2010/2011 A NNUAL R EPORT
We are committed, engaged and empowered to support learners to expand their opportunities by… BUILDING ON THE STRENGTH OF OUR PEOPLE, AND BUILDING ON THE STRENGTH OF OUR COMMUNITY.
MANDATE Medicine Hat College is a public, board-governed college operating as a Comprehensive Community Institution under the authority of the Post-secondary Learning Act of Alberta. As a learner-centred institution, Medicine Hat College serves a diverse range of students in major areas of study including: liberal arts; business/commerce; health and human services; visual and performing arts; science and technology; apprenticeship and pre-employment trades; foundational learning and academic upgrading; and noncredit, lifelong learning and continuing education programs. Medicine Hat College focuses on five primary types of programming: • University transfer programs that prepare learners for further study. • Certificate, diploma, and applied degree programs that prepare learners for entry to careers and employment. • Collaborative undergraduate degrees delivered in partnership with degreegranting institutions. • College entrance programming that prepares learners for success in further post-secondary studies. • Pre-employment and apprenticeship trades programming that prepares learners for trades employment and careers. Programs and services at the college are learner-centered and provide graduates with opportunities to improve their lives and advance their careers. Medicine Hat College emphasizes small classes, high-quality instruction, and excellent student support.
Students at Medicine Hat College are supported by a range of services that contribute to academic, social, and personal development. Student supports include library services, academic advising, disabilities services, learning skills development, cultural activities, career services, residence services, daycare, counselling, and recreation and wellness programs. These services are designed to benefit students by increasing their opportunities for success. Medicine Hat College encourages scholarly activity and applied research to enhance teaching excellence and quality programming. The college also conducts scholarly activity and applied research to foster innovation in support of industry sectors where our academic expertise can contribute to economic and community development. Medicine Hat College is a proud member of Campus Alberta. Our commitment to the principles of Campus Alberta is demonstrated through collaboration and partnership within the Alberta postsecondary system. This collaboration strengthens programming and increases access to quality learning opportunities through initiatives such as transfer credit and program brokerage. By incorporating a global focus in our programming, serving a diverse range of Canadian and international students, and providing opportunities for work and study abroad, the college aims to provide all learners with opportunities to develop the skills and attitudes required to function successfully in an interconnected global society.
As a Comprehensive Community Institution with regional stewardship responsibilities, Medicine Hat College works with community-based adult learning partners such as school jurisdictions; non-profit, educational, and governmental organizations; business; industry; and other community stakeholders to respond to learning needs in its geographic service area of southeastern Alberta. Medicine Hat College responds to regional needs by providing customized training, professional development, English as a second language training, community interest courses, and conservatory-style music and dance instruction. Through our facilities and services, the college also responds to the information, cultural, recreational, fitness, conferencing, and community event needs of the communities we serve. With campuses in Medicine Hat and Brooks, the College offers credit and non-credit instruction on a full-time, part-time, and distributed learning basis to students across Alberta, Canada, and around the world. Medicine Hat College programs are also provided internationally on the campuses of partner institutions. Medicine Hat College is dedicated to providing access to high-quality, responsive, lifelong learning opportunities and to the responsible educational, fiscal, and environmental stewardship of resources. Approved by Alberta Advanced Education and Technology, November 23, 2010
VISION TO LEAD IN LEARNING EXCELLENCE. MISSION MEDICINE HAT COLLEGE IS A LEARNER-FOCUSED PROVIDER OF QUALITY EDUCATION, TRAINING, AND SERVICES TO ITS COMMUNITY.
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ABLE OF CONTENTS
CORE VALUES LEARNER-FOCUSED RESPONSIVE ACCOUNTABLE
ACCOUNTABILITY PRESIDENT’S MESSAGE BOARD OF GOVERNORS 2011 EMPLOYEE RECOGNITION OPERATIONAL OVERVIEW CAPITAL PROJECTS: COMPLETED AND ONGOING
2 3 4 5 6 8
GOAL 1 GOAL ONE STRATEGIES GOAL ONE KPI
10 10 13
GOAL 2 GOAL TWO STRATEGIES GOAL TWO KPI
14 14 17
GOAL 3 GOAL THREE STRATEGIES GOAL THREE KPI
18 18 21
GOAL 4 GOAL FOUR STRATEGIES GOAL FOUR KPI
22 22 25
TUITION FEES REGULATION COMPLIANCE INFORMATION FINANCIAL STATEMENTS
GUIDING PRINCIPLES To provide learners with accessible, affordable, quality education and training. To provide a stimulating learning environment. To develop areas of specialization within our comprehensive framework. To attract and retain a superior and diverse staff who motivate, challenge, and serve learners. To ensure programming is innovative, relevant, and flexible. To adapt quickly to our learners’ needs in a rapidly changing socioeconomic environment. To build upon our strong, local base to encompass a wider national and international community. To provide flexible and enhanced learning opportunities through appropriate use of technology. To promote partnership and collaboration.
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To provide community service, including cultural, social and enrichment opportunities for lifelong learning and responsible citizenship. To operate in a fiscally responsible manner by maintaining balanced budgets and broadening our revenue base. To foster a climate of respect and trust. To be accountable for the responsible use of our resources.
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CCOUNTABILITY
STATEMENT OF BOARD ACCOUNTABILITY Medicine Hat College’s Annual Report for the year ended June 30, 2011 was prepared under the board’s direction in accordance with the Government Accountability Act and ministerial guidelines established pursuant to the Government Accountability Act. All material economic, environmental or fiscal implications of which we are aware have been considered in the preparation of this report. On behalf of the Medicine Hat College Board of Governors, Original signed by Don Bruce Chair, Medicine Hat College Board of Governors January 17, 2012 MANAGEMENT’S RESPONSIBILITY FOR ANNUAL REPORT Medicine Hat College’s management is responsible for the preparation, accuracy, objectivity and integrity of the information contained in the Annual Report including the financial statements, performance results, and supporting management information. Systems of internal control are designed and maintained by management to produce reliable information to meet reporting requirements. The system is designed to provide management with reasonable assurance that transactions are properly authorized, reliable financial records are maintained, and assets are properly accounted for and safeguarded. The Auditor General of the Province of Alberta, the institution’s external auditor appointed under the Auditor General Act, performs an annual independent audit of the consolidated financial statements in accordance with generally accepted accounting principles. Original signed by Ralph Weeks, PhD President and CEO
Original signed by Wayne Resch, CMA Executive Director Finance/CFO
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RESIDENT’S MESSAGE
The college’s annual report is always an appropriate time to reflect on the changing post-secondary landscape, Medicine Hat College’s role in that educational eco-system, and of course on our efforts to ensure we meet the expectations of our students. In any planning scenario, it is critical to evaluate the external environment including the trends and forces that always influence our decisions and sometimes provide the need to change. From this point of view, there’s little doubt that the economy of the region, province, country and world continues to have tremendous impact on the college and our people whether they be students, employees, or other critical partners. Close to home, the region we serve is deeply involved in the energy sector and therefore subject to the swings in price and consumption that we read and hear about in the news. We all know that when prices are high, the energy sector has the capacity to employee people in offices and in the field. The college feels the impact as students evaluate their needs and how they can best be met. When jobs are plentiful and well-paying, some people turn away from formal education to pursue the more immediate benefit of a job. When the employability tide retreats, the value of a college education seems greater. The ebb and flow of the changing workplace is traced in college enrolment charts. This year, the job market improved moderately and as expected, enrolment fell slightly from alltime highs in the previous year. I observe this trend, and know it well from previous years of boom and decline. At Medicine Hat College, our challenge is to provide high quality opportunities that are sustainable despite the shifting enrolment
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patterns. In this regard I feel we have done well. Student satisfaction remains high, and our inventory of programs continues to be strong. The impact of the global economy also affects our largest funding partner, the Government of Alberta. I’m pleased that our leaders continue to view education as a priority, and that our grants have reflected that level of importance. As a result, we have not been forced to reduce services to students, nor increase service fees, based solely on the need for resources. Where we have changed, withdrawing programs or re-aligning our partnerships, we are doing so to ensure we provide the best possible return on government and student investment. We no longer offer the Emergency Communications Response program, but made that decision in the light of demand and change within the field, for example. We’ve also sought collaborative partners, such as Mount Royal University, that align as tightly as possible with the expectations of students and successful business models. Another sign of our adjustment to external reality is the new Entrepreneur Development Centre (EDC). Launched this year with the strong support of private-sector partners, the EDC helps students by opening their eyes to entrepreneurial possibilities, while also preparing them with the knowledge required for independent business success. These skill sets create new pathways for students. The concept of creating a job after graduation, rather than looking for one, suits many of our program areas and the shifting economic environment. The march of time brings other changes to the college as well. In the past year we said
farewell to long-time friend and leader – Dr. Terry Cooper—and welcomed Dr. Linda Schwartz to the academic vice-president’s portfolio. This evolution of the college has been an opportunity to gain from different perspectives and experience, and I am grateful for energy provided by our new academic leader. Under the direction of Dr. Schwartz, the college has more fully embraced applied research, and the scholarship of teaching and learning. Progress in the past 12 months has been strong and I have been pleased to see my colleagues on campus take advantage of new opportunities to refresh their interest in research whether they are applying knowledge with community partners, challenging students to question the status quo, or looking inward for better ways of teaching. Research brings challenging questions such as ‘why’ and ‘how’. The answers we find often force us to look at the world around us with renewed perspective and increased energy. To me, that feels like a fitting summary of the past year. Our environment has presented the need to change, we’ve reflected on our values to ensure the change we make meets the needs of students, and we’re looking ahead with optimism and energy. I’m proud to speak for my colleagues on the Board and within the college when I say that Medicine Hat College is providing outstanding value today while always preparing for the next generation of students. Original signed by Dr. Ralph Weeks, President and CEO
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EADERSHIP TEAM 2010/11
Mr. Mark Sorenson, Chair Public Member Dr. Ralph Weeks, President & CEO ex officio Dr. Linda Rossler, Vice-Chair Public Member Mr. Kevin Burton, Vice-Chair (to June 19, 2011) Public Member
COLLEGE EXECUTIVE Dr. Ralph Weeks President & CEO Dr. Linda Schwartz Vice-President, Academic Mr. Allen VandenBerg Vice-President, Student & External Relations
Ms. Connie Knibbs Public Member Mr. Jason MacDonald Non-academic Staff Member Dr. Nancy Brown Faculty Member Mr. Corrie Stolz Public Member Mr. Don Bruce Public Member Mr. Ken MacPhail Public Member Brady Schnell Student Member (to April 30, 2011) Markus Selkirk Student Member
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MPLOYEE RECOGNITION AWARD RECIPIENTS 2011 2011 COLLEGE EMPLOYEE OF THE YEAR Zakk Morrison Sport & Wellness 2011 ACADEMIC ACHIEVEMENT AWARD Sandra Fritz Nursing 2011 SERVICE ACHIEVEMENT AWARD Stewart Riley Student Financial Aid & Employment 2011 INNOVATION AWARD Be Fit For Life Program, Sport & Wellness Sonya Soveran Amy Risk Richardson Gail Whitten
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PERATIONAL OVERVIEW Medicine Hat College’s strategic document, developed in the past year with community consultation, addresses five facets of the organization. These five focal points serve as the basis for the operational overview in this Annual Report.
