2018-2019 Integrated University Plan

2018/19 Integrated University Plan 1 | Page

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2018-2019 Integrated

University Plan

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Contents

Building a Sustainable Future ....................................................................................................... 5

Environmental Scan ...................................................................................................................... 5

Destination University: Strategic Enrolment Planning ................................................................. 7

2. Integrated Planning Overview ............................................................................................................ 10

Academic Planning ...................................................................................................................... 10

Research ...................................................................................................................................... 12

Indigenization .............................................................................................................................. 14

Regional - Serving the People of Northern British Columbia ...................................................... 16

Internationalization: Enhancing the University’s Global Presence ............................................ 18

and Prominence ...................................................................................................................................... 18

3. Integrated University Planning Framework ........................................................................................ 20

4. 2018/2019 Financial Planning Overview............................................................................................. 27

Comprehensive Financial Operations ......................................................................................... 27

5. Resource Allocation Recommendation and Fund Information .......................................................... 31

Consolidated General Operating Budget .................................................................................... 32

Planning Assumptions ......................................................................................................... 32

Unadjusted Three-Year Budget Projections ........................................................................ 33

Operating and Revenue Adjustment Plan ........................................................................... 34

2018/2019 Proposed Budget and Two-Year Projections .................................................... 35

Revenue projections (as per Table 4) ................................................................................. 35

Expenditure Projections (details of Table 4) ....................................................................... 38

Ancillary Operations Budgets ...................................................................................................... 40

Business Services and Continuing Studies: Overview ......................................................... 41

Business Services Contribution Summary ........................................................................... 42

Business Services Central .................................................................................................... 43

Residence ............................................................................................................................ 43

Food Services ...................................................................................................................... 44

Continuing Studies .............................................................................................................. 44

Conference and Event Services ........................................................................................... 45

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Retail Services ..................................................................................................................... 46

Northern Sport Centre ........................................................................................................ 47

International Education Budgets ........................................................................................ 48

Parking and Security Services.............................................................................................. 48

Sponsored Research .................................................................................................................... 51

External Grant Funding ....................................................................................................... 52

Institutional Partnership Funding ....................................................................................... 52

Research and Advancement Linkages ................................................................................. 52

Research Chairs and Institutes ............................................................................................ 53

Wood Innovation Research Lab (WIRL) .............................................................................. 53

Continued Areas of Focus ................................................................................................... 53

Research Summary ............................................................................................................. 54

Specific Purpose and Endowment Funds .................................................................................... 56

Conclusion ................................................................................................................................... 57

Appendix 1: 2018/2019 Action Planning Template ............................................................................... 58

Appendix 2: 2018/2019 Goals ................................................................................................................ 63

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2018-2019 Planning Context

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1. 2018/19 Planning Context

Building a Sustainable Future

In 2016, the University of Northern British Columbia launched the Integrated Planning Framework to link

academic and research aspirations to the financial reality of the University. The Integrated Planning

Framework has proven to be successful in supporting the academic and research priorities as it moves the

University closer to financial equilibrium. The course UNBC adopted when introducing the Integrated

Planning Framework met with success but the priorities for the Academic and Research Action Plans had

not been finalized. In 2017, the strategic priorities from these action plans were integrated into the

University’s Strategic Road Map. Now that the outcomes for strategic priorities have been identified in

the Road Map, UNBC must take bold action to truly set the University on the best course for the future.

Success will come from achieving the desired outcomes within a sound financial plan for the following

University strategic priorities:

• attract, retain, and develop outstanding students, faculty and staff;

• enhance the quality and impact of academic programming and delivery;

• enhance the research culture;

• ensure financial accountability, sustainability and operational effectiveness.

In 2018/19, each unit within the Integrated Planning Framework was asked to identify opportunities for

investment in support of the strategic priorities and efficiencies to reduce expenditure. Through this

effort, reallocations and investments to support key desired outcomes of the Strategic Road Map were

made possible. The 2018/19 Action Planning exercise also identified budget reductions by replacing short

term solutions with progress towards a sustainable financial model for the future.

The Integrated Planning process provides UNBC with a new way of doing business, re-thinking how the

University delivers service to students and collaborating more among units. UNBC can take bold action,

achieve the collective goals and truly renew the University.

Environmental Scan

After four straight years of declining international and domestic enrolment and tuition fee revenue, the

University experienced enrollment growth in 2016 and 2017. Domestic and international marketing and

recruiting, including more effective use of social media contributed to these outcomes. Additional

investments in the 2018/19 budget are expected to enable this positive trend to continue, as noted below,

along with addressing some cost pressures on the University.

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Figure 1: Full-Time Equivalent (FTE) by Fiscal Year

• In 2017, the Ministry of Advanced Education, Skills and Training announced the long-

anticipated growth in the number of Science, Technology, Engineering and Math (STEM) seats

at British Columbia universities. UNBC will receive funding over the next three years for 280

FTEs (Full-Time Equivalent students) in Environmental and Civil Engineering.

• The 2017 wildfire season was one of the worst on record in British Columbia, significantly

impacting new and returning students and their families from across the province.

• The timely completion of the Wood Innovation Research Lab in April 2018, funded by a joint

federal-provincial investment through the Strategic Infrastructure Fund program, will create

opportunities for UNBC students and researchers to discover new, sustainable ways of

integrating wood into building design and construction.

• The recently announced increase in federal research funding, including the Tri-Agency

Granting Councils, will provide opportunities to boost research enterprise at UNBC.

