2. Guests begin to arrive
Laura Stanbra will be at the Pembroke Campus
Cheryl Jensen will be at the Perth Campus
2
1:45 p.m.
Welcome and Greeting
Ron McLester
2:00 p.m.
Introduction and Advance Questions
Cheryl Jensen
2:05 p.m.
Workday Update
Doug Wotherspoon
2:25 p.m.
Learner Driven Plan
Claude Brulé
2:40 p.m.
Student Information System Project
Doug Wotherspoon
3:10 p.m.
Re-org to Marketing / Communications /
External Relations
Cheryl Jensen
3:20 p.m.
Update on VRI Program
Diane McCutcheon
3:30 p.m.
Q&A Session
Ron McLester to facilitate
3:40 p.m.
Ministry Changes in Student Fees and OSAP
Laura Stanbra
3:00 p.m.
Agenda
Budget and Business Plan
Grant Perry; Doug Wotherspoon; Laura Stanbra
2:45 p.m.
Phishing Update
Doug Wotherspoon
2:30 p.m.
4. 4
Advance Questions
1. Humber College promotes itself as a global leader in polytechnic education.
Algonquin College is a Member of Polytechnics Canada, I believe it is very
important for Algonquin to promote itself widely (nationally and internationally) as
a "Polytechnic Institution". Can the College place this "Polytechnic Institution" on
all Algonquin College marketing materials including the website?
2. What supports are you introducing for part-time employees (faculty and support
staff) with respect to the growth in internationalization?
3. Interested in changes to OSAP.
5. 5
4. Are you able to guarantee with 100 per cent certainty that bank account,
SIN numbers, addresses and other personal information was not stolen
during the recent compromises in the college’s systems?
5. After having reviewed the 2019-2021 Business Plan for the college I was
hard-pressed to find the word “faculty” mentioned anywhere. Why is this?
6. Now that the college is projecting significant profits, does the college intend
to increase the hours that ITS is available to help students and faculty?
Advance Questions continued
9. 9
• Return Workday to 24 hour access
• Continue clean up of Organizational Structure
• Expand Training & Support
• Process Maps
• New training guides: Recruitment Overview Process, Reports, Timeforce
• Year-end Process and Reports
• Re-constitute stakeholder groups for feedback
• Secure extra help for Finance and HR
Plus
• Prepare for Rollout Workday version 32
• Configure to align with Part-time Support Staff Collective Agreement
What we are working on
10. • Not possible to download data from personal information page
• Changes to bank account information require a second-level approver and
verbal confirmation
• View of banking information masked except for certain HR and Payroll roles
• Temporarily restricted Workday access to 7am – 7pm, via College IP
addresses
• Implemented multi-factor authentication for key account holders
10
Workday Security
14. • Restricted access to College systems
• Shut down VPN
• Removed phish from the system
• Communicated
• Forced a password reset
• Hired cyber-security specialists
• Asked ACLT/Managers to report back
• Cleaned and re-imaged 500+ computers
• Restricted access to College IP addresses
• Began rollout of Multi-factor Authentication
Immediate Since
Steps Taken
73 Employees Identified
at Higher Risk
15. 15
• Getting everyone Email access
• Getting back to 24-hour access to Workday
• Setting up required students and employees with VPN (using multi-factor authentication)
• Reaching out to employees who have not reset passwords
• Expanding ITS Help Desk Support
Immediate Next Steps
18. • Getting everyone Email access
• Getting back to 24-hour access to Workday
• Setting up required students and employees with VPN (using multi-factor authentication)
• Reaching out to employees who have not reset passwords
• Expanding ITS Help Desk Support
18
Immediate Priorities
24. Learner Driven Plan
• Two additional employer stakeholder consultation
sessions (all input is on the LDP website)
• Analysis and tagging of stakeholder input by 5
student interns from MRBI Graduate Certificate
program
24
25. Learner Driven Plan
• Development of strategy options with consultant,
using Playing to Win methodology
• Playback to College Community will begin in the
coming weeks
• Feedback gathered will be incorporated into final
plan that will be reviewed by ACLT and ACET
before submission to the BoG in June
25
30. • Demographics / Growth Markets
• Technology
• New Provincial Government
• 10% Tuition decrease and ability to opt out of some fees
• Changes to student financial aid
• Competition
Change Drivers
30
31. We are ready for five
years of change
– 50+5 Strategic Plan 2017-2022
“
31
32. We will be more innovative and
entrepreneurial… In this time of
government reform, we will thrive
through creativity
– Cheryl Jensen, President and Chief Executive
Officer, Algonquin College
“
32
36. • Be recognized by our employees
and the community as an
exceptional place to work.