FOCUS ON PEOPLE Our organizational culture will encourage stimulating, engaging and valued learning and working experiences. Measuring the health of the college’s culture is a difficult challenge. Each individual enters the college with their own expectations of classroom or workplace, and will measure the environment they encounter against personal standards. With such diversity in programs, students and employees, our challenge is to develop an environment that meets the needs of most individuals most of the time. Two formal measures of the environment were conducted in the past year and both provide positive feedback for the institution. First, ongoing evaluation of student satisfaction continues to be strong. The Leaver Survey conducted in March 2011 found that between 90 and 93 per cent of respondents were satisfied with the quality of teaching, the program of study, and the overall educational experience at Medicine Hat College. This and other measures of student satisfaction suggest the core stakeholders of the organization are pleased. A second cultural measure is found in the Personal Assessment of the College Environment (PACE) survey conducted through 2010-2011. This evaluation instrument is particularly useful as it is possible to compare Medicine Hat College to previous surveys on campus as well as to other educational institutions. Overall results showed strong indications of a healthy campus climate or high Consultative system. It is particularly rewarding to note that the Student Focus category received the highest mean score.
RELEVANT AND FLEXIBLE PROGRAMS We will provide programs that are relevant to the diverse community we serve. Medicine Hat College is proud to accept its mandate as a Comprehensive Community Institution and with that the challenge to provide a broad array of learning opportunities. In the past year, much of the college’s program development capacity was devoted to evaluation and renewal of the collaborative partnerships that enable students in this region to access valued learning opportunities such as degree completion. Progress through the business year was strong, most notably with the creation of a partnership framework with Mount Royal University that promises to be an effective model for the future. While initially addressing a Bachelor of Business Administration degree, the collaborative model may serve future opportunities as well. SUPPORT LEARNING We will develop resources that foster an effective learning environment. This facet encompasses virtually all activity outside of formal learning and is therefore broad and diverse, ranging from recreation and athletics to support services and facilities. A notable challenge for student service providers is a marked increase, as much as a 200 per cent, in students identifying learning disabilities and seeking appropriate accommodations. Should this trend continue, the college will be challenged to allocate resources to ensure student needs are addressed.
The college environment continued to improve in 2010-2011 with construction and renovation of the F Wing, an area that encompasses programs, services, and the Medicine Hat College Students’ Association. Though slightly delayed, classrooms were occupied in January 2010, and Business division offices were relocated through the summer months. The collective impact on campus is significant, with common spaces providing new places for study and social gathering. LEVERAGE PARTNERSHIPS We will proactively partner with other organizations to develop regional and international opportunities consistent with the Campus Alberta vision. Medicine Hat College has a long history of collaboration to provide student opportunity, and as noted elsewhere in the annual report, the development of new partnerships was a focal point of the past year. However, the college recognizes that partnership across private and public sector is an effective means of meeting student and community needs. An excellent example of private/ public partnership is the Entreprenuer Development Centre (EDC) established on campus in the past year. In August 2010, Medicine Hat College partnered with the RBC Foundation to establish the EDC with three goals: 1. Foster and enhance an entrepreneurial culture at MHC, working with students and faculty to realize that entrepreneurship is a valued career option; 2. Develop cross-curriculum resources and leverage existing resources to provide education and training across college credit and non-credit programs; 6
3. And, contribute to building the entrepreneurial capacity of the larger community through enhanced partnering with organizations such as Entre-Corp, Economic Development Alliance, Palliser Economic Partnership, and the Chamber of Commerce. Since then, the EDC has piloted an entrepreneur work term in collaboration with the Division of Arts, hosted monthly Lunch and Learn sessions attended by students from across campus and engaged over 350 students about entrepreneurship as a viable career path. In March 2011, local accounting firm JMH & Co. provided a $250,000, five-year donation to create start-up grants and scholarships. As a result, the EDC offered a business plan competition making $35,000 available to support company start-up grants, awarded $8,000 in start-up grants to three new student companies, and awarded one $2,000 entrepreneurship scholarship.
committed empowered engaged 7
EFFICIENT AND AFFORDABLE We will provide affordable learning opportunities. Medicine Hat College strives to ensure that the cost of education is appropriately balanced between the student and the government. The cost of tuition is the most visible expression of the college’s commitment to manage resource implications for students. By law, tuition fees can only be increased at Medicine Hat College if the average tuition fee increase for all programs does not exceed the product of the average tuition fees in the 2010/2011 academic year, multiplied by the percentage annual change in the Alberta Consumer Price Index. For 2011/2012 this increase is .35%. Despite the challenging economy, the overall tuition rate for 2011/2012 was increased by .31%. While students will see per credit charges go up by 2.65%, surcharges were eliminated, thus lowering the overall tuition increase. These actions will help the college ensure that the fee structure is balanced, and that students encounter equitable tuition costs.
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APITAL PROJECTS: COMPLETED AND ONGOING F WING EXPANSION AND RENOVATION (COMPLETE) The F Wing expansion and renovation project will see both the re-development of existing areas and the creation of new spaces. Primary tenants include the Division of Business which serves over 700 students, and the Students’ Association, an integral part of the student experience at the college. Areas in T Wing, which will be vacated by business programs, will provide opportunity to enhance facilities for trades programs. Value Start Complete
$11.5 million 2009 2011
T WING EXPANSION AND RENOVATION (COMPLETE) Expansion and renovation of T Wing is required to meet the needs of the Heavy Equipment Technician, Welder, and Steamfitter/Pipefitter programs. Effective use of space and resources entails modifying existing facilities such as the labs used by the Carpenter program. Value Start Complete
$6.4 million 2008 2010
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F WING PHASE 3 (COMPLETE) The Master F Wing expansion and renovation project is intended to increase access to approved and collaborative business, trades and international training programs with expansion and modernization of the learning environment and operational improvements. Phase 1 consists of a major expansion of the facility with adjacent renovations on the west end of F Wing. Phase 2 consists of renovations to 786 m2 of F Wing’s central core. Funding for phases one and two has been addressed. Phase 3 consists of extension and renovations to the F Wing east end. This phase includes an extension of the loading dock area with improvements to waste management and recycling handling activities, as well as renovation to operations space, theatre change rooms, and hallway areas. This project addresses safety issues such as fire suppression systems and asbestos removal and functionality and space improvements. Value Start Complete
$3 million 2010 2011
SOUTH PARKING LOT AND CULTURAL CENTRE ROAD (ONGOING) This project satisfied the need to supply additional parking on the south side of the campus, provide a much needed access road to the college facilities at the Cultural Centre and to address the poor subsurface drainage problems in the Cultural Centre area. The first phase started in December 2010 and was completed by May 2011. It involved the installation of a storm water collection system to lower the water table and allow proper drainage for the new road and parking lot. Construction of the second phase of the project started in May and will continue on into the winter of 2011. This will see the completion of a new road connecting the college ring road to the Cultural Centre parking lot. An additional parking lot designed for 100 vehicles immediately south of the southern portion of the ring road will be completed for the September 2011 semester. Value Start Complete
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$1.5 million 2010 2012
GOAL
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Student Experience 1.1 We will continue to improve conversion rates by developing methods of building stronger relationships with applicants and introducing better communication strategies.
College conversion rates—the ratio of students moving from application to registration—have improved in the past two years. Successful interventions such as early orientation and enhanced communications will be continued. 1.2 We will continue to enhance communication with students to ensure they are aware of services available with the objective of supporting retention. Ensuring students are aware of the many services provided to support success is an ongoing challenge. However, ongoing efforts such as the “At Your Service Fair” held twice annually are proving to be successful communications tactics when coupled with traditional approaches such as electronic messaging and print-based promotions.
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EDICINE HAT COLLEGE WILL FIRMLY ESTABLISH LEARNING AND THE STUDENT EXPERIENCE AS THE GUIDING INSTITUTIONAL PRIORITY. OUR INSTITUTION WILL BE MEASURED BY THE ACHIEVEMENTS OF OUR STUDENTS AND GRADUATES. WE WILL ENSURE THAT THE LEARNING ENVIRONMENT, COMPRISED OF THE ACADEMIC NEEDS, SOCIAL REQUIREMENTS, AND A RESPECT FOR THE DIVERSITY OF OUR STUDENTS, IS RECOGNIZED AS THE KEY PRIORITY IN ALL WE DO.
1.3 We will maximize use of available space for wellness activities to provide fitness classes, intramural sports and related activities. Access to the college’s wellness facilities is restricted by the lack of available space. The single gymnasium is booked to almost 100 percent capacity, and utilization of the fitness lab continues to grow each semester with fitness classes, personal training sessions and group activities. Student and employee use of the weight room has remained consistent with peak traffic times occurring frequently through each week.
Parent” lapel pin. These socials not only provide the parents with an opportunity to meet the coach and management staff but also to get acquainted with each other. As a result of these socials, parents of each team have created their own parent groups which often travel together to both Rattlers home and road games. The use of streaming video to present Rattlers’ games has provided an effective tool to help parents stay in touch with their student athletes despite distance or schedules. The same tool allows supporters to stay in touch with the Rattlers.
1.4 Relationships with the parents of student-athletes will be enhanced through a variety of programs and services.
1.5 We will continue to develop relationships with future students through activities such as the Annual Science Fair, Connecting Students to Business event, and other community partnerships.
The Rattlers annual Meet the Parents social invites all the parents of each varsity team to a meet-and-greet social prior to the season home opening game. These socials have been very well attended and appreciated by the parents. Each parent in attendance receives a Rattlers clothing piece and a “Rattlers Proud
Each of these events, and others such as Homecoming, continue to be successful methods of linking college and community. The business dinner focuses on relationships between students and employers. Now in its seventh year, the dinner draws over 200 business people annually.
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CONTINUED
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Learning Environment 1.6 We will enhance library technology in partnership with the University of Lethbridge. The culmination of a two-year project with the University of Lethbridge Library saw the launch in the fall semester of the Web 2.0 interface, “Encore.” This provides a user-friendly gateway to a wide variety of resources (print and electronic) from an easy to use search box that links all of the library resources together. 1.7 We will evaluate library services and resources using an internationally recognized survey instrument and by undertaking a comparative analysis of the collections. The library user community was surveyed using the LibQUAL instrument, a valid and reliable tool utilized by academic libraries, and the results led to improvements in services and resources. An electronic evaluation tool was used to analyze the currency and breadth of the library collections with enhancements made as a result. 1.8 We will continue to enhance access to computer resources through the library to ensure they are relevant for all program needs. Computer and electronic access to information was enhanced through the acquisition of additional computer work stations and laptops, the introduction of Mac laptops and e-book readers, and the enlargement of the electronic book collection. 11
1.9 We will investigate methods of redeploying internal, donor and matching funds to mitigate financial barriers that may deter upgrading students. Anticipating an increase in financial concerns as the economic situation became challenging, Medicine Hat College, implemented “The Access Bursary” in January 2010 with resources available through the Renaissance Fund. The fund was utilized 59 times, with a total of $73,539.88 provided in direct intervention to support students. Academic Needs 1.10 We will place additional focus on meeting the needs of students with disabilities through resources and services available at the Vera Bracken Library. The library worked in partnership with the Disabilities Services office to evaluate and enhance the resources available electronically through the library. Diversity 1.11 We will address the needs of new Canadians by evaluating and refining services such as advising and funding. The advising/case management office has worked closely with the ESLC coordinator. We have determined that a single point of entry model works best for students with limited English language skills. Inquiries are always referred to the ESLC coordinator. The ESLC coordinator determines program eligibility and placement level. She then ensures that an appointment is booked with
the Advising/Case Management office if funding is required. We have ensured that no student referred by the ESLC coordinator has been denied funding through one of four possible avenues. This model has led to reduced frustration for students and staff and a steady growth in ESLC enrollment. There were 48 students enrolled in Fall 2009, 57 in Fall 2010 and 65 in Fall 2011. 1.12 The library will promote access to the “Tell Me More” language learning software. This will enhance services to ESL and new Canadians learning English as well as other students learning foreign languages. The library now uses the “Mango Languages” database to assist students with language learning. Workshop sessions are provided to the ESL and new Canadians learning English as well as assistance through the information desk services.
