ANNUAL BUSINESS PLAN niagaracollege.ca

Transcription

1 ANNUAL BUSINESS PLAN niagaracollege.ca

2 Table of Contents Executive Summary Provincial Context. 3 College Enrolment and Services. 4 Transform NC: Integrated Planning Process for Programs and Services.. 4 Capital and Infrastructure 5 Preliminary Results for Business Plan Strategic Plan Context. 5 College Goals. 6 Major Features of the Budget New Program Initiatives... 8 Steady Development of Partnerships and Articulations... 9 Apprenticeship Funded Projects. 10 Employment Ontario.. 10 Research & Innovation.. 10 International Activities Budget Overview Enrolment Strategies Revenue Budget. 14 Expenditure Budget Summary Staffing Changes Capital Budget Net Assets Financial Schedules Schedule 1- Statement of Operations.. 18 Schedule 2 Revenue by Source. 19 Schedule 3 Expenditures by Object Type. 20 Schedule 4 Enrolment. 21 Schedule 5 Summary of Net Assets.. 22 Schedule 6 Capital Revenue and Expenditure 23 Schedule 7 Statement of Cash Flows 24 1 P age

3 Executive Summary The Niagara College Business Plan delivers a balanced budget that builds on our history of sound, prudent financial management to ensure the College has the appropriate resources to deliver on the three strategic priorities of: Unparalleled student experience and satisfaction, Leading innovation and applied research, and Operational excellence. The balanced budget takes into account the political and fiscal environment, the current funding model, and anticipated cost pressures. The plan allows the College to continue its successful strategies of managing enrolment growth, providing new programs to support the economic transition of the region and to provide as many opportunities for students as feasible. This must be done while building-in continuous improvement and efficiencies in order to optimize the use of resources to ensure a sustainable future for Niagara College. The following objectives are included within the business plan: Sustained program quality and program mix that continues to support economic development, address the future skills shortage in Ontario and provide the required skilled labour and leadership for the region; Continuous improvement in program and service delivery with a focus on student success and customer service; Increasing levels of research and innovation in support of federal and provincial strategies on economic development; and Continue with our revenue diversification strategy, including continued growth in International sourced revenue. In mid-2013, the Ontario government introduced a major new strategy of differentiation to the post- secondary sector, requiring each institution to identify its areas of differentiation and program focus. These submissions were captured in the Strategic Mandate Agreements (SMAs) submitted by the institutions to the Ministry of Training, Colleges and Universities (MTCU). Niagara College s signed Strategic Mandate states: 1) Expand the program and applied research base of the Canadian Food and Wine Institute (CFWI) to position Niagara College as the premier college in Canada for culinary, food and fermentation sciences; 2) Support the re-building of the Niagara Region s advanced manufacturing base through new and enhanced programs and research support to small and medium enterprises (SMEs); and 3) Expand our cluster of regionally focused programs to provide support to employers and access to students. Niagara College s brand and reputation is built on a foundation of unparalleled student experiences, leading innovation and applied research, and operational excellence. Niagara College differentiates itself by areas of specialty in culinary, wine and beer, advanced manufacturing, and regionally important programming in hospitality, business and health sciences. 2 P age