People
Innovation &
Quality
Connected
Sustainable
Strategic Directions
People
36
37. • Enhance Algonquin's financial
sustainability
• Reduce Algonquin's greenhouse
gas emissions
• Advance Algonquin's journey
toward truth and reconciliation
People
Innovation &
Quality
Connected
Sustainable
Strategic Directions
Sustainable
37
38. • Lead the college system in
co-op and experiential learning.
• Attain national standing in
quality, impact, and innovation
within each school and service.
• Establish Algonquin as the
leader in personalized learning.
People
Innovation &
Quality
Connected
Sustainable
Strategic Directions
Innovation & Quality
38
39. • Become an integral partner to
our alumni and employers.
People
Innovation &
Quality
Connected
Sustainable
Strategic Directions
Connected
39
42. • First two-year plan
• Continue an enhanced focus on core activities
• Metrics Score Card projected to the end of the
Strategic Plan in 2022
42
Business Plan - Highlights
43. 43
TOP 4 Priorities for 2019-2021
Truth and
Reconciliation
Employee
Engagement
Co-op
Student/Client
Satisfaction
47. A focus on improving management capabilities and
empowering employees to drive change.
47
360O Feedback
& Coaching
Facilitated sessions / online resources
to train for key management issues.
Review of management training to
measure effectiveness.
Step by step guide to help
employees support key
changes within their
department / area.
ACET ACLT
Chairs /
MGRS
Employees
Employee Engagement Strategy
Targeted
Departments
Network of
Employee
Engagement
Champions
49. (Retention, Student Satisfaction)
• 14 Week Term Model
• Learner Driven Plan
• International Strategic Refresh
• Ottawa Campus Master Development Plan
49
Learner Driven*
50. 50
• Alumni Initiatives
• Education City
• Healthy Living Education
• Partnership Framework
(Alumni, External Community)
Connected
51. 51
• People Plan
• Employee Engagement Survey
• Workforce Diversity
• Health and Wellness
(Employee Engagement)
People*
52. 52
• Grow Co-op
• Replace Student Information System
• Increase Innovation & Entrepreneurial
Mindset
• Expand the AC Way
(Co-op*, Entrepreneurial Mindset)
Innovation and Quality
53. 53
• Operationalize Indigenization Strategy
• Pilot Multi-College Collaborative Model
• Launch Advancement Plan
(Financial, Indigenization*, Environmental)
Sustainable
54. • Budget & Business Plan Town Hall - February 28th, 2pm
• Presentation by Deans and Directors to Schools &
Departments - Feb. & Mar.
• Finalizing Executive Team mandate letters - March
• Finalizing all administrators’ performance contracts - March
54
Next Steps
57. • Compliant with Ministry of Training, Colleges and
Universities Directives and the Board of Governors
Financial Management Policy.
• 10% Mandated Tuition Fee Decrease over 2018-2019.
57
2019-2020 Annual Budget Highlights
58. • $1 Million Estimated Student Ancillary Fee Decrease.
• 12.3% Full-Time Enrolment Growth Over the 2018-
2019 Approved Annual Budget.
• Salaries are Aligned with Existing Collective
Agreements.
58
2019-2020 Annual Budget Highlights
59. Balanced Operating Budget Achieved
* Does not reflect budgeted contributions to reserves or principal debt repayment.
~ Net contribution from Non-Funded activities helps fund Strategic Investment Priorities.
59
$M 2019-2020
Net Contribution
Q3 2018-2019
Net Contribution
Funded Activity / College Operations * $7.3 $13.8
Contract and Other Non-Funded Activity ~ (0.1) 0.9
Campus Services * ~ 7.9 7.9
International Education Centre ~ 19.5 13.1
Net Contribution from Total College Operations 34.6 35.7
Net Strategic Investment Priorities (31.1) (42.7)
Net Contribution Before Non Cash Accounting
Adjustments
3.5 (7.0)
Accounting Adjustments (2.3) 11.8
Net Contribution $1.2 $4.8
60. Internally Restricted Funds of up
to $9.8M to be used to fund
Strategic Investment Priorities.