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We will provide students with more opportunities to gain international work and learning experience through enhancement of the International Mobility program.
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PERFORMANCE MEASURES
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STUDENT EXPERIENCE GRADUATE SATISFACTION WITH OVERALL QUALITY OF EDUCATIONAL EXPERIENCE The college’s goal is to sustain levels of excellence.
100
80
60
40
20
0
2003
2005
2006
2007
2009
2010
2011
AET
100
PERCENT OF GRADUATES WHO WOULD RECOMMEND MEDICINE HAT COLLEGE TO OTHERS The college’s goal is to sustain levels of excellence.
80
60
40
20
0
DIVERSITY
5
INTERNATIONAL (VISA) FLE ENROLMENT AS PERCENTAGE OF COLLEGE ENROLLMENT (EXCLUDING ENGLISH AS A SECOND LANGUAGE ENROLLMENTS)
4
2003 2004
2005 2006
2003 2004
2005 2006
2006 2007
2007 2008
2009 2010
2010 2011
2011 2012 (target)
2007 2008
2009 2010
2010 2011
2011 2012 (target)
3
2
1
0
13
2006 2007
GOAL
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Credit Programs 2.1 We will collaborate with Athabasca University to offer the Bachelor of Management, Post-Diploma. This on-site collaboration of the third year of the program was initiated on a trial basis in the 2008/2009 academic year. The program provides degree completion opportunities for both domestic and international graduates of the college’s business administration diploma program. In the past year Medicine Hat College opted to focus more attention on new collaborative programs with Mount Royal University.
2.2 The college will enhance university transfer agreements and processes to support students transferring to or from other postsecondary institutions. We created the Articulation and PLAR Advisor position to enhance our support for transfer. Since 2008/2009 MHC has increased its number of active transfer agreements by 210 in the Alberta Transfer Guide. (From letter from ACAT). In addition, the college renewed transfer agreements with the
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EDICINE HAT COLLEGE WILL CELEBRATE, ENCOURAGE, AND PROMOTE ACADEMIC PROGRAMS OF CHOICE. WE WILL BUILD AND MARKET THE INSTITUTION THROUGH AREAS OF ACADEMIC EXCELLENCE. WE WILL SUPPORT OUR ACADEMIC PROGRAMS IN ACHIEVING THEIR FULL POTENTIAL.
University of Saskatchewan and University of Regina and entered into new agreements with Thompson Rivers University in BC. 2.3 We will attempt to expand our collaboration with Athabasca University to include a Bachelor of Arts degree program on-site modeled on the Bachelor of Management collaborative on-site program. Majors could include Psychology, Sociology, English, and/or History. In the past year Medicine Hat College opted to focus more attention on new collaborative programs with Mount Royal University. 2.4 We will continue to review programs as per usual practice and continue to improve upon the program review template by developing a quantitative and/or numerical index to assist in decision making. Program review (according to the previous process) was suspended during the 20102011 academic year by the new vice-president academic. A new and more comprehensive system of program review (involving a
thorough program self-study and site visits from external reviewers) will be launched via a pilot program (involving one program from each academic division) that will run from January - December 2012. 2.5 We will continue to work with disabled students in an appropriate manner and according to the legislated requirements. The college served 233 students with a diagnosed disability in 2010-11 with significant increases in the numbers of students diagnosed with ADHD, learning disabilities and psychiatric disorders. In this period the number of students with multiple disabilities has rose from eight to 44 students. Service adjustments included: • Note Taker: one student in a classroom is now offered an honorarium to take notes and deliver them to Disabilities Services after class to be photocopied and distributed to students requiring this service. This is an anonymous service and protects the student’s privacy as well as the note taker’s privacy.
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• Academic Strategies: academic strategy workshops are now offered on a variety of topics. Furthermore, students must attend a Strategies workshop and be referred by the Academic Strategist in order to meet with the Tutor. • Tutor: rather than hire a tutor for each student, we are hiring one tutor who can be accessed by students on a drop-in basis. This provides timely accessibility for students by a professional educator. • Exams on audio CD: we are offering audio CDs rather than human readers during exams. Exams in audio format safeguard against students gaining clues from human readers. • Alternate format: training sessions are now provided for students to learn how to scan their textbooks and other printed materials to software that will read text. This independence and use of technology will carry them through their working careers. • Assistive technology training: small group assistive technology sessions are taught by the assistive technologist. Group instruction benefits students by sharing and learning from their peers. 2.6 We will continue to mitigate barriers to access by better explaining and communicating admission and registration processes. The new website is the primary vehicle for this enhancement. A completely revised college website was launched on November 1, 2010. This site refreshed presentation of admissions information using a step-by-step explanation as well as information targeting the needs of specific student types such as high school, mature, transfer, and international. This approach was combined with a deliberate effort to remove jargon, and strip away unnecessary administrative language.
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2.7 We will suspend delivery of the Emergency Communications and Response (ECR) program which continues to struggle to attract an economically sustainable cohort despite promotional efforts. This program has suffered in part due to media coverage and confusion about the future of the local 911 call centre. Once restructuring of emergency communications in the province has been settled, conditions may be right for program reactivation. This program was terminated. 2.8 We will enhance on campus degree completion based upon our new Memorandum of Agreement with Mount Royal University. The fourth year of the Bachelor of Business Administration begins in 2010-2011. In 2010-2011 Medicine Hat College developed the contract and submitted the program proposal for system approval. Developing a new and innovative model for degree partnership is a significant achievement. International Education 2.9 We will continue to recruit international students with a focus on the Far East, Mexico and South America. International students are a vital component of Medicine Hat College’s student population. In 2010-2011, the college’s recruitment efforts in India began to show results with a strong initial cohort. 2.10 We will continue to seek, develop, and promote international experience opportunities for students through our Student Mobility program.
CONTINUED
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The student mobility program continues to grow. In the past year, students in the Division of Business participated in facultyled exchanges to South Korea, Malaysia, Japan, and China. Individual student exchanges for one semester continue to be steady most notably in Japan, South Korea, and Thailand. Medicine Hat College students are becoming aware of these opportunities by continued efforts by the International Education office through presentations in the classroom, Facebook group, and cooperation with the Students’ Association. Apprenticeship Programs 2.11 We will offer all three years of the Rig Technician apprenticeship program in response to industry demand. Medicine Hat College has successfully deployed this new apprenticeship program. Industry and student response has been positive, and the college is striving to develop training supports that will further enhance the quality of this program. 2.12 We will continue to provide access to apprenticeship programs in response to requests from Alberta Apprenticeship & Industry Training. Enrolment in the college’s apprenticeship programs remains strong reflecting the ongoing economic development of the region. The partnership with Alberta Apprenticeship & Industry Training is strong allowing the college to adapt offerings to meet the requirements of government and industry. 2.13 We will continue to expand our preemployment trades program offerings in response to industry demand.
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Pre-Employment Welding and Electrical Programs have been successfully implemented and continue to meet with enthusiasm from the community; thus, Continuing Studies will move forward with long range planning to offer pre-employment programs in additional trades, subject to the availability of capital and human resources, in alignment with – and to accommodate more of – the apprenticed trades currently being offered through the Trades Department. Non-Credit Programs 2.14 We will continue to offer short term programs and competency training programs to meet the needs of the community, industry, and business. Response to workplace and employmentrelated programs is strong. Enrolment in these types of non-credit programs during the current economic climate has reflected the inclination of students, especially those interested in increasing their employment opportunities, to attend both open and closed enrolment contract training courses and programs, such as are often arranged by employers and employment agencies. As is typical, regardless of economics, general interest programming continues to fluctuate as interests shift and wane.
Support Academic Programs 2.15 We will enhance program awareness by improving the college website. A completely revised college website was launched on November 1, 2010. A major goal of the project was the presentation of program and course information in an equitable manner. Further, site visitors are able to view programs based on an variety of exploration methods, and individual programs are explained in complete detail. 2.16 We will enhance distance learning options, and add flexibility to existing programs where possible by working with subject matter experts to add distance learning courses and programs Distance learning options continue to be varied, including various types of blended models for a combination of distance and face-to-face delivery in a number of programs, including Kinesiology (UT Science), and Health Studies (OTA/PTA/ SLP). The development of the DBBS program to be fully online continues, with support from eCampus Alberta.
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PERFORMANCE MEASURES
2
CREDIT PROGRAMS Medicine Hat College considers graduate employment and student enrollment to be strong indicators of the success of credit programming. GRADUATE EMPLOYMENT 100
80
60
40
20
0
2003 2004
2005 2006
2006 2007
2007 2008
2009 2010
2010 2011
2011 2012 (target)
AET target
COLLEGE ENROLMENT
Headcount FLE * includes off-shore students
FLE ENROLLMENTS BY PROGRAM BAND
6000
6000
800 700
5000
5000
600 4000
4000 500 3000
3000
400 300
2000
2000
200 1000
1000 100 0
2000 2001
2001 2002
2002 2003
2003 2004
2004 2005
2005 2006
2006 2007
2007 2008
COLLEGE TOTAL
17
2008 2009
2009 2010
2010 2011*
0
0 2000 2001
2001 2002
2002 2003
2003 2004
2004 2005
2005 2006
2006 2007
2007 2008
2008 2009
BROOKS CAMPUS
2009 2010
2010 2011
2000 2001
2001 2002
2002 2003
2003 2004
2004 2005
2005 2006
2006 2007
2007 2008
2008 2009
2009 2010
MEDICINE HAT CAMPUS
2010 2011
GOAL
3
M
EDICINE HAT COLLEGE WILL DEVELOP AND STRENGTHEN ITS RESOURCES. WE WILL PROVIDE LEADERSHIP AND THE RESOURCES TO FACILITATE A LEARNING ORGANIZATION.
Human Resources 3.1 We will prepare for and launch contract negotiations with the Medicine Hat College Faculty Association which are expected to commence in the spring of 2011.