• The possibility of additional Strategic Innovation Fund grants to post-secondary institutions

across Canada may also provide an opportunity to support research and capital projects

currently in the planning and design phase.

• The University continues to purchase essential goods such as software, library acquisitions,

and research equipment in U.S. dollars. This is creating pressure from the fluctuating

Canadian dollar exchange rate.

• The February 2018 budget presentation by the provincial government calls for a new payroll

tax to replace the medical service plan premiums. This may have an adverse financial impact

on post-secondary institutions beginning 2019.

• Domestic tuition and fee increases are mandated by the provincial government to be no more

than 2.0% annually.

0.0

500.0

1000.0

1500.0

2000.0

2500.0

3000.0

3500.0

1996/97 1999/00 2002/03

2005/06 2008/09

2011/12 2014/15

2017/18

Grand Total

Domestic UG

Int'l UG Graduate

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• The base provincial operating grant will only increase for incremental employee

compensation costs approved under the Economic Stability Mandate.

Destination University: Strategic Enrolment Planning

UNBC experienced an increase over the previous year of 1.2% for the incoming new student class and

2.4% for domestic student population. Several factors contribute to this growth.

• A full complement of Student Recruitment and Enrolment Service Officers completed one of

the most extensive recruitment travel schedules.

• A new Client Relationship Management (CRM) system enabled the University to communicate

with prospective students in a more focused, highly personalized approach.

• UNBC’s continued high ranking in Maclean’s magazine.

• In response to the 2017 wildfire emergency the University created a special bursary that

enabled new and returning students, impacted financially by the wildfires, to continue their

studies.

• The new UNBC4U student portal website, allowed prospective students to define their

specific areas of interest and receive information tailored to their individual needs.

Building on these strategies, these recruitment initiatives are planned for 2018/19.

• Strategies will be implemented for attracting new students, in markets such as Alberta,

Ontario and Northern California where efforts already show promise.

• Recruitment travel within the UNBC region and beyond will increase. The recruitment team

has completed 16 weeks of combined travel to BC high schools and community education

fairs, and will continue these efforts within the province and other markets.

• Evening information sessions will be offered on-campus, online via livestream, and recorded

for prospective students. By incorporating information on scholarships, awards and course

registration, students are better equipped to complete these important steps in their

transition to UNBC.

• An “Admit Survey” was administered for new students who attended the University, and

those admitted but did not attend. This survey provided insight into their decision-making

and challenges experienced in the process. 451 new UNBC students and 113 students who

did not attend participated in the most recent survey. The outcomes of this survey will

continue to inform process improvements.

• A fully-developed e-mail “nurture campaign” will be distributed to prospective students,

providing them with key information throughout the spring and summer and encouraging

them to choose UNBC. Once they have registered they are introduced to UNBC life earlier

than ever before.

• The UNBC Alumni Ambassadors program, piloted by Recruitment and Alumni Relations, will

continue. This program integrates UNBC alumni into the recruitment process, encouraging

them to send personalized letters to prospective students about their experiences at UNBC.

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• More focus will be given to students transferring from in-province and out-of-province

institutions in response to encouraging signs of growth in this area.

• The second year of a three-year program to raise awareness of UNBC among prospective

students in Ontario will proceed. The numbers of high school and transfer students from

Ontario for Fall 2018 has increased.

• The University’s digital presence, to support recruitment through brand awareness, will

continue to increase the number of social media followers.

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Integrated Planning Overview

Academic Planning

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2. Integrated Planning Overview

Academic Planning

Under the leadership of the Provost and Vice-President Academic, academic planning in 2018/19 will build

on the theme of transition and new beginnings. At the heart of this initiative is the Provost’s Advisory

Committee on the Academic Action Plan. The University has an opportunity to examine the structure and

programming that has supported its success for the past 25 years, and make changes that will allow it to

flourish in the short-term, and set the course for future growth and success. The members of this

Committee will play a pivotal role in advising on long-term strategies which will help shape the University’s

academy of the future.

In the Academic Action Plan – Final Recommendations document, there is a clear and strong call for the

University to provide an organizational structure that:

“supports creativity, flexibility, and the interdisciplinary dialogue and

collaboration that will allow UNBC to respond to opportunities that fit our

unique skills and assets.”

The work required to act on this recommendation is significant. It will involve considerable effort,

collaboration, and collegiality of faculty, staff, students, and others. In-depth conversations about

academic programs and strong input from faculty are essential throughout this process. It is important

that the University remain flexible and seize opportunities to create an enhanced learning and research

environment. The University must also develop a budget and information management system to support

and enhance this work.

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Integrated Planning Overview

Research

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Research

As an integral part of UNBC, research:

• attracts and retains the best faculty and students

• teaches students creativity, perseverance and leadership

• engages and encourages faculty at to become leaders in their field

• fulfills our mission and contributes to our region, province, nation and beyond

The University provides outstanding opportunities for undergraduate and graduate students to engage in

meaningful, significant research initiatives. Experiential learning opportunities enable students to develop

the leadership capacity required to succeed in an ever-changing world. Listed below are some examples

of research projects just in this past year.

• Graduate student Heather Mitchell, with a Pacific Institute for Climate Solutions (PICS)

Graduate Fellowship, is examining climate change action in northern communities and

investigating how active transportation such as cycling can play a bigger role in reducing

climate emissions.

