Table of Contents
Letter from Selkirk College Board Chair and President ...... 3 Institutional Overview ...... 4 Mission, Vision and Values ...... 5 Strategic Directions ...... 6 1. Teaching and Learning: Our Fundamental Activity ...... 6 2. The Student Experience: Access to Success ...... 7 3. Employees: Key to Our Success ...... 7 4. Leadership: A Commitment to Our Communities ...... 7 5. Internationalization: Bringing Selkirk to the World and the World to Selkirk ...... 7 6. Sustainability: Toward Selkirk College as a Green College ...... 7 The Year’s Highlights ...... 8 Planning Context ...... 12 Internal Context ...... 12 External Context ...... 29 Economic Impact ...... 38 Strategic Issues ...... 39 2011/2012 Performance Measures and Targets ...... 43 Institutional Performance Measures and Targets ...... 43 1. Teaching and Learning: Our Fundamental Activity ...... 43 2. The Student Experience: Access to Success ...... 44 3. Employees: Key to Our Success ...... 46 4. Leadership: A Commitment to Our Communities ...... 47 5. Internationalization: Bringing Selkirk to the World and the World to Selkirk ...... 48 6. Sustainability: Toward Selkirk College as a Green College ...... 49 Accountability Framework Performance Targets: 2011/12 – 2013/14 ...... 50 2010/2011 Performance Results ...... 51 Ministry Performance Measures, Targets and Results ...... 51 Institutional Performance Measures, Targets and Results ...... 54 Summary Financial Outlook ...... 72 2010/2011 Consolidated Expenditures ...... 72 Capital Equipment ...... 72
Table of Contents | exceeding your expectations i
ACCOUNTABILITY PLAN AND REPORT
2011/12 - 2013/14
LETTER FROM SELKIRK COLLEGE BOARD CHAIR AND PRESIDENT
June 2011
Dear Reader,
On behalf of the Board of Governors, the management team and the employees of Selkirk College, we hereby affirm our commitments and accountability for this Accountability Plan and Report 2011-2014.
Selkirk College continues to be a vital and vibrant rural community college for the West Kootenay Boundary region, the Province of British Columbia and beyond. We are proud of our accomplishments for and with our very supportive community: the delivery of high quality programs and learning opportunities that lead to work and/or transfer; strong enrolments across the institution; and innovative training and project delivery that serve the needs of our communities at home and with partners across the world. As well, the college community has contributed to improving our infrastructure while finding cost savings and increasing revenue. We have brought forward a balanced budget for 2011-2012.
We look forward to the work of post-secondary education in the West Kootenay Boundary region in 2011- 2012 and into the future.
Yours sincerely,
Stefan Lehmann Angus Graeme Board Chair President & CEO
Letter from Selkirk College Board Chair and President | exceeding your expectations 3
INSTITUTIONAL OVERVIEW
Selkirk College is located in the southeast corner of British Columbia, covering a region of 45,000 square kilometers. Although the College region is defined as the West Kootenay Boundary, distance learners study from their homes across Canada and throughout the world.
Selkirk College’s largest campus and administrative centre is located in Castlegar. Associate degree, diploma, certificate, degree, college preparatory and adult upgrading programs are offered on this Campus. There are three campuses in Nelson specializing in trades, arts and tourism/hospitality programs. Adult upgrading is also offered in Nelson, with a summer school at the Silver King Campus. Campuses in Trail and Grand Forks and Learning Centres in Kaslo and Nakusp provide opportunities for adult education and many short-term and continuing education and skills development courses, across the region.
Selkirk College has over seventy certificate and diploma programs and boasts over 36,000 graduates since opening in 1966.
The College is organized into four main divisions: the two largest divisions, Education and Students and Administration and Finance are headed by a vice president, each of whom reports to the College president.
The Education and Students division has four deans and one director who share responsibilities for programs, student support services, the library, the registrar’s office, continuing education, contract training, institutional research, strategic enrolment management and international education. Programs are organized into Schools that are each headed by a chair. These include:
Developmental Education Business and Aviation Digital Media and Music Environment and Geomatics Health and Human Services Hospitality and Tourism Industry and Trades Training Kootenay School of the Arts University Arts and Sciences.
The Education and Students division also includes the Mir Centre for Peace, the Selkirk Geospatial Research Center, the Community Education and Distributed Learning Centre, the Columbia Basin Rural Development Institute and the Regional Innovation Chair in Rural Economic Development Research.
4 Institutional Overview | exceeding your expectations
The Administration and Finance division is responsible for all operational aspects of Selkirk College and includes the Finance, Budget, Information Technology, Facilities and Maintenance departments, Food Services, Bookstore and student residences, along with the campus management function. The Human Resources and the Communications and Development divisions also report directly to the President.
Selkirk College was the first college in B.C. to be awarded a Leading Edge Endowment Fund Regional Innovation Chair to contribute, through leadership and research, to regional economic development. Selkirk College is actively involved in applied research activities, primarily through the Columbia Basin Rural Development Institute, Regional Innovation Chair and the Selkirk College Geospatial Research Centre.
Although we continue to be proud to be a college with a wide range of certificate and diploma programs, we also collaborate with the University of Victoria to ensure regional access to a Nursing degree and with the University of British Columbia for a teacher education degree. We also have our own, made-at-Selkirk, Bachelor in Geographic Information Systems.
Selkirk College offers a comprehensive range of programs within the academic, career technical and trades areas. The programs which set Selkirk College apart from other post secondary institutions are an extension of the activities and interests of those who call the West Kootenay Boundary region home. Examples of this unique programming include peace studies, ski resort operations and management, contemporary music, integrated environmental planning, aviation, a baccalaureate degree in geographic information systems and the working artist diploma at the Kootenay School of the Arts. With respect to the educational priorities of the Ministry, Selkirk College is well positioned to support these, particularly in the areas of trades training, health care and adult basic education.
Mission, Vision and Values
Mission Selkirk College will develop empowered, effective citizens through rewarding educational and life experiences that are built on our Region’s distinct identity.
Vision Our vision is to be a regional community college that inspires, engages and enables learners to be valuable contributors to their communities and to society as a whole. Recognizing the value of mutually beneficial relationships, we will provide collaborative leadership in the communities we serve.
This vision is rooted in our vivid sense of place that is more than mere location. It is a composite of our people, history, culture, values, lifestyle and landscape. It is a strength that will define us, give us direction and provide us with unique opportunities.
Values We uphold the following values:
Quality To provide quality in our teaching, service and programs.
Access To open doors for learners and build understanding and acceptance of diverse learner needs.
Institutional Overview | exceeding your expectations 5
Discovery To inquire about the world and our place in it; address challenges with creative solutions; and inspire the imagination, spirit and mind.
Environmental Responsibility To conserve our natural environment and use natural resources responsibly.
Healthy Relationships To cultivate healthy relationships; connect to the local and global communities; and, value the contributions and celebrate the accomplishments of learners, employees, alumni and community members.
Positive College Environment To maintain a positive and healthy environment where employees and learners can contribute and develop.
Integrity To uphold honesty, respect, fairness and equality in all of our pursuits.
Inclusive Culture To foster harmony and understanding and celebrate our heritage, artistry and diversity.
Leadership To lead by serving with enthusiasm, inspiration and purpose; by responding to the needs of learners and the community; and by providing informed effective direction for the future.
Strategic Directions
This Accountability Plan reflects the outcomes of a review of our strategic directions conducted with the Board of Governors in 2009/2010; a desire to build on our many accomplishments; and our commitment to thoughtful and well planned responses to the changing post secondary education context. Research conducted by Ipsos Reid during 2007 indicated that ninety-nine percent of the residents in our region were aware of Selkirk College. Selkirk College is an integral part of the everyday life and identity of the West Kootenay Boundary Region. The following strategic directions will guide our actions:
1. Teaching and Learning: Our Fundamental Activity Exemplary teaching and outstanding learning experiences are and will continue to be the fundamental activities of Selkirk College. Our learning opportunities will be responsive to diverse needs. Applied research and innovative programming will enhance learning opportunities for students.
Selkirk College will be known for its teaching excellence, outstanding learning experiences, and program relevance.
6 Institutional Overview | exceeding your expectations
2. The Student Experience: Access to Success Selkirk College cares about its students. We are committed to the creation of an environment which encourages success, from the first point of contact through Alumni membership. We will ensure that learning is paired with experiences that engage students in our communities and the natural environment.
Selkirk College will be recognized for its high quality services to students throughout their relationship with the College.
3. Employees: Key to Our Success Employees are essential to the success of learners and of our College. Our well-being and our work environment will be enhanced with opportunities for personal and professional development.
Selkirk College will be known as an employer of choice in the region and the sector.
4. Leadership: A Commitment to Our Communities Selkirk College believes that the College and our communities contribute to each other’s success and vitality. We recognize that the College has intellectual and physical resources that can contribute to community renewal and our region's socio-economic development. We are committed to building effective and mutually beneficial relationships with our communities.
Selkirk College will be recognized as an effective leader and partner in community renewal and development.
5. Internationalization: Bringing Selkirk to the World and the World to Selkirk Selkirk College believes that relationships with our world will foster greater cross-cultural understanding and awareness, while enhancing learning and programming opportunities.
Selkirk College will be known as an internationally relevant and responsive college.
6. Sustainability: Toward Selkirk College as a Green College Conservation of the natural environment and responsible use of natural resources are a core organizational value at Selkirk College. We are committed to implementing practices that promote a healthy natural environment: in our teaching activities, our administration, our facilities and operations, our funding allocations and our applied research priorities. We are committed to reducing our ecological footprint and creating a culture of sustainability through our educational efforts.
Selkirk College will be known as a green college.
Institutional Overview | exceeding your expectations 7
The Year’s Highlights
Graduation Over seven hundred Selkirk College students graduated from a variety of programs at Selkirk College’s Convocation Ceremony on Thursday, April 21, 2011, at the Castlegar Campus. Friends, families, Selkirk staff and faculty were present to show their support for students' achievements. The valedictory address was delivered by James Boldt.
A Change in Leadership In the fall of 2010, President and CEO, Marilyn Luscombe, resigned her position at Selkirk College and announced her intention to take up a similar role with the newly-formed New Brunswick Community College, effective January 1, 2011. The College undertook an extensive search and on April 15, 2011 announced the appointment of Angus Graeme as the College’s new President and CEO.
Angus has almost twenty years of experience in post-secondary education. He began as an instructor at Selkirk College, followed by successful service as Department Head, School Chair, Dean and Vice President, Education and Students.
Student Achievements A 2010 Contemporary Music and Technology graduate, Nicole Byblow, was selected among twelve other music students across Canada for the prestigious MusiCounts Fred Sherratt Award.
Selkirk College’s partnership with the University of Victoria for the delivery of the Bachelor of Science in Nursing (BSN) continues to be very successful. It is with great pride that we can say our students had a one hundred percent success rate in their Canadian Registered Nurse of British Columbia (CRNBC) exams.
Carpentry and Electrical Apprenticeship students achieved outstanding success on the Interprovincial Trade Qualification exam with ninety-six percent meeting or exceeding the seventy percent passing grade. These results have become routine at Selkirk College and compare favorably with the sixty-two percent national success rate.
Graduates of our Millwright/Machinist and Electrical Foundation programs beat out hundreds of other applicants from institutions across B.C. for cherished entry-level apprenticeship positions at BC Hydro. This represents the continuation of a trend that has persisted for twenty years, during which time a disproportionate percentage of BC Hydro apprentices have been recruited from Selkirk College.
Students in Selkirk’s Fine Woodworking program continue to enjoy a high profile and well-deserved reputation. Two graduates from last year’s cohort submitted furniture pieces to the American Woodworking and Furniture Builders’ biannual student competition. One of them took first prize and the other was runner-up in this prestigious North America-wide competition.
8 Institutional Overview | exceeding your expectations
Program Milestones 2011 marks the 30-year anniversary of the Ski Resort Operations and Management program. Over seven hundred people have graduated from the full-time program and over four hundred have participated in distance courses in lift mechanics, train the trainer, risk management and terrain park operation. On May 1, 2011 a celebration and reunion was held in conjunction with the Canada West Ski Areas Association’s annual conference.
The 2011-12 academic year marks the 25th anniversary of Selkirk International (SI), an event to be celebrated the weekend of July 8, 2011. Over the last twenty-five years over 3,100 students from over thirty countries in five continents studied at Selkirk College. In addition, approximately three hundred students from Quebec studied with Selkirk College in our international program. Selkirk will be hosting an audience from around the globe this summer.
Programming Changes This past year Selkirk introduced associate degrees in Entry to Pharmacy and Chemistry, an associate certificate in Mental Health and Addictions and a Plant Operator certificate program.
For the first time, the twenty-four week Carpentry Foundation program was held outside Silver King Campus; first in Nakusp, then in Grand Forks.
The School of Renewable Resources has changed its name to the School of Environment and Geomatics. The School will now offer a common first year with students moving to one of Environmental Planning, Recreation, Fish and Wildlife or Forest Technology programs in second year.
Mir Centre for Peace Following a national search that resulted in applications from across North America, the first Chair of the Mir Centre for Peace, Randy Janzen, has been appointed. This position was created to provide leadership in the work of expanding programming and outreach of the Mir Centre for Peace and to transform a new generation into effective and empowered peacemakers. After only six months in the job the chair has dramatically increased the number of Peace Cafés, expanded elementary and high school outreach activities and initiated partnership discussions with similar organizations in Canada and internationally.
Facilities Renovation work continued on the Tenth Street Student Residence throughout the 2010-11 academic year and as a result accommodation for approximately one hundred students, ranging from private rooms to 3 and 5 bedroom pods, will be available for the 2011–12 fall semester. Also undergoing a major upgrade is the student performance space previously known as Studio 80.
Construction of Selkirk College’s Aboriginal Gathering Place is well underway, with a completion date set for the fall of 2011. The Gathering Place will help to meet the College’s strategic priority of enhancing services to Aboriginal learners and further developing a welcoming and supportive environment for all Aboriginal students.
Institutional Overview | exceeding your expectations 9
Fundraising The past year saw the successful completion of two campaigns and the launch of a third.
On September 22, 2010, one day after the International Day of Peace, David Suzuki spoke to an audience of over seven hundred at Castlegar’s Brilliant Cultural Centre. At this same event, Selkirk College announced the successful completion of the Mir Lecture Series Endowment Fund Campaign; the original target of $200,000 had been exceeded by over $100,000.
On November 10, 2010, the College announced the launch of a fundraising campaign called Count Me In, to raise $150,000 to reinvigorate the performance space utilized by both students of the College’s Contemporary Music and Technology Program and the community. Ongoing renovations to the student residence, in which the studio is located, allowed for structural upgrades but the campaign was necessary to fund the purchase of new seating, light and sound equipment. By June 1, 2011, the $150,000 fund raising target had been surpassed. As a result, the College will now boast a state-of-the-art performance space, unparalleled in the region.
In the summer of 2009, Selkirk College submitted a successful application to the provincial government’s Gathering Places capital fund for $600,000; in December of 2010, the Columbia Basin Trust announced the contribution of an additional $200,000 towards the construction of Selkirk College’s Aboriginal Gathering Place. As the total cost of the facility is projected to be $950,000, a fundraising campaign titled Completing the Circle has been launched to raise the final $150,000. Completion of both the campaign and construction are targeted for the fall of 2011.
Partnerships In the summer of 2009, leaders from the Southern Interior’s five post-secondary institutions signed a Memorandum of Understanding (MOU) that commits the institutions to a better integration of the learning opportunities and services for citizens of the Southern Interior. In June 2010, College of the Rockies, Okanagan College and Selkirk College gathered at Selkirk College and discussed ways in which the MOU could be put into action. Consideration was given to the potential benefits of program collaboration across regions, laddering, co-delivery and co-marketing.
