Grant MacEwan University: Comprehensive Institutional Plan 2011/12 to 2013/14

Grant MacEwan University

Comprehensive Institutional Plan2011/12 to 2013/14

Grant MacEwan University

Comprehensive Institutional Plan2011/12 to 2013/14

Approved by the Board of Governors, May 12, 2011

Grant MacEwan University Comprehensive Institutional Plan — 2011/12 to 2013/14

Contents

I. executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

II. Accountability statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

III. Institutional Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

IV. Plan Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

V. environmental scan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

VI. Goals, Priority Initiatives, expected outcomes and Performance Measures . . . . 12A . Access . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14B . Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15C . Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15D . Community . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16E . International Education . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18F . Quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19G . Student Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20H . Organizational Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21I . Educational Technology and Infrastructure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

VII. Financial and Budget Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

VIII. Resource Implications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

tablesTable 1 . Core Performance Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Table 2 . Enrolment Plan (2011/12 – 2013/14) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

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I. exeCutIVe suMMARyThis document outlines Grant MacEwan University’s strategic priorities for the three-year period from 2011/12 to 2013/14, and the budget allocations intended to support these strategies . These strategies have been developed to address key issues and challenges in MacEwan’s operating environment . The most significant of these challenges, in the short- to medium-term, is the combination of a significant increase in student demand coupled with more restricted financial resources . MacEwan’s strategic plan is intended to position the university to address the short-term financial challenge while continuing to develop a limited offering of programming .

Addressing Current ChallengesPerhaps the most important factor that has influenced the development of this Comprehensive Institutional Plan is the need to balance increased student demand for MacEwan’s programs and services with significant limitations on the resources available to the university to address these demands . In order to operate effectively within the limits of current operational funding, the university has had to adjust its enrolment targets to levels compatible with this financial situation . In addition, the 17 per cent increase in enrolment that MacEwan has accommodated since 2008/09 has pushed the university to the limit of its physical capacity . MacEwan plans to utilize accumulated reserves over the next several years to address these challenges, but this model will not be sustainable over the longer term .

An Evolving UniversityOver the past five years, MacEwan has implemented five new baccalaureate degree programs in response to student and market demand for additional degree-level educational opportunities in Alberta . A new diploma and two new certificate programs have also been developed in the past year to address market demand . MacEwan will launch its sixth and seventh degree programs, a Bachelor of Music in Jazz and Contemporary Popular Music and a Bachelor of Communication Studies, in the fall of 2011 .

Over the next three years, MacEwan plans to complete the implementation of these programs, and continue to adapt its programming to address the changing educational needs of the province . Continued development of integrated curriculum architecture to promote flexibility and quality of learning options for students will be a major strategic focus . MacEwan will also continue to expand its capacity for faculty and student research and scholarly activity . While responding to high

Strategic DirectionsWithin the overall context of its mission, mandate and vision, MacEwan has identified six goals as priorities for the next three years:

1 . Develop and adapt academic programs and delivery mechanisms as appropriate to a comprehensive undergraduate university .

2 . Expand the capacity for and profile of research, scholarly activity and artistic creation at MacEwan .

3 . Develop and implement an organizational development plan to position the human resource needs of the university for the future .

4 . Develop and enhance student and institutional services that contribute to students’ overall experience at MacEwan and ensure effective and sustainable operation of the University .

5 . To develop a single sustainable campus on the City Centre site by 2020 .

6 . To enhance community investment in Grant MacEwan University, with a particular focus on supporting student awards, facilities development and academic initiatives .

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demand for degree programming, MacEwan plans to maintain its strong base of career-focused certificate and diploma programs, as well as preparatory programming to enhance students’ success in further post-secondary studies .

Supporting objectives and initiatives are articulated for each strategic direction, to ensure the alignment of all faculties, schools, service and administrative units in working toward achievement of these goals .

Enrolment PlanMacEwan’s enrolment plan for the next three years reflects the university’s strategic priority on implementing high-quality undergraduate degree programs, while maintaining a comprehensive range of career-focused certificate, diploma and applied degree programs, as well as preparatory programs to assist under-prepared students in acquiring the skills necessary to succeed in post-secondary studies . Given the reality of more restricted funding for implementation of new programs over the next several years, the university is projecting essentially a steady-state enrolment scenario for the next three years, with reductions in some areas due to funding constraints balanced by modest growth in other programs .

Financial and Budget InformationMacEwan’s financial situation changed significantly in late 2009 with the announcement by the provincial government of no increase to the Campus Alberta Grant and elimination of enrolment planning envelope funding . The overall result to MacEwan was an approximate 5 per cent reduction in provincial grant funding . The university has also been advised that there will be no grant increases for at least another three years . In addition to grant funding challenges, tuition fee increases are capped through legislation which has resulted in very modest increases in recent years . This situation poses challenges for MacEwan and all Alberta post-secondary institutions .

The university has managed its resources including new program funding in the last several years to move itself toward a more sustainable model of

financial management . Various internal models were established to manage new and existing resources in a way that would provide for future years and see the institution through difficult financial times . A combination of new resources (program additions and expansion) and these financial models have enabled MacEwan to establish reserves that will now be used to sustain current programming for the next several years . This includes recently approved degree programming that is currently unfunded . Reserves have also allowed us to complete projects necessary to further MacEwan’s vision and mandate .

Expenditures in recent years have been maintained because of lower inflationary pressures and continued efforts to improve efficiency . Salary levels, our most significant cost, have remained relatively stable in line with the post-secondary sector in Alberta . Future adjustments to salary costs are difficult to predict given a combination of anticipated demands for larger settlements and financial challenges within the post-secondary sector .

The long-term financial situation for MacEwan is uncertain . MacEwan has and will continue to look for other resource opportunities and the ability to enhance existing revenue streams and reduce costs . However, if increases to grants or other revenue sources do not materialize within our current planning time-frame, other, more difficult measures will need to be considered to ensure MacEwan can carry out its mandate with a balanced budget .

Resource Implications/Capital PlanMacEwan’s strategic plan calls for the continuation of existing programs as well as modest expansion in program areas that have recently been implemented . In addition, further functionality is required to meet the needs of an institution transforming from a college to a university . Maintaining current planned programming and adding required functionality pose significant resource challenges for the university .

MacEwan is meeting its resource requirements through its existing financial sustainability plans as well as budget reductions . Financial models established in previous years resulted in various

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costs being planned and budgeted for several years in advance . Through a review of expenditures, MacEwan is able to reduce various non-salary budgets in order to reallocate resources to meet the needs identified in its plan . This strategy is augmented through the use of reserves that were established over the last decade .

MacEwan is in the final stages of two major self-funded projects . The final modules of its new enterprise resource planning system are being implemented; therefore, this project will come to an end in late summer of 2011 . In addition, the new University Service Centre building was just completed . No further major capital projects are planned at this time and it is not anticipated that any will be until overall funding levels and project grants improve . MacEwan is currently reviewing its Single Sustainable Campus Plan project . This project will span 20 to 25 years and has various phases and many activities that need to take place over this time-frame . The university will be working toward the development of resources to further this project, which is in support of our mandate and long-term strategic plan .

Over the next three years MacEwan will have used most of its reserves . As noted above, if grant and other major revenue streams do not increase by this time, the University will be required to make more difficult adjustments to its operations including program offerings .

ConclusionSince its inception in 1971, MacEwan has continually developed and evolved to meet the changing post-secondary learning needs of the Edmonton region and the Province as a whole . Over the next five years, Grant MacEwan University will continue to work with the Government of Alberta to enhance access to high-quality post-secondary education, and will offer a continuum of learning opportunities, including career-focused certificates, diplomas, applied degrees and post-diploma offerings, preparatory studies, and a range of baccalaureate degree programs . MacEwan’s reputation of excellence in teaching and learning will be complemented by a commitment to faculty scholarship and research . MacEwan also remains committed to collaboration and partnerships with other provincial post-secondary institutions to advance the provincial vision of Campus Alberta, through the eCampusAlberta consortium, transfer arrangements and other joint ventures .

II. ACCountABIlIty stAteMent

This Comprehensive Institutional Plan was prepared under the Board’s direction in accordance with legislation and associated ministerial guidelines, and in consideration of all policy decisions and material, economic, or fiscal implications of which the Board is aware .