• Health Sciences undergraduate Kevin Adam and Interdisciplinary Studies graduate student

Georgia Betkus collaborated with Assistant Professor of Nursing Dr. Shannon Freeman on a

book chapter tracing the history of telehealth.

The following are some examples of faculty engagement in research.

• Dr. Dezene Huber, Dr. Mark Shrimpton and Dr. Brent Murray from UNBC’s Ecosystem Science

and Management department were awarded $164,000 from the Canada Foundation for

Innovation’s John R. Evans Leaders Fund (JELF) to purchase more equipment for conducting

aquaculture studies.

• Dr. Margot Parkes and a team of researchers and partners from across Canada have secured

a five-year research grant focused on working together across sectors to prevent adverse

impacts from resource development, with specific emphasis on rural, remote and Indigenous

communities. The study will receive $2 million from the Canadian Institutes of Health

Research (CIHR).

• Dr. Thomas Tannert, who teaches in the Master of Engineering in Integrated Wood Design

Program, has been named the new Canada Research Chair in Hybrid Wood Structures

Engineering.

• The Research Data Centre opened in the Geoffrey Weller Library provides researchers at the

University, and around the region, a secure connection to Statistics Canada population,

household survey and administrative microdata. Dr. Thomas Callaghan, Dr. Annie Duchesne

and Dr. Shannon Freeman received $10,000 internal awards to undertake research projects

using Statistics Canada data.

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Integrated Planning Overview

Indigenization

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Indigenization

With an aging population of baby boomers set to retire in Canada, Indigenous peoples are the youngest

and fastest growing demographic in the country.

1

In Northern British Columbia 17.4% of the residents

are of First Nations descent, compared to 4.8% for the entire province.

2

The need for skilled workers

creates opportunities, both for education and employment, to help close the gap between Indigenous

and non-Indigenous peoples. Collaborations and partnerships of the University, with Indigenous

communities and other post-secondary institutions to ensure meaningful and culturally respectful

education, are not only necessary, but timely, given steadily growing rates of participation of Indigenous

students in post-secondary education.

Through the University’s most recent engagement process with Indigenous students and communities in

late 2017 and early 2018, students, community members, Elders, and leaders discussed supports required

to eliminate systemic barriers for Indigenous learners. Their message clearly indicates systemic change

means decolonizing and Indigenizing the academy.

This message aligns with recommendations in the UNBC’s Academic Action Plan for decolonization and

Indigenization in all of the University programming, policies, and processes. UNBC remains committed to

supporting Indigenous students, communities, and partners, engaging them, and enlivening interactions

with them. The University is committed to deepening the celebration of Indigenous students. Innovation

in all areas of programing, educational models, relations and conversations with faculty and staff is

needed across the University to continue the commitment towards the Truth and Reconciliation Calls to

Action across service delivery area.

The University is seeking external funding from the federal and provincial governments to build capacity

and a coordinated and collaborative approach to Indigenization across UNBC. If proposals are successful,

UNBC will move forward with hiring a Lead Administrator and key resources to support Indigenization

initiatives.

1

http://www.statcan.gc.ca/daily-quotidien/171025/dq171025a-eng.htm and http://www.statcan.gc.ca/daily-

quotidien/170503/dq170503a-eng.htm

2

See Initiatives Prince George Development Corporation and Northern Development Initiative Trust, 2009

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Integrated Planning Overview

Regional

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Regional - Serving the People of Northern British Columbia

UNBC was founded with a mandate to serve the people of Northern British Columbia through advanced

education and research. Through academic leadership and strengthened coordination, as recommended

in the new Academic Action Plan, the University will explore opportunities to renew its commitment to

program innovation and better integration with Northern British Columbia communities. Here are some

examples of progress in our collaborative initiatives.

• Discussions among northern colleges on jointly offering an Associate of Arts degree by

distance continues.

• Memoranda of Understanding (MOU) on enhanced student transfer have been developed

among Alexander College, Columbia College, College of the Rockies, and Selkirk College. Also

underway are discussions with Nicola Valley Institute of Technology regarding Indigenous

Adult and Higher Learning Association (IAHLA). An MOU on Guaranteed Admission has been

signed with Coquitlam College.

• In June 2017 UNBC recognized the first graduates from the Bachelor of Social Work (BSW)

program at Langara College in Vancouver. which also offers the Master of Business

Administration (MBA) degree program.

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Integrated Planning Overview

Internationalization

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Internationalization: Enhancing the University’s Global Presence

and Prominence

The University has developed, and is committed to, a new, multi-faceted Internationalization strategy

with a focus on high-quality education partners, effective quality control and recruitment of high quality

students.

Four integrated pillars of international engagement will guide our process: student recruitment;

partnerships (articulation, transfer, exchange, and transnational education); contract training;

internationalization on campus. The aim is to create a model for sustainable growth, student-centred

services, opportunities for students, and expansion of intercultural expertise and global citizenship among

faculty.

The University will take the following initiatives.

• Renew the structure of the International Education portfolio to enhance the University’s

approach to Internationalization.

• Integrate structures for decision-making and planning that are closely aligned to the

University’s strategic priorities.

• Review and refine programs marketed to international students and implement an annual

review and assessment process.

• Implement processes to streamline and enhance the International application and admissions

processes.

• Optimize marketing strategies to achieve brand recognition and international prominence.

Through these initiatives international students can add the value of not only increased student

enrolment, but positive impact on our domestic students, making the learning environment at UNBC a

richer one.

