a g e n d a - opseu562.org · page 1. 4:00 p.m. board tour school of hospitality, recreation and...

4:00 p.m. Board Tour

School of Hospitality, Recreation and Tourism

Meet in LRC Governors Boardroom 6th Floor, North Campus

5:15 p.m. Dinner

LRC Governors Boardroom 6th Floor, North Campus

6:00 p.m. Board Meeting

Meeting of the Board of Governors Humber College Institute of Technology & Advanced Learning

Tuesday, March 28, 2017

A G E N D A 1.0 Call to Order

(Chair) 1.1 Welcome 1.2 Regrets 1.3 Guests

5 mins

2.0 Declarations of Conflicts of Interest

(Chair) 5 mins

3.0 Approval of the Tuesday, March 28, 2017 Board of Governors

Agenda (Chair) MOTION

5 mins

4.0 Approval of the Minutes from the Meeting of the Board of

Governors held Tuesday, January 31, 2017 (Chair) Pages 1-9 MOTION

5 mins

5.0 President’s Remarks

(Chris Whitaker, President) 10 mins

PRESENTATION

6.0 Humber Varsity Update (Jason Hunter, VP, Student and Community Engagement; Jen McMillen, Dean of Students, and Ray Chateau, Athletics Director) Pages 10-11

20 mins

COMMITTEE REPORTS 7.0 Audit and Finance Committee

(Gordon Schofield, Chair, Audit and Finance Committee)

7.1 2017- 2018 Financial Budget University of Guelph-Humber (George Bragues, Program Head Business, University of Guelph-Humber; Rani Dhaliwal, SVP, Planning and Corporate Services & CFO and Sanjay Puri, Director, Financial Services and Planning) Pages 12-21 MOTION

7.2 2017- 2018 Business Plan and Financial Budget

Humber College Institute of Technology & Advanced Learning (Chris Whitaker, President & CEO; Rani Dhaliwal, SVP, Planning and Corporate Services & CFO; Corrine Johnston, Director, Strategic Planning and Institutional Development and Sanjay Puri, Director Financial Services and Planning) Pages 22-57 MOTION

45 mins

COMMITTEE 8.0 Academic and Student Affairs Committee

(Susan Ross, Chair, Academic and Student Affairs Committee)

8.1 Student Tuition Fees 2017-2018 and 2018-2019 Pages 58-61 MOTION

8.2 Student Residence Proposed Rates

2018-2019 Pages 62-64 MOTION

8.3 Mandatory, Non-Tuition Related Incidental Fees

2018-2019 Pages 65-67 MOTION

8.4 Consent Renewal and Nomenclature Change

Bachelor of Applied Arts – Paralegal Studies Pages 68-69 MOTION

20 mins

OTHER BUSINESS

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Minutes from the Meeting of the Board of Governors Page 1 Humber College Institute of Technology & Advanced Learning Held on Tuesday, January 31, 2017

Minutes from the meeting of the Board of Governors of Humber College Institute of Technology & Advanced Learning held Tuesday, January 31, 2017.

Members in Attendance: Mario Alessandro Steve Bellamy Daniela Crivianu-Gaita Ana Fernandes Bob Goulais Brien Gray (Chair) Robert Hull Anthony Longo Tony Mahabir Susan Ross Gordon Schofield Jeff Short Ahmed Tahir Chris Whitaker (President)

Member Regrets: Lianne Hannaway Brian Morris Dan Lang

Staff: Guillermo Acosta Andrew Ainsworth Joe Andrews Gina Antonacci Magno Cidade Rani Dhaliwal Lori Diduch Deborah Green (Board Secretary) Jason Hunter Corrine Johnston Andrew Maggs Alister Mathieson Angelo Presta Sanjay Puri Laurie Rancourt Bhupinder Singh Malhotra Theresa Steger John Walsh

1.0 CALL TO ORDER

Welcome The Chair called the meeting to order and welcomed Board members, guests and staff to the meeting.

Regrets The Chair noted that regrets were received from Lianne Hannaway, Dan Lang and Briain Morris. Guests The Chair asked all guests from the Humber community to introduce themselves for the benefit of the Board. Recognition The Chair acknowledged Steve Bellamy’s successful completion of the College Centre of Board Excellence Good Governance Certificate.

2.0 DECLARATIONS OF CONFLICTS OF INTEREST

The Chair called for the declaration of any conflicts with respect to the agenda items. No conflicts were reported.

3.0 APPROVAL OF THE TUESDAY, JANUARY 31, 2017 BOARD OF GOVERNORS AGENDA MOVED by Daniela Crivianu-Gaita, SECONDED by Ahmed Tahir

01-17 “Be it resolved that the Agenda for the Tuesday, January 31, 2017 Board of Governors meeting be accepted as presented.”

Motion carried

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4.0 APPROVAL OF THE MINUTES FROM THE MEETING OF THE BOARD OF GOVERNORS HELD TUESDAY, DECEMBER 6, 2016 MOVED by Gordon Schofield, SECONDED by Robert Hull

02-17 “Be it resolved that the Minutes for the Tuesday, December 6, 2016 Board of Governors meeting be accepted as presented.”

Motion carried

5.0 PRESIDENT’S REMARKS Welcome The President welcomed everyone to the first meeting of the New Year and provided the following remarks.

Norovirus The President updated the Board of Governors on the recent public health incident at Humber.

It was noted that the initial onset of the illness occurred on January 19th. The number of reported cases were concentrated in the North Campus residence and continued to increase in a very short time frame. The media attention was generated as a result of the volume of students going to the hospital emergency department exhibiting consistent flu-like symptoms.

An experienced internal team was assigned to monitor the situation, support students, manage internal and external communications and develop and implement an action plan. Additionally the college engaged Toronto Public Health and the infectious disease experts at William Osler Hospital for assessment, guidance and advice. The initial assessment was either food poisoning or a viral infection such as norovirus.

On January 23rd Toronto Public Health received laboratory results that confirmed norovirus as the cause of the student illnesses. The college is now in the recovery phase and expecting to announce the all-clear tomorrow.

Executive Compensation The President acknowledged the recent media coverage related to the college sector’s posted Executive Compensation Plans. It was noted that the media attention was generated as a result of a letter sent from OPSEU to Minister Matthews and the College Board Chairs raising concerns related to the plans. As a result of the media attention the Minister held a press conference and released a statement.

The expectation is for colleges to revisit specific aspects of the plan to ensure the Ministry’s concerns are mitigated prior to making any recommendations to the Board for final approval.

PricewaterhouseCoopers (PwC) Report – Fiscal Sustainability of Ontario Colleges The President reported that more than six months ago Colleges Ontario commissioned PwC to develop a document to support the college sector’s advocacy efforts for additional funding leading up to the 2017 provincial budget. The PwC Report was obtained by the Globe and Mail.

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The report suggests that programs essential to student success are at risk if the government continues to ignore the escalating cost pressures at colleges. According to the report, if no actions are taken, the cumulative shortfall at Ontario colleges from 2017–2025 is projected to reach $1.9 billion.

Premier Wynne’s Visit The President reported that Premier Wynne visited the North Campus on Monday, January 23rd. The purpose of the Premier’s visit was to tour a number of labs as well as to engage with students and hear about their experiences firsthand.

Major Capacity Expansion The President reminded Board members that the 2014 Major Capacity Expansion Call for Proposals was awarded to York University and Seneca College for a new campus in Markham.

The province has since released a Request for Expressions of Interest inviting university-led proposals for two new sites in Brampton and Milton.

The intent is to create two separate Science, Technology, Engineering, Arts and Mathematics hub campuses with the ability to accommodate 1,000 new students within 2-5 years of opening.

Discussions have commenced between Humber, the University of Guelph and Sheridan College to discuss proposal options.

Strategic Mandate Agreements (SMA) The President reported that the first SMA cycle is set to expire in 2017. The Ministry is beginning the process of engaging with colleges and universities for the next round of negotiations. The SMAs present an opportunity for Humber to identify areas of strengths that the institution wants to enhance as well as advocate for the formal differentiation of the polytechnic model of education within the Ontario college sector.

The President noted that SMA negotiators have been appointed for both colleges and universities and that Dan Lang has been appointed as an SMA Special Advisor to the Deputy Minister.

Lakeshore Welcome and Fitness Centres The President indicated that the Lakeshore campus recently celebrated the official grand opening of both the Student Welcome and Resource Centre and Fitness Centre. The President commented that these types of events provide an opportunity to showcase the campus and new facilities.

6.0 UNIVERSITY OF GUELPH-HUMBER OVERVIEW Laurie Rancourt, Senior Vice-President, Academic and John Walsh, Vice-Provost and Chief Academic Officer, University of Guelph Humber, led the overview.

The overview highlighted the following information:

• The University of Guelph-Humber (UGH) partnership was formed primarilybecause of the double cohort following the official end of grade 13 in 2003,responding to the government’s call for innovative partnerships to meet theincreased enrolment demands.

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• UGH opened its doors in 2002 with 197 students and has grown to 4500students (2016-2017), with a projection of 4,700 students in 2017-2018.

• The institution is not a separate legal entity but rather a joint venturebetween the University of Guelph and Humber College. It is managedthrough a committee structure with senior staff representatives from eachinstitution.

• UGH students gain the theoretical knowledge and analytical skills acquiredthrough a traditional university education and the applied skills thatcharacterize a college education.

• The institution’s competitive position essentially rests on a few basicpremises: In four years of full-time study the student will complete both a

university degree and a related diploma. This reduces the cost ofeducation and enables the institution to focus on outcomes that arerelevant to students.

The institution is built on small classes with a focus on teaching andlearning as well as the assurance that students are graduating withthe competencies that are required for successful completion of bothcredentials.

Every program incorporates experiential learning into thecurriculum and features affordable study-abroad and exchangeopportunities.

The UGH model emphasizes accessibility, with pathways to supporttransfer applicants, degree completion, bridge and hybridprogramming.

In closing, Laurie Rancourt noted that UGH continues to explore different options to build on its unique strengths and to support continued growth. Discussions are underway with key stakeholders to discuss long-term program planning and strategic growth and enrollment management.

The Board Chair thanked Laurie Rancourt and John Walsh for the overview. The Board Chair noted that he was a Board member when UGH began and that the partnership has shown the way for all the other colleges and universities in the system.

7.0 2018-2023 STRATEGIC PLAN PROCESS AND TIMELINES Corrine Johnston, Director, Strategic Planning & Institutional Analysis, distributed a brief report that outlined the planning process for the development of the institution’s 2018-2023 Strategic Plan.

It was noted that as the college begins its 50th anniversary celebrations, the institution also begins the fifth and final year of the 2013-2018 Strategic Plan in addition to developing the next five-year Strategic Plan.

The planning process will begin with establishing a Strategic Planning Steering Committee to guide a collaborative, transparent and open consultation process. The committee members will be nominated by the executive team and will include a broad range of key stakeholders from across the college, including student representatives.

The committee reports to the President and will be co-led by Corrine Johnston and Gina Antonacci, Associate Vice-President Academic.

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The process will include multiple opportunities for engagement through town hall events, online forums, surveys and focus groups as well as a speaker series intended to stimulate innovative thinking.

The college has engaged a third-party facilitator to kick off the inaugural planning session with the executive team, the Executive Advisory Council and the Strategic Planning Committee. However, the college will rely on the immense experience and expertise within the college community to manage the process and gather information as well as create and write the final document.

Board discussion focused on lessons learned from the previous process. Corrine Johnston reported that the most common feedback is support for the college’s level of consultation and appreciation of multiple opportunities for engagement to gain input from the key stakeholders. The college continues to hold quarterly town hall meetings to provide an update on the current Strategic Plan.

In closing it was noted that periodic updates will be brought to the Board of Governors as the institution moves throughout the process. The June Board of Governors Retreat will focus on the Strategic Plan.

The 2018-2023 Strategic Plan will be presented for Board approval in May 2018.

8.0 AUDIT AND FINANCE COMMITTEE 8.1 Eight-Month Forecast Report to Ministry of Advanced Education and

Skills Development Gordon Schofield, Chair, Audit and Finance Committee, reported that on December 15, 2016 the committee reviewed and approved by email the Eight-Month Financial Forecast of the fiscal 2016-2017 Budget Plan. The document was submitted to the Ministry prior to the January 8, 2017 deadline.