4 Provincial Context The Speech from Throne in 2014 identified the Ontario government s top priority is to focus on jobs and the economy while eliminating the deficit in three years. The election platform promised to improve access to postsecondary education and jobs, based on a strong link between education and economic growth. The 10 year plan included commitments to continue the 30% off Ontario Tuition grant, renewing campuses, adding undergraduate spaces, extending the Youth Jobs Strategy and increasing the number of apprentices training in Ontario. The government s agenda was further specified in the mandate letters sent to each provincial Minister last September. The mandate of the Ministry of Training, Colleges and Universities (MTCU) is to help Ontario become North America s leading jurisdiction for talent, skills and training and to collaborate with postsecondary institutions and other key stakeholders to help Ontario develop a modern, forward-looking postsecondary education sector. Ontario s Colleges are faced with a very difficult fiscal environment in Although the 2014 Ontario Budget provided increases in the operating funding for Colleges, the total operating funding envelope in is expected to be just 1.9 per cent higher than in Any positive benefit from the expected increase in funding is offset by the planned reductions to Ontario Colleges funding through provincial budget measures which include the international student recovery fee, operating grant reduction policy lever, and the international student municipal tax levy. The annualized impact of these reductions to Niagara s base funding is $2.7 million. Skilled Trades Investment In April 2015, the Ontario Government announced an investment of $55 million to Help More People Enter the Skilled Trades. The investment included new funding for in-school training funding with an additional $19 million over the next three years. This is the first increase of rates since Apprenticeship Enhancement Fund will be increased by $23 million over 2 years and Pre-Apprenticeship training funding will be increased by $13 million over 2 years to target groups that are underrepresented in trades (at-risk youth, Aboriginal people, newcomers and women). The funding will be distributed to training delivery agents through calls for proposals. It is expected the Ministry will continue to work with the College sector on other recommendations that will come forward from the apprenticeship task force. Ontario Online Initiative Ministry of Training for Colleges and Universities (MTCU) has announced $42 million in funding over three years to support expansion of online learning at Colleges and Universities. The Colleges share of funding will be divided between the OntarioLearn consortium of Colleges and the development of online courses that would be delivered by individual Colleges. Niagara College was successful in securing $75,000 to develop a 4th year BBA degree course, Strategic Crisis Management, in , expanding our overall capacity to develop and deliver fully on-line courses. 3 P age

5 College Enrolment and Services Enrolment management continues to balance the complexities of financial pressures related to student growth with access and in-year revenue considerations. Growth, but at a slower pace than prior years is expected, considering the domestic demographics, program mix, and limited capacity for expansion. With space and placement capacity restrictions at both Niagara-on-the-Lake and Welland campuses, much of the growth will come from innovative delivery giving increased capacity or new intakes in winter and spring terms. Efficiencies will be realized through filling capacity in existing programs and from the increased emphasis on student retention across the College, which has been highlighted as an on-going area of focus. Complementing Niagara s strong brand and domestic student success is the continued growth in interest and enrolment by international students from over seventy countries in a wide range of NC programs. The Enrolment Plan includes an annualized increase of 2.3% growth in students over , with 0.7% domestic growth and 10.0% international growth in the forecast. Most of the increase is found in the spring term taking advantage of capacity, as well as additional intakes of popular programs flowing through into second and third years. New student enrolment is expected to remain the same as Domestic tuition fee revenue is expected to increase just over 2%, from an increase in tuition fees of 3% consistent with the Ministry framework and increases in domestic enrolment. International student tuition revenue will increase by just over 14% as a result of the increases in enrolment, along with rate increases in degree and graduate certificate programs. Transform NC: Integrated Planning Process for Programs and Services Niagara College has undertaken an integrated planning process for Niagara College programs and services. As we look to the future there is a need to ensure that we can strengthen what we are doing well, focus on where to invest, and reinvent or improve areas where challenges have been identified that may impede our students success and overall experiences at the College. Tier 1 of Transform NC has been completed which included gathering, analysis and evaluation of submissions from 128 academic programs; 132 service streams; 9 apprenticeship programs and the 12 areas that make up the access cluster of programs. Tier 2 will involve a detailed analysis of those services and programs which were assessed as having the greatest strategic opportunities or challenges. Tier 2 is expected to be completed by June, and a final report will go to the Board of Governors in September. Also as part of Tier 2, three services will move to a lean review academic advisement, Human Resources preboarding, and Facilities operations. Lean tools support continuous improvement and operational excellence by using various techniques to better understand procedures and processes. The goal is to identify unnecessary and non-value-added steps in process to ultimately ensure that all resources are being used as effectively as possible. 4 P age