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Integrated University

Planning Framework

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3. Integrated University Planning Framework

In 2016/17, we began implementing Integrated University Planning for setting strategic priorities for the

University, while coordinating the use of resources more effectively. When Integrated University Planning

is fully implemented at UNBC, all planning and budget activities throughout the University will be linked,

coordinated and driven by our vision, mission and academic priorities as illustrated in the diagram below.

Figure 2: Integrated Planning

Building on the success of our Integrated University Planning 2017/18, Action Plans (see Appendix 1 Unit

Action Planning Template) from all academic and administrative units now support the four strategic

priorities set out in the UNBC Strategic Road Map. The UNBC Board of Governors and the University

Senate endorsed those Action Plans. They now inform the Strategic Road Map. The 2018/19 Strategic

Road Map below integrates the academic, research and administrative strategic priorities of the

University:

Strategic

Road

Map

Research

Action

Plan

Academic

Action

Plan

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Figure 3: 2018/19 Strategic Road Map

The Strategic Road Map guides the Unit/Program Action Planning process and creates an environment for

collaboration and engagement across the University. It identifies the strategic priorities and desired

outcomes which set the context for the annual planning cycle.

The 2018/19 Call to Action planning approach includes a multi-year plan with a goal to reduce the general

operating budget deficit by $4.0 million through a combination of proposed strategic reallocations,

spending reductions and new investments in the priority areas articulated in the Strategic Road Map.

Members of the Senior Leadership Forum engaged within their units and across the university to develop

Unit Action Plans. While progress has been made, there is still much work to do to involve more of the

University community in an inclusive and meaningful way. The general principles guiding the 2018/19

process included:

• minimize impact on current employees and strategic priorities

• reduced dependency on one-time adjustments to balance the budget

• continued to investment in strategic areas using one-time funding, if available at year end

Through a series of workshops, presentations of the draft Action Plans allowed Senior Leadership Forum

to understand and begin dialogue on areas of risk, opportunities for further collaboration, proposed

reallocations and investment. As an outcome of these discussions, the Senior Leadership Forum provided

input to Senior Administration for consideration in developing the final Integrated University Plan.

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As an outcome of these discussions, the Senior Leadership Forum provided input to Senior Administration

for consideration in developing the final Integrated University Plan. A critical step in this process was to

develop a balanced general operating budget while protecting mission-critical work and enabling modest

new reinvestments.

The final Integrated University Plan incorporates the following strategy elements:

1) Adding Positions to the Base Budget Through Reallocations

To begin building a sustainable workforce for the future and support the mission of the university,

it is important to address short-term funded positions that are critical to advancing the strategic

priorities. In 2018/19, the university will proceed with a reallocation of base operating budget to

support the strategic priorities of Indigenization and graduate programs.

2) Future Reallocations

There are several areas of future risk within the University which have not yet been addressed in

the base operating budget. These areas require adequate base funding to support operations and

successfully deliver mission critical support and services. In 2018/19, one-time funding in the

amount of $2.4 million will continue to be allocated to support these priority areas.

Strategic Priority 1

• Recruitment

• Office of the Registrar

• Student Affairs

• Athletics

• People, Organizational Design and Risk

Strategic Priorities 1 and 2

• Indigenization

• International Education

Strategic Priorities 2 and 4

• Academic Restructuring

Strategic Priority 4

• Communications and Marketing

• Financial Planning

• Governance

• University Advancement

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3) Future One-Time Investments – Projects

Annually, the University considers strategic projects that align and help to advance the

University’s priorities. These projects are supported through one-time funding as it becomes

available:

Strategic Priorities 1 and 4:

• Client Relationship Management Software – Enrolment Management $300,000-$500,000

Strategic Priorities 1 and 3:

• Web Content Management Project – www.unbc.ca

$200,000

The University is maximizing opportunities to support integrated priorities by developing proposals and

securing external funding. Some of the initiatives underway include:

Strategic Priorities 1 and 2:

• Strengthening the UNBC Aboriginal Service Plan (ASP)

• Enhancing UNBC Cooperative Education

• Implementing the new Environmental and Civil Engineering Program

• Developing the proposal for Bachelor of Science in Nursing for the North East

• Indigenous Services Canada – Post-Secondary Partnerships Program

• Enhancing the learning experience for Aboriginal students

Through integrated planning, UNBC made significant strides forward as evidenced by two years of

increased enrolment, reduced reliance on one-time funds, and a budget that is beginning to be driven by

integrated priorities.

The expectations of the University are evolving. Meeting these expectations will require changes. While

the University does not have the resources to meet all of these expectations equally well, it is important

to continue to enhance and strengthen the integrated planning process. The integrated planning cycle

for 2019-2020 will begin earlier in the summer of 2018. It will feature a deeper level of engagement at the

unit level, with greater input from academic departments and individual faculty members. A Provost’s

advisory committee on implementing the Academic Action Plan will be an essential feature of this process,

given the special emphasis on designing a new academic structure. A new financial planning and reporting

system will support the planning and reporting process.

