college of the north atlantic annual report 2001–2002 · 22 challenges/opportunities 24...

COLLEGE OF THE NORTH ATLANTICANNUAL REPORT 2001–2002

Our MissionCollege of the North Atlantic is Newfoundland& Labrador’s public college. We are committedto providing accessible, responsive, qualitylearning opportunities that prepare people tobecome self-sufficient contributors to socialand economic development in a globalcontext.

Our VisionTo fulfill its education and training mission,the public college of Newfoundland andLabrador will:

Be recognized for satisfied employablegraduates whose skills meet industry’sstandards and respond to the broad range oflabour market demands.

Research and deliver quality programs that areresponsive to changing social, personal, andeconomic needs of learners throughcontinuous review and modification ofprograms.

Monitor accountability to ensure effectivenessand efficiency.

Continually enhance learning opportunities byimplementing superior methods ofinstructional delivery.

Be proactive in the social and economicdevelopment of the province.

Enhance the capacity of the college and theprovince through international initiatives.

Recognize and respect the value of employeesand their contribution to quality programs andservices.

Table of ContentsCollege of the North Atlantic

Annual Report 2001–2002

1 President’s Message

2 Board Chair’s Message

2 College Overview

4 Divisional Reports

4 Administration

6 Student Services

6 Programs

7 College Development

7 General Counsel & Corporate Secretary

8 Campus Reports

10 Highlights & Achievements

10 College

11 Campus

12 Faculty & Staff

13 Students

14 CNA–Qatar

16 Distributed Learning

17 Revenue Analysis

19 Expenditures Analysis

21 Performance Indicators

22 Challenges/Opportunities

24 Auditors’ Report

25 Statement of Finacial Position

26 Statement of Changes in Net Assets

27 Statement of Operations

28 Statement of Cash Flow

29 Notes to the Financial Statements

33 Campus Administration

For additional copies please contact:College DevelopmentCollege of the North Atlantic Tel: 709 643.7928432 Massachusetts Drive Toll free: 1 888 982.2268P.O. Box 5400, Stephenville, NL, A2N 2Z6 Fax: 709 643.7932Canada

PDF version of this document online at: www.northatlantic.nf.ca

Design: Paul O’KeefePrinting: Graphic Arts, Prince Phillip Drive campus

Annual Report 2001–2002 | 1

President’s MessageCollege of the North Atlantic has hadgreat success in its pursuit to fulfill itsvision and mandate over the past year.The recent report Career Search, releasedby the province in November 2002 clear-ly illustrates this. Our graduate employ-ment statistics are extremely positive andgraduates report a higher level of satis-faction with their investment of time andmoney in the College.

The College continues to increasecredit transfer opportunities for studentsthrough its articulation agreements withother colleges and universities. Several new agreements,affording greater student mobility, have been signed over thepast year.

College of the North Atlantic continues to act as a support,and often a catalyst, for social and economic growth in thecommunities it serves. Our employees are a valuable resourceto their communities offering their time, expertise, and leader-ship skills. The College’s contribution has included the incuba-tion of new business, development of prototypes, and access tostate-of-the-art technology and equipment. We are well posi-tioned to continue our participation as a full partner in eco-nomic revitalization.

The College has experienced great success in the growth ofits distributed learning service. Web-based courses improve theaccessibility of post-secondary education for the people ofNewfoundland and Labrador, especially for those whose timeand geography restrictions make it impossible for them to par-ticipate in traditional learning opportunities. An aging popula-tion, already in the workforce, and a shrinking high schoolpopulation make it imperative that we continue to offer flexi-ble learning opportunities.

College of the North Atlantic has had resounding success onthe international front. September 2002 saw the opening ofCollege of the North Atlantic-Qatar with a staff of approxi-mately 55, and a student enrolment of approximately 300. Thisinternational contract, between the College and State of Qatar,is the largest ever awarded to a Canadian educational institu-tion.

In September 2002, approximately 50 students in Chinagraduated from College of the North Atlantic with a diploma inEngineering Technology. These students are the first graduatesof the College’s offshore programs.

The College participates in education-al reform projects in many developingcountries as well as a number of fee-for-service contracts. Exporting our educa-tional expertise to other countries andhelping them to adapt it to their ownenvironment, is a win-win undertaking.Robin Farquhar, a professor of PublicPolicy and Administration at CarletonUniversity, wrote: “The better theCanadian culture is understood, the morehighly respected it will be on the globalarena and thus the higher its interna-

tional influence can be.” (Advancing the Canadian Agenda forInternational Education, June 2001)

We have had exceptional growth in the enrolment of inter-national students in the College this past year. As well, we havemore employees than ever before involved in international ini-tiatives. Our understanding, including our students’ under-standing, of other cultures will help all of us function better inan increasingly global society.

All-in-all we have much to be proud of! Our accomplish-ments can be attributed to the commitment and talent of thegraduates, employees, and students of College of the NorthAtlantic.

The College continues to face a number of significant chal-lenges including the recruitment and retention of qualifiedstaff. Demographic realities make it ever-more important toprovide an attractive work and learning environment.Professional development opportunities for all staff are anabsolute necessity.

Other challenges include an aging infrastructure; thereplacement of old and out-dated equipment; and the acquisi-tion of new resources to maintain the quality of our programsand the knowledge and skills of our graduates. To that end wemust continue to work with our government and other publicand private sector partners.

The College takes great pride in the provision of its educa-tion and other related services through the operation of its 17campuses in the province. We must continue to maintain astrong presence throughout Newfoundland and Labrador. Wevalue the strong relationships we have with our communitiesand remain steadfast in our commitment to serve and remainaccessible to the entire province.

Pamela WalshPresident

2 | College of the North Atlantic

Board Chair’s Message College OverviewCollege of the North Atlantic, Newfoundland and Labrador'spublic college, is one of the largest post-secondary education-al and skills training centres in Canada, offering over 90 full-time programs and more than 300 part-time courses. The prod-uct of an amalgamation of five regional colleges, College of theNorth Atlantic has served the entire province since 1997. Whilethe name is relatively new, the College and its predecessorinstitutions have a long history of providing post-secondaryeducation and services to provincial, national, and interna-tional students and clients.

College of the North Atlantic serves a provincial populationof 533,761, spread over a landmass of some 405,720 squarekilometres (more than three times the combined area of NovaScotia, New Brunswick and Prince Edward Island). The Collegehas 17 campuses and 12 learning centres located throughoutthe province, and one international campus in the Middle EastState of Qatar. The College’s Headquarters, including thePresident’s office, is located in Stephenville on the west coastof the island.

Operating on an annual budget of approximately $90 mil-lion, College of the North Atlantic serves more than 9,000 full-time students and employs up to 1,300 staff at peak periods.Annually, the College graduates some 3,000 students from itscomprehensive, career-oriented certificate, diploma, and post-diploma programs, which range in duration from one to three

The Board of Governors ofCollege of the NorthAtlantic is the legislatedowner and final authorityfor College of the NorthAtlantic, whose assets andoperations they hold intrust for the people ofNewfoundland andLabrador. It is the Boardof Governors, therefore,that is ultimatelyaccountable to the publicfor how well the College has managed its assets and operations.

As trustees, the Board is also ultimately responsible for main-taining the overall integrity of the institution. It is our collectiveduty to insist that the mission and vision of the College is clearlyunderstood by all stakeholders and that the organization’s majorfinancial and educational decisions are consistent with them. Thisannual report, in our respectful opinion, provides clear evidencethat College of the North Atlantic has made considerable progressin this regard, especially over the past few years. We firmly believethat the collective pursuit of the College’s mission and vision – asfirst articulated by the Board in September 1999 – will allowCollege of the North Atlantic to continue to thrive and excel as itpursues its mandate provincially, nationally and beyond.

The Board has made a conscious decision to lead and stewardthe organization by championing the College’s strategic planningprocess. The wisdom of this decision is already quite evident. Weare very confident that the strategic pursuit of our collective mis-sion and vision will lead to further successes in the future.

The Board will continue to work with the Government ofNewfoundland and Labrador to ensure that the Board is composedof individuals who possess the highest degree of relevant experi-ence, skill, and expertise; individuals who are leaders in theirrespective communities; individuals who reflect the values of thepeople of Newfoundland and Labrador.

The Board of Governors of College of the North Atlantic is veryproud of the organization’s many achievements over the past 12months. We continue to believe the College is well positioned tosuccessfully respond to the various challenges it will face in thecoming months and years.

Moya CahillBoard Chair


years. The College offers a comprehensive range of programs inApplied Arts, Business, Health Sciences, Engineering Technology,Industrial Trades, Information Communications Technology, NaturalResources, Adult Basic Education, and English as a SecondLanguage.

The College’s Distributed Learning Centre and the province-wide, state-of-the-art broadband infrastructure that supports thisservice, further enhances the College’s ability to provide qualitylearning opportunities in all regions of the province – and indeedglobally. The College leads the way in technological innovation,and is designated as one of only six Certified WebCT Institutes inCanada. It continues to receive national and international recogni-tion for its innovation in the e-learning field.

College of the North Atlantic has the proven capability to devel-op and deliver customized training for a wide variety of clients.Whether drawing upon its extensive inventory of existing programoptions or calling upon the expertise of over 600 highly skilled fac-ulty members, the College routinely provides specially tailored cur-riculum to corporations, government departments, agencies, insti-tutions, and community organizations. Training programs havebeen developed in various sectors including business, health care,multimedia and information technology, oil and gas, forestry, envi-ronmental sciences, and mining.

In the marketing of its programs and services on the interna-tional level, the College invites applications from international stu-

dents, while seeking opportunities for Canadian students to studyat home and abroad. It also provides opportunities for staff andfaculty involvement in the development and delivery of interna-tional initiatives. College of the North Atlantic also participates in,and delivers, major educational reform initiatives in a number ofdeveloping countries. The College has worked, or works with,clients in Argentina, Chile, Jamaica, Barbados, Lebanon, Peru,Tanzania, India, Pakistan, China, Latvia, Lithuania, Russia,Kazakhstan, Libya, Yemen, Egypt, Jordan, Thailand, Malaysia,Vietnam, and Gaza/West Bank.

In September 2001, College of the North Atlantic signed a 10-year, $500 million U.S. agreement with the State of Qatar to devel-op and operate a comprehensive college of technology in thatcountry. This is the largest educational export contract ever award-ed to a Canadian post-secondary educational institution. Under theterms of the contract, College of the North Atlantic will operate afull-service campus – the College’s first outside of Canada, offeringa wide range of programming and creating opportunities for inter-national student, staff, and faculty exchanges.

College of the North Atlantic has formal articulation agreementsin place with Memorial University of Newfoundland, and other uni-versities in Canada and abroad. These agreements permit studentsin qualifying programs to seamlessly transfer from college diplomato university degree programs or, increasingly, from universitydegree to college programs.

