2022-23 Annual Report

ACCOUNTABILITY STATEMENT

The Northwestern Polytechnic (NWP) Annual Report for the year ended March 31, 2023, was prepared under the Board's direction in accordance with the Fiscal PlanningandTransparencyActand ministerial guidelines established pursuant to the Post-secondary LearningAct . All material, economic, environmental or fiscal implications of which we are aware have been considered in the preparation of this report.

MANAGEMENT'S RESPONSIBILITY FOR REPORTING

Originalsignedby Shawna Miller Chair,BoardofGovernors

NWP's management is responsible for the preparation, accuracy, objectivity, and integrity of the information contained in the Annual Report, including the financial statements, performance results and supporting management information. Systems of internal control are designed and maintained by management to produce reliable information to meet reporting requirements. The system is designed to provide management with reasonable assurance that transactions are properly authorized, are executed in accordance with all relevant legislation, regulations and policies, reliable financial records are maintained, and assets are properly accounted for and safeguarded.

The Annual Report has been developed under the oversight of the institution audit committee, approved by the Board of Governors and is prepared in accordance with the FiscalPlanningandTransparency Actand the Post-secondaryLearningAct .

The Auditor General of Alberta, the institution's external auditor, appointed under the Post-secondary LearningAct , performs an annual independent audit of the consolidated financial statements which are prepared in accordance with Canadian public sector accounting standards.

Originalsignedby Justin Kohlman PresidentandCEO

MESSAGE FROM THE PRESIDENT

Over the last year, Northwestern Polytechnic (NWP) has continued to gain momentum and garner attention. Empowered with our new designation and polytechnic mandate, we are reaping the benefits from an energized and focused learning community. Working together with our staff, faculty, students and key partners, we have solidified our approach to becoming the most entrepreneurial polytechnic in Canada by 2034 with timely dialogue and collaborative strategy mapping.

Our Strategic Plan: EDGE of Distinction along with NWP's industry-aligned and regionally tailored Master Academic Plan provide clear avenues for enhanced competitiveness, distinction, growth, and success. In February 2023, we also completed a detailed Strategic Enrolment Action Plan, and we are in the process of nailing down the final elements of our NWP Capital Plan.

While all our plans provide a compass for the future, the hallmark of NWP remains our connection to community, commitment to industry and drive for seamless transition into productive careers. This annual report contains various examples of these elements and showcases the distance travelled during the 2022-23 period.

Naturally, we are immensely proud of our progress and increasingly optimistic about the future. NWP is working hard to leverage the distinctive entrepreneurial energy in our region while unlocking all the benefits of our changed designation.

As a polytechnic, we have been able to realize our long-held aspiration to become a degree-granting institution. NWP's Bachelor of Computing Science and

Bachelor of Business Administration are welcome additions and just the beginning of new and impactful local offerings.

NWP is continuing to tap into our polytechnic potential and sharpen our focus. Our four schools are steadily exploring new programming options, work-integrated learning partnerships, applied research solutions and strategic industry collocation.

Be it a dedicated teaching, research and learning space within the new state-of-the-art hospital, or a contemporary instrumentation lab that hums alongside industry, NWP is breaking new ground. We have also seen a surge in student demand, with the highest year-over-year enrolment growth rate in at least a decade. This validation of our collective efforts and responsive approach is encouraging.

As we look towards the future, we are grateful for the commitment and dedication of our learning community and valued supporters. Our continued progress is contingent on their vision, energy, and engagement. And as we evolve and adapt to the changes around us, one thing that will remain constant is our place in this region. We are incredibly fortunate to work alongside such knowledgeable and talented individuals and to be part of a vibrant community that cares.

Originalsignedby Justin Kohlman PresidentandCEO

MANDATE STATEMENT

Established under the Post-secondaryLearningAct (PSLA), the Board of Governors manages and operates the post-secondary institution within its approved mandate [PSLA Section 60(1)(a)].

Northwestern Polytechnic (NWP) of Alberta is a public, Board governed post-secondary learning institute operated as a Polytechnic Institution under the authority of the Post Secondary Learning Act of Alberta.

NWP has set an aspirational goal "to become the most entrepreneurial polytechnic in Canada." It intends on achieving this goal by fulfilling its role and mandate of offering engaging and empowering educational programs, and innovative and responsive applied research designed to meet the entrepreneurial needs of students, community and industry. NWP has and will continue to collaborate within the Campus Alberta system and use new approaches and new technology to deliver educational programs that create life-long learners with an entrepreneurial spirit. Entrepreneurial means helping students build confidence to turn risk into opportunity.

Mirroring the entrepreneurial community in which it operates, NWP will deliver an integrated learning approach to academics, and applied skills to help students create their dream job and contribute to the success of our region.

NWP provides students with the skills, support and knowledge required to meet key industry sectors including energy, health care, forestry, agriculture, business, communication, construction, public service and information technologies.

NWP provides learners with options for career and credential progression by offering academic upgrading, apprenticeship programs, certificate and diploma programs, as well as applied and baccalaureate degrees alone and in tandem with other providers.

NWP is valued for excellence in four program pillars: Skilled Trades, Health and Education, Applied Science and Technology, and Business. NWP cultivates public and private partnerships that enhance studentlearning outcomes and create career pathways, across its communities.

To advance its goal of growing its domestic, Indigenous and international student numbers, NWP offers a large selection of courses and programs through a variety of delivery methods, creating flexible learning pathways. In addition, NWP offers customized training and workforce development.

