Southeast College Business Plan · 2015-16 BUSINESS PLAN 1 | P a g e Executive Summary Risks Estevan Affordable Housing – although the current vacancy rate in Estevan has jumped

2015 - 16

Business Plan

2015-16 BUSINESS PLAN

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Executive Summary Risks

Estevan Affordable Housing – although the current vacancy rate in Estevan has jumped to approximately 12%, affordability continues to be excessively high. The housing situation is linked to the energy industry and as commodity prices increase, it is expected that the housing market will tighten putting upward pressure on availability and affordability.

Estevan Campus Utilization – the Saskatchewan Energy Training Institute became operational in 2010. In 2014-15, the College assessed the building’s utilization and identified significant opportunity to improve the usage of the facility. The College must take steps to address this issue in order to fully utilize the public’s capital investment.

Select New Initiatives

1. New Partnership Model with SaskPolytech – The College will continue working with SaskPolytech to identify an innovative model to partner to deliver new program opportunities to help address the Estevan Campus underutilization and the educational/training demands of the region.

2. Partnership with First Nations – First Nations governments in the Southeast College region are not in a position to fund First Nations University of Canada’s programs. The College will now explore options of delivery of university programming through the “LIVE” steaming mode. This mode of delivery provides an economical method of university programming to First Nations communities.

Education Assistant – in keeping with our commitment to increase programming for First Nations communities, this is a new program to be delivered on the Kahkewistahaw First Nation.

3. Level 2 Electrical – The College secured capital funding for level 2 electrical equipment to be delivered from the Estevan campus. The Saskatchewan Apprenticeship and Trades Certification Commission has Southeast College in the Level 2 Electrical rotation. The First Level 2 course is scheduled to be delivered in January 2016.

4. Power Engineering Level 3 – SaskPower, one of the College’s key industry partners and the biggest employer of 4th class power engineering grads in Estevan, have indicated grads are struggling to progress through the power engineering levels. With the changes to the TSASK processes, students are able to challenge exams first and obtain the applicable steam time second. The college will move forward in developing Level 3 curriculum as well as the academic support modules to ensure a high rate of success for level 3 apprentices.

5. Heavy Duty Truck and Transport Mechanic – this is one of the most in-demand occupations in the region. The College has engaged a partnership with the Ministry of Highways for a training facility lab in Weyburn. This new program is schedule to begin in October.

Financial Overview

The College is projecting a $330,810 operating deficit to be offset by:

$165,442 revenue from the Weyburn Campus project restricted net asset account; and

$46,800 from the Asset Renewal and Revitalization Fund; and

$20,000 revenue from the Research and Development restricted net asset account; and

$4,000 revenue from the Indian Head restricted net asset account; and

$94,568 from unrestricted reserves


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When amortization expense and capital revenues are included, the

College projects a surplus of $3,980,050 which includes $5,628,000 in Major Capital Funding for the

Weyburn Campus New Facility

When consolidated with the Foundation’s projected deficit of $83,550, which will be covered by their

reserves, the College projects a consolidated surplus of $3,896,500.

Like the Province, the College is focused on building for the future within the context of fiscal

responsibility. However, the adversities currently being experienced in the oil and gas sector have

placed the College at risk as it relies on energy sector revenue to offset operating costs. As a result,

the College has had to ensure controlled spending for 2015-16.

Program Plan

In 2015-16, SRC will receive the following from the Province for programming:

Program Funding 2015-16

$ Change from 2014-15

% Change from 2014-15

Skills Training Allocation

$1,215,648

$27,360 2%

Adult Basic Education $1,143,733 $42,000 4%

Adult English 121,600 $1,400 1%

Total $2,480,981 $70,760 3%

The College will be increasing its focus on First Nations and Metis programming by delivering the Educational Assistant program in Kahkawistahow as well as continuing to provide ABE on reserve. Negotiations with First Nations communities for the delivery of university programming through the Advanced Education ministry’s ‘Live’ streaming is actively being pursued.

The Skills Training programming is directly linked to regional labour market needs as identified through the Program Prioritization Framework.

Adult Basic Education programming supports will be enhanced to increase learner success in the classroom as well as labour market attachment.

Human Resources

A review of the new organizational structure will be completed in order to assess effectiveness and any adjustments that may need to be made.

The College is planning to increase in scope FTE’s by 0.4 to accommodate work load in Corporate Services.

Facilities and Capital

The College will continue to work with the Ministry of Advanced Education and the Southeast Cornerstone

School Division to complete the Weyburn Education Centre project. The College is planning to relocate

to the new facility in December 2015.


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2016 – 17 Operations Forecast

Status Quo Operations – in order to maintain status quo operations in 2016-17 the College is requesting a 2% ($71K) operating grant increase to cover Collective Bargaining and inflationary increases.

Estevan Campus Programming – the College will advocate for a $250K one-time increase to the Skills Training Allocation for the College in order to increase full time skills and trades programming at the Estevan Campus in order to help address labour market demands and the underutilization of the facility.

Weyburn Campus - the College will require an additional $50K in operating funding to cover the

increased operating costs of the new facility.


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Contents Executive Summary ............................................................................................................................................................. 1

Operational Plan ................................................................................................................................................................ 6

Priority 1 - Excellence ................................................................................................................................................... 6

Priority 2 –Responsive and Flexible ........................................................................................................................... 7

Priority 3 – Competitive Services Providing Superior Value ................................................................................ 8

Priority 4 - Sustainability .............................................................................................................................................. 9

Priority 5 - Accountability ......................................................................................................................................... 10

Environmental Scan .......................................................................................................................................................... 11

Population ..................................................................................................................................................................... 11

Labour Market Trends ........................................................................................................................................... 12

Labour Demand ...................................................................................................................................................... 12

Labour Market Demand Trends ........................................................................................................................... 15

Estevan Affordable Housing .......................................................................................................................................... 18

SETI Utilization & Program Plan ................................................................................................................................... 19

SETI Program Plan ...................................................................................................................................................... 21

Energy Programming ............................................................................................................................................. 21

University Programming ........................................................................................................................................ 26

Tech & Trades Programming ................................................................................................................................ 27

Historical Estevan Enrolments .................................................................................................................................... 40

Program Plan .................................................................................................................................................................... 43

Program Plan Chart .................................................................................................................................................... 44

STA Program Plan 2015-16 ..................................................................................................................................... 45

STA Program Plan 2016-17 ..................................................................................................................................... 46

STA Program Plan 2017-18 ..................................................................................................................................... 48

Adult Basic Education Program Management Form 2015-16 ........................................................................... 50



English as an Alternate Language 2015-16 ......................................................................................................... 53



Program Changes ....................................................................................................................................................... 55

Human Resources ............................................................................................................................................................. 57

Strategic Development ................................................................................................................................................... 59

Elevating the College’s Profile ................................................................................................................................. 59

Southeast College 2015 – 2016 Scholarship & Fundraising Campaign ........................................................ 60


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Improved Business Systems and Reporting .................................................. 62

Work with Industry to Identify Training .................................................................................................................. 63

Strengthen External Partnerships ............................................................................................................................. 65

Strengthen Internal Partnerships to Achieve Goals and Create Efficiencies ................................................... 66

Marketing & Communications ........................................................................................................................................ 67

Information Technology .................................................................................................................................................. 67

Facilities and Capital ...................................................................................................................................................... 68

Facilities Owned, Rented and Leased .................................................................................................................... 69

Three Year Capital Plan 2015-2018 ..................................................................................................................... 71

Financial Overview .......................................................................................................................................................... 79

Part A Projected Business Plan Financial Statements and Key Assumptions .............................................. 79

Part B Financial Impacts of Identifiable Risks .................................................................................................. 79

Part C Surplus Utilization/Deficit Management .............................................................................................. 80

Financial Planning ............................................................................................................................................................ 82

0% Funding Growth Impact........................................................................................................................................... 84

2015-16 Business Plan Appendices ............................................................................................................................. 85


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Operational Plan

Priority 1 - Excellence

Excellence: SRC excels at what it does. It demonstrates excellence in

leadership and innovation.

Goals Actions 2015-16

1. An innovation leader to drive effectiveness and efficiency

1. Assess and enhance IT capabilities in order to minimize internal business process costs and enhance student experience. Redesign web site for streamlined and enhanced public & student use.

2. Identify and implement continuous process improvements initiatives to support government’s LEAN initiative.

3. Continue to develop networks to engage with key educational and industry stakeholders at various institutions across the West.

4. Pursue a new partnership model with SaskPolytech for education and training.

5. Develop and execute a new comprehensive fundraising plan to increase student supports and meet stakeholder needs.

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

7. Strengthen internal partnerships to realize efficiencies.

2. Satisfied, informed and engaged employees

8. Research and evaluate an Ambassador Program to encourage College staff to become involved in community volunteer groups.

3. Partner of choice 9. Identify private sector partners to support the Estevan housing project.

10. Proactively work with the Southeast Cornerstone School Division on the Weyburn Education Centre project.

11. Several First Nations communities have expressed interest in university programming via Advanced Education’s new ‘Live’ network, these partnerships are being pursued.

12. Work with Southeast Cornerstone School Division and the Estevan and Weyburn Chambers of Commerce on labour market readiness initiatives.

13. Pursue a new partnership model with SaskPolytech for education and training.

14. Develop industry investment and partnership opportunities to support labour market needs in our region.

4. A leading advocate for enhanced institutional collaboration

15. Pursue a new partnership model with SaskPolytech for

education and training.

16. Build and maintain productive partnerships with institutions we

have identified as strategic partners in order to maximize

results.

17. Promote and work with College’s to identify and engage in system enhancements and efficiency opportunities.


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Priority 2 –Responsive and Flexible

SRC is Responsive and Flexible: It responds within its strategic goals, to its

stakeholders in a timely and flexible/adaptive manner.


1. Increase stakeholder engagement 1. Continue the implementation of the program working group with Sun Country Health Region.

2. Work with SCSD and the Estevan and Weyburn Chambers to identify work readiness opportunities.

3. Include stakeholder groups in Communications Plan and communicate regularly via announcements, invitations to events and news alerts.

4. Track and evaluate stakeholder interactions to improve corporate memory and build consistency of responses.

2. Ensure (enhance) program relevancy and timeliness

5. Continued improvement of the Program Prioritization matrix. 6. Be in constant contact with industry to ensure we are developing

and evaluating our programming to meet their needs. 7. Enhance labour market data by developing a new reporting

infrastructure to capture and deploy data. 8. Define the potential of a partnership with industry and TSASK

regarding Pressure Welder Testing & Recertification.

3. Enhance First Nations Partnerships and educational participation

9. Deliver Education Assistant program at Kakhewistaha FN. 10. Explore using “Live” technology to enhance program delivery to

FN’s.

4. Enhanced newcomer educational participation

11. The College will implement a ‘learning centre model’ in three campus locations in order to increase access to enhanced English language training.


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Priority 3 – Competitive Services Providing Superior Value

Competitive Services Providing Superior Value: SRC offers valued

programming on a regional basis to its clients.


1. Competitive and accessible programming linked to labour market need

1. Continue to improve the Program Prioritization Matrix. 2. Undertake an assessment of Industry program trends to

identify opportunities and improvements. 3. Curriculum revitalization for the Building Code Training for

Canadians (BCTC). 4. Grow the volume of direct customer interactions to ensure we

are developing a diversified training portfolio which meets labour market needs.

5. Develop an enhanced labour market data reporting system.

2. Flexible and adaptable programming

6. Review program instructor recall notice process. 7. Begin work to identify availability of qualified instructors for

any new programming as part of Program Prioritization Framework.

8. Work with SaskPower to implement Level 3 Power Engineering.

9. Grow the volume of direct customer interactions to ensure we are developing a diverse training portfolio which meets labour market needs.

10. Define the potential of a partnership with industry and TSASK regarding Pressure Welder Testing & Recertification.

11. Define the potential of a partnership with SaskTel to provide industry specific training for their installers.

12. Complete an assessment of our Ground Disturbance curriculum, then determine and implement the necessary upgrades.

3. High Customer Satisfaction 13. Develop an instructor development/recruitment strategy. 14. Elevate the College’s profile in Communities to ensure

customer needs are being addressed. 15. Develop an Instructor Recruitment and Development initiative

to ensure we are a trainer of choice.

4. Increased student supports 16. Develop and implement the “Fueling the Future” campaign to increase scholarships/bursaries.


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Priority 4 - Sustainability

Sustainability: SRC has the capacity to support and maintain its mandate and

goals in a cost effective, efficient and legitimate manner.


1. Financial sustainability 1. Continue prudent budgeting practices within a balanced budget approach.

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

2. Effective organizational design 3. Review organizational design and job descriptions as required.

3. Efficient operations 4. Continue utilizing Lync to reduce operating costs.

4. Maximize infrastructure utilization

6. Continue implementing the Estevan Campus Program Plan.


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Priority 5 - Accountability

Accountability: SRC 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.


1. High stakeholder/client satisfaction 1. Complete annual online client/stakeholder satisfaction survey.

2. Through surveying and data collection at registration, discover preferred methods of communication and follow through by altering communications as indicated by data.

3. Engage stakeholders through increased community engagement.

2. Effective governance structures 4. Continue monitoring College governance structures/policies.

3. Improved business practices 5. Review and update, as required, comprehensive Finance and HR policy manuals. Strengthen policies and procedures.

6. Create and maintain an annual Communications & Advertising plan; collect and analyze data related to communications and advertising effectiveness in order to adapt and offer methods of communication that are reaching each stakeholder group.

4. High Student Satisfaction and Success

7. Implement labour market attachment program for learners. 8. Ensure appropriate learning environments. 9. Re-focus Student Advisor positions.


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Environmental Scan

Population

Components of Population Change

Factors of Population Growth

2010 2011 2012 2013 2014 5-year Change

Population as of July 1st (end of period1)

82,078 83,011 83,989 84,883 85,752

Natural Increase

219 219 206 231 244 1,119

Net Interprovincial Migration

449 399 502 321 447 2,118

Net Intraprovincial Migration

75 -372 -213 -258 -258 -1,026

Net International Migration

293 635 483 600 436 2,447

Total Growth 1,036 881 978 894 869 4,658

Note 1. Population as of July 1st for each year.

Note 2. Due to the methodology applied, some numbers are estimated the same from the previous year in some categories. Source: Statistics Canada, CANSIM 0510056-05010061

Note: population as of July 1st for the each year.

75,000

80,000

85,000

90,000

2009 2010 2011 2012 2013 2014

Total Population, 0+

Source: Statistics Canada, CANSIM 051-0059 and 051-0056

48,000

51,000

54,000

57,000

2009 2010 2011 2012 2013 2014

Population, 15-64

Source: Statistics Canada, CANSIM 0051-0059 and 0051-0056


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Labour Market Trends

Southeast Saskatchewan continues to have one of the lowest unemployment rates in Canada.

The economy in the southeast corner of Saskatchewan lost 400 jobs in February 2015, according to Statistics Canada, mostly in the resource sector. In their monthly labour force survey, the numbers show that the unemployment rate rose from 1.55 per cent to 2.43 per cent.

Provincially, the rate increased to 5.0 per cent in February, up from 4.5 per cent in January. The national unemployment rate also increased, from 6.6 per cent to 6.8 per cent.

Labour Demand

March 11, 2015 job postings in the region were approximately 911 (down from 1,600 the previous year):

438 Estevan area;

302 Weyburn area;

119 Indian Head, Moosomin, Kipling area; and

52 Assiniboia area.

The majority of jobs continue to be in Trades, Transportation & Equipment Operators (35%), sales and service (28%), and Health (12%).

The 3 year trend illustrates some movement within the various categories however, there is an

identifiable consistency to the labour market trend as illustrated in Figure 3 below.