6 Capital and Infrastructure The Master Plan improvements in facilities will allow the College to enhance our program delivery and ties to the community, and to significantly expand our student life and engagement. Included in the Capital Budget is $12.6 million out of the $51 million Capital Vision 2016 Plan that was approved by the Board on November 27, (Schedule 6) The expansion of the Canadian Food and Wine Institute will start this fall and be completed by January The Walker Advanced Manufacturing Innovation Centre is scheduled to be completed by March 31, Capital funding from the province for instructional equipment renewal is expected to remain at the same levels as at $297,300. The proposed capital budget includes an additional allocation of $750,000 for Information Technology, facilities and equipment renewal to address the need for instructional equipment and facility renewal. Beginning in the province has increased funding to address deferred maintenance in Colleges and Universities. The plan will increase current funding for Colleges and Universities to $40 million annually for and The plan includes a phasing in of additional renewal funding growing to a total investment of $100 million to Colleges and Universities annually by The ministry plans to work with the sector to determine the best approach to support the renewal needs of the post-secondary sector. Based on the current funding allocations this would increase the Facilities Renewal funding to $495,208 annually for Niagara College in and This will grow to $1.2 million annually for Niagara College if the funding level continues to grow to $100 million for the postsecondary sector. The increase in funding will help address the estimated $15 million of deferred maintenance for Niagara College. Preliminary Results for The Budget approved by the Board in April 2014 reflected a balanced budget. The financial projection for March 31, 2015 is a surplus of $1,136,561. (Schedule 1) The surplus is attributed to the increase in international student enrolment and international contract training. The College has funded a number of initiatives that will be completed this fiscal year, to enhance student marketing recruitment, support process enhancements and enhance program quality. The College has continued to make the planned allocation to the internally restricted reserves for capital, PeopleSoft upgrades and to support the long term strategy of the College Business Plan Strategic Plan Context Niagara College s Strategic Plan charts a clear course to solidify our position as a leader in applied education, where we provide unique environments, directly linked to our regional economy, driven by entrepreneurial thinking and guided by a culture that supports new ideas and innovation. Our Strategic Plan is built on three strategic priorities: unparalleled student experience and satisfaction; leading innovation and research; and operational excellence. A full copy of the Strategic Plan can be viewed at: 5 P age

7 College Goals Niagara College establishes annual goals that support the Strategic Plan, based on the key strategies outlined in the Plan and the current environment. In June following the end of each budget year, the Board of Governors assesses results against the Plan based on the metrics established, and reports on these results in its Annual Report. The proposed goals and metrics for the Budget year for Presidential Evaluation Committee and Board of Governors' consideration are in the following table: Strategic Priority: Unparalleled Student Experience and Satisfaction PERFORMANCE GOALS 1.1 Prepare graduates who are world-ready and workready 1.2 Increase access and learning pathways 1.3 Enhance Services for Students 1.4 Build Student Engagement and Retention INDICATOR/METRIC > Provincial Key Performance Indicator (KPI) and College Performance Indicator (CPI) results meet or exceed College standards. > Table Strategic Item Agenda Report on Program Quality. > Enhanced Be World Ready initiatives including a 10% increase in the number of students participating in international work/study opportunities. > Active transfer credit database within ONCAT and locally. > Survey student satisfaction with advanced standing and credit transfer processes. > Increased utilization of on-line course options. > Enhance the College s internal transfer credit database. > Launch an inter-department case management system. > Implement a Health Services Electronic Medical Record system (EMR). > New on-line service options introduced, reducing wait times and line-ups. > Service hours extended for student services and demand monitoring implemented. > Creation of a Mental Health Steering Committee and Report on Mental Health initiatives. > Meet or surpass benchmarks (see CPI standards). 6 P age

8 Strategic Priority: Leading Innovation and Research PERFORMANCE GOALS 2.1 Establish the Canadian Food and Wine Institute as a national centre of excellence 2.2 Innovation in applied education through Learning Enterprises 2.3 Infuse innovation and applied research to support transitioning industries 2.4 Leadership in Regional Economic Development INDICATOR/METRIC > Implement corporate training and professional education strategy. > Growth in earned media. > Investigate new opportunities to expand Learning Enterprises concept to School of Media. > Report on Applied Research including the number of SMEs and number of students involved. > Submit a Technology Access Centre (TAC) proposal for the CFWI Research Centre. > Open the Walker Advanced Manufacturing Innovation Centre. > Strengthen connections with Research Centre industry advisory board. > Support and growth of Entrepreneur Advisory Services (nctakeoff). > Expand business degree offering: Successful launch of Bachelor of Business Administration (Human Resources) as measured by applicants on March 31, P age