The purpose of this exercise is for the Ministry to determine the financial health of the college and the sector overall. The submission is contingent upon the Board of Governors formally approving the information at a later date.

MOVED by Bob Goulais, SECONDED by Daniella Crivianu-Gaita 03-17 “Be it resolved that the Board of Governors, based on the recommendation from

the Audit and Finance Committee, approve the Eight-Month Financial Forecast of the fiscal 2016-2017 Budget Plan.”

Motion carried

The Committee Chair reported that the Audit and Finance Committee met on January 19, 2017 and reviewed the remaining agenda items in detail.

Rani Dhaliwal, Senior Vice-President, Planning and Corporate Services & CFO and Sanjay Puri, Director, Financial Services and Planning, led the financial update.

The reports presented represent the operational activity for the nine-month period ending December 31, 2016 along with the year-end forecast, variance explanations from the eight-month forecast and factors that could influence the year-end position.

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8.2 Fiscal 2016-2017 Financial Information as at December 31, 2016 (Nine Months) HUMBER COLLEGE Based on the Statement of Revenue & Expenses the projected Excess of Revenue over Expenses position for the year now stands at $16.0M, an improvement of $6.9M over the eight-month forecast.

Factors that can influence the year-end position are: • Winter 2017 actual enrolment• Final budget spending• University of Guelph-Humber contribution

UNIVERSITY OF GUELPH-HUMBER Based on the Statement of Revenue & Expenses the overall financial outlook for the fiscal year ending March 31, 2017 is projected to be $22.4M, an increase of $3.3M over the last forecast. This amount is shared equally by the joint venture partners.

It was noted that the enrolment forecast for the year has slightly exceeded the original plan by 100 students to 4,700 or 2.2 per cent higher than budgeted.

Factors that can influence the year-end position are: • Final grant and tuition amounts• Final budget spending

It was noted as part of the Board discussion that the original Memorandum of Understanding was signed in 1999 followed by the joint venture agreement in 2002. The basic principles of the governance and oversight structure is that both institutions review and approve the annual operating budgets.

8.3 Strategic Infrastructure Projects Financial Summary The Board received a detailed report on the strategic infrastructure projects financial summary as of December 31, 2016. It was noted that the report focuses on capital development, construction and technology projects that exceed $1M and have been approved by the Board of Governors.

The only change since the October report is the addition of the three projects approved October 27, 2016:

1. Centre for Technology & Innovation2. Integrated Energy Master Plan – Phase 13. The North Campus parking structure

8.4 Campus Land Use and Development Plan Rani Dhaliwal introduced Angelo Presta, Senior Director, Capital Development and Facilities Management.

Angelo Presta provided an overview of the Campus Development Plan (CDP) and Campus Land Use Plan (CLUP) that was presented to the Audit & Finance Committee earlier in the month.

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The original Campus Development Plan for the North, Lakeshore and Orangeville campuses was developed in 2008-2009. The 2009 CDP to present includes over 36 completed projects and three major capital projects, nearly 1.1M square feet of new or renovated space, the addition of 3,400 classrooms seats and 1,800 lab seats and a total investment of $372.8M

Given the completion of a new Academic Plan and Strategic Enrolment Plan, a new Campus Development Plan (2016-2021) has been developed. The CDP is essentially a roadmap detailing capital development projects over the next five years and outlines changes to the campuses in the form of renovations, reallocation of space and new construction. The Plan also reviews the internal organization and functionality of the spaces found in existing buildings at all campuses, and considers enrolment projections and the need for additional capacity.

The purpose of the 20-year (2016-2036) CLUP will inform key strategic decisions and is used to determine the potential maximum capacity of Humber’s North and Lakeshore properties on a long-term basis.

The overview highlighted: • The context and planning process for the development of the Plans.• The development of planning directions that helped shape both the

short and long-term recommendations.• Details of the four major projects included in the North Campus CDP:

the Centre for Technology & Innovation; the Centre for Innovation inHealth & Innovation, the North Campus Parking Structure and theMetrolinx Finch West LRT station.

• Details of the two major projects included in the Lakeshore CampusCDP: the redevelopment of Buildings A&B and the Centre ofInnovation & Creative Enterprise, and a 350-car parking lot.

• The Orangeville Campus lease renewal and/or investment inadditional space.

• Long-term development and projects beyond five years.• Assessment and evaluation options for leased spaces, land holdings

and land acquisitions

The Board Chair thanked Angelo Presta for the overview.

9.0 ACADEMIC AND STUDENT AFFAIRS COMMITTEE Susan Ross, Chair, Academic and Student Affairs Committee, reported that the committee met on November 29, 2016 with Humber staff and faculty. The committee reviewed and discussed the agenda items being presented today for Board approval. It was noted that both the Consent Renewal and the Consent Modification are from the School of Media Studies and Information Technology.

9.1 Consent Renewal: Bachelor of Journalism It was noted that the curriculum has been modified to reflect journalism in a multi-platform digital environment. The program is also initiating a common first year platform with the Bachelor of Public Relations and the Bachelor of Digital Communications. This common platform will provide

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first year students with the opportunity to develop clarity on their preferred program and focus of study.

MOVED by Anthony Longo, SECONDED by Steve Bellamy 04-17 “Be it resolved that the Board of Governors accepts the recommendation of the

Academic and Student Affairs Committee that Humber submit an application for Consent Renewal for its Honours Bachelor of Journalism program.”

Motion carried

9.2 Consent Modification: Bachelor of Digital Communications It was noted that this program also reflects the establishment of the common first year platform with the Bachelor of Public Relations and Bachelor of Journalism.

MOVED by Daniela Crivianu-Gaita, SECONDED by Gordon Schofield

05-17 “Be it resolved that the Board of Governors accepts the recommendation of the Academic and Student Affairs Committee that Humber submit an application for Consent Modification for its Honours Bachelor of Digital Communications program.”

Motion carried 10.0 ADJOURNMENT

MOVED by Tony Mahabir, SECONDED by Mario Alessandro 06-17 “That the meeting is adjourned.”

Motion carried __________________________________ _________________________________________ Brien Gray, Chair Deborah Green, Board Secretary

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FACILITY USERS FACILITY ACCESS

STUDENT BENEFITS

VARSITY TEAMS

VARSITY STUDENT-ATHLETE ACADEMIC SUCCESS

FAN ATTENDANCE

VARSITY SUCCESS

NORTH:

10,213

STUDENT POSITIONS:

203

VARSITY TEAMS:

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HONOURS STUDENTS IN 2016:

59

FAN ATTENDANCE:

9,491HUMBERHAWKS.CA:averaging

24,000+unique visitors and more than

1.2 MILLION hits each month. Strong promotion of Humber College and the Humber brand

9–MEN10–WOMEN

24% OF VARSITY ATHLETES

ALL-TIME CCAA LEADER IN MEDALS:

126ALL-TIME OCAA LEADER IN MEDALS:

516

LAKESHORE:

2,967 North and Lakeshore fitness facilities and gymnasiums are used by an average 1,800+ students, staff and community members each day.

spectators attended Humber home games during the 2016–17 season

VARSITY ACADEMIC CENTRE:

69 HOURS/WEEK (ACCESSIBLE)Services include: access to computers and printing; referral to financial aid/ALS/counselling/peer tutoring; 1-on-1 support and mentor sessions

41 VARSITY ATHLETESGRADUATED FROM UGH OR HUMBER COLLEGE IN 2015

1. Access to all facilities without additional fee2. Access to all fitness classes without

additional fee3. Access to all on-campus open sports,

intramural and extramural programs atno additional cost

Largest employer of students within the college

Open 7 days a week

Monday–Thursday 6:30am–11pm Friday 6:30am–10pmSaturday & Sunday 8am–5pm

99.5 hours/week

MEN WOMEN0

30

60

90

120

150

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Board of Governors The Humber College Institute of Technology and Advanced Learning

M O T I O N S H E E T

Subject: 2017-18 University of Guelph-Humber Budget Agenda Item #: 7.1

Date: March 28, 2017 Presented by: Gordon Schofield, Chair, Audit & Finance Committee

Background

The Board of Governors based on the budget details and recommendation from the Audit and Finance Committee, review and approve the University of Guelph-Humber Budget.

Motion Moved by:

Seconded by:

“Be it resolved that on the recommendation of the Audit and Finance Committee, the Board of Governors approve the University of Guelph-Humber Budget for the fiscal year 2017-18.”

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University of Guelph-Humber

Proposed 2017-2018 Budget

February 28, 2017

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University of Guelph-Humber Proposed 2017-2018 Budget

For the Fiscal Period April 1, 2017 to March 31, 2018

Introduction

The end of the fiscal year March 31, 2017 marks fifteen years of operation for the University of Guelph-Humber, a joint venture between the University of Guelph and Humber College Institute of Technology and Advanced Learning. The objective of the joint venture is to offer students the opportunity to receive both a college diploma and a university honours degree integrated into one program. The budgeted enrolment for 2016-2017 was 4,600 FTE’s (full time equivalent) but actual enrolment is forecast at 4,700 FTE’s as of November 2016. The budgeted enrolment for 2017-2018 is being maintained at 4,700 FTE’s (refer to Chart 1, below).

*The 2016-2017 and 2017-2018 FTE’s are forecasts

Discussion of the proposed 2017-2018 University of Guelph-Humber budget includes the following:

(1) 2017-2018 Budget Context and Assumptions(2) 2017-2018 Revenue Expectations(3) 2017-2018 Expense Estimates(4) 2016-2017 Forecast Year-End Results(5) 2017-2018 Summary of Proposed Budget

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(1) 2017-2018 BUDGET CONTEXT & ASSUMPTIONS:

The key assumptions for the proposed 2017-2018 budget are: • 2017-2018 grant revenue estimate is based on a continuation of the existing funding

model framework, pending further clarity of the new funding model;• Budgeted enrolment is 4,700 FTE’s;• 2017-2018 tuition is based on a 3.0% rate increase across all cohorts. Tuition for

University of Guelph-Humber is approved by the Board of Governors, University ofGuelph;

• Non Tuition (Mandatory) fees are approved by the Board of Governors, Humber Collegewith the exception of the Distance Education Resource. The proposed fees for the 2017-2018 budget year includes the elimination of the Administrative Service Fee resulting ina $0.555 million decrease in Student Non-Tuition Mandatory Fees;

• Operating costs reflect a continued management and administrative charge of $4.000million to be shared equally by both institutions;

• Service agreements are increased by 2.0% over previous year;

(2) 2017-2018 REVENUE EXPECTATIONS:

The revenue for 2017-2018 has been estimated by University of Guelph on 4,700 FTE’s including student non-tuition (mandatory) fees as approved by Humber ITAL, and miscellaneous income, the estimated total revenue for 2017-2018 is $68.084 million. (Refer to Table 1)

University of Guelph-Humber Revenue Estimate ($ million)

Basic Grant $22.200

Accessibility Grant $10.100 Quality Improvement Fund $1.000 Municipal Tax Grant $0.353 Total Government Grants $33.653 Student Tuition Fees $33.990 Student Non-Tuition (Mandatory) Fees $0.381 Miscellaneous Income $0.060 Total Revenue $68.084

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Non-Tuition (Mandatory) Fees

The non-tuition (mandatory) fees that constitute revenue for the University of Guelph-Humber are as follows:

(3) 2017-2018 EXPENSE ESTIMATES:

The total proposed expenses for 2017-2018 are $47.854 million based on an estimated enrolment of 4,700 FTE’s.

Academic Expenses Academic expenses consist of two major components: Course Delivery transfers to each institution and Direct Academic Expenses including course development, faculty and student transportation and course website delivery. A Discretionary Fund of $0.300 million which consists of the Research Grant Fund and Study Abroad support has been included in overall Academic Expenses for a total of $20.983 million.

Library Services It is proposed to increase library services to $2.375 million. This increase reflects operational increases such as collections and service agreements and possible exchange rate implications.

