members must make full disclosure of

all real, potential and apparent conflicts of interest (annually and as they

emerge) and must not take part in discussions or votes on such matters.

d) “The board has a committee that develops director selection criteria and

identifies and evaluates potential candidates.” (Source: BC BRDO, Best

Practice Guidelines, p. 12)

In accordance with the Board’s Procedures, its Executive and Governance

Committee “review[s] the needs assessment for potential governors, taking

into consideration the Board’s short-term needs and long-term plans and shall

advise the President and Chair on the criteria for new governors and potential

candidates for recommendation to the government”.

e) “The board has a competency matrix that is updated annually and when

vacancies arise. The competency matrix is used to identify competency

“gaps” on the board and direct the search for new candidates.” (Source: BC

BRDO, Best Practice Guidelines, p. 12)

The Executive and Governance Committee has developed and uses such a

matrix.

f) “The board has a board succession plan to recommend to Government the

orderly turnover of directors.” (Source: BC BRDO, Best Practice Guidelines,

p. 12)

The competency matrix is regularly reviewed and updated, so that the

Executive and Governance Committee can identify successors whose

appointment will equip the Board with the skills and experience it needs.

g) “The board publishes the name, appointment term and a comprehensive

biography of each director.” (Source: BC BRDO, Best Practice Guidelines, p.

12)

4

This information is published annually in the University’s newspaper, The

Ring, and is available on the Board page of the University’s web site.

2. Board responsibilities

a) “The board publishes a charter that details its roles and responsibilities and

the governance processes used to fulfill them.” (Source: BC BRDO, Best


The University Act, which sets out the Board’s powers, responsibilities and

statutory requirements, is accessible through the Board page of the

University’s web site. The Board’s Procedures are also published there.

b) The board and its members understand and appreciate the special roles of

universities in society and the particular mission of the University of Victoria.

The Board has a sound grasp of the roles of universities in general and of the

mission of the University of Victoria, in particular.

c) The board understands and respects the role of the university senate in the

governance of the university.

*

The Board has a productive relationship with the University’s Senate. Its

understanding of the University’s mission and academic governance -- and of

developments in higher education at large -- is fostered by annual one-day

retreats conducted jointly with the Senate and by regular educational

presentations. Information concerning the role and responsibilities of the

Senate and academic governance at large has been included in orientation and

other materials. Opportunities for Board members from outside the university

to learn about ongoing learning, teaching, research and related creative and

other activities are provided through visits to different parts of the campus,

scheduled over the course of the year.

d) “The board understands and respects the academic culture and institutional

norms…. It respects the chief executive and his or her office with regard to

communication with the faculty and other internal constituencies.” (Source:

5

R. Ingram, Effective Trusteeship, Association of Governing Boards,

Washington, D.C.: 2004, p. 55)

The Board respects the academic culture and entrusts communication with the

faculty and other internal constituencies to the President and the Provost.

e) “The board has a good record of balancing its responsibility to hold the

institution accountable with its responsibility to advocate for its needs in

serving current and future generations.” (Source: R. Ingram, Effective

Trusteeship, Association of Governing Boards, Washington, D.C.: 2004, p.

58)

The Board has a strong record of ensuring that the University is accountable.

Through the Accountability pages on its website, the University of Victoria

makes available reports and data which provide a public accounting of its

accomplishments and progress in fulfilling its mission. The nature of effective

oversight in a university context and the appropriate balance between

oversight and advocacy may receive additional attention next year.

f) The board distinguishes between strategy and policy, on one hand, and

management and administration, on the other. It does not involve itself in the

day-to-day management of the institution.

*

The Board’s Statement of the Responsibilities of the Board of Governors and

its Members requires that matters of policy (Board responsibility) be

distinguished from matters of administration (President’s responsibility). The

respective realms of the Board and the administration will be clarified and

emphasized in 2016/17 to ensure that Tthe Board and its members observe

this distinction.

