COLLEGE OF NEW CALEDONIA Board of Governors
AGENDA
REGULAR MEETING OF THE COLLEGE BOARD
Friday, February 25, 2011 1:00pm - 3:00pm
1. CALL TO ORDER
2. APPROVAL OF CONSENT AGENDA a) MOTION Approval of the Consent Agenda
3. ADOPTION OF AGENDA a) MOTION to Adopt Agenda
4. PRESENTATIONS a) Faculty Association - CNC b) CNC Students Union
5. REPORTS
5.1. President's Report i. President's Report February 2011
5.2. Education Council Report/Action Item i. MOTION Approval of Education Council Recommendations
6. BOARD COMMITTEES
6.1. Board Executive Report
6.2. Finance and Audit Committee
6.3. Board and President Evaluation Committee
6.4. Policy and Bylaw Review Committee
Page 1 of 43 February 25, 2011 7. ACTION / DECISION ITEMS a) MOTION to Approve Strategic Plan, 2011 - 2015 b) MOTION to Approve FOIPOP Bylaw
8. INFORMATION / DISCUSSION ITEMS a) Notice of Motion re: Tuition Fees Increase 2011/12 b) College Financial Sustainability Strategy & Draft Action Plan c) Applications Report February 21, 2011 d) College Timetabling, Prince George Campus e) College Employee Headcount and FTE by Category, 2006/07 to 2009/10
8.1. Financial Statements for January 31, 2011 i. Financial Report for January 2011
8.2. Board Calendar i. Board Calendar 2011-2012
9. NEW BUSINESS
10. ADJOURNMENT
Page 2 of 43 ... Agenda Item # 2a)
College of New Caledonia College Regular Board Meeting
January 28, 2011
CALL TO ORDER
Ray Gerow, Board Chair called the meeting to order at 1:00pm.
Board of Members in Attendance:
C. Blair R. Gerow K. Playfair P. Botrakoff B. Haluschak D. Rourke J. Bowman J. Hoyer L. Smerychynski J. Cave J. Page M. Worfolk S. Dingman R. Murray M. Beaulieu, Secretary
Regrets: M. Pudlas
Administration: P. Fahlman, S. McAllister, S. Rossi, C. Wishart
Regrets: L. Jacques
APPROVAL OF CONSENT AGENDA
MOTION MOVED that the consent agenda be approved as presented. The consent agenda included minutes from the November 26, 2010 Regular Board meeting.
Murray/Blair CARRIED
ADOPTION OF AGENDA
MOTION MOVED that the agenda be adopted as presented.
Haluschak/Blair CARRIED
PRESENTATIONS No Presentations
MOTION Approval of the Consent Agenda Page 3 of 43 ... Agenda Item # 2a)
REPORTS
President's Report
John Bowman, President reviewed the December 2010 and January 2011 President's reports highlighting many events, meetings and accomplishments.
EDUCATION COUNCIL REPORT/ACTION ITEM
MOTION MOVED that subject to budgetary or resource implications, the College Board approve the following recommendations made by the Education Council at their November 16, 2010 and December 7, 2010 meetings.
Playfair/Botrakoff CARRIED
BOARD COMMITTEES
Board Executive The Board Executive met January 14, 2011. Bob Murray, Vice Chair Regions attended the Career Technical Centre (CTC) graduation January 20, 2011.
Finance and Audit The Finance and Audit Committee met January 28, 2011 to review the financial statements for December 2010 and discuss the budget assumptions.
Board and President Evaluation Stacy Dingman, Board member reported work is currently underway to develop a Board survey tool accessed through the FilePro site. Details will be brought forward at a future meeting.
Policy and Bylaw Review Linda Smerychynski, Committee Chair reported the committee plans to meet in February 2011. Bylaws around Freedom of Information and Naming will be brought forward for discussion/approval at the February or March 2011 meeting.
ACTION / DECISION ITEMS
Final Budget Assumptions 2011/12 Sue McAllister, Controller presented the Final Budget Assumptions Document 2011/12, noting that this document was presented at the September 2010 as proposed assumptions. The document with amendments to sections 3.2, 3.3 and 4.2 was reviewed.
MOTION MOVED that the Final Budget Assumptions 2011/12 be approved as presented.
Murray/Blair CARRIED
MOTION Approval of the Consent Agenda Page 4 of 43 ... Agenda Item # 2a)
MOTION 2011/12 Budget Development Framework John Bowman, President addressed the 2011/12 Budget Development Framework document noting the document has been reviewed by the constituent groups. The document presented reflected minor changes and date modifications.
MOTION MOVED that the CNC 2011/12 Budget Development Framework be approved by the Board.
Playfair/Murray CARRIED
INFORMATION / DISCUSSION ITEMS
2nd Draft Strategic Plan - December 29, 2010 John Bowman, President introduced the 2nd draft of the Strategic Plan, dated December 29, 2010. The current document style is intended for internal use, a glossy publication will be produced for the general public.
Aboriginal Service Plan (ASP) Final Report Marlene Erickson, Senior Policy Advisor and Manager Aboriginal Resource Centre spoke to this item noting the report was finalized in December 2010. The College’s performance has been remarkable with respect to enrolment of Aboriginal learners. The plan concentrated on fostering partnerships; in particular, the CNC Yinka Dene Education Council, Aboriginal Liaison/Advisor positions and Aboriginal Advisory committees.
John Bowman, President commented that the College of New Caledonia is looked upon as a leader in the province on Aboriginal Education.
Applications Report For Fall 2011 Term Cathe Wishart, Vice President Community and Student Services commented on the Applications Report for Fall 2011 Term, noting at this early stage in reporting, overall applications for the Fall term have decreased 3.2% as compared to last year.
Spring 2011 Headcount Enrolment Cathe Wishart, Vice President Community and Student Services addressed the Spring 2011 Headcount Enrolment report specific to the Prince George campus. The current enrolments as of January 17, 2011, 2,388 students enrolled in programs at the Prince George campus compared to 2,386 as of January 15, 2010 which translates to 0.1% fewer students.
Financial Statements for December 2010 Penny Fahlman, Vice President Finance & Administration reported on the December 2010 Financial statements, noting the reports do not show anything unusual and expects to end the year with a small surplus in the operating funds.
BOARD CALENDAR Calendar Attached
MOTION Approval of the Consent Agenda Page 5 of 43 ... Agenda Item # 2a)
NEW BUSINESS None
ADJOURNMENT
MOTION MOVED that the meeting adjourns at 2:30pm.
______Ray Gerow, Board Chair Marlene Beaulieu, Board Secretary
______Date Date
MOTION Approval of the Consent Agenda Page 6 of 43 ... Agenda Item # 551i.
February 22, 2011
President’s Report, February 2011
College Strategic Plan, 2011-2015 College Budget 2011/12 The third draft of the new college Strategic Plan, 2011- I am happy to report that the college administration has 2015: Our Charter of Expectations and Commitments been able to identify a series of financial measures that (published on February 1) has been reviewed and will largely eliminate the projected budgetary shortfall of edited by the Strategic Directions Committee. The final $1.8 million for the 2011/12 budget. document that is now being recommended to the These measures include: a substantial reduction to the College Board of Governors for approval is available budget for new equipment and furniture; reallocation of here: http://tinyurl.com/4hovwcx. unused budget amounts in a number of areas; inclusion CNC Students Union of additional and deferred revenues from a number of sources; utilizing part-time replacements for five full-time Members of the CNC Student Union Executive faculty and staff employees who are retiring/and or have Committee met with me on February 9. During the accepted voluntary severance. Some reductions to meeting we reviewed and discussed the draft College courses offered in the current academic year are also Strategic Plan, 2011-2015 and the College 2011/12 being considered, however those will not have a major Budget Development Framework. For more information college-wide impact on students or employees. regarding the CNC Students’ Union please go to: http://www.cncsu.ca/home. BC College Presidents Black History Month On February 21, I attended a regular meeting of the BC College Presidents group. The agenda for the meeting Again this year, the College has supported the Black included: a discussion with provincial ministry officials History Month (February) celebrations in cooperation regarding college funding and the 2011/12 budget; the with the Prince George African Heritage Society. For significant financial challenges being faced by all of the more information see: http://tinyurl.com/4uez8fv. The final public colleges; a presentation regarding recent student event in this year’s celebration was held at the Prince mobility information from the BC Council on Admissions George Campus on February 19. It was a very and Transfer; updates on the BC Colleges two strategic memorable evening and featured dinner, music, dancing priorities (Key Performance Measurement, Educational and guest speaker. Special thanks and congratulations Planning); advocacy, and Industry Training Authority to CNC instructor and lead organizer George Kaweesi funding for apprenticeship and foundation programs. for the success of the 14th annual Black History Month in Prince George. Tshilhquot'in First Nation On February 1, representatives of the Tshilhquot'in First International Education Nation (Anahim Band) http://www.tsilhqotin.ca/abouttng.htm On February 2, Barbara Old, CNC’s Dean, International visited the Prince George Campus. Members of the and Community Education and I met with Dr. George Band Council discussed CNC programs with the Iwama (UNBC), Brian Pepper (School District #57) and Aboriginal Resource Centre staff, toured the campus Tim McEwan, (Initiatives Prince George). We discussed and visited with CNC students from their community. opportunities for collaboration and increased mutual support of International Education programs and Enbridge Northern Gateway Pipeline activities in the community. We will be jointly planning On February 15, I met with representatives of the for a new International Education community impact and Enbridge Northern Gateway Pipeline project (John awareness event in Prince George in mid-April. Carruthers, Michele Perret) http://www.northerngateway.ca. The purpose of the meeting (which occurred at their MLA Cariboo-North request) was to explore areas of mutual interest and On February 5, I met with Bob Simpson, independent opportunity. We will be providing Enbridge with a MLA for Cariboo-North. Bob expressed his support for proposal outlining how they might support the College’s CNC and asked that we keep him apprised of any training activities in the region. issues that he could assist us with in Victoria. Initiatives Prince George ACCC Newsletter The January 2011 edition of “Prince George On the The Association of Canadian Community Colleges Move” is available from Initiatives Prince George at this newsletter “Inside ACCC” (February 11, 2011 edition) is link: http://tinyurl.com/4n8f8s2. The latest Economic Update available at this link: http://tinyurl.com/4qdxwlo. is also available here: http://tinyurl.com/4d7onop.