On October 23, 2010, Columbia Basin Trust (CBT) and Selkirk College announced the formation of the Rural Development Institute (RDI), an important eight-year partnership between CBT and Selkirk College that will promote and support informed planning and decision-making in the Columbia Basin Boundary Region.
The Institute will create a sustained resource for the region as it prepares and adjusts to change, bringing together the existing assets of CBT’s State of the Basin Initiative and Selkirk College’s Regional Innovation Chair in Rural Economic Development. Housed at Selkirk College, the RDI will ensure communities and organizations have access and support in using timely and relevant knowledge that is region-specific.
10 Institutional Overview | exceeding your expectations
Applied Research and Innovation Selkirk College has made a commitment to work with businesses, industries, non-profits, government ministries and agencies, associations, and individuals in order to create an environment of applied research and innovation that enhances the educational experiences of our learners and the cultural, economic and social well-being of our communities.
In the summer of 2010, Selkirk signed an MOU with the multi–university venture known as TRIUMF. The MOU establishes a framework for collaboration between the two organizations, which it is hoped will provide opportunities for an exchange of information and research in the areas of TRIUMF’s core competencies and potential student education and training opportunities. In May of 2011 the College, in partnership with TRIUMF and the research and development company, D-Pace, of Nelson, applied to the Canada Foundation for Innovation for the funding necessary to construct an Ion Source Testbed at Selkirk College, a facility which could benefit both learners and the community.
Institutional Overview | exceeding your expectations 11
PLANNING CONTEXT Internal Context
Staff Selkirk College employs six hundred and fifty-nine full- and part-time individuals. These employees are categorized into five employee groupings as follows:
Table 1
EMPLOYEE GROUP TOTAL PPWC 249 SCFA 185 BCGEU 131 Exempt/Administration 51 Continuing Education 78 Subtotal 694 Multi-contract Employees* - 35 TOTAL 659 Source: Star Garden, March 2011
*Employees with contracts in more than one employee group (multi-contract employees) were “double- counted,” as reflected in the subtotal. The total has been adjusted to remove this double counting.
The distribution of Selkirk employees by age group is as follows:
Chart 1
Age Distribution by Employee Group
250 31
47 <30 2 31 30-39 74 3 67 19 40-49 34 50-59 73 60 48 0 60+ 154 24 25 27 23 0 9 PPWC SCFA BCGEU Exempt/Admin
Source: Star Garden, March 2011
12 Planning Context | exceeding your expectations
Overall, forty-five percent of Selkirk’s employees are over age fifty.
Chart 2
Percentage of Employees over Age 50, By Employee Group
63% 57%
46% 39%
PPWC SCFA BCGEU Exempt/Admin Source: Star Garden, March 2011
Overall, Selkirk College employees are predominantly female (sixty-two percent), yet this distribution varies over the employee groups as follows:
Chart 3
Gender Distribution by Employee Group
250
200 169 (68%) 150 103 Female (56%) Male 100 66 (50%)
82 50 80 65 (44%) 37 (73%) (32%) (50%) 0 14 (27%) PPWC SCFA BCGEU Exempt/Admin
Source: Star Garden, March 2011
Planning Context | exceeding your expectations 13
Students During the 2010-2011 fiscal year Selkirk College had the privilege of serving a total of 11,615 students across the region—11,211 domestic and 404 international students.
Of these 11,211 students, 5,022 were registered in full-time programs and 6,189 were enrolled in our continuing education skills courses. These enrolments resulted in a full time equivalent (FTE) student delivery of 2,288.
The average age of our students continues to be twenty-seven years of age. Over time, the number of students in the 19-21 and 46+ age groups have increased year-over-year with other age groups in decline since 2008, as identified in the following chart:
Chart 4
Selkirk Students - Change in Age Demograhics
2006 2007 2008 2009 2010
772 706 662 661 622 562 530
392 371 388
18 and under 19-21 22-30 31-45 46 and up
Source: Enrolment Management Reports as at March 21, 2011
Selkirk College students are predominately from the Region, as follows:
Table 2
Where Students Come From Fall Semester Enrolment (Domestic Students, percentage of students by year) 2006 2007 2008 2009 2010 Selkirk College Region 70.6% 74.8% 76.4% 74.0% 75.0%
Other Regions in B.C. 17.8% 17.5% 16.1% 18.0% 17.0%
Elsewhere in Canada 8.6% 5.5% 4.8% 4.7% 5.0%
Outside or Unknown Region 2.7% 2.4% 2.9% 2.6% 3.0%
Source: Enrolment Management Reports, Fall Enrolment as of March 11, 2011
14 Planning Context | exceeding your expectations
In the fall semester of 2010, the number of students enrolled at each campus was as follows:
Table 3
Percent of Total Enrolment Fall Students by Campus Number 2010
Castlegar 1022 51.0 Tenth Street 240 12.0 Silver King 259 13.0 Trail 276 13.8 Kootenay School of the Arts 57 2.9 Kaslo 51 2.6 Nakusp 31 1.6 Grand Forks 61 3.1 Total 1,997 100%
Source: Fall Headcount Enrolment Report as of October 31, 2010
Since 2007, a decreasing proportion of students report personal savings as their top source of financial support, while consistently approximately thirty percent of Selkirk College students report student loans as their primary source of educational funding. Students are increasingly relying on employment while studying and scholarships or bursaries to fund their education.
Chart 5
Student Engagement Survey Change in Top 5 Sources of Educational Funding (Percentage of Respondents)
2011 2010 2009 2008 2007 48.1 41.6
28.5 29.0 24.3 17.1 19.1 17.2 15.8 13.5
Personal savings Government Employment while Direct financial Scholarship or grants/loans studying support from family bursary
Source: Selkirk College Student Engagement Survey, February 2007-2011
Planning Context | exceeding your expectations 15
College Campuses and Facilities Castlegar Campus Castlegar Campus is the Selkirk College’s largest campus and administrative centre. It is situated on approximately sixty-five hectares of private land. This land is managed by the School of Environment and Geomatics for the purposes of education, wildlife and landscape ecology. The Schools on this campus are: Business and Aviation; Developmental Education; Health and Human Services; Environment and Geomatics; and University Arts and Sciences.
Silver King Campus The Silver King Campus is located in Nelson and is home to the School of Industry and Trades Training, as well as Developmental Education programs. The past year saw the addition of a carpentry shop in response to the demand for this new trade offering. Silver King Campus facilities include a library/bookstore, as well as a cafeteria.
Kootenay School of the Arts (KSA) In July of 2006, KSA became part of Selkirk College. This prestigious school of art and design is located in a historic granite building in the downtown area of Nelson. In September of 2007, the College celebrated the reopening of the expanded and renovated facility. With $1.6 million in funding support from the Ministry, KSA was upgraded and expanded by two hundred and ninety square meters, thereby increasing its capacity and improving the school’s learning environment. These renovations have significantly increased studio and classroom space, and have allowed for additional community education programming on weekends and during summer months.
Tenth Street Campus Also located in Nelson, the Tenth Street Campus is home to the School of Hospitality and Tourism and the School of Digital Media and Music. Tenth Street Campus facilities include a library/bookstore, gymnasium and weight room and a state-of-the-art kitchen facility for the Cook Training program. As well, there are two separate studios; a recording studio and a performing studio known as Studio 80.
Trail Campus This Campus, strategically situated in the downtown core of Trail, is home to a variety of health-related online and classroom-based programs ranging from Developmental Education to Continuing Education. It is also the home of the Distributed Learning Centre. We have renewed our lease of the Trail Campus with the Regional District Kootenay Boundary, until December 31, 2015.
Mir Centre for Peace In September of 2007, Selkirk College celebrated the completion of renovations which returned this classic Doukhobor communal home to its original magnificence. Since that time, the house has served as the focal point and inspiration for the Mir Centre for Peace. It has been the site of numerous workshops, presentations, lectures, conferences and meetings, most of which are in some way aligned with the centre’s mission to aid in the understanding and building of cultures of peace through education.
Other Campuses and Learning Centres Other campuses and learning centres include the Grand Forks Campus (for which a new lease was signed for a term expiring on July 31, 2015), and the Kaslo and Nakusp Learning Centres. Learning Centres provide vital services to the college region and give students the opportunity to continue their education locally.
16 Planning Context | exceeding your expectations
The state-of-the-art Aviation Training Centre, opened in 2006, houses the latest specialized equipment needed for training, including flight simulators, classrooms, labs and a flight dispatch area. This Centre is
located at the Castlegar Airport.
Program Shifts and Directions School of Business and Aviation Good employment opportunities are available for students from our Business and Aviation programs.
There is an increased demand for pilots worldwide, especially as China and India increase air travel in their respective countries. Challenges for the Aviation program include more competition from other colleges, a decrease in Canadians making aviation a career choice and the high cost of training.
The Aviation program is in the process of implementing a re-capitalization plan. Two new Frasca simulators have been purchased for operation in the 2011/2012 year. The plan includes the need to build a new hangar and to purchase two multi-engine aircraft to replace our forty-plus year old Beechcraft Travelaires. Through our partnership with Selair Pilots Association, we will deliver pilot training through a satellite base in Abbotsford. This will provide lower mainland applicants with an option to complete their private pilot license training close to home.
We continue to work in close cooperation with Okanagan College to provide West Kootenay Boundary students with access to a business baccalaureate program in the Southern Interior.
School of Developmental Education Following the K-12, specifically grades 10, 11 and 12, mathematics course revisions a provincial working group, including one Selkirk College Developmental Education instructor, formed to recommend revisions to the Adult Basic Education Intermediate, Advanced, and Provincial level math learning outcomes. The scope and scale of this project will likely mean revision of all math courses at these levels and subsequent changes to post secondary prerequisites.
The School of Developmental Education began incorporating the nine federally identified workplace essential skills into our learning materials and experimenting with mini-classes to improve specific skills in the Essential Edge project. By the end of the project in 2012, in collaboration with many of Selkirk’s post- secondary programs, we will develop models to assess and build learners’ specific essential skills as they begin post secondary studies by complementing existing pre-requisite requirement to ensure better overall preparation.
To help our School become more integrated with the Selkirk College Students’ Union, more positions in the Student Union will be available, particularly for those students from remote centres, thereby promoting greater involvement and a stronger focus on the needs of developing adult learners. This will be a great learning experience for those stepping up to the new positions and will likely promote many new programs and clubs to involve more students.
School of Digital Media and Music The Digital Arts and New Media (DANM) program has been working towards a change in course delivery mode to better match and keep abreast of changes in the industry. This year the program began offering curriculum in mobile application development (iPhone Apps) and will continue to follow this trend in the future.
Planning Context | exceeding your expectations 17
DANM will be introducing “Majors” into the program starting in 2012 to allow students to focus on specific industry skills such as Web Design, Video and Motion Graphics, and Contemporary Design.
The Contemporary Music and Technology program had begun articulation discussions with Grant McEwan University and their Bachelor of Music in Jazz and Contemporary Popular Music program.
School of Environment and Geomatics (Formerly the School of Renewable Resources) The School has been focusing on a detailed program review over the past year with a renewed focus on program delivery to enhance retention from the three core diploma programs (Integrated Environmental Planning, Recreation, Fish, and Wildlife, and Forestry) into the Advanced Diploma in Geographic Information Systems (ADGIS) and Bachelor’s degree in Geographic Information Systems (BGIS).
Program review started in the spring of 2010 and has culminated with a shift in program hours to reflect advisory committee feedback over the past several years in curriculum design. The School name is being changed to the “School of Environment and Geomatics” to reflect the offering of both an advanced diploma and a bachelor degree in Geographic Information Systems. In the three main diploma areas, a greater emphasis on Global Positioning System usage in surveying technology will be implemented in the fall of 2011. As well, second year classes will have major curriculum redesign to increase the amount of First Nations content and awareness across the three diploma programs.
The Selkirk Geospatial Research Centre (SGRC) continues to be a very successful initiative for both research and training. The SGRC is in the second year of completing a National Sciences Research Council (NSERC) Canadian Center for Innovation (CCI) $200,000 project to create spatial data tools for forest carbon management in British Columbia. As well, the SGRC continues to provide relevance to the community through a number of important research initiatives water and land management for various stakeholders in the Columbia Basin.
The School of Environment and Geomatics continues to provide exemplary leadership in ecosystem‐based forest and land management through the operations of the College’s Woodlot License 400 and the Skattebo Educational Forest. The School continues to develop strategic alliances with other post‐secondary institutions to provide students with optimum transfer opportunity, and to increase choices for additional credentials in the Region.
School of Health and Human Services Graduates of our Health and Human Services programs continue to have high employment upon completion of their program. For example, this year the majority of our Human Services diploma students are already working in the field.
Early Childhood Care and Education (ECCE) will be offering a diploma in addition to the certificate in ECCE already offered at the College. Included in the diploma offering, the ECCE faculty will develop the infant toddler course content, which will provide students the opportunity to receive a certificate in infant toddler. Students will be able to choose whether to complete this certificate or to continue with their education and complete the diploma with our new ECCE diploma designation.
With the new regulations coming into practice for Pharmacy Technicians in B.C., we will be offering four bridging modules that will support technicians in the field to qualify for the regulatory exam. Pharmacy Technicians from our program will be well situated to take the exam upon completion of our program.
18 Planning Context | exceeding your expectations
Our Nursing program has just completed the last year of curriculum changes; this year’s graduates will be the first graduates of the new curriculum. The Bachelor of Science Nursing (BSN) faculty is undertaking an evaluation of the International Practice component of the NURS 370 course.
With the changes in the scope of practice for Health Care Assistant (HCA) and Licensed Practical Nurses (LPN) and a provincial curriculum development initiative underway in the LPN program area, Selkirk College will continue to offer the HCA program for the coming year. Selkirk College continues to participate in provincial LPN program conversations and we anticipate a return to this program in a year or two.
Our Nursing Unit Clerk program will have a schedule change from a six month completion to an eight month completion and move from six intakes to two intakes, one in September and one in January, each year. This is being done to improve student retention and learning.
Along with other program areas in the School, our Advanced Medical Transcription program continues to receive positive feedback from employers of our students, as well as the students themselves, about how prepared and competent they are upon completion of this program.
Our online Gerontology program staff has been approached to offer this Certificate in a face-to-face format to International students. This project continues to be in negotiation and the first offering would be in May of 2012.
School of Hospitality and Tourism Employment prospects for students in the School of Hospitality and Tourism appear to be steadily improving as the economy recovers.
We continue to build on relationships established in China to increase opportunities for students in all programs in the School of Hospitality and Tourism. As the Chinese skier market grows and we see shifts to international travel to Canada for ski vacations, graduates from Selkirk’s Hospitality and Tourism programs who have experienced working in China will have the knowledge required to serve Chinese skiers better at Canadian resorts.
The Golf Club Operations On-Line program’s registrants are mostly working golf managers desiring to upgrade their academic qualifications. Other registrants are typically people who do not work for golf clubs yet, but who view GCOOL courses as credentials to gain a foothold into the industry. Selkirk College’s online offerings are strategically positioned as a convenient and cost effective alternative for people who cannot afford to leave the workplace while advancing their educational qualifications. To assist with the marketing and awareness of our online golf management program (GCOOL) Selkirk College staff publishes a quarterly online e-zine, Golf Colleges Canada, which features articles of value and interest to golf managers.
The Resort and Hotel Management program has taken an aggressive approach to marketing, attempting to attract more students to the program from outside of the local College region.
The School of Hospitality and Tourism will be exploring an opportunity to expand a program offering to the Culinary Graduates to give them more management experience and theory. This would lead them to a complete additional program offering – Culinary Management Diploma. The demand in this area is increasing in the industry as graduates want to open their own enterprise and executive chefs become more involved in management.
