accelerated success meaningful collaboration inspired innovation … · our unwavering commitment...

ACCELERATED SUCCESSMEANINGFUL COLLABORATIONINSPIRED INNOVATIONSTRONG FOUNDATIONS

BUSINESS PLAN20172018

Georgian College | 2017-18 Business Plan 1

EXECUTIVE SUMMARY

There’s much to celebrate this year, including Georgian’s golden anniversary and the fiftieth anniversary of the Ontario public college sector. We’ve come a long way since 1967! Over the

years much has changed, but our priority has always remained the sameour commitment to students. Our unwavering commitment to students is reflected throughout the four strategic priorities of

our 2016-21 Strategic Planaccelerated success, meaningful collaboration, inspired innovation

and strong foundationswhich serve as our guide to institutional planning, decision-making and actions. These priorities provide the framework for the 2017-18 Business Plan, which identifies the initiatives that we will pursue during the year and aligns with our Strategic Mandate Agreement (SMA) commitments to the Ministry of Advanced Education and Skills Development. The Business Plan uses the following categories to address the information requirements specified in the Ministry’s operating procedure:

Strategies: The objectives to be achieved.

2017-18 actions: The major actions we will take during the year to achieve those strategies.

Success measures: The outcomes we expect to achieve.

Significant factors outside the control of the college that could potentially affect the achievement of its outcomes are detailed below.

Decline of the traditional direct entry college cohort and increased competition: The number of traditional college-age domestic students is declining throughout most of Ontario, resulting in enrolment challenges and a potential loss of tuition for all postsecondary institutions. This forces increased competition amongst the Ontario postsecondary system to attract students, both within the shrinking traditional market and the increasing international and university graduate market, which in turn creates revenue uncertainty from changing marketing strategies and student services, among other practices. This risk is being mitigated through aggressive growth in the number of international students. This is also an area of risk due to the concerns with regards to any changes in the political landscape, visa approval rates and/or work permits.

Collective bargaining: Colleges will be heading to the collective bargaining table this year, as the academic agreement expires on September 30, 2017. Any resulting financial


effects will not be known until new signed collective agreements are in place. Additionally, the outcomes of the province-wide efforts to organize part-time support staff and academic employees remain unknown at this time.

Deferred maintenance: Deferred maintenance has climbed across the college sector. Georgian has estimated its deferred maintenance to be approximately $41 million. Over time, the effects of deferred maintenance can potentially disrupt learning, discourage prospective students, expose the college to liability issues and cause health issues that result in absenteeism among employees and students. Further, students’ and employees’ dissatisfaction with the deteriorating facilities and resources they use while at the college can also impact negatively on the college’s Key Performance Indicator Student Satisfaction and Engagement Survey scores as well as the Employee Engagement Survey results, respectively.


MISSION, VISION AND VALUES

Our mission.

Inspire innovation, transform lives and connect communities through the power of education.

Our vision.

Accelerate success through exceptional learning, innovation and partnerships.

Our values.

Excellence. Community engagement. Integrity. Inclusion. Sustainability.


OUR 2017-18 PLAN

ACCELERATED SUCCESS

COMMITMENT 1

Quality market-driven programs.

Strategies:

Create degree pathways in every diploma program.

Offer relevant curriculum for in-demand jobs.

Use program assessment process to drive program sustainability.

2017-18 Actions 2017-18 Success measures

Map remaining business programs to all BBA programs (12 pathways mapped so far). Use new protocol to facilitate mapping of all business diplomas to all BBA programs. Integrate all OCQAS quality assessment metrics into a single dashboard. Implement Courseleaf’s CiM (curriculum) and CAT (catalogue) software. Develop a checklist for decision-making on program closure. Support and enhance Program Assessment tools on the intranet.

All business diplomas mapped to all BBA programs. All business diplomas mapped to all BBA programs using new protocol. All quality assessment metrics integrated into a single dashboard. CiM and CAT implemented on schedule. Checklist developed; enhanced data and reports available on intranet.