PUBLIC INTEREST DISCLOSURE (WHISTLEBLOWER PROTECTION) ACT

Northwestern Polytechnic is committed to providing a supportive environment where employees can disclose, make enquiries about, or seek advice regarding potential wrongdoing and cooperate in an investigation of wrongdoing without fear of reprisal.

In 2020-2021, Grande Prairie Regional College (GPRC) identified that an investigation was conducted with the assistance of the Office of the Public Interest Commissioner. The investigation concluded in 2022 and Northwestern Polytechnic (formerly GPRC) received the report from the Commissioner. The report recommended that the Board address an identified need for cultural reform. The current President had already identified this as an objective and had implemented processes to address this objective and Northwestern Polytechnic continues to execute on this initiative

OPERATIONAL OVERVIEW

Northwestern Polytechnic, one-year into polytechnic designation, is now a degree-granting institution with two new baccalaureate degrees in Business Administration and Computing Science. The institution has an institutional strategic plan and a Master Academic Plan firmly in place. We have a roadmap to reach our goal of becoming the most entrepreneurial polytechnic in Canada by 2034.

During the 2022-23 academic year, there was an added focus on expanding our signature programming in Business, Applied Sciences, Health, and Skilled Trades that will enhance access to a polytechnic education for our northwestern, Canadian and international communities Enrolment increases, shifts in student and market demand for certain programs, and leadership churn were noted contextual and organizational changes as we fully embody our Polytechnic mandate.

EXPANDING ACCESS AND ENHANCING THE QUALITY OF EDUCATION

NWP received Ministry approval to deliver a Bachelor of Computing Science and a Bachelor of Business Administration, enabling students to complete their degrees in Grande Prairie. We are honoured to accept our first cohort of students in Fall 2023.

With the benefit of continuous environmental scans, labour market analyses, and remaining responsive to our students and industry, we are introducing indemand programs in Applied Sciences, Business, and Health-related programs, and expanding Skilled Trades programming

EXPANDING ACCESS TO APPLIED SCIENCES PROGRAMMING

NWP’s School of Applied Science and Technology accepted the first applicants for the renewed University Transfer in Engineering Program. A milestone was achieved as NWP began accepting its first students into the third year of the Computing Science degree program

In addition, with the assistance of regional industry stakeholders, initial steps were taken towards expanding engineering offerings into two-year diploma programs, with curriculum work starting for NWP's first programs designed to meet Technology Accreditation Canada (TAC) requirements.

Work was also initiated on a two-year Humanities and Social Science credential to create programming to serve the workforce needs of community-based organizations and the broader social services sector.

EXPANDING ACCESS TO BUSINESS PROGRAMMING

NWP's School of Business was recently approved by the Government of Alberta to offer three new Business Administration Post-Diploma Certificates. The Business Administration Post-Diploma Certificate is for students who have a post-secondary credential (a diploma or bachelor's degree) and are looking for career-focused education and experience. This program is ideal for mature students interested in a new career as well as international students looking to enhance and focus their career-ready skills in an international setting. All students will learn fundamental business concepts in legal relations and business communications. In addition to completing these core business courses, students will have the opportunity to customize their certificate based on their career goals by selecting business electives from a variety of different specialization areas, including financial planning, marketing, and human resources management

Based on feedback from the Office Administration Program Advisory Committee, the Department of Business and Office Administration faculty updated the Office Administration Certificate program curriculum. This update includes new and innovative courses in emerging office technology, finance, and office simulations. With the new curriculum comes the new program name: Office Professional Certificate. This name better reflects the learning outcomes of the program

The Business and Office Administration faculty collaborated with Chartered Professionals in Human Resources (CPHR) to receive approval for NWP's Bachelor of Business Administration (BBA) CPHR Accreditation. Students who graduate from the BBA with a Human Resources emphasis are eligible to

waive the National Knowledge Exam (NKE) on their path to a CPHR designation

EXPANDING ACCESS TO NURSING PROGRAMMING

NWP has added to its growing healthcare presence in the region with the launch of a new Health Care Aide (HCA) program in Fairview. This program, along with additional seats for first-year applicants in the collaborative Bachelor of Science in Nursing (BScN) and Practical Nurse (PN), funded by the targeted expansion program, is part of the Alberta at Work initiative. These expansion seats support northern, regional learners, and Indigenous learners by providing more opportunities to pursue health-related occupations in our region.

For the 2022-23 academic year, the Nursing Education and Health Studies department moved into the new NWP healthcare education wing at the Grande Prairie Regional Hospital (GPRH); this state-of-the-art facility includes classroom space, nursing laboratory space, high fidelity simulation space, and open student study space. NWP's Bachelor of Science in Nursing, Practical Nurse Diploma, and Health Care Aide Certificate programs are all housed in the healthcare education wing of GPRH.

EXPANDING ACCESS TO SKILLED TRADES PROGRAMMING

NWP's School of Skilled Trades is the largest trades training institution in Northern Alberta and the fourth largest training institution in Alberta. The NWP Fairview campus was established in 1951 as the FairviewSchoolofAgricultureandHomeEconomics.

NWP hosts Canada's only Motorcycle Training and Apprenticeship program, which will celebrate 44 years of training in 2023, along with the only Harley Davidson® (HD) Technician Certificate in Canada for the past 34 years. The program at NWP is a cornerstone for Harley Davidson® training and continues to draw learners internationally. Our successful partnership with Finning Canada for the ThinkBig Finning Caterpillar Diploma Program continues to be the only one in Canada, and one that draws learners from across the nation

The School of Skilled Trades underwent operational realignments in the establishment of two academic departments: the Department of Construction Trades and the Department of Transportation Trades.