3. Board meetings and activities

a) “[The university’s] chief executive and board leaders work hard to keep

[board member] focused on long-term strategy, priorities, and goals. [The

board uses] ‘consent agendas’ (groupings of required approvals on

operational matters). Also, by emphasizing discussion over ‘presentation’, our

board members are more engaged, more stimulated and motivated, more

knowledgeable about the key issues, and more willing and able to serve as

effective advocates.” (Source: R. Ingram, Effective Trusteeship, Association

of Governing Boards, Washington, D.C.: 2004, p. 58)

6

As noted above, the Board distinguishes between strategy and policy, on one

hand, and management and administration, on the other. Consent agendas for

Board meetings have long been used for efficiency. Consent agendas are

used for committees, when appropriate. Board meetings are organized so as

to provide opportunity for discussion. Opportunities to enlist Board members’

knowledge and expertise in consideration of strategic issues facing the

institution will continue in 2016/17.

b) The number, length and organization of Board meetings enable it to carry out

its work effectively and efficiently.

The University Act calls for the Board to meet as often as is necessary to

transact its business and at least once every three months. By tradition, the

UVic Board meets six times per year. Our most recent annual evaluation

confirmed that the number, timing, length, agendas and conduct of Board

meetings enable it to carry out its work effectively and efficiently. Continued

attention will be devoted to structuring agendas and dockets so as to focus on

key items while ensuring that all necessary business is completed.

4. Committees

a) “The Board has committees that address the Finance, Governance, Human

Resources and Compensation, and Audit functions, as well as any other

committees relevant to board operations.” (Source: BC BRDO, Best Practice

Guidelines, p. 15)

As of 2010/11, the Board has had the following committees: Executive and

Governance Committee; Finance Committee; University Operations and

Facilities Committee; Audit Committee; Compensation and Review

Committee.

b) “Each board committee has written terms of reference that are available

publicly and that outline its composition and responsibilities.” (Source: BC


The committees’ terms of reference are contained in the Board’s Procedures,

which are published on the Board page of the University’s web site.

7

c) “Each committee keeps informed about emerging best practices in corporate

governance relevant to its functions.” (Source: BC BRDO, Best Practice

Guidelines, p. 15)

Committees keep apprised of best practices in their areas. Pertinent articles

and publications from sources such as the Association of Universities and

Colleges of Canada, the Association of Governing Boards and The Chronicle

of Higher Education will be circulated to Board members.

d) “Every board task force and working group established to address special

board needs has written terms of reference outlining its composition,

responsibilities, working procedures and termination date.” (Source: BC


Such terms of reference are prepared when special task forces or groups are

established.

5. Audit Committee

a) “Audit Committee members are financially literate and at least one member

has accounting or related financial management expertise.” (Source: BC


The Audit Committee’s terms of reference state that, “The majority of

members of the Committee shall be financially literate, being defined as

having the ability to read and understand financial statements of the breadth

and complexity comparable to those of the university, and at least one

member of the Committee shall have accounting or related financial

management expertise. All committee members should possess an inquiring

attitude, objectivity, independence and sound judgment”. The Committee’s

membership accords with this standard.

b) “Members of the Audit Committee are independent from the external

auditors.” (Source: BC BRDO, Best Practice Guidelines, p. 20)

8

Members of the Audit Committee are independent from the external auditors.

c) “The Audit Committee has written terms of reference that set out its roles and

responsibilities.” (Source: BC BRDO, Best Practice Guidelines, p. 20)

The Audit Committee has written terms of reference, setting out its roles and

responsibilities, which are published on the University’s web site.

d) “The Audit Committee annually reviews its terms of reference and assesses its

effectiveness in meeting the needs of the board of directors.” (Source: BC


The Audit Committee’s terms of reference specify that it shall “annually

review its mandate and make any recommendation for updating it to the

Executive and Governance Committee of the Board”. The terms of reference

also require that: (i) Committee members annually assess the effectiveness of

the Committee against its mandate and report the results of the assessment to

the Executive and Governance Committee of the Board. (This is done through

the annual Board and Board committee evaluation process).

e) “The external auditor reports directly to the Audit Committee, not to

management.” (Source: BC BRDO, Best Practice Guidelines, p. 20)

The Audit Committee’s terms of reference include the following:

The Committee reviews the independence and performance of the

external auditors and recommends to the Board the appointment of the

external auditors or approval of any discharge of auditors when

circumstances warrant on a cycle approved by the Board.