Planning Context | exceeding your expectations 19
School of Industry and Trades Training Programming over the last year varied in response to changes in the state of the regional economy. As economic development in the region remained stagnant, firms hired fewer apprentices. As a result, enrolment in our apprenticeship classes declined somewhat. At the same time demand for our foundation programs remains strong as people seek training to enhance future employability.
There is evidence of a modest demographic shift in the student cohort as a growing number of the region’s secondary school students take advantage of the Accelerated Credit Enrolment in Industry Training (ACE-IT) option to gain access to our Trades programs. Many of these students are integrated with the normal college population in one of seven disciplines while others are part of distinct ACE-IT cohorts. ACE-IT students earn both secondary school and college credit and leave Selkirk College qualified to begin apprenticeships immediately upon graduation from secondary school.
We are excited about the successful launch of the Plant Operator Program. This program meets a longstanding labour market need for operators throughout the industrial sector in the region. We expect to maintain the current training schedule and train two cohorts of plant operators annually. We are enhancing the student experience by expanding practicum partnerships with regional industry stakeholders.
For the first time since Selkirk College’s inception Trades training programs were offered on satellite campuses. Over the last year we saw the successful delivery of Carpentry Foundation program in both Nakusp and Grand Forks. We continue to investigate the feasibility of delivering programs to citizens in our other satellite communities.
After much deliberation the Skilled Trades Exploration Program (STEP) for Women was suspended. Although the decision met with some criticism, suspending the popular program seems to have led to an increase in female enrolment in our foundation programs.
New program offerings are being considered in response to emerging market trends. Programs under consideration for future implementation include the Metal Fabricator; Construction Orientation and Retention for Employment (CORE); and Outdoor Power Equipment Technician foundation programs.
Imminent changes at the provincial level may affect our programming. All levels of the provincial Welding curriculum are presently undergoing restructuring. We are active participants in the process and remain hopeful that we can accommodate any changes without disruption.
The industry training profile was expanded and we delivered customized courses in electrical code, drafting and computer-aided design (CAD) off-campus, on industry sites. We anticipate continued growth in industry training.
Kootenay School of the Arts at Selkirk College A challenge for our programs is declining enrolment. We are using a multi-facetted approach to this challenge, including undertaking program reviews for all studios. This coming year, the focus will be on peer review of proposed changes and initiating articulation agreements with various institutions (starting with those in B.C.). The program review is also involving current students and alumni. We are anticipating that any changes to our programming would be in effect for September 2012.
Many of the students that register for KSA programs come from out of province (some years as many as forty percent). We recognize that some of the local and regional secondary schools are not aware of the
20 Planning Context | exceeding your expectations
programming offered at the KSA Campus. Working with Selkirk College’s Education Recruitment Coordinator, we are incorporating direct contact with regional secondary school students into our marketing/recruitment plans. One way we are accomplishing this is participating in the Student-for-a-Day program: we are scheduling one day a month during the school year when high school students can be a student-for-a-day at our Campus. Another initiative places faculty in the secondary schools as guest artists, to teach an art class to Grade 11 or Grade 12 students.
School of University Arts and Sciences The School of University Arts and Sciences moved into the third year of its operational plan, which focuses on improving student academic performance, experience and opportunities. In the Sciences, Science faculty participated in the “Community Science World” and two regional “Science Fair” events, hosted in conjunction with Kootenay Association for Science and Technology (KAST) and Science World. Both Science and Arts faculties also enjoyed great success presenting on a variety of topics at Y-Tech’s “Evening of Science.”
In the Arts, the School began a partnership for our Anthropology students who may be interested in joining Hamilton College’s annual Archaeology Field School this summer. As a fundraiser for PEN Canada, the first annual “No Words Barred” poetry dinner featuring the second-year Studies in Writing program students and faculty, sold out and delivered on its promise of being a unique and inspiring evening of student poetry and prose. The School also sponsored a Reading Series for which three authors read from and discussed their work. The faculty-led Culture Club for students, alumni, and staff, will be leaving for a cultural tour of France and Spain at the end of this April.
Some faculty from the Arts and some from the Sciences have had their work published this past year, and two are involved in ongoing research funded by outside granting agencies.
As a whole, the School continued with its student recruitment and retention plan. This included faculty visits to regional high school classes, student-for-a-day class visits, continual improvements to the School website and a successful student academic “Excellence Awards” ceremony on March 24, 2011.
Through the School’s close connection to the Mir Centre for Peace faculty members have also been involved in the College’s broader efforts to recognize the culture and history of the region and make the College welcoming to all its peoples.
The School will continue to brainstorm and research different modes of course and program delivery, such as condensed courses over a shorter than usual fourteen-week timeframe, and may develop credit courses that help students navigate the transfer system and understand the many pathways that stem from disciplines to careers and professions.
Faculty research projects, publication of scholarly work and excellent teaching will continue to serve this region’s academic needs.
Selkirk International The 2011/12 year marks the 25th anniversary of Selkirk International. There is a shifting emphasis in the client market to the academic rather than to cultural needs and interests. Synergies among Selkirk International and the Schools are growing through the exploration of projects such as an International Gerontology cohort, Ski Management in China, pending field school in Germany, as well as in-house, joint projects. The department will continue to work to support this natural internationalization of the college. Growing demand from Canadian students for international experience opportunities has made study abroad both a
Planning Context | exceeding your expectations 21
priority and a much larger component of the department’s mandate, resulting in resources being put towards a dedicated part-time position to support this growth. Challenges continue to be the growing competition and increasing costs of delivery. Resources need to be invested in developing new and maintaining stable markets and partnerships, a time-consuming and costly undertaking. This year will see the continued expansion of Brazil, Vietnam, India, and Kazakhstan.
Community Education and Corporate Training Opportunities for delivery of Continuing Education offerings, in conjunction with the Schools and the Mir Centre for Peace, are increasing at a rapid pace. This trend is expected to continue.
With four out of seven Continuing Education coordinators in new roles for a year or less, succession management and stabilization in the upcoming year are critical. Shifts in the delivery model for employment services, as per the Business Transformation Request for Proposals, may impact our employment programming and create increased competition for training resources from both the public and private sector.
There is concrete support from community stakeholders and other educational institutions to expand the newly developed leadership program geographically across the province and to develop an advanced level and specialty streams including Human Resources and Entrepreneurship. A new provincial consortium, Continuing Education and Training Association of BC (CETABC), with a mandate to better position the public post secondary system as a viable contender for bids for training is evolving and Selkirk College is playing an active role.
A critical challenge for our Distributed Learning Centre will be the implementation of the new version of Moodle. Increased competition from other institutions means quality course development and delivery are ever more vital to the success of our online programs. Focus will be on developing the processes and guidelines to achieve this.
Co-op Education Co-op Education and Employment Services, in partnership with Selkirk International, is implementing a five year Going Global project with an end result to “be able to connect every Selkirk College student to a diversity of North American and international job prospects including worldwide internship and non-profit opportunities.”
An additional part of this Going Global Project mandate is to pursue fee-for-service opportunities for Selkirk College in relation to Selkirk College graduates and local public accessing these global job search services.
Information Technology Services (ITS) In response to the Student and Employee Engagement Surveys, plans are underway to address strategic needs around information security and access. Initiatives being undertaken this year include enhanced network perimeter security (firewall services) to protect staff and student information and college resources. This initiative also includes Virtual Private Network (VPN) enhancements to allow users to securely access internal network resources from anywhere in the world.
Wireless network access was seen as a "must have" for staff and students and will also be addressed this year with a secure, managed wireless access solution. We expect to have deployment completed before the new term begins in September 2011.
Disaster recovery and business continuity were on the top of many departmental risk registers this year and ITS have already implemented a robust data backup solution and will be incorporating more features to
22 Planning Context | exceeding your expectations
build up recovery services. Data ownership, retention and destruction policies and procedures are also under development for this year.
The ITS department is being restructured in accordance with a Standards-Based Service model. This will streamline processes and increase service levels by building standard operating procedures for repetitive tasks. Development and communication of supportable and sustainable technology and service level expectations to all staff, students and community members will be a focus this year as well and years ahead.
The Web Team will also be spun off into an autonomous entity that will have ownership of all browser-based shared applications and web page development and support. Enhancing communications is a primary goal of ITS and enhancing our presence through www.selkirk.ca, as well as internally via My Selkirk for staff and students, will give us the channels needed to achieve that goal.
Library The Library continues to work on improving its collection, adding two thousand new books, one hundred DVDs and access to an additional four thousand full-text journals through upgraded database subscriptions. The Library is also pleased to have acquired new lounge furniture for students and a new digital microfilm scanner.
The Library is continuing its evolution into a Learning Commons with its long term goals to improve student study space, create a quiet study area, add more collaborative workspaces and expand access to digital resources. Librarians are working on web tutorials to extend library instruction to online students. The traditional print holdings are being revamped with the goal of having a smaller but more relevant collection for students and faculty.
The copyright issue (detailed on p. 39) is one that is critical to our College and we are following it closely. The resolution will have a tremendous impact on our ability to serve students.
Mir Centre for Peace We are starting off July with a Summer Institute called Teaching for Peace, Teaching about Peace. This five- day Institute is being held for public school teachers and is accredited as a fourth-year University of British Columbia course in the Faculty of Education.
Our plans for the next year will be formally articulated at our spring visioning day in June. Some things we are hoping to accomplish next year include expansion of community education offerings; the development of a community peer mediation service; offering an additional academic course in the Selkirk College Peace Studies program (Introduction to Transformative Justice); further exploring the potential to expand post secondary credentials in peace studies, such as an advanced certificate in Transformative Justice; determining research priorities; and developing peace studies modules that focus on communication and conflict resolution, to be made available to students in all disciplines at the College.
Registrar’s Office Our work this year centered on a review of current communication strategies with students, in particular in the areas of registration, tuition and fee collection, and course change/withdrawal, with a view to identifying areas for improvement or change. Our communication model is based on the principles of clarity, conciseness, consistency and caring. Examples of this effort include the restructuring of the registration process for the School of Developmental Education (DE) to a decentralized model that allows for direct communication of the Admissions staff with the DE students and instructors at each of our six campuses and improved collection of outstanding tuition and fees.
Planning Context | exceeding your expectations 23
The 2011/2012 academic year will see the continuation of a focus to ensure that Selkirk’s communication with students regarding admissions, records and financial aid and support is positive, effective and caring, enabling students to receive the information they need to make informed decisions to pursue their studies.
Education Council and the Board of Governors nomination and election procedures were updated and these processes were moved to an online format using Moodle.
Enrolment management efforts were focused on revitalization of the Retention Committee, envisioning an only online academic calendar and technology-supported opportunities.
Regional Innovation Chair/Rural Development Institute The Columbia Basin Trust (CBT) and Selkirk College have established the Columbia Basin Rural Development Institute (RDI). The CBT launched its State of the Basin initiative in 2008, with the first Basin- wide indicator report. Simultaneously, Selkirk College’s Regional Innovation Chair in Rural Economic Development has been a hub for data collection, research and analysis since 2006. The work of the RDI will bring together the assets of these two initiatives to create a sustained resource for the Columbia Basin. The RDI will report on a wide range of community indicators—employment, environment, charitable donations, crime rates—and will undertake new research about issues that impact the region. This information will be broadly shared and understood so that communities can apply this knowledge in their planning.
Student Access and Support (SAS) In the coming year, we will explore the creation of a coaching program whereby interested staff or faculty will be paired with a student and mentor them through their Selkirk College journey. In addition, we are looking to establish Academic Boost Camps aimed at helping students on probation get back on track. Another exciting project will be the completion of the Gathering Place; SAS will be involved in the planning of events for our Aboriginal learners. We will also begin a thorough review of the Computerized Placement Test (CPT) and Heads Up system (to identify students at risk prior to entry). This review will take place in conjunction with Institutional Research.
This year, we saw the addition of a new part-time counsellor. This was in response to our involvement with the Employment Skills Access Project (ESA) in conjunction with Continuing Education. In the past eight months, ninety-seven learners have met with the counsellors and have been offered training to assist them in re-entering the workplace.
SAS employees purchased five Innovative Educators webinars, sharing them with interested colleagues, and offering one at a workshop on the college-wide “Discovery Day.” With assistance from the new Teaching and Learning Institute all webinar links are now listed on Moodle, making recordings with PowerPoint slides available to all College staff for one year from their original broadcast dates.
The School will continue to indentify and research different modes of course and program delivery, such as condensed courses over a shorter than usual fourteen-week timeframe, and may develop credit-courses that help students navigate the transfer system and understand the many pathways that stem from disciplines to careers and professions.
Faculty research projects, publication of scholarly work and excellent teaching will continue to serve this region’s academic needs.
Teaching and Learning Institute Selkirk College’s Teaching and Learning Institute was established in 2010. The purpose of this Institute is to provide a peer-led, innovative, centrally-resourced support to learning and professional development
24 Planning Context | exceeding your expectations
initiatives in the areas of pedagogy, adult learning, curriculum development, evaluation of learning, and use of technology in teaching and learning. The Institute has been working closely with Education Council and the vice president, Education and Students, and it brings additional focus to the delivery of our Strategic Priorities. A Coordinator and Learning “Fellows” have been appointed and a number of initiatives are underway.
Partnerships Selkirk College has a long tradition of using partnerships and alliances to further its mission. The following table lists a few examples of current partnerships:
Table 4
Partnership Collaboration
Okanagan College/College of the Risk Management (including safety audits and pandemic planning), Rockies public opinion research, joint marketing and advocacy, Technology consultation, Professional Development planning are among the initiatives completed in 2008/09. Coordination of the jointly planned Southern Interior Writers Project courses will be provided by Okanagan College and students and instructors from across the institutional partners can take part.
We have an agreement with Okanagan College for our Business Administration students to block transfer into Year 3 of Okanagan’s BBA Program. We are developing a plan that would allow Selkirk College students to do semester 5 or, possibly, all of Year 3 at Selkirk College and then transfer to Okanagan College for eight months for Year 4.
Okanagan College/College of the Development of Memorandum of Understanding (MOU) between Rockies/Thomson Rivers Southern Interior public post secondary providers. Agreement to University/UBC Okanagan collaborate on programming, improved transfer and articulation, marketing, enrolment management, and greening initiatives. The MOU also describes the intent to develop collaborative services and assist in strategic HR planning with key sectors, such as health. There is Regional coordination within the B. C. Academic Health Council for post-secondary institutions that offer health programming.
City of Nelson Working in partnership with the City, receiving financial support from Columbia Basin Trust and major project funding from the Federal and Provincial governments, significant progress has been made in the renovation of the College’s Nelson Student Residence. When opened in September of 2011, attractive, affordable accommodations will be available for approximately one hundred Selkirk students. In the process, the supply of affordable housing for non students in Nelson will be increased.
Canadian Association of Aviation Air Canada Jazz First Officers Direct Entry program. The first Selkirk Colleges (CAAC) College Aviation graduate to be hired under this program is now flying with Jazz in western Canada, including Castlegar.
Planning Context | exceeding your expectations 25
Partnership Collaboration
Interior Health Authority Applied research and project support for initiatives including Nelson Health Cooperative, curriculum development and Pharmacy Technician Program accreditation. Collaborative efforts to increase supply of health care professionals, mental health training, responsive/proactive models for learning and inter-professional practices/models of care.
Southern Interior Development Trades and Transitions Student Awards program totaling nearly Initiative Trust $600,000 for Selkirk students over three years. A portion of this funding is utilized to support secondary school learners studying at college level during their grade 12 year.
University of Victoria Bachelor of Nursing (BSN) degree is offered locally at Selkirk College. Student nurses work in our regional hospitals and at the Nelson Health Cooperative to gain their practical experience. The BSN partnership has included development of a new Memorandum of Understanding.
