2019/2020 - university of the fraser valley (ufv.ca) · be ©y poe ©cker chief financial officer...
TRANSCRIPT
2019/2020 Consolidated
Budget Plan
ufv.ca
CONTACT
Mark Brosinski
Manager, Budgets & Financial Planning
604‐864‐4636
Nicole Adams
Director, Financial Services
604‐864‐4624
Be y Poe cker
Chief Financial Officer & Vice President Administra on
604‐864‐4676
be y.poe [email protected]
List of Commi ee Presenta ons:
February 1, 2019
February 21, 2019
March 5, 2019
March 7, 2019
March 15, 2019
March 26, 2019
April 4, 2019
Faculty Staff Association
Senate Budget Commi ee
Student Union Society
Budget Open House
Senate
Finance & Audit Commi ee
Board of Governors
TABLE OF CONTENTS
EXECUTIVE SUMMARY .......................................................................................................................1
BUDGET PRIORITIES ...........................................................................................................................2
2019–20 CONSOLDATED BUDGET OVERVIEW......................................................................................3
INVESTMENTS ....................................................................................................................................8
BUDGETS BY CATEGORY ................................................................................................................... 11
NON-BASE BUDGETS ........................................................................................................................ 12
ANCILLARY FUND ............................................................................................................................. 13
RESTRICTED FUNDS .......................................................................................................................... 13
CAPITAL FUND ................................................................................................................................. 14
BUDGETS BY PORTFOLIO .................................................................................................................. 15
SCHEDULES
1. 2019-20 CONSOLIDATED BUDGET DETAIL – BY FUND ............................................................ 33
2. 2019-20 NON-BASE BUDGET ................................................................................................. 34
3. 2019-20 ANCILLARY BUDGET ................................................................................................ 35
4. 2019-20 CAPITAL BUDGET .................................................................................................... 36
APPENDICIES
A. 2019-20 BUDGET PRINCIPLES................................................................................................ 37
B. SUMMARY OF PROGRAM CHANGES ..................................................................................... 40
C. STUDENT TUITION FEES ........................................................................................................ 41
OTHER STUDENT FEES .......................................................................................................... 42
D. BENCHMARK INFORMATION ................................................................................................ 44
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EXECUTIVE SUMMARY
The 2019-20 Budget Plan presents a consolidated balanced budget position as required under the
Provincial Government Reporting Entity legislation. While meeting legislative requirements, this Plan
also advances what is most important to UFV - Changing Lives, Building Community. The development of
this budget was guided by approved Budget Principles and a commitment to make choices that align
resources to identified priorities.
The 2019-20 Budget reflects the university’s commitment to its students and to an increasingly diverse
student body. Intercultural competency will be an important consideration in the numerous new
student support positions. This budget invests in learning both in and outside the classroom, and
provides opportunities for collaborative learning with the creation of three new multi-disciplinary
schools.
Included in this year’s budget is funding for the first year of a multi-year Technology Plan acknowledging
the importance of technology to the future of learning and to responsive and flexible delivery of
services.
Through this budget, UFV demonstrates its commitment to local and global citizenship and models
engagement and responsibility to our communities. Building on the Truth and Reconciliation
Commission of Canada’s Calls to Action, the university begins the work of Lálém ye mestíyexw (House of
the Peoples, as translated from the Halq'eméylem) to strengthen Indigenous presence and relationships
within UFV and create connection to Stó:lō people and communities.
This is an exciting time for UFV with significant investment in priorities that will move the University
forward in achieving its goals. However, a budget is only the framework for allocating resources. It is the
combined efforts and continued commitment of the faculty, staff and students that help the university
achieve its goals and make UFV a great place to learn and work
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BUDGET PRIORITIES
The University of the Fraser Valley (UFV) embraces its responsibility to the students and the communities we
serve. UFV is committed to excellence, to the success of its students, and to making a difference in its
communities. The 2019-20 Budget is the mechanism by which resources are allocated to achieve the strategic
plans and priorities of the university. Investment priorities for this Budget were guided by UFV’s Strategic
Direction: Changing Lives, Building Community1 and by Learning Everywhere: The UFV Education Plan, 2016-202.
Specific investment priorities were identified as:
Indigenization
To see Indigenous students and communities reflected in UFV and embrace and fulfill our
commitment to Aboriginal Peoples. (Board policy BRP-200.05) 3
Student Experience and Success
To support students at risk and provide services, programming and activities that encourage
domestic and international students to achieve their goals; to create opportunities to
incorporate experiential learning both inside and outside of the classroom.
Technology & Business Transformation
To embrace digital technologies that transform teaching, learning and business practices in
higher education.
Health & Wellness
To develop strategies and supports that encourage good health and wellness for students and
employees at UFV.
Local and Global Citizenship Development
To model civic engagement and social responsibility by committing to our communities and
community partnerships; to nurture global awareness by embracing intercultural diversity on our
campuses.
Agriculture
To recognize the importance of agriculture to our region and develop the university's mandate as
an Agriculture Centre of Excellence.
1 https://www.ufv.ca/media/assets/presidents-office/Final+strategic+plan+2010.pdf 2 https://www.ufv.ca/media/assets/provost/education-plans/Learning-Everywhere-The-UFV-Education-Plan,-2016-2020---2016-05-09.pdf and https://www.ufv.ca/media/assets/provost/education-plans/2018-05-14-2018-Ed-Plan-Update-final.pdf 3 https://www.ufv.ca/media/assets/secretariat/policies/BRP-200.05-Fulfilling-Our-Commitment-to-Aboriginal-Peoples.pdf . See also https://www.univcan.ca/media-room/media-releases/universities-canada-principles-on-indigenous-education/ and https://www.univcan.ca/media-room/media-releases/universities-canada-principles-equity-diversity-inclusion/.
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2019–20 CONSOLDATED BUDGET OVERVIEW
The university uses fund accounting to segregate major activities and funding sources. It provides enhanced
accountability, control and stewardship of the university’s funds.
The base operating fund includes all activity related to the delivery of academic, vocational and developmental
programming offered by the university, including instructional delivery, student support, facility operations,
general administration and governance of the university. Revenues in base operations consist mainly of
government operating grant funding and domestic student tuition and fees.
Activities in funds outside of the university’s base operations generate revenues to cover their direct costs and
make a contribution to other funds. International tuition and fees are collected as part of the non-base fund and a
significant contribution is made to cover the costs of program delivery for international students recognized in the
operating fund. The base operating fund and the capital fund are reliant on net revenues generated by the
university’s non-base, ancillary and special project activities (Table 1). The aggregate of these activities allow the
university to operate in an all funds, no deficit position.
With a balanced budget mandate, consolidated revenues and expenditures for 2019-20 are budgeted to increase
by 8.6% (5.5% in 2018-19, 5.2% in 2017-18) to $146M, an increase of $11.6M over prior year. See Schedule 1 for a
detailed consolidated budget summary.
Table 1: UFV Consolidated Operations, net year-over-year comparison prior to inter-fund transfers ($ thousands)
Base
Operating Non-Base
Ancillary
Services
Research
& Special
Purpose Capital
2019-20
Consolidated
Budget
2018-19
Consolidated
Budget
Change Increase
(Decrease)
%
Change
Revenue Budget 93,839$ 32,378$ 7,382$ 5,119$ 7,273$ 145,991$ 134,381$ 11,610$ 8.6%
Expense Budget 113,342 10,489 4,991 4,995 12,174 145,991 134,381 11,610 8.6%
(19,503) 21,889 2,391 125 (4,901) - - -
Interfund Transfers
Capital Allocations (1,224) (2,545) (1,132) - 4,901 - - -
Fund Balance (20,727)$ 19,344$ 1,259$ 125$ -$ -$ -$ -$
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Consolidated Revenues
Revenues from government operating grants and student fees are our largest sources of revenues, totalling 86% or
$125.5M of a total budget of $146M. For the first time, total student fees at $64.2M make up a larger portion of
the budget than government operating grants at $61.3M (Figure 1).
Figure 1: Distribution of 2019-20 Consolidated Revenues ($ millions)
Government Operating Grants
Government operating grants increased by $2M to $61.3M for 2019-20, a 3.5% increase over 2018-19. The
operating grant includes additional funding for contractual wage and benefit obligations ($1.7M) and a small
adjustment for new student spaces ($200K). Despite the increase, government grant funding drops to 42% of total
budgeted revenues from 44% in 2018-19.
Student Funded Spaces
Government grant funding for domestic student full-time equivalent (FTE) spaces has not changed significantly
over the past 7 years. UFV received one-time funding for 12 FTE in Early Childhood Education programming in
2018-19. Through a province wide initiative to fund additional student seats in technology related programming,
UFV will receive ongoing funding of $200K for 20 FTE in 2019-20 and funding of $200K for an additional 20 FTE in
2020-21. Table 2 shows estimated FTEs to Ministry targets. Estimated FTEs for the 2019-20 Budget are calculated
based on program and course plans submitted by Faculties as part of the annual budget process.