DEPARTMENT OF YOUTH SERVICES& POST-SECONDARY EDUCATION

BOARD OF GOVERNORS

PRESIDENT

ADMINISTRATION PROGRAMS

GENERAL COUNSEL& CORPORATE SECRETARY

STUDENT SERVICESCOLLEGE DEVELOPMENT

DISTRICT 1

Happy Valley–Goose BayLabrador West

DISTRICT 4

BonavistaClarenville

BurinCarbonearPlacentia

DISTRICT 5

Prince Philip DriveRidge RoadSeal Cove

DISTRICT 3

Grand Falls–WindsorGander

Baie Verte

DISTRICT 2

Corner BrookSt. Anthony

Bay St. GeorgePort aux Basques

ORGANIZATIONAL CHART


Divisional ReportsADMINISTRATION DIVISION

I. Information Technology

College of the North Atlantic’s Information Technology (IT) depart-ment continues to provide leadership in technical support of theCollege’s mandate. The College has significantly expanded its videoconferencing service over the past year. The Wide Area Network wasredesigned, increasing its capacity and resulting in a logical sepa-ration of video information and other network-related informationsuch as e-mail and web access. The College’s video bridge, whichprovides multipoint conferencing, was also upgraded. Theseenhancements significantly improved the stability and reliability ofthe College’s video conferencing service.

The College also upgraded its mail and messaging system to thelatest version of Microsoft Windows Server and Exchange. This serv-ice was deployed on a state-of-the-art Storage Area Network. It isanticipated that all network services, such as the College’s webservers, database servers, and business servers will reside on thisStorage Area Network platform.

The College installed an Open Learning Information Network(OLIN) funded Ca*NET III facility at Clarenville and Bay St. Georgecampuses. Ca*NET is a CANARIE sponsored national optical researchand development Internet system using Dense Wave DivisionMultiplexing technology. This connection puts these campuses intouch with educational research initiatives in colleges and univer-sities throughout Canada.

The enterprise version of WebCT was acquired and installed onbehalf of the College’s Distributed Learning Service. This platformis being used to continue development of hundreds of web-basedcourses that are available to students throughout the province, thecountry, and the world. This year the college began the delivery ofreal-time distance education courses using video conferencingtechnology. Courseware was delivered from campuses such as St.Anthony and St. John’s to campuses such as Corner Brook and GrandFalls-Windsor. Additional courses and programs are planned fordelivery, using this technology, in the fall of 2002 from campusessuch as Labrador West, Happy Valley-Goose Bay, St. Anthony, andPort aux Basques.

Much of the College’s learning and administrative activities takeplace on the College network. In the past year, the firewall, encryp-tion, network intrusion, and enterprise antivirus strategies wereupgraded to further enhance the reliability, availability, and secu-rity of the College’s network.

A number of major enhancements also took place in theCollege’s Student Information System. The most significant of thesewas the integration of continuing education non-credit offeringsinto the system. Other changes included the establishment of a vir-tual campus to accommodate the needs of the Distributed LearningService, an improvement in the administration of elective courses,an improvement to the web-based academic record, and the devel-opment of a web-based application for admission to the College.

The College continued to expand its use of high-speed wirelessnetwork environments with additional point-to-point installationsat Clarenville, Bonavista, Happy Valley-Goose Bay, and Bay St.George. The completion of a multi-zone high speed Local AreaNetwork at Headquarters provides services to mobile college com-puter resource users.

The College successfully negotiated a new MSDN-AA licenseagreement with Microsoft Canada that allows unlimited installa-tions of server products and Viso Professional software in its pro-gram delivery areas. This has eliminated a long-standing difficultythe College has experienced in meeting this program need in a costeffective manner, while providing greater flexibility in course con-tent.

Finally, the College upgraded its Local Area Network infrastruc-ture at a number of its campuses to bring them in line with “best-of-breed” network technologies typically found in industry.

II. Finance

One of the College’s significant achievements over the past year isthe completion of the Fixed Assets Inventory project. As a directresult of this project, College of the North Atlantic has received anunqualified audit report on its financial statements for the firsttime. The multi-year project was completed in March 2002. TheCollege now has a verifiable database of capital equipment and fur-nishings. It can auction off or dispose of obsolete items and re-dis-tribute surplus items amongst its 17 provincial campuses. TheCollege will continue to manage the database with regular invento-ry counts using electronic scanning equipment.

The College is presently installing an integrated retail softwareprogram at all bookstores. Because of the perpetual nature of thesystem, the College will be better able to manage its resale opera-tions. As well, efficiencies will be achieved through the consolida-tion of procurement activities.

This coming year will see great financial challenges for theCollege. With anticipated grand-in-aid funding reductions anddeferred expenditures from the past fiscal year confronting theinstitution, the College will be challenged to maintain existing lev-els of service and program quality. With growing demands in theindustrial sector, greater expectations will be placed on the Collegeto perform with fewer resources.

For the coming year, the College has presented a balanced budg-et with no permanent staff reductions or tuition increases.However, allocations for non-salary expenses, materials, and sup-plies were greatly reduced. For the past number of years these sup-ply costs amounted to approximately 30% of gross expenditures.For the upcoming year the budget for these costs has been reducedto 24%.


III. Facilities

The College established a Provincial Facilities Manager position onApril 1, 2001. This manager is responsible for coordinating all oper-ational activities relating to purchasing, bookstores, receiving,fixed assets, vehicle use, and operation and maintenance.

A review of the College’s Occupational Health and Safety (OH&S)Committees was also completed over the past year. All sites nowhave OH&S committees in place and each has received trainingregarding the responsibilities of committee members, the recordingprocess, and the development of OH&S policy and procedures.Training will continue, as will the development and implementationof safety procedures, at all locations.

Over the past year, the College has developed an energy man-agement action plan; completed an energy audit at Prince PhilipDrive Campus; developed a Request For Proposals for a space uti-lization study; developed as-built drawings of all campus facilitiesin digital format; completed substantial renovations atHeadquarters – creating much needed additional office and meet-ing space; completed renovations to Grand Falls-Windsor Campus’Literacy Centre, book store, receiving area, and computer lab;developed a plan to rehabilitate the building envelope at PrincePhilip Drive Campus; prepared an environmental risk review at allcampus sites; and accumulated maintenance and renovation projectdata for submission to the Department of Works, Services, andTransportation.

IV. Human Resources

The year 2001-02 was very busy for the Human Resources (HR)department, as recruitment activity increased in response to reor-ganization, retirements, and the backfilling of positions vacated byemployees assuming positions with CNA-Qatar.

Throughout the year the College also supported several profes-sional development initiatives. More than 100 employees weresponsored to participate in an online leadership development pro-gram, and at Labrador West Campus 10 employees piloted a peer-learning program. A workshop on personal accountability was alsoheld for 22 employees at Clarenville Campus. The College engagedtwo employees to develop College-specific frameworks for teamdevelopment, mentoring, and leadership skill development. A fac-ulty member was seconded to develop an instructional skills devel-opment program, and work continued on a new orientation programfor new employees. The College continues to support participationin the Atlantic Colleges Development Institute, and 14 employeeswere sponsored to attend this past year. As well, the Collegeacquired 10 new training modules on leadership development fromrecognized industry leader Achieveglobal.

In the area of labour relations, much emphasis was placed onnegotiations for two new collective bargaining agreements. Early inthe fiscal year, after a four-day strike, a tentative agreement wasachieved with the support staff bargaining unit. It provided forimprovements in wages, grievance procedures, and employee devel-opment. An agreement was signed in September 2002 with theCollege’s faculty bargaining unit. Both collective agreements spana three-year period.

The HR department has undertaken many other initiativesincluding succession planning, an employee wellness program, theemployee improvement framework, a compressed work week pro-gram, and a deferred salary leave plan for support staff.

HUMAN RESOURCE STATISTICS

College Employees at Peak Period 1,300

Salary Budget (2001/02) $63,565,800

Average Age of College Employees 44 YearsPositions Filled through Competition 270Employees Recalled 912

RECRUITMENT & SELECTION ACTIVITY - QATAR CAMPUSPositions Advertised 39Positions Filled Internally 33Positions Filled Publicly 6

WORKFORCE EXITResignations 35Retirements 21Redundancies 5

PROFESSIONAL DEVELOPMENT Employees 192Total Cost of Professional Development $530,370

PAYROLL ACTIONSPayroll Transactions 6,331Continuing Education Transactions 1,959

POSITION CLASSIFICATIONRequests for Position Classification/Reclassification 20


Divisional ReportsSTUDENT SERVICES

Access for Success is a major new initiative of the Student ServicesDivision. Funding in the amount of $2 million over approximatelytwo and one half years was provided under the federal/provincialLabour Market Development Agreement (LMDA) in support of thisproject. Key elements of the initiative include the development ofattrition prevention assessments, personalized career plans, careerdevelopment portfolios, and student success tracking and struc-tured advising systems. The holistic implementation of all of thesecomponents will greatly enhance the success of students at theCollege.

Advances were made in technology applications in StudentServices. The web-based library information system (SIRSI) saw itsfirst full year of operation in 2001-02. The purchase of Kurzweilsoftware, and the delivery of training in this software, expanded ourability to provide an increased level of assistance to students withspecial needs. Research was also undertaken to identify a system toreplace the current Student Information System. The Collegerequires an expanded capacity to track student success data andrelated processes, in order to identify and develop appropriateintervention strategies.

The Registrar’s Office oversaw the registration of all students,grade reporting, and the issuing of graduation credentials. Workcontinued on processes to allow the registration of continuing edu-cation students into the Student Information System. Over the pastyear, web-site connectivity was improved with the introduction ofonline services for students and potential students.

Student Services professionals continued to advance the qualityof services provided to students throughout 2001-02. Each profes-sional team within the division - Counselling Services, StudentAffairs and Employment Services, Library Services, Co-op Education,Special Needs, and Registrar/Admissions, met on a regular basisthroughout the year, often using the College’s web-based videoconferencing capabilities. The exchange of ideas and professionalcollaboration engendered by these team processes resulted in poli-cy refinement, service improvements, and enhanced consistency inoperations. Accountability was a major theme of each of the team’smeetings, as processes surrounding service planning, implementa-tion, and evaluation were refined.

Access to Training & Careers, a career development processdesigned to assist students enrolled in the Adult Basic Educationprogram, was implemented in September 2001. The feedbackreceived on this new process was extremely positive and improve-ments in design and delivery elements continued throughout thecourse of the year.

PROGRAMS

New programs added to the College’s core programming in 2001-02were a two-year Heritage Carpentry program at Carbonear Campus,a three-year Manufacturing Operations Technology program atCorner Brook Campus, a two-year Small Equipment Repair programat Bay St. George Campus, and an Industrial InstrumentationMechanic program at Seal Cove Campus.

The highlight of the year for the School of Health Sciences wasits relocation from Topsail Road Campus to the new, state-of-the-art, $6 million Health Sciences wing located at Prince Philip DriveCampus. The School was also successful in obtaining a five-yeararticulation agreement with the School of Occupational Therapy atDalhousie University in Halifax, Nova Scotia. Under the terms ofthis agreement, eligible graduates of the College’s OccupationalTherapist’s Assistant program will receive credit for three of the fivefull-time university credits required for entry into the universityprogram.

The School of Industrial Trades continued to make progress ona number of fronts over the past year. The School was successful inacquiring accreditation status for all 39 of its offerings in May2002. The School also continues to pursue the implementation ofcompetency-based and web-based course deliveries.

Above: Health Sciences programs relo-cate to a new state-of-the-art facility.

Left: The web-based library informa-tion system, SIRSI, sees its first fullyear in operation.


Divisional ReportsCOLLEGE DEVELOPMENT

The Division of College Development, established in the fall of2000, is responsible for the coordination of all advertising, mar-keting, public relations, communications, and scholarship acquisi-tions for the College. Staff have worked diligently to improve thevisibility and profile of the College, to standardize the functions ofmarketing and communications throughout the organization, andto assist with student recruitment.