Figure 1

0

500

1,000

1,500

2,000

2,500

Ja

n

Fe

b

Ma

r

Ap

r

Ma

y

Jun Ju

l

Au

g

Se

p

Oc

t

No

v

De

c

Monthly SaskJob Postings, Southeast College

2013 2014 2015


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Figure 2: Regional Jobs Listed by Category on SaskJobs.ca March 5,

2015

Figure 3: 2013 – 2015 Regional Jobs Listed by Category on SaskJobs.ca

3%4%

12%

7%

2%

2%

1%

28%

6%

35%

Regional Jobs (March 5th, 2015)SaskJobs Data

Arts, Culture, Recreation, sports

Business, Finance, Admin

Health

Management

Social science, Education, Government

Engineers, Architects, IT, NaturalScienceProcessing, Manufacturing, Utilities

Sales & Service

Oil, Gas, Mining, Farming

Trades, Transport, Construction

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2013 2014 2015

Southeast College RegionPercentage of Available Jobs per Category Trades, Transport and Construction

Social Science, Education, Gov't

Sales and Service

Processing, Manufacturing, Utilities

Oil, Gas, Mining, Farming

Engineers, Architects, IT, Natural Science

Management

Health

Business, Finance, Admin

Arts, Culture, Recreation, Sports


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SaskJobs Postings, 2013 – 2014

(12 Month Average)

23

30

0 5

3 5

6 5

121

129

2 11

394

418

0 200 400 600 800

Art, culture, recreation, and sport

Processing, manufacturing and utilities

Management

Natural and applied sciences

Social science, education, government and religion

Business, finance and administration

Health

Primary industry

Sales and service

Trades, transport and equipment operators

SaskJobs Postings by Occupational Group, Southeast College

2014 2013

Source: SaskJob.ca, postings


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Labour Market Demand Trends

67% of job postings were in Post-Secondary Certificate/Diploma (32%) and High School Diploma

(35%).

The proposed programming aligns with in-demand occupations.

Top 20 jobs in demand, 2014, include:

Occupation Title-2006 NOC 2014

(monthly average) Share of

region total

7411 Truck Drivers 98 7%

8615 Oil and Gas Drilling, Servicing and Related Labourers 73 5%

6641 Food Counter Attendants, Kitchen Helpers and Related 67 5%

6242 Cooks 48 3%

7611 Construction Trades Helpers and Labourers 46 3%

8431 General Farm Workers 37 3%

3152 Registered Nurses 37 2%

8412 Oil and Gas Well Drilling Workers and Services Operators 36 2%

7312 Heavy-Duty Equipment Mechanics 34 2%

6421 Retail Salespersons and Sales Clerks 33 2%

6453 Food and Beverage Servers 30 2%

3413 Nurse Aides, Orderlies and Patient Service Associates 29 2%

6611 Cashiers 25 2%

7421 Heavy Equipment Operators (Except Crane) 25 2%

6471 Visiting Homemakers, Housekeepers and Related Occupations 24 2%

6663 Janitors, Caretakers and Building Superintendents 23 2%

3234 Ambulance Attendants and Other Paramedical Occupations 22 1%

6661 Light Duty Cleaners 22 1%

8232 Oil and Gas Well Drillers, Servicers, Testers and Related W 21 1%

7271 Carpenters 20 1%

TOTAL 749 50%


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SaskJobs Postings, 2014 Higher Skilled

Occupation Title-2006 NOC, Skill Level A 2014

(monthly average)

Share of region total

3152 Registered Nurses 37 2%

0621 Retail Trade Managers 11 1%

4167 Recreation, Sports and Fitness Program Supervisors and Cons 10 1%

1112 Financial and Investment Analysts 8 1%

TOTAL 65 4%

Note: Higher skill level includes management and university degree; occupations shown have 1% or more share of the total Southeast College region’s postings.

SaskJobs Posting, 2014 Post Secondary Certificate, Diploma or Apprenticeship

Occupation Title-2006 NOC, Skill Level B 2014

(monthly average)


6242 Cooks 48 3%

7312 Heavy-Duty Equipment Mechanics 34 2%

3234 Ambulance Attendants and Other Paramedical Occupations 22 1%

8232 Oil and Gas Well Drillers, Servicers, Testers and Related W 21 1%

7271 Carpenters 20 1%

5254 Program Leaders and Instructors in Recreation and Sport 17 1%

7265 Welders and Related Machine Operators 15 1%

7321 Automotive Service Technicians, Truck Mechanics and Mechanics 15 1%

7241 Electricians (Except Industrial and Power System) 14 1%

8253 Farm Supervisors and Specialized Livestock Workers 14 1%

4214 Early Childhood Educators and Assistants 13 1%

2243 Industrial Instrument Technicians and Mechanics 12 1%

3212 Medical Laboratory Technicians 11 1%

7293 Insulators 10 1%

3233 Licensed Practical Nurses 9 1%

7251 Plumbers 9 1%

8251 Farmers and Farm Managers 8 1%

7311 Construction Millwrights and Industrial Mechanics 8 1%

TOTAL 300 20%


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SaskJobs Postings 2014 – High School Diploma

Occupation Title-2006 NOC, Skill Level C 2014

(monthly average)


7411 Truck Drivers 98 7%

8431 General Farm Workers 37 3%

8412 Oil and Gas Well Drilling Workers and Services Operators 36 2%

6421 Retail Salespersons and Sales Clerks 33 2%

6453 Food and Beverage Servers 30 2%

3413 Nurse Aides, Orderlies and Patient Service Associates 29 2%

7421 Heavy Equipment Operators (Except Crane) 25 2%

6471 Visiting Homemakers, Housekeepers and Related Occupations 24 2%

7412 Bus Drivers and Subway and Other Transit Operators 18 1%

1411 General Office Clerks 14 1%

6435 Hotel Front Desk Clerks 12 1%

1431 Accounting and Related Clerks 11 1%

7452 Material Handlers 11 1%

7414 Delivery and Courier Service Drivers 10 1%

1414 Receptionists and Switchboard Operators 9 1%

6452 Bartenders 9 1%

1472 Storekeepers and Parts Clerks 9 1%

6472 Elementary and Secondary School Teacher Assistants 9 1%

1433 Customer Service Representatives - Financial Services 9 1%

1453 Customer Service, Information and Related Clerks 9 1%

TOTAL 439 30%


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Estevan Affordable Housing

In 2013-14, the College undertook an Estevan housing market assessment in order to identify and confirm an acute housing shortage in the City. The results of this study concluded:

1. There is a strong need for additional housing and rental housing in Estevan over the next 10 years

with a further 200 to 400 rental market units needed. 2. Apartment rental rates in Estevan are consistently among the highest in Saskatchewan due to the

low vacancy rates. 3. There is a strong need for student housing in Estevan currently and into the future.

If the College is successful in addressing the affordable housing issues in Estevan, it will be better able

to:

1. Develop and implement new programming options, including a new partnership with SaskPoly 2. Provide affordable accommodations for learners 3. Deliver trained learners for jobs that exist 4. Maximize and optimize the Saskatchewan Energy Training Institute

The College will continue pursuing the affordable housing project in 2015-16 in order to help address a key risk area.


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SETI Utilization & Program Plan Southeast College had on average 150 full time learners at its Estevan Campus prior to the 2006

resource sector boom. As housing become more expensive and options more limited, the number of learners declined to an average of 75. The SETI Program Plan anticipates increasing full time learners to approximately 160.

The SETI Program Plan projects an increase of 194 FLEs (or a total projected enrolment increase of

532), thereby helping to address labour market needs and returning to former activity levels.

The Saskatchewan Energy Training Institute (SETI) became operational in 2010 and has been

operating below 30% utilization.

Lack of affordable housing for learners is a key factor limiting the College’s ability to successfully

implement programming in Estevan.

The College’s inability to enhance programming in Estevan, directly contributes to an inability to help

address labour market needs and support economic growth.

The College has identified numerous programs that are aligned with labour market needs of the area,

resulting in increased utilization of SETI.

0%

10%

20%

30%

40%

50%

60%

70%

All rooms Classrooms Labs

SETI Utilization Rate Comparison

2013-14

Projected Impact of SETI Program Plan

Projected Impact of 50% SETI ProgramPlan


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0

2500

5000

7500

10000

12500

15000

17500

20000

All rooms Classrooms Labs

SETI Program Plan Hours Comparison

2013-14 Total Hours Utilized

Projected Impact of SETI Program Plan

Projected Impact of 50% SETI ProgramPlan


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SETI Program Plan

Energy Programming

Program and Supplier

Rig Worker – Southeast College

Program Description

This fourteen day intensive hands-on course prepares students to work on drilling and service rigs at the entry level. It is a demanding program that provides a practical, hands-on, challenging training environment. Students acquire the mental and knowledge conditioning with an emphasis on safety. The course content includes knowledge and skills in rig components, hoisting systems, rotary, kelly, the circulating system and safety procedures. It also includes all required safety certifications, as well as history of the industry and personal financial management.

Program Objectives

The Rig Worker program will give new recruits to the oil industry the background knowledge, terminology, safety courses and general information that they will need to be a successful and long term employee.

The overall goal of this course is to provide prospective long term employees to the oil industry.

Funding Source

Tuition/Canada Job Grant

Partners Industry

CAODC

Enform

Suitability with Gov't/College Strategy

This course will enable the College to introduce skilled workers to the Oil and Gas Industry in Saskatchewan.

The program’s primary target market is newcomers to Saskatchewan, youth and in some of our college area’s First Nations and Metis people.

The course has enabled the College to be responsive and flexible to the needs of our customers and clients.

Labour Market/ Student Need Attachment

From June 2013 to May 2014, the monthly average job postings on SkJobs.ca was 106 (or over 1,200 postings annually).

Drilling Rig and Service Rig related jobs are near the top for ongoing recruitment and position vacancies.

This area of employment often has high turnover rates as employee’s are not always suited or aware of the type of the industry that they are interested in finding employment in.

Job stats Oct 16/14 – 120 + Oilfield and related positions listed on Saskjobs for the Estevan Area.

Program Length (wks)

Number of Program Offerings (/Yr)

Enrolment Capacity

Projected Enrolment per offering

Total Projected Enrolment

Projected Participant Hours

Projected FLE’s/yr

Estimated Budget

2 12 20 15 180 14400 21.3 TBD


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Petroleum Engineering – SAIT

Program Description

Petroleum Engineering Technology trains engineering technologists in all areas of the petroleum industry and helps meet the demand for highly-skilled people in field and office positions. The Petroleum Engineering Technology program focuses on: production, drilling, reservoir, petroleum chemistry, technical communications, petroleum engineering science, petroleum safety fundamentals, and geology.

Program Objectives

Graduates find work as petroleum engineering technologists in the upstream oil and gas industry in areas such as exploration and development, field operations, drilling, computer applications, economic analysis and reserves determination.

Funding Source

Tuition

Partners SAIT


Research indicates that this program is not readily accessible in Saskatchewan forcing interested students to relocate to Alberta. By offering this program in Saskatchewan, we will be able to retain those students and continue to meet the needs of the Saskatchewan labour market


A local search of current openings was not favorable but research into regional and provincial needs had a positive outcome

Impact Oilfield Management Team in Carlyle, SK has an immediate opening for one position. Further conversation with them revealed that their need is ongoing and they will find jobs within their organization for suitable candidates.



Enrolment Capacity





Estimated Budget

2 yr Bi- annual 12 10 10 4500 6.7 TBD


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Special Oilfield Boiler Part B – Southeast College

Program Description

The purpose of this course is to educate well site boiler operators on the principal of design, operations and maintenance of well site boilers. The course will consist of theory, hands on activities and a boiler tour.

Program Objectives

Upon completion of this course, minimum passing grade of 65% on final exam and 60 days work experience students will be certified to operate a boiler of 1000 KW and under. Certification and examination is administered by TSASK (Technical Safety Authority of Saskatchewan).

Funding Source

Industry

Partners TSASK


The creation of this course has allowed the College to be responsive and flexible to its learners and clients within a relatively short period of time

This course has the ability to be sustainable over the long term as it is a revenue generating course

By being able to create and offer this course at Southeast College, we are able to provide accessible and affordable programming to our clients that they normally would have had to travel to Alberta to obtain.


Turnover, rig expansion and market timing has an impact on this program with respects to Labour Market and Student need.

As of October 2014, there are 89 active drilling rigs working in Saskatchewan. This means that there is at a minimum 267 people that must have this certification in order to be in compliance with TSASK.



Enrolment Capacity





Estimated Budget

32 hrs 4 25 15 60 1920 2.8 $4655/course


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Second Line Well Control – Southeast College/Enform

Program Description

This course is designed for the rig manager, well site supervisor, drilling engineer or drilling superintendent responsible for the execution and supervision of well control operations in the field. During this course, each participant is given the opportunity to perform well control procedures and demonstrate the proper response to hole and equipment problems using simulators.

Program Objectives

Purpose of well control

Understanding wellbore pressures

Leak-off tests

Over-pressure and kick warning signs

Causes of kicks

Kicks with oil based mud

Blowout prevention equipment and operation

Well control methods

Advanced well control situations, including:

Managed pressure drilling and underbalanced wells

Horizontal and multi-lateral wells

High pressure high temperature wells

Case studies

Hands-on training via computer based simulators Upon successful completion, participants will be recertified for 2 years.

Funding Source

Industry

Partners Enform

Canadian Association of Oilwell Drilling & Contractors (CAODC)


Being able to offer this course would allow the College to be responsive and flexible to its learners and clients.

This course has the ability to be sustainable over the long term as it will be a revenue generating course.

By being able to offer Southeast College, we are able to provide accessible and affordable programming to our clients that they normally would have had to travel to Alberta to obtain.


Rig Mangers, Well site Supervisors, drilling engineers or drilling superintendents are responsible to maintain their training in Blow Out Prevention.

Certificate expires every 2 years creating an ongoing training requirement for all drilling rigs in our area.



Enrolment Capacity





Estimated Budget

40 hrs 12 16 10 120 4800 7.1 TBD


25 | P a g e

Program and

Supplier

Energy Asset Management - SAIT

Program Description

Energy Asset Management (EAM) is often characterized as the non-technical or business side of today's vibrant oil and gas industry. This program will prepare workers for entry-level EAM positions.

EAM is the management and administration of regulatory, financial and contractual compliance related to energy assets. The EAM diploma program is designed to provide graduates with the skills and knowledge needed for the analysis, documentation, and ongoing administration of regulatory, financial and contractual rights and obligations of companies working with oil and gas assets.

Program Objectives

Students in the EAM diploma program will learn through an integrated approach about all of the asset management disciplines:

Joint Venture - establishing agreements and partnership arrangements

Mineral & Surface Land Management - acquiring and preserving above- and below-ground rights

Well Asset Management - managing well and facility activities from start to finish

Operations Accounting - account for operational costs, revenues, joint venture activities

Production Accounting - manage reporting for producing wells

Funding Source

Tuition/Industry/Canada Job Grant

Partners SAIT


Aligns with the College’s Strategic plan for delivering responsive and flexible programs.


There is need in the energy sector in southeast Saskatchewan to attract and retain individuals with the competencies acquired through this course.

Competency development and internal company advancement for individuals wanting to advance within their companies.



Enrolment Capacity





Estimated Budget

18 1 12 10 10 5400 8.0 TBD


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University Programming


Registered Nurse – Saskatchewan Polytechnic & U of R / University of Saskatchewan

Program Description

The program will appeal to those with a strong academic standing who possess an attitude of curiosity and inquiry with a genuine interest in caring for diverse people of all ages. Nursing graduates play a vital role in the healthcare system of Saskatchewan and beyond.

Program Objectives

The graduates will meet the entry-level competencies of the professional regulatory body, the Saskatchewan Registered Nurses Association (SRNA).

Graduates will be eligible to write the national licensing examination, the Canadian Registered Nurse Examination.

At the completion of the program, graduates with a BSN are expected to function as generalists in a variety of practice settings in partnership with individuals, families, groups and communities (referred to as ‘client'). They will provide safe, competent quality care in accordance with the standards of professional practice.

Funding Source

N/A

Partners SCBSN or U of S


High alignment with Government and College Strategic priorities.

Supports governments desire to increase distributed programming for nurse training.


June 2013 – May 2014 – on average 11 available jobs per month (or over 132 annually).

University Degree Jobs – June to October 2012: Registered Nurses are listed as the top#1 in-demand job in the Moose-Mountain region.

Number of vacancies in Region – 15 (9% share of SK). Source: Moose- Mountain Regional Labour Market Needs Assessment Report, 2012 (Prepared by: LMI Unit, LMPSS Branch, Ministry of the Economy, May 2013)

SaskJobs – October 16/14: 19 available jobs for Registered Nurses in Estevan and area.



Enrolment Capacity





Estimated Budget

36 1 8 8 8 3120 5.0 TBD


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Tech & Trades Programming


Welding – Saskatchewan Polytechnic

Program Description

This 20-week enhanced program is based on Level 1 Apprenticeship Training. Once you become an apprentice, graduates of the program can apply to the Saskatchewan Apprenticeship and Trade Commission for credit for Level 1 Welding training.

Program Objectives

Graduates may find employment in refineries, construction, pulp and paper mills, manufacturing or processing plants, mines or repair shops.

Funding Source

STA

Tuition

Partners Saskatchewan Polytechnic


High Alignment with Government and College Strategic Priorities.

Providing flexible and responsive programming to meet labour market demands.


June 2013- May 2014 – on average 16 available jobs per month (or over 190 annually).

PS Certificate/Diploma Jobs – June to October 2012: Welders and Related Machine Operators are listed as #9 out of the Top 10 in-Demand Jobs.

Number of vacancies in Region – 13 (8.2% share of SK). Source: Moose-Mountain Regional Labour Market Needs Assessment Report, 2012 (Prepared by: LMI Unit, LMPSS Branch, Ministry of the Economy, May 2013)

SaskJobs - October 16/14: 19 available jobs for Welders in Estevan and area.



Enrolment Capacity




Projected FLE’s

Estimated Budget

20 1 12 10 10 5920 8.8 $195,900


28 | P a g e


Industrial Mechanics – Saskatchewan Polytechnic

Program Description

Industrial Mechanics is an applied certificate program. It provides knowledge and skill development in installing, servicing, repairing and overhauling machines which produce industrial goods. You will receive a working knowledge of machinery common to most industries, an introduction to preventive maintenance procedures, and an opportunity to develop the skills needed to install mechanical equipment and keep it in good running order. Graduates will be credited with trade time towards journeyperson certification.

Program Objectives

Industrial mechanics are also known by other trade names (i.e., maintenance mechanics, millwrights or machine repairmen). Graduates may find employment in commercial or industrial operations that use machinery. These include wood, cereal, meat processing and power generating plants, hard rock and potash mines, mills and refineries.

Trade time and academic credit may be available for graduates who find employment in the trade and register as apprentices.

Funding Source

STA

Tuition



High alignment with Government and College Strategic priorities


June 2013-May 2014 – on average there were 10 job postings per month on SaskJobs (or approximately 120 annually).

SaskJobs – October 16/14: 31 available jobs for Maintenance Mechanics in Estevan and area.



Enrolment Capacity




Projected FLE’s

Estimated Budget

17 1 12 12 12 6120 9.1 $102,578


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Carpentry – Saskatchewan Polytechnic

Program Description

In the Carpentry Applied Certificate program, students will receive basic knowledge and develop skills required to work in the residential, commercial construction and related industries. Instruction will include, but will not be limited to: blueprints and quantity survey, concrete, foundations, framing, interior finishes, roof coverings, and scaffolds.

Program Objectives

To provide initial training and understanding of construction basics.

Trade time and academic credit may be available for graduates who find employment in the trade and register as apprentices.

Graduates may find employment with general contractors, interior and exterior subcontractors or framing contractors.

Funding Sources

STA

Tuition




Providing adaptable and flexible programming to meet labour market needs.


June 2013 – May 2014 – on average 53 available jobs per month (or over 630 annually) for carpenters and construction workers.

PS Certificate/Diploma Jobs – June to October 2012: Carpenters ranked as #3 for greatest demand in the region.

Number of vacancies in Region – 29 (7.5% share of SK). Source: Moose- Mountain Regional Labour Market Needs Assessment Report, 2012 (Prepared by: LMI Unit, LMPSS Branch, Ministry of the Economy, May 2013)

SaskJobs – October 16, 2014: 30 available jobs for Carpenters in Estevan and area



Enrolment Capacity




Projected FLE’s

Estimated Budget

20 1 12 12 12 7200 10.7 $164,688


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Business Administration – Saskatchewan Polytechnic (Diploma Yr 1)

Program Description

Business Administration is a diploma program. It provides a sound understanding of business practices and principles. Graduates may obtain advanced standing toward courses leading to university degrees, management certificates and/or professional designations. Other educational institutions accept transfer credits from the program.

Program Objectives

When a student graduates, they will have the knowledge and practical skills for a wide variety of administrative and supervisory jobs in many types of organizations, or apply what they have learned to grow their own business.

Funding Source

Tuition



Significant Alignment with Government and College Strategic Priorities


June 2013 – May 2014 – there was an average of 97 job vacancies for managers (or over 1,100 annually).

Management Jobs – June to Oct 2012: Retail trade manager most in demand. Number of vacancies in Region: 25 (5.1% share of SK). Source: Moose- Mountain Regional Labour Market Needs Assessment Report, 2012 (Prepared by: LMI Unit, LMPSS Branch, Ministry of the Economy, May 2013)

SaskJobs – October 16, 2014: 20 available jobs for Management in Estevan and area. 46 available jobs for Business, Finance, and Admin in Estevan and area



Enrolment Capacity




Projected FLE’s

Estimated Budget

32 1 15 15 14640 21.7 $152,000


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Electrician – Saskatchewan Polytechnic

Program Description

Electrician is an applied certificate program. It provides entry level skill training. You will learn how to make electrical installations and perform maintenance duties according to industry standards. The Saskatchewan Apprenticeship and Trade Certification Commission grants the first of four levels of training to graduates who enter the Electrician Apprenticeship Program.

Program Objectives

Graduates may find employment with electrical contractors, large manufacturing and mining firms, retail outlets or wholesale outlets.

Funding Source

STA



High Alignment with Government and College strategic priorities


June 2013 – May 2014 – on average 22 available jobs per month (or 264 anually).

PS Certificate/Diploma Jobs – June to October 2012: Electricians (except Industrial and Power System) are listed as #6 of the top in-demand jobs in the region.


SaskJobs – October 16/14: 10 available jobs in Estevan and area



Enrolment Capacity




Projected FLE’s

Estimated Budget

20 1 12 12 12 6960 10.3 $83,102


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Automotive Service Technician – Saskatchewan Polytechnic

Program Description

This pre-employment certificate program provides students with the theory and practical training required to enter employment in the automotive repair trade. A hands-on approach to training is used to stress maintenance, repair and diagnostic procedures required on current vehicles. Upon successful completion of the program, students receive a certificate which can be used as apprenticeship time and training credit towards their journey status.

Program Objectives

Graduates may be employed as technicians in the automotive or related motive power trades. Other employment opportunities include car and truck dealerships, specialty shops, engine machine shops, service advisors, transportation companies, wholesale and retail sales, and warranty clerks.

Funding Source

STA

Canada Job Grant

Tuition



High Alignment with Government and College Strategic Priorities


June 2013 – May 2014 – on average 10 available jobs per month (120 annually).

PS Certificate/Diploma Jobs – June to October 2012: Automotive Service Technician is ranked #4 as one of the greatest demand jobs in the region.


SaskJobs – October 16, 2014: 12 available jobs in Estevan and area



Enrolment Capacity




Projected FLE’s

Estimated Budget

36 1 12 12 12744 18.9 TBD


33 | P a g e


Continuing Care Assistant – Saskatchewan Polytechnic

Program Description

The program provides knowledge and skill development in helping people help themselves in their homes and in special care facilities. Students receive training in: -gerontology (a major area of study) -dementia management strategies -applying the philosophy of long-term care in home care, special care and community settings -promoting independence in a safe environment -working with people from all cultures -working with individuals with different levels of physical and cognitive impairment -giving personal care -attending to individual psychosocial needs.

Program Objectives

Continuing Care Assistant graduates enjoy high employment rates. Graduates could work in a long-term care facility, home care setting, private care home, acute care facility, integrated facility, supportive housing or with special needs.

Funding Source

STA

Tuition




Provide adaptable and flexible programming to meet labour market needs.


June 2013 – May 2014 – on average 14 available jobs per month (or approximately 170 annually).

SaskJobs – October 16/14: 18 available jobs for Continuing Care Assistants in the Estevan area



Enrolment Capacity




Projected FLE’s

Estimated Budget

30 1 15 15 15 11400 16.9 $98,905


34 | P a g e


Electrician – Level 2 – Saskatchewan Polytechnic

Program Description

Apprenticeship skills learnt on the job are supplemented with a required number of weeks of in-school technical training.

Program Objectives

To provide level 2 theory to learners.

Careers are furthered in the skilled Electrical trade, as Apprentices work toward their journeyperson status.

Apprentices are able to take training closer to home.

Funding Source

SATCC

Partners SATCC/Sask Polytechnic





Number of Level 2 Apprentices in the southeast area who will require training in Level 2 is approximately 59.

Estevan: 20 – Employers: 7 (Note: 1 employer in Estevan employs 7 Level 2 Electricians out of the 20)

Weyburn: 10 – Employers: 4

Potential Level 1 Apprentices following year: Estevan – 14; Weyburn - 7



Enrolment Capacity




Projected FLE’s

Estimated Budget

8 1 12 12 12 2880 4.3 TBD


35 | P a g e


Instrumentation Engineering Technology– Saskatchewan Polytechnic

Program Description

Whether at urban power plants or remote mine sites, big machines are working 24/7. These machines are controlled by complex instruments so complex it takes specialized technologists to look after them.

Instrumentation engineering technology is a specific skill set—students need to be comfortable with technology, good at visualizing how systems work and interested in troubleshooting solutions. It’s also a career with diverse job opportunities. Demand is especially high in heavy industry, mining, manufacturing and production.

Program Objectives

Instrumentation engineering technologists work at oil refineries, fertilizer and petrochemical plants, mine and mill sites, manufacturing facilities, for consulting engineering firms, for sales and service companies. The type of work is also varied; you could be involved in installation, calibration, maintenance, operation, and monitoring, upgrading and troubleshooting.

Funding Source

STA

Tuition



Significant alignment with Government and College strategic priorities


June 2013 – May 2014, on average there were 17 available jobs per month (or over 200 annually).

Estevan had a 12 month average of 12 available jobs from May 2013 to June 2014.

SaskJobs – October 17/14 – 3 instrumentation jobs available in Estevan and area; 33 instrumentation jobs available in province



Enrolment Capacity




Projected FLE’s

Estimated Budget

24 1 12 10 10 7040 10.4 TBD


36 | P a g e


Power Engineering Technician (Fourth Class) - Saskatchewan Polytechnic

Program Description

In this certificate program, students receive practical training in boiler operations, maintenance techniques and tool use. Students develop troubleshooting skills in practical labs, get boiler firing time in the power lab and industry work experience in your second term. The balance of hands-on labs, work experience and exam preparation makes graduates productive on the job from day one – something employers look for when hiring and promoting.

Program Objectives

Graduates are prepared to work as power engineers or process operators in a variety of industrial and heating plants. These include utility (power) plants, refineries, hospitals, pulp and paper mills, breweries, mines, gas processing plants, heavy oil upgraders, fertilizer plants or chemical plants.

Funding Source

Tuition

Canada Job Grant






SaskJobs – October 16/14: 6 Power Engineering jobs available at Blizzard Thermal Services, Estevan.

Crescent Point currently has 1 opening for a 4th (or 3rd) Class Power Engineer. They will be opening a new plant and require 4 – 4th Class Power Engineers



Enrolment Capacity




Projected FLE’s

Estimated Budget

36 1 12 12 12 12396 18.4 $147,086


37 | P a g e


Power Engineering (Third Class) – Saskatchewan Polytechnic

Program Description

Power Engineering Technology provides knowledge and skill development in the operation of a power (steam) plant or industrial processes. During the course of this SIAST diploma Semester 3 program, you will study Third Class interprovincial standardized material as preparation to challenge the interprovincial Third Class examinations. Students will acquire training in high and low-pressure boiler operations, water treatment systems, pump operations, controls and instrumentation, air conditioning and refrigeration, checking and maintaining equipment, using computers to monitor plant operations, plant safety, environmental pollution management and communications. Entrance requirements: Four Class Power Engineering license

Program Objectives

After completing Semester 3, you are prepared to challenge standardized Third Class exams.

Power engineering technologists work with large, complex power systems. You could work as a power engineer or process operator in utility (power) plants, refineries, pulp and paper mills, breweries, mines, gas processing plants, heavy oil upgraders, fertilizer plants or chemical plants. You could be responsible for heating, air-conditioning, ventilation, and refrigeration systems in commercial, institutional or residential complexes. You can also put your knowledge to work in industrial and mechanical design and sales.

Funding Source

Tuition

Canada Job Grant



Significant alignment with Government and College strategic priorities.



SaskPower – projected annual need – 12-15.

Cenovus – indicates that it will require up to 1,000 positions filled going forward.

SRC Regional Needs Assessment, Garven & Associates Management Consultants, March 9, 2012: “With the expansion of the SaskPower Boundary Dam, there will be a growing demand for individuals who have 3rd Class Power Engineering. In addition to the new positions being created, program graduates will be needed to replace retiring employees in the Energy Sector.”



Enrolment Capacity




Projected FLE’s

Estimated Budget

20 1 12 12 12 7200 10.7 $83,918


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Occupational Health and Safety Practitioner (Applied Certificate) – Saskatchewan Polytechnic

Program Description

Every employer must meet the Occupational Health and Safety Act and Regulations. There is a demand for qualified and experienced occupational health and safety practitioners in every industry because employers are building their occupational health and safety (OHS) teams. The Occupational Health and Safety Practitioner Applied Certificate program covers Principles and Practices of Adult Learning, Risk Analysis and Hazard Control, Occupational Health and Safety Programming, Communication Strategies, Safety Systems, and a Practicum.

Program Objectives

As an Occupational Health and Safety Practitioner applied certificate program graduate, students will have the OH&S skills they need for an entry level position in many industries including federal, provincial and municipal governments; mining and milling companies; oil and gas companies; health care facilities; educational institutions; and trades, construction and safety associations.

Occupational health and safety practitioners are frequently part of teams working on environmental and wellness initiatives and disability management, and can explore career opportunities with regulatory agencies and consulting companies in Saskatchewan, across Canada and around the world.

Funding Source

Tuition

Canada Job Grant






SaskJobs – October 17/14: Canyon Technical Services and Midwest Surveys Inc., Estevan are both seeking Health and Safety Advisors. Weyburn is currently seeking an H2S Supervisor and Loss Prevention & Safety Officer.

PS Certificate/Diploma Jobs – June to October 2012: Inspectors in Public & Environ. Health & OH&S are ranked #10 for in-demand jobs in the region.




Enrolment Capacity




Projected FLE’s

Estimated Budget

13 1 12 12 12 3504 5.2 TBD


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Environmental Engineering Technology – Saskatchewan Polytechnic

Program Description

Environmental Engineering Technology is a 27-month diploma program, with five academic semesters and two consecutive Co-operative Education work terms. Students cover: computer applications and modeling; ecology, hydraulics and water chemistry; environmental impact and mitigation; environmental monitoring and control; meteorology and atmospheric data collection and analysis; soil analysis; solid and liquid waste management; and surveying and drafting.