Continuing with the provincial policy change to make Adult Basic Education (ABE) and English Language Studies
(ELS) programming tuition-free for domestic students, the Ministry is planning to normalize FTE targets and
funding for these FTE into ongoing government operating grants. Total government grant funding for tuition-free
programming in this budget is $830K.
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Table 2: Historical FTE Trends to Target
Salary and Benefit Funding
The biggest portion ($1.2M) of the government operating grant increase is to fund general wage increases (GWI) as
negotiated as part of the collective agreement. The University’s Collective Agreement with the Faculty and Staff
Association expires March 31, 2019. This budget does not include increases to government grants or salaries past
the expiry of the agreement, with the assumption that GWIs negotiated as part of future agreements will be
funded by the government.
The provincial government will fund the cost of the new Employer Health Tax (EHT) beginning in 2019. The ongoing
impact of this tax to the university is estimated at $500K and government grant funding has been increased for this
new tax.
Student Fees
Student fee revenues are directly linked to student enrolment and have increased by $9M to $64.2M making up
44% of total revenues (41% in 2018-19).
Domestic student enrolments at UFV have been on a gradual decline since their apex in 2011-12 (Figure 2).
Nationally and provincially, the number of college-age citizens is declining, but projections indicate this decline to
reverse in the longer term. From roughly 2022 onwards, the Fraser Valley will face growing college-age numbers.
While domestic student enrolments have declined, international enrolments have seen significant increases,
exceeding Strategic Enrolment Management (SEM) plan goals and budget targets. Managing growing international
student enrolments continues to be a challenge, particularly for programs with large numbers of international
students. An International Student Strategy is underway to better manage international student enrolments,
programming and student services. A completed plan is anticipated by summer 2019.
Domestic student fee revenues for academic programming increase by $300K in this budget. This is the net impact
of a 2% rate increase generating $585K and a downward enrolment target adjustment of $285K. Extension studies
student revenue is increase by $250K.
International student fee revenue is increased by $8.4M in this budget. $1M of this increase reflects the 4%
increase to tuition rates. The remaining $7.4M comes from increased enrolment targets.
2017-18 2018-19 2019-20
Ministry
FTE Target Final FTE
Ministry
FTE Target
Interim FTE
Projection
Planned
FTE
Health 475 475 475 488 475
Developmental 519 286 519 313 284
Skills Gap Targeted 937 937 937 937 937
Other One-Time Funded 24 12 5 -
AEST Balance 4,745 4,719 4,745 4,757 4,845
AEST Total Targeted FTE 6,676 6,441 6,688 6,500 6,541
Industry Training Authority 564 617 559
International 1,240 1,526 1,450
Total FTE 6,676 8,245 6,688 8,643 8,550
AEST FTE Utilization: 96.5% 97.2% 97.7%
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Figure 2: Enrolment Trend 2013-14 to 2019-20
Other Revenue
An additional $330K has been added for increases to ancillary services and investment revenue, along with an
additional $245K in research funding.
Consolidated Expenditures
Salaries and benefits are the largest expenditure and account for 71% of the consolidated expenditures. Total
salaries and benefits increased by $8.6M (9%) to $103.5M (Figure 3).
Of the $8.6M increase to salaries and benefits, $3.6M was related to obligations such as negotiated general wage
increases, benefit cost increases, salary increments and reclassifications, impact of minimum wage increases, and
increases to fund course plans as submitted by Faculties. The remaining $5M is allocated to investments to
support the plans and priorities of the University with a total of 64 net new positions added to this year’s budget.
Non-salary costs increased by 7.8% ($3M) to $42.5M, and make up 29% of total expenditures. Of the $3M
increase, $2.8M was related to obligations for facility maintenance contracts, insurance, security contracts, library
and software licenses, international recruitment contracts, and increases to amortization expense. $200K in new
funding has been set aside to fund anticipated recommendations from the International Task Force on Student
Success that is currently in progress.
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Figure 3: Distribution of 2019-20 Consolidated Expenditures ($ millions)
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INVESTMENTS
Academic Programming & Support
The 2019-20 Budget includes 30 new positions to support academic programming, including 19 teaching faculty
positions. New faculty positions have been added in areas that offer service courses and programming with high
numbers of international students. Other faculty positions support new and growing graduate programs.
Additional department administration and classroom technical support is being added in growing programs.
A new School of Agriculture, Geography and the Environment (SAGE), housed in the Faculty of Science, has been
established to bring together programming and the Food and Agriculture Institute, and to promote
interdisciplinary collaboration. The school will build on agriculture technology and geography programs along with
recently created Bachelor of Agriculture Science and Bachelor of Environmental Studies degrees. A new Director
will give leadership to SAGE and new faculty positions will allow the school to build capacity as it develops as a
leader in our region.
Two new schools are being established in the College of Arts – a School of Creative Arts and a School of Global
Engagement & Social Justice. These schools will offer students greater interdisciplinary opportunities and
immersive experiences. New Directors in each school will provide leadership and build programming supported by
the collaborative and interdisciplinary structure of the schools.
There is increasing expectation on UFV, along with postsecondary institutions across BC and the country, to answer
the Truth and Reconciliation Commission of Canada’s Calls to Action and to take a leadership role in education for
reconciliation. In this context, and with Indigenization as a priority, the university plans to implement Lálém ye
mestíyexw (House of the Peoples, as translated from the Halq'eméylem). This would build on our already existing
Indigenous Student Centre and the Office of Indigenous Affairs. Programming initiatives include the BA Indigenous
Studies Major and Minor as well as intentional efforts to integrate Indigenous ways of knowing into many
academic programs. There is a need, however, for greater coordination and integration of initiatives. Lálém ye
mestíyexw envisions a home for Indigenization at UFV, strengthening Indigenous presence and relationships within
UFV and creating a connection to Stó:lō people and communities – the stewards of the land where UFV resides. To
foster these efforts, a new position will be added to provide dedicated support to Indigenization
To further our Indigenization efforts, the initial focus for a new Special Advisor to the President will be hiring and
retaining Indigenous faculty and staff. Funding for new faculty positions has been designated for Indigenous hires.
Student Experience & Success
UFV recognizes that the success of its students requires supports and experiences which positively impact their
intellectual, physical, professional, psychological, social, and cultural well-being. Twelve new positions have been
added to this budget to support students at risk and provide services, programming and activities that help our
students achieve their goals. Resources have been added to expand experiential learning both inside and outside
the classroom.
Specific investments include an expansion of student orientation programming to help students transition to
university studies at UFV and to introduce them to services available to them on campus. Additional resources for
pre- and post-arrival orientation for international students have been added, as well as expanded orientation
programming for students living in student housing.
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New counselling positions with an emphasis on intercultural competency will help address the high student load
on counselling services and the diversity of clients they support. Likewise, with the increasing number of
international students, additional advising and admissions support will be added to support high student loads.
The Centre for Accessibility Services has been reorganized and staffing has been added that will bring them to a
level that meets provincial standards. The Financial Aid & Awards office will add staffing to assist with the Former
Youth in Care Tuition Waiver Program established by the Ministry.
There are also investments in academic support services for students. Additional resources to facilitate teaching
and learning will be added in the Academic Success Centre, the Library and Supported Learning Groups. Expanding
peer mentoring, particularly for international students, will support students in their transition to studying at UFV.
To enhance experiential learning, this budget adds resources to increase coordination of practicum and internship
placements and programming. This provides opportunities for students to get employment experience and also
creates opportunities for the university to engage with the community. Finally, as part of UFV’s internationalization
goals to increase access and participation in international experiences, a new position has been added to
encourage and support outbound mobility and international experiences for our students.
Technology & Business Transformation
Recognizing that digital technologies are transforming teaching, learning, and business practices in higher
education, the university identified technology and business transformation as a priority for this year. Students
easily embrace rapidly changing technology and they expect to use technology in their learning journey just as they
already use technology in every other aspect of their lives. Likewise, experience is improved through applying
technology to business transformation to simplify and streamline bureaucratic processes, which improve UFV’s
responsiveness in a changing higher education sector.
Learner-centred, individualized learning, integrative learning, flexible, learning everywhere, experiential,
connected… this is how we describe the future of learning at UFV. UFV must embrace the role technology plays in
the future of learning in order to be the innovative, learner-centred university it aspires to be.
To realize the university’s Technology Plan, 12 new positions have been added to support leadership and direction,
hire critical technical and service positions, and build capacity to support transformation projects across the
institution. Technology transformation is a multi-year plan to support the achievement of the University’s
Education Plan. Human Resources is actively engaged to help with job design and the challenges related to
recruitment and retention of qualified staff.