The college prepared for and entered negotiations with both the Faculty Association and AUPE. Advance research was conducted to gain a better understanding of compensation at similar institutions in Alberta and within the local market. Both sets of negotiation continued into the 20112012 fiscal year. 3.2 We will continue to expand secure web access for employees through the launch of an on line absence reporting system and expanded on line access to human resources reports. The human resources department has expanded online access to information, notably at-home access to earning statements. A pilot project was also launched providing deans with a ‘dashboard’ of employee information. If this system proves useful, the service may be extended to other managerial employees.
3.3 We will conduct an employee survey to review the services provided by Human Resources. The intent of this goal was to ensure that HR services meet the needs of employees and their managers. Progress in 2010-2011 focused on evaluation of services offered to new employees. 3.4 We will embark upon a Personal Assessment of the College Environment survey which measures leadership and institution effectiveness. The Personal Assessment of the College Environment (PACE) survey was conducted through 2010-2011. This evaluation instrument is particularly useful as it is possible to compare Medicine Hat College to previous surveys on campus as well as to other educational institutions. Overall results showed strong indications of a healthy campus climate or high Consultative system. It is particularly rewarding to note that the Student Focus category received the highest mean score.
3.5 We will protect the health, safety and security of the college community by implementing the Emergency Response Plan and training staff on its application. Significant progress was made in the previous fiscal year including research and acquisition of an enhanced emergency alarm system that will improve messaging with voice, computer and other alerts. As the system is installed in 2011-2012, training and awareness sessions will continue. 3.6 We will conduct an audit of the college’s Occupational Health and Safety systems to achieve a provincial Certificate of Recognition. An audit of the Occupational Health and Safety Management system by an external auditor was successful in 2011. The College become only the third post secondary institution in the province to receive the provincial Certificate of Recognition under the Partnerships in Injury Prevention program which sets safety benchmarks for all industries in the province. This success 18
resulted in a a WCB refund of over $14,000 in 2011 and will result in a $18,000 reduction in premiums in 2012. The recognition of the college’s efforts in this area also resulted in an award from the Medicine Hat Chamber of Commerce for the top workplace safety progam. Physical Resources 3.7 We will strive to ensure college facilities provide a clean, safe and vibrant place for students, employees and the community. In 2010-2011, the college will continue a broad campus renewal program including: trades modernization, F Wing ancillary support renovations, expansion to shipping/ receiving and recycling programs. Though projects occasionally suffered delays, the college substantially completed construction and renovation projects in 2010-2011. The majority of funding was provided thanks to the generous support of the Province of Alberta. Federal Knowledge Infrastructure Program grants increased the scope and scale of these valuable projects. 3.8 We will increase the environmental stewardship of our facilities by implementing a formal environmental management system. Research is ongoing in how to implement an environmental management system. However, current resources limit the college’s ability to take action in this area. 3.9 We will improve security by expanding our policies and procedures, by enhancing our video monitoring and by developing our emergency notification system designed to ensure that the college remains a safe place to learn and work.
19
August 2011 saw the awarding of the security contract to a new company, Corps of Commissionaires. The new contractor updated and retrained staff to meet higher internal standards. The college implemented a new emergency management policy which sets out the conditions for the new emergency response plan. This plan lays out the college’s response to unusual events and prepares all employees to deal with these events. All college employees were issued updated Individual emergency response procedures. All emergency wardens were trained in how to respond to lockdown procedures. The emergency broadcast system was installed and tested and is fully operational. College users will be trained in the use of this system using a training video filmed at the college early in 2012. The filming of the video also involved a joint exercise with the City Police tactical squad to prepare for an armed intruder event. The video surveillance system is being upgraded by the IT section, with external cameras now in place covering all parking lots and a new server being brought online in January. Completion of the project early in 2012 will see over 150 cameras being available. The implementation of these two capital infrastructure projects will allow campus security to respond more effectively to threatening events at any time of the day or night and minimize the effect on the institution. 3.10 We will commence detailed planning to provide suitable space for the Visual Communications program. The college worked with one of its key partners, the City of Medicine Hat, in an effort to make better use of the investment in the Cultural Centre. The initial aim of the project was to gain access to 100 percent
CONTINUED
3
of the space available by working with the City to facilitate the provision of new space for key stakeholders. While this initial proposal was not successful, the College and City continue to seek effective solutions to the needs of the partners and community stakeholders. 3.11 We will work with regional stakeholders to enhance planning for expanding sport and wellness facilities. Once the needs of the Visual Communications program are met, Sport & Wellness facilities will be the college’s top capital priority. In the past year the college began reviewing and updating a 2007 business plan for these facilities as existing capacity is below the standard required for competition in all collegiate sports. Financial Resources 3.12 We will expand our efforts to attain private sector support for college programs, services and facilities. We will focus upon student financial awards, the conservatory, and entrepreneurship. Capital projects will include Visual Communications, Sport & Wellness, and Alumni Hall. The foundation has been successful in stewarding existing donors but also bringing in $763,978.72 of new donor money over the past year. The new funds went towards assisting financial awards, entrepreneurship activities, conservatory programming and introducing the concept of sports and wellness giving through establishing the Trail & Trees campaign. 3.13 We will conduct a strategic investment review that includes investment policy and investment manager services.
CONTINUED
3
This review begain in 2010-2011 and progress continues. The board has hired a third party to look into doing a policy review and to draft a new investment policy. Information Technology 3.14 We will continue to implement an integrated Student Information System to enhance service to students and to increase the timeliness and accuracy of reports for management. We further developed a central data store to accommodate the passing of data more easily between various college IT systems. 3.15 We will maintain and improve technical resources by following the college information technology plan. MHC continued to implement new networking and server systems following our technology plan. This ongoing work was bolstered by the completion of a major server and storage infrastructure upgrade in early 2010 that was funded significantly through KIP grant money. We also worked to develop a new technology plan for the 2011-2014 time period. 3.16 We will work collaboratively with academic and support departments to align technology related services with the needs of students, faculty and staff. Several initiatives reflected ever stronger collaboration including the deployment of a new student email service, an employee VPN service, and expanding and adjusting of wireless services to better meet user needs. 3.17 We will gain efficiency by continuing to deploy modern software solutions to monitor, deploy and maintain technical services.
KIP grant funding assisted MHC to deploy new hardware just prior to this fiscal year that allowed us to put in place Microsoft and HP system management solutions. These systems are now in place and are being tweaked for optimal use.
The project to integrate the library and student information systems was successfully completed through a partnership between Library Services, Student Services, Information Technology Services, the University of Lethbridge, and the vendors.
3.18 We will advance IT services to students and employees by deploying more wireless access points on campus, and by moving towards a technology standard in instructional spaces.
Leadership We will enhance student enrolment and retention efforts through the leadership of the enrolment management committee. In 2010 – 2011 we will:
During this time period we deployed a standard instructional technology equipment set to nearly all classrooms and expanded wireless services to cover most of the Medicine Hat campus area. This goal is substantially complete. MHC will continue to evaluate and adjust our classroom technology and networking infrastructure to serve college needs.
• Continue to impact conversion rates and inquiry response processes based on positive results in the previous year.
3.19 We will work with College Advancement and other departments to implement a new MHC website to better serve the needs of the college. As noted elsewhere, this process was completed and a new website launched. Feedback through the year has been positive including evaluation by third-party experts. 3.20 We will continue to work with Advanced Education and Technology and other postsecondary institutions on a multi-year project to apply an IT control framework. We continued involvement in this project and will provide status updates to the OAG as appropriate. 3.21 We will integrate the student information system with the library system to streamline services to students.
Medicine Hat College has continued a positive communication process; ensuring relationships with applicants are reinforced though the enrolment cycle. We believe these ongoing efforts will foster appropriate conversion rates. • Enhance our scholarship & bursary program to help students whose efforts to complete their programs are threatened by the cost of education. Anticipating an increase in financial concerns as the economic situation became challenging Medicine Hat College implemented “The Access Bursary” in January 2010 with resources available through the Renaissance Fund. The fund was utilized 59 times, with a total of $73,539.88 provided in direct intervention to support students. • Build greater awareness of the role of employees in student retention by involving faculty, offering development and training, and other initiatives to help students complete their programs.
20
PERFORMANCE MEASURES
The college’s Strategic Enrolment Management (SEM) team includes three sub-comittees addressing marketing, student awards, and student retention or success. In the past year, the Student Success group re-focused efforts on the concept of ‘persistence’ which better describes Medicine Hat College’s efforts to support student transitions and laddering. The research and discussion have increased the college’s understanding of existing data and student needs, critical steps toward a renewed SEM plan. 3.23 Student Services staff will participate in the PLAR professional development opportunities being provided by Alberta Advanced Education and Technology.
STUDENT SATISFACTION WITH FACILITIES AND SERVICES Access to computers Quality of computers Medicine Hat College student email system Overall appearance and cleanliness of the campus The classroom environment (e.g. lighting, heating, seating) Quality of Library Resources
100
80
Three student services staff participated in the various PLAR professional development opportunities provided by AET. In addition, there was participation by at least two faculty and a dean.
60
3.25 We will launch the college’s renewed strategic plan.
40
Medicine Hat College completed the renewed strategic document, sharing it first with employees at College Day 2010. The strategy document has a strong inward focus recognizing that the will and capacity to provide relevant opportunities for students and the community must come from college employees.
21
3
20
0
2006 2007
2007 2008
2009 2010
2010 2011
2011 2012
GOAL
4
Effective Community Partnerships 4.1 We will launch the ‘Centre for Entrepreneurship’ concept as part of F Wing renovations. Developing community partners for this venture will be critical to success.
In August 2010, Medicine Hat College partnered with the RBC Foundation to establish an Entrepreneur Development Centre (EDC) to foster and enhance an entrepreneurial culture at MHC, work with students and faculty to realize that entrepreneurship is a valued career option, develop cross-curriculum resources and leverage existing resources to provide education and training across college credit and non-credit programs, and, contribute to building the entrepreneurial capacity of the larger community through enhanced partnering with organizations such as EntreCorp, Economic Development Alliance, Palliser Economic Partnership, and the Chamber of Commerce. The EDC has implemented new programs to meet these objectives by piloting an Entrepreneur Work Term in collaboration with the Division of Arts; hosting monthly
M
EDICINE HAT COLLEGE WILL ESTABLISH COLLABORATIVE LEARNING OPPORTUNITIES AND EFFECTIVE COMMUNITY PARTNERSHIPS. WE WILL ACTIVELY SEEK AND SECURE COLLABORATIVE PROGRAMMING AND CREDENTIAL GRANTING OPPORTUNITIES. WE WILL CONNECT WITH ALUMNI AND MAKE A POSITIVE STRATEGIC IMPACT WITH KEY STAKEHOLDERS IN THE REGION.
Lunch and Learn sessions attended by students from across campus, and engaging over 350 students about entrepreneurship as a viable career.
increase, as does sponsorship and support for the event. The college may continue hosting the event until the 50th anniversary year.
4.2 We will pursue the collaborative learning and business development opportunities available through the Alberta Advanced Education and Technology Voucher, Technopreneurship and Technical Development Advisor initiatives.
Impact with Key Stakeholders 4.4 We will further define the college’s role and responsibility, and those of regional adult learning councils, as stewards for advanced education in the Medicine Hat service area.