COMMITMENT 2

Experiential learning and employer guarantee.

Strategies:

Expand experiential learning opportunities in every program and offer a wide range of co-curricular activities to ensure students have the skills and capabilities to succeed.

Develop an employer guarantee on student job readiness.


Develop a framework for work integrated learning at Georgian. Analyze if co-op affects graduation rate; respond accordingly. Analyze success of international students acquiring and completing co-op; incorporate student feedback to make improvements to co-op. Develop terms of the employer guarantee terms and a plan for implementation.

Framework developed and in use. Analysis completed; student feedback incorporated for co-op improvements. Terms of employer guarantee approved for promotion in January 2018 and ready for implementation in May 2018.

COMMITMENT 3:

Effective student supports and services.

Strategy:

Streamline delivery of student services through a unified online portal. Provide integrated student support through holistic advising.


Implement Phase 2 of the student portal and Georgian ONEcard system. Review advising model and revise as required; identify metrics for program success.

Phase 2 of the student portal and Georgian ONEcard system implemented. Advising model revised as required; metrics identified.



Implement Degree Works™, the Ellucian degree audit system to improve student retention. Implement Ministry’s Net Tuition mandate to integrate Admissions and Financial Aid. Analyze retention data for patterns in persistence to graduation.

Degree Works™ implemented. Georgian’s Net Tuition solution in place for Fall 2018. Retention data analyzed.

COMMITMENT 4:

Internationalized Georgian community.

Strategies:

Enhance cultural awareness and support greater international exchange and study abroad opportunities.

Expand and better integrate supports for international students.


Continue to enhance international exchange and study abroad opportunities for students. Continue to offer diversity training to all employees to support cultural awareness. Conduct review of recently implemented in-country placement testing – CaMLA – and revise as necessary. Review EAP Lab delivery. Develop EAP video series to support students’ language acquisition. Develop and implement international admissions module. Establish Diversity, Equity and Inclusion committee with cross-college representation. Include presentations on

Additional opportunities finalized; increased number of students studying abroad. Sessions delivered as scheduled. CaMLA placement testing review completed and changes implemented. EAP lab delivery reviewed and changes implemented. EAP video series complete and implemented. International admissions module implemented. Diversity, Equity and Inclusion committee and plan established. Reduced victimization through education and awareness. Enhanced International



campus safety and security and continue outreach during International orientation.

student experience on campus and in community.

COMMITMENT 5:

Enhanced Indigenization

Strategies:

Enhance curriculum to reflect Indigenous culture and traditions.

Enrich the college community by engaging in Indigenous knowledge sharing.


Incorporate Indigenization learning objectives into 20 programs. Offer 10 Indigenous knowledge-sharing sessions across the college. Establish smudging protocol to support ceremonial practices.

Indigenization incorporated into the curriculum of 20 programs. Indigenous knowledge-sharing sessions held. Smudging protocol implemented.


MEANINGFUL COLLABORATION

COMMITMENT 1:

Strong community and industry connections.

Strategy:

Proactively engage partners through well-established connections using our Community Engagement and Partner Relationship Management Committees.


Additional partners engaged for workforce development, research, innovation and employment services.

Two new multi-dimensional partnerships confirmed. Good relationships maintained with current partners. Investments made by industry partners toward the Advanced Technology, Innovation and Research Centre and scholarships.

COMMITMENT 2:

Progressive degree delivery.

Strategy:

Develop a comprehensive degree strategy for central Ontario including Georgian degrees, integrated degree-diplomas and partner degrees.


Implement Lakehead-Georgian degree plan. Develop three degrees to launch in 2018-19.

Georgian and Lakehead on track to launch between 6 and 8 partnership degrees by 2020-21. Prepared to launch Honours Bachelor of Counselling and Honours Bachelor of Industrial Design in Fall 2019 and Honours Bachelor of Business – International Hospitality and Tourism or an Honours degree focusing on Marine Studies in Fall 2020.



Pursue ITAL status and/or consent for the University Partnership Centre.