The Division publishes Currents, the College’s quarterly newslet-ter. News releases are issued on a regular basis and media coveragehas been significantly enhanced. Advertising and promotions havebeen standardized, and all print and radio advertising, and promo-tional events are now coordinated provincially. The utilization of afull-time graphic artist has had positive results including a signifi-cant improvement in the quality of various College advertising andpromotional materials.

Ongoing divisional initiatives include the revitalization of theCollege’s website, the implementation of a trademark program, andthe development of comprehensive strategic communications andmarketing plans.

OFFICE OF THE GENERAL COUNSEL & CORPORATE SECRETARY

The General Counsel and Corporate Secretary position, establishedin March 2001, provides legal advice, corporate leadership advice,and related support services to the Board of Governors and theCollege’s senior management team.

Over the past year, the General Counsel and Corporate Secretaryhas developed a contemporary and comprehensive resource inven-tory in five key areas: the College’s institutional practices, policies,and procedures; relevant federal and provincial legislation, regula-tions, policies, procedures, and contract forms and precedents;jurisprudence relevant to public-sector post-secondary institutions;relevant scholarly, legal, and corporate governance research; andthe practices, policies, and procedures employed at other post-sec-ondary, public, and private-sector corporations.

The General Counsel is currently engaged in the developmentand implementation of a protocol for legal consultation within theinstitution, as well as the compilation of a comprehensive, institu-tionally relevant database of legal resource materials. The develop-ment and implementation of a comprehensive risk management sys-tem capable of facilitating the systematic identification, analysis,co-ordination, and management of institutional risk, as well as theimplementation and oversight of various risk management protocolsand strategies, is ongoing. The Office is currently overseeing thedevelopment, implementation, and management of comprehensiveinstitutional strategic planning and accountability frameworks.

Promotional brochures produced by theDivision of College Development


Campus ReportsBaie Verte CampusStudent enrolment: 253Full-time: 226Part-time: 27Faculty: 25Administration: 1Support Staff: 11

Baie Verte Campus is the sole provider ofpost-secondary education to the people ofthe Emerald Zone. Programs include AdultBasic Education, Multi Skills IndustrialTraining, Office Administration, andSteamfitter/Pipefitter.

Bay St. George Campus (Stephenville)Student enrolment: 903Full-time: 835Part-time: 68Faculty: 60Administration: 3Support Staff: 43

Bay St. George Campus offers the most pro-grams of any College campus with a total of24 full-time diploma and certificate pro-grams. The programs are derived from theSchools of Applied Arts, Business,Engineering Technology, InformationCommunications Technology, and IndustrialTrades. Specific programs includeCommunity Studies, Business Studies,Journalism, Digital Animation, Visual Arts,Commercial Cooking, Commercial Baking,Music Industry and Performance, andRecording Arts.

Bonavista CampusStudent enrolment: 148Full-time: 136Part-time: 12Faculty: 12Administration: 1Support Staff: 6

Bonavista Campus has the unique feature ofbeing linked with a local high school. Manyhigh school students complete collegecourses for which they receive advancedcredit. Programs include Fish and WildlifeTechnician, Office Administration,Construction/Industrial Electrical, Access toTraining and Careers, and Adult BasicEducation.

Burin CampusStudent enrolment: 558Full-time: 486Part-time: 72Faculty: 40Administration: 2Support Staff: 11

Burin Campus is one of only three Collegecampuses with a residence. Burin’s resi-dence facility can accommodate 96 stu-dents. The College’s Welding EngineeringTechnology Centre is located at the campus.Other programs include Business Studies,and a College-University Transfer Year.

Carbonear CampusStudent enrolment: 346Full-time: 225Part-time: 121Faculty: 25Administration: 1Support Staff: 11

The regional population served by theCarbonear Campus is approximately 50,000.Heritage Carpentry, a new program offeredby the College, is located at the campus.The campus also offers Business Studies,Information Technology programs, and aCollege-University Transfer Year.

Clarenville CampusStudent enrolment: 389Full-time: 317Part-time: 72Faculty: 29Administration: 2Support Staff: 15

Home to the Distance Education (New MediaLearning) Centre of Excellence, ClarenvilleCampus offers programs including Businessand Office Administration, Carpentry,Steamfitter/Pipefitter, Engineering FirstYear, Multimedia Internet Development, andWebsite Administrator.

Corner Brook CampusStudent enrolment: 853Full-time: 772Part-time: 81Faculty: 80Administration: 5Support Staff: 34

Located in the City of Corner Brook, thecampus is home to the Centre for Forest andEnvironmental Studies. Campus programsinclude Manufacturing OperationsTechnology, Adventure Tourism, BusinessStudies, Adult Basic Education, ForestResources Technician, and EngineeringTechnology.

Gander CampusStudent enrolment: 348Full-time: 326Part-time: 22Faculty: 38Administration: 1Support Staff: 7

Home to the Aviation Training Centre ofExcellence, Gander Campus also offers pro-grams in Adult Basic Education, AutomotiveService Technician, Computer Support

Specialist, Engineering First Year, andHairstyling.St. Anthony

Baie Verte

Gander

Grand Falls–WidnsorBonavista

ClarenvilleCarbonear

Prince Philip DriveRidge Road

PlacentiaSeal Cove

Burin

Port aux Basques

Bay St. George

Corner Brook

Labrador West Happy Valley–Goose Bay

District 1District 2District 3District 4District 5


Campus ReportsGrand Falls-Windsor CampusStudent enrolment: 635Full-time: 411Part-time: 224Faculty: 43Administration: 3Support Staff: 17

Located in the central region of theprovince, Grand Falls-Windsor Campus offersBusiness Studies, Programmer Analyst,Adult Basic Education programs, and aCollege-University Transfer Year.

Happy Valley-Goose Bay CampusStudent enrolment: 530Full-time: 478Part-time: 52Faculty: 35Administration: 2Support Staff: 21

Happy Valley-Goose Bay Campus provides awide range of programs including AdultBasic Education, Heavy EquipmentOperator/Service Technician, Machinist,Multi Skills Industrial Training, NorthernNatural Resource Technician, OfficeAdministration, and Plumbing. The campusis also piloting courses that employ theCollege’s video-conferencing technology.

Labrador West CampusStudent enrolment: 361Full-time: 326Part-time: 35Faculty: 30Administration: 1Support Staff: 13

Its proximity to the Iron Ore Company ofCanada enables Labrador West Campus tooffer a Mining and Mineral ProcessingTechnician program in partnership with thatcompany. Additional programs include AdultBasic Education, a College-UniversityTransfer Year, Computer Support Specialist,Engineering First Year, and OfficeAdministration.

Placentia CampusStudent enrolment: 257Full-time: 238Part-time: 19Faculty: 16Administration: 1Support Staff: 9

Placentia Campus is expected to benefitfrom its proximity to Inco’s proposed newhydromet processing facility. This $130-mil-lion project will test the use of hydromettechnology to extract nickel from Voisey'sBay ore. The campus also has an interna-tional presence with a number of studentsfrom the State of Qatar in the Millwrightprogram. Other programs offered includeBusiness Studies, Heavy Equipment ServiceTechnician, Machinist, and Welding.

Port aux Basques CampusStudent enrolment: 213Full-time: 202Part-time: 11Faculty: 9Administration: 1Support Staff: 7

Situated on the south west coast of theprovince, Port aux Basques Campus is hometo the Non-Destructive Testing (NDT)Centre. As the only Practical Test Centre forre-certifying NDT professionals east ofMontreal, the campus attracts clients fromall across the country. Programs are alsooffered in Adult Basic Education, BusinessStudies, Programmer Analyst-Networking,and Welder/Fabricator.

Prince Philip Drive Campus (St. John’s)Student enrolment: 2,507Full-time: 1,932Part-time: 575Faculty: 142Administration: 17Support Staff: 110

Prince Philip Drive Campus houses theManufacturing Centre, the AutomotiveCentre, the Graphic Arts Strategic TrainingCentre, and the School of Health Sciences.It also houses the largest student popula-tion, and has the second largest number ofprogram offerings in the College system.

Ridge Road Campus (St. John’s)Student enrolment: 1,099Full-time: 935Part-time: 164Faculty: 79Administration: 2Support Staff: 26

Ridge Road Campus is the EngineeringTechnology Centre of the College. The cam-pus also houses the College's ProvincialNetwork Operations Centre, which managesthe College's Wide Area Network.

Seal Cove CampusStudent enrolment: 368Full-time: 355Part-time: 13Faculty: 22Administration: 1Support Staff: 8

Both the Petroleum Specialty Centre andElectrical Training Centre are located at SealCove Campus. The campus serves the catch-ment areas of Paradise and Conception Bay(South, Centre, and North) with an aggre-gate population of approximately 30,000.The campus offers several other programsincluding Commercial Cooking and AdultBasic Education.

St. Anthony CampusStudent enrolment: 118Full-time: 92Part-time: 26Faculty: 4Administration: 1Support Staff: 6

Located on the tip of the NorthernPeninsula, St. Anthony Campus serves alarge geographic area. The four full-timeprograms offered at the campus – includingBusiness and Office Administration – are indemand in the region providing trainingthat reflects the labour market.


College Highlights & AchievementsCollege of the North Atlantic wins the 2001 Growth inDomestic/Export Markets Award sponsored by the St. John’s Boardof Trade as a result of its $500 million contract with the State ofQatar. CNA-Qatar is the College’s first international campus.

The College and the Marine Institute host the 2002 Associationof Canadian Community Colleges’ (ACCC) annual conference in St.John’s from May 26-28.

College of the North Atlantic receives $2.94 million from theAtlantic Canada Opportunities Agency (ACOA) to purchase state-of-the-art equipment for new program offerings that will allow theCollege to keep pace with emerging demands for skilled labour inthe marketplace.

The College officially opens the Provincial Mining TechnologyCentre of Excellence at its Labrador West Campus. The centre housesthe three-year Mining and Mineral Processing Technician (Employeeof the Future) program.

College of the North Atlantic and Dalhousie University’s Schoolof Occupational Therapy sign a five-year articulation agreement.The agreement grants Occupational Therapist’s Assistant programgraduates, with an overall average of 80%, credit for three of thefive full-time university credits required for entry into this highlyregarded university program.

The College signs an articularion agreement with NorthwoodUniversity, Midland, Michigan. This agreement will allow graduatesof the College’s two-year diploma in Business Administration andthree-year diploma in Business Management to transfer intoNorthwood's Bachelor of Business Administration degree inManagement.

College of the North Atlantic launches its Career EmploymentServices (CES) web-based system at Ridge Road Campus. The CESsystem connects students and graduates with employers around theworld. Students have access to job postings, employment programinformation, and helpful student success tips. Students can alsoplace resumes and transcripts on the system to be viewed byprospective employers. Employers can also access the site to postemployment opportunities for students and graduates.

The Canadian Red Cross, Newfoundland and Labrador Chapter,receives a cheque for almost $6,000 during a ceremony at Bay St.George Campus in January 2002. The money was raised through aprovince-wide campaign carried out by College employees.

Career Employment Services systemlaunched from Ridge Road Campus

College wins St. John’s Board or TradeAward for its $500 million CNA-Qatarcontract

ACOA grant used to purchase hightech equipment


Campus Highlights & AchievementsHappy Valley-Goose Bay Campus receives funding from ACOA to pur-chase a mechanical forest harvester simulator.