Community Engagement and University Relations
Investment in community engagement will support raising the profile of UFV in its endeavours to connect with
students, community partners, industry partners, governments, research agencies, and donors. Six new positions
have been added to support community engagement and university relations.
UFV’s website is a primary portal for students, community, industry, and donors to UFV. New positions have been
added to support the development of a strategic and cost effective web and digital marketing practice. This will
improve the information on our site, improve web navigation for users, and include mobile technology capacity.
UFV Communication supports engagement and transparency by developing and delivering information and stories
that resonate with our complex and diverse constituency. To expand services and increase effectiveness, the
university is investing in a position with expertise in digital/video communications, issues management and media
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relations. The goal is to have a positive media presence, use social media effectively, share the stories and
transformative experiences of our exemplary students, and to engage and connect with our communities.
Administration, Sustainability & Risk
Supporting the university to achieve its goals through planning, managing risk, and effective administration, the
budget includes 4 new positions.
The Office of the President will add an Operations Manager to manage the initiatives and projects of the President
and oversee the day-to-day activities of the Office.
In the Office of Risk and Safety, a new Manager of Emergency Management & Resilience will provide leadership to
this function, ensuring the university is prepared to respond and adapt to crisis situations.
The university is making an investment in long-term planning with a focus on meaningfully aligning our financial,
capital and technology plans to the education goals of the university. A new AVP Administration, Planning and
Resource Allocation will give leadership to this work.
Faced with growing international applications, a new operations management role in the international office will
coordinate front line office and student support. This position concludes a 3-year organizational restructure in the
international office.
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BUDGETS BY CATEGORY
Figure 4 below shows broad expenditure categories and resource allocation decisions within the operating fund
over the past three years. The investment choices in this year’s budget are reflected in the category allocations for
2019-20.
The largest investment in total dollars this year is in academic programming (Faculties), although spending in this
area as a total percentage of budget dropped slightly to 51.7% of budget (51.8% in 2018-19). Intentional
investments in student experience and success (Student Support), in community engagement and university
relations (Administration and External Relations) and technology and business transformation (Information
Technology) are highlighted by a larger percentage of the budget allocated to these activities this year. These
increased allocations are supported by a relative drop as percentage of budget in Facilities and Security, and
Central University budgets.
While Figure 5 is an indication of how budget resources are allocated at UFV, Appendix D provides comparative
Financial Information of Universities and Colleges (FIUC) based on an annual publication that is jointly prepared by
the Canadian Association of University Business Officers (CAUBO) and Statistics Canada.
Figure 4: Base Fund Budget by Category ($ millions) and as a % of Total Base Budget
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NON-BASE BUDGETS
Main revenue sources in the non-base fund are Industry Services and Continuing Education training revenues, and
international student tuition and fees. Activities in this area are expected to cover direct costs and make a
contribution to the consolidated budget plan. Schedule 2 provides further details on non-base activity.
Continuing Education and Industry Services
Continuing Education and Industry Services training revenues are budgeted to increase by 6% over prior year to
$4.4M with expenditures increasing to $3.8M. This area continuously updates and develops programs to meet
community and industry needs, and also has a limited number of international partnerships for contract delivery of
programming. Space is a limiting factor for growing Industry Services training, and negotiations for additional
training space at the Canada Education Park are ongoing.
International Students
International revenues have grown as a result of enrolment growth and fee increases and are the primary
contributing factor to increased revenues for the university. Total budgeted revenues of $28M ($19.6M in 2018-
19) reflect a 4% rate increase and 38% growth in student enrolments over prior year budget. The International
Office does not deliver courses or academic programs, while international students study together with domestic
students in courses and programs. The international fund makes a contribution to the operating fund for student
instruction, student support, administrative support, and capital infrastructure. The contribution to the operating
budget increased by 48% to $18.8M; the contribution to capital increased to $2.5M from $1.7M in prior year.
The university does not receive government grant funding for international student spaces, and because
international fees are not subject to the provincial Tuition Limit Policy restrictions, fees are set in the context of
provincial and national international student fees. For 2019-20, annual International student fees are $18,390 as
compared to $4,970 for domestic student fees. The university receives approximately $7,800 in government
operating funding for each full time equivalent domestic student bringing average annual operating funding for
each domestic student to $12,770.
UFV has seen substantial increases in international student enrolments, a trend consistent with other universities
in BC and Canada. Many universities, including UFV, are seeing international student fee revenues become a larger
portion of their budget. UFV is a premier teaching-intensive institution in BC for international students, attractive
for its academic programs, student supports and location. We recognize that diplomatic tensions or government
policies can negatively or positively impact student numbers. The university has taken a relatively conservative
approach to bringing international revenues into the ongoing budget. A revised Strategic Enrolment Management
approach to International admissions, led by the VP of Students and Enrolment Management, is targeted to be
completed by summer 2019. In addition to recommending optimal numbers of international students for UFV, the
strategy will consider ways to diversify our international student body, and to diversify students across UFV’s
programs.
Significant resources have been added to this year’s budget to manage the growth of international student
numbers, to support international students in their learning and their experience at UFV, and to support the
university’s internationalization goals: counsellors with a focus on intercultural competency; an increase to
academic advising services for increased international numbers; an admissions position to manage student
applications; additional teaching and learning support in the Academic Success Center, Supported Learning
Groups, and peer mentoring supports; a Manager of Operations for a growing and increasingly complex
International office; and resources to encourage outbound mobility, global engagement and international
experiences for all UFV students.
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ANCILLARY FUND
Ancillary Services includes bookstore, conference & event services, food services, parking, print services, campus
card, and student housing operations. Revenues of $7.4M account for 5% of the total university revenues. After
direct operating expenditures of $5M, $1.13M goes to the capital fund for deferred maintenance reserves, debt
repayment on Baker House and parking lots, and for university print management infrastructure. Ancillary Services
will contribute approximately $1.26M to the university operating budget, an increase of $60K over prior year.
Ancillary Services provides important services for students and employees on campus. Each portfolio is continuing
in the 2019-20 fiscal year. Schedule 3 provides details on budgets of the various services within Ancillary Services.
RESTRICTED FUNDS
The activity in these funds consists of research and other special purpose projects, and donation revenues. These
are funds with restrictions imposed internally and from outside the organization, usually by the contributor of the
resources. This includes funding for projects approved and funded by the Natural Sciences and Engineering
Research Council, the Social Sciences and Humanities Research Council, the Canadian Institutes of Health
Research, and projects funded by community and industry partners. As this fund has activity related to research
and special projects that are often one-time in nature, activity in this fund can vary substantially from year to year.
Donation revenues and endowment investment earnings are restricted and included in the restricted fund
category. Restricted revenue is not recognized until spent and/or awarded to students causing a timing issue
between the receipt of donations and restricted investment earnings and the flow of these revenues through the
budget and financial statements. Endowment contributions are restricted in perpetuity and as these contributions
do not directly fund expenditures, they do not flow through the annual consolidated budget.
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CAPITAL FUND
The consolidated budget includes the impact of revenues and expenditures related to the acquisition or
construction of capital assets such as land, buildings, major equipment, technology infrastructure, and significant
software application systems. For assets funded by external sources, deferred revenue is recorded to offset the
amortization expense each year with zero net impact to the financial position. For assets funded by the university,
no revenue is available to offset the annual amortization expense and transfers from other funds are necessary to
cover the resulting deficit (Schedule 1). Capital transfers from ancillary operations fund specific assets such as
parking lots, capital leases, and student housing debt repayment.
On an annual basis, the university receives Major Maintenance & Rehabilitation (MMR) funding from the Ministry
for routine building maintenance, major capital projects and renovations. The university is expected to contribute
a minimum of 10% to major capital projects and renovations. For 2019-20, the university’s allocation for building
maintenance and renovations is estimated at $2.8M. Projected capital expenditures for 2019-20 are included in
Schedule 4. The estimated impact of these expenditures on our Statement of Operations have been captured in
the consolidated budget.
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BUDGETS BY PORTFOLIO
Over time a number of organizational changes have occurred with responsibility for departments moving from one
senior administrator to another. Please note that both the budgets and enrolments shown in the charts in this
section have been restated to reflect these new responsibilities under the current administrator.
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OFFICE OF THE PRESIDENT AND GOVERNANCE
Dr. Joanne MacLean
The President reports to the Board of Governors and chairs the University Senate and oversees the work of UFV’s senior executive team The President’s Office supports the broad goals of the university, and leads the university in the development and achievement of vision, mission and strategic goals. The President is actively engaged with Indigenous peoples and the communities in the Fraser Valley, as well as government relations, and advocacy at regional, provincial and federal levels. Locally and internationally, the President promotes partnerships that connect UFV with community development and enhance educational and career opportunities for students.