9 Strategic Priority: Operational Excellence PERFORMANCE GOALS 3.1 Attract, retain and develop a strong team 3.2 Leading-edge sustainable and accessible learning environments 3.3 Fiscal Strength and Diversification 3.4 Strategic Enrolment Management INDICATOR/METRIC > Strategic Agenda Item - Climate Survey: Responses to Enhance Employee Recognition and Support for Innovation. > Strategic Agenda Item - Flexible Learning and IT Planning: Directions and Implications. > Implement CRM system for marketing and recruitment. > Sustainable Facilities: utilization to meet or exceed mid-size college averages, benchmarked using Colleges Ontario s Facilities Standards & Inventory measures. > Transform NC: integrated planning for programs and services recommendations of prioritization completed. > Development of a Digital Strategic Plan(3-5 year outlook) and identify the key items for consideration. > Achieve planned financial results for > Board approval of Business Plan. > Successful launch of the Achieving Dreams Campaign and achievement of $1.8 million fundraising goal for > Strategic Agenda Item International Diversification: Opportunities for Growth in Niagara and Beyond. > Successful operation of Taif campus as measured by Year 2 success indicators. > Increase total international revenue by 10%. > Achieve full-time post-secondary enrolment targets for > SMA-based New Program proposals submitted for approval. > Table a White Paper on Domestic Learner Diversification Strategy. Major Features of the Budget New Program Initiatives In the fall of 2014 Niagara received approval from the Credential Validation Service to offer a Graduate Certificate in Gerontology. In addition to this program, in fulfillment of a goal articulated in our Strategic Mandate Agreement, Niagara has submitted a Graduate Certificate in Industrial Automation to CVS and is awaiting approval. In January 2015, Brock University received approval to offer two degrees - B.A. (Honours) Game Design and B.Sc. (Honours) Game Programming that are offered jointly with Niagara College s Advanced Diploma in Game Development. These degrees will be first offered in September Business plans are currently being developed for a Graduate Certificate in Agribusiness (Beekeeping), a Graduate Certificate in Distillation and Fermentation as well as a diploma in Health Records Management. Other credentials outlined in our SMA are also under active development, as well as a range of credentials that will be focussed on international students moving into the Canadian economy. 8 P age

10 Niagara has also been enhancing our degree offerings. In January 2015, Niagara College received Ministerial consent to offer a four year Bachelor of Business Administration (Human Resources) degree. In March 2015 consent renewal was granted and our other degrees renamed to Bachelor of Business Administration (International Commerce and Global Development) and Bachelor of Business Administration (Hospitality). Steady Development of Partnerships and Articulations Niagara College sees the value for our students in building strong ties with our partners in post-secondary education provincially, nationally and internationally, but we place unique value on our relationship with our sister institution, Brock University. Increasingly, Brock University and Niagara College are working collaboratively to ensure that the Niagara Region features a range of innovative, high-quality and in-demand post-secondary programs. Our joint efforts are yielding exciting results. Most recently, Brock received MTCU approval to offer an unparalleled integrated, dual credential program. The Brock University/Niagara College Game Design program will offer students an opportunity to earn both a three year Advanced Diploma and a four year Bachelor of Arts or Bachelor of Sciences degree in only four years. This unique program is one of the first of its kind in Ontario and its foundation is the culmination of many years of collaborative effort by numerous Niagara College and Brock faculty members and administrators as well as many passionate advocates for a program of this nature in the Niagara region. This program will welcome its first cohort in fall, In addition to this new joint program, Niagara College has renewed several existing agreements with Brock, and is close to completion on new agreements with Brock s Business and Sports Management programs. We are looking forward to signing these renewals with our partners at Brock at our next regularly held NC/Brock Summit to be held at Brock University in May When complete, Brock and Niagara will share 19 articulation agreements. Both the volume and quality of these pathways bodes well for the future of the Brock/Niagara relationship and reflects the efforts of academic leaders in both institutions who are endeavoring to ensure that post-secondary students are very well served in the Niagara Region. Niagara College is working in partnership with Brock University in other ways as well. Niagara s Centre for Academic Excellence is currently involved in three program and pathway development projects with Brock. One initiative is a project funded by the Ministry of Training, Colleges and Universities Teacher Education Collaborative Initiatives Fund. This three year project is led by Brock and supported by Queen s University and the University of Windsor, as well as Niagara, Mohawk, Fanshawe and Conestoga Colleges, the Niagara District and Niagara Catholic School boards, the Ministries of Education and Training, Colleges and Universities, Ontario College of Teachers and Ontario Secondary School Teachers Federation. The purpose of this project is to collaborate on the design, development and delivery of a new model of distributed technological teacher preparation. Two additional projects underway that involve both Brock and Niagara are funded through the Ontario Council on Articulation and Transfer (ONCAT), including the creation of a software tool that is designed to easily calculate high affinity pathways between College and University Game Development programs, and the Technological Education Pathway Development project which is seeking to create a multi-lateral agreement between Niagara College, Fanshawe College, Mohawk College, Conestoga College and the Faculty of Education at Brock University for technological/vocation secondary teacher training and certification. Niagara has also been working with our other Ontario University partners to forge new pathways for students, including our first ever agreement with the University of Toronto (Mississauga). This pathway gives graduates of the General Arts & Science Degree Transfer program the opportunity to transfer to U of T with close to two years of transfer credits towards a four year Bachelor s degree. In addition to the projects with ONCAT, Niagara is directly linked with over 750 pathways on the ONTransfer website operated through ONCAT. 9 P age

