MISSION STATEMENT
Transforming lives and strengthening communities through high quality and accessible educational experiences that support career-readiness, innovation, and life-long learning.
ST. CLAIR COLLEGE OF APPLIED ARTS AND TECHNOLOGY
485th FULL BOARD MEETING
of the
BOARD OF GOVERNORS
NOTICE OF MEETING
DATE: Tuesday, October 27, 2020
TIME: 5:30 p.m. – Meeting
PLACE: Room 322 NOTE: Dinner will be available at 5:00 p.m. AGENDA
1.0 ADOPTION OF THE AGENDA AND DECLARATION OF CONFLICT OF INTEREST
2.0 APPROVAL OF THE MINUTES OF THE FULL BOARD MEETING HELD ON SEPTEMBER 22, 2020 IN WINDSOR, ON
3.0 CONSTITUENT REPORTS
4.0 PRESIDENT’S REPORT (Policy – Executive Limitations Communication & Counsel #2003-21)
Information Item – The President will provide her report to the Board apprising the Board of any new developments since the last meeting.
5.0 CONSENT AGENDA
5.1 Academic – Review of Program Sustainability and Rationalization Metrics
Information Item – Administration has provided a report on Strategic Direction #1 – Academic Excellence – Review the current program sustainability model and establish new criteria to ensure alignment with the new Strategic Mandate Agreement 3 (SMA3), attached as Item #5.1.
5.2 Brand Identification – Continuation of New Brand “Rise Above the Ordinary” Initiatives. Information Item – Administration has provided a report on Strategic Direction #3 – Community Engagement (Leadership, Communication and Partnership) – Number of actions taken to increase brand awareness, attached as Item #5.2.
Full Board Agenda: October 27, 2020 1 of 2 5.3 Increase Corporate Training – Enhance our Reputation as a Training Centre for the Workforce of our Community
Information Item – Administration has provided a report on Strategic Direction #3 – Community Engagement (Leadership, Communication and Partnership) – Excluding Public College Private Partnerships, increase entrepreneurial (non-public) revenue by 3% (15% over 5 years), attached as Item #5.3.
5.4 Development of Human Resources – Staff Wellness
Information Item – Administration has provided a report on Strategic Direction #4 – Human Resources (Staff Development, Efficiency, Effectiveness and Wellness) – Continue to promote staff collaboration and engagement through monthly or quarterly activities, attached as Item #5.4.
6.0 MONITORING REPORTS 6.1 2020 Fall Enrolment/Registration Report: Domestic and International (College Charter – Minister’s Binding Policy Directive – Ministry Mandate – College Mandate)
Information Item – Administration has provided a report outlining the College’s Fall 2020 Enrolment, attached as Item #6.1.
6.2 Financial Update
Information Item – An update has been provided to the Board regarding Actual to Budget: April 1, 2020 – September 30, 2020, attached as Item #6.2.
7.0 BY-LAW AND POLICY REVIEW
7.1 Policy 2003-16: Working Conditions – 2nd Reading
Approval Item – The Board will review policy 2003-16 for 2nd reading, attached as Item #7.1.
7.2 Policy 2003-17: Compensation and Benefits – 1st Reading
Approval Item – The Board will review policy 2003-17 for 1st reading, attached as Item #7.2.
8.0 DATE OF THE NEXT MEETING
8.1 The next meeting is scheduled for Tuesday, November 24, 2020 at the Windsor Campus.
Full Board Agenda: October 27, 2020 2 of 2 ST. CLAIR COLLEGE OF APPLIED ARTS AND TECHNOLOGY
MINUTES OF THE
FULL BOARD MEETING of the BOARD OF GOVERNORS
Held on September 22, 2020 at 6:00 p.m., in Room #322, Windsor, ON
Present:
Mr. K. Beaudoin (virtually) Ms. T. Bendo (virtually) Ms. M. DeSchutter Ms. P. France, President Ms. N. Jammu-Taylor, Chair Ms. R. Khosla Mr. J. Parent Ms. J. Piccinato Mr. A. Provost (virtually) Mr. R. Renaud (virtually) Mr. G. Rossi Mr. C. Seguin Mr. E. Sovran, Vice Chair (virtually) Ms. M. Watters Ms. T. Wonsch
Regrets:
Mr. W. Beck
Also Present:
Ms. K. Adams, Board Secretary Mr. E.P. Chant, Editor, SAINT, Student Newspaper Mr. J. Fairley, Vice President, College Communications & Community Relations Ms. S. Favaro, Executive Director, President’s Office, Corporate Secretary & Ministry Compliancy Mr. J. Gutierrez Calzada, President, SRC Mr. W. Habash, Vice President, Academic Mr. M. Jones, Vice President, Finance & Chief Financial Officer Mr. R. Nicoletti, Executive Director, President’s Office, Corporate Secretary & Ministry Compliancy Ms. K. Parrinello, Support Staff Observer Mr. R. Seguin, Vice President, International Relations, Training & Campus Development Mr. J. Sirianni, Vice President, Human Resources, Safety & Facilities Management
Full Board Minutes: September 22, 2020 1 of 9 Having a quorum of Governors in attendance either virtually or in person, the Notice of Meeting and the Agenda having been duly sent to all Board members, the meeting was declared regularly constituted. A copy of the Notice of Meeting/Agenda is attached as Appendix ‘A’.
Ms. N. Jammu-Taylor chaired the meeting and Ms. Adams was the recording Board Secretary.
The Board Chair welcomed everyone to the meeting and introduced Mr. R. Nicoletti, Mr. J. Parent, Mr. G. Rossi and Mr. C. Seguin.
1.0 Adoption of the Agenda and Declaration of Conflict of Interest
Hearing no declarations of conflict of interest and no changes to the agenda, it was RESOLVED THAT the Board of Governors adopt the Full Board agenda as presented.
2.0 Approval of the Minutes of the Full Board meeting held on Tuesday, June 23, 2020 in Windsor, ON
Hearing no amendments, errors or omissions to the minutes, it was
RESOLVED THAT the Board of Governors approve the Full Board minutes of the June 23, 2020 meeting.
3.0 Constituent Reports
Student Representative Council (SRC)
Mr. Gutierrez Calzada reported the following on behalf of the SRC:
• The SRC has been busy with the start of the Fall 2020 semester. In order to engage the student population, the SRC has created YouTube videos outlining their services and pandemic protocol. He played the videos for the Board and noted that links to the videos can be found on the SRC website.
• The SRC has introduced a new online platform that provides students with easier access to services and virtual events throughout the semester. Virtual office hours through the online platform will allow students to be able to video chat live with SRC Board members and to continue with their “open door” policy.
• The SRC has been welcoming students throughout the buildings on campus and passing out giveaways including t-shirts, hand sanitizers, masks and student planners.
Full Board Minutes: September 22, 2020 2 of 9 • The following virtual events are scheduled for start-up:
o Campus Concert Kick-Off o Dirty Bingo with Sabin o Trivia Night Variety Show o Virtual Therapy Dog Session Q&A Support Staff
Ms. Parrinello reported the following on behalf of the Support Staff:
• On Saturday, September 12, 2020 OPSEU Region One Area Council hosted a family-friendly Virtual Trivia event. The event was led by Mack Flash Entertainment with participants logging in through YouTube.
• The event was a success and moving forward OPSEU will be exploring other ideas for virtual events.
4.0 President’s Report
The Board Chair called on the President to provide her report to the Board.
Ms. France noted that the President’s Report has been included in the Board information package and she outlined the events and initiatives that have occurred since the last Board meeting:
• As directed by the Ministry, all institutions must develop a Standard Operating Procedure (SOP) and have their President’s sign an attestation that demonstrates their readiness to host International students, including how they will oversee the 14-day quarantine period for students coming to Ontario from outside of Canada. The College worked in collaboration with the Public Health Unit and Windsor Regional Hospital, as well as, received feedback from students to develop a very robust SOP, including a Hierarchy of Wellness to monitor and assess International students when they arrive in Canada. The SOP was submitted on August 27, 2020 with a request for additional information and clarification from the Ministry on September 16, 2020. Within the day, the College responded to their request for additional information with an Appendix to the SOP and supporting documentation.
Each institution’s SOP must proceed through the approval process starting with the provincial government, followed by the federal government and final approval from Health Canada. In the absence of an approved SOP, institutions will not be able to host International students for the Winter semester.
The President will bring further details of the SOP to the Board as part of the Risk Management Report as it relates to COVID-19, at the October meeting.
• As of September 16, 2020, full-time postsecondary enrolment was at 13,577, an increase of 760 students over the 2019 Day 10 Enrolment. This increase can primarily be attributed to an increased enrolment at the Toronto campuses. As the start of the Fall semester was delayed, the 2020 Day 10 Enrolment report will be brought to the Board at the October Board meeting.
Full Board Minutes: September 22, 2020 3 of 9 • A report on the Ontario college sectors’ 2020-2021 Budget Forecast was prepared by Mr. M. Jones and St. Clair College is currently one of only two colleges anticipating a balanced budget for this fiscal year.
• On September 16, 2020, a groundbreaking ceremony was held to commemorate the start of construction on the Zekelman Centre of Business and Information Technology, with an anticipated completion date of Spring 2022.
• The Ministry reinitiated the SMA3 process with the opportunity for all institutions to make changes to their existing metrics to provide greater flexibility. The Ministry also delayed the start of performance-based funding for two years (2020-2021 and 2021-2022). The College submitted the revised SMA3 by the deadline of August 31, 2020. The President expressed her thanks to the Ministry for their flexibility in light of COVID-19 while institutions work to understand the impacts of the pandemic as they move toward performance-based funding. She also noted that we are awaiting answers regarding the phased-in approach to performance-based funding when the SMA3 recommences.
• A virtual convocation ceremony will be held in October for approximately 2,100 graduates, with airing dates on October 28 and 29, 2020. Spring graduates have also been invited to participate. The ceremony will include a recording of a traditional ceremony, as well as, individual graduate slides to personalize the ceremony and highlight their accomplishments.
• A ribbon-cutting ceremony is planned for Monday, October 26, 2020 for the Sports Park. A monument will be erected in the Sports Park to recognize long-standing premier donors of the College.
• On September 4, 2020, President France had the opportunity to meet with Chatham-Kent Mayor, Darrin Canniff to tour a potential residence at the former Chatham YMCA. The new residence will assist in recruitment efforts for the Chatham Campus and has an estimated completion date of Spring 2020.
• September is Suicide Prevention and Awareness Month. In honour of this, President France videotaped a message for College students to ensure that they are aware of the supports that are available to them such as help-lines, crisis services, counsellors, friends and family. The College’s student leaders are also supporting Suicide Prevention and Awareness through various activities.
• The St. Clair College Hierarchy of Wellness for Quarantine Audits and Wellness Checks was developed in collaboration with the Public Health Unit and Windsor Regional Hospital to support the College’s Standard Operating Procedure (SOP) and to demonstrate our readiness to host International students.
The President’s report is attached to the minutes as Item #4.0.
The President also noted that the media report was sent out electronically, has been posted on the Board portal and is attached.
Full Board Minutes: September 22, 2020 4 of 9 5.0 Consent Agenda
The Board Chair noted the following items that have been provided on the Consent Agenda:
5.1 Support Student Success – Resurrect a Student Retention Committee, Create the Terms of Reference and Analyze Retention Rates
5.2 Enhance Student Life – Completion and Occupancy of the Third-Party Student Residence
5.3 Enhance Student Life – Sports Park Opened and Operating
5.4 Campus Enhancement – Increase Parking Capacity
5.5 Professional Corporate Services
5.6 2020-2021 Meeting and Event Schedule
5.7 2020-2021 Annual Work Plan
5.8 Campus Free Speech Annual Report
RESOLVED THAT the Board of Governors receive and approve the contents of the September 22, 2020 Consent Agenda, as presented.
6.0 Business Arising
6.1 Board Planning Session
The Board Chair noted that while the Board Planning Session has not yet been scheduled, it will be held in the new year. This will allow for the potential of the Board Planning Session to be held in person. She also noted that as the last Planning Session was held in January 2020 at the Windsor Campus, ideally the upcoming meeting would be scheduled in Chatham. Additional information will be provided as it becomes available.
7.0 Monitoring Reports
7.1 Quarterly Financial Update
Mr. M. Jones reviewed the information contained in the Financial Monitoring Report as at August 31, 2020 including the Income Statement and Capital update. He provided a PowerPoint presentation which highlighted the following:
• The net deficit at August 31, 2020 was $4 million, an increase of $2.2 million from the net deficit for the 2019 comparative period of $6.2 million.
Full Board Minutes: September 22, 2020 5 of 9 Revenue
• Ministry Operating Grants have increased by $631,000, which can be attributed to the implementation of SMA3 performance-based funding which resulted in the realignment of enrolment and differentiation envelopes. The Holdback grant is now being flowed bi-monthly rather than at the end of the fiscal year which also contributes to the increase in the year over year comparison.
• Contract Income is consistent with the prior year.
• Total Tuition Revenue is higher than the prior year by $9.3 million, which can be attributed to higher enrolment at the Toronto campuses.
• Domestic Tuition Revenue has decreased by $282,875 as there has been a decrease in enrolment from the comparative period.
• International Tuition Revenue has increased by $582,749 over the comparative period which can be attributed to those students in the International Business Management program who were eligible for free tuition for Spring 2019.
• Other Revenue is trending below the prior year which can be attributed to the following:
o Decreased Investment Income because of declining interest rates.
o Decreased International Project revenue due to COVID-19 travel restrictions.
o Decreased Divisional Income due to lower material fees and International student insurance fees, as a result of lower enrolment.
Actual to Budget
• Ministry Grants are trending above budget as a conservative approach to performance-based funding was used during the budget process, as funding was at risk. With the implementation of performance-based funding being delayed by two years, funds budgeted to offset the at-risk funding will be adjusted at mid-year review.
• Contract Income is trending under budget at 36% due to lower enrolment in Apprenticeship funded programs.
• Total Tuition Revenue is trending below the original budget for both Domestic and International. The Senior Operations Groups identified this trend in April 2020 and have implemented strategies to improve this shortfall for the Fall 2020 and Winter 2021 semesters.
Full Board Minutes: September 22, 2020 6 of 9 Expenditures
• Total Salary and Benefits have decreased over the comparative period by $2.6 million, which can be attributed to lower part-time faculty and part-time support costs as a result of lower enrolment and cost saving initiatives.
• Total Non-Salary expenditures are higher than the comparative period by $8.1 million. This can be attributed to Contracted Education Services as a result of higher enrolment at the Toronto campuses, as the College now collects Tuition Revenue for these students and flows the applicable funds to Ace Acumen. Without this line item, these expenditures are $1.8 million lower than the previous year which can be attributed to reduced discretionary spending.
Actual to Budget
• Total Salaries and Benefits and Total Non-Salary expenditures are both trending below budget projection at 36% and 28% respectively. These savings will be taken into account at mid-year review.
Ancillary Operations
• Ancillary Operations are in a deficit of $838,735 which is significantly lower than the 2019 comparative period surplus of $956,000. This can be attributed to the impact of COVID-19 on the revenue generating ability of the St. Clair College Centre for the Arts, residences and parking operations. This will be taken into consideration at the mid-year review.
Surplus Forecast
• In terms of the surplus forecast, there are a lot of assumptions and variables both in terms of revenues and expenditures, as well as, some unknowns.
• Based on the information that is currently available, the College has been able to forecast a likely scenario in terms of a surplus at March 31, 2021 between $18 and $23 million.
• The College will complete the mid-year review in October which will be brought for Board approval in November.
Capital Update
• Mr. Jones reminded the Board that in April, the capital budget funded through reserves was reduced from $12 to $8 million. In addition, the College received capital grants in the amount of $1.3 million for a total capital budget of $9.3 million.
• The College has spent $1.8 million of the capital budget year-to-date, leaving a balance of $7.5 million. As is the case in other fiscal years but particularly true during this fiscal year as construction and projects have been delayed with the pandemic, as the fiscal year progresses and the College moves into the fourth quarter, capital funding will be spent and the variance will decrease significantly.
Full Board Minutes: September 22, 2020 7 of 9 A Governor commented that the College should be commended for its response to the pandemic and for the likely forecasted surplus.
Another Governor commented on the impact of the pandemic on the revenue of the St. Clair College Centre for the Arts and inquired about the potential for hosting events at the SCCCA now that regulations and protocols have been put into place specifically for this type of venue. Mr. Jones responded that while the SCCCA has been closed for the majority of the fiscal year to date, it is now open for events in accordance with the current government guidelines. He also noted that the SCCCA has fixed costs that likely will not be covered for this fiscal year, increasing its deficit, however, any revenue generated for the remainder of this fiscal year will assist in offsetting this deficit.
Mr. Jones’ PowerPoint presentation is attached as Item #7.1.
After a brief discussion, it was
RESOLVED THAT the Board of Governors receive the Financial Monitoring Report for the five months ended August 31, 2020, as information. 8.0 Approval Items 8.1 Investments
The Board Chair noted that the annual Investment Performance Report was included in the agenda package for review.
Mr. Jones stated that this report is required as part of the Ministry’s Banking, Investing and Borrowing Directive, to come forth annually to the Board of Governors to review the College’s investment performance. The Chief Financial Officer has also provided an attestation stating to the President and Board of Governors that the College is in compliance with the Ministry’s directive.
After a brief discussion, it was
RESOLVED THAT the Board of Governors approve the update on the College’s Investment Report, to ensure compliance with the Ministry’s Banking, Investing and Borrowing Directive.
8.2 Appoint Audit Committee
The Board Chair noted that in accordance with Board Policy 2003-4.1: Audit and Finance Committee – Terms of Reference, the composition of the Audit and Finance Committee includes three external Board members, the President and/or an external non-voting member at the discretion of the Board.
Full Board Minutes: September 22, 2020 8 of 9 After a brief discussion it was,
RESOLVED THAT the Board of Governors approve the 2020 – 2021 Audit Committee:
Mr. E. Sovran Mr. A. Provost Mr. R. Renaud
8.3 Appoint a Treasurer
The Board Chair reported that Mr. Egidio Sovran is the current Treasurer to the Board of Governors and has agreed to stand in this role for the 2020-2021 term, with the approval of the Board.
After a brief discussion it was,
RESOLVED THAT the Board of Governors approve the appointment of Mr. Egidio Sovran as Treasurer for 2020-2021.
9.0 By-law and Policy Review
9.1 Policy 2003-15: Communication to the Board – 2nd Reading
After a brief discussion, it was,
RESOLVED THAT the Board of Governors approve the 2nd reading of Policy 2003-15: Communication to the Board, as presented.
9.2 Policy 2003-16: Working Conditions – 1st Reading
After a brief discussion, it was,
RESOLVED THAT the Board of Governors approve the 1st reading of Policy 2003-16: Working Conditions, as presented.
10.0 Date of the Next Meeting
10.1 The next meeting is scheduled for Tuesday, October 27, 2020
The Full Board meeting adjourned at 6:40 p.m.
Full Board Minutes: September 22, 2020 9 of 9 MISSION STATEMENT
Transforming lives and strengthening communities through high quality and accessible educational experiences that support career-readiness, innovation, and life-long learning.
ST. CLAIR COLLEGE OF APPLIED ARTS AND TECHNOLOGY
484th FULL BOARD MEETING
of the
BOARD OF GOVERNORS
NOTICE OF MEETING
DATE: Tuesday, September 22, 2020
TIME: 6:30 p.m. – Meeting
PLACE: Room 322 NOTE: Dinner will be available for SOG and constituents at 5:45 p.m. in the President’s Board Room. AGENDA
1.0 ADOPTION OF THE AGENDA AND DECLARATION OF CONFLICT OF INTEREST
2.0 APPROVAL OF THE MINUTES OF THE FULL BOARD MEETING HELD ON JUNE 23, 2020 IN WINDSOR, ON
3.0 CONSTITUENT REPORTS
4.0 PRESIDENT’S REPORT (Policy – Executive Limitations Communication & Counsel #2003-21)
Information Item – The President will provide her report to the Board apprising the Board of any new developments since the last meeting.
5.0 CONSENT AGENDA
5.1 Support Student Success – Increase Student Success
Information Item – Administration has provided a report on Strategic Direction #2 – Students (Retention, Graduation Rate and Success) – Resurrect a Student Retention Committee, create Terms of Reference and analyze retention rates, attached as Item #5.1.
Full Board Minutes: Appendix A September 22, 2020 1 of 50 5.2 Enhance Student Life – Completion and Occupancy of the Third Party Student Residence
Information Item – Administration has provided a report on Strategic Direction #2 – Students (Retention, Graduation Rate and Success) – Student Residence built and student occupancy commenced, attached as Item #5.2.
5.3 Enhance Student Life – Sports Park Opened and Operating
Information Item – Administration has provided a report on Strategic Direction #2 – Students (Retention, Graduation Rate and Success) – Formalized Operational Plan and Service Agreement completed for the Sports Park in conjunction with the SRC and SAA, attached as Item #5.3.
5.4 Campus Enhancement – Increase Parking Capacity
Information Item – Administration has provided a report on Strategic Direction #5 – Facilities Enhancement – Creation of a formalized plan to increase number of parking spaces on Windsor Campus, as well as, the implementation of the parking plan, attached as Item #5.4.
5.5 Professional Corporate Services
Information Item – Administration has provided an update regarding the College’s Professional Corporate Services as required by the Professional Corporate Services Policy, attached as Item #5.5.
5.6 2020-2021 Meeting and Event Schedule
Approval Item – The 2020-2021 Meeting and Event Schedule has been provided to the Board, attached as Item #5.6.
5.7 2020-2021 Annual Work Plan
Approval Item – The 2020-2021 Annual Work Plan, has been provided to the Board, attached as Item #5.7.
5.8 Campus Free Speech Annual Report
Information Item – Administration has provided a report regarding the College’s Free Speech Policy, attached as Item #5.8.
6.0 BUSINESS ARISING 6.1 Board Planning Session
Information Item – An update will be given to the Board with respect to the Board Planning Session.
Full Board Minutes: Appendix A September 22, 2020 2 of 50 7.0 MONITORING REPORTS
7.1 Quarterly Financial Update
Information Item – An update will be given to the Board regarding the Financial Quarterly Update (April 1, 2020 – August 31, 2020), attached as Item #7.1.
8.0 APPROVAL ITEMS
8.1 Investments
Approval Item – Administration has provided the annual Investment Performance Report, attached as Item #8.1.
8.2 Appoint Audit Committee
Approval Item – In keeping with the Annual Work Plan, the Board will appoint an Audit Committee for the 2020-2021 year.
8.3 Appoint a Treasurer
Approval Item – In keeping with the Annual Work Plan, the Board will appoint a Treasurer for the period of September 2020 – August 2021.
9.0 BY-LAW AND POLICY REVIEW
9.1 Policy 2003-15: Communication to the Board – 2nd Reading
Approval Item – The Board will review policy 2003-15 for 2nd reading, attached as Item #9.1.
9.2 Policy 2003-16: Working Conditions – 1st Reading
Approval Item – The Board will review policy 2003-16 for 1st reading, attached as Item #9.2.
10.0 DATE OF THE NEXT MEETING
10.1 The next meeting is scheduled for Tuesday, October 27, 2020 at the Windsor Campus.
Full Board Minutes: Appendix A September 22, 2020 3 of 50
TO: BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: SEPTEMBER 22, 2020
RE: STRATEGIC DIRECTIONS UPDATE – INCREASE STUDENT SUCCESS – RESURRECT A STUDENT RETENTION COMMITTEE, CREATION OF TERMS OF REFERENCE AND ANALYZE RETENTION RATES
SECTOR: RON SEGUIN, VICE PRESIDENT, INTERNATIONAL RELATIONS, CAMPUS DEVELOPMENT AND STUDENT SERVICES ______
AIM:
To provide the Board of Governors with an update on the Strategic Directions (2020 – 2021). This update is related to Strategic Direction #2 – Students (Retention, Graduation Rate and Success) Increase Student Success– Resurrect a Student Retention Committee, create Terms of Reference and analyze retention rates.
Goal Objective Measure Support Student Increase Student Resurrect a Student Success. Success. Retention Committee and Create Terms of Reference.
BACKGROUND:
St. Clair College previously developed an Ad Hoc Retention Committee in an effort to recognize and communicate that student success is a College wide responsibility. The previous Committee was in place for the period of April 1, 2016 to March 31, 2019.
The Student Retention Committee role was/is to provide recommendations to the Senior Operations Group for implementation.
Full Board Minutes: Appendix A September 22, 2020 4 of 50 As of September 2020, the following activity has occurred to increase student success:
• Terms of Reference have been published in order to reactivate the committee, attached as Appendix A.
• Retention statistics/dates have begun to be analyzed starting from the 2018-19 school year.
• Staff representatives and internal stakeholders have been invited to attend meetings.
• A schedule for meetings has been published for the September 2020 to May 2021 time frame, attached as Appendix B.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors receive this update on Strategic Direction #2 – Students – Increase Student Success, as it pertains to resurrecting a Student Retention Committee, create Terms of Reference and analyze retention rates, as information.
Full Board Minutes: Appendix A September 22, 2020 5 of 50 St. Clair College Student Retention Committee Terms of Reference
Purpose The purpose of the Retention Committee is:
• Recommend strategies to retain and support students. • To support the Senior Operations Group (SOG) in developing institutional capacity for retention including the collection of and analysis of internal and external information and data to ensure decision making is evidence driven. • To create a coordinated approach to retention that recognizes student success is a College-wide responsibility. Committee Membership There are 11 official members on the Committee: . Vice President, International Relations, Student Services and Campus Development (IRSSCD) . Vice President, Academics . One (1) Academic Chair . Registrar . Manager, Institutional Data . Director, Student Services . Three (3) Faculty members . Three (3) Support Staff members
• Student representatives from Thames Students Incorporated, Student Representative Council and the Saints – Student Athletic Association participate by providing input and recommendations. • Vice President, IRSSCD and Vice President, Academics participate by providing input and receiving recommendations and suggestions from the Committee for consideration and approval. • Various staff members will participate on an ad hoc basis as requested by the Committee based on interest and expertise.
Full Board Minutes: Appendix A September 22, 2020 6 of 50 Responsibilities
The work of this Committee will be to: • Recommend strategies to retain and support students. • Collect and analyze data as it pertains to student retention. • Provide input into retention initiatives to be suggested to SOG for implementation. • To build increased awareness of retention as a College-wide responsibility. • To be a leader in the college system in the area of retention.
Meeting Frequency
• The Student Retention Committee is to meet monthly on a formal basis and additionally as required. • The Committee will be ongoing from this point forward. Faculty and Support staff membership will be for a term of 2 years.
Reporting
• Meeting minutes will be recorded by Administrative Assistant to the Vice President, IRSSCD. • Recommendations to Senior Operations Group will occur on an ongoing basis as a standing agenda item.
Full Board Minutes: Appendix A September 22, 2020 7 of 50 St. Clair College Student Retention Committee
Meeting Schedule: 2020-2021 Room 326
Friday, September 18, 10:30 a.m. – 12:00 p.m. Friday, October 16, 10:30 a.m. – 12:00 p.m. Friday, November 20, 10:30 a.m. – 12:00 p.m. Friday, December 18, 10:30 a.m. – 12:00 p.m. Friday, January 15, 10:30 a.m. – 12:00 p.m. Friday, February 19, 10:30 a.m. – 12:00 p.m. Friday, March 19, 10:30 a.m. – 12:00 p.m. Friday, April 16, 10:30 a.m. – 12:00 p.m. Friday, May 21, 10:30 a.m. – 12:00 p.m. Friday, June 18, 10:30 a.m. – 12:00 p.m. Friday, July 16, 10:30 a.m. – 12:00 p.m. Friday, August 20, 10:30 a.m. – 12:00 p.m.
Full Board Minutes: Appendix A September 22, 2020 8 of 50 TO: BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: SEPTEMBER 22, 2020
RE: STRATEGIC DIRECTIONS UPDATE – STUDENTS (RETENTION, GRADUATION RATE AND SUCCESS) – ENHANCE STUDENT LIFE
SECTOR: RON SEGUIN, VICE PRESIDENT, INTERNATIONAL RELATIONS, CAMPUS DEVELOPMENT AND STUDENT SERVICES
JOE SIRIANNI, VICE PRESIDENT, HUMAN RESOURCES, SAFETY, SECURITY AND FACILITIES MANAGEMENT
______
AIM:
To provide the Board of Governors with an update on the Strategic Directions (2020 – 2021). This update is related to Strategic Direction #2 – Students (Retention, Graduation Rate and Success) regarding the completion and occupancy of the third-party student Residence at the Windsor campus.
Goal Objective Measure Enhance Student Completion and Student Residence built Life. occupancy of the third- and student occupancy party student residence. commenced.
BACKGROUND:
Building and construction of the student Residence commenced in February 2019. Ongoing construction meetings between St. Clair College, Global Education Mihome (GEM), Z-Modular and Petretta Construction (site manager) continue, in order to ensure the project is completed in accordance with the amended schedule as COVID-19 has delayed the project, as well as, to ensure College standards are met. The College has also designated a part-time Administrator to oversee the build.
Full Board Minutes: Appendix A September 22, 2020 9 of 50 As of August 2020, the following project details have either been completed or are on schedule for completion:
• All foundations have been completed for the installation of the modules. • Anchor blocks for the setting of modules will be completed by the end of September 2020. • All site services are in the footprint of the new construction area. • Restoration of allsite services will be completed by the mid-September. • Installation of the new modules is slated to start at the end of November 2020 with an expected completion by the end of January 2021. • Substantial completion of the project is slated for July 16, 2021. This will give the management company approximately one month to set up all requirements. • Delays in the project can be attributed to Covid-19 and Z Modular is working hard to address all issues regarding the delay. • Z Modular has begun production of 89 units at its Kitchener plant.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors receive this update on Strategic Direction # 2 – Students (Retention, Graduation Rate and Success) as it pertains to the Completion and occupancy of the third-party student Residence.
Full Board Minutes: Appendix A September 22, 2020 10 of 50 TO: BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: SEPTEMBER 22, 2020
RE: STRATEGIC DIRECTIONS UPDATE – STUDENTS (RETENTION, GRADUATION RATE AND SUCCESS) – FORMALIZED OPERATIONAL PLAN AND SERVICE AGREEMENT COMPLETED FOR THE SPORTS PARK IN CONJUNCTION WITH THE SRC AND SAA
SECTOR: RON SEGUIN, VICE PRESIDENT, INTERNATIONAL RELATIONS, CAMPUS DEVELOPMENT AND STUDENT SERVICES ______
AIM:
To provide the Board of Governors with an update on the Strategic Directions (2020 – 2021). This update is related to Strategic Direction #2 – Students (Retention, Graduation Rate and Success) – formalized Operational Plan and Service Agreement completed for the Sports Park in conjunction with the SRC and SAA.
Goal Objective Measure Enhance Student Sports Park Opened Formalized Operational Life. and Operating. Plan and Service Agreement Completed.
BACKGROUND:
The St. Clair College Sports Park will be substantially completed by the end of October 2020, with an open house ceremony planned for Monday, October 26, 2020.
Ongoing construction meetings with St. Clair College, Fortis Construction and the Student Representative Council have taken place since COVID-19 delayed construction in March 2020. The supply chain for building materials has been challenging.
The Sports Park construction is projected to be completed within budget at this time.
Full Board Minutes: Appendix A September 22, 2020 11 of 50 As of September 2020, the following project details have been completed:
• A tripartite Sports Park Management Agreement has been signed with the Student Representative Council (SRC) and Saints – Student Athletic Association (SSAA). • The 2020-2021 slate of SSAA members have started online meetings and are being orientated as to their responsibilities to the Sports Park, both financially and operationally. • SSAA has agreed to hire Windsor Tennis Management to operate the Zekelman Tennis Centre. Students will have access to tennis, tennis lessons and intramural tournaments. The facility will operate 360 days per year from 7:00 a.m. to 11:00 p.m. and will include community access/rentals. • A balanced operating budget has been developed for the initial year of Sports Park operations. The budget includes the creation of reserves to mitigate risk moving forward. • As the Sports Park nears completion, community rental requests have skyrocketed! It is important to note that this is a “student first” facility thus community rentals will only be added once our student requirements are determined.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors receive this update on Strategic Direction # 2 – Students (Retention, Graduation Rate and Success) – formalized Operational Plan and Service Agreement completed for the Sports Park in conjunction with the SRC and SAA.
Full Board Minutes: Appendix A September 22, 2020 12 of 50 Full Board Minutes: Appendix A September 22, 2020 13 of 50 FullFull Board Board Agenda: Minutes: ItemAppendix #5.3 A SeptemberSeptember 22, 22, 2020 2020 4 of14 4 of 50
TO: THE BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: SEPTEMBER 22, 2020
RE: STRATEGIC DIRECTION UPDATE – FACILITIES ENHANCEMENT – INCREASE PARKING CAPACITY
SECTOR: JOE SIRIANNI, VICE PRESIDENT, HUMAN RESOURCES, SAFETY, SECURITY AND FACILITIES MANAGEMENT
MARC JONES, VICE PRESIDENT, FINANCE AND CHIEF FINANCIAL OFFICER
AIM:
To provide the Board with an update on the Strategic Directions (2020-2021). This update pertains to Strategic Direction #5 – Facilities Enhancement, regarding the increase of parking capacity at the Windsor Campus. Specific details include the following:
Goal Objective Measure Deadline Campus Increase parking Creation of a formalized September Enhancement. capacity plan to increase 2020. number of parking spaces on Windsor Campus.
BACKGROUND:
To support the Strategic Direction #5 Facilities Enhancement, a Request for Proposal (RFP) was issued on January 15, 2019 and closed on May 10, 2019 for the Construction and Management of a Parking Garage on campus. The goal of the RFP was to determine if there were interested partner(s) who would build a parking garage at their cost and recoup the cost by managing the garage and potentially all parking operations on campus, over a 10+ year period. Three submissions were received, and all three submissions fell short of meeting the requirements of the RFP.
Full Board Minutes: Appendix A September 22, 2020 15 of 50 As a result of the RFP outcome, Administration decided that the students should be surveyed to determine if a substantial increase in parking fees would be acceptable if a parking garage were to be built by the College. The survey revealed that 74.3% of students surveyed are not willing to pay parking fees of approximately $900 per year to increase parking on campus by the construction of a parking garage.
As a result, the College looked at in-house solutions to expand parking availability to meet the growing demand. The strategy was to look at a phased in approach (short, mid and long-term phases) over the next three fiscal years.
Parking Solutions:
Phase Description # of Spots Cost Gained Estimate 1 East road replacement, main road replacement, 220 $2.5M Lot D expansion, Lot V expansion.
Chatham Parking Lot Renovation (construction 80 $0.361M & engineering) 2 Lot C replacement and deck. 250 $5.5M 3 Lot expansion. 135 $2.5M Total 685 $10.861M Note: Approximately 160 spots will be removed as a result of the GEM Residence.
The College selected a civil consultant through an RFP to provide cost estimates of the various phases noted above.
Phase 1 is in the process of completion with an estimated completion date of September 2020.
The College has and continues to keep the student leaders (SRC, SSAA, TSI) informed of this parking plan.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors receive this update on Strategic Direction #5 – Facilities Enhancement regarding the increase of parking capacity on the Windsor campus, for information.
Full Board Minutes: Appendix A September 22, 2020 16 of 50
TO: THE BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: SEPTEMBER 22, 2020
RE: PROFESSIONAL CORPORATE SERVICES
SECTOR: FINANCE MARC JONES, VICE PRESIDENT AND CHIEF FINANCIAL OFFICER
AIM:
To provide the Board with an update on the College’s Professional Services as required by the St. Clair College Professional Corporate Services Policy.
BACKGROUND:
The Professional Corporate Services Policy (Policy 4.11) requires Administration to present an outline of its professional services review annually, at the September Board meeting. The Policy identifies audit, banking, insurance and legal as those services that are to be reviewed, at least once every five years. The following chart summarizes Administration’s review:
Service Organization Update Request for Proposal (RFP) completed in 2017. KPMG was the successful Audit KPMG proponent. The contract commenced with the 2018 fiscal year and expires with the 2022 fiscal year.
Request for Proposal (RFP) completed in 2018. WFCU was the successful Banking WFCU proponent. The contract commenced July 2018 and expires June 2023.
Full Board Minutes: Appendix A September 22, 2020 17 of 50 The College participates in a consortium insurance program, which represents 21 of the 24 colleges. The consortium contract is managed by the Ontario Education Collaborative Marketplace Insurance AON (OECM). OECM completed a RFP for insurance broker services in 2017. AON was the successful proponent. The contract commenced January 2018 and expires March 2023.
Corporate legal matters are provided by Bartlet & Richardes LLP. Human Resources (HR) legal matters are provided by Hicks Morley LLP as this firm is utilized by the College Employer Council on behalf of the entire college sector.
Legal services pertaining to immigration Legal Bartlet & Richardes LLP law are provided by McTague Law Firm LLP. The College performed an Hicks Morley LLP invitational competitive procurement by contacting three firms. McTague Law Firm LLP Corporate and HR legal services have not been openly procured due to the importance of having service continuity, and the Canadian Free Trade Agreement provides a procurement exemption for services that may only be provided by a licensed lawyer.
Investigations are performed by either Bartlet & Richardes LLP or McTague Law Firm LLP based on availability.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors receive this update pertaining to the College’s Professional Services, as required, by the Professional Corporate Services Policy, for information.
Full Board Minutes: Appendix A September 22, 2020 18 of 50 TO: BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: SEPTEMBER 22, 2020
RE: MEETING AND EVENT SCHEDULE
SECTOR: PRESIDENT
AIM:
To obtain Board approval for the 2020 – 2021 Meeting and Event Schedule.
BACKGROUND:
In order to keep the Board informed of the schedule of meetings and College events, a meeting and event schedule is prepared annually and presented to the Board. The draft 2020 – 2021 Meeting and Event Schedule was provided to the Board of Governors at the June Board meeting.
In light of the pandemic, many dates are currently listed as To Be Determined (TBD) and will be amended as additional information becomes available.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors approve the 2020 – 2021 Meeting and Event Schedule.