University of British Columbia (UBC) Selkirk College, UBC, and the local school districts are continuing to “West Kootenay Teacher Education partner on a twelve-month Bachelor of Education degree completion Program” program at the Castlegar Campus. The current Memorandum of Understanding expires at the end of the 2011/12 fiscal year. In the Fall of 2011 we will begin talks with UBC to renew this partnership.
West Kootenay/Boundary Region Formalized agreement to support the development of a “Learning School Districts Region” while continuing our work to provide improved transition of K-12 learners into the College.
Thompson Rivers University Applied Research, dual admission and program laddering; also partner in Canadian International Development Agency (CIDA) project in Republic of Georgia.
Cegep de Gaspesie, Universidad North American Mobility Renewable Energy Technology Program. Tecnologica de Tabasco, Universidad The program was successfully completed this year resulting in several Tecnologica de Tulancingo, Golden student exchanges. Several students travelled to Golden West College West College and Turtle Mountain in California for training in Renewable Energy in May of 2010. Community College Additionally, in the summer of 2009 several students from Tabasco attended classes in our ESL and Renewable Energy certificate programs.
Capilano College Selkirk College and Capilano College (now Capilano University) have signed an MOU to collaborate on the delivery of tourism education, to enhance the variety of opportunities available to faculty and students as well as create better pathways for students between the two institutions. The two institutions, with Capilano as the lead, are currently pursuing approval for a CIDA project in Tanzania, Africa.
Georgia Technical University (GTU), While the five-year Canadian International Development Agency Republic of Georgia project is now completed, GTU and Selkirk College are working together to bring a group of twenty GTU students who are part of a cultural performance group to B.C. for a performance tour of colleges and universities.
26 Planning Context | exceeding your expectations
Partnership Collaboration
Nanjing Institute of Industrial Joint delivery of an International Tourism Management program and Technology an International Business program. This collaboration is now completing its fifth year. Opportunities have been created for Selkirk students to study or complete internships in Nanjing.
Regional Districts of Kootenay The Regional Innovation Chair for Rural Economic Development Boundary and Central Kootenay; completed a number of reports in partnership with local stakeholders; Columbia Basin Trust and many in particular, the State of the Basin report and the Affordable Housing other partners data base and report. The Selkirk Geospatial Research Centre continues to provide support to a number of Columbia Basin initiatives, including the Biodiversity Atlas and watershed initiatives.
Native Education College, Carrier Tourism and infant and toddler training. Sekani & College of New Caledonia
Canadian Society for Social Joint delivery of the Web Design and Optimization Program. Development Provides training for thirty-plus students with disabilities, per year.
Career Development Services (Trail) Learning for Living initiatives.
Integrated Land Management Branch Applied research, technical training and infrastructure support. of Government
Kootenay Leadership Initiative Selkirk College, working with local employers including Teck, Celgar, Firebird Technologies Inc., Kootenay Savings Credit Union and others, has developed and is piloting a “Kootenay branded” leadership program.
College of the Rockies (COTR) Fire Training for volunteer fire fighters. Selkirk College and COTR are partnering to provide certification exams and custom designed college certificates for volunteer fire departments.
Taiyuan Normal University (TNU), Partnership for implementation of a Sino-Canadian Selkirk College China and TNU English Language Program for five hundred students. The first group started in September 2010.
Shanghai Commercial School (China) Delivery of a Jewellery Marketing and Design program in partnership Selair with Shanghai Commercial School. High school graduates who complete the program will receive advanced placement in our Kootenay School of the Arts program.
EGE University (Izmir, Turkey) Memorandum of Understanding for faculty and student exchanges. Four EGE faculty visited Selkirk College for three weeks of faculty-to- faculty dialogue and exchange of knowledge.
Employment Skills Access (ESA) Selkirk College is part of the provincial ESA consortium for the Consortium (provincial) delivery of Essential Skills training (Year 2).
BCcampus Projects in Biogeoclimatic classification, and developing the flexible pre-majors in English, Psychology and Sociology/Anthropology were completed. Selkirk college is partnering with Douglas College and other partners in the development of curriculum in Behavior Intervention and supportive transfer strategies for students registered in the Classroom Care and Support Worker programs.
Planning Context | exceeding your expectations 27
Partnership Collaboration
Columbia Basin Trust (CBT): Rural The Institute will create a sustained resource for the region as it Development Institute prepares and adjusts to change, bringing together the existing assets of CBT’s State of the Basin Initiative and Selkirk College’s Regional Innovation Chair in Rural Economic Development
Duoc Institute (Chile) Joint submission made to have two students from Duoc Institute study at Selkirk College under the Canada-Chile Leadership Exchange Scholarship Program sponsored by the Government of Canada.
De Anton de Kim Universiteit van Joint submission completed to the Canadian Bureau for International Suriname Education under the Emerging Leadership program to have two faculty members visit Selkirk College this fall to work with staff to enhance their expertise in the administrative area of international programming.
D-Pace We have entered into discussions with D-Pace, a Nelson company which specializes in the design and implementation of high-energy physics components. We are offering D-Pace professional development workshops through Selkirk College. We are also planning a proposal for research and development lab space on a Selkirk College campus.
UBC-Pharmaceutical Collaboration to develop and deliver online Pharmacy Technician Sciences/College of Pharmacists of bridging modules to assist pharmacy technicians to meet new B.C. regulatory requirements.
Provincial Education Consortium Participation in health program committees developing provincial curriculum (Licensed Practical Nursing) and accreditation standards (Health Care Assistant).
TRIUMF In December 2010 we signed collaboration Memorandum of Understanding with TRIUMF, “Canada’s National Laboratory for Particle and Nuclear Physics.”
Hamilton College We have signed an agreement with Hamilton College (Clinton, NY) to participate in its ongoing archeology field school near Lemon Creek, B.C. In the summer of 2011 we anticipate that two Selkirk College students will participate in this “ground-breaking” archeology project.
Selair Pilots Association We have had a long-standing relationship with Selair in the delivery of our Aviation, Professional Pilot program. Starting in June 2011, we are supporting Selair’s initiative to establish a satellite flight training unit in Abbotsford, B.C. The focus of this operation is to provide private pilot training to potential Selkirk College students in the Lower Mainland.
Air Transport Association of Canada We are participating in ATAC’s India Opportunities Initiative in order (ATAC) to recruit students for our Aviation, Professional Pilot program. As graduates, these students will help fill the growing need for pilots in India’s rapidly expanding aviation industry.
28 Planning Context | exceeding your expectations
External Context
The Selkirk College region is home to just over 79,000 people, or 1.8% of the B.C. population. The largest communities are Nelson, Trail and Castlegar, which together account for thirty-two percent of the overall population in the College region. Based on 2006 census data Castlegar’s population increased by eight percent, Nelson’s by four percent and Trail’s declined by four percent over the previous five-year period.
Although the population remains fairly consistent, shifts within the age composition are evident. The age demographic less than age twenty-six has increased by four percent over the past two years but over a five- year period held constant. The age demographic 26-64 has increased by 3.5% and 3.1% over the previous five-year and two-year periods, respectively. Finally, the 65+ demographic has experienced a 7.7% growth in five years and a six percent growth in the previous two-year timeframe.
The four school districts within the College region graduated a total of 1,018 students in 2005 and 905 in 2010, a decline of eleven percent over five years.
Chart 6
Grade 12 Grads - Selkirk College Region
1160 1111 1056 1078 1072 1025 1018 986 978 980 969 910 905
97/98 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10
Source: Six-Year Completion and Grade 12 Graduation Rates - 2009/10, November 2010, Ministry of Education
Planning Context | exceeding your expectations 29
On a projected basis, the total number of grade 12 students in the Selkirk region is expected to decline from 1,243 in 2010 to 1,025 five years later in 2015 or a decline of over 218 total students or 18% over the this five year period.
Chart 7
Selkirk College Region Grade 12 Public School Actual and Projected Enrollment
1,400 1,198 1,243
1,200 1,025 1,013 1,000 800 600 400 # of students 200 0 Actual 2005 Actual 2010 Projected 2015 Projected 2020
Source: Projection Report for Public School Headcount Enrolments 2010/11, B.C. Ministry of Education (Report 1558A), Projections (2011 onward) are based on current year enrolments projected forward using PEOPLE 35.
Based on the latest available data from BC Stats (2005), the average family income in this region is 19.6% below the provincial average ($64,715 versus $80,511). This represents a decline since 2000, when the family income level in the Selkirk College region was fourteen percent below the provincial average.
Annually, over the 2003-2006 periods the percentage of the population in the Selkirk College region receiving Income Assistance exceeded the provincial average by between 1% and 1.6%.
The 2006 Census reported that the Aboriginal population in the Selkirk College region was 3,030, or 4.1% of the total population. Relative to other college regions in B.C., the Selkirk College region rates tenth out of fifteen in this regard.
30 Planning Context | exceeding your expectations
Chart 8
Aboriginal Population as a Percentage of Total Population, by Region 29.5
solid line represents 14.1 12.9 12.9 11.8 B. C. average
6.6 5.7 5.7 4.7 4.1 3.3 3.2 2 1.9 1.8
Source: Selkirk College Region Profile, BC Stats
Aboriginal peoples make up four percent of our regional population. Between the 2001 and 2006 censuses, this population increased by thirty percent to 3,029. Over one third of this population was under the age of eighteen in 2006. High school attainment rates are higher than provincial rates (49.5% versus 45.0%). It takes longer for these students to transition to post-secondary and they are less likely to do so, even after a three-year period. When these students study at Selkirk College they are more likely to be satisfied with the quality of instruction, usefulness of the knowledge they received and overall quality of education than other, non Aboriginal, students. Income levels are almost ten percent lower than the non Aboriginal peoples in the region.
In 2006, this population significantly differed from the B. C. average in the following ways:
None of this population resided on a reserve (B.C. average: 68.4% lived on reserve); 59.4% reported Métis origin (B.C. average: 30.3%); 23.1% Aboriginal residents were registered under the Indian Act (B.C. average 56.4%); and The Selkirk College region reported higher post-secondary completion rates in all age groups, except ages 35-44.
Table 5
% of Aboriginal Population with Post Secondary Completion Age Groups Selkirk B.C. 20-24 years 45.8 23.7 25-34 years 52.8 42.1 35-44 years 41.0 46.9 45-54 years 54.9 46.1
Source: Selkirk College Region Profile, BC Stats
Planning Context | exceeding your expectations 31
A comparison of the Kootenay Region’s top ten industries to the B.C. industry demographic is as follows:
Table 6
Kootenay Top 10 Industries Kootenay Firms Variance Number % of Total B.C. From B.C. Top Ten Kootenay Industries 1 Retail Trade 814 14.1% 11.3% 2.8% 2 Construction 807 13.9% 11.8% 2.1% 3 Accommodation & Food Services 527 9.1% 6.8% 2.3% 4 Other Services 509 8.8% 11.2% -2.4% 5 Health Care & Social Assistance 482 8.3% 8.6% -0.3% 6 Prof. Scientific & Technical Services 427 7.4% 11.2% -3.8% 7 Agric., Forestry, Fishing & Hunting 407 7.0% 4.2% 2.8% 8 Transportation & Warehousing 282 4.9% 4.4% 0.5% 9 Manufacturing 238 4.1% 4.8% -0.7% 10 Admin. & Sup, Waste Mgmt. 235 4.1% 4.9% -0.8%
Source: Conference Board of Canada: The Future of Work, 2008.
Chart 9
Projected Annual Growth in Employment Demand by College Region from 2009 to 2014 (%)
2.0 1.9 1.8 1.6 1.6 1.3
0.9 0.7 0.6 0.3 0.3
-0.5
Fraser Nortwest Okanagan Lower Rockies Northern Malaspina Camosun Selkirk North Thompson New North- Valley Mainland Lights Island Rivers Caledonia west
Source: BC Stats, BC Regional Employment Projections 2009 to 2011
32 Planning Context | exceeding your expectations
Resulting from the recent economic recession, and specifically the above industry declines, employment projections updated in July 2009 now project a modest 0.9% annual growth to 2013. This projected growth rate is consistent with that expected in another seven (of twelve) B.C. college regions.
A summary of the projected occupational growth in the Selkirk College region is as follows:
Table 7
Average Annual Selkirk College Region Estimated Estimated % Change Over Projected Annual Growth Rates in Employment Employment 5 Years Occupational Demand 2009 2014 2009-14 All occupations 35,990 37,100 0.6 Occupations unique to processing, 1,580 1,670 1.1 manufacturing and utilities Health occupations 2,730 2,860 1.0 Occupations unique to primary 1,840 1,860 0.3 industry Natural and applied sciences and 1,320 1,460 2.1 related occupations Business, finance and 4,830 5,130 1.2 administrative occupations Occupations in art, culture, 780 960 4.7 recreation and sport Sales and service occupations 9,870 9,830 -0.1 Occupations in social science, education, government service and 2,580 2,650 0.5 religion Management occupations 3,310 3,350 0.3 Trades, transport and equipment 7,160 7,330 0.5 operators and related occupations
Source: BC Stats, Regional Employment Projections as of July 2010.
And a summary of the projected industrial growth in the Selkirk College region is as follows:
Table 8
Selkirk College Region Estimated Estimated Average Annual % Projected Annual Growth in Employment Employment Change Over 5 Employment Demand 2009 2014 Years 2009-2014 Goods Producing Industries
Agriculture 1,010 1,030 0.5
Forestry 610 610 0
Fishing, Hunting, & Trapping 0 0 0
Oil & Gas 50 50 -0.4
Planning Context | exceeding your expectations 33
Selkirk College Region Estimated Estimated Average Annual % Projected Annual Growth in Employment Employment Change Over 5 Employment Demand 2009 2014 Years 2009-2014 Mining (non Oil & Gas) 260 250 - 0.8
Services to Mining 120 100 -3.8
Utilities 320 360 2.7
Construction 4,120 4,200 0.4
Mfg--Food & Beverages 190 220 2.8
Mfg--Wood Products 750 750 -0.2
Mfg--Paper Products 210 210 -0.2
Mfg--Printing 30 30 - 0.9
Mfg--Rubber, Plastic & Chemicals 150 170 3.2
Mfg--Mineral Products 1,270 1,440 2.5
Mfg--Metal Fabrication & Machinery 130 150 3.3
Mfg--Comp, Electronic, Elect 180 200 2
Mfg--Transportation Eq. 10 20 6
Mfg--Other 200 220 2.5
Total Goods Producing 9,620 10,010 0.8 Service Producing Ind.
Trade--Wholesale 890 730 -3.5
Trade--Retail 6,800 6,290 -1.5
Transportation 1,560 1,680 1.5
Finance, Insurance, R.E. 1,260 1,420 2.5
Prof--Bus Services 780 1,030 6.4
Prof--Computer Systems 50 200 6
Prof--Other Services 310 400 5.4
Management/Admin/Other Support 1,310 1,220 -1.4
Education 1,850 1,800 -0.5
Health & Social Assistance 5,310 5,610 1.1
Information, Culture, Recreation 1,000 1,490 9.9
Accommodation & Food Services 2,560 2,810 2
Services--other 1,630 1,500 -1.6
Government 950 920 -0.7
Total Service Producing 26,380 27,100 0.5 All Industries 35,990 37,100 0.6
Source: BC Stats, Regional Employment Projections as of July 2010
34 Planning Context | exceeding your expectations
BC Stats utilizes the Regional Employment Projections Model (REPM), a model that utilizes the Labour Force Survey (LFS) and the Canadian Occupational Projection System (COPS) in developing its employment projections. Capital projects over $15 million ($20 million in the Lower Mainland) are used in this projection model. The following table identifies the major capital projects under consideration and/or underway in each of the B.C. Development Regions. Although the Kootenay Development Region is not a complete representation of the two Kootenay College regions (it is understated by 0.2%), it does provide an opportunity to examine project activity across the province from a relative perspective.