11 Apprenticeship Niagara College continues to work in partnership with the local Ministry office and our industry partners employers to jointly deliver apprenticeship training in a variety of trades, as well as continuing to deliver Customer Service Agent in the IT trade. Over the past few years we had seen an upsurge in the Technical Support Agent and Customer Care Agent trades. Due to downturns in that industry and the closing of a major call centre, these trades have seen a significant decline. Labour market demographics continue to show an increased need for Automotive Service Technicians and Machinists. The evening courses in the Machinists trade are experiencing record enrolments which have resulted in utilizing Saturday deliveries. At the request of employers and the Ministry, the College continues with a recently launched two Pre-Apprenticeship programs in the General Machinist trade. Other trade offerings continue to be explored including Industrial Millwright which shows potential with positive feedback derived from industry and the MTCU. Funded Projects Citizenship and Immigration Canada continues to fund language training programs. The College offers two federally-funded programs: Enhanced Language Training for Employment and Occupation Specific Language Training for Health, Business and Technology. This funding enables us to offer both full and part-time advanced level language and workplace training to local newcomers. In April 2015, HRSDC continued funding for the Career Focus for $1,505,912. This program provides funded internships to our graduates. This contract will help approximately 180 Niagara College graduates find work in their field of study. Employment Ontario Employment Ontario funds the following programs at Niagara College: Second Career, Employment Services, Summer Jobs Service, Self-Employment Benefit Program, Literacy and Basic Skills, Pre-Apprenticeship and Apprenticeship, including the Co-op Diploma Apprenticeship programs. The goal of Employment Ontario is to build a referral and collaborative delivery process to enable better service coordination and programming for students, graduates and community members. The College works with several community partners for both referral and delivery of the Employment Ontario suite of programs. A budget for delivery of the Canada-Ontario Job Grant has also been provided to the College to provide to companies in support of their retraining needs. The program is still in its startup phase and activity levels are expected to increase over the year. The College has also developed a suite of short term training programs for various sectors that are eligible to receive support through the program. The college will continue to pursue opportunities under this new job grant. Research & Innovation In , Research & Innovation continued its success in bringing applied research funding and learning to Niagara College. The strategic focus is through its three main centres: the Walker Advanced Manufacturing Innovation Centre, the Agriculture and Environment Innovation Centre, and the Canadian Food & Wine Institute Innovation Centre. The Division continues to offer business & commercialization solutions, and digital media & web solutions, as enabling efforts for the three main Centres. The next year promises further exciting developments. 10 P age