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Figure 4: Draft Integrated Planning Cycle

1) April Fiscal Year Begins

→ UNBC Town Hall

2) May Strategic Road Map Review

→ Senior Administration

3) June Adjust Financial Estimates

→ Senior Administration

Call to Action Presentations

→ Senior Leadership Forum

→ Provost’s Committee on the Academic Action Plan

4) July - September Unit Action Planning

5) September UNBC Planning Updates

→ Board of Governors

→ UNBC Town Hall

6) October Present and Submit Unit Action Plans

→ Senior Leadership Forum

Finalize Recommendations

→ Senior Leadership Forum

7) November Consolidate Unit Action Plans

→ Senior Administration

8) December Draft Integrated University Plan

→ Senior Administration

June

3) Call to

Action

July

4) Unit

Action

Planning

August

5) Unit

Action

Planning

September

6)

UNBC

Planning

Update

October

7) Final Unit

Action Plans

November

8)

Consolidate

Unit Action

Plans

December

9) Draft

Integrated

University

Plan

January

10) Draft

Integrated

University

Plan

February

11) Draft

Integrated

University

Plan

March

12) Final

Integrated

University

Plan

April

1) Fiscal Year

Begins

May

2) Strategic

Road Map

Draft

Integrated University

Planning Cycle

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9) January - February Present Draft Integrated University Plan

→ Senior Administration

→ Senior Leadership Forum

→ Provost’s Committee on the Academic Action Plan

→ Senate Committee on the University Budget

→ Senate

→ UNBC Town Hall

10) March Present Final Integrated University Plan -> Senior Administration

→

Board of Governors for Approval

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2018-2019 Financial

Planning Framework

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4. 2018/2019 Financial Planning Overview

This section of the report represents the proposed 2018/19 Financial Planning Framework for the

University. It is presented to the Board of Governors for consideration and approval.

Several important factors influenced the preparation of the 2018/19 combined general operating and

ancillary services budget process.

• A consolidated year-end deficit:

o $3.5 million in 2015/16

o $1.7 million in 2016/17

o Ministry approval to incur a deficit for 2017/18, with the requirement to achieve an

overall balanced position by 2019/20. The estimated deficit for 2017/18 is

approximately $2.0 million.

• UNBC has balanced the general operating budget with short-term measures for a number of

years.

• The 2017/18 planning approach included “moderate revenue targets, moderate cost

reductions, and investments in critical positions.” The reductions and investments in critical

positions were achieved through one-time funding.

• In the event that sufficient enrolment growth was not achieved, the University identified

areas of potential one-time reduction.

• For fiscal year 2018/19 the planning approach is consistent with last year with additional

emphasis on decreasing reliance on one-time spending reductions.

Comprehensive Financial Operations

UNBC is responsible for the financial stewardship of more than $100 million in total annual revenue. To

enhance accountability, budgetary control and stewardship of resources, UNBC maintains separate funds

for its many diverse activities:

• Consolidated General Operating Fund – includes the general operations of the University,

Routine Capital funding and the Northern Medical Program.

• Ancillary Services Fund – includes the operation of service areas that are considered self-

funding such as: Retail Services, Continuing Studies, Conference and Events, Residence,

Parking and Security, and English Language Studies.

• Specific Purpose & Endowment Funds – includes conferences, special projects, Aboriginal

Service Plan allocations, endowed chairs, student awards and the Northern Medical Programs

Trust.

• Sponsored Research Fund – includes external grants provided specifically for research.

• Capital Fund – includes all minor and major capital projects funded by both internal and

external sources, and the cost of depreciation of capital assets.

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For 2016/17, the total actual revenue for UNBC covering this comprehensive picture was $104.9 million,

distributed across the funds shown in the chart below:

Note: For the purpose of financial statement reporting, revenue that is restricted for specific purposes other than those for the

acquisition or development of depreciable tangible capital assets are recorded as deferred contributions and recognized as

revenue in the year in which the stipulation or restriction on the contributions have been met. Due to application of this accounting

principle, the revenue reported for the fiscal 2017 financial statements was $104.2 million.

In 2016/17 revenue across all funds increased by 1.2% or $1.2 million from the prior year. This was the

net result of an increase of $1.7 million in general operating revenues plus a decrease of $0.5 million in

revenues across all other funds.

The Consolidated General Operating Fund increase was primarily due to targeted funding for mandated

employee salary increases, and grants from other universities. The Sponsored Research revenue increase

was mainly due to six new research projects funded from foundations, federal, provincial and other

sources, totalling about $2.3 million. Research grants across all other projects were relatively flat.

Ancillary and Capital fund revenues remained relatively even compared with the previous year. The

decrease in Specific Purpose and Endowment was primarily due to a $2.7 million decline in investment

income, offset by $0.7 million increase in other sources of revenue.

$76.77

73.2%

$10.71

10.2%

$8.08

7.7%

$8.94

8.5%

$0.41

0.4%

Figure 5 - Total Revenue by Fund (2016/17: $104.9M)

Consolidated

General Operating

Ancillary

Specific Purpose &

Endowment

Sponsored Research

Research is an integral part of UNBC’s mission. The major categories of sponsored research funds are as

follows:

• Competitively adjudicated funding from the Tri-Agencies, of the Natural Sciences and

Engineering Research Council of Canada (NSERC), Canadian Institute of Health Research

(CIHR) and Social Sciences and Humanities Research Council (SSHRC). UNBC’s collective

success in these funding programs provides percentage-based funding to the University in the

form of the Research Support Fund.

• Canada Research Chairs program, of which UNBC currently has six, including five Tier Two and

one Tier One chair.

• Competitively awarded major research infrastructure support from the Canada Foundation

for Innovation (CFI), the B.C. Knowledge Development Fund (BCKDF).