Dr. MacLean began her post as the 7th President on May 1, 2018. Two commitments that stand out in her early presidency is her People First4 philosophy, and her commitment to Aboriginal people. In the fall of 2018, Dr. MacLean began a university-wide Vision conversation supported by digital thought exchange, workshops and community forums. The conversation transitioned vision to developing values and mission statements and will be complete in early 2019-20.
2019-20 Budget Highlights Investments:
Operations Manager to oversee the administrative, financial, operational, special projects and initiatives of the Office of the President.
Special Advisor to the President and the appointment of Dr. Eric Davis to this position. Initially, Dr. Davis will be leading a project focused on hiring and retaining Indigenous staff and faculty. To enable this work, funding for 3 new Indigenous positions is included in the budget.
The Office of the University Secretariat will move forward with Phase II of the Records and Information Management project for UFV.
4 https://blogs.ufv.ca/announce/files/2018/09/UFV-Part-1-A-university-is-its-people.pdf https://blogs.ufv.ca/announce/files/2018/09/UFV-Part-2-A-university-is-its-people.pdf
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PROVOST AND VICE-PRESIDENT ACADEMIC
Dr. Eric Davis
The Provost and Vice-President Academic plays a pivotal role at UFV, taking responsibility for the development of excellence in teaching, learning, scholarship and service. In addition to the traditional roles of the Vice-President Academic, the Provost is responsible for integrated planning and operational coordination at UFV to ensure educational and research programs, faculty and staff recruitment, career development, support services, policies, practices, standards and resource allocations are aligned with the university’s values, vision, and prioritized goals. The portfolio includes the following divisions: Vice-Provost and Associate Vice-President Academic’s Office - including Indigenous Affairs, International Office, Program Development and Quality Assurance and Advising; Research,
Engagement and Graduate Studies; Human Resources; Institutional Research and Integrated Planning; Teaching and Learning, including the Career Centre; and the University Library.
2019-20 Budget Highlights Begin the implementation of Lálém ye mestiyexw (House of the Peoples)
Support for student and faculty researchers: a grants coordinator to secure research funding; a communications coordinator to connect students to research opportunities and highlight achievements
Develop research program for a newly funded Research Chair
Invest in learning support: Learning Support Facilitator shared by Academic Success Centre and Supported Learning Groups to support students, increase library support
Invest in student support: Academic Advisor and expand orientation for International students; Outbound mobility position to support international experiences for all students
Manager of Operations in International Office for a growing and increasingly complex office operations
Develop an employee guided health strategy and a mentorship program for new staff and faculty
18 | P a g e
COLLEGE OF ARTS
Dr. Jacqueline Nolte, Dean
The College comprises the Faculty of Humanities and the Faculty of Social Sciences. The College offers skills in creative problem-solving, critical reasoning, interpersonal communication, social research, analysis of human and physical environments, historical consciousness, and cultural awareness and interpretation. The College offers a Masters, an Honours and a Bachelor of Arts in Criminal Justice. A Bachelor of Arts is offered with 13 Majors including Economics, English, French, Geography, History, Mathematics, Philosophy, Peace and Conflict Studies, Political Science, Psychology, Sociology, Sociology/Anthropology and Theatre. Bachelor of Arts Honours programs are offered in 6 disciplines and Extended Minors and Minors are offered in Major
disciplines as well as in Anthropology, Art History, Criminal Justice, Latin American Studies, Media and Communication Studies and Communication. The College offers Bachelor of Arts in Global Development Studies, a Bachelor of Fine Arts with a Major in Visual Arts and 7 Extended Minors. The College is responsible for the interdisciplinary Bachelor of Integrated Studies, an Associate of Arts degree, 6 diplomas and 11 certificates.
19 | P a g e
*Enrolment is based on actual enrolment for 2015-16 to 2017-18, forecasted enrolment for 2018-19 and planned enrolment for 2019-20. **The budget has been adjusted for inflation using 2015 as the base and the annual Consumer Price Index (CPI) for B.C. for 2015 to 2018 and the forecast CPI for 2019.
2019-20 Budget Highlights Resources added to deliver enrolment plans
Permanent faculty appointments (6.16 FTE) to support areas with high student demand or strategic importance
Increased departmental support as well as technical support for Theatre and Visual Arts departments
Additional resources for practicum and internship coordination
Addition of seminars in Modern Languages
The creation of two schools - a School of Creative Arts, and a School of Global Engagement and Social Justice to provide greater interdisciplinary opportunities and immersive experiences. An investment in two Academic Directors to provide leadership and building programming supported by the collaborative and interdisciplinary structure of the schools.
A part-time Peace and Conflict Studies Community Engagement Officer to support the formation of the Centre for Peace and Conflict Transformation.
A pilot project to support international students that includes a temporary International Liaison Coordinator and funding for international student mentors.
20 | P a g e
FACULTY OF ACCESS AND CONTINUING EDUCATION
Dr. Sue Brigden, Dean
The Faculty of Access and Continuing Education is home to the Applied Business Technology, Continuing Education, English Language Studies and Upgrading and University Preparation departments; the Indigenous Student Centre, and Assessment Services. The programs and services housed in the Faculty help students of all backgrounds meet their personal, educational and career goals. The Faculty also provides a home for Qualifying Studies and the University Foundation Program students. With the help of academic advising and other university support services, Qualifying Studies and University Foundation Program students develop academic plans that will help them meet the requirements of their chosen post-secondary program.
21 | P a g e
*Enrolment is based on actual enrolment for 2015-16 to 2017-18, forecasted enrolment for 2018-19 and planned enrolment for 2019-20. **The budget has been adjusted for inflation using 2015 as the base and the annual Consumer Price Index (CPI) for B.C. for 2015 to 2018 and the forecast CPI for 2019.
2019-20 Budget Highlights The Ministry of Advanced Education, Skills and Training has proposed a new funding model for upgrading
programs for domestic students, adjusting developmental FTE targets and including funding in ongoing operating grants. The change is planned for 2019-20.
Continuing Education has been positioning itself to increase the number of courses and programs that are offered online and hybrid delivery models. Committed to flexibility and responsiveness, Continuing Education has a goal of having 30% of programming offered online by 2020.
22 | P a g e
FACULTY OF APPLIED AND TECHNICAL STUDIES
John English, Dean
The Faculty of Applied and Technical Studies offers training programs that respond to industry needs. All UFV trade programs are based on provincial standards and follow a core curriculum common to all B.C. institutions offering the program. Students can begin work in their chosen field after finishing a 10-month entry-level trades program. Most programs also have apprenticeship options after completion of the entry-level certificate. Program offerings include Agriculture, Architectural Drafting, Automation and Robotics, Automotive Collision and Service, Carpentry, Joinery, Electronics, Electrical Work, Engineering Physics, Engineering Transfer, Floral Design, Health and Human Services, Heavy Mechanical, Hospitality and Event Planning, Physics, Plumbing and Piping, Culinary Arts, Welding and others.
At the Trades and Technology Centre, the Faculty also offer a 10-week Trades Discovery program to provide students an opportunity to sample multiple trades and visit worksites to help them decide among career options. There is a proposal to suspend the 2019 intake of the Aircraft Structures program as a result of declining student demand and completion rates. Due to the late timing of this proposal in the budget process, and uncertainty of outcomes and financial impact, this suspension is not reflected in the consolidated budget.
23 | P a g e
*Enrolment is based on actual enrolment for 2015-16 to 2017-18, forecasted enrolment for 2018-19 and planned enrolment for 2019-20. **The budget has been adjusted for inflation using 2015 as the base and the annual Consumer Price Index (CPI) for B.C. for 2015 to 2018 and the forecast CPI for 2019.
2019-20 Budget Highlights In a faculty with high program consumables, additional investment in consumable budgets to address erosion
of budgets from tariffs and inflation.
Addition of tool room resources in the Heavy Mechanical program to address growth in the program.
24 | P a g e
FACULTY OF HEALTH SCIENCES
Dr. Alastair Hodges, Dean
The Faculty of Health Sciences houses the School of Health Studies and the Department of Kinesiology. The School of Health Studies offers the following programs at the Canada Education Park in Chilliwack: Bachelor of Science in Nursing, Practical Nursing Diploma, Health Care Assistant, and Certified Dental Assistant Certificate. These fully reviewed and accredited programs incorporate extensive practicum learning experiences and advanced simulation technology to enhance the preparation of our graduates. The highly qualified and dedicated faculty of the School of Health Studies work closely with students to facilitate and guide their learning.
Kinesiology offers courses on both the Abbotsford and Chilliwack campuses. The program offers a Bachelor of Kinesiology degree with concentrations in Exercise Science, and Pedagogy.