Non-Tuition Mandatory Fees: 2016-2017 Full-Time

Per Semester

2017-2018 Full-Time

Per Semester Part-Time

Administrative (Academic Equipment) $59.06 $0.00 20% of full-time fee

Alumni $3.75 $3.75 20% of full-time fee

Convocation $16.24 $16.24 20% of full-time fee

Library Collection $5.64 $5.64 20% of full-time fee

Identity Management/Photo ID $3.65 $3.65 20% of full-time fee

Transcript $2.39 $2.39 20% of full-time fee

Transition & Leadership $8.81 $8.81 20% of full-time fee

Distance education resource $75.00/course $75.00/course $75.00/course

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Information Technology Information technology costs are planned to decrease to $3.756 million. This reduction reflects technological upgrades being included in the proposed capital budget versus operating expense.

Recruitment Overall, the cost is expected to increase to $2.117 million, primarily due to increases in promotional activities and staff costs.

Registrarial Services It is proposed to increase registrarial services to $1.926 million, primarily due to additional staff and accommodating off-site exams.

Student Aid The proposed student aid budget for 2017-2018, is estimated at $5.807 million reflecting expected student award disbursements including scholarships, bursaries, and tuition set-aside.

Student Life (Alumni and Career Services) Student Life costs are planned to increase to $2.786 million, primarily due to additional staff members to support student placement and employment.

Physical Resources Building maintenance, cleaning, and utilities have increased by 2.0% to $1.681 million, reflecting increases in the cost of service agreements.

Administrative Support Administrative support costs are expected to be $1.958 million. This is a substantial decrease over the previous years’ budget due to the cost of renovations and re-purposing of space within the UofGH building being included in the proposed capital budget versus operating expense.

Management and Administrative Fee A Management and Administrative Fee of $4.000 million, remains the same as in previous years.

Amortization of Capital Assets Capital equipment is amortized over 3 to 5 years and site improvements over 10 years. It is assumed that new purchases are made at the mid-point of the budget year. An estimate of $0.465 million is provided for amortization of capital assets in 2017-2018.

Capital Budget A Capital Plan is described in Table 2.

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(4) 2016-2017 FORECAST YEAR-END RESULTS

The current year-end forecast for 2016-2017 is summarised in Table 1.

The 2016-2017 approved budget was based on an enrolment target of 4,600 FTE’s. The expected actual FTE count for 2016-2017 is 4,700 FTE’s (4,906 headcount).

The combination of higher enrolment and an updated Accessibility Grant estimate results in a Forecast Revenue for 2016-2017 of $67.634 million. This is $1.220 million more than originally budgeted.

Operational Expenses for 2016-2017 Year-End are currently forecast at $45.056 million. This represents savings of 4.2% on the approved budget.

Amortization of Capital Assets has been revised downwards by $0.036 million to $0.204 million.

The overall effect of these variances from the 2016-2017 approved budget is a Total Revenue of $67.634 million, Total Expenses of $45.260 million and Excess of Revenue over Expenses of $22.374 million, which is $3.238 million more than budgeted.

(5) 2017-2018 SUMMARY OF PROPOSED BUDGET

The proposed budget for 2017-2018 is based on an estimated enrolment of 4,700 FTE’s.

The proposed budget for 2017-2018 projects Total Revenue of $68.084 million reflecting expected government grant, tuition increases and Non-Tuition (Mandatory) Fees estimates.

Total Expenses in the proposed budget for 2017-2018 are estimated at $47.854 million with a projected Excess of Revenue over Expenses of $20.230 million.

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Table 1 - 2017-2018 Draft Proposed Budget and Budget to Forecast Variance Comparison

Approved Budget

2016-2017

Eight Month Year-End Forecast 2016-2017

Budget to Forecast $ Variance

Budget to Forecast % Variance

Proposed Budget

2017-2018

Proposed Budget to Forecast Variance

Proposed Budget to

Forecast % Variance

Proposed Budget to

Budget Variance

Proposed Budget to Budget % Variance

(A) (B) (C) (D) (E) (F) (G) (H) (I)

(B-A) (C/A) (E-B) (F/B) (E-A) (H/A)

REVENUEGovernment Grants 32,600,000 33,300,000 700,000 2.1% 33,300,000 - 0.0% 700,000 2.1%Student Tuition Fees 32,500,000 33,000,000 500,000 1.5% 33,990,000 990,000 3.0% 1,490,000 4.6%Student Non-Tuition Mandatory Fees 916,000 936,000 20,000 2.2% 381,000 (555,000) (59.3%) (535,000) (58.4%)Municipal Tax Grant 338,000 338,000 0 0.0% 353,000 15,000 4.4% 15,000 4.4%Miscellaneous Income 60,000 60,000 0 0.0% 60,000 - 0.0% - 0.0%Total Revenue 66,414,000 67,634,000 1,220,000 1.8% 68,084,000 450,000 0.7% 1,670,000 2.5%EXPENSEAcademic 19,788,000 19,788,000 - 0.0% 20,983,000 1,195,000 6.0% 1,195,000 6.0%Library Services 2,321,000 1,534,000 (787,000) (33.9%) 2,375,000 841,000 54.8% 54,000 2.3%Information Technology 4,017,000 3,567,000 (450,000) (11.2%) 3,756,000 189,000 5.3% (261,000) (6.5%)

Recruitment 1,976,000 1,976,000 - 0.0% 2,117,000 141,000 7.1% 141,000 7.1%Registrarial Services 1,709,000 1,709,000 - 0.0% 1,926,000 217,000 12.7% 217,000 12.7%

Student Aid 5,807,000 5,207,000 (600,000) (10.3%) 5,807,000 600,000 11.5% - 0.0%Student Life & Services 2,537,000 2,592,000 55,000 2.2% 2,786,000 194,000 7.5% 249,000 9.8%

Physical Resources 1,648,000 1,648,000 - 0.0% 1,681,000 33,000 2.0% 33,000 2.0%Administrative Support 3,235,000 3,035,000 (200,000) (6.2%) 1,958,000 (1,077,000) (35.5%) (1,277,000) (39.5%)Management and Administrative Fee 4,000,000 4,000,000 - 0.0% 4,000,000 - 0.0% - 0.0%Sub-Total Operational Expenses 47,038,000 45,056,000 (1,982,000) (4.2%) 47,389,000 2,333,000 5.2% 351,000 0.7%Amortization of Capital Assets 240,000 204,000 (36,000) (15.0%) 465,000 261,000 127.9% 225,000 93.8%Total Expenses 47,278,000 45,260,000 (2,018,000) (4.3%) 47,854,000 2,594,000 5.7% 576,000 1.2%Excess of Revenue over Expenses 19,136,000 22,374,000 3,238,000 16.9% 20,230,000 (2,144,000) (9.6%) 1,094,000 5.7%Target Full Time Equivalent Students 4,600 4,700 2.2% 4,700 0.0% 2.2%

20



Table 2 - 2017-2018 Capital Plan

Capital Account Financial Plan Planned Proposed2016-2017 2017-2018

Multi Screen Display 0 119,000GH401 Reconfiguration 0 52,000GH302 & GH303 Classroom renovation 0 335,000GH108 Blinds 0 40,000Recruitment - OUF Booth 0 300,000Information Technology 100,000 0 AV Upgrade 0 2,000,000Media Studies - Miscellaneous Equipment 100,000 100,000Total Expense 200,000 2,946,000

21

Board

of Govern

ors Meetin

g

Agen

da 7.2 2017-2018 B

usin

ess Plan

and

Fin

ancial B

ud

get Hu

mber C

ollege

22

Board of Governors The Humber College Institute of Technology and Advanced Learning


Subject: 2017-18 Humber College Business Plan and Budget Agenda Item #: 7.2

Date: March 28, 2017 Presented by: Gordon Schofield, Chair Audit & Finance Committee

Background

The Board of Governors, based on the attached documentation and recommendation from the Audit and Finance Committee, review and approve the following: 1) Business Plan, which identifies planned activities, areas of focus and key initiatives

that require operational, strategic and targeted investments during fiscal 2017-18 to achieve the outcomes specified in the College’s 2013-18 Strategic Plan; and

2) Budget, which documents the available financial resources and its allocation towards college’s operating needs and strategic initiatives.

Motion Moved by:

Seconded by:

“Be it resolved that the Board of Governors approve the Humber College Institute of Technology and Advanced Learning 2017-18 Business Plan report and the Budget for fiscal year 2017-18.”

23

Humber 2017-18 Business Plan 1

2017-2018

BUSINESS PLAN

For review by Humber Board of Governors

March 28, 2017

24


MESSAGE FROM THE PRESIDENT

As we approach the end of our 2013-2018 Strategic Plan and our 50th anniversary, we can reflect on and take pride

in the fact that Humber College has firmly established itself as a leader in polytechnic education. Our initiatives over

the last four years have supported the development of highly skilled and adaptable citizens ready to make

significant contributions in local, national and global communities.

The initiatives outlined in this 2017-2018 Business Plan were developed to address the goals and priorities set out

in our strategic plan and position our institution for the next phase in its 50-year history. While colleges in Ontario

have only been in existence for a short time in Canada, their presence has permanently altered the way in which we

view learning and skills development. With a focus on responding to the needs of the labour market, we offer

current and prospective students an opportunity to realize their passion and potential in fields of study that did not

exist even a decade ago.

2017-2018 will be an exciting year as we develop and launch the Centre for Technology and Innovation which will

transform student learning through applied research, interdisciplinary experiential learning and industry

collaboration. As technology makes a larger impact in our lives and breaks down barriers to the global community,

Humber will expand its international focus to create opportunities for students, staff and faculty to engage in global

development initiatives that enhance their understanding of and experience in this ever-changing world. At the

program level, we will capitalize on our new technologies by providing students with increasingly flexible learning

opportunities including online courses.

Finally, we will prepare ourselves to meet the opportunities and challenges of the next five years as providers of

exemplary post-secondary education by developing our 2018-2023 Strategic Plan. With broad stakeholder

engagement, we will articulate Humber’s desired future and translate this vision into goals, objectives and plans

that will continue to establish Humber’s leadership in polytechnic education.

All of the work to-date and the initiatives set for achievement this year have not and will not be possible without the

dedicated faculty and staff that are integral to the success of our students. I would also like to thank Humber’s

Board of Governors and Humber’s Executive Team for their excellent and tireless leadership. Your passion for

educating the next generation of leaders and innovators has a positive and permanent impact on Humber’s success

and the success of our students, communities and the province of Ontario.

Chris Whitaker

President and CEO

25


VISION, MISSION AND VALUES

Vision

Leadership in Polytechnic Education

Mission

Humber develops broadly educated, highly skilled and adaptable citizens to be successful in careers that

significantly contribute to the communities they serve – locally, nationally and globally.

Values

Student-Centred – We hold the current and future success of our students as our highest priority.

Excellence – We are committed to outstanding services, academic programs and teaching.

Innovation – We anticipate and respond to emerging trends to meet the evolving needs of our local, national and

global communities.

Respect – We uphold the highest ethical standards, and affirm and protect the rights, dignity, and integrity of each

member of our diverse community.

Inclusion – We cultivate a working and learning environment where diversity is recognized as essential to our

success.

Sustainability – We preserve our collective future by embracing the social, ecological, and economic impact of our

decisions.

26


WHAT IS POLYTECHNIC EDUCATION?

Humber’s polytechnic education prepares students for future careers by providing hands-on experience within a

dynamic and progressive learning environment. Within a full range of credentials supported by academic

pathways – certificates, diplomas, degrees, graduate certificates and apprenticeships – students acquire essential

employability skills through experiential learning opportunities including applied research, community

and clinical placements, industry partnerships and entrepreneurial activities. Our unique blend of theoretical, applied and

breadth learning ensures students are ready for success in a competitive employment market.

COMMITMENTS TO OUR STUDENTS

The importance of student success is a theme that resonates strongly at Humber. As a collection of communities,

we recognize the value of a high-quality Humber education and the importance of supporting our students in their

pursuit of academic and personal success. This notion of our responsibility to one another as learners, teachers and

postsecondary education professionals has culminated in the development of three overarching commitments to

our students:

Humber provides all students with a high-quality educational environment and experience that leads to the

achievement of each student’s desired outcomes.