ITAL status and/or consent for the University Partnership Centre obtained.

COMMITMENT 3:

Learning for life.

Strategy:

Expand and evolve program offerings in response to shifting demands and demographics.


Secure additional corporate training clients through increased outreach and promotion. Launch new part-time non-credit courses meeting market and community needs. Complete pilot of Phase I of Elevate and rollout to all corporate clients. Launch Phase II for part-time non-credit courses in summer 2017. Increase visibility of part-time credit and non-credit courses through marketing and recruitment activities on and off campus.

Fifteen new contracts for corporate training signed by year end. New content aligned with new program offerings and changing demographics. New part-time non-credit offerings delivered with sufficient enrolment. Successful roll out of Elevate Phase I and Phase II by year end. Marketing and recruitment plan developed for part-time credit and non-credit courses.


INSPIRED INNOVATION

COMMITMENT 1:

Entrepreneurship and social innovation.

Strategies:

Graduate students with the skills and mindset to be innovative thinkers and change makers.

Foster growth and development of businesses and social enterprises to build the regional economy and address community-based issues.


Build awareness and participation in eCo-op beyond the Barrie campus; build towards a target of 10 students participating in eCo-op in each of the 3 terms. Deliver events and programs to support the incremental investment by students pertaining to the Social Innovation Fee. Work with community partners to access training dollars. Continue Second Career Assistance Network (SCAN) and Prince’s Operation Entrepreneur (POE) workshops for CFB Borden members. Work with CFB Borden to discuss further options for entrepreneurial training including online delivery. Expand community projects initiative to include new Social Entrepreneurship and Not for Profit programs. Continue Ashoka application development; host site visit in Spring 2017.

30 students completed the eCo-op program; multi-campus participation evident. Events and programs delivered. Successfully accessed training dollars and training successfully delivered. Two workshops completed at Base Borden. Determine if online delivery with CFB Borden is financially viable and move ahead accordingly. Community projects initiative includes two additional programs. Ashoka designation secured.


COMMITMENT 2:

Enriched learning through meaningful research and scholarship.

Strategy:

Foster a culture of research, scholarship and collegiality that connects students, employees and the community.


Promote use of online inventory tool to track and report on all research and scholarly activity; encourage faculty and staff participating in research and scholarly activity to report their work through the online inventory tool. Expand faculty engagement in research activity and capacity building sessions. Deliver second annual Research, Innovation and Scholarship Day; plan the third.

Thirty faculty engaged in applied research or scholarship activities through course-based projects or as project leads. More engagement and entries reporting research and scholarly activity. 140 students engaged in applied research and/or scholarship activities. 20 capability-building or knowledge dissemination activities held for faculty, staff and students. Research, Innovation and Scholarship Day successfully delivered with increased participation from previous year.

COMMITMENT 3:

Flexible and technology-enabled learning.

Strategies:

Expand technology-enabled learning options including online learning, compressed and hybrid courses, and better integration of full-time and part-time studies to maximize learning choices.

Empower faculty to select and use a variety of pedagogically appropriate technologies in the classroom to promote student engagement, communication and assessment.



Assess effectiveness and efficiency of online offerings including developing a model for programs, courses and technology to facilitate the implementation of online learning. Pilot test a technology-enabled mobile strategy in one program area; develop metrics for determining success. Continue data analysis regarding proficiency of faculty in technology use.

Enhanced technology-enabled learning options. Strategy tested and metrics developed. Data analyzed; results to determine if programs for faculty technology use will be expanded.


STRONG FOUNDATIONS

COMMITMENT 1:

Exceptional people.

Strategies:

Value and invest in our faculty, support staff and administrators to support teaching excellence, deliver quality services and provide extraordinary experiences for our students.

Enhance opportunities for professional development in building excellence in teaching practice.


Pilot succession planning process; refine and implement college-wide. Complete employee engagement survey process; develop college and department action plans. Continue to foster innovative teaching practices and curriculum design through orientation for all faculty. Deliver orientation using online formats for new non-full time faculty.