Table 9
Summary of Capital Cost Estimates* October – December 2010 ($ Millions)
Region Proposed Construction Completed On Hold Total Started Vancouver Island/Coast 17,765 8,507 961 7,330 34,563 Mainland/Southwest 33,564 28,537 395 3,149 65,645 Thompson/Okanagan 12,174 16,961 90 1275 30,845 Kootenay 2,973 2,050 55 1,770 6,848 Cariboo 1,488 3,572 1,045 6,105 North Coast 29,152 956 7,089 37,197 Nechako 2,135 47 450 2,632 Northeast 14,998 1,185 400 500 17,083 Total 114,249 61,815 1,901 22,608 200,573 Source: BC Major Projects Inventory, October-December 2010
Planning Context | exceeding your expectations 35
Major projects in the Selkirk College Region, as of December 2010, include:
Table 10
Name of Project Location Status Estimated Cost in Start End millions Hugh Keenleyside Spillway Gate Castlegar Proposed $102 TBD Fall 2013
Industrial Recycling Plant Christina Lake Proposed $200 TBD TBD
Inferor Sawmill Replacement & Grand Forks Proposed $100 TBD TBD Power Plan Cascade Heritage Power Park Grand Forks Proposed $24 TBD TBD
Fosthall Creek Hydropower Nakusp Proposed $50 TBD TBD Project Kutenai Landing Village Nelson Proposed $15 TBD TBD Development Glacier/Howser/East Energy Early Nelson Proposed $248 Nov 2011 Project 2011 Trail Operations – Furnace Fall Trail Proposed $100 2014 Additions 2011 Early Spring Waneta Power Plant Expansion Trail Proposed $900 2011 2015 Emergency Department Redevelopment and CT Scanner Nelson Started $15 Late 2009 Late 2011 Suite Red Mountain Ski Resort September Rossland Started $900 2015 Expansion 2005 Selkirk 500/230 kV Transformer Early Selkirk Started $23 Fall 2007 T4 Addition 2011 Spring October Celgar Green Energy Project Castlegar Completed $55 2010 2010
Source: BC Major Projects Inventory, October-December 2010
36 Planning Context | exceeding your expectations
As of March 2011 the annual change in the labour market was as follows:
Table 11
Annual Change (March 2010 to 2011)
British Columbia Thousands Percentage Population 56.2 1.5 Labour force 26 1.1 Employment 19.9 0.9 Full-time -11.7 -0.7 Part-time 31.6 6.4 Unemployment 6.1 3.1 Participation rate -0.3 -- Unemployment rate 0.1 -- Employment rate -0.4 --
Source: Stats Canada, Labour Force Characteristics by Province, April 8, 2011
Last year we reported a 2.5% increase in the size of the BC Labour force. This growth continued into 2010, with another 1.1% increase. The number of full-time jobs continues to teeter-totter year-over-year and a decline was reported in 2010. The unemployment rate continued to rise over this period.
The unemployment rate continues to increase for both the 15-24 and the 25-44 age groupings, as follows:
Chart 10
B.C. Unemployment Rate by Age Group
15.1 13.6 12.7 Mar-09 Mar-10 Mar-11
8.1 8.2 6.9 6.9 6.4 6.2
15-24 years 25-44 years 45-65 years
Source: BC Stats Labour Force Statistics, March 2011
Planning Context | exceeding your expectations 37
Access to the labour market continues to be enhanced through a post-secondary education and college-level credentials, as follows:
Table 12
British Columbia Education and New Jobs Attrition Total Average Occupations/Skill Level Training Normally to 2017 to 2017 Openings Annual Required Growth Professional and University Degree 555,060 101,310 262,940 1.7% Managerial Technical, Para- Some Post-secondary, 968,460 163,370 404,550 1.6% professional and Skilled College or Trade Certificate Intermediate and Clerical High School Diploma 404,330 34,540 117,840 0.8% Elemental and Labouring Less Than High 338,490 30,690 91,060 0.9% School All Occupations 329,890 546,470 876,360 1.4%
Source: BC Stats 10 Year Employment Outlook for British Columbia 2007 – 2017
Economic Impact
Selkirk College is recognized as one of the region’s top ten organizations. This status has been further solidified as a result of two recent studies which focused on the impact of colleges, in general, and the impact of Selkirk College, in particular.
A survey completed by CCbenefits Inc. was released in August of 2007 and a second survey completed by Economic Modeling Specialists Inc. was released in May of 2008. Methodologies and modeling used in these studies were similar and the results certainly support the social and economic importance of Selkirk College to the region.
The following are highlights:
The combined effects of Selkirk College’s current spending and the impact of graduates of the College on the economy through increased earning power totals over $220 million annually; Out–of–area students alone generate approximately $4.8 million in regional income annually; The presence of Selkirk College and its graduating students in communities results in the avoidance of social costs to government as a result of reduced crime, improved personal health and fewer welfare and unemployment claims. These savings amount to approximately nine dollars per year for every credit earned; The provincial government allocates approximately $25 million in support of Selkirk College each year. Every dollar allocated by the government results in a cumulative return of three dollars over the course of a student’s working career; Each student will see his/her annual income increase by one hundred and five dollars per year for every credit earned.
Jim Reed, President of BC Colleges, reported that by 2019 it is predicted that more than 600,000 college graduates will be needed in British Columbia. This—combined with a tsunami of baby-boomers wishing to
38 Planning Context | exceeding your expectations
retire—will result in a skills shortage if we continue with the status quo. A skills shortage can only be avoided by graduating more British Columbians with job-ready skills. Strategic Issues
Budget Pressures The College’s budget pressures will continue as long as inflationary and structural deficit pressures are not completely addressed. In addition, funding for the Tenth Street Campus common costs of $432,000 for the 2013 fiscal year has been eliminated by the Ministry. This will put increased pressure on both programs and services for students.
Since Selkirk College is reliant on government support for over seventy-five percent of its annual expenditures, any changes in government funding will have significant effects on programs and operations. We continue to find innovative ways to conduct our operations and to reduce expenditures; however, in order for the College to meet Ministry priorities or shifts in priorities, adequate funding from government is required.
Annual Capital Allowance and Capital Equipment Selkirk’s Annual Capital Allowance (ACA) will continue to be funded at the reduced level of $368,000 for 2011-2012, and no increases are anticipated for 2012-2013. This will have dramatic effects given that our aging facilities require significant maintenance to extend building life. A preliminary estimate from our Facilities Master Plan indicates almost $9 million of building upgrade requirements over the next five years, over and above regular facilities maintenance. Operating Capital has been budgeted at $250,000 for 2011/2012, much below the requirements to maintain, upgrade and purchase equipment. Further review of capital requirements will be forthcoming in the fall of 2011 depending on the financial forecast for 2011-2012. This is one of the most urgent challenges for Selkirk College given the significant unmet needs in our program areas.
Access Copyright On March 30, 2010 Access Copyright filed for a tariff under the Copyright Board of Canada. The proposed tariff is estimated to increase the cost to educational institutions six-fold. For Selkirk College, this cost increase is estimated to be between $75,000 and $100,000 on an annual basis. Since this announcement, the Association of Universities and Colleges of Canada (AUCC) and the Association of Canadian Community Colleges (ACCC) have advocated, along with post-secondary institutions, against this increase. An interim agreement based on the existing rate schedule, has been signed pending the outcome of legal determinations. This is an area where government can assist the B.C. and Canadian post-secondary systems by getting involved at the political level.
Education Planning With the guidance of our Deans and Chairs Committee, and Education Council, we will be developing a new Education Plan for Selkirk College. The purpose of the Education Plan is to identify the direction and goals of the Education and Students Division. It provides the context for priority setting and responses to new opportunities in programming and student experience. The Plan is informed by our Strategic Plan and aligns and integrates existing processes to assist in decision making into the future.
The Plan will cover a three to five year plan and identify such things as:
1. Priorities for new courses, programming, interdisciplinary projects, post-credential programs; 2. Program refresh, review, accreditation, outcomes; 3. Support decision making around program suspension or discontinuance;
Planning Context | exceeding your expectations 39
4. Potential responses to Ministry priorities; 5. High Priority continuing education, contract, and corporate training initiatives; 6. Improved articulation, transfer and other pathways, laddering, 2+2 agreements(two-year college diploma/associate degree as the basis for a degree at another post-secondary institution); 7. Priorities for international programming; 8. Priorities for infrastructure investment; 9. Development or enhancement of learning and/or student services; 10. Directions and capacity needs for applied research.
Infrastructure and Facilities Planning Stantec Architecture Ltd. completed a Facilities Master Plan (FMP) review in March of 2011. The FMP identified a facilities-wide maintenance deficit of $8.8 million. This, coupled with limited Annual Capital Allowance (ACA) funding, will make it a very significant challenge to maintain our facilities over the longer term and will only widen the maintenance deficit over time. The FMP has identified three capital priorities for the institution:
1. Upgrades to the Trades & Technology Facility and Equipment; 2. Construction of a learning commons environment, mainly at the Castlegar Campus; and 3. Upgrades to technology infrastructure to support learners.
These three priorities were developed within the Ministry’s capital framework and approved by the Board in October of 2010.
IT Services Review An Information Technology (IT) director was hired in January of 2011 as per the recommendations of the 2010 IT review. The remaining recommendations of the IT review are now in the process of being implemented. The priorities were identified as follows:
to optimize network design and performance; to develop a process development framework for identity and security management; and to document and design network security architecture.
Succession Planning We continue to pay special attention to the leadership development needs of our middle managers and those who have an interest in entering supervisory leadership roles. This is an inherent requirement in succession planning for Selkirk College. We have experienced, and will continue to experience, recruitment and retention challenges in key leadership and faculty areas. The development of a leadership program this past year, with other key training opportunities for supervisors, has improved the collective skills of the organization and assisted in the overall development of mid and senior managers.
Learning Region/Partners in Learning The Memorandum of Commitment between Selkirk College and the four school districts within its geographic region frames discussions and further development of a vision of the West Kootenay Boundary Region as a “Learning Region.”
Enterprise Risk Management Program A risk register was developed and has been completed as a component of the budget development process for fiscal 2012. A report regarding institutional risk will be forwarded to the Board of Governors in October of 2011. The Board of Governors has approved a Board-level governance policy around risk management.
40 Planning Context | exceeding your expectations
Environmental Sustainability With the completion of the “Selkirk College 2009 State of the Environment Report,” an initial action plan to address recommendations continues to be implemented. SMARTTool, developed by the Ministry, is used to quantify carbon and GHG production. Action plans have helped to reduce GHG production but we have not achieved carbon neutrality. The recent installation of the “Earth Tub” industrial composter will be a pilot project to reduce our solid waste production. Obtaining LEED Gold standard on our Tenth Street Residence and Aboriginal Gathering Place construction are important directions for setting College-wide standards for new construction and major renovation projects.
Student Transportation College personnel and student government have been working together with the appropriate levels of government and BC Transit to find ways in which service levels can be improved.
Selkirk College students not only find it necessary to access public transportation to move between Trail, Castlegar and Nelson, but are increasingly looking for ways to live the principles of sustainability. As with other rural areas of the province, buses run on an infrequent basis and intercampus (community) bus schedules do not currently accommodate student learning schedules. Current levels of bus service do not provide the minimum level of service required to access the U-Pass system available to students in larger and urban areas.
Sustainability and carbon neutrality goals will contribute additional pressure to move forward with our communities to improve services for students in this area. BC Transit is working collaboratively with Selkirk College’s transportation committee to better understand the demand for and barriers to public transportation for our students and staff. As a key stakeholder, Selkirk College is involved in bringing about increased service and/or schedule changes which will allow students to have options in travelling to school, as well as to have transportation available after the last classes end.
Selkirk College’s Role in Economic Recovery Selkirk College is known for providing job-ready graduates from the over seventy programs which lead to certificates, diplomas and degrees. Our College plays an important role in the social and economic development of the West Kootenay-Boundary Region by providing the programs that will lead to an educated and highly skilled workforce in the region. Recent economic challenges, including the reshaping of our economies, require immediate and relevant responses. Selkirk College will continue to play its part by ensuring that the region and province’s labour force remains robust, competent and competitive.
Selkirk College and other B.C. colleges make the following important contributions to the B.C. economy:
Ninety-six percent of B.C. college graduates stay and work in B.C. B.C. colleges and their former students contribute $7.7 billion or 4.3% of the income of the provincial economy. B.C. colleges return $3.80 to the provincial economy for every dollar of taxpayer financial support. An estimated forty-two percent of skilled shortages are in occupations that require a college education. Colleges are the largest providers of highly skilled, job-ready graduates for employers. Statistics Canada estimates that over the next decade, college enrolment could rise by thirty percent.
Survey of the Canadian Federation of Independent Businesses (CFIB) members facing severe labour shortages required the skills of college grads on a ratio of 6:1 compared to university grads.
Planning Context | exceeding your expectations 41
Economic recovery is contingent on a steady stream of job-ready graduates to meet the challenge of labour shortages and the changing requirements or “new work” that will emerge from this economic restructuring. Access to this training for our citizenry, and to supply our business and industry, is a critical piece in regional economic recovery.
Supporting Local Innovation through Applied Research
Applied Research and Innovation applies existing techniques or knowledge to solve problems or improve situations in the real-world. Selkirk College’s programs, and thus learning opportunities, are improved when applied research can be incorporated into programming. We will work with stakeholders to create an environment of applied research and innovation that enhances the educational experiences of our learners and the cultural, economic and social well-being of our communities. Our work through our Selkirk Geospatial Research Centre, the Columbia Basin Rural Development Institute (including the Regional Innovation Chair) and the Mir Centre for Peace will play an integral part to providing this service.
42 Planning Context | exceeding your expectations
2011/2012 PERFORMANCE MEASURES AND TARGETS Institutional Performance Measures and Targets
1. Teaching and Learning: Our Fundamental Activity
Exemplary teaching and outstanding learning experiences are and will continue to be the fundamental activities of Selkirk College. Our learning opportunities will be responsive to diverse needs. Applied research and innovative programming will enhance learning opportunities for students.
Strategic Direction: Selkirk College will be known for its teaching excellence, outstanding learning experiences and program relevance.
1.1. Strategic Priority: We will effectively utilize our revenues, grants and resources to maximize relevant program delivery.
a) Strategy: We will deliver programs that are aligned with Ministry goals (Health, Developmental, Trades and Aboriginal) and to the needs of our region. Performance Measure: Achievement of FTE targets as outlined in the Ministry Accountability Framework. ⇒ Target: One hundred percent delivery of Ministry priority FTE targets and ninety percent overall, FTE utilization. √ Linkage to Ministry Goals: Capacity, access, efficiency and relevance.
Performance Measure: Improvement on program and service quality Performance Measures. ⇒ Target: Accountability Framework Performance Measures will be achieved. √ Linkage to Ministry Goals: Quality.
b) Strategy: We will develop a three-year Education Plan for Selkirk College. Performance Measure: Completion of the Education Plan. ⇒ Target: Development of an Educational Plan discussion paper and development process that includes advice from Education Council and the Deans and Chairs Committee. ⇒ Target: Development of a program renewal policy, plan and process. √ Linkage to Ministry Goals: Quality and relevance.
c) Strategy: We will renew tools for receiving feedback from students about programs, courses and instruction. Performance Measure: Review and update feedback mechanisms. ⇒ Target: Development, in consultation with instructional staff and institutional research of new questionnaires and tools to provide learners with opportunity to provide feedback. √ Linkage to Ministry Goals: Quality, relevance and efficiency.