On an annual basis, the Committee reviews and discusses with the

external auditors all significant relationships they have with the

University that could impair the auditors’ independence. This review

should include a review of non-audit services performed by the

external auditors.

9

The Committee reviews the external auditors’ audit plandiscuss and

approve audit scope, staffing, locations, reliance upon management

and internal audit, and general audit approach.

Prior to releasing the year-end financial statements, the committee

discusses the results of the audit with the external auditors. It also

discusses certain matters required to be communicated to the

Committee in accordance with the standards established by the

Canadian Institute of Chartered Accountants.

The Committee considers the external auditors’ judgments about the

quality and appropriateness of the accounting principles as applied in

the financial reporting.

The Committee meets in executive session with the external auditor.

f) “The Audit Committee has an auditor independence policy or reviews and

pre-approves all non-audit services to be provided to the organization or its

subsidiaries by the external auditor.” (Source: BC BRDO, Best Practice

Guidelines, p. 20)

An auditor independence policy is in place.

g) “The Audit Committee periodically reviews the need for an internal audit

function.” (Source: BC BRDO, Best Practice Guidelines, p. 20)

The University of Victoria has had an internal audit function since 1981.

h) “If the organization has an internal audit function:

i) the internal audit group reports functionally to the Audit Committee and

administratively to the Chief Executive Officer;”

The internal auditor reports to the Audit Committee and, for administrative

purposes, to the Vice-President Finance and Operations. The reporting

relationship to the Vice-President Finance and Operations was reviewed in the

course of an external validation of the Internal Audit function conducted by

KPMG in 2008 and was deemed to be appropriate.

ii) “The Audit Committee oversees the work of the internal audit group.”

(Source: BC BRDO, Best Practice Guidelines, p. 20)

10

The Audit Committee’s terms of reference include the following:

The Committee reviews the mandate and objectives of the internal

audit function.

The Committee approves the appointment and reviews the

compensation of the chief auditor within the parameters set for

Excluded Management and Confidential Staff approved by the Board.

The Committee reviews the budget, staffing and resources of the

Internal Audit function and makes recommendations to the Vice

President Finance and Operations.

The Committee reviews the internal auditor’s audit plan including

discussion and approval of audit scope, staffing, locations, timing and

general audit approach.

The Committee reviews audit reports and discusses the results of the

internal audit work plan.

The Committee meets in executive session with the internal auditor.

i) “The Audit Committee meets from time to time with the external and internal

auditors without management present.” (Source: BC BRDO, Best Practice

Guidelines, p. 20)

The Audit Committee holds in camera sessions with the internal auditor and

with the external auditors at each meeting.

j) “The Audit committee reviews any proposed changes to the position of the

organization’s chief financial officer.” (Source: BC BRDO, Best Practice

Guidelines, p. 20)

The Audit Committee’s terms of reference provide for it to “review any

significant proposed changes in the position description of the university’s

chief financial officer, the Vice-President Finance and Operations.”

11

k) “The Audit Committee has the authority to engage independent counsel and

other advisors, with prior approval from the board chair.” (Source: BC


The Audit Committee’s terms of reference give it “authority to conduct any

investigation appropriate to fulfilling its responsibilities” and provide that it

“may request the Board of Governors to retain special legal, accounting,

consulting or other experts the Committee deems necessary in the

performance of its duties”.

6. The Board Chair

a) “The position of chair and CEO are separate.” (Source: BC BRDO, Best


The position of Board Chair and University President are separate.

b) “The board chooses its own chair on the basis of merit and leadership

abilities; neither the govern[ment] nor anyone else does so, either directly or

indirectly. Moreover, [the board’s] bylaws do not require [ ] that the

incumbent vice chair of the board will succeed the incumbent chair...The

board [has] flexibility and responsibility to choose its own leaders." (Source:

R. Ingram, Effective Trusteeship, Association of Governing Boards,

Washington, D.C.: 2004, p. 54)

The Board elects its own Chair annually. Section 19.2(1) of the University Act

requires that the Chair be elected from among the 8 members of the Board

appointed by the Lieutenant Governor in Council under section 19(1)(d).

c) “The board publishes a position description that sets out in detail the

responsibilities of the chair.” (Source: BC BRDO, Best Practice Guidelines,

p. 22)

The role and responsibilities of the Board Chair are set forth in the Board’s

Procedures, which are published on the Board page of the University’s web

site. A detailed Board Chair Position Description has also been developed.

