june town hall - algonquin college

June Town HallWelcome

June 12, 2018

1

Welcome and Greeting

Ron McLester, Executive Director of Truth,

Reconciliation and Indigenization

2

Agenda

Welcome and Greeting - Ron McLester

Board of Governors Meeting Update - Cheryl Jensen

Remarks from the President - Cheryl Jensen

ESA - How is Algonquin Responding? - Duane McNair

Executive Team Priorities - ACET

Updates on Major Projects - Duane McNair

Questions and Answers Session - Ron McLester

3

Board of Governors Meeting June 11, 2018

President Cheryl Jensen

4

Workday Reset – Critical Path

5

Apr. 30, 2018 Jun. 29, 2018 TBC TBC TBC

Brightspace - Implementation Plan

The implementation plan for

Brightspace™ includes three

main activities as outlined

below:

1. Content and Data Migration

2. User Training

3. Archiving and Phasing out

current Learning Management

Systems (Blackboard and

Canvas)

6

Net Contribution Impact

+ $5.6 million

+ $6.7 million

+ $901,000

- $1.2 million

+ $746,000

+ $3.1 million

- $2.4 million

+13.5 million

7

Fourth Quarter 2017-2018 Financial Highlights

Highlights

Approved Annual Budget

• Funded Activity

• Contract Activity

• Ancillary Services

• International Education Centre

• Strategic Investment Priorities

• Non-Cash Accounting Adjustments

Fourth Quarter Results

Photovoltaic Solar Panels

• This project includes the addition

of a roof mounted 500 kW solar

photovoltaic array on three building

roofs: E, J and N

• It will enable the College to capture

and store carbon neutral solar

energy for in our existing micro-

grid energy system.

• Project received Board approval

8

J Building N BuildingE Building

Remarks from the President

President Cheryl Jensen

9

What is Bill 148?

Fair Workplaces, Better Jobs Act, 2017 (Bill 148)Passed into law on November 22, 2017. Amendments to three primary pieces of

legislation:

• Labour Relations Act (“LRA”)

• The Occupational Health and Safety Act (“OHSA”)

• The Employment Standards Act (“ESA”) – significant affect on colleges

Impact to Algonquin

Fall 2017 - $30M estimate by College Employer Council

Current Estimate

$25 million annually

11

Guiding Principles for ESA Implementation

We will make decisions that:

• are guided by the mission, vision,

and values of the College,

• are driven by our commitment

to learner success,

• support the long-term

sustainability of the College,

• minimize involuntary effects

on employees, and

• result in a compliant budget

12

Employee Standards Act Amendment ImpactsExpressed as a Percentage of 2016-2017 College Expenditures

13

Percentage of 2016-

2017 ExpendituresONTARIO COLLEGES

10% CONFEDERATION COLLÈGE BORÉAL

9% ALGONQUIN LA CITÉ COLLÉGIALE

8% SAULT LOYALIST

6% FANSHAWE ST.CLAIR

5% - 2%

CENTENNIAL CAMBRIAN DURHAM FLEMING NIAGARA

SENECA CANADORE GEORGIAN MOHAWK CONESTOGA

HUMBER ST. LAWRENCE SHERIDAN GEORGE BROWN LAMBTON

How is Algonquin Responding?

Duane McNair, Vice-President Finance and Administration

14

Cross-College Representation

• Fair Workplaces, Better Jobs Act Task Force

• Development of solutions that support College mission,

long term sustainability and reflect our values

• Estimate financial impacts of the legislation

• Propose plans to mitigate financial and operational risks

• Steering Committee

• ACET, student and union representation

• Receive, endorse or decline proposed solutions and mitigation plans

• Develop communications on impacts to College operations

• Weekly ACLT Huddles

• Broad employee consultation and engagement

15

Balanced Budget Commitment

16

In-year deficit budgets temporarily offset by reliance on College reserves

A three-year strategy reflects significance of the challenge

$21M

+4M

$25M$15M

$15M

+6M

$21M

$4M ‘one time’