President's Report February 2011 Page 7 of 43 ... Agenda Item # 551i.
CNC BCJHL Hockey Challenge Cup Space Utilization - Prince George Campus Classroom and office space availability at the Prince On February 8, I attended the Prince George Spruce George Campus has become very tight during peak Kings and Quesnel Millionaires BC junior hockey league usage times. Over the past few years, several general game in Quesnel to present the CNC Challenge Cup purpose classrooms have been dedicated to specific trophy http://tinyurl.com/4tz3uy3. By winning five of the 8 uses (e.g. Fine Arts, Nursing, IT Services, Video- games between the two teams, Quesnel retained conference) in addition the total number of course the trophy for a second consecutive year. sections offered in business and university transfer increased by 19 classes (57 hours) in Fall 2010 Applications Report, Fall 2011 compared to Fall 2008. Demand for classroom space to The Applications Report (as of February 21) for support Continuing Education activities has also grown. enrolment in programs at the Prince George Campus The addition of new full-time programs and faculty beginning in September 2011 indicates that compared positions has also created a need for additional office to the same time last year programs experiencing higher and support spaces. There are currently 10 requests student application levels are: Community and School that are on hold pending development of options to Support (CASS), Social Work, Welding, Heavy Duty address these needs. An examination of utilization Mechanic, Medical Laboratory Technology and College rates for dedicated computer labs and other meeting and Career Preparation. rooms is underway to assist in decision-making Programs for which application levels are significantly regarding future space allocation decisions. below last year’s levels are: Practical Nursing, Applied Board Room Improvements - Prince George Business Technology, Dental Assisting, Professional Cook, BSc. Nursing, Early Childhood Education, Natural In the next several months, a number of significant Resources and Environmental Technology, Automotive improvements to the college board room at the Prince Service, Automotive Collision Repair, and Carpentry. George campus will be implemented. A new table is being purchased that will provide for additional seating Other programs are at or near the same numbers of capacity (6 more, up to a total of 28 people), and will applications received in 2010. include built in power plugs and computer network connections. The new table system which will be Canfor Pulp L.P. rectangular (rather than the current triangle) will also On February 18, representatives of Canfor Pulp met allow for much greater flexibility and ease in using the with me, Cathe Wishart, Frank Rossi, and Randall Heidt board room for different types and sizes of meetings, to discuss the development of a broad partnership workshops and instructional activities. The current board between our two organizations. We will be pursuing room table will be retained for use in another location. several new opportunities to work together to enhance The board room will also be equipped with video- education and training programs available in Prince conference equipment and a new audio teleconference George. system (including multiple microphones and speakers). These improvements will enable the College to make What’s New at BC Colleges more effective use of this valuable space, and also The latest edition of What’s New at B.C. Colleges is generate revenue through rental of the board room to available at: http://www.bccolleges.ca/inthenews.htm. various external users.
Industry Training Authority News The ITA has begun publishing a new “Training New Digest.” It is available to download from the following link: http://www.itabc.ca/AssetFactory.aspx?did=1970.
Prepared by:
John Bowman President
President's Report February 2011 Page 8 of 43 ... Agenda Item # 552i.
College of New Caledonia (Public Session - For Action)
TO: College Board February 22,2011
RE: EDUCATION COUNCIL RECOMMENDATIONS
******************************************************************************
Recommendations:
THAT subject to budgetary or resource implications, the College Board approve implementation of the following recommendations made by the Education Council at their meetings of January 18,2011:
• Dental Assisting - Clarification o(English Admission Requirements mAT the proposal to revise the admission requirements in Dental Assisting to include "and English 050 or equivalent" with the ABE/CCP and GED certificate is approved as presented.
• Dental Assisting - update to pre-requisites and co-requisites THAT the proposal by Dental Assisting that the matrix of pre-requisites and co-requisites provided be applied to the courses within the Dental Assisting program be approved as presented.
• Dental Hygiene - Change in course flOurs to DENH 150 and DENY 153 IRAT the proposal by Dental Studies to reallocate an hour of theory per week from DENH 153 to DENH 150 be approved as presented.
• Dental Hygiene - Change in Admission Requirements THA T the proposals by Dental Hygiene to revise their admission requirements from a "B-" in each pre-requisite course to a "B" average for all pre-requisite courses with no grade lower than a "C" be approved as presented.
• Practical Nurse Program - Change in Admission Requirements re: Biology THAT the proposal by Health Sciences to revise the admission requirements for the Practical Nurse program to include Biology 130 as a pre-requisite to the program rather than a course within the program be approved as presented.
• Practical Nurse Program - Reserved seats (or qualified Aboriginal applicants THAT the proposal by Health Sciences to reserve two seats for qualified Aboriginal applicants into the Practical Nurse program be approved as presented.
MOTION Approval of Education Council Recommendations Page 9 of 43 ... Agenda Item # 552i.
• Business Program - update pre-requisites THAT the request by the Business Program committee to revise their proposal from December 2010 to include "or CIS 152" when referring to CIS {65 as a pre-requisite be approved as presented.
A vailable to Speak to These Items: David Rourke
Respectfully submitted,
David Rourke, Chair Education Council /jw
MOTION Approval of Education Council Recommendations Page 10 of 43 ... Agenda Item # 7a)
College of New Caledonia (Public Meeting – For Action)
TO: College Board DATE: February 22, 2011
RE: College Strategic Plan, 2011-2015 Our Charter of Expectations and Commitments
Recommendation
THAT the College Strategic Plan, 2011-2015: Our Charter of Expectations and Commitments be approved.
Background
Over the course of the past 12 months the College has completed a comprehensive strategic planning process resulting in the development of the attached new College Strategic Plan, 2011-2015: Our Charter of Expectations and Commitments.
The planning process was guided by the Strategic Directions Committee (SDC) and provided frequent and extensive opportunities for both internal and external college stakeholders to participate in the identification and development of the College’s priority directions, goals and operating principles.
The new Strategic Plan focuses on key areas of activity and results that are important to the fulfillment of the College’s mandate, mission, and vision.
The College’s progress in addressing the Strategic Plan’s six priority themes, 18 college-wide goals and a set of guiding principles will be advanced and measured on an annual basis through the College Action Plan, as well as through individual campus, school and department plans and related activities.
Available to Speak to This Item
J. Bowman
Respectfully submitted,
J. Bowman President
MOTION to Approve Strategic Plan, 2011 - 2015 Page 11 of 43 ... Agenda Item # 7a)
Strategic Plan, 2011–2015: Our Charter of Expectations and Commitments
INTRODUCTION
The College of New Caledonia (CNC) is a public community college dedicated to helping meet the adult and post-secondary educational needs of all people who wish to access our programs and services. Since we were founded in 1969, CNC has been an integral part of the Central Interior region of British Columbia, contributing greatly to its economic and social progress. Over the years, our successes and impacts can be traced to deep roots and strong connections to the communities we serve.
The College has a proud history during which we have assisted more than 110,000 individual students to achieve their personal, educational and career goals. High rates of student satisfaction, successful employment outcomes and transitions to further education are a hallmark of the CNC experience. These are attributable to our focus on teaching, learning and service, as well as the dedication and skills of the faculty, staff and administrators we employ. The College is recognized as a major and valued partner in community development, as well as a good corporate citizen and an institution that is looked to as a leader.