25 | P a g e
*Enrolment is based on actual enrolment for 2015-16 to 2017-18, forecasted enrolment for 2018-19 and planned enrolment for 2019-20. **The budget has been adjusted for inflation using 2015 as the base and the annual Consumer Price Index (CPI) for B.C. for 2015 to 2018 and the forecast CPI for 2019.
2019-20 Budget Highlights The 2019-20 budget is relatively status quo but the Faculty has embarked on an examination of its strategies,
with the plan to refresh the Faculty Strategic Plan by 2020. This process will inform budget priorities in the faculty in coming years, and is an important initial step before significant budget adjustments are made.
Addition of Program Assistant, School of Health Studies to assist with the high volume and complicated nature of the Nursing program applications.
26 | P a g e
FACULTY OF PROFESSIONAL STUDIES
Dr. Tracy Ryder Glass, Dean
The Faculty of Professional Studies is comprised of the School of Business, the School of Social Work and Human Services, as well as departments offering programs in Adult Education, Child, Youth and Family Studies, Computer Information Systems, Library and Information Technology, and Teacher Education. The Faculty has been offering programming at the SD College campus in Chandigarh, India since 2006. The Bachelor of Business Administration was the first program offered, with the Bachelor of Computer Information Systems introduced in the fall of 2015, and the Post-Degree Management Certificate beginning in January 2016.
27 | P a g e
*Enrolment is based on actual enrolment for 2015-16 to 2017-18, forecasted enrolment for 2018-19 and planned enrolment for 2019-20. **The budget has been adjusted for inflation using 2015 as the base and the annual Consumer Price Index (CPI) for B.C. for 2015 to 2018 and the forecast CPI for 2019.
2019-20 Budget Highlights The priorities in the Faculty focus on maintaining the quality and integrity of programming. This is achieved through ensuring the faculty and staff are available to effectively deliver and develop the programming, while at the same time ensuring the provision of support necessary for students, faculty and staff in this learning environment. This includes:
Addition of faculty (7 FTE) in areas with high numbers of international students and in new programs beginning in the fall 2019
a Coordinator, Practicum and Internship in the School of Social Work and Human Services, additional resources for Quality Assurance in the School of Business, and assistant support in the Dean’s Office
Professional development for faculty and staff (workshops, sessions and retreats)
Implementation and development of new programming (see Appendix B).
28 | P a g e
FACULTY OF SCIENCE
Dr. Lucy Lee, Dean
The Faculty of Sciences houses the departments of Biology, Chemistry, and Mathematics and Statistics. The Faculty is also home to the newly established the School of Agriculture, Geography and the Environment (SAGE). The program offerings include a post-degree certificate in Data Analysis, various Majors in the Bachelor of Science degree, an Associate degree in Science, and Science studies that cover a wide breadth of areas including Biology, Chemistry, Physical Geography, and Mathematics and Statistics. The courses are designed to enhance critical thinking abilities, integrating facts and observations with experimental knowledge and reasoning. Faculty are not only encouraged to incorporate research in their teaching but also support students to conduct research and share their findings.
29 | P a g e
*Enrolment is based on actual enrolment for 2015-16 to 2017-18, forecasted enrolment for 2018-19 and planned enrolment for 2019-20. **The budget has been adjusted for inflation using 2015 as the base and the annual Consumer Price Index (CPI) for B.C. for 2015 to 2018 and the forecast CPI for 2019.
2019-20 Budget Highlights To address the increasing trend in enrolments in Statistics, a faculty position will be added in the Mathematics
and Statistics department. The skills that the Faculty will be looking for when filling this position will enable collaboration across boundaries.
A new School of Agriculture Geography and the Environment (SAGE) to bring together programming and the Food and Agriculture Institute. New positions for this school in 2019-20 include:
o Director, SAGE o Faculty positions for Geography (1 FTE) and Agriculture (1 FTE)
30 | P a g e
CHIEF FINANCIAL OFFICER AND VICE-PRESIDENT ADMINISTRATION
Betty Poettcker
The CFO and Vice-President Administration is responsible for and provides leadership to financial and administrative support services at UFV. Working with a dedicated, professional team of directors and staff, the division strives to partner with units across the university to ensure UFV remains financially sustainable and that financial resources and administrative services align with the mission and strategic plans of the university. The portfolio encompasses Campus Planning and Facilities Management, Financial Services, Budgets and Financial Planning, Information Technology Services, Legal Counsel, Purchasing, and Security and Emergency Management.
2019-20 Budget Highlights The overarching theme for this division for 2019-20 and for the next 3 years is Transformation: from
transactional to strategic. This requires a shift in thinking of ourselves as support units to strategic partners.
Priorities for the next three years:
Build leadership capacity to lead transformation in functional units
Long term planning: aligning financial, capital and technology plans with the education plan goals
Develop and implement a university wide technology strategy to reduce technical debt, deliver on UFV’s
teaching and learning goals, and transform administrative processes
Develop an Enterprise Risk Management framework to anticipate and manage risks that could keep the
University from achieving its goals
This budget funds the first year of a multi-year Technology and Business Transformation Plan, adding 12 new
positions to build leadership, hire technical and service positions, and improve capacity for business
transformation projects across the university. Other investments are an AVP Administration Planning and
Resource Allocation, a Manager of Emergency Management & Resilience, and a reorganization of the Supply
Chain function to position this unit for transformation.
31 | P a g e
VICE-PRESIDENT STUDENTS
Dr. Alisa Webb
The Vice-President, Students provides voice and leadership in fulfilling the University’s commitment to student engagement, support, and success both inside and outside the classroom. The Vice-President strives to ensure that faculty are effectively supported by the full complement of Student Services programming and staff, integrating closely with academic units around matters of student success. The division includes the following units: Office of the Registrar, Athletics and Campus Recreation, Counselling Services, Student Conduct, Student Life and Development, Financial Aid, Student Recruitment and the Centre for Accessibility Services.
2019-20 Budget Highlights In this budget, the Vice President Students shifted from unit-level priorities to divisional priorities, emphasizing common themes and priorities across the units in the division. This resulted in greater focus, aligning portfolio priorities with UFV Plans, and developing strategies for priorities. Identified divisional priorities:
Fiscal Responsibility, Accountability,
Fiscal Fairness & Equity
Greater Unit Autonomy
Increase Support for All Students
Increase Intercultural Competency Across all Units
Increase Experiential Learning Opportunities for All Students To address pressures and achieve the priorities of this division, new investments include two Counsellors with a focus on intercultural competency, two Student Success Coordinators for students who need additional support, additional support for New Student Orientation, administrative assistance to manage the provincial Former Youth in Care program and assist the Director and units in the Student Life and Development office, and an Admissions Officer focused on International Student applications.
32 | P a g e
VICE-PRESIDENT EXTERNAL
Craig Toews
The Vice-President External is responsible for fostering the university’s reputation and relationships and heads up key areas including government, community, and corporate relations, advancement and alumni relations, communications, marketing, ceremonies and events. In addition to University Relations leadership, the Vice-President is responsible for property development and ancillary services. The Vice-President takes a lead role in the development of the university’s campuses through community liaison, partnerships, and resource development for the purpose of revenue generation. His role includes representing UFV on numerous external committees such as Chilliwack Economic Partners Corporation Board, Mission Economic Development
Committee, and Abbotsford’s Development Advisory Committee. These impact the social, cultural and economic development of the Fraser Valley.