60
Internally Restricted Funds
• Athletics and Recreation Complex
• Student Information System
Replacement
Major Investments Include:
66. Budgeted Balances March 31, 2020
66
Unrestricted and Internally Restricted Net Assets
2019-2020 Annual
Budget
Q3 2018-2019
Projection
Unrestricted Net Assets $1,000,000 $1,000,000
Internally Restricted Net Assets
Appropriations 100,000 100,000
Specific Reserves
Other Projects and Initiatives 25,223,000 25,545,000
Campus Services Reserve Fund 4,151,000 4,699,000
Employment Stabilization Fund 580,000 575,000
Contingency Reserve Fund 10,150,000 9,736,000
General Reserve Funds 24,750,000 23,888,000
Total Unrestricted and Internally Restricted Net Assets $65,954,000 $65,543,000
69. • Applies to all eligible grant-funded programs
and students
• Revision reflects the 10% reduction to the
2018-2019 Tuition Fee Rates for application
to 2019-20 and 2020-21
• Does not include cost-recovery programming
or international student tuition
69
10% Tuition Reduction
70. Projected “essential”:
• Health Insurance & Health Services
• UPass
• Athletics & Recreation
• Student Buildings
• Graduation & Transcripts
70
“Student Choice” Opt-out of certain
Compulsory Ancillary Fees
Projected “opt-out”:
• Students’ Association Services
• Technology Fees
• Student Experience Fees
71. • Reduction in grants and increase in proportion of loans
• Exclusion of all opt-out ancillary fees from the OSAP
financial need assessment
• Changes to the definition of dependent from four to six
years out of high school
71
Changes to OSAP
72. • Decrease in the income threshold for need assessment
and access to grants
• An increase to the required, fixed student contribution
from $3,000 to $3,600
• All OSAP changes may have a negative impact on
domestic enrolment
72
Changes to OSAP
74. 74
Over the last decade, 20 of the 24 Ontario Colleges have replaced their
legacy student information systems.
Motivating this technological transformation is the vulnerability of legacy
systems combined with increasing student demand for self-administrative
functionality over mobile platforms.
Background
76. “Student Information Systems have the potential to optimize processes
that impact student retention, academic assessment, personalizing the
student experience or leveraging ecosystem partners. To the extent that
SIS technology is impeding the advancement of new academic initiatives
or the improvement of administrative processes, modernization should be
included as an essential part of your institution’s digital transformation.”
“2018 Strategic Roadmap for Higher Education
Student Information Systems”, Gartner, October, 2018
76
Gartner Perspective
77. 77
1. Student success and satisfaction
2. Employee satisfaction and productivity
3. Data quality, security and resilience
4. Decision making
5. Engagement and communications
6. Total cost of ownership
7. Capacity for new markets
8. Enterprise Architecture
Investment Objectives
78. Leveraging Lessons from WorkDay:
One executive sponsor
Clear terms and conditions for Steering Committee
with regular scheduled meetings
Schedule weekly executive implementation
meetings with vendors
Milestones built into schedule with vendor and link
payments to deliverables
78
Proposed Governance
80. 2019-2020 Proposed Milestones
80
Milestone Deadline
1. Business Requirements Prioritized March 31, 2019
2. Project Plan Updated May 30, 2019
Board of Governors Update June 2019
3. Integration Strategy Developed July 31, 2019
4. Business Process Review Completed September 30, 2019
Board of Governors Update October 2019
5. Request for Proposals Published September 30, 2019
6. Request for Proposals Closed January 31, 2019
Board of Governors Update October 2019
7. Preferred Proponent(s) Selected February 28, 2020
8. Enterprise Architecture Plan Approved March 15, 2020
9. Proponent(s) Contract Signed March 31, 2020
Board of Governors Update April 2020
81. 81
That our current legacy system is incapable of
enabling the College to meet and exceed student and
institutional expectations.
To deliver on Algonquin College’s mission and vision
we recommend an investment ranging from $30 to
$50 million in a renewed Student Information System.
We Submit:
82. 82
THAT the Algonquin College Board of Governors approves the
Student Information System (SIS) Investment Case;
And,
THAT the Board of Governors approves an expenditure of up
to $3,100,000, funded 50% from the College’s internally
restricted net asset accounts and 50% from the Strategic
Investment Priorities budget in fiscal year 2019-2020 to
complete the Strategize and Plan, Architect and Select phases
of the Student Information System project.