• Other sources including research agreements with governments, foundations and industry as

shown in the table below.

Table 20 below, illustrates the total research revenue by category over the past five years:

13/14 14/15 15/16 16/17 17/18*

Source

Total

Awards

Total

Awards

Total

Awards

Total

Awards

Total

Awards

000's 000's 000's 000's 000's

NSERC

1,177,481

1,135,011

1,005,563

802,961

803,326

SSHRC

491,267

541,488

392,865

313,136

285,143

CIHR

453,127

514,848

604,966

525,785

723,287

CRC

1,100,000

975,000

725,000

600,000

575,000

Research Support Fund

1,365,666

1,239,661

1,145,436

1,075,252

1,040,648

Other

7,179,314

6,611,639

3,408,109

5,613,566

4,704,265

BCKDF

81,257

315,354

170,970

403,261

0

CFI

382,508

32,986

70,061

403,264

52,362

Endowment Allocations

to Research

637,862 641,288 1,030,703 1,061,545 1,158,758

Total Research Funds

12,868,482

12,007,275

8,553,673

10,798,770

9,342,789

*17/18 amounts based on a fiscal year that is not yet complete

Internal Funding Programs

The Office of Research and Graduate Programs has various funding programs to support research and

students by way of fostering a strong research community at UNBC. Continual evaluation of, and

improvements made to, our internal funding programs ensure we can be proactive and make investments

to leverage the breadth and diversity of activities by our researchers and students. For instance, the new

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Research Strategic Investment Grant (RSIG) allows researches to apply for rapid funding in support of their

research area. Internal funding programs currently offered are:

• Office of Research Seed Grant

• Office of Research Travel Grant

• Office of Research Publication Grant

• Research Strategic Investment Grant (RSIG)

• Undergraduate Research Experience (URE)

• Office of Research Bridge Grant

• Graduate Entrance Research Award

• Graduate Student Research Project Award

• Graduate Student Tri-Council Scholarship Operating award

These internal funding programs have been an integral component of support for the UNBC Research

community. Over $430,000 was invested in research from the internal grant programs listed above.

External Grant Funding

External funding is vital to the success of UNBC. In recent years, the University has relied primarily on Tri-

Council and established funding partners. Over the past year, UNBC has continued to diversify funding

partners, specifically in areas of applied and industry-linked research. UNBC continues to see strong

results in contract-related research, which is reflected as “other” in the research funding table. Due to on-

going activities and large scale consortium grants, continued growth is expected in all external funding

areas in 2018/19.

Institutional Partnership Funding

Recently, UNBC was part of British Columbia Innovation Supercluster awarded to industry partners in

digital technology and the research universities of British Columbia (University of British Columbia, Simon

Fraser University and University of Victoria) with funding of $750 Million. UNBC also continues to be

engaged in partnership with the B.C. Strategy for Patient Oriented Research (SPOR) support unit and

Academic Health Sciences Network (AHSN) for the Canadian Institutes of Health Research SPOR Grant.

UNBC is the lead research university for this $21 million, five-year grant, with AHSN receiving $4.3 million

annually on behalf of UNBC. This will position UNBC for increases in its Canada Research Chair allocation

numbers and increase in its Research Support Fund until 2023.

Research and Advancement Linkages

A continued priority is to create a stronger link between the research and advancement portfolios to

support philanthropy-linked research activities at UNBC. Over $106,000 in contributions are included in

Office of Research totals, and are also reported in the Office of Advancement Board Report for Fiscal 2018.

These contributions were received from:

• Biodiversity Project - $20,000

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• Northern Agriculture - $30,000

• Tula Foundation - $56,041

Research Chairs and Institutes

Integral to UNBC’s research community are the six Canada Research Chairs (CRC) and eight Endowed

Research Chairs. Last year, UNBC added the new Canada Research Chair in Hybrid Wood Structures

Engineering for Dr. Thomas Tannert. His appointment marks UNBC’s first double research chair and

maintains the total complement of 14 Research Chairs.

In 2017/18, UNBC will include two additional CRC’s, recently submitted in the area of social determinants

of health and current recruitment for a CRC in the area of Cumulative Impacts. The development of UNBC’s

first NSERC Industrial Research Chairs is progressing and has an identified Industry Partner. This will bring

the total complement to 17 research chairs. The three main research institutes of Community

Development Institute (CDI), Natural Resources Environmental Studies Institute (NRESi) and Health

Research Institute (HRI) continue their outstanding work of supporting research, providing mentorship

and enhancing the UNBC research community. The work of the Tri-institute Cumulative Impacts Research

Consortium (CIRC) and Northern Fire continue to expand their work. Although not an institute, UNBC also

has the Research Data Centre on campus that will support all research that utilizes data.

Wood Innovation Research Lab (WIRL)

Last year UNBC’s application to the Federal Program Strategic Investment Fund (SIF) for the Wood

Innovation Research Lab was successful. As the lab moves towards completion in April of 2018, the

University just received notice that supports research in the Lab and has been awarded funding from both

the Canadian Foundation for Innovation and BC Knowledge and Development Fund totalling $1.6 million.

Continued Areas of Focus

It is vital to the success of the research mission that the University continues to be proactive and adaptable

in meeting the demands of the changing research environment from the provincial, national and

international perspectives. Below are initiatives to be taken.

• Increase funding for undergraduate and graduate students to support opportunities to

engage in research.