In February 2002, 13 students at the North WestRiver/Sheshatshui Learning Centre (Happy Valley-Goose BayCampus) start a 12-week Home Support Worker program deliveredby the campus.

Corner Brook Campus receives $3,125,000 from the AtlanticInnovation Fund administered by ACOA for the Geospatial ResearchFacility for Terrestrial Ecosystems. The new funding will allow theCollege to hire four research scientists, three technical supportstaff, and graduate students.

St. Anthony Campus pioneers real-time learning by offering astatistics course taught from Corner Brook, using the College’s tele-conferencing technology. Plans are also put in place to offer theFirst Year Engineering Technology program via video-conferencingto Port aux Basques in the fall of 2002.

Bay St. George Campus students and staff, and Stephenville arearesidents combine resources to assist stranded airline passengersfollowing the tragic events of September 11. Based on friendshipsforged during their stay, four students and one faculty member areinvited by Mexican delegates to attend the Fouet D’or InternationalCulinary Competition at the Centro Cultural Mexiquense in Toluca,Mexico in April 2002.

Gander Campus becomes a haven for 440 airline passengersrerouted to the town following the events of September 11. As asign of appreciation, passengers and companies donate $16,000 tothe campus to be used to establish a scholarship fund for GanderCampus students. The resulting scholarship is called the Air FranceFlight 004 Passenger Bursary.

Grand Falls-Windsor Campus is presented with a LaubachLiteracy certificate of appreciation.

Baie Verte Campus successfully embarks upon a partnership withthe Baie Verte Economic Development Association, CabotoSeafoods, the Random North Development Association, and theEmerald Zone Development Association to deliver one of fiveBridging the Gap programs within the province. The 45-week pro-gram enables the campus to train eight students in seal utilizationand workplace skills. Upon completion, Caboto has committed tohire the students on a full-time basis.

Clarenville and Bay St. George Campuses install an OpenLearning Information Network (OLIN) funded Ca*NET III facility, anadvanced national optical research and development Internet sys-tem. Supported by CANARIE, Canada’s advanced Internet develop-ment organization, the connection puts the College’s campuses intouch with educational research initiatives in colleges and univer-sities throughout the country.

Placentia Campus creates a Tutoring for Tuition program in part-nership with the Avalon West School District, whereby student vol-unteers teach adult literacy in exchange for College tuition vouchers.

In June 2002, Placentia Campus receives 13 millwright studentsfrom the State of Qatar. In addition, the campus initiates a program

with SUN Microsystems to install 50 complete computer systems atthe campus and a local high school.

Prince Philip Drive Campus celebrates the relocation of theHealth Sciences programs from Topsail Road Campus to the newlycompleted Health Sciences wing and annex.

The campus also receives more than $650,000 in ACOA fundingfor new equipment and software in its Graphic Design, and GraphicProduction and Printing programs.

Topsail Road Campus officially closes its doors on May 2. Areunion is held to honour the more than 300 employees who hadworked at the campus from 1975 to 2002.

Ridge Road Campus enrolls 17 Chinese students from JilinUniversity-Lambton College in the Electronics EngineeringTechnology program. Faculty are involved in a number of interna-tional projects in Qatar, China, Peru, India, Kazakhstan, andLebanon, and hosts faculty and administration from these countriesfor training and cultural exchanges.

The campus also establishes a Siemens Programmable LogicControllers Lab at the Engineering Technology Centre.

Carbonear Campus makes facility improvements in the book-store, the student services department, and the library. The campusintroduces Heritage Carpentry as a new program offering, startingin September 2002.

Funding announced for GeospatialResearch Facility for Corner BrookCampus


Faculty & Staff Highlights & AchievementsWayne Eastman, an instructor at Corner Brook Campus, is electedas the national director for the Canadian Association for YoungChildren.

Paul Halleran, a Refrigeration and Air Conditioning instructor atRidge Road Campus, is the recipient of the Board of CanadianRegistered Safety Professionals Volunteer of the Year Award.

Randy LeDrew, an instructor in the Refrigeration and AirConditioning program, achieves the highest mark in Canada on theCommercial Refrigeration Specialist Examination.

Gerry Crewe, Commercial Cooking (Advanced) instructor atPrince Philip Drive Campus, is named Atlantic Chef of the Year bythe Canadian Federation of Chefs and Cooks at their AtlanticConference on March 3.

Dianne Whalen, a word processing equipment operator at RidgeRoad Campus, is elected to the Federation of CanadianMunicipalities as Director, representing the Province ofNewfoundland and Labrador.

Barry Hicks, an instructor at Carbonear Campus, is awarded$4,114 from College of the North Atlantic’s Technology TransferApplied Research Department to purchase equipment to help withexperiments involving biological controls.

Paul Malott, an English faculty member at Carbonear Campus,co-authors a text book for language arts that will be used in theNewfoundland and Labrador high school system beginning in thefall of 2002.

Holly Morris, an Information Technology instructor at ClarenvilleCampus, wins the 2002 Mac Turner Professional DevelopmentAward.

Bill Day, a computer support technician at Baie Verte Campus,is chosen as one of six national finalists in the ACCC’s call for pro-posals for a national branding slogan.

Gerry Crewe is named Chef of the Yearby the Canadian Federation of Chefsand Cooks


Student Highlights & AchievementsStudents Michael Foley and Wayne Haynes return victorious fromthe 8th National Skills Canada Competition in Vancouver, B.C., heldfrom May 30 to June 2. Haynes came away with the Bronze medalfor Refrigeration, and Foley with the Silver for Architectural Design.

College of the North Atlantic students come away with 13 goldmedals in the 5th Annual Provincial Skills Canada Competition thatwas held in May 2002. The students took part in 14 competitioncategories. They achievined a medal sweep, taking gold, silver, andbronze, in nine categories.

Twelve students and three staff from Bay St. George Campusparticipae in a two-week leadership exchange program in Ireland.

In June 2002, the first seven Air France Flight 004 PassengerBursaries are presented to students at Gander Campus.

Stanley Compton, a Level I ABE student at Grand Falls-WindsorCampus, is awarded the David E. Lawrence Memorial Award forLiteracy.

Ross Collier, Everett Crewe, and Mervin Langdon, students in theFish and Wildlife program at Burin Campus, each receive a $1,000Centenary Scholarship.

For the second year in a row, students in the School of HealthSciences’ Respiratory Therapy program achieve a 100 per cent passrate on the Canadian Board for Respiratory Care national certifica-tion examinations. The students also achieve the highest averagemarks of any school in Canada.

In November 2001, Digital Animation students at Bay St. GeorgeCampus become the first ever to complete Maya certification train-ing while still in school. The students received three weeks ofindustry-standard certification in Maya Introduction, MayaCharacter Animation, and Maya for Games. The innovative 3-D ani-mation graphics and visual effects software is used in many popu-lar films and video games.

Conception Harbour native Betty Ann Kennedy a tourism stu-dent at Bay St. George Campus, is one of just 24 college studentsfrom across the country to be awarded a Fairfax Scholarship valuedat $3,500.

Eric Hynes of Stephenville, an apprenticeship student in theCommercial Cooking program at Bay St. George Campus, wins theprovincial Skills Canada Culinary Arts competition held at the cam-pus in April 2001.

The Canadian Institute of Forestry (CIF) presents graduates fromthe Forest Resources Technician program at Corner Brook Campuswith silver rings. The rings, which were previously given only toforestry degree graduates, were specifically designed for theforestry diploma graduates.

Mildred Williams, a graduate of the Northern Natural ResourcesTechnician program at Happy Valley-Goose Bay Campus, is selectedto participate in an Environmental Leadership program in CostaRica.

Bonnie Peyton, a graduate of the Office Administration programat St. Anthony Campus, is profiled in the new edition of the wide-ly used textbook Administrative Procedures for the Canadian Office.

Toursim student Betty Ann Kennedy wasawarded the Fairfax Scholarship

Eric Hynes wins the provincial SkillsCanada Culinary Arts competition


CNA–Qatar

In September 2001, College of the North Atlantic earned consider-able recognition on the national and international education frontby entering into the first contract of its kind in Canada. The selec-tion of Canada as the preferred country with which to do businesswas facilitated by the Canadian Bureau of International Education(CBIE), a national non-governmental organization, with a member-ship consitsting of over 200 educational institutions. The Collegewon the competitive bid to establish a comprehensive technicalcollege in Doha, the capital city of the State of Qatar in the MiddleEast. The new institution is now known as College of the NorthAtlantic-Qatar (CNA-Qatar).

The contract is the largest ever awarded to a Canadian educa-tional institution, with a value in excess of $US 500 million. Overthe 10-year life of the project, College of the North Atlantic willprovide academic and administrative leadership, personnel, curricu-lum, and credentials. The Qatar project is expected to create inexcess of 2,000 person-years of employment.

As Jim Fox, President of CBIE, noted: “The size and scope of thecontract, while monumental, pale in comparison to the impact ofhaving Canadian college governance, administration, and curricu-lum set the standard for college education in the region.”

The critical start-up phase of the CNA-Qatar project commencedin September 2001, with the official signing of the ComprehensiveAgreement between the State of Qatar and College of the NorthAtlantic. Extensive internal and external staff recruitment cam-paigns were initiated. As of September 2002, CNA-Qatar employsover 55 people. By 2012, the number of CNA-Qatar employees isexpected to exceed 300.

Inaugural CNA-Qatar classes began in September 2002, withenrollment numbers for the first year approaching 300 students. By2012, it is expected that total student enrolment will exceed 3,000.Construction of a new, state-of-the-art campus is continuing.

Programs at CNA-Qatar use the same curriculum as College of the

North Atlantic in Newfoundland and Labrador. Wherever possible,programs will be accredited by the same agencies providing accred-itation to the College in Newfoundland and Labrador. Credits award-ed for course work at CNA-Qatar are transferable to other College ofthe North Atlantic programs and campuses in Newfoundland andLabrador, and to other post-secondary institutions, in accordancewith the relevant articulation and transfer agreements.

The Academic Master Plan, which specifically reflects Qatari andinternational labour market demands, was developed collaborative-ly by the College and the State of Qatar, after extensive consulta-tion with businesses and government ministries in that country.Program offerings include Engineering Technology, OfficeAdministration and Business Administration, InformationCommunications Technology, and Health Sciences. CNA-Qatar is alsoengaged in comparative curricular analysis for a private Qataritraining institution, and may assist with the design, implementa-tion, and/or delivery of a Nursing program in September 2003.

Qatar FYI

The State of Qatar is a progressive and peaceful nation located inthe Middle East. A country rich in natural resources, Qatar is one ofthe largest exporters of natural gas in the world. The North GasField, discovered in 1971, is the largest single non-associated fieldin the world, with recoverable reserves of about 380 trillion cubicfeet. The rise in oil and gas prices has significantly transformed theQatari economy. In 2000, the net income of the State of Qatar was$CDN 25 billion.

The Qatari government has implemented policies intended todiversify its economy and develop its economic structure by attract-ing foreign investment and trade. A democratization process hasalso set the stage for the participation of the Qatari people in


national decision-making processes. The State of Qatar has workedtirelessly to establish world-class health care and educational facil-ities for the benefit of its citizens.

The health care system in Qatar is not unlike that in Canada. Awide range of services, from preliminary care through to specialisttreatment, is free-of-charge to Qatari nationals. The Ministry ofHealth is charged with providing health services in all fields of spe-cialization, the management of its hospitals and health centres,and management of medical certification.