Full Board Minutes: Appendix A September 22, 2020 19 of 50 St. Clair College Board of Governors 2020 – 2021 Meeting and Event Schedule
Meetings
September 11, 2020 New Board Member Orientation
September 8, 2020* Committee of the Whole September 22, 2020 Full Board Meeting – Windsor
October 13, 2020 * Committee of the Whole (Quality Audit) October 27, 2020 Full Board Meeting – SCCCA
November 10, 2020 * Committee of the Whole November 24, 2020 Full Board Meeting – Windsor
January 12, 2021 * Committee of the Whole January 26, 2021 Full Board Meeting – Windsor
February 9, 2021 * Committee of the Whole February 23, 2021 Full Board Meeting – Windsor
March 9, 2021 * Committee of the Whole March 23, 2021 Full Board Meeting – Windsor
April 13, 2021 * Committee of the Whole April 27, 2021 Full Board Meeting – Chatham
May 11, 2021 * Committee of the Whole May 25, 2021 Full Board Meeting – Windsor
June 8, 2021 * Committee of the Whole June 22, 2021 Full Board Meeting - Windsor
* Please Note: All Committee of the Whole Meetings are listed and will be held at the discretion of the Board Chair and President.
Full Board Minutes: Appendix A September 22, 2020 20 of 50 St. Clair College Board of Governors 2020 – 2021 Meeting and Event Schedule
Events
October 1, 2020 - Cancelled Fall Academic Awards Banquet SCCCA (Windsor & Chatham)
October 28, 2020 Fall Convocation – Airing Dates October 29, 2020 Fall Convocation – Airing Dates
November 2020 – Cancelled Higher Education Summit Premier’s Awards
TBD Holiday Social
January/February 2021 (TBD) Board Planning Session/Retreat
TBD Chatham Scholarship & Bursaries (Club Lentinas)
TBD Windsor Scholarship & Bursaries (SCCCA)
TBD Alumni of Distinction (SCCCA)
TBD Athletic Awards Banquet
TBD SRC Changeover Banquet
TBD TSI Changeover Banquet
TBD CICan Annual Conference
TBD Windsor Academic Awards Banquet
TBD Chatham Academic Awards Banquet
TBD Spring Convocation (WFCU)
TBD Spring Convocation (Chatham Health Plex)
Full Board Minutes: Appendix A September 22, 2020 21 of 50 TO: BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: SEPTEMBER 22, 2020
RE: ANNUAL WORK PLAN
SECTOR: PRESIDENT
AIM:
To obtain Board approval for the 2020 – 2021 Annual Work Plan.
BACKGROUND:
The Board of Governors, in collaboration with Administration, has established an annual work cycle that is reviewed and approved annually at the September Board meeting. The 2020 – 2021 Annual Work Plan is attached for consideration.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors approve the 2020 – 2021 Annual Work Plan.
Full Board Minutes: Appendix A September 22, 2020 22 of 50 St. Clair College Board of Governors ANNUAL WORKPLAN: 2020 - 2021
Board Actions Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug
Audit Committee Appoint Audit Committee X YE Audit Cmt Report X Approval of YE Financial Statements X Appointment of Auditors X
Strategic Planning/Presidential Performance Evaluation Strategic Planning Session/Retreat X Approval of Strategic Plan X Presidential Evaluation - Stage One (Critical Dates) X Presidential Evaluation - Stage Two (Forms/Process) X Approval of Presidential Objectives X President's Self-Evaluation X Board Evaluation of President X Approval of Pres Perf Eval Results X
Board Self-Evaluation Board Self-Evaluation Survey - Notification/Process X Board Self-Evaluation Survey - Distribution X Board Self-Evaluation Results and Action Plan X
New Board Member Recruitment Appoint Recruitment Committee X Committee Report-out (Short List) X Board Approval of New Members X Review of LGIC Appointments X
Full Board Minutes: Appendix A September 22, 2020 23 of 50 St. Clair College Board of Governors ANNUAL WORKPLAN: 2020 - 2021
Board Actions Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug
College Administrative Report-outs Annual Report X Annual Report on Sexual Violence and Assault Policy X Enrolment Report X KPI Survey Results X Motion to Confer Diplomas X Program Advisory Committee (PAC) X Strategic Mandate Agreement X
Financial Reporting Business Plan Accrual Template (MTCU) X X Financial Monitoring Report X X X X X X Financial Statements X Investment Report X Mid-Year Budget Review/Approval X New Fiscal Year Budget Review/Approval X New Program Status X Professional Services Report X Quarterly Financial Reviews X X X Section 28 Attestation X
Board Function Appoint Treasurer X Approval of Annual Workplan X Meeting and Events Schedule - Draft X Meeting and Events Schedule X HES Report-Outs X
Full Board Minutes: Appendix A September 22, 2020 24 of 50 St. Clair College Board of Governors ANNUAL WORKPLAN: 2020 - 2021
Board Actions Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug CICan Report -Outs X Meet with SRC Executive X Meet with TSI Executive X Meet with SAA Executive X Meet with Alumni and Foundation Executives X Nominations for Board Chair & Vice Chair X Elect Board Chair & Vice Chair X Appoint Foundation Board Rep X Review Succession Plan X Annual General Meeting (AGM) X Review Risk Management X New Board Member Orientation X Executive Committee Plan (Summer) X Executive Committee Report-out (Summer) X
Board Policy/By-Law Reviews
Policy 2003 - 15 (2nd Reading) & 2003 - 16 (1st Reading) X Policy 2003 - 16 (2nd Reading) & 2003 - 17 (1st Reading) X Policy 2003 - 17 (2nd Reading) & 2003 - 18 (1st Reading) X Policy 2003 - 18 (2nd Reading) & 2003 - 19 (1st Reading) X Policy 2003 - 19 (2nd Reading) & 2003 - 20 (1st Reading) X Policy 2003 - 20 (2nd Reading) & 2003 - 21 (1st Reading) X Policy 2003 - 21 (2nd Reading) & 2003 - 22 (1st Reading) X Policy 2003 - 22 (2nd Reading) & 2003 - 23 (1st Reading) X Policy 2003 - 23 (2nd Reading) & 2003 - 24 (1st Reading) X
Full Board Minutes: Appendix A September 22, 2020 25 of 50 TO: BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: SEPTEMBER 22, 2020
RE: FREE SPEECH ANNUAL REPORT
SECTOR: COLLEGE COMMUNICATIONS & COMMUNITY RELATIONS JOHN FAIRLEY, VICE PRESIDENT
AIM:
To provide an annual report reflecting any amendments to St. Clair College’s Free Speech Policy or any on-campus events for which an official complaint was received by the College.
BACKGROUND:
Each of Ontario’s public colleges and universities prepare the Campus Free Speech Annual Report (Appendix A) based on the implementation of their Free Speech Policy (Appendix B) to aid the Higher Education Quality Council of Ontario (HEQCO) in the development of a public report. The report is to be posted on each institution’s website and submitted to HEQCO by September 1st annually, however, the deadline for the current year has been extended until October 1, 2020.
2020 COLLEGE UPDATE:
There have been no changes to the St. Clair College Free Speech Policy, nor has there been any official free-speech-related complaints received by the institution arising from events on-campus.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors receive the report on St. Clair College’s Free Speech Policy, for information.
Full Board Minutes: Appendix A September 22, 2020 26 of 50 Freedom of Speech Annual Report
September 1, 2020
Section A: Institutional Policy
Has your institution amended its free speech policy (or policy framework) since the time of your 2019 report? If so, please explain the reason for the change and provide the link to its location on your institutional website. St. Clair College has not changed its free speech policy since our 2019 report.
Where are members of the institutional community (or guests) directed when there is a free speech related question or complaint about an event on campus? Please provide contact information. John Fairley, Vice President College Communications and Community Relations
519-972-2762
What is your institution’s policy on holding events where there are security concerns? To your knowledge, were there any instances where a non-curricular event did not proceed due to security concerns or their related costs?
When a request is made to the College, the event details are presented to our Senior Administration for review and discussion on the proposed event. After that review, any further action regarding security needs and costing would be discussed with our Director of Facilities and security personnel. A review of costs for the event would be discussed and forwarded to Senior Administration for approval.
There have not been any instances where a non-curricular event did not proceed due to security concerns or their related costs.
Full Board Minutes: Appendix A September 22, 2020 27 of 50 Section B: Complaints
You may append additional documentation or institution-specific information as you see fit.
Between August 1, 2019 and July 31, 2020, did any member of the institutional community (or guests) make an official complaint about free speech on campus? If yes, please describe. The College did not receive any official complaints about free speech on campus between August 1, 2019 and July 1, 2020.
If there has been an official complaint (or more than one):
What were the issues under consideration? Please identify any points of contention (e.g., security costs, safety, student unions and/or groups, operational requirements, etc.). N/A
How did the institution manage the free speech complaint(s)? Was the complaint addressed using the procedures set out in the policy? How were issues resolved?
N/A
Full Board Minutes: Appendix A September 22, 2020 28 of 50 Section C: Summary Data
Please provide the following summary data for free-speech-related official complaints received by the institution:
Number of official complaints received under the free speech policy None relating to curricular and non-curricular events.
Number of official complaints reviewed that were dismissed. None
Number of official complaints where the institution determined that the None free speech policy was not followed appropriately.
Number of official complaints under the free speech policy that resulted None in the institution applying disciplinary or other institutional measures.
To your knowledge, were any free speech complaints forwarded to the No Ontario Ombudsman?
To the best of your ability, please provide an estimate of the number of non-curricular events held at the institution between August 1, 2019 and July 31, 2020. Non- curricular events include, for example, invited speakers, sporting events, rallies, conferences, etc., as opposed to regular events held as part of an academic program or course. There were approximately 400 non-curricular events that have been hosted by our two student governments (Windsor and Chatham campuses), the Student Athletic Association, College Alumni Association and the College itself.
Institutional Comments (if any). The College has two student-focused student governments at our Windsor and Chatham campuses. Their engagement and objective is to provide many student- focused events to enhance the student experience on campus. The Student Athletic Association has 14 varsity teams competing in the Ontario Colleges Athletic Association. St. Clair College campuses have a triple gym SportsPlex in Windsor and a double gym HealthPlex in Chatham for varsity sports. There are approximately 300 varsity games played in a school year.
The Alumni Association sponsors and hosts many community events on both campuses throughout the year.
Full Board Minutes: Appendix A September 22, 2020 29 of 50 POLICY AND PROCEDURE MANUAL
Policy Title: UPHOLDING FREE SPEECH Area of Responsibility: VICE PRESIDENT, HUMAN RESOURCES, SAFETY, SECURITY & FACILITIES MANAGEMENT Policy Section: HUMAN RESOURCES
Effective Date: 2019 01 01 Policy No: 5.22
Supersedes: NEW Page: 1 of 2
Mandatory Revision Date: 2024 01 01 Last Review Date: 2019 01 01
5.22 Upholding Free Speech
Policy Statement
“The objects of the colleges are to offer a comprehensive program of career-oriented, post-secondary education and training to assist individuals in finding and keeping employment, to meet the needs of employers and the changing work environment and to support the economic and social development of their local and diverse communities” (Ontario Colleges of Applied Arts and Technology Act, 2002).
Freedom of expression, which means the right to speak, write, listen, challenge and learn, must be protected as it is essential to discovery, critical assessment and the effective dissemination of knowledge and ideas and leads to social and economic advancement.
Colleges must be places that allow for open discussion and free inquiry where diverse voices can be heard and ideas and viewpoints can be explored and discussed freely and debated openly without fear of reprisal, even if these are considered to be controversial or conflict with the views of some members of the college community. Although colleges greatly value civility and all members of colleges share responsibility for maintaining a climate of mutual respect, it is not the role of colleges to shield members of the college community from ideas and opinions that they may find disagreeable or offensive. It is up to individuals and not colleges to make such judgements for themselves and to debate and challenge ideas that they find unacceptable.
Members of the college community are free to criticize and contest the view of others, however, they may not obstruct or interfere with the freedom of others to express their views. The rights of others to express or hear ideas must also be respected. Colleges may reasonably regulate the time, place and manner of freedom of expression to ensure that it does not disrupt normal college operations and ordinary college activities or endanger the safety of others.
Speech that violates the law, including the Ontario Human Rights Code, is not allowed. Speech that constitutes harassment, a threat or hate speech is not allowed. Other context specific boundaries to freedom
Full Board Minutes: Appendix A September 22, 2020 30 of 50 of expression may also apply such as those arising out of the terms of employment and collective agreements.
This policy statement is aligned with other college policies, all of which shall be read in harmony.
Existing college mechanisms and processes will be used to handle complaints and ensure compliance with the policy. Complaints that remain unresolved may be referred to the Ontario Ombudsman. Existing disciplinary measures will apply to those whose actions are contrary to the policy.
College will consider official student groups’ compliance with the policy as a condition for ongoing financial support or recognition, and encourage student groups to adopt policies that align with this policy.
This policy comes into effect on January 1, 2019 and applies to all college faculty, students, staff, management, guests and others who are present at the college.
Full Board Minutes: Appendix A September 22, 2020 31 of 50 TO: THE BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: SEPTEMBER 22, 2020
RE: FINANCIAL MONITORING REPORT FINANCIAL RESULTS FOR THE FIVE MONTHS ENDED AUGUST 31, 2020
SECTOR: FINANCE MARC JONES, VICE PRESIDENT & CHIEF FINANCIAL OFFICER
AIM:
To provide the Board with a report on the financial results for the five months ended August 31, 2020.
BACKGROUND:
It is the practice of St. Clair College to review its expenditure and revenue patterns to ensure that the financial plan is being achieved. To this end, College Administration communicated to the Board of Governors that regular financial reports would be provided.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors receive the Financial Monitoring Report for the five months ended August 31, 2020, as information.
Full Board Minutes: Appendix A September 22, 2020 32 of 50 SUMMARY OF REVENUES AND EXPENDITURES (Schedule 1)
The net deficit at August 31, 2020 of $4,024,915 is an increase of $2,209,719 from the net deficit noted for the 2019 comparative period of $6,234,634. The variance is primarily due to the following:
Revenues: Increases in Tuition Revenue and PCPP Fee-for-Service, and a decrease in Ancillary Revenue.
Expenditures: Increase in Contracted Educational Services, and decreases in Salaries and Benefits, Advertising, Stipends & Allowances, Other Expenses, and Ancillary Expenses.
REVENUE (Schedule 2)
The following highlights the major changes in revenue compared to the original budget projections and the 2019 comparative period:
Year-to-date MCU Operating Grants are trending above the original budget projection at 45% and has increased over the 2019 comparative period by $631,671 or 4% due to the following:
o SMA3 Performance based funding was implemented in 2020-21. As a result, the College’s proportion of Enrolment Envelope to Differentiation Envelope funding was adjusted from 98% and 2% (2019-20) to 70% and 30% (2020-21) respectively. In addition, the Holdback grant under the Differentiation Envelope is flowing bi-monthly instead of at the end of the fiscal year.
o A conservative approach to Performance based funding was taken as part of the original budget projection due to funding being at risk. Given the uncertainty regarding COVID-19, in August 2020, the Ministry suspended Performance based funding for two years. As a result, these funds are no longer at risk, and the budget will be adjusted at mid-year review.
Year-to-date Contract Income is trending below the original budget projection at 36% and has increased over the 2019 comparative period by $88,319 or 2%. The increase is due to the College receiving Ministry approval for the Rapid Skills and Career Ready grants.
Contract income is established based on agreements with the Ministry and other partners. With the exception of Apprenticeship funding, the College anticipates meeting its budget projections. Any shortfalls in contract income will be mostly offset by a decrease in expenditures.
Total Tuition revenue is trending below the original budget projection at 22% and has increased over the 2019 comparative period by $9,359,020 or 38% due to the following:
Full Board Minutes: Appendix A September 22, 2020 33 of 50
o Decrease in Domestic Tuition revenue of $282,875 over the comparative period due to lower enrolment.
o Increase in International Tuition revenue of $582,749 over the comparative period due to those eligible students within the International Business program that received a free semester in Spring 2019.
o Increase in PCPP Tuition revenue of $9,807,893 over the comparative period due to higher enrolment.
Total “Other” income is trending below the original budget projection at 29% and has decreased over the 2019 comparative period by $521,340 or 4% due to the following:
o Decrease in Investment Income due to the decline in interest rates.
o Decrease in International Projects due to COVID-19.
o Decrease in Divisional Income due to lower material fees and international student insurance fees as a result of lower student enrolment.
EXPENDITURES (Schedule 3)
The following highlights the major changes in expenditures compared to the original budget projections and the 2019 comparative period:
Total Salaries & Benefits are trending below the original budget projection at 36%, and have decreased over the 2019 comparative period by $2,635,423 or 7%. The decrease is primarily due to Part-Time Faculty and Part-Time Support, as a result of lower enrolment and cost saving strategies.
Total Non-Salary expenditures are trending below the original budget projection at 28%, and have increased over the 2019 comparative period by $8,187,653 or 28%. The increase is due to Contracted Education Services as a result of higher enrolment from students attending the Toronto Campuses, and flowing the applicable funds to Ace Acumen.
Many expenditures are cyclical and follow the timing associated with the academic year.
Administration is managing Non-Salary expenditures through ongoing Senior Operating Group (SOG) review, in order to minimize discretionary spending due to COVID-19.
Full Board Minutes: Appendix A September 22, 2020 34 of 50
ANCILLARY OPERATIONS (Schedule 4 & 4B)
The Ancillary Operations deficit of $838,735 is trending below the original budget surplus projection of $1,118,607, and has decreased by $1,795,721 over the 2019 comparative period due to COVID-19. The pandemic has restricted the revenue generating ability of the St. Clair College Centre for the Arts, Parking and Residence operations.
Full Board Minutes: Appendix A September 22, 2020 35 of 50 SCHEDULE 1 ST. CLAIR COLLEGE SUMMARY OF REVENUES AND EXPENDITURES FOR THE FIVE MONTHS ENDED AUGUST 31, 2020
A B A - B MCU ACTUAL ACTUAL BUDGET YR-TO-DATE PRIOR YEAR VARIANCE (12 months) (5 months) (5 months) (5 months)
REVENUE MCU Operating Grants 39,068,883 17,725,580 17,093,909 631,671 Contract Income 12,444,025 4,493,830 4,405,511 88,319 Tuition 157,654,112 34,153,453 24,794,433 9,359,020 Other 47,091,098 13,599,708 14,121,048 (521,340) Total Operating Revenue 256,258,118 69,972,571 60,414,901 9,557,670
Total Ancillary Revenue 11,501,960 908,346 4,207,644 (3,299,298)
TOTAL REVENUE 267,760,078 70,880,917 64,622,545 6,258,372
EXPENDITURES Salary & Benefits 97,508,026 35,240,363 37,875,786 (2,635,423) Non-Salary 134,501,816 37,918,388 29,730,735 8,187,653 Ancillary 10,383,353 1,747,081 3,250,658 (1,503,577) TOTAL EXPENDITURES 242,393,195 74,905,832 70,857,179 4,048,653
Total Net Surplus / (Deficit) $25,366,883 ($4,024,915) ($6,234,634) $2,209,719
Full Board Minutes: Appendix A September 22, 2020 36 of 50 SCHEDULE 2 ST. CLAIR COLLEGE REVENUES FOR THE FIVE MONTHS ENDED AUGUST 31, 2020
A B A - B MCU ACTUAL ACTUAL BUDGET YR-TO-DATE PRIOR YEAR VARIANCE (12 months) (5 months) (5 months) (5 months)
REVENUE Enrolment Based Envelope: see note 1 31,306,129 13,163,041 17,786,242 (4,623,201) Differentiation Envelope: see note 2 11,446,474 5,546,377 319,856 5,226,521 Special Purpose / Other Grants: see note 3 (3,683,720) (983,838) (1,012,189) 28,351 Total MCU Operating Grants 39,068,883 17,725,580 17,093,909 631,671 Apprenticeship 3,791,329 1,316,146 1,271,600 44,546 Canada Ontario Jobs Grant 560,034 74,807 74,807 - Employment Ontario 3,078,813 1,273,665 1,287,665 (14,000) Youth Job Connection 1,337,400 601,580 603,330 (1,750) Literacy & Basic Skills 1,386,172 577,565 577,565 - School College Work Initiative 1,975,277 - - - Second Career 250,000 331,148 449,523 (118,375) Other: see note 4 65,000 318,919 141,021 177,898 Total Contract Income 12,444,025 4,493,830 4,405,511 88,319 Post Secondary - Domestic 25,000,000 1,641,264 1,924,139 (282,875) Post Secondary - International 79,000,000 16,940,360 16,357,611 582,749 Post Secondary - PCPP 51,590,102 15,248,472 5,440,579 9,807,893 Continuing Education 2,064,010 323,357 1,072,104 (748,747) Total Tuition 157,654,112 34,153,453 24,794,433 9,359,020 Investment Income 4,500,000 1,250,000 1,875,000 (625,000) Contract Training 450,000 29,631 114,656 (85,025) International Projects 450,000 - 798,572 (798,572) PCPP Fee-for-Service 18,712,209 4,420,833 1,868,188 2,552,645 Other: see note 5 1,939,333 864,084 1,447,964 (583,880) Technology Access Fee 630,188 - - - Divisional Income 14,237,299 4,718,792 5,732,295 (1,013,503) Amortization DCC 6,172,069 2,316,368 2,284,373 31,995 Total Other 47,091,098 13,599,708 14,121,048 (521,340) - Total Revenue Before Ancillary 256,258,118 69,972,571 60,414,901 9,557,670 - Ancillary Revenue (Schedule 4) 11,501,960 908,346 4,207,644 (3,299,298)
Total Revenues $267,760,078 $70,880,917 $64,622,545 $6,258,372
Full Board Minutes: Appendix A September 22, 2020 37 of 50 SCHEDULE 3 ST. CLAIR COLLEGE EXPENDITURES FOR THE FIVE MONTHS ENDED AUGUST 31, 2020
A B A - B MCU ACTUAL ACTUAL BUDGET YR-TO-DATE PRIOR YEAR VARIANCE (12 months) (5 months) (5 months) (5 months) SALARY & BENEFITS Administrative : Full-Time 7,339,401 3,168,197 3,051,562 116,635 Administrative : Part-Time 1,880,368 325,638 591,759 (266,121) Faculty: Full-Time 33,709,080 14,412,399 13,231,113 1,181,286 Faculty : Part-Time 14,936,843 3,815,084 5,513,912 (1,698,828) Support : Full-Time 15,580,716 5,988,472 6,356,698 (368,226) Support : Part-Time 6,394,335 783,482 2,335,539 (1,552,057) Fringe Benefits 17,667,283 6,747,091 6,795,203 (48,112) Total Salary & Benefits 97,508,026 35,240,363 37,875,786 (2,635,423)
NON-SALARY Advertising 2,709,390 399,425 966,956 (567,531) Contracted Cleaning Services 2,945,250 1,110,712 1,167,374 (56,662) Contracted Educational Services 56,518,981 15,621,805 5,987,907 9,633,898 Contracted Services Other 18,860,358 4,378,461 4,130,583 247,878 Equipment Maintenance & Repairs 3,099,007 1,457,347 1,396,011 61,336 Equipment Rentals 3,002,661 945,628 1,006,293 (60,665) Instructional Supplies 4,964,817 1,747,409 1,766,752 (19,343) Insurance 7,483,710 2,678,111 2,691,127 (13,016) Janitorial & Maintenance Supplies 502,400 282,478 297,952 (15,474) Memberships & Dues 614,623 314,682 305,125 9,557 Municipal Taxes 943,300 625,307 110,207 515,100 Office Supplies 956,000 145,849 230,048 (84,199) Premise Rental 1,723,783 799,120 783,894 15,226 Professional Development 568,627 67,064 185,005 (117,941) Security Services 2,044,500 532,681 479,232 53,449 Stipends & Allowances 2,442,534 107,370 720,733 (613,363) Student Assistance 30% Tuition 2,032,250 309,722 253,830 55,892 Travel 1,186,946 28,086 343,756 (315,670) Utilities 4,900,300 1,201,451 1,564,729 (363,278) Other: see note 6 4,648,854 911,475 1,544,852 (633,377) Amortization 12,353,525 4,254,205 3,798,369 455,836 Total Non Salary 134,501,816 37,918,388 29,730,735 8,187,653
Total Operating Expenses 232,009,842 73,158,751 67,606,521 5,552,230
Ancillary Expenses (Schedule 4) 10,383,353 1,747,081 3,250,658 (1,503,577)
Total Expenditures $242,393,195 $74,905,832 $70,857,179 $4,048,653
Full Board Minutes: Appendix A September 22, 2020 38 of 50 SCHEDULE 4 ST. CLAIR COLLEGE ANCILLARY OPERATIONS FOR THE FIVE MONTHS ENDED AUGUST 31, 2020
A B A - B MCU ACTUAL ACTUAL BUDGET YR-TO-DATE PRIOR YEAR VARIANCE (12 months) (5 months) (5 months) (5 months)
Revenue Beverage Supplier 76,873 262 6,617 (6,355) Bookstore - Windsor & Chatham 225,000 - 18,780 (18,780) Cafeteria - South Campus - - 7,246 (7,246) IRCDSS Special Events 125,000 179 3,909 (3,730) Lockers Administration 48,000 - 21,120 (21,120) Parking Lots 1,760,000 65,515 1,058,929 (993,414) Residence - Windsor 3,392,686 122,767 812,487 (689,720) Green Giants 150,000 - 86,897 (86,897) St Clair College Centre for the Arts 3,685,401 25,826 1,906,603 (1,880,777) Sky Volleyball 249,000 7,295 2,043 5,252 Varsity Sports 1,260,000 506,551 6,688 499,863 Sports Park 230,000 - - - Woodland Hills Golf Course 300,000 179,951 276,325 (96,374) 11,501,960 908,346 4,207,644 (3,299,298)
Expenditures IRCDSS Special Events 116,000 - 16,806 (16,806) Parking Lots 1,372,000 306,666 210,931 95,735 Residence - Windsor 2,478,378 604,073 735,533 (131,460) Residence - Chatham 45,000 62,718 15,567 47,151 Green Giants 150,000 151 136,743 (136,592) St Clair College Centre for the Arts 3,844,975 441,002 1,594,262 (1,153,260) Sky Volleyball 249,000 8,232 54,214 (45,982) Varsity Sports 1,600,000 159,259 269,299 (110,040) Sports Park 230,000 7,824 - 7,824 Woodland Hills Golf Course 298,000 157,156 217,303 (60,147) 10,383,353 1,747,081 3,250,658 (1,503,577)
Total Net Surplus $1,118,607 ($838,735) $956,986 ($1,795,721)
Full Board Minutes: Appendix A September 22, 2020 39 of 50 ST. CLAIR COLLEGE SCHEDULE 4B ANCILLARY OPERATIONS: SURPLUS / (DEFICIT) FOR THE FIVE MONTHS ENDED AUGUST 31, 2020
MCU ACTUAL ACTUAL BUDGET YR-TO-DATE PRIOR YEAR (12 months) (5 months) (5 months)
Beverage Supplier: Revenue 76,873 262 6,617
Bookstore - Windsor & Chatham: Revenue 225,000 - 18,780
Cafeteria - South Campus: Revenue - - 7,246
Lockers Administration: Revenue 48,000 - 21,120
IRCDSS Special Events: Revenue 125,000 179 3,909 IRCDSS Special Events: Expenditures 116,000 - 16,806 9,000 179 (12,897)
Parking Lots: Revenue 1,760,000 65,515 1,058,929 Parking Lots: Expenditures 1,372,000 306,666 210,931 388,000 (241,151) 847,998
Residence - Windsor: Revenue 3,392,686 122,767 812,487 Residence - Windsor: Expenditures 2,478,378 604,073 735,533 914,308 (481,306) 76,954
Residence - Chatham: Expenditures 45,000 62,718 15,567
Green Giants: Revenue 150,000 - 86,897 Green Giants: Expenditures 150,000 151 136,743 - (151) (49,846)
St. Clair College Centre for the Arts: Revenue 3,685,401 25,826 1,906,603 St. Clair College Centre for the Arts: Expenditures 3,844,975 441,002 1,594,262 (159,574) (415,176) 312,341
Sky Volleyball: Revenue 249,000 7,295 2,043 Sky Volleyball: Expenditures 249,000 8,232 54,214 - (937) (52,171)
Varsity Sports: Revenue 1,260,000 506,551 6,688 Varsity Sports: Expenditures 1,600,000 159,259 269,299 (340,000) 347,292 (262,611)
Sports Park: Revenue 230,000 - - Sports Park: Expenditures 230,000 7,824 - - (7,824) -
Woodland Hills Golf Course: Revenue 300,000 179,951 276,325 Woodland Hills Golf Course: Expenditures 298,000 157,156 217,303 2,000 22,795 59,022
Total Revenue 11,501,960 908,346 4,207,644 Total Expenditures 10,383,353 1,747,081 3,250,658
Surplus $1,118,607 ($838,735) $956,986
Full Board Minutes: Appendix A September 22, 2020 40 of 50
Notes: Revenues & Expenditures
Note 1 REVENUE: Enrolment Based Envelope Core Operating Grant
Note 2 REVENUE: Differentiation Envelope Performance Funding
Note 3 REVENUE: Other MCU Grants Accessibility Funding for Disabled Students Clinical Education Collaborative Nursing COVID-19 Support International Student Recovery Municipal Taxes Mental Health Worker and Services
Note 4 REVENUE: Other Career Ready Fund Credit Transfer Indigenous Student Success Fund Rapid Skills Reporting Entities Women Campus Safety WSIB
Note 5 REVENUE: Other Administration Fees Apprenticeship Classroom Fees Credit Transfer Fees CT In-Service Teacher Training Graduation Fees Miscellaneous Income Unrestricted Donations
Full Board Minutes: Appendix A September 22, 2020 41 of 50
Notes: Revenues & Expenditures (continued)
Note 6 EXPENDITURES: Other Audit Fees Bad Debt Bank Charges Building Repairs & Maintenance Capital Non-Depreciable College Employer Council Field Studies Food Service Grounds Maintenance Learning Resource Material Long-Term Debt Interest Postage Professional Fees Staff Employment Student Scholarships Other Telephone Vehicle Expenses
Full Board Minutes: Appendix A September 22, 2020 42 of 50
TO: THE BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: SEPTEMBER 22, 2020
RE: INVESTMENTS
SECTOR: FINANCE MARC JONES, VICE PRESIDENT & CHIEF FINANCIAL OFFICER
AIM:
To provide the Board with an update on the College’s investments to ensure compliance with the Ministry’s Banking, Investing and Borrowing Directive.
BACKGROUND:
The Ministry’s Banking, Investing and Borrowing Directive requires the following:
The College Board of Governors is to approve an Investment Policy to guide its investment activities. The Board of Governors is to review and approve at least annually an investment performance report that will include a statement signed by the Senior Financial Officer stating that the College is in compliance with relevant legislative requirements in force at the time of the review and with this binding policy directive.
On June 27, 2017, the Board of Governors approved the Foundation Investment Policy, which directs the College’s long-term investment activities. At the March 24, 2020 Board meeting, the Audit Committee notified the Board of Governors that an Ad-Hoc Committee would be formed to review the College’s investment strategy for its internally restricted reserves.
During the 2019-20 fiscal year, the College’s GICs and bank accounts earned interest income of $4,573,630. As at March 31, 2020, the College’s investments are noted as follows:
i. Temporary Investments
Investment Type Amount GIC Total $62,865,644
Full Board Minutes: Appendix A September 22, 2020 43 of 50 ii. Long-Term Investments
The College’s long-term investments are held by the College and the St. Clair College Foundation. The College’s investments are held with Windsor Family Credit Union (WFCU). The Foundation’s investments are actively managed and held with RBC Dominion Securities (RBC DS). The market value of the investments as noted on the financial statements are:
Entity Investment Type Amount Institution College GIC $60,864,140 WFCU Foundation Bonds $5,519,708 RBC DS Foundation Equities $3,877,549 RBC DS Consolidated Total $70,261,397 -
Appendix A is an investment report from RBC DS which provides additional details on the asset allocation and the historical rate of return for the Foundation’s actively managed investments. There is a $138,956 variance between the RBC DS investment report total of $9,536,213 and the bond and equity total of $9,397,257 from the above chart. The variance is a result of cash being reported separately on the College’s financial statements. Net investment income realized for fiscal year 2019-20 was $821,297.
The Foundation’s investments are derived from private endowment donations and funds from Ministry matching programs. Effective May 8, 2018, the Ministry revised the Banking, Investing and Borrowing Directive to allow a single investment strategy consistent with the Ontario Trustee Act for endowment funds for both private donations and funds from Ministry matching programs. The Foundation’s investments are allocated in the appropriate types of investments in order to maintain compliance with the Act.
iii. Compliance Statement
St. Clair College is compliant with the relevant legislative requirements in force at the time of this review, and with the Ministry’s Banking, Investing and Borrowing Directive. A compliance statement attesting to the above, has been signed by the Chief Financial Officer and provided to the President, attached as Appendix B.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors approve the update on the College’s Investment Report, to ensure compliance with the Ministry’s Banking, Investing and Borrowing Directive.
Full Board Minutes: Appendix A September 22, 2020 44 of 50 Asset Allocation
Full Board Minutes: Appendix A September 22, 2020 45 of 50 Portfolio Performance since April 1 to March 31, 2020
1 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Year
Total 1.46 -1.77 1.84 0.46 -0.17 0.9 0.43 1.62 0.22 0.82 -2.53 -5.52 -2.51 Portfolio
Full Board Minutes: Appendix A September 22, 2020 46 of 50 Market Value History
Full Board Minutes: Appendix A September 22, 2020 47 of 50 TO: PATRICIA FRANCE, PRESIDENT
FROM: MARC JONES, VICE PRESIDENT, FINANCE & CHIEF FINANCIAL OFFICER
DATE: SEPTEMBER 22, 2020
RE: INVESTMENT COMPLIANCE
SECTOR: MARC JONES, VICE PRESIDENT, FINANCE & CHIEF FINANCIAL OFFICER
The Ministry's Banking, Investing and Borrowing Directive requires the following:
The CollegeBoard of Governorsis to approve an Investment Policyto guide its investment activities. The Board of Governors is to review and approve at least annually an investment performance report that will include a statement signed by the Senior Financial Officer stating that the College is in compliance with relevant legislative requirements in force at the time of the review and with this binding policydirective.
A reporton the above is going to the College Board of Governors at the September 22, 2020 meeting.
As the Senior Financial Officer, I confirm the following:
St. Clair College is compliant with the relevant legislative requirements in force at the time of this review, and with the Ministry's Banking, Investing and BorrowingDirective.
Signature: �
Date: September 1, 2020
Position: Vice President, Finance & Chief Financial Officer
Full Board Minutes: Appendix A September 22, 2020 48 of 50 Board of Governors Policy Manual
POLICY TYPE: Executive Limitations NUMBER: 2003-15.
POLICY TITLE: Communication to the Board DATE: May 2003 REVIEWED: March 2009 September 2020
With respect to providing information and counsel to the Board, the President will not knowingly permit the Board to be uninformed. This is accomplished by:
1. Reporting non-compliance with any policy of the Board.
2. Dealing with the Board as a whole, except when the Board’s authority is delegated. This does not preclude the President consulting with Governors on an individual basis as required.
3. Advising the Board of relevant trends, anticipated controversial media coverage, and significant external and internal issues.
4. Submitting the required monitoring data in a timely, accurate and understandable fashion.
5. Ensuring that the Board is regularly apprised of the status of the College in relation to health and safety and environmental requirements and that the College is in compliance with health and safety regulations.
Full Board Minutes: Appendix A September 22, 2020 49 of 50
Board of Governors Policy Manual
POLICY TYPE: Executive Limitations NUMBER: 2003-16.
POLICY TITLE: Working Conditions DATE: May 2003 REVISED: March 2009 October 2020
With respect to treatment of persons within the college community, the President may not cause or allow conditions that are in violation of the mission and values statements.
Accordingly, he or she shall not:
1. Operate without Human Resources procedures which clarify personnel rules for staff, provide for effective handling of grievances, and protect against wrongful discipline and/or dismissal.
2. Discriminate against any staff member for expressing a dissenting opinion.
3. Prevent staff from addressing the Board when there is a perceived violation of a Board policy and internal procedures have been exhausted.
4. Fail to take reasonable measures to provide for safety and security.
5. Fail to establish and maintain a work environment which fosters teamwork, communication, clear decision making, and supports staff during change.
6. Fail to acquaint staff with Human Resources policies and procedures.
7. Allow circumstances which mitigate against a respect for diversity.
8. Fail to ensure that there is an effective staff education and development process in place.
9. Operate without compliance with provisions of all applicable collective agreements, contracts and employment standards.
10. Fail to seek legal counsel on any matter which poses a potential risk to the College and/or Board.
11. Fail to post positions for a “new employee” hired to a position reporting directly to the President, concurrently, internally and externally.
Full Board Minutes: Appendix A September 22, 2020 50 of 50 ST. CLAIR COLLEGE OF APPLIED ARTS & TECHNOLOGY PRESIDENT’S REPORT Meeting of the Board of Governors Full Board – September 22, 2020
1. International SOP and Attestation
• Standard Operating Procedure (SOP): In conjunction with our local public health authorities, the College has developed and implemented robust procedures and protocols for international student arrivals.
As of August 15, 2020, under the direction of Health Canada, additional criteria was mandated by the Ministry as part of the requirement for post-secondary institutions to demonstrate their readiness to accept international students for Fall 2020 as it relates to COVID-19. Institutions intending to accept students from outside Canada, must have plans in place for Fall 2020 that include specific details about how they intend to meet the provincial and federal criteria to demonstrate readiness.
As part of their plans, institutions need to address how they will oversee the 14-day quarantine period for all international students coming to Ontario from outside of Canada, including transporting arriving international students from the airport to their isolation location, COVID Testing and regularly checking in on those students to ensure they complete the required 14-day quarantine.
As part of the College’s International SOP, a Hierarchy of Wellness was developed to address Quarantine Audits and Wellness Checks to monitor and assess international students when they arrive in Canada (please refer to Page 6 for a copy of the Hierarchy of Wellness Flow Chart).
On August 27, 2020, the new Arrival Protocol Process was submitted to provincial/federal Government Officials.
On September 16, 2020, the Ministry advised the College that both the MCU and the Ministry of Health had reviewed the College’s SOP and requested additional information/clarification. Based on their feedback, an Appendix was created and added to the SOP and submitted to the Ministry.
On September 18, 2020, the President participated in a teleconference with the Ministry and was advised that the College’s Appendix addressed the items noted in their feedback.
• Attestation: Presidents are required to sign an attestation outlining 18 requirements and provide supporting documentation.
Until the College’s international protocol is officially approved, the College is advising all international students not to travel to Canada.
Full Board Minutes: Item #4.0 September 22, 2020 1 of 6
2. Fall 2020 Enrolment
Fall 2020 Registration Statistics Summary (Domestic & International) as of September 16, 2020
Total FT DOM_FT_CNT FOR_FT_CNT Enrl Windsor Chatham Intakes 4255 1068 5323 Windsor Chatham Returning 2918 2708 5626 Windsor Chatham Total Enrl 7173 3776 10949 Acumen Intakes 0 870 870 Acumen Returning 0 1758 1758 Acumen Total Enrl 0 2628 2628
SCC Total Enrl 7173 6404 13577
Good news! As of September 16, 2020, full-time postsecondary enrolment was at 13,577. In 2019, Day 10 enrolment was at 12,817 (an increase of 760 students).