• Revamp the Indirect Costs of Research Program meeting the regulations of the federal

Research Support Fund.

• Align Strategic International Research Partnerships with UNBC’s research mission.

• Support the Research Exchange of the BC Interior University Partnership (UNBC, Thompson

Rivers University, UBC Okanagan).

• Develop an Innovation Strategy with provincial and federal partners.

• Continue diversification of research funding partners.

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Research Summary

Overall, through sponsored research, institutional research partnerships and research linked to

philanthropy, UNBC has been able to acquire and invest more than $9.0 million towards research activities

in 2017/18. The University’s focus on supporting research activities at UNBC will continue throughout the

coming. This focus is directed by the endorsed 2017-2021 Strategic Research Plan, under the portfolio of

the Vice-President Research and Graduate Programs. It is also part of the Integrated University Plan

supporting the overarching strategic goals of the University.

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Specific Purpose and Endowment

Funds

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Specific Purpose and Endowment Funds

The specific purpose fund and endowment funds comprise two separate series of funds:

• Specific Purpose funds are externally restricted (e.g. Aboriginal Service Plan) or internally

restricted (e.g. student awards, library fines and reserves). They are also expendable funds,

externally restricted (e.g. various student awards) and mostly supported by donations to the

University. External donations and internal transfers to expendable funds can be used to

directly support project-related expenses. Most specific purpose fund revenue is one-time

and non-recurring.

• Endowment funds are externally restricted and supported by donations to the University and

interest earned on those donations (e.g. student scholarships, library endowments, and

endowed chairs). Donations to endowment funds cannot be spent directly: they are intended

to generate interest (investment) income, which in turn is used to support project-related

expenses in perpetuity. Revenues in these funds are cyclical by nature and therefore

fluctuate, sometimes significantly, from year to year.

The majority of revenue in the specific purpose fund and endowment fund is usually from investment

income and donations. In 2016/17 these two revenue categories respectively made up 32% and 46% of

total revenue. Most of the donations revenue came through the specific purpose funds, while all of the

investment income came through endowment funds.

Given the unpredictable nature of revenue within funds, it can vary considerably from year to year. For

example, total revenue in the specific purpose and endowment funds was $7.1 million in 2013/14, $10.7

million in 2014/15, $10.1 million in 2015/16 and $10.1 million in 2016/17.

It is estimated that as of March 31, 2018, there will be 306 funds with an estimated market value of $75.4

million. This is the result of more than 25 years of philanthropy and investment.

All specific purpose and endowment funds are “restricted”. They can only be used for the purposes stated

in the donor funding agreements or by internal decisions. They cannot be allocated to support any other

activity, such as offsetting deficits or addressing budgetary pressures within the general operating budget.

Spending in the specific purpose funds is limited to available fund balances in any given year and may be

governed by donor agreements or internal restrictions.

The Investment Committee, a sub-committee of the Board of Governors’ Finance and Audit Committee,

sets the University’s endowment objectives, policies, spending policy, and other related parameters. This

is to empower investment managers to generate investment income sufficient to support specific areas

of the University’s activities as set out in the terms and conditions of the various donor agreements.

Spending from the Northern Medical Programs Trust (NMPT) is determined by the NMPT Society that is

composed of representatives from the participating communities.

Various budget holders, as shown in the chart below, are annually allocated a portion of the income

generated through the endowment funds. For 2017/18, the total income available for distribution from

endowment funds was $2.5 million (2016/17 - $2.5 million; 2015/16 - $2.3 million) and allocated as

indicated in Figure 13 below.

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Figure 13: 2015/16 to 2017/18 Endowment Budget

To ensure sustainability, the spending rate for the endowment funds is currently set at 3.5% of the three-

year rolling average of the market value of the endowment portfolio. The Investment Committee reviews

the spending rate annually.

Conclusion

The budgets and financial information in the preceding pages present a comprehensive financial picture

of UNBC. The Consolidated General Operating budget and Ancillary budget are balanced and play an

important role in the overall financial results of the University. The Ancillary units continue to

demonstrate sound financial operations and provide a significant contribution to UNBC.

Presenting the financial data related to research and specific purpose areas, is intended to demonstrate

the significant contributions these activities make to the mission of UNBC.

0%

10%

20%

30%

40%

50%

60%

Student

Awards

Library Program

support

Northern

Medical

Programs

Trust

Research

2015/16

2016/17

2017/18

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Appendix 1: 2018/2019 Action Planning Template

The Action Planning Template prepared by each Unit includes the following key sections:

Tab 1 – Action Plan Goals and Measures

Please complete the information below for your unit/program or department/college submission

Department/College Name

Unit/Program Name

Date of Submission

Unit Lead

Budget Org Code(s)

2017/2018 UPDATE

2017/18 Goal

(List in order of last year's

priorities).

2017/18 Key Success Measures

(Based on the KSMs indicated in your goals for last year,

please identify whether your unit is on track to achieve or not

on track to achieve your goals. Click in the cell to select from

the drop down list.)

2018/2019 GOALS

2018/19 Goals

List in order of priority (1 =

highest priority; 3 = lowest

priority).

Alignment with University Strategic

Priorities

(

Click in the cell to select from the drop

down list).

New 2018/19 Goals (April 1, 2018 to March 31, 2019)

(Provide a concise description of up to three goals your unit can achieve within your existing resources (budget, people, infrasturcture). Goals should describe the anticipated result or desired outcome.)