Successors identified and development plans in place for critical roles. Benchmark established and plans in place to enhance engagement. Increased numbers of workshops accessed by faculty. Orientation delivered online for all new non full-time faculty.


COMMITMENT 2:

Financial sustainability.

Strategies:

Streamline our business processes to ensure long-term financial and operational health.

Renew campus facilities to ensure they are modernized and updated.

Enhance the Power of Education campaign for funding projects aligned with strategic priorities.

Continue focused recruitment and marketing activities.


Conclude operations of Kempenfelt Conference Centre by October 31, 2017. Prepare property strategy. Meet revenue and efficiency strategies. Perform targeted zero-based budgeting reviews. Leverage systems to enhance planning and budget accountability. Integrate annual enrolment planning to maximize enrolment and seat allocation earlier in the budget cycle. Strategy in place to maximize corridor funding. Implement multi-year facilities renewal plan. Among items planned in 2017-18 are enhancements or renovations to the Orillia cafeteria; Barrie Student Services Centre; Georgian College Students Association office; and labs, equipment and furnishings; plus the relocation of selected programs from Design and Visual Arts to the new Downtown Barrie facility and construction of the Advanced Technology, Innovation and Research Centre (ATIRC).

Kempenfelt Conference Centre closed; property prepared for transition to new owner. Year-end budget on target. Multi-year fiscal strategy in place. Programs meet enrolment targets and/or enrolment risks identified early and mitigation strategies in place; plan in alignment with corridor funding strategy. Multi-year facilities plan in place. Projects funded for 2017-18 completed on time.



Focus on the Advanced Technology, Innovation and Research Centre (ATIRC) campaign and scholarships. Complete internal assessment of customer relationship management (CRM) system requirements. Develop business case, identifying system recommendation, timing, resources and cost. Implementation contingent on budget approval. Build the reputation of our Owen Sound and Orillia campuses.

Sufficient funds raised for ATIRC and scholarships. Building on track for substantial completion by April 2018. CRM business case reviewed and approved by senior management; contingent upon resource availability. Academic program mix reviewed; research conducted to determine areas of improvement. Targeted marketing and recruitment efforts focused in response to research findings.

COMMITMENT 3:

Environmental responsibility.

Strategy:

Build on Georgian's strong record of sustainability by raising awareness on environmental issues and promoting energy efficiency in our operations.


Implement centralized garbage locations for office employees to help reduce garbage and increase recycling. Develop intuitive waste diversion signage. Upgrade selected lighting, heating and cooling systems.

Centralized garbage locations at office locations of all campuses. New intuitive waste diversion signage in place. Lighting, heating and cooling systems projects completed.


COMMITMENT 4:

Operational excellence.

Strategy:

Continually improve our programs, services and operations to ensure maximum value is delivered.


Continue to conduct process improvement reviews in selected service areas across the college. Develop plan to enhance PeopleSoft HR and Finance capabilities and to streamline processes. Upgrade to Banner 9 to provide employees and students with a modern user interface and improved registration experience. Develop a new parking service delivery model. Review and document 10 academic administrative processes and place on SharePoint site.

Service area process reviews completed for selected areas. Plan developed and operationalized. Banner 9 successfully implemented. Parking model in place for September 2018. Ten processes in place on SharePoint site.


2017-18 BUDGET

Ministry of Advanced Education and Skills Development - CFU * Ministère de l'Enseignement supérieur et de la Formation professionnelle -CFU

STATEMENT OF OPERATIONS / ÉTAT DES RÉSULTATS

C12 - Georgian (0112)

Version: College Version

Scenario/Scénario: Budget

Fiscal Year/Année Fiscale: 2017-18

GRE Balance ($)

Third Party ($) Total Balance

($)

41110 - Grant revenue Operating (75,449,000.00) (75,449,000.00)

41120 - Grant revenue Capital (353,600.00) (353,600.00)

41130 - Recognition of Deferred Revenue and Restricted Funds

(2,997,900.00) (2,997,900.00)