INSTITUTIONAL REALITIES AND CHALLENGES

During the fiscal year 2022-23, NWP experienced two key changes to its environment, both positive and challenging. These changes can be attributed to the evolving nature of our institution as it embodies its new polytechnic mandate.

The decline in enrolment numbers experienced in the last decade, accelerated by the pandemic, reversed course and brought renewed optimism for the future. Along with this surge in enrolment, a shift in student and market demand for certain programs was also observed The exploration of new program growth opportunities remains a top priority.

In addition, there were changes to the polytechnic's senior leadership team Leadership turnover, experienced during the fiscal year 2022-23, had both an energizing and moderating effect on the implementation of the institutional strategic plan. The departures of the Vice-President External Relations and the Dean of Skilled Trades were notable losses; an active search is underway. However, the recent addition of the Dean of Health and Education and the Dean of Students strengthened our programs and Student Experience areas Our institutional Strategic Plan: EDGE of distinction, provides the roadmap to navigate these changes at the leadership level.

ENROLMENT INCREASES

NWP had 1649.885 full-time load equivalents (FLE) for the 2022-23 academic year, an increase of 92.164 FLE from the previous year (see table on next page) This increase, however, is based on different reporting year between 2021-22 (Summer-Spring) and 2022-23 (Spring-Winter) When controlled for similar 2022-23 reporting timeframes, the net enrolment increase is 87.126 FLE. This being said, when analyzed more broadly, it should be noted that enrolment has reversed its decade-long downward trend and appears poised to sustain positive growth in the future.

An increase in international enrolment is the primary driver for observed increases in overall enrolment. This positive trend can be attributed to a number of converging factors: favourable international travel conditions, greater ease in securing a student visa, indemand programming, and a recent addition of a new Associate Dean of Student Recruitment.

Operational Overview

Domestic enrolment between 2021-22 and 2022-23 has followed a more nuanced trend. While overall domestic headcount slightly declined, more students are taking on full-time studies, increasing overall FLE numbers A closer look at enrolment by credentials indicates a shift towards apprenticeships, certificates and diplomas – all areas where new programming has taken effect in 2022-23, namely business administration, health and education, and skilled trades.

Taken together, new in-demand polytechnic programming, coupled with a focus on international student recruitment, has irrevocably altered the enrolment landscape

NWP has also submitted a suspension extension request for the Unit Clerk program until June 30, 2026 This program was initially suspended due to low labour market demand and the program requiring a curriculum update. Pre-employment Electrician continues to be suspended until June 30, 2025, due to low enrolment and the program requiring a curriculum update

ENTERPRISE RISK MANAGEMENT INITIATIVES

Enterprise Risk Management (ERM) is integral to NWP's physical and financial stability. In 2022-2023 the ERM unit supported the above initiatives through the following undertakings:

 The Risk Management Advisory Committee (RMAC) met five times to assess the risk register, validate risk treatments / risk mitigation strategies on existing and newly identified risks, and initiated / monitored action plans.

1. LERS reporting changes: academic year 2022-23 is from Spring 2022 to Winter 2023; academic year 2021-22 is from Summer 2021 to Spring 2022.

2. 2022-23 LERS actuals are not finalized as of May 2023. Unofficial apprenticeship enrolment numbers (Atoms) are included in Certificate above. Official Apprenticeship and Industry Training (AIT) enrolment numbers are forthcoming

3. Certificate credentials include standard, pre-employment and journeyman (apprenticeship) program types

4. Non-credentials include university transfers, open studies, and academic upgrading.

PROGRAM SUSPENSIONS

The Music Diploma and UT Music program was suspended due to low enrolment and labour market demand. Co-operative Trades Orientation (CTO) continues to be suspended until June 30, 2025. This was due to the program requiring a curriculum update, low enrolment, and lack of student demand. NWP will submit a suspension extension request for the Aboriginal Administration program until June 30, 2026 This program was initially suspended due to low enrolment and lack of student demand.

 ERM information was provided to the Executive team and the Board of Governors. The Manager of Enterprise Risk provided ERM information at Board of Governors Audit Committee meetings. Any extreme, high, or non-compliant risks noted would be addressed through strategic and operational action plans.

 Updated NWP's Enterprise Risk Management Policy, ERM Guidelines, and the ERM / RMAC SharePoint site.

 Met with departments to update the risk register per their specific areas.

 Worked with local municipal emergency preparedness and safety organizations on improving shared knowledge and emergency response processes.

 Provided tours to external emergency responders and contractors to inspect and maintain safety infrastructure.

 Scheduled an influenza and COVID-19 immunization clinic at the Grande Prairie campus.

 Facilitated fire drills at the Grande Prairie and Fairview campuses.

 Arranged for online Workplace Violence Prevention & De-escalation training for employees.

Goals, Priority Initiatives, and Expected Outcomes

GOALS, PRIORITY INITIATIVES, AND EXPECTED OUTCOMES

In accordance with the roles and mandates outlined in the Post-secondaryLearningAct , and as elaborated in the Roles and Mandates Policy Framework, a polytechnic institutional strategic plan was officially launched in March 2022. This ten-year strategic plan is designed to move our institution toward our aspirational goal of becoming the most entrepreneurial polytechnic in Canada by 2034. To that end, our newly developed strategic plan encompasses six overarching goals that our institution will achieve in one, three, five and ten years

 Every student has the opportunity to enrol in entrepreneurial education

 Design, develop and implement a Centre for Entrepreneurial Excellence

 Increase domestic and international enrolment

 Increase new non-provincial government funding

 Increase physical infrastructure utilization of our learning environment

 Become one of the top 100 employers in Canada

These overarching goals and key priority initiatives, along with the progress made since the plan's inception, are presented in the tables below. All initiatives listed below should be understood as ongoing work designed to be implemented within a ten-year window. Revisions to the institutional plan, along with key performance measures, are to be expected upon completing the integrated planning process.

A complete list of achievements can be found in this report. Programming activities are listed in the Operational Overview section. Applied research and scholarly activities can be found in the Research, Applied Research and Scholarly Activities. Student Support and Regional Stewardship can be found in the Regional Stewardship, Foundational Learning, Underrepresented Learners, and Information Technology sections of the report

ENTREPRENEURIAL EDUCATION

By 2034, Every Student Has The Opportunity To Enrol In Entrepreneurial Education

Alignment of Adult Learning System Principles: Accessibility, Quality, Accountability, and Coordination

Right-time Education

Evolve our programs to reflect industry/student demand and best practices; embrace nontraditional delivery.

 Approved Master Academic Plan, which includes a Strategic Enrolment Management (SEM) Plan, is implemented.

 Create and implement an unbiased, robust and consistent program review process to emphasize improved quality control and program renewal or discontinuance based on student demand, local economy and market demand.

 The Master Academic Plan, along with a SEM Plan was approved by the Board of Governors; SEM governance committee was established; integrated planning with all plans underway.

 A redesigned program review process, along with extensive data packages, was fully implemented, and scheduled yearly; Quality Assurance Lead position, mandated to oversee the program review process, is now filled; a critical review of the program review process is underway.

 Degree-granting: Bachelor of Computing Science and Bachelor of Business Administration degrees are accepting applications for Fall 2023; University Transfer in Engineering program is also accepting applications.

Goals, Priority Initiatives, and Expected Outcomes

PRIORITY

Right-time Education

Evolve our programs to reflect industry/student demand and best practices; embrace nontraditional delivery.

 Create an entrepreneurial education summary document by 2024.

 Develop and implemented a systematic approach to identify in-demand new programs.

 Create a dedicated tactical action plan for professionals to participate in life-long learning.

 Offers opportunities for grads to take entrepreneurial microcredentials.

 Develop asynchronous course offerings, alternative course start dates and course offering times, and offer courses in different locations.

CENTRE FOR ENTREPRENEURIAL EXCELLENCE

By 2034, A Fully Operational Center For Entrepreneurial Excellence

 Completed wide consultation to clearly define entrepreneurial education and entrepreneurial thinking, highlighting instructor roles along with the significant benefits to students.

 Expanded programming in 1) Health: Bachelor of Science in Nursing (BScN), Practical Nursing (PN) and Health Care Aide (HCA) Program; 2) Business Administration Post-Diploma Certificates

 Received GOA funding ($657K) to develop eight new micro-credentials offered through Continuing Education: Remote Piloted Aircraft, Bovine Ultrasound, Medical Office Administration, Electric Vehicle Service, Master Electrician Certification, Materials Handler, Animal Care Aide, and Indigenous Health, Mental Health and Addiction.

Alignment of Adult Learning System Principles: Accessibility, Quality, and Accountability

Implement a learning, teaching, and research environment that inspires, incubates and supports entrepreneurship in the community, through anticipation, leadership and strategic partnership.

 Approved integrated strategic plan for the Center for Entrepreneurial Excellence.

 Adopt performance metrics associated with faculty and student participation rates, applied research funding, industry needs assessment, and knowledge mobilization.

 Entrepreneurial learning and teaching centre staffed with expertise in entrepreneurial education by 2024.

 Vice-President Entrepreneurship and Partnerships position developed; active search underway.

 Conceptual design and business case for the Centre for Entrepreneurial Excellence in progress; environmental review of existing models; opportunities for collaboration.

 Proposed integrated strategic action plan that will leverage the entrepreneurial assets in Northwestern Alberta, attract opportunity, and deliver a distinctive student experience; current focus on entrepreneurial training and teaching centre, and industry partnerships.

Goals, Priority Initiatives, and Expected Outcomes

DOMESTIC AND INTERNATIONAL ENROLMENT

By 2034, 100% increase in domestic enrolment and 600 International Students

Alignment of Adult Learning System Principles: Accessibility, Affordability, Quality, and Accountability

Attract and Retain

Significantly attract and retain domestic and international lifelong learners and provide them with the confidence to turn risk into opportunity.

 Approved Strategic Enrolment Management Plan Fully implemented by Fall 2023; Adopted performance metrics associated with SEM tracking.

 Develop and implemented six sigma (customer service) training that delivers customer satisfaction

 Red tape reduction enacted; implemented "Lean Training" for staff and faculty

NON-PROVINCIAL GOVERNMENT FUNDING

By 2034, Secure $25 Million In New Non-Provincial Government Funding

Alignment of Adult Learning System Principles: Affordability and Accountability

Grow Non-Govt Revenue

Further reduce dependency on govt funding by entrepreneurially increasing funding sources through asset trust agreements, and other sources.

Enrolment Revenue Growth

Increase domestic and international enrolment revenue growth to reduce dependency on govt funding.