The college region spans a geographic area of 148,000 square kilometers and encompasses three school districts (Prince George #57, Quesnel #28 and Nechako-Lakes #91), 11 local government municipalities and 21 First Nations communities. In 2010, the total regional population is approximately 144,000 people. Aboriginal people make up a large and growing proportion of the total population. The College operates from six campuses (located in Prince George, Quesnel, Mackenzie, Vanderhoof, Fort St. James and Burns Lake) and other smaller learning centres (located in Fraser Lake, Granisle and Robson Valley). We are proud of our accessible, high quality teaching and learning facilities which provide a strong physical presence across the region, enabling students to attend classes within their home communities.
We offer more than 60 educational programs, from developmental and adult basic education, to first and second year university credit courses, as well as business, health, social services, trades, career and technical programs. In 2009/10, the College enrolled approximately 4,080 full- time equivalent students, or 10,000 individual registrants. During Fall 2010, 670 full and part-time faculty, staff and administrators were employed by the College.
This Strategic Plan, Our Charter of Expectations and Commitments builds on the College of New Caledonia’s successes of the past and is grounded in the realization that CNC is a vital resource helping individuals and communities transform themselves through learning. Fundamentally, the Strategic Plan is about putting beliefs, expectations and commitments into action and achieving important results. It is based on awareness and understanding regarding the world in which the College operates as well as our own institutional capabilities and capacity.
Over the next five years, this Plan provides clear direction to the College and for our stakeholders about what is to be achieved. As such, it sets the stage and provides a focus for detailed operational, educational, service and budget planning and accountability reporting that occurs on an annual basis. It is intended to ensure campus, school and department priorities and initiatives are aligned with overall College expectations and commitments.
1 February 16, 2011
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The College of New Caledonia Strategic Plan, 2011-2015: Our Charter of Expectations and Commitments sets the mid-to-long term directions the College will follow in pursuit of its mandate, mission, and vision. The Strategic Plan includes a comprehensive set of priorities and goals to be addressed in response to key issues and trends identified through an Environmental Scan that was completed in the spring of 2010. The Environmental Scan information is presented as separate documentation as referenced in the following section.
The Planning Context also includes a set of Assumptions which have been developed regarding other facets of the external and internal environments. The results-oriented strategic goals will be translated on an annual basis into more detailed action “objectives” and specific deliverables through the College Education Plan, Annual Action Plan, as well as through alignment of school, campus and department plans.
Ultimately, the Strategic Plan is intended to identify what will be significantly different, changed and improved over the five-year planning period. It cannot, and does not, touch on every aspect of the College’s operations.
Progress towards the achievement of the College’s 18 strategic goals will be reviewed and summarized annually. The results of this review will inform the College’s annual plans for the following year. The flow chart below provides a graphic representation showing the components and inter-relationships within the integrated, multi-year and annual college planning system.
The Annual College Action Plan, 2010-2011 (November 2010) and CNC Accountability Plan and Report, 2009/10 (July 2010) are available on the College website at the following links.
http://cnc.bc.ca/__shared/assets/College_Action_Plan_2011-201218925.pdf
http://cnc.bc.ca/__shared/assets/CNC_Accountability_Report_and_Plan_2009-1017946.pdf
The College Action Plan is updated annually in October/November and the Accountability Plan and Report is submitted to the provincial government Ministry responsible for colleges in July.
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PLANNING CONTEXT
1. Environmental Scan Highlights: Key Trends and Issues
See: http://tinyurl.com/33kcytt and http://tinyurl.com/2whotgw
2. Assumptions
In addition to those trends that can be measured and documented in the Environmental Scan, we can also make some assumptions regarding aspects of the environment that are more difficult to quantify and predict (e.g. cultural and societal forces, government policy and funding priorities, technology, etc.).
We foresee a post-secondary and college system under pressure. . .
Challenged by increasing costs and relatively static or flat revenue growth from government funding and student tuition Struggling to keep up with the speed and impact of technological change Increasing competition among provincial institutions (colleges, regional universities and others) and across jurisdictions (including private trainers)
Populated with learners who have evolving needs and expectations. . .
Increasingly demanding choice and customization Evaluating opportunities through cost-benefit analyses Demanding greater intra- and inter-institution mobility Requiring customized support systems for all learners
Faced with new employment and economic conditions . . .
Involving multiple careers in a lifetime Coupled with skills shortages in many sectors Placing a premium on continuous learning Necessitating close linkages with industry, business and other employers in a diversified regional economy Causing smaller communities to struggle with sustainability
Operating within a shifting political climate . . .
Requiring achievement of government objectives within funding limitations (deficits) Driving increased emphasis on accountability reporting Stressing the importance of partnerships and collaborations Competing for a fair share of provincial funding for education, health and social services
Living and working in a dynamic world . . .
Characterized by a rapidly changing and inherently unpredictable digital culture Increasingly concerned with the importance of environmental issues Creating and responding to unpredictable and volatile economic forces
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PRIORITIES / GOALS
The College’s 18 major goals are presented below. The goals are grouped under six overall priority themes. Following each of the numbered goal statements are bulleted examples of specific results that are intended to be achieved over the five-year term.
Student Access, Learning and Success
1. Develop and implement a Strategic Enrolment Management (SEM) Plan and related strategies to increase and improve overall student access, recruitment, engagement, retention, persistence and program completion.
Increase the total number and proportion of regional secondary school leavers who make a direct transition to CNC programs Increase headcount and course registration enrolments in both university transfer and business programs (by a total of 25% in first year and 50% in second year, over five years) Expand “access” program deliveries for applied and technical programs Increase cross-college access to holistic and multidimensional student learning supports and services, including those for non-traditional students, and students with disabilities
2. Expand and strengthen program and service delivery partnerships with UNBC and other post-secondary institutions.
Improve existing programs articulations, transfers and pathways Establish new degree program partnerships Increase student enrolment and program options
3. Expand and strengthen program and service delivery partnerships with School Districts 91, 57 and 28.
Create new program and course delivery partnerships Increase “dual credit” course options and deliveries Expand Career Technical Centre (CTC) programs and student enrolment
4. Expand and effectively support the use of alternative and enhanced face-to-face instructional delivery methods utilizing on-line, videoconference and other educational technologies.
Increase number of courses, student enrolments and completions Create new, additional and more flexible teaching, learning and meeting spaces and schedules
Responsiveness to Community
5. Implement new programs and services in response to community and student needs. New and expanded program initiatives over the 2011-2015 time period are expected to include:
Medical Radiography Technology Mining-related programming Civil Engineering Technology Aviation Business Diploma Psychiatric Nursing Transportation-related programming Agriculture-related programming Bioenergy-related programming
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6. Identify, develop and support the delivery of magnet or niche program specializations at each campus (while maintaining existing local core programs close to home).
Achieve optimal enrolment and sustainable program and service growth at each campus
Aboriginal Education and Indigenization
7. Increase Aboriginal student access, enrolment, satisfaction, persistence and successful completion of college certificate and diploma programs.
Increase enrolment/program completions by 7 percent annually and 35 percent over five years Enhance partnerships, community liaison, engagement and local direction Improve coordination of programs and services across campuses and communities Increase communication and awareness of CNC’s success and leadership in Aboriginal education
8. Increase inclusion of indigenous culture, language and perspectives into student services, curriculum and program delivery, employee education and campus life.
Raise awareness and understanding within the College and regional communities regarding local indigenous cultures, languages, history, knowledge and perspectives Increase Aboriginal participation and direction in college advisory and governance processes (e.g. regional Aboriginal Service Plan Committees and the college-wide Yinka Dene Council) Increase Aboriginal community engagement in program and curriculum development Enhance links between the College and Aboriginal communities and organizations
College Resources and Capacity
9. Preserve and improve the College’s overall financial health and stability.
Develop and implement an overall long-term financial sustainability strategy Develop and implement new entrepreneurial/business partnerships and activities Increase the percent of annual operating revenues that are derived from sources other than base provincial grants and student tuition and fees Acquire additional funds to support instructional equipment, information and educational technology and facilities improvements.
10. Develop and implement a new Five-year Capital Facilities Plan.
Complete development of a Master Site Development Plan for the Prince George Campus Major priorities include: Student and Cultural Centre – Prince George, Aboriginal and family-oriented student housing – Prince George; Nechako and Lakes District region multi-use technical education facilities; and, Nursing Laboratory Facilities – Prince George. Include prioritization of major maintenance and facilities improvement projects.
11. Increase college participation in effective government and community communication, partnerships and advocacy related activities.