411 - Grant Revenue (75,802,600.00) (2,997,900.00) (78,800,500.00)

41210 - Grant Revenue received for Other Institutions

41220 - Grant Revenue paid to Other Institutions (Contra Revenue)

41250 - DCC/DR/E and RC - Non-Revenue Adjustments

41260 - DCC/DR/E and RC - Non-Revenue Adjustments - Offset

412 - Flow Through Grants

41310 - Provincial Operating Grants - Repayment of Prior Year

41320 - Provincial Capital Grants - Repayment of Prior Year

413 - Provincial Grants Repayment of Prior Year

41410 - Amortization of Deferred Capital Contributions

(6,931,800.00) (6,931,800.00)

414 - Amortization of Deferred Capital Contributions

(6,931,800.00) (6,931,800.00)

41 - Grant Revenue (82,734,400.00) (2,997,900.00) (85,732,300.00)

43110 - Tuition - Regulated - Full Time (22,021,900.00) (22,021,900.00)

43120 - Tuition - Regulated - Tuition Short

43130 - Tuition - Regulated - Part Time (3,165,100.00) (3,165,100.00)

43140 - Tuition - High Demand - Full Time (14,551,400.00) (14,551,400.00)

43150 - Tuition - High Demand - Part Time (821,800.00) (821,800.00)

431 - Tuition Fee - Regulated (40,560,200.00) (40,560,200.00)

43210 - Tuition - Unfunded Domestic Students - Full Time

(361,100.00) (361,100.00)

43220 - Tuition - Unfunded Domestic Students - Part Time

(2,715,500.00) (2,715,500.00)

43230 - Tuition - International Students - Full Time (24,692,600.00) (24,692,600.00)

43240 - Tuition - International Students - Part Time (525,800.00) (525,800.00)

432 - Tuition Fee - Unfunded (28,295,000.00) (28,295,000.00)

43990 - Tuition Fee - Other (1,036,300.00) (1,036,300.00)

439 - Tuition Fee - Other (1,036,300.00) (1,036,300.00)


43 - Tuition Fees (69,891,500.00) (69,891,500.00)

44910 - Apprenticeship Classroom Fee (347,300.00) (347,300.00)

44990 - Other Non-Tuition Fees (14,119,400.00) (14,119,400.00)

449 - Other Student Fees (14,466,700.00) (14,466,700.00)

44 - Other Student Fees (14,466,700.00) (14,466,700.00)

45110 - Contracted Educational Services - Ontario (1,776,500.00) (1,776,500.00)

45120 - Contracted Educational Services - Other Provinces in Canada

45130 - Contracted Educational Services - International

(103,800.00) (103,800.00)

451 - Contractual Services (1,880,300.00) (1,880,300.00)

45210 - Other Fee-for-service Income - Ontario

45220 - Other Fee-for-service Income - Other Provinces in Canada

45230 - Other Fee-for-service Income - International

452 - Other fee-for-services

45 - Contractual and Other Fee-for-Service

(1,880,300.00) (1,880,300.00)

46110 - Ancillary Revenue - Bookstore (6,882,300.00) (6,882,300.00)

46120 - Ancillary Revenue - Residence (4,547,200.00) (4,547,200.00)

46130 - Ancillary Revenue - Parking (3,162,000.00) (3,162,000.00)

46140 - Ancillary Revenue - Food Services (2,613,900.00) (2,613,900.00)

46150 - Ancillary Revenue - Athletic Centre (1,798,000.00) (1,798,000.00)

46160 - Ancillary Revenue - Conference Centre (1,253,700.00) (1,253,700.00)

46170 - Ancillary Revenue - Day Care Operation

46190 - Ancillary Revenue - Other (395,000.00) (395,000.00)

461 - Ancillary Revenue (20,652,100.00) (20,652,100.00)

46 - Ancillary Revenue (20,652,100.00) (20,652,100.00)

