2017–2018 SOUTHEAST COLLEGE BUSINESS PLAN · PDF fileoperating revenues by an additional...

2017–2018 SOUTHEAST COLLEGE

BUSINESS PLAN

RISK MANAGEMENT• Decrease in Operating Revenue – since 2012-13, the College

experienced an 11% ($1.2 M) decline in its revenues primarily due to the contraction of the energy sector and the subsequent reduction in energy training. The 2017-18 provincial budget reduces the College’s operating revenues by an additional 5% (this could increase up to 11% if government recovers the 3.5% compensation roll back).

• The College will continue pursuing program diversification and implementing operational efficiencies to mitigate this risk and help ensure a strong and stable fiscal foundation in order to continue providing flexible and responsive programming while balancing prudent and efficient use of its resources.

SELECT NEW INITIATIVES1. Deliver Blue Seal programming to support professional

development of journeypersons in the region.2. Partner with the University of Regina to deliver first year university

programming.3. In Partnership with SaskPower and TSASK, initiate development

of 3rd and 2nd Class Power Engineering programming to support labour force development needs.

4. In Partnership with the local energy sector, build an Oil Well Site Simulator at the Estevan Campus.

5. Partner with the Sask Building Officials Association (SBOA) and Government to supply the Alliance of Canadian Building Officials Association (ACBOA) training to building officials across the province/country.

6. Initiate an assessment to pursue International Student recruitment to the College.

FINANCIAL OVERVIEW• The College is projecting an operating deficit of $81,276 to be

offset by: $4,500 revenue from the Indian Head restricted net asset

account; and $76,776 from unrestricted reserves

• When amortization expense and capital revenues are included, the College projects a deficit of $1,069,028.

• When consolidated with the Foundation’s projected deficit of $50,825, which will be covered by their reserves, the College projects a deficit of $1,119,853.

PROGRAM PLAN• In 2017-18, the College will receive the following from the

Province for programming:

• The College is planning to offer 15 programs and 177 seats for technology and trades training.

• There will be 222 seats in 12 Adult Education programs.• English Language programming is planned through 13 programs.• In partnership with the University of Regina, Year 1 university

programming is being planned for Liberal Arts Certificate, Education, Health Studies and Pre-Social Work.

Executive Summary

ProgramFunding2017-18

$ Change from 2017-18

% Change from 2016-17

Skills Training $1.25M $0 0%

Adult Basic Education $1.14M ($60K) (5%)

Adult English $122K $0 0%

Total $2.5M ($60 K) (2.4%)

2017-18 BUSINESS PLAN

HUMAN RESOURCES• The College is not anticipating any significant changes to its

workforce.

FACILITIES AND CAPITAL• The College is planning the following preventative maintenance

projects:1. Estevan - upgrading berm for flood protection;2. Estevan - new maintenance storage building;3. Estevan - planning for roof fall protection building code

requirements; 4. Indian Head - security and panic system installation; and5. Estevan - completing the parking lot paving contract.

• The Assiniboia location will be downsized, saving approximately $9K.

2018 – 19 OPERATIONS FORECAST• The College would require a $22K increase to its Operating Grant in

2018-19 to maintain status quo operations with a balanced budget assuming a 2% inflation rate and status quo wages (freeze on merit and economic increases).

Inside view of the Auditorium at the Estevan Campus

Executive Summary2017-18 BUSINESS PLAN

Executive Summary ............................................................................................................................................................................. 2

Enterprise Risk Management .............................................................................................................................................................. 6

Risk Management Framework ...................................................................................................................................................... 7

Risks .............................................................................................................................................................................................. 8

1.Decrease in Non-Government Revenue ........................................................................................................................... 8

2.Employee Recruitment and Retention ............................................................................................................................. 9

3.Policy Changes to the Adult Education Program .............................................................................................................. 9

4.Decrease in Government Funding .................................................................................................................................. 10

Operational Plan ................................................................................................................................................................................ 12

Priority 1 – Excellence ................................................................................................................................................................. 12

Priority 2 – Responsive and Flexible ........................................................................................................................................... 13

Priority 3 – Competitive Services Providing Superior Value ........................................................................................................ 14

Priority 4 - Sustainability ............................................................................................................................................................. 15

Priority 5 - Accountability ........................................................................................................................................................... 16

Environmental Scan ........................................................................................................................................................................... 16

Labour Market Trends ................................................................................................................................................................. 17

Program Plan ..................................................................................................................................................................................... 22

University Programming ............................................................................................................................................................. 23

STA Program Plan 2017-18 .......................................................................................................................................................... 24

STA Program Plan 2018 -19 ......................................................................................................................................................... 26

STA Program Plan 2019-20 .......................................................................................................................................................... 28

Adult Basic Education Program Management Form 2017-18 ..................................................................................................... 30



English as an Additional Language 2017-18 ................................................................................................................................ 33

English as an Additional Language 2018-19 ............................................................................................................................... 34

Table of Contents


English as an Alternate Language 2019-20 ................................................................................................................................. 35

Program Changes ........................................................................................................................................................................ 36

Human Resources .............................................................................................................................................................................. 38

Strategic Development ...................................................................................................................................................................... 39

Management, Leadership & Professional Development Training ............................................................................................... 39

College Advancement ................................................................................................................................................................. 39

New and Innovative Training ...................................................................................................................................................... 40

External Partnerships .................................................................................................................................................................. 40

Marketing & Communications ........................................................................................................................................................... 42

Information Technology .................................................................................................................................................................... 43

Facilities and Capital .......................................................................................................................................................................... 44

Facilities Owned, Rented and Leased.......................................................................................................................................... 45

Financial Overview ............................................................................................................................................................................ 50

Part A Projected Business Plan Financial Statements and Key Assumptions ........................................................................... 50

Part B Financial Impacts of Identifiable Risks ........................................................................................................................... 50

Part C Surplus Utilization/Deficit Management ....................................................................................................................... 51

Status Quo .................................................................................................................................................................................. 52

0% Funding Growth Impact ........................................................................................................................................................ 53

2017-18 Business Plan Appendices ................................................................................................................................................... 54


Enterprise Risk Management

Introduction:Southeast College (SC) has included an enterprise risk management strategy within its strategic planning process and assesses risks annually.

The College considers risk to be the significant exposure to an event that because of its magnitude and probability of occurrence can adversely affect the achievement of the College’s strategic objectives. The following enterprise risk management (ERM) framework is used to identify risks and responses to them:

Identify ERM objectives; Identifying potential risks and their strategic related nature; Measure and rank identified risks, based on the probability of their occurrence and the impact they would have on SC;

Identify enterprise’s risk tolerance; Identify strategies to mitigate identified risks; and

Enterprise Risk Management Objectives:The College’s risk objectives are related to strategic enterprise risk. That is, they are risks that might alter SC’s strategic environment and have significant impact on the organization’s ability to achieve its mandate and related strategic objectives.

Identifying Risks:Risks are assessed based in part on their potential enterprise wide impact and by the probability of the risks occurrence.

Four risks identified for 2017-18 include:1. Decrease in non-government operating revenue;2. Employee retention and attraction;3. Changes to the Adult Education policy; and4. Reduction in government funding.

Exterior view of the Weyburn Campus


The above risks are plotted in the following model that provides some guidance as to the degree of monitoring and management different levels of risk require.

RISK MANAGEMENT MODEL

IMPA

CTRisk Management Framework

PROBABILITY

Low Medium High

Severe/CriticalSubstantial Management

required

Employee retention and attraction

(instructor high, employee

low to moderate)

Must monitor and manage risk

Decrease in non-government revenue;

&

Decrease in Government funding;

Extensive management crucial

ModerateMay accept risk but

monitor them

Changes to Adult Education Policy

Some Management attention

required to manage risk.

Limited/Minor Accept risk Accept risks but monitor them Monitor and manage risks


SC’s Risk Tolerance:SC’s risk tolerance is moderate. This rating is based on its nature as a government legislated/mandated organization where a significant portion of its funding comes from the general revenue fund for programs that are social capital related. That being said, a significant amount of SC’s revenue is related to work it contracts with the private sector, primarily the oil and gas sector.

RISKSThe following section identifies the risks and related strategies to mitigate them. The Implementation Plan identifies a number of ongoing strategies that address risk mitigation. Each of the risks identified below will include a listing of strategies undertaken as part of the Implementation Plan to help mitigate these risks.

1. DECREASE IN NON-GOVERNMENT REVENUEOver time SC’s revenues have increasingly been composed of non-government related training revenue. In 2017-18, non-government revenue is projected to account for approximately 31% of total College revenue. This revenue supports the College’s ability to respond to growth opportunities and allows the College to implement programming that responds to business and industry labour market needs.

The College is unlikely to impact government budgeting priorities; however, it can identify and highlight strategies to lessen the dependence on energy sector specific revenue and to provide for the monitoring of industry needs in order to better anticipate and respond to sector changes and capture opportunities.

RISK CLASSIFICATION: High Probability and Critical Impact. With this classification ongoing management of the risk is considered necessary. SC’s risk tolerance is moderate; however, the energy sector is valuable to

the success of the province. Therefore, SC will monitor and manage the risk. To do this SC will:

Monitor risk on a regular basis This will be done by identifying the total and relative amount of SC’s income that is non-government dependent.

A sensitivity analysis report will be completed to create a more fulsome understanding of industry and part-time programming impacts.

Monthly reporting of both industry and part-time programming will be undertaken.

Risk Management In coordination with the Saskatchewan Rural Municipalities Association (SARM) and the Saskatchewan Urban Municipalities Association (SUMA), work to implement a professional development and training program for municipal employees.

Redevelop the curriculum for the condensed Educational Assistant program to School Divisions and First Nations to help provide training for employees in schools.

Work with the Estevan and Weyburn Chambers of Commerce to identify management-training curriculum to support Chamber members.

Be in constant contact with industry to ensure we are developing and evaluating our programming to meet their needs.

Define the potential of a partnership with industry and TSASK regarding 3rd and 2nd Class Power Engineering training.

Curriculum revitalization for the Building Code Training for Canadians (BCTC).

Develop an Instructor Recruitment and Development initiative to ensure we are a trainer of choice.

Complete annual online client/stakeholder satisfaction survey.


2. EMPLOYEE RECRUITMENT AND RETENTIONEmployee recruitment and retention is a risk for SC. The College experiences recruitment and retention challenges given the changing labour market. This is most pronounced for instructor positions and related trades training which will challenge the College to deliver programming. Non-instructor employee recruitment is a low risk probability.

RISK CLASSIFICATION: Medium Probability and Severe Impact, primarily for instructor positions. With this classification the College will monitor and manage the risk. To do this SC will:

Assess and monitor risk on a regular basis Assess and monitor recruitment and retention on a regular basis

Reporting will be included on a quarterly basis to executive and Board

Risk Management Continue the Ambassador Program to encourage College staff to become involved in community volunteer groups.

Enhance the Career Connection events to support labour market needs in our region.

Continue the implementation of the program-working group with Sun Country Health Region.

Be in constant contact with industry to ensure we are developing and evaluating our programming to meet their needs.

Enhance the instructor development strategy to include a training program for new instructors including areas such as; curriculum delivery methods, facilitation skills for active

learning, and responding to difficult student situations. Review organizational design and job descriptions as required. Continue monitoring College governance structures/policies. This could include assessment of the potential for:

long term commitments for instructors; instructor recruitment strategy development; assess potential and value of job share opportunities; and using technology platforms for remote delivery of classes.

3. POLICY CHANGES TO THE ADULT EDUCATION PROGRAM

• For 2017-18, the College received $1.14 M from the Ministry of Economy for ABE.

• The projected financial impact of the policy changes on the College is an increase to operating costs by $91,000.

RISK CLASSIFICATION: High Probability, Moderate Impact.This classification necessitates some management involvement in order to ensure the College is fully prepared to identify and address the projected fiscal impacts of the policy changes on the College’s operating budget.

Monitor risk on a regular basis This will be done by identifying and monitoring the complete impact of the policy changes and the impact on the College operating budget.

Quarterly reporting will be implemented for ABE budget in order to develop a fulsome and ongoing understanding of the impacts.

Active engagement with Ministry officials to share impacts.


Risk Management Risk will be monitored by reviewing efficiency measures and adjusting programming if required.

Engage with Ministry officials to identify alternatives to address significant negative impacts.

4. DECREASE IN GOVERNMENT FUNDINGThe College’s government operating funding covers approximately 80% of the Colleges operating costs. For 2017-18, the Ministry of Advanced Education has reduced the College’s operating funding by 5%. There is the potential that the government will recover the 3.5% government targeted compensation reduction. If this materializes, then the college will likely realize an additional budget reduction of 6%. The potential impact of such a reduction is as follows:

Mitigation:RISK CLASSIFICATION: High Probability and Critical Impact. With this classification ongoing management of the risk is necessary and significant management of the risk is required. To do this SC will:• Monitor government fiscal circumstances;• Work with Ministry officials to understand government intentions

to recover the 3.5% compensation reduction.• Assess OOS employee intentions of taking severance if the College

unilaterally alters their employment contracts.• Mitigate the risk by:

Work with Ministry officials to inform and influence policy decisions.

Identify opportunities to reduce operating costs. Identify and implement continuous process improvements initiatives.

Diversify the College’s Industry Training Portfolio by utilizing partners to deliver specialized training.

Strengthen internal partnerships to realize efficiencies. Promote and work with Colleges to identify and engage in system enhancements and efficiency opportunities.

Continue prudent budgeting practices within a balanced budget approach.

Identify opportunities to grow the volume of direct client interactions to help ensure the College is developing a diversified training portfolio to maintain operations.

¹represents the projected maximum risk to the College for unilaterally reducing OOS employment contract compensation by 3.5%.

Compensation Item Estimated Impact

In-scope

Instructors:

1. STA $44K

2. ABE $32K

3. EAL $10K

Administration $90K

Out of Scope

Administration $31K

Severance Costs¹ $370K

Total $577K


A student in Introduction to Telecommunications Standard Wiring (a course developed in partnership with SaskTel) works on installing a simulated residential set up.


Operational Plan

Goals Key Actions 2017-181. An innovation leader to drive effectiveness and

efficiency

1. Partner with other Post-Secondary Institutions (PSI’s) to standardize a Quality Assurance policy.

2. Work with College’s to identify opportunities to examine service delivery methods to reduce

costs.

3. Deliver the Municipal Management Essentials program (MME).

2. Satisfied, informed and engaged employees 4. Implement enhancements to the orientation and onboarding program for new faculty.

5. Develop and implement a regular e-newsletter to increase learning opportunities and to

enhance employee engagement.

6. Encourage and continue low or no-cost initiatives to support continued discussions about

mental health and general wellbeing, recognition, and job performance.

3. Partner of choice 7. Work with SaskPolytech to standardize a Quality Assurance process.

8. Establish an Energy Sector Advisory Panel.

9. Deliver first Year University of Regina courses leading to the Liberal Arts Certificate and

pathways for discipline specific undergraduate degrees in Education, Health Sciences, and

Social work.

10. Assess the opportunity of pursuing International Student recruitment.

4. A leading advocate for enhanced institutional

collaboration

11. Continued participation in the South East Regional Industry-Education Council (SERIEC).


Excellence: SC excels at what it does. It demonstrates excellence in leadership and innovation. Priority 1 – Excellence


Operational Plan

Goals Key Actions 2017-181. Increase stakeholder engagement 1. Implementation of new Career Connection events strengthen engagement with industry.

2. Implementation of Spend-A-Day program to help strengthen the relationship with high schools

in the region.

3. Continued participation in the SERIEC.

4. Establish an Energy Sector Advisory Panel.

5. Develop a new 5-year strategic plan.

6. Provide Blue Seal programming to support journeyperson professional development.

2. Ensure (enhance) program relevancy and timeliness 7. Partner with other PSI’s to standardize a Quality Assurance policy.

8. Work with the SK Building Officials Assoc. (SBOA) and Ministry of Corrections and Public Safety

to help facilitate new training with the Alliance of Canadian Building Officials Association

(ACBOA).

9. Build upon the MME Initiative and identify diversification opportunities.

10. Deliver first Year University of Regina courses leading to the Liberal Arts Certificate and

pathways for discipline specific undergraduate degrees in Education, Health Sciences, and

Social work.



3. Enhance First Nations Partnerships and educational

participation

13. Deliver Year 2 of the 2-year Early Childhood Education program Kahkewistahaw First Nation.

14. In partnership with First Nations in the region, develop and deliver essential skills

programming.

4. Enhanced newcomer educational participation 15. Deliver 12 programs; 7 classroom based, 1 blended learning option, and 4 conversation

circles to support language training.

SC is Responsive and Flexible: It responds within its strategic goals, to its stakeholders in a timely and flexible/adaptive manner.

Priority 2 – Responsive and Flexible


Operational Plan

Goals Key Actions 2017-18

1. Competitive and accessible programming linked to

labour market need

1. Expand Career Connections events for 2017-2018.

2. Provide Blue Seal programming to support journeyperson professional development

2. Flexible and adaptable programming 3. Seek certification of Ground Disturbance curriculum in Alberta and assess on-line delivery.

4. Build on the MME Initiative.

5. Implement the Well Site simulator at the Estevan campus.

6. Review ABE program plans and develop distance delivery options for low enrolment classes.


3. High Customer Satisfaction 8. Identify and implement new ways to support faculty to increase the student experience across

the region.

9. Develop a new 5-year strategic plan.

4. Increased student supports 10. Increase scholarships through private donations, special events and other sources by 5%.

11. Grow the number of Fueling the Future industry partners.

12. Facilitate 2 mentorship initiatives.

13. In collaboration with University of Regina student advising personnel, support student

engagement in first year undergraduate degree program courses.

14. Review student advisor/student services capacities and make adjustments where required.

Competitive Services Providing Superior Value: SC offers valued programming on a regional basis to its clients.

Priority 3 – Competitive Services Providing Superior Value


Operational Plan


1. Financial sustainability 1. Adhere a balanced budget policy.2. Quarterly forecasting to track and assess revenue and expenditures and adjust as required.3. Develop a new 5-year strategic plan.

2. Effective organizational design 4. Implement enhancements to the orientation and onboarding program for new faculty.5. Construct an HR dashboard that identifies key metrics, design dashboard measurement system

and implement monthly monitoring and reporting mechanisms.

3. Efficient operations 6. Construct an HR dashboard that identifies key metrics, design dashboard measurement system and implement monthly monitoring and reporting mechanisms.

4. Maximize infrastructure utilization 7. Continue to monitor space utilization.

Sustainability: SC has the capacity to support and maintain its mandate and goals in a cost effective, efficient and legitimate manner.

Priority 4 – Sustainability

Southeast College’s Confined Space Simulator


Operational Plan


1. High stakeholder/client satisfaction 1. Establish an Energy Sector Advisory Panel.

2. Effective governance structures 2. Initiate and complete a new strategic planning process.

3. Construct an HR dashboard. Identify key metrics, design dashboard measurement system and

implement monthly monitoring and reporting mechanisms.

3. Improved business practices 4. Partner with other PSI’s to standardize a Quality Assurance policy.

4. High Student Satisfaction and Success 5. Develop a new “Friends of the College” initiative.

6. Identify and implement new ways to support faculty to increase the student experience across

the region.

Accountability: SC is accountable to the province, regional and internal stakeholders. It demonstrates accountability by championing the value of respect, transparency of decision-making and demonstrating performance through achievement and measurement of its strategic priorities.

Priority 5 – Accountability

Representatives from Southeast College, SARM, SUMA and Saskatchewan Municipal Hail sign MOU to deliver Municipal Management Essentials programming throughout Saskatchewan Representatives from Southeast College, SARM, SUMA and Saskatchewan Municipal Hail sign MOU to deliver Municipal Management Essentials programming throughout Saskatchewan

Southeast College staff participating in a local trade show.

Inside view of the Auditorium located at the Estevan Campus.


Environmental Scan

LABOUR MARKET TRENDS• March 31, 2017 job postings in the region were approximately 646

(down from 695 the previous year): 308 Estevan area; 199 Weyburn area; 70 Indian Head, Moosomin, Kipling area; and 69 Assiniboia area.

• The majority of jobs continue to be in Trades, Transportation & Equipment Operators, sales and service and Health, with the oil and gas sector next.

• The amount of available jobs have decreased considerably since 2014 as evidenced in Figure 1 below.

• In 2017, the College is tracking increased employment activity in the energy sector – an optimistic sign that may signal a positive trend going forward. LABOUR MARKET DEMANDS

Figure 1

Southeast College’s Mentors ‘N Manicures scholarship initiative.


Moosomin Electrician class poses for a photo at their “Career Connection” event.

Top 20 job postings – 2016 monthly average

Post-Secondary Certificate, Diploma or Apprenticeship

Sour

ce S

askj

obs.

ca

Inside of our state of the art Level 2 Construction Electrician Apprenticeship Lab located at the Estevan Campus



Southeast College’s very first completer’s of the Introduction to Telecommunications Standard Wiring - a partnership course with SaskTel

Program Plan

• As strategic and programmatic planning develops during 2017-18, the following opportunities will be delivered:

Certification of Southeast College’s Ground Disturbance program through Alberta Common Ground Alliance.

University programming delivery. Building Code Training for Canadians (BCTC) Level II, ACBOA Program introduced by SBOA/Ministry of Corrections and Public Safety.

New trades offerings –3rd Class Power Engineering. Expansion of EAL programming in the region. Level II electrical apprenticeship training in Estevan. Deliver the Oil and Gas Rig Worker program.

• Trends and opportunities throughout the region include: Energy sector training is showing signs of growth. The College has seen a significant increase in uptake of leadership training.

Trades and industrial disciplines such as power engineer and electrical continue to be in high demand and there is a labour market need.

The College will work with SaskPower to develop 3rd Class Power Engineer training.

English as Another Language classes continue to be in high demand, and the College has witnessed a number of EAL students transition to ABE programs.

First Year University of Regina courses are being offered through SC at the Estevan and/or Weyburn Campuses for the 2017-2018 academic year. The direct instruction class offerings provide learner opportunities leading to the Liberal Arts Certificate and pathways to Education, Social Work, and Health Sciences undergraduate degrees.

Program Plan Chart

Student welcome packages for 2016-2017


For the 2017-2018 academic year, first year University of Regina courses are being offered through Southeast College at the Estevan and/or Weyburn campuses. The selected courses lead to completion of a Liberal Arts Certificate or they can be used towards a Bachelor Degree program in Education, Health Studies, Pre-Social Work or the Diploma in Liberal Arts.

Key Initiatives:• Implement marketing initiatives to outline class offerings as they

pertain to specific degrees in Education, Health Studies, Pre-Social Work and the Liberal Arts Certificate.

• In collaboration with the University of Regina, develop and launch a student engagement and recruitment strategy.

• Develop a communication strategy with educational and community partners.

• Enhance the website and social media strategies to promote University Programming at Southeast College.

• Provide scholarship opportunities for students registered in University of Regina programming at Southeast College.

University Programming

Computer lab and classroom located inside of the Weyburn Campus


STA Program Plan 2017-18

Program Name Location Start Date End Date#Program

Weeks

Program

Capacity

Projected

STA CostTotal Course Cost Brief Rationale for Program

Power Engineering

4th ClassEstevan Sept 11/17 May 17/18 33 12 $97,139 $164,507

Continued labour market need as identified by employers; high student demand.

Continuing Care

AssistantWhitewood Sept 5/17 April 26/18 32 15 $65,631 $131,770

Care workers continue to be in demand throughout all health regions; high student demand.

Hairstylist Weyburn Sept 12/17 Aug 18/18 46 10 $91,862 $205,968New facility has dedicated salon space, labour market demand and labour market attachment.

Practical Nursing

Yr. 2Weyburn Oct 2/17 May 3/18 34 14 $246,184 $312,684

New facility has dedicated lab & classroom space & labour market demand.

Power Engineering

4th ClassCoronach Sept 18/17 May 3/18 33 12 $103,133 $170,501

Partnership with SaskPower, facility at Coronach, provides excellent hands-on training; labour market demand; partnership with Assiniboia high school.

Heavy Equip

Truck/Transport

Tech (HETT)

Estevan Sept 11/17 Feb 23/18 22 10 $82,642 $116,154Labour market demand; high student satisfaction. Partnerships formed within the community have increased stakeholder engagement.

Continuing Care

AssistantWeyburn Oct 2/17 May 25/18 32 15 $47,055 $113,193w


Electrician Estevan Sept 11/17 Feb 15/18 21 12 $28,369 $71,290High student demand; moderate labour market demand.

Electrician Moosomin Sept 5/17 Feb 8/18 21 12 $55,675 $95,019High student demand; moderate labour market demand.




Weeks

Program

Capacity

Projected

STA CostTotal Course Cost Brief Rationale for Program

Power Engineering

3rd Class TheoryWeyburn Sept 5/17 Dec 21/17 16 12 $41,972 $69,968

Labour market demand; gives students opportunity to continue education with a short amount of schooling (takes a shorter time than completing on own).

Office Admin. Estevan Sept 11/17 May 18/18 33 12 $65,299 $126,349Labour and Learner market demand; utilization of existing facilities.

Welding Estevan Sept 11/17 Feb 15/18 21 8 $78,366 $111,174Utilization of Mobile Training Lab; as industry rebounds from recession more skilled tradespeople will be in demand.

Industrial

MechanicEstevan Feb 26/18 June 28/18 18 8 $74,796 $98,996

Utilization of Mobile Training Lab; as industry rebounds from recession more skilled tradespeople will be in demand.

Early Childhood

Educator Yr. 2

(Diploma)

Kahkewistahaw

FNSept 5/17 June 15/18 38 10 $85,607 $134,807

Need for day care workers on First Nations. First year of this program ran well, students and Band have requested 2nd year.

Continuing Care

Assistant

Carry the Kettle

FNSept 10/18 May 3/19 32 15 $67,869 $115,110

Carry the Kettle First Nation has requested the program on reserve. Opportunity to partner with surrounding facilities. There is a labour market need.

Continuing Care

Assistant (PT)Weyburn $5,364


Early Childhood

Educator (PT)Estevan $8,037

Need for early childhood educators throughout this region.

TOTAL 432 177 $1,245,000 $2,037,490




WeeksProgram Capacity

Projected STA Cost

Total Course Cost Brief Rationale for Program

Power Engineering 4th Class

Estevan Sept 10/18 May 16/19 33 12 $97,139 $164,507Continued labour market need as identified by employers; high student demand.

Continuing Care Assistant

Whitewood Sept 4/18 Apr 26/19 32 15 $65,631 $131,770Care workers continue to be in demand throughout all health regions; high student demand.


Practical Nursing Yr. 1

Weyburn Oct 1/18 May 3/19 34 14 $246,184 $312,684New facility has dedicated lab & classroom space & labour market demand.


Coronach Sept 17/18 May 2/19 33 12 $103,133 $170,501


Electrician Moosomin Sept 4/18 Feb 7/19 21 12 $55,675 $95,019High student demand; community supports the continued offering of this program despite moderate labour market demand.


Weyburn Oct 1/18 May 24/19 32 15 $47,055 $113,193Care workers continue to be in demand throughout all health regions; high student demand.

Office Admin. Weyburn Sept 10/18 May 17/19 33 12 $65,299 $126,349Labour and Learner market demand; utilization of existing facilities.

Primary Care Paramedic (PT)

Redvers Sept 8/18 June 22/19 41 12 $180,000 $240,000 Partnership with Sun Country Health Region.

Electrician Estevan Sept 10/18 Feb 14/19 21 12 $28,369 $71,290High student demand; community supports the continued offering of this program despite moderate labour market demand.





Projected STA Cost


Heavy Equip Truck/Transport

Tech (HETT)Estevan Sept 10/18 June 6/19 36 10 $82,642 $116,154

Labour market demand; high student satisfaction. Partnerships formed within the community have increased stakeholder engagement.

Welding Estevan Sept 10/18 Feb 14/19 21 8 $78,366 $111,174Utilization of Mobile Training Lab; as industry rebounds from recession more skilled tradespeople will be in demand.

Industrial Mechanic

Estevan Feb 25/19 June 27/19 18 8 7$4,796 $98,996Utilization of Mobile Training Lab; as industry rebounds from recession more skilled tradespeople will be in demand.


Carry the Kettle FN

Sept 10/18 May 3/19 32 15 $67,869 $115,110

Carry the Kettle First Nation has requested the program on reserve. Opportunity to partner with surrounding facilities. There is a labour market need.

TOTAL 433 167 $1,284,020 $2,072,715

Electrician and Power Engineering “Career Connection” event





Projected STA Cost



Estevan Sept 9/19 June 5/20 33 12 $97,139 $164,507Continued labour market need as identified by employers; high student demand.


Whitewood Sept 3/19 April 24/20 32 15 $65,631 $131,770Care workers continue to be in demand throughout all health regions; high student demand.


Practical Nursing Yr. 2

Weyburn Oct 2/19 May 3/20 34 14 $246,184 $312,684New facility has dedicated lab & classroom space & labour market demand.


Coronach Sept 16/19 April 30/20 33 12 $103,133 $170,501


Heavy Equip Truck/Transport

Tech (HETT)Estevan Sept 9/19 June 5/20 22 10 $82,642 $116,154

Labour market demand; high student satisfaction. Partnerships formed within the community have increased stakeholder engagement.


Weyburn Sept 30/19 May 22/20 32 15 $47,055 $113,193Care workers continue to be in demand throughout all health regions; high student demand.

Electrician Estevan Sept 9/19 Feb 13/20 21 12 $28,369 $71,290High student demand; community supports the continued offering of this program despite moderate labour market demand.

Electrician Moosomin Sept 3/19 Feb 3/20 21 12 $55,675 $95,019High student demand; community supports the continued offering of this program despite moderate labour market demand.





Projected STA Cost


Business Administration Yr. 1

Estevan Sept 9/19 May 15/20 33 12 $78,464 $134,964

Increasing demand for program, students that graduate from business admin would have a number of continued education or career opportunities upon completion of program.

Culinary Arts On Reserve (TBD) Sept 9/19 12 $90,000 $120,000Ability to partner with First Nation’s community to deliver program.

Ag Machine Tech Moosomin Sept 3/19 May 29/20 36 10 $179,000 $228,000New & innovative programming; demand for skilled Labourers in this area; Moosomin has a high agriculture sector.

Institutional Cooking

Moosomin Sept 3/19 Feb 7/20 21 8 $66,040 $107,360

Environmental Technician (PT)

Ochapowace FN

Fisheries Technician (PT)

Ochapowace FN

Brew master/Brewery Operations Management

Weyburn

Could be brokered out of Olds College. Huge student demand for this program in Alberta - not offered in Sask at this time so possibility of untapped market.

TOTAL 364 154 $1,231,194 $1,971,410

2016 Estevan Campus Industry Education Scholarship recipients and presenters


Adult Basic Education Program Management Form 2017-18

Program

NameLocation Partners Start Date End Date

Seat

Capacity

Program

Course Days

Total # of Days

Learners in Attendance

Total Program Cost

Funded by ECONCost/ Training Day

Level 4 Weyburn Aug 28/17 May 25/18 19 130 2,470 $114,550 $46

Level 3 Indian Head Aug 28/17 May 25/18 16 130 2,080 $59,099 $28


Level 4 Moosomin Aug 28/17 May 25/18 19 130 2,470 $129,304 $52

Level 4 Estevan Aug 28/17 May 25/18 19 130 2,470 $122,966 $50

Level 4 Ocean Man OMFN Aug 28/17 May 25/18 19 130 2,470 $75,246 $30

Level 4 Ochapowace OFN Aug 28/17 May 25/18 19 130 2,470 $86,022 $35

Level 3 Piapot Urban PCN Aug 28/17 May 25/18 16 130 2,080 $78,589 $38


Level 4 Piapot Vvalley PCN Aug 28/17 May 25/18 19 130 2,470 S97,994 S40

Level 4 Kahkewistahaw KFN Aug 28/17 May 25/18 19 130 2,470 $123,966 $50

Level 4 Cowessess CFN Aug 28/17 May 25/18 19 130 2,470 $94,613 $38

TOTAL 222 1,560 28,860 $1,120,038 $463



Program


Seat

Capacity

Program

Course Days

Total # of Days


Total Program Cost











Level 4 Piapot Valley PCN Aug 27/18 May 24/19 19 130 2,470 $97,994 $40



TOTAL 222 1,560 28,860 $1,120,038 $463



Program


Seat

Capacity

Program

Course Days

Total # of Days


Total Program Cost











Level 4 Piapot Valley PCN Aug 26/19 May 22/20 19 130 2,470 $97,994 $40



TOTAL 222 1,560 28,860 $1,120,038 $463


English as an Additional Language 2017-18

Program Name Location Partners Start Date End DateSeat

CapacityProgram

Course DaysTotal # of Days

Learners in AttendanceTotal Program Cost

Funded by ECONCost/

Training Day

Stage 1 & 2 English Carnduff IRCC Sept 6/17 Jun 15/ 18 8 76 608 $12,950 $21

Stage 1 & 2 English Estevan IRCC Sept 6/17 Jun 15/ 18 24 76 1,824 $38,850 $21

Stage 1 & 2 English Moosomin IRCC Sept 6/17 Jun 15/ 18 8 76 608 $12,950 $21

Stage 1 & 2 English Weyburn IRCC Sept 6/17 Jun 15/ 18 16 76 1,216 $25,900 $21

Blended Learning Ogema IRCC Sept 6/17 Jun 15/ 18 8 76 608 $12,950 $21

Conversation Circle Grenfell IRCC Sept 6/17 Jun 15/ 18 8 76 608 $4,500 $7

Conversation Circle Kipling IRCC Sept 6/17 Jun 15/ 18 8 38 304 $2,250 $7

Conversation Circle Moosomin IRCC Sept 6/ 17 Jun 15/ 18 8 38 304 $2,250 $7

Conversation Circle Redvers IRCC Sept 6/17 Jun 15/ 18 8 76 608 $4,500 $7

Conversation Circle Rocanville IRCC Sept 6/17 Jun 15/ 18 8 76 608 $4,500 $7

Literacy Support Centre Estevan Sept 6/ 17 May 30/ 18 8 70 560 $11,547 $21

Literacy Support Centre Indian Head Sept 6/ 17 May 30/ 18 8 33 264 $5,444 $21

Writing Support Centre Sept 6/ 17 May 30/ 18 8 18 144 $2,971 $21

TOTAL 128 805 8,264 $141,562 $203




CapacityProgram



Funded by ECONCost/

Training Day

Stage 1 & 2 English Carnduff IRCC Sept 06/18 Jun 15/ 19 8 76 608 N/A N/A

Stage 1 & 2 English Estevan IRCC Sept 6/18 Jun 15/ 19 24 76 1,824 N/A N/A

Stage 1 & 2 English Moosomin IRCC Sept 6/18 Jun 15/ 19 8 76 608 N/A N/A

Stage 1 & 2 English Weyburn IRCC Sept 6/18 Jun 15/ 19 16 76 1,216 N/A N/A

Blended Learning Ogema IRCC Sept 6/18 Jun 15/ 19 8 76 608 N/A N/A

Conversation Circle Grenfell IRCC Sept 6/18 Jun 15/ 19 8 76 608 N/A N/A

Conversation Circle Kipling IRCC Sept 6/18 Jun 15/ 19 8 38 304 N/A N/A

Conversation Circle Moosomin IRCC Sept 6/ 18 Jun 15/ 19 8 38 304 N/A N/A

Conversation Circle Redvers IRCC Sept 6/18 Jun 15/ 19 8 76 608 N/A N/A

Conversation Circle Rocanville IRCC Sept 6/18 Jun 15/ 19 8 76 608 N/A N/A

Literacy Support Centre Estevan Sept 6/ 18 May 30/ 19 8 70 560 N/A N/A

Literacy Support Centre Indian Head Sept 6/ 18 May 30/ 19 8 33 264 N/A N/A

Writing Support Centre Sept 6/ 18 May 30/ 19 8 18 144 N/A N/A

TOTAL 128 805 8,264 N/A N/A




CapacityProgram



Funded by ECONCost/

Training Day

Stage 1 & 2 English Carnduff IRCC Sept 06/19 Jun 15/ 20 8 76 608 N/A N/A

Stage 1 & 2 English Estevan IRCC Sept 6/19 Jun 15/ 20 24 76 1,824 N/A N/A

Stage 1 & 2 English Moosomin IRCC Sept 6/19 Jun 15/ 20 8 76 608 N/A N/A

Stage 1 & 2 English Weyburn IRCC Sept 6/19 Jun 15/ 20 16 76 1,216 N/A N/A

Blended Learning Ogema IRCC Sept 6/19 Jun 15/ 20 8 76 608 N/A N/A

Conversation Circle Grenfell IRCC Sept 6/19 Jun 15/ 20 8 76 608 N/A N/A

Conversation Circle Kipling IRCC Sept 6/19 Jun 15/ 20 8 38 304 N/A N/A

Conversation Circle Moosomin IRCC Sept 6/ 19 Jun 15/ 20 8 38 304 N/A N/A

Conversation Circle Redvers IRCC Sept 6/19 Jun 15/ 20 8 76 608 N/A N/A

Conversation Circle Rocanville IRCC Sept 6/19 Jun 15/ 20 8 76 608 N/A N/A

Literacy Support Centre Estevan Sept 6/ 19 May 30/20 8 70 560 N/A N/A

Literacy Support Centre Indian Head Sept 6/ 19 May 30/ 20 8 33 264 N/A N/A

Writing Support Centre Sept 6/ 19 May 30/ 20 8 18 144 N/A N/A

TOTAL 128 805 8,264 N/A N/A


Program Changes

• As part of Southeast College’s efforts to ensure effective and efficient use of the annual Skills Training Allocation through the Ministry of Economy, the College continued utilizing its Program Prioritization Framework.

• This Framework helps optimize the funding entrusted to the College and help ensure that decisions support government priorities, the labour market needs and student demands. This tool has helped the College make decisions by narrowing down program options by systematically comparing choices through the selection, weighing, and application of criteria. The intent is to provide the College with a logical, transparent, structured and objective approach to identify and determine the needs of our stakeholders and plan our activities accordingly.

• The Program Prioritization Framework process was also used and applied to First Nations program requests. The prioritization process supported the request from Kahkewistahaw First Nation to run an Early Childhood Education program.

• The Program Prioritization Framework produced the following results for program delivery:

• Educational Assistant (EA) at Ocean Man First Nation has been replaced with Year 2 of Early Childhood Education (ECE) at Kahkewistahaw. Ocean Man First Nation contacted the College indicating they did not receive funding for the EA program. Kahkewistahaw First Nation is currently successfully running Year 1 of the ECE program. Kahkewistahaw believes the existing Year 1 students will enroll in Year 2 as well as many Level 1 ECE workers in the region.

Students use the Fall Protection Simulator as part of their hands on training.


Program Changes

Program Location Explanation

Office Admin Estevan

• Labour Market outlook – Fair at time of prioritization – 2nd most frequently posted job in region from Sept 2015 – March 2016

• Labour Market outlook – January of 2017 – improved to Good• Utilization of existing facilities.• Learner demand after one month of promotion is significant 20 inquiries, 6 applications as of 03/09/17

Welding Estevan

• Labour Market outlook – Good at time of prioritization with expected improvement with upturn in economy and energy industry

• Utilization of Mobile Training Lab.• Learner demand significant after one month of promotion - 14 inquiries and 8 applications as of 03/09/17

STA PROGRAM ADDITIONS FROM 2016-17

STA PROGRAM DELETIONS FROM 2016-17

Program Location Explanation

4th Class Power Engineer

Weyburn

• In 2016-17, there was a significant wait list for the 4th Class PE programs in Estevan and Coronach. The College redirected programming dollars from programs that were not demonstrating learner demand in order to incorporate an additional power-engineering program in Weyburn with a January start.

• The College does not anticipate three programs are sustainable, and is therefore not offering 4th Class in Weyburn in 2017/2018.


Program Changes

HUMAN RESOURCES• Southeast College’s workforce remains strong. Strength of the

individuals that comprise the College ensures a Student First culture across the region. The College strives to retain the current staff compliment that has built its present success, and to attract employees who are best suited to ensure that success follows the vision of the College’s future.

• Although vacancy management has been a strategy utilized throughout the 2015-16 fiscal year, no permanent changes to the 2017-18 FTE count are planned.

FTE COUNTS2016-17 Actuals

2017-18 Projected

Variance

Out-of-scope 8 8 0

In-scope 69.44 69.44¹ 0

TOTALS 77.44 77.44 0

¹ May fluctuate based on actual programming offerings and faculty requirements.

NEW INITIATIVESENGLISH AS AN ADDITIONAL LANGUAGEBlended learning offered in Ogema.

Students will spend 3hrs in classroom with instructor and will be given three hours of online teacher monitored studies using LearnIT2Teach technologies.

Students will be able to benefit from 6hrs of flexible studies around their work schedules and other commitments while still receiving the benefits of face-face learning.

Conversation Circles Students will have the opportunity to enroll in the IRCC funded LINC Home-Study or the provincially funded Online English programs.

Students will be able to attend at their convenience to improve their listening and speaking skills.

This will supplement the learning experience they are receiving from one of the online programs or build their skills so that they are eligible for online programming.


Strategic Development

MANAGEMENT, LEADERSHIP & PROFESSIONAL DEVELOPMENT TRAININGIn the 2016/17 year, Southeast College reached partnership agreements with the Saskatchewan Association of Rural Municipalities (SARM) and the Saskatchewan Urban Municipalities Association (SUMA). This partnership saw the College develop and begin to deliver the Municipal Management Essentials (MME) program, which provides management training to administrative and field staff of Saskatchewan municipalities, as well as providing learning opportunities for elected officials.

The College believes that management training can be of value to small business as part of a larger service to business. The College will be working on enhancing our partnerships with Chambers of Commerce in the region to develop essential management training for businesses that are Chamber members.

Southeast College has a commitment to safety, and as part of our expanding list of services to business, we will be developing small business safety programming, which will include training such as emergency measures, proper safety protocols and more.

Another channel that the College will be exploring in 2017-18 will be Entrepreneurial programming. The College believes there may be services it can offer to entrepreneurs in areas such as payroll, human resources, business planning, and more.

Southeast College believes strongly in the development of Saskatchewan’s tradespeople, and because of this commitment, the College will be working to develop a stream of training designed to help Journeypersons attain their Blue Seal designation.

Key Initiatives being pursued:• Grow enrollments in the Municipal Management Essentials program

to 500 in the 2017/18 fiscal year. • Develop a training partnership for business in partnership with

Chambers of Commerce in Weyburn and Estevan.• Develop and deliver a small business safety training pilot program to

businesses in our region.• Develop and evaluate a Blue Seal pilot program.

COLLEGE ADVANCEMENTIn 2015/16 Southeast College awarded a record $197,258 in student financial supports across the region. The College and its community partners believe strongly in supporting students and will continue to work diligently to grow these supports.In 2017/18, Southeast College will be developing and approving a set of College Advancement Policies and Procedures to continue the institutionalization of processes.

Key Initiatives being pursued:General Scholarships• Increase scholarship donations through private donations, special

events, and other sources of giving.• Continue to expand the number of private donors to the College

Foundation.• Total fundraising goal: A minimum of $95,000.• Add a minimum of 12 new fundraising contacts to the Donor Perfect

database.


Industry Sponsorship• Southeast College is very proud of the success our Fueling the Future

campaign has had. This initiative brings industry into our classrooms and provides valuable scholarship dollars to students. Additionally, students are exposed to employers and workplaces in their field of study. The Fueling the Future campaign will be entering its third year and will be due for a review and refresh.

• Total Fueling the Future Industry Partners: 10 or more• Total Fueling the Future Scholarship Dollars: $22,000• Total Fueling the Future In-Kind Support: $6,500

Friends of the College• Over the past year, Southeast College has worked to build a sense of

community within our student body. The College intends to build on this in 2017/18 and will develop a new Friends of the College initiative aimed at keeping, not only former students, but all supporters of the College engaged in Southeast College.

Mentorship• In 2016/17 Southeast College piloted an initiative with the Hairstylist

Program called Mentors & Manicures. This initiative brought women leaders from the community into our classroom to spend valuable time with our students. The initiative was a success and there is a waiting list of mentors for next year. This initiative raised $5,400 in scholarships for the students in our Hairstylist program.

• As a result of the success of this program, Southeast College will be looking to replicate it in an additional program for the 2017/18 year.

NEW AND INNOVATIVE TRAININGFarm Equipment Operator Training• Following up on the success of our Sprayer Operator training in 2016,

Southeast College will be working hard to develop and deliver Lead Operator training on additional farming equipment such as seeder and/or harvester.

• In partnership with local producers and implement dealers, the College will be exploring the potential of a seeded land partnership,

which would allow learners to operate equipment in real world conditions.

Well – Site Simulator Project• Southeast College has built valuable and productive partnerships in

Saskatchewan’s oil and gas sector, and as a result, will be completing the construction of a simulated oilfield wellsite at our Estevan campus. This new simulator will include a pump jack, wellhead, and more.

• The College will be working with our energy sector partners to develop training and community building opportunities utilizing this new facility.

EXTERNAL PARTNERSHIPS• Southeast College has a reputation as a strong community and

business partner, and will continue to work to be of exceptional value to our stakeholders.

Energy Sector Advisory Panel• As the energy sector continues to find a new balance, new and

innovative training will be required. Southeast College is an industry leader in safety training and will be working closely with the industry to meet their future needs. As a result, the College will create an Energy Sector Advisory Panel to assist in the identification of training needs, opportunities, or upgrades.

South East Regional Industry & Education Council• Although the provincial economy continues to be challenging,

the College recognizes the importance of maintaining a strong connection between education and industry. Our College will continue to play a lead role in the SERIEC.

Summer Youth Camps• The college will begin work to identify and assess the opportunity

to develop a summer youth camp program to support community needs and to increase the college’s utilization of its assets.


2016-2017 Hairstylist Class

Marketing & Communications

A marketing and communications review is conducted annually with adjustments made to align resources with the annual business plan of the college. Each year our marketing and communications plan idetntifies key initiatives and research projects that to ensure that Southeast College’s communication methodology is in alignment or ahead of the current trends.

Key Initiatives to be pursued:• Develop and launch a comprehensive student recruitment and

student engagement strategy in conjunction with Programming and Student Services and Strategic Development divisions.

• Continue to enhance and broaden social media strategy to include Human Resources needs, additional social media tools (i.e. snap chat), etc.

• Continue to enhance website with new features and current and up to date content, photos, news and events.

• Research and implement a method of regular communication with our business and industry community (programming information and updates, scholarship summaries, etc.)

• Develop and implement online merchandise store via Southeast College website.

Exterior view of Weyburn Campus


The College continues to face numerous challenges around managing information security, providing a consistent, stable infrastructure, and tools to support instructors and students in learning.

Key Initiatives to be pursued:• SC will continue to focus on education technology and how it

pertains to instructors, course delivery options and increased use of technology in the classroom. The College will continue to focus on instructor/student needs for technology and work to provide solutions and training that will enhance the student experience.

• The College will begin due diligence planning for lab locations and increased program use of the computer labs.

• SC will assess Office 365 Education this year to realize efficiencies on application infrastructure such as Exchange Email Online, Skype 4 Business Online and SharePoint Online. This cloud solution is gaining much momentum due to changes to the free student/instructor service to include administrative staff.

• SC plans to be a leader in this project and to share experiences with other colleges. SC is planning some proof-of-concept projects using Office365 Education and for MS Classroom this fall with ABE to start.

• SC will also be sharing some professional development with the Cornerstone School Division as they are also going through their own rollout.

• SC will continue to expand Awareness Communications around cyber-threats and protection of student personally identifiable information.

• The College will be issuing a Request for Proposals for an IT Services partner.

• The College will continue to work on IT policy and practices. Standardizing IT operations and security management. The College bases its ITSMS on the ISO 27001 and using this ISO as a baseline to develop an IT Security Management System.

Information Technology

Weyburn Campus computer lab and classroom.


Facilities and Capital

FACILITIES OWNED, RENTED AND LEASED

Facility Location Leaser Name NotesLease/rental expiry date

Monthly cost* Annual cost*Square footage

(ft²)Annual cost*/ ft²

Assiniboia Campus201-3rd Ave. W. Assiniboia

Assiniboia Civic Improvement Association

Leased Aug. 31, 2018 $742 $8.908 800 ft² $11

Indian Head Campus708 Otterloo

St. Indian Head

n/a Owned n/a n/a n/aCampus- 3,864

Shop- 1,738 Total- 5,602

-

Moosomin Campus610 Park Ave.

Moosomin

Stand Up Construction

Inc.Leased June 30, 2020 $9,927 $119,118 5,775

$22 (Includes parking lot)

Moosomin Parking lot610 Park Ave.

Moosomin

Stand Up Construction

Inc.

Leased. 10 year lease

June 30, 2020 $525 $6,300 -Included in

campus cost

Estevan Campus532 Bourquin

Rd. Estevann/a Owned n/a n/a n/a

Main- 35,327 2nd - 14,015 Total - 49,342

-

Whitewood Campus708-5th Ave. Whitewood

Prairie Valley School Division

Leased month to month

June 30, 2011 $487 $5,850 4,012 $1

Weyburn Campus633 King St. Weyburn, SK

South East Cornerstone

School Division

Leased - Lease prepaid by College’s capital

investment

50-year lease commenced on

occupancy – June 2016.

$9,012 (18.73 % of actual

operating costs only)

$108,142 36,273 $3

Total $20,693 $248,314Owned: 54,944 Leased: 46,860Total: 101,804

Average Annual lease cost: $5.30/ft²

As of March 1, 2017 (* includes 33% of GST)


Facilities Owned, Rented and Leased

Campus location

Leased Owned

ProjectCollege Priority

Cost $College Fund $

Ministry Fund $ 2017-18



Assiniboia Leased No capital projects

Indian Head Owned

Update interior. Paint, trim, flooring.Interior finishes are old & due for upgrades.

Improvement of student experience.Project dates: 2015-2018

High 20,000 10,000 10,000

Monitor soil and ground water.There is evidence of hydrocarbon

contamination from surrounding properties.Approximately $25,000 remains of funds

previously advanced by the Ministry.Project dates: Ongoing

High4,500

annually4,500

annually

Estevan Owned

Install emergency generator.This will allow for continued heating during

power outages.Project dates: 2019-20

Low 40,000 40,000

Continued testing/monitoring of brass/copper HVAC systems.

Repairs as needed.$14,500 PMR funding received in 2014. App.

$2,600 remaining as of Feb. 2017Project dates: Ongoing

High750

annually

Storage for riding tractor, accessories, etc. outside of campus building. PMR funds

received for 2017/18Project dates: 2017-18

Hugh 17,500 17,500

PREVENTATIVE MAINTENANCE AND RENEWAL (PMR) AND EQUIPMENT RENEWAL PLAN


Campus location

Leased Owned

ProjectCollege Priority

Cost $College Fund $




Estevan Continued

Replace auditorium metal halide lights with LED fixtures for improved lighting and lower

energy costs.Project dates: 2018-19

Medium 20,000 20,000

Complete flood protection berm.PMR funds received for 2017/18.

Project dates: summer 2017High 18,500 18,500

Install roof fall protection. PMR funds received for planning phase,

2017/18.Project dates: Planning – summer 2017

Install – 2018-2020

High 10,000

Weyburn Leased No Capital Projects

Whitewood Leased No Capital Projects

Moosomin Leased No Capital Projects

General Facilities

Update interior and exterior signage at all locations. Install exterior lit signage in Estevan.

Project dates: 2018-19High 40,000 40,000

Purchase 2, 5 passenger SUVs to replace CVAs.This can potentially result in a cost saving in

excess of $3000/year/vehicle.Project dates: 2018-20

Low 60,000 60,000

½ ton 4x4 truck to replace existing facilities truck.

Current truck has over 200,000km & has become expensive to maintain.

Project dates: 2018-20

Low 45,000 45,000

PREVENTATIVE MAINTENANCE AND RENEWAL (PMR) AND EQUIPMENT RENEWAL PLAN

Facilities Owned, Rented and Leased


Capital Plan: Cost-by-Year Summary

Fiscal Year 2017/18 2018/19 2019/20 2020/21 2021/22

Costs $50,500 $24,500 $89,500 $44,500 $64,500

ProjectsIncluded

Indian HeadAnnual soil/water

testing(4.5K)

EstevanTractor storage; flood berm completion, fall protection planning

(46K)

General-

Weyburn-


testing.(4.5K)

EstevanLED auditorium lights

(20K)

General-


testing.(4.5K)

Estevan-

GeneralFacilities truck,

updated signage(85K)


testing.(4.5K)

EstevanEmergency generator;

(40K)

General-

Moosomin-


testing.(4.5K)

Estevan-

GeneralCollege-owned SUVs to

replace CVAs (60K)

Moosomin-

Weyburn Campus student lounge


Capital Plan: Project Details and Background

GENERAL• The primary focus of Southeast College is to provide an

environment that is appealing, safe, healthy and conducive to learning. The College is committed to an investment in the functionality and appearance of our facilities. We are confident this will translate into a higher profile, improved awareness and increased enrolments.

• New signage is needed at all locations to highlight the new, responsive branding of Southeast College.

• A switch from CVAs to College-owned vehicles can result in a cost saving of $2,000 - $4,000 per vehicle, per year, prompting the desire to purchase more small SUVs to add to the fleet. The facilities truck has over 200,000km and is due for replacement soon.

• The need for a facilities asset planning/maintenance program has been identified by the College as well as by the Ministry of Advanced Education.

ASSINIBOIA CAMPUS:• There are no capital items required at this location at this time.

INDIAN HEAD CAMPUS:• Due to pre-existing soil and water contamination issues with the

site at the campus, annual testing is required to monitor levels of hydrocarbon saturation.

• When initial testing was performed in 2011 no fuel tanks were found and it was not required that any soil be removed from the site as per the instructions of the consulting firm and the Ministry of the Environment.

• The cost of this monitoring is about $4,500 annually. Approximately $24,000 remains of funds previously advanced by the Ministry to

fund the annual testing.• Lighting, ceiling tiles and some painting have been done in the

past two years. Upgraded flooring and completing the painting are also needed to promote an enjoyable student experience.

• Installation of panic and door alarm will improve security of both the staff and of the building.

MOOSOMIN CAMPUS:• There are no capital items required at this location at this time.

ESTEVAN CAMPUS:• The College commissioned a detailed assessment of the units and

options for resolution from Energy Guard Water Technologies. They have effected testing & additive procedures that seem to be improving the situation. The College received $14,500 in PMR funds from the Ministry in 2014. This money has funded testing, system additives, and will allow for some repairs to damaged components.

• The building was constructed without a permanent roof fall-protection system. Installation is necessary to meet OH&S requirements. $10,000 in PMR funding was received to initiate the planning phase of the project. Summer 2017 is slated to start this work.

• Drainage has been an issue at the campus since construction. $18,500 in PMR funds were allocated to improve the drainage to prevent flooding. This work will be done in the spring of 2017.

• The current storage sheds are too small to house the riding tractor with the snow blower attached. This requires storing the tractor inside the campus, causing the shop to be filled with exhaust fumes when the tractor is started. A metal cold-storage addition will allow the unit to be stored outside the campus building. $17,500 in PMR funds were allocated for this for 2017/18.


Capital Plan: Project Details and Background

• Replacing the current metal-halide lights in the auditorium with LED fixtures will result in improved lighting and significant energy savings. This is an important step in realizing a comprehensive “green” plan for the College.

• The only exterior sign was a vinyl banner that was installed on the wall of the building during construction. It was degraded to the point that it was unreadable and was removed. A new, lit sign will help to portray a professional image for the College. Updated interior signage will be required as the College re-branding goes forth. The permanent signage was eliminated during construction as a cost-saving measure. The Campus currently has no exterior signage at all.

• The emergency generator will connect to the electrical system to allow for continuous operation of the heating system during power outages.

WEYBURN CAMPUS: • There are no capital items required at this location at this time.

WHITEWOOD CAMPUS:• There are no capital items required at this location at this time.

PMR PROJECTS TO DATE:• Projects that have been funded and are ongoing include:

Repairs to the air handling unit (AHU) coils in Estevan. Electronic door locks for improved security at the Estevan location.

Facility maintenance planning software for Estevan and Indian Head.

• Since 2014 PMR funded projects have included: New eaves troughs and downspouts in Indian Head. Preparation and modification of the Estevan Campus parking lot for paving.

Improved downspouts and drainage at the Estevan Campus. Improved interior locks at all College locations. Upgraded lighting and interior finishing at Indian Head location. Phase control to protect the Estevan Campus electrical system.


Financial Overview

• The College is projecting an operating deficit of $81,276 to be offset by:

• $4,500 revenue from the Indian Head restricted net asset account; and

• $76,776 from unrestricted reserves• When amortization expense and capital revenues are included,

the College projects a deficit of $1,069,028. • When consolidated with the Foundation’s projected deficit of

$50,825, which will be covered by their reserves, the College projects a deficit of $1,119,853.

• The College continues to focus on providing quality and affordable programming for students while maintaining infrastructure and long-term financial sustainability. However, the ongoing adversities affecting the oil and gas sector continue to place the College at a potential risk as it relies on this revenue to offset operating costs. As a result, the College continues to take action to increase efficiencies and reduce costs while trying to mitigate impact on students.

PART A PROJECTED BUSINESS PLAN FINANCIAL STATEMENTS AND KEY ASSUMPTIONS

1. Projected Business Plan statements• See Appendix A through I

2. Key Assumptions• Current Collective Agreement expired August 31, 2016.

In anticipation of a new Collective Agreement, no economic increase has been included for instructional and non-instructional staff salaries. Out of scope salaries include a freeze forgoing economic adjustments and performance pay increases.

• Benefit rate is estimated at 17% of earnings• Contract programming has only been included where there is

certainty of it occurring• Implemented Adult Basic Education policy changes which includes

a $91K shift to operating expenditures• The College has reviewed its organizational structure and

used vacancy management for 2.8 FTE to mitigate the impact on students while striving to provide quality and affordable programming for students within our region.

PART B FINANCIAL IMPACTS OF IDENTIFIABLE RISKS

1. Upside Risk• The 2016/17 projected business plan financial statements indicate

a deficit. • The College may see an increase in enrolments surpassing the

projected levels should programming activity continue to improve in the industry sector. SC will continue to work with business and industry to develop training programs to meet their needs.

• As well, the College will identify and highlight strategies such as the SARM/SUMA training to lessen the dependence on energy sector specific revenue.


2. Downside Risk• The College continues to budget very prudently as the fluctuations

in the area’s economy continues to have a negative effect on the industry training that provides the majority its non-government revenues. This revenue supports the College’s ability to respond to growth opportunities and allows the College to implement programming that responds to business and industry labour market needs. SC will continue to monitor and manage the risk on a regular basis. The operating deficit is projected to be offset by unrestricted reserves to mitigate the impact on students.

PART C SURPLUS UTILIZATION/DEFICIT MANAGEMENT

Surplus UtilizationThe College’s Restricted Operating Surplus is projected to be at the following amounts at June 30, 2018:

1. Indian Head Facility Fund - $16,266Restricted by the Ministry of Advanced Education for annual soil contamination testing on site.

2. Asset Renewal and Revitalization Fund - $518,947This fund supports the College in providing sound stewardship of the capital assets entrusted to it by the public. Specifically this fund is designed around the stewardship and coordination of three components of College capital assets including but not limited to facilities, vehicles, information technology, and equipment/furniture:

a. Capital projects addressing critical infrastructure issues;b. Renewal and revitalization of key assets; andc. Ongoing cyclical renewal of capital assets.

3. Building Code Training for Canadians (BCTC) Fund - $34,424To redevelop the BCTC curriculum.

4. Research and Development Fund - $26,333To finance research and development projects. Tentative R&D includes: Student satisfaction survey, Public awareness survey, Performance analysis, and Curriculum & Program development.

5. Programming Fund – $381,950To provide financing for the following programming: skills training, adult basic education, literacy, early childhood education.

6. Housing Fund – $39,184Fund is to provide financing for legal and consulting costs for the Housing project.

7. Scholarship Fund – $64,367This fund is to provide scholarships to students. As per the Ministry of Advanced Education, unrestricted operating surplus may total up to 3% of the total operating budget in order to provide the College flexibility to respond to unforeseen issues, which the College will maintain. The College may have to remove restrictions on some of the internally restricted funds above to maintain a 3% unrestricted operating surplus balance should the adversities extend for a longer period than anticipated.

Deficit ManagementThe College will offset the projected deficit using available internally restricted reserves. The programming revenues and enrolments will be monitored monthly along with the administrative and facility budgets. A complete review will continue to be performed at each quarter (September, December and March).


Operations• The College would require an additional $22K in 2018-19

in Operating Grant funding to maintain status quo with a balanced budget assuming a 2% inflation rate and status quo wages (freeze on merit and economic increases for all staff).

• Without an increase to the Operating grant, the College would have to access available unrestricted reserves to offset the deficit or reduce operating costs.

Programming• A 2% increase in programming funding is required to offset

the increase in operating costs due to inflation.• Without an increase to the Programing grant, the College

would likely have to reduce programming to offset the fixed costs.

At this time, the College is focused on financial sustainability and has not planned any major projects in the next three years. Should the College receive the operating funding, the operating surplus would be maintained at the same level.

2015-16 2016-17 2016-17 Year1 Year2 Year3Actual Budget Estimate 2017-18 2018-19 2019-20

Budget Forecast ForecastRevenues-OperatingGrantFunding 3,513,900 3,533,000 3,497,700 3,356,400 3,378,566 3,356,400-Tuition 2,190,216 2,533,497 1,968,726 2,008,121 2,048,283 2,089,249-OtherSources 3,959,943 3,536,220 3,629,844 3,652,015 3,721,087 3,795,509TotalRevenues 9,664,059 9,602,717 9,096,270 9,016,536 9,147,936 9,241,158Expenditures-Out-of-ScopeSalaries 818,145 756,929 772,231 758,851 758,851 758,851-In-Scope 4,283,008 4,345,051 4,067,136 4,221,341 4,221,341 4,221,341-OtherSalaries 17,591 17,785 13,935 16,510 16,510 16,510-Benefits 745,815 778,049 669,532 761,381 761,381 761,381Sub-totalSalariesandBenefits 5,864,559 5,897,814 5,522,834 5,758,083 5,758,083 5,758,083OtherOperatingExpenses 4,050,205 3,871,329 3,973,436 3,390,554 3,389,853 3,457,650TotalExpenditures 9,914,764 9,769,143 9,496,270 9,148,637 9,147,936 9,215,733

AnnualOperating(Deficit)Surplus (250,705) (166,426) (400,000) (132,101) - 25,425

Table1ExpenditureLevelTemplate


Budget Forecast ForecastInternallyRestr’d/Unrestr’dOp.Surplus(Start)

2,003,400 (627,067) 2,542,575 1,636,116 1,321,858 1,321,858

InternallyRestr’d/Unrestr’dOp.Surplus(End)

2,542,575 1,488,007 1,636,116 1,321,858 1,321,858 1,347,283

Table2OperatingSurplusTemplate

Status Quo2017-18 Operations Forecast

See Table 2


0% Funding Growth Impact

Operations• The operating deficit would require the College to

implement additional efficiency measure that could include a reduction in human resources.

• Without an increase to the Operating grant, the College would have to access available unrestricted reserves to offset the deficit.

Programming• Without an increase to the Programing grant, the College

would likely have to reduce programming to offset the fixed costs.

At this time, the College is focused on financial sustainability and has not planned any major projects in the next three years. Should the College receive the operating funding, the operating surplus would drop proportionately.


Budget Forecast ForecastInternallyRestr’d/Unrestr’dOp.Surplus(Start)

2,003,400 (627,067) 2,542,575 1,636,116 1,321,858 1,299,692

InternallyRestr’d/Unrestr’dOp.Surplus(End)

2,542,575 1,488,007 1,636,116 1,321,858 1,299,692 1,325,117

Table4OperatingSurplusTemplate


Budget Forecast ForecastRevenues-OperatingGrantFunding 3,513,900 3,533,000 3,497,700 3,356,400 3,356,400 3,356,400-Tuition 2,190,216 2,533,497 1,968,726 2,008,121 2,048,283 2,089,249-OtherSources 3,959,943 3,536,220 3,629,844 3,652,015 3,721,087 3,795,509TotalRevenues 9,664,059 9,602,717 9,096,270 9,016,536 9,125,770 9,241,158Expenditures-Out-of-ScopeSalaries 818,145 756,929 772,231 758,851 758,851 758,851-In-Scope 4,283,008 4,345,051 4,067,136 4,221,341 4,221,341 4,221,341-OtherSalaries 17,591 17,785 13,935 16,510 16,510 16,510-Benefits 745,815 778,049 669,532 761,381 761,381 761,381Sub-totalSalariesandBenefits 5,864,559 5,897,814 5,522,834 5,758,083 5,758,083 5,758,083OtherOperatingExpenses 4,050,205 3,871,329 3,973,436 3,390,554 3,389,853 3,457,650TotalExpenditures 9,914,764 9,769,143 9,496,270 9,148,637 9,147,936 9,215,733

AnnualOperating(Deficit)Surplus (250,705) (166,426) (400,000) (132,101) (22,166) 25,425

Table3ExpenditureLevelTemplate

See Table 4


2017-18 Business Plan AppendicesAppendix A - Financial Statement Package

Statement 1

Forecast Budget Budget Estimated ActualJune 30 June 30 June 30 June 30 June 30

2019 2018 2017 2017 2016

Financial AssetsCash and cash equivalents 1,539,143$ 1,554,510$ 1,397,468$ 1,886,230$ 4,039,345$ Accounts receivable 250,000 250,000 250,000 260,818 452,540 Inventories for resale 52,500 52,500 50,000 51,420 48,767 Portfolio investments 21,248 21,248 21,248 21,248 22,004

Total Financial Assets 1,862,891 1,878,258 1,718,716 2,219,716 4,562,656

LiabilitiesBank indebtedness - - - - Accrued salaries and benefits 235,000 235,000 225,000 250,000 269,067 Accounts payable and accrued liabilities 210,000 210,000 200,000 200,000 1,607,527 Deferred revenue 100,000 100,000 95,000 120,000 135,287 Liability for employee future benefits 143,200 136,400 133,300 129,600 123,700 Long-term debt - - - - -

Total Financial Assets 688,200 681,400 653,300 699,600 2,135,581

Net Financial Assets (Net Debt) 1,174,691 1,196,858 1,065,416 1,520,116 2,427,075

Non-Financial AssetsTangible capital assets 24,636,288 25,601,198 26,681,210 26,406,793 26,906,233 Inventory of supplies for consumption - - - - - Prepaid expenses 125,000 125,000 120,000 116,000 115,500

Total Non-Financial Assets 24,761,288 25,726,198 26,801,210 26,522,793 27,021,733

Accumulated Surplus 25,935,979$ 26,923,056$ 27,866,625$ 28,042,909$ 29,448,808$

Accumulated Surplus is comprised of:Accumulated surplus from operations 25,935,979$ 26,923,056$ 27,866,625$ 28,042,909$ 29,448,808$

Total Accumulated Surplus 25,935,979$ 26,923,056$ 27,866,625$ 28,042,909$ 29,448,808$

Southeast CollegeProjected Statement of Financial Position

as at June 30, 2018



Statement 2

2019 2018 2017 2017 2016Forecast Budget Budget Estimated Actual

Revenues (Schedule 2)Provincial government

Grants 5,961,632$ 5,933,500$ 8,381,100$ 6,069,414$ 8,432,073$ Other 181,920 179,400 151,500 165,032 134,660

Federal governmentGrants 280,194 274,700 195,000 217,817 402,795 Other - - - - -

Other revenueAdministrative recoveries - - - - - Contracts 134,475 131,839 60,375 177,123 226,510 Interest 12,036 11,800 8,500 12,208 13,838 Rents 18,013 17,660 20,000 16,953 26,577 Resale items 368,135 360,917 408,165 313,276 353,545 Tuitions 2,048,283 2,008,121 2,533,497 1,968,726 2,190,216 Donations 96,525 96,525 93,000 69,275 62,820 Other 24,557 24,075 33,080 86,446 160,025

Total revenues 9,125,770 9,038,536 11,884,217 9,096,270 12,003,059

Expenses (Schedule 3)General 4,799,668 4,824,576 5,306,917 5,118,175 5,601,064 Skills training 3,281,485 3,265,855 3,689,398 3,293,516 3,558,740 Basic education 1,546,456 1,540,259 1,552,665 1,543,239 1,518,906 Services 240,723 240,114 374,113 254,297 315,852 University - - - - - Scholarships 244,515 287,584 291,329 292,943 301,793 Total expenses 10,112,847 10,158,389 11,214,423 10,502,169 11,296,355

Surplus (Deficit) for the Year from Operations (987,077) (1,119,853) 669,794 (1,405,899) 706,704

Accumulated Surplus (Deficit), Beginning of Year 26,923,056 28,042,909 27,196,832 29,448,808 28,742,104

Accumulated Surplus (Deficit), End of Year 25,935,979$ 26,923,056$ 27,866,625$ 28,042,909$ 29,448,808$

Southeast CollegeProjected Statement of Operations and Accumulated Surplus (Deficit)

for the year ended June 30, 2018


2017-18 Business Plan Appendices

Appendix A - Financial Statement Package

Statement 3

2018 2017 2017 2016Budget Budget Estimated Actual

Net Financial Assets (Net Debt), Beginning of Year 1,520,116$ (957,194)$ 2,427,075$ 1,833,297$

Surplus (Deficit) for the Year from Operations (1,119,853) 669,794 (1,405,899) 706,704 Acquisition of tangible capital assets (204,157) (89,000) (506,459) (1,549,121) Proceeds on disposal of tangible capital assets - - - - Net loss (gain) on disposal of tangible capital assets - - - - Write-down of tangible capital assets - - - - Amortization of tangible capital assets 1,009,752 1,445,280 1,005,899 1,381,591 Acquisition of inventory of supplies for consumption - - - - Acquisition of prepaid expenses - - - - Consumption of supplies inventory - - - - Use of prepaid expenses (9,000) (3,464) (500) 54,604

1,196,858 2,022,610 (906,959) 593,778

Change in Net Financial Assets (Net Debt) (323,258) 2,022,610 (906,959) 593,778

Net Financial Assets (Net Debt), End of Year 1,196,858$ 1,065,416$ 1,520,116$ 2,427,075$

Southeast CollegeProjected Statement of Changes in Net Financial Assets (Net Debt)

as at June 30, 2018



Statement 4

Budget Budget Estimated Actual2018 2017 2017 2016

Operating ActivitiesSurplus (deficit) for the year from operations (1,119,853)$ 669,794$ (1,405,899)$ 706,704$ Non-cash items included in surplus (deficit)

Amortization of tangible capital assets 1,009,752 1,445,280 1,005,899 1,381,591 Net (gain) loss on disposal of tangible capital assets - - - - Write-down of tangible capital assets - - - -

Changes in non-cash working capitalDecrease (increase) in accounts receivable 10,818 10,818 191,722 (178,294) Decrease (increase) in inventories for resale (1,080) 1,420 (2,653) 1,253 Increase (decrease) in accrued salaries and benefits (15,000) 35,680 (19,067) 38,846 Increase (decrease) in accounts payable and accrued liabilities 10,000 (1,766,189) (1,407,527) 1,386,484 Increase (decrease) in deferred revenue (20,000) 14,578 (15,287) 12,714 Increase (Decrease) in Liability for Employee Future Benefits 6,800 7,000 5,900 4,500 Decrease (increase) in inventory of supplies for consumption - - - - Decrease (increase) in prepaid expenses (9,000) (3,464) (500) 54,604

Cash Provided (Used) by Operating Activities (127,563) 414,917 (1,647,412) 3,408,402

Capital ActivitiesCash used to acquire tangible capital assets (204,157) (89,000) (506,459) (1,549,121) Proceeds on disposal of tangible capital assets - - - - Cash Provided (Used) by Capital Activities (204,157) (89,000) (506,459) (1,549,121)

Investing ActivitiesCash used to acquire portfolio investments - - 756 (756) Proceeds from disposal of portfolio investments - - - - Cash Provided (Used) by Investing Activities - - 756 (756)

Increase (Decrease) in Cash and Cash equivalents (331,720) 325,917 (2,153,115) 1,858,525

Cash and Cash Equivalents, Beginning of Year 1,886,230 1,071,551 4,039,345 2,180,820

Cash and Cash Equivalents, End of Year 1,554,510$ 1,397,468$ 1,886,230$ 4,039,345$

Represented on the Financial Statements as:Cash and cash equivalents 1,554,510$ 1,397,468$ 1,886,230$ 4,039,345$ Bank indebtedness - - - -

Cash and Cash Equivalents, End of Year 1,554,510$ 1,397,468$ 1,886,230$ 4,039,345$

Southeast CollegeProjected Statement of Cash Flows





Schedule 1

2018 2017 2017 2016General University Scholarships

LearnerCredit Non-credit Credit Non-credit Support Counsel Credit Budget Budget Estimated Actual

Revenues (Schedule 2)Provincial government 3,430,400$ 1,245,000$ -$ 1,240,038$ 141,562$ 6,000$ -$ -$ 49,900$ 6,112,900$ 8,532,600$ 6,234,447$ 8,566,733$ Federal government - - - - 274,700 - - - - 274,700 195,000 217,817 402,795 Other 54,335 2,320,924 175,877 - 3,275 - - - 96,525 2,650,937 3,156,617 2,644,006 3,033,531

Total Revenues 3,484,735 3,565,924 175,877 1,240,038 419,537 6,000 - - 146,425 9,038,536 11,884,217 9,096,270 12,003,059

Expenses (Schedule 3)Agency contracts (77,218) 884,348 71,915 15,000 - 6,000 - - - 900,044 1,068,317 983,443 1,057,388 Amortization 1,009,752 - - - - - - - - 1,009,752 1,445,280 1,005,899 1,381,591 Equipment 11,542 110,479 6,320 9,821 - 250 - - 1,723 140,135 230,003 201,569 226,506 Facilities 410,890 75,425 750 37,230 26,950 - - - - 551,245 516,231 526,881 746,706 Information technology 69,321 - - 54,444 3,943 - - - - 127,708 145,932 164,539 160,591 Operating 582,171 578,546 32,894 108,853 53,588 750 23,426 - 204,546 1,584,774 1,761,839 1,988,120 1,698,225 Personal services 2,818,118 1,504,936 242 895,869 334,561 - 209,688 - 81,316 5,844,730 6,046,823 5,631,718 6,025,348

Total Expenses 4,824,576 3,153,734 112,121 1,121,217 419,042 7,000 233,114 - 287,584 10,158,389 11,214,423 10,502,169 11,296,355

Surplus (Deficit) for the year (1,339,841)$ 412,190$ 63,756$ 118,821$ 495$ (1,000)$ (233,114)$ -$ (141,159)$ (1,119,853)$ 669,794$ (1,405,899)$ 706,704$

Southeast CollegeProjected Schedule of Revenues and Expenses by Function


2018 ProjectedSkills Training Basic Education Services



Schedule 2

2018 2017 2017 2016General University Scholarships Total Total Total Total

Learner Revenues Revenues Revenues RevenuesCredit Non-credit Credit Non-credit Support Counsel Credit Budget Budget Estimated Actual

Provincial GovernmentAdvanced Education/Economy

Operating grants 3,356,400$ -$ -$ -$ -$ -$ -$ -$ -$ 3,356,400$ 3,533,000$ 3,497,700$ 3,513,900$ Program grants - 1,245,000 - 1,120,038 141,562 - - - - 2,506,600 2,566,600 2,571,714 2,579,173 Capital grants 70,500 - - - - - - - - 70,500 2,281,500 - 2,339,000

3,426,900 1,245,000 - 1,120,038 141,562 - - - - 5,933,500 8,381,100 6,069,414 8,432,073 Contracts - - - - - 6,000 - - - 6,000 6,000 7,500 7,500 Other - - - - - - - - - - - - -

3,426,900 1,245,000 - 1,120,038 141,562 6,000 - - - 5,939,500 8,387,100 6,076,914 8,439,573 Other provincial 3,500 - - 120,000 - - - - 49,900 173,400 145,500 157,532 127,160

Total Provincial 3,430,400 1,245,000 - 1,240,038 141,562 6,000 - - 49,900 6,112,900 8,532,600 6,234,447 8,566,733

Federal GovernmentOperating grants - - - - - - - - - - - - - Program grants - - - - 274,700 - - - - 274,700 195,000 217,817 402,795 Capital grants - - - - - - - - - - - - -

- - - - 274,700 - - - - 274,700 195,000 217,817 402,795 Other Federal - - - - - - - - - - - - -

Total Federal - - - - 274,700 - - - - 274,700 195,000 217,817 402,795

Other RevenueAdmin recovery - - - - - - - - - - - - - Contracts - 121,989 9,850 - - - - - - 131,839 60,375 177,123 226,510 Interest 11,800 - - - - - - - - 11,800 8,500 12,208 13,838 Rents 17,660 - - - - - - - - 17,660 20,000 16,953 26,577 Resale items 800 338,766 21,076 - 275 - - - - 360,917 408,165 313,276 353,545 Tuitions - 1,860,170 144,951 - 3,000 - - - - 2,008,121 2,533,497 1,968,726 2,190,216 Donations - - - - - - - - 96,525 96,525 93,000 69,275 62,820 Other 24,075 - - - - - - - - 24,075 33,080 86,446 160,025

Total Other 54,335 2,320,924 175,877 - 3,275 - - - 96,525 2,650,937 3,156,617 2,644,006 3,033,531

Total Revenues 3,484,735$ 3,565,924$ 175,877$ 1,240,038$ 419,537$ 6,000$ -$ -$ 146,425$ 9,038,536$ 11,884,217$ 9,096,270$ 12,003,059$

Southeast CollegeProjected Schedule of Revenues by Function


2018 Projected Revenues Skills Training Basic Education Services



Schedule 3

2018 2017 2017 2016General University Scholarships Total Total Total Total

(Schedule 4) Learner Expenses Expenses Expenses ExpensesCredit Non-credit Credit Non-credit Support Counsel Credit Budget Budget Estimated Actual

Agency ContractsContracts (77,218)$ 619,896$ 13,310$ 15,000$ -$ 6,000$ -$ -$ -$ 576,988$ 649,467$ 674,724$ 709,469$ Instructors - 264,452 58,604 - - - - - - 323,056 418,850 308,719 347,919

(77,218) 884,348 71,915 15,000 - 6,000 - - - 900,044 1,068,317 983,443 1,057,388

Amortization 1,009,752 - - - - - - - - 1,009,752 1,445,280 1,005,899 1,381,591

EquipmentEquipment (non-capital) 200 10,100 - - - - - - - 10,300 550 8,959 21,182 Rental 7,552 100,379 6,320 9,821 - 250 - - 1,723 126,045 218,333 182,810 198,650 Repairs and maintenance 3,790 - - - - - - - - 3,790 11,120 9,799 6,674

11,542 110,479 6,320 9,821 - 250 - - 1,723 140,135 230,003 201,569 226,506 Facilities

Building supplies - - - - - - - - - - - - - Grounds - - - - - - - - - - - - - Janitorial 9,450 - - - - - - - - 9,450 - - - Rental 136,284 75,425 750 37,230 26,950 - - - - 276,639 301,105 264,633 452,608 Repairs & maintenance buildings 158,040 - - - - - - - - 158,040 111,450 166,096 181,948 Utilities 107,116 - - - - - - - - 107,116 103,676 96,152 112,150

410,890 75,425 750 37,230 26,950 - - - - 551,245 516,231 526,881 746,706 Information Technology

Computer services 13,830 - - 54,444 3,943 - - - - 72,217 105,282 115,654 131,533 Data communications - - - - - - - - - - - 596 670 Equipment (non-capital) 5,850 - - - - - - - - 5,850 9,800 10,853 5,036 Materials & supplies 302 - - - - - - - - 302 89 148 401 Rental - - - - - - - - - - - - - Repairs & maintenance buildings 1,380 - - - - - - - - 1,380 1,500 2,233 1,360 Software (non-capital) 47,959 - - - - - - - - 47,959 29,261 35,055 21,591

69,321 - - 54,444 3,943 - - - - 127,708 145,932 164,539 160,591 Operating

Advertising 168,685 51,574 - 5,000 2,000 - - - 3,300 230,559 265,227 234,408 231,321 Association fees & dues 15,062 270 - - 845 - - - 300 16,477 24,047 23,616 25,180 Bad debts - 8,442 1,203 - 33 - - - - 9,678 9,959 16,617 (12,077) Financial services 21,560 - - - - - - - - 21,560 18,132 20,931 29,107 In-service (includes PD) 36,283 - - 9,000 9,532 - - - - 54,815 89,386 42,986 77,304 Insurance 80,063 - - - - - - - - 80,063 72,322 74,624 76,781 Materials & supplies 22,726 107,618 5,706 55,240 20,100 - 1,500 - - 212,889 202,236 226,692 173,812 Postage, freight & courier 32,617 13,041 272 1,620 - - 150 - - 47,700 62,261 48,999 76,710 Printing & copying 37,081 4,090 - 9,000 3,100 - 240 - 1,900 55,411 79,113 64,196 78,731 Professional services 46,965 - - - - - - - - 46,965 71,905 74,953 105,887 Resale items 800 318,901 20,746 - 275 - - - - 340,723 385,551 298,993 318,343 Subscriptions 3,085 - - - - - - - - 3,085 1,148 2,742 1,149 Telephone & fax 43,283 7,254 - 10,695 1,575 - 3,660 - 1,020 67,487 72,814 67,403 73,085 Travel 53,113 67,356 4,968 18,298 16,127 750 17,876 - 776 179,263 184,575 167,743 211,031 Other 20,850 - - - - - - 197,250 218,100 223,163 623,217 231,861

582,171 578,546 32,894 108,853 53,588 750 23,426 - 204,546 1,584,774 1,761,839 1,988,120 1,698,225 Personal Services

Employee benefits 405,135 174,936 32 94,232 42,948 - 30,467 - 13,631 761,381 778,049 669,532 745,815 Honoraria 16,510 - - - - - - - - 16,510 17,785 13,935 17,591 Salaries 2,387,044 1,269,880 210 801,637 274,515 - 179,221 - 67,685 4,980,192 5,101,980 4,839,367 5,101,153 Other 9,429 60,120 - - 17,098 - - - - 86,647 149,009 108,884 160,789

2,818,118 1,504,936 242 895,869 334,561 - 209,688 - 81,316 5,844,730 6,046,823 5,631,718 6,025,348

Total Expenses 4,824,576$ 3,153,734$ 112,121$ 1,121,217$ 419,042$ 7,000$ 233,114$ -$ 287,584$ 10,158,389$ 11,214,423$ 10,502,169$ 11,296,355$

Southeast CollegeProjected Schedule of Expenses by Function


2018 Projected Expenses Skills Training Basic Education Services



Schedule 4

2018 2017 2017 2016Governance Operating Facilities Information Total Total Total Total

and and Technology General General General GeneralAdministration Equipment Budget Budget Estimated Actual

Agency ContractsContracts -$ (77,218)$ -$ -$ (77,218)$ (140,589)$ (113,930)$ (156,038)$ Instructors - - - - - - - -

- (77,218) - - (77,218) (140,589) (113,930) (156,038)

Amortization - 1,009,752 - - 1,009,752 1,445,280 1,005,899 1,381,591

EquipmentEquipment (non-capital) - - 200 - 200 550 206 610 Rental - 4,715 - 2,837 7,552 2,838 8,441 (19,123) Repairs and maintenance - 14,710 (10,920) - 3,790 11,120 9,799 6,674

- 19,425 (10,720) 2,837 11,542 14,508 18,446 (11,839) Facilities

Building supplies - - - - - - - - Grounds - - - - - - - - Janitorial - - 9,450 - 9,450 - - - Rental - 250 136,034 - 136,284 92,330 65,741 270,670 Repairs & maintenance buildings - - 158,040 - 158,040 111,450 166,096 181,948 Utilities - - 107,116 - 107,116 103,676 96,152 112,150

- 250 410,640 - 410,890 307,456 327,989 564,768 Information Technology

Computer services - - - 13,830 13,830 43,616 53,988 67,225 Data communications - - - - - - - - Equipment (non-capital) - - - 5,850 5,850 9,800 10,853 5,036 Materials & supplies - 302 - - 302 89 148 401 Rental - - - - - - - - Repairs & maintenance buildings - - - 1,380 1,380 1,500 2,233 1,360 Software (non-capital) - - - 47,959 47,959 29,261 35,055 21,232

- 302 - 69,019 69,321 84,266 102,277 95,254 Operating

Advertising - 168,685 - - 168,685 207,932 178,680 180,698 Association fees & dues - 15,062 - - 15,062 22,657 22,487 23,344 Bad debts - - - - - - - 603 Financial services - 21,560 - - 21,560 18,120 20,919 28,906 In-service (includes PD) 700 35,583 - - 36,283 62,041 20,695 67,352 Insurance - 75,398 4,665 - 80,063 72,322 74,624 76,781 Materials & supplies - 22,726 - - 22,726 23,215 19,813 16,761 Postage, freight & courier - 32,257 180 180 32,617 37,430 28,204 50,898 Printing & copying - 37,081 - - 37,081 53,690 49,639 61,894 Professional services - 45,455 1,510 - 46,965 71,905 74,953 103,787 Resale items - 800 - - 800 800 2,000 4,371 Subscriptions - 3,085 - - 3,085 1,148 2,742 1,149 Telephone & fax 800 35,811 2,748 3,924 43,283 46,984 43,760 45,032 Travel 13,554 34,145 4,622 792 53,113 58,307 56,540 73,699 Other 10,350 10,500 - - 20,850 21,650 419,454 16,854

25,404 538,146 13,725 4,896 582,171 698,201 1,014,513 752,129 Personal Services

Employee benefits 340 335,029 46,893 22,873 405,135 416,458 380,473 424,542 Honoraria 16,510 - - - 16,510 17,785 13,935 17,591 Salaries - 1,976,658 275,838 134,548 2,387,044 2,454,132 2,370,286 2,527,692 Other - 9,429 - - 9,429 9,420 (1,712) 5,374

16,850 2,321,115 322,731 157,422 2,818,118 2,897,796 2,762,982 2,975,199

Total General Expenses 42,254$ 3,811,773$ 736,376$ 234,174$ 4,824,576$ 5,306,917$ 5,118,175$ 5,601,064$

Southeast CollegeProjected Schedule of General Expenses by Functional Area


2018 Projected General



Schedule 4




- (77,218) - - (77,218) (140,589) (113,930) (156,038)

Amortization - 1,009,752 - - 1,009,752 1,445,280 1,005,899 1,381,591


- 19,425 (10,720) 2,837 11,542 14,508 18,446 (11,839) Facilities




- 302 - 69,019 69,321 84,266 102,277 95,254 Operating




16,850 2,321,115 322,731 157,422 2,818,118 2,897,796 2,762,982 2,975,199






Schedule 4




- (77,218) - - (77,218) (140,589) (113,930) (156,038)

Amortization - 1,009,752 - - 1,009,752 1,445,280 1,005,899 1,381,591


- 19,425 (10,720) 2,837 11,542 14,508 18,446 (11,839) Facilities




- 302 - 69,019 69,321 84,266 102,277 95,254 Operating




16,850 2,321,115 322,731 157,422 2,818,118 2,897,796 2,762,982 2,975,199







Schedule 5

June 30 June 30 June 30 Additions Reductions June 30 June 302016 2017 2017 During During 2018 2019

Actual Estimated Budget the Year the Year Budget ForecastInvested in Tangible Capital Assets

Net Book Value of Tangible Capital Assets 26,906,233$ 26,406,793$ 26,681,210$ 204,157$ 1,009,752$ 25,601,198$ 24,636,288$ Less: Debt owing on Tangible Capital Assets - - - - - - -

26,906,233$ 26,406,793$ 26,681,210$ 204,157$ 1,009,752$ 25,601,198$ 24,636,288$

External Contributions to be Held in Perpetuity -$ -$ -$ -$ -$ -$ -$

Internally Restricted Operating SurplusCapital Projects:

Indian Head Capital Fund 24,766$ 20,766$ 18,681$ -$ 4,500$ 16,266$ 11,766$ Weyburn Campus Capital Fund 722,183 115,246 - - 115,246 - - Preventive Maintenance and Renewal Fund 130,703 - 2,587 70,500 70,500 - -

877,652$ 136,012$ 21,268$ 70,500$ 190,246$ 16,266$ 11,766$

Other:Building Code Training for Canadians Fund 34,424$ 34,424$ 10,420$ -$ -$ 34,424$ 34,424$ Research and Development Fund 77,345 26,333 30,000 - - 26,333 26,333 Programming Fund 381,950 381,950 385,391 - - 381,950 381,950 Asset Renewal and Revitalization Fund 694,361 585,858 399,313 - 66,911 518,947 518,947 Housing Fund 39,184 39,184 27,663 - - 39,184 39,184 Scholarship Fund 120,496 115,192 94,387 - 50,825 64,367 64,367

1,347,760$ 1,182,941$ 947,174$ -$ 117,736$ 1,065,205$ 1,065,205$

Unrestricted Operating Surplus 317,163$ 317,163$ 216,974$ -$ 76,776$ 240,387$ 222,720$

Total Accumulated Surplus from Operations 29,448,808$ 28,042,909$ 27,866,625$ 274,657$ 1,394,510$ 26,923,056$ 25,935,979$

Southeast CollegeProjected Schedule of Accumulated Surplus




CollegesEnglishasaSecondLanguageEnrolmentPlan2017-18

College:2016-17ESLFundingCarryOver:

Total

Hours/Week Seats/Class

Weeks/Year

TotalNo.Hours Blended

QualifiedTeacher

6 8 38 1824 no no6 8 38 1824 no no6 8 38 1824 no yes6 8 38 1824 no yes6 8 38 1824 no yes6 8 38 1824 yes yes6 8 38 1824 no yes6 8 38 1824 no yes

8 08 0 0

CanadianLanguageBenchmarksPlacementTestAssessments

Weyburn CLB5-8 1276.80

Ogema CLB1-8 1276.8Weyburn CLB1-4 1276.8

Estevan CLB7-8 1276.8Moosomin CLB1-8 1276.8

Estevan CLB1-4 1276.8Estevan CLB5-6 1276.8

Carnduff CLB1-8 1276.8

StudentshavetheEnglishlanguageskillsneededtoindependentlyperformdaytodayinteractionswithintheircommunity

25%ofactivestudentswillachievegrowthinaCanadianLanguageBenchmarklevel;40%ofactivestudentswillachievegrowthinatleastoneCLBskilllevel.

Studentsarereferredtoservicesorresourcesandlinkedtocommunityactivitiesandnetworks,basedonidentifiedneedsandgoals 80%ofstudentswillparticipateinareal-lifelearningopportunityStudentsidentifysettlement,integrationandlanguagelearningneeds,barriersandstrengthsandsetclearandrealisticgoals 80%ofstudentsidentifylanguagelearninggoalsStudentsobtaininformation,resources,toolsandservicesthatarecoordinatedandresponsivetotheirneeds 60%ofstudentswillfulfilllanguagelearninggoals

Community NameofClass70%TargetParticipation

Rate

TotalOtherFunding:

396,300.00$

Classroom-BasedInstructionOutcomes AcceptabilityLevel

TotalFundingfromIRCC: 274,700.00$

SoutheastCollege Funding

TotalFundingfromECON: 121,600.00$



CollegesEnglishasaSecondLanguageEnrolmentPlan2017-18

Hours/Week No.ofSeats

Weeks/Year

4 15 382 15 384 15 384 15 382 15 38

RocanvilleGrenfellMoosomin

Community

RedversKipling

ParticipantshavetheEnglishlanguageskillsneededtoindependentlyperformdaytodayinteractionswithintheircommunity

80%ofparticipantswillreportincreasedconfidenceincommunicatingindaytodayinteractionswithintheircommunity

Participantsarereferredtoservicesorresourcesandlinkedtocommunityactivitiesandnetworks,basedonidentifiedneedsandgoals

80%ofparticipantswillreportincreasedunderstandingof,andparticipationin,communityresources,activitiesandnetworks

ParticipantshavetheEnglishlanguageskillsneededtoindependentlyperformdaytodayinteractionswithintheircommunity

100%ofparticipantswhoareeligibleforOn-LineEnglishwillbereferredtoOn-LineEnglish

ReferralstoOn-LineEnglish

ProposednumberofeligiblestudentsreferredtoECONOn-LineEnglish: 50

ConversationCirclesOutcomes AcceptabilityLevel

TargetNumberofCLBPTAssessmentsfornonIRCCelgiblestudents: 114


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