Develop and strengthen relationships at the local, regional, provincial and national levels designed to garner additional, sustainable college funding levels, as well as public policy decisions supportive of the college mandate and mission. Increase effectiveness, contributions and involvement of campus, sectoral and program advisory committees. 5 February 16, 2011
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People, Planning and Organizational Development
12. Increase and diversify employee learning, leadership development and succession opportunities.
Increase faculty, staff and administration participation in high-quality, college-sponsored professional development activities Provide support for employees who wish to develop and share (confidentially and at their discretion) Individual Learning Plans (ILP) and career goals Increase employee access to and participation in leadership development education, exchanges, secondments, short-term project assignments, and mentoring relationships Review and modify (where appropriate) the college administrative organization and team structures as well as staff and administrative job descriptions to support additional pathways of progression within the College
13. Expand and strengthen employee recruitment, recognition, health, retention and celebration of excellence initiatives.
Increase numbers of qualified applicants for college positions Develop and implement new initiatives to showcase outstanding student, employee and community accomplishments Create stronger shared sense of “one College with many programs and campuses”
14. Ensure college employee demographic composition more closely reflects the populations of communities served and is inclusive of designated groups (women, people with disabilities, Aboriginal peoples, and visible minorities).
Successfully implement the five year Human Rights Special Program Continue to develop and begin to implement a full employment equity program.
Innovation
15. Increase the College’s capacity to undertake applied research and implement successful projects.
Develop and complete projects in partnership with other organizations. Focus areas are expected to be in Natural Resources and Environmental Technology, Health, Aboriginal Education/Culture, Trades and Heritage Conservation Obtain Natural Sciences and Engineering Research Council (NSERC) and other agency grant funding in support of projects Increase the number of faculty and staff involved in applied research projects
16. Support ongoing improvements to information and educational technology systems and tools.
Continuously improve college website and implement a web portal system Implement document/records management and imaging system Implement improvements to student and administrative systems including increased access to on-line services Increase cross-college integration and connection to the whole institution
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17. Demonstrate environmental stewardship in the management and development of our facilities, programs and services.
Achieve Strategic Energy Management Plan (SEMP) energy conservation targets and greenhouse gas emission reductions Develop and implement a College Sustainability Policy and related processes Increase college initiatives designed to “reduce, reuse and recycle”
18. Expand International Education programs, contracts and services and provide appropriate student and college supports.
Increase the number of international students enrolled (25-35 percent over five years) Achieve a greater proportional balance among students from various countries of origin, and increase the total number of countries from which CNC attracts students Increase cultural and social diversity in curriculum and campus activities Provide greater opportunities for employees and students to learn about cross-cultural settings
GUIDING PRINCIPLES
The following principles will guide the College’s operations and permeate the culture of the institution. Individual and organizational behavior that is aligned with these foundational ideas is expected and essential to supporting fulfillment of the College Mandate, Mission and Goals.
Focus on students and learning
All our activities support the teaching and learning processes for students and community members.
Respect for every individual
Mutual respect between people is expected and fostered. The contributions of all are important to the success of the whole institution.
Teamwork and collaboration
Teamwork, collaboration and effective communication within and across college departments and campuses enable development of positive and productive win-win relationships.
Leadership through involvement and by example
College management is actively involved in facilitating and supporting positive change and improvements.
Quality and continuous improvement of methods and outcomes
The College is dedicated to excellence and continuous improvement.
Evidence-based approach to decision-making
Decisions are based on data and an understanding of the cause and effect mechanisms at work in any system.
Process and systems orientation
We strive to understand and improve the many interdependent work processes that comprise the College’s service and program related systems.
Environmental sustainability
Principles and best practices of environmental sustainability are incorporated into the College’s operations.
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Diversity
Diversity enriches student learning, campus life and our society as a whole. We will value and celebrate the different social and cultural characteristics of our learners and communities.
Indigenous perspectives
We recognize the importance of Aboriginal peoples’ culture, history, traditional knowledge and territories. We will strive to honour and learn from them.
Partnerships and community connections
Cooperation with other institutions and organizations is a core approach for achieving desired results for students and stakeholders. Program and community advisory committees provide an essential mechanism for consultation, feedback and learning.
Trust and integrity
Trust flows from honesty and integrity. The existence of trust is a key determinant in the effectiveness and success of relationships at all levels, including the interpersonal, organizational, student, and community levels. We will strive to build trust at each of these levels through aligning behaviour with our values and guiding principles.
Accountability
As a part of the larger society, the College has important responsibilities and expectations to fulfill for all its internal and external stakeholders. We are accountable through effective planning, decision-making, evaluation and reporting systems that are open and transparent.
MANDATE
The College of New Caledonia operates within a legislative framework provided under the British Columbia Colleges and Institutes Act. The College mandate is set out in the Act and through both multi-year and annual Ministry Service Plans, Government Letters of Expectation (GLE), as well as various Ministerial directives (e.g. June 8, 2008 letter).
Sections 6 and 26 of the Colleges and Institutes Act stipulate:
6 Objects of a college The objects of a college are to provide comprehensive (a) courses of study at the first and second year levels of a baccalaureate degree program, (a.1) courses of study for an applied baccalaureate degree program, (b) post secondary education or training, (b.1) adult basic education, and (c) continuing education.
26 Functions and duties of college or Provincial institute Subject to this Act and the resources available to the board, an institution must do the following: (a) establish and maintain courses of instruction; (b) establish fellowships, scholarships, exhibitions, bursaries, prizes, awards and other aids to encourage proficiency in the subjects taught at the institution; (c) provide a program of continuing education; (d) generally promote the objects of the institution
For further details see: http://www.bclaws.ca/EPLibraries/bclaws_new/document/ID/freeside/00_96052_01
8 February 16, 2011
MOTION to Approve Strategic Plan, 2011 - 2015 Page 19 of 43 ... Agenda Item # 7a)
The Ministry of Advanced Education Service Plan, 2010/11 to 2012/13 provides details regarding the provincial government’s goals, objectives, strategies and performance measures for the BC post-secondary education system (including colleges). For further details see: http://www.bcbudget.gov.bc.ca/2010/sp/pdf/ministry/almd.pdf
In a letter to College Boards (June 8, 2008) the Minister of Advanced Education reaffirmed and outlined the mandate of the college sector to: (http://cnc.bc.ca/__shared/assets/Mandate_Letter13033.pdf)
Provide education and training to all who choose to attend a community college at any point in their adult life; Focus on teaching-intensive activities using state of the art pedagogical practices that reflect the experiences, culture and social context of their students; Design and offer programs and courses that reflect the current and emerging needs of business and industry, and the needs of the province’s society in general; Graduate students whose knowledge and skills satisfy employers and institutions that receive them as transfer students; and, work with local groups and organizations to promote the growth and development of the local community.
Within this context, colleges are mandated to offer programs in the following categories:
Para-professional, career, technical and applied studies; Trades and apprenticeship; Developmental education, including programs for students with disabilities; Undergraduate degree programs in applied areas; and, University transfer studies and associate degree programs.
MISSION
The College of New Caledonia, as a comprehensive community college, provides access to lifelong learning and facilitates the achievement of personal and educational goals.
We are responsive to the diverse needs of our students, our employees, and the communities in our region. In a dynamic, consultative environment, we deliver quality programs and promote the success of every student
VISION
The College of New Caledonia’s education and training are accessible and of high quality. We work with our communities to build success. We provide opportunities for outstanding learning and service. Our graduates are confident, self-reliant citizens and leaders.
VALUES
The College of New Caledonia is a teaching and learning community that cares, serves and leads.
9 February 16, 2011
MOTION to Approve Strategic Plan, 2011 - 2015 Page 20 of 43 ... Agenda Item # 7a)
THE PLANNING PROCESS
The roles and responsibilities of the College Board of Governors, Education Council and College President are outlined in the B.C. College and Institute Act, College Board Bylaws, Education Council Handbook and College Policies.
The process implemented to develop this Strategic Plan reflected the overall responsibility and accountability vested in the Board of Governors, Education Council and the College President for governance and management of the College. The plan development was also predicated on core beliefs about the importance of organizational learning, inclusion, stakeholder involvement and shared ownership for effective planning, implementation and achievement of institutional results.
In the fall of 2009, the College adopted a “Process to Review and Update College Strategic Directions” following an internal consultation process.