The college encountered limited success with the voucher process, launching one bid that did not succeed. The effectiveness of these and similar efforts will increase as the college strengthens resourcing for applied research and innovation. Connect with Alumni 4.3 We will enhance alumni relationships with enhanced communications, social networking, and continuing the annual Homecoming event. Homecoming 2010 was the college’s sixth event following the launch of the concept during the 40th anniversary in 2005. Alumni and community attendance continues to
Four meetings with the regional CALC groups took place during the 2010-2011 academic year. As a result, there have been various projects developed jointly between the college and the CALCs to support ELS-C and literacy within the region, including a partnership with the BCALC in Brooks to serve the transitional learning needs more effectively as students move through the various CLB levels toward employability. (We will pilot several initiatives with the CALCs in 2012-13, involving the blending of workforce training with language/ terminology acquisition, in the trades and in health care aide.)
22
4.5 We will strengthen the college’s emerging academic research capacity and potential. Activities in 2010-2011 will include: working to develop a research office, completing the development and approval of related policy, stewarding research resources available from the Alberta Association of Colleges and Technical Institutes, and working with the South East Alberta Watershed Alliance to define research opportunities for the college in the ‘state of the watershed’ report which will require research input from a variety of private, government and some academic sources. We have hired a manager of innovation and scholarship who takes up the position on January 1, 2012. The Research Management Committee has developed numerous (20) policies that will support the research mandate and framework of Medicine Hat College. The MHC Innovation/ Scholarship Framework was developed and presented to President’s Council in February 2011. The first innovation symposium (Innovate@MHC) was held in October 2011. Institutional resources have been allocated to this area, and several recent rounds of internal small grants have been made available to college staff for project development/investigation in innovation, scholarship and teaching/learning (including four teaching residencies). The Office of Innovation and Scholarship will launch officially in January, 2012, and the primary goals of that office will be to assist staff in developing research/innovation/scholarship projects, and developing partnerships with industry using an incubation model that links college activity with that of our Entrepreneur Development Centre, and the Regional Innovation Network (Apex Alberta/Southeast Alberta).
23
CONTINUED
4
CONTINUED
4
4.6 We will strive to expand collaborative relationships with school divisions in the Medicine Hat service region. The main thrust will be to develop joint action plans to improve regional transition and post secondary attainment rates. 2010-2011 We successfully entered discussion with the MH Catholic School District to secure dual credit options for courses in visual media/communication and kinesiology, set to be offered in 2012. 2011-2012 We are about to enter a collaborative partnership with the two districts in the Brooks region (Grasslands public; and Christ the Redeemer - Catholic), that will see pre-employment offerings and a newly reconstituted UT first-year experience program launched in Brooks in August/ September 2012. And we will begin in January to work on a joint agreement with Medicine Hat District No. 76 on an extensive arrangement of dual and advanced credit options involving CTS modules and several college courses. 4.7 Relationships with the high school coaches will be enhanced through a variety of programs and services. The Alberta Sport Development Centre(ASDC) – SE staff continue to work with local coaches to support their needs
through presentations and workshops. Specifically, coaches seek the expertise of the ASDC-SE nutrition and exercise experts to lead sessions for both their high school student-athletes, as well as fellow coaches. An ASDC-SE initiative in the fall of 2010 was to develop an email database comprised of local coaches and sport stakeholders. The intention was to increase direct communication with all local coaches. The database has proven to be effective throughout the year, as it has provided a tool to keep the sport community apprised of regional sport programs, services and presentations. The Rattlers hosted or sponsored three separate high school all-star games in 201011. These included soccer, volleyball and basketball. The most successful event was a newly formatted basketball all-star game. The local media selected the all-star teams based on nominations from the high school coaches. The Rattlers head coaches and assistant coaches then coached these teams in the annual Rattlers High School Basketball All-star game. All three events took place on the Medicine Hat College campus and were very well attended by high school players, students, fans and parents. All these events have helped enhance relationships between the high school coaches and the Rattlers coaches, but have also exposed hundreds of high school students to Medicine Hat College.
24
4
PERFORMANCE MEASURES
FUND DEVELOPMENT – DOLLARS EARNED 1500000
1200000
900000
600000
300000
0
Medicine Hat College considers enrollment in non-credit programs to be a strong indicator of alignment to community expectations.
NON-CREDIT ENROLLMENTS (COURSE REGISTRATIONS) CONTINUING STUDIES, CONSERVATORY OF MUSIC AND DANCE
8000 7000 6000 5000 4000
Conservatory of Music and Dance Continuing Studies Total
3000 2000 1000 0
2005 2006
2006 2007
2007 2008
2009 2010
2010 2011
2011 2012 (target)
(
NON-CREDIT ENROLLMENTS (UNDUPLICATED HEADCOUNT) CONTINUING STUDIES, CONSERVATORY OF MUSIC AND DANCE
g )
5000
4000
3000
2000
Conservatory of Music and Dance Continuing Studies Total
1000
0
25
2005 2006
2006 2007
2007 2008
2009 2010
2010 2011
2011 2012
2005 2006
2006 2007
2007 2008
2008 2009 (estimate)
2009 2010 (target)
2010 2011 (target)
2011 2012 (target)
T
UITION FEES REGULATION COMPLIANCE INFORMATION
Statement of total tuition fee revenue from programs under Tuition Fee policy
$8,299,674
Statement of net operating expenditures
$39,806,973
Calculation of tuition fee revenue as a percentage of net operating expenditures
21%
26
27
P
ROGRAMS
ACADEMIC UPGRADING / ADULT
ERSHIP, BACHELOR OF APPLIED SCIENCE
OFFICE TECHNOLOGY
BASIC EDUCATION (ABE) / COLLEGE PREPARATION
EDUCATION ASSISTANT
PARAMEDIC, BACHELOR OF APPLIED HEALTH SCIENCE
ADDICTIONS COUNSELLING
EDUCATION, BACHELOR OF
PHYSICAL THERAPIST ASSISTANT
ADMINISTRATIVE OFFICE MANAGEMENT
ELECTRICIAN
PLUMBER
ENGLISH AS A SECOND LANGUAGE (ESL)
POLICE & SECURITY
ARTS (UNIVERSITY STUDIES) AUTOMOTIVE SERVICE TECHNICIAN
ENVIRONMENTAL RECLAMATION TECHNICIAN
POWER ENGINEERING TECHNOLOGY PRACTICAL NURSE
BUSINESS ADMINISTRATION ENVIRONMENTAL SCIENCE
RIG TECHNICIAN
COMPUTER AIDED DRAFTING AND DESIGN (CADD) & TECHNICAL ILLUSTRATOR
GENERAL (APPLIED STUDIES), BACHELOR OF
CARPENTER
GLOBAL TOURISM & MARKETING
CHILD & YOUTH CARE COUNSELLOR
HEALTH CARE AIDE HEAVY EQUIPMENT TECHNICIAN
COMMERCE / MANAGEMENT (UNIVERSITY STUDIES)
SCIENCE AND ENGINEERING (UNIVERSITY STUDIES) SOCIAL WORK (DIPLOMA, UT AND ON CAMPUS DEGREE) SPEECH LANGUAGE PATHOLOGIST ASSISTANT
HUMAN SERVICES, BACHELOR OF PROFESSIONAL ARTS
STEAMFITTER/ PIPEFITTER
COMMERCE /MANAGEMENT, BACHELOR OF
INFORMATION TECHNOLOGY
TRAVEL COUNSELLOR
COMMUNICATIONS STUDIES, BACHELOR OF PROFESSIONAL ARTS
MANAGEMENT STUDIES
CRIMINAL JUSTICE, BACHELOR OF PROFESSIONAL ARTS EARLY LEARNING & CHILD CARE ECOTOURISM & OUTDOOR LEAD-
UNIVERSITY STUDIES, GENERAL
MASSAGE THERAPY/ SPORTS MASSAGE THERAPY
VISUAL COMMUNICATIONS, BACHELOR OF APPLIED ARTS (OR POST DIPLOMA OR DEGREE CERTIFICATE)
NURSING, BACHELOR OF WELDER OCCUPATIONAL THERAPIST ASSISTANT
28
OTHER PROGRAMMING CONSERVATORY OF MUSIC AND DANCE CONTINUING STUDIES ENGLISH AS A SECOND LANGUAGE (ESL)
29
Medicine Hat College Consolidated Financial Statements June 30, 2011
30
MEDICINE HAT COLLEGE
CONSOLIDATED FINANCIAL STATEMENTS JUNE 30, 2011
Independent Auditor’s Report Consolidated Statement of Financial Position Consolidated Statement of Operations Consolidated Statement of Changes in Net Assets Consolidated Statement of Cash Flows Notes to the Consolidated Financial Statements
31
Independent Auditor's Report
To the Board of Governors of Medicine Hat College
Report on the Consolidated Financial Statements I have audited the accompanying consolidated financial statements of Medicine Hat College, which comprise the consolidated statement of financial position as at June 30, 2011 and the consolidated statements of operations, changes in net assets and cash flows for the year then ended, and a summary of significant accounting policies and other explanatory information.
Management's Responsibility for the Consolidated Financial Statements Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with Canadian generally accepted accounting principles, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.
Auditor's Responsibility My responsibility is to express an opinion on these consolidated financial statements based on my audit. I conducted my audit in accordance with Canadian generally accepted auditing standards. Those standards require that I comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected depend on the auditor's judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity's preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.
Opinion In my opinion, the consolidated financial statements present fairly, in all material respects, the financial position of Medicine Hat College as at June 30, 2011, and the results of its operations, changes in net assets and its cash flows for the year then ended in accordance with Canadian generally accepted accounting principles. (Original signed by Merwan N. Saher, CA)
Auditor General October 25, 2011 Edmonton, Alberta
32
MEDICINE HAT COLLEGE
CONSOLIDATED STATEMENT OF FINANCIAL POSITION AS AT JUNE 30, 2011 2011 ASSETS Current Cash and cash equivalents (Note 3) Accounts receivable Inventories Prepaid expenses
17,816,684 1,074,436 255,348 306,351
$
Investments (Note 4) Capital assets (Note 5)
LIABILITIES AND NET ASSETS Current Liabilities Accounts payable and accrued liabilities Accrued vacation pay Current portion of long-term debt (Note 7) Deferred contributions (Note 8) Deferred revenue
2010
$
20,991,642 858,661 280,047 343,612
19,452,819
22,473,962
12,363,936 81,277,911
11,301,282 77,063,732
93,641,847
88,365,014
$
113,094,666
$
110,838,976
$
2,126,992 1,171,549 121,451 2,512,254 1,045,409
$
3,610,279 1,118,407 114,307 1,476,919 871,589
Employee future benefit liabilities (Note 6) Long-term liabilities (Note 7)
6,977,655 234,809 3,061,392
7,191,501 163,090 3,182,842
Deferred contributions, capital (Note 8)
3,560,185
7,454,586
59,582,816
55,488,376
66,439,202
66,288,894
7,270,877 316,434 8,439,000 18,512,252 5,139,246
12,374,049 (42,829) 2,239,000 18,278,207 4,510,154
39,677,809
37,358,581
Unamortized deferred capital contributions (Note 9) Net Assets Unrestricted Accumulated excess of revenue over expenses Accumulated net unrealized gain (loss) on investments (Note 10) Internally restricted (Note 11) Investment in capital assets (Note 12) Endowments (Note 13) $
113,094,666
Contingent liabilities and contractual obligations (Note 20 and 21) Approved by the Board of Governors: (original copy signed)
(original copy signed)
Chair, Board of Governors
President
The accompanying notes are part of these consolidated financial statements. 33
$
110,838,976
MEDICINE HAT COLLEGE
CONSOLIDATED STATEMENT OF OPERATIONS FOR THE YEAR ENDED JUNE 30, 2011
2011 Budget
Actual
2010 Actual
(Note 22)
Revenue $ Government of Alberta grants Federal and other government grants Student tuition and fees Sales of service and products Donations Investment income (Note 16) Amortization of deferred capital contributions (Note 9)
Expense (Note 17) Salaries and benefits (Note 19) Supplies and services Utilities Scholarships and bursaries Cost of goods sold Interest on long-term liabilities Amortization of capital assets
Excess of revenue over expense
$
31,322,000 $ 483,700 11,480,900 4,327,100 150,000 679,800 2,424,600
31,515,941 $ 629,034 11,699,240 4,348,754 500,284 683,134 2,571,403
32,363,519 775,584 11,214,453 4,618,227 303,488 434,835 2,051,788
50,868,100
51,947,790
51,761,894
31,985,600 10,990,800 1,210,700 367,500 1,340,100 206,500 4,520,600
32,412,971 10,252,530 1,022,389 650,444 1,235,453 204,897 4,838,233
31,378,747 10,180,676 871,843 410,902 1,266,098 211,691 4,178,700
50,621,800
50,616,917
48,498,657
246,300 $
The accompanying notes are part of these consolidated financial statements.