3. 2020-21 College Sector Budget Forecast
M. Jones, Vice President of Finance, compiled a list of the Ontario college sector’s deficit budget forecasts, which range from $2M to $25M. At this time, St. Clair is one of two Ontario college’s anticipating a balanced budget this year. Based on current enrolment, the College is anticipating a surplus of $18 - $23M.
4. Zekelman Centre of Business & Information Technology Update
A Groundbreaking Ceremony to mark the commencement of the construction of the Zekelman Centre of Business and Information Technology took place on September 16, 2020 at 10:30 a.m. The anticipated completion date is anticipated for the Spring of 2022.
Full Board Minutes: Item #4.0 September 22, 2020 2 of 6
5. SMA3 Update
On July 31, 2020, the Ministry officially started the SMA3 reengagement process with a goal of completing all agreements with institutions by August 31, 2020. Institutions were given the ability to make changes to existing metrics to provide for great flexibility. The Ministry extended the delay in activating performance- based funding to two years (2020-21 and 2021-22). The College’s revised SMA3 documents were submitted to the Ministry on August 31, 2020.
6. Convocation Update
A Virtual Ceremony will be held for the October 2020 convocation sessions. A new format will be used using a platform called “Marching Order” which specializes in virtual convocation ceremonies. The ceremonies will be aired on October 28 and 29, 2020 for an estimated 2,100 October graduates. The virtual ceremony will include a recording of a traditional ceremony (including Chairs/Deans, the Board of Governors, the Senior Operations Group and the Associate Vice Presidents in the procession), as well as, individual graduate slides which are downloadable and sharable on social Media.
7. Sports Park Donor Monument
A monument will be erected in the Sports Park to recognize long- standing premier donors of the College (donations of $1M+). A Ribbon-Cutting Ceremony is be planned for Monday, October 26, 2020 at 11:00 a.m.
8. Chatham Community Residence
On September 4, 2020, President France met with Chatham Mayor Darrin Canniff to tour the former Chatham YMCA which is being converted into a community residence.
Full Board Minutes: Item #4.0 September 22, 2020 3 of 6
9. Suicide Prevention and Awareness
September is Suicide Prevention and Awareness Month. In honor of this, President France videotaped a message for College students to urge them to reach out to the numerous help-lines, crisis services, counsellors, friends and family members, who are just a phone call away, whenever they are experiencing stress, depression or thoughts of self-harm. Students are never alone and the President urged students to reach out, and keep reaching out, until they make contact…until their voice is heard. Since, September 2, 2020, the President’s message has been aired on Social Media and is being used in our student virtual orientation sessions.
10. Sole Focus Project
On August 31, 2020, President France was presented with a token of appreciation for being a partner in the Sole Focus Project from Anita Ricco-Spaguolo (2020 Alumni of Distinction) of the Canadian Mental Health Association Windsor-Essex County.
Full Board Minutes: Item #4.0 September 22, 2020 4 of 6
11. Windsor International Film Festival
President France is pictured with Vincent Georgie, Executive Director and Chief Programmer of the Windsor International Film Festival (WIFF) to promote Drive In Movie Nights in September. The College was a presenting sponsor for this event.
Full Board Minutes: Item #4.0 September 22, 2020 5 of 6
Full Board Minutes: Item #4.0 September 22, 2020 6 of 6 St. Clair College In The News Table of Contents:
Page 1 St. Clair College creates video for grads Windsor Star - Jun 27, 2020
2 – 3 St. Clair's sports park gets its $1.8M 'carpet' Windsor Star - Jul 08, 2020
4 Artificial Turf Being Installed at St. Clair College's New Sports Park AM800 CKLW – July 8, 2020
5 St. Clair College welcomes some students back to campus CTV Windsor Web Writer - July 8, 2020
6 – 7 Student researchers brainstorm virtually on how to deal without labs Windsor Star - Jul 09, 2020
8 League asks that diamonds be named for Weedon Chatham This Week - July 13, 2020
9 John Atkinson Memorial Scholarships awarded Windsor Star - Jul 18, 2020
10 – 11 McShan inspires others to live a full life The Windsor Local - Saturday, July 18, 2020
12 - 14 St. Clair students cautiously return to college campus Windsor Star - Jul 28, 2020
15 - 16 Henderson: Show appreciation for local nurses fighting virus in Detroit's hospitals Windsor Star - Aug 01, 2020
17 – 19 Windsor riverfront drive-in movie schedule offers variety, escape Windsor Star - August 5, 2020
20 ‘Unfortunate news’ for St. Clair Fratmen as CJFL sidelines 2020 season CTV Windsor Web Writer - Friday, August 7, 2020
21 CJFL Season Suspended AM800 CKLW - Friday, August 7, 2020
22 – 24 Windsor police promote their first Black staff sergeant Windsor Star - Aug 11, 2020
25 Local Paramedics COVID-19 Free Since Pandemic Began AM800 CKLW – Thursday, August 13, 2020
26 – 27 Lawyer returns to first love as nurse to help remote community during pandemic AM800 CKLW / CTV Windsor - Friday, August 14, 2020
28 Student at St. Clair College tests positive for COVID-19 CBC News · Aug 18, 2020
29 - 30 Transmission risk 'low' after student COVID-19 case, says St. Clair College Windsor Star - Aug 18, 2020
31 – 33 St. Clair College will continue to review COVID-19 protocols in wake of positive student test Windsor Star - Aug 20, 2020 34 - 35 Ward 2 councillor 'hopeful' for solutions to rundown student housing Windsor Star - Aug 24, 2020
36 Windsor Regional Hospital issues record number of tests with help from drive-thru site CTV Windsor Web Writer - Monday, August 24, 2020
37 – 47 Hot Zone Part 1: A day in the life of a COVID-19 field hospital Windsor Star – August 25,2020
48 – 49 'No parties in residence:' Here's how Windsor's on-campus life will look this year CBC News · Aug 25, 2020
50 St. Clair College pilot project ensures COVID-19 measures are followed through CTV Windsor News Reporter - Tuesday, August 25, 2020
51 City Sends Thanks For Medical Donations WindsoriteDOTca - Saturday August 29th, 2020
52 – 53 What college students in Canada can expect during COVID Macleans Magazine – September 2, 2020
54 – 55 Refugee-immigrant duo offer translation services to ease newcomer transition CBC News – September 2, 2020
56 – 58 Entrepreneur, family man, volunteer Frank Moceri dies at 63 Windsor Star – September 4, 2020
59- 60 Botley Robotics establishing local plant to manufacture new UV light cleaning system Windsor Star - Sep 08, 2020
61 – 62 International students still coming to C-K, but... The Canadian Press / The Chatham Voice - September 9, 2020
63 – 64 Fratmen's Cooper excited as CJFL extends eligibility rule Windsor Star - September 10, 2020
65 Torch Run draws runners in-person, virtually Chatham Daily News – September 12, 2020
66 Automotive cybersecurity company moving its headquarters to Windsor-Essex CTV Windsor – September 15, 2020
67 – 68 Burton becomes seventh new addition to Saints women's basketball squad Windsor Star – September 15, 2020
69 St. Clair College Adds American Transfer AM800 CKLW – September 16, 2020
70 – 72 St. Clair breaks ground on Zekelman business school Windsor Star – September 16, 2020
73 – 74 St. Clair College breaks ground on Windsor campus’s new business and technology centre CTV Windsor Web Writer - Wednesday, September 16, 2020
75 Chatham-Kent working on naming strategy for municipal properties Chatham Daily News - September 16, 2020
76 – 78 St. Clair College Unveils New Zekelman Centre Of Business And Information Technology WindsoriteDOTca News – Seeptember 16, 2020
79 St. Clair College Breaks Ground on $23-Million Building AM800 CKLW – September 17, 2020
80 – 81 Cyber security company moves headquarters to Windsor Windsor Star - Sep 17, 2020
82 - 83 Making Dreams Come True – St. Clair College Windsor Life Magazine – September 2020 Edition St. Clair College creates video for grads
Windsor Star - Jun 27, 2020
The main campus of St. Clair College in Windsor is shown on June 17, 2020. DAN JANISSE / Windsor Star
St. Clair College has created a virtual convocation video for its class of 2020 that features diplomas and degrees being bestowed on 3,056 graduates.
“There hasn’t been a graduating class in the college’s 53-year history that more richly deserves a personal and festive celebration than yours,” St. Clair president Patti France said in a news release.
Graduates from the schools of business, health sciences, community studies, skilled trades, engineering technologies and media, art and design are all acknowledged in the video.
There are also messages from Colleges and Universities Minister Ross Romano, associate vice- president student services and registrar Michael Silvaggi and alumni association president Andrew Rowberry.
“Your achievement in completing your education during the most dire health crisis in recent history, including a radical alteration of your curriculum format midway through your final semester, coupled with the social and economic upheaval associated with the pandemic … adds up to you being collectively the most remarkable graduating class in St. Clair’s half-century of existence,” France said.
The 30-minute video can be viewed online at stclaircollege.ca and click Convocation 2020 View Now information tile.
Media Releases 1 of 83 St. Clair's sports park gets its $1.8M 'carpet'
Windsor Star - Jul 08, 2020
Workers install artificial turf at the St.Clair College sports park on a sweltering hot Tuesday, July 7, 2020.
Build it and they will come.
But in a world turned upside down by COVID-19 — when exactly?
That’s the question for St. Clair College as work on its $25-million sports park hit another milestone this week with the start of turf installation on the outdoor fields.
“When you start seeing the turf, that’s when it becomes real,” said John Fairley, the college’s vice- president of communications and community relations. “It just looks good.”
The unrolling, measuring, spreading, tugging, fitting and setting under a blazing hot sky began Monday and is expected to last the next two weeks for the softball diamond and a further two weeks to complete the larger soccer/football field. The facility is expected to be ready for use by mid-September, but St. Clair College has already announced that team and league sports won’t resume competitive play until the new year, courtesy of a viral global pandemic.
Media Releases 2 of 83 “There’s concern for sure. In this world, we’ll have to wait and see what’s accessible,” said Ron Seguin, the college’s vice-president of campus development. He said there could still be practices, and thousands of students will still be able to enjoy the Sports Park in the fall for general recreation as well as intramurals.
Seguin describes the artificial turf as a giant carpet. The cost of covering the outdoor fields is about $1.8 million. In a normal world — “once the world gets healthy” — he said the local outdoor sports turf season would run from April 1 to Oct. 31.
With the recent approval of the provincial government for Windsor to move to Stage 2 in the post- pandemic recovery, St. Clair has reopened its tennis courts.
Fortis Group is the local contractor overseeing the project, which includes a soccer stadium, a ladies’ softball complex as well as the Zekelman Tennis Centre and an outdoor sand volleyball complex.
Installing the artificial turf for the soccer/football field at the St. Clair College sports park will take about four weeks.
Super-hot work underway at St. Clair College as workers are shown Tuesday installing artificial turf at the new sports park on a sweltering summer day. Dan Janisse/Windsor Star 3 of 83 Media Releases Artificial Turf Being Installed at St. Clair College's New Sports Park
AM800 CKLW – July 8, 2020
Artificial turf being installed at St. Clair College in Windsor, July 7, 2020. (Photo courtesy of John Fairley)
The artificial turf at St. Clair College's new Sports Park is being installed.
Vice President of Campus Development Ron Seguin says work began earlier this week and crews are currently working on the soccer/football field and then will shift to the softball diamonds.
Seguin says the entire process is expected to take three and a half weeks to complete.
"They're pulling and tugging long length of carpet," he says. "They're lining it up with cameras for accuracy and there's all kinds of attaching and sewing work that goes on with it. The soccer/football field a crew will be on it for a month to get it to its final completion."
Seguin says crews have to line up the turf up with cameras for accuracy.
"The softball turf that carpet is going to take about two weeks from the minute they get on it so it's an involved process," he says, adding it's an exciting stage of the project.
"They'll lay down the entire carpet and then they'll go back at the end and sew in different logos and different patterns, the yard markers so in my words, a two stage process, they get the basic carpet down and then the fine details, all the details are added right at the end," says Seguin.
The cost of the project is approximately $25-million and includes a 1,500 seat stadium, a indoor tennis facility, ladies softball diamonds, sand volleyball courts, multi-use pathways and additional parking.
Construction is expected to wrap up in early to mid September.
Media Releases 4 of 83 St. Clair College welcomes some students back to campus
CTV Windsor Web Writer - July 8, 2020
St. Clair College has welcomed some students back to campus as part of its summer pilot project to partially resume in-class sessions.
This week the college had 329 students on campus working to complete their mandatory face to face learning components.
“This includes post-secondary students that were interrupted in their graduating semester as well as apprenticeship students that were close to completion,” St. Clair College marketing and recruitment manager Roseann Danese said in an email to CTV Windsor.
Ontario’s Colleges and Universities Minister, Ross Romano, announced in June that post-secondary schools would be able to resume limited in-person classes come July.
Danese said there are a number of programs that require face-to-face learning, but the number of courses varies per program.
“Some programs such as apprenticeship require a minimal amount of hours for hands on learning as other programs have regulatory body mandates indicating what skillsets need to be completed in a practical setting,” she said.
The number of students at St. Clair College requiring in-person lessons as part of their program, but were interrupted by the COVID-19 pandemic will be staggered over the duration of the pilot project which runs from the start of July to end of August.
This is an effort to minimize the number of staff and students on campus while allowing for a full cleaning of equipment and facilities between sessions.
Danese said all staff and students were required to complete a mandatory training program before coming back to campus. Monitors have been put in place within labs to ensure physical distancing and the college has done a risk assessment for each lab and classroom.
There has also been plexiglass and other physical barriers installed to ensure safety measures are in place for staff and students.
Media Releases 5 of 83 Student researchers brainstorm virtually on how to deal without labs
Windsor Star - Jul 09, 2020
Tejas Shinde, a data analytics student at St. Clair College, recently took part in the WE-SPARK Health Institute online brainstorming session that connected students from St. Clair and the University of Windsor with educators, administrators and clinician researchers to share ideas Nick Brancaccio / Windsor Star
With university and college lab doors locked due to the COVID-19 pandemic, student researchers are looking for news ways to explore and discover within their related fields of study.
Recently, the WE-SPARK Health Institute held an online brainstorming session that connected students from St. Clair College and the University of Windsor with educators, administrators and clinician researchers to share ideas.
Tejas Deepak Shinde, an international student at St. Clair College taking data analytics, enjoyed the opportunity to present his COVID-19 related research to the 60 participants and establish potential collaborations with other student researchers.
“It was interesting to see the other projects that are happening and some want to work with us,” said Shinde, a 27-year-old graduate student from India.
Shinde and St. Clair professor John Ulakovich are working on an analytical dashboard that would collect and disseminate key epidemiological metrics to healthcare professionals treating COVID-19 patients.
We’re finding new ways of doing research, new possibilities and sharing it across Windsor and Essex and even across the country.
The dashboard project is one of several virus-related research initiatives funded by WE-SPARK, a local healthcare collaborative.
“Our goals were to help support researchers to think of creative ways to engage students in research remotely should they be prevented from working face-to-face for their type of research and to elevate experiences for students working remotely overall,” said WE-SPARK executive director Lisa Porter. “ I think it is important for the public to know that as educators and researchers, engaging students is our Media Releases 6 of 83 passion and we really are motivated to make the very best out of whatever COVID is going to throw at us. We don’t want students to lose time, or to have a sub-par experience.”
Shinde and three other students shared their research virtually.
UWindsor science student Ryan Palazzolo discussed adapting an in-person community outreach activity to an interactive virtual tool. Schulich medical student Justin Senecal talked about the work he’s doing around the barriers to translational research in Windsor and UWindsor masters student Isabelle Hinch shared ideas on how to develop lab skills virtually.
“I participated in the event because I don’t want students to miss out on research experiences,” Hinch said. “The University of Windsor is unique in quantity and quality of the research opportunities available for students even very early on in one’s undergraduate degree. Thanks to these opportunities I found my passion for research and plan to pursue a career in the field. If not for these experiences I don’t know if I would be where I am today, and I don’t want others who might be like me to be set back by the circumstances.”
Fellow WE-SPARK executive Dora Cavallo-Medved noted the “Creating Meaningful Research Experiences For Students During a Pandemic” session even attracted interest from professors at Western University and the University of British Columbia.
“We’re not going to stop doing research,” Cavallo-Medved said. “We’re finding new ways of doing research, new possibilities and sharing it across Windsor and Essex and even across the country.”
All of the brainstorming ideas on how to creatively advance research have been posted on the WE-SPARK website at www.wesparkhealth.com.
Media Releases 7 of 83 League asks that diamonds be named for Weedon
Chatham This Week - July 13, 2020
Maple City Slo-Pitch League president Bob Weedon was inducted into the Chatham Sports Hall of Fame in 2012. Mark Malone/Postmedia Network
The Maple City Slo-Pitch League has asked the municipality to recognize long-time president Bob Weedon by changing the name of St. Clair College’s Chatham Campus diamonds to Bob Weedon Field.
Weedon has been inducted into the Chatham Sports Hall of Fame and the Slo-Pitch Ontario Association Hall of Fame, and he’s won a Syl Apps Volunteer Achievement Award from the Province of Ontario for his more than 50 years of service to local sports.
He was the Maple City Slo-Pitch president from 1978 to 2019, has served on provincial and national executives, and umpired at the Special Olympics World Summer Games.
Chatham-Kent officials want the public’s input on the renaming request. People can go to https://www.letstalkchatham-kent.ca/ and give their opinion. The survey closes Friday, July 24, and then council will make a decision at an upcoming meeting.
Media Releases 8 of 83 John Atkinson Memorial Scholarships awarded
Windsor Star - Jul 18, 2020
Sr. Const. John Atkinson was a 14-year veteran of Windsor Police Service. COURTESY OF WINDSOR POLICE SERVICE
The WindsorEssex Community Foundation has selected a pair of winners for this year’s Constable John Atkinson Memorial Scholarship Fund.
Receiving a $2,700 scholarship each will be Angela Rolph and Danielle Burt. Both students are pursuing diplomas in St. Clair College’s protection, security and investigation program. h
The scholarship is awarded annually to students pursuing a career in law enforcement.
The fund was established in 2006 in memory of Const. John Atkinson, who was the first member of the Windsor Police Services to be killed in the line of duty.
Media Releases 9 of 83 McShan inspires others to live a full life
Journalist, motivational speaker and advocate for the disabled has big aspirations
Kevin McShan is a local journalist, motivational speaker and advocate for the disabled | Photo courtesy Kevin McShan
The Windsor Local - Saturday, July 18, 2020
Name: Kevin McShan
Claim to Fame: McShan is a local journalist, motivational speaker and advocate for the disabled.
The Backstory: Kevin McShan was born with spastic quadriplegia cerebral palsy, but his disability hasn’t kept him from living life to its fullest.
“I have refused to allow my disability to define my limitations and how I live my life. I’m a disability advocate, motivational speaker, sports journalist and worked in various capacities as an employment developer for those with disabilities.” McShan said.
A graduate of St. Clair College’s Media Convergence program, McShan has also worked as a podcaster over his 10-year career.
“Journalism is the lifeblood of my existence. It’s a passion and unwavering desire to achieve excellence,” McShan said. “It’s what drives me to obtain both perfection, fairness and objectivity on a daily basis reporting the news.”
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The Highlights: McShan worked with the Ontario Chamber of Commerce on the Discover Ability Network project, which matched employers and job seekers with disabilities. Media Releases 10 of 83 “During my time as ambassador, I helped to connect 70 job seekers with a disability to the network and helped establish relationships with a large number of the employment service providers in Windsor- Essex,” McShan said.
He also served as a program development facilitator for the WEareABLE Project, an initiative aimed at educating local business about the benefits of hiring individuals with disabilities.
“By eliminating barriers and stereotypes, we can create a positive pathway towards these individuals gaining competitive employment within our community.” said McShan.
The Impact: McShan’s greatest thrill doesn’t come through personal achievement or accolades. He says it stems from seeing the success and enthusiasm of people he touches along the way.
An alumnus of the John McGivney Children’s Centre in Windsor, McShan has been able to challenge others to reach their fullest potential by maximizing their productivity in life, work and play.
“A lot of people say I’m an inspirational person, but I view myself as simply living my life,” said McShan, recipient of the 2018 Empowered Kids Ontario Tribute Award for Advocacy .
Future endeavours: Kevin has recently started a new YouTube channel called ‘Let’s Have This Conversation’ to demonstrate his versatility as a journalist.
He says he’s hoping to leverage the channel to get a full-time reporting job as a digital multimedia journalist.
“I’m also interested in developing a media platform to focus on diversity, unity and inclusion an to facilitate some motivational speaking opportunities to make an impactful difference,” he said.
“I also have aspirations of hosting a nationally syndicated sports and news talk show.”
Check out McShan’s YouTube channel.
Media Releases 11 of 83 St. Clair students cautiously return to college campus
Windsor Star - Jul 28, 2020
Back to school. St. Clair College industrial millwright students Karanjot Singh and Satinder Singh work on a lab project at the Ford Centre for Excellence on Monday, July 27, 2020. Dan Janisse / The Windsor Star
So far, so good, for a small number of students who have returned to campus at St. Clair College.
This marks the fourth week close to 300 students are back in campus labs and machine shops.
St. Clair students cautiously return to college campus
“We met with a few hiccups but most of them were technological hiccups,” said Waseem Habash, the college’s vice-president of academics. “We just did a lessons-learned last Friday and a lot of the fixes have been put in place.”
Students needing lab time to finish up their winter semester represented the first small wave. Then, students who started spring semester online were allowed back to meet necessary course requirements.
“So we’re taking care of our students who need to graduate first and now any of our students that are continuing for semester three or four, they’ll start August 3,” Habash said.
St. Clair College industrial millwright student Anas Bin Gursain, left, and instructor Steve Meloche are shown during a class at the Ford Centre for Excellence on Monday, July 27, 2020. Dan Janisse/The Windsor Star
Media Releases 12 of 83 The provincial government closed all schools in March as a measure to slow the spread of COVID-19, and course delivery switched to strictly online.
But the practical nature of many community college programs demanded an eventual return to labs and shop floors.
All returning St. Clair students had to take online COVID-19 training as did college staff.
Each day, staff and students answer an online questionnaire about their health and have to receive the all- clear in order to attend campus. Masks must be worn in all hallways and public areas.
Habash said a risk assessment was done on each lab and work space and if a lab has a six-foot social distancing radius then the student working in it does not have to wear a mask.
Kaylee LeBreton returned to campus last week to finish her third and final semester in the fast-track program for hairstyling.
“We’re all wearing masks and making sure we’re properly spaced,” the 24-year-old from Sudbury said. “We’re getting used to things like when you use the hair spray you have to sanitize the bottle.”
Waseem Habash, left, VP of academics at St. Clair College, speaks with Steve Meloche, an industrial millwright instructor, at the Ford Centre for Excellence on Monday. Dan Janisse/The Windsor Star
The college normally offers a full-service salon to the public but that’s currently not available. So on Monday, LeBreton and the other students had to colour a hair extension instead of an actual client’s head of hair.
“I’m glad we’re back,” she said. “I think the biggest frustration, and nobody had control over a pandemic, but we had no idea when we were going to graduate or when we could go find a job,” she said.
Now, LeBreton will complete her studies on Aug. 27.
A year ago, the college welcomed a record 12,817 full-time students to the fall semester.
Media Releases 13 of 83 St. Clair College industrial millwright student Harjeet Manshaia grinds a piece of steel during a class at the Ford Centre for Excellence on Monday. Dan Janisse/The Windsor Star
Campus life will look quite different this September.
Habash said the college has identified between 800 to 1,000 students who will require face-to-face instruction for the fall semester.
“We’re working on that schedule now,” he said.
He said courses will be a mix of completely online, a hybrid of online and face-to-face or completely face- to-face.
Face-to-face courses will be staggered to minimize the number of students on campus at any one time. The college will not have more than 500 students on campus and it has delayed the start of the fall semester until Sept. 21.
Media Releases 14 of 83 Henderson: Show appreciation for local nurses fighting virus in Detroit's hospitals
Windsor Star - Aug 01, 2020
A nurse wearing personal protective equipment watches an ambulance driving away outside of Elmhurst Hospital during the ongoing outbreak of COVID-19 in the Queens borough of New York City, April 20, 2020. Lucas Jackson / Reuters
When the beast we call COVID-19 is at last beaten into submission, most likely through development of a successful vaccine, frontline virus warriors like Patricia “Patty” Cabagay might finally get the recognition they so richly deserve.
Cabagay, a 1994 St. Clair College grad and long-time RN in Detroit’s Beaumont hospital system, has shed a lifetime’s worth of tears in recent months — most in sorrow over heartbreaking deaths and some in gratitude for acts of kindness — while battling the pandemic that has claimed thousands of Detroit area lives.
I first heard from Cabagay in early April, following a column that slammed the grandstanding of certain area politicians, backed by a hysterically fearful minority, who wanted to block health care personnel (including members of my family) from crossing the border to battle COVID-19 in Detroit area hospitals that were inundated with virus patients.
I received more positive reaction to that column than anything else I’ve written in the last 34 years, but there was something about Cabagay’s email, in which she described sitting alone on her couch, in tears, reading that Saturday piece, that hit me like a brick.
“I am so tired of people judging us as if we are infecting this city . . . I have lost a co-worker to this virus. I have watched people die, but I have a great success story from last night. People need to realize that we do everything to keep our loved ones safe,” Cabagay wrote.
She described how she, her ex-husband who’s a nurse at Henry Ford Hospital and her 21-year-old son, Brandon, an army reservist who was sent to help with an outbreak at a long-term care facility east of Toronto, were all doing their part to fight the virus “while others sit at home, get paid and complain about being bored.” 15 of 83 Media Releases Cabagay, who returned to work this week after recovering from an emergency tonsillectomy that she described as “worse than childbirth,” said the situation is getting better in Windsor for health care personnel who work in Detroit, but there’s still a nasty element, especially among receptionists, that views them as irredeemable virus spreaders.
“We were health care heroes in the beginning, until we became the plague,” said Cabagay.
People blabbered on endlessly about how much they admired those courageous front-line COVID-19 fighters, until they came face-to-face with one. Then they freaked.
A University of Windsor study released two weeks ago confirmed that Windsor nurses who cross the border to work have been stigmatized and discriminated against in accessing services.
“Many have been denied health care services in clinics, labs, x-rays and optometry, along with other services, such as banking,” stated Kathryn Pfaff, an associate professor in nursing who headed up the study.
It wasn’t all negative. Cabagay, who usually takes the bridge, remembers returning through the tunnel following an especially brutal shift and being greeted, along with co-workers, by a cheering, horn-honking line of police, firefighters, paramedics and other Windsor first responders.
“I was bawling my eyes out,” said Cabagay of that unexpected morale boost.
Some might assume veteran nurses, having seen it all, wouldn’t be deeply impacted by a wave of deaths. Not so, said Cabagay.
“It’s awful. It’s hard,” she said to have a patient who appears to be improving, perhaps getting close to discharge, and then having them go rapidly downhill and at death’s door.
“We were literally crying in the hallways.”
As a morale booster, Beaumont played “Here Comes the Sun” over the PA system whenever a recovering patient came off the ventilator. That triggered joyous tears.
This is a job that you don’t leave at work.
Cabagay remembers coming home from 12-hour shifts, invariably followed by the baking of her “world- famous” lemon cookies for co-workers, and then calling the hospital to find out how her patients were doing. “Not one nurse has slept through the night. It’s ‘hey. How’s No. 16? How’s his oxygen level?’”
She’s had her share of meltdowns.
“This is the roughest thing I’ve been through and if a second surge comes, I don’t know if I can do this again.”
Cabagay, who has treated countless Windsor patients over the last 26 years, mostly in critical care situations, said the irony of the scapegoating of cross-border nurses is that those same finger-pointing folks will expect fast help from Detroit hospitals when they suffer traumatic injuries and other unforeseen medical emergencies.
These are good people. The last thing they need is to be treated like pariahs for sticking their necks on the line to save others. Media Releases 16 of 83 Windsor riverfront drive-in movie schedule offers variety, escape
From Aladdin to Spaceballs, John Wick to Pulp Fiction — there'll be something for you to enjoy at WIFF Under the Stars: a drive-in style movie program on the downtown Windsor riverfront, Aug. 28 to Sept. 12.
Windsor Star - August 5, 2020
Promotion for WIFF Under the Stars - the drive-in movie event presented by the Windsor International Film Festival on the city's downtown riverfront (Aug. 28 to Sept. 12). Photographed Aug. 5, 2020. Dalson Chen / Windsor Star
“We’re going to escape. We’re going to laugh. We’re going to have romance. There’s going to be action. There’s going to be a little bit of everything,” said Vincent Georgie, executive director of the Windsor International Film Festival, at the announcement of the event on Wednesday.
From Aug. 28 to Sept. 12, the Riverfront Festival Plaza will be the site of WIFF Under the Stars: daily movie showings, drive-in style.
The lineup of 36 films over 16 days will run the gamut of genres — But all the titles are widely-known movies, from timeless family fare to comedy favourites to popular action and thriller flicks.
Director Quentin Tarantino is particularly well-represented, with five of the scheduled movies being from his filmography.
All evening showings will be double features. There will also be morning matinees with child-friendly animated films.
“We’ve all been through a very difficult summer, with lots of cancellations and lots of things not happening in our community,” Georgie said.
“We’re giving people a chance to escape.”
Media Releases 17 of 83 LiUNA 625 is the presenting sponsor, and the event is also being made possible by the support of St. Clair College, the University of Windsor, Hotel-Dieu Grace Healthcare, Lisa and Brian Schwab, and the Toldo Foundation.
The City of Windsor has waived all fees associated with renting the plaza.
Windsor Mayor Drew Dilkens said council even considered purchasing a permanent movie screen for the plaza stage, but WIFF made their own arrangements.
Dilkens noted that the plaza is usually booked every weekend during summer months with festivals and special events. “This was the summer where all of that went away. None of the normal events we have here were allowed to happen.”
“We know there’s a pent-up energy, a demand from people in the community who want to get out and enjoy the summertime, and do it in a safe way.”
The plaza has room for 88 vehicles with appropriate distancing. Parking will be assigned upon entry.
Audio for the movies will be broadcast on a car radio frequency, and portable audio devices will also be provided.
There will be concession sales of popcorn and beverages.
For more information and to purchase tickets, visit www.windsorfilmfestival.com/underthestars.
Tickets for morning matinees are $20 per vehicle. Evening double features are $40 per vehicle.
Online purchase only — No ticket sales at the entrance. First come, first served.
Windsor Mayor Drew Dilkens at the announcement of the drive-in movie event on Windsor’s riverfront, WIFF Under the Stars. Photographed Aug. 5, 2020. Dalson Chen / Windsor Star WIFF Under the Stars schedule
Morning matinees indicated (10 a.m.). All other showings are at night, beginning at dusk (7:45 p.m.).
Friday, Aug. 28 Dirty Dancing Air Force One Saturday, Aug. 29 Aladdin (10 a.m.) 18 of 83 Media Releases Dr. No Goldfinger Sunday, Aug. 30 Finding Nemo (10 a.m.) A League of Their Own The Impossible Monday, Aug. 31 The Boxtrolls (10 a.m.) Tuesday, Sept. 1 Inglourious Basterds The Babadook Wednesday, Sept. 2 Chicago Thelma & Louise Thursday, Sept. 3 When Harry Met Sally Single White Female Friday, Sept. 4 Reservoir Dogs Pulp Fiction Saturday, Sept. 5 Cars (10 a.m.) Crimson Tide The Silence of the Lambs Sunday, Sept. 6 Ratatouille (10 a.m.) The Cuban Shall We Dance? Monday, Sept. 7 Legally Blonde The Thomas Crown Affair Tuesday, Sept. 8 John Wick John Wick 2 Wednesday, Sept. 9 The Hand That Rocks The Cradle The Others Thursday, Sept. 10 Spaceballs Groundhog Day Friday, Sept. 11 Sister Act 21 Jump Street Saturday, Sept. 12 Toy Story (10 a.m.) Kill Bill Vol. 1 Kill Bill Vol. 2
Media Releases 19 of 83 ‘Unfortunate news’ for St. Clair Fratmen as CJFL sidelines 2020 season
CTV Windsor Web Writer - Friday, August 7, 2020
WINDSOR, ONT. -- The St. Clair Fratmen will not get the chance to kick-off the football season at the college’s brand new stadium this year.
The Canadian Junior Football League announced Thursday the 2020 season would be cancelled stating it would not be “feasible to operate a regular season or playoffs,” this year. Instead the league plans to focus on its return to play plan for the 2021 season.
“This is unfortunate news for the Fratmen Football program,” Saints Student Athletic Association president Michael Beale said. “But realizing the impact that the coronavirus has had on a global level the St. Clair Fratmen support the decision to suspend the 2020 fall season.”
The St. Clair College Student Athletic Association aquired the team in February and had planned to start the 2020 season at the new $21.5 million Sports Park.
“The St. Clair Fratmen remain committed to its players and coaches during this pandemic,” Beale said. “We had hoped that a delay in the season opener would have allowed an opportunity to salvage even a reduced fall season. But even this proved to be too much of a challenge. We will now focus on engaging our Ontario Football Conference partners to garner enough support to deliver a spring 2021 season to replace the fall season that was lost.”
Given the circumstances are beyond control of the players, the college will go ahead with honouring all financial commitments for scholarships in the upcoming school year, St. Clair College vice president Ron Seguin stated in a news release.
The Fratmen will engage in discussions within the coming weeks toward a framework for a spring season “that will meet the standards set by local and provincial health officials.”
Media Releases 20 of 83 CJFL Season Suspended
AM800 CKLW - Friday, August 7, 2020
St Clair Fratmen (photo courtesy of @StClairCollege website)
The Saints Student Athletic Association has learned that the Canadian Junior Football League has officially cancelled the 2020 fall season and playoffs due to the COVID-19 pandemic.
As a result, the St. Clair Fratmen will not get a chance to participate in its inaugural campaign this fall at the brand-new Sports Park Football stadium.
In a release the CJFL determined that it was not feasible to operate a regular season or playoffs for the 2020 season. CJFL Commissioner Jim Pankovich stated, "It is very disappointing to make this announcement today, but our priority is the health and safety of our players, coaches, staff, and team administrators".
Saints Student Athletic Association President Michael Beale said, "This is unfortunate news for the Fratmen Football program. But realizing the impact that the coronavirus has had on a global level the St. Clair Fratmen support the decision to suspend the 2020 fall season."
Beale also stated, "The St. Clair Fratmen remain committed to its players and coaches during this pandemic. We had hoped that a delay in the season opener would have allowed an opportunity to salvage even a reduced fall season. But even this proved to be too much of a challenge. We will now focus on engaging our Ontario Football Conference partners to garner enough support to deliver a spring 2021 season to replace the fall season that was lost."
St. Clair College Vice President Ron Seguin affirmed, "In light of circumstances beyond the control of our St. Clair College players we have decided to honour all financial commitments for scholarships in the upcoming academic year."
Media Releases 21 of 83 Windsor police promote their first Black staff sergeant
Recently promoted Windsor police officer Ed Armstrong is now the first Black staff sergeant in the history of the Windsor Police Service. But the 22-year veteran is most proud of his merits as a law enforcement professional and a team member.
Windsor Star - Aug 11, 2020
Newly promoted Staff Sgt. Ed Armstrong of the Windsor Police Service - the first Black staff sergeant in the history of WPS.
After 22 years with the Windsor Police Service, Ed Armstrong now has the distinction of being the force’s first Black staff sergeant.
But the recently promoted officer is most proud of his accomplishments as a law enforcement professional and a team member.
“It’s an honour — but I wasn’t promoted because of the colour of my skin,” Armstrong said Tuesday following the public announcement of his new rank.
“I’ve been taught that hard work has no colour and is recognized and rewarded. The Windsor Police Service shares those values.”
Born and raised in Windsor, Armstrong is a graduate of Riverside High School, St. Clair College and the University of Windsor.
He says his entry into police work was inspired by his athletic pursuits: He was on the St. Clair College Saints basketball team and the University of Windsor Lancers football team.
“Growing up, you’d see the police cars driving around. But my dream was to be a professional athlete,” Armstrong explained.
Media Releases 22 of 83 Newly-promoted Staff Sgt. Ed Armstrong of the Windsor Police Service – the first Black staff sergeant in the history of WPS. Photographed Aug. 11, 2020. Nick Brancaccio/Windsor Star
“The policing aspect reminds me of that team sport feeling. That’s how I transitioned into Windsor police.”
There’s certainly been no shortage of action in Armstrong’s career thus far with the police service: He spent 10 years with the tactical team — the Emergency Services Unit — holding expert instructor positions in firearms and rappelling, and eventually rising to the role of team leader.
While his new staff sergeant position in the patrol division will involve more administrative duties and work behind a desk than any of his previous roles, Armstrong believes he’ll still be contributing in the training and educating of effective police response.
“I’m there to give advice if needed,” Armstrong said. “I’m removed from the road, but I’ll still have my hand somewhat in the action.”
Armstrong, who’s 46, described the officers in his current department as “on the younger side” — so he’s in a good place to share his practical experience.
But policing isn’t just about tactics. Armstrong will also be putting to use the community collaboration and positive role modelling skills he developed as a sergeant with the Community Services Branch, where he was assigned in 2018.
“We’ve done a ton of outreach. We attend schools, universities, colleges,” Armstrong said.
“Our message is that Windsor police is all about diversity and equality.”
Improvement of racial diversity among Windsor police officers was one of the recommendations of a recently-released report by the Ontario Civilian Police Commission.
Media Releases 23 of 83 Staff Sgt. Ed Armstrong of Windsor police upon his promotion to his new rank – the first Black staff sergeant of the Windsor Police Service, August 2020. Courtesy of Windsor Police Service/Windsor Star
Armstrong pointed out that his promotion process began last year — long before Black Lives Matter protests and riots occurred around the world, ignited by the death of George Floyd at the hands of Minneapolis police.
“We can’t hide from what’s going on in the world. It’s not just in the United States — the movement is worldwide,” Armstrong said.
“I can say, from my perspective with Windsor police, that we do a great job with recruitment and reaching out to communities.”
Armstrong pointed to the story of Alton Parker — the first Black Windsor police officer, who became the first Black police detective in Canada.
“I’m proud to be a staff sergeant, and hope my own story inspires others to want to get into policing,” Armstrong said.