The process included the following major components:
creation of a Strategic Directions Committee (SDC) comprised of college board members, faculty, staff, administrators and students to oversee and guide the planning process;
development of an Environmental Scan detailing key information, trends and issues in both the external and internal college environments;
Campus Conversations/Strategy Sessions held at each campus in the spring of 2010 to discuss the Environmental Scan and to identify key issues and potential college directions;
a review and assessment of the previous CNC Strategic Plan, 2006-2010;
publication of a draft Strategic Plan, 2011-2015 on October 4, 2010;
discussion of the draft Strategic Plan at internal forums including Strategic Directions Committee meetings, College Board Planning Session, Education Council meetings, Management Team meetings, campus and departmental meetings, as well as, a joint College Board, Education Council and Strategic Directions Committee workshop;
discussion of the draft Strategic Plan at several local external community and college advisory committee meetings;
revisions to the first draft based on the feedback received and publication of a second draft;
review and revision of the second draft; and,
preparation of a “final” draft for approval by the College Board of Governors.
In total and over the course of the year-long strategic planning process, approximately 300 college employees, students and community members participated directly in and contributed to the development of the Strategic Plan.
10 February 16, 2011
MOTION to Approve Strategic Plan, 2011 - 2015 Page 21 of 43 ... Agenda Item # 7b)
College of New Caledonia
(Public Session - For Action)
TO: College Board Date: February 22, 2011
RE: Recommendation of the Policy and Bylaw Review Committee
Freedom of Information and Protection of Privacy Act - Bylaw #15
Background
The work of the Policy and Bylaw Review Committee entails reviewing current policies whereby providing recommendations and improvements to the Board, and identifying new policies/bylaws for the Board’s consideration.
The attached bylaw was reviewed at the February 9, 2011 Policy and Bylaw Review Committee meeting.
Recommendation
THAT, the College Board approves the attached Bylaw
Freedom of Information and Protection of Privacy Act - Bylaw #15
Available to speak to this item:
Linda Smerychynski, Chair, Policy and Bylaw Review Committee
John Bowman, President
Respectfully submitted,
John Bowman President
Linda Smerychynski, Chair Policy and Bylaw Review Committee
MOTION to Approve FOIPOP Bylaw Page 22 of 43 ... Agenda Item # 7b)
Bylaw ##
BYLAW: Freedom of Information and Protection of Privacy Act
Effective Date: February 25, 2011 Revised Date: February 25, 2013
Bylaw Statement
This Policy is designed to ensure compliance with the BC Legislation “Freedom of Information and Protection of Privacy Act” (RSBC 1996) Chapter 165 and Regulations thereto (the “Act”) and any future amendments.
The President of the College is responsible under the Act for ensuring that the College complies with the Act. In accordance with Section 66 of the Act, the President may delegate to any person any duty, power or function of the President under the Act provided that delegation be in writing. The said delegation may contain any conditions or restrictions which the President considers appropriate.
The Board directs that the President to report annually to the Board on any substantial activities related to the Act, and which are also directly relevant to the Board’s overall governance responsibilities.
Scope and Limitations
The President and the various delegates of the President are the only persons authorized to communicate on behalf of the College on matters related to the Act.
Scope and Limitation of President
The President and the various delegates of the President are the only persons authorized to communicate on behalf of the College on matters related to the Act.
Information and Monitoring Requirements:
Not Applicable
MOTION to Approve FOIPOP Bylaw Page 23 of 43 ... Agenda Item # 8a)
College of New Caledonia
(Public Session - For Information)
TO: College Board DATE: February 25, 2011
RE: Notice of Motion – Tuition Fees 2011/12
Background
As required under the By-laws of the College Board, a “Notice of Motion” is being given that the College plans to increase 2011/12 tuition and mandatory fees. The actual motion to increase tuition and mandatory fees will be presented to the Board to be debated and voted on at the March 25, 2011 Board meeting.
The provincial government requires that colleges restrict tuition and mandatory fee increases to an amount permitted by the Ministry. The rate for 2011/12 has not yet been provided.
Available to Speak to this Item
Penny Fahlman
Respectfully submitted,
P. Fahlman John Bowman Vice-President Finance President & Administration
Notice of Motion re: Tuition Fees Increase 2011/12 Page 24 of 43 ... Agenda Item # 8b)
College of New Caledonia (Regular Meeting – For Information)
TO: College Board DATE: February 16, 2011
RE: Financial Sustainability Strategy Development and Action Plan
The new College Strategic Plan, 2011-2015 includes the goal: “Preserve and improve the College’s overall financial health and stability.”
In order to achieve this goal over the course of the next five years, the College will need to pursue a variety of both short and long-term strategies and actions.
Attached is a preliminary list of Key Elements that could be included in an overall college Financial Sustainability Strategy.
It is proposed that this draft list of elements be discussed within the College and that feedback be incorporated into a final Financial Sustainability Strategy and Action Plan for approval by the Board of Governors in June 2011.
The process of consultation regarding the development of the Strategy and Action Plan will include:
Publication of a the draft Strategy Key Elements February 25, 2011
Internal Consultation, Discussion and Feedback March - May (Management Team, Education Council. Board Committees, Student Union, Campus Meetings)
Board Approval of Strategy and Action Plan June
Action Plan Implementation September 2011 to March 2012, and ongoing
College Financial Sustainability Strategy & Draft Action Plan Page 25 of 43 ... Agenda Item # 8b)
Five Year, 2011-2015 Financial Sustainability Strategy Key Elements
1. The College Strategic Plan, 2011-2015 provides overall direction to annual action plans and budgetary priorities and includes as a goal: “preserve and improve the College’s overall financial health and stability”.
2. Continue to advocate for sustainable provincial government funding levels (base operating and annual capital allowances).
3. Advocate for changes to provincial government Tuition Limit Policy to provide for greater equity among colleges, institutes and regional universities (e.g. across common programs).
4. Advocate for provincial government changes to accounting and budgeting policies that will allow the post-secondary institutions to utilize prior fiscal year surpluses.
5. Increase operating revenues from sources other than provincial government base operating grants and student tuition (e.g. business partnerships, contract training, etc.).
6. Seek to achieve optimal program enrolments and student completions through Strategic Enrolment Management and balancing student demands and community needs.
7. Increase contributions from community fundraising donors in support of equipment acquisition and student financial assistance.
8. Limit overall college program and service growth to sustainable levels.
9. To the greatest extent possible maintain or enhance the comprehensive breadth of program offerings and support services available.
10. Strive to increase responsiveness, flexibility and access to programs and services (e.g. through the use of technology where appropriate and feasible).
11. Where feasible, seek to reduce total costs and find efficiencies with existing services and programs utilizing best practices and models that have proven successful at other institutions.
12. When program, service and administrative reductions are necessary in a given year, utilize the Budget Development Framework Guiding Principles and Decision-making Considerations in determining the changes that will occur.
College Financial Sustainability Strategy & Draft Action Plan Page 26 of 43 Applications Report February 21, 2011 ...
Applications Report page 1
Fall 2011 Intakes As of February 21, 2011
Incomplete Qualified Applications Applicants Total Program Capacity 2011 2010 2011 2010 2011 2010
Business Full Entry 4 19 0 0 4 19 Limited Entry 16 1 0 5 16 6
Applied Business Tech 25 8 21 1 0 9 21
Natural Resources & 22 6 10 5 7 11 17 Environmental Tech.
Computer Network Elec 16 6 4 3 6 9 10
Bsc Nursing 96 185 209 46 63 231 272 Bsc Nursing - Quesnel 24 19 16 0 7 19 23
Health Care Assistant 30 FT 29 24 17 17 46 41 7 PT 1 1 0 6 1 7
Med Radiography 16 56 na 6 na 62 na
Practical Nursing 32 75 121 22 10 97 131 Agenda Item # 8c) Dental Assisting 24 18 24 15 17 33 41
Dental Hygiene 20 56 54 0 7 56 61
Page 27 of 43 MedLab Tech (Jan 2012) 24 45 30 2 3 47 33
CCP open 43 39 17 5 60 44
Applications Report February 21, 2011 ...
Application Report page 2
Fall 2011 Intakes As of February 21, 2011
Incomplete Qualified Applications Applicants Total Program Capacity 2011 2010 2011 2010 2011 2010
Professional Cook 48 10 15 19 24 29 39
Early Childhood Educ. 24 FT 12 20 2 1 14 21 6 PT 1 0 0 0 1 0
Social Work 32 FT 35 26 12 6 47 32 6 PT 2 3 0 0 2 3
CASS open 14 3 8 4 22 7
Fine Arts 15 FT 4 3 0 0 4 3 5 PT 0 1 0 0 0 1
New Media & Comm. 22 6 7 3 2 9 9
University Credit open 42 42 60 65 102 107 University Credit- Quesnel open 2 0 1 1 3 1
Power Eng - 4th Class 16 18 24 10 12 28 36
Power Eng - 3rd Class 16 4 4 0 2 4 6 Agenda Item # 8c)
Welding C - 7 month 32 16 9 10 2 26 11
Entry Level Trades:
Page 28 of 43 Automotive 16 7 10 2 8 9 18 Carpentry 16 2 7 0 2 2 9 Electrical 16 12 9 1 4 13 13 HDM 16 13 9 4 3 17 12 Industrial Mechanic 16 8 4 2 4 10 8 AutoBody Repair 16 0 4 1 2 1 6
TOTAL 775 773 269 295 1044 1068
... Agenda Item # 8d)
College of New Caledonia (Public Session – for Information)
TO: COLLEGE BOARD Date: February 15, 2011
RE: Course Scheduling Patterns (Prince George Campus) Use of Symmetrical and Asymmetrical Patterns
The College of New Caledonia undertook extensive planning, research and consultation during 2007 to 2009 period prior to implementing a new software system called “Infosilem” as its computerized course scheduling tool.