Humber graduates have the knowledge and skills they need to be successful in their professional and

personal lives.

Humber makes academic and operating decisions based on delivering on our commitment to student

success.

27


THE PLANNING PROCESS

The 2017-18 Business Plan and Budget exemplify Humber’s integrated planning processes that successfully

incorporate changes in both the internal and external environment. Humber’s Executive Advisory Council (EAC) is

one of the key internal, cross-functional groups that contributes to the development of the plan and ensures that

institutional flexibility and adaptability are in place for effective implementation of our planning activities.

Effective, integrated planning is critical to our ability to invest wisely in the future success and wellbeing of our

students. Faced with a dynamic labour market and a shifting demographic picture, our ability to make evidence-

based decisions is increasingly important. We will continue to adapt our planning approaches to ensure we are

making the best investments possible for our community.

STRATEGIC PLANNING LANDSCAPE

Over the past three years, Humber’s business planning has been guided by our institutional Strategic Mandate

Agreement (SMA) with the Ontario ministry of Advanced Education and Skills Development (MAESD). Identifying

institutional areas of strength, differentiation and focus for future program development, the SMA has encouraged

targeted shifts in credential mix and disciplinary clusters that have significant and positive impacts on Humber’s

growth and success.

In 2017-18, Humber will be developing the next SMA as outlined by the Ministry and we look forward to continued

differentiation that highlights our polytechnic model and supports a more systemic view of program offerings and

student success. Also influencing our planning and decisions for future programs and services are the demographic

projections from the Ontario Ministry of Finance, which indicate continued population growth in the Greater Toronto

Area (GTA) of traditional-age postsecondary students. This places Humber in an increasingly important role as we

continue to meet the needs of current and prospective students, including students who have increasingly complex

educational and support needs, including Aboriginal and first generation students, newcomers to Canada, and

students living with disabilities.

28


HUMBER AT A GLANCE (2016-2017)

0

10,000

20,000

30,000

40,000

50,000

60,000

Audit 2015-16 Forecast 2016-17 Budget 2017-18

ENR

OLM

ENT

YEARS

Humber Enrolment Fiscal 2015-16 to Fiscal 2017-18 - Actual and Projected Full-TimeSource: Humber Finance

52,935 54,966 57,108

Adv. Diploma17%

Bachelor Degree15%

Certificate11%

Diploma31%

Graduate Certificate25%

Nursing Degree1%

Fall 2017 - Proportion of Programs by Credential

29


6.5% 6.6% 7.4%

63.9% 62.3% 61.8%

19.6% 20.3%19.1%

10.1%10.9%

11.7%

0

10,000

20,000

30,000

40,000

50,000

60,000


ENR

OLM

ENT

YEARS

Humber Enrolment by CredentialFiscal 2015-16 to Fiscal 2017-18 - Actual and Projected Full-TimeSource: Humber Finance

Certificate Diploma and Advanced Diploma Degree (Including Nursing) Graduate Certificate

52,935 54,966

57,108

85.3% 83.8% 83.7%

14.7%16.2%

16.3%

0

10,000

20,000

30,000

40,000

50,000

60,000


ENR

OLM

ENT

YEARS

Humber Enrolment by Domestic and InternationalFiscal 2015-16 to Fiscal 2017-18 - Actual and Projected Full-TimeSource: Humber Finance

Domestic International

52,935 54,966

57,108

30


Strengthening Our Polytechnic Identity

Our goal is to ensure alignment between our program and service offerings, student demand and the needs of the labour

market. Central to this goal is the execution of our strategic enrolment management (SEM) framework, its structures and

its action plans. We will focus on establishing institutional performance indicators and the development of an academic

plan, as well as the identification of Centres of Innovation (COIs) within the context of our polytechnic identity. We have

taken care to better understand how potential, current and former students – as well as parents and guidance

counsellors – understand our mission and strengths and are using this knowledge to shape both our messaging and our

product.

GOAL 1

Optimize and differentiate Humber’s programs,

credentials and services

STRATEGIES

Identify and focus Humber programs and credentials in

areas of demonstrable strength, excellence and

distinctiveness that are relevant to student interest, as

well as current and future labour market demands

Develop and implement a strategic enrolment

management framework to continuously assess and

improve programs and services against key student

success and outcomes measures

SUCCESS OUTCOMES

We will know we are on track if, by 2018:

Humber is recognized for at least three dynamic,

interdisciplinary Centres of Innovation that embody

distinctive program clusters and pathways, applied

research potential, and anticipate the needs of a

constantly changing labour market

Humber’s academic schools deliver programs across

three campuses that address skills shortages,

contribute to pathways, and support the polytechnic

identity

Humber consistently assesses all programs and

services against clearly identified criteria, and

demonstrates commitment to continuous improvement

and evidence-based decisions

YEAR 5 INITIATIVES

Develop Humber’s Centre for Technology

and Innovation and Centre for Innovation in

Creative Enterprise to serve as hubs for

innovation, applied research and industry

partnerships.

Implement institutional and program-level

interventions aimed at enhancing student

success and retention.

31


GOAL 2

Leverage the range of Humber’s programs to lead

the system in providing pathways

STRATEGIES

Be the institution of choice for college diploma

graduates pursuing degree completion in affinity

program areas

Be the system leader in providing options and

opportunities for degree graduated seeking

career-specific graduate credentials

SUCCESS OUTCOMES


Humber’s degrees include clear, identifiable

pathways for credential holders and attract

increasing numbers of students with advanced

standing

Humber has demonstrably focused on mapping

and improving pathways into, through and

beyond our programs

YEAR 5 INITIATIVE

Initiate a fully online credit transfer system to

improve assessment of previously completed

postsecondary education.

Introduce graduate certificate programs that offer new pathway destinations and employment skills including: o Music Business

o User Experience Design

o Comedy Writing (online)

o Sport Business Management

o Music Composition (online)

o Insurance Management - Property and

Casualty Insurance

o Paralegal

o Wellness Coaching (hybrid)

32


GOAL 3

Demonstrate Humber's distinctiveness as an

exemplary provider of postsecondary education that

blends theoretical, applied and breadth learning

STRATEGIES

Position Humber’s polytechnic focus – range of

career-focused credentials and pathways, strong

industry connections, applied research and

innovation – as a leading model of

postsecondary education that delivers results for

students, the labour market and the province

SUCCESS OUTCOMES


Humber’s polytechnic identity and mandate is

well understood both internally and externally

Humber Applied Research is a vibrant resource

centre that integrates faculty, student,

community and industry expertise to address

real-world research problems

Humber has expanded degree-granting options

to include applied research-based honours

baccalaureate degrees and master’s degrees

Humber has received formal designation from

the Province of Ontario as a differentiated

provider of postsecondary education and

training

YEAR 5 INITIATIVE

Develop and launch new programming that builds on Humber’s model of polytechnic education including:

o Bachelor of Health Sciences (Workplace Health & Wellness)

o Bachelor of Community Development

Implement Humber’s Strategic Applied Research Plan which focuses on five areas of expertise:

o System Integration (including mechatronics, industrial design, process and product development)

o Sustainable Architecture and Energy Efficient Construction

o Industrial Internet of Things

o Transmedia

o Social Innovation with a focus on Community Development

Celebrate Humber’s 50th Anniversary with all stakeholders in a positive, inspiring environment.

33


Sustained Focus on Teaching and Learning Excellence

Our focus on teaching and learning excellence aims to create and live the values of the “learning organization.” A learning

organization is one which facilitates the development of its entire community – students, faculty, staff and volunteers –

and continually transforms itself to adapt to a changing environment. Our key initiatives for 2017-18 are focused on

enhancing advising services, supporting credential completion and offering students the opportunity to grow through

global development initiatives.

GOAL 1

Live the values of a 'learning organization'

STRATEGIES

Encourage an adaptable, flexible working and

learning environment that allows for the creation,

acquisition and transfer of knowledge

Demonstrate our commitment to collaboration and

integration by building cross-institutional forums

that foster innovation and support effective and

aligned decision-making

SUCCESS OUTCOMES

We will know if we are on track if, by 2018:

Humber has an organizational culture that

encourages curiosity, creativity, innovation and

collaborative problem solving, and promotes and

values lifelong learning

Humber has built innovative and functional cross-

institutional forums for the sharing of perspectives

and to inform transparent decision-making

Humber employees and students are provided with

regular opportunities for ongoing collaboration and

engagement in the development, alignment and

delivery of the strategic priorities, and ensuring

linkages with our stated values

YEAR 5 INITIATIVE

Disseminate Indigenous knowledge and

awareness through cross-institutional

collaboration and curriculum development in

keeping with the Calls to Action of the Truth and

Reconciliation Commission of Canada, 2015.

Develop school-based learning plans aimed at

building teaching and learning excellence

competencies.

Increase the number of faculty involved in

Scholarship for Teaching and Learning research.

34


GOAL 2

Ensure an exceptional student experience for a

diverse student body

STRATEGIES

Identify and meet the diverse needs and

aspirations of all of our learners by:

o Providing integrated advising from pre-

entry to post-graduation

o Leveraging early intervention programs to

ensure student success

Ensure that co/extra-curricular activities are

well integrated into the student experience

and assessed/valued as an essential element

in supporting student success

SUCCESS OUTCOMES


Humber has an integrated advising model, based

on a case-management approach, that is

recognized as best practice and which supports all

students to be successful

Humber has implemented targeted early

intervention programs, including a focus on the

first-year experience, that are based on Humber-

specific data and analysis, as well as best

practices at Humber and other institutions

Humber students benefit from an intentional and

coordinated focus on internationalization and a

global perspective

Humber has developed and implemented a

leading-edge system to formally record co-

curricular activity that reflects student/graduate

accomplishments in developing essential skills

both in and outside the classroom

YEAR 5 INITIATIVES

Implement a case management model to enhance the

quality and integration of student advising across the

Academic Schools and the Academic & Career

Success Centres.

Develop and implement interventions to assist nearly

completed, withdrawn students to graduate.

Expand the activities of the International Development

Institute across all schools to increase opportunities

for faculty, staff and students to contribute to global

development initiatives.

Establish processes and training to meet Ontario

Human Rights Commission (OHRC) requirements

related to access for students with disabilities.

Develop an institution-wide approach to support the

integration of Universal Design Learning (UDL).

Implement the Ministry of Advanced Education and

Skills Development net tuition program.

35


GOAL 3

Demonstrate leadership in innovative teaching and

learning strategies

STRATEGIES

Attract and retain outstanding, diverse faculty who

embody our commitments to students and are

empowered to reach their full potential as innovative

teachers

Ensure all Humber students have high impact, relevant

learning experiences such as:

o Meaningful workplace or experiential learning

opportunities

o Participation in applied research projects with faculty

and/or industry partners in targeted programs

o Opportunities to develop and practice

entrepreneurial skills

Excel at the application of technology to support student

learning and success

Introduce flexible and innovative program and service

delivery options that provide greater choice for students

Focus on teaching and learning that develops

graduates’ essential skills, as well as job-specific skills

SUCCESS OUTCOMES


Humber faculty demonstrate and deliver innovative and

flexible learning activities and outcomes

Humber faculty are actively engaged in scholarship and

applied research activities

Humber’s Centre for Teaching and Learning programs

are formally recognized by international organizations

such as the UK-based Staff and Educational

Development Association (SEDA)

Humber students, graduates and employers benefit

from consistently meaningful work-

integrated/experiential learning opportunities

Humber is a provincial leader in providing

entrepreneurship training and opportunities for students

and graduates

Humber has developed and implemented an innovative

strategy to re-imagine online learning; Humber Online

provides a range of online courses and programs that

enhance student flexibility and choice

Humber has developed and implemented a strategy to

enhance the development of multiple delivery options

for online and face-to-face learning and service delivery

supported by the required technology infrastructure

Humber is a provincial leader in the development,

implementation and assessment of institution-wide

“essential skills” that prepare graduates for success in

work and life

YEAR 5 INITIATIVES

Increase student access to programs through flexible

modalities including online, hybrid, stackable, and

modular offerings.