2019-20 Budget Highlights University Relations at UFV is in a period of transition and building. New Directors hired into the Marketing and the University Advancement Offices this year are bringing fresh vision and approaches to these functions. The overriding theme is to build on new leadership momentum and raise the profile of UFV by connecting with students, community partners, industry partners, governments, research agencies, and donors. Ongoing investment in this area has been focused on hiring people to address talent gaps in order to build capacity. Highlighting the importance of a digital presence for connecting UFV to students, community partners, and potential donors, two new positions will be focused on building a strategic web and digital marketing practice. A project assistant will help manage the numerous new projects. A new videographer will bring digital talent to the Communications team and will use social media and other digital platforms to connect with our students and communities by sharing the stories of our students. Additional resources have been added to support the growing number of events that connect us to our community and our donors. A reorganization within the division will move Alumni Relations under the leadership of the Director of Advancement
33 | P a g e
SCHEDULE 1
2019-20 CONSOLIDATED BUDGET DETAIL – BY FUND
2019
-20
UFV
Co
nso
lid
ate
d B
ud
get
($ T
hous
ands
)
Bas
e
Op
era
tin
gN
on
-Bas
e
An
cill
ary
Serv
ice
s
Re
sear
ch
& S
pe
cial
Pu
rpo
seC
apit
al
2019
-20
Co
nso
lid
ate
d
Bu
dge
t
2018
-19
Co
nso
lid
ate
d
Bu
dge
t
Ch
ange
In
cre
ase
(De
cre
ase
)
%
Ch
ange
Re
ven
ue
s:
Go
vern
men
t O
per
ati
ng
Gra
nts
59
,86
0$
-$
-$
1,0
79
$
38
1$
61
,32
0$
59
,27
0$
2,0
51
$
Stu
den
t Tu
itio
n &
Fee
s3
1,5
46
3
2,2
41
2
1
35
4
-
64
,16
2
55
,17
1
8,9
90
Co
ntr
act
s/R
esea
rch
Rev
enu
e1
40
8
7
-
1,7
09
-
1
,93
6
1,7
33
2
04
Oth
er R
even
ue
1,3
43
5
0
45
1
1,6
36
-
3
,48
0
3,3
82
9
8
Sale
s o
f G
oo
ds
& S
ervi
ces
-
-
6,6
54
-
-
6
,65
4
6,5
10
1
44
Ren
tal
& L
ease
Rev
enu
e-
-
2
56
-
-
2
56
33
3
(7
7)
Inve
stm
ent
Inco
me
95
0
-
-
34
1
-
1,2
91
1
,09
1
20
0
Am
ort
iza
tio
n o
f D
efer
red
Co
ntr
ibu
tio
n-
-
-
6
,89
3
6,8
93
6
,89
3
-
93
,83
9
32
,37
8
7,3
82
5
,11
9
7,2
73
1
45
,99
1
1
34
,38
1
1
1,6
10
8
.6%
Exp
en
dit
ure
s:
Sala
ries
& B
enef
its
95
,62
9
4,6
89
1
,29
9
1,8
61
-
1
03
,47
7
9
4,9
21
8
,55
7
Co
st o
f G
oo
ds
Sold
20
1
-
3,0
87
-
-
3
,28
7
3,2
87
-
Oth
er O
per
ati
ng
Co
sts
16
,88
8
5,6
01
3
86
2
,38
4
2,4
24
2
7,6
83
2
4,8
25
2
,85
9
Sch
ola
rsh
ips
& B
urs
ari
es6
24
2
00
5
75
0
-
1,5
79
1
,55
9
20
Deb
t Se
rvic
e C
ost
s-
-
2
14
-
-
2
14
18
9
2
5
Am
ort
iza
tio
n E
xpen
se-
-
-
-
9
,75
0
9,7
50
9
,60
0
15
0
11
3,3
42
10
,48
9
4,9
91
4
,99
5
12
,17
4
14
5,9
91
13
4,3
81
11
,61
0
8.6
%
Inte
rfu
nd
Tra
nsf
ers
:
Ca
pit
al
All
oca
tio
ns
1,2
24
2
,54
5
1,1
32
-
(4
,90
1)
-
-
-
Fun
d B
alan
ce(2
0,7
27
)$
1
9,3
44
$
1
,25
9$
1
25
$
-
$
-
$
-
$
-
$
34 | P a g e
SCHEDULE 2
2019-20 NON-BASE BUDGET
2019
-20
UFV
No
n-B
ase
Bu
dge
t ($
Tho
usan
ds)
Co
nti
nu
ing
Edu
cati
on
Ind
ust
ry
Serv
ice
s
Tota
l
Exte
nsi
on
Stu
die
sIn
tern
atio
nal
2019
-20
No
n-B
ase
Bu
dge
t
2018
-19
No
n-B
ase
Bu
dge
t
Ch
ange
In
cre
ase
(De
cre
ase
)
%
Ch
ange
Re
ven
ue
s:
Go
vern
men
t O
per
ati
ng
Gra
nts
-$
-
$
-$
-
$
-
$
-
$
-
$
Stu
den
t Tu
itio
n &
Fee
s2
,19
0
2,2
00
4,3
90
2
7,8
51
32
,24
1
2
3,6
21
8
,62
0
Co
ntr
act
s/R
esea
rch
Rev
enu
e-
-
-
8
7
87
8
7
-
Oth
er R
even
ue
-
-
-
50
5
0
50
-
Sale
s o
f G
oo
ds
& S
ervi
ces
-
-
-
-
-
-
-
Ren
tal
& L
ease
Rev
enu
e-
-
-
-
-
-
-
Inve
stm
ent
Inco
me
-
-
-
-
-
-
-
Am
ort
iza
tio
n o
f D
efer
red
Co
ntr
ibu
tio
n-
-
-
-
-
-
-
2,1
90
2
,20
0
4
,39
0
27
,98
8
3
2,3
78
23
,75
8
8,6
20
3
6.3
%
Exp
en
dit
ure
s:
Sala
ries
& B
enef
its
1,3
26
1
,07
2
2
,39
8
2,2
90
4
,68
9
4,4
51
2
37
Co
st o
f G
oo
ds
Sold
-
-
-
-
-
-
-
Oth
er O
per
ati
ng
Co
sts
43
3
9
48
1
,38
1
4,2
20
5
,60
1
4,1
69
1
,43
2
Sch
ola
rsh
ips
& B
urs
ari
es-
-
-
2
00
20
0
1
80
20
Deb
t Se
rvic
e C
ost
s-
-
-
-
-
-
-
Am
ort
iza
tio
n E
xpen
se-
-
-
-
-
-
-
1,7
60
2
,02
0
3
,77
9
6,7
10
1
0,4
89
8,8
00
1
,68
9
19
.2%
Inte
rfu
nd
Tra
nsf
ers
:
Ca
pit
al
All
oca
tio
ns
20
-
2
0
2,5
25
2
,54
5
1,7
20
8
25
48
.0%
Fun
d B
alan
ce4
11
$
18
0$
59
1$
1
8,7
53
$
1
9,3
44
$
1
3,2
37
$
6
,10
6$
46
.1%
35 | P a g e
SCHEDULE 3
2019-20 ANCILLARY BUDGET
2019
-20
UFV
An
cill
ary
Bu
dge
t ($
Tho
usan
ds)
An
cill
ary
Serv
ice
s
Ad
min
Bo
oks
tore
Eve
nts
&
Co
nf.
Foo
d
Serv
ice
sP
arki
ng
Oth
er
An
cill
ary
Stu
de
nt
Re
sid
en
ce
2019
-20
An
cill
ary
Bu
dge
t
2018
-19
An
cill
ary
Bu
dge
t
Ch
ange
In
cre
ase
(De
cre
ase
)
%
Ch
ange
Re
ven
ue
s:
Go
vern
men
t O
per
ati
ng
Gra
nts
-$
-$
-$
-$
-$
-$
-$
-$
-
$
-$
Stu
den
t Tu
itio
n &
Fee
s-
-
-
-
-
-
2
1
21
13
9
Co
ntr
act
s/R
esea
rch
Rev
enu
e-
-
-
-
-
-
-
-
-
-
Oth
er R
even
ue
-
-
18
0
14
0
-
53
4
4
41
7
39
7
19
Sale
s o
f G
oo
ds
& S
ervi
ces
-
4,1
41
-
4
0
1,2
20
-
1
,29
3
6,6
94
6,5
10
18
4
Ren
tal
& L
ease
Rev
enu
e-
-
-
-
-
9
0
16
0
25
0
33
3
(83
)
Inve
stm
ent
Inco
me
-
-
-
-
-
-
-
-
-
-
Am
ort
iza
tio
n o
f D
efer
red
Co
ntr
ibu
tio
n-
-
-
-
-
-
-
-
-
-
4,1
41
1
80
1
80
1
,22
0
14
3
1,5
18
7
,38
2
7
,25
2
1
29
1
.8%
Exp
en
dit
ure
s:
Sala
ries
& B
enef
its
21
1
41
1
92
-
1
0
37
3
20
3
1,2
99
1,1
83
11
6
Co
st o
f G
oo
ds
Sold
-
3,0
87
-
-
-
-
-
3
,08
7
3
,08
7
-
Oth
er O
per
ati
ng
Co
sts
15
3
80
3
6
14
2
29
(4
60
)
1
71
3
86
4
34
(4
8)
Sch
ola
rsh
ips
& B
urs
ari
es-
-
-
-
-
5
-
5
5
-
Deb
t Se
rvic
e C
ost
s-
-
-
-
-
1
4
20
0
21
4
18
9
25
Am
ort
iza
tio
n E
xpen
se-
-
-
-
-
-
-
-
-
-
22
6
3,8
78
1
28
1
4
23
9
(68
)
57
4
4,9
91
4,8
97
93
1
.9%
Inte
rfu
nd
Tra
nsf
ers
:
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36 | P a g e
SCHEDULE 4
2019-20 CAPITAL BUDGET
2019-20 UFV Capital Budget ($ Thousands)
Provincial
Contribution
University
Contribution
2019-20 Capital
Budget
Major Capital Projects:
EFIS Remediation TBD
Building K Renovation/Swing Space TBD
Heavy Mechanical & Farm Technology Building1 5,000$ 500$ $ 5,500
Renovations & classroom improvements 1,482 284 1,766
Systems upgrades/replacements 225 25 250
IT Network infrastructure 180 420 600
Carbon Neutral Energy projects 69 7 76
6,956 1,236 8,192
Minor Maintenance & Repairs:
Annual maintenance & repairs 875 - 875
Other:
Annual FF & E investments - 1,000 1,000
Emerging and minor renovation projects - 200 200
- 1,200 1,200
TOTAL BUDGET $ 7,831 $ 2,436 $ 10,267
Notes:1 Prior year approved project in progress
37 | P a g e
APPENDIX A
2019-20 BUDGET PRINCIPLES
2019-20 Budget Planning Principles
The Consolidated Budget Plan is the mechanism for allocating resources to achieve the university’s Education Plan
and related supporting plans. It ensures financial resources are aligned with the institution’s priorities and areas of
focus.