49180 - Reimbursement of Current Year Expenses

49190 - Recovery of Prior Year Expenses

491 - Reimbursement of Expenses

49210 - Cash Donations (327,200.00) (327,200.00)

49220 - Donations in Kind

492 - Donations (327,200.00) (327,200.00)

49310 - Proceeds from Sale of TCA

49320 - Cost of TCA Sold 7,275,400.00 7,275,400.00

49330 - Accumulated Amortization of TCA Sold (7,275,000.00) (7,275,000.00)

493 - Gain/Loss on Sale of Assets 400.00 400.00

49410 - Gain/Loss on Sale of Inventory

494 - Gain/Loss on Sale of Inventory and Other Assets

49910 - Rental of College Facilities (337,000.00) (337,000.00)

49920 - Investment Income (433,000.00) (433,000.00)

49930 - Royalties

49940 - Interest Income


49950 - Fines and Penalties

49960 - Sales of Course Products/Services (460,200.00) (460,200.00)

49990 - Miscellaneous Income (4,414,000.00) (4,414,000.00)

499 - Other Revenue (5,644,200.00) (5,644,200.00)

49 - Other Revenue (5,971,000.00) (5,971,000.00)

4 - REVENUE (82,734,400.00) (115,859,500.00) (198,593,900.00)