Renew core learning outcomes and Essential Skills to

better prepare students with the depth and breadth

of knowledge needed by employers.

Support student learning and success by enhancing

the use of technology-enabled learning including

virtual reality, augmented learning, and desktop

virtualization.

36


Maximizing the Impact of Partnerships

Building on and maximizing partnerships with other educational institutions, community agencies, industry partners and

corporate training clients are key to our ability to understand and respond to our changing environment. We will build on

our Program Advisory Committees as they are essential to our ability to gauge and understand the needs of the labour

sector and we will work with industry partners to meet their needs for corporate training.

GOAL 1

Ensure essential linkages with industry and key

external stakeholders

STRATEGIES

Enhance and strengthen relationships that serve and

support that needs of employers, industry partners

and the labour market

Build a broad range of mutually beneficial

partnerships with external stakeholders

SUCCESS OUTCOMES


Humber students benefit from expanded and high-

quality work-integrated learning (WIL) opportunities,

including work placements and applied research

projects, with key industry partners

Humber’s Program Advisory Committees (PACs) are

vibrant, innovative bodies that meet regularly and

contribute to the quality and relevance of Humber’s

programs

Humber has effective communications and

partnerships with sector councils and associations

to address current and future labour market needs

Humber is delivering on a coordinated and effective

strategy to support business and industry through

corporate training opportunities

Humber’s Office of Advancement & Alumni

Relations has developed and initiated a robust

long-term strategy that engages industry in

partnerships and contributes to Humber’s vision

and mission

Humber has innovative connections with other

external organizations that lead to valuable donor

relationships and investment partnerships

YEAR 5 INITIATIVE

In collaboration with Skills Ontario, co-host the

Skills Ontario competition in May 2017.

Build industry partnerships and connections to the

labour market through the Centres of Innovation in Health and Wellness, Technology and Innovation and Creative Enterprise.

37


GOAL 2

Build and maintain beneficial relationships with

alumni

STRATEGIES

Celebrate the success of our graduates, and ensure

their continued involvement with Humber as

mentors, employers and bridges into the workplace

and community

SUCCESS OUTCOMES


Humber’s graduates enjoy successful outcomes

and stay engaged with the college as donors and as

part of a vibrant alumni community

Humber alumni are celebrated within the college

and looked to as a valuable resource within their

workplace and/or community

Humber has developed an innovative mentorship

and professional development program that

engages and connects current students and alumni

YEAR 5 INITIATIVES

Establish a social network platform that

allows for mentorship and networking

between alumni and current students.

Launch the Alumni Award program to

recognize successful Humber alumni whose

career path, achievements or contribution to

society highlight the value of a Humber

education.

38


GOAL 3

Enhance creative connections with education and

community partners

STRATEGIES

Effective outreach to the elementary and

secondary education sector to develop innovative

pathways into Humber programs and credential

options

Develop and sustain creative partnerships with

other postsecondary institutions – provincial,

national and international

Cultivate relationships with existing and emerging

community partners and stakeholders

SUCCESS OUTCOMES


Humber’s distinctive programs are well-known

and promoted by elementary/secondary guidance

counsellors, teachers and administrators

Humber models innovative transition programs to

support both well-qualified and under-prepared

high school graduates

Humber’s unique partnership with the University

of Guelph-Humber has continued to evolve to

meet the needs of students

Humber has developed partnerships with other

postsecondary institutions in Ontario, Canada and

across the globe, which serve the needs of

students and build Humber’s polytechnic

reputation

Humber is known by community agencies as an

effective and focused partner in programs,

services and pathways to support successful

outcomes for identified populations such as

Aboriginal Peoples, newcomers to Canada, the

un/underemployed and marginalized youth

YEAR 5 INITIATIVES

Establish an integrated communications and

social media plan for outreach to multiple

audiences, including prospective and current

students, parents, media, alumni, employees and

donors.

Implement off-shore delivery of English for

Academic Purposes (EAP) programming, dual

credentials, degree completions and cohort

pathways in China and Asia. Consult with community partners to establish a

post-secondary transition program for youth aged

18-29 who are out of school and under-prepared

for employment. Continue to build our relationship with the

University of Guelph Humber to meet the needs of students.

39


Foundations for Success

In order to ensure that we are setting up our students, faculty and staff for success, it is essential that we invest in our

foundations – people, infrastructure including space and technology, and processes.

GOAL 1

Invest in accomplished and engaged employees who are supported in delivering an exceptional student experience

STRATEGIES

Ensure all employees understand, and are well

supported to deliver on, their roles in promoting

student success

Demonstrate appreciation for the skills, knowledge

and values of all employees

SUCCESS OUTCOMES


Humber recruits and retains outstanding and

diverse faculty, support staff and administration

with the mix of credentials and industry experience

that benefit our students

Humber faculty, support staff, and administrators

are provided relevant professional development

opportunities that enhance their ability to promote

student success and academic and administrative

excellence

Humber provides ongoing opportunities for

employee participation in continuous improvement

initiatives, generating creative ideas, and making

decisions that contribute to Humber’s ability to

realize its vision, mission and values

Humber employees feel valued for their

contribution, and deliver on their role in promoting

student success

Humber has developed and implemented an

enhanced framework to align employee

recruitment, professional development and

performance management

YEAR 5 INITIATIVES

Develop a Talent Management Strategy that

includes new approaches to recruitment,

reward and recognition, performance

management and professional development.

40


GOAL 1

Invest in accomplished and engaged employees who

are supported in delivering an exceptional student

experience

STRATEGIES

Ensure all employees understand, and are well

supported to deliver on, their roles in promoting

student success

Demonstrate appreciation for the skills, knowledge

and values of all employees

SUCCESS OUTCOMES


Humber recruits and retains outstanding and

diverse faculty, support staff and administration

with the mix of credentials and industry experience

that benefit our students

Humber faculty, support staff, and administrators

are provided relevant professional development

opportunities that enhance their ability to promote

student success and academic and administrative

excellence

Humber provides ongoing opportunities for

employee participation in continuous improvement

initiatives, generating creative ideas, and making

decisions that contribute to Humber’s ability to

realize its vision, mission and values

Humber employees feel valued for their

contribution, and deliver on their role in promoting

student success

Humber has developed and implemented an

enhanced framework to align employee

recruitment, professional development and

performance management

YEAR 5 INITIATIVES

Develop a Talent Management Strategy that

includes new approaches to recruitment,

reward and recognition, performance

management and professional development.

GOAL 2

Enhance strategic investments in infrastructure and key

priority initiatives that deliver results for improved

student learning and success

STRATEGIES

Consolidate, align and enhance investments to

support high-quality academic and student service

facilities, equipment and technology, as well as key

priority initiatives

Develop and implement an integrated, transparent

and flexible framework for prioritizing the

allocation of resources towards both short- and

long- term projects that will deliver on our

commitments to students

SUCCESS OUTCOMES


Humber has an integrated, timely process for

prioritizing and allocating resources to short- and

long-term investments in infrastructure and

priority initiatives that promote student learning

and success

Humber programs and services have the

infrastructure supports necessary to serve the

needs of all learners and contribute to the

realization of Humber’s mission, vision and

values

Humber’s Centres of Innovation have the

infrastructure necessary to maximize their impact

at the local, provincial and national level

Humber’s investments in priority infrastructure,

and innovative approaches to teaching and

learning delivery, have resulted in an improved

ratio of square feet of space per student

Humber’s Enterprise Systems Project (ESP) has

been successfully implemented and is supporting

good business practices throughout the

organization

YEAR 5 INITIATIVES

Commence implementation of phase 3 of the

Enterprise Systems Project – HRMS.

Complete the review of business requirements for

disaster recovery and begin implementation of

recommended services.

Expand physical capacity through strategic infrastructure projects including: o Development of the Centre for Technology

and Innovation at North Campus

o Construction of a new 1000-space parking

structure at the North Campus

o Renovations at the North and Lakeshore

Campuses to provide additional instructional

and support spaces

o Continued planning and redevelopment of

Lakeshore buildings A and B including the

Centre for Innovation in Creative Enterprise.

41


GOAL 3

Strengthen Humber's business planning and resource

allocation model to anticipate and adapt to a changing

external fiscal framework and align decision making and

resource allocation with our values and strategic priorities

STRATEGIES

Enhance and fully implement an integrated business

planning, resource allocation and reporting model

Ensure Humber’s commitment to sustainability is

reflected in planning and decision-making

SUCCESS OUTCOMES


Humber has fully implemented an integrated

business planning, resource allocation and reporting

model

Humber has embraced a comprehensive

sustainability strategy that is embedded in our

integrated planning and resource allocation model

Humber has developed and implemented a

balanced scorecard that provides aggregated

performance indicators to support achievement of

strategic priorities

Humber has a risk assessment and management

framework that reflects best practice

Humber consistently achieves a balanced or surplus

financial position that ensures we deliver on current

and future strategic priorities

YEAR 5 INITIATIVES:

Develop Humber’s 2018-2023 Strategic Plan

to set priorities, focus energy and resources,

and strengthen operations.

Fully implement an integrated business

planning, resource allocation and reporting

process.

42


Overarching Success Measures

Humber’s is committed to collecting, analyzing and reporting on information that allows us to assess our progress toward

achieving our goals. The performance measurements listed below are important elements of our accountability to the

Ministry of Training, Colleges and Universities, our Board of Governors, our students and many other stakeholders.

However, the measures below are not the only indicators against which we monitor our performance. Through processes

such as business planning, we identify the key deliverables and expected outcomes associated with specific activities and

initiatives. In all cases, we aim to demonstrate quality and improvement.

OUR STUDENTS

Learning Outcomes

Evidence of progressive achievement in the

skills identified as being essential for successful

work and life

Key Performance Indicator (KPI) Student

Satisfaction with key teaching and learning

outcomes

Retention Rates

Student retention by year, credential, and

priority population

KPI Graduation Rates

Graduate Outcomes

KPI Graduate Employment, Graduate

Employment in a Related Field, Graduate

Satisfaction, Employer Satisfaction

OUR FOUNDATIONS

Employee Engagement

Internal Employee Engagement survey

Continued recognition as an “Employer of

Choice” by external organizations

Infrastructure

KPI student satisfaction with facilities,

resources and services

Square feet of facility per student

Financial Sustainability

Balanced budgets or surpluses that are

demonstrably targeted/invested in

institutional improvements related to student

success and strategic priorities

43

Humber College Institute of Technology and Advanced Learning

2017-18 Budget

44

Fiscal 2017-18 Budget

OVERVIEW

The fiscal 2017-18 budget, prepared in support of College maintaining its leadership position in polytechnic education; access mandate; planned activities and innovation agenda, is based on in year funds collected through grants and fees, whereas the spending related to infrastructure projects, as identified in Campus Development and Technology Plans, is funded through College’s Internally Restricted Net Assets (Reserve) and is recognized as amortization cost in the operating budget.