12 saw the end of the five-year, $2.3-million grant from the federally funded College and Community Innovation (NSERC-CCI) program to establish the Agriculture & Environment Innovation Centre and conduct industry applied research and development projects in the broad area of innovation in land management, including precision agriculture. This Centre continues its work in through the fourth year of a 5- year, $1-million grant for the Natural Sciences and Engineering Research Council (NSERC) Industrial Research Chair for Colleges in Precision Agriculture and Environmental Technologies, which is held by Dr. Mike Duncan; this grant is renewable for two more 5-year mandates. Dr. Duncan s team has also secured other funding from Grain Farmers of Ontario, Growing Forward 2, and the Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA), for a 3-year project aimed at producing a web portal for grain growers to access precision agriculture technologies; an initial version of the portal has launched in Fall Two equipment grants were also secured to support the areas of horticulture (aquaponics and growth chambers, $128,000) and precision agriculture (precision agriculture server, $30,000). News from a 2-year OMAFRA New Direction grant will come at the end of April 2015, and a large FedDev proposal on precision agriculture and the agri-food sector was submitted in April, in collaboration with the University of Guelph and several other partners. If successful, this project will bring approximately $3 million of funding for Dr. Duncan s group over the next 4 years. Niagara College is in the fifth year of a $2.3-million CCI Innovation Enhancement grant in food and culinary innovation within the Canadian Wine & Food Institute Innovation Centre. The Centre is developing expertise in conducting industry-led applied research in the areas of raw ingredient innovation, food technologies, product research and development and consumer preference testing. In support of this activity, the college successfully opened its new culinary research labs on 11 November 2014, with Vikram Vij as a keynote speaker and other industry partners present, along with Minister Jim Bradley. The labs have been functional since early April 2013, and have conducted projects with multiple partners, including the University of Waterloo, MADD Virgin Drinks, Niagara Essential Oils and Blends, and celebrity chef Vikram Vij. The non-alcoholic MADD Virgin Craft Brewed Lager developed at the College has hit approximately 4,000 shelves across North America (Walgreen s in the US, Rexall, Shoppers Drug Mart and others in Canada), and the College has received its first royalty cheque from the proceeds of its burgeoning sales. In , the Centre will be applying for an NSERC Technology Access Centre grant (TAC, similar to the one secured for our Advanced Manufacturing Innovation Centre), to take more products to market and help our food-sector partners through more applied research and technical services. In the Ontario Government's budget, the Advanced Manufacturing Innovation Centre was granted funding of $4,175,000 to expand facilities. Construction is starting in May 2015, for an occupation date of early The official ground-breaking took place on March , with Minister Sousa Ontario's Finance Minister and Minister Bradley present. The first year of operation of our TAC in advanced manufacturing was very successful, in part through further grants from Industrial Research Assistance Program (IRAP) and Niagara Region Economic Development. The latter support will continue for another 3 years, and is meant to reduce the barriers for industry to access our applied research services. Meanwhile, several other grants from NSERC, the Ontario Centres of Excellence, are also supporting industry projects in advanced manufacturing. In May 2015, large equipment grants will be submitted to the Canada Foundation for Innovation (CFI) and the Ontario Research Fund (ORF) to acquire more resources for advanced manufacturing, which would find a good home in our new building. Niagara Research has also received funding on several projects from the Ontario Centres of Excellence (OCE), for industry website improvements; ORF (a large collaboration with Brock University, Vineland and the University of Guelph on viticulture), and IRAP's Digital Technology Adoption Program Pilot. More similar support is expected for P age