John Day, Q .C . Chair, Grant MacEwan University Board of Governors

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III. InstItutIonAl ContextThe following foundation documents provide overall guidance and direction to MacEwan’s strategic planning process . These foundational documents include the university’s mission, its Ministerially-approved mandate, an updated vision for the development of the university to 2020, and statements of MacEwan’s educational philosophy, educational goals and value .

MacEwan’s MissionGrant MacEwan University is a vibrant, innovative educational institution focused on student learning . MacEwan fosters student success and student contributions within local, national and international communities . Teaching and learning are central to the academic endeavour, which is informed and enriched by research and scholarly pursuits of highly engaged faculty and staff . MacEwan strives to exemplify the values of respect, integrity, citizenship and environmental stewardship through teaching, learning, scholarship, research and service .

Approved by the Board of Governors, June 12, 2008

MandateGrant MacEwan University is a public, board-governed Baccalaureate and Applied Studies Institution within Alberta’s post-secondary system, operating under the authority of the public colleges section of the Post-Secondary Learning Act . The university was officially renamed Grant MacEwan University by Order in Council on September 24, 2009 .

Grant MacEwan University focuses on four primary types of programming:

• Baccalaureate degrees that prepare learners for employment and for graduate studies .

• Certificate, diploma and applied degree programs that prepare learners for entry to careers and employment, and for continued study in other credential areas .

• University transfer programs that prepare learners for degree completion at other universities .

• Preparatory programming that prepares learners for success in further post-secondary studies .

Grant MacEwan University serves a diversity of learners in the following major areas of study: liberal arts, business/commerce, communications, education, engineering, health and human services, performing and visual arts, physical education and science . The university’s innovative approaches to program delivery are designed to maximize graduates’ opportunities to advance their careers and further their education .

Grant MacEwan University emphasizes a learner-centred approach to the provision of its programs and services . The university fosters student success through a focus on teaching excellence, interaction among faculty and students, flexible learning delivery and high-quality student support . From prospective learners to alumni, students are provided with a wide range of services and support systems, residence and campus life activities, and intercollegiate and intramural sports programs . The university’s inclusive governance structure provides many opportunities for leadership development that enable learners to develop skills to enhance their careers and future post-secondary endeavours .

Grant MacEwan University supports a culture of research, scholarship and creative activity to inform pedagogy, support economic and community development, enhance learning, create opportunities for innovation, and foster the application and creation of new knowledge . By incorporating a global focus in its research and teaching, serving a diverse range of Canadian and international faculty and students, and providing opportunities for knowledge dissemination and study abroad, the university aims to provide all researchers and learners with opportunities to develop the skills and attitudes to function successfully in an interconnected world economy and society .

Grant MacEwan University serves primarily the greater Edmonton region and northern Alberta by responding to the learning needs of business,

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industry, government and communities . Through distance delivery and eCampusAlberta, the university extends educational access across Canada and internationally . As a strong partner in Campus Alberta, Grant MacEwan University collaborates with stakeholders and partners to advance student mobility, conduct applied research, develop shared services and deliver continuing professional education and customized training .

Approved by the Minister of Advanced Education and Technology, August 19, 2010

MacEwan in 2020 – Our VisionBy 2020, MacEwan will be a distinctive comprehensive university with a curriculum designed to maximize quality, flexibility and accessibility . The university’s ongoing commitment to teaching excellence will be complemented and supported by the engagement of both faculty and students in research, scholarly activity and artistic creation . Drawing on the inspiration of its namesake, MacEwan will be a leader in sustainability .

The following features will distinguish Grant MacEwan University in 2020:

• Focus on students – Supportive interaction between students and university faculty and staff dedicated to fostering student success will continue to be a hallmark of MacEwan . The university aspires to be the first choice for students, faculty and staff with a passion for inquiry, creativity and contributing to our global community .

• learning Culture – Student learning will be enhanced by both a research orientation and a strong practical component, built on the university’s linkages with academic, business, professional and service organizations and communities, both domestic and international . Integration of the university community in a single sustainable campus will support the learning culture by enhancing interdisciplinary

opportunities for students, program development, student support services and campus life .

• Accessibility and Diversity – Diversity of faculty and students will further enrich the educational experience at MacEwan and will be reflected in its curriculum and services . By serving a wide range of students, the university will foster appreciation and respect for diversity and a global and inter-cultural perspective in teaching, learning and research .

• unique legacy – Reflecting the legacy of its namesake, Dr . J .W . Grant MacEwan, in the areas of scholarship, lifelong learning, social responsibility and environmental stewardship, MacEwan will equip its students, faculty and staff well to leave their communities and the world better than they found them .

Approved by the Board of Governors, February 10, 2011

Educational Philosophy Statement At Grant MacEwan University, teaching and learning are our priorities . We value the legacy of Dr . Grant MacEwan and strive to emulate his example of service, stewardship and life-long learning in our student-centred environment .

We believe that learning occurs through exploration and questioning in an environment of mutual respect and collaboration . Learning is enriched by interactions among instructors and students whose diverse life experiences, cultures, ethnicities, religions and abilities are acknowledged and respected .

We are committed to scholarship and the maintenance of high academic standards . We believe that learners benefit from their association with educators and staff who demonstrate integrity and purpose, leadership in their fields and passion for their work .

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We endeavour to enhance our students’ capacity to live well-balanced, productive lives as citizens of our interconnected world . Our links with communities beyond the university – academic and professional, local and international – ensure the relevance of learning activities and enable students to move confidently into the workforce or on to further educational opportunities .

Approved by the Academic Council, May 11, 2004

Approved by the Board of Governors, June 17, 2004

Educational GoalsGrant MacEwan University is committed to promoting intellectual curiosity and excitement for learning .

MacEwan encourages student success by creating learning environments that are stimulating and challenging and respond to a diversity of student needs and learning styles . Our programs provide innovative curriculum that is current, challenging and responsive to community needs .

Through effective faculty-student interaction, students will gain appreciation for diversity, ethical practice, academic integrity and personal and professional responsibility .

MacEwan students will develop self-awareness and the ability for reflection that will pave the way for a life-long pursuit of learning . They will develop an appreciation for scholarship and research as integral to the pursuit and application of knowledge .

MacEwan students will be prepared for employment, opportunities for advanced and further study, and active citizenship . They will have discipline and field-specific knowledge; creative and critical thinking skills; and the abilities required to be leaders in their local, national and global communities .

Approved by the Academic Governance Council, November 17, 2009

Approved by the Board of Governors, December 10, 2009

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ValuesThis statement of institutional values articulates MacEwan’s ideals as a complement to our other foundation documents . The values were reviewed and updated in 1999/00 after extensive deliberation by MacEwan’s Academic Council . They represent principles that are deeply held, ongoing and provide a framework for accountability . These values are stated as follows:

✔ Learner-Centred – Inside and outside the classroom, through its programs and services, the university serves the needs of its learners . The university is dedicated to improving the learners’ critical and creative thinking, ability to integrate knowledge and action, physical and emotional well-being and motivation for life-long learning .

✔ Excellence – The university supports the students’ educational right to be served by competent instructional, service and administrative staff . Our classroom and other learning environments are dynamic, supportive, compassionate and collaborative . Special staff and student activities contribute to the continuous development of effective and progressive methods of education .

✔ Community – We value effective communication and collegiality within and among all sectors of the university . We encourage a sense of co-ownership of the institution by all staff and students and recognize a collective responsibility to achieve our goals .

✔ Collaboration – The university actively pursues partnerships with diverse communities on the regional, provincial, national and international levels . We believe that collaboration strengthens our educational offerings, fosters innovation through the exposure to new ideas, creates opportunities, and makes the best possible use of the resources available to us .

✔ Diversity and Individuality – From the institutional to the international level, we are devoted to promoting acceptance of individual and cultural differences . We recognize that all

students and staff, full-time and part-time, make a contribution to the university community and that the value of a university education is enhanced by a broad cultural perspective . The university is dedicated to creating an institutional culture of mutual respect among all individuals and groups .

✔ Participation in Decision-Making – University policies confirm the rights of all groups and individuals to voice their views before decisions affecting them are made . Students and staff are regularly provided with opportunities to influence matters of importance to them . At all levels of university governance, we value freedom of participation and open communication .

✔ Innovation and Leadership – The university adapts to changing circumstances and takes a leadership role in creating programs and activities to meet the future needs of the students and communities it serves . The university endorses the democratic rights of its staff and students to take leadership roles by making individual statements on public issues .

✔ Stewardship of Resources – The university as an educational institution, a responsible employer and a good corporate citizen must actively contribute to the recognition and resolution of the challenges impacting the Earth’s environment and university resources .

✔ Global University – Grant MacEwan University is committed to fostering the development of the knowledge, skills and attitudes necessary to live and work effectively in an interconnected world . Faculty, staff and students integrate an international dimension into the teaching, learning and service functions of the university .

Approved by the Grant MacEwan College Academic Council, April 11, 2000

Updated September 2009 to reflect redesignation as Grant MacEwan University

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IV. PlAn DeVeloPMentMacEwan’s Comprehensive Institutional Plan has been developed through a multi-faceted and detailed process involving constituents and groups across the University . This planning process has included the following components:

New VisionThrough 2010, MacEwan invested considerable effort to develop a new guiding vision for the university, to replace the vision articulated in 2003 which had largely been achieved . Under the guidance of a broadly-based Academic Vision Steering Committee (AVSC), open forums were held on all campuses to provide faculty, staff and administrators with the opportunity to express their views on the university’s future directions and priorities, and a mechanism was established to invite and receive written submissions from across the university . Special sessions were held to gather similar input from student and alumni representatives, and community input was obtained through members of the university’s program advisory committees . Qualitative analysis of all submissions was conducted to identify key themes, which were presented to a number of key university committees for feedback . These included the MacEwan Curriculum Committee, the Strategic and Resource Planning Advisory Committee, and the university’s Academic Governance Council .

On the basis of feedback from these groups, a draft vision statement was prepared by the AVSC . This draft was circulated for feedback throughout the university community, and a final draft was prepared on the basis of the feedback received . The final draft was then reviewed and endorsed by the university’s Executive Leadership Team and Academic Governance Council, and received final approval by the Board of Governors in February 2011 . This vision statement, (see page 5), will provide overall guidance and direction for university planning for the balance of this decade .

Goals and Priority Objectives The goals and associated objectives that form the core of this plan were developed, revised and approved through a process of extensive consultation within and among the university’s faculties, schools and service departments . While the goals are intended to reflect longer-term priorities, and as such to remain stable over a multi-year period, adjustments are made as required to reflect changing environmental conditions and input from the MacEwan community . An AGC sub-committee, the Strategic and Resource Planning Advisory Committee, has been established to provide a mechanism for input from across the institution regarding proposed strategic priorities, and for comment on the alignment between these priorities and plans for resource allocation to support them . This committee, with strong academic representation from all faculties and schools, students, and service and support departments, reviewed the draft comprehensive institutional plan at several stages of its development, and made recommendations for amendments, and for issues requiring consideration in the implementation phase, to the university’s Academic Governance Council . AGC in turn made recommendations to the President which resulted in significant revisions to the plan, including the development of a new goal statement and associated objectives and initiatives .

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Cascading Academic and Service PlanningMacEwan’s Comprehensive Institutional Plan has been developed on the basis of a philosophy which affirms that academic plans and priorities should form the basis for planning by service and support areas so as to support the core academic purpose of the university . The critical path process that guided development and review of the CIP required that the academic plan be completed in draft form at a stage in the planning cycle that would enable service and support departments to review the academic plan and structure their priorities and initiatives to support it . As a result, the university’s planning and priorities are focused on achievement of a common set of goals and objectives, all of which are intended to move the university in the direction of its guiding vision .

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V. enVIRonMentAl sCAnMacEwan places a high priority on its capacity to anticipate and respond to the changing needs and demands of its students, faculty and community, and to the rapidly changing environment in which it operates . This commitment to ongoing environmental scanning enables MacEwan to respond appropriately to change . Among the opportunities, challenges and risks that have been considered in the development of MacEwan’s comprehensive institutional plan are the following:

External Opportunities and Challenges• MacEwan has experienced a significant increase

in student demand over the past year . Credit enrolment has increased by seven per cent (730 FLE students) in 2010/11, over and above an increase of ten per cent (1,000 FLE) in the previous year . With applications for fall 2011 up a further seven per cent as of February 2011, a continuation of this trend toward increased student demand is anticipated for the coming year . This significant growth in demand is likely related at least in part to the economic downturn, and may therefore not be sustained at these rates in the longer term .

• Limitations on operational funding represent the most significant challenge facing MacEwan for the next several years . The 2010 provincial budget provided a zero per cent increase in institutional operating grants, coupled with a reduction in conditional funding previously approved to support implementation of several new degree programs, including Science and Nursing . The Ministry has advised post-secondary institutions to plan for a zero per cent increase in operating grants for the next three years as well . MacEwan has developed plans to utilize accumulated reserves to support the continued implementation of these programs, but has also had to adjust its enrolment plans to reflect the limits imposed by this fiscal reality . Until operational funding increases, enrolment will have to be limited to the level that can be accommodated within available resources .

• Population projections by age cohort suggest that the number of students graduating from the province’s high schools will decline over the next decade . This trend may, however, be balanced by increasing participation rates . Nevertheless, it is likely that institutions will be challenged to decrease their reliance on high school graduates as a source of students and focus more on older age groups . MacEwan’s objectives to expand online delivery of full credential programs and to enhance block bridging, laddering and transfer opportunities are intended to address this challenge .

• Despite these demographic trends, the Campus Alberta Access Planning Framework 2010 projects province-wide enrolment growth of over 14,000 over the next decade, of which 33 per cent (4,780 FLE) is projected for the Edmonton region .

• Alberta continues to have a high school completion rate below the national average, and the rate within the Edmonton region is slightly lower than the provincial average . This suggests a continuing need for preparatory programs, which MacEwan intends to maintain to provide pathways to higher education for the significant proportion of Albertans who do not complete high school .

• The Campus Alberta Planning Framework 2010 identifies four areas expected to experience high levels of labour market shortages between 2009 and 2019: Trades and Technology, Health Sciences, Business, and Physical, Natural and Applied Sciences . MacEwan’s program plan, including full implementation of its Bachelor of Science degree, introduction of two new majors in Commerce, and the Bachelor of Science in Nursing degree, aligns closely with three of these four priority areas .

• Despite the current economic slowdown, increasing opportunities for degree completion will be necessary to sustain Alberta’s long-term economic position, as demand for degree-level preparation is growing in many occupational areas . MacEwan’s degree graduates will also

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support the Province’s goal to attract more graduate students .

• Interest and participation in distance and distributed learning activities are growing and can be expected to increase further in the future . MacEwan continues to be a strong partner in the provincial eCampusAlberta consortium, which continues to grow in terms of both the number of courses available and number of students participating .

Internal Opportunities and Challenges• With the significant enrolment growth MacEwan

has experienced over the last several years, the University is nearing the limit of its physical capacity . The Campus Alberta Access Planning Framework 2010 estimates MacEwan’s enrolment capacity at 12,100 for 2018/19 . With enrolment for 2010/11 projected at 11,950 FLE, the University will be at 99 per cent of capacity eight years prior to this date .

• As the first institution in Alberta to conduct a review of degree programs approved by the Campus Alberta Quality Council, MacEwan has invested significantly in quality assurance processes to enhance the university’s capacity to

monitor program outcomes and provide evidence of student achievement .

• Implementation of undergraduate degree programs has a range of implications for facilities, including increased enrolment and staffing, differing patterns of space utilization by four-year students, and greater requirements for informal learning and interactive space . The university’s plans for a single sustainable campus are intended to address these requirements as well as to provide the capacity for continued expansion of access .

• Ongoing development of degree programming will require that MacEwan increase professional development opportunities and research infrastructure, and recruit in competitive markets for faculty, particularly at the PhD level .

• The increasing pace of technological change is putting greater pressure on institutions to maintain, at significant cost, the technological currency of programs and services . There is growing pressure for public institutions to comply fully with best practices relating to information technology controls and security .

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VI. GoAls, PRIoRIty InItIAtIVes, exPeCteD outCoMes AnD PeRFoRMAnCe MeAsuRes

Based on its mission, mandate and other foundational statements as outlined above, and in consideration of the environmental trends summarized in the previous section, MacEwan has identified the following goals and objectives as key areas of focus for the next three years:

Academic Programming and DeliveryGoal 1 — Develop and adapt academic programs and delivery mechanisms as appropriate to a comprehensive undergraduate university.