Program Objectives

Careers in environmental engineering technology can involve construction and design, environmental monitoring and assessment, pollution control, site remediation and reclamation, environmental audits and impact assessments, research, technical sales and support for waste management. You could work in an office or a field setting, as part of a team or independently. Potential employers include engineering firms, environmental consultants, telecommunication firms, utilities, municipalities and government agencies.

Funding Source

Tuition






PS Certificate/Diploma Jobs – June to October 2012: Oil & Gas Well Drillers, Servicers, Testers & Related Workers are ranked #5 for in-demand jobs in the region.




Enrolment Capacity




Projected FLE’s

Estimated Budget

76 1 12 10 10 9000 13.3 TBD


40 | P a g e

Historical Estevan Enrolments

The enrolment rate at the Estevan campus has thrived when students are able to secure housing accommodations at an affordable price.

The College averaged over 150 full time learners per year in Estevan prior to the resource sector expansion in 2006.

Since 2006, as the resource sector continued its growth, housing availability and affordability directly contributed to students’ ability to find suitable accommodations to enroll in College training programs.

Subsequently, College programming in Estevan became less efficient and has gradually declined due to an inability to attract learners for training, and then into the labour market.

Below is a comparison of the impact the affordable housing issue has had on the full time program enrolment in Estevan:

Sources: Prepared by Preferred Choice from CMHC, 2002 - 2013 Fall Rental Market Reports from Southeast Regional

College Full-Time Enrolment Data

9.3%

1.5%

0%

1%

2%

3%

4%

5%

6%

7%

8%

9%

10%

4 Year Average2003-2006

7 Year Average2007-2013

Estevan CA Average Fall Apartment Vacancy Rate

154.5

76.9

0

25

50

75

100

125

150

175

4 Year Average2003-04 to 2006-07

7 Year Average2007-08 to 2013-14

Southeast Regional College Estevan Average FT Enrolment


41 | P a g e

As identified in the Program Plan, full time program enrolment is

expected to rebound to historic levels with the increase in affordable student housing as depicted below.

154.5

76.9

158

0

20

40

60

80

100

120

140

160

180

Average Enrolment 2003 to 2007 Average Enrolment 2007 to 2014 SETI Program Plan Projected FTEnrolments

Estevan FT Enrolments Comparison


42 | P a g e

The charts below depicts the total projected enrolment and Full Load

Equivalent (FLE) impact of the SETI Program Plan. This includes full time programs and industry programs.

532

194.1

0

100

200

300

400

500

600

Enrolment FLE's

Projected Total Impact of SETI Program Plan: Enrolment and FLE's

200.6

4095

297.6

4361

394.7

4627

FLE's Enrolment

SETI Enrolment and FLE Comparison

Actuals 2013-14 Projected Impact of 50% SETI Program Plan Projected Impact of SETI Program Plan


43 | P a g e

Program Plan As strategic and programmatic planning develops during 2015-16, the following opportunities will be

delivered:

University programming delivery will be explored utilizing the ‘Live’ streaming technology. The college will be establish itself as a sending site rather than as a receiving site. This involves the purchase of the ‘studio in a box’ broadcasting system

BCTC Level II

New trades offerings –Carpentry, Industrial Mechanics, welding and 3rd Class Power Engineer

Expansion of EAL programming in the region

Continue to increase focus on First Nations programming

Level II electrical apprenticeship training in Estevan

Enhanced partnership with Enform to deliver additional industry credit programs for the energy sector

Deliver the Oil and Gas Rig Worker program

Trends and opportunities throughout the region include:

The College has seen a significant increase in uptake of leadership training.

There has been an increase in interest and registrations in the College’s skid car training.

Trades and industrial disciplines such as power engineer and electrical continue to be in high demand and there is a labour market need. Learning centers for 3rd Class Power Engineering will be explored.

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.

Assess the opportunity to advance apprenticeship electrical training to Level’s 3 & 4.

Programming on First Nations continues to be a focus, exploring new deliver models to meet the post-secondary needs of First Nations communities.


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Program Plan Chart

Student Information System (SIS) Definitions

Student Information System (SIS) Definitions

# of Full Load Equivalents

(FLE’s) in 2013-14

Total Students in

2013-14

Projected # of FLE’s in 2014-15

Total Projected

Students in 2014-15

Projected # of FLEs for

2015-16

Projected Total

Students in 2015-16

Basic Education Credit 171.24 240 208.23 299 210 300

Basic Education Non Credit

61.76 304 79.41 332 77 429

Sub Total 233 544 287.64 631 287 729

Skills Training

Institute Credit 175.53 411 126.4 344 192 435

Industry Credit 186.44 5,058 157 4,250 157 4,250

Non Credit 16.21 1,070 13.48 950 13 899

Sub Total 378.18 6,539 296.88 5,544 362 5,584

University Credit 6.8 30 1.67 8 1.67 8

Total 617.98 7,113 586.19 6,183 650.67 6,321


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STA Program Plan 2015-16

Program Name

Location Start Date

End Date

# of Days

Seats Projected Funding Source

STA Cost Total course Cost

Power Engineering- 4th Class (carryover)

Assiniboia 01/12/15 10/01/15 58 6 $17,560 Tuition $48,667 STA

$48,667 $66,227

Practical Nursing –Yr 2

Weyburn

10/05/15

05/13/16

145

14

$48,750 Tuition $210,361 STA

$210,361

$281,646

Education Assistant

Kahkewistahaw

08/31/15

06/10/16

190

12

$54,144 Tuition $96,626 STA

$96,626

$150,770

Industrial Mechanic

Estevan

08/17/15

12/11/15

85

12

$22,810 Tuition $117,082 STA

$117,082

$141,367

Heavy Equip Truck & Transport Mechanic

Weyburn

10/26/15

04/01/16

105

12

$39,296 Tuition $96,020 STA

$96,020

$135,316

Electrician

Estevan

09/14/15

02/11/16

100

12

$22,240 Tuition $85,384 STA

$85,384

$109,724

Continuing Care Assistant

Whitewood

09/21/15

04/29/16

150

12

$46,085 Tuition $92,768 STA

$92,768

$141,804

Power Engineering 4th Class

Estevan

08/17/15

05/05/16

180

12

$58,452 Tuition $142,785 STA

$142,785

$204,402

Hairstylist (incl 2014-15 carryover of $22,445)

Weyburn

09/15/15

08/12/16

225

10

$65,000 Tuition $134,270 STA

$134,270

$196,785

Carpentry

Weyburn

10/05/15

03/04/16

100

12

$19,534 Tuition $163,484 STA

$163,434

$183,018

Electrical

Moosomin

09/14/15

02/11/16

100

12

$33,900 $89,315 STA

$89,315

$123,215

Welding (carryover)

Estevan 22 10 $17,597

TOTAL

146

$1,294,309

$1,734,274


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STA Program Plan 2016-17

Program Name

Location Start Date

End Date

# of Wks

Cap Projected STA Cost

Total Course Cost

Projected Funding Sources

Brief Rationale for Program

Practical Nursing

Weyburn Sept 6/16

June 16/17

68 14 $215,000 $280,000 $65,000 Tuition

$215,000 STA

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

Hairstylist Weyburn Sept 6/16

Aug 4/17 45 10 $90,000 $185,000 $95,000 Tuition

$90,000 STA

New facility has dedicated salon, labour market demand and labour market attachment

PCP Weyburn Sept 6/16

July 7/17 41 12 $190,000 $250,000 $60,000 Tuition

$190,000 STA

Will be able to share the nursing lab to maximize facility use, changes to requirements from EMT's to PCP's, labour market demand

Office Ed Weyburn Sept 6/16

May 12/17

33 12 $90,000 $120,000 $30,000 Tuition

$90,000 STA

Program has not run in Weyburn in quite some time so there may be demand. Utilization of computers and lab space.

Carpentry Weyburn Sept 6/16

Feb 3/17 20 12 $140,000 $165,000 $25,000 Tuition

$140,000 STA

Labour market demand and use of shared space at new location

OH & S Practitioner

Weyburn Sept 6/16

Dec 2/16 13 12 $40,000 $55,000 $15,000 Tuition

$40,000 STA

Safety is a growing business – suspect more and more companies will be hiring their own OH&S employees which will create a demand for training

Addictions Counselling

Yr 1

Weyburn Sept 6/16

May 12/17

65 12 $110,000 $140,000 $30,000 Tuition

$110,000 STA

New and innovative programming that may attract female population and males looking to change careers with industry slow down

Civil Engineering Technology

Yr 1

Weyburn Sept 6/16

June 16/17

76 14 $95,000 $125,000 $30,000 Tuition

$95,000 STA


Culinary Arts

Weyburn Sept 16/16

May 26/17

70 12 $90,000 $120,000 $30,000 Tuition

$90,000 STA

Potential to use kitchen in the new facility. New and innovative programming that may attract female population and males looking to change careers with industry slow down

Practical Nursing

Yr 1

Assiniboia Sept 6/16

June 16/17

68 14 $215,000 $280,000 $65,000 Tuition

$215,000 STA

Five Hills Health region partnership


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Program Name

Location Start Date

End Date

# of Wks

Cap Projected Funding Source

STA Cost Total course Cost


Power

Engineering Yr 1

Coronach

Sept 6/16

June 2/17

36

12

$110,000

$157,000

$47,000 Tuition

$110,000 STA

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

ECE Carry the Kettle

Sept/16 Need for day care workers on First Nations.

Power Engineering

4th Class

Estevan Aug/16 May/17 36 12 $145,281 $197,961 $52,680 Tuition

$145,281 STA

Continued labor market need as identified by employers; high student demand

Power

Engineering 3rd Class

Estevan Aug/16 Dec/16 18 12 $55,154 $83,918 $28,764 Tuition

$55,154 STA

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

Occupational Health

& Safety Practitioner

Estevan Jan/17 Mar/17 13 12 $39,723 $55,000 $15,277 Tuition

$39,723 STA

Continued demand and interest from oil & gas safety personnel; course is a prerequisite for CRSP

Welding

Estevan Jan/17 June/17 20 12 $150,799 $180,799 $30,000 Tuition

$150,799 STA

Utilization of MTL; as industry rebounds from recession more skilled tradespeople will be in demand

Industrial Mechanic

Estevan Aug/16 Dec/16 20 12 $117,269 $152,269 $35,000 Tuition

$117,269 STA

Utilization of MTL; as industry rebounds from recession more skilled tradespeople will be in demand

Continuing Care

Assistant

Whitewood Sept/16 June/17 30 12 $102,500 $136,600 $34,100 Tuition

$102,500 STA

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

Agriculture Machinery Technician

Moosomin Sept/16 June/17 35 12 $178,764 $227,884 $49,120 Tuition

$178,764 STA

New & innovative programming; demand for skilled laborers in this area; Moosomin has a high agriculture sector

Indigenous Peace-

keeping

On Reserve Sept/16 Apr/17 25 15 $105,000 $145,000 $40,000 Tuition

$105,000 STA

In demand from First nations communities; skilled and trained people are needed to provide security for first nations events and festivals

Business Admin

Certificate

On Reserve 9/16/15 5/17/15 33 12 $102,000 $152,000 $50,000 Tuition

$102,000 STA

In demand from First nations communities; students that graduate from business admin would have a number of continured education or career opportunities upon completion of program

TOTAL

247

$2,381,490

$3,208,431


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STA Program Plan 2017-18 Program

Name Location # of

Weeks Course Capacity

Projected STA Cost

Projected Total Course Cost


Power Engineering -

4th Class (carryover)

Estevan 36 12 $145,281 $197,961 Continued labor market need as identified by employers; high student demand

Power Engineering

3rd Class

Estevan 18 12 $55,154 $83,918 Labor market demand; gives students opportunity to continue education with a short amount of schooling(takes a shorter time than completing on own)

Welding Estevan 20 12 $150,799 $180,799 Utilization of MTL; as industry rebounds from recession more skilled tradespeople will be in demand

Industrial Mechanic

Estevan 20 12 $117,269 $152,269 Utilization of MTL; as industry rebounds from recession more skilled tradespeople will be in demand

Continuing Care

Assistant

Whitewood 30 12 $102,500 $136,600

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

Electrician Moosomin 20 12 $93,450 $122,975 High student demand; community supports the continued offering of this program despite moderate labour market demand

Office Admin Moosomin 32 12 $97,780 $133,150 Moderate student demand; labour market demand is strong, businesses have come to only accept an office admin diploma as an acceptable entry level requirement

Institutional Cooking

On Reserve 20 10 $31,000 $95,000 Ability to partner with First Nations community to deliver program; program was a huge success last time it was offered and is in demand among the first nations communities

Practical Nursing - Year

2

Weyburn 14 $175,000 $225,000


Hairstylist Weyburn 45 10 $90,000 $185,000 New facility has dedicated salon, labour market demand and labour market attachment

Office Ed Weyburn 33 12 $110,000 $120,000 Program has not run in Weyburn in quite some time so there may be demand. Utilization of computers and lab space. If successful in 2016/2017 – program continuity

Electrical Weyburn 12 12 $95,000 $125,000 Program has not run in Weyburn in quite some time so there may be demand. Utilization of shared space in new facility

Addictions Counselling

2nd year

Weyburn 65 12 $110,000 $140,000 New and innovative programming that may attract female population and males looking to change careers with industry slow down

Civil Engineering Technology

2nd Year

Weyburn 76 14 $80,000 $110,000


Culinary Arts 2nd Year

Weyburn 70 12 $90,000 $120,000 Potential to use kitchen in the new facility. New and innovative programming that may attract female population and males looking to change careers with industry slow down


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Program Name

Location # of Weeks

Course Capacity

Projected STA Cost

Projected Total Course Cost


ECE - dual credit

Weyburn 38 (3hrs /wk)

20 Partnership with high school – help students get a head start on the program while attending high school, partnership with local day cares

Practical Nursing -

Year 2

Assiniboia 68 14 $175,000 $225,000


Power Engineering

Coronach 36 12 $110,000 $157,000 Partnership with SaskPower, facility at Coronach, provides excellent hands on training, labour market demand, partnership with Assiniboia high school

Welding Carry the Kettle

80 12 $150,799 $180,799 If we still have access to the mobile lab, this would be a good opportunity to provide training on a First Nation

TOTAL 238 $1,979,032 $2,690,471


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Adult Basic Education Program Management Form 2015-16

Program

Name

Location Partners Start

Date

End

Date

Seat

Capacity

Program

Course

Days

Total # of Days

Learners in

Attendance

Total Program

Cost Funded

by ECON

Cost/

Training

Day

Level 3 Weyburn Sept 08/15 May 27/16 15 130 1950 $82,440.29 $42.28

Level 4 Weyburn Sept 08/15 May 27/16 15 130 1950 $82,440.29 $42.28

Level 3 Indian Head Sept 08/15 May 27/16 15 130 1950 $89,514.77 $45.91

Level 4 Indian Head Sept 08/15 May 27/16 15 130 1950 $21,915.87 $11.24

Level 3 Moosomin Sept 08/15 May 27/16 7 130 910 $56,858.52 $62.48

Level 4 Moosomin Sept 08/15 May 27/16 8 130 1950 $56,858.52 $54.67

Level 3 Estevan Sept 08/15 May 27/16 15 130 1950 $78,434.80 $40.22

Level 4 Estevan Sept 08/15 May 27/16 15 130 1950 $78,434.80 $40.22

Level 3 Ocean Man OMFN Sept 08/15 May 27/16 7 130 910 $34,579.64 $38.00

Level 4 Ocean Man OMFN Sept 08/15 May 27/16 8 130 1040 $34,579.64 $33.25

Level 3 Ochapowace OFN Sept 08/15 May 27/16 7 130 910 $63,249.77 $69.51

Level 4 Ochapowace OFN Sept 08/15 May 27/16 8 130 1040 $63,249.77 $60.82

Level 3 Piapot Valley PCN Sept 08/15 May 27/16 7 130 910 $44,305.04 $48.69

Level 4 Piapot Valley PCN Sept 08/15 May 27/16 8 130 1040 $44,305.04 $42.60

Level 3 Piapot Urban PCN Sept 08/15 May 27/16 15 130 1950 $79,552.95 $40.80

Level 4 Piapot Urban PCN Sept 08/15 May 27/16 15 130 1950 $79,552.95 $40.80

Level 3 Kahkewistahaw KFN Sept 08/15 May 27/16 15 130 1950 $76,730.19 $39.35

Level 4 KahKewistahaw KFN Sept 08/15 May 27/16 15 130 1950 $76,730.19 $39.35

TOTAL 210 2340 27,300 $1,143,733.04 $41.89


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Program

Name


Date

End

Date

Seat

Capacity

Program

Course

Days

Total # of Days

Learners in

Attendance

Total Program

Cost Funded

by ECON

Cost/

Training

Day

Level 3 Weyburn Sept 06/16 May 26/16 15 130 1950 n/a n/a

Level 4 Weybrun Sept 06/16 May 26/16 15 130 1950

Level 3 Indian Head Sept 06/16 May 26/16 15 130 1950


Level 3 Moosomin Sept 06/16 May 26/16 7 130 910


Level 3 Estevan Sept 06/16 May 26/16 15 130 1950


Level 3 Ocean Man OMFN Sept 06/16 May 26/16 7 130 910


Level 3 Ochapowace OFN Sept 06/16 May 26/16 7 130 910


Level 3 Piapot Valley PCN Sept 06/16 May 26/16 7 130 910


Level 3 Piapot Urban PCN Sept 06/16 May 26/16 15 130 1950


Level 3 Kahkewistahaw KFN Sept 06/16 May 26/16 15 130 1950


Level 3 Cowessess CFN Sept 06/16 May 26/16 15 130 1950

GED

Prep

Assiniboia Sept 06/16 Dec 16/16 15 30 450

TOTAL 240 2500 27,300


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Program

Name


Date

End

Date

Seat

Capacity

Program

Course

Days

Total # of Days

Learners in

Attendance

Total Program

Cost Funded

by ECON

Cost/

Training

Day

Level 3 Weyburn Sept 05/17 May 25/18 15 130 1950 n/a n/a

Level 4 Weyburn Sept 05/17 May 25/18 15 130 1950

















GED

Prep

Cowessess CFN Sept 05/17 May 25/18 15 130 1950

GED

Prep

Cowessess CFN Sept 05/17 May 25/18 15 130 1950


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Program

Name


Date

End

Date

Seat

Capacity

Program

Course

Days

Total # of Days

Learners in

Attendance

Total Program

Cost Funded

by ECON

Cost/

Training

Day

Assiniboia Sept 05/17 May 25/18 15 30 450

Estevan Sept 05/17 May 25/18 15 30 450

TOTAL 270 2660 32,100

English as an Alternate Language 2015-16 Program

Name Location Partners Start

Date End Date

Seat Capacity

Program Course Days

Total # of Days Learners in Attendance

Total Program Cost Funded by ECON

Seat Cost/ Training Day

Stage 1 English

Estevan CIC Sept 14/15 Jun 30/16 40 80 3,200 $26,896.74 $8.41

Stage 1 English

Indian Head CIC Sept 14/15 Jun 30/16 20 80 1,600 $14,906.52 $9.32

Stage 1 English

Kipling CIC Sept 14/15 Jun 30/16 20 80 1,600 $14,481.34 $9.05

Stage 1 English

Moosomin CIC Sept 14/15 Jun 30/16 20 80 1,600 $14,763.09 $9.23

Stage 1 English

Ogema CIC Sept 14/15 Jun 30/16 20 80 1,600 $12,233.26 $7.65

Stage 1 English

Weyburn CIC Sept 14/15 Jun 30/16 60 80 4,800 $38,319.05 $7.98

TOTAL 180 480 14,400 $121,600 $8.44

English as an Alternate Language 2016-17 Program

Name Location Partners Start

Date End Date

Seat Capacity

Program Course Days



Cost/ Training Day

Stage 1 English

Estevan CIC Sept 12/16 Jun 30/17 40 80 3,200 n/a n/a

Stage 1 English

Indian Head CIC Sept 12/16 Jun 30/17 20 80 1,600

Stage 1 English

Kipling CIC Sept 12/16 Jun 30/17 20 80 1,600

Stage 1 English

Moosomin CIC Sept 12/16 Jun 30/17 20 80 1,600

Stage 1 English

Ogema CIC Sept 12/16 Jun 30/17 20 80 1,600

Stage 1 English

Weyburn CIC Sept 12/16 Jun 30/17 60 80 4,800

TOTAL 180 480 14,400


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English as an Alternate Language 2017-18

Program Name

Location Partners Start Date

End Date

Seat Capacity

Program Course Days



Cost/ Training Day

Stage 1 English

Estevan CIC Sept 11/17 Jun 30/18 40 80 3,200 n/a n/a

Stage 1 English

Indian Head CIC Sept 11/17 Jun 30/18 20 80 1,600

Stage 1 English

Kipling CIC Sept 11/17 Jun 30/18 20 80 1,600

Stage 1 English

Moosomin CIC Sept 11/17 Jun 30/18 20 80 1,600

Stage 1 English

Ogema CIC Sept 11/17 Jun 30/18 20 80 1,600

Stage 1 English

Weyburn CIC Sept 11/17 Jun 30/18 60 80 4,800

TOTAL 180 480 14,400


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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 is meant to help optimize the funding entrusted to the College and help ensure that our decisions support government priorities, the labour market needs and student demands. This tool is 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 produced the following results for program delivery:

Program Location Rationale

4th Class Power Engineer Assiniboia Carry Over from 2014-15 Practical Nursing Weyburn Year 2 of a 2 year program Hairstylist Weyburn Carry over from 2014-15 Educational Assistant (new) Kahkewistahaw Labour market demand;

First Nations centered;

Partnership with 3 FN’s Pre-Apprentice Industrial Mechanic (new)

Estevan High labour market demand;

Mobile training lab on site. Pre-Apprentice Heavy Equipment Truck & Transport (new)

Weyburn High labour market demand;

Partnership with Sask Ministry of Highways for delivery location.

Continuing Care Aid Whitewood High labour market demand;

High labour market attachment. 4th Class Power Engineer Estevan High labour market demand;

High labour market attachment. Pre-Apprentice Electrical Estevan/Weyburn High labour market demand; Hairstylist Weyburn Labour market and learner demand. Pre-Apprentice Carpentry (new)

Weyburn High labour market demand.

Pre-Apprentice Electrical Moosomin Sufficient labour market demand

High student demand Projected STA Budget Required $1,294,309


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Based on the results of the Program Prioritization process, the

following current programs are not planned to be offered in the 2015-16 year:

Program Location Rationale

Plumbing/Pipefitting Weyburn Decrease in labour market demand

Marginal student demand Welding Estevan Mobile Training lab to be used for

Industrial Mechanic Office Education Moosomin Low labour market demand


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Human Resources

As the College settles in-to and completes a full year within its revitalized organizational structure, a

review of the structure will be undertaken to ensure the results expected from the re-org are being

realized.

FTE Counts

2014 – 15 Actuals

2015 – 16 Anticipated

Variance 2016 – 17 Anticipated

Variance

OOS 9 9 0 9 0

In-scope 62.45 62.85 .4 662.85 .4

Totals 71.45 71.85 .4 71.85 .4

The College continues to be a leader in administrative efficiency among the 7 Colleges while serving

the highest total number of learners.

0% 10% 20% 30% 40% 50% 60% 70%

Carlton Trail College

Cumberland College

Great Plains College

Northlands College

North West College

Parkland College

Southeast College

Southeast College 2015-16 Projected

Percent of Personal Services Expenses to Total Expenses

Carlton Trail College

Cumberland College

Great Plains College

Northlands College

North West College

Parkland College

Southeast College

Southeast College 2015-16 Projected

Costs of Personal Services Expenses per Enrolment


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The College continues to be an employer of choice within the region, making in-scope office and admin

recruitment pools strong. Out-of-scope specialized recruitment has been difficult with qualified pools

being very limited due primarily to compensation and benefit packages. Instructor attraction and

retention are areas of challenge. Albeit the recent downturn in the energy industry has strengthened

the Colleges recruitment position, lack of suitable housing and lack of full time instructional

opportunities adds several elements of difficulty for instructor recruitment.

In the Adult Basic Education area, several retirements may be occurring within the life of this business

plan. Succession planning in this area will be an area of interest and development for the College.

Some other specific areas of Human Resource focus will be:

1. To enhance the capabilities of workgroups through group, one-on-one and, customized corporate

training and professional development opportunities.

As an engagement and efficiency measure, the continued elevation of the annual T.E.A.M.

(Together Everyone Achieves More) Conference provides the College cost effective training

themed for the Strategic Priorities and provides a stage for cohesive messaging to all

employees

2. To heighten accountability with the launch of an operational performance management system.

Coaching and supporting teams in creating and monitoring meaningful and measureable

Key Result Areas

Identifying succession plans and employee career-pathing

Continued benchmarking via staff surveys

3. To ensure that HR policies and procedures are current with relevant legislation, best practices, and

board governance documents.

4. To remain responsive to the needs of managers and employees through personal consultation,

mediation, and conflict resolution services.

5. To increase meaningful connections to labour representatives to support an on-going dialogue by

actively participating in joint union management initiatives.


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Strategic Development

Elevating the College’s Profile

Southeast College believes strongly in the value of building strong partnerships with the communities we serve and specifically with the business community in our region. We are at our best when we are a proactive labour market solution provider. We are proud to be of service to our communities and in order to achieve that we must be informed, accessible, and flexible. Outreach Initiative 1

Estevan:

Have a representative on the Chamber Board (or a Chamber Committee).

Attend a minimum 6 Chamber events annually.

In partnership with SERIEC facilitate a Job Fair.

Host a minimum 4 non-training events in the campus.

Have Business & Program Consultants in Estevan a minimum of four days/month.

Weyburn:




Host a minimum 4 non-training events in the campus (or alternate locations for 2015).

Assiniboia:



Host a minimum 1 non-training event in the campus.

Indian Head:

Attend a minimum of one Chamber event annually.

Moosomin:




Host a minimum 1 non-training event in the campus.

Whitewood:

Attend a minimum 1 “community function” each year.

Host a minimum 1 non-training event in the campus. NON-CAMPUS COMMUNITIES

Carlyle:

The 3rd largest community in our region. VP will endeavour to be present at this Chamber once annually and have the Business Consultants be very visible here.

Oxbow

Redvers

Stoughton

Midale

Ogema

Pangman

Radville

In these communities, our Business & Program Consultants should be able to attend at least

one “community event” per year. Also, they should be in each community numerous times

throughout the year meeting with business and community leaders.

Executive to visit occasionally and/or at key times as they arise.


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Additional business and industry groups that Southeast College views as valuable to achieving our goals include:

Canadian Association of Oilwell Drilling Contractors (CAODC), Saskatchewan Petroleum Health & Safety Information Group, Early Safety Training Program, South East Environment & Safety Seminar Committee.

Currently we have representation at local committees of each of these industry groups. We actively monitor additional business groups that we are able to bring value to.

Outreach Initiative 2

Research and evaluate the option of an Ambassador Program which would encourage College staff to become involved in Community Groups. Internal partners include Marketing & HR.

Southeast College 2015 – 2016 Scholarship & Fundraising Campaign

“FUELLING THE FUTURE”

Midway through the 2014-15 Southeast College year, the Strategic Development team met with Marketing and

the CEO to establish a brand under which to launch an enhanced and strategic scholarship and fundraising plan

for the future. The brand identified was "Fuelling the Future".

Although portions of the work started in the 14-15 year, the bulk of the initiative will take place following June

30, 2015. This initiatives framework is included in the Southeast College 2015-16 Business Plan.

Fuelling the Future will be comprised of 4 Components:

1. General Scholarship Sponsorship 2. Campus Naming & Sponsorship 3. STA Programming Sponsorship 4. University Programming Sponsorship

These 4 components work concurrently to ensure a number of strategic objectives:

Maximize matching SIOS dollars from the Province of Saskatchewan.

Build strong supports for students.

Create labour market solutions for businesses in our region (and throughout Saskatchewan).

Bring affordable University programming back to Southeast Saskatchewan.

Provide stabilized, non-government funding to Southeast College.

Entrench Southeast College as a partner of choice for business and institutional stakeholders in our region.

About the Saskatchewan Innovation Opportunity Scholarship (SIOS)

Currently the Province allocates $77,000.00 annually in matching SIOS dollars for Southeast College. Other College's receive higher (or lower) amounts.

Southeast College currently has a $120,000.00 overpayment from the Province from years in which the entire $77,000.00 was allocated.

The Province does not wish to allocate dollars that institutions are not able to maximize.


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Elements to be utilized across the campaign:

A new "Case for Support" is being developed to best communicate to sponsors and investors the benefit for their support. This is a general good piece not be confused with the value proposition attached to a specific component (such as STA sponsorship).

A new "Donor Recognition" strategy is being developed to ensure that all of our sponsors and donors receive recognition and are made to feel a partner in Southeast College. This will include a "Report to Donors".

New "Value Propositions" are being developed in order to illustrate a strong return on investment for our corporate sponsors.

Component 1 – General Scholarship & Sponsorship

This is what Southeast College currently does. It will continue on in much the same way, but will utilize the new elements being developed.

Continued development of the annual Swing for Scholarship Golf Tournaments in Weyburn and Estevan.

This will be the largest source of the $77,000.00 that will be put towards our matching SIOS allocation.

Continue developing an internal culture of giving by growing initiatives such as the TEAM Scholarship.

Component 2 – Campus Naming & Sponsorship

The "Fuelling the Future" canvas project in the Estevan Campus.

The development of a new "Naming Rights" initiative for the Estevan Campus.

The development of a new "Naming Rights" initiative for the Weyburn Campus.

There will be crossover of naming rights as we implement Components 3 & 4.

Component 3 - STA Programming Sponsorship

As Southeast College continues its evolution to becoming more of a labour market solution provider, we will be reaching out to industry partners to "sponsor" or "invest" into programming that will provide new employees for their business and their industry.

The development of new Value Propositions for this initiative will provide opportunity to allow private industry to participate directly in our classrooms. Beyond providing them with new workers in their industry, it will give opportunities for business exposure through products such as lab naming rights.

Investment from our corporate sponsors can also be matched using SIOS dollars.

Component 4 – University Programming Sponsorship

As Programming & Student Services rolls out University Programming, Strategic Development will be approaching private donors to support that programming.

It is expected that this Component will utilize $100,000.00 of the $120,000.00 SIOS overpayment.

This component will carry a large attachment to Component 2 (Naming Rights) as it will be targeted at donors looking to provide multi-year sponsorship.

The development of new Value Propositions for this initiative will provide a basis for long term relationships with our top tier donors.

This Component will contain a "Legacy Giving" element which will include a public learning event for potential donors as well as a framework for understanding this process.


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Improved Business Systems and Reporting

The Strategic Development division has identified areas of business that can benefit from stronger activity

tracking, reporting, monitoring and data collection. These processes all contribute to a stronger and more

sustainable organization. Improving corporate memory removes vulnerabilities and creates consistency.

Currently 5 initiatives have been identified for the 2015-16 business plan.

Improvement 1 – Implementation of a "CRM"

A Customer Relationship Manager (CRM) is a software application into which staff record interactions with "customers". In this situation it would not be students as they are recorded in the provincial OCSM system. In this situation the "customers" are our business clients and our donors.

Creating an infrastructure to track customer relations is integral in creating strong relationships, developing procedures, and improving follow-up.

This system will be utilized by the Business & Program Consultants as they interact with customers throughout the region. It will also be utilized by the Manager of College Advancement to track interactions with our donors.

This creates an online database which is stabilized and accessible and will improve corporate memory.

A sound database will increase accountability by ensuring key relationships are tracked and reduce the risk of missed opportunities.

There is certainly cost to implementing any software and the Strategic Development team will work diligently to identify the product which delivers the most impact for the dollars and man-hours spent.

Improvement 2 – Development of a Quarterly Reporting System

A document which measures and tracks performance and progress on key measurables in an action plan.

A new Report will be implemented to ensure that key objectives are being monitored and that the College is maintaining an agile culture to ensure accountability.

In simple terms – What gets measured, gets managed.

This new report will be populated with indicators identified by Executive Management and will be prepared and reviewed quarterly by Board and Executive.

Improvement 3 – Build & Maintain a Process to Establish and Track Profit Margins

The profit margins on our non-STA training programs are key to profitability.

Ensuring that we are delivering best value to our customers and stakeholders is a strategic priority across the entire College.

Currently College staff have very ad-hoc and informal calculations for determining these margins which creates vulnerability.

Improvement 4 – Process Mapping

To continue building stronger corporate memory Strategic Development plans to introduce a Process Mapping initiative. An initial map will be developed for our Scholarship program.


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Work with Industry to Identify Training

Southeast College takes pride in its ability to deliver training that provides labour market solutions to business

and industry across the Province. This happens in a different levels throughout Southeast College including our

STA programming, ABE, and Industry training.

The College currently deploys two Business & Program Consultants who are on the road and in constant

contact with the business community to hear their needs, and to explain training options available at Southeast

College. Although our region is often times felt to be a “boom and bust” region based on commodity prices,

we are aware that it is still the hottest economy in the province and has still not realized its full potential. Our

consultants not only work to fill our training seats, but they also spend time meeting with employers to

determine new training needs. It is this process that guides the College into the development of new

programming and into training partnerships.

Strategic Development has identified 3 key focus areas:

Focus 1 – Diversified Training Portfolio

Agriculture is a mainstay of our economy and continues to grow. Along with that growth comes a business-like approach from producers. Producers today require training for their staff that varies from Farm Safety to Equipment Operator. We would expect to offer at least one new Ag training program in the upcoming fiscal year.

Energy Sector training is still a high focus for Southeast College and we hope to expand those offerings. Programs currently (or soon to be) in development:

o The Rig Worker is ready for a trial run, but we are awaiting better economic conditions in the energy sector before launching this.

o The Government of Saskatchewan’s new IRIS (Integrated Resource Information System) is ready to become industry mandatory in the fall of 2015. Southeast College is partnering with the Ministry of Economy to facilitate training sessions for industry.

Partnerships with SaskPower and SaskTel to develop and deliver specific technical training for their employees.

Continue growing training partnerships with private sector businesses who have equipment and resources that enhance the College’s ability to deliver relevant and timely programming.

Focus 2 – Instructor Development

Becoming a trainer of choice requires having the best instructors on the market. This includes building a

This will start with the initial conversation with the Donor and will follow the dollar to the student and will end at the final report submitted to the Provincial Government.

Process mapping is helpful in identifying opportunities for process improvement.

Improvement 5 – Development of Strategic Measurement Process

Ensuring that we are creating a framework for tracking our key measurable in the College’s Five Year Strategic Plan.

Development of Departmental Reporting Systems to ensure College-wide consistency.


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culture of pride and loyalty amongst our instructors, as well as ensuring we are not vulnerable should an instructor move on. In partnership with Programming and Student Services, we would look to develop and implement an instructor development initiative.

Focus 3 – Enhanced Customer & Stakeholder Satisfaction

With the implementation of a new Customer Relationship Management software, it is expected that we are able to grow our base of Business Clients measurably. New business contacts are expected to grow quarterly throughout the year.

By developing improved business practices (such as timely & regular reporting) the College will be better able to identify customer needs and provide the relevant solutions.

Develop a stakeholder interview which the Consultants can deliver and have returned to Manager of Strategy & Reporting.


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Strengthen External Partnerships

Southeast College has a long history of building strong relationships with its partners both in industry and

institutional. These partnerships help us achieve a number of goals, but specifically they allow Southeast

College to maximize the impact of our training by ensuring we are creating learners that are prepared to

move directly into the labour market. Additionally we are able to best serve our stakeholders when we can

work in partnership with institutional partners to maximize the impact of our efforts by utilizing the skill sets of

our partners.

Strategic Development has identified 4 key initiatives which can maximize external partnerships to not only

create efficiencies, but to best achieve strategic goals.

1 – South East Regional Industry & Education Council (SERIEC)

Industry and education councils are something that is very valued by industry and government. Recently the Saskatchewan Chamber of Commerce announced their support and endorsement of Industry and Education Council’s as a means to better build a future workforce for Saskatchewan. The Premier has also stated that the Province encourages stakeholders to work together in business and education.

We are currently only the third Council in the Province (Saskatoon and Regina being the others) and we working to formalize our entity and complete our terms of reference. Our partners at this point are Cornerstone Public School Division, the Estevan Chamber of Commerce, the Weyburn Chamber of Commerce, the Moosomin Chamber of Commerce, and Holy Family Roman Catholic Separate School Division.

With this partnership we have created annual Career Fairs throughout the Region (Estevan, Weyburn and Moosomin) and we are engaging industry to determine their needs.

2 – Sun Country Health Region (SCHR)

As the largest employer in our Region, it is critical that Southeast College is working closely with our partners at SCHR. Not only to provide them the required training for staffing, but also to take advantage of natural synergies and efficiencies.

We are continuing to build in areas of partnership such as the Continuing Care Aid training as well providing access to our Student Services Councilors for their new hires.

3 – Furthering Partnerships with Institutions

Currently Southeast College has an exceptional working relationship with Saskatchewan Polytechnic and we hope to strengthen that relationship in terms of working closely on building our capacity to deliver competitive programming.

Developing relationships with other Institutions (such as Dumont Technical Institute) also opens us to new ideas and potential partnerships that provide opportunities to our stakeholders.

Develop new relationships with Strategic Development counterparts in other Colleges.

Manager of Strategy & Reporting will continue to participate in the provincial Student Information Systems Operating Committee with counterparts from Saskatchewan Colleges.


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4 – Technical Training Partnerships

Southeast College believes that we can work together with agencies such as the Ministry of Highways, SaskTel, and SaskPower to create very good training programs which directly impact their staffing needs.

The College will continue to explore and develop opportunities to achieve high impact at minimal cost.

Strengthen Internal Partnerships to Achieve Goals and Create Efficiencies

With a downturn in the local economy due to the low commodity prices, Southeast College is aware

that it is critical to create efficiencies whenever possible. Although being lean and efficient should

always be a top priority, the need to be has been magnified by the slow-down in the energy sector.

Strategic Development has identified 4 key initiatives which can maximize Internal Partnerships to

not only create efficiencies, but to best achieve strategic goals.

1 – Student Recruitment

Support Programming & Student Services as well as Marketing & Communications on the development of a new Student Recruitment Initiative.

Utilizing existing staff members and resources will allow the College to create an entirely new initiative without increasing staff. This measure will also increase accountability as existing staff will have new opportunities to interact with stakeholders.

2 – Southeast College 40th Anniversary

By supporting Marketing & Communications the Strategic Development division is able to assist in the execution of marketing strategies while finding another avenue to increase our visibility. This allows Marketing & Communications to remain lean while still having "boots on the ground" in communities across the region.

3 – Labour Market Data

Developing a joint use report in conjunction with the 2 Labour Market Attachment Specialists (LMAS) from Programming & Student Services.

This new report will be utilized throughout the organization in areas such as program development, student employment, program selection, and more.

The new report will be developed in partnership with the LMAS’s and the Manager of Strategy & Reporting.

4 – First Nations Engagement

Support Programming & Student Services in areas where Strategic Development can add value (such as the Enbridge Scholarship project).


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Marketing & Communications

Develop an annual Communications and Advertising Plan to unite efforts.

Conduct a brand refresh (new logo and suite of materials) that will provide a recognizable,

identifiable College image across the region.

Conduct a web site review and refresh with the goal of making the site more user-friendly.

Provide templates and consistent branding for College staff to use in promotion and marketing of

programs and services.

Continue to enhance internal communications through new technology (attending meetings remotely;

access to Executive personnel) and regular communications about College news & direction.

Information Technology

SC IT continues to be faced with numerous challenges around managing information security,

providing a consistent, stable infrastructure, and tools to support our instructors and students in

learning.

SC IT 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 plans to investigate a learner

management system while continuing to focus on instructor/student needs for technology and work to

provide solutions and training that will enhance the student experience.

This year a major focus will be the move to the new facility. This will entail:

o Merging our Weyburn Mall Campus

LAN/WAN/CNET

Head End Firewall Renewal

Print infrastructure

Staff & Student computers

Video Conferencing

CENTREX IP phones

IP Camera (CCTV) system for monitoring security and safety of public areas

o Merging our Weyburn Administrative office

Staff computers

Printers

CENTREX phones conversion to CENTREX IP

The College will be executing a RFP for our Printer and Copier devices and for our IT services

partner.

The College will be continuing to work on IT policy and practices. Standardizing our IT operations and

security management. The College bases its ITSMS on the ISO 27001. Using this ISO as a baseline to

develop our own IT Security Management System.


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Facilities and Capital

2015-16 Highlights

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 which, we are confident, will translate into a higher profile, improved awareness and increased enrolments.

The Indian Head campus continues to receive annual tests and monitoring for soil and ground water contamination due to a pre-existing issue with the building site. The 2014 cost of this monitoring was $4,410. Approximately $29,000 will remain of funds previously advanced by the Ministry and SC will continue with the monitoring.

Indian Head Campus requires upgrades to interior paint, flooring & lighting. This will significantly improve the learning experience there. This will be included in the 3 year Preventive Maintenance and Renewal Plan submitted to the Ministry.

The Estevan Campus has numerous current and future projects in progress, including: o completing landscaping; o preparation of room 107 for Level 2 Electrical Apprenticeship; o exterior and interior signage to compliment the College re-branding and to replace the

temporary exterior signage. o improved outside storage for maintenance equipment.

Affordable housing continues to be an issue in Estevan and student housing remains a part of the College’s future plans.

Most building systems at the Estevan Campus went off of warranty as of October 2014 and maintenance costs are expected to increase.

The HVAC system is experiencing leaks and corrosion problems that are premature for a 3 year old

building. The apparent cause of the corrosion/leaks is elevated corrosive elements in the water/glycol

mix used in the system, along with some possible flow velocity issues. The condition of the air handling

unit coils and all copper and brass components in the entire heating/chilling system has deteriorated

somewhat and will need to be addressed in order to enhance the life expectancy of the system.

o 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.

Paving of the Estevan Campus parking lot remains a priority. The paving project was tendered in September 2013, with a cost of $630,000 for preparation and paving. All necessary curb installation/modifications, lighting changes and catch basin installation are now complete and will accommodate the use of SC’s skid car for training in Estevan once the paving is done.

o The most recent estimate received for paving the just the front and side parking lots during the 2015 season totaled $500K. This will be included in the 3 year Preventive Maintenance and Renewal Plan submitted to the Ministry on a cost-sharing basis.

The joint-use facility in Weyburn between the College and Southeast Cornerstone School Division (SECPSD) is underway, but well behind the original schedule. The estimated completion date is Fall 2015 with the College planning to move December 2015.


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Facilities Owned, Rented and Leased

Facility Location Leaser Name Notes Lease/rental

expiry date

Monthly

cost* Annual cost*

Square

footage

(ft2 )

Annual

cost / sq.

ft.

(including

parking)

Assiniboia

Campus

201-3rd Ave.

W. Assiniboia

Assiniboia

Civic

Improvement

Association

Leased

10% annual

increase

Aug. 31,

2017

$1369.17 $16,430.04 1620 ft2 $10.14

Indian Head

Campus

708

Otterloo St.

Indian Head

n/a Owned n/a n/a n/a Campus-

3864ft2

Shop- 1738

ft2

Total- 5602

ft2

-

Moosomin

Campus

610 Park Ave.

Moosomin

Stand Up

Construction

Inc.

Leased. 10%

increase

March 1,

2015

June 30,

2020

$9,917.35 $119,008.20 5775 ft2

$21.70

Moosomin

Parking lot

610 Park Ave.

Moosomin

Stand Up

Construction

Inc.

Leased. 10

year lease

June 30,

2020

$525.00 $6,300.00 -

Included in

campus cost

Estevan

Campus

532

Bourquin Rd.

Estevan

n/a Owned n/a n/a n/a Main- 35,327

ft2

2nd- 14,015

ft2

Total- 49,342

ft2

-

Weyburn

Admin

#8- 4th St.

Weyburn

Osler

Investments

Ltd.

Leased

1 year

agreement

Aug. 31,

2015

Renewed 6

months to

Feb 29, 2016

$5,916.87 $47,334.96

(to Feb

29/16)

5588 ft2

$8.47


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Facility

(cont.) Location Leaser Name Notes

Lease/rental

expiry date

Monthly

cost*

Annual cost*

Square

footage

(ft2 )

Annual

cost / sq.

ft.

(including

parking)

Weyburn

Admin

parking lot

315 Railway

Ave. Weyburn

Pateman

Management

Ltd.

Rented

Sept. 19,

2013.

Currently

month to

month

$150.00/

month less

maint. costs.

Monthly

average

from 2010

– 2014 =

$240.00

Approx.

$3,000.00.

Varies

according to

snow removal

costs

-

Included in

admin. cost

Interim

Weyburn

Mall

Campus

110 Souris

Ave. Weyburn

Weyburn

Mall Ltd.

Leased June

30/2015

14,821.84 $88,931 (to

Dec 31/15)

13,998 ft2

$6.35

Weyburn

Hair Stylist

Program

110 Souris

Ave. Weyburn

Weyburn

Mall Ltd.

Leased

Currently

month to

month

Oct 31/2012 $1,775.95 $10,655.70

(to Dec

31/15)

1906 ft2

$5.60

Whitewood

Campus

708-5th Ave.

Whitewood

Prairie

Valley School

Division

Leased.

Currently

month to

month

June 30,

2011

$487.48 $5,849.76 1738 ft2

$3.37

Total

$35,053.66 $297,509.66

Owned:

54,944

Leased:

30,625

Total:

85,569 ft2

Ave.

Annual

lease cost:

$9.71/ft²

Weyburn

Campus

629 King St.

Weyburn, SK

South East

Cornerstone

Public School

Division

Leased.

Actual costs to

be

determined

as 18.73% of

relevant

operating

costs

50 year lease

commences on

occupancy.

Expected Dec.

2015 – Jan.

2016

$6600.00

est.

$80,000.00

est.

36,273 ft2

$2.20

est.

Land

Transaction

Plan:

Estevan

Student

Housing

Nesbitt Rd.

Estevan

Owned N/A To be

purchased

from the City

of Estevan for

$1.

N/A N/A N/A 2015 or

2016

* Costs include 33% of GST


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Three Year Capital Plan 2015-2018

Location Leased Owned

Project

College Priority

Cost $

College Fund

$

Ministry Fund $

2015-16

Ministry Fund $

2016-17

Ministry Fund $

2017-18

Assiniboia Campus

Leased No capital projects

Indian Head

Campus

Owned Update interior. Paint, trim, ceiling tiles, flooring &

better, more efficient lighting.

Interior finishes are old & due for

upgrades. Lighting needs improvement.

Improvement of student experience.

Project dates: 2015-2016

Included in

2015/16 PMR application

High 30,000

10,000 10,000 10,000

Monitor soil and ground water.

There is evidence of hydrocarbon

contamination from surrounding properties.

Approximately $30,000 remains

of funds previously advanced by the

Ministry.

Project dates: Ongoing

High 4,000 annually

4,000 annually

Moosomin Campus

Leased Replace Johnson Controls HVAC monitoring with

web-based, stand-alone system.