13 In , 211 companies accessed Research & Innovation services in general (66% increase over ), including 34 companies on 63 Technical Services projects and 62 companies on 66 research projects (totals: 33% more companies and 54% more projects). Overall, 21 programs at Niagara College saw their students engaged in applied research, for a total of 1,429 applied research students experiences (13% increase). Much of the increase in number of companies is creditable to the start of the Advanced Manufacturing Technology Access Centre, and the increase in students on an emphasis on course-based research, and we expect further growth in in both areas. International Activities International enrolment continues to increase. For we projecting a 10% increase, over last year s international enrolment. This will bring the total number of international students studying at Niagara College to over 2500 students for the year. This number includes 11 cohort programs with over 650 students, which will generate over $5.0 million in gross revenue this year, an increase over last year. The international division continues to diversify their revenue streams and student mix to minimize risk from any one country or activity. In 2015, we continue the delivery of five multi-year development projects, funded through Colleges and Institutes Canada and Agriteam Canada. We also continue expanding operations at our Taif Campus as well as pursuing consulting and training opportunities in other areas of Saudi Arabia. Student and staff international mobility continues to grow under our Be World Ready campaign. This year, we estimate that over 400 students will have international opportunities through our International Field Studies (IFS), exchanges and academic partnerships around the world Budget Overview The Budget has been balanced through cost containment, revenue diversification and the prioritization of resources to support ongoing operations and the College s strategic objectives. (Schedule 1) A focus remains on the continued development of long-term sustainable budget strategies to enhance the ability to fund high-priority initiatives. The following mid to long-term objectives were established for the Budget: > The alignment of College operating expenditures and revenues within the provincial funding and tuition fee framework. > Provide program, community engagement and services consistent with the fiscal year, absorbing enrolment increases within existing staffing levels unless identified as a new activity stream. > Management of salary costs through vacancy management and complement control. > Improve retention and student success by enhancing service delivery models. > Implement the new applied research strategy within the various College divisions. > Collaborative purchasing and strategic procurement initiatives. > Start construction of the Capital Vision projects. > Completion of Transform NC: Integrated Planning Process for NC Programs and Services project including the prioritization of NC s programs and services along with the recommendations. > Maximize International growth. 12 P age

14 Enrolment Strategies Balanced and sustainable enrolment growth remains central to Niagara's enrolment plans. For the year, 108 full-time programs (Figure 1) will be offered and delivered through 11 schools. Total full-time postsecondary enrolments are expected to grow by 2.3%, with an increase in both domestic and international student enrolments. (Schedule 4) A declining student population in Niagara's K-12 schools continues to pose a significant challenge to NC's future enrolments. To address this challenge, the College's Strategic Enrolment Management (SEM) planning includes a number of initiatives for , including: > Enhanced partnerships with local School Boards to increase awareness levels and participation rates amongst Niagara students in Niagara College programs; > Expanded marketing, recruitment and access programs to increase applications and enrolments by mature students, including enhanced initiatives to attract and retain First Generation and Second Career students, students with disabilities and Aboriginal students; > Additional out-of-region marketing and recruitment activities in communities with growing high school populations within Southern Ontario; > Further growth in international student enrolments through expanded partnerships in established markets and additional recruitment in target emerging markets; > Continued improvement in conversion rates of applicants to confirmed students through enhanced communications and engagement activities, including new in-house and contracted call campaigns; > Increased seats in well-subscribed programs and alternative offer strategies to over-subscribed programs; an example includes the creation of a fast-track stream of Recreation Therapy. > New intakes in Motive Power Technician (Spring) have been opened to take advantage of the strong demand in trades as well as maximize utilization of dedicated academic spaces; > Increased early intervention and supports for at-risk students to promote student success and retention; > Improved direct entry pathways for learners with postsecondary backgrounds, including proactive assessment of advanced standing and transfer credit, eligibility for students applying with postsecondary credentials Figure 1 Advanced Diploma (3 years), 14 Range of Credentials* Graduate Certificate (1 year), 13 Degree (4 years), 2 Diploma (2 years), 66 Certificate (1 year), 13 *Excludes apprenticeship program 13 P age

15 Revenue Budget The total revenue for fiscal is $148,369,012. (Schedule 2) The strategic objective of internationalization has positioned Niagara to manage the budget challenges through revenue diversification. Despite the advancements in revenue diversification, the College remains highly dependent on provincial funding, and on the province s control of tuition fees. The dependency on government funding historically exceeded 53% of total revenues but has dropped to 39% in fiscal One of the major challenges in balancing the Budget was the operating pressures resulting from the provincial budget measures and the changes in the tuition fee policy eliminating deferral fees. The net impact for Niagara College is a funding reduction of $3.1 million in The Budget includes the following revenue strategies: > General Purpose Operating Grant revenue is based on the College Funding Framework with the adjustment for Provincial budget measures impact; > Domestic tuition includes a 3% increase as per the Multi-Year Tuition Fee Framework; > Increase in fees to offset costs within Ministry guidelines; > International enrolment growth; > Off-shore International training at the new Taif Campus in the Kingdom of Saudi Arabia; > Increase in International revenue with continued growth in contract training opportunities; and > Aggressive pursuit of funding to support economic development, through both Employment Ontario and Services Canada. Figure 2 14 P age