34
1,330,873 $
3,263,237
MEDICINE HAT COLLEGE
CONSOLIDATED STATEMENT OF CHANGES IN NET ASSETS FOR THE YEAR ENDED JUNE 30, 2011
Unrestricted Net Assets Accumulated Accumulated Excess of Net Unrealized Revenue Over Gain (Loss) on Expenses Investments Net Assets , June 30, 2009
$
Excess of revenue over expense Investment income Endowment contributions Net transfers Net change in investment in capital assets (Note 12) Net Assets , June 30, 2010 Excess of revenue over expense Investment income (Note 10) Endowment contributions Net transfers Net change in investment in capital assets (Note 12) Net Assets, June 30, 2011
$
10,653,554
$
Internally Restricted Net Assets
(338,114) $
2,114,000
Investment in Capital Assets and Collections $
16,860,465
Endowments $
3,887,063
3,263,237 (125,000) (1,417,742)
295,285 -
125,000 -
1,417,742
623,091 -
12,374,049
(42,829)
2,239,000
18,278,207
4,510,154
1,330,873 (6,200,000) (234,045)
359,263 -
6,200,000 -
234,045
629,092 -
7,270,877
$
The accompanying notes are part of these consolidated financial statements.
35
316,434
$
8,439,000
$
18,512,252
$
5,139,246
MEDICINE HAT COLLEGE
CONSOLIDATED STATEMENT OF CASH FLOWS FOR THE YEAR ENDED JUNE 30, 2011
2011 Budget
Actual
2010 Actual
1,330,873 $
3,263,237
(Note 22)
Cash provided from (used in) operating activities Excess of revenue over expense Add (deduct) non-cash items: Amortization of capital assets Amortization of deferred capital contributions Loss on disposal of capital assets Change in employee future benefit liabilities Total non-cash items
$
Net changes in non-cash working capital (*)
Cash provided from (used in) investing activities Acquisition of capital assets Net purchase of long-term investments
Cash provided from (used in) financing activities Capital contributions Repayment of long-term debt Endowment contributions
246,300 $ 4,470,600 (2,424,600) 50,000 2,342,300
4,754,713 (2,571,403) 83,520 71,719 3,669,422
(763,000)
(536,408)
4,094,221 (2,051,788) 84,479 11,761 5,401,910 640,841
1,579,300
3,133,014
6,042,751
(6,929,400) 2,493,000
(9,052,411) (541,788)
(15,557,832) 11,876,936
(4,436,400)
(9,594,199)
(3,680,896)
(113,900) 100,000
2,771,442 (114,307) 629,092
2,896,994 (107,583) 623,091
(13,900)
3,286,227
3,412,502
Increase (decrease) in cash and cash equivalents
(2,871,000)
(3,174,958)
5,774,357
Cash and cash equivalents, beginning of year
16,143,200
20,991,642
15,217,285
$
13,272,200 $
17,816,684 $
20,991,642
(*) Net changes in non-cash working capital (Increase) decrease in accounts receivable $ (Increase) decrease in inventories (Increase) decrease in prepaid expenses Increase (decrease) in accounts payable and accrued liabilities Increase (decrease) in accrued vacation pay Increase (decrease) in unearned revenue Increase (decrease) in deferred contributions
(71,000) $ (20,000) (14,000) (832,000) 53,000 46,000 75,000
(215,775) $ 24,699 37,261 (1,483,287) 53,142 173,820 873,732
$
(763,000) $
(536,408) $
Cash and cash equivalents, end of year (Note 3)
The accompanying notes are part of these consolidated financial statements. 36
505,306 101,653 (70,055) (190,032) 100,282 (15,945) 209,632 640,841
MEDICINE HAT COLLEGE NOTES TO THE CONSOLIDATED FINANCIAL STATEMENTS FOR THE YEAR ENDED JUNE 30, 2011 Note 1
Authority and Purpose The Board of Governors of Medicine Hat College is a corporation which manages and operates Medicine Hat College (“the College”) under the Post-Secondary Learning Act (Alberta). All members of the board of governors are appointed by either the Lieutenant Governor in Council or the Minister of Advanced Education and Technology, with the exception of the President, who is an ex officio member. Under the Post-Secondary Learning Act, Campus Alberta Sector Regulation, the College is a comprehensive community institution offering diploma and certificate programs as well as a full range of continuing education programs and activities. The College is a registered charity, and under section 149 of the Income Tax Act (Canada), is exempt from payment of income tax.
Note 2
Summary of Significant Accounting Policies and Reporting Practices (a)
General – GAAP and Use of Estimates These financial statements have been prepared in accordance with Canadian generally accepted accounting principles, known as G AAP. The measurement of certain assets and liabilities is contingent upon future events; therefore, the preparation of these financial statements requires the use of estimates, which may vary from actual results. College management uses judgment to determine such estimates. Amortization of capital assets are the most significant items based on estimates. In management’s opinion, the resulting estimates are within reasonable limits of materiality and are in accordance with the significant accounting policies summarized below. These significant accounting policies are presented to assist the reader in evaluating these financial statements and, together with the following notes, should be considered an integral part of the financial statements.
(b)
Consolidated Financial Statements The financial statements are prepared on a consolidated basis and include the accounts of the following controlled entity: • Medicine Hat College Foundation
(c)
Financial Instruments The College’s financial assets and liabilities are generally classified and measured as follows: Financial Statement Components Cash and Cash Equivalents Accounts Receivable Investments Accounts Payable and Accrued Liabilities Long-Term Debt 37
Classification Held for Trading Loans and Receivable Available for Sale Other Liabilities Other Liabilities
Measurement Fair Value Cost Fair Value Cost Amortized Cost
Note 2
Summary of Significant Accounting Policies and Reporting Practices (continued) (c)
Financial Instruments (continued) The College’s financial instruments are recognized on their trade date and transaction costs related to all financial instruments are expensed as incurred. Financial assets classified as available-for-sale are measured at fair value with changes in fair value recognized in the Statement of Changes in Net Assets or deferred contributions as appropriate until realized, at which time the cumulative changes in fair value are recognized in the Statement of Operations. The carrying value of cash, receivables, payables, and accruals approximate their fair value due to the relatively short periods to maturity of the instruments. The fair value of investments is market value. When the market value of an investment falls below its cost and the decline is determined to be other-than-temporary, the cumulative loss that had been recognized directly in net assets is removed and recognized directly in the Statement of Operations even though the financial asset has not been derecognized. Impairment losses recognized in the Statement of Operations for a financial instrument classified as available-for-sale are not reversed in subsequent years. As permitted for Not-for-Profit Organizations, the College has elected to not apply the standards on derivatives embedded in non-financial contracts, and the College has elected to continue to follow CICA 3861: Disclosure and Presentation. Financial statements are exposed to market risk, liquidity risk, credit risk, interest rate risk, and commodity price risk. Market Risk The College is subject to market risk, foreign currency and interest rate risk with respect to its investment portfolio. T o manage these risks, the College has established a t arget mix of investment types designed to achieve the optimal returns within reasonable risk tolerance. Liquidity Risk The College maintains a short-term of credit that is designed to ensure available funds to meet current and forecasted financial requirements as cost effectively as possible. Credit Risk The credit risk for accounts receivable is relatively low as the majority of balances are due from government agencies and corporate sponsors. C redit risk from tuition is managed through restricted enrolment activities for students with delinquent balances and maintaining standard collection procedures. Interest Rate Risk Interest rate risk is the risk to the College’s earnings that arise from the fluctuations in interest rates and the degree of volatility of these rates. T he risk is managed by contractually setting interest rates with banking institutions. Commodity Price Risk The College is exposed to commodity price risk as a r esult of substantial electricity and natural gas usage required to operate the institution’s facilities. To mitigate these risks, the College has entered into contracts to fix the price for electricity.
38
Note 2
Summary of Significant Accounting Policies and Reporting Practices (continued) (d)
Inventories Inventories held for resale are valued at the lower of cost and net realizable value, with cost determined on a first-in first-out basis.
(e)
Capital Assets Capital assets purchased are recorded at cost. In-kind contributions are recorded at fair value when a fair value can be reasonably determined. Construction in progress includes the costs directly attributable to the construction including engineering, legal fees, and interest on specific debt attributed to the construction of capital assets. Capital assets, once placed into service, are amortized on a st raight-line basis over the assets’ estimated useful lives. The estimated useful lives are as follows: Buildings and renovations Site improvements Furniture and equipment Library acquisitions Systems planning and development
(f)
40 years 25 years 4 to 25 years 10 years 10 years
Asset Retirement Obligations The fair value of a l iability for an asset retirement obligation is recognized in the period incurred, if a r easonable estimate of fair value based on the present value of estimated future cash flows can be made. The associated asset retirement costs are capitalized as p art of the carrying amount of the asset and amortized over its estimated useful life.
(g)
Revenue Recognition The financial statements record the following items as revenue - at the following times: • Unrestricted contributions - when received or receivable, if the amount can be reasonably estimated and collection is reasonably assured. • Operating grants - when received or receivable, or where a portion of the grant relates to a future period, it is deferred and recognized in the subsequent period. • Unrestricted investment income - when earned; this includes interest, dividends, and realized gains and losses. • Pledges - when collected.