Current annual cost is 4,000 + service

charges.

Project dates: 2015

High 3,500 initially.

Low annual costs

3,500 + 150

annually


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Project

College Priority

Cost $

College Fund

$

Ministry Fund $

2015-16

Ministry Fund $

2016-17

Ministry Fund $

2017-18

Estevan Campus

Owned Prep & pave front parking lot.

Paving would allow for Skid Car

training in Estevan. Curbing & lighting

installation & modifications have been completed at

a cost of 70K. Project dates: 2014-2016

Included in

2015/16 PMR application

High 560,000 315,000 (including curbing

& lighting already complete

d)

245,000

Install concrete pad to eliminate parking lot

damage from garbage trucks.

Must be completed prior to paving.

Project dates: 2015

Included in 2015/16 PMR

application

High 8,500 8,500

Modify auditorium downspouts to

improve drainage away from building

and off of sidewalks.

Project dates: 2015


application

High 15,000 15,000

Install exterior lit signage.

Update interior

signage. Current exterior sign is an unlit,

temporary vinyl banner that was installed during

construction.


High 40,000 40,000


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Project

College Priority

Cost $

College Fund

$

Ministry Fund $

2015-16

Ministry Fund $

2016-17

Ministry Fund $

2017-18

Estevan Campus (cont.)

Install an emergency generator.

This will allow for continued heating

during power outages.

Project dates: 2017

Low 40,000 20,000 20,000

In partnership with

industry, construct a residence for the students of the

Estevan Campus. Provide low cost

housing for students.


High 20M

(est.)

Undeter

mined funding

Continued testing/monitoring of brass/copper HVAC systems.

Repairs as needed. 14,500 received in

2014 PMR application.

Project dates:

Ongoing

High 14,500 14,500

Capital renovations to Lab 2 (rooms 106 & 107) for Level 2 Electrical Apprenticeship

classroom. Classes to start in

Jan. 2016.

Project dates: 2015

High Up to 150,000

Up to 150,000


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Project

College Priority

Cost $

College Fund

$

Ministry Fund $

2015-16

Ministry Fund $

2016-17

Ministry Fund $

2017-18

Estevan

Campus (cont.)

Acquire & paint 40’

sea-can for storage. Sell

existing sheds to offset costs.

This will allow for storage of riding

tractor, accessories, etc. outside of

campus building.

Project dates: 2015

High

7,000

less 3-4000

from selling

existing sheds.

Net cost 3-4000

4,000

Weyburn Campus

Leased New campus being constructed

adjacent to the Weyburn

Comprehensive School.

Expected occupancy

Dec.2015 – Jan 2016.


High 16M 10.6M

Whitewood Campus

Leased No capital projects

General Facilities

N/A Purchase 2, 5 passenger SUVs to

replace CVAs. This can potentially

result in a cost saving in excess of $3000/year per

vehicle.


Medium 60,000 60,000


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½ ton 4x4 truck to replace existing facilities truck.

Current truck has over 200,000km &

has become expensive to

maintain.


Low 45,000 45,000


Project

College Priority

Cost $

College Fund

$

Ministry Fund $

2015-16

Ministry Fund $

2016-17

Ministry Fund $

2017-18

Implement facility maintenance &

planning software. Ameresco Asset

Planning or similar.

Project dates: 2015


application

High 24,000 initially. 1,500

annually.

1,500 annually

24,000


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Capital Plan: Cost-by-Year Summary – 2015 – 2020

Fiscal Year 2015/16 2016/17 2017/18 2018/19 2019/20

Costs $6,103,000 $10,581,000 $10,091,000 $5,500 $5,500

Projects Included

Indian Head Interior

upgrades; annual

soil/water testing. (19K)

Estevan Corrosion testing of HVAC systems

(partial); sea-can; level 2

Electrical renovations,

signage (partial). (30K)

Weyburn

New campus build (partial)

(6M)

General Facility planning

software. SUV; (54K)

Indian Head Interior upgrades; annual soil/water

testing. (19K)

Estevan

Parking lot

paving; exterior signage;

Student housing (partial); (10.53M)

General

SUV; Facilities planning software

support. (32K)

Indian Head Annual soil/water

testing. (4K)

Estevan

Emergency generator;

Student housing (partial) (10.04M)

General

Truck; Facilities planning software

support. (47K)

Indian Head Annual

soil/water testing.

(4K)

Estevan

General Facilities planning software support. (1.5K)

Indian Head Annual

soil/water testing.

(4K)

Estevan

General Facilities planning software support. (1.5K)

Capital Plan: Project Details and Background – 2015 - 2018

General:

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:

There are no capital items required at this location at this time.


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Indian Head:

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 $4000 annually. Approximately $30,000 remains of funds previously advanced by the Ministry to fund the annual testing.

The interior classrooms & offices are quite dated & dark. Upgraded paint, flooring & better quality, more efficient lighting are needed.

Moosomin:

The relatively simple HVAC system (3 furnaces & 1 radiant heater) allows for removal of the Johnson

Controls monitoring system & the installation of a stand-alone web-based system. The cost of Johnson

Controls from 2010 – 2014 totaled $21,364.50 for an average annual cost of $4272.90. The cost to

install the stand-alone system is equal to about one year of monitoring by Johnson Controls, with

minimal recurring annual costs.

Estevan:

The heating/cooling system is experiencing leaks and corrosion problems that are premature for a 2 year old building. The apparent cause of the corrosion/leaks is elevated corrosive elements in the water/glycol mix used in the system, along with some possible flow velocity issues. The condition of the air handling unit coils and all copper and brass components in the entire heating/chilling system has deteriorated somewhat and will need to be addressed in order to enhance the life expectancy of the system.

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, & will allow for some repairs to damaged components.

The preparation and paving of the parking lot remains a priority at the Estevan Campus. The cost of preforming the work rises each year, as does the cost of maintaining a gravel lot. Paving the lot will allow for Skid Car instruction to be offered in Estevan. This was original included in the building plan but was cut as a cost-saving measure during construction. The College would like to see this project completed as originally planned.

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 sea-can with a ramp will allow the unit to be stored outside the campus building.

The current exterior sign is a vinyl banner that was installed on the wall of the building during construction. 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 emergency generator will connect to the electrical system to allow for continuous operation of the heating system during power outages.

Estevan is dealing with a shortage of affordable housing. This has impacted the College’s enrollments as students are unable to find suitable accommodations at an affordable rate. An affordable housing complex will boost enrollment by allowing out of town students to attend Southeast College.


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Weyburn:

The joint-use facility in Weyburn between the College and Southeast Cornerstone Public School Division (SECPSD) is underway. The estimated completion date is between Oct and Dec. 2015.

Whitewood:

There are no capital items requirements at this location at this time.


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Financial Overview

Part A Projected Business Plan Financial Statements and Key Assumptions

1. Projected Business Plan statements

See Appendix A through I

2. Key Assumptions

In scope salary increases included for instructional and non-instructional staff budgeted at 1.75% for the economic increase as per the Collective Agreement.

Out of scope salaries wage freeze forgoing economic adjustments and performance pay increases implemented for government fiscal year.

Benefit rate is estimated at 16% of earnings.

Contract programming has only been included where there is high certainty of it occurring.

In 2015/16 the College will continue to maximize the training programs and services funding as all program offerings are in response to the labour market demand. However, the adversities currently being experienced in the oil and gas sector have placed the College at a potential risk as it continues to rely on this revenue to offset operating costs.

Industry revenue projections have been reduced by 10% given the current volatility in revenue stemming from the significant drop in the price of oil.

The budgeted operating expenditures and carrying costs for the Weyburn Campus Project are projected to be $165,443 and will be funded by capital funding in the College’s externally restricted operating surplus.

Part B Financial Impacts of Identifiable Risks

1. Upside Risk The 2015/16 projected business plan financial statements indicate a deficit. The College is slightly

increasing its Full Time Equivalents within the new organizational design and will continue to be

positioned to meet the labour market demands within our region.

If the price of oil rebounds the programming activity in the industry sector may increase our

enrollments to surpass the projected levels. The College will continue to work with the oil and gas

companies to develop training programs to meet their current and future labour market needs.

As well, one of the key budget assumptions is that contract programming is not included unless there is

a certainty it will incur. If the College is able to run additional contract programs than originally

planned, it will offset the operating deficit.

The College also has an opportunity to capitalize on the Canada Job Grant program to drive business

and industry up skilling. If the College captures this training opportunity, it will provide additional

revenues.


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2. Downside Risk The College budgeted very prudently this year as the fluctuations in the area’s economy is having a

negative effect on industry programming levels. As this is a large percentage of the College’s

projected revenues, an operating deficit is projected to be offset by unrestricted reserves.

Part C Surplus Utilization/Deficit Management

Surplus Utilization

The College’s Restricted Operating Surplus is projected to be at the following amounts at June 30, 2016:

1. Indian Head Facility Fund - $25,322

Restricted by the Ministry of Advanced Education for annual soil contamination testing on site.

2. Weyburn Campus Project Fund - $0

Restricted by the Ministry of Advanced Education for the development and construction of the new

Weyburn Campus. This fund will be completely utilized in 2015/16 as the Campus is expected to be

completed in Fall 2015.

3. Asset Renewal and Revitalization Fund - $579,421

This 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; and

c. Ongoing cyclical renewal of capital assets.

The College is assessing the opportunity to complete the Estevan Campus parking lot in 2015-16. If

this occurs, this fund will be reduced significantly.

4. Building Code Training for Canadians (BCTC) Fund - $40,000

To redevelop the BCTC curriculum.

5. Research and Development Fund - $65,000

To finance research and development projects. Tentative R&D includes: Student satisfaction survey,

Public awareness survey, Performance analysis, and Curriculum & Program development.

6. Housing Fund - $75,000 This fund will provide financing for legal and consulting costs for the Housing project.

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. As such the

College may utilize $95K should it be unable to offset its projected deficit.

Deficit Management


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If the College is unable to overcome the projected deficit, it will use

available internally restricted reserves. The College is slightly increasing

its Full Time Equivalents within the new organizational design and will continue to be positioned to meet the

labour market demands within our region.

The programming revenues will be monitored monthly along with the administrative and facility budgets.

A complete review will continued to be performed at each trimester (October and February).


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Financial Planning 1. Key Assumptions

In scope salary increases included for instructional and non-instructional staff budgeted at 2% for the anticipated economic increase as per the Collective Agreement.

Benefit rate is estimated at 16% of earnings.

Average 5 year Saskatchewan inflation rate of 2% used for all other operating expenditures

Contract programming has only been included where there is high certainty of it occurring.

Provincial and Federal funding estimated at 2% plus the College will advocate for a $250K one-time increase to the Skills Training Allocation for the College in order to increase full time skills and trades programming at the Estevan Campus in order to help address labour market demands and the underutilization of the facility.

Industry revenue projections have been forecasted at the current 5 year average with hopes the current volatility in revenue stemming from the significant drop in the price of oil will level out.


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Forecast 2015-16 2016-17 % change

Provincial government1 6,370,945$ 6,746,754$ 5.90%

Federal government 134,765 137,460 2.00%

Other revenue 3,587,054 3,639,289 1.46%

Total revenues 10,092,764 10,523,503 4.27%

Salaries and Benefits

- Out of Scope Salaries 840,448 876,438 4.28%

- In Scope Salaries 4,351,976 4,396,597 1.03%

- Other Salaries 21,850 21,850 0.00%

- Benefits 760,257 771,413 1.47%

Sub-Total salaries and benefits2 5,974,531 6,066,298 1.54%

Other Operating Expenditures3 4,532,593 4,683,766 3.34%

Total expenses 10,507,124 10,750,064 2.31%

Excess of revenue over expenses (414,360) (226,561)

Weyburn Campus Project Expenses4 165,443 - -100%

Asset Renewal - Electrical Level 2 Expenses4 46,800 - -100%

Research & Development - Website design4 20,000 - -100%

Indian Head Project Expenses4 4,000 4,080 2%

Foundation scholarship reserves4 83,550 -100%

Total Projected Impact (94,567) (222,481)

Number of FTE's:

- Out of Scope 9

- In Scope 64

Total 73

Period Covered by Collective Agreement September 1, 2012 - August 31, 2016

Salary in 2015-16 (from above) 5,214,274

- annual merit increases 31,029

- annual economic increases 49,581

Salary in 2016-17 (from above) 5,294,884

3Average 5 year Saskatchewan inflation rate of 2% used for all operating expenditures4These Project expenses will be funded by the approporiate restricted net asset account

2Salaries and Benefits has only increased by 1.54% due to anticipated annual economic

increase (2%) plus annual merit increases being offset by the decrease in salaries for

one time training for Electrical Level 2

1This includes a one-time increase of $250K to help address the labour market demands

in Estevan area and the underutilizaton of Seti, plus an increase of $100K to offer

additional ABE program in the region


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0% Funding Growth Impact Operations

The operating deficit gap would require that additional efficiency measures be identified and implemented. They could include a reduction in human resources.

The College would have to access available unrestricted reserves to offset the deficit Programming

Programming reductions will likely be required in order to offset the fixed costs – labour and inflation.

Without collective bargaining cost increases, there will likely be programming adjustments, such as reducing the number of teaching days or program rationalization, to help offset the increased labour costs.


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2015-16 Business Plan Appendices

Statement 1

Budget Budget Budget Estimated

June 30 June 30 June 30 June 30

2017 2016 2015 2015

Financial Assets

Cash and cash equivalents 1,651,835$ 2,336,575$ 3,683,614$ 2,533,176$

Accounts receivable 460,580 430,580 1,103,183 415,580

Inventories for resale 60,265 58,265 59,408 56,265

Portfolio investments - - -

Total Financial Assets 2,172,680 2,825,420 4,846,205 3,005,021

. .