 Entrepreneurialized business services: Developed and implemented entrepreneurial tactics and actions to grow our nongovt revenue and identify efficiencies.

 Recruited grant seekers

 Created new and unique opportunities to grow nongovt revenue from Private Public Partnerships (P3)

 Aligned investment policy and advancement opportunities to vision and strategy

 Developed and implemented a tuition and fee pricing model to reflect perceived value

 Strategic Enrolment Management Action Plan approved by Board of Governors; SEM governance committee in place; strategies and tactics, short and long term, identified; initial SEM metrics identified.

 Attracting and retaining domestic and international students:

 Dean of Students recruited

 Established partnerships with international recruiters; a majority of international students have secured employment in our community through the active support of Career Services tailored workshops; a variety of well-attended cultural events were hosted, including; Diwali, Christmas Celebration with Santa, Lunar New Year, Holi, International Education Day, and Welcome BBQ Social.

 Awarded $1 million grant over five years to support regenerative agriculture.

 Ongoing review of investment policy and investment portfolio.

 Identified three parcels of land in the Hidden Valley subdivision for potential partnerships

 Developed, for the Board’s and province’s consideration, a business case to form NWP Properties Trust.

Goals, Priority Initiatives, and Expected Outcomes

PHYSICAL INFRASTRUCTURE UTILIZATION

By 2034, Reach 80% Physical Infrastructure Utilization Of Our Learning Environment

Alignment of Adult Learning System Principles: Affordability, Quality, and Accountability

Maximize Asset Utilization

Design and manage highquality spaces that enhance and support entrepreneurial education, facilitate teaching excellence, and foster positive on-campus learning and living experiences.

 Space audit conducted

 Developed a space management plan with standardization metrics

 Progressive yearly increases in physical infrastructure utilization of NWP's learning environment.

 Transitioned to multi-use spaces where possible

 Developed functional programs for each department

 Convert underutilized learning spaces to flexible touchdown, study and support services.

TOP 100 EMPLOYERS IN CANADA

By 2034, Be Nominated As One Of The Top 100 Employers In Canada

 ThinkSpace determined that utilization of learning space on the Grande Prairie campus prior to the Health Education Centre opening was approximately 25%.

 ThinkSpace, Facilities and Registrar's Office are building a space utilization database for the Fairview campus.

 The ten-year Capital Master Plan to better align with the new vision and mandate was submitted to Senior Leadership for review.

 Recommendations from ThinkSpace were incorporated into the ten-year Campus Master Plan with the goal to improve the utilization of the institution's physical infrastructure.

 Facilities continues to work with individual departments to develop functional programs which formalize physical space needs for each respective area

Alignment of Adult Learning System Principles: Affordability, Quality, and Accountability

Entrepreneurial Alignment

Clarity and commitment to an entrepreneurial mindset and strategy.

 Develop and implemented a new employee recruitment plan

 Develop and implemented a strategy-focused, intensive and collaborative, professional development process for all staff.

 Create a supportive environment for innovation and collaboration

 Adopt performance metrics associated with employee engagement, employee alignment, and professional development.

 Completed review of current onboarding practices and working on a new onboarding plan that will address responsiveness and reduction of red tape; setting up a mentorship program that will align like values across the organization.

 Provision of effective leadership and communication training to all staff and are looking to integrate entrepreneurial thinking into our recruitment and selection practices

 Established monthly meetings with respective employee groups to determine cultural needs, as well as, operational and how best to improve in this area.

 As part of the Employee Recognition Ceremony, introduced three new staff awards highlighting entrepreneurial mindset and innovation; conducted employee engagement survey to serve as a baseline for areas of growth and improvement

FINANCIAL AND BUDGET INFORMATION

The following information should be read in conjunction with the Northwestern Polytechnic (NWP) audited consolidated financial statements and accompanying notes for the year ended March 31, 2023 located at the end of this report.

NWP’s consolidated financial statements have been prepared in accordance with Canadian public sector accounting standards and represent the consolidated financial results of Northwestern Polytechnic and the Northwestern Polytechnic Foundation. This discussion and analysis provide an overview of NWP's:

 Financial Results

 Revenue and Expenses

 Capital Acquisitions

 Net Assets

 Areas of Significant Financial Risk

CHANGE IN FISCAL YEAR

The Polytechnic changed its fiscal year end to March 31, 2023 to coincide with that of the Government of Alberta. This change in fiscal year end was approved by the Minister of Advanced Education on December 14, 2021. Information included in the consolidated financial statements reflects the first complete fiscal period consisting of the nine months ending March 31, 2023 as compared to the twelve month period ending June 30, 2022. As a result, the two periods are not entirely comparable.

RESTATEMENT OF 2021-22 RESULTS

Effective July 1, 2022, the Polytechnic adopted the new accounting standard PS 3280 Asset Retirement Obligations (ARO) and applied the standard using the modified retroactive approach with restatement of prior year comparative information. On July 1, 2022, the Polytechnic recognized the following to conform to the new standard;

 Asset retirement obligations of $4.5 million;

 Asset retirement cost capitalized as an increase to the carrying amount of the related tangible capital assets in productive use of $4.5 million;

 Accumulated amortization on the capitalized cost of $2.9 million; and

 Adjustment to the opening balance of accumulated surplus of $2.8 million.