Ministry Funding

Mitigations 2018-2019

17

Mitigation Category Amount

Academic Calendar & Curriculum Management $238,300 Budget Actions $5,504,525 Business Management $3,986,860 Demand & Portfolio Mix Management $1,066,035 Service Delivery Model Changes $657,265 Staffing Model Adjustments / Workload Management $2,676,354

Confirmed Reduction Commitments at May 31, 2018 $5.1M 34%

TOTAL $14,129,339

18

2018-2019 Progress to Date

Budget Actions $2,890,547

Business Management $490,657

Demand & Portfolio Mix Management $208,000

Service Delivery Model Changes $236,265

Staffing Model Adjustments / Workload

Management

$1,332,268

Grand Total $5,157,737

Examples where suggestions have been reflected in actions

Exit Senators Contract (CSEG) - Initiated

Modify hours of operation

Operational Expenses Efficiencies

Reorganization of Government Relations activities

Increase fundraising efforts via community and industry

Exit We Day Contract

Budget Action - Reduce licensing costs

Budget Action - Reduce subscriptions

Portfolio Mix Management (new / grow / suspend programs)

Freeze RCM Carryforwards

Budget Actions (assumptions, reductions, freeze)

Freeze select discretionary expenses

Increased Rigour Surrounding Vacancy Management

Administrative Staff Changes / Reductions

Employee

Suggestions

• Town Halls

• Departmental

Sessions

• Website

19

Summer Operations

Management Processes

Ancillary Operations and

Discretionary

Procurement

Exiting Programs &

Services

Staffing & Business

Process Changes

Increased Revenue (Academic

Programming & Services)

5981200

40

168

Value Stream

Analysis

Process

Reviews

208

59

342

53

82

39

23

Affinity

Diagram

Feb / Mar Apr / May Jun / Aug Sep / Oct

Stakeholder

Work Group

Value Stream

Leaders and

Stakeholders

Employee Suggestions Examples

• Paper / Printing

• Meetings

• Space management - utilization and

occupancy

• Energy/Water use

• Collaboration with other post-secondary

• Hospitality / Travel / PD

• Ancillary Services

• Core business

• Revenue (fees, new services, fundraising,

etc…)

• Compensation (bonuses, overtime,

retirees rehired, etc…)

• Combine departments/functions

• Suppliers

• IT systems (Genesis, CRM, etc…)

• Improved Process

• COMMS

• Academic Advising

• Student Support

• Hiring/Orientation

• Project Management

• Budget process

• Business planning

• Purchasing

• IT support

• Knowledge transfer/sharing

20

Equal Pay for Equal Work

Work on the complex comparators and calculations related

to equal pay for equal work continues.

Changes will be rolled out in phases:

Phase 1: Part-time teaching academic and sessional employees, and

Librarians, Counsellors and Learning Strategists placed in appropriate

classification and pay adjusted on May 18th. Detailed salary calculations

to confirm correct placement to follow.

Phase 2: Information gathering and analysis of Part-time Support

jobs started in May, to be completed in early August.

All changes made to pay will be applied retroactively to April 1.

21

Executive Team Priorities

22

Claude Brulé Senior Vice President, Academic

• Development of a Learner-Driven plan in collaboration with

VP Student Services

• College-wide roll-out of the new Learning Management System –

Brightspace by Desire2Learn

• Preparation for implementation of a 14-week term model in 2019-20

23

Duane McNair Vice President, Finance and Administration

• Complete the development of the DARE District

• Procure and implement a new budget planning module

integrated with Workday Financial Management

• Collaborate with the Students’ Association on developing

the Project Vision and Principles for the new Athletics

Recreation Complex

24

Laura Stanbra Vice President, Student Services

• Co-lead with the Senior Vice President Academic, the

development of Algonquin’s first Learner-Driven Plan

• Co-lead with the Vice President Finance and Administration

the implementation of the new Student One Stop student

service space

• Oversee Registrar projects in Class Scheduling, and the

Student Information System requirements gathering

Doug Wotherspoon Vice President, Strategy and Innovation

• Grow student & employee participation in Discovery, Applied Research and

Entrepreneurship from 3,000 to 5,000 students

• Improve student and employee satisfaction of critical Learner Driven platforms,

establishing a College benchmark

• Expand the adoption of The AC Way (Lean/Continuous Improvement)