As part of the planning and research, it was determined that initially course schedules in University Credit and Business Programs would be done in an asymmetrical model, rather than the previous, manually-produced symmetrical model. A symmetrical pattern involves class meeting blocks occurring at the same time on different days (e.g. M-W-F 10:00am to 11:00am), while an asymmetrical pattern involves different times on different days of the week.
In general, the implementation of Infosilem scheduling system at the Prince George campus has gone very smoothly. More instructional programs are requesting to join the computerized scheduling process each year. Surveys of students have not indicated any unusual or significant concerns or issues with the general scheduling processes, or the asymmetrical model being used.
As questions have been raised by individual faculty members and the Faculty Association regarding the rationale and appropriateness of the asymmetrical model, the Scheduling Office performed concurrent simulations of the 2010/11 timetable using the asymmetrical time pattern and a symmetrical time pattern. The attached report addresses these and other questions, as well as describes the many issues and high levels of complexity involved in program and course scheduling for the Prince George Campus.
Available to speak to this item:
Catherine Wishart John Bowman
Respectfully submitted,
Catherine Wishart John Bowman Vice-President, Community & Student Services President
College Timetabling, Prince George Campus Page 29 of 43 ... Agenda Item # 8d)
COLLEGE OF NEW CALEDONIA
Report on Use of Symmetrical and Asymmetrical Patterns in Timetabling
The College of New Caledonia undertook extensive research and consultation during 2007 - 2009 prior to implementing Infosilem as its computerized scheduling tool. As part of the research, it was determined that initially student schedules in University Credit and Business programs would be done in an asymmetrical model, rather than the previous, manually-produced symmetrical model. Some other program areas would follow, while others would remain cohort or block scheduled at the program level.
The implementation of Infosilem at the Prince George campus has gone very smoothly, with more programs requesting to join the process each year. Surveys of students have not indicated any unusual concerns or issues with the general scheduling processes, or the asymmetrical model being used. The Counseling and Advising Department has reported a dramatic reduction in the number of students requiring scheduling assistance, particularly during the first week of classes. As outlined below, some students who are “off semester” or taking courses part-time have some difficulty getting optimal schedules.
However, as questions arose as to the rationale and reasonableness of the asymmetrical model, during the summer of 2010 the Scheduling Office performed concurrent simulations (i.e. a complete rebuild) of the 2010/11 timetable using the asymmetrical time pattern and a symmetrical time pattern. For the symmetrical simulation, the Scheduling Office developed a time pattern based on one which was used historically at the College. Some modifications were made to accommodate additional requirements such as scheduling University Credit and Business together, as well as allowing for new teaching delivery patterns such as a 1 x 1 hour plus a 1 x 2 hours for three hour courses.
The simulations used identical input data, as originally received by program areas in January/February 2010. This included faculty workloads, section offerings, student pathways, room requests as well as required and preferred teaching or delivery patterns (e.g. 3 x 1 hour, 1 x 3 hours, 2 x 1 ½ hours).
The Scheduling Office was able to produce program and student schedules using each of the time patterns. It was found that each timetable was approximately equal in terms of: Student schedules (length of days and the spread of classes within a day) Room utilization Faculty schedules (length of teaching days and the spread of classes within a day)
However, the primary difference between the two schedules was the increased difficulty when attempting to change or modify course offerings (i.e. change times/days) in the symmetrical schedule. Approximately 25% of attempted changes in the symmetrical schedule were completed without conflicts with regard to student pathways, faculty schedules or room bookings. In contrast, approximately 75% of attempted changes in the current asymmetrical schedule were able to be completed without student, faculty or room conflicts. In addition to
Page 1 of 4
College Timetabling, Prince George Campus Page 30 of 43 ... Agenda Item # 8d)
the increased number of conflicts encountered, it took the Scheduling Office twice as long to re-schedule in the symmetrical timetable.
It is important to note that the simulations did not involve registered students in the database. As such, the Scheduling Office was not able to test potential difficulties arising from course offering changes in the “post-registration” period. Based on experience, adding the complexity of student registrations would increase the likelihood of conflicts as well as the difficulty in finding conflict free solutions.
The Scheduling Office is faced with extensive numbers of necessary changes put forward by Deans and programs between February and September each year, as faculty change or are brought on, as student course requirements change, faculty request alternate rooms and resources etc. Therefore testing the model against ad hoc changes is critical in the assessment.
Regardless of the pattern system used or how scheduling is done, the College faces considerable levels of complexity and multiple constraints. This includes numerous delivery/teaching patterns, shared faculty and shared (or support) courses between programs. The factors identified below are core constraints which place significant stress on timetabling and are major barriers to implementing a symmetrical time pattern.
Multiple delivery patterns among programs and among faculty The College schedules a breadth of programs (UT, Business, CCP, ESL, SSWK, Nursing, Practical Nursing, Dental programs) not encountered at post-secondary institutions such as universities. In addition to meeting a wide-range of program and student requirements the Scheduling Office is able to meet faculty requested non-standard delivery patterns for many Business courses. The range of delivery patterns found in most university programs usually includes 3 x 1 hour, 1 x 3 hours, 2 x 1.5 hours. CNC uses these three patterns as well as 24 other combinations.
Multiple student pathways and limited course section offerings In order to build Fall and Spring schedules to meet the student and programs needs of Commerce 1st and 2nd year, Criminology, Human Kinetics, Applied Science, First Nations Diploma, Fine Arts, New Media, Women Studies and General Arts, Social Sciences and Sciences, 88 student pathways must be scheduled. In Fall 2010 CNC had 900 individual students in University Credit, who had to be accommodated against these multiple pathways; in some instances only a few students will be taking a certain path of studies.
For many UT courses, the number of sections offered in any semester/term is such that it is very difficult to meet the scheduling needs of multiple student blocks or pathways. Some examples include: -One section each of PHYS 105 and 101. In total these two course sections need to fit (be conflict free) with 30 other course sections (a total of approximately 90 hours of scheduled time or11.25 days per 5 day week assuming an 8 hour teaching day). Further complicating the scheduling of PHYS 105 and 101 is the need to free the instructor of teaching obligations on Fridays as a result of his role
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College Timetabling, Prince George Campus Page 31 of 43 ... Agenda Item # 8d)
on Education Council. The constraints placed on scheduling PHYS 105 and 101, in turn, has significant impact on the scheduling of other UT science courses. - One section of HIST 103. There are 9 different scheduling blocks (student pathways) built for this section. HIST 103 needs to fit (be conflict free) with 19 other course sections (a total of approximately 57 hours of scheduled time or 7.1 days per 5 day work week. - One section of GEOG 201. There are 9 different scheduling blocks (student pathways) built for this section. GEOG 201 needs to fit (be conflict free) with 23 other course sections (a total of approximately 69 hours of scheduled time or 8.6 days per 5 day week. - One section of CSC 109. There are 6 different scheduling blocks (student pathways) built for this section. CSC needs to be fit (be conflict free) with 23 other course sections or 69 hours of scheduled time or 8.6 days per 5 day week.
Off semester student pathways In addition to building student blocks for four new Business diplomas (which requires scheduling 49 student pathways each semester) the Scheduling Office builds first semester courses in the second semester. In essence, two semesters of course offerings are scheduled each semester. This has led to significant difficulty during timetable development, poor schedules and poor room utilization (estimated at 35-50% reduction). The Scheduling Office continues to work on these issues to meet student and program needs.
Shared faculty across programs Each year several faculty teach across multiple programs. Past and current cross program faculty include: 1. University Credit Geography-Business Math-Business Leadership (for Business & Nursing students) which requires that this individual’s schedule be conflict free with 44 other course sections or approximately 16.5 days per 5 day week; 2. Business - Dental Courses; 3. University Credit- Social Work; 4. University Credit – College & Career Preparation; 5. University Credit-Centre for Student Success.
Courses shared across programs include: SOC 206 - (Social Work, Criminology, General UT Arts) ANTH 101, BIO 111 and 112, MATH 104, PSYC 101 -(Nursing and General UT Arts) MATH and ENGL (UT Faculty and Natural Resources Program)
Aligning course section offerings between student programs such as upper level CCP and English as a Second Language courses and University Credit and Business course offerings.