Alignment

(If the outcome addresses a specifc Action

Planning document (Academic Action Plan,

Research Action Plan, etc.), please identify

the original document reference number,

otherwise leave blank).

Challenges

(Please explain what challenges are preventing you from achieving your

2017/18 Goals.)

2017/18 Outcomes (April 1, 2017 to March 31, 2018)

(Provide a brief narrative describing the anticipated outcome of your unit's goals for 2017/18.)

University Action Plan - Summary

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Tab 2 – Action Plan Details Based on Current Resources

2018/19 Unit Action Plan Details Based on Current Resources

Start End

Goal 1

Goal 2

Goal 3

Unit Goal

(Use the same

priority # as

above.)

Impact of Unit Goals and Action Plans on Current Operations and Service Levels

(Explain how the new goals and actions will affect your current operations/services or other units' operations/services.)

ACTIONS

Unit Goal

Priority #

Lead

(Identify who is

responsible for

leading each

initiative.)

Other Department

Resources Required

(Identify other University

resources that may be

required to achieve the

outcomes e.g. ITS, Finance,

Registrar, Program.)

Estimated Timeline

(Month/Year)

Key Success Measures (KSM)

(The KSMs will help you gauge the

progress your unit is making towards

achieving final outcomes.)

Description of Action Plan

(

Provide a concise description of up to three initiatives per goal. The

initiatives should be concrete, measurable and attainable and will help lead

your unit to the successful completion of each goal.)

Current KSM Baseline

(What is the current baseline for your

measure?)

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Tab 3 – Proposed Reallocation of General Operating Funds

Org Code

Amount

(Identify the amount

available for

reallocation).

$ -

Total Proposed General Operating Fund Reallocation

(This total will be automatically calculated based on the above entries.)

2018/19 University Action Plan - Financial Worksheet - Proposed Reallocation of General Operating Funds

Impact of Proposed Reallocation on Current Operations and Service Levels

(Explain both the benefits and the risks associated with the proposed reallocation on current operations or service levels either in your unit or

in other units).

(Please identify funding from your unit's current ongoing base operating budget that can be reallocated to support and advance the University's strategic priorities.)

Section 1A: Proposed Plan for General Operating Fund Reallocation

Description

(Clearly describe each proposed reallocation in the section below)

Expenses (e.g. telephone, meetings, travel, labour)

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Tab 4 – Proposed Reallocation of One-Time Funding Sources

Fund Org Code

Amount

(Indicate the amount

available for

reallocation.)

$ -

Fund Org Code

Approximate

Amount

(Identify the amount

required to carry out

your plan.)

University Strategic Priority

Alignment

(

Click in the cell to select from

the drop down list.)

$ -

2018/19 University Action Plan - Financial Worksheet - Proposed Reallocation of One-Time Funding

Type of One-Time Fund

(Click in the cell to select the type of fund from the drop down list.)

(Please identify funding from your unit's current carry forward, one-time funding, specific purpose fund, etc., that can be reallocated to support and advance the University's strategic priorities. These are funds that are outside your General Operating Budget.)

Section 1B: Proposed Plan for One-Time Reallocation

Total Amount Required from Remaining One-Time Funds

(This total will be automatically calculated based on the above entries.)

Impact of Proposed Reallocation on Current Operations and Service Levels

(Explain both the benefits and the risks associated with the proposed reallocation on current operations or service levels either in your unit or in other units.)

Type of Fund

(Click in the cell to select the type of fund from the drop down list.)

Proposed Plans for Current One-Time Fund Balances

(Describe the proposed plans for remaining one-time fund balances.)

Total Proposed One-Time Fund Reallocation

(This total will be automatically calculated based on the above entries.)

Section 1C: Proposed Plans for Current One-Time Funds

(Complete this section for balances remaining in one-time funds.)

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Tab 5 – Proposed Investment Opportunity

Section 2: University Action Plan - Financial Worksheet - Proposed Investment Opportunity

Proposed

Start

Proposed

End

Org Code

Amount

(Identify the estimated

amount.)

Type of Investment

Opportunity

(Click in the cell to select the

type of funding being

requested from the drop

down list.)

$ -

Total Proposed Investment

(This total will automatically calculate based on the above entries)

Operating Expenses

Description

(Clearly describe each proposed expense that is new and is in excess of your current resources.)

Rationale

(Provide an explanation of the positive effect of the investment on current operations or service levels.)

Proposed Plan - Investment Opportunity

Alignment with

University Strategic

Priorities

(

Click in the cell to select

from the drop down list).

Lead

(Identify who will be

responsible for leading this

initiative.)

Estimated Timeline

(Month/Year)

Key Success Measures

(KSM)

(The KSMs will help you

gauge the progress your unit

is making towards achieving

final outcomes.)

Description of Proposed Plan

(Provide a brief description of your unit's proposed investment opportunity).

Personnel

(For potential investment opportunities outside of your current resources (budget, people, infrastructure), please provide a description of proposed plans, identify how the initiative(s) will help to support and advance the University's strategic priorities, and summarize the estimated costs.)

Other Department Resources Required

(Identify

other University resources that may be required to help

your unit achieve the outcome e.g. ITS, Finance, Registrar,

Program.)

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Appendix 2: 2018/2019 Goals

The next planning cycle will continue to build on the goals and actions of the various units in more detail.

This will help to inform the University community on the strategic priorities of each unit and provide

measures of success. The following is a summary of the type of information gathered during this planning

cycle: