Comprehensive Institutional Plan 2016-2019 - Olds College
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2016-2019 Comprehensive Institutional Plan
EXECUTIVE Summary
CONTENT ACRONYMS At Olds College, we firmly believe that the success
of our graduates and the contributions they make
for our students and fulfilling the expectations set
out in our mission. There are areas that require
in their specialized fields are both top priorities, us to reflect further and dig deeper in a rapidly-
AE Advanced Education
and we work each day to ensure success for changing economic and social climate, and the
1 u Executive Summary ACAD Alberta College of Art and Design students and industry. Our Board of Governors current economic challenges are deeply affecting
is clear on this priority, and have outlined detailed all sectors of this province. But our strategic
2 u Dream Big, Build Simple, Act Now AIC Apparel Innovation Centre
performance measures to ensure our efforts create stewardship of corporate and government
ATREK Access to Research, Expertise and Knowledge
4 u Accountability Statement CAC Campus Alberta Central
Accessibility, Specialization, Responsiveness,
Accountability and Sustainability. By adhering
investment into Olds College is allowing us to
move forward with confidence. We are building
u
Institutional Context CAGFIL Campus Alberta Grant for International Learning to these high-level expectations, Olds College each detail in our budget with accessibility,
consistently graduates skilled professionals affordability and quality foremost in mind.
5 u Plan Development CAUS Campus Alberta Unified Services
who continue to achieve success in their fields
CBIE In this current landscape, we are committed
u Vision, Values and Mission Canadian Bureau for International Education
of expertise. We are pleased to share this
to taking decisive action to meet the changing
CEO
u Performance Measures Chief Executive Officer Comprehensive Institutional Plan, which provides
a detailed overview of our success, our alignment dynamics of our learners and support the ‘whole
CESD Chinook’s Edge School Division
student’ through multiple wellness initiatives.
6 u Environmental Scan CFI Canadian Foundation for Innovation
with provincial ministry goals and our plans for
moving forward. This involves an enhanced community-based
8 u Strengths, Weaknesses, CHOC College Housing (Olds) Co.
The achievements at Olds College are a
model for mental health services and a focus on
positive student life experiences on our campus.
CICan Colleges and Institutes Canada
Opportunities and Threats testament to the contributions of our skilled and We will continue to explore new opportunities
CIP Comprehensive Institutional Plan dedicated staff who are, themselves, industry in emerging industries, and new methods of
9 u The Heart of the CLC Community Learning Campus experts, academic leaders and community delivering programming to students who demand
Comprehensive Institutional Plan CPG Consumer Packaged Goods builders. They share our vision, that Olds College a flexible and technologically-advanced approach
shall be the premier Canadian integrated learning to learning. We will engage underrepresented
13 u Budget and Planning Principles CRM Customer Relationship Management
and applied research community specializing in learners and strengthen relationships with
DV District Ventures agriculture, horticulture, land and environmental Indigenous communities, and are determined
14 u Budget Statements ERP Enterprise Resource Planning management. Their influence at all levels is vital to implement meaningful expressions of the
to our work and, as a team, we examine and Truth and Reconciliation Report. Our research
16 u Strategic Enrolment Management FLE Full Load Equivalent
evaluate our programming to ensure it remains informs us that students prefer post-secondary
IESTP Instituto de Educacion pertinent and impactful. We recognize our staff institutions that are closer to their homes, as
16 u Olds College Centre for Innovation Superior Technologico Publico (Rioja)
as vital partners in sustaining our position as a cost and familiarity are significant factors in their
IMP Infrastructure Maintenance Program trusted and entrepreneurial leader in learning and choice. We are pleased that our students continue
23 u Regional Stewardship and NSERC Natural Sciences and Engineering community development. We are strategic in our to report feeling safe, supported and right at
Underrepresented Learners Research Council of Canada priority to attract and retain strong faculty and home at Olds College. This Comprehensive
OC Olds College staff, to ensure we can continue to deliver the Institutional Plan highlights our direction and
25 u Internationalization OCCI Olds College Centre for Innovation
strong programming and learning opportunities priorities. It was developed through direct input
our students and our industry partners have come and engagement from across our Olds College
26 u Capital Plan OER Open Educational Resources to expect of us. community, and stands as a blueprint of our
RPL Recognition of Prior Learning promise to each of our stakeholders. Inside this
30 u Information Technology Our impact is built through strong collaboration
SAIT Southern Alberta Institute of Technology and we value our partners in industry, community,
document, you will find the strict performance
measures and outcomes that speak to our tradition
1
32 u Value Added Partnerships SWOT Strengths, Weaknesses, Opportunities and Threats government, education, applied research and of surpassing expectations. At the heart of it, you
WAP Web Access for Capital Plan Submission fellow post-secondary institutes. Together, our will find our pride in providing levels of excellence
efforts are providing robust learning experiences to the students and industries we serve.
OUTCOMES, Encompassed in this Comprehensive Institutional Plan (CIP) are the five Board directed institutional
STRATEGIES outcomes of Accessibility, Centre of Specialization, Responsiveness, Accountability and Sustainability.
Olds College would like to recognize that our campus is located on the traditional territory of Treaty 7 in the Central Alberta region. AND These outcomes are the basis for the development of strategies, actions and performance measures
We understand that Aboriginal Peoples are the first peoples of our country and we honor and respect those roots by stewarding PERFORMANCE that will guide the institution over the next three years. These strategies are aligned with the goals
this land in a way that benefits all people of our society. MEASURES of Advanced Education (AE).
DREAM BIG
At Olds College, we recognize the value and purpose of the
Comprehensive Institutional Plan. It aligns our actions and strategies with
Board Vision, Mission and Values as well as communicates to Government
and external stakeholders how we steward our responsibility within
Campus Alberta. “Dream Big, Build Simple and Act Now,” is a phrase
used widely within our organization and a reflection of our culture.