1.2. Strategic Priority: We will support teaching and learning excellence through the Teaching and Learning Institute and the Distributed Learning Centre.
2011/2012 Performance Measures and Targets | exceeding your expectations 43
a) Strategy: We will support the Teaching and Learning Institute for a two-year pilot. Performance Measure: Development and implementation of an operational plan for the Teaching and Learning Institute. ⇒ Target: Coordinator and Teaching Fellows will develop and implement at least two projects and/or programs to expand the work of the Institute. √ Linkage to Ministry Goals: Relevance and quality.
b) Strategy: We will develop a college-wide service learning program. Performance Measure: Development and implementation of a “Selkirk Service Learning” program. ⇒ Target: Successful implementation of the TeckServ Service Learning program. ⇒ Target: At least two new service learning initiatives undertaken. √ Linkage to Ministry Goals: Research capacity, relevance and quality.
1.3. Strategic Priority: We will continue to prioritize recapitalization of program equipment needs in the Education and Students division.
a) Strategy: We will develop a prioritized multi-year, equipment and capital needs database for programs at Selkirk College. Performance Measure: Strategic and targeted expenditure of the operating capital funds. ⇒ Target: Recapitalization and updating of equipment needs. √ Linkage to Ministry Goals: Relevance and quality.
2. The Student Experience: Access to Success
Selkirk College cares about its students. We are committed to the creation of an environment which encourages success, from the first point of contact through to Alumni membership. We will ensure that learning is paired with experiences that engage students in our communities and the natural environment.
Strategic Direction: Selkirk College will be recognized for its high quality services to students throughout their relationship with the College.
2.1 Strategic Priority: We will continue to focus on enrolment management to meet FTE targets and implement strategies on the basis of research, analysis and with a view to increased collaboration across departments/Schools.
a) Strategy: We will complete and implement the Strategic Enrolment Management Plan for the College. Performance Measure: Recruitment and Retention plans that include strategies, initiatives, evaluation criteria and processes for renewal, are completed and implementation of action items is substantial. ⇒ Target: Evidence-based Student Recruitment, Financial Support, and Student Retention plans will be updated and/or completed and at least two substantial initiatives are undertaken. √ Linkage to Ministry Goals: Capacity, access, efficiency, relevance and quality.
44 2011/2012 Performance Measures and Targets | exceeding your expectations
b) Strategy: We will review and update our communication with potential and current students, taking into consideration emerging practices such as dual entry and best practices. Performance Measure: Improved use of technology for recruiting and retaining students. ⇒ Target: Implementation of MySelkirk student portal. ⇒ Target: Selkirk.ca revitalized as a primary recruitment and inquiry tracking tool. √ Linkage to Ministry Goals: Quality, efficiency and relevance.
2.2 Strategic Priority: We will continue to improve the “student experience” for Selkirk students.
a) Strategy: We will implement improvements to technology for learners. Performance Measure: Increased wireless access. ⇒ Target: Completion of the conversion to a wireless environment at all campuses. ⇒ Target: Video conference/instruction tools implemented. √ Linkage to Ministry Goals: Access, quality, relevance and capacity.
Performance Measure: Spaces for students will be reviewed and improved. ⇒ Target: A “one-stop” approach to providing services for students will inform space utilization decisions at each of the College campuses over the coming three-year period. ⇒ Target: The three-year plan to renew library collections and re-purpose space for a Learning Commons will continue to be implemented. √ Linkage to Ministry Goals: Quality, relevance and capacity.
b) Strategy: We will improve student life and increase wellness programming. Performance Measure: Initiatives in response to issues identified in student forums. ⇒ Target: At least two projects and one wellness initiative completed. √ Linkage to Ministry Goals: Quality and efficiency.
Performance Measure: Improved availability of affordable student housing. ⇒ Target: Open the Tenth Street Campus Residence and implement the business plan for its operation. √ Linkage to Ministry Goals: Access and affordability.
2.3 Strategic Priority: We will improve services to our Aboriginal learners.
a) Strategy: We will develop plans and practices to improve support for Aboriginal learners. Performance Measure: Development of improvement pilot projects in areas of recruitment and student support. ⇒ Target: At least two enrolment and/or support strategies implemented. √ Linkage to Ministry Goals: Access, quality, relevance and capacity.
2011/2012 Performance Measures and Targets | exceeding your expectations 45
3. Employees: Key to Our Success
Employees are essential to the success of learners and of our College. Our well-being and our work environment will be enhanced with opportunities for personal and professional development.
Strategic Direction: Selkirk College will be known as an employer of choice in the region and the sector.
3.1 Strategic Priority: We will continue to support and develop leadership capacity in middle management.
a) Strategy: We will track and report on our leadership capacity development activities and continue to provide relevant training activities. Performance Measure: Tracking and development of a report that evaluates our leadership development commitment. ⇒ Target: Middle management employees are supported in the leadership competency development. √ Linkage to Ministry Goals: Quality, efficiency, relevance and capacity.
3.2 Strategic Priority: We will ensure a safe and healthy workplace.
a) Strategy: We will continue to support increased competency of front-line supervisors in managing safety in the workplace. Performance Measure: A culture of continuous improvement is evidenced at the College with respect to workplace health and safety. ⇒ Target: Review and renewal of processes, policies and expectations of front-line supervisors on the importance of their role in creating a culture of workplace health and safety is evidenced. √ Linkage to Ministry Goals: Quality, efficiency and capacity.
3.3 Strategic Priority: We will measure and report on indicators of workplace engagement.
a) Strategy: We will collect data and report on measures that are indicative of workplace engagement. Performance Measure: Meaningful data is compiled and reported, providing management with information for effective resource allocation to meet our goal of becoming an “Employer of Choice.” ⇒ Target: Performance measures will be developed and data collection will be undertaken. √ Linkage to Ministry Goals: Quality, efficiency and capacity.
3.4 Strategic Priority: We will improve employee development and feedback processes.
a) Strategy: We will implement an employee development and feedback process.. Performance Measure: Level of achievement. ⇒ Target: Employees at the School chair/manager level, and above, are receiving structured feedback. √ Linkage to Ministry Goals: Quality, efficiency, relevance and capacity.
46 2011/2012 Performance Measures and Targets | exceeding your expectations
3.5 Strategic Priority: We will continue to improve internal College communications.
a) Strategy: We will continue the implementation of the Communications Action Plan. Performance Measure: The resulting and required actions from the evaluation of the Communications Action Plan will be implemented. ⇒ Target: The Communications Action Plan will be completed. ⇒ Target: Implementation of the MySelkirk Intranet initiative. √ Linkage to Ministry Goals: Quality, efficiency and capacity.
4. Leadership: A Commitment to Our Communities
Selkirk College believes that the College and our communities contribute to each other’s success and vitality. We recognize that the College has intellectual and physical resources that can contribute to community renewal and our region's socio-economic development. We are committed to building effective and mutually beneficial relationships with our communities.
Strategic Direction: Selkirk College will be recognized as an effective leader and partner in community renewal and development.
4.1 Strategic Priority: We will engage with and demonstrate leadership in our communities through our Centres and applied research capacity.
a) Strategy: We will increase activities at the Mir Centre for Peace as described in a renewed vision and operational plan. Performance Measure: Demonstrated increase in activity (programs and services) described in an annual report. ⇒ Target: Increased activity at the Mir Centre. √ Linkage to Ministry Goals: Quality, relevance and capacity.
b) Strategy: We will increase grant and project revenue for the Selkirk Geospatial Research Centre. Performance Measure: Approved funding from the Natural Sciences and Engineering Research Council (NSERC) College-Community Innovation program for a Forest Carbon Management decision-support research project, or at least two other significant research initiatives are planned and undertaken. ⇒ Target: Increased funding for applied research projects. √ Linkage to Ministry Goals: Quality and relevance.
c) Strategy: We will support community development challenges through the Regional Innovation Chair (RIC) in Rural Economic Development and Columbia Basin Rural Development Institute (RDI). Performance Measure: The RIC is actively involved in several regional initiatives. ⇒ Target: The RIC impact is evidenced. √ Linkage to Ministry Goals: Capacity and relevance.
2011/2012 Performance Measures and Targets | exceeding your expectations 47
Performance Measure: The successful start-up of the RDI initiative. ⇒ Target: The RIC/RDI impact is evidenced through an annual report. √ Linkage to Ministry Goals: Capacity and relevance.
4.2 Strategic Priority: We will work with other agencies in our community to promote learning as a means to community renewal.
a) Strategy: We will further develop the vision of the West Kootenay Boundary Region as a “Learning Region,” and partner with other key stakeholders on specific initiatives to advance this vision. Performance Measure: At least two initiatives/projects developed and implemented. ⇒ Target: Substantial completion of projects. √ Linkage to Ministry Goals: Relevance and capacity.
4.3 Strategic Priority: We will renew our efforts to support learners from our Aboriginal Community.
a) Strategy: We will complete the Gathering Place construction project and launch programming. Performance Measure: Level of achievement. ⇒ Target: Completion of construction. ⇒ Target: Meet remaining fund-raising requirements. ⇒ Target: At least two new programming initiatives developed and started. √ Linkage to Ministry Goals: Access, quality, capacity and relevance.
b) Strategy: We will complete the development of a protocol Memorandum of Understanding (MOU) between First Nations and Métis governments in the West Kootenay Boundary region for learners, and to guide the development of agency and partner agreements related to service to students. Performance Measure: Completion. ⇒ Target: Signing of the MOU. √ Linkage to Ministry Goals: Access, capacity and relevance.
4.4 Strategic Priority: We will further develop major capital plans.
c) Strategy: We will build on the Facilities Master Plan with the development of new construction priorities. Performance Measure: Conceptual drawings are developed. ⇒ Target: The development with key stakeholders of priorities for major new capital projects (for example, Trades Building; Learning Commons). √ Linkage to Ministry Goals: Capacity and relevance.
5. Internationalization: Bringing Selkirk to the World and the World to Selkirk
Selkirk College believes that relationships with our world will foster greater cross-cultural understanding and awareness, while enhancing learning and programming opportunities.
48 2011/2012 Performance Measures and Targets | exceeding your expectations
Strategic Direction: Selkirk College will be known as an internationally relevant and responsive College. 5.1 Strategic Priority: We will enhance student experiences and employee development by providing new opportunities for international exchanges and partnerships.
a) Strategy: Guided by the Selkirk International strategic plan, we will continue to develop new partnerships and international exchange opportunities. Performance Measure: Our students and faculty are engaged in international exchanges and partnerships. ⇒ Target: Develop the infrastructure for global studies programming. ⇒ Target: Student orientation and curriculum is developed. √ Linkage to Ministry Goals: Quality and access.
Performance Measure: Enrolments of international students continue to improve. ⇒ Target: Increased enrolments by three percent. √ Linkage to Ministry Goals: Quality and access.
6. Sustainability: Toward Selkirk College as a Green College
Conservation of the natural environment and responsible use of natural resources are a core organizational value at Selkirk College. We are committed to implementing practices that promote a healthy natural environment: in our teaching activities, our administration, our facilities and operations, our funding allocations and our applied research priorities. We are committed to reducing our ecological footprint and creating a culture of sustainability through our educational efforts.
Strategic Direction: Selkirk College will be known as a green college.
6.1 Strategic Priority: We will work toward achieving climate action goals established by the Ministry (carbon neutral by 2010 and GHG emission reduction by thirty-three percent in 2020) and reduce carbon production under Ministry guidelines.
a) Strategy: We will continue to prioritize maintenance projects and implement other relevant initiatives from the Sustainability Action Plan developed in 2009/2010 to reduce Ministry of Advanced Education carbon penalty. Performance Measure: Level of completion. ⇒ Target: At least two new projects undertaken and completed. √ Linkage to Ministry Goals: Relevance.
b) Strategy: We will implement the centralized printing project. Performance Measure: Level of completion. ⇒ Target: Reduced paper and ink cartridge consumption by twenty percent. √ Linkage to Ministry Goals: Efficiency and relevance.
c) Strategy: We will reduce solid waste production through composting. Performance Measure: Level of completion. ⇒ Target: Reduced solid waste production by twenty percent. √ Linkage to Ministry Goals: Efficiency and relevance.
2011/2012 Performance Measures and Targets | exceeding your expectations 49
Accountability Framework Performance Targets: 2011/12 – 2013/14
Table 13
Target Target Target Performance Measure 2011/12 2012/13 2013/14
Student Spaces
Total Student Spaces 2,312 2,312 TBD Nursing and other Allied Health Programs 162 162 TBD Developmental Programs 480 480 TBD Total Credentials Awarded1 649 TBD TBD Aboriginal Student Headcount Number 521 ≥ previous year ≥ previous year Percent 4.7% ≥ previous year ≥ previous year Student Satisfaction with Education Apprenticeship Graduates
Former Diploma, Associate Degree and ≥ 90% Certificate Students Students’ Assessment of Skill Development (average %): Former Diploma, Associate Degree and Certificate Students Skill Development (avg. %) Written Communication Oral Communication
Group Collaboration ≥ 85% Critical Analysis Problem Resolution Reading and Comprehension Learn on Your Own Student Assessment of Quality of Instruction Apprenticeship Graduates Former Diploma, Associate Degree and ≥ 90% Certificate Students Unemployment Rate Apprenticeship Graduates ≤ unemployment rate for individuals with high school Former Diploma, Associate Degree and credential or less Certificate Students Student Assessment of the Usefulness of Knowledge and Skills in Performing Job
Apprenticeship Graduates ≥ 90% Former diploma, associate degree and certificate students
50 2011/2012 Performance Measures and Targets | exceeding your expectations
2010/2011 PERFORMANCE RESULTS Ministry Performance Measures, Targets and Results
Table 14
2010/11 Accountability Framework Performance Measure Results1
Reporting year Performance measure 2009/10 2010/11 2010/11 2010/11 Actual Target Actual Target assessment Student spaces2 Total student spaces 1,985 2,312 1,814 Not Achieved*
Nursing and other allied health 214 162 170 Achieved programs Student spaces in developmental programs Number 561 480 482 Achieved Credentials awarded3 Number 718 720 672 Substantially Achieved
Aboriginal student headcount4 Number 482 521 Achieved ≥ previous year Percent 4.0% 4.7% Exceeded
1, 2, 3 and 4 – see Notes following Table 15, p. 54
*Selkirk College experienced enrolment declines in ABE (79 students or 14%), Career Technology (61 students or 5%), University Arts and Science (30 students or 11%) and Apprenticeship Training (135 students or 41%). The factors contributing to this include: the decline in the K-12 student population, sagging regional economy, decline in ITA funding for apprentices, and the need to improve Selkirk College’s engagement of potential students via our website and social media.
A Strategic Enrolment Management Plan has been developed as a basis for increasing enrolments at Selkirk College.
New programming in the 2011/12 year will include Pharmacy Technician Bridging, Home Care Aid, Metal Fabricator and three new Essential Skills Assessment programs.