Liabilities

Bank indebtedness - 2,100,000 - 1,000,000

Accrued salaries and benefits 245,000 235,000 202,208 231,006

Accounts payable and accrued liabilities 315,000 325,000 1,009,736 420,057

Deferred revenue 85,936 84,214 88,525 82,492

Liability for employee future benefits 133,400 126,300 104,800 119,200

Long-term debt - - -

Total Financial Assets 779,336 2,870,514 1,405,268 1,852,755

Net Financial Assets (Net Debt) 1,393,344 (45,094) 3,440,936 1,152,266

Non-Financial Assets

Tangible capital assets 26,440,361 27,313,058 14,354,485 22,229,198

Inventory of supplies for consumption - - -

Prepaid expenses 126,536 116,536 91,446 106,536

Total Non-Financial Assets 26,566,897 27,429,594 14,445,932 22,335,734

Accumulated Surplus 27,960,241$ 27,384,499$ 17,886,868$ 23,487,999$

Accumulated Surplus is comprised of:

Accumulated surplus form operations 27,960,241$ 27,384,499$ 17,886,868$ 23,487,999$

Accumulated remeasurement gains and losses - - - -

Total Accumulated Surplus 27,960,241$ 27,384,499$ 17,886,868$ 23,487,999$

Southeast College

PROJECTED Consolidated Statement of Financial Position

as at June 30, 2016


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Statement 2

2017 2016 2015 2015

Budget Budget Budget Estimated

Revenues (Schedule 1)

Provincial government

Grants 8,606,261$ 11,663,981$ 6,928,221$ 12,109,918$

Other 262,493 356,964 201,572 383,880

Federal government

Grants 137,460 134,765 119,077 155,983

Other - - - 375,000

Other revenue

Administrative recoveries - - - -

Contracts 48,408 37,520 42,900 165,638

Interest - 7,200 21,600 24,628

Rents 16,728 16,400 32,405 20,715

Resale items 441,335 464,716 465,385 384,303

Tuitions 3,026,952 2,979,918 2,849,193 2,405,040

Donations 77,000 53,000 100,000 32,000

Other 28,866 28,300 25,670 47,859

Total revenues 12,645,503 15,742,764 10,786,022 16,104,964

Expenses (Schedule 2)

General 5,488,740 5,517,625 5,460,879 5,293,940

Skills training 4,213,023 4,043,808 3,578,131 3,377,829

Basic education 1,664,851 1,534,168 1,386,736 1,449,707

University - - -

Services 455,768 445,234 296,181 402,144

Scholarships 247,379 305,429 265,439 152,388

Development - - -

Student housing - - -

Total expenses 12,069,761 11,846,264 10,987,366 10,676,008

Surplus (Deficit) for the Year from Operations 575,742 3,896,500 (201,343) 5,428,955

Accumulated Surplus (Deficit), Beginning of Year 27,384,499 23,487,999 18,088,211 18,059,044

Accumulated Surplus (Deficit), End of Year 27,960,241$ 27,384,499$ 17,886,868$ 23,487,999$

Southeast College

PROJECTED Consolidated Statement of Operations and Accumulated Surplus (Deficit)

for the year ended June 30, 2016


87 | P a g e

Statement 3

2016 2015 2015

Budget Budget Estimated

Net Financial Assets (Net Debt), Beginning of Year 1,152,266$ 2,822,162$ 2,867,404$

Surplus (Deficit) for the Year from Operations 3,896,500 (201,343) 5,428,955

Acquisition of tangible capital assets (6,423,000) (170,000) (8,255,461)

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 1,339,140 990,118 1,119,934

Acquisition of inventory of supplies for consumption - - -

Acquisition of prepaid expenses - - -

Consumption of supplies inventory - - -

Use of prepaid expenses (10,000) - (8,567)

Change in Net Financial Assets (Net Debt) (1,197,360) 618,774 (1,715,138)

Net Financial Assets (Net Debt), End of Year (45,094)$ 3,440,936$ 1,152,266$

Southeast College

PROJECTED Consolidated Statement of Changes in Net Financial Assets (Net Debt)

as at June 30, 2016


88 | P a g e

Statement 4

Projected Estimated

2016 2015

Operating Activities

Surplus (deficit) for the year from operations 3,896,500$ 5,428,955$

Non-cash items included in surplus (deficit)

Amortization of tangible capital assets 1,339,140 1,119,934

Net (gain) loss on disposal of tangible capital assets - -

Write-down of tangible capital assets - -

Changes in non-cash working capital

Decrease (increase) in accounts receivable (15,000) 13,000

Decrease (increase) in inventories for resale (2,000) (3,443)

Increase (decrease) in accrued salaries and benefits 3,994 26,382

Increase (decrease) in accounts payable and accrued liabilities (95,057) (389,330)

Increase (decrease) in deferred revenue 1,722 1,722

Increase (decrease) in liability for employee future benefits 7,100 7,100

Decrease (increase) in prepaid expenses (10,000) (8,567)

Cash Provided (Used) by Operating Activities 5,126,399 6,195,754

Capital Activities

Cash used to acquire tangible capital assets (6,423,000) (8,255,461)

Proceeds on disposal of tangible capital assets - -

Cash Provided (Used) by Capital Activities (6,423,000) (8,255,461)

Investing Activities

Cash used to acquire portfolio investments - -

Proceeds from disposal of portfolio investments - -

Cash Provided (Used) by Investing Activities - -

Financing Activities

Proceeds from issuance of long-term debt 2,100,000 1,000,000

Repayment of long-term debt (1,000,000) -

Cash Provided (Used) by Financing Activities 1,100,000 1,000,000

Increase (Decrease) in Cash and Cash equivalents (196,601) (1,059,707)

Cash and Cash Equivalents, Beginning of Year 2,533,176 3,592,883

Cash and Cash Equivalents, End of Year 2,336,575$ 2,533,176$

Represented on the Financial Statements as:

Cash and cash equivalents 2,336,575$ 2,533,176$

Bank indebtedness (2,100,000) (1,000,000)

Cash and Cash Equivalents, End of Year 236,575$ 1,533,176$

Southeast College

PROJECTED Consolidated Statement of Cash Flows



89 | P a g e

Sch

ed

ule

1

2016

2015

2015

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9,1

86,5

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$

1,2

75,4

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$

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1,2

92,2

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$

171,7

92

$

18,0

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$

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77,0

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12,0

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7,1

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12,4

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Federa

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-

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134,7

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134,7

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4,5

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92,2

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130,0

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15,7

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(143,9

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82,6

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75,5

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13,1

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5,4

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218,0

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15,4

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12,8

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258,4

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93,9

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93,7

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157,9

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165,1

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847,1

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48,3

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94,4

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40,9

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8,0

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224,0

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1,9

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1,7

51,6

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2,9

68,6

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77,7

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979,9

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237,5

51

125,0

99

261,0

06

-

78,8

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129,0

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1,2

21,2

10

312,9

57

163,9

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281,3

29

-

305,4

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11,8

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64

10,9

87,3

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)

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3,7

21,6

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$

603,7

99

$

99,9

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$

71,0

23

$

2,7

59

$

(145,9

05)

$

(281,3

29)

$

-$

(175,4

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$

3,8

96,5

00

$

(201,3

43)

$

5,4

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55

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Pro

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90 | P a g e

Sch

ed

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2

2016

2015

2015

Genera

lU

niv

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ityS

chola

rship

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rants

3,5

33,0

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$

-$

-$

-$

171,7

92

$

-$

-$

-$

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3,7

04,7

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$

3,4

98,0

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$

3,5

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Pro

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rants

-

1,2

75,4

20

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1,1

43,7

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2,4

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2,5

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Capita

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5,6

50,0

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-

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5,6

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6,0

82,1

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1,2

75,4

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43,7

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171,7

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18,0

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38,5

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27,0

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24,6

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53,0

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25,6

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9,2

39,3

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4,5

18,5

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228,9

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1,2

92,2

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315,7

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18,0

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$

-$

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130,0

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15,7

42,7

64

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10,7

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16,1

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2016 P

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91 | P a g e

Sch

ed

ule

3

2016

2015

2015

General

Univ

ersity

Schola

rship

s

(S

chedule

4)

Learner

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925,8

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$

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$

13,1

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$

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18,0

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$

-$

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-$

823,0

92

$

741,8

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$

803,9

17

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456,7

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65,5

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-

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522,3

21

483,5

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412,7

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(143,9

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1,3

82,6

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75,5

97

13,1

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Equip

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70,5

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71,0

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76,8

75

67,3

63

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147,5

18

4,2

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15,4

62

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12,8

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2,5

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166,9

88

149,1

34

185,5

45

Repairs a

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20,4

26

-

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20,4

26

26,8

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20,2

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218,0

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15,4

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258,4

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252,8

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273,1

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Facilit

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93,9

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65,1

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31,5

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362,5

21

437,9

39

419,2

34

Repairs &

main

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122,9

64

-

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122,9

64

123,7

50

129,3

57

Utilities

112,7

10

-

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-

-

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112,7

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107,1

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114,3

96

407,4

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93,9

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65,1

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31,5

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598,1

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668,8

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662,9

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55,7

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8,1

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53,0

88

2,8

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119,9

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131,0

79

124,5

95

Data

com

munic

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-

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500

Equip

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5,0

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-

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5,0

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5,2

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5,4

75

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818

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818

1,9

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Repairs &

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1,5

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1,5

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876

1,5

91

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30,7

13

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-

-

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30,7

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36,7

69

32,1

19

93,7

81

8,1

98

-

53,0

88

2,8

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157,9

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175,8

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Op

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42,3

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-

4,5

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1,4

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4,0

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295,4

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293,4

47

271,5

86

Associa

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38,1

60

530

-

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550

-

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300

39,5

40

37,6

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39,3

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16,9

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1,3

80

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92

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18,3

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42,4

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60

42,4

67

24,3

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25,8

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106,5

68

5,7

00

-

10,8

75

13,4

71

-

-

-

-

136,6

14

113,7

35

106,2

14

Insurance

74,1

63

-

-

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-

-

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74,1

63

71,2

55

73,3

60

Mate

ria

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20,7

85

94,9

35

5,9

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31,5

65

10,8

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2,3

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625

166,9

95

166,2

57

137,5

98

Posta

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45

13,6

42

422

2,0

25

850

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202

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1,0

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71,4

86

70,0

92

72,0

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9,9

65

1,8

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3,0

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66,4

22

79,1

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59,7

34

Professio

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60,2

65

-

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-

-

-

-

-

-

60,2

65

101,2

45

218,3

50

Resale

ite

ms

900

403,3

78

18,4

02

-

259

-

-

-

-

422,9

38

427,2

63

359,6

27

Subscrip

tions

1,2

66

-

-

-

-

-

-

-

-

1,2

66

1,4

66

544

Tele

phone &

fax

50,8

75

10,9

53

-

10,0

17

2,1

41

2,5

20

3,5

63

-

1,1

40

81,2

09

75,5

05

71,3

86

Travel

90,3

39

134,7

79

22,2

47

25,4

90

7,1

83

5,4

81

14,2

58

-

336

300,1

13

286,7

60

196,7

05

Oth

er

24,3

00

-

-

-

2,3

47

-

-

-

213,5

50

240,1

97

208,8

45

112,8

32

847,1

64

734,1

56

48,3

96

94,4

37

40,9

85

8,0

01

20,3

23

-

224,0

11

2,0

17,4

72

1,9

74,1

19

1,7

51,6

42

Pe

rs

on

al S

ervic

es

Em

plo

yee b

enefits

404,6

63

177,3

83

460

80,8

04

32,7

26

17,2

55

36,0

84

-

10,8

81

760,2

57

704,8

08

643,8

24

Honoraria

21,8

50

-

-

-

-

-

-

-

-

21,8

50

24,4

50

20,4

50

Sala

rie

s2,5

32,7

02

1,2

08,8

16

385

844,9

21

204,8

25

107,8

44

224,9

22

-

68,0

09

5,1

92,4

24

4,8

14,6

41

4,6

93,7

22

Oth

er

9,4

30

91,5

38

-

54,1

78

-

-

-

-

-

155,1

46

156,2

72

128,4

53

2,9

68,6

45

1,4

77,7

37

845

979,9

04

237,5

51

125,0

99

261,0

06

-

78,8

90

6,1

29,6

77

5,7

00,1

70

5,4

86,4

49

-

To

tal Exp

en

se

s5,5

17,6

25

$

3,9

14,7

70

$

129,0

38

$

1,2

21,2

10

$

312,9

57

$

163,9

05

$

281,3

29

$

-$

305,4

29

$

11,8

46,2

64

$

10,9

87,3

66

$

10,6

76,0

08

$

2016 P

roje

cte

d E

xpenses

Skills

Train

ing

Basic

Education

Servic

es

So

uth

eas

t C

olle

ge

PR

OJEC

TED

Co

ns

olid

ate

d S

ch

ed

ule

of E

xp

en

se

s b

y F

un

ctio

n

fo

r t

he

ye

ar e

nd

ed

Ju

ne

30, 2016


92 | P a g e

Schedule 4

2016 2015 2015

Governance Operating Facilities Information

and and Technology

Administration Equipment Projected Budget Estimated

Agency Contracts

Contracts -$ (143,996)$ -$ -$ (143,996)$ (136,984)$ (134,521)$

Instructors - - - - - - -

- (143,996) - - (143,996) (136,984) (134,521)

Amortization - 1,339,140 - - 1,339,140 990,118 1,119,934

Equipment

Equipment (non-capital) - - 500 - 500 11,525 6,627

Rental - (18,954) - 3,429 (15,525) (15,200) (17,676)

Repairs and maintenance - 20,200 226 - 20,426 26,850 20,202

- 1,246 726 3,429 5,401 23,175 9,153

Facilities

Building supplies - - - - - - -

Grounds - - - - - - -

Janitorial - - - - - - -

Rental - 315 171,501 - 171,816 230,086 244,863

Repairs & maintenance buildings - 750 119,010 3,204 122,964 123,750 129,357

Utilities - - 112,710 - 112,710 107,130 114,396

- 1,065 403,221 3,204 407,490 460,966 488,615

Information Technology

Computer services - - - 55,750 55,750 58,039 66,873

Data communications - - - - - - 500

Equipment (non-capital) - - - 5,000 5,000 5,200 5,475

Materials & supplies - 818 - - 818 1,950 905

Rental - - - - - - -

Repairs & maintenance - - - 1,500 1,500 876 1,591

Softw are (non-capital) - - - 30,713 30,713 36,769 32,119

- 818 - 92,963 93,781 102,834 107,462

Operating

Advertising - 243,154 - - 243,154 242,512 224,212

Association fees & dues - 38,160 - - 38,160 35,820 36,488

Bad debts - - - - - - (357)

Financial services - 42,392 - 15 42,407 24,380 25,825

In-service (includes PD) 5,425 101,143 - - 106,568 110,250 96,676

Insurance - 69,723 4,440 - 74,163 71,255 73,360

Materials & supplies - 20,233 - 552 20,785 22,477 21,658

Postage, freight & courier 25 52,200 100 1,020 53,345 55,812 47,118

Printing & copying - 40,637 - - 40,637 44,685 31,775

Professional services - 56,165 4,100 - 60,265 101,245 218,350

Resale items - 900 - - 900 1,300 (46)

Subscriptions - 1,266 - - 1,266 1,466 544

Telephone & fax 952 44,919 2,964 2,040 50,875 52,470 44,944

Travel 18,426 62,130 8,688 1,095 90,339 109,193 91,380

Other 10,800 13,500 - 24,300 29,845 33,066

35,628 786,522 20,292 4,722 847,164 902,711 944,995

Personal Services

Employee benefits 503 337,967 44,430 21,763 404,663 425,511 373,313

Honoraria 21,850 - - - 21,850 23,650 19,650

Salaries - 2,119,296 277,389 136,017 2,532,702 2,659,447 2,367,680

Other - 9,430 - - 9,430 9,450 (2,342)

22,353 2,466,693 321,820 157,780 2,968,645 3,118,058 2,758,302

Total General Expenses 57,981$ 4,451,488$ 746,058$ 262,098$ 5,517,625$ 5,460,879$ 5,293,940$

Southeast College

PROJECTED Consolidated Schedule of General Expenses by Functional Area


2016 Projected General


93 | P a g e

Schedule 5

Addition Reductions

June 30 during the during the June 30 June 30

2015 year year 2016 2017

Invested in Tangible Capital Assets

Net Book Value of Tangible Capital Assets 22,229,198$ 6,423,000$ 1,339,140$ 27,313,058$ 25,546,362$

22,229,198 6,423,000 1,339,140 27,313,058 25,546,362

Internally Restricted Operating Surplus:

Capital Projects:

Indian Head Capital Fund 29,322 - 4,000 25,322 21,322

Weyburn Campus Capital Fund 31,460 10,628,000 10,659,460 - -

60,782 10,628,000 10,663,460 25,322 21,322

Other:

Asset Renew al and Revitalization Fund 729,421 150,000 579,421 579,421

Building Code Training for Canadians Fund 40,000 40,000 40,000

Programming Fund 564,439 80,000 484,439 484,439

Research and Development Fund 85,000 20,000 65,000 65,000

Housing Fund 75,000 75,000 75,000

1,493,860 - 250,000 1,168,860 1,243,860

Unrestricted Operating Surplus: 502,259 94,568 407,691 407,691

Total Accumulated Surplus from Operations 24,286,098$ 17,051,000$ 12,347,168$ 28,914,930$ 27,219,234$

PROJECTED Consolidated Schedule of Changes in Accumulated Surplus from Operations


Southeast College

Southeast College Administration Office

#8 4th Street Weyburn, Saskatchewan

S4H 0T1 (306) 848-2525

Documents

Southeast College Business Plan · 2015-16 BUSINESS PLAN 1 | P a g e Executive Summary Risks Estevan Affordable Housing – although the current vacancy rate in Estevan has jumped