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d) “The chair and responsible Minister communicate regularly to build their

working relationship.” (Source: BC BRDO, Best Practice Guidelines, p. 22)

The University’s Board Chair communicates and meets with the Minister as

needed, as well as welcoming and introducing him or her at events on campus.

7. Individual Directors

a) “The board publishes a charter or similar document for directors that details

the expectations of individual board members.” (Source: BC BRDO, Best


The Board has approved a Statement of the Responsibilities of the Board of

Governors its Members.

b) “The board develops and publishes minimum attendance expectations for

directors and makes public the directors’ attendance records.” (Source: BC


Under the University Act, s. 22(2), a member who does not attend at least half

of the regular meetings of the board in any year is deemed to have vacated his

or her seat, unless excused by a resolution of the Board.

c) “As part of public sector transparency, the organization annually discloses

the amount of compensation paid to each individual director for the preceding

year.” (Source: BC BRDO, Best Practice Guidelines, p. 24)

Consistent with practice at other major Canadian universities, Mmembers of

the Board are not compensated for their service. (Reimbursement is provided

for expenses incurred in attending Board meetings).

8. The Chief Executive Officer or President

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a) “The board has a job description that sets out in detail the responsibilities of

the CEO.” (Source: BC BRDO, Best Practice Guidelines, p. 26)

There is a detailed position description for the President.

b) “The board annually establishes performance expectations for the CEO.”


The Procedures for the Annual Review of the President provide for the

establishment of annual goals. The report of an examination of university

board governance in British Columbia conducted by the Office of the Auditor

General in 2013, in which the University of Victoria was included, stated that:

We found that the [Uvic] Board approves the President’s goals on an

annual basis. Subsequent to this, the Board, through its Compensation

and Review Committee, performs a mid-year and end-of-year review of

the President’s performance before submitting a final report to the

Board.

Establishing and agreeing to annual goals and evaluating the President’s

performance are important practices. They support the President’s

motivation and development, as well as the performance of the

university in achieving its strategic goals. For universities, this

accountability mechanism is particularly important given that the

President is a voting board member under the Act as well as the Board’s

one employee. The evaluation helps ensure proper separation between

the Board and management. (Source: BC OAG, University Board

Governance Examinations, February 2014, p. 27, www.bcauditor.com)

c) “The board annually assesses the CEO’s performance against the position

description and the performance expectations.” (Source: BC BRDO, Best


In accordance with the Procedures for the Annual Review of the President, the

Board Chair and Compensation and Review Committee review the President’s

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accomplishments relative to six general criteria and to the prior year’s goals.

In the process, input is sought from all Board members.

d) “The directors regularly meet together without management present.”


As noted above, in accordance with the University Act, by which the

University of Victoria is governed, the President is a member of the Board of

Governors. This provision, typical of universities and necessary for their

effective governance, would render meetings without management

inappropriate. (The President of course absents himself from any Board or

committee meeting dealing with his appointment, review or terms of

employment.)

9. Corporate Secretary

a) “The board has a position description that sets out in detail the

responsibilities of the corporate secretary.” (Source: BC BRDO, Best


There is a detailed position description for the University Secretary.

10. Code of Conduct and Ethics

a) “The board has adopted a Code of Conduct and Ethics that is consistent with

The Standards of Ethical Conduct for Public Sector Organizations.” (Source:

BC BRDO, Best Practice Guidelines, p. 28)

b) “The organization publishes its Code of Conduct and Ethics.” (Source: BC


The Board’s Procedures include sections on Duties, Conflict of Interest and

Confidentiality. They specify that “Board members must annually sign a

statement disclosing any real or apparent conflicts of interest and

acknowledging that they have read and understood the Board procedures on

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conflict of interest”. The Statement of the Responsibilities of the Board of

Governors and its Members also outlines expectations with respect to ethics.