The State of Qatar provides all Qatari citizens with a variety ofeducational opportunities, including general and specialized post-secondary studies. Specialty education programs are available inthe areas of adult education and literacy, and there are special pro-grams for the physically and mentally challenged. The State pro-vides textbooks, stationery, transportation, sports clothes, andequipment for students at all levels. It also offers financial supportto Qatari students.

The first University in Qatar opened in 1973, and was recog-nized as a full-fledged university in 1977. In 2001, New York’sCornell University and a private Qatari foundation established bythe Emir, founded the Weill Cornell Medical College. The medicalcollege will provide Qatari nationals and other international stu-dents with an opportunity to obtain Cornell medical degrees whilestudying in Qatar. The first intake of students commenced inSeptember 2002. Virginia Commonwealth University, of Richmond,Virginia, has also established the VCU-Qatar College of Design Arts.The design college, which opened in 1998, prepares Qatari studentsin Qatar for employment in a number of design fields.

Qatar FactsOfficial name: State of Qatar

Location: Middle East, a peninsula bordering SaudiArabia to the south and jutting out into the Persian Gulf

Area: 11,437 sq km

Capital: Doha

Climate: desert climate characterized by hot humid sum-mers and semi-dry short winters with light and infre-quent rainfalls

Terrain: mostly flat and barren desert covered with loosesand and gravel

Government type: traditional monarchy; emirate

Head of State: Emir His Highness Sheikh Hamad BinKhalifa Al-Thani (since June 27, 1995)

Prime Minister: His Highness Sheikh Abdullah binKhalifa Al-Thani

Foreign Minister: His Excellency Sheikh Hamad binJassem bin Jaber Al-Thani

Parliamentary Institutions: Appointed Advisory Council(35 members)

Population: 522,023 (1997)

Population growth rate: 3.18% (2001 est.)

Nationality: noun: Qatari (s); adjective: Qatari

Ethic groups: Arab 40%, Pakistani 18%, Indian 18%,Iranian 10%, Other 14%

Religions: Islam is the official religion of the countryand Shari’a (Islamic law) is the principal source of legis-lation

Languages: Arabic (official), English commonly used asa second language

GDP per capita: $20,300 U.S. (2000 est.)

Currency: Qatari Riyals (QR), one Canadian dollar equals2.4 QRs


Distributed LearningCollege of the North Atlantic continues to aggressively fulfill itsaccessibility mandate. The College’s Distributed Learning Service(DLS) is a vital, if not indispensable, service in this regard. DLSenrolment continues to grow at a rate of about 50% each year. (DLSAnnual Course Registration) In fact, DLS experienced phenomenalgrowth in 2001-02, with a total of 2,649 course enrolments.Students from more than 250 Newfoundland and Labrador commu-nities (and from every other Canadian province) participated in dis-tance learning with CNA in 2002. DLS continues to provide acces-sibility to post-secondary education for students. There are nowmore than 200 web-based courses available or in the developmentstages.

Increased distributed learning course enrolment is a positiveindicator for College of the North Atlantic. With an estimated 4,000students (400 full-time equivalents) expected to avail of distrib-uted learning opportunities in 2002-03, DLS activity will rival thatof a medium-sized campus.

In order to meet enrolment demands, the College intends toestablish DLS as a virtual campus – a campus capable of holisticallyserving the needs of its distance learners. By acting as an exten-sion of the College’s physical campuses, the virtual campus, with itsdistributed learning enrolment, will maintain the viability of lowenrolment courses and programs. DLS will also be well positionedto purchase instructional services from each campus, providing andenhancing employment stability for campus-based faculty. DLS’sweb-based service capabilities will also continue to set the stan-dard for conventional student services.

With increased enrolment comes the responsibility of maintain-ing student services and student confidence. In conjunction withthe School of Health Sciences, DLS piloted an online student sur-vey in the fall of 2001. The survey was fully implemented in all dis-tributed learning courses in the winter 2002 semester. Results fromthe survey indicate very high levels of satisfaction, with 80% ofrespondents indicating their overall satisfaction with their onlinecourse, and with 75% indicating that they would recommend theircourse to a friend. Seventy-six per cent of respondents said theirdistributed learning course met or exceeded their expectations. TheCollege has established a faculty advisory committee in order toreceive feedback and advice on ways to improve teaching andlearning in an online environment. The committee has faculty rep-resentatives from throughout the College.

Besides providing increased accessibility to students, the Collegehas been awarded several contracts to develop online coursesand/or to provide services for private sector and internationalclients. With more than 20 projects throughout the world in coun-tries like Benin, West Africa, and international organizations suchas the World Bank and the Commonwealth of Learning, the Collegeis receiving international recognition as a leader in distance edu-cation. The College will continue to reinvest revenue generatedfrom contracts to staff its help desk service to students.

The College’s DLS has received many awards and recognitions. Itis the holder of the only WebCT Institute certification in Atlantic

Canada, and one of only six in the country (it is the only Canadiancollege holding this distinguished status). Last year, NormalFunctional Movement, a course offered in the distance learning pro-gram Occupational Therapist’s Assistant/Physiotherapist’sAssistant, received the international WebCT Exemplary CourseAward. DLS was also recognized with the Canadian Association forDistance Education’s Award of Excellence, and one of the contractcourses developed for Pearson Educational Publishing was formallyrecognized for its quality. Another sign of DLS excellence is thatmany courses are eligible for direct transfer of credit to MemorialUniversity, the Marine Institute, Dalhousie University, and otherinstitutions.

In addition to excellence in Internet-based learning, the Collegehas made significant inroads in the use of video conferencing tech-nology as another e-learning delivery mode. Until recently, theCollege had primarily employed its video conferencing capabilitiesfor administrative purposes, however there are a number of newacademic initiatives underway that will make use of this technology.One such initiative in 2002 involved the delivery of a statisticscourse from St. Anthony Campus, in real-time via the video-confer-encing network, to students in Corner Brook. Plans are also in placeto offer the First Year Engineering Technology program between St.Anthony and Port aux Basques campuses. Preliminary feedback frominstructors and students has been positive.

The College is considered a leader in distance education. It isimperative that the College maintains and acceler-ates its momentum in developing and redevelopingonline courses and programs in orderto maintain its status as a leaderin this area. The College willcontinue to invest in this service.

DLS Annual Course Registrations

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Revenue AnalysisIn 2001, the Conference Board of Canada (CBOC) releasedPerformance and Potential, 2001-2002 (Performance), its annualreport on Canada’s performance in a number of key public policyareas, including education. In Performance, the CBOC notes thatthe health care and education sectors have been forced to competeagainst each other for increasingly scarce public sector funds – andthat the education sector is clearly losing the competition.Nationally, health care spending has increased by 59%, while edu-cation spending increased by only 22% over the past three years.Performance explains: “Public spending on health care is now about$8 billion higher than spending on education. It was equal just fouryears ago, and the gap will widen.” (Chart 1 - Total Public Spendingon Health and Education) CBOC’s just released long-term nationaleconomic forecast, entitled Vertical Fiscal Imbalance, reinforcesCBOC’s 2001 forecast. The report predicts that nationally, publichealth care expenditures will increase from 32.4% in 2000-01 to44.8% in 2019-20. At the same time, education expenditures arepredicted to decline from their current levels of 19.5% to 18.8%over the same period.

An analysis of public sector spending in Newfoundland andLabrador yields results that are quite similar to those in CBOC’snational studies. As recently as 1993-94, spending on educationand health care in this province was virtually identical. (Chart 2 -Health Care and Education Expenditures - Newfoundland andLabrador) Since 1993-94 however, spending on education hasdeclined from 22.47% of the provincial government’s total expen-ditures to its current level of 16.94%. At the same time, health carespending has increased from its 1993-94 levels of 22.1% of theprovincial government’s total expenditures, to their current levelsof 27.56%. (Chart 4 - Education, Health Care Expenditures as aShare of Newfoundland and Labrador's Total Expenditures)

As provincial governments, including the Government ofNewfoundland and Labrador, struggle to strike a balance betweencompeting demands for increasingly scarce resources, theprovinces’ educational institutions, including public colleges anduniversities, are left with few alternatives. Publicly funded educa-tional institutions, especially publicly funded post-secondary edu-cational institutions, must find ways of financing learning oppor-tunities to the public in an environment of diminishing governmentsupport. College of the North Atlantic is no exception.

In many jurisdictions, universities, colleges, and other similarinstitutions have responded to the challenge by making extremelydifficult decisions. In some cases they have increased tuition fees,and in others they have searched for other more non-traditionalsources of revenue. Often they have reluctantly settled for a com-bination of both. College of the North Atlantic has, in collaborationwith its provincial government, avoided increasing tuition fees. Infact, in 1998, as part of its mandate to maintain and increaseaccessibility, the College implemented a voluntary tuition freeze.As a result of that tuition freeze, College of the North Atlantic stu-dents now enjoy one of the lowest tuition fees in the country.According to research conducted by the Canada Millennium

Chart 1 - Total Public Spending on Health and Education

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Chart 2 - Health Care and Education ExpendituresNewfoundland and Labrador

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Source: Government of Newfoundland & Labrador


Scholarship Foundation in 2002, College of the North Atlantic’stuition is the lowest in the Atlantic Provinces. (Chart 4 – CollegeTuition Rates for Atlantic Canada)

College of the North Atlantic has therefore been compelled toinvest significant energies and resources in the generation of rev-enue from alternative sources. Today, a significant portion of theCollege’s revenue is derived from non-grant-in-aid sources, such ascommunity, corporate and international training initiatives. Whilesome of these activities have produced tangible benefits, especial-ly in the international arena, they continue to produce marginal netrevenue gains for the College.

An analysis of provincial grant contributions (direct subsidies)to the Newfoundland and Labrador public college system since the1992-93 fiscal year, reveals that the grant peaked in 1994-95 at$53 million, declined sharply to $39.6 million in 1997-98 when thefive former regional colleges were amalgamated, and thenincreased steadily to the current allocation of $47.1 million underthe one-college system. However, when the grant is indexed toinflation a slightly different picture emerges. The peak 1994-95indexed grant of $52 million (1992 dollars) declines to $36.8 mil-lion in 1997-98 (1992 dollars) when the five former regional col-leges are amalgamated. The figure increases modestly over the nexttwo years to approximately $40 million, and then remains relative-ly constant the last three years. (Chart 5 - College of the NorthAtlantic Grant-In-Aid Revenues)

Tuition fees have remained frozen since 1998. The revenueimplications are such that the College has managed to realize mod-est growth (in real dollars), due to relatively stable enrolmentgrowth, from a low of $7.33 million in 1998-99, to its current levelof $9.15 million. However, when tuition revenues are indexed toinflation, there is a marked decline in the tuition revenue. Indexedtuition revenue peaks in 1999-2000 at $8.23 million (1992 dol-lars), and then declines steadily over the next two years to $7.71(1992 dollars). (Chart 6 - College of the North Atlantic TuitionRevenues)

Revenues from all other sources, including retail (bookstoresales, community, corporate and international contract training,amongst others), has increased over the past four years. In 1998-99 revenues from all other sources amounted to $29.2 million, ris-ing to $32.9 in 2001-02. However, as a percentage of total rev-enues, revenues from all other sources remained relatively constantin the 35–38% range.