BUILD SIMPLE
ACT NOW
2 DREAM BIG BUILD SIMPLE
Words on paper do not adequately convey the spirit Olds College has taken a leadership role in establishing
of the people who work at Olds College. We are people four highly successful models of engagement with external
who dream of big ideas and work to execute them. We are partners on our campus. Each of these partnership models
always looking for new opportunities that can propel us is slightly different, but all have demonstrated significant
forward so that our learners and community can benefit. value to our students, to the learning experience we offer
This is embodied in some of our recent achievements. and to our campus infrastructure and culture. By nature,
The building of a world class Community Learning Campus humans often complicate things that should be kept simple.
is an amazing example of intergovernmental collaboration Building our partnership and operational models with a ACT NOW
to create an integrated learning environment that benefits simple structure allows us to be much more responsive Public-private partnerships in higher education are unique
the region. Our commitment to the learner is evident by than other post-secondaries. The simplicity of our structure in Alberta. The future-proofing of a rural Canadian college has been accentuated
deploying more bandwidth per student than anywhere in takes considerable work but we believe it provides the over the past decade by Olds College's transformative approach to embracing
the world. This enables a responsive learning environment system with alternatives to the regular business operations "Catalytic Business Models" with the private sector, and others, which
that allows for deep integration of technology and digital of higher education and our learners can benefit from such enhance learning opportunities and unleash innovation, applied research, and
resources. Our new 450 room private student housing arrangements. As with our external partnerships, we value commercialization. We are known for our nimbleness and ability to respond to
facility provides a student living environment that is best simplicity in our student service model. Our 'one stop shop' opportunities. Our employees are extremely responsive to student, government
in nation. Further, emerging initiatives around the Global approach provides enhanced accessibility in a simple and industry needs. Long prospective student waitlists and increasing demand
Agribusiness Commons may lead to multi-million dollar streamlined manner. This improves the student experience from the animal health industry for trained graduates has placed accessibility
investments by federal and private sector individuals which and allows students to focus their time and efforts on what and infrastructure investment towards Animal Health as a key priority in our
will create a learning environment that is deeply integrated matters most- being successful in their programs. Capital Campaign. Most recently, our efforts towards a world class GREENhouse
into learning and research enterprises. These “big ideas” Our vision for The HUB also incorporates principles of are responsive to our province’s desire for several initiatives which include 3
lead to great accessibility for students and an integrated simplicity in design for a one stop shop access for students climate leadership, diversification of the economy, local food, environmental
learning environment that others can only dream about. to academic, health and wellness supports. sustainability, sustainable agriculture, and reduced carbon footprint. This kind
The quality of our students’ education and experience of responsiveness is uncommon in our sector and Olds College remains steadfast
is second to none. in responding to the needs of our stakeholders.
ACCOUNTABILITY STATEMENT VISION
Olds College shall be the premier Canadian integrated learning
This Comprehensive Institutional Plan was prepared under the direction of the Board of and applied research community specializing in agriculture,
Governors of Olds College and in accordance with legislation and associated Ministerial horticulture, land and environmental management.
guidelines. In addition, it takes into consideration all policy decisions and material, PLAN
economic, or fiscal implications of which the Board is aware.
DEVELOPMENT VALUES
Robert (Bob) Clark, Chair, u Empowerment of learners
Olds College Board of Governors u Rural community development
CONSULTATION
u Teamwork 5
The internal aspects of the CIP consultation u Continuous improvement in all College operations
processes involve Olds College constituencies
INSTITUTIONAL CONTEXT at all levels, including the President’s
Leadership Team, all departments and
divisions and the Board of Governors, as MISSION
MANDATE STATEMENT well as direct input from students, faculty, Our mission is to create an environment for learning, inquiry,
and staff.
Olds College is a board-governed public college operating Olds College is committed to using innovative partnerships partnership, and communication that supports our students,
under authority of the Post-Secondary Learning Act. to sustain and enhance the ability of the institution to achieve During the external consultation process, our employees, and our communities in the service of society.
the outcomes established by the Board of Governors. we ensure that our CIP includes an
The College awards certificates, diplomas, applied degrees, Olds College is an active participant in eCampusAlberta, awareness of and sensitivity to the plans
and baccalaureate degrees designed to meet the needs promoting and supporting learning through technology. of local stakeholders such as the Town
of both learners and the communities served by the
College. Olds College programs offer learning opportunities
Consistent with the Campus Alberta concept and the Pan of Olds, Mountain View County, Chinook’s
Edge School Division (CESD) and our key
PERFORMANCE MEASURES
Canadian Protocol on Mobility and Transfer, the College is
in agriculture, horticulture, land and water resource industry partners. Formal opportunities The Board of Governors has approved five outcomes that form a
signatory to articulation agreements with universities and
management, animal science, business, fashion, technology colleges provincially, nationally and internationally. Olds
for these consultations occur via the Olds structure for the development of associated performance measures.
and apprenticeship training. A number of additional programs Institute for Community and Regional
College, through the Community Learning Campus (CLC) Development, the Olds Chamber of
and services are offered to serve the needs of the region and other initiatives, is committed to expanding learning Commerce, annual Inter-Board meetings,
including adult basic education, career training, and non- opportunities for rural Albertans and works with educational and the joint operation of the Community
u Accessibility
credit courses, as well as cultural and recreational activities. partners in the secondary schools in Olds and the regional Learning Campus (CLC) with CESD. Key Olds College, in conjunction with other post-secondary institutions
The expertise and facilities at Olds College are both community. Through its affiliation with the Faculty of documents from Campus Alberta are also and partners, will operate strategically to provide access
specialized and unique, including a significant land base Agriculture, Forestry, and Home Economics of the University thoroughly reviewed to ensure the College to learning opportunities.
of Alberta, Olds College participates in a broad range of joint is aligned with government priorities.
for hands-on learning. The College works with industry
partners and clients to develop and deliver a range of educational and research activities.
Prior to submission, this document is u Centre of Specialization
training programs and products designed to meet desired The College actively pursues involvement in applied vetted through the following formal Olds College will be the leading centre of specialization
specifications. These outreach services are offered throughout research that advances innovation-based rural economic structures: Academic Leadership Team, in agriculture, horticulture and land-based education,
the Province of Alberta, across Canada and internationally. the President’s Leadership Team, Senior
development in Alberta. The applied research activity entrepreneurship and applied research at the college level.