“If we want to change the dynamic of how some young people think of police officers, this is how we do it: By showcasing what we do, how we’re here to build relationships.”
Media Releases 24 of 83 Local Paramedics COVID-19 Free Since Pandemic Began AM800 CKLW – August 13, 2020
Paramedics with Essex-Windsor EMS continue to be COVID-19 free.
This from Chief Bruce Krauter who says, despite being on the front lines, not a single member of his team has tested positive for the virus.
Krauter says on scene times have increased significantly due to paramedics having to don personal protective equipment at each call, but the safety of staff and patients remains priority one.
He says keeping enough PPE in stock has been tough.
"Personal protective equipment, we continue to have the same struggles in maintaining favourable levels of PPE or personal protective equipment. We have been doing a pretty good job, we're keeping our heads above water, but it is still quite difficult to find PPE."
Krauter says they've been using local companies to make PPE.
"We understood early on that PPE was going to become a problem. We, early on, took our disposable sheets and had them re-purposed and made into gowns by a local company out of Kingsville. We also utilized a local tooling company to tool a part for our masks so that we could adapt medical equipment."
Essex-Windsor EMS Chief Bruce Krauter speaks at paramedic commencement ceremony. (Photo by AM800's Peter Langille)
He says outdoor trailers have been installed at hospitals to assist paramedics as well.
"We placed portable units at each hospital. They are climate-controlled and allow the paramedics to take off their equipment and clean and secure their equipment before they have to respond for another call. This was also staffed by part-time people and mostly paramedic students from St. Clair College and we continue that today."
Call volumes have returned to normal after a 35% drop when the pandemic began in March, something Krauter attributes to people being afraid to go to the hospital.
The pandemic has had a major financial impact on Essex-Windsor EMS — a report from the County of Essex shows unexpected costs of $966,000 for PPE and $958,000 for additional wages. Media Releases 25 of 83 Lawyer returns to first love as nurse to help remote community during pandemic
AM800 CKLW / CTV Windsor - Friday, August 14, 2020
When courthouses suspended their operations in March due to the COVID-19 pandemic, Martina Dwyer made the decision to temporarily leave her law practice in Hamilton to fight on the frontlines in a Northern Ontario Indigenous community.
Prior to obtaining her law degree from Windsor Law in 2011, Dwyer graduated from the health science program at St. Clair College. She worked as registered nurse for over 20 years in many numerous areas including public health, intensive care unit, labour and delivery.
Still a member of the Registered Nurses Association of Ontario (RNAO), Dwyer received constant emails concerning the shortage of nurses due to the pandemic, especially public health nurses for Indigenous communities. She chose to answer the call for help by returning to her first love of nursing in a very unconventional way.
“I couldn’t believe that this was happening. I was actually leaving my life where I’m in a big city and going to a northern community where I had no experience whatsoever. I didn’t even know what to expect,” Dwyer recalls her first thoughts.
Indigenous Services Canada commissioned her to a nursing station in one the most northern communities in Ontario, Keewaywin First Nation, an Oji-Cree First Nation, accessible only by plane.
“They needed someone that was specialized in COVID and that’s what my training was. Indigenous Services taught us everything related to COVID such as how to swab and contact trace.”
The First Nation has a population about 400 people. Despite its isolated location, Dwyer quickly learned that even one case of COVID-19 can be catastrophic.
“Often many people live in one household. One case can turn into four cases. We don’t have the facilities like the southern communities, such as access to a hospital. We have a small clinic, that’s why we really needed Martina here,” says Lynn Sutherland, head of Keewaywin First Nation’s COVID team.
Media Releases 26 of 83 During Dwyer’s month-long assignment, a nursing tent was set up to screen residents. Much of her job was educating the community on how to prevent the spread of the virus through methods of proper face protection, social distancing and sanitization.
“When Martina came it was a really big help to us because we didn’t know what we’re dealing with, it was all new,” says Gloria Kakepetum, member of the Keeywaywin COVID team.
“The community was so open to learning. They love their elders, they will do anything to protect them from this virus,” says Dwyer.
Using a creative approach, Dwyer and Sutherland also hosted a weekly radio show allowing residents to call in with their questions and concerns related to the virus.
The efforts paid off for this COVID team who treated their assignment as a 24/7 job. The community has yet to report a single COVID-19 case.
“Everybody followed protocol there I was just so proud of them,” says Dwyer who returned home in peace knowing Keeywaywin residents are now equipped to fight the pandemic.
Dwyer has switched out of her nursing gown and is back to fighting cases in the southern Ontario courtrooms. However, she says the short time she spent in Keeywaywin First Nation has taught her priceless life lessons.
“Living in this community causes you to pause, reflect and treat each other and the world with respect. They live their lives richly and their success is measured with family.”
Media Releases 27 of 83 Student at St.Clair College tests positive for COVID-19 Classmates of the student have been told to self-monitor and continue in-class attendance
CBC News · Aug 18, 2020
The Windsor-Essex County Health Unit has confirmed that a student attending St. Clair College has tested positive for COVID-19. (Melissa Nakhavoly/CBC)
A St. Clair College student has tested positive for COVID-19, according to a Monday press release from the post-secondary institution.
The Windsor-Essex County Health Unit confirmed the case and has determined that the transmission risk associated with the case is "low," reads the press release from the school.
Classmates of the individual have been told to self-monitor for 14 days while continuing their in-person attendance.
"On behalf of the entire St. Clair community of students and staff, I wish a speedy and thorough recovery to the student affected," St. Clair President Patti France said in the press release.
"As we have since the onset of the pandemic in March, St. Clair, of course, will abide by all of the suggestions and directives provided by the Health Unit — both in terms of individual cases, and to enhance our comprehensive pandemic plan."
The school released a reopening plan earlier this summer as it prepared to welcome back some students in July for labs, workshops and clinics as part of a pilot project initiated by the Ministry of Colleges and Universities.
According to the college, the reopening plan outlined numerous protocols and practices such as physical distancing, mask wearing and restricted group gatherings. The school said it also provided personal protective equipment for staff and students.
The plan also required students and staff to fill out an online questionnaire every day to get access to campus. The college said the questionnaire asks about possible contact with COVID-19 carriers and if the person has any symptoms related to the disease.
Media Releases 28 of 83 Transmission risk 'low' after student COVID-19 case, says St. Clair College
A student at Windsor's St. Clair College has tested positive for COVID-19. But the college says the risk of spread on campus has been determined to be 'low' — due to the college's strong measures.
Windsor Star - Aug 18, 2020
The main campus of St. Clair College in Windsor. Photographed June 17, 2020. Dan Janisse / Windsor Star
A student at Windsor’s St. Clair College has tested positive for the novel coronavirus — but the college says the risk the case will spread is considered low due to strong on-campus measures.
St. Clair College announced the single case on Monday.
All classmates of the affected individual have been asked to self-monitor for the next two weeks, but are allowed to continue to attend campus.
The determination of ‘low’ transmission risk was made the Windsor-Essex County Health Unit.
St. Clair College president Patti France wished “a speedy and thorough recovery to the student affected.”
“The larger lesson we’re taking from this is that our pandemic plan and all of its related procedures have been put in place for a very good reason, demanding conscientious recognition and adherence by students and staff,” France stated.
“Our collective well-being is dependent upon individual behaviour, so we each have an essential role to play to protect ourselves, our classmates, and our colleagues.”
At the start of July, St. Clair College re-opened its main campus to students in order to allow completion of spring and summer sessions.
Under authorization by Ontario’s Ministry of Colleges and Universities, students have been attending labs, workshops, and clinics on campus. Media Releases 29 of 83 According to the college, “several hundred” students have been coming to campus, with limitations.
A sign on the main campus of St. Clair College in Windsor.
In its statement on Monday, St Clair College pointed to “an extensive COVID-19 pandemic plan” that includes “numerous protocols and practices,” such as enforced physical distancing, mask-wearing, and restrictions on group gatherings.
Personal protective equipment has been provided for all students and staff.
Anyone attending campus, whether a student or a staff member, must first complete a daily online questionnaire that asks about potential contact with COVID-19 carriers and environments, and experience of any personal symptoms.
Access to campus is granted or denied based on the responses to the questionnaire, every day.
Patti France emphasized that the college will abide by all suggestions and directives of the Windsor-Essex County Health Unit.
The health unit reminded the public of the importance of following COVID-19 measures.
St. Clair College student Harjeet Manshaia (left) wears a mask while attending a millwright training session at the Ford Centre for Excellence on the college campus on July 27, 2020. Dan Janisse/The Windsor Star Media Releases 30 of 83 St. Clair College will continue to review COVID- 19 protocols in wake of positive student test
Windsor Star - Aug 20, 2020
Mahammadabrar Vohra, a student at St. Clair College, sits in the common area where social distancing and COVID-19 guidelines are posted, Wednesday, August 19, 2020. Dax Melmer / Windsor Star
A total of 70 St. Clair College students who were classmates of a student who tested positive for COVID- 19 are allowed to continue attending school, but must self monitor for 14 days.
Officials with the Windsor-Essex County Health Unit have deemed the risk of transmission to classmates as “low” due to the strong public health measures in St. Clair’s pandemic plan.
The health unit and the college announced Monday night that a student who was attending class at the college’s South Windsor campus had tested positive.
College administration said it will continue to review and if needed, revise safety protocols for students and staff.
“We will constantly be reviewing our protocols,” said Ken Blanchette, the college’s associate vice- president of academic. “The research on COVID-19 has changed a lot over the past few months. The prudent thing to improve on what we do is to constantly be revisiting our policies and comparing them with the research.”
Media Releases 31 of 83 St. Clair College student Harjeet Manshaia (left) wears a mask while attending a millwright training session at the Ford Centre for Excellence on the college campus on July 27, 2020. Dan Janisse/The Windsor Star
The health unit confirmed Tuesday that the student is recovering at home in self-isolation. The health unit was not able to provide the gender due to privacy restrictions but did say the student was symptomatic.
The decision to allow those classmates to continue in-person attendance was made after Dr. Wajid Ahmed, WECHU’s chief medical officer, reviewed details of the case.
“Obviously there is some level of risk, but the risk is not high enough to say that all of these individuals need any additional intervention, which was really helpful for us,” Ahmed said at his daily coronavirus briefing Tuesday. “We’ll continue to monitor all of those students. They will be doing their self-health assessment. We’ll be keeping a close eye on everyone, if they develop any symptoms.
Our collective well-being is dependent upon individual behaviour
“Again, even though they are low risk, we can’t say there is no risk. Based on that risk, if any of them develop any symptoms, they will be referred for testing, and then appropriate action will be taken by public health.”
The Ontario Police Academy in Aylmer recently had four recruits test positive for COVID-19. There, students and staff who may have had contact with the recruits were asked to isolate and were tested for COVID-19 according to the Ministry of the Solicitor General.
Approximately 300 students have been on St. Clair’s campus during the spring and summer to complete their 2019-20 studies in limited-attendance labs, workshops and clinics. The limited re-opening of the college occurred as part of a pilot project authorized by the provincial Ministry of Colleges and Universities.
Social distancing and COVID-19 guidelines are posted at St. Clair College, Wednesday, August 19, 2020. Dax Melmer/Windsor Star
Blanchette said the student who tested positive was among those working to complete winter semester requirements, which were interrupted when all schools were closed in March by government order.
The start of St. Clair’s fall semester has been pushed back two weeks to Sept. 21. The college has identified between 800 to 1,000 students who will require face-to-face instruction to meet course requirements but with staggered start times, no more than 500 will be on campus at one time. Media Releases 32 of 83 “On behalf of the entire St. Clair community of students and staff, I wish a speedy and thorough recovery to the student affected,” said St. Clair President Patti France. “The larger lesson we’re taking from this is that our pandemic plan and all of its related procedures have been put in place for a very good reason, demanding conscientious recognition and adherence by students and staff. Our collective well-being is dependent upon individual behaviour, so we each have an essential role to play to protect ourselves, our classmates and our colleagues.”
Jorge Gutierrez Calzada, the president of the Student Representative Council (SRC), says the SRC is “not overly worried” about the positive test. “The college is taking the precautions necessary so everyone is safe.”
As more students return to class in the coming weeks, Calzada said it’s important “to be truthful when you answer the questions and are coming on campus.”
All students and staff must answer a daily questionnaire about their health and COVID-19 and must receive approval to attend campus.
“You have to be honest,” Calzada said.
Media Releases 33 of 83 Ward 2 councillor 'hopeful' for solutions to rundown student housing
Windsor Star - Aug 24, 2020
The construction site for a new student residence at the St. Clair College main campus is shown on July 8, 2020. Dan Janisse / The Windsor Star
Coun. Fabio Costante said he’s hopeful some fixes are coming for one of the west side’s biggest aggravations — poorly kept student housing taking over residential neighbourhoods.
On Monday, council approved several of his motions centred around student housing, including petitioning the Ontario government and area MPPs to require that universities and colleges build more on- campus residences, and revisiting the controversial debate over residential rental licensing.
A report was requested for October on the pros and cons of a concept that Costante believes is the answer to out-of-town landlords packing multiple students into rundown houses around the University of Windsor campus. Under a licensing regime, landlords would be required to pay an annual fee that would pay the cost of regular fire and building inspections to ensure rental housing is safe and well-maintained.
The issue was a thorny one in 2017 and 2018, when the previous council voted 5-4 against licensing and instead opted for a beefed-up enforcement model. Several of the councillors who voted against licensing or declared conflicts and didn’t vote, are now gone.
“I do feel hopeful,” the Ward 2 councillor said after Monday’s meeting. “And it’s certainly something I believe in strongly and I’ll certainly be working my hardest on, alongside any other councillor who’s interested in this issue and any citizen who’s interested in getting residential licensing.”
Ward 1 Coun. Fred Francis, who voted against licensing last time, represents the other area of the city most affected by the influx of students, around St. Clair College.
Francis noted that the college is currently building a new residence to address the influx of international students. He said he understands why people living around the college are complaining.
Media Releases 34 of 83 “Here I am living in a neighbourhood and I’ve been here 40, 50 years. I take care of my grass, my neighbours did the same and now I might have six, seven, eight students living next door and no one’s cutting the grass, no one’s taking out the garbage,” he said after the meeting.
“And if it’s multiple properties on a stretch of street, it changes the way my neighbourhood looks.”
Francis voted against licensing in 2017-2018, opting instead for educating students about their rights as tenants and beefing up the city’s enforcement staff in a pilot project designed to go after the bad landlords.
If the new administration report shows that those initiatives have not worked, he said, the city may have to look again at licensing.
At Monday’s meeting, Rob Vani, the city’s manager of inspections, presented statistics that show a much- improved picture when it comes to enforcing building and fire code infractions.
Around 2015-2016, the standard time for city bylaw enforcement officers to respond to a complaint — for example, about a poorly kept neighbour’s yard — was about 80 days. Today, after the addition of officers, the response time has dropped to 10 days.
The number of outstanding complaints has dropped from between 900 to 1,000 before, to 50 to 100 currently. The number of orders issued for owners to fix their properties has gone from 200 to 250 per year before to about 500 currently.
And the number of charges before the courts has gone from 50 to 60 a year to more than 100 currently.
But Costante has pointed out that market pressures — an explosion in the number of international students and out-of-town investors snapping up properties to take advantage of the big demand for rental housing — have contributed to making the situation worse.
One of the big problems, Francis said, is the legal “loophole” where a bunch of students packed into a single-family home have to be treated the same as a family when it comes to rules about the number of residents allowed.
“I really don’t want to dance around this issue, we all know there is an issue around the neighbourhoods in and around the university and college, in Wards 1 and 2,” Francis said. “It’s hard for me to think we can’t find a reasonable solution here.”
Finding that solution is really the “million-dollar question,” said City of Windsor solicitor Shelby Askin Hager.
“We’ve been wrestling with this issue for years. There is no simple, quick solution.”
Costante is expecting a robust debate on the residential rental licensing debate in October. The problem is most profound around the university and now the college, he said.
“But it has spread out throughout the city, so I know it’s on the radar of more councillors.”
Media Releases 35 of 83 Windsor Regional Hospital issues record number of tests with help from drive-thru site
CTV Windsor Web Writer - Monday, August 24, 2020
Windsor Regional Hospital staff conducting drive-thru COVID-19 testing outside St. Clair College Sportsplex in Windsor, Ont. on Monday, Aug. 24 2020. (courtesy Windsor Regional Hospital)
WINDSOR, ONT. -- Windsor Regional Hospital’s drive-thru COVID-19 testing blitz at the St. Clair College Sportsplex helped make a new single-day testing record.
WRH hospital says the 418 people who attended the drive-thru testing combined with the 240 tested at the Ouellette Campus assessment centre broke hospital staffs’ record for a total of 658 tests.
Through the support and approval of Ontario Health, the hospital started to provide testing to anyone seeking a test during a two-day drive-thru testing blitz at the St. Clair College Sportsplex and will be followed by further testing inside the facility in September.
The nasal swabs are available for anyone who wishes to be tested for COVID-19, WRH says.
Officials said the new site is in response to an increased demand in tests ahead of schools reopening in September as well as people returning from summer vacation.
The drive-thru testing will continue Tuesday from 9 a.m. to 4 p.m.
WRH then plans to use the Sportsplex for a second COVID-19 testing centre in September.
Media Releases 36 of 83 Hot Zone Part 1: A day in the life of a COVID-19 field hospital
Windsor Star - Aug 25, 2020
Patient Vince Norris, 65, gets a visit on May 13, 2020, by medical staff at Windsor Regional Hospital's field hospital, set up at St. Clair College's SportsPlex to help the local health system cope during the COVID-19 pandemic. Photo by Dax Melmer /Windsor Star
Steve Hart knew his 96-year-old mother was afraid.
He couldn’t blame her. He was, too.
On paper, the place where Audrey Hart was heading did seem scary. Disease potentially lurked on every surface. The strangers caring for the sick were shrouded in gowns, masks and shields. Families, cut off from dying loved ones, bid goodbye with iPads.
Audrey Hart, a cheerful granny with a thick Liverpool accent and constant concern that her bed isn’t made, was among the first wave of long-term care patients moved into Windsor’s COVID-19 field hospital. At 96, it would be her first stay in any hospital.
She was anxious. She didn’t want to leave the nursing home where she’d spent the final months with her husband of seven decades before he died two years ago.
Her son was there to see her off from Heron Terrace. But he couldn’t hug her. No kiss on the cheek. Just some reassuring words and a wave from a distance.
“She was first tested on April 15,” Steve said in late May. “So that was basically the last time I saw her. She was on the ground floor, so I could see her through a window.
“Obviously, she was a little bit scared. First of all, she’s 96. A different environment is scary no matter what.
“But to move into an environment where everybody’s walking around in masks and shields, I think, just freaked her out a little bit.”
Windsor Regional Hospital’s field unit was the first of its kind built in the province to fight the worst pandemic the world has seen since 1918.
Media Releases 37 of 83 Medical staff work with the lights out during nap time at Windsor Regional Hospital’s field hospital during the COVID-19 pandemic on May 13, 2020. Photo by Dax Melmer /Windsor Star
The Ministry of Health said “approximately six” field hospitals were built in Ontario, but it did not know how many of those have been operational.
Windsor Regional Hospital CEO David Musyj said that, as far as he knows, Windsor’s is the only field hospital in the province to have admitted patients.
At the height of the COVID-19 crisis, the Windsor Star went beyond the No Entry signs and Hot Zone warnings to join health-care workers as they comforted and cared for sick patients.
The 100-bed facility is housed in the gymnasium of St. Clair College’s SportsPlex, a standalone athletic facility on the main campus in South Windsor. The Canadian Army helped hospital officials, who also toured schools and hockey rinks as potential sites, pick the location.
It’s isolated from the rest of the college. It has a big lobby where the PPE and security stations are set up. There is easy access for paramedics. Plumbing and electricity could be pulled in, and it has a backup generator. It was also spacious.
A nurse sits in the lobby while on break at the Windsor Regional Hospital field hospital at the St. Clair College SportsPlex on May 13, 2020. Photo by Dax Melmer /Windsor Star
“The concept was to go into a facility that was larger than what you hoped you would need so you don’t have multiple field hospitals,” said Musyj. “The infrastructure that it would take to set up one field hospital, you don’t want to do it multiple times.” 38 of 83 Media Releases When the hospital made the request to St. Clair, the answer came back within minutes. The college was already donating equipment and masks, and helping raise money for local hospitals.
“We were obviously going crazy switching our in-person delivery of teaching to online,” said college president Patti France. “As the crisis worsened our attention turned from inward to outward. We were serving our students, at least trying to the best of our ability.
“But we also really wanted to serve our community. I think that’s really important to St. Clair.”
The hospital took possession of the SportsPlex on April 1. Construction began April 6. St. Clair staff helped install HVAC, electrical and internet connections.
Local company Lester Construction built the hospital for the cost of materials, about $50,000. Musyj said buying prefabricated setups would have cost $1 million.
The original plan was for the field hospital to take patients during a surge of community-spread cases. That surge never materialized.
Karen Riddell, vice president of critical care at Windsor Regional Hospital, is pictured on the CTU floor at Windsor Regional Hospital’s Ouellette campus on May 13, 2020. Photo by Dax Melmer /Windsor Star
But another crisis developed. The virus swept through long-term care homes, attacking sick and vulnerable residents, and spreading to staff.
Built in less than two weeks, the field hospital became the temporary home for residents of a single overwhelmed long-term care facility: Heron Terrace.
As of this month, 70 Heron Terrace residents have tested positive for COVID-19. Twenty-five have died. Seven have passed away at the home. Eighteen residents died at Windsor Regional Hospital, including 16 at the SportsPlex. Thirty-four staff also tested positive for COVID-19.
The home started having serious problems over Easter weekend.
“It was spreading through the facility,” said Musyj. “Individuals were sick. Unfortunately, residents were passing away. They had to stem the tide of the spread of COVID within their facility.
“A discussion happened very rapidly about using this facility.”
On April 18, 21 Heron Terrace residents were moved into the field hospital. By the end of June, 52 of the home’s residents had stayed there. 39 of 83 Media Releases A sign thanking staff members was erected on the front lawn of Heron Terrace, a local long-term care facility, on April 14, 2020. Photo by Dax Melmer /Windsor Star
The head of the Steeves and Rozema Group, which owns Heron Terrace, called it an “absolute lifesaver” for many of his residents.
CEO John Scotland said the offer of a field hospital to house long-term care residents was unique in the province. It likely saved Heron Terrace from a calamity that could have crippled the facility.
“We went into an immediate staffing crisis when it was determined we had a COVID outbreak in the home,” said Scotland.
“We were having real challenges filling those gaps left by staff who were either absent because they had COVID or they had concerns about their own health or their family’s health.”
It’s hard because they’re not here. They can’t be here when their loved ones are getting really sick.
Shortly after that crisis hit, the province issued a directive that employees of long-term care homes could only work at one site to stem the spread of the virus. Some Heron Terrace employees chose to work elsewhere.
“What would have happened is we would have continued to struggle to fill the staffing,” said Scotland. “It would have been very difficult and the level of care that our residents need and deserve would have been dramatically impacted.”
Despite that, moving residents out of the COVID-infested home did little to ease the worries of many families.
“The families have a great sense of fear,” said Dr. Marguerite Chevalier, chief of family practice at Windsor Regional Hospital and lead physician for the field hospital. “So it’s walking through that journey with them and doing the best we can for their loved one.
“It’s hard because they’re not here. They can’t be here when their loved ones are getting really sick.”
As was the case at long-term care homes, patient families — and everyone else — were not allowed inside the field hospital.
Media Releases 40 of 83 Karen Riddell, vice president of critical care at Windsor Regional Hospital, is helped with her PPE by Dr. Marguerite Chevalier, lead physician at the field hospital, as they prepare to enter the hot zone on May 13, 2020, during the COVID-19 pandemic. Photo by Dax Melmer /Windsor Star
Bold-letter signs on the front doors make that clear. Those doors lead directly into a line of stanchions and retractable barriers.
The barricades funnel everyone to a screening station to determine if they’ve been out of the country, have COVID-19 symptoms or have been exposed to anyone with the virus. That questionnaire then goes to a security guard who assesses if the person is permitted.
Across the lobby, the glass doors of the gymnasium’s main entrance are plastered with “Hot Zone” warnings and reminders about personal protective equipment. Beyond that threshold, it’s assumed COVID-19 lives everywhere and on everything.
A health-care staffer adjusts her PPE in front of a Hot Zone sign at Windsor Regional Hospital’s field hospital at St. Clair College. Photo by Dax Melmer /Windsor Star
Chevalier understands the anxiety of sending a loved one into such a foreign environment.
“It’s a very intense relationship we’ve had with many of these family members, calling them every day,” she said. “Trying to reassure them, if you’re able to reassure them.”
When she arrives early every morning, Chevalier walks down the corridor of barriers and takes a few pumps from one of dozens of hand-sanitizing stations in the facility. 41 of 83 Media Releases She rubs her hands until the alcohol dries, gives a smile and a “good morning” to the security guard and checks in, confirming she has no COVID-19 symptoms. Then she dons the PPE she’ll wear until she leaves later in the evening.
There’s a station set up in the lobby where shelves are lined with gowns, masks and face shields.
But first, another round of sanitizer if she’s touched anything. Then she slips on a heavy gown, arms in first, and ties it up at the back. More sanitizer. Then a mask. Sanitizer. Face shield. Sanitizer.
She then treads through the heavy glass doors covered in COVID-19 warnings.
As a reminder of why they’re here — not that they need it — everyone who makes it this far inside is greeted with some cheer.
The plastic sheeting at the end of the first row of patient rooms is plastered in drawings, thank-you notes and get well wishes from children.
Front-line medical staff are shown May 13, 2020, working at the Windsor Regional Hospital field hospital at the St. Clair College SportsPlex. Photo by Dax Melmer /Windsor Star
Beyond this threshold, you can’t touch your face. No rubbing your eyes. No adjusting your glasses. No scratching that itchy nose.
The large face shields do a good job of helping prevent people from unwittingly brushing a hand against their face. They also offer “splash protection.”
But they’re awkward and hot. They fog up. It can be difficult to speak clearly behind the mask and shield, and even harder to hear someone else.
It’s also hard to recognize people behind all the gear, which can unsettle new residents, so staff put their names at the top of their shields.
Despite how cumbersome and uncomfortable the PPE can be, it protects front-line workers and vulnerable patients alike.
“When we’re gowned up, we’re gowned up for the day rounding all of our patients,” said Dr. Wendy Kennette, head of palliative care at Windsor Regional Hospital. “We’re wearing the protective equipment all day long. So you are responsible for keeping yourself protected for every single patient.”
Media Releases 42 of 83 Patient rooms, constructed with wooden frames and white plastic sheets for walls, are laid out in a grid pattern. Each one has a bed, lounge chair and tray table. In an attempt to help patients forget they’re shut off from the outside world, the rooms have fake windows with nature scenes.
Field hospital director Jonathan Foster is shown May 13, 2020, inspecting an empty patient room during the COVID-19 pandemic. Photo by Dax Melmer /Windsor Star
Each row of rooms ends with a striped yellow bar and stop sign with the words “No Entry.” Sometimes, mobile patients take off wandering. The barriers stop them from straying outside or into the back of the hospital where plumbing pipes and electrical conduits snake into the building.
The hallway running down the middle of the gymnasium is the field hospital’s nerve centre.
The nurse stations, tucked behind plexiglass barriers on one side of the hallway, form the nucleus of the operation. Metal shelves stocked with the most commonly used supplies — everything from sanitizer to adult diapers — sit on the other side of the corridor.
Behind the nurse stations, housed in separate rooms, are a fully stocked pharmacy, lab and a computerized drug and prescriptions system.
A few steps down the hallway from the nurse stations are some large white boards. A few times a day, with St. Clair College championship banners hanging overhead, the team gathers around the boards for a “safety huddle.”
Front-line medical staff are shown May 13, 2020, during a meeting at the field hospital at the St. Clair College SportsPlex during the COVID-19 pandemic.
“We do a run-through of all our patients,” said field hospital director Jonathan Foster. “We look at our very high-risk scenarios and make sure we’ve got the right measures in place. Team members can escalate anything at this point. Media Releases 43 of 83 “We ask all of our nurses to bring forward any concerns they have and we make sure there is a solution in place right away.”
But the huddles are about more than patient updates. There are tough days in the field hospital. Sometimes a patient has a bad night.
Sometimes they don’t make it through the night.
The doctors and nurses open up to each other. They weep together.
“If we’re struggling, if we know we’ve had a very difficult patient behaviourly or if we’ve had a difficult death where it’s been particularly sad for us, we give them some time to talk about it,” said Chevalier.
Death is a fact of life in health care. But this is something no one here has experienced before.
Though not in person, they’re there with them and we take faith in knowing that our patients know their families are there with them as well. That has had a profound impact here.
“Some have had very, very awful symptoms,” said Chevalier. “We’ve had quite a number of deaths, which has been really awful. They’ve become very sick very fast. A good proportion of our patients have got end-stage dementia and this kind of tipped the scales for them.”
In a place shut off from the outside world, death is even more difficult.
Suddenly, iPads became as important as any other tool. For all patients, iPads were the sole connection to the world beyond the gymnasium walls, allowing video chats with family. But for some, it was also the only way to say goodbye.
“In every case we have supported the families to be part of that passing through a video visit with their loved ones,” said Foster. “It sounds almost surreal to talk about it like that but it’s been incredibly meaningful for the families to still be with their loved one.
“Though not in person, they’re there with them and we take faith in knowing that our patients know their families are there with them as well. That has had a profound impact here.”
When not in safety huddles, the doctors spend their day doing rounds. Families receive daily updates.
“Certainly, if a patient is palliative, if they’re not doing well, if they’ve had any change in symptoms, I touch base with them almost every day,” said Chevalier. “And I love to touch base with them if we’d had a good day or a good result. Those are fun phone calls to make.”
Hand sanitizer and glove dispensers sit outside every patient room. They both go on before entering.
Media Releases 44 of 83 The area where staff don personal protective equipment is pictured at the Windsor Regional Hospital’s field hospital at the St. Clair College SportsPlex. Photo by Dax Melmer /Windsor Star
Every time a doctor or nurse goes into a patient room, they offer food and fluids. Lethargy and loss of appetite are signs of COVID-19 in the elderly, and they are dangerous.
Immediately after leaving a patient room, the gloves come off and more hand sanitizer goes on.
Every day around 1:30 or 2 p.m., it’s nap time. The overhead lights are turned down to reduce stimulation.
Inside the gymnasium, where there’s an absence of natural day and night cycles, a lot of deliberation went into when the lights should go on and off to simulate regular patterns.
“Outside of that it can be really disorienting, especially for an elderly population or people with cognitive issues or dementias,” said Foster. “It can arguably trigger some kind of a delirium type response in them. So by making sure the lights come on at the same time every day it creates structure, predictability, routine.”
But Audrey Hart isn’t napping. She’s sitting in her chair under the soft glow of a floor lamp, a little snack on the tray table, with an iPad set up inches from her face.
COVID-19 patient Audrey Hart, 96, is pictured in her room at Windsor Regional Hospital’s field hospital on May 13, 2020. Photo by Dax Melmer /Windsor Star
Audrey has discovered Netflix. She’s been binge-watching The Crown.
“It’s gonna cost me a fortune when she comes out because I’m going to have to buy her an iPad,” said Steve.
A couple weeks into her stay, she’s feeling much better about living at the field hospital than the day she climbed into the ambulance that brought her here.
Shortly after her arrival, Chevalier sent Audrey’s family a photo of her sitting in the hallway drinking tea with the nurses.
“I’ve no complaints to speak of,” Hart said after setting down her iPad. “The food is good. So what more can you say?”
Her son also felt better about things.
“I’ve got to be honest with you, we were skeptical,” he said. “Because she’s 96, because she’s settled and she was comfortable in her room at Heron Terrace, I was thinking ahead of time that we’ll leave her there.
Media Releases 45 of 83 “But the more I thought about it, I thought how unfair it was on the staff to have someone who was positive and leave them in there. It’s more stress on them.”
Audrey was tested a couple times before the result came back positive on April 21.
“We were in the room on a Thursday morning and got a bit of entertaining, you know?” she said. “We were gone back for lunch, but instead quite a few of us were picked and we were brought in here.”
She wasn’t sure why. She said she hadn’t been feeling sick.
“Not that morning I wasn’t,” said Hart. “And nobody else seemed to be.
“But they come around and they done a bit of checking. There was this virus thing. But none of us felt bad or nothing. But there was quite a lot of us. And they’re still here as far as I know. But I don’t see them.”
A month after first testing positive for COVID-19, she said her worst symptom was a slight cough.
Field hospital director Jonathan Foster talks with COVID-19 patient Audrey Hart, 96, in her SportsPlex room on May 13, 2020. Photo by Dax Melmer /Windsor Star
Her main concern in the moment is the hospital-issued blue and white blankets that lay crumpled on her bed.
Focused on her next episode of The Crown, she neglected them. Now that she has unexpected visitors, she’s worried about the bed.
“It hasn’t been made today,” said Hart. “That doesn’t look very nice in a photograph today, does it?”
Perhaps to draw attention away from the bed, perhaps because she’s so proud, Audrey points to several family photographs.
The field hospital’s colour printer became another indispensable piece of equipment.
“They email in their photos,” said Foster. “We’ve got a nice colour printer, so we print and post them up in their rooms.
“It’s really nice for the staff to get to see more of the lives of the patients. It helps us learn more about them as a person. So it’s not just a diagnosis, but they’re learning about their family, what they might have done before they became ill or been placed into long-term care. It helps interact with them and engage with them.”
The walls of Audrey’s room are plastered in photographs. There are snapshots of her son, Steve, granddaughter Victoria, grandson Chris, and great-grandchildren Cruz and Hartley. There’s also Oliver, a one-year-old Goldendoodle — Steve’s “other grandson.”
But her husband, Fred, holds a place of prominence.
He’s been gone two years, but Audrey talks about her husband like he’s just in the next room.
“There’s Fred next to me,” she said, beaming as she points him out in a large family photo.
The couple, from Liverpool, met at a wedding. Someone from his side of the family married a woman from her side. 46 of 83 Media Releases Fred and Audrey were married on March 23, 1946. He was an engineer in Liverpool. She was a housewife.
“They had a good life,” said Steve.
There were struggles, though.
“They went through a lot there, especially during the Second World War,” said Steve.
But for more than seven decades, including fighting for survival against massive bombing campaigns and food shortages in Britain, they were together.
They came to Canada in 1984 to be closer to Steve, who had left Europe five years earlier.
Field hospital director Jonathan Foster talks with patient Audrey Hart, 96, in her room on May 13, 2020. Photo by Dax Melmer /Windsor Star
Fred, in failing health, moved to Heron Terrace first. Audrey went shortly after because they couldn’t bear to be apart. Only months later, they were finally pulled apart when Fred died at age 96.
Two months after her stay at the field hospital, she’s back home in their room at Heron Terrace.
Hart was released from the hospital June 8, a day after testing negative. Holding a walker and sporting a face mask, she strolled out of the hospital past a line of cheering health-care workers.
But more struggles are ahead. Audrey had early onset dementia before catching COVID-19. Now she’s forgetting the names of her grandchildren.
“I think this has really accelerated it,” said Steve. “Ever since she came out of the hospital it’s been quite significantly worse.”
He said the doctors were concerned that might happen. But he clings to the positive. Physically, she’s doing so well that the lifelong shopaholic has been insisting on a trip to the mall.
The family can now visit her, from a distance, outdoors at Heron Terrace. And Steve hasn’t had to buy her that iPad.
“I guess her iPad’s the window now,” he said. “I just call her out the window. We all go sit out there, take a chair and talk to her through the window.”
Media Releases 47 of 83 'No parties in residence:' Here's how Windsor's on-campus life will look this year University and college residences have assigned one student per dorm room
CBC News · Aug 25, 2020
The University of Windsor and St. Clair College residences will look a lot different this school year, with most common spaces closed and dorms limited to one person. (Katerina Georgieva/CBC)
Though many of Windsor's university and college classes will be online this fall, a number of students have still opted to live in residence.
Come September, both the University of Windsor and St. Clair College residences will operate below capacity to abide by public health measures. At UWindsor, residences will operate at 25 per cent, while St. Clair said it's only taking in half the number of students it normally would.
Officials from both schools acknowledged how different this year will be, especially with dorm parties being strictly prohibited and most common spaces, aside from laundry and some kitchens, closed.
"There will be no parties in residence...it cannot happen," said UWindsor's associate vice president of student experience Ryan Flannagan. "But when things do open up and we get past this COVID-19 stuff we've made a commitment to students to have a post COVID-19 party such that they've never seen before here on campus so that we can make it up to them."
The university's associated vice-president of student experience Ryan Flannagan says parties are not allowed, but the school hopes to make it up to students when COVID-19 is over. (Katerina Georgieva/CBC) Media Releases 48 of 83 "All the experiences that they haven't had as first year students we're hoping that when things get better and we're past the pandemic we can make that happen for them in the winter term," he said.
With parties and other in-person social gatherings a no-go, both schools said they are planning online orientation weeks that include virtual bingo, scavenger hunts, talent shows, concerts and contests.
But without the typical university or college experience, why would students still be compelled to stay on- campus?
Flannigan said the option might be essential for international students and those whose home situations aren't ideal for studying.
But, he added, it's also a good choice for those who just want to get away.
"I think there's just the situation that I was in when I was 19 years of age and I was looking to go off to university," Flannagan said. "I was done with my parents, I couldn't spend another week with them...I needed to get out of my house and I did that and it was the best thing that happened to me, so I'm sure there's some of those students as well."
At the college, residence life coordinator Alyxis Watson said students are only allowed 1 guest in their dorms and no visitors from outside the building.
"We're going to make sure that they're staying safe but also having fun, making sure that they meet new people and create those connections that they're going to make at school," Watson said.
St. Clair College's residence life coordinator Alyxis Watson says they want students to form meaningful connections while staying safe. (Katerina Georgieva/CBC)
Should a student fall sick, Flannagan said the university has a designated quarantine space at Cartier Hall and that food will be delivered.
Meanwhile, the college said students will stay in their own rooms and have groceries brought to their door.
As the start of school nears, the Windsor-Essex County Health Unit is reviewing the plans for both campuses and is working to ensure health and safety protocols are being followed.
Media Releases 49 of 83 St. Clair College pilot project ensures COVID-19 measures are followed through
CTV Windsor News Reporter - Tuesday, August 25, 2020
WINDSOR, ONT. -- On top of cleaning measures and safety guidelines, St. Clair College has hired people to patrol, the halls and classrooms to make sure everyone is following the rules.
The Safety Ambassador program was launched as a pilot project in early July and has proven to be a successful part of college life during the pandemic.