Objective 1.1Develop an implementation plan for academic programs to ensure university development and resource effectiveness .

Objective 1.2Develop mechanisms and strategies to assess and address Albertans’ changing domestic and international learning requirements .

Research, Scholarly Activity and Artistic CreationGoal 2 — Expand the capacity for and profile of research, scholarly activity and artistic creation at MacEwan.

Objective 2.1Raise the profile of research, scholarly activity and artistic creation at MacEwan .

Objective 2.2Increase university research capacity .

Organizational DevelopmentGoal 3 – Develop and implement an organizational development plan to position

the human resource needs of the university for the future.

Objective 3.1Recommend organizational design and development strategies that address: a comprehensive professional and skills development program, recruitment/retention strategies, succession planning and workforce planning .

Objective 3.2Review current practices of performance management at the university and make recommendations for change .

Objective 3.3Design organizational feedback systems that inform planning and evaluation related to human resources .

Supportive Services and ProcessesGoal 4 – Develop and enhance student and institutional services that contribute to students’ overall experience at MacEwan and ensure effective and sustainable operation of the university.

Objective 4.1Implement a comprehensive Enterprise Resource Planning (ERP) solution that will enable improved functionality and reporting in support of student, financial and human resources systems . Ensure that post-implementation review of successes, lessons learned and training is undertaken .

Objective 4.2Enhance financial management and administrative processes and structures to improve decision support and enhance operational efficiency and effectiveness, while recognizing the impact of these structures on human resources .

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Objective 4.3Develop frameworks and mechanisms for reflective self-study, peer review and benchmarking of services .

Objective 4.4Develop and implement program-specific and institution-wide initiatives to support student learning and academic success that recognize the centrality of the faculty-student relationship and the diversity of our students .

Objective 4.5Develop and implement systems, operations, processes and procedures in support of sustainability and environmental principles .

A Single Sustainable CampusGoal 5 – To develop a single sustainable campus on the City Centre site by 2020.

Objective 5.1Obtain necessary approvals and funding from key Provincial ministries to implement the single sustainable campus model in a phased approach .

Objective 5.2Develop a learning space plan, with strong faculty input and participation, to inform mid-range facilities planning .

Objective 5.3Develop a phased plan for long-term campus development .

Community InvestmentGoal 6 – To enhance community investment in Grant MacEwan University, with a particular focus on supporting student awards, facilities development and academic initiatives.

Objective 6.1Complete the Front and Centre Campaign by 2011 .

Objective 6.2Plan and initiate the Building to 50 Campaign .

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PRIoRIty InItIAtIVes

A. ACCESSMacEwan will face significant challenges to maintain its past focus on enhancing access given recent reductions to its operating funding, the termination of Science degree operating funds and the sudden reduction in Nursing funding announced in 2009 . The university is currently drawing heavily on reserves to continue implementation of the Science degree, honour commitments to previously enrolled Nursing students and fulfill the approval and development commitment for the Music degree . The university will also implement a new Bachelor of Communication Studies degree by drawing on current diploma and applied degree funding in Journalism and Professional Writing and introducing a higher level of tuition for this degree . A new level of tuition for the Music degree will also be introduced . The university acknowledges recent one-time funding to assist with the structural deficit created within the Nursing program .

Student transfer demand has been more significant than expected in the BA, B .Comm . and B .Sc . degrees, largely as a result of increased transfer from colleges and universities within the province . Specific enrolment management plans are now being developed so that students who begin their post secondary education with MacEwan can complete their credential with their first-choice institution . Institutions with signed partnership agreements will also have guaranteed transfer . This may challenge some of the non-partner transfer demand for the next several years until funding is restored .

The development of integrated curriculum architecture is a long-term process that will remain a priority academic direction for the University for several years . This process involves comprehensive redevelopment of selected diplomas and degrees, including appropriate admission criteria, syllabi, faculty qualifications and program outcomes to provide credential pathways for full-time, part-time and online students .

In this regard, MacEwan will launch an Arts and Cultural Management diploma program on a self-funded basis to build on the success of the certificate program offered on campus and through eCampusAlberta . The university’s curriculum committees are reviewing submissions for majors for the Commerce degree in Marketing and Human Resource Management to respond to industry needs and learner demands . Without funding this will involve reallocation of existing funding within the Bachelor of Commerce Management major .

In the future, the university will also build on the strength of the Psychiatric Nursing diploma program offered in Ponoka and Edmonton, by preparing a Psychiatric Nursing degree proposal on a cost-recovery basis . As a result, students in Alberta will not need to leave the province to pursue this degree .

As an adaptive strategy, MacEwan will continue to adjust programming mix by assessing student demand, employment and societal needs . Faculty and curriculum committees continue to review their program mix and will make recommendations to guide program adjustments for the next several years .

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Learner demand is creating pressure for the MacEwan Library to expand services to meet the needs of online learners . The library will continue its development as a comprehensive library suited to meet the academic needs of an undergraduate university . Support for research, scholarly activity and artistic creation as outlined in the university strategic plan, and a sustainment strategy for the funding of high-quality print-based and digital collections will be priorities .

MacEwan continues to play a lead role in eCampusAlberta, which experienced enrolment growth of 30 per cent in this area in 2010 . Thirty-one courses were added to the existing MacEwan inventory . The university will continue to offer pathways and provincial transfer partnerships similar to the agreements established this year with Olds College and Grande Prairie Regional College . MacEwan will work toward expanding these important Campus Alberta initiatives .

Access Performance Outcomes1 . Within the Campus Alberta framework,

MacEwan will continue partnership agreements to provide program commencement and completion opportunities focused on rural and northern institutions .

2 . As a founding member of eCampusAlberta, MacEwan will continue to develop online credentials and degree courses with continued support of the Ministry .

3 . MacEwan will continue building an integrated and horizontal curriculum architecture offering student credential learning pathways

4 . MacEwan will develop a limited number of academic programs for the future, which build on the university’s academic strength in areas of high demand .

5 . Working with curriculum committees and the program review process, MacEwan will rationalize low-demand programs .

6 . MacEwan will complete the integration of the library system with a shared system hosted for the NEOS consortium .

b. RESEARChIn keeping with Ministry guidelines and requirements, in December 2010 MacEwan submitted a separate Institutional Research Plan relating to research, scholarly activity and artistic expression initiatives and activities .

C. SUStAINAbILItyMacEwan has been financially viable and successful for many years . Building reserves has allowed the University to purchase and implement a new PeopleSoft Enterprise Resource Project (ERP), which integrates the core business systems . This positions the University with a system that is sustainable for many years . The benefits of this new system will begin to be realized over the coming year . It is expected that improved efficiencies will result in resources being made available to fund new initiatives .

The University has also been able to fund the building of the new University Service Centre on top of the parkade that will house administrative support functions in a new open concept design . This frees up valuable space in City Centre Campus and Alberta College Campus, allowing expansion of the Science degree and the new Music degree . It will also allow for easier collaboration and efficiencies in the way support services are delivered .

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It is anticipated that the University will no longer need to subsidize the Residence in 2012/13 . Bookstores, Parking and Retail and Campus Services are all planned to make a larger contribution to the university .

MacEwan has been able to realign its budget to support the implementation of new degrees in Music and Communication Studies, and an Accounting major in its Commerce degree . It is assumed that Advanced Education and Technology will start increasing funding after the announced four years of zero per cent increases . Should this not occur MacEwan will need to review enrolment levels to tuition and grants to cover the cost of these programs .

Sustainability also involves responsible use of resources and environmental stewardship . To advance its goals in this area, MacEwan has established an Office of Sustainability and developed a University Sustainability policy and a cross-institutional committee to investigate and pursue sustainability initiatives . A Sustainability Plan will be completed in 2011 .

Sustainability Performance Outcomes1 . Benefits from the ERP implementation will

be realized .

2 . MacEwan will continue to be financially prudent and manage the funding uncertainty over the next three years .

3 . The Residence subsidy will no longer be required in 2012/13 .

4 . Completion of the Sustainability Plan .

D. COMMUNItyMacEwan is developing three approaches to community engagement within the university:

a) Improving rural and northern learner access to baccalaureate programs through partnerships, transfer agreements and collaborations . MacEwan was successful this year in signing partnerships with Olds College for first year Science degree delivery and Grande Prairie Regional College

for degree completion for Business, Science and Arts degrees . MacEwan will further explore partnerships to the extent that resources permit . MacEwan will also continue degree course development through eCampusAlberta so that individual learners can access quality courses leading to full credentials .

b) Continuing to enhance community involvement and community investment in the university .