51110 - Salaries - Full Time Academic - Professors 27,160,100.00 27,160,100.00

51120 - Salaries - Full Time Academic - Instructors

51130 - Salaries - Full Time Academic - Librarians 387,100.00 387,100.00

51140 - Salaries - Full Time Academic - Counsellors 762,000.00 762,000.00

51150 - Salaries - Partial Load Academic - Professors

11,526,600.00 11,526,600.00

51160 - Salaries - Partial Load Academic - Instructors

511 - Salaries - Full Time and Partial Load Academic

39,835,800.00 39,835,800.00

51210 - Salaries - Sessional Academic - Professors 340,300.00 340,300.00

51220 - Salaries - Sessional Academic - Instructors

51230 - Salaries - Sessional Academic - Librarians 107,000.00 107,000.00

51240 - Salaries - Sessional Academic - Counsellors 181,100.00 181,100.00

51250 - Salaries - Part Time Academic 7,028,800.00 7,028,800.00

512 - Salaries - Part Time and Sessional Academic

7,657,200.00 7,657,200.00

51310 - Salaries - Support - Full Time 25,686,900.00 25,686,900.00

51320 - Salaries - Support - Temp/Replacement Workers

564,100.00 564,100.00

51330 - Salaries - Support - Summer Student Workers

350,700.00 350,700.00

51340 - Salaries - Support - Part Time 7,408,900.00 7,408,900.00

51350 - Salaries - Support - Part Time Students 2,082,000.00 2,082,000.00

513 - Salaries - Support Staff 36,092,600.00 36,092,600.00

51410 - Salaries - Full Time Administrative 13,301,400.00 13,301,400.00

51420 - Salaries - Part Time Administrative 2,352,500.00 2,352,500.00

514 - Salaries - Administrative Staff 15,653,900.00 15,653,900.00

51510 - Other Salary Costs - Full Time Academic - Professors

75,800.00 75,800.00

51520 - Other Salary Costs - Full Time Academic - Instructors

51530 - Other Salary Costs - Full Time Academic - Librarians

51540 - Other Salary Costs - Full Time Academic - Counsellors

51550 - Other Salary Costs - Partial Load Academic - Professors

51560 - Other Salary Costs - Partial Load Academic - Instructors

515 - Other Salary Costs - Full Time and Partial Load Academic

75,800.00 75,800.00

51610 - Other Salary Costs - Sessional Academic - Professors

51620 - Other Salary Costs - Sessional Academic - Instructors


51630 - Other Salary Costs - Sessional Academic - Librarians

51640 - Other Salary Costs - Sessional Academic - Counsellors

51650 - Other Salary Costs - Part Time Academic

516 - Other Salary Costs - Part Time and Sessional Academic

51710 - Other Salary Costs - Support - Full Time 192,900.00 192,900.00

51720 - Other Salary Costs - Support - Temp/Replacement Workers

51730 - Other Salary Costs - Support - Summer Student Workers

51740 - Other Salary Costs - Support - Part Time

51750 - Other Salary Costs - Support - Part Time Students

517 - Other Salary Costs - Support Staff 192,900.00 192,900.00

51810 - Other Salary Costs - Full Time Administrative

51820 - Other Salary Costs - Part Time Administrative

518 - Other Salary Costs - Administrative Staff

51 - Salaries and Wages 99,508,200.00 99,508,200.00

52110 - Benefits - Full Time Academic - Professors 2,824,700.00 2,824,700.00

52120 - Benefits - Full Time Academic - Instructors

52130 - Benefits - Full Time Academic - Librarians 40,300.00 40,300.00

52140 - Benefits - Full Time Academic - Counsellors 79,100.00 79,100.00

52150 - Benefits - Partial Load Academic - Professors

1,303,500.00 1,303,500.00

52160 - Benefits - Partial Load Academic - Instructors

521 - Benefits - Full Time and Partial Load Academic

4,247,600.00 4,247,600.00

52210 - Benefits - Sessional Academic - Professors 34,000.00 34,000.00

52220 - Benefits - Sessional Academic - Instructors

52230 - Benefits - Sessional Academic - Librarians 5,800.00 5,800.00

52240 - Benefits - Sessional Academic - Counsellors 17,800.00 17,800.00

52250 - Benefits - Part Time Academic 635,500.00 635,500.00

522 - Benefits - Part Time and Sessional Academic

693,100.00 693,100.00

52310 - Benefits - Support - Full Time 4,260,300.00 4,260,300.00

52320 - Benefits - Support - Temp/Replacement Workers

49,400.00 49,400.00

52330 - Benefits - Support - Summer Student Workers

31,200.00 31,200.00

52340 - Benefits - Support - Part Time 723,400.00 723,400.00

52350 - Benefits - Support - Part Time Students 187,000.00 187,000.00

523 - Benefits - Support Staff 5,251,300.00 5,251,300.00

52410 - Benefits - Full Time Administrative 1,444,800.00 1,444,800.00

52420 - Benefits - Part Time Administrative 144,800.00 144,800.00

524 - Benefits - Administrative Staff 1,589,600.00 1,589,600.00

52510 - CAAT Pension - Academic 4,464,400.00 4,464,400.00