11. Orientation and Professional Development

a) The board has a comprehensive orientation program for new directors.


New board members receive extensive briefing materials and a thorough in-

person orientation.

b) The board has a culture that encourages new directors to participate fully and

effectively in board activities as soon as possible. (Source: BC BRDO, Best


New Board members are encouraged and expected to participate fully as soon

as possible.

c) The board provides ongoing educational opportunities for directors to learn

about the organization, its sector and its corporate governance practices, and

maintains a policy encouraging directors to take advantage of these

opportunities. (Source: BC BRDO, Best Practice Guidelines, p. 30)

Ongoing educational opportunities include: visits to academic and other units

and/or other opportunities to interact with members of the campus

community; regular luncheon presentations to the Board concerning major

initiatives at the university; an annual one-day retreat, held jointly with the

Senate, on an issue of strategic importance to the university; participation by

Board officers in meetings of the Canadian University Boards Association;

and circulation of pertinent articles, publications and other materials.

12. Board, Committee and Director Assessment

a) The board annually assesses its performance and the performance of each of

its committees against their respective charters or terms of reference.


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b) The board annually assesses the performance of the chair against the chair’s

position description. (Source: BC BRDO, Best Practice Guidelines, p. 32)

c) The board annually assesses the performance of individual directors against

the directors’ Charter of Expectations. (Source: BC BRDO, Best Practice

Guidelines, p. 32)

In 2005/06, mechanisms were put in place for annual assessment of Board and

Board committee procedures and practices and of the effectiveness of the

Chair. Annual Board member self-assessment is also practiced. The report of

the examination of university board governance in BC conducted by the

Office of the Auditor General in 2013 stated that:

We found that the [Uvic] Board has a strong evaluation process

covering key areas such as board effectiveness, committee

effectiveness, roles and responsibilities of the Board and management,

as well as several other areas pertaining to board operations. The

evaluation process also included individual member self-assessments

covering areas pertaining to the member’s understanding of the

organization, his/her governance role and contributions to the Board, as

well as several other important areas. Regular evaluations support the

continued growth and effectiveness of the Board. (Source: BC OAG,

University Board Governance Examinations, February 2014, p. 28,

www.bcauditor.com)

13. Communications Strategy

a) An appropriate communication strategy is in place that meets the needs of all

stakeholders, employees and Government and reflects a public sector

organization’s requirement for transparency and accountability. (Source: BC


Appropriate mechanisms are in place for communicating Board decisions and

for obtaining input into those decisions. Additional steps to communicate the

composition, role and activities of the Board took place in 2015/16 and will

continue.

b) The board chair is the authorized spokesperson for the board and the CEO is

the primary spokesperson for the organization. (Source: BC BRDO, Best


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The only person authorized to speak for the Board is the Chair or his or her

express delegate. The President is the primary spokesperson for the

organization.

14. Review and approval of institutional accountability report

a) The Board fulfills its oversight responsibility for UVic’s accountability

reporting. (Source: BC OAG, University Board Governance Examinations,

February 2014, p. 28, www.bcauditor.com)

As of June 2014, tThe Board reviews and approves the institutional

accountability plan annually.

15. Oversight of risk management

a) The Board oversees a risk management framework. (Source: BC OAG,

University Board Governance Examinations, February 2014, p. 28,

www.bcauditor.com)

The report of the examination of university board governance in BC

conducted by the Office of the Auditor General in 2013 stated that:

We found that the Board oversees management’s progress in

identifying, ranking, and preparing mitigation strategies for risks. Risks

are presented to the relevant board committee and eventually to the

audit committee and the Board as a whole. Risk management is an

important control supporting the achievement of UVic’s objectives.

(Source: BC OAG, University Board Governance Examinations,

February 2014, p. 27, www.bcauditor.com)

* * *


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15 June 2016

To: Board of Governors

From: Carmen Charette, Vice-President External Relations

cc: President and Vice-Chancellor

Meeting Date: 27 June 2016

Subject: EXTERNAL RELATIONS UPDATE

ALUMNI AND DEVELOPMENT The donor relations team has completed UVic’s second annual Donor Impact Report which will be sent to anyone who has made a donation to UVic in the past year. A print version is mailed to a limited number of donors and an online version is made available to the majority – about 5,000 people in all. The report features exemplary stories of the impact philanthropy has on the lives and careers of students, researchers and the wider world. This year, three impact videos were also produced for the report and are available online. We are very pleased with this year’s report which exemplifies the Edge branding that is so well received by our audiences.