Administration, the Administrative Services
Olds College programs require learners to acquire and undertaken by the faculty and research staff at the College Committee and the Board of Governors.
demonstrate competencies defined and updated through supports and informs the curriculum through exposing Formal internal stakeholder organizations, u Responsiveness
collaboration with representative industry partners and learners to the most innovative and up-to-date information including Olds College Faculty Association, Olds College will maintain a structure that anticipates and
4 advisory groups. The quality of Olds College programs is available in a variety of disciplines. Alberta Union of Provincial Employees and
the Students’ Association of Olds College
responds quickly and effectively to opportunities and demands
continuously improved through a policy-based cyclical Approved by the as a result of changes in industry, governments and technology.
review process that seeks input from learners, graduates, are also consulted.
Deputy Premier and Minister
employers, industry advisors, faculty, and staff. of Advanced Education, u Accountability
Olds College offers a residential campus environment that June 17, 2010 Olds College will achieve excellence in educational outcomes
helps learners to achieve successful outcomes by providing while remaining fiscally responsible.
a safe, caring, living and learning community in rural
Alberta. Learners at Olds College have access to a complete u Sustainability
range of services designed to enable each of them to meet Olds College will achieve sustainable operations based
their educational goals. on multiple bottom line concepts.
ENVIRONMENTALScan
The following information was derived from the Campus Alberta Planning Resource as well as Statistics
Canada and Employment and Social Development Canada. Environmental trends impacting Olds College
NATIONAL
Albertans tend to delay transition to post-secondary education after high school relative
INTERNATIONAL
Alberta continues to receive a record
to other provinces. However, Alberta’s level of educational attainment is on par with the number of immigrants each year. Alberta
have been categorized into six broad areas of change. The six categories include the following: Canadian average, as there is a strong influx of educated people coming to Alberta for is known for its wealth of opportunities
job opportunities. The post-secondary participation rate (18-34 years) in Alberta ranged for national and international students
ECONOMIC SOCIAL PROVINCIAL from 17.0% in 2009, 17.7% in 2010, 17.5% in 2011 and 16.9% in 2012. This is more alike. Eligible international students
than 7% below the Canadian average, according to Statistics Canada. Alberta has a lower are able to work and gain valuable
The price of oil is an everyday story in Baby boomers continue to age and, as they Intraprovincial migration is strongly post-secondary participation rate in relation to other Canadian provinces for a number experience, while continuing their studies.
Alberta. Floating around $30/barrel over retire, they will take valuable experience driven from smaller centres and rural of reasons, including its strong labour market. Recent support for dual credit offerings in The Graduate Outcomes Survey Class
2015/2016, it has impacted government with them that will need to be replaced. regions to urban centres, suggesting Alberta contributed to increased high school completion and transition to post-secondary. of 2011/2012: Final Report found that
revenues and the overall provincial and This means that post-secondary education that individuals migrate to cities for It will be interesting to see if this is a longitudinal trend. Alberta’s three year high school approximately 9.63% of provincial
national economies. While Olds College will be even more vital for Alberta’s future economic and educational opportunities. completion rate increased to 76.4% in 2015 from 71.5% in 2009. The increase follows graduates were international students
has seen the impact in our community and economic success. Students born after 1996 Net migration patterns over the last efforts by schools boards, teachers, parents, communities and government to better and 75.11% of international students
region, with higher unemployment rates were born into a digital age. The advent two years indicate very clearly that engage students in the importance of learning. remained in the province up to two years
in the energy industry having an effect of technology has impacted the way they more Canadians are moving to Alberta. following graduation. At Olds College,
on some oil and land related programs, work, learn and engage. This will have Alberta’s net interprovincial migration There was a modest decrease in Alberta’s dropout rate, which fell to 3.4% in 2015 international students represent 4% of
the agriculture industry remains strong a metamorphic impact on post-secondary tally (102,000 in-migrants less 56,000 from 3.5% in 2012. our total enrolment.
with solid commodity prices and industry education over the next five years as we out-migrants) came in at just under
growth. This positive outlook in agriculture prepare students for the digital economy. 46,000 in 2012 – accounting for 1.2% of Other notable highlights as compared to the national scene
provides employment opportunities for its population. Alberta is very attractive – Alberta compared to other provinces LOCAL AND REGIONAL FACTORS
many of our graduates. The forecasted population growth for its high employment rate and high
Areas of High Performance Areas of Low Performance Applicants prefer universities and
by service region for the prime post- per capita incomes. In 2014 and 2015, colleges that are closer to their homes
secondary attending cohort (18-34 years) only two provinces posted positive u High literacy and numeracy test scores u Low university participation rate as cost and familiarity are significant
suggests an overall population growth net interprovincial migration: Alberta for college educated adults u Low proportions of adults with a factors in the choice process. Post-
of 7.2% between 2012 and 2022. This and Saskatchewan. This is expected u High earnings premium for Albertans college or university credential secondary institutions need to market
population increase will likely correlate to to slow due to the current price of oil. with a trades credential relative to those their institution to assist potential
an increase in post-secondary applicants. The Provincial government has made a u Low increase in the rate of labour
with only a high school education applicants to make an informed decision.
renewed commitment to Higher Education, market participation for college and
The Alberta post-secondary Our region is particularly well served, due
to underrepresented learners and to First u Low federal government loan university educated adults over those
system can expect enrolment to a partnership with Red Deer College in
Nations communities. We anticipate this repayment default rates for both with only a high school education
increases of 10,590 Full Campus Alberta Central. We invest in our
will have a net positive impact on Higher college and university borrowers u Diminished advantage in
Load Equivalents (FLEs) region through program offerings typically
Education and society at large. u High level of university research unemployment rates for university not available in these rural locations. We
between 2011
income per faculty member and college educated adults over have increased our offerings online in
and 2021.
those with only a high school recent years and have also increased our
education
4 efforts in reaching learners outside our
region through dual credit and mobile 7
friendly digital video assets.
For Olds College to continue to enable its learners marketplace. The following table outlines the
to exceed market requirements, it must be visionary, Strengths, Weaknesses, Opportunities and Threats
proactive and strategically positioned in the changing (SWOT) for Olds College.