52520 - CAAT Pension - Support Staff 3,225,800.00 3,225,800.00


52530 - CAAT Pension - Administrative 1,939,000.00 1,939,000.00

52540 - RCA Pension - Academic

52550 - RCA Pension - Support Staff

52560 - RCA Pension - Administrative

52570 - Other Pension Plan - Academic

52580 - Other Pension Plan - Support Staff

52590 - Other Pension Plan - Administrative

525 - Pension Plans 9,629,200.00 9,629,200.00

52610 - Postemployment and Other Benefits

52620 - Long Term Disability Benefits

52630 - Compensated Absences - Vested Sick Leave

52640 - Compensated Absences - Non-Vested Sick Leave

52650 - Regular Severance or Termination Benefit Expenses

52660 - Workers` Compensation Benefit Expenses 30,000.00 30,000.00

526 - Postemployment Benefits and Compensated Absences

30,000.00 30,000.00

52 - Employee Benefits 21,440,800.00 21,440,800.00

53110 - Telecommunications and Postage 967,700.00 967,700.00

53120 - Travel 1,808,500.00 1,808,500.00

53130 - Field Work 581,400.00 581,400.00

531 - Transportation and Communication 3,357,600.00 3,357,600.00

53 - Transportation and Communication

3,357,600.00 3,357,600.00

54110 - Advertising and Promotions 2,949,800.00 2,949,800.00

54120 - Legal Fees

54130 - Audit Fees 90,700.00 90,700.00

54140 - Contract Services - Teaching 525,200.00 525,200.00

54150 - Staff Training and Professional Development

1,217,600.00 1,217,600.00

54160 - Professional Fees 709,100.00 709,100.00

54170 - Contract Services - Security 890,500.00 890,500.00

54180 - Contract Services - Other 0.00 7,594,400.00 7,594,400.00

541 - Services 0.00 13,977,300.00 13,977,300.00

54210 - Utilities - Electricity 2,613,300.00 2,613,300.00

54220 - Utilities - Other 648,200.00 648,200.00

54230 - Building Maintenance 2,043,500.00 2,043,500.00

54240 - Cleaning Services 1,787,900.00 1,787,900.00

54250 - Equipment Maintenance 352,000.00 352,000.00

54260 - Information Technology Maintenance 3,479,600.00 3,479,600.00

54290 - Other Maintenance 750,400.00 750,400.00

542 - Utilities and Maintenance 11,674,900.00 11,674,900.00

54310 - Rental of Premises/Facilities 477,000.00 477,000.00

54320 - Information Technology Rentals 861,900.00 861,900.00


54390 - Other Furniture/Equipment Rentals 1,287,200.00 1,287,200.00

543 - Rental Expenditures 2,626,100.00 2,626,100.00

54 - Services 0.00 28,278,300.00 28,278,300.00

55110 - Instructional Supplies, Furniture and Equipment

4,507,000.00 4,507,000.00

55120 - Office Supplies 502,800.00 502,800.00

55130 - Information Technology Purchases 102,600.00 102,600.00

55190 - Other Supply and Furniture/Equipment Purchases

1,634,600.00 1,634,600.00

551 - Supplies and Minor Equipment 6,747,000.00 6,747,000.00

55 - Supplies and Minor Equipment 6,747,000.00 6,747,000.00

56110 - Ancillary Expenditures - Bookstore 5,530,100.00 5,530,100.00

56120 - Ancillary Expenditures - Residence 2,418,200.00 2,418,200.00

56130 - Ancillary Expenditures - Parking 27,100.00 27,100.00

56140 - Ancillary Expenditures - Food Services 838,800.00 838,800.00

56150 - Ancillary Expenditures - Athletic Centre 834,600.00 834,600.00

56160 - Ancillary Expenditures - Conference Centre 434,600.00 434,600.00

56170 - Ancillary Expenditures - Day Care Operation

56190 - Ancillary Expenditures - Other 225,500.00 225,500.00

561 - Ancillary Expenditures 10,308,900.00 10,308,900.00

56 - Ancillary Services - Expenditures 10,308,900.00 10,308,900.00

57110 - Amortization of Tangible Capital Assets 11,509,800.00 11,509,800.00

571 - Amortization Expense 11,509,800.00 11,509,800.00

57 - Amortization Expense 11,509,800.00 11,509,800.00

59110 - Interest on Capital Leases 0.00 0.00

59120 - Interest Expense - Other 990,700.00 990,700.00

59130 - Interest Expense on Line of Credit 0.00 0.00

59140 - Bank and Other Charges 394,100.00 394,100.00

59150 - Insurance 4,920,600.00 4,920,600.00

59160 - Interest Expense Related to Fee-Supported Debt

152,900.00 152,900.00

591 - Interest and Insurance Expenses 6,458,300.00 6,458,300.00

59410 - Contaminated Sites Expenses

594 - Contaminated Sites Expenses

59910 - Scholarships 1,525,000.00 1,525,000.00

59920 - Student Assistance from Tuition Fee Revenue

3,160,900.00 3,160,900.00

59940 - Bad Debts Written Off 395,000.00 395,000.00

59950 - Municipal Tax 723,900.00 723,900.00

59990 - Other Miscellaneous Expenses 2,280,200.00 2,280,200.00

599 - Other Expenses 8,085,000.00 8,085,000.00

59 - Other Expenditures 14,543,300.00 14,543,300.00

5 - EXPENSES 0.00 195,693,900.00 195,693,900.00

(Surplus)/Deficit (2,900,000.00)

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