16 Expenditure Budget The total expenditures for fiscal are $148,369,012. (Schedule 3) The expenditure profile remains consistent with prior years as salary and benefit costs are 64% of the total expenditures, with 36% of the operating budget related to non-salary expenses. The full-time salary costs include the collective agreements wage rates for both faculty and support. Compensation restraint measures as per Part II.1, Compensation Arrangements of the Broader Public Sector Accountability Act, 2010 are reflected in the budget. The Budget includes the following expenditure strategies: > Student-initiated course selection and expanded selection for general education courses; > Efficiencies in delivery where effectiveness is maintained or enhanced; > Enhancements to student marketing recruitment and conversion strategies, with increased marketing outside the Region; > Management of salary costs through vacancy management and complement control; > Transform NC will support expenditure management through effectiveness and efficiency analysis; and > Support for innovation in program delivery and capital replacement. Figure 3 15 P age

17 Summary Staffing Changes A revised Broader Public Sector Compensation Act (BPSECA) came into effect March 16, It is the next generation of compensation restraint in Ontario and it empowers Cabinet to establish regulations creating compensation frameworks that apply to designated executives to whom the statute applies. Until the compensation framework is established for the College sector, the tenents of The Broader Public Sector Accountability Act, 2010 (the Act) as amended to include Part II.1 will apply. The Academic Collective Agreement is effective to September 30, 2017 and the Support Staff Collective Agreement is effective until August 31, The budget includes movement through the grid. The approved Budget staffing complement for is 723 full time positions. There were redundancies and new complements approved throughout the year with 23 net new complement increases. The budgeted full time staffing complement for increases by 5 to address quality improvements as a result of the student growth. Table 1: Full-Time Staff Complements 16 P age

18 Capital Budget The Capital Budget was developed with an enhanced focus of defining capital needs beyond the current year and aligning capital investments with the priorities of the Strategic Plan. The current capital issues facing the College relate to space pressures due to continued enrolment growth, further enhancing student life and student services at NOTL, facilities renewal and partnership opportunities. The Capital Budget for is $15,749,655. (Schedule 6) The capital strategies included in the Budget that support the long-term capital plan include the following proposed projects: > The completion of the Walker Advanced Innovation Manufacturing Centre.; > The design and start of construction for the following Capital Vision projects: Canadian Food and Wine Institute expansion at Niagara-on-the Lake Campus; Distillery facility at Niagara-on-the Lake Campus, Fitness Centre at Niagara-on-the Lake Campus; Renovated Student Services and Learning Commons at Niagara-on-the Lake; Fitness Centre expansion at the Welland Campus; New Student Commons with Food Court at the Welland Campus; 9,000 sq. ft. expansion of specialty labs and classroom at the Welland Campus: > Facilities renewal from the Infrastructure Program; > Enhancements from the College Equipment Renewal Fund and the Apprentice Equipment Renewal Fund; and > Additional investment for Information Technology, Facilities Renewal and Instructional equipment for a total of $750, Net Assets The Annual Budget includes the annual allocation of $1,030,000 to the internally restricted reserve to support the implementation of the Capital Vision and $100,000 for future PeopleSoft upgrades. The balance of $10,165,630 has been presented as net assets internally restricted for future expenses relating to WSIB of $1,000,000, PeopleSoft upgrades of $600,000, Utilities of $700,000, International of $2,800,000 and future capital expenditures of $5,065,630. (Schedule 5 Summary of Net Assets) 17 P age

19 Financial Schedules Schedule 1- Statement of Operations 18 P age

20 Schedule 2 Revenue by Source 19 P age

21 Schedule 3 Expenditures by Object Type 20 P age

22 Schedule 4 Enrolment 21 P age

23 Schedule 5 Summary of Net Assets NIAGARA COLLEGE CANADA ANNUAL BUSINESS PLAN P age

24 Schedule 6 Capital Revenue and Expenditure NIAGARA COLLEGE CANADA ANNUAL BUSINESS PLAN P age

25 Schedule 7 Statement of Cash Flows NIAGARA COLLEGE CANADA ANNUAL BUSINESS PLAN P age

26 NIAGARA COLLEGE CANADA ANNUAL BUSINESS PLAN