STRENGTHS OPPORTUNITIES
8 u GOALS
u Dedicated, loyal, and spirited students u Expansion of mobile learning and mobile workplace u PRIORITY INITIATIVES
u Dedicated and loyal alumni and industry partners strength
u EXPECTED OUTCOMES
u Regional and provincial mandate u Early adopter of the provincial OER creation project
u Provincial leadership in dual credit development The Heart of the u PERFORMANCE MEASURES
COMPREHENSIVE
u Dedicated staff with entrepreneurial spirit
u Specialized programs and small class size u Industry need for skilled workers
u Institutional recognition/strength of brand u Strong reputation nationally and internationally
u Development of Centre of Specialization in Agri-Food
INSTITUTIONAL PLAN
u Outcomes based institution
and Agri-Business
u Strong government relations and alignment
u Well positioned for entrepreneurial expectation of
u Policy governance structure post-secondary institutions by the Government of
u Strong industry relations Alberta
u Diversified revenues u Greater global importance in key programming areas
(water, environmental stewardship, agriculture) This section is the heart of the Comprehensive Institutional Plan. It indicates how our Board of Governors
u Shared facilities with community partners
u Applied research capability and recognition
u Increased opportunity for programs related to approved outcomes advance the College’s Mission and Vision. It also demonstrates how the College’s
athletics and high performance training outcomes align with system-level outcomes. These priorities are a direct correlation to job creation as
u Large land base and facility capacity
u Co-investment partners 95% of our students find employment within 6 months of graduating.
u Technologically enhanced learning environment THREATS
u Responsive
u Entrepreneurial
Linking Olds College Outcomes to System-level Outcomes
The Government of Alberta, through the Ministry of Advanced Education, has identified three system level outcomes.
u Innovative program delivery models This section will define and identify those outcomes while indicating how Olds College aligned its efforts to support
u Incredible bandwidth speeds the provincial system.
u Intense competition for students
u Excellent non-academic student experience
u Cost increases exceed base grant adjustments 1 A LEARNER ENABLED SYSTEM 2 VALUE FOR INVESTMENT 3 ADVANCING KNOWLEDGE 9
u Low tuition increases (Tuition Fee Policy) This outcome refers to a learning system This outcome refers to a publicly This outcome refers to the important
WEAKNESSES u Funding for capital renewal is inadequate to meet
the requirements
that enables and empowers the learner
and where the learning choices and
funded post-secondary system that is
able to maximize benefits using the
role that the publicly funded post-
secondary system plays in advancing
u Price of oil on provincial economy and enrolment in aspirations of individuals are understood, resources invested to produce tangible the knowledge economy and
several programs respected and addressed. The system results in an effective and efficient intellectual fabric of Alberta. As such,
removes or diminishes barriers to way. The system is able to deliver this outcome extends beyond the
accessing higher education. As such, on the diverse needs of learners, system’s important formal instructional
u Low regional population density (Olds Campus) the system is able to effectively facilitate employers and society in general. mandate and recognizes the important
u Bureaucratic and labour intensive processes the opportunity to learn for all individuals role that institutions have in advancing
who are willing and able. u Olds College has addressed this societal and economic objectives.
u Limited economies of scale in some areas
system outcome through our
u No formalized strategic plan for capital renewal u Olds College has addressed institutional outcomes of Centre u Olds College has addressed this system
u Distributed campus with large environmental footprint this system outcome through of Specialization, Accountability outcome through our institutional
our institutional outcomes of and Accessibility. outcomes of Centre of Specialization
u Significant deferred maintenance
Accessibility and Responsiveness. and Sustainability.
ACCESSIBILITY CENTRE OF SPECIALIZATION RESPONSIVENESS ACCOUNTABILITY
Olds College, in conjunction with other post-secondary Olds College will be the leading centre of specialization Olds College will maintain a structure that anticipates Olds College will achieve excellence in educational MINISTRY
PRIORITIES
institutions and partners, will operate strategically MINISTRY in agriculture, horticulture land-based education, and responds quickly and effectively to opportunities outcomes while remaining fiscally responsible.
Accessibility
Affordability
to provide access to learning opportunities. PRIORITIES entrepreneurship and applied research at the MINISTRY and demands as a result of changes in industry, MINISTRY
PRIORITIES PRIORITIES
College level. governments and technology. 2016 – 2019 2016 – 2017
Accessibility
Affordability
Quality
Accessibility
Accessibility
Affordability
Affordability
STRATEGIES Actions & Performance Measures
2016 – 2019 2016 – 2017
Quality
2016 – 2019 2016 – 2017 2016 – 2019 2016 – 2017
Quality
Quality
STRATEGIES Actions & Performance Measures Offer programs Program renewal based on
STRATEGIES Actions & Performance Measures STRATEGIES Actions & Performance Measures
that align with Academic Council motions and
Develop Delivery of a provincial mobile ■ ■ ■
Program Enhance the Animal Health Adopt Implement a new Human Government comprehensive program reviews
innovative delivery training initiative with
renewal that Technology program through an strategic Resources system to improve priorities (scorecard metric)
training Alberta Hotel and Lodging ■ ■ ■ ■
focuses on ambitious capital campaign to ■ ■ ■ analytics operational and functional
delivery and Association and Safe Food Adopt and Implement new business
differentiation support facilities renewal in decision efficiencies
curriculum Canada integrate best practices that improve efficiency
and (part of a four year plan) making
that addresses Develop a comprehensive practices for and accuracy in Business ■
Conclude planning for and launch meaningful
divergent Engage in a comprehensive Campus Master Plan, Corporate Services, Human Resources and
of a joint ACAD – Olds College engagement
needs of review and redevelopment of ■ ■ Preventative Maintenance Plan Services Facility use and renewal
four year Bachelor of Design ■ ■ of learners
learners equine programming and Infrastructure Renewal Plan ■ ■ ■
program in Calgary (September Implement a common online
that aligns with the Olds College
2017 intake) Establish Olds College’s presence (OC Marketplace)
mission, vision, values and
Agricultural Equipment Technician outcomes that showcases our unique ■
Dual credit offering in at least
program as the number one Olds College products to the
four areas of programming and ■ ■ ■
program in Canada through Deliver Support a successful partnership community at large
with at least four school districts
industry training facility upgrades flexible, with College Housing (Olds) Co.