Asset retirement obligations relate to future anticipated costs to remediate hazardous substances. Only assets where there is a legal obligation to incur retirement costs in relation to a tangible capital asset upon renovation or decommissioning of the asset based upon current legislative have been recorded. At this time, NWP has identified and recorded costs to remediate buildings which contain asbestos and lead paint, and equipment which contain radioactive materials such as diagnostic x-ray equipment

FINANCIAL RESULTS

In June 2022, the Board of Governors approved a balanced operational budget for 2022-2023. NWP ended the fiscal year with an annual operating surplus of $4.0 million (annual operating surplus of $2.7 million in 2021-2022) plus endowment contributions of $0.6 million during the year, which has resulted in a total annual surplus of $4.6 million ($3.5 million in 2021-2022). The surplus was partially offset by a $0.5 million remeasurement loss ($2.0 million loss in 2021-2022) related to unrealized investment losses, resulting in an increase in net assets to $52.4 million ($46.4 million in 2021-2022)

REVENUE AND EXPENSES

Revenue for the 2022-2023 fiscal year totalled $50.2 million, $0.9 million more than budgeted.

Government of Alberta grants are the most significant source of revenue for NWP, with $34.2 million recognized in 2022-2023, slightly more than budgeted.

Student tuition and fees revenue was $0.9 million higher than budgeted due to an increase in FLE’s and an approved tuition and fee cost increase.

Revenue from sales of services and products is $0.7 million lower than budgeted due to lower than expected revenue from residence rentals, daycare fees and farm sales.

In the current year NWP experienced both realized investment income of $1.1 million and an unrealized investment loss of $0.5 million. This reflects the

ongoing volatility in the market which resulted in a $2.0 million unrealized investment loss in 2021-2022, and the success of NWP’s 2022 strategy to diversify its investment portfolio.

Expenses for the 2022-2023 fiscal year totalled $46.2 million, $3.1 million less than budgeted.

Salaries and benefits were the largest expense at $28.3 million ($39.0 million in 2020-2021), representing 61% of total expenditures for 2022-2023. Total costs related to salaries and benefits was $3.0 million less than budgeted due to the inability to fill several positions.

2022-23REVENUE(INMILLIONS) 2023-23EXPENSESBYFUNCTION(INMILLIONS)

REVENUEBYSOURCE

2021-22AND2022-23ACTUALSANDBUDGET (INMILLIONS)

EXPENSEBYOBJECT

2021-22AND2022-23ACTUALSANDBUDGET (INMILLIONS)

significant acquisitions included various instructional and other equipment for NWP, such as instrumentation equipment, boiler replacement equipment and the upgrade to the residence wireless equipment and materials

NET ASSETS

The Polytechnic ended the 2022-2023 fiscal year with a net asset balance of $52.4 million, an increase from $46.4 million at the end of 2021-2022. The increase was due to the annual surplus of $4.6 million

Net assets are comprised of (in millions):

Endowments $7.8

Internally restricted surplus $28.4

Investment in tangible capital assets $16.1

Accumulated surplus from operations $0.1

Net assets $52.4

Endowments consist of externally restricted donations received by the Polytechnic and internal allocations by the Polytechnic’s Board of Governors, the principal of which is required to be maintained intact in perpetuity. During the year, there were endowment contributions received of $0.6 million ($0.8 million for 2021-2022).

Internally restricted surplus represents amounts set aside due to the nature of the source of the funds or by the Board of Governors for specific purposes. During the year, the Board moved $4.9 million from Accumulated surplus to internally restricted surplus.

Within the internally restricted surplus, these funds were allocated to (in millions): Center for Entrepreneurial Excellence $10.0

$9.9

$4.0

$3.5

CAPITAL ACQUISITIONS

During the 2022-2023 fiscal year, acquisitions of tangible capital assets totalled $4.5 million, of which $2.2 million was funded internally. The most significant construction projects included building and site improvements on the Trelle Estate and modifications to the Fairview Nursing Lab and Classroom. Other

Investment in tangible capital assets represents the amount of the Polytechnic’s accumulated surplus that has been invested in capital assets. During the year, there was $1.5 million of acquisitions and disposals, $0.4 million of debt repayment and $1.4 million of amortization relating to internally funded tangible capital assets.

AREAS OF SIGNIFICANT FINANCIAL RISK

FISCAL UNCERTAINTY

The Campus Alberta grant is the primary source of funding for the Polytechnic’s day-to-day operating activities. Government is under pressure due to competing demands and the volatility of energy revenue. After several years of funding reductions, funding has stabilized. Government incentivizes indemand programming through the Targeted Enrolment Expansion grants throughout the year

The expansion of IMAs (institutional mandate agreements) require certain targets to be met and are somewhat unique to each institution while still rooted in Alberta 2030 Building Skills for Jobs provincial initiative. In 2022-23 up to 15% of base funding could be impacted in 2024-25 if targets are not met, 25% in 2025-26 and up to 40% in 2026-27. IMAs are an agreement between the Polytechnic and the Alberta government. If not met, they pose a risk to the institution.

The Polytechnic has a significant amount of space on both the Fairview and Grande Prairie Campus. This includes instructional, administrative, and residential space. The Campus Master Plan work anticipated to

be completed in 2023-2024 will guide the Polytechnic in the development of a plan that may include renovated, consolidated, and future space needs. The financial statement highlights that a significant part of the Polytechnic’s infrastructure is fully amortized and will require renovation or renewal to maintain its functionality

DEFERRED MAINTENANCE

NWP estimates that deferred maintenance costs are approximately $19.2 million over the next four years, including the replacement of capital assets nearing the end of their useful life. The Capital Maintenance and Renewal ("CMR") funding from the province for 2022-23 is $3.4 million. If this program funding remains static over the four-year period, there will be insufficient funds for deferred maintenance costs. As a result, NWP is focusing on ensuring proper prioritization of deferred maintenance items in order to maximize benefits and minimize negative impact on NWP and its students. The provincial budget for CMR does indicate that CMR funding is set to decline after 2023-2024. The combination of budgetary pressure as well as insufficient CMR funding will impact the ability for NWP to appropriately manage and address deferred maintenance risk.