Chart 4 - College Tuition Rates for Atlantic Canada

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Chart 5 - College of the North Atlantic Grant-In-Aid Revenues

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Chart 6 - College of the North AtlanticTuition Revenues (Actual and Indexed)

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Revenue Analysis


Expenditures AnalysisIn a pattern that roughly parallels year-to-year changes in Collegerevenues, total College expenditures have fluctuated over the pasteight years. Total expenditures reached a high of $97.2 million in1995-96, a low of $72.6 million in 1997-98, and have increasedsteadily since to their current levels of $91.2 million. (Chart 7 -College of the North Atlantic Total Expenditures)

The single largest expenditure item for the College is salariesand related benefits. In 1995-96 this peaked at $64.9 million.Salaries and related benefits then dropped after amalgamation to alow of $51.6 million in 1997-98, and have, like total expenditures,increased steadily since to their current levels of $63.5 million.(Chart 8 - College of the North Atlantic Salaries and Benefits)

While the increase in salaries and benefits appears significantin terms of actual dollar values, there is actually very little changein terms of percentage of total expenditures. In fact, since 1996-97, when salaries and related benefits accounted for 72.2% of theCollege’s total expenditures, salaries and related benefits expendi-tures have remained relatively stable, accounting for approximate-ly 69% of total expenditures. (Chart 9 – College of the NorthAtlantic Salaries and Benefits as a Portion of Total Expenditures)

Salary expenditure increases can be attributed to three primaryvariables: negotiated wage settlements with bargaining unitemployees; an increase in the number of employees earning abovethe mid-point in their respective salary ranges; and an increase inCollege activity.

For the past three years, College of the North Atlantic has, inco-operation with the Association of Canadian Community Colleges(ACCC), participated in the Financial and Resource AllocationBenchmarking studies being conducted by the national consultingfirm KPMG. The last study, conducted in 2001, involved the com-parison of 15 colleges located in seven provinces.

The purpose of the study is to provide the participant collegeswith an opportunity to benchmark their own financial expendi-tures, and to compare these with those of other colleges. In thiscontext, colleges are very different and comparisons can often bequite difficult. There are a number of internal and external vari-ables that determine why one college invests more money in onearea and spends more in another. Geography, labour market condi-tions, and government funding supports are just a few factors thatwill impact upon resource allocations.

For College of the North Atlantic, with more campuses than anyother college, provincial demography and other geographical limi-tations make it very difficult to carry out valid comparisons.Nonetheless, Nova Scotia Community College (NSCC), a KPMG studyparticipant, does have a number of similarities with College of theNorth Atlantic. Its program offerings, administrative structure, andlarge number of campuses spread out over a fairly large regionallow for some meaningful comparisons.

In the 2000 study, the College’s expenditures, in all categories,were within reasonable range of KPMG’s median scores. In 2000,the College expended 43.4% of its budget on instructional person-nel, while the national median was 42%. The College’s management

Chart 7 - College of the North Atlantic Total Expenditures

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and administrative support expenditures were 35% of its budget,while the national median was 32%. (Chart 10 - KPMG CostAllocations (2000))

When compared to NSCC, the College’s expenditures, again,appear to be similar. In 2001, the College expended 41.8% of itsbudget on instructional personnel, while NSCC expended 39.8%.Similarly, the College expended 28.4% of its budget on manage-ment and administrative support, while NSCC expended 33.6% onthe same. (Chart 11 - KPMG Study Cost Allocations (2001)) Whenfacility, ancillary, and contracted services costs and large, one-timeexpenditures are excluded, the colleges’ expenditure levels change.In this case, the College’s instructional personnel expendituresicrease to 52.2% of total operating costs, while NSCC’s increases to48.77%. Similarly, the College’s management and support costsincrease to 37.4%, while NSCC’s increases to 35.4%. (Chart 12 -KPMG Study Adjusted Cost Allocations (2001))

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Chart 11 - KPMG Study Cost Allocations (2001) NSCC College of the North Atlantic

Stud

ent

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ort

Serv

ices

Info

rmat

ion

Tech

nolo

gy

Libr

ary

Serv

ices

Inst

ruct

iona

l Per

sonn

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itut

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& S

uppo

rt

Faci

litie

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Faci

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Cost

s Pa

id b

y Go

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Amor

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and

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Larg

e on

e ti

me

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s

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35

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45

(per

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Student SupportServices

InformationTechnology

Library Services InstructionalPersonnel

InstitutionalManagement and

Support

Facilities

Chart 10 - KPMG Cost Allocations (2000) Median College of the North Atlantic

0

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30

40

50

60

(per

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Student SupportServices

InformationTechnology

Library Services InstructionalPersonnel

InstitutionalManagement and

Support

Facilities

Chart 12 - KPMG Study Adjusted Cost Allocations (2001) NSCC College of the North Atlantic

Source: KPMG

Source: KPMG

Source: KPMG

Expenditures Analysis


Performance IndicatorsThe Department of Youth Services and Post-Secondary Education’sreport Career Search 2001, Employment Experience and Earnings of1998 Graduates (Career Search), released in May 2001, tracks theemployment experiences of 1998 graduates from all the post-sec-ondary institutions in Newfoundland and Labrador. In the study,the Department reviews graduate employment rates, salaries, therelationship between jobs and training, out-migration, programsatisfaction, job search length, and various student loan matters.

Career Search confirms a high rate of employment for College ofthe North Atlantic graduates, indicating the majority of graduatesare earning reasonable salaries, and working in jobs related to theirfields of study. Statistics for the three-year programs are particu-larly impressive, with half of the graduates earning more than $560per week. In fact, graduates of the College’s three-year diplomaprograms have employment earnings comparable to those of under-graduate university degree graduates. The full-time employmentrate for graduates of the College’s two-year programs was higherthan the rate for similar two-year private college programs. Over80% of graduates from the College’s one, two, and three year pro-gram’s found employment within three months of graduation.

Career Search also confirms high levels of graduate satisfaction.Some 87% of the College’s graduates are very satisfied with theinvestment of time into their program, and approximately 80% aresatisfied with their financial investment. Similarly, College of theNorth Atlantic graduates reported high levels of satisfaction(75.3%) with the overall cost of their completed program. In termsof satisfaction with the overall quality of the programs, theCollege’s graduates report high levels of satisfaction. Over a five-year period from 1994 to 1998, the satisfaction rate for Collegegraduates (89.2%) compares favorably with those of the privatecolleges (77.02%) and undergraduates (86.3). (Charts 13, 14, 15 –Graduate Satisfaction)

Perhaps most importantly, Career Search confirms that almosthalf of all of the College’s graduates completed their educationwithout any debt. Data from the Newfoundland Student Borrower’sDefault Rates study (delinquent 12 months or more), obtained fromthe Department’s Student Aid Division, indicates the college’s rate(13.75%) is below the provincial average (18.73%), and signifi-cantly below that of private colleges (28.20%).

Chart 13 - Satisfaction withOverall Quality of Program

50

55

60

65

70

75

80

85

90

95

1994 1995 1996 1997 1998

(per

cen

t)

Private Colleges College of the North Atlantic Undergraduate

Chart 14 - Satisfaction withEmployment Skills Provided

50

55

60

65

70

75

80

85

90

1994 1995 1996 1997 1998

(per

cen

t)


Chart 15 - Satisfactionwith Program Cost

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10

20

30

40

50

60

70

80

90

1994 1995 1996 1997 1998

(per

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ChallengesNotwithstanding the many recent successes of the College and theremarkable individual achievements of various management, facul-ty, staff, and students, the College is keenly aware that there are anumber of significant challenges on the horizon.

Like all other Canadian colleges, College of the North Atlantichas been challenged to respond to the highly publicized national“skills-shortage”. The Conference Board of Canada notes: “Over thenext 20 years, Canada will be faced with an increasing labour short-age, which will undermine our ability to sustain economic growth,and will lead to increases in labour costs, and a greater reliance onmachines to get the work done. The dimensions of the problem areenormous, and a growing difficulty in hiring or retaining existingemployees will dramatically alter the structure of Canadian labourmarkets.”

The Province of Newfoundland and Labrador continues to leadthe country in GDP growth, and the demand for skilled workers willcontinue to increase in this province as well. Responding to thechanges in the labour market presents a number challenges for theCollege. The College clearly must improve its ability to access fund-ing through the labour market agreements designed to supportworkforce training and development. The College must also workdiligently with employers to raise awareness of their need to investand reinvest in workforce training.

In order for the College to respond to the new labour marketdemands, especially through the provision of new programs, it willbe called upon to invest more of its revenues into the area of newprogram development – whether for new equipment, new construc-tion and infrastructure upgrades, or employee recruitment and pro-fessional development.

Another related challenge is that the growth in the labour mar-ket tends to favour Newfoundland’s urban economies. The chal-lenge, in this context, is to provide a meaningful response to thesenew labour market demands without endangering the College andprovince’s commitment to improving the province’s rural economy.

The College is increasingly mindful of the quality of its physicalinfrastructure. Eleven of the College’s buildings will be 40 years oldin 2005. Another nine buildings will be at least 30 years old in2004. (Chart 16 – Number of Buildings by Year of Construction)These buildings require significant infusions of capital for essentialmaintenance and repairs. In some instances, building envelopes arein an advanced state of disrepair, and can no longer be maintainedin their present state. The College has estimated the total replace-ment cost of the buildings it currently occupies to be approxi-mately $237,099,700.

Required expansions to existing facilities ($15,420,000), reno-vations to existing facilities ($1,141,000), and building accessibil-ity improvements ($360,000) carry hefty price tags, further exacer-bating the College’s capital challenges. Replacing capital equip-ment, such as classroom furnishings, replacing computers, and lab-oratory and shop equipment, is estimated to cost between $4 and$5 million annually. Air quality improvements are required in anumber of facilities ($1,365,000). In addition to growing concerns

Chart 16 - College of the North AtlanticNumber of Buildings by Year of Construction

0

2

4

6

8

10

12

1965 1967 1970 1973 1974 1985 1994 2002

Buildings Expansions

Chart 17 - College of the North Atlantic - Pending Retirements by Year of Retirement

0

5

10

15

20

25

30

35

40

45

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Chart 18 - College of the North Atlantic - Pending Retirements (Cumulative)

0

50

100

150

200

250

300

350

400

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Source: College of the North Atlantic




about the quality of the work and learning environments, poor airquality inhibits the College’s ability to operate effectively in thewarmer months of the year, and it taxes the College’s informationtechnology infrastructure.

The College also faces significant challenges on the humanresources side of its operations. A basic issue faced by the Collegeis that of management salaries. It is increasingly difficult to recruitCollege faculty and support staff into management positions.Currently, a move to management results in additional workloadsand a net loss, in some cases, or nominal increase in salary.Another compensation challenge is the level of faculty salariesunder the current faculty classification system. In many instances,trades instructors are capable of earning two and three times theirinstructional salaries while working in their designated trades.

The College continues to witness a decline in the number ofapplicants for many of its competitions, especially at the manage-ment and senior staff levels. This is especially true where special-ized knowledge is required, for example, chemical engineering.Alternatively, there is an increasing trend where the majority ofapplicants are clearly unqualified. In the past year, the College hasexperienced an increasing number of positions that have beendeclared hard-to-fill because candidates have declined offers dueto relocation compensation issues.