and technology trends responsive both in terms of on campus Introduce and implement a
Ensure that an Olds College will award ■
and student housing and conference comprehensive communication
Olds College over $425,000 in student
Align applied Launch the Technology Access innovative seasonal guests strategy for internal/external ■
education scholarships, bursaries and
research Centre for Livestock Production to college stakeholders and the community
balances prizes with program specific ■ ■
activities to enhance industry access to livestock services that Continue to support the area at large
quality and awards to reflect changing
industry and and meat research & demonstration of Student Mental Health and
10 accessibility demographic of the student body
and program demand
academic
Build applied research in Land and
promote
a positive Wellness needs with an enhanced College will
embark on
Continue detailed project
planning and active fundraising
programming student and sustainable community- ■
Water through wetland and turf based model for mental health an ambitious for projects approved within the ■ ■ ■
Renew 17.5% learning spaces ■ ■
experience
research and advance the Food services and a focus on a positive multi-year “Beyond” future proofing capital
per year with increased ■
Industry through crop research student life experiences capital campaign (2016-2021)
technology
Olds College will deliver over
Collaborate with industry, Build on the integration of
campaign
Apply innovative and effective 11
academics and government Information Technology, Library communications strategies to
$2 million worth of industry
to support applied research, ■ ■
and Learning Resources in the actively support and promote,
required training programs and ■ ■ ■ ■ ■
innovation, commercialization Learning Commons and Library both externally and internally,
courses, certifications, continuing ■ ■
and entrepreneurship at Olds College the fundraising goals within the
education credits and special
five year campaign
interest courses. Target is a 10% Bold Advance strategic partnerships Foster a Develop a Human Resources
return on direct expenses entrepreneurial to position Olds College as the ■
culture of framework that demonstrates
action to future agricultural capital of Canada engagement, commitment to talent stewardship
Respond to Foster K-12 connections with
proof the empowerment including effective performance
community Olds College programs by having Pursue the development of the
■ college and management, onboarding, staff
■
and industry a K-12 engagement with 80% of High Efficiency GREENhouse
need within our programs Research and Learning Enterprise in commitment wellness and safety, professional
■ ■
the region and collaboration with Sunterra Farms. development, staff engagement
the province Respond to regional learning and recruitment
This is a key signature feature for
needs through our Campus ■ ■ the Green Economy Develop a staff retention and
Alberta Partnership with Red
Deer College Maximize the potential of our succession planning model that ■
partnership in the District Ventures ■ ■ aligns with the priorities and
Olds College will advance commitments of the College
Entrepreneurial Accelerator
digital video media sources
and increase capacity for video ■ ■ Leverage existing college assets Implement meaningful
production through staffing and to maximize revenues in the expressions of the Truth and ■
equipment Community Learning Campus and ■ Reconciliation Report
Conference Services under “Sell
the Summer”
BUDGET and PLANNING Principles
SUSTAINABILITY
Olds College will achieve sustainable operations based MINISTRY
PRIORITIES
on multiple bottom line concepts.
Accessibility
Affordability
2016 – 2019 2016 – 2017
Quality
STRATEGIES Actions & Performance Measures
Olds College has incorporated a 2% increase in base funding for REVENUES EXPENSES
Implement a Review current facility operations the 2016/2017 fiscal year. There will be a substantial increase in
comprehensive and identify future opportunities u A 2% increase in Campus Alberta grant in 2016/17, u Salaries and benefits have been projected to increase in
■ ■ ■ federal grants and contract revenue in 2016/17 due to success in
approach to to support internal needs as well with 0% increase in 2017/18 and 2018/19 2016/17 to reflect wage cost increases to Faculty and AUPE
securing research focused funding. Student tuition is at 2015/16
managing as external partnerships u Federal and other grants and training contracts will increase employees. There will be a modest increase in 2017/18 and
levels in fiscal 2016/17 with a 1.5% increase forecasted for
operations by 65% in 2016/17 due to increased research, technology and an increase of 1.3% in 2018/19 to reflect wage cost increases
Identify and implement an 2017/18 and 2018/19.
annual review process of curriculum grants and funding. A further 2% increase u Supplies and services are projected to increase in 2016/17 due to
Olds College is rooted in the student-at-the-centre philosophy. is anticipated in 2017/18 and another 2% in 2018/19 inflation of foreign currency transactions. This amount is expected
services and operations as they ■ ■
This student-centered focus guides all our decisions. An efficient,
impact economic goals and u Student tuition is projected to remain stable, with tuition frozen to increase by 0.7% in 2017/18 to reflect inflation, partially offset
highly functional and fiscally sound organization is essential to by cost savings measures, and remain flat in 2018/19 as cost
environmental stewardship at 2015/16 levels for 2016/17. Tuition revenues are expected to
survive and thrive with the ability to deliver a world class student savings measures fully offset inflationary increases
increase by 1.5% for the 2017/18 and 2018/19 years
Ensure new, and repairs on experience in all our programs.