GUIDING PRINCIPLES

The following guiding principles were used in the development of fiscal 2017-18 budget:

(1) Funds generated from Core activities should be fully spent in support of academic, student services and

administrative functions; while funds generated from Non-core activities should support investments in

strategic and key priorities

(2) Funds generated from Ancillary activities should support its business needs

(3) College should make appropriate investments to advance its strategic and innovation agenda

Operational Activities Ancillary Activities

Strategic Investments

Core

Non-Core Initiatives Infrastructure projects

Academic, Student support & Administrative functions including Special Purpose projects Budget: Grants & fees

University of Guelph-Humber, Investment income Budget: Reserve Funds

Fee for service areas (Residence, Parking, Bookstore, Food Services) Budget: Self-sustaining operations

Business Plan goals and objectives Budget: Reserve Funds

Capital projects (Construction, Renovations and Technology) Budget: Reserve Funds

ASSUMPTIONS

The following assumptions were used in the development of fiscal 2017-18 and pro-forma budgets:

1. Continuation of current economic climate in Ontario and provincial government’s fiscal reality

2. Changing student demographics and competition

3. Ongoing implementation of college strategies (Academic & SEM plans, Revenue diversification)

4. College Funding Framework change (corridor model)

5. Implementation of Net Tuition

6. Impending Strategic Mandate Agreement negotiation for period covering 2017-2020 (SMA #2)

7. Evolution of new teaching and learning methodologies including disruption of established practices

45

A. Operations – Core1. Start of ten new programs (8 Graduate Certificates; 2 Degrees)

2. Enrolment

* Domestic enrolment budgeted at 47,822 (or 83.7%); International enrolment at 9,286 (or 16.3%)

3. No change to operating grant funding (relates to domestic students only)

a. Grant claw-back (International Students Recovery): $3.3M

b. Exclusion of certain Special Purpose grant due to uncertainty of renewal

4. Tuition and Other fees

a. Tuition fee: 3.0% increase (on average)

b. Non-Tuition fee: 16.4% decrease (primarily due to elimination of Admin fees)

5. University of Guelph-Humber service agreements: teaching – 8.6% increase, support services – 2.0%

increase

6. Staff related costs

a. Addition of 33 complements (16 Faculty; 14 Support; 3 Administrative) to full-time roster

21 of which are currently staffed with part-time, partial-load or contract staff

b. Compensation – based on guidance from collective agreements

c. Fringe benefits – change to YMPE threshold and Canada Pension Plan rate along with impact of

compensation change on pension and legislative deductions

7. Cost of living (inflation): 2.0% increase (on average)

B. Operations – Non-Core1. University of Guelph-Humber: $12.1M ($10.1M contribution & $2.0M administration fees)

2. Investment income: $4.0M

3. Late payment fee charges: $0.5M

C. Ancillary1. Residence fee: 3.0% increase (on average)

2. Childcare fee: 3.0% increase

D. Strategic Investments1. Key initiatives $1.8M (Student Retention & Graduation; Centres of Innovation; 50th Anniversary; Flexible

Learning; International Development Institute & Offshore Delivery)

2. Enterprise System enhancement projects $2.9M (Net Tuition; CRM Admissions support; Continuousimprovement)

Part Time (contact hours) 1,023,451 886,517 886,517 890,553 4,036 0.5%

(3.9%)

2,142

(3,000)Apprenticeship (training days) 83,700 84,700 77,000 74,000

# Change

Budget vs.

Forecast

% Change

Budget vs.

Forecast

Enrolment2017-18

Budget

Full Time (semester) 52,935 55,376 54,966 57,108*

2015-16

Actual

2016-17

Budget

2016-17

Forecast

3.9%

46

FINANCIALS

A. Summary Statement of Operations (Schedule 1)

1. Revenue

Based on the breadth of academic program offerings, variety of fee-based ancillary services and proceeds from

non-core activities, the total revenue for fiscal 2017-18 is budgeted to be $412.5M, a slight decrease of $0.6M

(or 0.1%) over fiscal 2016-17 forecast. The fiscal 2017-18 revenue budget is similar in makeup to 2016-17

revenue forecast, with the exception of certain Special Purpose projects that were not included due to

uncertainty of their renewal next fiscal. The Other revenue line includes proceeds from University of Guelph-

Humber (teaching and service agreements; contribution and administration fee) and various other sources (e.g.

community outreach and research projects; health and test centres; facility rentals). The amortization of

deferred capital contribution amount relates to the grant College received towards capital projects.

Figure 1 – 2017-18 Total Revenue Figure 2 – Revenue (in Million) ($412.5 Million)

Grants at $152.9M are budgeted to decrease by $1.7M (or 1.1%) primarily due to exclusion of certain SpecialPurpose grants (i.e. Other Bursary, Apprenticeship, Pre-Apprenticeship, etc.) from plan.

Tuition and Other fees at $194.2M are budgeted to increase by $6.0M (or 3.2%) primarily due to anticipatedenrolment growth of 3.9% and tuition fee increase of 3.0%; offset by 16.4% decrease in non-tuition fee(elimination of Administration fees).

Investment Income at $4.5M is budgeted to decrease by $0.8M (or 15.1%) due to ongoing spending onStrategic Infrastructure projects and resultant lower level of cash holding.

Other revenue at $53.3M is budgeted to decrease by $0.7M (or 1.3%) primarily due to exclusion of one-timespecial projects and events ($0.4M) and reduced contribution from University of Guelph-Humber ($1.1M);offset by increase in Student Residence and increased activity planned by the Corporate Training andConference Services units ($0.8M).

The Amortization of Deferred Capital Contribution at $7.6M is budgeted to decrease by $3.4M (or 30.9%) ascapital grants related to older projects have been fully recognized.

Grants, $152.9, 37.1%

Tuition and Other

Fees, $194.2, 47.1%

Invt. Income,

$4.5, 1.1%

Other Revenue,

$53.3 12.9%

Amort. of DCC,

$7.6, 1.8%

0

20

40

60

80

100

120

140

160

180

2002017-18 Budget

2016-17 Forecast

Grants Invt. Income Other Amort. of DCC

↓1.1%

↑ 3.2%

↓ 30.9%

↓ 1.3%

Tuition

↓ 15.1%

47

2. Expenses

The total expenses for fiscal 2017-18 are budgeted to be $403.0M, an overall increase of $5.9M (or 1.5%) over2016-17 forecast to support anticipated enrolment growth and resultant staffing and benefit costs, enhancedservices for students along with targeted spending to advance College’s strategic and innovation agenda andachieve the outcomes articulated in the accompanying Business Plan.

Figure 3 – 2017-18 Total Expenses Figure 4 – Expenses (in Million) ($403.0 Million)

Salaries and Benefit costs at $248.8M are budgeted to increase by $5.6M (or 2.3%), primarily due to

compensation & fringe benefit enhancements for existing staff ($6.5M), additional budget for 33 full-time

complements and increase in part-time staffing ($3.5M); offset by the one-time cost of Voluntary

Retirement Plan ($4.4M).

Contract Services costs at $44.6M are budgeted to increase by $3.5M (or 8.5%) primarily due to:

o Larger number of Enterprise System enhancement projects planned $2.2M

o Increased level of project activity (e.g. online course development, CRM etc.) $0.9M

o Increased scope of special projects (e.g. Dual Credit/CGTAT, IELTS Test Centre etc.) $0.4M

Maintenance, Utilities and Municipal tax costs at $15.7M are budgeted to remain the same primarily due to

efficiency gains resulting from better energy management and conservation measures.

Advertising and Marketing costs at $8.5M are budgeted to decrease by $0.6M (or 6.6%) primarily due to:

o Consolidation of activities across various schools ($0.5M)

o Reduced spending related to special projects (e.g. Employment Assistance Service projects) ($0.1M)

Supplies, Equipment and Other costs at $41.0M are budgeted to decrease by $1.7M (or 4.0%) primarily due

to reduced spending related to Special Purpose grants and special projects (e.g. CIDA-SEDS, Employment

Assistance Service projects, Pre-Apprenticeship projects).

Information Technology – Software & License costs at $7.3M are budgeted to remain the same.

Sal & Benefits, $248.8, 61.7%

Cont. Srv., $44.6, 11.1%

Maint., $15.7, 3.9%

Adv. & Mktg,

$8.5, 2.1% Supplies,

$41.0, 10.2%

IT, $7.3, 1.8%

Std. Assist., $6.3, 1.6%

Amort., $30.8, 7.6%

0

25

50

75

100

125

150

175

200

225

2502017-18 Budget

2016-17 Forecast

Cont. Srv.

Maint. Supplies IT

Std. Assist. Amort. Adv &

Mktg

↑ 8.5%

0.0% ↓ 6.6%

↓ 4.0%

0.0% 0.0%

↓ 2.8

Sal & Benefits

48

Student Assistance costs at $6.3M, which includes bursaries, award and scholarship amounts, are budgeted

to remain the same. Note: The spending related to work study is included with Salaries & Benefits line.

Amortization of Capital Assets cost at $30.8M is budgeted to decrease by $0.9M (or 2.8%) as some of the

older assets will be fully amortized by 2016-17 yearend.

The fiscal 2017-18 budget is also presented by business segments (see Schedule 2) to provide clarity on the

budget components, alignment to guiding principles and to show the targeted spending in key priorities.

In summary (see Table 1) the fiscal 2017-18 budget, in comparison to 2016-17 forecast, results in a $6.5M

reduction in the Excess of Revenue over Expenses position where total cash revenue is budgeted to increase by

0.7% while the corresponding expenses are increasing by 1.4%. This difference increases further due to

increased level of spending on strategic initiatives and the effect of amortization (non-cash). This financial

outcome is partially resulting from the fact that provincial grant value has not increased in number of years nor

has it kept pace with enrolment growth; whereas the cost pressures due to compensation and benefits,

inflation, and service commitments continue to increase.

Table 1 – Summary Statement of Operations

Alternatively, if compared to 2016-17 budget, the increase in expenditure amount for fiscal 2017-18 is within the amount and percentage of revenue growth.

(in mill ions)2016-17

Budget

2016-17

Forecast

2017-18

Budget

Revenue

Operating & Ancillary 395.5 402.1 404.9 2.8 0.7% 9.4 2.4%

Amortization of DCC 10.8 11.0 7.6 (3.4) (30.9%) (3.2) (29.6%)

Total Revenue 406.3 413.1 412.5 (0.6) (0.1%) 6.2 1.5%

Expenses

Operating & Ancillary 360.1 362.6 367.5 4.9 1.4% 7.4 2.1%

Strategic Investments - Key Initiatives 3.9 2.8 4.7 1.9 67.9% 0.8 20.5%

Amortization of capital assets 28.4 31.7 30.8 (0.9) (2.8%) 2.4 8.5%

Total Expenses 392.4 397.1 403.0 5.9 1.5% 10.6 2.7%

Excess of Revenue over Expenses 13.9 16.0 9.5 (6.5) (40.6%) (4.4) (31.7%)

2017-18 Budget vs.

2016-17 Forecast

2017-18 Budget vs.

2016-17 Budget

49

B. Pro Forma Statement of Operations and Risk Management (Schedule 3)

As part of prudent planning, the College also prepares financial outlook for additional three-year period to ensure that future business activities are well planned and managed in a fiscally prudent manner. The Pro Forma statement shows that while the staff related costs continue to rise, the net amortization cost will also spike due to the investment in infrastructure projects. These increases will challenge our budget principles and require management to put an increased focus on expense management, as well as look for ways to diversify revenue base while making sure that future financial outcomes can support the long-term strategic priorities of the College.

As per the College’s Integrated Risk Management Framework, both strategic and operational risk registers were reviewed and assessed cross institutionally to ensure that any new or current risks were assessed ensuring appropriate controls and action plans are in place to address residual exposures for emergent or high risks. The risk appetite statements were refreshed for use by the College when evaluating new opportunities.

As an additional risk mitigation measure and to deal with the effect of an unforeseen major event, the College maintains a contingency fund in the amount of $20.3M, as part of Internally Restricted net assets. Insurance policies continue to be reviewed and assessed annually to ensure appropriate coverage and limits are maintained.

C. Statement of Financial Position (Schedule 4) and Statement of Financial Ratios (Schedule 5)

The College has prepared forecasted Balance Sheets for fiscal 2016-17 and 2017-18 yearend based on certain

assumptions along with executing Ministry’s financial ratios to see the outcome. All of the ratios demonstrate

that Humber’s financial position remains quite strong over this period and exceed ministry benchmarks. The

following provides a brief explanation of major changes in balances from fiscal 2016-17 forecast to 2017-18

forecast:

Assets

o Lower amount of cash and investment holdings is primarily due to spending on Strategic Infrastructure

projects (i.e. Centre for Technology & Innovation, Integrated Energy Master Plan – Phase 1, HRMS etc.)

o Higher value of capital assets is related to Strategic Infrastructure projects

Liabilities

o Deferred revenue primarily relates to Tuition fee, which is increasing due to fee change and higher

enrolment level

o Residence loan value is lower due to repayment of principal amount

Net Assets

o Decrease in Internally Restricted reserve is offset by the increase in Investment in Capital Assets due to

spending on Strategic Infrastructure projects

o Overall value increased based on budgeted positive financial results

50

D. Statement of Strategic Infrastructure Projects and Cash Flow (Schedule 6)

The College recently completed the long-term Campus Land Use and 5-year Campus Development Plans. These

development plans show how the College will address, manage and develop its physical infrastructure over the

coming years. While detailed project plans get developed for new projects, the College is completing work on

projects that were identified in the last plan. These projects will address the pent up need and improve the

space constraint faced by the College.