“I have to say it’s been really good to see how compliant a lot of people are,” said Irene Moore Davis, manager of continuing education at the Windsor campus.
The program currently has four ambassadors combing the campus to ensure everyone is following the rules.
The ambassadors are college administrators.
“They have experience in helping staff and students understanding their responsibilities, that’s been an important aspect of this definitely,” said Rebecca Demchuk associate vice president, safety, security and facilities management at the college.
There have been around 300 students on campus this summer and numbers are expected to balloon to 1,000 in the fall.
“Every now and then we see some lapses,” Moore Davis said.
Compliance with the new protocols has been high, but not perfect.
“We have had a couple of people that we’ve had to ask to leave the college because the reminders became redundant,” said Demchuk.
“This is a very special time we’re all living though and we’ve got to be super careful,” Moore Davis noted.
Almost 300 students back for on-campus learning with new safety measures in place at St. Clair College in Windsor, Ont. on Monday, July 22 2020 (Bob Bellacicco/CTV News) Media Releases 50 of 83 City Sends Thanks For Medical Donations windsoriteDOTca News Staff - Saturday August 29th, 2020
The City of Windsor is saying Thank You to all the residents and businesses that donated medical supplies when the COVID-19 pandemic hit our community.
“On March 23th, 2020 we put out a call to the local community for donations of Personal Protective Equipment” said Windsor Mayor Drew Dilkens. “The response was immediate and overwhelming and helped ensure our front line workers were able to safely continue their vital jobs. Now that we’re in good shape with PPE we’re able to safely close down the operation”.
The donations came from all over the community including business and organizations like dentist and doctors’ offices, local manufacturing facilities, nail salons, the University of Windsor, Caesars Windsor, Habitat for Humanity, Tepperman’s and the Windsor Spitfires.
Donations included:
3,245 N-95 respirator masks have been collected;
38,000 surgical face masks have been received;
45,000 pairs of disposable gloves have been donated;
360 pairs of goggles or face shields have been collected;
840 tyvek suits received;
65 bed cots and mattress covers donated
In addition, community members made one-off donations of items such as thermometers, homemade hand sewn masks, ear savers, humidifiers and cleaning products. Some of the miscellaneous supplies of a medical nature that couldn’t be used by the health care workers have been donated to St. Clair College for their teaching and training of students in the health care sector.
Staff located at the WFCU Centre have been processing donations, tracking inventory and deploying the much needed products directly to frontline health care staff and shelters across the region. Hospitals in both Windsor and Leamington as well as Windsor-Essex EMS, Windsor Fire & Rescue, the COVID-19 Shelter Hotel, long term care and retirement homes, walk in clinics, the shelter at Windsor Water World, March of Dimes, Huron Lodge, and the Children’s Aid Society (CAS) are just a few of the organizations that received the much needed product. 51 of 83 Media Releases What college students in Canada can expect during COVID
Maclean’s Magazine – September 2, 2020
Maclean’s spoke with dozens of Canadian colleges to get a sense of what students can expect this fall
Teleconferencing during COVID-19 lockdown (Getty Images)
The first thing you notice are the signs—posted on the doorways reminding you to wear your mask, hanging on the walls to urge a six-foot distance from other students, and taped up in the washrooms stressing proper hand-washing technique.
This semester of college is going to be a bit different, with schools across the country taking steps to follow the COVID-19 guidance of their provincial and local health authorities. Maclean’s spoke with dozens of colleges to get a sense of what students can expect this fall. Classes will be online and on-site—but mostly online
Nearly every school in the country will be offering a model of blended learning this semester, emphasizing online instruction. For the majority of theory classes, students can expect to meet their instructor and classmates in a virtual classroom. Some instruction that relies on hands-on learning or lab work will take place in person; schools are rethinking how those classes might be taught. At Algonquin College in Ottawa, students in the therapeutic recreation program will use video calls to interact with clients. At Assiniboine College in Manitoba, students in programs such as culinary arts or practical nursing will have personalized sets of tools they’ll be required to bring to classes, so there will be less chance of cross- contamination through sharing equipment. And where distancing isn’t possible, some schools are postponing courses or entire programs. At George Brown College in Toronto, some of the classes that require a clinical setting are on hold until 2021.
If you are required to travel across provincial lines to attend your college, there may be some help for you. Out-of-province and out-of-country students heading to the New Brunswick College of Craft and Design, for example, can request a letter to give to border officials to facilitate travel. When on campus, keep your distance
Many schools across the country will also mandate physical-distancing guidelines and mask-wearing in common areas of campuses. You are likely to see signs, floor markers and arrows directing traffic flow throughout schools, and some faculty are adjusting class schedules to minimize the number of people coming and going at any given time. At Lakeland College in Alberta, for example, students might notice Media Releases 52 of 83 that their labs, fieldwork and farm studies are now offered on a staggered rotation, meaning the hallways could look a little empty while they’re walking to and from class.
Many schools noted that masks will need to be worn by students on entering and exiting buildings, as well as in classes when it’s impossible to keep a two-metre distance from one another. Cégep Heritage College in Quebec will be offering masks to students as part of their welcome back kits, which will also contain hand sanitizer.
A handful of schools across the country will also be conducting regular health checks for both faculty and students. At St. Clair College in Windsor, Ont., both students and staff will undergo daily health screenings to look for COVID-19 symptoms, and anyone coming to campus in the fall will have to complete a student training module that goes over COVID protocols before they can attend class in person. Need a book? Try curb-side pickup
Campus services and amenities are also adjusting their operations. Some food halls will close or have reduced hours. The same is expected of libraries, computer labs and bookstores, so it’s a good idea for students to double-check and prepare, particularly if there are no food options on campus. Mohawk College in Hamilton, Ont., is shutting down its shared water fountains, so be sure to fill that reusable bottle at home before coming to class. Also at Mohawk, if you’re looking for the gym, you might stumble across a classroom instead. The school has decided that all fitness centres will be used for academic study. Schools in Alberta have cancelled the entire fall 2020 athletic season; if you’re a student at Grande Prairie Regional College, for example, you’ll have to wait until next year to see your GPRC Wolves. Help is just a click away
For nearly all schools across the country, student services are shifting online this semester. At Thompson Rivers University in B.C., you can find peer mentoring, counselling and even campus tours online. Students at Durham College in Ontario can access all their campus health and wellness services as well as apply for financial aid virtually.
Finances are a big concern for students this year, especially with changing expectations about their campus experience. Great Plains College in Saskatchewan has frozen all tuition and student fees for the 2020-21 school year and is extending the period during which students can apply for scholarships. At Loyalist College in Ontario, students can apply for a one-time bursary of $1,000 to help with tuition costs.
Ultimately, this school year will look different in myriad ways. But faculty and staff from coast to coast to coast are trying to make the changes feel as seamless and integrated as possible. While the fall semester may not be what students are used to, schools are invested in making sure they have what they need, while doing their best to keep everyone safe.
Media Releases 53 of 83 Refugee-immigrant duo offer translation services to ease newcomer transition Between them, they speak 7 languages from Arabic to Russian
CBC News · Posted: Sep 02, 2020
Mahmoud Hatoum (left) and Vasilis Panousis heard local non-profits were struggling to provide language services to newcomers in the City of Windsor. They knew a translation and interpretation business would be a success, and weren't going to let a pandemic get in their way. (Jason Viau/CBC)
When Vasilis Panousis and Mahmoud Hatoum threw open the doors of their translation company on March 10, they knew there was a need for their services in the City of Windsor.
Panousis, who had immigrated from Greece in 2012, and Hatoum, who came to Canada as a Lebanese refugee in 2004, had seen the long waits for translation and interpretation, and how local non-profits were struggling to keep up.
"They do excellent work," said Panousis, "But they cannot support everybody."
"They have to accommodate and assist so many people, they cannot lift the burden on their own," he said.
The pair never expected to have to close the very next day, as COVID-19 took hold, and the World Health Organization declared it a global pandemic.
So they locked up, and locked down with the rest of the city.
Mahmoud Hatoum (seated) was a doctor before immigrating to Canada, and studied in English, so he uses that knowledge to help unravel the complexities of Canadian medical care for newcomers. (Jason Viau/CBC) Media Releases 54 of 83 Until July 6, that is.
Since then, calls to MV United Translations have been consistent — a testament, Panousis says, to the diversity of the area.
"We cannot be accommodating 150 ethnicities without having the necessary linguistic background."
Most of the demand is for translation or interpretation in Arabic, Mandarin and Cantonese and Spanish, and the pair hire contractors to help with more rare languages like Swahili, Chaldean and Ethiopian dialects like Tigrinya. From bank appointments to doctor's visits
Moving to a new country where you don't speak the language can be a daunting experience. When people do, they often find they need help with everyday tasks, says Panousis.
"From opening a bank account, visiting the doctor, going to the immigration office to get their paperwork: for all of that they need the services of a professionally-trained interpreter. Sure, I can bring my kid, I can bring my cousin, I can bring my wife who speaks English. But are they really trained?"
Panousis was an economist in Greece, but has since been trained, and is an instructor in, St. Clair College's Language Interpreter Certificate Program.
Hatoum was a doctor before immigrating to Canada, and studied in English, so he uses that knowledge to help unravel the complexities of Canadian medical care for newcomers.
"I'm familiar with medical terminology so I can help them, for example, when they go to the hospitals, clinics, doctors meetings," he said. "The main idea is to help people as much as we can." Pro-bono work
It wasn't long before non-profits were calling Panousis and Hatoum looking for MV United Translations to lighten their load.
The business is a for-profit venture, but both men have a soft side.
Sometimes people pay what they can afford — in some cases, that's nothing at all. Pro bono work is an important part of their work, said Panousis.
"We know how valuable each and every dollar has when you are in a new country," he said. "We do not send anybody away."
Even if it means the cost of paying contracted interpreters comes out of Panousis' and Hatoum's own pocket.
Media Releases 55 of 83 Entrepreneur, family man, volunteer Frank Moceri dies at 63
Windsor Star - Sep 04, 2020
Frank Moceri, former owner of WDS and Italian of the Year in Windsor. has died at the age of 63.
There was nothing Frank Moceri loved more than his family, a good glass of wine and some Italian sausage.
Moceri, a devout family man, Italian of the Year, charity fundraiser and former owner of Windsor Disposal Services, died Thursday. He was 63.
He fought his way to see us all get married and have children.
When he was first diagnosed with cancer in 1998, Moceri was told he had a few months left.
“He was a fighter,” his son, Rocco Moceri, said Friday. “We got an extra 21 years on this earth with him, got to make many memories. Back when he was originally diagnosed they gave him three months to live. He fought his way to see us all get married and have children.”
Canadian Italian Business and Professional Association members Frank Moceri, centre, and Sonia Lenhardt, right, deliver Goodfellows Christmas food baskets at Goodfellows headquarters on Park Street West Saturday Dec. 16, 2017. Food basket recipient , Shannon Holland, left, appreciated the Goodfellows hospitality.
Media Releases 56 of 83 Frank leaves behind his son Rocco, daughters Nina Dafre, 37, Teresa Pare, 35, eight grandchildren and his beloved wife, Kathryn.
The high school sweethearts, who met at St. Anne, were married for 40 years.
“She was his backbone,” said Rocco, 30.
Moceri had spent the last several years working as an industry liaison for St. Clair College after retiring from WDS in 2013.
Frank, a chartered accountant, was instrumental in growing the family company founded by his father and brother from one truck to a multimillion-dollar operation.
The business was named Company of the Year at the 2000 Business Excellence Awards.
“He was very proud of the success that the family had in the city, and with that success they were able to help the city out,” said Moceri.
He also raised millions of dollars for charities and community initiatives. Moceri helped collect $5 million as fundraising chair for the Vollmer Recreation Complex.
He also raised money for Hospice, Hotel-Dieu Grace Hospital and University of Windsor, among many more.
He also spent a decade running a golf tournament in support of Windsor Regional Hospital and In Honour of the Ones We Love.
For his businesses and charitable efforts, he was named the 2014 Italian of the Year.
Members of LaSalle council including Mayor Mike Raymond (second from left) and the fundraising committee including chairman Frank Moceri (third from left) break ground on the Vollmer Recreation Centre, Sept. 10, 2006.
Moceri did it all while waging his own battle against cancer. In 1998, he was diagnosed with Chronic Myelocytic Leukemia. After trying an experimental drug, he had been in remission for 21 years. But over the last several months, he hadn’t been feeling well again.
A month ago, he was diagnosed with Chronic myelomonocytic leukemia.
“I just went last Monday to see if I would be a successful donor for stem cell,” said Rocco. “But we didn’t get that far.” 57 of 83 Media Releases Despite all the business successes and charitable efforts, Rocco will remember his dad more than anything as a man who loved Sunday dinners, family vacations and never missed a hockey game.
“I was always a very proud son,” said Rocco. “He was my best friend. We did everything together. We both loved to have a nice glass of wine and some Italian sausages. We did every hobby you know about.”
“Family time to him was really important whether it be vacations or just dinners at home. He instilled that into his kids and I will do that with all my kids and nieces and nephews.”
From left: Frank Moceri, Teresa Silvestri, Anita Imperioli and MPP Sandra Pupatello at the third annual In Honour of the Ones We Love at the Ciociaro Club, Feb. 16, 2002. Photo by Kristine Racicot /Windsor Star
Media Releases 58 of 83 Botley Robotics establishing local plant to manufacture new UV light cleaning system
Windsor Star - Sep 08, 2020
Tim Pare, owner of Botley Robotics, and an associate, Ted Matthieu, are pictured outside a new production facility on North Service Road, Wednesday, Sept. 2, 2020. Photo by Dax Melmer /Windsor Star
A new robotics firm that has created an autonomous, mobile ultraviolet light cleaning system has secured a site in Windsor with plans to begin production at the end of the month.
Botley Robotics is just awaiting final government approval of its UV Clean-A system and will have eight employees to start at its facility at 4080 North Service Rd.
“We’ve purchased the equipment and we’ll be ready to go,” said LaSalle resident Tim Pare, one of three partners in the new company and founder of Exact Laser Measurements.
“We’re hoping to get the final stamp of approval by the end of the month.”
Pare said because the machine uses already approved UV technology that shouldn’t be an issue.
The Windsor plant will be 2,500 square feet with an ability to triple in size quickly.
We’ve created a machine that can be programmed to run without humans needing to be in proximity.
Also partnering in the new venture are Pare’s son T.J. Pare, who is a mechanical engineer, and David Dreffs, president of Michigan’s Site Management System.
Botley Robotics has also set up a production facility in Madison Heights, Mich. to service the U.S. market.
“We’re trying to source all the materials and have all the manufacturing and assembly for the Canadian plant done in Canada,” said Dreffs, who said the AV Clean-A has been patented in both countries.
“That way we don’t have to worry about getting things across the border.”
Dreffs said they have partnered with CMF Group, which has plants in both Windsor and Madison Heights, to handle the production of materials for both assembly facilities. 59 of 83 Media Releases While UV technology has been around for decades, Botley Robotics has married new software technology and autonomous mobility with a proven germ-killer.
However, being within 15 feet of UV light for more than 30 seconds is dangerous. It can cause skin to burn and temporary blindness if the light is viewed without safety glasses.
“We’ve created a machine that can be programmed to run without humans needing to be in proximity,” Dreffs said. “The idea came in response to a customer request (nuclear plant) for ways to deal with COVID.”
The 183-centimetre-high machine, which has 18 UV lights, looks like a small fridge with arms that can extend out 301 cm. The arms can get around and under desks and other awkward objects to beam light onto their surfaces.
The route and the timing of operation are programmed into the machine. Changes can be programmed remotely.
The UV Clean-A uses LIDAR to create a 360-degree detection system and will automatically redirect itself if something has been left along its route. It recognizes objects and can detect people moving up to 40 feet away. It automatically shuts its lights off if it gets within five metres of a human.
The aluminum-built machine is electrically powered and can run 15 miles or 10 hours on single charge.
“It’s not just for use in factories, it’s for stadiums, movie theatres, schools wherever there are large numbers of people gathering,” Dreffs said.
“The possibilities are endless. Interest has been particularly strong from the Canadian market.”
Pare said the devices would be ideal for use in sanitizing greenhouses and the bunkhouses housing migrant workers that have been at the centre of the local battle against COVID-19.
We have a pool of really talented kids here.
He added the company is in the process of negotiating an agreement with Vollmer Associates Group. The group handles a lot of the maintenance for schools and the greenhouse industry.
Pare said one of the attractions for locating in Windsor was the talent pool available in southwestern Ontario.
“Southwestern Ontario has some of the best universities and colleges — they’re underrated really — in Canada,” Pare said.
“We have a pool of really talented kids here. Companies like Tesla are coming here for students.
“We want to tap into that talent.”
Botley Robotics hopes to create a co-op program with St. Clair College.
“One of our main initiatives is growth of the future,” Dreffs said. “We’re looking for students in programming, assembly, electronics and sourcing.”
Media Releases 60 of 83 International students still coming to C-K, but...
The Canadian Press / The Chatham Voice - September 9, 2020
International students at the secondary and collegial level will still get to experience Chatham-Kent this academic year.
On Tuesday, the Lambton-Kent District School Board (LKDSB) officially approved plans that would allow for international students to participate in the exchange program while remaining safe.
Ontario boards were only informed last week that they must have plans in place to accept students coming to the province from outside of Canada. The plans must include specific details about how boards will meet the provincial and federal criteria to demonstrate readiness.
“For the first time in recent memory, there is an expectation that trustees also provide support and approve that we are continuing with international students in the program that we have in place, in the case that we have students who received study visas for this year,” John Howitt, director of education, LKDSB, said.
Normally the LKDSB would see more than 100 students in the exchange program, but are expecting half the amount this academic year, according to Howitt.
Under federal regulations, foreign nationals who had a study permit application approved on or before March 18 are still permitted to come abroad for their education. All international students must quarantine for 14 days upon arrival.
Howitt said LKDSB and their contractors Canada Homestay Network, found international students a residence close to Pearson airport to quarantine at before they were brought to Chatham-Kent to join their host families. Homestay families have been provided additional financial support to buy necessary supplies and food for the quarantining students.
As part of the plan, students will also receive a pre-departure orientation, in their native language and with their parents, informing them of safety and health protocols. LKDSB also required every student to come with a Canadian telephone number that could be provided to Canadian Border Service Agency.
St. Clair College is also expecting an “extremely small” amount of international students coming to the Windsor and Chatham campuses this semester.
“When the COVID hit our region, students were not able to travel and that actually resulted in a reduced number of students enrolling because of study permit implications,” said Michael Silvaggi, associate vice president of Student Services and College Registrar, for St. Clair College.
Silvaggi said the best-case scenario for the fall semester will be 300 students. In May, he is expecting international enrolment to uptick to 1,500 students.
Prior to leaving their native country, international students had to provide paperwork identifying where exactly they were staying. Silvaggi said some students listed hotels, or other private residences that they have rented. Those that could not provide the paperwork were turned away.
Silvaggi said in the fall, most students will be able to study from their own countries in programs that are delivered online in an asynchronous format.
Media Releases 61 of 83 Asynchronous learning is learning that does not occur in the same place or time for all the students in a class. International students who are remaining in their native country will only be able to enrol in programs that offer this format.
St Clair College will have kids on campus for workshops and labs while the majority of lectures will be held online.
Staggered time slots, heightened cleaning protocols and additional personal protective equipment are all in place for the in-person learning at the college.
“We have some strict guidelines. We even have COVID ambassadors, as we're calling them, walking the halls to ensure that any individuals that are on campus are not congregating, students are wearing their masks and so forth,” said Silvaggi.
He added there has been no increase to tuition fees, which have been provincially mandated by the provincial government to remain frozen. The college is also expecting to see a “flat no growth” year in terms of enrolment, he added.
The CKHA field hospital will remain on site at St. Clair College until the end of September.
Media Releases 62 of 83 Fratmen's Cooper excited as CJFL extends eligibility rule
Windsor Star - September 10, 2020
St. Clair Fratmen receiver Marcus Cooper will get another year to play as the CJFL has extended junior eligibility.
Receiver Marcus Cooper thought his junior football days had come to an end.
This was to be the 22-year-old Cooper’s final year of eligibility in the Ontario Football Conference with the St. Clair Fratmen, but the Canadian Junior Football League cancelled the season in August because of the COVID-19 pandemic.
After suffering a knee injury at the end of the 2018 season, Cooper missed much of the 2019 season after surgery.
“For me, myself, coming off the injury, I workout every day trying to get better and stronger,” Cooper said. “For the season to get cancelled, I really wanted to go out and play and show what I could do.” However, Cooper will now get the chance to play a final season. The CJFL announced that players born in 1998, like Cooper, will get an additional season while players born in 1999 will also be granted an additional year of eligibility for the 2022 season.
The CJFL said to qualify a player must have been on a roster in 2019 or have registered or signed a letter of intent prior to Aug. 6th.
“That’s really good and I’m really happy the CJFL made that decision,” Cooper said.
Fratmen head coach Mike LaChance said it could impact as many as 17 players on his roster that had been set to play their final season.
“I thought we had a team that could compete for a national title,” LaChance said of this year’s projected roster. “I guess, in some ways, the glass is half full. It’s good for the 22- and 21-year-olds won’t lose, but kids under 20 will (because of the cancelled season). It kind of sucks for younger guys, but it’s as good as we can hope for.”
LaChance said there was talk of trying to hold a conference season in the spring with no national title, but that idea was eventually dropped. The OFC was to host the 2020 national title game, but will now host the 2021 title game.
“The pandemic has given us time to put in more work,” said the 5-foot-10, 172-pound Cooper, who says he’s added 20 pounds. “I feel everyone’s ready to go and excited and anxious.” 63 of 83 Media Releases By the time the 2021 season rolls around, the club’s new stadium facility at St. Clair College should also be ready.
“The locker room should be ready for the spring,” said LaChance, who is hoping to play two exhibitions in May against NCAA Division III opponents. “Now, when we play the ’21 season, the whole facility will be open. We want to open it with 2,000 people in the crowd.”
The virus has hurt teams financially, but LaChance said the club’s new affiliation with St. Clair should help the team weather the storm.
“I think it hurts some teams for fundraising and stuff,” LaChance said. “COVID is going to effect everyone in some way, but I think we’re a little bit insulated. I think we’re in pretty good shape.”
Media Releases 64 of 83 Torch Run draws runners in-person, virtually
Chatham Daily News - September 12, 2020
Mike Currie takes off during the start of the Law Enforcement Torch Run for Special Olympics Ontario on Saturday at St. Clair College Thames Campus. A virtual event was also held.
The annual Law Enforcement Torch Run for Special Olympics Ontario helped raise awareness on two fronts on Saturday.
An in-person run, both five and 10 kilometres, took place at St. Clair College Thames Campus, with safety precautions in place for organizers and participants. There was also a virtual event.
Chatham-Kent Police Const Jason Herder, organizer of the run, said the aim was to make all participants as comfortable as possible.
“We understand the obvious concerns with what’s going on,” he said. “We try to accommodate everyone. That’s kind of something we’ve always done.”
For those running in-person, there were physical distancing measures, sanitizer, screening and contact tracing, with the runners leaving a gap between each other along the route.
Herder said they all worked in conjunction with public health officials to ensure everybody’s safety. He added he also hoped to show that an event was possible under certain parameters if people follow the rules.
“Just get people out of the house and go, ‘You know what, we can do stuff in the new normal,’” he said.
A total of 38 people took part, with Herder noting some had dropped out beforehand.
“We actually had 50 signed up prior to the COVID-19 pandemic,” he said. “But we had the opportunity with the province going to Phase 3 (of reopening) that we could host an event.
“It’s something that everyone’s been asking for for a long time — to have something to do.”
Media Releases 65 of 83 Automotive cybersecurity company moving its headquarters to Windsor-Essex CTV Windsor Web Writer / Reporter – September 15, 2020
Vehqilla Inc. outlines services on its website. (Courtesy Vehqilla.com)
An automotive cybersecurity company has announced its decision to move its headquarters to Windsor- Essex.
Vehiqilla Inc. is expected to launch a phased approach to hiring, beginning with a business development specialist, six researchers, five security analysts and assorted senior technical staff.
Company officials say the rationale behind their decision to move to Windsor-Essex was based on many factors including the vibrant automotive and logistics sector in the region, the access to untapped tech talent from the University of Windsor and St. Clair College and the strong ecosystem that exists in the Windsor-Essex region.
“Vehiqilla Inc. was founded to meet the cybersecurity challenges of today’s and tomorrow’s Connected & Autonomous Vehicles,” said CEO AJ Khan. “This transformation in mobility is changing the cyber threat landscape and there is a need to re-assess the Risk Impact of Cyber to the Connected and Autonomous Vehicles.”
Khan said Vehiqilla aims to address all areas of this changing threat landscape, including In-Vehicle Security, V2X Security, Cybersecurity of the Supply Chain and Fleet Cybersecurity.
Another essential decision factor for selecting Windsor-Essex is the free access to Canada’s largest, publicly accessible, Virtual Reality CAVE. This CAVE access will enable Vehiqilla Inc. to continue to advance its competitive strengths in automotive cybersecurity.
Vehiqilla is currently working with St. Clair College on Automotive Cybersecurity training through the platform offered by Automotive Parts Manufacturers’ Association's Institute for Cybersecurity (AMPAIAC).
WindsorEssex Economic Development Corporation CEO Stephen MacKenzie said they will continue to make connections in the community for Vehiqilla with the University of Windsor, local companies in the automotive and logistics sectors, and industry associations to assist them in making a smooth transition and develop new business opportunities within the region.
“The Windsor-Essex region is transitioning from Canada’s Automotive Capital to Canada’s Automobility Capital,” said MacKenzie. “To ensure that our region and companies are prepared for that shift, we need innovative companies like Vehiqilla to assist in the transition to the next evolution of the automobile.”
Vehiqilla Inc. was founded in 2017, headquartered in Burlington, Ont., and specializes in providing consulting services globally in automotive cybersecurity cluster. 66 of 83 Media Releases Burton becomes seventh new addition to Saints women's basketball squad
Windsor Star -September 15, 2020
St. Clair Saints women's basketball head coach Andy Kiss has added his seventh new recruit in Michigan guard Bre’Aira Burton.
After back-to-back silver medals at the conference level, the St. Clair Saints women’s basketball team continues to bolster its roster.
Guard Bre’Aira Burton, who played the past two seasons at Jackson College in Michigan, has committed to the Saints.
“St. Clair showed interest in me during (last) season,” said Burton, who is from Saginaw, Mich. “I just looked into the (Saints) more and more and this felt more like where I wanted to continue my career.”
While the Saints still do not know if the OCAA will play a modified schedule this season, Burton is the seventh new recruit the team has added since last season. She joins guard Shae-Lyn Murphy, forward Selina Shaw, guard/forward Desiree Byrd, guard Mackenzie Beselaere, centre Jessica Paolini and guard/forward Gabi Whiteye.
“You can never have enough good players,” Saints head coach Andy Kiss said.
The 5-foot-5 Burton appeared in 25 games and made 17 starts last season for Jackson College as the team went 20-8 and advanced to quarter-finals in the Great Lakes West District of the National Junior College Athletic Association.
“Players with experience carry themselves with more confidence having been through the battles and something I see as a positive,” Kiss said. “She can add something to our team in that regard. Her attitude is just crazy off the charts.
“She really wants to play ball. She loves the game. Really someone I think is highly coachable and a team- first player. She’s going to definitely help build our guard depth and could even start.”
Burton said she caught a few St. Clair games on YouTube and likes the club’s style of play. 67 of 83 Media Releases “I like the way they play,” the 20-year-old Burton said. “I feel like I’d be an asset. The pace is go, go, go, but that’s all I know and all I’ve been doing since I started playing.
“I like to get the ball ahead. I’ve always been taught there’s a man in front of you, so outlet and push as best I can to get to the basket. I like to shoot outside, but if I have to go inside, I’ll go in.”
For now, Burton is quarantining for 14 days at a Windsor hotel before beginning her studies.
“She attacks the basket, can shoot the college three, she’s a great teammate and I think, based on what I’ve seen, she’ll be able to hold her own defensively,” Kiss said. “We’re happy to pick her up.”
Media Releases 68 of 83 St. Clair College Adds American Transfer
AM800 CKLW - Wednesday, September 16th, 2020
(photo courtesy of St Clair College)
St. Clair's Women's Basketball team continues to build with the addition of 5'5" guard Bre'Aira Burton from Saginaw Michigan.
Burton competed at the prep level for nearby Bridgeport High School. She then spent the last two years at Jackson College (Jackson, MI) averaging 7.0 points per game in her final season while helping her squad to the NJCAA Great Lakes West District Quarterfinals.
Saints Head Coach Andy Kiss said, "Bre'Aira will add guard depth to our stellar 2020 recruiting class. She has a well-balanced game and can knock it down from distance as well as the ability to take defenders off the bounce. She is also a very capable on ball defender.
"Her team first attitude is off the charts and we are excited to bring her on board. We expect her to compete for a spot in the regular rotation of our lineup."
Burton will be studying the Community and Justice Services program academically at St. Clair.
Media Releases 69 of 83 St. Clair breaks ground on Zekelman business school
Windsor Star - Sep 16, 2020
Barry Zekelman, chairman and CEO of Zekelman Industries, speaks at a press conference on Wednesday, September 16, 2020, at the main campus at St. Clair College in Windsor, where construction of the Zekelman Centre of Business and Information Technology was announced. Photo by Dan Janisse /Windsor Star
Growing up nearby in South Windsor, Barry Zekelman saw early in life the influence St. Clair College had on the people around him.
“Growing up around the corner and seeing a lot of family and friends go through here I realized just how much this college means to the community,” Zekelman said Wednesday after participating in a ceremony to announce a $23-million expansion of the Zekelman Centre of Business and Information Technology.
Now an international captain of industry as chairman and CEO of Zekelman Industries, he and his family have become staunch and generous supporters of the educational pathways delivered by St. Clair College.
Just over two years ago, a $5-million donation by the Zekelmans launched the college’s school of business at One Riverside Drive in downtown Windsor.
“Remarkably, that expansion was not sufficient,” college president Patti France said.
A vast majority of the college’s 4,000 international students enrol in the business and IT programs.
“We need space, we’re out of space,” said James Marsh, dean of the business and IT school.
70 of 83 Media Releases Barry Zekelman, chairman and CEO of Zekelman Industries, speaks at a press conference on Wednesday, September 16, 2020, at the main campus at St. Clair College in Windsor, ON. where construction of the Zekelman Centre of Business and Information Technology was announced. Photo by Dan Janisse /Windsor Star
Zekelman’s donation allows the college to add two floors and an additional 40,000 square feet of space to the student centre at the southwest wing of campus.
The renovated first floor will focus on the exploding student interest in Esports. St. Clair’s award-winning Esports team stood by Wednesday, holding concept drawings of the renovated centre, which will feature Canada’s first Esports Arena.
Marsh said the arena is “setting the bar not only in Canada but internationally for collegiate Esports facilities.”
The second floor will feature a multi-purpose computer lab, two small lecture halls, coffee shop and office space.
The third floor will feature a 140-seat alumni lecture hall along with three other smaller halls and student space.
The fourth floor, with its 4,200 square feet of space, remains open for future expansion.
A An artist rendering shows the Zekelman Centre of Business and Information Technology to be constructed at the main campus at St. Clair College in Windsor. Photo by Courtesy of Glos Associates Inc. /Windsor Star
Jorge Gutierrez Calzada, president of the Student Representative Council, called the expansion “a much- needed new facility. Our council has been clamouring for this development the last several years.”
France said the financial and in-kind support from the Zekelmans allows the college to make the facility “truly state of the art by adding amenities that make it stand out.”
She said the college was “blessed” to have the support of Zekelman.
“He’s truly committed and engaged,” she said. “He’s a great mentor to our students.”
Also speaking at the outdoor ceremony held against a backdrop of a Zekelman Atlas Tube steel beam were Gary McNamara, the warden of Essex County and Jim Morrison, Ward 10 councillor for the city of Windsor.
Marsh noted the added learning space will “allow us to launch new programs and expand existing programs” and “will benefit tens of thousands of students.” Media Releases 71 of 83 An artist rendering of the Zekelman Centre of Business and Information Technology to be constructed at the main campus at St. Clair College in Windsor. Photo by Courtesy of Glos Associates Inc. /Windsor Star
As an entrepreneur, Zekelman gravitates to the business side of the facility but he’s come to appreciate the IT branch.
“I’ve seen IT and what that side has done for our world,” he said. “We’re looking for that in our business.”
He mentioned how the Esports students “don’t know what they’re developing. It will lead to greater ideas far beyond what they even realize — in e-commerce or virtual reality. There’s going to be a lot more come out of that school that you could ever imagine possible.”
France noted it was the foresight of students and administrators back in 1991 that literally laid a foundation to the existing student centre that allows for raising the roof on expansion.
The project received provincial approval last year and is funded by the college, student fees, the alumni association and the Zekelman family.
While no timeline was given in official handouts, Gutierrez Calzada mentioned attending a “ribbon cutting next year.”
Patti France, president of St. Clair College, speaks at a press conference on Wednesday, September 16, 2020, at the main campus in Windsor, where construction of the Zekelman Centre of Business and Information Technology was announced. Photo by Dan Janisse /The Windsor Star
Media Releases 72 of 83 St. Clair College breaks ground on Windsor campus’s new business and technology centre
CTV Windsor Web Writer - Wednesday, September 16, 2020
Barry Zekelman speaks with the St. Clair College Esports team at the groundbreaking of the Zekelman Centre of Business and Information Technology in Windsor, Ont. on Wednesday, Sept. 16 2020.
WINDSOR, ONT. -- A new Esports arena and large auditorium will be features of the new $23 million expansion at St. Clair College’s Windsor campus.
St. Clair College is growing with a new Zekelman Centre of Business and Information Technology. The college unveiled the design Wednesday, which will see the addition of two floors for an additional 40,000 square feet of student study areas, meeting rooms and offices for faculty.
“This Centre will give our students the resources to study in a space that provides them with vast opportunities to learn and grow,” St. Clair College president Patti France said in a news release.
The large auditorium called Alumni Hall and the Esports area will be the “centerpieces” of the new build.
“I believe that this addition to the college will be beneficial for everyone as it will provide more available space to study and to feel more welcomed and comfortable here at St. Clair,” Student representative council president Gutierrez Calzada said. “This centre will add more value to our future students when they are deciding which college to attend as well.”
The project was approved last year. Funding for the centre will come from the college, student fees administered by the Student Representative Council, the Alumni Association as well as the Zekelman family.
“We are thrilled to finally break ground and commence the construction of what will be the area’s predominant school of business,” said Barry Zekelman, chairman and CEO of Zekelman Industries.
“The Zekelman School of Business and Information Technology will provide a platform for future entrepreneurs to launch their careers and pursue their dreams. We are proud to have our name associated with such a great community institution.”
The college says Alumni Hall in the new Zekelman Centre will be used for guest speakers, lectures and other events.
Media Releases 73 of 83 “To finally have a modern building to call our home is pretty exciting,” said James Marsh, dean of the Zekelman School of Business and Information Technology. “It will allow us to grow further.”
Marsh said St. Clair College is “leading the way” in terms of the new Esports arena which is slated to be the first of its kind in Canada.
Many of the 5,000 students enrolled in the St. Clair College business program will continue to attend classes at the Zekelman School of Information Technology on Riverside Drive.
Media Releases 74 of 83 Chatham-Kent working on naming strategy for municipal properties
Chatham Daily News - September 16, 2020
Maple City Slo-Pitch League president Bob Weedon was inducted into the Chatham Sports Hall of Fame in 2012. Mark Malone/Postmedia Network jpg, CA
Chatham-Kent’s administration is preparing a report for council on a naming rights strategy for municipal properties.
The strategy will include a recommendation that no properties be named for individuals.
Council should receive the report in the next two or three months, said Cathy Hoffman, general manager of corporate services and chief human resources officer, at Monday’s council meeting.
The report came up because an application was submitted to rename St. Clair College’s Chatham Campus ball diamonds to Bob Weedon Field.
Weedon served as the Maple City Slo-Pitch League president for more than 40 years before stepping down in 2019.
Councillors voted to defer renaming the field until after making a decision on the naming rights strategy.
They were told in an overview provided by corporate services the strategy, if approved, would include an inventory of “municipal properties, buildings and features suitable to attract sponsorships or naming rights sold as part of a naming partnership.”
The application to rename the ball diamonds Bob Weedon Field included 191 public comments, 174 of which were positive.
Weedon has been inducted into the Chatham Sports Hall of Fame, Softball Ontario Hall of Fame and Slo- Pitch Ontario Association Hall of Fame.
He won a Syl Apps Volunteer Achievement Award from the Province of Ontario for his more than 50 years of service to local sports.
He has served on provincial slo-pitch executives, was a voting delegate for Softball Canada and umpired at the Special Olympics World Summer Games. Media Releases 75 of 83 St. Clair College Unveils New Zekelman Centre Of Business And Information Technology
WindsoriteDOTca - Wednesday September 16, 2020
Construction has started at St. Clair College’s main campus following the announcement of the new Zekelman Centre of Business and Information Technologies.
The new facility includes a $23-million, two floor, 40,000 square foot addition to the southwest area of the campus that will include classrooms, offices, meeting rooms, an auditorium, an Esports Arena, and study areas.
The facility was funded by jointly by the college, the Student Representative Council, the St. Clair College Alumni Association, and the Zekelman family.
“We are thrilled to finally break ground and commence the construction of what will be the area’s predominant school of business,” said Barry Zekelman. “The Zekelman School of Business and Information Technology will provide a platform for future entrepreneurs to launch their careers and pursue their dreams.”
Media Releases 76 of 83 Media Releases 77 of 83 Media Releases 78 of 83 St. Clair College Breaks Ground on $23-Million Building
AM800 CKLW – September 17, 2020
Photo courtesy: St. Clair College
Construction is underway at St. Clair College's south Windsor campus.
A ground breaking ceremony was held on Wednesday for the new $23-million Zekelman Centre of Business and Information Technology building.
The 40,000 square foot site will be located on the southwest wing of the campus.
It will include classrooms, student study areas, meeting rooms and offices for faculty.
The building will also feature a large auditorium and Canada's first Esports Arena.
College President Patti France says "This Centre will give our students the resources to study in a space that provides them with vast opportunities to learn and grow."
The plans were first approved by the province last year.
The college says funding for the project will come from the college, student fees, the school's Alumni Association and the Zekelman family.
France adds "We are honoured to have the support of the Zekelman family. The business acumen Barry Zekelman brings to the table is immeasurable and our students are fortunate to be able to attend an institution that continues to raise the bar in post-secondary education."