By 2021, MacEwan anticipates Phase 1 of the Single Sustainable Campus Plan will be underway . In order to accommodate projected enrolment levels of up to 17,000 FLE by 2030, expansion of the university’s physical capacity will be necessary to ensure student access and promote retention and overall student success .

MacEwan is in the early stages of campaign development to raise $90 million, with major community donors identified to support the University’s growth . To be successful in reaching this target, MacEwan will continue to build a sustainable, integrated, donor-centred fundraising program for the identification, acquisition and engagement of donors . Strategic leveraging opportunities will continue to be created to initiate donor interest and investment in the University in the following three areas:

Phase 1 Consolidation of Single Sustainable Campus ($50 million) – This pillar of the $90-million campaign supports Phase 1 consolidation of MacEwan operations onto one Single Sustainable Campus at MacEwan’s City Centre location .

Student Awards ($25 million) – This initiative aims to increase the total number and value of awards available to MacEwan students . Priorities will be based on the university’s academic strategic directions and be adapted as emerging needs are identified through conversations with internal and external stakeholders .

MacEwan will expand its student awards program to meet the growing demand for:

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— Entrance scholarships and bursaries to attract the best and the brightest high school students into degree programs;

— Retention scholarships and bursaries to retain students in senior years of new and/or self-funded degree programs;

— Program-specific awards for certificate, diploma, applied degree, undergraduate degree, post-diploma and post-basic certificate students;

— General bursaries available to all students;

— Specific awards to support and expand professional development activities and study abroad opportunities for all students;

— Support for student athletes .

Benchmarking and student satisfaction surveys as well as financial reports will be used to measure outcomes .

Academic Projects ($15 million) – MacEwan’s Academic Projects initiative aims to:

— Enhance student learning by providing students with access to world-class scholars;

— Increase research and scholarly activity opportunities for faculty;

— Enhance the academic reputation of MacEwan;

— Enhance the student experience at MacEwan .

Community Involvement – MacEwan will continue to strengthen internal collaboration to capture the diverse activity of the university in order to develop compelling stories to share with donors, community supporters and stakeholders . Additionally, these stories will be shared through the development of new communication channels and events for the purpose of engaging and stewarding community leaders, donors and elected officials with the university .

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c) MacEwan will expand significantly the cultural, social and economic well being of Edmonton through public education and scholarly engagement . Schools and Faculties invite Edmontonians to lectures, exhibitions, performances and special events . The corporate, community and public response to such initiatives this year has been impressive, including the following examples:

— The Student Business Conference brings together 900 students with community and business leaders;

— The Allard Chair connects exemplary leaders in business with students through presentation and forums;

— The International Business Conference brings academic and international business leaders;

— The Future of Story Conference attracts educators, students and communication professionals;

— Exhibits such as Unspoken, OtterWoman Breathing and DeafNotDumb add to community engagement and understanding of societal issues;

— The Faculty of Arts and Science conducted 57 presentations during 2009/10 bringing academics and community together in areas such as: Biology, Canadian Authors Series, Humanities, Anthropology, Economics, Political Science, Mathematics and Physical Sciences;

— Health and Community Studies Visiting Scholar Series focused on social issues with presentations such as No Such Thing as a Bad Kid, Understanding the Social Determinants of Health and the Homeless Experience presented by a plan and panel discussion;

— The Health and Community Studies Clinical Simulation Centre facilitated experiences for the Edmonton Police professional development training .

Community Performance Outcomes1 . MacEwan will build partnerships and transfer

agreements within the Campus Alberta framework .

2 . The university will expand its services to the community through public seminars, lectures and professional development initiatives .

E. INtERNAtIONAL EDUCAtIONDevelopment of study abroad activities for students has been a growing component of MacEwan’s curriculum . The university is developing partnership agreements in targeted areas with schools and universities abroad . Study abroad opportunities take the form of curriculum credit such as practicums or optional experiences for students to broaden their academic portfolio . Growth in this area will require more bursaries and awards to assist students with the associated costs and possible student fees .

Faculty and students have expressed a growing interest in exchanges . International guest lecturers and scholarly chairs will provide MacEwan with a stronger applied global focus in curriculum strength, economic development and the civil society international agenda .

International Performance Outcomes1 . MacEwan will review funding mechanisms and

strategies to expand study abroad opportunities for students .

2 . MacEwan International Council is approving and monitoring MOUs and student exchange agreements to ensure frameworks and protocols are in place .

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F. QUALIty Post-secondary education has become a popular area for ranking by mainstream media . Because the newer university environment does not provide data or benchmarks on traditional comparatives such as academic admission standards, external research portfolios, rank and tenure, etc ., some media and associations have begun benchmarking on comparable areas such as student satisfaction and faculty engagement . On these standards for 2010, within the small university category, MacEwan ranked first in relevant categories such as quality of education, student-faculty interaction and learning atmosphere .

On a peer level, quality and reputation is built on demonstrated experience and evidence . Through regular and comprehensive reports based on self-study and external review, MacEwan will continue to demonstrate the quality of its programming to the Campus Alberta Quality Council (CAQC), the Nursing Education Program Approval Board (NEPAB) and other accreditation and professional bodies that monitor our progress . In addition, MacEwan has aligned its internal practices with the eCampusAlberta Essential Quality Standards (EQS) for online delivery .

MacEwan is the first public university in Alberta to prepare for a comprehensive evaluation based on CAQC guidelines . This process will consist of an evidence-based, reflective and outcome-oriented institutional self-study . The self-study will report on assessment standards related to mandate and mission, governance, academic freedom and integrity, governance and administrative capacity, dispute resolution, ethical conduct, financial planning and resources, academic and organizational policies, strategic planning, periodic review, faculty and staff, scholarly research and support, information services, student services and protection, and physical plant . The self-study will also report on achievements and progress on recommendations and identify areas for improvement and future development .

In addition, baccalaureate programs will prepare reflective, analytical and forward-looking self-studies that will be reviewed by subject matter experts using standards related to program structure, faculty environment, resource capacity, student environment, and assessment of student learning . These reports will document achievements of the first five years of implementation as well as identify areas for improvement and future directions .

In terms of degree programs, MacEwan’s experience relating to evaluation and program monitoring will assist in informing the system and CAQC about process, standards and future frameworks for quality assessment . MacEwan will continue to apply quality reviews for all online courses and credentials through the eCampus Quality Assessment standards .

Beginning in 2011, MacEwan will add external reviews to its program review framework for most non-degree programs . This will be a new faculty-focused process that includes direct assessment, self study, external review and action planning components . This will add to the growing expectations held by academics, governments, professions and the public regarding quality reporting and management .

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Within the Quality Assurance framework, MacEwan plans to design a curriculum model for workplace learning . Such activity will include professional development and scholarship activities related to workplace learning, and revised academic policies to foster improved placement practices and identify best curriculum practice .

Quality Outcome Measures1 . Meet Campus Alberta Quality Standards for the

implementation of approved degrees .

2 . Design and implement a revised academic program review framework for diploma and applied degrees .

3 . Create a framework for improved work integrated learning .

4 . Meet Essential Quality Standards (EQS) for all MacEwan online courses and programs offered through eCampusAlberta .

G. StUDENt SUCCESSFostering and promoting student success has been a high priority objective for MacEwan for many years . The impact of MacEwan’s student success initiatives was strongly reflected in 2010 in the results of three surveys of students from universities across Canada . In the Globe and Mail’s “Canadian University Report,” MacEwan ranked first or second, with “A” scores, among 20 similar-sized Canadian universities on four key measures related to student success: Student Satisfaction, Quality of Education, Student-Faculty Interaction and Quality of Teaching . The Canadian University Survey Consortium (CUSC) survey provided similar results, with MacEwan scoring as well as or better than 19 other “Group 1” (smaller undergraduate) universities on a number of measures relating to student success, including Accessibility of Instructors, Quality of Teaching and Meeting or Exceeding Student Expectations . In a third nation-wide survey – the National Survey on Student Engagement (NSSE) – MacEwan’s results

compared very favourably with those from 11 other universities across Canada on measures such as Level of Academic Challenge, Enriching Educational Experience and Supportive Campus Environment . Through continued participation in these national benchmarking surveys, MacEwan will continue to monitor and assess its student success initiatives in the most meaningful way possible – from the perspective of our students .