While the College continues to inform ministry of its current reality and infrastructure needs and lobby for

capital funds, it is assumed that provincial government’s fiscal reality may limit its ability to support our request.

Given this reality, the responsibility to plan and build capacity for continued strategic investments falls squarely

on the College.

The approved and anticipated Strategic Infrastructure projects along with their estimated cost is shown by year

while the Cash Flow portion shows that the College should be able to finance these projects through prudent

fiscal planning and operational management.

51


Statement of Operations

(in millions)

Schedule 1

2015-16 2017-18

Actual Budget Forecast Budget 2016-17 Forecast vs.

(9-month) 2017-18 Budget

$ $ $ $ $ %

Revenue

Grants 153.5 153.8 154.6 152.9 (1.7) (1.1%)

Tuition & Other Fees 177.5 185.5 188.2 194.2 6.0 3.2%

Investment Income 5.9 4.9 5.3 4.5 (0.8) (15.1%)

Other 55.9 51.3 54.0 53.3 (0.7) (1.3%)

Subtotal 392.8 395.5 402.1 404.9 2.8 0.7%

Amortization of Deferred Capital Contribution 13.7 10.8 11.0 7.6 (3.4) (30.9%)

Total Revenue 406.5 406.3 413.1 412.5 (0.6) (0.1%)

Expenses

Salaries & Benefits 231.8 241.4 243.2 248.8 5.6 2.3%

Contract Services 37.0 41.4 41.1 44.6 3.5 8.5%

Maintenance, Utilities & Municipal Taxes 13.1 15.5 15.7 15.7 - 0.0%

Advertising & Marketing 11.0 9.9 9.1 8.5 (0.6) (6.6%)

Supplies, Equipment & Other Expenses 40.2 42.4 42.7 41.0 (1.7) (4.0%)

Information Technology - Software & Licenses 6.4 7.0 7.3 7.3 - 0.0%

Student Assistance 6.5 6.4 6.3 6.3 - 0.0%

Subtotal 346.0 364.0 365.4 372.2 6.8 1.9%

Amortization of Capital Assets 30.8 28.4 31.7 30.8 (0.9) (2.8%)

Total Expenses 376.8 392.4 397.1 403.0 5.9 1.5%

Excess of Revenue over Expenses 29.7 13.9 16.0 9.5 (6.5) (40.6%)

2016-17 Variance

52


Statement of Operations (By Segment)

(in millions)

Schedule 2

ANCILLARY STRATEGIC Budget

Core Non-Core Services

Key

Initiatives

2017-18

Revenue

Grants 150.8 - 2.1 - 152.9

Tuition & Other Fees 189.7 - 4.5 - 194.2

Investment Income 0.5 4.0 - - 4.5

Other 18.8 12.6 21.9 - 53.3

Subtotal 359.8 16.6 28.5 - 404.9

Amortization of Deferred Capital Contributions 7.6 - - - 7.6

Total Revenue 367.4 16.6 28.5 - 412.5

Expenses

Salaries & Benefits 240.6 - 7.9 0.3 248.8

Contract Services 34.8 - 5.8 4.0 44.6

Maintenance, Utilities & Municipal taxes 11.2 - 4.5 0.0 15.7

Advertising & Marketing 8.1 - 0.2 0.2 8.5

Supplies, Equipment & Other Expenses 33.8 - 7.0 0.2 41.0

Information Technology - Software & Licences 7.3 - 0.0 - 7.3

Student Assistance 6.3 - - - 6.3

Subtotal 342.1 - 25.4 4.7 372.2

Amortization of Capital Assets 29.1 - 1.7 - 30.8

Total Expenses 371.2 - 27.1 4.7 403.0

Excess of Revenue over Expenses (3.8) 16.6 1.4 (4.7) 9.5

OPERATION

53


Pro Forma Statement of Operations

(in millions)

Schedule 3

Budget % of % of % of

2017-18 Prior Year Prior Year Prior Year

Revenue

Grants 152.9 152.9 0.0% 152.9 0.0% 152.9 0.0%

Tuition & Other Fees 194.2 205.5 5.8% 217.4 5.8% 230.0 5.8%

Investment Income 4.5 4.0 (11.1%) 4.0 0.0% 4.0 0.0%

Other 53.3 53.3 0.0% 53.3 0.0% 53.4 0.2%

Subtotal 404.9 415.7 2.7% 427.6 2.9% 440.3 3.0%

Amortization of Deferred Capital Contribution 7.6 9.3 22.4% 8.2 (11.8%) 7.2 (12.2%)

Total Revenue 412.5 425.0 3.0% 435.8 2.5% 447.5 2.7%

Expenses

Salaries & Benefits 248.5 259.6 4.5% 271.2 4.5% 283.2 4.4%

Other 119.0 117.7 (1.1%) 117.0 (0.6%) 116.5 (0.4%)

Subtotal 367.5 377.3 2.7% 388.2 2.9% 399.7 3.0%

Amortization of Capital Assets 30.8 34.5 12.0% 36.1 4.6% 34.1 (5.5%)

Total Expenses 398.3 411.8 3.4% 424.3 3.0% 433.8 2.2%

Excess of Revenue over Expenses Subtotal 14.2 13.2 (7.0%) 11.5 (12.9%) 13.7 19.1%

Less: Strategic Investments (Key Priorities) (4.7) (4.7) 0.0% (4.7) 0.0% (4.7) 0.0%

Excess of Revenue over Expenses 9.5 8.5 (10.5%) 6.8 (20.0%) 9.0 32.4%

Assumptions

FT semester Enrolment (increase per year)

FT Enrolment Mix (Domestic / International) 83.7% / 16.3%

Grants - operating

Tuition Fee Increase

Investment Income

Addition of Full-time Staff Complement

Salary & Benefit Enhancements

Overall budget allocation is limited to available revenue

Strategic Investments (Key Priorities)

Expense Allocation

83.0% / 17.0% 82.2% / 17.8% 81.5% / 18.5%

3.0% 3.0% 3.0%

Grant funding to remain the same as 2017-18

3.0%

58,536 (2.5%) 60,000 (2.5%) 61,500 (2.5%)

Pro Forma

2018-19 2019-20 2020-21

57,108

Maintained at 2017-18 level

33 33 33

Based on funds available for investment

Based on existing collective agreements & statutory requirements

33

$4.7M

54


Statement of Financial Position

(in millions)

Schedule 4

March 31, 2016 March 31, 2017 March 31, 2018Actual Forecast Forecast

ASSETS

Current assets

Cash 117.2 57.6 30.4

Investments 191.9 194.3 157.3

Grants receivable 1.1 1.2 1.2

Accounts receivable 14.9 12.4 12.0

Prepaid expenses 2.2 0.5 0.5

Total current assets 327.3 266.0 201.4

INVESTMENT IN UNIVERSITY OF GUELPH-HUMBER 13.0 11.0 11.5

LONG-TERM ACCOUNTS RECEIVABLE 7.5 9.4 6.6

PREPAID LAND LEASE 3.0 3.0 3.0

CAPITAL ASSETS 396.4 438.0 525.1

TOTAL ASSETS 747.2 727.4 747.6

LIABILITIES

Current liabilities

Accounts payable and accrued liabilities 21.0 9.1 9.1

Accrued payroll and employee benefits 13.9 6.4 6.4

Accrued vacation pay 15.0 15.0 15.0

Deferred revenue 31.3 33.4 35.8

Due to University of Guelph-Humber 28.4 23.8 28.2

Due to IGNITE 4.9 4.5 4.5

Bank loan 30.9 29.2 27.4

Total current liabilities 145.4 121.4 126.4

POST-EMPLOYMENT BENEFITS AND COMPENSATED ABSENCES 9.4 9.4 9.4

DEFERRED CONTRIBUTIONS 8.7 4.9 4.9

DEFERRED CAPITAL CONTRIBUTIONS 188.0 186.8 192.5

INTEREST RATE SWAP 8.9 7.6 7.6

TOTAL LIABILITIES 360.4 330.1 340.8

NET ASSETS

Unrestricted

Operating 33.3 32.0 32.0

Post-employment benefits and compensated absences (9.4) (9.4) (9.4)

Vacation pay (15.0) (15.0) (15.0)

8.9 7.6 7.6

INVESTED IN CAPITAL ASSETS 185.2 239.4 322.5

INTERNALLY RESTRICTED 186.3 142.4 68.8

EXTERNALLY RESTRICTED 15.3 15.5 15.5

395.7 404.9 414.4

ACCUMULATED REMEASUREMENT LOSSES (8.9) (7.6) (7.6)

TOTAL NET ASSETS 386.8 397.3 406.8

TOTAL LIABILITIES AND NET ASSETS 747.2 727.4 747.6

55

Schedule 5

Humber College Institute of Technology and Advanced LearningFinancial Ratios

1.00

1.98 1.93

1.69

1.13

0.00

1.00

2.00

3.00

MAESDBenchmark

Large Colleges2016

Humber2016

Humber2017

Humber2018

Quick Ratio (Current Assets / Current Liabilities)

35.00%

24.09%

16.87% 13.67% 13.65%

0%

10%

20%

30%

40%

MAESDBenchmark

Large Colleges2016

Humber2016

Humber2017

Humber2018

Debt / Assets

3.00%

1.58%

0.85% 0.84% 0.83%

0.00%

1.00%

2.00%

3.00%

4.00%

MAESDBenchmark

Large Colleges2016

Humber2016

Humber2017

Humber2018

Debt Servicing (Annual Debt Obligation / Annualized Revenue)

60.00%

100.64%

150.85% 145.11% 146.77%

0%

40%

80%

120%

160%

MAESDBenchmark

Large Colleges2016

Humber2016

Humber2017

Humber2018

Net Assets / Expenses

1.50%

4.02%

7.30%

3.87%

2.31%

0%

4%

8%

MAESDBenchmark

Large Colleges2016

Humber2016

Humber2017

Humber2018

Net Income / Revenue

0

155

380 389 399

0

50

100

150

200

250

300

350

400

450

MAESDBenchmark

Large Colleges2016

Humber2016

Humber2017

Humber2018

Net Assets - MAESD ($M)

Ratio > 1.00 indicates sufficient availability of resources to cover short term obligations Note: Current Assets exclude investments > 90 days (but still < 1 year) while Current Liabilities exclude demand loan

Ratio < 35.00% indicates sustainable, prudent, level of debt.

Ratio > 60.00% indicates a healthy level of reserves in relation to annual expenses Note: Forecasted Net assets / annualized expenses.

Ratio < 3.00% indicates manageable level of debt servicing cost in relation to revenue Note: Forecasted annualized revenue is utilized.

Ratio > 1.50% indicates an acceptable level of net income Note: Forecasted Net income / revenue.