Media Releases 79 of 83 Cyber security company moves headquarters to Windsor
Windsor Star - Sep 17, 2020
Matt Johnson, executive director of the Institute for Border Logistics and Security, is pictured in the virtual reality cave, Wednesday, September 16, 2020. The cave was a factor in drawing a new firm to Windsor.
The Windsor region’s bid to become a significant player in cyber security in the auto mobility sector got a boost this week with the decision by Vehiqilla Inc. to move its Burlington headquarters to the city.
Vehiqilla Inc. specializes in the areas of connectivity, secure vehicle architecture and operating systems, cyber governance, risk assessment and fleet management.
“We plan to go very fast and we have an aggressive growth plan,” said A.J. Khan, who is also director of the Automotive Parts Manufacturers Association Institute of Cyber Security.
“We’re looking for growth and we’re looking to secure talent and an ecosystem that enables that and Windsor-Essex provides that.
“I’m aware of the auto mobility initiative in Windsor and I’ve been involved in that the last year . . . that interaction convinced me that Windsor is becoming the auto mobility capital of Canada and has the potential for a global leadership position.”
Currently the five-month old firm has five employees.
Vehiqilla is still searching for office space, but in the short-term will operate out of the Institute for Border Logistics and Security (IBLS). The company’s leader on product development is already located in Windsor.
“I’m hoping to have an office opened over the winter.” Khan said.
Vehiqilla will launch a phased approach to hiring as business ramps up. It starts with a business development specialist, six researchers, five security analysts and assorted senior technical staff.
The company expects to grow to 50 employees over the next two years.
Khan said Windsor’s established automotive and logistics sectors, the depth of talent being produced at the University of Windsor and St. Clair College and location next to Detroit provides the right mix for his company to grow rapidly.
Media Releases 80 of 83 The other major draw was access to Canada’s largest Virtual Reality CAVE, which allows companies to digitally twin and test products before making them.
“I want to focus on cyber security in auto mobility,” said Khan, whose other company Cloud GRC has provided cyber security services to Canada’s banking and telecommunications sectors since 2011.
“The transformation of mobility is going to affect everything around us.
“The connected car will be the centre of the universe moving forward. The whole ecosystem of it will be based on cyber security or it won’t work.”
Khan said the company’s work would also be applicable to the supply chain, manufacturing and the creation of Smart Cities.
Institute for Border Logistics and Security executive director Matt Johnson said landing Vehiqilla adds another key piece to the growing tech ecosystem.
“We’re really excited about this because Vehiqilla can serve as one of those companies which draws other firms and provides a place for the pipeline of talent coming out of the college and university,” Johnson said.
“They’re really going to be a strong anchor company for our community.”
Johnson added the company leverages the region’s traditional strengths and the supporting supply chain to help move Windsor further along the timeline of the next generation of auto mobility.
“We’re excited to have A.J. here because when you’re talking about cyber security and monitoring of fleets, he’s the go-to guy,” Johnson said. “He’s one of the experts in the cyber security field.”
Johnson said IBSL and Windsor Essex Economic Development Corporation representatives are already working to connect the company with the logistics sector.
“One of the attractions of this region is it’s on the U.S.-Canada trade corridor,” Johnson said. “We’re helping set up the company with a few local logistics firms to start a pilot project for testing of fleet monitoring.”
Media Releases 81 of 83 Media Releases 82 of 83 Media Releases 83 of 83 Financial Monitoring Report August 31, 2020
Presentation to the Board of Governors September 22, 2020
Full Board Minutes: Item #7.1 September 22, 2020 1 of 12 Table of Contents
• Income Statement for the Five Months Ended August 31, 2020
• Capital Update at August 2020
• Recommendation
Full Board Minutes: Item #7.1 September 22, 2020 2 of 12 Summary of Revenues and Expenditures
Schedule I (in 000s) Line Item Fiscal Year August 2020 August 2019 Budget Actual Actual Revenue $267,760 $70,881 $64,622 Expenditures $242,393 $74,906 $70,857 Surplus / (Deficit) $25,367 ($4,025) ($6,235)
Full Board Minutes: Item #7.1 September 22, 2020 3 of 12 Revenues
Full Board Minutes: Item #7.1 September 22, 2020 4 of 12 Revenues
Full Board Minutes: Item #7.1 September 22, 2020 5 of 12 Expenditures
Full Board Minutes: Item #7.1 September 22, 2020 6 of 12 Expenditures
Full Board Minutes: Item #7.1 September 22, 2020 7 of 12 Ancillary
Full Board Minutes: Item #7.1 September 22, 2020 8 of 12 Forecast
Surplus Forecast Least Likely Likely Best Case ≤ $13M $18M to $23M ≥ $30M Variables due to COVID-19
• Study permit applications • SOG expense budget reductions ($8M) • IRCC • Unbudgeted spending • Second wave / flu season • Budget holder mid-year review requests • Winter 2021 international student intake • International student SOP • Tuition refunds • Increased student supports • Day 10, dismissals, withdrawals • Staffing • PCPP enrolment • Payments translate to registrations
Full Board Minutes: Item #7.1 September 22, 2020 9 of 12 Capital Update at August 2020
Project Fiscal Year Actual Variance Budget Spend Capital Grants 1,320,662 470,631 850,031 Operating Funds 8,000,000 1,343,012 6,656,988 Total 9,320,662 1,813,643 7,507,019
Note: CERF and FRP allocations for 2020-21 have not been announced.
Full Board Minutes: Item #7.1 September 22, 2020 10 of 12 Recommendation
• IT IS RECOMMENDED THAT the Board of Governors: Receive the Financial Monitoring report as at August 31, 2020 as information.
Full Board Minutes: Item #7.1 September 22, 2020 11 of 12 Questions?
Full Board Minutes: Item #7.1 September 22, 2020 12 of 12 TO: BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: OCTOBER 27, 2020
RE: STRATEGIC DIRECTIONS UPDATE – ACADEMIC EXCELLENCE – REVIEW OF PROGRAM SUSTAINABILITY AND RATIONALIZATION METRICS
SECTOR: WASEEM HABASH, VICE PRESIDENT, ACADEMIC
AIM:
To provide the Board with an update on the current Strategic Directions (2020 – 2021). This update pertains to Strategic Direction – #1 – Academic Excellence – Review of Program Sustainability and Rationalization Metrics. Specific details include the following:
Goal Objective Measure Target Review the current program sustainability model Review of program Academic and establish new October 2020 sustainability and Excellence. criteria to ensure rationalization metrics. alignment with the new SMA3 guidelines.
BACKGROUND:
St. Clair College has had a robust process for selecting, developing, and launching new programs.
There are over 120 Ministry-approved programs offered at St. Clair College. There has been a shift in demographics provincially and the system has seen a reduction in domestic student enrolment, impacting weighted funding units. In addition, the Ministry has made modifications to policy framework that has impacted College funding and revenue. These changes have necessitated a thorough review of existing programs that are facing declining student interest and reduced provincial funding. To help determine the feasibility of our existing programs, the College developed a policy and procedure for program sustainability. This process was the result of collaboration between the College’s Academics, Centre for Academic Excellence and Enterprise Analytics leads.
Full Board Agenda: Item #5.1 October 27, 2020 1 of 5
Program Sustainability
The original intent of program sustainability was to identify programs that were not meeting the College contribution margin of 40%. However, even though financial viability is crucial, it is clear there are other factors that must be analyzed when a program is identified for a holistic sustainability review (growth, quality, community need, etc.). These additional factors include the current job market, community interest and need, Key Performance Indicators (KPIs), retention rates, human resource impact, Strategic Mandate Agreement (SMA) metrics, and dependency of other programs within the institution.
The Process
At the February 2020 meeting, College Administration provided the Board with an update regarding program rationalization and sustainability reviews for six programs utilizing the Program Sustainability Metric Summary (PSMS) scoring model.
Also in February 2020, College Administration provided the Board of Governors with a plan related to revising program costing and the amendments from the Strategic Mandate Agreement 3 (SMA3).
As a result of Ministry directed revisions to the funding process and SMA3 metrics, College Administration has committed to adjust the PSMS scoring model to reflect these latest amendments. The sustainability recalibration model along with the new selection mechanism is attached as Appendix A.
Summary
Based on the new Ministry guidelines around SMA3 and the new measurables, St. Clair College will modify the existing PSMS and program sustainability model to align with the new metrics.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors receive this update as it pertains to Strategic Direction #1 – Academic Excellence – Review of Program Sustainability and Rationalization Metrics, for information.
Full Board Agenda: Item #5.1 October 27, 2020 2 of 5 Appendix A
Sustainability Recalibration from SMA2 to SMA3 August 2020
Rationale: SMA3 metrics are intended to measure the performance of the entirety of the College. The nature of how the metrics are calculated and the data sources used for those calculations does not guarantee that behaviour at the program level correlates to behaviour at the institutional level. For example, a program may score close to 100% on one particular metric, yet only be 0.05% of the population used to calculate the metrics, thus having an insignificant impact on the institutional value. Moreover, the nature of the data used for the metrics means that the proportion of students in a program included in the data source need not match the proportion of students in the program relative to the College. For example, the hundreds of students in a program with high international student population may only have a dozen or so students included in employment-related data. Thus, a new approach to identifying programs for alignment to SMA3 is required.
General Idea: We measure how much of an impact on SMA3 metrics that a program can have, then measure what that impact is. Continuity or change plans are developed by incorporating additional descriptive and narrative data formerly used in sustainability under SMA2.
Phase 1:
PSMS Under SMA2 Under SMA3 Moved to Phase 3 Narrative Analysis when KPI Overall. required. Moved to Phase 3 Narrative Analysis when Retention Rate. required. Conversion Rate. No longer used. Replaced with program share of graduates in the KPI Graduate Rate. KPI calculation who are in the program. Provincial Labour Rate. No longer used. Replaced with program share of graduates Local Labour Rate. included in College Graduate Outcome Survey (CGOS). Moved to Phase 3 Narrative Analysis when Net Contribution. required. Program share of baseline Weighted Funding Units (WFU). Program share of Population (used for Institutional Strength / Focus and Experiential Learning). Program share of College net.
Full Board Agenda: Item #5.1 October 27, 2020 3 of 5 Selection Mechanism:
1) The programs are ranked for each measure and these rankings are used to calculate an aggregate ranking with each measure weighted equally.
2) A threshold is established for each measure as follows:
a. WFU: Fixed at 2.33% b. Net: 300%/the number of programs analyzed c. All measures tied to an SMA3 metric: one third of the established band of tolerance for the related metric.
3) A program moves to Phase 2 Trend Analysis if:
a. The program measure exceeds any threshold; or b. Selected by VPA based on aggregate ranking.
Notes:
1) The new selection mechanism ensures automatic but narrow-scope review of many programs in contrast to the wide-scope review of few programs in the previous selection mechanism.
2) The thresholds are based on up to three programs catastrophically failing before the allowable target for the College is breached. In other words, you need four or more programs not on the list of reviewed programs to spontaneously disappear before the threshold is breached.
Phase 2: Any program that exceeds a threshold in Phase 1 has the related SMA3 metric calculated for the current year plus two years previous to determine trend. Any program selected by VPA has all related SMA3 metrics calculated for the same period.
Phase 3: Any program with a negative trend will move to narrative analysis and the results analyzed by the College Program Assessment Committee (CPAC) for a sustainability plan. The data included in the narrative analysis will change upon recommendation by CPAC according to what metrics are being studied. For example, a program selected due to not meeting the WFU threshold will require retention analysis but may not require employment analysis. Any program with a positive or stable trend will be asked to provide a brief strategy to maintain the trend. When CPAC receives a program to review, they will be given explicit scope for the strategies they develop. For example, if a program has a negative trend for WFU and positive trend for graduate employment, CPAC will be asked to develop a change strategy to improve WFU and develop a continuity strategy to maintain graduate employment for the given program.
Full Board Agenda: Item #5.1 October 27, 2020 4 of 5 Full Board Agenda: Item #5.1 October 27, 2020 5 of 5 TO: BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: OCTOBER 27, 2020
RE: STRATEGIC DIRECTIONS UPDATE – COMMUNITY ENGAGEMENT (LEADERSHIP, COMMUNICATION AND PARTNERSHIP) – BRAND IDENTIFICATION
SECTOR: COLLEGE COMMUNICATIONS AND COMMUNITY RELATIONS JOHN FAIRLEY, VICE PRESIDENT
AIM:
To provide the Board of Governors with a monitoring report on Strategic Directions (2020-2021). This update is related to Strategic Direction #3 – Community Engagement (Leadership, Communication and Partnership) regarding brand identification and the continuation of the new brand “Rise Above the Ordinary” initiatives.
Goal Objective Measure Target Continuation of new Number of actions Brand brand “Rise Above taken to increase October - Annually Identification the Ordinary” brand awareness. initiatives.
BACKGROUND:
St. Clair College’s 2019-2020 community engagement plan involved a digital-first strategy, through social media and targeted audience advertising, augmented by traditional placements in print, radio/television and billboards.
Outreach initiatives by the recruitment team involved high school presentations, province-wide college fairs, individual and group tours, as well as, hosting other events that showcased our programs such as “Get Skilled” and the Guidance Counsellor Forum.
Digital advertisements were purchased by quarter and the results were measured against specific goals.
In addition to our long-standing slogans, Start Here Go Anywhere and Rise Above the Ordinary, we employed four new catchphrases to tie into our brand: Take Flight, Saints Nation, Saints Strong and The World Needs You - See Beyond Today.
Full Board Agenda: Item #5.2 October 27, 2020 1 of 6 For our students, Take Flight represents the end of their learning runway and the beginning of their journey upwards to job opportunities and growth.
Saints Nation and Saints Strong evoke a team mentality and sense of belonging to the College. Though both terms are affiliated with athletics, these slogans reinforce strength in numbers: You are one student, but you are strong because of your connection with others.
This past year, we designed an annual plan for placed media and messaging on all the College’s social media platforms: Facebook, Twitter, Instagram and TikTok.
Digital and social media were selected as the primary channels for messaging based on their flexible platforms and our ability to target an audience at a granular level. We utilized research done by our advertising agency, Douglas Marketing Group, to determine the test market. Digital marketing tools were used to track results in real time and measure the effectiveness of the campaigns. This also provided opportunities to adjust the creative messaging or choose a different audience profile.
An aggressive digital and social media campaign was implemented as part of the College’s recruitment strategy. The summary of key outcomes includes the following:
1. Social Campaign
• Over 50 social ads were developed. • Total Social Reach: 1,967,248. Reach is number of times that distinct users have come across sponsored posts. • Total number of impressions: 15,176,209. Impressions is total number of people who have seen our ads (duplicated). • Total Click Throughs: 51,264 to either a campaign landing page or website.
2. Digital Campaign
Full Board Agenda: Item #5.2 October 27, 2020 2 of 6 Chart Definitions:
Organic
• Organic refers to people clicking on a free link from a search results page. For example, people clicking through to your website from a free result on a Google search results page. Cost Per Click (CPC) Paid Search/Display
• Cost-per-click or CPC can be seen in the Acquisition reports and typically refers to people clicking through to your website from paid ads. This includes traffic from linked Google AdWords accounts and campaign tagged URLs where the medium has been defined as ‘cpc’ or ‘paid’.
Direct
• Direct traffic includes people who typed your website’s URL into their browser or clicked a link in an email application (that didn’t include campaign tags). Direct sessions will also include other cases where Google Analytics is unable to identify the source of the click. Google Analytics will only assign 'direct' as a last resort when a known source is used, that source will be attributed to the session. Social
• Social appears as a marketing channel (in the default channel grouping) in the Acquisition reports which automatically includes traffic coming from social media, including Twitter and Facebook. The Acquisition reports also include a dedicated set of social reports to further analyze and report on the performance of your inbound social traffic. Not Set (other)
• Not set can be seen in a number of different reports and indicates that a particular piece of information is not available within the report. For example, in the Location report, not set indicates that Google Analytics was unable to determine someone’s exact geographic location when they accessed your website. While not set in the Source/Medium report occurs when a campaign tagged URL hasn’t been fully constructed (for example, if ‘source’ isn’t defined it will be displayed as not set within the report). Referral
• A referral is reported when a user clicks through to your website from another third- party website. The referrals report allows you to see all of the websites (by domain) that are sending you traffic. You can also drill-down into the referrals report to view the ‘Referral Path’ which allows you to see the individual pages linking to your website. Expect to see this metric rise in the future with our new discoverstclaircollege.com URL.
Full Board Agenda: Item #5.2 October 27, 2020 3 of 6 As we implemented this strategy, we entered a global pandemic and media consumption shifted. Social media ad buying, with very specific targeting, proved to be the most effective tactic to promote programs.
Traditional media was used to augment digital placements, drive traffic to our website, and generate awareness for enrollment campaigns. It also allowed us to reach an older demographic – the so-called influencers – and maintain our brand awareness.
Traditional Media
1. Radio
• Bell Media: AM800, 93.9 • Blackburn Radio: sponsorships and spots in Windsor-Essex and Chatham- Kent.
2. Newspapers – Community, National and Online Windsor Star, Chatham Daily News and Maclean’s (Educations Trends).
3. Community Newspapers and Trade Publications
• Essex Free Press, The Drive, Biz X, Windsor Life, Neighbours LaSalle, Southpoint News (Leamington), Rivertown Times, Snapd, OSCA, Skills Ontario, WE Manufacture, Perspective (Globe and Mail).
4. Billboard
• Year-round contracts were purchased, securing key locations throughout Windsor and Chatham.
5. Website Traffic
• For the purposes of reporting for this fiscal year, a review of year-over-year traffic has been completed (April 1, 2019 – March 31, 2020). The results are as follows: o Overall increase of 20 -25% in users and new users. o 22% increase in the amount of sessions on the St. Clair College website. o Peak traffic to the website is directly aligned with online recruitment campaign periods.
Non-Traditional Marketing For 2020-21
The College will be hosting a virtual open house in November 2020. A paid social media and offline campaign will be developed within the 2021-2022 Recruitment Campaign, “The World Needs You”. This will drive people to two potential registration points:
Full Board Agenda: Item #5.2 October 27, 2020 4 of 6 1. Facebook Event Page The social campaign will drive to a Facebook event for registration.
2. Landing Page with Registration Offline initiatives will drive to a landing page for registration.
The campaign will feature a call to action for participants to register in advance for the open house and be entered for a chance to win a tuition scholarship.
The Offline campaign will include an unaddressed admail targeted to key demographics that will seek to reach students that can no longer be connected through traditional recruitment efforts. In addition, this can be sent to guidance counsellors in the form of an email with printable signage to share with senior level students.
Marketing Concentration for Business Programs and Honours Bachelor of Business Administration (Information Communication Technology)
1. Marketing: • Overall brand awareness with an emphasis on ICT started the week after Thanksgiving. • ICT specific messaging will alternate with Open House and other campaign initiatives to ensure appropriate messaging for other College programs.
2. Targeting: • High School Seniors aged 16 and over with business oriented online behaviour and interests. • Influencers – Parents, Educators, Counsellors, aged 35-54. • College/University Transfer Potential Students, aged 18-24. • Adult Learners, aged 24-54. • Windsor-Essex, Chatham-Kent, Sarnia-Lambton and London. • Expand target university cities that offer similar programming such as Kitchener, Waterloo, Guelph and Toronto.
3. Traditional Media Placement: • Postmedia. • Local Publications. • Business and Technology Trade Publications. • Billboard (beginning after the Open House). • Ads in Student Perspective.
4. Online: • Specific section on the discoverstclaircollege.ca/tech-leaders landing page. • Integration with “The World Needs You” Campaign for digital with pre-roll video.
Full Board Agenda: Item #5.2 October 27, 2020 5 of 6 • Digital ads will be delivered across several networks including top local news outlets, international news outlets and business outlets. • Pivot media strategy to shift Google Video Display to start in October and shift to text ads with callouts to landing pages. • Organic Social Campaign with a series of posts highlighting the benefits of a degree from St. Clair College. • Integration of paid social campaign with video and hyper targeting. • Exploring opportunities to attract university bound audiences.
5. Pathways Awareness: • Application of banners to program pages on stclaircollege.ca to promote a direct pathway to the degree program. • Communication to students currently enrolled in programs that have direct pathways to the degree program.
6. Recruitment Initiatives: • Highlight the ICT program during the Virtual Open House. • Host specific online events for ICT Program targeted at high schools.
7. Public Relations: • Develop media releases or articles about the development of the Degree program as the College’s response to the needs of the communities we serve, to continue to provide them with graduates in the industries needed.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors receive this update on Strategic Direction #3 – Community Engagement (Leadership, Communication and Partnership) regarding brand identification and the continuation of the new brand “Rise Above the Ordinary” initiatives, for information.
Full Board Agenda: Item #5.2 October 27, 2020 6 of 6 TO: BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: OCTOBER 27, 2020
RE: STRATEGIC DIRECTIONS UPDATE – COMMUNITY ENGAGEMENT (LEADERSHIP, COMMUNICATION AND PARTNERSHIP) - INCREASE CORPORATE TRAINING
SECTOR: INTERNATIONAL RELATIONS, CAMPUS DEVELOPMENT AND STUDENT SERVICES - RON SEGUIN, VICE PRESIDENT ______
AIM:
To provide the Board of Governors with an update on the Strategic Directions (2020– 2021). This update pertains to Strategic Direction #3 – Community Engagement (Leadership, Communication and Partnership) regarding the commitment to increase Corporate Training to enhance our reputation as a training centre for the workforce of our community. Specific details include the following:
Goal Objective Measure Target Excluding PCPP, increase Increase Enhance our reputation as a entrepreneurial (non-public) revenue October Corporate training centre for the 2020. Training. workforce of our community. by 3% (15% over 5 years).
BACKGROUND:
St. Clair College's Corporate and Professional Training division extends the College’s programs and training services to business and industry. This division specializes in providing the kind of learning and training that is required by companies who view employee skills enhancement and education as a business tool to maintain their competitive edge in the global marketplace. St. Clair College’s Corporate and Professional Training programs are custom designed to fit industry’s specific needs, delivering affordable, results-oriented training, both nationally and internationally.
Full Board Agenda: Item #5.3 October 27, 2020 1 of 3 Between 2016 and 2020, Corporate Training revenue continued to increase, adding new clients/employers each year, as well as new training initiatives:
Year Revenue Increase Base Year 2015-2016 $625,489 34% Increase from Base Year 2016-2017 $840,458 52% Increase from Base Year 2017-2018 $950,260 42% Increase from Base Year 2018-2019 $887,178 24% Increase from Base Year 2019-2020 $775,913 April 1, 2020 to 2020-2021 $167,562 September 30, 2020 (Mid-Year)
The 2019-2020 increase of 24% exceeds the Strategic Direction requirement of an increase of 3%. With the onset of the COVID-19 pandemic in March 2020, some Corporate Training projects (e.g. Ford Mexico) had to be cancelled due to travel restrictions, as well as, the health, safety and wellness of our instructors. The Corporate Training division has transitioned to offering virtual training wherever possible. Employer expenditures for corporate training has seen a decline due to the pandemic and the need for employers to reprioritize expenditures.
While there have been several additional Corporate Training clients/employers in 2019- 2020, a new training project of note was for AarKel Tool and Die Inc. (AarKel) that commenced in November 2019 and was completed at the beginning of March 2020. St. Clair College Corporate Training delivered a customized training program for new AarKel employees in precision metal cutting CNC machining. In an effort to be responsive to rural employers in the manufacturing industry and to reduce barriers for Wallaceburg youth to gain access to skilled trades training, St. Clair College collaborated with AarKel to deliver training on site at AarKel’s headquarters in Wallaceburg. The initiative provided AarKel with the ability to retain workers and continue to grow its local operations.
From April 1 to September 30, 2020, corporate training initiatives have been completed with FCA Fiat Chrysler Automobiles including welding evaluation/consulting, training and welding certification; with Kautex Textron for aptitude testing with practical and theoretical assessment; virtual delivery of The Business of Tomorrow courses for CTDI and Hiram Walker companies; as well as virtual delivery of Project Management modules.
St. Clair College continues to deliver customized corporate and professional training for several key local and global businesses including: City of Windsor, Ford Motor Company, Martinrea as well as a number of Tier 1 and 2 suppliers to Original Equipment Manufacturers (OEMs). Our advanced manufacturing knowledge and training programs afford us the ability to continually seek new opportunities.
Full Board Agenda: Item #5.3 October 27, 2020 2 of 3
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors receive this update on Strategic Direction #3 as it pertains to increasing Corporate Training in an effort to enhance our reputation as a training centre for the workforce of our community, for information.
Full Board Agenda: Item #5.3 October 27, 2020 3 of 3 TO: BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: OCTOBER 27, 2020
RE: STRATEGIC DIRECTIONS UPDATE – HUMAN RESOURCES (STAFF DEVELOPMENT, EFFICIENCY, EFFECTIVENESS AND WELLNESS) – DEVELOPMENT OF HUMAN RESOURCES – STAFF WELLNESS
SECTOR: INTERNATIONAL RELATIONS, CAMPUS DEVELOPMENT AND STUDENT SERVICES – RON SEGUIN, VICE PRESIDENT AND HUMAN RESOURCES, SAFETY, SECURITY AND FACILITIES MANAGEMENT – JOE SIRIANNI, VICE PRESIDENT ______
AIM:
To provide the Board of Governors with an update on the Strategic Directions (2020–2021). This update is related to Strategic Direction #4 – Human Resources (Staff Development, Efficiency, Effectiveness and Wellness) regarding the commitment to promote staff collaboration and engagement through monthly or quarterly activities.
Goal Objective Measure Target Continue to promote staff collaboration and Development of Staff wellness. engagement through Annually Human Resources. monthly or quarterly activities.
BACKGROUND:
The College, recognizing that staff wellness is critical to the wellbeing of employees created both the Staff Engagement and Staff Wellness Committees. Both committees are comprised of representatives from faculty, support staff and administration.
The Staff Engagement Committee’s mandate is to foster staff relationships, facilitate networking, recognition and engagement among St. Clair College staff while encouraging professional, collegiate environments and experiences. The “St. Clair College Staff Cares - we care for each other, our students and our communities” launch in 2018 was designed to inspire the many positive reactions that have been shared by staff.
Full Board Agenda: Item #5.4 October 27, 2020 1 of 3 The Staff Wellness Committee’s mandate is to promote a work environment that encourages healthy lifestyle choices, decreases the risk of illness and disease and addresses our employees’ physical and mental health and general well-being.
Staff Engagement Committee
Since its inception in June of 2018, the Staff Engagement Committee has initiated various staff collaboration and engagement activities. The Staff Engagement Committee has completed projects such as refurbishing staff lounges creating spaces and opportunities for staff to reconnect, refresh and relax. Pre-COVID initiatives included:
• Provided complimentary assorted hot and cold beverages, fruits and an assortment of chocolate bars.
• Themes included: o ‘Thanks a ‘latte’ for all you do!’; o ‘Here’s to a ‘tea’riffic start-up!’; o ‘Thanks for being simply the best!’; o ‘Have a Kit Kat break!’; and, o ‘Thanks a bunch for a great start-up!’
The fun treats were a small token of the College’s appreciation for all that the St. Clair College family does to make our College a great place to be!
• Hosted a night of bowling with soft drinks and pizza.
• Hosted a night of axe throwing with soft drinks and refreshments.
• Hosted a Staff Mid-Winter Mingle with soft drinks and light appetizers.
Staff Wellness Committee
The Staff Wellness Committee developed monthly themes emphasizing wellness. Each month, for six months, emails were circulated with information to create awareness and promote the monthly theme. In addition, activities throughout the month were structured for continued promotion. These monthly themes include:
• Emotional Wellness. • Intellectual Wellness. • Environmental Wellness. • Spiritual Wellness. • Physical Wellness. • Social Wellness.
In January, the Committee offered a Lunch and Learn ‘Accentuating the Positive at Work’ and participated in Bell Let’s Talk day, engaging all departments in the promotion of mental health awareness. The Committee also promoted the “Choose to Improve” program coordinated through the Health Centre.
Full Board Agenda: Item #5.4 October 27, 2020 2 of 3 In addition to the monthly focus, multiple physical offerings were available to staff including: Couch to 5K, Basketball, Volleyball, Pickleball, Yoga, Mindful Movements and Bootcamp.
As the Pandemic was declared and staff were working from home, the Staff Wellness Committee felt that it was important to keep connected with staff a campaign was initiated to encourage staff to partake in staff development and wellness through emails and postings on the Wellness Intranet. As well, the SCC Health Centre remained open for virtual appointments in order to support staff during these times.
The Staff Wellness Committee provided helpful information for staff during the onset of the COVID-19 pandemic situation including: making the transition to working at home with tips from Ergonow Inc.; Family Services Employee Assistance Program; physical activity at home; Yoga at home; managing stress and anxiety during the pandemic, talking to your kids about COVID and nutrition and wellness.
A new initiative to engage staff during this difficult time was introduced called SCC STRONG! Considering the current global situation, the Committee felt it was important that they promoted all the good that was being done in our communities. Staff shared positive stories that were posted on the Workplace Employee Wellness webpage that encompassed reaching out to help a friend, family member and neighbor, sharing meaningful and inspiring quotes, etc.
The Committee also expanded their presence by joining the Downtown Core Wellness Partnership Committee with the City of Windsor, Caesars Windsor, Fire, EMS and Police. Activities were put on hold due to the pandemic and we look forward to when we can resume.
The Committee continues to meet and develop new ideas to promote employee wellness and positive collaboration. The committee believes that the biggest focus in the coming months will be mental health. As such, we have reached out to our Employee Assistance Program to discuss initiatives that we can work on collaboratively to support mental health in the workplace.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors receive this update on Strategic Direction #4 – Human Resources (Staff Development, Efficiency, Effectiveness and Wellness) regarding the commitment to promote staff collaboration and engagement through monthly or quarterly activities, for information.
Full Board Agenda: Item #5.4 October 27, 2020 3 of 3 TO: BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: OCTOBER 27, 2020
RE: DAY 10 ENROLMENT REPORT – FALL 2020
SECTOR: RON SEGUIN, VICE PRESIDENT, INTERNATIONAL RELATIONS, CAMPUS DEVELOPMENT & STUDENT SERVICES
AIM:
To provide the Board of Governors with an update regarding the overall College enrolment at Day 10, including registration statistics and international enrolment for the Fall 2020 semester (beginning of the 2020-2021 academic year).
BACKGROUND:
This report is normally provided to the Board of Governors annually in September. In light of COVID-19, the College delayed the start of the Fall 2020 semester by two weeks to allow for additional preparation, benefitting both students and College operations. Day 10 of the Fall 2020 semester was October 2, 2020. This report represents Day 10 registration statistics and acts as a monitoring report to provide an enrolment update, as well as provide insight into international student recruitment activities. Day 10 is relevant as it is the final day for students to withdraw from the College and receive a refund of tuition fees paid, less an administrative fee. As a result, these enrolment figures provide administration with a means of determining whether budget projections are accurate as we begin preparations for the College’s mid-year budget review.
RECOMMENDATION:
IT IS RECOMMENDED that the Board of Governors receive this update regarding the overall College enrolment at Day 10, including registration statistics and international enrolment for the Fall semester, as information.
