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Page 1
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
Page 2
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
RT 9.0 Adjournment
MOTION
Board
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1
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
2
Minutes from the Meeting of the Board of Governors Page 2 Humber College Institute of Technology & Advanced Learning Held on Tuesday, January 31, 2017
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.
3
Minutes from the Meeting of the Board of Governors Page 3 Humber College Institute of Technology & Advanced Learning Held on Tuesday, January 31, 2017
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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Minutes from the Meeting of the Board of Governors Page 4 Humber College Institute of Technology & Advanced Learning Held on Tuesday, January 31, 2017
• 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.
5
Minutes from the Meeting of the Board of Governors Page 5 Humber College Institute of Technology & Advanced Learning Held on Tuesday, January 31, 2017
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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Minutes from the Meeting of the Board of Governors Page 6 Humber College Institute of Technology & Advanced Learning Held on Tuesday, January 31, 2017
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.
7
Minutes from the Meeting of the Board of Governors Page 7 Humber College Institute of Technology & Advanced Learning Held on Tuesday, January 31, 2017
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
8
Minutes from the Meeting of the Board of Governors Page 8 Humber College Institute of Technology & Advanced Learning Held on Tuesday, January 31, 2017
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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Board
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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:
19
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
123 124
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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.”
13
University of Guelph-Humber
Proposed 2017-2018 Budget
February 28, 2017
14
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
15
University of Guelph-Humber Proposed 2017-2018 Budget
For the Fiscal Period April 1, 2017 to March 31, 2018
(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
16
University of Guelph-Humber Proposed 2017-2018 Budget
For the Fiscal Period April 1, 2017 to March 31, 2018
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
17
University of Guelph-Humber Proposed 2017-2018 Budget
For the Fiscal Period April 1, 2017 to March 31, 2018
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.
18
University of Guelph-Humber Proposed 2017-2018 Budget
For the Fiscal Period April 1, 2017 to March 31, 2018
(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.
19
University of Guelph-Humber Proposed 2017-2018 Budget
For the Fiscal Period April 1, 2017 to March 31, 2018
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
University of Guelph-Humber Proposed 2017-2018 Budget
For the Fiscal Period April 1, 2017 to March 31, 2018
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
M O T I O N S H E E T
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
Humber 2017-18 Business Plan 2
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
Humber 2017-18 Business Plan 3
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
Humber 2017-18 Business Plan 4
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
Humber 2017-18 Business Plan 5
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 2017-18 Business Plan 6
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
Humber 2017-18 Business Plan 7
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
Audit 2015-16 Forecast 2016-17 Budget 2017-18
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
Audit 2015-16 Forecast 2016-17 Budget 2017-18
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
Humber 2017-18 Business Plan 8
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
Humber 2017-18 Business Plan 9
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
We will know we are on track if, by 2018:
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
Humber 2017-18 Business Plan 10
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
We will know we are on track if, by 2018:
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
Humber 2017-18 Business Plan 11
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
Humber 2017-18 Business Plan 12
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
We will know we are on track if, by 2018:
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
Humber 2017-18 Business Plan 13
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
We will know we are on track if, by 2018:
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
Humber 2017-18 Business Plan 14
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
We will know we are on track if, by 2018:
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
Humber 2017-18 Business Plan 15
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
We will know we are on track if, by 2018:
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
Humber 2017-18 Business Plan 16
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
We will know we are on track if, by 2018:
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
Humber 2017-18 Business Plan 17
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
We will know we are on track if, by 2018:
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
Humber 2017-18 Business Plan 18
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
We will know we are on track if, by 2018:
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
We will know we are on track if, by 2018:
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
Humber 2017-18 Business Plan 19
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
We will know we are on track if, by 2018:
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
Humber 2017-18 Business Plan 20
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
Humber College Institute of Technology and Advanced Learning
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
Humber College Institute of Technology and Advanced Learning
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
Humber College Institute of Technology and Advanced Learning
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
Humber College Institute of Technology and Advanced Learning
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
Humber College Institute of Technology and Advanced Learning
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
57
Board
of Govern
ors Meetin
g
Agen
da 8.1 S
tud
ent T
uition
Fees
58
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.”
59
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$
60
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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Board
of Govern
ors Meetin
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Agen
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tud
ent R
esiden
ce Prop
osed R
ates
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Page 1 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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Page 2 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.
64
Board
of Govern
ors Meetin
g
Agen
da 8.3 M
and
atory, Non
-Tu
ition R
elated In
ciden
tial Fees
65
M O T I O N S H E E T
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:
Board of Governors Humber College Institute of Technology & Advanced Learning
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.”
66
Humber College and IGNITE Mandatory (non-tuition) Fees
67
Board
of Govern
ors Meetin
g
Agen
da 8.4 C
onsen
t Ren
ewal an
d N
omen
clature C
han
ge
68
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:
Board of Governors Humber College Institute of Technology & Advanced Learning
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).”
69