The complex nature of CNC’s structure and program offerings outlined above accounts for: Less than optimal student schedules in some instances
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College Timetabling, Prince George Campus Page 32 of 43 ... Agenda Item # 8d)
Increased time and resources maintaining or modifying schedules, particularly in the post-publication and post-registration periods Increased wait times for other CNC program needs and users requiring rooms while program changes are being accommodated Decreased or inefficient room utilization Less than optimal faculty schedules
Student Services is confident that the current asymmetrical timetabling model provides the greatest benefit to CNC students given the complexity of our program models.
In order introduce more flexibility during timetable production and post-registration phases, improve room utilization, and achieve better schedules for students the College could examine doing one or more the following:
1. Reduce the number of student pathways (scheduling blocks); 2. Determine the need to continue to use 27 different delivery patterns and feasibility of reducing the number of patterns available for scheduling; 3. Offer more sections of specific courses such as those listed above on previous page; 4. Reduce or limit scheduling courses “off-semester”; 5. Discontinue external room bookings for the period September through April between the hours of 8:00 am and 5:00 pm Monday through Friday.
Prepared by:
Dale Grundman, Registrar Steven Perison, Coordinator – Scheduling & Systems Support
December 23, 2010
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College Timetabling, Prince George Campus Page 33 of 43 ... Agenda Item # 8e)
College of New Caledonia (Regular Meeting – For Information)
TO: College Board DATE: February 16, 2011
RE: College Employee Headcount and FTE 2006/07 to 2009/10
Background
The Post-secondary Employers’ Association (PSEA) of B.C. maintains a Human Resources Database (HRDB) which is populated on an annual basis with data provided by each of the provincial colleges and institutes regarding their employees.
The attached table provides an historical analysis of CNC employee headcount and full-time equivalent (FTE) numbers of faculty, staff and administrators over the past four years which has been extracted from the PSEA HRDB.
It is interesting to note that during the time period at CNC, total FTE employees within the operational staff group (CUPE) have increased (by 29.3 FTE), while the total FTE numbers of faculty and administrative positions have remained virtually unchanged (+1.2 and +1.0 respectively).
The overall proportion of FTE college employees made up of administrative (excluded) positions has remained relatively constant at approximately 9 percent.
This proportion of administrative employee FTE is similar to the percentage of administrative positions for other rural, multi-campus colleges in British Columbia.
College Employee Headcount and FTE by Category, 2006/07 to 2009/10 Page 34 of 43 College Employee Headcount and FTE by Category, 2006/07 to 2009/10 ...
College of New Caledonia Employee Headcounts and Full-time Equivalents (FTE) by Type, 2006/07 to 2009/10
2006/07 2007/08 2008/09 2009/10 Change Faculty Headcount 563 591 586 583 20.0 FTE 213.8 213.4 216.0 215.0 1.2 FTE % of Total 47.8% 46.5% 46.2% 44.9%
Operational Staff Headcount 405 416 436 431 26.0 FTE 191.53 201.7 209.8 220.9 29.3 FTE % of Total 42.8% 44.0% 44.9% 46.1%
Administration Headcount 59 53 51 53 -6.0 FTE 42.0 43.8 41.7 43.0 1.0 FTE % of Total 9.4% 9.5% 8.9% 9.0%
Total Employees Headcount 1027 1060 1073 1067 40.0 FTE 447.3 458.9 467.5 478.8 31.6 FTE % of Total 100 100 100 100 Agenda Item # 8e) Other Colleges Admin "FTE % of Total" Okanagan College 15.2 data North Island College 12.5 not Page 35 of 43 Northern Lights College 11.6 yet Northwest Community College 10.2 available Selkirk 9.5 College of the Rockies 8.7
... Agenda Item # 881i.
College of New Caledonia
MONTHLY FINANCIAL STATEMENTS January 2011
The attached financial statements have been prepared expeditiously for information and control purposes and the following caveats apply:
1. The statements have been compiled from “raw” data entered into the financial system and the resulting printouts have not yet been reviewed or checked by managers. Reallocations and errors or omissions for the month will be amended in subsequent months.
2. Full accrual accounting is not done on a monthly basis, in particular for tuition fees, part time salaries, services partially completed and goods in transit.
3. The budget is compiled on an annual basis.
4. The statements have not been audited and, therefore, have not been subjected to the normal year-end analysis to ensure that all outstanding transactions and amounts have been recorded.
/smc
Financial Report for January 2011 Page 36 of 43 ... Agenda Item # 881i.
College of New Caledonia Financial Statements for the ten months ending January 31, 2011
2010/11 2010/11 Available Budget Prior Year Actual Annual Budget Amount Percentage Actual Revenue
Regular Base Funded Programs
Ministry & ITA Grants $ 28,687,052 $ 33,560,007 $ (4,872,955) (14.5) $ 28,585,446 Tuition 6,866,234 5,922,050 944,184 15.9 6,251,410 Other 1,019,552 1,006,716 12,836 1.3 1,042,727
36,572,838 40,488,773 (3,915,935) (9.7) 35,879,583
Special & Temporary Programs
Programs 4,620,106 5,089,650 (469,544) (9.2) 4,513,747 Other 162,623 137,127 25,496 18.6 177,988
4,782,729 5,226,777 (444,048) (8.5) 4,691,735
Total Revenue 41,355,567 45,715,550 (4,359,983) (9.5) 40,571,319
Expenditure
Regular Base Funded Programs
Instructional 23,035,789 27,055,902 4,020,113 14.9 22,139,241 Support 10,412,819 13,562,357 3,149,538 23.2 9,549,961
33,448,608 40,618,259 7,169,651 17.7 31,689,202
Special & Temporary Programs
Programs 3,603,545 3,988,021 384,476 9.6 3,558,097 Support/Other 1,224,920 1,306,417 81,497 6.2 1,019,331
4,828,465 5,294,438 465,973 8.8 4,577,429
Total Expenditure 38,277,073 45,912,697 7,635,624 16.6 36,266,630
Surplus/(Deficit) $ 3,078,494 $ (197,147) $ 3,275,641 $ 4,304,688
1
Financial Report for January 2011 Page 37 of 43 ... Agenda Item # 881i.
College of New Caledonia Financial Statements for the ten months ending January 31, 2011
OPERATING FUND - REVENUE 2010/11 2010/11 Available Budget Prior Year Actual Annual Budget Amount Percentage Actual Regular Programs Grants Ministry of Advanced Education - Base$ 24,087,211 $ 29,059,174 $ (4,971,963) (17.1) $ 23,952,850 Ministry of Advanced Education - Additional 300,000 300,000 - - 368,600 ITA 4,299,841 4,200,833 99,008 2.4 4,263,996
28,687,052 33,560,007 (4,872,955) (14.5) 28,585,446
Tuition University Transfer 1,921,870 1,554,883 366,987 23.6 1,727,777 Career Technical 2,002,132 1,932,302 69,830 3.6 1,806,588 Vocational 2,942,232 2,434,865 507,367 20.8 2,717,046
6,866,234 5,922,050 944,184 15.9 6,251,410
Other Daycare 75,468 95,500 (20,032) (21.0) 87,443 Dental Clinic 18,378 25,000 (6,623) (26.5) 17,777 Interest 131,739 52,500 79,239 150.9 41,597 Materials Fee 78,884 83,528 (4,644) (5.6) 60,758 Registration/Application Fee 163,382 185,840 (22,458) (12.1) 177,991 Resource Centre 12,744 24,800 (12,056) (48.6) 14,350 Rentals 108,190 68,450 39,740 58.1 87,766 Student Services 25,192 32,635 (7,443) (22.8) 24,930 Sundry 252,933 268,463 (15,531) (5.8) 375,870 Technology Fee 152,643 170,000 (17,357) (10.2) 154,245
1,019,552 1,006,716 12,836 1.3 1,042,727
Total Regular Programs 36,572,838 40,488,773 (3,915,935) (9.7) 35,879,583
Special and Temporary Programs
Prince George 907,966 1,109,397 (201,431) (18.2) 1,127,182 Fort St James 584,653 264,442 320,211 121.1 661,409 Lakes District 2,031,544 2,664,489 (632,945) (23.8) 1,824,435 Mackenzie 487,246 547,400 (60,154) (11.0) 474,220 Nechako 517,105 483,549 33,556 6.9 301,228 Quesnel 254,216 157,500 96,716 61.4 303,262 Valemount - - - - -
Total Special and Temporary Programs 4,782,729 5,226,777 (444,048) (8.5) 4,691,735
TOTAL REVENUE $ 41,355,567 $ 45,715,550 $ (4,359,983) (9.5) $ 40,571,319
2
Financial Report for January 2011 Page 38 of 43 ... Agenda Item # 881i.