39
Note 2
Summary of Significant Accounting Policies and Reporting Practices (continued) (g)
Revenue Recognition (continued) • • • •
Revenues received for services and products - when the services or products are substantially provided and collection is reasonably assured. Tuition fees - when the instruction is delivered. Donations of materials – are recorded at fair value when a fair value can be reasonably determined and when materials would otherwise have been purchased. Restricted contributions - based on the deferral method. Deferral method Contributions, including investment income on the contributions, which are restricted for purposes other than endowment or capital asset acquisitions, are deferred and recognized as revenue when the conditions of the contribution are met. Contributions to acquire capital assets with limited lives are first recorded as deferred contributions, capital when received, and when expended they are transferred to unamortized deferred capital contributions and amortized to revenue over the useful lives of the related assets. Endowment contributions are recognized as d irect increases in endowment net assets. Investment earnings, under agreements with benefactors or the Post-Secondary Learning Act allocated to endowment principal, are also recognized as direct increases in endowment net assets. Endowment investment earnings that are allocated for spending are deferred and recognized as revenue when the conditions of the endowment are met.
(h)
Foreign Currency Translation Financial assets and liabilities recorded in foreign currencies are translated to Canadian dollars at the year-end exchange rate. Revenues and expenses are translated at the rate on the day the invoices are entered. G ains or losses from these translations are included in related expense accounts.
(i)
Employee Future Benefits The College participates with other employers in the Local Authorities Pension Plan (LAPP). This pension plan is a multi-employer defined benefit pension plan that provides pensions for the College’s participating employees based on years of service and earnings. The College does not have sufficient plan information on the LAPP to follow the standards for defined benefit accounting, and therefore follows the standards for defined contribution accounting. Accordingly, pension expense recorded for the LAPP is comprised of employer contributions to the plan that are required for its employees during the year; which are calculated based on a ctuarially pre-determined amounts that are expected to provide the plan’s future benefits.
40
Note 2
Summary of Significant Accounting Policies and Reporting Practices (continued) (j)
Capital Disclosures The College defines its capital as t he amounts included in deferred contributions (note 8), endowments (note 13) and unrestricted net assets. The College’s capital is derived from Alberta Advanced Education and Technology, other government funding agencies, donations and the Institute's entrepreneurial activities. The College has investment policies (note 4), spending policies, and cash management procedures to ensure the College can meet its capital obligations. Under the Post-Secondary Learning Act, the College must receive ministerial or Lieutenant Governor in Council approval for a deficit budget, mortgage and debenture borrowing and the sale of any land, other than donated land, that is held by and being used for the purposes of the College.
(k)
Contributed Services Volunteers as well as members of the staff of the College contribute an indeterminable number of hours per year to assist the institution in carrying out its mission. Such contributed services are not recognized in these financial statements.
(l)
Future Accounting Changes The Public Sector Accounting Board (PSAB) has issued a framework for financial reporting by government not-for-profit organizations. The framework includes the PS 4200 s eries of standards for Government Not-For-Profit Organizations. This framework will be effective for fiscal years beginning January 1, 2012. Government not-for-profit organizations have been presented the option to apply either PS 4200 series of standards plus the PSA Handbook; or PSA handbook without the PS 4200 series of standards. The Government of Alberta has decided that Alberta Public Post-Secondary Institutions, as government not-for-profit entities, will adopt the PSA handbook without the PS 4200 series of standards. The College has started to identify the differences in the standards that will impact the financial statements and will quantify the differences. The College will also determine whether any specific exemptions and exceptions applicable to the first time adoption of PSA standards by government not-for-profit organizations will be applicable to the College.
41
Note 3
Cash and Cash Equivalents Cash and cash equivalents, with a maximum maturity of 90 days at days of purchase are as follows:
2011 Cash on hand Bank balances Term deposits
2010
$
9,400 $ 9,807,284 8,000,000
9,200 2,982,442 18,000,000
$
17,816,684 $
20,991,642
Bank deposits held at June 30, 2011 were earning prime (prime rate 2011 – 3.00%, prime rate 2010 – 2.50%) less 1.75% (Bank deposits 2010 – prime less 1.75%). Term deposits held at June 30, 2011 were earning 1.50% (2010 – 1.32%). The average days to maturity for term deposits held at June 30, 2011 are 44 days (2010 – 98 days). Securities classified as cash and cash equivalents will mature in less than one year. Note 4
Investments As at June 30, 2011, the composition and fair value on investments are as follows:
Cost Base Money market $ Bond fund Canadian equity fund Foreign equity fund $
2011 Unrealized Gain (Loss)
Market Value
Cost Base
2010 Unrealized Gain (Loss)
Market Value
487,550 $ 8,850,632
- $ 183,387
487,550 $ 9,034,019
56,258 $ 8,244,798
- $ 135,973
56,258 8,380,771
1,237,287
223,681
1,460,968
1,738,308
(66,361)
1,671,947
1,337,096
44,303
1,381,399
1,331,413
(139,107)
1,192,306
451,371 $
12,363,936 $
11,370,777 $
11,912,565 $
(69,495) $
11,301,282
The Board of Governors has an approved investment policy covering both short and long-term investments of the College. The primary investment objectives, in order of priority, are as follows: a) Preservation of invested capital amounts. b) Provision of stable and predictable returns. c) Maximization of return on invested capital amounts. Major points in the College investment policy are as follows: a) Investments in cash equivalent securities must have a rating equal to or higher than “R1” or “A1”. b) Investments in fixed income securities must have a r ating equal to or higher than “R1” or “A1”, with the exception that up to 20% of the fixed income securities can be invested in “BBB-rated” bonds or “R1 low” rated paper. 42
Note 4
Investments (continued) c) Investment in corporate fixed income securities cannot exceed 50% of the externally managed portfolio. d) Investment in any single corporate fixed income security cannot exceed 10% of the value of all corporate fixed income security holdings. e) Investment in any single fixed income security cannot exceed 10% of the value of all investment funds, unless the security is issued or secured by the Government of Canada or a province of Canada. f) Investment in equities cannot exceed 30% of the externally managed portfolio. g) Except as noted above, all investments must be issued or fully secured by a ch artered bank of Canada, by the Treasury Branch of Alberta, by an Alberta credit union backed by the Province of Alberta, or by the Federal Government or by any Provincial government of Canada. The Bond Fund, Canadian Equity Fund and Foreign Equity Fund are held in pooled trust accounts that are managed by an external third party. The three pooled accounts are regulated within the guidelines set out in the College’s investment policy. Due to the conservativeness of the policy, management feels the business risk associated with these pooled funds is not significant. The effective annual rate of earnings on long-term investments owned by the College at June 30, 2011 was 2.58% (2010 – 1.76%) determined on a weighted average basis.
Note 5
Capital Assets 2011 Accumulated Amortization
Cost & Appraised Value $ Land Buildings and renovations Site improvements Furniture and equipment Library acquisitions Systems planning and development Construction in progress $
1,553,000
$
-
Net Book Value $
1,553,000
2010 Accumulated Amortization
Cost & Appraised Value $
1,553,000
$
-
Net Book Value $
1,553,000
95,735,461
34,199,672
61,535,789
83,733,675
31,662,901
52,070,774
12,752,036
7,749,553
5,002,483
12,703,472
7,490,301
5,213,171
15,843,822
8,658,765
7,185,057
14,439,100
7,801,207
6,637,893
5,495,615
4,026,853
1,468,762
5,272,254
3,881,506
1,390,748
1,610,811
728,322
882,489
1,610,811
590,270
1,020,541
3,650,331
9,177,605
3,650,331 136,641,076
$
55,363,165
$
81,277,911
$
128,489,917
$
51,426,185
9,177,605 $
Acquisitions during the year includes in-kind contributions (such as equipment for trades) in the amount of $10,455 (2010 - $17,400).
43
77,063,732
Note 6
Employee Future Benefit Liabilities Employee future benefit liabilities are comprised of the following: 2011 Leave plans Retiring allowance
$
2010
117,638 117,171
$
234,809 Less: current portion
163,176
$
234,809
104,591 58,585 (86)
$
163,090
Leave Plans There are two leave plans in place. One for any eligible employee called the Deferred Salary Leave Program (DSLP), and one for the President/CEO. The DSLP allows an employee to defer a specified monthly amount, or an annual percentage of annual regular gross salary up to a maximum of 33 1/3 percent. The total period of the deferral cannot exceed a maximum of six years. The President/CEO leave plan earns one month leave for each year of service at a rate of 80% of gross regular salary to a maximum of 12 months. The leave will be paid out at 80% of gross salary in equal monthly instalments over 12 months following the last day of active employment. Retiring Allowance The President/CEO shall receive a lump sum allowance to be accumulated in the amount of $58,586 per year for a period of 4 years beginning June 2010. T he allowance is payable at the conclusion of employment. Multi-Employer Pension Plans The Local Authority Pension Plan (LAPP) is a multi-employer contributory defined benefit pension plan for support staff members and is accounted for on a defined contribution basis. At December 31, 2010, the LAPP reported an actuarial deficiency of $4,635,250,000 (2009 - $3,998,614,000 deficiency). An actuarial valuation of the LAPP was carried out as at December 31, 2008 and was then extrapolated to December 31, 2010. The pension expense recorded in these financial statements is $2,167,074 (2010 - $2,055,806).