Approved Board Motion
Claude - speaking points:
Student, Employee and External Stakeholder input gathered
All input (in raw form) can be found on the LDP Website
Student Interns tagging data (MRBI Grad cert program)
Working with extremal consultant developing strategy options
Play back to employees and all stakeholders coming in the next few weeks – watch myAC and join the conversation
Stakeholder feedback gathered at the playback will be reviewed and incorporated into final plan proposal that will be reviewed by ACLT and ACET before submission to the BoG in June
Claude - speaking points:
Student, Employee and External Stakeholder input gathered
All input (in raw form) can be found on the LDP Website
Student Interns tagging data (MRBI Grad cert program)
Working with extremal consultant developing strategy options
Play back to employees and all stakeholders coming in the next few weeks – watch myAC and join the conversation
Stakeholder feedback gathered at the playback will be reviewed and incorporated into final plan proposal that will be reviewed by ACLT and ACET before submission to the BoG in June
Laura
Good afternoon, it is my pleasure to begin this year’s presentation of the College’s business plan, a plan that is in alignment with the College’s strategic plan and in support of the College’s mission – to transform hopes and dreams into lifelong success.
The 2019-2020 budget assumptions, pro forma and a high-level overview of the 2019-21 Business Plan were presented to you at the meeting of December 10.
The final drafts of these documents are being presented today.
A fundamental theme of our strategic plan is that time has come to transition from the traditional one-size-fits-all era of education to a new age, focused on personalized, experiential learning.
Our traditional market of students direct from high school is declining, while other areas, such as mature learners and international students are growing at a rapid pace.
Technology in pedagogy and service delivery also continues to evolve at a significant pace.
A new provincial government is in place with distinctively different policies, for example….
A 10% tuition decrease has been announced. This equates to a 13% variance in tuition fee revenue from the budget originally planned, and the ability for students to opt out of some fees will challenge the sustainability of certain services to students
The elimination of the “free tuition” program and other changes to the Ontario Student Assistance Program may negatively impact student enrolment
Private Career Colleges continue to be highly competitive within the Public College system
Yes, there are many change drivers, and not only are we ready for change, we are embracing change
And our strategic plan provides us the roadmap on how we will attain our goals.
With that, I would like to turn the next part of this presentation over to my colleague, Doug Wotherspoon…
Doug
Doug
Doug
Doug
Doug
Doug
Doug
Doug
Doug
Doug
Doug
Doug
Many initiatives have been undertaken to focus on improving management capabilities and empowering employees to drive change.
All members of ACET have completed 360 degree feedback and coaching sessions. ACET members are receiving regular coaching on Lean methodology and AC Way.
There have been multiple training opportunities offered for our Leadership team members and Management team members (Chairs and Managers) ranging from Performance Management, Fierce Conversations, Resilience training and Continuous Improvement walks in addition to our regular Professional Learning programming of Management Academy, Leadership Institute.
With the role out of the AC Way, this methodology aligns with the engagement activities of all employees. There are a few departments that saw a drop in the engagement scores from 2015 to 2017 surveys. Human Resources will be working with the departments to ensure engagement activities are planned and rolled out.
Throughout the College, we will be focusing on building a network of employee engagement champions to empower employees to drive change.
Doug
Claude
Claude
Diane
In 19/20 we will be developing and implementing the initiatives identified in Year 3 of the People plan including:
Succession and Strategic Workforce Planning,
Change Management Plan,
Part-time Academic Performance feedback
Short term assignment matching process
Just to name a few..
We are planning to launch another Employee Engagement Survey in November 2019. Flowing from the survey results we will analyze the data and develop College-wide and departmental initiatives from the plan.
During 19/20 there will be a strong focus on our Workforce Diversity. We will surveying our full time and part time staff to collect employment equity information to understand our employee demographics and we will be completing our Inclusion and Diversity Strategy .
Our focus on Health and Wellness will include the Establishment of the Psychological Health and Safety Taskforce which will be examining the 13 mental health standards of the Canadian Mental Health Association and putting forth recommendations to the College for areas to concentrate on. The College is also amending our programming to return employees to the workforce in a safe and healthy way with earlier interventions and preventative programs.
Doug
Ron
Laura
Duane
On this slide we detail the ongoing commitment of the College to contribute to building the reserves of the College, while continuing to make strategic investment in growth. Some of the more recent investments are detailed here, and our next major investment is the next phase of our ERP strategy, a Student Information System; however we have only recognized planning costs to date.
Duane
Duane
Laura:
Strategic Advantage – we’ve defined these critical enrolment steps within the personal success system. Now, we have to make them personal
Krista:
Our role is to facilitate the direct pathway
But campus redesign is actively underway and it can help to create this feeling.
(full picture view? And possible student image?)
Laura:
Strategic Advantage – we’ve defined these critical enrolment steps within the personal success system. Now, we have to make them personal