Financial Planning Environment
UFV cannot approve a deficit consolidated budget.
Taxation, legislative, contractual and regulatory requirements must be adhered to.
UFV activities will align with government goals, expectations, priorities and accountabilities included in the
Budget Letter5, Mandate Letters6, Ministry of Advanced Education, Skills and Training 2018/19 – 2020/21
Service Plan7, and the University Act8.
BC Government is committed to adopt and incorporate the United Nations Declaration on the Rights of
Indigenous Peoples (UNDRIP), and the Calls to Action of the Truth and Reconciliation Commission (TRC).
Government funding is assumed to be adjusted for negotiated settlements for fiscal 2019/20. Grant funding is
not expected to be increase for FTE growth or general inflationary costs but there may be targeted funding
that will align with the Ministry’s key strategies to achieve their goals.
The Collective Agreement will end March 31, 2019. The mandate for the next round of collective bargaining
has not yet been set.
Initiatives to examine apprenticeship ratios on public infrastructure projects, harmonize training of Red Seal
trades across BC and the country, and a review to determine whether there are trades that could benefit from
compulsory designation have the potential to affect apprenticeship in the coming years9. ITA funded programs
will be offered consistent with the approved ITA training plan and funding in accordance with agreement.
Government funding for capital and maintenance projects include cost sharing; the university will be required
to contribute a portion of the costs of approved major renovations, upgrading and capital projects. The 5-Year
Capital Plan and the Campus Master Plans will provide direction for projects.
5 https://www2.gov.bc.ca/assets/gov/education/post-secondary-education/institution-resources-administration/budget-letters/18-19/ufv.pdf 6 https://www2.gov.bc.ca/assets/gov/education/post-secondary-education/institution-resources-administration/mandate-letters/mandate-ufv.pdf 7 https://www.bcbudget.gov.bc.ca/2018/sp/pdf/ministry/aest.pdf 8 http://www.bclaws.ca/civix/document/id/complete/statreg/96468_01 9 Industry Training Authority 2018/19 – 2020/21 Service Plan: https://www.bcbudget.gov.bc.ca/2018/sp/pdf/agency/ita.pdf
38 | P a g e
Domestic student tuition and mandatory fees will be limited by the Ministry’s Tuition Limit Policy10.
Beginning in the 2017/18 fiscal, the Ministry implemented a tuition waiver program for former youth in care
and made adult basic education and English-language learning tuition free for domestic students, to support
its initiative to make post-secondary education affordable and accessible.
The demand for adult basic education and English-language learning programs may begin to stabilize with the
elimination of tuition fees during the 2017/18 fiscal year. Ministry will review developmental program FTE
targets in light of these changes.
Programs with differential fees will be reviewed periodically for necessity of the tuition difference.
UFV currently has a number of programs at the Degree Quality Assessment Board/Ministry waiting for
approval. The status of approvals may impact program offerings.
UFV is sensitive to the impact of globalization on our international education strategy and the Canadian dollar
exchange rate.
The Post-Secondary Administrative Service Delivery Transformation (ASDT)11 program and BCNET have been
working collaboratively with sector partners to inspire innovation, collaboration and realize benefits for the
sector. Administrative service efficiencies and shared services between institutions through ASDT and BCNET
will be considered where consistent with UFV goals and where savings can be realized.
10 https://www2.gov.bc.ca/gov/content/education-training/post-secondary-education/institution-resources-administration/tuition-limit-policy 11 https://www2.gov.bc.ca/gov/content/education-training/post-secondary-education/institution-resources-administration/post-secondary-administrative-service-delivery-transformation
39 | P a g e
Budget Principles
The following principles are used to guide budget decisions.
1. We will be transparent and accountable in our decision making. Budget decisions will be supported by
data and will be guided by a consultative process.
2. We will align resources with our strategic goals. Budget allocations will be aligned with university goals
as identified in the Strategic Plan and the Education Plan and related supporting plans. Select investments
will be directed to support highest priority goals.
3. We will develop the budget using the shared-revenue budget model. Faculty budgets will be aligned
with enrolment plans and support services will be tied to the overall revenues. Budgetary impacts will be
reviewed for overall effect on the University. Funds will be identified to allocate in support of strategic
initiatives.
4. We will encourage revenue generating activities, mindful of our capacity and constraints in keeping
with our budget principles and strategic goals. Entrepreneurial activities will be encouraged where a net
gain is projected within an acceptable risk-tolerance level. Innovation Fund has been established to grow
and encourage other revenue sources.
5. We will support the long-term financial sustainability of the university. UFV must ensure that the rate of
future cost growth is in live with the rate of revenue growth. Opportunities that increase efficiency while
maintaining quality will be given priority.
6. We will support the ecology of the academic program complement, mindful of the need to respond to
strategic directions and student needs.
7. We will take a strategic perspective when considering position eliminations. Position changes will be
mindful and respectful of the impact on individuals, departments and the institution. Vacancies will not be
filled automatically allowing for limited resources to be allocated according to institutional priorities.
8. We will promote academic and service quality in our planning. Programs and support services will reflect
our commitment to excellence and student success for all students.
9. We will develop the budget in a manner that will minimize risk to the university. An annual contingency
will be maintained as a provision for enrolment declines, emergency response and unforeseen
expenditures. The budget will not postpone dealing with projected deficits; the budget will be balanced
without deferring liabilities to future year budgets.