44
Note 7
Long-Term Liabilities Maturity Date
Interest Rate %
May 2027
6.25
Amount Outstanding 2011 2010
Debentures payable to Alberta Capital Finance Authority: Student residences
$
3,182,843 3,182,843 (121,451)
$
3,297,149 3,297,149 (114,307)
$
3,061,392
$
3,182,842
Less current portion
Collateral for all long-term debt is the title to student residence land and buildings. The principal portion of long-term debt repayments required over the next five years is as follows: 2012 - $121,451; 2013 - $129,041; 2014 - $137,107; 2015 - $145,676; 2016 - $154,780 and thereafter $2,494,788. Interest expense on the long-term obligation is $204,897 (2010 - $211,691). Note 8
Deferred Contributions Deferred contributions represent unspent externally restricted grants and donations. Changes in the deferred contributions balances are as follows: 2011 Capital
2010 Other
Capital
7,454,586 $
1,476,919 $
16,620,624 $
3,082,969
5,261,166
2,829,930
5,617,515
Investment income
133,286
129,990
211,130
70,852
Transfers
408,385
(408,385)
511,850
(511,850)
76,779
84,824
303,044
60,423
Balance, beginning of year
$
Grants and donation received
Other 961,549
Unrealized gain on deferred contribution investments Recognized as revenue
(955,233)
Transferred to endowments (Note 13)
-
(3,576,084) (430,920)
(933,353) -
(4,521,937) (167,511)
Transferred to unamortized deferred capital contributions (Note 9) Balance, end of year
(6,640,587) $
3,560,185 $
45
(25,256) 2,512,254 $
(12,088,639) 7,454,586 $
(32,122) 1,476,919
Note 9
Unamortized Deferred Capital Contributions Unamortized deferred capital contributions represent the external funding of capital assets, which will be recognized in revenue, as amortization of deferred capital contributions, in future periods as the related funded assets are amortized. 2011 Balance, beginning of year
$
Add amount transferred from deferred capital contributions (Note 8) Less amount amortized to revenue Balance, end of year
Note 10
$
2010
55,488,376 $
45,419,403
6,665,843 (2,571,403)
12,120,761 (2,051,788)
59,582,816 $
55,488,376
Net Unrealized Gain (Loss) on Available for Sale Investments
2011 Net unrealized gains on available for sale investments arising during the year Net investment loss (gain) realized on available for sale investments during the year in the statement of operations
$
427,607 $
2010 691,121
93,259
(32,369)
Decrease in unrealized losses on available for sale investments
520,866
658,752
Balance, beginning of year
(69,495)
(728,247)
Balance, end of year
$
Unrestricted Investments Balance, beginning of year Increase during year Total
$ $
(42,829) $ 359,263 316,434 $
46
Deferred Contributions (26,666) $ 161,603 134,937 $
451,371 $ Total 2011 (69,495) $ 520,866 451,371 $
(69,495) Total 2010 (728,247) 658,752 (69,495)
Note 11
Net Assets Internally Restricted Internally restricted net assets represent amounts set aside by the College’s Board of Governors for specific purposes. T hose amounts are not available for other purposes without the approval of the Board and do not have interest allocated to them. Internally restricted net assets are summarized as follows: Balance at Beginning of Year Appropriation for capital activities Sport and Wellness Centre Computers and technology Ancillary services - student residence Ancillary services - parking Appropriation for operating activities Contingency Degree Completion
Note 12
Appropriations from Unrestricted Net Assets
Disbursements during the Year
Balance at End of Year
$
$ 200,000 294,000 245,000 739,000
3,000,000 $ 100,000 100,000 3,200,000
-
$
3,000,000 200,000 394,000 345,000 3,939,000
$
1,500,000 $ 1,500,000
$ 3,000,000 3,000,000
-
$
1,500,000 3,000,000 4,500,000
$
2,239,000 $
6,200,000 $
-
$
8,439,000
Investment in Capital Assets Net assets in capital assets represent the carrying amount (net book value) of capital assets less unamortized deferred capital contributions and any related debt. 2011 81,277,911
2010
Capital assets (Note 5) Less amounts financed by: Unamortized deferred capital contributions (Note 9) Long-term liabilities related to capital expenditures (Note 7)
$
Investment in capital assets, end of year
$
18,512,252
$
18,278,207
$
18,278,207
$
16,860,465
$
(59,582,816) (3,182,843)
77,063,732 (55,488,376) (3,297,149)
The changes during the year are as follows: Investment in capital assets, beginning of year Acquisition of capital assets Long-term liabilities - repayment Net book value of asset disposals Amortization of investment in capital assets Net investment in capital assets
2,386,568 114,307 (83,520) (2,183,310) 234,045
Contribution of assets not subject to amortization Increase for the year
3,437,071 107,583 (84,479) (2,042,433) 1,417,742
234,045 $
Investment in capital assets, end of year 47
18,512,252
1,417,742 $
18,278,207
Note 13
Endowments Endowments consist of externally restricted donations received by the College and internal allocations by the College’s Board of Governors, the principal of which is required to be maintained intact in perpetuity. Investment income earned on endowments must be used in accordance with the various purposes established by the donors or the Board of Governors. Benefactors as well as college policy stipulate that the economic value of the endowments must be protected by limiting the amount of income that may be expended and reinvesting unexpended income. Under the Post-Secondary Learning Act, the College has the authority to alter the terms and conditions of endowments to enable: • income earned by the endowment to be withheld from distribution to avoid fluctuations in the amounts distributed and generally to regulate the distribution of income earned by the endowment. • encroachment on the capital of the endowment to avoid fluctuations in the amounts distributed and generally to regulate the distribution of income earned by the endowment if, in the opinion of the Board of Governors, the encroachment benefits the College and does not impair the long-term value of the fund. 2011
Note 14
2010
Balance, beginning of year Gifts of endowment principal Transfer from deferred contributions (Note 8)
$
4,510,154 198,172 430,920
$
3,887,063 455,580 167,511
Balance, end of year
$
5,139,246
$
4,510,154
Ancillary Services Included in Sale of Service and Products are ancillary service operations whose revenue and expenses are as follows: Revenue Bookstore Cafeteria Student residence Parking
2011 Expense
Net
2010 Net
$
1,719,797 $ 119,049 1,280,057 241,816
1,525,573 $ 88,388 1,256,091 220,818
194,224 $ 30,661 23,966 20,998
215,973 30,859 141,694 29,799
$
3,360,719 $
3,090,870 $
269,849 $
418,325
Expense includes direct costs and related amortization.
48
Note 15
Related Party Transactions and Balances The College operates under the authority and statutes of the Province of Alberta. Transactions and balances between the College and the Government of Alberta (GOA) are measured at the exchange amount and summarized below. 2011 Contributions from GOA Advanced Education and Technology: Operating Capital Research Access to the Future Fund (matching grants) Other Total Advanced Education & Technology
$
Other GOA departments and agencies grants: Other Total other GOA departments and agencies
2010
31,841,673 $ 2,427,396 833,938 35,103,007
397,657 397,657
Total contributions received Less: deferred contributions and UDCC
Accounts Receivable Advanced Education and Technology Other GOA department and agencies Accounts Payable Advanced Education and Technology
32,160,643 2,296,880 651,508 35,109,031
514,785 514,785
$
35,500,664 $ (3,984,723)
35,623,816 (3,260,297)
$
31,515,941 $
32,363,519
$
$ 43,561
3,233 57,653
$
43,561 $
60,886
$
-
$
7,500
$
-
$
7,500
The College has long-term liabilities with Alberta Capital Finance Authority as described in Note 7. During the year, the College conducted business transactions with other public colleges and universities. The revenues and expenses incurred for these courses have been included in the consolidated statement of operations, but have not been separately quantified. These transactions were entered into on the same business terms as with non-related parties and are recorded at fair value. Note 16
Investment Income
2011 Gain on investments held for endowments Gain on other investments
$
129,990 816,420 946,410 (263,276)
$
70,852 645,965 716,817 (281,982)
$
683,134
$
434,835
Amounts deferred Total investment income recognized as revenue
49
2010
Note 17
Expense by Function 2011 Instruction general Instruction collaborative degrees Academic support Student services Institutional support Facility operations & maintenance Ancillary services Computing services Sponsored research
2010
$
20,733,069 1,325,125 3,628,279 5,903,179 4,132,447 9,599,350 3,090,870 2,079,466 125,132
$
20,463,468 1,030,936 3,485,246 5,412,163 4,226,549 8,752,105 3,027,609 1,973,076 127,505
$
50,616,917
$
48,498,657
Instruction encompasses all formal educational and instructional program elements. Academic support includes all activities that directly support the educational and instructional elements such as academic administration, library and audiovisual services. Student services include all activities or services to the student body of the institution. Institutional support includes all activities that provide institution wide support to other programs. Note 18
Funds Held on Behalf of Others The College holds certain funds on be half of others over which the Board has no power of appropriation. Accordingly, these funds are not included in the consolidated financial statements. At June 30, the respective funds held on behalf of others were as follows: 2011 Further Education Council Students' Association Faculty Association Conservatory Groups Homestay fees from international students College Players Alberta Student Services Conference
50
2010
$
3,471 $ 165,432 13,573 46,278 132,000 1,644 18,173
60,246 246,179 12,564 29,184 204,600 4,770 -
$
380,571 $
557,543
Note 19
Salaries and Benefits Treasury Board Directive 12-98 under the Financial Administration Act of the Province of Alberta requires the disclosure of certain salary and employee benefits information. 2011 Base Salary (1)
2010
Other Cash
Other Non-cash
Benefits (2)
Benefits (3)
Total
Total
(4)
Goverance Chairman of Board Board (10 members)
$
-
4,050 $
$
-
127 $
4,177 $
4,497
16,800
422
17,222
18,066
Executive/Management President/CEO
196,988
17,236
108,172
322,396
319,273
Vice-President Academic
139,225
13,037
26,617
178,879
174,745
145,846
1,000
24,193
171,039
164,192
-
-
Vice-President, Student & External Relations Vice-President College Services(5)
-
159,388
Dean, Arts
117,327
1,000
21,681
140,008
138,056
Dean, Science
117,327
1,000
21,064
139,391
134,234
1) 2) 3)
4) 5)
Note 20
-
Base Salary includes pensionable base pay. Other Cash Benefits include bonuses, overtime, vacation payouts, other lump sum payments and honoraria where applicable. Other Non-cash Benefits include the employer’s share of all other employee benefits and contributions or payments made on be half of employees including pension, health care, dental, group life insurance, employment insurance, remission of tuition fees, educational leave, retiring allowance and car allowances. The chair and members of the Board of Governors receive no remuneration for participation on the board. Other cash benefits consists only of honorariums. Vice President College Services was been vacant since May 10, 2010.
Contingent Liabilities The College has identified potential asset retirement obligations related to the existence of asbestos in a number of its facilities. Although not a current health hazard, upon renovation or demolition of these facilities, the College may be required to take appropriate remediation procedures to remove the asbestos. As the College has no legal obligation to remove the asbestos in these facilities as long as the asbestos is contained and does not pose a public health risk, the fair value of the obligation cannot be reasonably estimated due to the indeterminate timing and scope of the removal. The asset retirement obligations for these assets will be recorded in the period in which there is certainty that the capital project will proceed and there is sufficient information to estimate fair value of the obligation.
51
Note 21
Contractual Obligations The College has contractual obligations which are commitments that will become liabilities in the future when the terms of the contract or agreements are met.
2011 Service contracts Capital contracts
2010
$
2,769,719 1,883,585
$
2,717,737 3,629,355
$
4,653,304
$
6,347,092
The estimated aggregate amounts payable for the unexpired terms of these contractual obligations are as follows: 2011 Service Contracts 2012 2013 2014 2015
Note 22
Capital Projects
Total
$
2,281,847 $ 241,521 246,351 -
1,883,585 $ -
4,165,432 241,521 246,351 -
$
2,769,719 $
1,883,585 $
4,653,304
Budget Comparison The College’s 2010-2011 budget was approved by the Board of Governors as was presented to the Minister of Advanced Education and Technology as part of the College’s submission of its 2011-2014 Comprehensive Institutional Plan. Certain budget figures from the College’s 2011-2014 Comprehensive Institutional Plan have been reclassified to conform to the presentation adopted in the 2011 financial statements.
52
Note 23
Canada – Alberta Knowledge Infrastructure Program The Canada – Alberta Knowledge Infrastructure Program (KIP) was established to provide funding in support of capital projects at post secondary institutions in order to offset the impact of the global economic recession by providing employment opportunities. Eligible KIP projects can receive up to 50% of its funding from Government of Canada contributions through direct payments made by the Province. The remaining portion of funding for KIP projects is made up of internal resources, provincial contributions and research grants. The KIP program supports eligible costs incurred from February 24, 2009 t o March 31, 2011. A mounts received from the Province of Alberta representing Government of Canada contributions and total eligible costs incurred on KIP projects are as follows: July 1, 2010 to March 31, 2011 Contributions Total Eligible Costs
Note 24
$
July 1, 2009 to February 24, 2009 June 30, 2010 to June 30, 2009
1,193,750 $
1,193,750 $
2,705,141
1,765,735
-
$
59,920
Total 2,387,500 4,530,796
Comparative Figures Certain June 30, 2010 figures have been reclassified to conform to the current year presentation.
Note 25
Approval of Consolidated Financial Statements These consolidated financial statements were approved by the College Board of Governors.
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