Student success remains an important priority in MacEwan’s Comprehensive Institutional Plan, through an objective to “develop and implement program-specific and institution-wide initiatives to support student learning and academic success that recognize the centrality of the faculty-student relationship and the diversity of our students .” Under the direction and coordination of the Student Success Committee of the Academic Governance Council (a broadly-based group of faculty, advisors, student representatives and others), this objective will be pursued through several primary strategies:

• Research and identification of best practices in student success and implementation of priority initiatives based on this research .

• Enhancement of the university’s student orientation program, including online orientation .

• Expansion of online academic study skills workshops .

• Enhancement of academic advising services to foster student success .

• Establish a stable funding model to support services to students with disabilities .

• Enhancement of the Aboriginal student experience at MacEwan .

All of these initiatives will be undertaken in coordination with the main factor influencing student success at any post-secondary institution – supportive interaction between students and faculty dedicated to fostering student success .

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Student Success Outcome Measures1 . Continue to rank highly on cross-institutional

measures relating to student success (CUSC, NSSE, Globe and Mail) .

2 . Monitoring and analysis of year-to-year student retention and program completion rates through the functionality of the university’s new ERP and business intelligence tools .

3 . Development and implementation of mechanisms to evaluate and assess the impact of initiatives such as online orientation, online study skills workshops and advising services .

h. ORGANIzAtIONAL DEVELOPMENtMacEwan has developed a new goal for 2011-14 – to “develop and implement an organizational development plan to position the human resource needs of the university for the future .”

A new university-wide subcommittee, chaired by a dean and reporting to the Executive Leadership Team, has been established to recommend an organizational design and strategies that address: a comprehensive professional and skills development program, recruitment/retention strategies, succession planning and workforce planning for the future .

The university needs to consider a more expanded development program related to the new roles and requirements associated with shared governance, accreditation, peer review, scholarly presentations and teaching/learning technologies for the purposes of quality and sustainability .

Implementation of a new Enterprise Resource Planning (ERP) system holds the promise of changing the work environment towards a collaborative work functionality with robust business intelligence capability . Such an environment will require a focused and sustained effort in organizational development to address new roles, changing roles and open environments .

Organizational Development Measures1 . The university will establish a comprehensive

organizational development plan to be approved by the Executive Leadership Team .

2 . The Faculty Commons will expand programming to address the professional development requirements of new roles within the university .

3 . The university will develop a program for sustained training and development related to ERP .

I. EDUCAtIONAL tEChNOLOGy AND INFRAStRUCtUREMacEwan is currently engaged in a process of developing a technology roadmap for learning systems . Open source and commercial learning management systems (LMS) options will be considered within a pedagogical, functional and technological framework . Synchronous web-based conference tools will be introduced and supported as a delivery option for MacEwan . Delivery of new systems to support both asynchronous and synchronous instruction to support online and hybrid courses is expected in 2012 .

MacEwan will continue to work with Alberta Advanced Education and Technology and eCampusAlberta on innovations such as shared-hosting solutions for LMS technology, the single-sign-on portal pilot project utilizing federated identity, and alignment of internal practice with eCampusAlberta Essential Quality Standards (EQS) for online course delivery and content .

Increased data storage and digital media streaming and signage capabilities are proposed in support of digital library and other network-based learning requirements . “Cloud” computing options will be explored as ways to support academic requirements .

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Educational Technology Performance Outcomes1. A program of student portal development to

increase support for mobile computing and communication technology.

2. A learning systems road map will be developed and delivered to meet MacEwan’s requirements in support of asynchronous and synchronous online delivery, and online exam delivery and test bank functionality.

3. A federated model of support and management of distributed education will continue to be developed to co-ordinate services, online course development, and inform a positive learner experience.

4. Implement a data warehouse capability that captures student-related information into a single environment to inform retention, recruitment, curriculum architecture.

Table 1. Core Performance Measures

Measure Current Achievement (as of June 30, 2009/10)

20011/12 Target

Source of Data

Student Focus

Student satisfaction with overall quality (% satisfied)

99% satisfied (2009/10 Surveys)

>95%1 MacEwan Baccalaureate, UT and Satisfaction Surveys

Graduate employment rate (overall)

95% (2009 Graduate Survey)

>95%1 MacEwan Graduate Surveys

Tuition fees relative to comparable Alberta institutions

2009/10 $4,498 (2nd lowest of 7)

Maintain relative position

Advanced Education and Technology Tuition data

Total $ value of scholarships awarded/FLE

$1.929M (09/10) ($173/FLE)

$2.4 M ($207/FLE)

MacEwan student awards data

Program and Service Quality

Enrolment (achievement of enrolment target)

11,259 FLE (09/10) (106% of target)

11,611 FLE MacEwan Enrolment Reports/LERS

Student satisfaction with quality of teaching

99% satisfied (2009/10 Surveys)

>95%1 MacEwan Baccalaureate, UT and Satisfaction Surveys

Resource Acquisition and Utilization

% expenditure on administration2 10.2% (09/10)

<11.0%1 Financial Information Reporting System (FIRS)

Achievement of external fundraising targets

By the end of 2010/11, the $40 M goal of the Front and Centre campaign will have been achieved

See pages 16 – 17

Community Relations and Fund Development

Notes:1 The targets for student satisfaction, graduate employment and percentage of expenditure on administration are based on benchmarks contained in AET’s Performance Award Calculation. Targets for student satisfaction and graduate employment have been set above the Ministry’s highest benchmark of 90% in recognition of the university’s consistently high performance on these measures.

2 Administrative expenditures increased in the areas of risk management, sustainability and business planning. A new Health Spending Account benefit is now reflected in administrative expenses. There was also an increase to employee vacation pay accruals.

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Enrolment PlanMacEwan’s enrolment plan for the three-year period 2011/12 to 2013/14 as outlined below reflects the university’s strategic focus on offering a range of undergraduate degree offerings to meet student demand, while maintaining a comprehensive range of certificate, diploma and applied degree programs . This comprehensive focus has been the basis of MacEwan’s success in the past, and will continue to be a fundamental feature of its programming .

Table 2. Enrolment Plan (2011/12 – 2013/14)

Credit FLE09/10 Actual

10/11 Prelim.

11/12 Plan

12/13 Plan

13/14 Plan

Baccalaureate Degrees 4,796 5,903 5,859 5,886 5,905

University Transfer 1,281 1,257 1,219 1,219 1,219

Career Studies 4,179 3,970 3,783 3,681 3,649

Preparatory 965 800 750 750 750

total 11,221 11,930 11,611 11,536 11,523

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VII. FInAnCIAl AnD BuDGet InFoRMAtIon

Statements of Expected Revenues and Expensesbudget 2011/12

budget 2012/13

Projection 2013/14

Projection *2014/15

Projection *2015/16

Government of Alberta grants 108,294 107,892 107,316 111,756 115,056Student tuition and fees 73,057 74,042 75,306 76,904 77,994Sales of services and products 26,002 26,135 26,168 26,201 26,234Amortization of def . cap . contributions 6,000 6,000 6,000 6,000 6,000Contract programs 3,980 3,929 2,849 2,849 2,849Donations and other grants 1,666 2,166 2,166 2,216 2,216Investment income 3,303 3,303 3,303 3,303 3,303total Revenue 222,302 223,466 223,108 229,229 233,652

Salaries 143,257 147,363 150,906 154,388 157,314Materials, supplies and services 33,261 31,786 29,578 29,797 29,797Maintenance and repairs 8,732 8,486 8,521 8,493 8,543Amortization of capital assets 15,568 15,681 15,725 15,807 15,807Cost of goods sold 9,595 9,675 9,675 9,675 9,675Utilities 5,034 5,127 5,222 5,324 5,430Scholarships, burs and awards 2,219 2,719 2,719 2,769 2,769Interest on long term debt 2,770 2,667 2,557 2,441 2,317Contingency 1,866 2,000 2,000 2,000 2,000total Expenses 222,302 225,505 226,904 230,694 233,652

Revenue less Expenses – -2,038 -3,796 -1,465 –

Cash Flowbudget 2011/12

budget 2012/13

Projection 2013/14

Projection 2014/15

Projection 2015/16

budgeted Surplus Deficit for year – -2,038 -3,796 -1,465 – Add: Net amortization in operations 9,568 9,681 9,725 9,807 9,807 Endowments Contributions/ Repayment/Adjust Disposal of Internal Funded Net Assets Debt proceeds Transfer from Restricted Funds – Program Contingency 0 2,038 3,796 1,465 Transfer from Restricted Funds – Projects 17,050 9,800 7,450 8,950 7,450 Capital grant and donations 2,789 1,432 150,000

29,407 22,951 20,971 20,222 167,257

Deduct: Capital acquired through grant, donation and debt funding 2,789 1,432 150,000 University Capital expenditures from Unrestricted Net Assets 16,894 12,439 8,175 9,675 8,175 Repayment of Debt related to Capital Assets 2,255 2,142 2,035 1,933 1,837 Appropriations to Restricted funds 6,900 4,450 6,250 6,700 6,450 Transfer to Foundation – Scholarship Funds 556 556 556 556 556

29,394 21,019 17,016 18,864 167,018 Unrestricted Net Assets, beginning of year 165 177 71 230 123Estimated UNA balance (cumulative balance) 177 71 230 123 362

* in 2014/15 we have assumed a two per cent increase on the old operating grant base plus the return of an equivalent EPE grant .