Positive (> $0) net assets are sign of healthy financial position Note: Net assets = operating unrestricted + internally restricted + investment in capital assets

56


Statement of Strategic Infrastructure Projects and Cash Flow

(in millions)

Schedule 6

2017-18 2018-19 2019-20 2020-21

and beyond

Strategic Infrastructure Projects:

(a) North Campus 114.5 30.8 65.1 15.1 3.5 -

(b) Lakeshore Campus 104.1 22.8 14.9 21.2 17.7 27.5

(c) Technology 21.5 0.9 20.6 - - -

240.1 54.5 100.6 36.3 21.2 27.5

(a) Centre for Technology & Innovation, Integrated Energy Master Plan - Phase 1, Parking Structure

Campus Redevelopment

(b) Welcome Centre, Fitness Centre, Centre of Entrepreneurship, Parking lot, Lakeshore Commons Field,

Campus Redevelopment, Centre of Innovation & Creative Enterprise

(c) Human Resources Management System, Data Centre

Cash Flow: 2016-17 2017-18 2018-19 2019-20 2020-21

Cash & Investment balance, Beginning 309.1 161.6 90.6 84.2 93.8

Excess of Revenue over Expenses 16.0 9.5 8.5 6.8 9.0

Net Amortization 20.7 23.2 25.2 27.9 26.9

Other Cash Flow inflows/(outflows) (2.5) (2.6) (3.3) (3.4) (6.8)

Cash & Investment balance, Ending 343.3 191.7 121.0 115.5 122.9

Use of funds (Encumbrance):

Net Operational needs and Liabilities (106.9) - - - -

Internally Restricted - Operating contingency (20.3) (0.5) (0.5) (0.5) (0.5)

Strategic Infrastructure Project spending (54.5) (100.6) (36.3) (21.2) (22.5) *

Adjusted Cash balance (Unencumbered) 161.6 90.6 84.2 93.8 99.9

* Note: Represents only one year of SI Project spending

Estimated

Project

Value

Projected

Spending to

2016-17

Planned Spending

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Board

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Agen

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Fees

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M O T I O N S H E E T Subject: Student Tuition Fees

2017-2018 2018-2019

Agenda Item #: 8.1

Date: March 28, 2017 Presented by: Susan Ross, Chair Academic and Student Affairs Committee

Background

Motion

Moved by: Seconded by:

Board of Governors Humber College Institute of Technology & Advanced Learning

Humber Application of 2017-19 Tuition Fee Policy

The Tuition Fee Policy is a directive of the Ministry of Advanced Education and Skills Development that provides direction regarding tuition fee increases. The previous policy spanned a four year period from 2013-2016 and allowed a 3% overall annual increase to tuition; the new policy, which was received in early January, is for a two year duration. The rationale for this short policy timeframe is that it will allow the tuition policy process to better align with the SMA process and the implementation of the new funding formula.

The proposed fees contained in the attached document are based on the following policy directive:

• The policy allows colleges to raise tuition 3%. The basis for this calculation is 2015-2016 enrolmentaudit, and the calculation takes into account the number of students enrolled in a program and therelated tuition fees. As a result, programs with high enrolment have a greater influence on the ability to maintain the 3% increase.

• For high-demand programs, the policy allows colleges to raise tuition by up to 5%, however tuition feeincreases cannot exceed an overall institutional average of 3%.

• In Fall 2016, Humber undertook a price comparison of similar programs in the GTA. As a result of thiscomparison, in two programs the tuition is proposed to increase by 4% (3D Animation and TV Writingand Producing) while in two programs the tuition was increased by 1% (International Development andProfessional Writing) to better align the fees with similar programs offered at other colleges.

Humber has a number of fee categories, as outlined in the attached charts. The categories are based on two different factors:

1) Our range of credential offerings (Degrees and Post Graduate certificates), and;2) The Ministry’s program and funding approval process, whereby tuition levels are driven by similarprogram comparators in the college system.

“Be it resolved that on the recommendation of the Academic and Student Affairs Committee, the Board of Governors approves the Tuition Fees for 2017-2018 and 2018-2019 as outlined on the attached Fee schedule, effective September 1, 2017.”

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Tuition Fees – 2017-2018, 2018-2019

Fee Category

PerSemester Annual

RG/TSP Basic Tuition Fee (PS) 1,457.84$ 2,915.68$

RG1Cabinet MakingHome RenovationIndustrial Woodworking Techn 1,943.79$ 3,887.58$

D1 Category 1: 2,585.86$ 5,171.72$ D1A Category 1A:

Professional Writing and CommunicationsInternational Development

D2 Category 2:Theate Arts - Performance

D2A Category 2A:Comedy Writing & Performance Professional Golf Management Web Site Administration

D4 Category 4:Visual and Digital Arts

D4A Category 4A:Animation - 3DClinical ResearchCreative Book PublishingEnterprise Software DevelopmentProject ManagementRegulatory Affairs

D5 Category 5:Pre-Service Firefighter Education & Training

D6 Category 6:Adv Care Paramedic - Intensive

D7 Category 7:Creative Writing

AD Category 6: Applied Degrees 3,203.05$ 6,406.10$ AD1 Category 6: Nursing Degree 3,078.46$ 6,156.92$

5,505.13$ 11,010.26$

8,286.22$ 16,572.44$

2,509.86$ 5,019.72$

Post Secondary (Regular)

Post Secondary (Compressed)

De-Regulated PS/ Post Graduate

Degrees

2017/2018

2,535.65$ 5,071.30$

2,287.94$ 4,575.88$

2,513.43$ 5,026.86$

3,008.37$ 6,016.74$

3,008.37$ 6,016.74$

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Fee Category

PerSemester Annual

RG/TSP Basic Tuition Fee (PS) 1,501.57$ 3,003.14$

RG1Cabinet MakingHome RenovationIndustrial Woodworking Techn 2,002.10$ 4,004.20$

D1 Category 1: 2,663.43$ 5,326.86$ Category 1A:

Professional Writing and CommunicationsInternational Development

Category 2:Theate Arts - Performance

Category 2A:Comedy Writing & Performance Professional Golf ManagementWeb Site Administration

Category 4:Visual and Digital Arts

Category 4A:Animation - 3DClinical ResearchCreative Book PublishingEnterprise Software DevelopmentProject ManagementRegulatory Affairs

Category 5:Pre-Service Firefighter Education & Training

Category 6:Adv Care Paramedic - Intensive

Category 7:Creative Writing

AD Category 6: Degrees 3,299.14$ 6,598.28$ AD1 Category 6: Nursing Degree 3,170.81$ 6,341.62$

Degrees

Post Secondary (Regular)Post Secondary (Compressed)

De-Regulated PS/Post Graduate

2018/2019

D1A

D2

D2A

D4

2,356.57$ 4,713.14$

2,611.71$ 5,223.42$

D4A

D5

D6

D72,585.15$

3,098.62$

5,170.30$

8,534.80$ 17,069.60$

5,670.28$ 11,340.56$

6,197.24$

3,098.62$ 6,197.24$

2,588.83$ 5,177.66$

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of 2 Student Residence and Dining Plan Rate Schedule Proposed Rates for 2018-2019

Board of Governors

Motion Sheet

SUBJECT: Student Residence Proposed Rates for 2018-19

AGENDA ITEM: 8.2

DATE: March 28, 2017 PRESENTATION: Susan Ross, Chair Academic and Student Affairs Committee

Background

Humber Residences are managed by Humber Staff as an ancillary operation and are funded through student residence fees and the net proceeds of the summer conference activities. The Dining Plan portion of the rate is provided to Chartwells in full, who manages and provides the food services to the residence students. There are a total of 1018 beds at the North Campus at 427 beds at the Lakeshore.

Room rates are approved one year in advance of implementation to ensure that a l l college publications contain the most accurate information.

Humber’s residence operational budget also includes Residence Life staff and resources to support students’ personal and academic development, good citizenship and comprehensive 24 hour/day, 7 days/week support, security and student life programs. Value-added programming is a key component of the quality of the residence experience and Humber Residences are a recognized leader in this regard.

Based on the anticipated summer conference activity and its net proceeds, an overall increase of two percent for the 2018-2019 academic year is being proposed for the ongoing operation and the continuation of deferred maintenance projects and residence life programs. The recommended fees are competitive with other postsecondary institutions within the Greater Toronto Area.

“Be it resolved that on the recommendation of the Academic and Student Affairs Committee, the Board of Governors approve the Student Residence and Dining Plan Rate Proposal for 2018–2019, as outlined on the attached schedule, effective August 26, 2018.”

Motion

Moved by Seconded by

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of 2 Student Residence and Dining Plan Rate Schedule Proposed Rates for 2018-2019

Student Residence Proposed Rates for 2018-19

The Department of Campus Services proposes the following residence rate structure for the 2018-2019 academic year:

Single Rooms North Campus Only Room Rate Dining Plan

Amount Total

One Semester

Two Semesters (Regular Dining Plan)

Two Semesters (Medium Dining Plan)

Two Semesters (Large Dining Plan)

$3,494

$6,380

$6,380

$6,380

$1,175

$2,350

$2,850

$3,400

$4,535

$8,603

$9,103

$9,653

Suite Rooms North and Lakeshore Campus Room Rate Dining Plan

Amount Total

One Semester

Two Semesters (Regular Dining Plan)

Two Semesters (Medium Dining Plan)

Two Semesters (Large Dining Plan)

$4,250

$8,009

$8,009

$8,009

$1,175

$2,350

$2,850

$3,400

$5,341

$10,359

$10,859

$11,409

Room Rates:

The proposed rates for the 2018-2019 academic year reflect a two percent increase over the approved rates for 2017-18. This increase is required to address general inflationary pressures in operating expenditures including deferred building maintenance and system requirements of the four residence buildings.

Dining Plan Rates: The proposed amount for dining plans for 2018-2019 is being maintained at the previous year’s approved rates. Humber’s dining plans are designed to allow students the flexibility of using these funds at any of the food service venues located at the North and Lakeshore Campus locations (operated by Chartwells). Residence students benefit from having the dining plan as most purchases are considered exempt for HST.

Summary: Humber’s residence operations are intended to operate on fee-for-service basis to students. The increase in rates of two percent is intended to ensure that the residence operates on a break-even basis while addressing the maintenance requirements and the capital cost of the buildings.

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Board

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Agen

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and

atory, Non

-Tu

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elated In

ciden

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Subject: Mandatory, Non-Tuition Related Incidental Fees 2018-2019

Agenda Item #: 8.3

Date: Tuesday, March 28 2017 Presented by: Susan Ross Chair, Academic and Student Affairs Committee

Background

Motion Moved by: Seconded by:


Mandatory non-tuition fees are collected based on the MTCU’s Binding Policy Directive on Tuition and Ancillary Fees. This directive provides a structure for the approval and collection of ancillary (non-tuition) fees, which apply to both Humber and Guelph-Humber students.

Each year, departments responsible and accountable for the development of budgets that rely in whole or in part on the utilization of non-tuition fees meet with IGNITE representatives to discuss any increases to existing fees. These discussions are a component of ongoing communication between IGNITE and Humber/Guelph-Humber related to the use of funds collected from students for the specific purposes identified in each fee category.

Proposed fees for the 2018-19 budget year are detailed on the attached chart, and have been approved by the Board of IGNITE. The proposed fee change will result in a 2.1 per cent increase, based on the 2017-18 fee schedule. This net increase is comprised of an increase to the Health Services Fee, Information Technology Fee and the addition of a Career Centre Fee.

“Be it resolved that on the recommendation from the Academic and Student Affairs Committee, the Board of Governors approve the mandatory non-tuition fee proposal for 2018-19, as outlined in the attached schedule, effective for the academic term commencing in fall 2018.”

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Humber College and IGNITE Mandatory (non-tuition) Fees

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Board

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Agen

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onsen

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M O T I O N S H E E T Subject: Consent Renewal and

Nomenclature Change Agenda Item #: 8.4

Date: March 28, 2017 Presented by: Susan Ross, Chair Academic and Student Affairs Committee

Background

Motion

Moved by: Seconded by:


Humber is seeking ministerial consent renewal for one of its baccalaureate programs: Honours Bachelor of Applied Arts – Paralegal Studies.

Humber’s Honours Bachelor of Applied Arts – Paralegal Studies program is the only four-year honours degree program of its kind in Ontario. It combines legal theory and practice in a program that covers ethics and professional responsibility, negotiation and mediation, evidence, advocacy, contract and tort law, insurance law and employment law, and elder law, which together provide the legal foundation necessary to navigate Canada’s legal system. The program is endorsed by the Paralegal Society of Ontario (known as the Ontario Paralegal Association), the Prosecutors’ Association of Ontario, and the Ontario Association of Professional Searchers of Record. The Law Society of Upper Canada has reviewed and assessed Humber’s Honours Bachelor of Applied Arts – Paralegal Studies degree and has determined that it meets the standards and competencies for paralegal education program accreditation.

As part of the application for consent renewal the school will be requesting some modifications to the curriculum, improvements to the diploma to degree pathway and a title change to Honours Bachelor of Paralegal Studies.

“Be it resolved that the Board of Governors, based on the recommendation from the Academic and Student Affairs Committee, submits application for Consent Renewal for its Bachelor of Applied Arts – Paralegal Studies (to be renamed Honours Bachelor of Paralegal Studies).”

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