u Third party lease, revenue sharing and fees have been u Scholarships and Bursaries are projected to increase in
existing, infrastructure include 2016/17 to reflect available funds. This amount is expected
■ Olds College is committed to the following Guiding Principles: projected as a result of a third party involvement to operate
energy efficient solutions with to be consistent in 2017/18 and 2018/19
reduced environmental impact residence services
u Taking responsibility for the future proofing of the College
u Sales of products and services are expected to increase in u Cost of Sales has been projected to decrease slightly in
Ensure a robust risk management through bold, progressive action
2016/17 to reflect current projections for meal plans, brewery 2016/17 to reflect current sales projections. This amount
framework results in tangible ■ u Entrepreneurial leadership that yields co-investment ventures is expected to increase by 1.5% in 2017/18 and 2018/19
and meat sales, and contracted services. This amount is
actions to reflect projected sales growth
12 Engage Implement the Sustainability
u Continued principle-driven and outcomes-based operational
decisions
projected to increase by 1.5% in 2017/18 and 2018/19 to
reflect expected sales volume and pricing increases u Utilities have been projected to increase in 2016/17 to reflect
campus in Strategic Plan, inclusive of the u Alignment with Government of Alberta priorities and u Investment earnings are expected to increase in 2016/17 higher utility rates. This amount is expected to be consistent
developing CLC, by actioning items that expectations due to a higher expected market yield. This amount is in 2017/18 and 2018/19
■
strategic result in cost savings which expected to increase by 1.5% in 2017/18 and 2018/19 u The Amortization of Capital Assets is calculated using the
sustainability are reinvested into further Guiding our budget discussions and decision making, Olds College
is committed to the following Budgeting Principles: with compounding interest current and projected capital asset base
initiatives sustainability initiatives
u Internationalization has been projected to be increased
Develop and Execute a plan for u Student demand driven investment of resources to align with TUITION PROJECTIONS
AE and CIP priorities u The Amortization of Deferred Capital Contributions is
the repurposing of Frank Grisdale ■
There is no tuition increase proposed for the 2016/17 academic
calculated using the current and projected capital asset base
Hall (Former Residence) u Making changes that will ensure ongoing benefits over year. The projections for 2017/18 include a 1.5% increase and
multiple years 2018/19 projections include tuitions at the 2017/18 level. The
Expand the Olds College in the
Community initiative to include ■ u Seeking new, and growing existing revenue sources projections do not include any increases to mandatory student
international experiences fees. The Student’s Association has advised that there will be
u Balanced budgets and infrastructure investment increases to the Student’s Association Fee\Building Fund Fee
Future proofing Continued cyclical program and Health and Dental Fees. International tuition is charged per
ASSUMPTIONS
our organiza-
tion against
reviews to ensure alignment
with students, industry and
■ ■
Olds College is forecasting to meet the Board of Governors surplus
credit and at two and a half times the Canadian tuition rate when
applied to undergraduate level programs. The exception
13
internal and government priorities mandated by Board policy. The following factors are expected to to this would be Continuing Education or travel
external contribute to the projected surplus: courses which would be charged on
changes External reviews on Enterprise
a cost recovery basis.
activities, Athletics and u Increased revenues due to increased internationalization
Information Services to ensure ■ ■ ■
optimal use of resources and u Stable salary expense for AME staff
alignment with priorities u Administrative cost refinement and reduction
Comprehensive infrastructure u Investment portfolio performance
master plan document to be ■ ■ u Increased ancillary revenue
developed based on current and
future space utilization needs
Internal long-term plan
established for programs, ■ ■
facilities, community
development (5-20 year plan)
BUDGETED STATEMENT OF REVENUES AND EXPENSES BUDGETED STATEMENT OF CASH FLOW
OLDS COLLEGE EXPECTED REVENUES AND EXPENSES – YEAR ENDED JUNE 30 OLDS COLLEGE STATEMENT OF CASH FLOW
2016 / 2017 2017 / 2018 2018 / 2019 2015 / 2016 2016 / 2017
BUDGET FORECAST
REVENUE:
Government of Alberta Grants 31,565,895 31,565,895 31,565,895 Cash Provided from (used in) operating activities
Federal and other grants 3,210,202 3,274,406 3,339,895 Excess (deficiency) of revenue over expense 1,500,000 1,756,610
Student tuition and fees 7,968,683 8,088,213 8,088,213 Add (deduct) non-cash items:
Sales of services and other products 13,090,118 13,286,470 13,485,767 Amortization of deferred capital contributions (3,050,000) (3,050,000)
Investment income 1,704,269 1,729,833 1,755,781 Amortization of capital assets 4,945,000 4,888,000
Donations and other contributions 1,014,457 1,014,457 1,014,457
Cash provided by (applied to) operating transactions 3,395,000 3,594,610
$ 58,553,624 $ 58,959,274 $ 59,249,008
Cash provided from (used in) capital activities
EXPENSE: Purchase of capital assets, net of proceeds on disposal (2,800,000) (2,737,453)
Instruction 19,151,211 19,221.341 19,365,370
Cash provided from (applied to) capital transactions (2,800,000) (2,737,453)
Academic and student support 8,656,261 8,725,174 8,790,553
Facility operations and maintenance 6,690,877 6,737.727 6,788,214 Cash provided from (used in) financing activities
Institutional support 11,060,503 11.006,406 11,088,879 Endowment contributions 30,000 30,000
Ancillary Services 6,566,916 6,747,876 6,678,479
Special Purpose and Trust 1,789,654 1,789,654 1,789,654 Cash provided by (applied to) financing activities 30,000 30,000
Sponsored research 2,881,592 2,885,678 2,907,302
Increase (decrease) in cash and cash equivalents 625,000 887,157
$ 56,797,014 $ 57,113,856 $ 57,408,451 Cash and cash equivalents, beginning of year 8,479,666 9,104,666