CAPITAL PLAN

Marking our second year with polytechnic status, new strategic objectives were developed requiring NWP to re-evaluate its capital priorities. NWP is striving to be a leader in developing entrepreneurial excellence within academic programs, providing right-time education, and creating a supportive environment for innovation and collaboration. Investment in new and expansion projects will be fully aligned with the institution's strategic vision and our Investment Management Agreement with the Government of Alberta. NWP will remain focused on the preservation and maintenance of existing infrastructure that adds value for the learner

Key projects highlighted within this capital plan include:

 Developing new Power Engineering and Instrumentation training space on the Grande Prairie campus

 Establishing a Centre for Entrepreneurial Excellence

 Divesting of ageing infrastructure to reallocate funds for renewal and improve utilization

Our Capital Plan development in 2022-2023 primarily focused on strategic planning for the expansion of skilled trades, apprenticeship programming, and health education. The Provincial Government announced in Budget 2023, funding of $11.3 million over two years for the development of Power Engineering and Instrumentation Labs on the Grande Prairie campus. This project will allow NWP to meet growing demand for training in the Peace Region.

NWP's Health Education Centre welcomed its first students in the Fall of 2022. This move leaves under utilized spaces within the Douglas J. Cardinal (DJC) building. Planning for the repurposing of space within the DJC building is ongoing and evolving with the Campus Master Planning process. The second level HWing space previously occupied by our Nursing program has been earmarked to house the Centre for Entrepreneurial Excellence within the updated Campus Master Plan.

The Campus Master Planning process included extensive engagement with both internal and external stakeholders. NWP's learning community and business leaders participated in relationship-based visioning sessions where bold and challenging questions were welcome The completed plan will provide a reference point to help guide decisions over the span of 10 to 15 years. NWP's focus over the medium- to long-term will be reinvesting and depurposing ageing infrastructure to improve student experience, new programming and services, and renewing long-term infrastructure with efficiency upgrades that reduce consumption of utilities and our carbon footprint.

In addition, NWP is working on updating building and campus signage for both rebranding and wayfinding purposes. Bond Creative Inc. was contracted for the design and implementation of a new signage and wayfinding strategy. Installation of new exterior signage will be seen as early as Summer 2023, with the highlight being a new landmark sign for the Theatre Island welcoming community members to the Grande Prairie campus.

To continue delivering support and programming from our buildings, NWP must make maintenance a priority. Repairs will be focused on improving energy efficiency, reducing maintenance, increasing durability, enhancing aesthetic quality, and extending service life. NWP remains focused on its efforts to reduce deferred maintenance and ensure assets that provide value to the institution are preserved

Summary information for these priority projects and others are provided in the tables below.

TYPE OF PROJECTS AND FUNDING SOURCES

OTHER PROJECTS

OTHER PROJECTS (CONTINUED)

PROJECT TIMELINES AND STATUS

RESEARCH, APPLIED RESEARCH AND SCHOLARLY ACTIVITIES

Over the 2022-23 reporting year, NWP’s Applied Research office sought to better align activities with industry needs by focusing on its core strengths and by aligning applied research priorities with the new polytechnic mandate Student engagement and the integration of applied research with training programs for regional talent development and retention were the primary strategic focus.

THE NATIONAL BEE DIAGNOSTIC CENTRE

The National Bee Diagnostic Centre (NBDC) continued to expand its breadth of applied research services to the wider agricultural sector, particularly in the areas of crop and forage pollination and environmental DNA (eDNA) techniques for food quality and biodiversity monitoring. The expanded scope was made possible through the award of nearly two million dollars of applied federal, provincial, institutional, and industry research grants and service contracts.

Building on a growing record of student engagement, the NBDC secured funding for eight student internships, connecting students to industry through immersive field and laboratory-applied research experiences in the agriculture and energy sectors

NEW STRATEGIC DIRECTIONS FOR RESEARCH AND INNOVATION

Over the past year, NWP continued aligning applied research priorities with the new polytechnic mandate The Master Academic Plan, with the goal of raising $10 million in applied funding by 2024, will seek to invest in grant seekers, develop interdisciplinary studentapplied research courses for increased student engagement in research, and actively partner with industry in the design, implementation, evaluation, and dissemination of applied research. The receipt of federal funding from the Natural Sciences and Engineering Research Council of Canada (NSERC), to support regenerative agriculture, will enhance collaboration with regional partners and provide learning opportunities for our students.

SCHOLARLY ACTIVITIES

Teacher Education North (TEN) Coordinator, Dr. Jodi Peebles, published the article, "The experience of

parenting gifted children: A thematic analysis of interviews with parents of elementary age children", in Gifted Child Quarterly.

Dr. Fabio Minozzo, faculty member in the Kinesiology and Health Sciences department, co-authored an article in the European Journal of Applied Physiology titled "Functional exercise capacity in maximal and submaximal activities of individuals with polio sequelae." The study compared participants with polio sequelae, post-polio syndrome, and a control group, on exercise capacity.