2010/2011 Performance Results | exceeding your expectations 51
Table 15
Student satisfaction with education5 % +/- % +/-
Former diploma, associate degree 93.3% 1.4% 94.0% 1.2% Achieved and certificate students ≥ 90% Apprenticeship graduates7 N/A N/A 96.0% 3.1% Exceeded
Former diploma, certificate, and associate degree students' assessment of skill development5 % +/- % +/-
Substantially Skill development (avg. %) 81.2% 2.5% ≥ 85% 81.4 % 2.2% achieved Written communication 77.4% 3.0% 77.9% 2.8% Oral communication 73.5% 3.2 % 76.1% 2.9% Group collaboration 82.4% 2.3% 83.8% 2.0% Critical analysis 85.0% 2.0% 83.2% 1.9%
Problem resolution 81.2% 2.3% 78.5% 2.2% Learn on your own 85.5% 2.0% 84.4% 1.8% Reading and comprehension 83.6% 2.2% 86.2% 1.8% Student assessment of the quality of instruction5 % +/- % +/-
Former diploma, associate degree 96.4% 1.6% 96.3% 0.9% Achieved and certificate students ≥ 90% Apprenticeship graduates7 N/A N/A 96.0% 3.1% Exceeded
Student assessment of usefulness of knowledge and skills in performing job5 % +/- % +/-
Diploma, associate degree and 75.9% 4.8% 75.0% 4.1% Not achieved8 certificate graduates ≥ 90% Apprenticeship graduates7 N/A N/A 94.7% 4.5% Exceeded
Unemployment rate5, 6 % +/- % +/- Diploma, associate degree and certificate graduates 15.2% 3.5% 14.8% 2.9% Achieved ≤ 16.8% Apprenticeship graduates7 N/A N/A 14.9% 6.2% Achieved
5, 6, 7 and 8 – see Notes following Table 15, p. 53
52 2010/2011 Performance Results | exceeding your expectations
Notes: N/A – prior data not applicable. 1 There have been a number of changes to the performance measures for the 2010/11 reporting cycle. Please consult the standards manual for a description of each measure. See http://www.aved.gov.bc.ca/framework/documents/standards_manual.pdf. 2 Results from the 2009/10 reporting year are based on data from the 2009/10 fiscal year; results from the 2010/11 reporting year are based on data from the 2010/11 fiscal year. 3 Annual performance is measured using a rolling three-year average of the most recent fiscal years, e. g., the results for the 2010/11 reporting year are a three-year average of the 2007/08, 2008/09 and 2009/10 fiscal years. This is the first reporting cycle using the new credentials target formula and a fiscal year basis. The previously reported credential actual for the 2009/10 reporting cycle (by academic year) was 680 for Selkirk College. 4 Results from the 2009/10 reporting year are based on data from the 2008/09 academic year; results from the 2010/11 reporting year are based on data from the 2009/10 academic year. 5 Results from the 2009/10 reporting year are based on 2009 survey data; results from the 2010/11 reporting year are based on 2010 survey data. For all survey results, if the result plus or minus the margin of error includes the target, the measure is assessed as achieved. In all cases, the survey result and the margin of error are used to determine the target assessment. Survey results are not assessed if the number of respondents is less than 20 or the confidence interval is 10% or greater.
6 Target is the unemployment rate for those aged 18 to 29 with high school credentials or less for the Interior region.
7 The 2010/11 reporting cycle is the first time Apprenticeship (APPSO) survey results have been included. 8 Many Selkirk College students prefer to stay in the Kootenay region after graduation. At the nine- month mark when graduates are surveyed, they can often be in entry level positions; often in work that is not directly related to their training. Continued efforts with program advisory committees will focus on this factor. Internal student surveys consistently report over 91% student satisfaction with the amount of knowledge gained, the level of instructional expertise in their program, and the quality of instruction in their program. We are currently investigating our options for providing graduates with relevant job postings and employment support. A regional focus on job creation would go a long way to providing relevant employment opportunities for graduates.
Performance Measurement Scale and Descriptions:
Target assessment scale Description Exceeded More than 10% above target Achieved Up to 10% above target Substantially achieved Up to 10% below target Not achieved More than 10% below target
2010/2011 Performance Results | exceeding your expectations 53
Institutional Performance Measures, Targets and Results
1. Teaching and Learning: Our Fundamental Activity Exemplary teaching and outstanding learning experiences are and will continue to be the fundamental activities of Selkirk College. Our learning opportunities will be responsive to diverse needs. Applied research and innovative programming will enhance learning opportunities for students. Strategic Direction: Selkirk College will be known for its teaching excellence, outstanding learning experiences and program relevance.
Strategic Priority 1.1: We will utilize our resources to maximize relevant program delivery.
Strategy 1.1.a): We will deliver programs that are aligned with Ministry goals (Health, Developmental, Trades and Aboriginal) and to the needs of our region.
Performance Measure: Target: Actual Performance: Achievement of Full Time 100% delivery of Ministry Priority FTE target: Achieved Equivalent targets as outlined priority Full Time Equivalent Overall FTE utilization: Not in the Ministry Accountability targets and 90% overall Full achieved. Framework. Time Equivalent utilization.
Comments: We delivered 105% of our priority Health targets and 100% of Developmental Education and Aboriginal priority targets. Our overall utilization rate was 83%. Linkage to Ministry Goals: Capacity, access, efficiency and relevance.
Performance Measure: Target: Actual Performance: Improvement on program and Accountability Framework Substantially achieved. service quality Performance Performance Measures will be Measures. achieved.
Comments: Three of five measures were achieved—one substantially achieved and one not achieved (see Table 15, p. 52, for details). Four new apprenticeship targets were introduced this year—three were exceeded and one was achieved (see Table 15, p. 52, for details). Linkage to Ministry Goals: Quality.
54 2010/2011 Performance Results | exceeding your expectations
Strategy 1.1.b) We will align planning processes into an Educational Planning process.
Performance Measure: Target: Actual Performance: Integration of Program Development of an Educational Substantially achieved. Accountability and Planning template and process. Sustainability (PAS) reports into operational planning, budget development, Information Technology strategic plan and program renewal process.
Comments: Operational Planning templates were integrated with PAS, Risk Register and recruitment & Retention efforts. An Education Plan discussion paper was developed for use in spring School and department planning. Program renewal is underway with KSA programs. Linkage to Ministry Goals: Quality and relevance.
Strategic Priority 1.2: We will support teaching and learning experience excellence through the implementation of a Teaching and Learning Institute (and integration of the Distributed Learning Centre).
Strategy 1.2.a): The implementation of the Teaching and Learning Institute will support the direction of excellence in teaching and learning experiences.
Performance Measure: Target: Actual Performance: Successful start-up year. Coordinator recruitment, Achieved. Teaching Fellow identification, strategic plan for the Teaching and Learning Institute developed.
Comments: A Coordinator was hired in January of 2011. The strategic plan is in development. Learning “fellows” have been identified and an inaugural meeting was held. Two workshops were presented at the all-staff professional development Discovery Day, held on February 14th. Linkage to Ministry Goals: Relevance and quality.
2010/2011 Performance Results | exceeding your expectations 55
Strategy 1.2.b) We will continue to expand our capacity to conduct applied research.
Performance Measure: Target: Actual Performance: Identifiable initiatives that Report to college community demonstrate applied research: with regard to successful College and Community involvement and outcomes. Achieved. Innovations Program implementation, Rural Development Institute established, Regional Innovation Chair engagement, Selkirk Geospatial Research Centre renewal.
Comments: The Rural Development Institute contribution agreement has been signed. The Regional Innovation Chair and Rural Development Institute Researcher positions have been filled. Year 1 of the College and Community Innovations Program project is on target. The Selkirk Geospatial Research Centre is working with Columbia Basin Trust (e.g., completed Biodiversity Atlas project) and other clients; continuing work on the renewal of the strategic plan. Linkage to Ministry Goals: Research capacity, relevance and quality.
2. The Student Experience: Access to Success Selkirk College cares about its students. We know that learner success begins when contact is first made and continues through to alumnus. We will ensure that learning is paired with experiences that engage students with our communities and the natural environment. Strategic Direction: Selkirk College will be recognized for its high quality services to students throughout their relationship with the College.
Strategic Priority 2.1: We will renew our enrolment management focus and strategies on the basis of research, analysis and with a view to increased collaboration across departments/Schools.
Strategy 2.1.a): We will develop an integrated Strategic Enrolment Management Plan for the College.
56 2010/2011 Performance Results | exceeding your expectations
Performance Measure: Target: Actual Performance: Recruitment and Retention Evidence-based Student Substantially achieved. plans including strategies, Recruitment, Financial Support, initiatives, evaluation criteria and Student Retention plans and processes for renewal, are will be updated and/or developed. developed.
Comments: A common table of contents has been developed to guide content development/requirements of these plans/reports in an effort to bring content together into one Strategic Enrolment Plan/Report. The final draft of the Recruitment Plan has been reviewed and approved. A draft copy of the Retention Plan will be delivered to the Strategic Enrolment Management Committee by the end of April. Although the Financial Support Plan has not been developed at this time, additional staff capacity has been allocated to the Financial Aid Department to undertake this work. Research initiatives included student retention, persistence, the student experience and the evaluation of the Early Alert System pilot project, as well as our ongoing Computerized Placement Testing (CPT) system. Linkage to Ministry Goals: Capacity, access, efficiency relevance and quality.
Performance Measure: Target One: Actual Performance:
Enrolment management efforts Targeted recruitment and/or Substantially achieved. will be collaborative efforts retention initiatives will be across the College and will be evident in the areas of informed by research targeted secondary schools, first year accordingly. students and parent audiences. New and/or emerging target areas will be identified for future efforts.
Comments: Targeted recruitment and retention initiatives have been identified in the Recruitment and Retention Plans along with emerging target areas. Continued emphasis on collaboration will be at the forefront of goal setting in 2011/12. Department/School Operational Planning templates have been updated to highlight recruitment and retention initiatives. Linkage to Ministry Goals: Quality, efficiency and relevance.
Performance Measure: Target Two: Actual Performance:
Enrolment management efforts Collaborative enrolment Substantially achieved. will be collaborative efforts management initiatives will be across the College and will be reported in the annual informed by research targeted Enrolment Report. accordingly.
2010/2011 Performance Results | exceeding your expectations 57
Comments: The Retention Committee, along with the Student Access and Support Department, has initiated a number of collaborative efforts this year. The very successful “Early Alert” pilot project was implemented, evaluated and will be available for all students in the fall of 2011. The Strategic Enrolment Management membership was expanded and focused on providing a structure for integrating recruitment and retention initiatives. Enrollment management initiatives continue to be informed by research (both internal and external). Linkage to Ministry Goals: Quality, efficiency and relevance.
Strategy 2.1.b) We will review and update our communication with potential and current students, taking into consideration emerging practices such as dual entry and best practices.
Performance Measure: Target One: Actual Performance: Improved use of technology for Two technology-supported Substantially achieved. student relationship initiatives to improve and track management. our communication with potential and current students will be developed and implemented.
Comments: Project to automate processes to track application numbers is nearing completion. Arrears tracking and student email communication processes were developed and implemented. These processes continue to be refined with each registration cycle. “My Selkirk” student portal has been recorded in the project list for development and implementation in 2011/12. This work will build on the efforts of the staff portal to be launched later this spring. The Communications and Development Department, Schools, Athletics Department and Registrar are utilizing Facebook to communicate with students and the community. Linkage to Ministry Goals: Quality, efficiency and relevance.
Performance Measure: Target Two: Actual Performance: Improved use of technology for Communication processes will Substantially achieved. student relationship be reviewed and updated and a management. process developed for ongoing review.
58 2010/2011 Performance Results | exceeding your expectations
Comments: Focus has been on the areas of admission, registration, tuition and fee collection, probations and course changes/withdrawals, with a view to identifying areas of improvement or change and taking action in these areas. Revitalization of communication processes with faculty, staff and students is following a model based on clarity, conciseness, consistency, and caring. Procedures to support these change initiatives will be formally written up this summer. A review schedule/process will be completed in the early fall of 2011. Linkage to Ministry Goals: Quality, efficiency and relevance.
Performance Measure: Target: Actual Performance: Renewed academic policies, A three-year policy renewal Substantially achieved. procedures and supporting schedule will be developed and forms. initiated.
Comments: The Admissions and Standards Committee is working on a major rewrite of the overall Admissions and Standards Policy for the College. The Humanitarian Awards policy was developed and implemented. The Prior Learning Assessment Policy has been reviewed and is in the final stages of updating. The nomination and election processes for staff representation on the Selkirk College Board of Governors and the Education Council have been revamped and will be utilized in May for the upcoming election cycle. Linkage to Ministry Goals: Quality, efficiency and relevance.
Performance Measure: Target: Actual Performance: Renewal of the Academic A three-year plan will be Achieved. Calendar. developed for an “only online” version of the Academic Calendar.
Comments: A plan is in place and initiatives are underway that will lead to an “only online” calendar. The production of the print calendar for 2011-12 was reviewed for process that would be applicable for online calendar production. The Calendar Committee is envisioning a move to an online calendar format and has involved the Office of the Registrar, Deans and Chairs Committee and Communications and Development. The two major areas of discussion include content and supporting technology. The Admissions and Standards Policy rewrite has taken into consideration improved policy usability options in preparation for the (only option) online calendar. A pilot project was initiated to better link web and student record systems data with a view to streamlining processes for updating course information. Linkage to Ministry Goals: Quality, efficiency, access and relevance.
2010/2011 Performance Results | exceeding your expectations 59
Strategic Priority 2.2: We will improve the “student experience” for Selkirk students.
Strategy 2.2.a): We will implement improvements to technology for learners.
Performance Measure: Target: Actual Performance: Increased wireless access in the At least two projects Not achieved. Library, other common areas implemented. and classrooms.
Comments: There is increased wireless access in the common areas this year, including Kekuli House Residence. Security upgrades are underway and are a requirement to further roll out of wireless services. Fully managed wireless is expected to be installed in all areas early this summer. Linkage to Ministry Goals: Access, quality, relevance and capacity.
Performance Measure: Target: Actual Performance:
Renewed library collections. A three-year plan will be Substantially achieved. implemented.
Comments: Two thousand new books and 100 DVD’s have been added to the Library’s collection. The EBSCO academic search database has been upgraded from Premier level to Complete, which gives Selkirk students and faculty access to an additional 3,500 full-text journals. E-CPS (Compendium of Pharmaceuticals and Specialties), an online drug reference database, has been added to the collection. In addition to adding new titles, about 4,000 items that were either out of date, in poor condition or no longer needed to support College programs (film strips, for example) were de-accessioned. Most of these were shipped to the reseller Better World Books, generating $600 in revenue for the Library (and also $200 for a literacy nonprofit). The three year goal was to have completely weeded the entire circulating collection at Castlegar so that the Selkirk College Library will have a smaller, but much improved, collection of print material. This goal is approximately one-third complete. Linkage to Ministry Goals: Quality, relevance and capacity.
60 2010/2011 Performance Results | exceeding your expectations
Strategy 2.2.b) We will improve student life and increase wellness programming.
Performance Measure: Target: Actual Performance: Initiatives in response to issues At least two projects and one Exceeded. identified in student forums. wellness initiative completed.
Comments: Many initiatives were undertaken in response to student forums. From a college-wide perspective, these initiatives included availability of wireless internet by the fall of 2011; continued advocacy to improve public transportation options for students, with Castlegar just announcing that they will be looking to redeploy one bus to the Castlegar-Nelson route; a “Moodle for first-time users” online course will be developed; a printer replacement program will see more efficient copying options for students and less desktop printers across the College; and, finally, a student mentoring program is under development. At the Silver King Campus, improved access to women’s change rooms and emergency financial assistance were priority issues for students that saw resolution this year. The Trail Campus students participated in a full day field trip to the Castlegar Campus where, among many activities, they toured the Library, classrooms, registration area and cheered on the Selkirk Idol contestants. With the major renovations underway at the Tenth Street Campus Residence and Studio 80, finding alternate and suitable performance space was a major concern for students this year. Mary Hall was transformed to meet these needs and the year-end student showcases were excellent again this year. A program/service review is underway at KSA. Additionally at the Castlegar Campus, a composting program is underway and bins can now be found in many campus locations. Linkage to Ministry Goals: Quality and efficiency.
Performance Measure: Target: Actual Performance: Improved availability and Complete the renovation, Partially achieved. affordability of student housing. reconfiguration and greening of the now closed Tenth Street Campus Residence and complete a business plan for its operation.