Full Board Agenda: Item #6.1 October 27, 2020 1 of 10 St. Clair College of Applied Arts and Technology 3 Year Summary - Registration Statistics Fall 2020 % Increase Fall 2018 Fall 2019 Fall 2020 of FT Count FT PT Count FT PT Count FT PT Campus: Downtown Campus 1,567 1,551 16 2,867 2,836 31 2,746 2,668 78 -6%
Category: 1. Post Secondary 1,567 1,551 16 2,867 2,836 31 2,746 2,668 78 -6% Willie (Jimmy) Parsons School of Media, Art & Design 723 713 10 742 736 6 661 647 14 -12% Randal Semeniuk School of Community Studies 356 352 4 364 357 7 384 373 11 4% Anthony Mancini Zekelman School of Business & IT 488 486 2 1761 1743 18 1701 1648 53 -5%
Count FT PT Count FT PT Count FT PT Campus: South Campus 10,323 9,767 556 9,149 8,526 623 8,591 7,907 684 -7%
Category: 1. Post Secondary 9,187 8,890 297 8,008 7,677 331 7,749 7,295 454 -5%
Anthony Mancini Zekelman School of Business & IT 3670 3630 40 2251 2187 64 2416 2314 102 6% Randal Semeniuk School of Community Studies 1195 1070 125 1289 1209 80 1214 1116 98 -8% John Byng School of Engineering Technologies 1450 1408 42 1112 1073 39 1087 1023 64 -5% Monica Tighe School of Health Sciences 794 772 22 828 792 36 837 801 36 1% Linda Watson School of Nursing 1113 1066 47 1131 1081 50 1146 1063 83 -2% Willie (Jimmy) Parsons School of Media, Art & Design 339 328 11 337 318 19 263 251 12 -21% John Byng School of Skilled Trades 626 616 10 1060 1017 43 786 727 59 -29%
Category: 2. Adult Training 374 115 259 413 121 292 253 23 230 -81%
Randal Semeniuk School of Community Studies 259 0 259 277 0 277 230 0 230 - Karen Gill-Gore Community & Corporate Training (EAP) 115 115 0 136 121 15 23 23 0 -81%
Category: 3. Apprenticeship 762 762 0 728 728 0 589 589 0 -19%
John Byng School of Skilled Trades 762 762 0 728 728 0 589 589 0 -19%
Campus: Thames Campus 1,279 1,192 87 1,330 1,227 103 1,355 1,223 132 0%
Category: 1. Post Secondary 1,248 1,192 56 1,294 1,227 67 1,295 1,223 72 0%
Mark Benoit School of Academic Studies Chatham-Kent 737 706 31 800 768 32 740 708 32 -8% Linda Watson School of Nursing - Chatham 397 384 13 398 374 24 450 418 32 12% Monica Tighe School of Health Sciences - Chatham 114 102 12 96 85 11 105 97 8 14%
Category: 2. Adult Training 30 0 30 32 0 32 57 0 57 -
Mark Benoit School of Academic Studies Chatham-Kent 30 0 30 32 0 32 57 0 57 -
Category: 2. Apprenticeship 1 0 1 4 0 4 3 0 3 -
Mark Benoit Apprentices - Thames 1 0 1 4 0 4 3 0 3 -
Campus: Toronto Campus 1,182 1,182 0 1,078 1,077 1 2,709 2,699 10 151%
Category: 1. Post Secondary 1,182 1,182 0 1,078 1,077 1 2,709 2,699 10 151%
Ace Acumen Academy Ace Acumen Academy 1182 1182 0 1078 1077 1 2709 2699 10 151%
Total College by Activity Fall 2018 Fall 2019 Fall 2020 % Increase of COUNT FT PT COUNT FT PT COUNT FT PT Post Secondary 13184 12815 369 13247 12817 430 14499 13885 614 8% Adult Training 404 115 289 445 121 324 310 23 287 -81% Apprenticeship 763 762 1 732 728 4 592 589 3 -19%
Total College 14351 13692 659 14424 13666 758 15401 14497 904 6%
BREAKDOWN OF FULL TIME POST SECONDARY STUDENT POPULATION:
Grand Total Full Time Post Secondary 13,885 LESS: ACE Acumen Academy -2,699 Total Full Time Post Secondary WINDSOR/CHATHAM 11,186
Total Full Time Post Secondary WINDSOR/CHATHAM 11,186 LESS: INTERNATIONAL Full Time Post Secondary -3,878 Total DOMESTIC Full Time Post Secondary 7,308
Full Board Agenda: Item #6.1 October 27, 2020 2 of 10 Post Secondary, Tuition Short and Apprenticeship Fall Registration Statistics 7 Year 10 Day Count
A CODE PROGRAM NAME A 9/15/2014 9/21/2015 9/19/2016 9/18/2017 9/17/2018 9/16/2019 10/2/2020 20/21 L FT PT FT PT FT PT FT PT FT PT FT PT FT PT CHANGE P3 SCHOOL OF MEDIA, ART & DESIGN - Willie (Jimmy) Parsons B875 ADVERTISING & MARKETING COMM. 1 64 2 47 0 77 0 61 1 41 0 40 0 54 1 35% ADVERTISING & MARKETING COMM. 3 50 0 47 0 36 1 34 0 35 1 21 1 20 1 -5% ADVERTISING & MARKETING COMM. 5 24 2 36 4 37 4 20 1 16 3 26 1 17 0 -35%
T809 GRAPHIC DESIGN 1 41 0 37 0 39 0 39 0 41 0 40 0 40 0 0% GRAPHIC DESIGN 3 33 1 30 3 30 0 29 2 26 0 29 0 30 1 3% GRAPHIC DESIGN 5 24 0 32 1 26 0 20 0 28 0 21 1 27 0 29%
B940 HOSPITALITY - HOTEL AND RESTAURANT 1 59 0 55 1 45 0 76 0 72 0 72 0 123 0 71% HOSPITALITY - HOTEL AND RESTAURANT 2 71 0 22 1 -69% HOSPITALITY - HOTEL AND RESTAURANT 3 47 1 34 1 38 1 42 0 110 0 57 0 71 4 25%
B894 JOURNALISM 1 49 2 35 1 40 0 33 1 27 1 34 0 27 1 -21% JOURNALISM 3 29 4 30 2 21 8 31 3 18 3 11 2 15 2 36%
B826 TOURISM - TRAVEL 1 90 1 62 1 47 0 81 1 79 0 79 0 43 1 -46% TOURISM - TRAVEL 4 32 1 58 2 39 1 22 2 38 0 56 0 59 2 5%
B882 MEDIA CONVERGENCE 1 9 0 14 0 11 0 28 1 22 0 23 0 0 0 -100%
B791 PUBLIC RELATIONS 1 17 0 28 1 32 1 26 0 32 1 40 0 0 0 -100% PUBLIC RELATIONS 3 20 1 14 0 18 0 20 0 14 1 25 1 33 0 32%
B908 EVENT MANAGEMENT 1 14 0 76 0 66 0 43 0 -35% EVENT MANAGEMENT 2 23 0 -
B792 WEB & INTERACTIVE ADVERTISING 1 20 0 38 0 25 0 0 0 -100%
SUB TOTAL AAL 01 - DOWNTOWN 329 5 278 4 291 1 378 4 428 2 419 0 330 3 -21% SUB TOTAL AAL 02 - DOWNTOWN 71 0 45 1 -37% SUB TOTAL AAL 03 - DOWNTOWN 179 7 155 6 143 10 156 5 203 5 143 4 169 8 18% SUB TOTAL AAL 04 - DOWNTOWN 32 1 58 2 39 1 22 2 38 0 56 0 59 2 5% SUB TOTAL AAL 05 - DOWNTOWN 48 2 68 5 63 4 40 1 44 3 47 2 44 0 -6% TOTAL DOWNTOWN WINDSOR 588 15 559 17 536 16 596 12 713 10 736 6 647 14 -12% P2 SCHOOL OF COMMUNITY STUDIES - Randal Semeniuk B961 BORDER SERVICES 1 63 1 98 2 81 2 97 2 127 2 110 1 118 1 7% BORDER SERVICES 3 64 1 67 0 74 1 88 2 74 5 -16%
B959 PARALEGAL (ACCEL.) 1 26 0 24 0 28 0 26 1 27 0 28 0 42 1 50% PARALEGAL (ACCEL.) 4 18 0 23 0 19 0 24 0 18 0 21 1 22 0 5%
B897 PARALEGAL 1 26 0 22 1 25 0 26 0 28 0 26 0 39 2 50% PARALEGAL 3 27 0 15 0 16 0 18 1 17 0 23 0 16 0 -30%
B603 COMMUNITY & JUSTICE SERVICES 1 39 2 45 1 34 0 45 0 40 1 37 2 36 0 -3% COMMUNITY & JUSTICE SERVICES 3 19 0 17 1 21 0 19 1 21 0 24 1 26 2 8%
SUB TOTAL AAL 01 - DOWNTOWN 154 3 189 4 168 2 194 3 222 3 201 3 235 4 17% SUB TOTAL AAL 03 - DOWNTOWN 46 0 32 1 101 1 104 2 112 1 135 3 116 7 -14% SUB TOTAL AAL 04 - DOWNTOWN 18 0 23 0 19 0 24 0 18 0 21 1 22 0 5% TOTAL DOWNTOWN WINDSOR 218 3 244 5 288 3 322 5 352 4 357 7 373 11 4% B2 ZEKELMAN SCHOOL OF BUSINESS & INFORMATION TECHNOLOGY - Anthony Mancini B600 BUSINESS 1 91 0 205 1 145 4 -29% BUSINESS 2 197 0 136 0 41 3 -70% BUSINESS 3 202 13 287 15 42%
B018 DATA ANALYTICS FOR BUSINESS 1 62 0 95 0 102 0 7% DATA ANALYTICS FOR BUSINESS 3 134 0 225 1 68%
B802 HUMAN RESOURCES MANAGEMENT 1 39 0 136 2 97 2 93 6 -4% HUMAN RESOURCES MANAGEMENT 2 26 4 -
B999 INTERNATIONAL BUS MGMT - LOGISTICS 1 222 0 196 0 -12% INTERNATIONAL BUS MGMT - LOGISTICS 2 326 0 80 0 -75% INTERNATIONAL BUS MGMT - LOGISTICS 3 453 20 - INTERNATIONAL BUS MGMT - LOGISTICS 4 310 0 0 0 -100%
B788 SUPPLY CHAIN MANAGEMENT 2 16 2 - - -
SUB TOTAL AAL 01 - DOWNTOWN 39 0 289 2 619 3 536 10 -13% SUB TOTAL AAL 02 - DOWNTOWN 0 0 197 0 478 2 147 7 -69% SUB TOTAL AAL 03 - DOWNTOWN 0 0 0 0 336 13 965 36 187% SUB TOTAL AAL 04 - DOWNTOWN 0 0 0 0 310 0 0 0 -100% TOTAL DOWNTOWN WINDSOR 39 0 486 2 1,743 18 1,648 53 -5% B2 ZEKELMAN SCHOOL OF BUSINESS & INFORMATION TECHNOLOGY - Anthony Mancini B007 BUS ADMIN - ACCOUNTING 1 67 0 57 1 60 0 71 1 59 0 63 0 55 0 -13% BUS ADMIN - ACCOUNTING 3 75 2 71 2 63 3 79 1 59 1 54 3 55 8 2% BUS ADMIN - ACCOUNTING 5 60 4 74 2 63 2 60 3 72 2 80 1 68 9 -15%
B851 BUS ADMIN - FINANCE 1 40 0 32 2 51 0 31 2 34 1 64 0 45 1 -30% BUS ADMIN - FINANCE 3 25 0 45 0 36 1 44 1 29 1 27 1 47 0 74% BUS ADMIN - FINANCE 5 22 0 24 1 36 3 26 0 30 0 29 1 29 5 0%
B880 BUS ADMIN - HUMAN RESOURCES 1 62 0 59 0 56 2 61 0 50 2 52 2 37 2 -29% Full Board Agenda: Item #6.1 October 27, 2020 3 of 10 Post Secondary, Tuition Short and Apprenticeship Fall Registration Statistics 7 Year 10 Day Count
A CODE PROGRAM NAME A 9/15/2014 9/21/2015 9/19/2016 9/18/2017 9/17/2018 9/16/2019 10/2/2020 20/21 L FT PT FT PT FT PT FT PT FT PT FT PT FT PT CHANGE BUS ADMIN - HUMAN RESOURCES 3 43 1 57 1 45 1 54 0 43 1 41 0 46 4 12% BUS ADMIN - HUMAN RESOURCES 5 40 2 41 1 54 0 44 2 44 3 40 5 38 1 -5%
B009 BUS ADMIN - MARKETING 1 43 2 42 0 46 0 37 3 41 0 38 0 34 1 -11% BUS ADMIN - MARKETING 3 32 2 27 2 35 1 31 2 36 1 31 2 32 4 3% BUS ADMIN - MARKETING 5 32 1 26 0 23 0 32 0 27 0 37 0 36 2 -3%
B010 BUSINESS - ACCOUNTING 1 49 3 47 3 42 1 53 2 65 0 78 1 37 3 -53% BUSINESS - ACCOUNTING 3 52 2 48 3 58 4 47 10 85 3 53 9 68 8 28%
B012 BUSINESS - MARKETING 1 30 1 28 3 46 1 50 3 59 3 78 1 32 0 -59% BUSINESS - MARKETING 3 21 1 19 4 20 2 28 3 85 2 50 2 91 9 82%
T860 COMPUTER SYST TECHN-NETWORK 1 46 1 56 1 47 1 96 2 90 0 272 2 259 0 -5% COMPUTER SYST TECHN-NETWORK 2 369 0 247 0 60 2 -76% COMPUTER SYST TECHN-NETWORK 3 45 1 51 3 57 3 68 3 368 0 177 1 464 3 162% COMPUTER SYST TECHN-NETWORK 4 111 5 -
T861 COMPUTER SYST TECHY-NETWORK 1 49 1 52 0 55 0 82 0 71 4 55 0 46 0 -16% COMPUTER SYST TECHY-NETWORK 3 54 0 44 3 63 0 60 2 88 1 37 0 44 3 19% COMPUTER SYST TECHY-NETWORK 5 47 3 66 1 61 4 73 1 63 3 71 1 43 1 -39%
B892 BUS ADMIN - INTERNATIONAL 1 28 1 25 1 24 0 26 2 0 0 0 0 0 0 - BUS ADMIN - INTERNATIONAL 3 22 1 13 0 18 1 16 2 12 0 0 0 0 0 - BUS ADMIN - INTERNATIONAL 5 14 1 13 1 15 0 12 1 15 0 12 1 0 0 -100%
B989 INTERNATIONAL BUS. MANAGEMENT 1 19 0 47 1 48 0 140 0 86 0 - - 0 0 - INTERNATIONAL BUS. MANAGEMENT 2 323 0 - - 0 0 - INTERNATIONAL BUS. MANAGEMENT 3 14 0 31 0 77 0 363 0 - - 0 0 -
B904 SPORT & RECREATION MANAGEMENT 1 57 1 57 1 56 2 53 0 59 0 41 1 28 2 -32% SPORT & RECREATION MANAGEMENT 3 40 1 40 1 36 0 38 0 28 1 38 0 31 1 -18% SPORT & RECREATION MANAGEMENT 5 36 0 32 3 30 0 26 1 35 1 35%
B226 OFFICE ADMIN - EXECUTIVE 3 29 0 29 0 36 2 28 2 83 1 27 4 35 3 30%
B227 OFFICE ADMIN - GENERAL 1 122 2 122 2 108 7 136 4 100 4 143 5 115 13 -20% OFFICE ADMIN - GENERAL 2 329 4 0 0 0 0 -
B228 OFFICE ADMIN - HEALTH SERVICES 3 75 2 26 1 38 0 192 1 35 12 69 5 97%
B891 OFFICE ADMIN - LEGAL 1 0 0 0 0 0 0 15 2 0 0 0 0 0 0 - OFFICE ADMIN - LEGAL 3 13 0 13 0 16 0 10 2 10 1 0 0 0 0 -
B906 ESPORTS ADMIN & ENTREPRENEURSHIP 1 58 0 56 0 -3% ESPORTS ADMIN & ENTREPRENEURSHIP 3 12 0 29 0 142%
B948 INTERNET APPLICATIONS & WEB DESIGN 1 30 1 30 1 31 0 28 2 0 0 0 0 0 0 - INTERNET APPLICATIONS & WEB DESIGN 3 41 1 41 1 20 1 17 0 17 0 0 0 0 0 - INTERNET APPLICATIONS & WEB DESIGN 5 17 0 17 0 35 0 15 0 11 0 11 0 0 0 -100%
B949 INTERNET APPLICATIONS & WEB DESIGN 1 22 0 -
B990 MOBILE APPLICATIONS DEVELOPMENT 1 40 0 40 0 37 1 45 0 72 1 60 2 49 2 -18% MOBILE APPLICATIONS DEVELOPMENT 3 29 0 24 1 22 0 38 3 38 1 0% MOBILE APPLICATIONS DEVELOPMENT 5 26 0 21 0 12 3 30 3 150% SUB TOTAL AAL 01 - WINDSOR 682 13 694 16 707 15 924 23 786 15 1,002 14 815 24 -19% SUB TOTAL AAL 02 - WINDSOR 1,021 4 247 0 60 2 -76% SUB TOTAL AAL 03 - WINDSOR 492 12 587 22 589 20 659 29 1,520 14 620 37 1,049 49 69% SUB TOTAL AAL 04 - WINDSOR 111 5 SUB TOTAL AAL 05 - WINDSOR 232 11 261 6 323 9 320 10 313 8 318 13 279 22 -12% TOTAL SOUTH CAMPUS 1,406 36 1,542 44 1,619 44 1,903 62 3,640 41 2,187 64 2,314 102 6% P2 SCHOOL OF COMMUNITY STUDIES - Randal Semeniuk B935 AUTISM & BEHAVIOURAL SCIENCE 1 26 0 26 0 41 0 30 0 40 0 26 0 39 1 50%
B995 AUTISM & BEHAVIOURAL SCIENCE (PT) 1 0 11 0 11 0 0 0 0 0 5 0 6 0 0 -
C999 BACHELOR OF APPL ARTS IN SOCIAL JUSTICE 1 33 0 47 0 42% BACHELOR OF APPL ARTS IN SOCIAL JUSTICE 3 32 0 -
B992 CHILD & YOUTH CARE 1 77 0 77 0 74 1 78 0 80 0 78 0 75 0 -4% CHILD & YOUTH CARE 4 51 1 51 1 61 0 55 0 56 2 55 1 48 0 -13% CHILD & YOUTH CARE 7 57 0 57 0 49 2 54 1 35 4 50 2 45 3 -10%
C365 COMMUNITY INTEGRATION COOP ED. 1 10 0 10 0 15 0 19 0 29 0 37 0 28 0 -24% COMMUNITY INTEGRATION COOP ED. 3 10 0 10 0 9 0 13 0 19 0 27 0 27 0 0%
C862 GENERAL ARTS & SCIENCE - AA. BUS 1 32 2 32 2 28 1 46 3 33 1 38 1 16 74 -58%
B101 EARLY CHILDHOOD EDUCATION 1 95 2 95 2 99 1 99 0 96 3 98 2 121 1 23% EARLY CHILDHOOD EDUCATION 3 70 3 70 3 70 2 64 3 65 3 80 3 105 3 31%
B820 EARLY CHILDHOOD EDUCATION (ACCEL.) 3 18 0 18 0 14 0 19 0 15 1 11 0 17 0 55%
B846 EARLY CHILDHOOD EDUCATION (B.Ed.) 3 35 0 35 0 56 0 31 0 39 0 55 0 53 0 -4%
B899 EDUCATIONAL SUPPORT 1 54 2 54 2 45 2 48 2 52 2 51 1 0 0 -100% Full Board Agenda: Item #6.1 October 27, 2020 4 of 10 Post Secondary, Tuition Short and Apprenticeship Fall Registration Statistics 7 Year 10 Day Count
A CODE PROGRAM NAME A 9/15/2014 9/21/2015 9/19/2016 9/18/2017 9/17/2018 9/16/2019 10/2/2020 20/21 L FT PT FT PT FT PT FT PT FT PT FT PT FT PT CHANGE EDUCATIONAL SUPPORT 3 57 1 57 1 40 4 26 5 29 1 44 3 38 1 -14%
C623 LIBERAL ARTS 1 33 1 33 1 35 1 39 0 39 1 37 0 41 0 11% LIBERAL ARTS 3 21 0 21 0 15 1 22 0 23 0 19 0 20 2 5%
B819 POLICE FOUNDATIONS 3 44 0 44 0 47 1 56 1 37 0 33 10 61 5 85%
B803 PROTECTION, SECURITY & INVEST. 1 154 2 154 2 122 3 151 2 143 1 140 2 121 3 -14% PROTECTION, SECURITY & INVEST. 3 100 5 100 5 98 2 56 4 66 2 84 4 70 4 -17%
B109 SPECIAL STUDENT 1 0 65 0 65 1 62 0 44 6 97 0 45 0 0 -
B895 SOCIAL SERVICE WORKER - GERONT 1 46 2 46 2 49 1 46 0 73 1 82 0 40 0 -51% SOCIAL SERVICE WORKER - GERONT 2 61 0 0 0 0 0 - SOCIAL SERVICE WORKER - GERONT 3 37 1 37 1 41 4 41 1 34 1 62 0 72 1 16% SOCIAL SERVICE WORKER - GERONT 4 69 0 0 0 -100%
SUB TOTAL AAL 01 - WINDSOR 527 87 527 87 509 72 556 51 591 111 620 57 528 79 -15% SUB TOTAL AAL 02 - WINDSOR 61 0 0 0 0 0 - SUB TOTAL AAL 03 - WINDSOR 392 10 392 10 390 14 328 14 327 8 415 20 495 16 19% SUB TOTAL AAL 04 - WINDSOR 51 1 51 1 61 0 55 0 56 2 124 1 48 0 -61% SUB TOTAL AAL 07 - WINDSOR 57 0 57 0 49 2 54 1 35 4 50 2 45 3 -10% TOTAL SOUTH CAMPUS 1,027 98 1,027 98 1,009 88 993 66 1,070 125 1,209 80 1,116 98 -8% T3 SCHOOL OF ENGINEERING TECHNOLOGIES - John Byng T020 ARCHITECTURAL TECHNOLOGY 1 37 1 37 1 39 0 35 0 51 0 51 1 47 0 -8% ARCHITECTURAL TECHNOLOGY 3 34 0 34 0 31 2 37 2 35 1 28 0 56 3 100% ARCHITECTURAL TECHNOLOGY 5 25 4 25 4 31 3 25 3 24 2 27 2 22 2 -19%
T755 BIOMEDICAL ENG TECHNOLOGY 1 43 0 43 0 55 0 59 0 54 0 41 0 47 0 15% BIOMEDICAL ENG TECHNOLOGY 3 28 0 28 0 29 0 34 0 25 0 24 0 28 0 17% BIOMEDICAL ENG TECHNOLOGY 5 0 0 27 0 28 1 29 0 25 0 20 0 -20%
T836 CHEMICAL LAB TECHNOLOGY 1 45 0 45 0 37 2 36 1 47 0 30 0 23 0 -23% CHEMICAL LAB TECHNOLOGY 3 33 1 33 1 21 1 17 0 18 0 25 0 18 1 -28% CHEMICAL LAB TECHNOLOGY 5 24 2 24 2 27 1 25 7 12 1 17 2 19 1 12%
T154 CIVIL ENG TECHNOLOGY 1 50 1 50 1 58 0 38 2 47 2 53 0 52 1 -2% CIVIL ENG TECHNOLOGY 3 39 3 39 3 37 2 36 3 32 3 30 1 29 3 -3% CIVIL ENG TECHNOLOGY 5 26 4 26 4 47 3 35 7 41 3 31 2 30 7 -3%
T036 CONSTRUCTION ENG TECHN - CIVIL 1 24 1 24 1 19 1 29 0 65 1 73 1 21 0 -71% CONSTRUCTION ENG TECHN - CIVIL 2 36 0 25 0 0 0 -100% CONSTRUCTION ENG TECHN - CIVIL 3 18 3 18 3 18 3 23 2 41 2 71 3 123 4 73%
T046 CONSTRUCTION PROJECT MANAGEMENT 1 25 0 -
T974 ELECTROMECHANICAL ENG. TECHN. 1 58 1 58 1 72 0 101 0 89 3 72 3 49 0 -32% ELECTROMECHANICAL ENG. TECHN. 3 25 1 25 1 40 1 50 8 140 7 75 6 97 13 29%
T929 ELECTRONICS ENG TECHNOLOGY-I.A. 1 35 0 35 0 23 0 30 0 39 2 39 0 0 0 -100% ELECTRONICS ENG TECHNOLOGY-I.A. 3 26 3 26 3 23 2 14 3 14 1 23 1 23 2 0% ELECTRONICS ENG TECHNOLOGY-I.A. 5 27 1 27 1 20 3 15 12 13 7 11 5 18 2 64%
T146 INTERIOR DESIGN 1 34 0 34 0 41 1 35 0 39 0 39 0 41 0 5% INTERIOR DESIGN 3 20 0 20 0 18 1 19 0 16 0 18 0 21 2 17% INTERIOR DESIGN 5 19 5 19 5 21 3 12 3 13 2 14 1 13 5 -7%
T826 MECH ENG TY - AUTO PROD DESIGN 1 72 1 72 1 67 0 94 2 69 0 66 1 43 2 -35% MECH ENG TY - AUTO PROD DESIGN 3 47 1 47 1 45 1 47 2 57 3 45 3 46 2 2% MECH ENG TY - AUTO PROD DESIGN 5 26 2 26 2 32 5 27 5 33 2 50 6 31 9 -38%
T941 POWER ENG TECHNOLOGY - MECHAN 1 37 6 37 6 44 3 42 2 30 2 28 0 29 3 4% POWER ENG TECHNOLOGY - MECHAN 4 26 2 26 2 26 7 31 0 24 3 17 1 23 1 35% POWER ENG TECHNOLOGY - MECHAN 7 7 0 9 0 29%
T942 POWER ENG TECHNICIAN 1 18 0 9 0 -50% POWER ENG TECHNICIAN 4 11 1 -
T867 MECHANICAL TECHN - CAD/CAM 1 35 1 35 1 39 1 41 0 51 0 - - - * TSF TO SKILLED TRADES MECHANICAL TECHN - CAD/CAM 3 12 0 - - -
T855 MECH ENG TECHN - INDUSTRIAL 1 48 0 48 0 48 0 39 0 56 0 - - - * TSF TO SKILLED TRADES MECH ENG TECHN - INDUSTRIAL 2 81 0 - - - MECH ENG TECHN - INDUSTRIAL 3 13 1 13 1 38 1 32 2 81 2 - - -
T923 MECH TECHNIQUES - PMC 1 7 0 - - - * TSF TO SKILLED TRADES
SUB TOTAL AAL 01 - WINDSOR 518 12 518 12 542 8 579 7 644 10 510 6 386 6 -24% SUB TOTAL AAL 02 - WINDSOR 117 0 25 0 0 0 -100% SUB TOTAL AAL 03 - WINDSOR 283 13 283 13 300 14 309 22 471 19 339 14 441 30 30% SUB TOTAL AAL 04 - WINDSOR 26 2 26 2 26 7 31 0 24 3 17 1 34 2 100% SUB TOTAL AAL 05 - WINDSOR 147 18 147 18 205 18 167 38 152 10 175 18 153 26 -13% SUB TOTAL AAL 07 - WINDSOR 7 0 9 0 29% TOTAL SOUTH CAMPUS 974 45 974 45 1,073 47 1,086 67 1,408 42 1,073 39 1,023 64 -5% H1 SCHOOL OF HEALTH SCIENCES - Monica Tighe
H794 CARDIOVASCULAR TECHNOLOGY 1 27 1 27 1 28 0 27 1 26 0 26 2 24 0 -8% Full Board Agenda: Item #6.1 October 27, 2020 5 of 10 Post Secondary, Tuition Short and Apprenticeship Fall Registration Statistics 7 Year 10 Day Count
A CODE PROGRAM NAME A 9/15/2014 9/21/2015 9/19/2016 9/18/2017 9/17/2018 9/16/2019 10/2/2020 20/21 L FT PT FT PT FT PT FT PT FT PT FT PT FT PT CHANGE CARDIOVASCULAR TECHNOLOGY 4 26 0 26 0 22 0 24 0 22 0 23 0 26 2 13%
H796 DIAGNOSTIC MEDICAL SONOGRAPHY 1 18 0 18 0 20 0 20 0 20 0 20 0 20 0 0% DIAGNOSTIC MEDICAL SONOGRAPHY 4 18 1 18 1 18 0 19 0 20 0 19 0 17 1 -11% DIAGNOSTIC MEDICAL SONOGRAPHY 7 15 0 15 0 17 0 17 0 16 0 19 0 19 0 0%
H912 ADVANCE MEDICAL ESTHETICS 1 24 0 34 0 42%
B912 ESTHETICIAN 1 85 0 - * TSF FROM SKILLED TRADES
H915 DENTAL ASSISTING LEVEL I & II 1 69 7 69 7 69 8 65 14 54 5 54 7 0 0 -100%
H800 DENTAL HYGIENE 1 46 2 46 2 44 3 45 2 43 4 44 0 39 0 -11% DENTAL HYGIENE 3 35 7 35 7 42 0 35 7 38 1 38 5 38 0 0% DENTAL HYGIENE 5 29 2 29 2 38 1 27 7 42 2 33 0 31 8 -6%
H879 FITNESS AND HEALTH PROMOTION 1 56 2 56 2 48 1 62 2 50 1 57 0 47 3 -18% FITNESS AND HEALTH PROMOTION 3 35 1 35 1 39 1 24 1 18 0 32 0 33 0 3%
H837 MED LAB SCIENCE 1 49 7 49 7 50 5 48 9 43 0 38 4 48 3 26% MED LAB SCIENCE 4 45 0 45 0 45 0 39 0 38 2 40 3 35 1 -13% MED LAB SCIENCE 6 23 0 23 0 19 0 28 0 27 0 20 0 25 0 25%
H299 MEDICAL LAB TECHNICIAN 1 32 1 32 1 34 1 38 1 39 0 36 0 35 2 -3%
H840 PARAMEDIC 1 29 6 29 6 29 3 31 1 27 3 37 1 32 6 -14% PARAMEDIC 3 20 1 20 1 25 4 30 1 19 1 13 1 18 1 38%
H812 PHARMACY TECHNICIAN 1 49 0 49 0 51 1 56 0 60 3 56 6 40 5 -29% PHARMACY TECHNICIAN 4 23 1 23 1 28 0 31 2 33 0 27 6 26 3 -4%
H258 VETERINARY TECHNICIAN 1 59 0 59 0 55 0 53 1 60 0 57 0 51 0 -11% VETERINARY TECHNICIAN 3 29 0 29 0 29 0 28 0 23 0 28 0 28 0 0%
H795 RESPIRATORY THERAPY 1 25 0 25 0 24 1 25 0 25 0 25 1 22 0 -12% RESPIRATORY THERAPY 3 17 0 17 0 19 0 13 0 15 0 13 0 14 1 8% RESPIRATORY THERAPY 5 17 0 17 0 14 1 17 0 14 0 13 0 14 0 8%
SUB TOTAL AAL 01 - WINDSOR 459 26 459 26 452 23 470 31 447 16 474 21 477 19 1% SUB TOTAL AAL 03 - WINDSOR 136 9 136 9 154 5 130 9 113 2 124 6 131 2 6% SUB TOTAL AAL 04 - WINDSOR 112 2 112 2 113 0 113 2 113 2 109 9 104 7 -5% SUB TOTAL AAL 05 - WINDSOR 46 2 46 2 52 2 44 7 56 2 46 0 45 8 -2% SUB TOTAL AAL 06 - WINDSOR 23 0 23 0 19 0 28 0 27 0 20 0 25 0 25% SUB TOTAL AAL 07 - WINDSOR 15 0 15 0 17 0 17 0 16 0 19 0 19 0 0% TOTAL SOUTH CAMPUS 791 39 791 39 807 30 802 49 772 22 792 36 801 36 1% H2 SCHOOL OF NURSING - Linda Watson H850 COLLABORATIVE NURSING 1 136 11 136 11 140 2 136 5 133 7 145 9 146 7 1% COLLABORATIVE NURSING 3 118 14 118 14 106 20 132 5 114 17 128 2 141 1 10%
H932 PERSONAL SUPPORT WORKER 1 112 0 112 0 87 0 78 0 66 0 66 3 63 2 -5%
H863 PRACTICAL NURSING 1 124 2 124 2 170 5 170 5 178 8 190 9 164 21 -14% PRACTICAL NURSING 2 1 8 0 0 0 0 0 0 0 0 - PRACTICAL NURSING 3 145 1 145 1 116 7 172 6 130 5 132 15 131 27 -1% PRACTICAL NURSING 5 2 0 2 0 0 0 75 0 0 0 0 0 19 0 -
C904 PRE-HEALTH SCIENCES PATHWAY TO A.D. 1 529 12 529 12 474 14 447 6 445 10 420 12 399 25 -5%
SUB TOTAL AAL 01 - SOUTH CAMPUS 901 25 901 25 871 21 831 16 822 25 821 33 772 55 -6% SUB TOTAL AAL 02 - SOUTH CAMPUS 0 0 0 0 1 8 0 0 0 0 0 0 0 0 - SUB TOTAL AAL 03 - SOUTH CAMPUS 263 15 263 15 222 27 304 11 244 22 260 17 272 28 5% SUB TOTAL AAL 05 - SOUTH CAMPUS 2 0 2 0 0 0 75 0 0 0 0 0 19 0 - TOTAL SOUTH CAMPUS 1,166 40 1,166 40 1,094 56 1,210 27 1,066 47 1,081 50 1,063 83 -2% P3 SCHOOL OF MEDIA, ART & DESIGN - Willie (Jimmy) Parsons T993 ANIMATION - 2D/3D 1 40 0 42 0 39 1 41 0 41 0 39 1 27 1 -31% ANIMATION - 2D/3D 3 33 0 32 3 34 2 32 1 32 0 29 4 26 1 -10% ANIMATION - 2D/3D 5 16 0 28 1 25 5 24 1 28 7 25 4 24 1 -4%
B395 CULINARY MANAGEMENT 1 63 1 63 1 66 0 83 1 73 1 87 0 49 4 -44% CULINARY MANAGEMENT 3 30 0 30 0 25 2 34 0 40 2 42 3 48 2 14%
A872 ENTERTAINMENT TECHNOLOGY 1 20 1 20 1 24 0 13 0 0 0 0 0 0 0 - ENTERTAINMENT TECHNOLOGY 3 12 2 12 2 12 0 13 0 8 0 0 0 0 0 - ENTERTAINMENT TECHNOLOGY 5 7 0 7 0 10 1 12 0 13 0 6 2 0 0 -100%
B877 FASHION DESIGN TECHNICIAN 1 29 0 29 0 22 0 23 1 37 0 33 1 18 1 -45% FASHION DESIGN TECHNICIAN 3 15 3 15 3 19 2 11 2 13 1 22 3 16 1 -27%
A887 MUSIC THEATRE - PERFORMANCE 1 25 0 25 0 22 0 15 0 15 0 14 0 19 0 36% MUSIC THEATRE - PERFORMANCE 3 19 0 19 0 19 0 19 0 13 0 12 0 12 1 0% MUSIC THEATRE - PERFORMANCE 5 20 0 20 0 15 0 16 0 15 0 9 1 12 0 33%
SUB TOTAL AAL 01 - SOUTH CAMPUS 177 2 179 2 173 1 175 2 166 1 173 2 113 6 -35% SUB TOTAL AAL 03 - SOUTH CAMPUS 109 5 108 8 109 6 109 3 106 3 105 10 102 5 -3% SUB TOTAL AAL 05 - SOUTH CAMPUS 43 0 55 1 50 6 52 1 56 7 40 7 36 1 -10% TOTAL SOUTH CAMPUS 329 7 342 11 332 13 336 6 328 11 318 19 251 12 -21% Full Board Agenda: Item #6.1 October 27, 2020 6 of 10 Post Secondary, Tuition Short and Apprenticeship Fall Registration Statistics 7 Year 10 Day Count
A CODE PROGRAM NAME A 9/15/2014 9/21/2015 9/19/2016 9/18/2017 9/17/2018 9/16/2019 10/2/2020 20/21 L FT PT FT PT FT PT FT PT FT PT FT PT FT PT CHANGE T8 SCHOOL OF SKILLED TRADES - John Byng T964 CARPENTRY TECHNIQUES 1 31 0 31 0 40 1 35 0 38 1 31 0 41 0 32%
T947 ELECTRICAL TECHNIQUES 1 128 0 128 0 122 2 98 1 87 2 108 0 101 5 -6%
B912 ESTHETICIAN 1 60 0 60 0 73 2 71 2 70 2 88 2 - - - * TSF TO HEALTH SCIENCES
T207 HEAT REFRIG & AIR TECHN 1 32 1 32 1 36 1 37 0 44 1 60 0 44 0 -27% HEAT REFRIG & AIR TECHN 3 41 1 41 1 17 2 20 1 22 1 27 0 41 0 52%
T866 HORTICULTURE TECHN - LANDSCAPE 1 29 1 29 1 30 1 38 1 35 0 39 2 30 1 -23% HORTICULTURE TECHN - LANDSCAPE 3 14 1 14 1 20 1 17 2 19 2 20 2 28 0 40%
T954 PLUMBING TECHNIQUES 1 35 0 35 0 38 0 20 1 22 0 39 1 37 1 -5%
T949 WELDING TECHNIQUES 1 55 0 55 0 36 0 39 0 30 0 40 2 0 0 -100%
T805 WOODWORKING TECHNICIAN 1 34 0 34 0 28 0 28 0 27 0 30 0 0 0 -100% WOODWORKING TECHNICIAN 3 31 1 31 1 27 3 29 0 27 0 30 1 20 1 -33%
T914 HAIRSTYLING 1 53 0 53 0 59 0 60 0 56 0 58 0 58 1 0%
T167 MOTIVE POWER TECHNICIAN 1 46 0 46 0 45 0 55 0 51 0 56 0 30 0 -46% MOTIVE POWER TECHNICIAN 3 23 0 23 0 30 0 26 0 40 1 35 2 40 4 14%
T876 PRE-SERVICE FIREFIGHTER ED/TR. 1 35 0 35 0 40 0 46 0 48 0 30 1 28 0 -7%
T855 MECH ENG TECHN - INDUSTRIAL 1 49 0 34 0 -31% * TSF FROM ENGINEERING MECH ENG TECHN - INDUSTRIAL 2 46 0 0 0 -100% MECH ENG TECHN - INDUSTRIAL 3 76 2 100 3 32%
T867 MECH TECHN - CAD/CAM 1 53 0 0 0 -100% * TSF FROM ENGINEERING MECH TECHN - CAD/CAM 2 27 1 0 0 -100% MECH TECHN - CAD/CAM 3 67 0 95 4 42%
T923 MECH TECHNIQUES - PMC 1 8 1 0 0 -100% * TSF FROM ENGINEERING
T797 PRE-APPRENTICE CNC METAL CUTTING NC 0 25 0 27 0 0 0 0 0 19 - * NOT POST-SEC
T971 PRE=APPRENTICE CNC IMM NC 0 25 0 19 0 21 0 26 0 26 0 20 - * NOT POST-SEC
SUB TOTAL AAL 01 - WINDSOR 538 0 538 0 547 0 527 0 508 0 689 35 403 47 -42% SUB TOTAL AAL 02 - WINDSOR 73 1 0 0 -100% SUB TOTAL AAL 03 - WINDSOR 109 0 109 0 94 0 92 0 108 10 255 7 324 12 27% TOTAL SOUTH CAMPUS 647 0 647 0 641 0 619 0 616 10 1017 43 727 59 -29% TOTAL WINDSOR 7,146 283 7,292 299 7,399 297 7,906 294 10,451 314 10,513 362 9,963 532 -5% T6 SCHOOL OF ACADEMIC STUDIES CHATHAM-KENT - Mark Benoit K951 BINOOJIINYAG KINOOMAADWIN - ECE 1 7 0 7 0 0 0 9 0 22 0 21 0 0 0 -100% BINOOJIINYAG KINOOMAADWIN - ECE 3 11 0 11 0 5 0 2 0 5 0 5 0 11 0 120%
K844 BINOOJIINYAG KINOOMAADWIN - ECE 1 9 0 0 0 -100% BINOOJIINYAG KINOOMAADWIN - ECE 3 6 0 4 0 -33%
K967 BORDER SERVICES 1 25 3 25 3 15 4 18 0 17 2 15 2 34 0 127%
K600 BUSINESS 1 20 0 20 0 0 0 26 3 79 0 75 0 41 2 -45% BUSINESS 2 31 1 37 1 0 0 -100% BUSINESS 3 2 2 2 2 13 2 0 0 7 0 45 1 84 7 87%
K150 BUSINESS - ACCOUNTING 1 19 1 19 1 32 1 19 0 13 1 18 0 12 1 -33% BUSINESS - ACCOUNTING 3 15 2 15 2 12 2 19 2 13 4 14 3 22 3 57%
K994 CHILD & YOUTH CARE 7 32 2 32 2 34 1 22 1 24 2 19 1 30 1 58%
K200 DEVELOPMENTAL SVC WORKER 1 43 1 43 1 45 3 57 4 40 5 54 0 41 3 -24% DEVELOPMENTAL SVC WORKER 3 38 1 38 1 32 0 28 0 39 1 35 4 43 1 23%
K824 DEVELOPMENTAL SVC WORKER - ACCEL 1 6 0 6 0 8 1 33%
K240 EARLY CHILDHOOD EDUCATION 1 32 3 32 3 37 1 35 2 48 1 57 3 47 2 -18% EARLY CHILDHOOD EDUCATION 3 37 1 37 1 26 0 25 3 30 1 33 1 45 0 36%
K788 ELECTRICAL ENGINEERING TECHNICIAN 1 20 0 20 0 19 0 33 0 43 2 37 0 36 0 -3% ELECTRICAL ENGINEERING TECHNICIAN 3 12 1 12 1 12 0 14 0 21 1 33 1 31 0 -6%
K731 ELECTRICAL TECHNIQUES 1 21 0 21 0 0 0 18 0 18 0 13 1 0 0 -100%
K946 ESTHETICIAN 1 16 1 16 1 17 0 25 0 25 0 0 0 0 0 -
K304 NATIVE COMMUNITY WORKER 1 6 0 6 0 1 1 10 0 5 0 - - - - - NATIVE COMMUNITY WORKER 3 0 0 0 0 3 0 3 0 0 0 - - - - -
K798 NATIVE COMMUNITY WORKER 1 1 0 - - - - - NATIVE COMMUNITY WORKER 3 2 0 - - - - -
Full Board Agenda: Item #6.1 October 27, 2020 7 of 10 Post Secondary, Tuition Short and Apprenticeship Fall Registration Statistics 7 Year 10 Day Count
A CODE PROGRAM NAME A 9/15/2014 9/21/2015 9/19/2016 9/18/2017 9/17/2018 9/16/2019 10/2/2020 20/21 L FT PT FT PT FT PT FT PT FT PT FT PT FT PT CHANGE K306 NATIVE COMMUNITY WORKER - TRADITIONAL 1 11 0 0 0 -100% NATIVE COMMUNITY WORKER - TRADITIONAL 3 2 0 6 0 200%
K308 NATIVE COMMUNITY WORKER - TRADITIONAL 1 8 0 0 0 -100% NATIVE COMMUNITY WORKER - TRADITIONAL 3 3 0 5 0 67%
K231 OFFICE ADMIN - EXECUTIVE 1 15 0 15 0 23 2 16 1 19 2 21 3 0 0 -100%
K238 OFFICE ADMIN - HEALTH SERVICES 1 29 2 24 0 25 1 22 2 21 2 45 4 114%
K919 POLICE FOUNDATIONS 1 18 0 18 0 30 2 26 3 21 1 22 1 23 4 5%
K766 POWERLINE TECHNICIAN 1 79 0 79 0 81 0 80 0 78 0 79 0 76 0 -4% POWERLINE TECHNICIAN 3 69 1 69 1 70 2 64 1 64 0 69 0 64 3 -7%
K384 SOCIAL SERVICE WORKER - GERONT 1 32 1 32 1 26 2 26 0 0 0 - - - - - SOCIAL SERVICE WORKER - GERONT 3 21 0 21 0 21 0 18 2 13 1 - - - - -
K175 SPECIAL STUDENT - THAMES 1 0 5 0 5 0 1 0 3 0 4 0 8 - - -
K813 PROTECTION, SECURITY & INVEST 1 13 1 11 0 0 0 0 0 -
SUB TOTAL AAL 01 - CHATHAM 353 15 408 18 350 17 423 17 468 21 467 20 363 17 -22% SUB TOTAL AAL 02 - CHATHAM 31 1 37 1 0 0 -100% SUB TOTAL AAL 03 - CHATHAM 205 8 232 8 194 6 173 8 194 8 245 10 315 14 29% SUB TOTAL AAL 07 - CHATHAM 32 2 32 2 34 1 22 1 24 2 19 1 30 1 58% TOTAL CHATHAM CAMPUS 590 25 672 28 578 24 618 26 717 32 768 32 708 32 -8% K9 SCHOOL OF NURSING - Linda Watson K950 COLLABORATIVE NURSING 1 58 4 58 4 59 1 59 1 42 0 56 6 62 3 11% COLLABORATIVE NURSING 3 61 3 61 3 50 6 55 4 57 4 30 3 54 0 80%
K933 PERSONAL SUPPORT WORKER 1 48 0 56 0 35 0 42 1 19 2 32 1 26 3 -19%
K958 PERSONAL SUPPORT WORKER - MUNSEY 1 4 0 0 1 -100%
K963 PRACTICAL NURSING 1 110 0 110 0 119 2 109 2 119 1 98 4 113 6 15% PRACTICAL NURSING 3 90 7 90 7 97 6 97 7 96 6 98 10 83 18 -15% PRACTICAL NURSING 5 0 0 0 0 0 0 2 0 0 0 0 0 22 1 -
K904 PRE-HEALTH SCIENCES PATHWAY TO A.D. 1 46 2 46 2 41 0 49 0 51 0 50 0 73 1 46%
K953 PRACTICAL NURSING - MUNSEY 1 8 0 4 0 4 0 0% PRACTICAL NURSING - MUNSEY 3 3 0 - PRACTICAL NURSING - MUNSEY 4 2 0 0 0 -100% PRACTICAL NURSING - MUNSEY 5 10 0 0 0 0 0 -
SUB TOTAL AAL 01 - THAMES 262 6 270 6 254 3 259 4 239 3 244 11 278 14 14% SUB TOTAL AAL 03 - THAMES 151 10 151 10 147 12 152 11 153 10 128 13 140 18 9% SUB TOTAL AAL 04 - THAMES 2 0 0 0 -100% SUB TOTAL AAL 05 - THAMES 2 0 10 0 0 0 0 0 - TOTAL CHATHAM CAMPUS 413 16 421 16 401 15 413 15 402 13 374 24 418 32 12% K3 SCHOOL OF HEALTH SCIENCES-CHATHAM - Monica Tighe K893 OCC. THERAPIST ASSIST/PHYSIO 1 35 0 35 0 40 2 33 1 34 0 20 2 41 1 105% OCC. THERAPIST ASSIST/PHYSIO 3 31 1 31 1 30 0 38 0 22 1 26 0 14 0 -46%
K940 PARAMEDIC 1 29 4 29 4 39 3 38 2 34 5 26 7 30 4 15% PARAMEDIC 3 17 1 17 1 16 5 19 1 12 6 13 2 12 3 -8%