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budget AssumptionsOverviewThe strategic budget, which includes the operating, capital and unrestricted net assets budgets, has been prepared to align with university strategic directions and supporting strategies, while reflecting all known information at the time of the budget’s formulation . MacEwan is presenting a close to balanced budget for 2011/12 and deficit budgets for the next three years which are being funded from reserves . In 2015/16 it is assumed that the university will return to a balanced budget .

The strategic budget is prepared based on assumptions discussed and approved by the university executive . The uncertainty of the current economic situation will have an impact on MacEwan’s ability to secure previously assumed revenue streams, which adds to the complexity of determining appropriate planning assumptions . The university’s many levels of budget review will help to ensure that the strategic budget considers current budget challenges and aligns with institutional goals and priorities .

Among the many initiatives required to achieve university strategic priorities, several major projects have been a primary focus for budget planning . These include: implementation of the new ERP system; implementation of the Bachelor of Music, Bachelor of Commerce – Accounting Major and Bachelor of Communication Studies degrees; and, facilities development to accommodate planned program and service development . Key assumptions relating to these initiatives include the following:

• The ERP system implementation will be completed in 2011/12 .

• Operating funds for the new degrees are being funded from reserves, reallocation and conversion for three years but to be sustainable there is an assumption that funding will start to increase .

• The new University Service Centre being built on top of the parkade is allowing the relocation of a number of programs and service departments required over the next year to accommodate changing space needs for initiatives such as the Bachelor of Science and Bachelor of Music degrees .

• The Board of Governors approved a consolidation of all campuses on the City Centre Single Sustainable Campus Project . This strategic plan assumes that the relocation of the Centre for the Arts and Communications will be the first priority .

Operating budgetAssumptions/RisksAs with any multi-year budget, the university must make some assumptions regarding key variables . Given the uncertainty of government funding, the current economic and fiscal situation, these assumptions carry a much higher degree of risk than has been the case in the recent past . These risks increase significantly the further out projections are made . The following are the most significant assumptions associated with the operating budget:

Operating GrantAlberta Education and Technology communicated to MacEwan that the Campus Alberta grant will be $103 .6M . MacEwan has been advised that the grants will be frozen for the next three years, but in 2014/15 we have assumed a two per cent increase on the old operating grant base plus the return of an equivalent EPE grant .

• Future Government Funding of Undergraduate Degree Programs: The budget assumes that there will be no funding for new degrees for at least two more years as noted above . The Bachelor of Science, Bachelor of Music and planned Communications degrees will be self-funded from reserves and reallocation .

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• tuition: As mandated by the Tuition Fee Regulation, increases to tuition are capped at an amount equal to the Alberta Consumer Price Index (CPI) of the previous year . For 2011/12, a 0 .35 per cent increase in tuition has been approved . For subsequent years, estimates of tuition adjustments are between one per cent and two per cent because of the current economic climate and the economic delay effect of the tuition fee formula . This means that low inflation will reduce the university’s ability to obtain funding through tuition adjustments .

• Salaries, Wages and benefits: The university’s existing collective agreements expire in June 2011; however, the agreement contains a cost of living re-negotiation for the 2011/12 year . A cost of living adjustment (COLA) has not been determined as negotiations are underway and therefore have only included an estimated amount . Cost adjustments have been made for annual increments and other negotiated items . The COLA is a significant risk as salaries are the single largest operating expense category in the university budget .

Revenue• Grants: The provincial government grant

represents the largest component of university revenue (approximately 51 per cent) . The budget for provincial operating grants has been adjusted to reflect the information noted above . MacEwan remains conservative in its forecasting of grant revenues to ensure that its strategic initiatives can be carried out as planned . Funding of students from Alberta Employment and Immigration through the Alberta Works allocation has decreased by $586,200 from the previous year’s allocation, with over $300,000 less for domestic English as a Second Language students . This funding decrease will likely impact student enrolment in university preparatory programming .

• tuition: This category represents the second largest revenue source to fund university operations . This includes tuition collected for credit and non-credit courses for both Canadian and International students . Other mandatory and optional fees are also included in this category . Tuition increases are capped as explained in the preceding section .

• Sales, Rentals and Services: This category consists of ancillary revenue derived from sources such as Book Sales, Student Residence Fees, Parking revenue and Membership/Registration Fees .

Expenses• Salaries and benefits: This category represents

the single largest component of MacEwan’s operating expenses and includes salaries, wages and other benefits as negotiated with the faculty and staff associations .

• Supplies and Services: Items in this category include contractors, repair and maintenance, office supplies, small asset purchases and advertising . The budget provides for very limited increases to this category and ties increases to inflation .

• Capital Amortization: This category represents the allocation of capital costs to the fiscal periods in which the capital is used . Approximately half the expense is related to building structures .

• Cost of Sales: These expenses are primarily related to bookstore sales and other retail outlets run by the university .

• Utilities: Utility costs can be difficult to predict as they are dependent upon many factors over which the university has no control . Natural resource markets have been relatively unstable in the last few years making future cost predictions more difficult . MacEwan has entered into long-term fixed-rate electricity contracts to partially mitigate this risk and is working toward long-term natural gas agreements .

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DeficitsMacEwan is presenting a balanced budget for 2011/12, but is projecting the next three years to be in deficit . MacEwan will use its reserves to cover the deficits but it is assumed that funding levels will increase in 2014/15 and 2015/16 .

TuitionProcess: In August 2010, institutions received notification from the Ministry of Advanced Education and Technology that the maximum allowable increase would be a 0 .35 per cent overall increase over the previous year’s tuition fees . This notice signalled the beginning of MacEwan’s tuition fee consultation process with the Students’ Association (SA) . Each year, a Tuition and Fees Consultation Committee is struck, chaired by the Vice-President, Student Services . In addition to the four SA executives and SA General Manager (ex officio), the committee includes representation from Academic Affairs, Financial Services and the Office of the Registrar . The purpose of this consultation process is to provide the SA with an overview of the university’s planned budget and strategic plan including overall expenditures, revenues, and to develop an understanding of the impact of changes to tuition fee revenues on the overall institutional budget plan . In addition, the consultation process also includes a review of recommendations submitted for changes to fees . This fall consultation involves the Academic Leadership Team, Executive Leadership Team, and Board Finance and Audit Committee for endorsement, culminating with a recommendation for approval at the December Board of Governors meeting . This timeline enables MacEwan to provide sufficient notification to students as they plan for the next academic year, and informs various business processes (scheduling, timetabling, registration) to facilitate enrolment .

While it is understood and noted in the Bylaws of the MacEwan Students’ Association that they cannot support any increases to tuition, our consultation process provides opportunities for dialogue between the Students’ Association and university

administration concerning the impact of tuition fees on students as well as the impact on the institutional revenue stream .