Comments: A business plan for operation of the Residence has been completed and the hiring process for staff positions is underway. The renovation project is approximately 70% completed. Due to weather and construction delays the renovations project is scheduled for completion and occupancy in the early fall of 2011. Linkage to Ministry Goals: Access and affordability.
2010/2011 Performance Results | exceeding your expectations 61
Strategic Priority 2.3: We will improve services to our Aboriginal learners.
Strategy 2.3.a): We will develop plans and practices to improve support for Aboriginal learners.
Performance Measure: Target: Actual Performance: Development of improvement At least two enrolment and/or Achieved. pilot projects in areas of support strategies implemented. recruitment and student support.
Comments: An Aboriginal Services brochure has been developed and will be distributed with acceptance packages. We are optimistic that this illustration of Selkirk College services will play a part in the recruitment and retention of Aboriginal learners. The first Aboriginal Report, a research initiative, was released this year. This report provides the College with a baseline for future initiatives and has played an important role in pulling together a listing of community support organizations and potential funding for Aboriginal learners and/or programming. The Gathering Place is nearing completion. A fund raising event is being held to raise funds to complete the inside of the building. An opening ceremony is planned for fall 2011 in conjunction with an Aboriginal Youth Conference. An Early Alert Referral System (EARS) has been developed and implemented. The EARS enables faculty and support services to work collaboratively on the identification and support of students at risk. EARS will be rolled out across all campuses in the fall of 2011. Linkage to Ministry Goals: Access, quality, relevance and capacity.
3. Employees: Key to Our Success Employees are essential to the success of learners and of our College. Our well-being and the environment in which we work together will be enhanced with opportunities for personal and professional development. Strategic Direction: Selkirk College will be known as an employer of choice in the region and the sector.
Strategic Priority 3.1: We will support and develop leadership capacity in middle management.
Strategy 3.1.a): We will implement a leadership development training program, an element of our employee development and succession planning initiatives.
62 2010/2011 Performance Results | exceeding your expectations
Performance Measure: Target: Actual Performance: Implementation of a leadership Middle management employees Substantially achieved. development training program. are enrolled in the Leadership Development Training Program.
Comments: Mid-managers are supported through a series of in-house course offerings. Attendance at these offerings is tracked and recorded. In addition to currency focused training, a Leadership Development program has been developed in concert with our community partners. Linkage to Ministry Goals: Quality, efficiency, relevance and capacity.
Strategy 3.1.b): We will implement effective employee development and feedback processes.
Performance Measure: Target: Actual Performance: Level of achievement. All employees at the School Achieved. chair/manager level, and above, are receiving structured feedback.
Comments: A program has been developed and launched. Linkage to Ministry Goals: Quality, efficiency, relevance and capacity.
Strategic Priority 3.2: We will ensure a safe and healthy workplace.
Strategy 3.2.a): We will develop our frontline supervisors to a level of increased responsibility for safety on the front lines.
Performance Measure: Target: Actual Performance: A culture of continuous Conduct at least two training Substantially achieved. improvement is established at sessions with frontline Selkirk College with respect to supervisors on the importance workplace health and safety. of their role in creating a culture of workplace health and safety.
2010/2011 Performance Results | exceeding your expectations 63
Comments: One session of supervisory responsibilities was held; a second session on emergency procedures is being planned. Linkage to Ministry Goals: Quality, efficiency and capacity.
Strategic Priority 3.3: We will measure and report on indicators of workplace engagement.
Strategy 3.3.a): We will develop measures that are indicative of workplace engagement.
Performance Measure: Target: Actual Performance: Meaningful data is compiled Performance measures will be Achieved. and reported, providing developed and data collection management with information will be underway. for effective resource allocation to meet our goal of becoming an “Employer of Choice.”
Comments: A number of measures were developed, data was calculated and the results were shared with the Board at its meeting in March 2011. Linkage to Ministry Goals: Quality, efficiency and capacity.
Strategic Priority 3.4: Improve internal College communications.
Strategy 3.4.a): We will implement the Communications Action Plan.
Performance Measure: Target: Actual Performance: The resulting and required A final report will be prepared Achieved. actions from the outlining achievement against Communications Audit will be the Communications Action implemented. Plan and on this basis a Communications Plan will be developed and shared with the College community in the spring of 2011.
64 2010/2011 Performance Results | exceeding your expectations
Comments: The “My Selkirk” staff portal communications plan has been developed and will be used for the rollout in the spring of 2011. The implementation of other initiatives coming from the Action Plan did not require a communications plan. Linkage to Ministry Goals: Quality, efficiency and capacity.
4. Leadership: A Commitment to Our Communities Selkirk College believes that the College and our communities contribute to each other’s success and vitality. We recognize that the College has intellectual and physical resources that can contribute to community renewal and our Region’s socio-economic development. We are committed to build effective and mutually beneficial relationships with our communities. Strategic Direction: Selkirk College will be recognized as an effective leader and partner in community renewal and development.
Strategic Priority 4.1: We will engage with and demonstrate leadership in our communities through our Centres and research capacity.
Strategy 4.1.a): We will put in place an effective management structure and new capacity towards the achievement of Mir Centre goals and objectives.
Performance Measure: Target One: Actual Performance: Implementation of the Mir A Chair will be hired for the Mir Achieved. Centre Chair proposal. Centre and an action plan developed to move forward initiatives of the Mir Centre.
Comments: The position of Mir Centre Chair was filled on November 15, 2010. An Action Plan has been developed. Linkage to Ministry Goals: Quality, relevance and capacity.
Performance Measure: Target One: Actual Performance: Completion of the Mir Lecture $200,000 endowment achieved. Exceeded. Series fundraising campaign.
2010/2011 Performance Results | exceeding your expectations 65
Comments: A total of approximately $335,000 was raised in this campaign, $235,000 of which went into the Mir Lecture Series Endowment and $100,000 of which will provide $20,000 direct support to the Series each year for the next five years. Linkage to Ministry Goals: Quality, relevance and capacity.
Strategy 4.1.b) We will implement the renewed action plan for the Selkirk Geospatial Research Centre.
Performance Measure: Target One: Actual Performance: Action plan complete and at Increased applied research Substantially achieved. least two significant initiatives projects. substantially completed; for example, the Canadian Colleges Innovations project, in partnership with the National Sciences and Engineering Research Council of Canada (NSERC).
Comments: Colleges and Community Innovation (CCI) Fund project for Carbon Management decision support is underway. A 2011 CCI capital infrastructure proposal to NSERC has not been successful. Developing Selkirk Geospatial Research Centre’s role in the Rural Development Institute (see also 4.1.c). Strategic and business plans have been developed. Continuing to complete projects for public and private sector partners. Linkage to Ministry Goals: Quality and relevance.
Strategy 4.1.c) We will support community economic development challenges through the Applied Research Program of the Regional Innovation Chair (RIC) in Rural Economic Development.
Performance Measure: Target: Actual Performance: The RIC is actively involved in The RIC impact is evidenced. Achieved. several regional initiatives.
66 2010/2011 Performance Results | exceeding your expectations
Comments: Attached annual report. Current projects/papers include: economic and demographic study of the Columbia Basin, support for an Economic Development strategy for the community of Salmo, development of the TeckServ program and the RDI, BC Rural Strategy background paper for the Province of British Columbia. Major undertakings include the recruitment of an RDI researcher and succession of the RIC Chair, who is retiring in the spring of 2011. Linkage to Ministry Goals: Capacity and relevance.
Strategy 4.1.d) We will support regional economic development challenges through the Rural Economic Development (RDI) partnership with Columbia Basin Trust.
Performance Measure: Target One: Actual Performance: The implementation of the RDI The RIC/RDI impact is Achieved. initiative. evidenced.
Comments: The RDI project was launched in the fall of 2010. The Contribution Agreement and Memorandum of Understanding are to be finalized in early 2011; start-up operation plan has been developed; Research Assistant staff hired May 2011, RIC Chair/RDI Lead Researcher hired during May 2011. Linkage to Ministry Goals: Capacity and relevance.
Strategic Priority 4.2: We will work with other agencies in our community to promote learning as a means to community renewal.
Strategy 4.2.a): We will further develop the goal of the West Kootenay Region as a “Learning Region” and communicate this with other key stakeholders.
Performance Measure: Target One: Actual Performance: Further development of a Vision completed and action Partially achieved. Learning Region vision for the items developed. West Kootenay Boundary Region with the school superintendents.
2010/2011 Performance Results | exceeding your expectations 67
Comments: Renewals of the Memorandum of Commitment with the school districts and renewed Goals and Objectives for 2010/2011 have been completed. Further development work is required. Linkage to Ministry Goals: Relevance and capacity.
Performance Measure: Target One: Actual Performance: Development of a “Community Plan completed. Substantially achieved. Learning” (CE) strategic plan to ensure effective community learning programming with our partners.
Comments: Community leadership program developed in collaboration with key employers in the region delivered March to June 2011. Strategic Plan completed in June. Linkage to Ministry Goals: Relevance and capacity.
Strategic Priority 4.3: We will renew our efforts to support learners from our Aboriginal Community.
Strategy 4.3.a): We will complete the Gathering Place construction project.
Performance Measure: Target One: Actual Performance: Level of achievement. Completion of construction and Substantially achieved. required fundraising.
Comments: The project is scheduled for completion by fall 2011. The Aboriginal Advisory Committee is providing guidance on the programs and services that will be centered from the Gathering Place. A grand opening for fall 2011 is being planned. Linkage to Ministry Goals: Access, quality, capacity and relevance.
68 2010/2011 Performance Results | exceeding your expectations
5. Internationalization: Bringing Selkirk to the World and the World to Selkirk Selkirk College believes that expanded relationships with our world will foster greater cross-cultural understanding and awareness, while enhancing learning and programming opportunities. Strategic Direction: Selkirk College will be known as an internationally relevant and responsive College.
Strategic Priority 5.1: We will enhance student experiences and employee development by providing new opportunities for international exchanges and partnerships.
Strategy 5.1.a): We will continue to develop new international exchange opportunities.
Performance Measure: Target One: Actual Performance: Our students and faculty are Develop a comprehensive plan Substantially achieved. engaged in international that includes the identification exchanges and partnerships. of strategic international exchanges for the College.
Comments: Strengths, Weaknesses, Opportunities and Threats have been analyzed. A marketing plan has been developed for 2011/12. Strategic countries and institutions for partnerships development have been identified for 2012. Going Global has been purchased to create expanded internship availability. Creation of seamless and guaranteed pathways to degree completion is underway with partner universities such as Thompson Rivers, Royal Roads and Lethbridge. Schools are identifying strategic international directions for their programs. A formal strategic plan will be completed by July 2011. Linkage to Ministry Goals: Quality and Access.
Performance Measure: Target Two: Actual Performance: Our students and faculty are Two new partnership initiatives Achieved. engaged in international will be launched. exchanges and partnerships.
2010/2011 Performance Results | exceeding your expectations 69
Comments: Taiyuan Normal University (TNU) English program was launched in September. Two faculty members have developed online testing at TNU. There are three new agreements in Brazil: Music, English Language Program (ELP) and Teaching English to Speakers of Other Languages (TESOL). Caucus University is a new International University partner in Georgia. An agreement for TESOL training with Binh Duong University (Vietnam) is underway. Current partner, Pusan University of Foreign Studies (Korea), has awarded Selkirk College a full scholarship (airfare included) for one student for four to six months. Four faculty members from EGE University (Turkey) spent three weeks at Selkirk College; one Canadian faculty spent a week there. Collaboration with Duoelomeidi Ski Hill (DSH), China Ski Association, Axis Leisure and Hospitality Associates has resulted in our first Ski Resort Operations and Management student, doing a work semester at DSH. Our School chair for Hospitality and Tourism has travelled to China to build on the potential for Selkirk College as the deliverer of ski management programming in China. The first Selkirk College student is participating in the Consortium for North American Higher Education Collaboration (CONAHEC) exchange (Mexico). There has been an increase in the number of students involved in international semesters, from three to nine. Two students participated in the Canadian International Development Agency (CIDA) project in Georgia. Seven students and one instructor toured France, Spain and Germany as part of a study tour. Linkage to Ministry Goals: Quality and access.
6. Sustainability: Toward Selkirk College as a Green College Conservation of the natural environment and responsible use of natural resources are core organizational values at Selkirk College. We are committed to implementing practices that promote a healthy natural environment in our teaching activities, our administration, our facilities and operations, our funding allocations and our applied research priorities. We are committed to reducing our ecological footprint and creating a culture of sustainability through our educational efforts. Strategic Direction: Selkirk College will be known as a green college.
Strategic Priority 6.1: We will work toward achieving climate action goals established by the Ministry (carbon neutral by 2010 and GHG emission reduction by 33% in 2020).
Strategy 6.1.a): We will implement relevant initiatives from the Sustainability Action Plan developed in 2009/2010.
Performance Measure: Target: Actual Performance: Level of completion. At least two new projects Achieved. undertaken and completed.
70 2010/2011 Performance Results | exceeding your expectations
Comments:
The installation and commissioning of a composter at the Castlegar Campus has been completed. Solar panels have been installed for the purpose of supplementing the hot water heating system at Kekuli House Residence on the Castlegar Campus. The new HVAC at the Castlegar Campus and package boilers at Silver King Campus are now operational. Monitoring of GHG reductions is currently underway and will be reported for fiscal 2011 as compared to fiscal 2009 and fiscal 2010. These reductions will take the form of reduced natural gas and electrical consumption. Lawn watering at the Castlegar Campus was reduced in 2010 to minimum levels required to maintain the lawn. Fertilizing and weeding of these lawns was eliminated in 2010 and signs will be posted at the Castlegar Campus notifying visitors, staff and students of the reason for this decision. Water meters will be installed to monitor water consumption and reduction. A photocopier study has now been completed with the intention of reducing paper consumption and photocopy supplied. Recommendations have been reviewed and the first stage of copier purchases has been completed. The Environmental Sustainability Committee is promoting the use of tap water as an alternative to bottled water. Improvements to recycling processes are being developed at the Tenth Street Campus. A community garden has been installed and fenced at the Castlegar Campus. The garden is now being cultivated. All new construction will be built to LEED Gold and renovations to LEED Silver, as mandated by the Province of B. C. Linkage to Ministry Goals: Relevance.
2010/2011 Performance Results | exceeding your expectations 71
SUMMARY FINANCIAL OUTLOOK
For the most recent financial information please see our Audited Financial Statements, available on our website at http://selkirk.ca/staff/finance/financial-reports.
2010/2011 CONSOLIDATED EXPENDITURES
2010/11 2009/10 Financial Report Actual Actual Revenues Government Grants 28,580,229 29,498,054 Tuition 6,092,856 6,216,216 Contract & Special Purpose 2,546,074 2,506,262 Ancillary Services 1,985,759 2,128,644 Donations 463,100 297,893 Other 1,753,726 1,675,104 Total Revenues 41,421,744 42,322,173
Expenditures Salaries & Benefits 28,685,672 29,650,944 Supplies & Services 9,707,410 10,493,486 Amortization, lease & Interest 3,203,070 3,892,442 Award & Donation payments 658,124 462,108 Bad Debt Expense 25,548 93,575 Other 35,190 52,539 Total Expenditures 42,315,014 44,645,094
Net Revenue (Expenditure) (893,270) (2,322,921) Endowment Contributions 431,311 265,509 Unrealized gain (loss) 189,548 (39,315) Net Assets 10,085,569 10,318,655
Note: Additional explanations are available on our Audited Financial Statements, which are available online at http://www.selkirk.ca/staff/finance/financial-reports/
CAPITAL EQUIPMENT
Reported under Strategic Issues, p. 39.
72 Summary Financial Outlook; 2010/2011 Consolidated Expenditures; and Capital Equipment | exceeding your expectations