The College has a large number of employees eligible to retirein each of the next 10 years. A total of 174 employees (approxi-mately 17% of the Collge’s permanent, full-time workforce) are eli-gible to retire within the next four years. Most of these employeesare faculty. Of the total, 17 are management, or 30% of theCollege’s existing management pool. (Chart 17 – PendingRetirements by Year of Retirement, and Chart 18 – PendingRetirements Cumulative)

Over the past several years, approximately 35 employees peryear have been eligible to retire each year, but only 17 people peryear, on average, have actually retired. If that trend continues,there will be a bubble of employees in the College’s workforce whowill be able to retire, in addition to those who have become newlyeligible to do so. An age analysis of the College’s employees wouldsuggest this trend will continue for the foreseeable future. (Chart19 – Employee Age Distribution by Employment Category)

The province’s changing demographics also presents a numberof challenges for the College from a student recruitment perspec-tive. In the coming years, the number of direct entry high schoolstudents will decline significantly. (Chart 20 – Newfoundland andLabrador K-12 Enrolment)

As the province’s population continues to age, there will be anincreased need to offer curriculum, and modes of curriculum deliv-ery, that are better suited to older learners – learners who arereturning to study full-time at the College after being in the work-force, and learners who want to study part-time while maintainingtheir presence in the workforce. (Chart 21 – Newfoundland andLabrador Population Trends)

Chart 20 - Newfoundland and Labrador K-12 Enrolment

0

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60

80

100

120

140

160

180

1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 2015

($

thou

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Chart 19 - College of the North Atlantic Employee Age Distribution by Employment Category

0

50

100

150

200

250

300

Under 25 26 - 30 31 - 35 36 - 40 41 - 45 46 - 50 51 - 55 56 - 60 Over 60

Management Support Staff Faculty

Source: Government of Newfoundland and Labrador

Chart 21 - Newfoundland and LabradorPopulation Trends (Thousands)

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100

150

200

250

300

1991 1996 2001 2006 2011 2016

0 - 19 20 - 49 50 +

Source: Government of Newfoundland and Labrador



Auditors’ Report

To the Board of Directors of College of the North Atlantic,

We have audited the statement of financial position of the Collegeof the North Atlantic as at March 31, 2002 and the statements ofchanges in net assets, operations, and cash flow for the year thenended. These financial statements are the responsibility of theBoard's management. Our responsibility is to express an opinionon these financial statements based on our audit.

We conducted our audit in accordance with Canadian generallyaccepted auditing standards. Those standards require that we planand perform an audit to obtain reasonable assurance whether thefinancial statements are free of material misstatement. An auditincludes examining, on a test basis, evidence supporting theamounts and disclosures in the financial statements. An audit alsoincludes assessing the accounting principles used and significantestimates made by management, as well as evaluating the overallfinancial statement presentation.

In our opinion, these financial statements present fairly, in allmaterial respects, the financial position of the College as at March31, 2002, and the results of its operations and the changes in netassets and cash flows for the year then ended, in accordance withCanadian generally accepted accounting principles.

Chartered Accountants

Gander, NewfoundlandAugust 6, 2002


Statement of Financial PositionMarch 31, 2002

Assets

Current assetsCashReceivables – Note 2InventoryPrepaid expenses

Total current assets

Capital assets – Note 3Trust accounts – Note 4

Liabilities and Equity

Current LiabilitiesPayables and accrualsDeferred revenueDue to Centre for Forest and Environmental Studies – Note 8Due to 10952 Newfoundland Inc. – Note 9Unexpended captial grantAccrued vacation – managementAccrued vacation – otherCurrent portion of severance

Total current liabilities

Trust and scholarship accounts – Note 4Deferred capital contributions – Note 5Accrued severance pay

Net surplus (deficit), per accompanying statement

2002

$ 208,6279,425,983

635,488899,943

11,170,041

9,832,236388,706

$ 21,390,983

$ 6,229,4354,222,153

2,885972,241

3,559,1071,000,000

15,985,821

396,9823,073,8158,218,087

27,674,705

(6,283,722)

$ 21,390,983

2001

$ 2,313,9569,437,378

736,632563,825

13,051,791

10,300,806376,478

$ 23,729,075

$ 6,214,2223,899,156

38,6108,224

17,378794,458

3,349,1791,000,000

15,321,227

383,0783,372,7467,256,359

26,333,410

(2,604,335)

$ 23,729,075

See accompanying notes.


Statement of Changes in Net AssetsYear Ended March 31, 2002

Balance, beginningAs previously stated

Prior year’s adjustment – Note 11

Balance, as restated

Capital purchases from operating funds

Amortization of capital assets

Amortization of deferred capitalcontributions to income

Net book value of assets disposedduring the year

Surplus (deficit) of revenue overexpenditure per accompanyingstatement

Balance, ending

Operating

$ 2,073,142

2,073,142

(4,137,892)

4,826,937

(763,348)

243,943

(2,507,731)

$ (264,949)

Capital Assets

$ 16,266,606

(9,338,545)

6,928,061

4,137,892

(4,826,937)

763,348

(243,943)

$ 6,758,421

Severance andAnnual Leave

$ (11,605,538)

(11,605,538)

(1,171,656)

$ (12,777,194)

2002 Total

$ 6,734,210

(9,338,545)

(2,604,335)

(3,679,387)

$ (6,283,722)

2001 Total

$ 4,923,232

(9,391,562)

(4,468,330)

1,863,995

$ (2,604,335)



Statement of OperationsYear Ended March 31, 2002

Revenue – Schedule 1Grant-in-aidFacilitiesAdministrationInstructionalStudent servicesResaleApprenticeshipContract/community educationInternationalSpecial projects

Total Revenue

Expenditure – Schedules 2 to 12FacilitiesAdministrationInstructionalStudent servicesInformation technologyResaleApprenticeshipContract/community educationInternationalSpecial projects

Total expenditure

Surplus (deficit) before unfunded adjustments

Unfunded adjustments:SeveranceVacation pay

Total unfunded adjustments

Surplus (deficit) of revenue over expenditures

2002

$ 46,602,8316,614

927,16319,895,038

658,5534,347,0562,144,2329,439,565

699,3293,978,226

88,698,607

4,830,74314,950,63840,459,8165,996,2823,503,0315,004,6771,740,580

10,221,186885,596

3,613,789

91,206,338

(2,507,731)

(951,274)(220,382)

(1,171,656)

$ (3,679,387)

2001

$ 44,414,8006,598

1,386,33120,968,205

605,4374,283,0101,990,0869,759,758

382,6362,887,444

86,684,305

4,392,39614,213,60537,658,9225,533,1003,053,8704,766,6521,575,8369,540,336

532,3752,970,992

84,238,084

2,446,221

(350,295)(231,931)

(582,226)

$ 1,863,995



Statement of Cash FlowYear Ended March 31, 2002

Cash flows:Surplus (deficit) or revenue over expenditure

Add items of a non–cash nature:Loss of assetsLoss on disposal of capital assetsAmortization

Changes in:Current assetsTrust accountsCurrent liabilitiesAccrued severance

Financing:Change in deferred capital contributions

Investing:Proceeds from sale of assetsAdditions to capital assets

Net increase (decrease) in cash

Cash, beginning

Cash, ending

2002

$ (3,679,387)

114,11059,549

4,826,937

1,321,209

(223,579)1,676

664,594961,728

2,725,628

(298,931)

70,284(4,602,310)

(4,532,026)

(2,105,329)

2,313,956

$ 208,627

2001

$ 1,863,995

4,324,636

6,188,631

(3,899,839)(5,285)

1,778,828350,296

4,412,631

30,526

(5,098,489)

(5,098,489)

(655,332)

2,969,288

$ 2,313,956



Notes to the Financial StatementsYear Ended March 31, 2002

Authority and Purpose

The College of the North Atlantic (the College) operates under theauthority of the College Act, 1996, Province of Newfoundland andLabrador. In accordance with Section 6 of the College Act, 1996,the College is a statutory crown corporation and as such is not sub-ject to either Federal or Provincial income taxes and is exempt fromMunicipal taxes. The College is Newfoundland and Labrador’s pub-lic college. The College is committed to providing accessible,responsive, quality learning opportunities which prepare people tobecome self-sufficient contributors to social and economic devel-opment both in a provincial and global context.

1. Significant accounting policies:

The financial statements of the College have been prepared withinthe framework of Canadian generally accepted accounting princi-ples which requires the use of estimates and assumptions thataffect the amounts reported and disclosed in these statements andrelated notes. Any variations between these estimates and actualamounts are not expected to materially affect reported results. Themore significant accounting policies of the College are as follows:

(a) Revenue recognition

The College follows the deferral method of accounting for contri-butions which includes donations and government grants. Grantsfor expenditures of future periods are deferred and recognized asrevenue in the year in which the related expenditures incurred.Grants for capital assets are deferred and recognized as revenue onthe same basis as the acquired capital assets are amortized.

Revenue from contractual services is recognized as the service isdelivered.

(b) Basis of accounting

The College follows the accrual basis of accounting.

(c) Inventory

Inventory which consists mainly of books and food supplies isrecorded at the lower of cost or net realizable value.

(d) Capital assets

Capital assets recorded prior to the April 1, 1997 amalgamation ofthe former Colleges are recorded at either cost, nominal, or approx-imate fair value. Capital assets acquired after April 1, 1997 are

recorded at cost. Amortization is recorded on a straight line basisusing the following estimated useful lives:

Artwork No amortizationCapital improvements 10 and 5 yearsComputer and peripherals 3 yearsFurnishings 5 yearsInstructional equipment 5 yearsOther electronic equipment 5 yearsSoftware 3 yearsVehicles 5 years

One half year’s amortization is taken in the year of acquisition.

The value of donated artwork has not been recorded in these finan-cial statements. Due to the inability to secure professional apprais-al services, an accurate valuation of donated artwork could not beobtained at March 31, 2002.

Minor equipment purchases are charged to operations in the yearof acquisition.

On disposal, assets are removed from the accounts at their netbook value. Proceeds from disposals are recorded and any resultinggain or loss on disposal is realized.

(e) Severance and vacation pay

Severance and vacation pay are recorded on an accrual basis.

The College is liable for severance pay to employees who have nineor more years of continuous public service. An amount has beenrecorded in the financial statements to reflect this liability. No pro-vision for severance has been made for employees with less thanthe required years of service.

2. Receivables

Government of Newfoundland

HRD Subsidy

Students

Other

Less allowance for doubtful accounts

2002

$ 1,922,606

2,217,636

780,445

4,912,863

9,833,550

407,567

$ 9,425,983

2001

$ 1,333,882

5,068,000

701,558

2,627,221

9,730,661

293,283

$ 9,437,378


Notes to the Financial Statements

4. Trust accounts

Trust accounts represent donations and related interest restrictedfor scholarships, awards and other specified purposes. At year end,the trust funds had the following balances:

Bay St. George/Port aux BasquesStudent CouncilOlive Young MemorialDon WrightBusiness StudiesMineral TechnologyWilliam CoadyJenny Shears MemorialOther

Corner Brook/St. AnthonyEnvironmentalFisher InstituteForestryW.J. Howell

GanderAir France

ProvincialCouncilRoyal BankDon Warr

3. Capital assets

ArtworkCapital improvementsComputer and peripheralsFurnishingsInstructional equipmentOther electronic equipmentSoftwareVehicles

The land and buildings being used by the College, with the exception of some rental property, are the properties of the Province ofNewfoundland and Labrador. Expenditures for repairs and maintenance of these buildings, paid by the Province, are not recorded in thefinancial statements of the College.