CEREMONIES AND EVENTS In collaboration with Facilities Management, Alumni and VIKES, a UVic entry was a big success in the Oak Bay Tea Party Parade on June 4. Eighteen staff, students and alumni participated in the parade which featured Thunder, VIKES Summer Camp, a Might-E electric truck, Edge-clad alumni and three volunteers dressed in convocation regalia with Edge-coloured hoods. Estimates are that attendance for the parade was in the 10,000-12,000 range.

FARQUHAR AUDITORIUM The 2016-17 Farquhar presenting season will officially launch in late August featuring a family series, Quebecois jazz artist Remi Bolduc’s tribute to Dave Brubeck, International Guitar Night, a David Bowie folk tribute, Kiran Ahluwalia’s musical fusion of western pop and Indian traditions, and folk legend Arlo Guthrie. On September 3-4, the Farquhar Auditorium will present Shanghai Nights featuring 40 of China’s top acrobats, blending breath-taking excitement with beautiful elegance.

The Farquhar plans to launch a new EDGE look and feel for all communications and marketing materials in conjunction with the season launch.

FOR INFORMATION


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LEGACY ART GALLERIES Legacy staff and Facilities Management are actively engaging various stakeholder and working groups related to the proposed Cornett Collections Teaching and Research Centre project, and architects are actively developing potential floorplans related to this consultation. This project is included in the federal Strategic Investment Fund (SIF) application and has a significant donation associated with it. If the funding is not approved within SIF, the project will only proceed when new funding sources are identified.

Summer events involving the Legacy Art Gallery allow our activities to reach a broader downtown audience and expand UVic’s reach. These include the YYJ Car Free Day, and the Integrate Art Festival, a collaboration with all downtown galleries and arts groups.

Legacy staff are also working on a number of September public collaborations: the Public Artist Forum during which artists will speak about their experiences working on the exhibition Out of the Frame; and the Hi’west pole panel and public tour of Victoria’s monumental poles, including UVic campus poles, in collaboration with the City of Victoria.

COMMUNITY AND GOVERNMENT RELATIONS

Business Council of BC: On June 1, Jennifer Vornbrock joined 37 other BC delegates consisting of senior leaders from BC’s business and Indigenous communities as part of a Team BC Business Council Mission to Ottawa. The delegates attended 19 meetings with a range of Ministers, elected officials, staff and officials. The meetings were very insightful into the “new” Ottawa and provided an opportunity for UVic to listen to the BC narrative being put forward. In addition, numerous opportunities for post-secondary in BC were identified, including, but not limited to, the Innovation Agenda, Indigenous reconciliation, immigration and international education, and talent development and work-integrated learning opportunities.

GRO Conference 2016: The annual government relations conference was held in St. John’s NFLD June 8-10. Jennifer Vornbrock participated in this well-attended event along with representatives from more than 50 post-secondary institutions. Increasingly this group represents a more formal network of government relations professionals and includes working with Universities Canada and U15. Beyond networking there was an opportunity to engage on a number of key initiatives such as Indigenous reconciliation, public engagement, the review of federal support for fundamental science, and the Innovation Agenda.

South Island Prosperity Project: An early priority for the new Prosperity Project Executive Director, Emilie de Rosenroll, will be the development of their Strategic Plan for 2016-2021. UVic External Relations and the School of Public Administration, including two graduate students in summer 2016, have partnered with the Prosperity Project team to develop an environmental scan that will be fundamental to their strategic planning process. The scan will include economic research, asset mapping, community profiles and baseline measures.

United Way: Community and Government Relations is working with United Way to identify a UVic staff member who will serve as a ‘Loaned Representative” for the Fall 2016 United Way Campaign. This is a four-month secondment opportunity to work in the United Way office and helping to mobilize a number of corporate and non-profit campaign activities in the community. In addition to supporting the campaign, this is a valuable professional development opportunity for the successful candidate.