26

Cathy Frederick Vice President, Human Resources

• Lead the implementation of year two of 2017-2022 People Plan

• Implement changes to ensure compliance with Fair Workplaces,

Better Jobs Act (Employment Standards Act)

• Provide resources to build a healthy and respectful workplace

27

Scott Anderson Executive Director, Communications, Marketing and External Relations

• Create and implement an internal Brand Communications strategy

to support a culture of "Living the Brand"

• Provide marketing, communications, and government relations support

for the following:

• Implementation of the Fair Workplaces, Better Jobs Act

• College efforts to increase employee engagement, including

ongoing support of the People Plan

• The successful implementation of WorkDay and our new

Learning Management System

• The College’s goal to increase the number of co-op programs

28

Ron McLesterExecutive Director, Truth, Reconciliation and Indigenization

• Enable every member of the Algonquin College community

to embrace a personalized and individual response to

Truth & Reconciliation

• Continue to expand Algonquin College’s leadership

role obtaining evidence-based research on Indigenous

learner success

• Operationalize the research and recommendations resulting

from the 2017/2018 Strategic Initiative Priorities: Transforming

Indigenization Initiatives

29

Updates on Major Projects

30

Duane McNair, Vice-President Finance and Administration

Student One Stop Space

• Construction is underway!

• Substantial completion and commencement

of move in / operationalizing of space Aug.15th

• Mostly contained to lower level, little impact

on circulation in other areas of the college

• Close out of deficiencies will continue

for a few months after occupancy

31

Summer Construction…some key projects

• DARE District (incl. Indigenous Commons)

• Moves are underway

• Work on construction & design deficiencies will continue for the coming

months, space will remain open but localized closures of some parts

of the space may occur

• Exterior work, specifically landscaping and foundation remediation will

continue for the next month or so

• Main stairwell upgrades underway, closure of floors 1-3 will continue until

approximately the end of July, work on floor 4 & 5 will take place mostly

in evenings and weekends and will not require closure during the day

• The Indigenous mural in the open atrium space adjacent to the

Indigenous Commons will be painted the first two weeks of July

32


• Indigenous Gathering Circle (Courtyard) project

• Work is underway to complete the structural elements in the courtyard

• Final grading and landscaping will be done later in the Summer

• The Indigenous central feature will be installed late October / early

November (it hasn’t yet been decided if we will reopen the courtyard

at the end of the Summer and then close it for the installation of

the structure or leave it closed until all work is complete)

33


• ESCO2 thermal network extension

• The implementation of two buried

cooling pipes and two buried

heating pipes to connect A building

CHP Plant to Buildings J,N,T,P

and S,

• Mechanical room thermal network

modification in each building to

allow connection to the district

energy system

• P building air handling units

cooling conversion.

34


• Roofing work – buildings B, A, C, D & J

35


• Storm water management pond

• Construction of a storm water

retention pond to manage

storm water that is discharged

to Pinecrest Creek and

addresses a storm water

storage capacity shortfall.

36


• Pastry Lab in H building

37

Questions and Answers Session

Ron McLester, Executive Director of Truth,

Reconciliation and Indigenization

38

Stay informed and engage

in the ongoing conversations

Thank you

www.algonquincollege.com/changingworkplace

39 Our Mission: To transform hopes and dreams into lifelong success

40

Equal Pay - Equal Work60%

Statutory Holiday Pay and Emergency Leave22%

Pension and Vacation Pay Requirements

3%

Minimum Wage 2%

Investment Contingency13%

Breakdown – Estimated Impact

june town hall - algonquin college

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