Cost

$ 5,5005,606,332

15,429,417701,091

22,912,502463,119357,303

2,980,262

$ 48,455,526

AccumulatedAmortization

$4,553,620

11,618,916577,080

19,009,309412,618183,353

2,268,394

$ 38,623,290

Net Book Value

$ 5,5001,052,7123,810,501

124,0113,903,193

50,501173,950711,868

$ 9,832,236

2001

Net Book Value

$ 5,5001,384,0883,888,265

113,9494,213,885

60,666229,176405,277

$ 10,300,806

2002

$ 45,1786,4923,3656,5402,832

7161,963

96668,052

74,97613,4274,0672,433

94,903

14,77714,777

8,78352,15431,52792,464

2001

$ 45,6426,5573,4903,8032,734

7872,185

93366,131

76,24213,2524,4092,831

96,734

9,88053,24530,43693,561

2002


Notes to the Financial Statements4. Trust accounts (continued)

St. John’sGeneralHiberniaHomebuildersTaylorDavid SquiresJack McGrathJohn ReynoldsSeabornComputer StudiesKathy MurrayElizabeth Power-AndersonAlbright and Wilson

At year end, the trust accounts were invested as follows:RB SecuritiesMiscellaneous scholarships in general account

5. Deferred capital contributions

Deferred capital contributions represent the unamortized amount ofgrants and special funding received for the purchase of capitalassets. Changes in the deferred capital contributions balances areas follows:

Balance, beginning of yearContributions received for capital purposes - Provincial grants

- Special projectsAmortization of deferred capital contributions

6. Pensions

Under Section 26 of the College Act, 1996, College staff is subjectto the Public Service Pension Act, 1996. Employee contributionsare matched by the College and then remitted to the Province ofNewfoundland and Labrador Pooled Pension Fund from which pen-sions will be paid to employees when they retire.

20,43728,40823,64211,0988,7576,0925,9543,8473,4975,978

800

118,510

$ 388,706

$ 388,7068,276

$ 396,982

2002

$ 3,372,746514,493563,489

(1,376,913)

$ 3,073,815

2001

$ 3,342,220982,638352,503

(1,304,615)

$ 3,372,746

22,69829,35523,59611,4868,7435,8815,7484,1003,5694,810

66120,052

$ 376,478

$ 376,4786,600

$ 383,078


Notes to the Financial Statements11. Prior period adjustment

In previous years, the College capitalized only those assets pur-chased from use of capital grants received from the Province ofNewfoundland and Labrador. Capital assets purchased from revenueand from funds derived from special projects were expensed in theyear of acquisition. During the year, the College changed itsaccounting policy to comply with Canadian generally acceptedaccounting principles to record as capital assets all assets pur-chased from grants, operations, and special projects. As well, dur-ing the year, the College completed its project of inventory and val-uation of all capital assets. The effect of this change in accountingpolicy and project completion is that the opening net book valueof capital assets at March 31, 2001 has decreased by $5,965,801.

In prior years, the College recognized grants and special fundsrelated to the purchase of capital assets as an increase to capitalequity. During the year, the College changed its accounting policyto record these funds as deferred capital contributions. Revenuewill be recognized as the related assets are amortized. The effectof this change in accounting policy is that the deferred capital con-tributions increased to $3,372,746 at March 31, 2001.

During the year, the College changed its accounting policy of amor-tizing capital assets from declining balance to straight line to bet-ter reflect the economic useful life as disclosed in Note 1(d). Theeffect of this change in accounting policy is reflected in thereduced net book value described above.

12. Financial instruments

The carrying values of cash and cash equivalents, accounts receiv-able, accounts payable, and accrued liabilities, approximate theirfair values due to the relatively short periods to maturity of theseinstruments.

13. Comparative figures

Certain of the 2001 comparative figures have been reclassified toconform to the financial presentation adopted in 2002.

7. Lease commitments

The College leases some equipment under long-term operatingleases. Lease payments for the next four years, committed underoperating leases extending beyond one year, are as follows:

2002-2003 $ 520,370 2003-2004 281,143 2004-2005 278,932 2005-2006 152,739

8. Centre for Forest and Environmental Studies

The Centre for Forest and Environmental Studies (CFES) was estab-lished in 1990 and federally incorporated as a separate entity in1995. While all financial transactions have subsequently beenprocessed through the College, separate financial statements areprepared for CFES. By reciprocal resolution of the CFES and CollegeBoards, all assets and liabilities of CFES were assigned to theCollege on February 14, 2002, in preparation for the surrender ofCFES’ Charter. The Charter was surrendered to the Minister ofIndustry on July 23, 2002.

9. 10952 Newfoundland Inc.

10952 Newfoundland Inc. (operating as PNI Inc.) was originallyincorporated in May 2000 as Pivotal Networks Inc. Pivotal NetworksInc. subsequently changed its name to 10952 Newfoundland Inc. inDecember 2000. This corporation was a partnership between theCollege, Operation ONLINE, and Sun Microsystems of Canada Inc.The corporation ceased doing business as at January 31, 2002. TheConfirmation of Dissolution was received from the Registrar ofCompanies on April 14, 2002. While all financial transactions havebeen processed through the College, separate financial statementshave been prepared for 10952 Newfoundland Inc.

10. Comprehensive Agreement with the State of Qatar

The College entered into a comprehensive agreement with the Stateof Qatar to establish, staff, operate, and administer a College ofApplied Arts and Technology in Doha, Qatar on September 30,2001. The agreement, funded by the State, consists of a start-upphase (September 30, 2001 to August 31, 2002) and an operationalphase (September 1, 2002 to August 31, 2012) and is valued atapproximately $US 500 million (indexed to 2001). Currently, finan-cial transactions are being processed through the College. EffectiveSeptember 1, 2002, a separate financial system will be operational,in US dollars, and based in Doha, Qatar. Annual audits will be per-formed by an independent external auditor and reported both tothe State of Qatar and the College. For its services, the College willbe paid an annual Management Fee. The College’s liability will belimited to the amount of the management fee only.

College AdministrationBOARD OF GOVERNORSMoya Cahill, P. Eng.

Board ChairMichael J. Tobin, B. A.; B. A. (Ed.)

Vice ChairSusan Adams, FCAMartin CoadyEdward Delaney, B. A.; B. A. (Ed.); M. Ed Diane Hodge–BurtAudrey Manning, PhDBruce PateyJoan RobbinsArthur SkinnerStanley Sparkes, B. A.; B. A. (Ed.)Barbara Stone, B. A.; B. Ed.; B. Voc. Ed.Terry WhiteLeonard C. Winsor, AACI; P. APPPamela Walsh – President

HEADQUARTERS

PRESIDENT’S OFFICEPamela Walsh, B. Sc; B. Ed.; M. Ed.

PresidentKevin Baker, B. A. (Hon.); M. A.; LL.B

General Counseland Corporate Secretary

Giselle Borden,Secretary

Edith Pinsent,Secretary

STUDENT SERVICES DIVISIONBrian Tobin, B. Sc.; B. Ed.; M. Ed.

DirectorLinda Dunne, B. A.; B. Ed.

RegistrarBrenda Barrington, B. Voc. Ed.

Associate RegistrarIan Pye, B. Sc.

StatisticianCathy McCoy-O’Quinn,

Apprenticeship AdmissionsOfficer

Bev Hulan,Secretary

COLLEGE DEVELOPMENT DIVISIONStephen Lee,

Communications ManagerDonna Hobbs,

Advertising andPromotions Coordinator

Tanya Alexander, Public Information OfficerPaul O’Keefe, Graphic Artist, B. Des

PROGRAMS DIVISIONCyril Farrell, M. Ed

DirectorPhyllis Hibbits,

SecretaryMarian Andrews, B. Voc. Ed.; M. Ed.

Chair (Programs)Blake Cryderman, M. A.; P. Ag.

Chair (Community, Corporate,and International)

George Anderson, B. Voc. Ed.; M. Voc. Ed.School Chair (Industrial Trades)

Greg Chaytor, M. Ed.; P. Eng.School Chair(Information Communications Technologyand Engineering Technology)

Donna Henderson, B. Sc. (Phm.); M. Sc.; PhDSchool Chair (Health Sciences)

Linda White, M. EdSchool Chair (Applied Artsand Business Studies)

Jenny Banfield,Secretary

ADMINISTRATION DIVISIONRobert Rideout, B. Comm (Hon.); MBA

DirectorRichard Vivian,

Associate Director (Finance)Annette Morey, ComptrollerLilly Squires,

Accounting ManagerJoanne Merrigan,

Payroll SupervisorWayne Hann, B. Sc.

Manager (Information Technology)Gary L. Comeau,

Manager (Information Technology)Walter Legge,

Labour Relations OfficerDebbie White,

SecretaryKeith Windsor, B. Comm.; C.G.A.

Budgets/Internal Audits ManagerJennifer Langdon, B. Comm.; C.G.A.

Budgets/Internal Audits ManagerMike Campbell,

Facilities ManagerDale Burton, B. Comm.

HR ManagerCindy Brinston, B. A. (Ed.)

HR ManagerBeverley Janes,

HR ManagerJennine McDonald, B. Comm.

HR ManagerRoseanne Hammond,

HR Manager

DISTRICT ADMINISTRATION

DISTRICT ONEBob Simms, B. Sc.; B. Ed.; M. Ed.

District Administrator Winnie Montague, B. Voc. Ed.

Associate District AdministratorRobin Walters, M. Sc.; B. Sc.; B. Ed.

Associate District Administrator

DISTRICT TWOGlenn Dicks, B. A.; B. Ed.; M. Ed.

District AdministratorBrent Howell, B. A.; B. Ed.

Associate District AdministratorElizabeth Chaulk, B. Sc. (Honours); M. Ed.

Associate District AdministratorLorne King, B. Ed.; B. Sc.

Associate District AdministratorCyril Organ, B. A.; B. Ed.; M. Ed.


DISTRICT THREEColin Forward, B. Eng.; B. Ed.; P. Eng.

District AdministratorGeoff Kelly, M. Ed.

Associate District AdministratorMac Moss, M. Ed.

Associate District AdministratorBrenda Tobin,


DISTRICT FOURMarilyn Coles–Hayley, B. Voc. Ed.; M. Ed.

District AdministratorGerald O’Reilly,

District AdministratorBrenda Reid, B. Voc. Ed.; M. Ed.

Associate District AdministratorFintan Mullaley,

Associate District AdministratorDennis Walsh,

Associate District AdministratorConrad Maillet,


DISTRICT FIVESteve Quinton, B. Voc. Ed.; M. Ed.

District AdministratorD. Bruce Baker, B. A.; B. Sc.; M. Ed.

Associate District AdministratorGail Gosse, B. A. (Ed.); M. Ad. Ed.

Associate District AdministratorDaniel Wong, PhD; MBA; B. Eng.; P. Eng.

Associate District AdministratorEverett G. Fancey, B. Eng.; M. Eng.; P. Eng.

Associate District AdministratorDonna Henderson, B. Sc. (Phm.); M. Sc.; PhD

Associate District Administrator Bill Whalen, B. A.; B. A. (Ed.)

Associate District AdministratorDeborah Newhook, B. A.; B. Ed.


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college of the north atlantic annual report 2001–2002 · 22 challenges/opportunities 24...

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