Vancouver Board of Trade: Community and Government Relations staff attended recent events in Vancouver as we continue developing a strategy for an increased UVic presence in Vancouver.

Canada 150: A working group of academic and administrative leaders is developing plans for a range of events to mark Canada’s 150th birthday in 2017. The emphasis is on engaging scholarly


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and public activities that encourage reflection on Canada’s future. It has been agreed that the following principles will guide the planning: 1. Be forward looking, i.e., how does our past help shape our future? What do we want Canada to

be like in 50 years? 2. Provide our students, faculty and staff an opportunity to reflect on what Canada means to them

and what it means to be Canadian 3. Use Canada 150 to further position the UVic Edge both internally and externally 4. Integrate and build our celebration and recognition on existing campus activities (e.g., programs,

events and courses) rather than creating standalone activities, thereby minimizing costs 5. Go for quality rather than quantity 6. Collaborate and leverage activities with municipal, provincial, federal partners, Universities

Canada, community partners and First Nations 7. Be mindful of the TRC recommendations and find opportunities to promote reconciliation, tell the

stories of the contribution of First Nations to Canada and the importance of their contributions moving forward.

Universities Canada (UC): Several communiques have emerged from UC indicating their intent to further engage the federal government on a number of key files. On 6 June, President Cassels led a research retreat as the Chair of the Research Council for UC. The agenda focussed on the research funding review and the new Innovation Agenda. Other areas of focus for UC include Indigenous reconciliation, international education and work-integrated learning. UC is working to develop a sector-wide Pre-Budget Submission to the federal government for the August 2016 deadline. MUNICIPAL GOVERNMENT

Union of BC Municipalities (UBCM): Victoria will host UBCM this September and we are submitting several Clinic and Workshop proposals for consideration, and reaching out to UBCM staff to offer campus tours for BC Mayors.

PROVINCIAL GOVERNMENT

On June 9, Minister Wilkinson visited campus and toured Elliott and Petch buildings with President Cassels. He also met with both undergraduate and graduate student leaders. Future visits being planned include Minister Virk of Technology, Innovation and Citizens' Services, and Deputy Minster Doug Caul of Aboriginal Relations and Reconciliation.

On June 17 officials from the Ministry of Technology, Innovation and Citizens' Services - Strategic Initiatives and Partnerships Division - will be touring Ocean Networks Canada.

External Relations and Research now co-hosting quarterly meetings with the provincial Intergovernmental Relations Secretariat, part of the Office of the Premier.

President Cassels will be assuming the role of Chair of RUCBC in July 2016.

Work is underway for an outreach and advocacy strategy to support the development of a new Indigenous Law Program – Joint Degree in Common Law and Indigenous Legal Orders. A proposal has been developed and a strategy is underway to bring forward an ask to the provincial government in a coordinated and thoughtful way – including extensive engagement with Indigenous leaders, business leaders and communities and government. A similar strategy is also being developed for the federal government. A key milestone for BC is the Premier’s meeting with BC First Nations on 6 September in Vancouver hosted by BCBC (a strong UVic partner).

In accordance with the Advanced Education Minister’s mandate letter, work continues on the common application platform (COAP). Based on a recommendation of the COAP Sector Advisory Committee on which Valerie Kuehne serves, Apply BC and Education Planner services will be integrated and a new Education Planning and Application Service website will be established as an interim step to be operational this spring. A second phase will include full technical integration and


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expansion of services. Timing will be determined based upon the development of a detailed business plan.

Work continues with RUCBC on a sector-wide proposal for funding for expansion of Engineering.

Deputy Premier Rich Coleman is currently chairing a secretariat undertaking a review of child and youth mental health services in the province. Advanced Education is working with PSIs to identify services available to students. Recommendations on potential improvements to services will be made to Cabinet by June 30. We continue to track this item as a government priority.

Another government priority that moved to legislation is the new Bill 23 – 2016: Sexual Violence and Misconduct Policy Act. Expected to pass the Legislature by end of session.

