Budget

The Budget Office is primarily responsible for administering the university-wide budget process, under the joint direction of the Provost and VP Academic and the VP Finance and Administration. The Budget Office also monitors current year financial activities, and develops forecasts on both an ad hoc and routine basis. The main focus is on the operating fund, however consolidated forecasts and budgets are developed as required by the BC Ministry of Advanced Education and Skills Training.

Contact Us

Janis Kennedy
Director
(778) 782-3233
janis_kennedy@sfu.ca

For inquiries related to:

•  Overall University budget framework and delivery of client services 

Sally Huang
(778) 782-2561
sally_huang_2@sfu.ca

For inquiries related to:

• Tuition revenue projections & analysis


Peyman Abedi-Rad
(778) 782-7359
peyman_abedi-rad@sfu.ca

For inquiries related to:

•  Hyperion Budget processes
•  Quarterly Financial Reviews

David Zheng
(778) 782-4321
dzheng@sfu.ca

For inquiries related to:

•  Compensation

Kam Gill
(778) 782-6872
kkg11@sfu.ca

For inquiries related to:

• Hyperion Training

Allana Yang (Temporary)
(778) 782-6974
ayanga@sfu.ca

For inquiries related to:

• Hyperion Security
• JVs and BTs (Fund 11)

General Help
(778) 782-5263
budgethelp@sfu.ca
 

For inquiries related to:

•  General budget processes & requirements

Guiding Principles

1. We will consult widely and be transparent in our decision making.

Input and suggestions are welcome from all.  We will not be speculative with respect to what decisions are possible, but once decisions are made they will be explained.

2. We will continue to position the University for the future by making select investments in accordance with the University Planning Framework.

We will selectively invest in those areas that are strategically important for the University.

3. We will place University priorities over unit priorities.

Decisions made at all levels must be in the best interest of the University as a whole as opposed to just the specific unit. Decisions that adversely impact other units must be brought forward prior to inclusion.

4. We will allocate budgets strategically.

At every level, we will strive to increase or cut differentially (as opposed to across the board) to support University priorities.

5. We will respect local decision making within the context of these principles.

We respect that people closest to the department or program are best positioned to make local decisions. Department Chairs and School Directors must make decisions within the overall context of these principles.

6. We will strive above all to protect the University‘s three core missions – students, research and community engagement.

Where the choice exists, we will give priority to students, research, community engagement and student financial support. Support services provided by both academic and non-academic units will be subject to a higher level of scrutiny, but this does not preclude reductions in the other areas.

7. We accept that the University cannot be all things to all people. We will prioritize allocation of resources based on alignment with the academic plan, enrolment patterns, and improvements to course accessibility.

All departments and programs, continued and proposed, must have appropriate and sustained funding to support their current mission and provide a solid foundation for maintenance of quality teaching and research. Teaching loads must be equitable and aligned across disciplines in support of student demand.

8. We will allow units flexibility to engage in revenue generating activities.

To the extent the idea offers a net gain (financially and academically) to the University as a whole, we will encourage and use a portion of the additional revenue to offset budget reductions.

9. We will be mindful and respectful of the human side of cost reductions.

A University’s strength is its people. Reductions are costly both from a financial and a personal perspective. We will take a strategic view towards position elimination.

10. We will not add any new facilities unless capital and operating funding can be secured.

New facilities will be added only where the business case indicates a cost reduction, or is tied to additional funding associated with student growth. We will continue to invest and maintain our buildings and infrastructure which is subject to deferred maintenance.

The purpose of the IPC is to ensure that long-range planning and budgeting is aligned with the strategic priorities and the mission, vision, and values of the university. The Committee provides a forum for focused, coordinated and transparent discussion of cross-portfolio strategic priorities and optimizing resource allocation in support of the university’s overall Strategic Framework and the core activities of learning and teaching, research, and scholarly activity. Launched during summer 2022, the committee is co-chaired by the Provost, and the VPFA. Terms of Reference 

The purpose of the BPC is to recommend resourcing allocations in order to balance the operating budget within the framework of the strategic priorities and long-range planning conducted by the IPC and approved by the Executive Team (ET). The Committee conducts an annual fall budget review process for all administrative support units to assess appropriateness and alignment with the academic mission and other university plans, giving consideration to the Uniforum benchmarking results, service effectiveness survey, total resources available, strategic priorities, key performance indicators and any contraction or expansion strategies that may be necessary to balance the budget as part of the budget cycle. Launched during spring 2022, the committee is co-chaired by the Provost, and the VPFA. Terms of Reference 

SFU Business #11852 0725 RT0001

Courier/Visitor:
Discovery 1 3010
8888 University Drive
Burnaby, BC V5A 4W9


Hours:  Monday - Friday
08:00-16:30
Weekends & Holidays: Closed

Help line (778) 782 -5263
budgethelp@sfu.ca

If you need assistance, visit Contact Us or email finance@sfu.ca or
phone us (778) 782-8008