40 | P a g e
APPENDIX B
SUMMARY OF PROGRAM CHANGES
College/Faculty Program Status
Access & Continuing Education Activity Aid Certificate In process
Access & Continuing Education Family Child Care Certificate Discontinued
Applied & Technical Studies Aircraft Maintenance Engineer M-Licence Certificate In process
Applied & Technical Studies Aircraft Structures Technician Certificate Suspended (In process)
Applied & Technical Studies Applied and Technical Studies Diploma In process
Applied & Technical Studies Digital Manufacturing Diploma (expidited program review) In process
Arts Bachelor of Arts, Philosophy (Honours) Begins Fall 2019
Arts Bachelor of Environmental Studies Begins Fall 2019
Arts Bachelor of Fine Arts, Graphic and Digital Design (Major) Pending AEST approval
Arts Bachelor of Professional Communication Pending AEST approval
Arts Fashion Design Minor and Extended Minor Discontinued
Arts Graduate Certificate and Diploma, Migration and Citizenship Begins Fall 2019
Health Sciences Bachelor of Kinesiology (Active Health Specialization) Pending AEST approval
Professional Studies 1 - Year Aviation Diploma Discontinued
Professional Studies Bachelor of Applied Management In process
Professional Studies Bachelor of Arts, Adult Education (Minor) In process
Professional Studies Bachelor of Business Administration, Int'l Business (Major and Minor) In process
Professional Studies Coding Skil ls Associate Certificate (expedited program review) In process
Professional Studies Graduate Certificate Teaching, Leadership, & Mentorship Discontinued
Professional Studies Integrated Learning Design Associate Certificate Begins Fall 2019
Professional Studies Master of Finance Pending DQAB review
Professional Studies Master of Education in Educational Leadership and Mentorship Begins Summer 2019
Professional Studies Associate Certificate in Integrated Learning Design Begins Fall 2019
Science Bachelor of Environmental Studies (Natural Sciences) Begins Winter 2020
Science Bachelor of Science, Biochemistry (Major) Pending AEST approval
Science Bachelor of Science, Chemistry (Honours) In process
Science Master of Science, Integrated Science & Technology Pending DQAB review
Abbreviations:
AEST - Ministry of Advanced Education, Skills and Training
PSIPS - Post-secondary Institution Proposal System
41 | P a g e
APPENDIX C
STUDENT TUITION FEES
Item Fee Unit 2018‐19 2019‐20 % Change
Regular Programs ‐ Domestic $ $
Adult Bas ic Education Courses (ABE)1 Credi t ‐ ‐ 0.0%
Engl i sh Language Studies (ELS)1 Credi t ‐ ‐ 0.0%
Graduate Courses (Level 700) Credi t 570.74 570.74 0.0%
Trades & Technology Courses Weekly 120.09 122.49 2.0%
Undergraduate Courses (Level 100 ‐ 400) Credi t 145.04 147.94 2.0%
Vocationa l Courses Credi t 145.04 147.94 2.0%
Regular Programs ‐ International
Undergraduate and Developmental Flat Semester Fee2 Semester 8,580.00 8,925.00 4.0%
International Differential Fee Programs
Cooperative Education Work term ‐ Internationa l Semester 1,200.00 1,200.00 0.0%
Graduate Certi ficate in Program Eva luation Credi t 572.00 595.00 4.0%
Graduate Certi ficate in Mindfulness ‐Based Teaching &
Learning3 Credi t 620.00 645.00 4.0%
Master of Finance4 Program 38,016.00 38,016.00 0.0%
Master's Programs Program 25,000.00 25,000.00 0.0%
Graduate Studies in Citi zenship & Migration4 Credi t 1,000.00 1,000.00 0.0%
Post‐Baccalaureate Certi ficate Programs Credi t 620.00 645.00 4.0%
Specific Programs ‐ Differential Tuition5
Appl ied Bus iness Technology Credi t 290.24 296.04 2.0%
Automation & Robotics Technician Credit 159.18 162.36 2.0%
Cooperative Education Work Term ‐ Domestic Credi t 87.96 89.72 2.0%
Environmental Studies4 Credi t 250.00 255.00 2.0%
Graduate Certi ficate in Program Eva luation Credi t 300.00 300.00 0.0%
Graduate Certi ficate in Mindfulness ‐Based Teaching &
Learning3 Credi t 570.74 416.67 (27.0%)
Graphic and Digi ta l Des ign Credi t 232.65 237.30 2.0%
Master of Finance4 Credi t 850.00 850.00 0.0%
MSc ‐ Integrated Science & Technology (F/T)4 Semester 1,500.00 1,500.00 0.0%
MSc ‐ Integrated Science & Technology (P/T)4 Semester 750.00 750.00 0.0%
Media Arts6 Credi t 381.83 258.77 (32.2%)
Practica l Nurs ing Credi t 181.40 185.03 2.0%
Teacher Education Program Credit 178.60 182.17 2.0%
Workplace TASK Credit 105.33 107.44 2.0%
Notes:
4 Program not currently offered, but is in program approval process.
Tuition Fees
1 A tuition‐free policy for ABE and ELS programs was implemented by the Provincial government effective September 1, 2017.
2 For the Fall and Winter semesters, all international students pay a flat tuition fee. ELS Program students can take up to 18 ELS
credits; University Foundation and academic program students can take a maximum of 5 courses.
5 Only tuition fees are reflected, other student ancillary and experiential learning and wellness fees are not included.
6 Since there was a 5 year lapse from program development to launch, significant program changes were made and
additional resources for the program were found and reallocated from other areas. Resulting in a reduction in program
tuition from $381.83/cr to 258.77/cr.
3 Since the initial program development, significant program changes were made that reduced the cost of delivery.
Resulting in a reduction in the domestic program tuition from $570.74 (standard graduate rate)/cr to 416.67/cr. Likewise a
reduction of International tuition from $833.33/cr (standard International graduate rate) to $645.00/cr (standard
international post‐baccalaureate certificate rate). These tuition rates vary from the student fees recommended at the
December 2018 Board of Governors meeting.
42 | P a g e
OTHER STUDENT FEES
Table of Other Student Fees
Item Fee Unit 18-19 19-20 % Change
Admission Fees $ $
Citizenship and Migration Studies Graduate Programs Admission 500.00 500.00 0.0%
Ancillary Fees
Domestic Students Tuition 10% 10% 0.0%
International Students 1 Semester 420.00 425.00 1.2%
International Administration Fee2 Admission 1,450.00 1,450.00 0.0%
Student Experiential Learning and Wellness Fee Tuition 2% 2% 0.0%
Application Fees
Developmental level applicant Application - - 0.0%
Graduate level applicant Application 78.03 78.03 0.0%
New applicant - Domestic Application 47.76 48.72 2.0%
New applicant - International Application 150.00 150.00 0.0%
New applicant - International - Post Degree or
Graduate ProgramApplication 250.00 250.00 0.0%
New application - Program change Application 21.23 21.65 2.0%
Study Abroad Application Fee Application 100.00 100.00 0.0%
Other Student Fees3
Additional parchment requests 25.00 25.00 0.0%
Confirmation of enrolment requests (customized) 10.00 10.00 0.0%
External invigilation services 4 50.00 50.00 0.0%
Graduate Programming Continuance Fee Semester 428.06 428.06 0.0%
Graduation Fee 25.00 25.00 0.0%
International Refund Processing Fee 150.00 150.00 0.0%
Late graduation Fee 75.00 75.00 0.0%
Late registration fee Course 20.00 20.00 0.0%
Lawyer's requests for student records (charged to law firm) 50.00 50.00 0.0%
Out of country document evaluation - Domestic students 75.00 75.00 0.0%
Out of country document evaluation - International students 250.00 250.00 0.0%
Sending transcript by Canadian courier5 25.00 25.00 0.0%
Sending transcript by fax5 15.00 15.00 0.0%
Sending transcript by International courier5 35.00 35.00 0.0%
Sending transcript by Registered Mail 5 15.00 15.00 0.0%
Sending transcript by US courier5 30.00 30.00 0.0%
Transcript request 10.00 10.00 0.0%
Notes:1
Includes student ancillary fee, experiential learning & wellness fee, and all student society fees.2 Payable in the first semester of study for incoming credential program students. Prior to 2018-19, payable over first
2 semesters.
3 Other student fees are tentative and subject to change in the final budget submission for 2019-20.4
For services over 3 hours, an additional $10/hour is assessed.5 This fee is in addition to the transcript request fee.
43 | P a g e
Table of Other Student Fees (continued)
Item Fee Unit 18-19 19-20 % Change
Student Residence Fees $ $
Application Fee 50.00 50.00 0.0%
Damage Deposit (refundable) 300.00 300.00 0.0%
Holiday Break 200.00 200.00 0.0%
Residence Fee Month 681.38 695.00 2.0%
Resident Programming Fee - Fall/Winter Semester 75.00 130.00 73.3%
Resident Programming Fee - Summer Semester 50.00 50.00 0.0%
Table of Student Society Fees 2019-201
Item Fee Unit 2018-19 2019-20 % Change
Student Union Society Fees $ $
Health and Dental - Domestic Annual 215.59 TBA 0.0%
IT Support Service Semester 5.16 TBA 0.0%
Student Union Building Semester 35.00 TBA 0.0%
Student Union Society Membership Semester 30.00 TBA 0.0%
Transportation (Campus Connector) Semester 27.23 TBA 0.0%
Universal Bus Pass Semester 43.84 TBA 0.0%
Other Student Society Fees
Cascade Student Newspaper Semester 6.12 TBA 0.0%
CIVL Student Radio Station Semester 7.85 TBA 0.0%
Note:
1 Notice of proposed fee changes by student societies for 2019-20 has not been received at this time.
44 | P a g e
APPENDIX D
BENCHMARK INFORMATION
The comparative Financial Information Universities and Colleges (FIUC) in this appendix is based on an annual
publication that is jointly prepared by the Canadian Association of University Business Offices (CAUBO) and
Statistics Canada. It is the only national source for comparable financial information and is based on an annual
return completed and submitted by each member institution. British Columbia has eleven member institutions.12
Members self-report financial information according to guidelines provided to assist in the preparation of the
information.
The functional categories in the FIUC report are not perfectly matched to the way the university manages budgets,
accounts and expenses so UFV information is reclassified to fit the national report. Additionally, the FIUC data is
based on actual expenditures, whereas the comparative information in Figure 5 is based on annual operating fund
budgets.
The comparative information in Figure 5 in the 2019-20 Budget Recommendation is useful to see budget allocation
trends for UFV. The benchmark information included in the table below is useful to see how UFV expenditure
allocations compare to other universities in B.C. and Canada at a particular point in time.
Percentage of Resources Allocated to Functions
(2016-17)
*Like universities in this analysis include Kwantlen Polytechnic University, Thompson Rivers University, Vancouver
Island University and University of the Fraser Valley.
12 Emily Carr University of Art & Design, Kwantlen Polytechnic University, Royal Roads University, Simon Fraser University, The University of British Columbia, Thompson Rivers University, Trinity Western University, University of Northern British Columbia, University of the Fraser Valley, University of Victoria, Vancouver Island University.
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