On June 13, Minister Duncan announced the launch of Canada’s fundamental science review and the composition of the nine-member panel chaired by Dr. David Naylor, Professor of Medicine and President Emeritus of the University of Toronto. The panel is expected to report and make public recommendations by the end of the year. The panel has been provided with the following overall questions to consider as part of its review: 1. Are there any overall program gaps in Canada's fundamental research funding ecosystem

that need to be addressed? 2. Are there elements or programming features in other countries that could provide a useful

example for the Government of Canada in addressing these gaps?

FEDERAL GOVERNMENT

The details of the Innovation Agenda engagement plans and content were announced June 14.

Other opportunities for engagement include Roundtables on Economic Growth now underway.

The federal government released the deadline for pre-Budget Consultation: the suggestions made by Canadians will be considered by the Finance minister as the 2017 federal budget is developed.

COMMUNICATING THE UVIC EDGE – PROGRESS REPORT

The communications and marketing plan implementation continues in the following 10 priority areas:

1. Establish a strong governance model for managing the UVic positioning and identity The Edge Team met again in June, and the Strategic Positioning Council will meet again in the fall.

2. Create a communications and marketing master planning process The summary version of the plan is available on the Edge brand guidelines site. A separate timetable of specific initiatives and activities is used within UC+M to guide implementation of the plan through 2017-18.

3. Update UVic “look and feel”

Additional downloadable elements and templates for the use of the university community are being added regularly, and an affordable Edge-style presentation folder was created through a partnership with the UVic Bookstore and distributed to units across campus. The university’s new “Edgified” Annual Review has been produced and distributed. A re-branding process to bring Co-op Education and Career Services (a key unit in delivering on UVic’s “dynamic learning”) into the Edge is now being implemented.

4. Launch and support positioning internally The Edge DU-IT (Department and Unit Implementation Team) process has been initiated in the first faculty (Social Sciences) starting with the Department of Economics and the School of Environmental Studies. The faculty as a whole is scheduled to be completed in mid-October. UC+M will be issuing a call for expressions of interest and readiness from the other faculties in late June to determine which one to work with next. Over the course of two years, the three-person team will produce a set of Edge-related digital and print positioning materials for academic departments, schools and research centres.


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5. Create a media-rich storytelling strategy A web video gallery has been successfully tested and implementation processes are now being shared with campus web coordinators. Ring stories, MyUVicLife student blog posts, and media coverage continue to be shared on our social media channels. Student “Snapchat Takeovers” using the new Snapchat mobile messaging application to share photos, videos, text, and drawings are being tested as storytelling channels with field schools and hands-on learning experiences.

6. Update key UVic website elements UC+M has begun to put together a central website “think-tank” to discuss strategy, relative higher ed practices, and industry trends for future UVic.ca website development and eventual redesign in 2017-18.

7. Create a content management strategy for social media

Social media guidelines have been presented at Deans’ Council and are now being disseminated in their units.

The purchase of a social media management platform is entering the negotiation phase with the lead vendor. UC+M is partnering with eight campus units on a proposed one-year pilot.

MyUVicLife (student blogging) moves to a summer scale-back with occasional posts from bloggers and guest posts from students with experiential learning opportunities (total 351 posts since January 2015).

8. Create a more dynamic recruitment experience Recruitment materials for the 2016-17 cycle are going to print this month. They include updated undergraduate and graduate view books, display materials and posters. The virtual tour of campus launched last October has now been viewed more than 20,000 times.

9. Develop and implement a paid advertising campaign Creative development for the fall 2016 ad campaign is in the consultation phase, including meetings with members of the Executive and Student Recruitment and Global Engagement. Planning for the media buy, complementary web presence and earned media activities is underway.

10. Promote UVic’s thought leadership Over 250 people attended The Walrus Talks Quality of Life event on June 2 at the BMO Theatre in Vancouver, which was preceded by a reception for invited guests and alumni.

A research promotion piece focusing on UVic’s research strengths and ranking performance is nearing completion. Op-eds and media relations activities on climate and oceans subjects have also been put in play. Additional events and activities built around areas of institutional strength and where support is actively being sought are being discussed for Vancouver, Ottawa and possibly Toronto.