College Of The North Atlantic

The meeting addressed several agenda items, including a motion to accept the agenda with revisions and the approval of the consent agenda, which contained the draft minutes from the October 9, 2025, Board Meeting. Key discussions involved tuition and fee increases across various categories (tuition, general fees, residence fees) by 3.98%, with provisos for further analysis on residence fees and food price increases. The Board received presentations on Leveraging Generative Artificial Intelligence for Teaching and Learning, 2024-2025 Key Performance Indicators scorecard results, and the November 2025 Strategic Plan update. The Finance Committee Report highlighted a presentation on HR Review, the status of the internal quality plan, and a quarterly financial update ending September 30th. The Foundation update noted full staffing and a completed proposal to Cenovus Energy. The Executive Committee reported on Board Composition as a risk area. The Governance Committee reviewed the Learning Request Form, and the Quality Committee focused on KPI reviews, ongoing program assessments, accreditations, and outstanding faculty recruitment and retention risks, particularly for Mining Technician and Refrigeration/Air Conditioning Mechanic instructors.

The meeting included discussions and presentations on various topics such as the External Auditor's Report, Audited Financial Statements, Modular Training Unit, Employee Experience, Strategic Plan 2023-2026 Update, Strategic Plan 2026-2029 Process Review, and Academic Plan 2026-2027. The board also reviewed reports from the Executive Committee, Finance Committee, Quality Committee, and Governance Committee. Additionally, there was an in-camera session and confirmation of upcoming board meetings.

The meeting included updates from the Board Chair and President, a presentation on student enrollment for 2025-2026, and a presentation on Strategic Enrollment Management. There was also an update on the Strategic Plan for 2023-2026, reports from the Executive, Finance, and Quality Committees, and a discussion on Policy GP-F-401 Contractual Agreements. The Board moved to an in-camera session and confirmed upcoming meeting dates.

This five-year fiscal recovery plan, introduced with Budget 2015, aims to fundamentally transform government operations and achieve a budget surplus by 2021. Key strategies include cost management, long-term infrastructure spending plans, and addressing program growth pressures, including collective agreements and inflationary costs in health and education. The plan focuses on making adjustments in public sector spending to ensure sustainable programs and services for the future.

The 2022-2026 Tourism Vision and Strategy for Newfoundland and Labrador serves as a roadmap to guide the province's tourism industry through recovery and sustainable growth. It establishes a regenerative tourism leadership approach, prioritizing places, economics, and the well-being of people and communities, in alignment with UN sustainable development goals. The strategy is implemented through three phases: Transition (2022-2023) to build capacity and restore pre-pandemic visitation, Transformation (2024-2026) for sustainable growth, and Thrive (Beyond 2026) for continuous adaptation. Key objectives include accelerating sector growth, enhancing resilience for tourism operators, creating exceptional experiences, driving innovation in the digital economy, and expanding the tourism season to a year-round destination.