OPERATING SURPLUS $ 1,756,610 $ 1,845,418 $ 1,840,557 CASH AND CASH EQUIVALENTS, END OF YEAR $ 9,104,666 $ 9,991,823
EXPENSE BY OBJECT:
Salaries and benefits 30,569,587 30,600,000 30,600,000
Supplies and services 13,617,782 13,818,179 14,025,452
2016 – 2019 CAPITAL AND INFRASTRUCTURE BUDGET
Scholarships and bursaries 474,020 474,020 474,020
Total Confirmed Confirmed Provincial
Cost of goods sold 5,735,453 5,821,485 5,908,807
Project Provincial Other Budget
Utilities 1,512,172 1,512,172 1,512,172
Costs Funding Funding Request
Amortization of capital assets 4,888,000 4,888,000 4,888,000
CAPITAL ACQUISITION:
$ 56,797,014 $ 57,113,856 $ 57,408,451 ERP (Finance, Human Resources,
OPENING UNRESTRICTED NET ASSETS $ 5,626,000 $ 6,483,157 $ 7,366,575 and Student Services Modules) 4,000,000 2,300,000 1,700,000
Information Technology 1,865,500 1,865,500
Plus: Teaching, Learning and Applied Research
Excess of revenue over expenses 1,756,610 1,845,418 1,840,557 Technology 75,190,000 190,000 10,000,000
14 Amortization of Internally Funded Assets 1,838,000 1,838,000 1,838,000 General Capital 919,953 919,953 15
Utilities Infrastructure 9,516,000 3,075,000 5,541,000
9,220,610
10,166,575 11,045,132
$ 97,062,359 $ 5,375,000 $ 10,246,359 $ 15,541,000
Less:
Purchase of Internally Funded Capital 2,737,453 2,800,000 3,500,000 Raised by Olds College 35,000,000
Unrestricted Net Assets 10,056,359
Closing Unrestricted Net Assets $ 6,483,157 $ 7,366,575 $ 7,545,132
Percentage of total annual revenues 11.1% 12.5% 12.7%
STRATEGIC ENROLMENT
MANAGEMENT
FULL LOAD EQUIVALENT (FLE) PROJECTION
ACTUAL FLEs PROJECTED FLEs
PROGRAM CREDENTIAL 2014/15 2015/16 2016/17 2017/18 2018/19
Advanced Farrier Science Certificate 14.300 12 13 13 13
Ag & Heavy Equipment (1st year only) Certificate 35.836 25 30 35 35
Ag & Heavy Equipment (2nd year only) Diploma 30.200 20 15 25 25
Agricultural Management Diploma 131.470 130 130 130 130
Animal Health Technology (AHT) Diploma 110.836 110 110 110 110
(Planned Animal Health related program growth) Diploma 40 80
Apparel Technology Diploma 66.300 60 60 60 60
Arboriculture Technician Certificate 7.500 7.5 7.5 7.5 7.5
Bachelor Applied Science (Agribusiness,
Applied Degree 93.700 80 80 85 90
Horticulture, Golf Course Management)
Brewmaster & Brewery Operations Management Diploma 38.518 40 42 45 45
Business Management (1st year only) Certificate 73.569 57 55 55 55
Business Administration (2nd year only) Diploma 15.700 19 20 25 25
Environmental Horticulture * Diploma 12.367
Equine Science Diploma 99.403 90 87 90 95
Exercise Rider & Jockey Training Certificate 5.360 2.7 5 5 5
Olds College will maintain its commitment Fashion Marketing Certificate 27.000 15 15 15 20
to providing opportunities for learners across General Studies * Certificate 4.500
this country. This will be accomplished by Heavy Equipment Operator Trades 17.000 17 17 17 17
2011 / 2012
2012 / 2013
2013 / 2014
2014 / 2015
creating a campus-wide enrolment culture
Horticulture Technician (1st year only) Certificate 28.400 26 26 26 26
providing superior service to both prospective
and current students. Olds College will Horticulture Technologist (2nd year only) Diploma 12 16 18 20
Accelerated
continue to improve its use of technology, Hospitality & Tourism Management Diploma 32.401 37 37 37 37
social media, multimedia, institutional Land Analyst (transferred to SAIT 2016/17) Certificate 13.700 12
marketing and visit experiences (Open House, Land Agent * (bi-annual intake) Diploma 60.701 36 20 20 20
Preview Days, Campus Visits and Tours) 1286 1294 1316 1387 Land & Water Resources Diploma 92.670 96 90 90 90
to attract the right inquiries and applications
HISTORICAL FLEs Meat Processing Certificate 13.467 18 18 18 18
as well as increase conversion rates.
Open Programming Open Learning 113.508 110 110 110 110
Olds College anticipates a stable Full Post Diploma Certificate 1.200 1.5 2.1 2.1 2.1
Load Equivalent (FLE) over the next three FULL LOAD EQUIVALENT (FLE) PROJECTION
Production Horticulture * Diploma 15.100
years. This is due to our continual program
improvements to match industry needs as u The FLEs listed for 2014/2015 are Race Horse Groom Training Certificate 1.058 1.6 3 4 4
well as program additions, modifications the official numbers reported to the Sports Management (2nd year only) Diploma 7.700 20 15 15 15
and an intentional focus on retention. government
Transitional Vocational Program * Certificate 12.166
The 2016/2017 school year will mark the Transitions to Employment Program Certificate 13 15 15 15
beginning of an online Veterinary Medical u The FLEs listed for 2015/2016 are
based on headcount figures and Turfgrass Management (1st year only) Certificate 21.800 23 24 24 24
Receptionist program as well as the first year
we offer three intakes of Meat Processing. conversions to FLEs but are not (2nd year only – former) * Diploma 19.700
16 Additional apprentice periods have also
been opened for 2016/2017, increasing our
finalized numbers Turfgrass Management (2nd year only) Diploma 11 20 20 20 17
Vet Medical Receptionist (VMR) Certificate 27.668 25 40 40 40
capacity to train learners for specific trades. u The FLEs listed for the next three years
Vet Technical Assistant (VTA) Certificate 15.301 15 15 15 15
Our strategy is specialized, cutting-edge (2016/2017 to 2018/2019) consider
Subtotal 1260.099 1142.3 1138.6 1179.6 1200.6
programming that excels on a national level. capacity, enrolment trends and program
changes. These figures are simply – Apprenticeship 115.878 113 105 105 105
Centennial Village, a brand new 450 bed estimates based on current resources – Pre-Employment 11.064 15 15 15 15
student housing and conference complex, and AE funding Trades Subtotal 126.942 128 120 120 120
opened in September 2015 and is a
TOTAL FLEs 1387.041 1270.300 1258.600 1299.600 1320.600
reminder of our commitment to destination
programming, world-class education * Denotes any program that we have
deferred and will no longer be offering
and students.APPLIED RESEARCH, Olds College has a strong capacity to conduct applied research
OLDS COLLEGE CENTRE
FOR INNOVATION
in beef production with excellent infrastructure and expertise. We
ENTREPRENEURSHIP
have a 560 head feedlot, lab space, cattle and sheep handling
equipment, automated drafting chute for sheep, vet room, feed
equipment, and a state-of-the-art National Meat Training Centre.