College of New Caledonia Financial Statements for the ten months ending January 31, 2011
OPERATING FUND - EXPENSE 2010/11 2010/11 Available Budget Prior Year Actual Annual Budget Amount Percentage Actual Instructional Prince George Vice-President Academic$ 888,748 $ 1,015,027 $ 126,279 12.4 $ 900,595 Academic Studies 4,657,285 5,705,466 1,048,181 18.4 4,690,177 Community, Industry, & Business Initiatives 157,639 203,812 46,173 22.7 144,325 Health Sciences 3,549,534 4,166,109 616,575 14.8 3,153,726 Academic Foundations & Social Services 2,073,522 2,520,626 447,104 17.7 2,053,094 Student Support Services 531,344 716,476 185,132 25.8 558,676 Trades and Technologies 4,243,549 5,390,105 1,146,556 21.3 4,089,747 16,101,621 19,717,621 3,616,000 18.3 15,590,340 Fort St James 539,299 573,658 34,359 6.0 646,229 Lakes District 1,851,107 1,938,225 87,118 4.5 1,651,520 Mackenzie 1,336,333 1,448,456 112,123 7.7 1,421,213 Nechako 705,746 749,231 43,485 5.8 531,767 Quesnel 2,428,336 2,530,011 101,675 4.0 2,145,260 Valemount 73,347 98,700 25,353 25.7 152,912 Total Instructional 23,035,789 27,055,902 4,020,113 14.9 22,139,241 Support VP Administration 304,356 356,299 51,943 14.6 245,908 College Board 51,347 79,150 27,803 35.1 41,957 Communication Services 622,208 762,438 140,230 18.4 668,104 Information Technology Services 1,616,515 1,819,450 202,935 11.2 1,133,171 Facilities 2,971,514 3,336,395 364,881 10.9 2,776,269 Financial Services 489,244 612,012 122,768 20.1 458,796 Human Resources 898,571 1,139,905 241,334 21.2 871,033 President 378,951 498,259 119,308 23.9 348,367 Purchasing 339,504 360,202 20,698 5.7 261,336 Resource Centre 928,543 1,090,998 162,455 14.9 933,690 Student Services 1,812,066 2,193,436 381,370 17.4 1,811,332 Development/Contingency reserve - 1,313,813 1,313,813 100.0 - Total Support 10,412,819 13,562,357 3,149,538 23.2 9,549,961
Total Regular Programs 33,448,608 40,618,259 7,169,651 17.7 31,689,202
Special and Temporary Programs Prince George 930,690 1,216,615 285,925 23.5 1,074,060 Fort St James 584,359 264,442 (319,917) (121.0) 624,756 Lakes District 2,026,876 2,664,489 637,613 23.9 1,850,964 Mackenzie 489,967 547,371 57,404 10.5 481,631 Nechako 531,713 483,549 (48,164) (10.0) 301,249 Quesnel 254,167 117,972 (136,195) (115.4) 244,769 Valemount 10,693 - (10,693) n/a - Total Special and Temporary Programs 4,828,465 5,294,438 465,973 8.8 4,577,429
TOTAL EXPENDITURES $ 38,277,073 $ 45,912,697 $ 7,635,624 16.6 $ 36,266,629
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Financial Report for January 2011 Page 39 of 43 ... Agenda Item # 881i.
College of New Caledonia Financial Statements for the ten months ending January 31, 2011
ANCILLARY FUNDS 2010/11 2010/11 Available Budget Prior Year Actual Annual Budget Amount Percentage Actual
College Store
Revenue Sales $ 2,195,795 $ 2,200,000 $ (4,205) (0.2) $ 2,166,055 Less: Cost of Sales 1,637,844 1,676,400 38,556 2.3 1,615,661 Net Revenue 557,952 523,600 34,352 6.6 550,395
Less: Expenditure 319,725 383,031 63,306 16.5 321,740
Surplus/(Deficit)$ 238,227 $ 140,569 $ 97,658 69.5 $ 228,655
Cost of sales percent 74.59% 76.20% 74.59%
Print Shop
Revenue Sales $ 224,152 $ 205,000 $ 19,152 9.3 $ 46,753 Less: Cost of Sales 147,940 135,300 (12,640) (9.3) 0 Net Revenue 76,212 69,700 6,512 9.3 46,753
Less: Expenditure 93,973 68,218 (25,755) (37.8) 26,991
Surplus/ (Deficit)$ (17,762) $ 1,482 $ (19,244) (1,298.5) $ 19,762
Cost of sales percent 66.00% 66.00% n/a
Food Services
Revenue Sales $ 498,725 $ 677,200 $ (178,475) (26.4) $ 507,412 Less: Cost of Sales 264,523 342,663 78,140 22.8 269,131
Net Revenue 234,201 334,537 (100,336) (30.0) 238,281
Less: Expenditure 220,220 303,668 83,448 27.5 218,693
Surplus/(Deficit)$ 13,981 $ 30,869 $ (16,888) (54.7) $ 19,588
Cost of sales percent 53.04% 50.60% 53.04%
Prior Year Cost of Sales is based on actual at March 31 inventory. Current Year Cost of Sales is based on budgeted cost.
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Financial Report for January 2011 Page 40 of 43 ... Agenda Item # 881i.
College of New Caledonia Financial Statements for the ten months ending January 31, 2011
ANCILLARY FUNDS (CONT"D) 2010/11 2010/11 Available Budget Prior Year Actual Annual Budget Amount Percentage Actual
Student Residence
Revenue Rentals/Sales$ 258,811 $ 333,620 $ (74,809) (22.4) $ 315,495 Less: Operating Expense 287,260 202,913 (84,347) (41.6) 163,504
Net Revenue (28,449) 130,707 (159,156) (121.8) 151,990
Less: Loan Expense 254,480 254,480 0 0.0 138,605
Surplus/(Deficit)$ (282,929) $ (123,773) $ (159,156) 128.6 $ 13,386
Parking
Revenue Rentals/Sales$ 81,268 $ 100,500 $ (19,232) (19.1) $ 78,274 Less: Operating Expense 34,130 52,500 18,370 35.0 39,545
Surplus/(Deficit) 47,138 48,000 (862) (1.8) 38,728
TOTAL ANCILLARY FUNDS $ (1,345) $ 97,147 $ (98,492) $ 320,119
INTERNATIONAL EDUCATION
2010/11 2010/11 Available Budget Prior Year Actual Annual Budget Amount Percentage Actual
Revenue Programs$ 2,319,760 $ 1,800,000 $ 519,760 28.9 $ 1,407,029 Other 24,692 20,000 4,692 23.5 22,971 2,344,451 1,820,000 524,451 28.8 1,430,000
Expenditure 1,579,287 1,760,000 180,713 10.3 1,491,140
Surplus/(Deficit)$ 765,165 $ 60,000 $ 705,165 1,175.3 $ (61,140)
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Financial Report for January 2011 Page 41 of 43 ... Agenda Item # 881i.
College of New Caledonia Financial Statements for the ten months ending January 31, 2011
Northern Special Scholarships/ Endowment Collaborative Programs Bursaries Fund TOTAL
Revenue Ministry Grants$ - $ 15,975 $ 108,571 $ - $ 124,545 Donations - - 117,651 77,957 195,608 Interest - 1,593 - 74,690 76,283 Other 100,000 153,887 (0) 13,436 267,323
100,000 171,454 226,221 166,084 663,759
Expenditures Scholarships/Bursaries$ - $ - $ 56,116 $ 10,650 $ 66,766 Other 61,545 4,742 23,702 - 89,990
61,545 4,742 79,818 10,650 156,755
Net Revenue/(Expenditure) 38,455 166,712 146,403 155,434 507,004
Opening Fund Balance 201,553 351,405 255,567 3,491,676 4,300,201
Current Fund Balance $ 240,009 $ 518,116 $ 401,971 $ 3,647,110 $ 4,807,205
Special Programs consists of the following accounts: Ed Leave, Professional Development, APSD and Research Forest.
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Financial Report for January 2011 Page 42 of 43 ... Agenda Item # 882i.
Board of Governors Calendar of Events 2011/12
February 19 Black History Celebration Prince George 25 Board Meeting Prince George
March 15 Education Council 3:00pm - 4:30pm Boardroom 16 Student Awards Ceremony Prince George 25 Board Meeting Tentative - Mackenzie
April 19 Education Council 3:00pm - 4:30pm Boardroom 29 Board Meeting Prince George
May 14 Convocation Prince George 17 Education Council 3:00pm - 4:30pm Boardroom
2/22/2011
Board Calendar 2011-2012 Page 43 of 43