This year, in accordance with revised business processes in support of implementation of the Campus Solutions module of PeopleSoft, a new tuition fee structure was developed and approved, which incorporated the maximum allowable increase of 0 .35 per cent . This new structure, which includes six different tuition fee rate tables, was developed to simplify the process of tuition assessment and to provide students with tuition bills that are easier to read and understand . Each program has been assigned to one of the tuition fee rate tables, which were developed with the understanding that the financial outcome would be “revenue neutral” to the institution . Further, the new tuition fee rate tables are the same for all academic terms, all modes of delivery and all scheduled start times . There is a separate tuition fee rate table for Preparation for University and College programming and a separate table for all students who are studying at MacEwan on a study visa (i .e . international students) . In addition, the new fees and structures become effective for the fall 2011 term, thereby eliminating the challenge previously experienced by students enrolled in both spring and summer terms, when new fees came into effect with the summer term .

MacEwan continues to be concerned about the process and timing of notification for allowable tuition fee increases . We appreciate receiving the notification prior to the beginning of the fall term; however, because we cannot effectively predict changes to tuition revenue beyond one year, longer term budgeting for tuition fee revenue continues to be a challenge . For example, tuition fee revenue was planned on a “best guess” for a two per cent increase for 2011/2012, which became a 0 .35 per cent increase . MacEwan would support a mechanism whereby tuition fees were more predictable for students as well as institutional budget forecasting .

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VIII. ResouRCe IMPlICAtIonsMacEwan’s grant funding was reduced by approximately $5 million dollars in 2010/11 . In addition to this, the university is losing funding support for our students with disabilities . eCampus funding for our joint Management Studies online diploma in collaboration with SAIT was also eliminated .

Although funding for recently approved or launched programs was pulled back, the university made a commitment to students to proceed with offering the Bachelor of Science degree as well as the Music and Communication degrees . The university has incorporated adaptive strategies in the short term, which have included the distribution of FLEs within the Bachelor of Commerce to introduce new majors based on student demand, the conversion of funding from Journalism and Applied Degree in Professional Writing diploma programs, combined with a high tuition structure to offer the approved Bachelor of Communication Studies .

Science has become an important degree for Campus Alberta and the local economy . The Science degree has proven to be a high partnership demand area . MacEwan currently plans to deliver the first year of Science through Olds College in an effort to bring Science to the rural setting . Another partnership agreement envisions a degree completion transfer system . An undergraduate Science degree provides the local economy with needed “bench strength” for such areas as pharmaceuticals, nanotechnology, technology and allied health professions – all of which are identified in the Province’s economic development agenda . The Science degree has attracted new faculty to the university, which has resulted in the university’s first NSERC research grant (over $800,000) as a principal investigator . This research project involves collaboration with a local business, and is encouraging undergraduate students

to pursue careers in science and applied research within the Edmonton community . Because of the size of the Science degree (over a thousand students), should this degree remain unfunded, a major organizational and program reassessment would be required in the next couple of years .

Approval of MacEwan’s 2006 proposal for a degree in Jazz and Contemporary and Popular Music, without funding to support this program, created a significant concern for the university, with the risk that investment in the four-year development process for this program would be lost if the degree was not implemented within CAQC’s time frame . With this in mind, the Board of Governors has approved the introduction of the Music degree . This degree is designed not only to provide a national presence in Jazz and Contemporary Popular Music for Alberta, but retain over half of the annual graduation class who currently seek degree completion options in Ontario, Europe and the United States . Music graduates add to the growing urban economic renewal that the arts and cultural economy contributes . The longer term sustainability of the MacEwan Music program is a priority for the university and the community .

The impact on resources for the above can be summarized by providing the following:

• Summary and Detailed Capital Plan with funding sources . This includes Information Technology requirements over the next five years .

• MacEwan’s Internally Restricted Net Asset position, which indicates that while resources are currently available, there will be a need to increase funding levels in the future .

All operational requirements have been incorporated into the Statement of Operations .

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Capital Plan2011/12 2012/13 2013/14 2014/15 2015/16

Facility and Land Development 150,000

Asset Replacement and Renewal 6,000 6,250 6,500 8,000 6,500

Space Configuration – Academic and Services Areas 5,934 1,696

Degree Start up – Collection, ITS, and Equipment 4,351 2,242

Technology 3,289 3,198 950 950 950Library Collection Enhancement 110 485 725 725 725

tOtAL 19,683 13,870 8,175 9,675 158,175

The details follow in two parts:

• Capital Projects – previously approved in prior years

• New Capital Projects

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Capital Projects – Previously Approved2011/12 2012/13 2013/14

Mid – Range PlanAEPS and Humanities 729 146 Acupuncture Re-location 375 International Offices 128 IMD Re-Location 150 50 S4S Phase 1 1,708 University Funded 3,090 196

Degree Start UpbCOMM – AccountingSchool of Business Decant 506 0 Accting Major Collections 195 195 Accting Major ITS 40 0 BCOMM – Collections 445 445 Grant Funded 1,186 640 bSC Start UpBSc Faculty Neighborhoods 1,087 BSc Collections 383 383 BSc ITS 75 75 BSc Lab Equipment 1,584 BSc Psychology Lab 142 University Funded 2,497 348 Grant Funded 775 110 bScN Start UpBScN Collections 399 399 BScN Lab Equipment 283 283 LCD Monitors 4 RHLC Bed Head Project 120 University FundedGrant Funded 806 682 Music and CommunicationMusic Collections 137 137 Music ITS 50 Music FF&E 225 175 Communication Collection 150 150 Communication ITS 50 University Funded 612 462 Grant Funded

ItS and LibraryWireless Renewal 400 Digital Asset Management 380 380 Video / DVD (Tech fee) 6 University Funded 786 380 Grant Funded

Misc.NSERC Research Award 22 Science Lab Renewal 48 University Funded 48 Grant Funded 22

tOtALCapital Costs 9,821 2,818 0

Capital Grants 2,789 1,432 0

University Funding 7,032 1,386 0

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Capital Projects – New 2011/12 2012/13 2013/14 2014/15 2015/16

Projects Funded from ERP placeholderDeferred Functionality – ERP 500 450 Constituent Relations Management 400 Maintenance Module – Facilities 500 GL Integration 30 0 e-Philanthropy 120

650 1,350 0 0 0New Projects Approved by ELt

Scheduling System Upgrade 110 Mid Range Projects – Conversion of 5-317 250 Tech Infra and Wireless Networking Upgrade 257 218 Campus Solutions Warehouse 150 University Web Presence – eCalendar 225Library Funding Adjustment – Collections 110 485 725 725 725Music Degree – Renovations 1,250 1,250 0 0 0 University Web presence-Syllabi 135 0 0 0 0 Bus . Intelligence Program Fin and HR 100 0 0 0 Upgrade classroom technology 110 0 0 0 0 Alumni Data Clean up 0 50 0 0 0Document Mgmt and Digitized Initiatives 115 0 0 0 0

2,312 2,503 725 725 725Source – IRNA ProjectionCapital Asset Replacement 6,000 6,250 6,500 8,000 6,500Student Technology Projects 900 950 950 950 950

6,900 7,200 7,450 8,950 7,450City Centre Campus Completion 150,000

total New Projects 9,862 11,053 8,175 9,675 158,175

These projects will address the needs of the initiatives in this institutional plan .

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Internally Restricted Net AssetsThe following is the effect of the above plans on the institution’s Internally Restricted Net Assets, which indicated that MacEwan will be using its reserves to cover new initiatives and needed projects until such time as funding levels increase .

Description 30-Jun-11 30-Jun-12 30-Jun-13 30-Jun-14 30-Jun-15 30-Jun-16

Facility Development 3,500 2,250 1,000 1,000 1,000 1,000 Technology Investment 2,000 1,350 – – – –Program and Operating Contingency 29,172 20,922 15,884 9,588 7,373 6,373 Capital renewal and replacement 6,052 6,052 6,302 7,602 6,102 6,102 Infrastructure Renewal 5,000 5,000 5,000 5,000 5,000 5,000 Student Tuition Reinvestment 1,000 1,000 1,000 1,000 1,000 1,000 Campus and Operational Development 2,575 2,575 2,575 2,575 2,575 2,575 Sustainability 500 500 500 500 500 500 Special Projects 465 465 465 465 465 465 Scholarships and Bursaries 1,407 1,407 1,407 1,407 1,407 1,407 Student Technology Reserve 990 990 990 990 990 990 TOTAL IRNA 52,660 42,510 35,122 30,126 26,411 25,411

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PO Box 1796Edmonton, AlbertaCANADA T5J 2P2

780-497-5040 www.MacEwan.ca/IRP

Grant MacEwan University: Comprehensive Institutional Plan 2011/12 to 2013/14

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