AND COMMERCIALIZATION u Support for Learners:
This strategic research area aligns well with our academic
For the past 15 years, Olds College has of growth, and number one in Canada for programming in Agricultural Management, Animal Health
played a leadership role in applied research partnerships (Research Infosource Inc). Technology, Meat Processing, and our Bachelor of Applied facilities for
activity aimed at advancing innovation- Science Degree in Agribusiness. One of our Learning
OCCI makes a concerted effort to pursue crop processing,
based rural economic development in Enterprises is in Meat Processing.
areas of research that are highly unique, fermentation, pilot
Alberta. The mandate of the Olds College
although we frequently collaborate with u Collaborative Relationships: incubation, quality analysis and
Centre for Innovation (OCCI) is to enhance
other eCampus institutions as well as Alberta Olds College has strong links with industry, other colleges certification through our Bioindustry
innovation in the agriculture, horticulture,
Innovates and our Regional Innovation and universities; especially the University of Alberta, Lakeland Resource Centre and Analytical Laboratories.
land and environmental management sectors
Network, to develop a strong and coordinated College, SAIT, Lethbridge College and other agricultural Research greenhouses allow for phytotoxicity trials and
through market focused applied research
provincial research and innovation approach. research centres in the province. testing of biocontrol agents in agri-food production.
and the development of enabling processes
u Level of Development: A variety of composting and food waste management strategies
and new products. Our commitment has
We have identified two key strategic research We have been active in feed efficiency research for 14 years are investigated in our Composting Technology Centre.
assisted hundreds of small and medium sized
areas that we will focus on over the next three (since 2002). In 2015, Olds College completed a three year
companies in the agriculture sector to explore u Support for Learners:
years: the Food Industry and Land & Water NSERC College University Idea to Innovation grant for “Use
new ideas, test innovative products and This strategic research area aligns well with our Agricultural
Management – supported by a very strong of Genomic Tools to Improve Feed Efficiency in Purebred
processes and incubate technologies prior to Management, Agribusiness Applied Degree, Brewmaster
interest in innovation, entrepreneurship and Hereford Cattle” in collaboration with University of Alberta,
full commercialization. We were recognized and Brewery Operations Management diploma and our Land
rural economic development. Livestock Gentec, Alberta Agriculture and Cattleland. We
as number 21 in 2015’s “Canada’s Top 50 Reclamation and Remediation programs. One of our Learning
Research Colleges”, in the top 10 in terms have requested a five year Technology Access Centre grant Enterprises is in beer production.
through NSERC, starting April 1, 2016, to continue our work
in the livestock industry focusing on feed efficiency, carcass u Collaborative Relationships:
analysis, early disease detection, breed variation and animal The Bayer Crop Science regional research facility is located
THE FOOD INDUSTRY health and welfare. on Olds College land. We have good industry relationships
Links to the Alberta Research and Innovation Plan: Improving food security, increasing and will build collaborative partnerships with the Lacombe
nutrient density, focusing on quality and safety, improving animal health and welfare, Field Crops and Horticulture Research Research Centre (cereal breeding) and the Field Crop
adapting to climate change and making the link between food and health Development Centre in Lacombe. One of our activities for
Alberta grows canola, along with spring wheat, barley, oats, rye, 2016 is to build an Industry Research Advisory Committee.
peas and sugar beets. In 2011, canola surpassed spring wheat for Olds College is pursuing the development of a 25 acre
Livestock Research the top spot among field crops in Alberta. Production of crops in the state-of-the-art, high efficiency greenhouse on campus in
Currently Alberta produces almost half of all cattle in Canada, as well as province is very efficient and export-oriented, and all areas of crops partnership with Sunterra Farms to serve as a production,
other livestock (dairy, hogs, poultry and eggs) in lesser quantities. The research have been growing. Global herbicide research is expected teaching and research facility.
cattle industry here is highly efficient and globally competitive; to grow to $31.5 billion by 2020. The two biggest areas for growth
are bioherbicides and glyphosate (Allied Market Research study, u Level of Development:
however, improving food security, quality and safety as well During the 2015 research season, 14 applied agronomic
as improving farm animal health and production practices 2014). Private sector research in seeds has increased from $56
million in 2007 to $110 million in 2012. To date, the main research research trials were conducted at Olds College. This is an
continue to be important. In 2013, nearly 45% of food area that we plan to grow. We will invest in seeding and
manufacturing sales were concentrated in the meat interest has been in canola, corn and soybeans but the forecast
is for more interest in cereals (Agriculture Canada, 2014). As well, harvesting equipment to allow us to conduct plot trials for
products segment. Alberta is Canada’s second seed, fertilizer, pest and weed control for both organic and
largest exporter of agri-food products with Canada is the 5th largest organic market in the world. There has
been a 300% increase since 2006 to sales of $3 billion worldwide. conventional farming. We also plan to conduct research into
20.7% of Canada’s total agri-food exports hops and malting barley and include students in testing at
18 headed to the U.S., Australia, Japan and
China. About 40 processing companies
Key issues for the organics industry are improvement in seed
quality and weed control using bioherbicides (Organic Federation of our microbrewery. Over the course of the next five years, 19
Canada, 2014). The relevance of agronomic research is regionally OCCI will expand the agriculture research program to better
in the province are responsible for match the expectations of an agricultural college, respecting
the majority of those exports, specific. Varietal performance, crop input efficacy and pest and
disease pressures are related to regional climate and soil conditions. the established agricultural research programs in Alberta in
and most deal in meat. a manner that best complements these while establishing a
Advanced manufacturing Crops research, particularly plot trials, is an area that Olds College
has engaged in for many years but we plan to increase our focus in valuable research service to local companies, farmers and
and workforce entrepreneurs. OCCI will work with new and current partners
development is this area over the next few years.
and collaborators to build a larger, diversified and predictable
important for income stream from research, service projects, business
With a 2,000 acre farm in central Alberta, greenhouses, labs and a
this sector. enterprises and work in areas of inquiry that
microbrewery, Olds College is ideally situated to conduct this type
of applied research. We offer services, expertise and access to are new, innovative and profitable.You can also read