SUB TOTAL AAL 01 - THAMES 64 4 83 5 79 5 71 3 68 5 46 9 71 5 54% SUB TOTAL AAL 03 - THAMES 48 2 48 2 46 5 57 1 34 7 39 2 26 3 -33% TOTAL CHATHAM CAMPUS 112 6 131 7 125 10 128 4 102 12 85 11 97 8 14% TOTAL CHATHAM 1,115 47 1,224 51 1,104 49 1,159 45 1,221 57 1,227 67 1,223 72 0% TOTAL COLLEGE 8,261 330 8,516 350 8,503 346 9,065 339 11,672 371 11,740 429 11,186 604 -5% TOTALS BY ACADEMIC LEVEL WINDSOR TOTAL AAL 01 4285 173 4283 176 4260 143 4673 137 4903 185 5528 174 4595 253 -17% TOTAL AAL 02 0 0 0 0 1 8 0 0 1396 4 894 3 252 10 -72% TOTAL AAL 03 2009 71 2065 84 2102 97 2191 95 3204 84 2732 131 4064 193 49% TOTAL AAL 04 239 6 270 7 258 8 245 4 249 7 637 12 378 16 -41% TOTAL AAL 05 518 33 579 32 693 39 698 57 621 30 626 40 576 57 -8% TOTAL AAL 06 23 0 23 0 19 0 28 0 27 0 20 0 25 0 25% TOTAL AAL 07 72 0 72 0 66 2 71 1 51 4 76 2 73 3 -4% TOTAL WINDSOR 7,146 283 7,292 299 7,399 297 7,906 294 10,451 314 10,513 362 9,963 532 -5% CHATHAM TOTAL AAL 01 679 25 761 29 683 25 753 24 775 29 757 40 712 36 -6% TOTAL AAL 02 31 1 37 1 0 0 -100% TOTAL AAL 03 404 20 431 20 387 23 382 20 381 25 412 25 481 35 17% TOTAL AAL 04 2 0 0 0 -100% TOTAL AAL 05 0 0 0 0 0 0 2 0 10 0 0 0 0 0 - TOTAL AAL 07 32 2 32 2 34 1 22 1 24 2 19 1 30 1 58% TOTAL CHATHAM 1,115 47 1,224 51 1,104 49 1,159 45 1,221 57 1,227 67 1,223 72 0% TOTAL COLLEGE 8,261 330 8,516 350 8,503 346 9,065 339 11,672 371 11,740 429 11,186 604 -5% ENTIRE COLLEGE BY AAL Full Board Agenda: Item #6.1 October 27, 2020 8 of 10 Post Secondary, Tuition Short and Apprenticeship Fall Registration Statistics 7 Year 10 Day Count
A CODE PROGRAM NAME A 9/15/2014 9/21/2015 9/19/2016 9/18/2017 9/17/2018 9/16/2019 10/2/2020 20/21 L FT PT FT PT FT PT FT PT FT PT FT PT FT PT CHANGE TOTAL AAL 01 4964 198 5044 205 4943 168 5426 161 5678 214 6285 214 5307 289 -16% TOTAL AAL 02 0 0 0 0 1 8 0 0 1396 5 931 4 252 10 -73% TOTAL AAL 03 2413 91 2496 104 2489 120 2573 115 3585 109 3144 156 4545 228 45% TOTAL AAL 04 239 6 270 7 258 8 245 4 249 7 639 12 378 16 -41% TOTAL AAL 05 518 33 579 32 693 39 700 57 631 30 626 40 576 57 -8% TOTAL AAL 06 23 0 23 0 19 0 28 0 27 0 20 0 25 0 25% TOTAL AAL 07 104 2 104 2 100 3 93 2 75 6 95 3 103 4 8% COLLEGE GRAND TOTAL 8,261 330 8,516 350 8,503 346 9,065 339 11,641 371 11,740 429 11,186 604 -5% TOTALS BY SCHOOL AND CAMPUS WINDSOR MEDIA ART & DESIGN - DOWNTOWN 588 15 559 17 536 16 596 12 713 10 736 6 647 14 -12% COMMUNITY STUDIES - DOWNTOWN 218 3 244 5 288 3 322 5 352 4 357 7 373 11 4% ZEKELMAN BUSINESS/IT - DOWNTOWN 0 0 0 0 0 0 39 0 486 2 1,743 18 1,648 53 -5% ZEKELMAN BUSINESS/IT 1,406 36 1,542 44 1,619 44 1,903 62 3,640 41 2,187 64 2,314 102 6% COMMUNITY STUDIES 1,027 98 1,027 98 1,009 88 993 66 1,070 125 1,209 80 1,116 98 -8% ENGINEERING TECHNOLOGIES 974 45 974 45 1,073 47 1,086 67 1,408 42 1,073 39 1,023 64 -5% HEALTH SCIENCES 791 39 791 39 807 30 802 49 772 22 792 36 801 36 1% NURSING 1,166 40 1,166 40 1,094 56 1,210 27 1,066 47 1,081 50 1,063 83 -2% MEDIA ART & DESIGN 329 7 342 11 332 13 336 6 328 11 318 19 251 12 -21% SKILLED TRADES 647 0 647 0 641 0 619 0 616 10 1,017 43 727 59 -29% TOTAL WINDSOR 7,146 283 7,292 299 7,399 297 7,906 294 10,451 314 10,513 362 9,963 532 -5% CHATHAM ACADEMIC STUDIES CHATHAM-KENT 590 25 672 28 578 24 618 26 717 32 768 32 708 32 -8% NURSING - CHATHAM 413 16 421 16 401 15 413 15 402 13 374 24 418 32 12% HEALTH SCIENCES - CHATHAM 112 6 131 7 125 10 128 4 102 12 85 11 97 8 14% TOTAL CHATHAM 1,115 47 1,224 51 1,104 49 1,159 45 1,221 57 1,227 67 1,223 72 0% TOTAL COLLEGE 8,261 330 8,516 350 8,503 346 9,065 339 11,672 371 11,740 429 11,186 604 -5% SUMMARY WINDSOR 7,146 283 7,292 299 7,399 297 7,906 294 10,451 314 10,513 362 9,963 532 -5% CHATHAM 1,115 47 1,224 51 1,104 49 1,159 45 1,221 57 1,227 67 1,223 72 0% TOTAL COLLEGE 8,261 330 8,516 350 8,503 346 9,065 339 11,672 371 11,740 429 11,186 604 -5%
ADULT TRAINING PROGRAMS H3 SCHOOL OF COMMUNITY STUDIES - Randal Semeniuk C772 ACADEMIC & CAREER ENTRANCE 1 0 87 0 87 0 71 0 57 0 88 0 91 0 88 -
C774 COLLEGE & EMPLOYMENT PREP 1 0 134 0 134 0 103 0 139 0 171 0 186 0 142 -
W1 COMMUNITY AND CORPORATE TRAINING B736 ENGLISH LANG INSTRUCTION-IMMERSION 1 1 0 0 0 0 0 0 0 0 0 15 - - - B737 ENGLISH LANG INSTRUCTION-IMMERSION 2 1 0 0 0 2 0 2 0 0 - - - B738 ENGLISH LANG INSTRUCTION-IMMERSION 3 1 0 0 0 0 0 0 0 0 - - -
EAP ENG FOR ACADEMIC PURPOSES NC 11 0 0 0 -100% EAP1 ENG FOR ACADEMIC PURPOSES 1 NC 24 0 20 0 17 0 0 0 -100% EAP3 ENG FOR ACADEMIC PURPOSES 3 NC 27 0 28 0 30 0 4 0 -87% EAP4 ENG FOR ACADEMIC PURPOSES 4 NC 4 0 4 0 0% EAP5 ENG FOR ACADEMIC PURPOSES 5 NC 23 0 31 0 40 0 6 0 -85% EAP6 ENG FOR ACADEMIC PURPOSES 6 NC 9 0 - EAP7 ENG FOR ACADEMIC PURPOSES 7 NC 7 0 36 0 19 0 0 0 -100%
SUB TOTAL AAL 01 - WINDSOR 84 221 84 223 79 176 0 196 0 259 0 292 0 230 - SUB TOTAL NC - WINDSOR 0 0 0 0 0 0 81 0 115 0 121 0 23 0 -81% TOTAL WINDSOR 84 221 84 223 79 176 81 196 115 259 121 292 23 230 -81% P3 SCHOOL OF ACADEMIC STUDIES CHATHAM-KENT - Mark Benoit K972 ACADEMIC & CAREER ENTRANCE 1 0 40 0 40 0 45 0 33 0 30 0 32 0 57 -
SUB TOTAL AAL 01 - CHATHAM 0 40 0 40 0 45 0 33 0 30 0 32 0 57 - TOTAL CHATHAM 0 40 0 40 0 45 0 33 0 30 0 32 0 57 - TOTAL TUITION SHORT/ENGLISH TRAINING 84 261 84 263 79 221 81 229 115 289 121 324 23 287 -81% APPRENTICESHIP PROGRAMS AP SCHOOL OF SKILLED TRADES - John Byng 403A CARPENTER 1 14 0 14 0 12 0 10 0 17 0 18 0 9 0 -50% CARPENTER 2 6 0 6 0 11 0 11 0 14 0 12 0 12 0 0%
415A COOK 1 13 0 13 0 11 0 12 0 0 0 9 0 9 0 0%
309A ELECTRICIAN CONSTRUCTION MAINT 1 20 0 20 0 38 0 33 0 39 0 44 0 39 0 -11% ELECTRICIAN CONSTRUCTION MAINT 2 0 0 0 0 41 0 33 0 40 0 40 0 40 0 0% ELECTRICIAN CONSTRUCTION MAINT 3 19 1 19 1 0 0 0 0 0 0 0 0 0 0 -
332A HAIRSTYLIST 1 0 0 0 0 7 0 0 0 10 0 13 0 0 0 -100% HAIRSTYLIST 2 6 1 6 1 14 0 0 0 0 0 0 0 0 0 -
442A INDUSTRIAL ELECTRICIAN 1 46 2 46 2 36 0 52 0 41 0 44 0 33 0 -25% INDUSTRIAL ELECTRICIAN 2 38 2 38 2 42 0 42 0 50 0 43 0 44 0 2% INDUSTRIAL ELECTRICIAN 3 33 3 33 3 29 0 30 0 41 0 24 0 27 0 13%
306A PLUMBER 1 15 0 15 0 15 0 15 0 26 0 21 0 20 0 -5% PLUMBER 2 14 0 14 0 15 0 14 0 15 0 20 0 20 0 0%
310T TRUCK & COACH TECHNICIAN 1 31 2 31 2 28 0 25 0 25 0 22 0 20 0 -9% Full Board Agenda: Item #6.1 October 27, 2020 9 of 10 Post Secondary, Tuition Short and Apprenticeship Fall Registration Statistics 7 Year 10 Day Count
A CODE PROGRAM NAME A 9/15/2014 9/21/2015 9/19/2016 9/18/2017 9/17/2018 9/16/2019 10/2/2020 20/21 L FT PT FT PT FT PT FT PT FT PT FT PT FT PT CHANGE TRUCK & COACH TECHNICIAN 2 19 1 19 1 24 0 25 0 20 0 23 0 20 0 -13% TRUCK & COACH TECHNICIAN 3 19 1 19 1 14 1 24 0 22 0 20 0 20 0 0%
310S AUTOMOTIVE SERVICE TECHNICIAN 1 12 0 12 0 23 0 22 0 26 0 28 0 12 0 -57% AUTOMOTIVE SERVICE TECHNICIAN 2 24 0 24 0 47 0 44 0 53 0 42 0 15 0 -64%
313A REFRIGERATION AND AIR CONDITION 1 18 0 -
429A GENERAL MACHINIST 1 84 15 84 15 70 23 92 0 74 0 71 0 30 0 -58% GENERAL MACHINIST 2 55 8 55 8 72 0 73 0 85 0 74 0 42 0 -43% GENERAL MACHINIST 3 46 9 46 9 39 1 65 0 51 0 61 0 45 0 -26%
433A INDUSTRIAL MECHANIC MILLWRIGHT 1 24 2 24 2 25 1 24 0 25 0 19 0 44 0 132% INDUSTRIAL MECHANIC MILLWRIGHT 2 26 1 26 1 25 0 15 0 25 0 26 0 14 0 -46% INDUSTRIAL MECHANIC MILLWRIGHT 3 18 0 18 0 25 0 25 0 16 0 22 0 23 0 5%
431A MOULDMAKER 2 9 0 9 0 12 1 12 0 7 0 8 0 0 0 -100% MOULDMAKER 3 7 0 7 0 7 0 11 0 8 0 0 0 6 0 -
430A TOOL & DIE MAKER 2 14 8 14 8 23 1 25 0 12 0 17 0 13 0 -24% TOOL & DIE MAKER 3 14 3 14 3 23 0 22 0 20 0 7 0 14 0 100%
TOTAL AAL 01 - WINDSOR 259 21 259 21 265 24 285 0 283 0 289 0 234 0 -19% TOTAL AAL 02 - WINDSOR 211 21 211 21 326 2 294 0 321 0 305 0 220 0 -28% TOTAL AAL 03 - WINDSOR 156 17 156 17 137 2 177 0 158 0 134 0 135 0 1% TOTAL WINDSOR APPRENTICES 626 59 626 59 728 28 756 0 762 0 728 0 589 0 -19% AP Mark Benoit (PT Apprenticeship) Chatham D620 DEVELOPMENT SERVICES WORKER 1 0 0 0 0 0 0 1 0 0 1 0 4 0 3 -
TOTAL AAL 01 0 0 0 0 0 0 1 0 0 1 0 4 0 3 - TOTAL CHATHAM APPRENTICES 0 0 0 0 0 0 1 0 0 1 0 4 0 3 - B2 ACE ACUMEN ACADEMY (TORONTO)
M977 BUSINESS 1 237 1 220 0 141 0 147 0 296 1 101% * NORTH YORK CAMPUS BUSINESS 2 0 0 101 1 156 0 154 0 142 1 133 0 -6% BUSINESS 3 54 0 54 0 96 0 120 0 111 0 174 0 424 1 144% BUSINESS 4 38 1 76 0 163 0 211 0 111 8 -47%
M979 COMPUTER SYS. TECHNICIAN - NET 1 89 0 112 0 0 0 0 0 108 0 - * MISSISSAUGA CAMPUS COMPUTER SYS. TECHNICIAN - NET 2 0 0 82 0 114 0 0 0 0 0 25 0 - COMPUTER SYS. TECHNICIAN - NET 3 68 1 68 1 72 3 84 0 0 0 0 0 221 0 - COMPUTER SYS. TECHNICIAN - NET 4 59 0 187 0 0 0 0 0 -
M018 DATA ANALYTICS FOR BUSINESS 1 60 0 - * MISSISSAUGA CAMPUS
M228 OFFICE ADMIN - HEALTH SERVICES 1 146 0 - * MISSISSAUGA CAMPUS OFFICE ADMIN - HEALTH SERVICES 2 52 0 - OFFICE ADMIN - HEALTH SERVICES 3 184 0 -
M991 INTERNATIONAL BUSINESS MANAGEMENT 1 75 0 115 0 41 0 - - - - - INTERNATIONAL BUSINESS MANAGEMENT 2 60 0 89 0 0 0 - - - - - INTERNATIONAL BUSINESS MANAGEMENT 3 28 0 38 0 0 0 - - - - -
M999 INTERNATIONAL BUS MGMT - LOGISTICS 1 68 0 153 0 125% * NORTH YORK CAMPUS INTERNATIONAL BUS MGMT - LOGISTICS 2 41 0 - INTERNATIONAL BUS MGMT - LOGISTICS 3 52 0 190 0 265% INTERNATIONAL BUS MGMT - LOGISTICS 4 89 0 69 0 -22%
M802 HUMAN RESOURCES MANAGEMENT 1 113 0 0 0 20 0 - * NORTH YORK CAMPUS HUMAN RESOURCES MANAGEMENT 2 42 0 -
M995 SOCIAL SERVICE WORKER - GERONT 1 62 0 116 0 77 0 50 0 131 0 162% * MISSISSAUGA CAMPUS SOCIAL SERVICE WORKER - GERONT 2 0 0 0 0 53 0 72 0 36% SOCIAL SERVICE WORKER - GERONT 3 46 0 104 0 91 0 171 0 88% SOCIAL SERVICE WORKER - GERONT 4 54 0 91 0 0 0 50 0 -
TOTAL AAL 01 - TORONTO 0 0 0 0 463 1 563 0 372 0 265 0 914 1 245% TOTAL AAL 02 - TORONTO 0 0 0 0 243 1 359 0 154 0 195 1 365 0 87% TOTAL AAL 03 - TORONTO 122 1 122 1 196 3 288 0 215 0 317 0 1190 1 275% TOTAL AAL 04 - TORONTO 0 0 0 0 38 1 189 0 441 0 300 0 230 8 -23% TOTAL TORONTO CAMPUS 122 1 122 1 940 6 1399 0 1182 0 1077 1 2699 10 151% B2 ACE ACUMEN ACADEMY - BOARD OF GOVERNORS M839 FREIGHT FORWARDING & LOGISTICS NC 65 0 0 0 0 0 - - - TOTAL TORONTO CAMPUS 65 0 0 0 0 0 - - - TOTAL TORONTO 122 1 122 1 940 6 1464 0 1182 0 1077 1 2699 10 151%
Full Board Agenda: Item #6.1 October 27, 2020 10 of 10 TO: THE BOARD OF GOVERNORS
FROM: PATRICIA FRANCE, PRESIDENT
DATE: OCTOBER 27, 2020
RE: FINANCIAL MONITORING REPORT FINANCIAL RESULTS FOR THE SIX MONTHS ENDED SEPTEMBER 30, 2020
SECTOR: FINANCE MARC JONES, VICE PRESIDENT & CHIEF FINANCIAL OFFICER
AIM:
To provide the Board with a report on the financial results for the six months ended September 30, 2020.
BACKGROUND:
It is the practice of St. Clair College to review its expenditure and revenue patterns to ensure that the financial plan is being achieved. To this end, College Administration communicated to the Board of Governors that regular financial reports would be provided.
RECOMMENDATION:
IT IS RECOMMENDED THAT the Board of Governors receive the Financial Monitoring Report for the six months ended September 30, 2020, as information.
Full Board Agenda: Item #6.2 October 27, 2020 1 of 11 SUMMARY OF REVENUES AND EXPENDITURES (Schedule 1)
The net surplus at September 30, 2020 of $892,002 is an increase of $2,697,798 from the net deficit noted for the 2019 comparative period of $1,805,796. The variance is primarily due to the following:
Revenues: Increase in Tuition Revenue and a decrease in Ancillary Revenue.
Expenditures: Increase in Contracted Educational Services, and decreases in Salaries and Benefits, Advertising, Stipends & Allowances, Other Expenses, and Ancillary Expenses.
REVENUE (Schedule 2)
The following highlights the major changes in revenue compared to the original budget projections and the 2019 comparative period:
Year-to-date MCU Operating Grants are trending above the original budget projection at 55% and has increased over the 2019 comparative period by $690,018 or 3% due to the following:
o SMA3 Performance based funding was implemented in 2020-21. As a result, the College’s proportion of Enrolment Envelope to Differentiation Envelope funding was adjusted from 98% and 2% (2019-20) to 70% and 30% (2020-21) respectively. In addition, the Holdback grant under the Differentiation Envelope is flowing bi-monthly instead of at the end of the fiscal year.
o A conservative approach to Performance based funding was taken as part of the original budget projection due to funding being at risk. Given the uncertainty regarding COVID-19, in August 2020, the Ministry suspended Performance based funding for two years. As a result, these funds are no longer at risk, and the budget will be adjusted at mid-year review.
Year-to-date Contract Income is trending below the original budget projection at 45% and has increased over the 2019 comparative period by $497,884 or 10%. The increase is due to the College receiving Ministry approval for the Rapid Skills and Career Ready grants, and timing associated with Ministry transfer payments related to the Apprenticeship and Canada Ontario Jobs Grant.
Contract income is established based on agreements with the Ministry and other partners. With the exception of Apprenticeship funding, the College anticipates meeting its budget projections. Any shortfalls in contract income will be mostly offset by a decrease in expenditures.
Total Tuition revenue is trending below the original budget projection at 30% and has increased over the 2019 comparative period by $10,898,896 or 30% due to the following:
Full Board Agenda: Item #6.2 October 27, 2020 2 of 11
o Decrease in Domestic Tuition revenue of $231,911 over the comparative period due to lower enrolment.
o Increase in International Tuition revenue of $631,323 over the comparative period due to those eligible students within the International Business program that received a free semester in the Spring 2019 and Fall 2019 semesters.
o Increase in PCPP Tuition revenue of $12,181,375 over the comparative period due to higher enrolment.
Total “Other” income is trending below the original budget projection at 33% and has decreased over the 2019 comparative period by $2,168,388 or 12% due to the following:
o Decrease in Investment Income due to the decline in interest rates.
o Decrease in International Projects due to COVID-19.
o Decrease in Other Income due to lower administration fees, graduation fees, and In-Service Teacher Training.
EXPENDITURES (Schedule 3)
The following highlights the major changes in expenditures compared to the original budget projections and the 2019 comparative period:
Total Salaries & Benefits are trending below the original budget projection at 43%, and have decreased over the 2019 comparative period by $3,473,531 or 8%. The decrease is primarily due to Part-Time Faculty and Part-Time Support, as a result of lower enrolment and cost saving strategies.
Total Non-Salary expenditures are trending below the original budget projection at 35%, and have increased over the 2019 comparative period by $7,904,775 or 20%. The increase is due to Contracted Educational Services as a result of higher enrolment from students attending the Toronto Campuses, and flowing the applicable funds to Ace Acumen.
Many expenditures are cyclical and follow the timing associated with the academic year.
Administration is managing Non-Salary expenditures through ongoing Senior Operating Group (SOG) review, in order to minimize discretionary spending due to COVID-19.
Full Board Agenda: Item #6.2 October 27, 2020 3 of 11
ANCILLARY OPERATIONS (Schedule 4 & 4B)
The Ancillary Operations deficit of $1,214,522 is trending below the original budget surplus projection of $1,118,607, and has decreased by $2,789,368 over the 2019 comparative period due to COVID-19. The pandemic has restricted the revenue generating ability of the St. Clair College Centre for the Arts, Parking and Residence operations.
Full Board Agenda: Item #6.2 October 27, 2020 4 of 11 SCHEDULE 1 ST. CLAIR COLLEGE SUMMARY OF REVENUES AND EXPENDITURES FOR THE SIX MONTHS ENDED SEPTEMBER 30, 2020
A B A - B MCU ACTUAL ACTUAL BUDGET YR-TO-DATE PRIOR YEAR VARIANCE (12 months) (6 months) (6 months) (6 months)
REVENUE MCU Operating Grants 39,068,883 21,479,229 20,789,211 690,018 Contract Income 12,444,025 5,639,459 5,141,575 497,884 Tuition 157,654,112 47,671,938 36,773,042 10,898,896 Other 47,091,098 15,577,376 17,745,764 (2,168,388) Total Operating Revenue 256,258,118 90,368,002 80,449,592 9,918,410
Total Ancillary Revenue 11,501,960 1,005,734 5,730,861 (4,725,127)
TOTAL REVENUE 267,760,078 91,373,736 86,180,453 5,193,283
EXPENDITURES Salary & Benefits 97,508,026 41,393,801 44,867,332 (3,473,531) Non-Salary 134,501,816 46,867,677 38,962,902 7,904,775 Ancillary 10,383,353 2,220,256 4,156,015 (1,935,759) TOTAL EXPENDITURES 242,393,195 90,481,734 87,986,249 2,495,485
Total Net Surplus / (Deficit) $25,366,883 $892,002 ($1,805,796) $2,697,798
Full Board Agenda: Item #6.2 October 27, 2020 5 of 11 SCHEDULE 2 ST. CLAIR COLLEGE REVENUES FOR THE SIX MONTHS ENDED SEPTEMBER 30, 2020
A B A - B MCU ACTUAL ACTUAL BUDGET YR-TO-DATE PRIOR YEAR VARIANCE (12 months) (6 months) (6 months) (6 months)
REVENUE Enrolment Based Envelope: see note 1 31,306,129 15,795,649 21,343,491 (5,547,842) Differentiation Envelope: see note 2 11,446,474 6,655,652 383,327 6,272,325 Special Purpose / Other Grants: see note 3 (3,683,720) (972,072) (937,607) (34,465) Total MCU Operating Grants 39,068,883 21,479,229 20,789,211 690,018 Apprenticeship 3,791,329 1,638,834 1,477,843 160,991 Canada Ontario Jobs Grant 560,034 332,118 100,327 231,791 Employment Ontario 3,078,813 1,528,398 1,574,198 (45,800) Youth Job Connection 1,337,400 692,880 698,980 (6,100) Literacy & Basic Skills 1,386,172 693,078 693,078 - School College Work Initiative 1,975,277 - - - Second Career 250,000 331,148 449,523 (118,375) Other: see note 4 65,000 423,003 147,626 275,377 Total Contract Income 12,444,025 5,639,459 5,141,575 497,884 Post Secondary - Domestic 25,000,000 4,781,761 5,013,672 (231,911) Post Secondary - International 79,000,000 23,322,591 22,691,268 631,323 Post Secondary - PCPP 51,590,102 19,258,326 7,076,951 12,181,375 Continuing Education 2,064,010 309,260 1,991,151 (1,681,891) Total Tuition 157,654,112 47,671,938 36,773,042 10,898,896 Investment Income 4,500,000 1,750,000 2,250,000 (500,000) Contract Training 450,000 41,082 142,596 (101,514) International Projects 450,000 - 804,185 (804,185) PCPP Fee-for-Service 18,712,209 4,424,833 4,026,050 398,783 Other: see note 5 1,939,333 981,432 1,761,209 (779,777) Technology Access Fee 630,188 343,714 315,094 28,620 Divisional Income 14,237,299 5,256,673 5,734,236 (477,563) Amortization DCC 6,172,069 2,779,642 2,712,394 67,248 Total Other 47,091,098 15,577,376 17,745,764 (2,168,388) - Total Revenue Before Ancillary 256,258,118 90,368,002 80,449,592 9,918,410 - Ancillary Revenue (Schedule 4) 11,501,960 1,005,734 5,730,861 (4,725,127)
Total Revenues $267,760,078 $91,373,736 $86,180,453 $5,193,283
Full Board Agenda: Item #6.2 October 27, 2020 6 of 11 SCHEDULE 3 ST. CLAIR COLLEGE EXPENDITURES FOR THE SIX MONTHS ENDED SEPTEMBER 30, 2020
A B A - B MCU ACTUAL ACTUAL BUDGET YR-TO-DATE PRIOR YEAR VARIANCE (12 months) (6 months) (6 months) (6 months) SALARY & BENEFITS Administrative : Full-Time 7,339,401 3,757,397 3,588,053 169,344 Administrative : Part-Time 1,880,368 380,037 690,066 (310,029) Faculty: Full-Time 33,709,080 17,149,317 15,790,282 1,359,035 Faculty : Part-Time 14,936,843 4,094,435 6,455,414 (2,360,979) Support : Full-Time 15,580,716 7,282,272 7,643,488 (361,216) Support : Part-Time 6,394,335 880,193 2,705,602 (1,825,409) Fringe Benefits 17,667,283 7,850,150 7,994,427 (144,277) Total Salary & Benefits 97,508,026 41,393,801 44,867,332 (3,473,531)
NON-SALARY Advertising 2,709,390 491,904 1,091,653 (599,749) Contracted Cleaning Services 2,945,250 1,332,616 1,417,576 (84,960) Contracted Educational Services 56,518,981 19,759,678 8,333,412 11,426,266 Contracted Services Other 18,860,358 5,954,198 5,825,362 128,836 Equipment Maintenance & Repairs 3,099,007 1,634,862 1,474,041 160,821 Equipment Rentals 3,002,661 1,235,171 1,316,631 (81,460) Instructional Supplies 4,964,817 2,331,891 2,501,741 (169,850) Insurance 7,483,710 2,816,277 2,691,127 125,150 Janitorial & Maintenance Supplies 502,400 371,161 331,523 39,638 Memberships & Dues 614,623 318,829 351,375 (32,546) Municipal Taxes 943,300 628,702 887,913 (259,211) Office Supplies 956,000 192,607 345,241 (152,634) Premise Rental 1,723,783 929,018 927,023 1,995 Professional Development 568,627 76,763 225,600 (148,837) Security Services 2,044,500 535,013 773,482 (238,469) Stipends & Allowances 2,442,534 143,082 742,116 (599,034) Student Assistance 30% Tuition 2,032,250 364,722 671,990 (307,268) Travel 1,186,946 33,623 393,319 (359,696) Utilities 4,900,300 1,535,590 1,793,117 (257,527) Other: see note 6 4,648,854 1,076,924 2,310,617 (1,233,693) Amortization 12,353,525 5,105,046 4,558,043 547,003 Total Non Salary 134,501,816 46,867,677 38,962,902 7,904,775
Total Operating Expenses 232,009,842 88,261,478 83,830,234 4,431,244
Ancillary Expenses (Schedule 4) 10,383,353 2,220,256 4,156,015 (1,935,759)
Total Expenditures $242,393,195 $90,481,734 $87,986,249 $2,495,485
Full Board Agenda: Item #6.2 October 27, 2020 7 of 11 SCHEDULE 4 ST. CLAIR COLLEGE ANCILLARY OPERATIONS FOR THE SIX MONTHS ENDED SEPTEMBER 30, 2020
A B A - B MCU ACTUAL ACTUAL BUDGET YR-TO-DATE PRIOR YEAR VARIANCE (12 months) (6 months) (6 months) (6 months)
Revenue Beverage Supplier 76,873 1,469 11,184 (9,715) Bookstore - Windsor & Chatham 225,000 8,218 18,780 (10,562) Cafeteria - South Campus - - 7,246 (7,246) IRCDSS Special Events 125,000 - 46,455 (46,455) Lockers Administration 48,000 - 44,835 (44,835) Parking Lots 1,760,000 60,096 1,369,066 (1,308,970) Residence - Windsor 3,392,686 144,537 956,190 (811,653) Green Giants 150,000 1,220 126,610 (125,390) St Clair College Centre for the Arts 3,685,401 31,261 2,310,071 (2,278,810) Sky Volleyball 249,000 7,295 9,094 (1,799) Varsity Sports 1,260,000 505,701 527,861 (22,160) Sports Park 230,000 25,000 - 25,000 Woodland Hills Golf Course 300,000 220,937 303,469 (82,532) 11,501,960 1,005,734 5,730,861 (4,725,127)
Expenditures IRCDSS Special Events 116,000 355 69,885 (69,530) Parking Lots 1,372,000 402,790 314,786 88,004 Residence - Windsor 2,478,378 753,263 1,003,960 (250,697) Residence - Chatham 45,000 62,718 15,567 47,151 Green Giants 150,000 396 101,836 (101,440) St Clair College Centre for the Arts 3,844,975 562,723 1,941,226 (1,378,503) Sky Volleyball 249,000 8,232 60,435 (52,203) Varsity Sports 1,600,000 189,391 400,372 (210,981) Sports Park 230,000 9,137 - 9,137 Woodland Hills Golf Course 298,000 231,251 247,948 (16,697) 10,383,353 2,220,256 4,156,015 (1,935,759)
Total Net Surplus $1,118,607 ($1,214,522) $1,574,846 ($2,789,368)
Full Board Agenda: Item #6.2 October 27, 2020 8 of 11 ST. CLAIR COLLEGE SCHEDULE 4B ANCILLARY OPERATIONS: SURPLUS / (DEFICIT) FOR THE SIX MONTHS ENDED SEPTEMBER 30, 2020
MCU ACTUAL ACTUAL BUDGET YR-TO-DATE PRIOR YEAR (12 months) (6 months) (6 months)
Beverage Supplier: Revenue 76,873 1,469 11,184
Bookstore - Windsor & Chatham: Revenue 225,000 8,218 18,780
Cafeteria - South Campus: Revenue - - 7,246
Lockers Administration: Revenue 48,000 - 44,835
IRCDSS Special Events: Revenue 125,000 - 46,455 IRCDSS Special Events: Expenditures 116,000 355 69,885 9,000 (355) (23,430)
Parking Lots: Revenue 1,760,000 60,096 1,369,066 Parking Lots: Expenditures 1,372,000 402,790 314,786 388,000 (342,694) 1,054,280
Residence - Windsor: Revenue 3,392,686 144,537 956,190 Residence - Windsor: Expenditures 2,478,378 753,263 1,003,960 914,308 (608,726) (47,770)
Residence - Chatham: Expenditures 45,000 62,718 15,567
Green Giants: Revenue 150,000 1,220 126,610 Green Giants: Expenditures 150,000 396 101,836 - 824 24,774
St. Clair College Centre for the Arts: Revenue 3,685,401 31,261 2,310,071 St. Clair College Centre for the Arts: Expenditures 3,844,975 562,723 1,941,226 (159,574) (531,462) 368,845
Sky Volleyball: Revenue 249,000 7,295 9,094 Sky Volleyball: Expenditures 249,000 8,232 60,435 - (937) (51,341)
Varsity Sports: Revenue 1,260,000 505,701 527,861 Varsity Sports: Expenditures 1,600,000 189,391 400,372 (340,000) 316,310 127,489
Sports Park: Revenue 230,000 25,000 - Sports Park: Expenditures 230,000 9,137 - - 15,863 -
Woodland Hills Golf Course: Revenue 300,000 220,937 303,469 Woodland Hills Golf Course: Expenditures 298,000 231,251 247,948 2,000 (10,314) 55,521
Total Revenue 11,501,960 1,005,734 5,730,861 Total Expenditures 10,383,353 2,220,256 4,156,015
Surplus $1,118,607 ($1,214,522) $1,574,846
Full Board Agenda: Item #6.2 October 27, 2020 9 of 11
Notes: Revenues & Expenditures
Note 1 REVENUE: Enrolment Based Envelope Core Operating Grant
Note 2 REVENUE: Differentiation Envelope Performance Funding
Note 3 REVENUE: Other MCU Grants Accessibility Funding for Disabled Students Clinical Education Collaborative Nursing COVID-19 Support International Student Recovery Municipal Taxes Mental Health Worker and Services
Note 4 REVENUE: Other Career Ready Fund Credit Transfer Indigenous Student Success Fund Rapid Skills Reporting Entities Women Campus Safety WSIB
Note 5 REVENUE: Other Administration Fees Apprenticeship Classroom Fees Credit Transfer Fees CT In-Service Teacher Training Graduation Fees Miscellaneous Income Unrestricted Donations
Full Board Agenda: Item #6.2 October 27, 2020 10 of 11
Notes: Revenues & Expenditures (continued)
Note 6 EXPENDITURES: Other Audit Fees Bad Debt Bank Charges Building Repairs & Maintenance Capital Non-Depreciable College Employer Council Field Studies Food Service Grounds Maintenance Learning Resource Material Long-Term Debt Interest Postage Professional Fees Staff Employment Student Scholarships Other Telephone Vehicle Expenses
Full Board Agenda: Item #6.2 October 27, 2020 11 of 11 Board of Governors Policy Manual
POLICY TYPE: Executive Limitations NUMBER: 2003-16
POLICY TITLE: Working Conditions DATE: May 2003 REVISED: March 2009 REVIEWED: October 2020
With respect to treatment of persons within the college community, the President may not cause or allow conditions that are in violation of the mission and values statements.
Accordingly, he or she shall not:
1. Operate without Human Resources procedures which clarify personnel rules for staff, provide for effective handling of grievances, and protect against wrongful discipline and/or dismissal.
2. Discriminate against any staff member for expressing a dissenting opinion.
3. Prevent staff from addressing the Board when there is a perceived violation of a Board policy and internal procedures have been exhausted.
4. Fail to take reasonable measures to provide for safety and security.
5. Fail to establish and maintain a work environment which fosters teamwork, communication, clear decision making, and supports staff during change.
6. Fail to acquaint staff with Human Resources policies and procedures.
7. Allow circumstances which mitigate against a respect for diversity.
8. Fail to ensure that there is an effective staff education and development process in place.
9. Operate without compliance with provisions of all applicable collective agreements, contracts and employment standards.
10. Fail to seek legal counsel on any matter which poses a potential risk to the College and/or Board.
11. Fail to post positions for a “new employee” hired to a position reporting directly to the President, concurrently, internally and externally.
Full Board Agenda: Item #7.1 October 27, 2020 1 of 1 Board of Governors Policy Manual
POLICY TYPE: Executive Limitations NUMBER: 2003-17
POLICY TITLE: Compensation and Benefits DATE: May 2003 REVIEWED: April 2009 October 2020
With respect to employment, compensation and benefits to employees, consultants and contract workers, the President shall:
1. Not change his or her, own compensation and benefits.
2. Not provide for or change the compensation and benefits of other employees except in accordance with collective bargaining agreements or with salary schedules and plans.
3. Not promise or imply permanent or guaranteed employment except in accordance with approved policy and procedures.
4. Not grant fringe benefits to employees except in accordance with approved policy and procedures.
Full Board Agenda: Item #7.2 October 27, 2020 1 of 1