NWP faculty and staff Ben Driedger, Megan Stone, Dr. Daryl White and Amanda Wills presented a roundtable discussion “Better Teachers, Better Learners”, as part of the MacEwan University Teaching and Learning Symposium: Navigating the Evolving Frontiers of Higher Education.

Many faculty members within NWP’s Department of Nursing Education and Health Studies have recently published articles, papers and/or are involved in noteworthy research projects. These include:

Tracy King, PhD candidate, recently published an editorial titled "Who Me? A Hermeneutic Dip into Impostor Phenomenon", in the Journal of Applied Hermeneutics.

Sherry Willett is currently involved in research titled, "Spiritual care: Development of a Nursing Student Resource." She plans to describe factors affecting nursing student effectiveness of spiritual care, identify current strategies to teach spiritual care within NWP’s Bachelor of Science in Nursing (BScN) curriculum, and then develop a resource to help nursing students provide spiritual care.

Nicole Kerschbaumer is a member of the genomics research team currently working on a collaborative project, through Athabasca University with TAMKFinland, that is exploring how to integrate genomics into nursing through a nursing education lens using the ASIGN tool.

Dr. Deena Honan was a conference guest speaker on “Followership in Nursing”, as part of the Saskatchewan Union of Nurses’ SUN Power Conference.

Teresa Evans, PhD candidate, is engaged in a variety of different research and scholarly initiatives. She was

part of the team who published a paper, “Implementation of a collaborative online international learning program in nursing education: Protocol for a mixed methods study”, in the peer-reviewed journal BMC Nursing.

Teresa is also leading a team of faculty members with their continued work on the Collaborative Online International Learning (COIL) research project. This project is a partnership between NWP and the Holmesglen Institute in Australia and focuses on creating multiple online virtual communities to facilitate collaborative research and provide access to

resources that will enable nursing students to work together regardless of their global location and enhance the future nursing workforce.

Teresa presented her team’s ongoing work in support of COIL at three separate conferences. She also recently presented, in collaboration with Darlene Horseman and Debra Kiegaldie, at the Alberta Colleges and Institutes Faculties Association (ACIFA) Conference on the topic, "Hearing the Indigenous voice through an online international nursing education collaboration."

REGIONAL STEWARDSHIP, FOUNDATIONAL LEARNING, AND UNDERREPRESENTED LEARNERS REGIONAL STEWARDSHIP

Our new polytechnic mandate reinforced our commitment and dedication to our Northwestern region. During the academic year 2022-23, we focused on immersing our learners in real-world experiences, leveraging partnerships to build capacity in our region, providing life-long learning opportunities through varied programming offered by Continuing Education, and providing support services to better serve our underrepresented populations.

IMMERSING OUR LEARNERS

Students from NWP's Department of Business Administration participated in the annual Alberta Dean’s of Business Case Competition hosted inperson for the first time in three years at Bow Valley College. The Case Competition is a three-day event where students from across the province analyze a real-world business case and present their recommendations to a panel of judges. This year's case was an exciting one on a virtual reality game called Muffin Fight. NWP is scheduled to host the 2024 Alberta Dean's of Business Case Competition in Grande Prairie in March 2024

Each year a business conference is produced by students for students in the Contemporary Issues in Business course. The 2023 theme "Beyond Business" focused on well-being and inclusion. Elder Theresa Gladue opened the conference on the main stage with a blessing; a student presented a personal story on mental health and there was a musical appearance from a faculty member. This year, students invited the public to attend a fireside discussion with keynote speaker Komal Minhas on inspiration, diversity, and entrepreneurship The diverse breakout room presentations from local business and community leaders sparked ideas and acceptance. The conference offered a business lunch with networking games, a 360-degree camera, and a chance for students to connect.

This past Fall, Project Management students, completed fundraising projects for the United Way, Sunrise House, Youth on the Rise, and NWP's Room of Plenty. The projects for the United Way were particularly successful: one group held a Fun Fair at NWP with games, and desserts for sale, and another

group organized a bowling event and silent auction. Another successful fundraiser was a volleyball tournament for Sunrise House, which garnered approximately 80 participants and raised awareness for the charity

NWP's Business Administration Department, in partnership with Chartered Professional Accountant (CPA) Alberta, hosted a tax clinic for the 2022 tax season. CPA Alberta's Tax Preparation program brings together Community Partners and CPA volunteers from across the province to assist low-income Albertans in completing their personal tax returns free of charge. This year, NWP became an approved Community Partner, allowing accounting students to help eligible students file their tax returns with assistance from CPA volunteers. The experience benefited the student community while providing future accountants with an opportunity to apply their knowledge in a real life setting.

Students in the Kinesiology and Health Sciences department worked with the Grande Prairie Regional Sport Connection to organize and put on the Northwest Alberta Sport Excellence Awards in March 2023. The event recognizes the work of outstanding athletes, coaches, officials, and sport builders throughout northwestern Alberta and is attended annually by approximately 200 people, including dignitaries from the region. The event provided students with hands-on experience leading up to and during the event

NWP fourth-year nursing students enrolled in leadership courses had the unique opportunity to work directly with nurse leaders in Grande Prairie and surrounding area In this mentored role, nursing students to immerse themselves in leadership responsibilities such as accreditation, quality assurance, recruiting, education initiatives, policy development, and auditing. While the nurse leaders have been impressed with this clinical course leadership initiative, the students have benefited with increased confidence, transformational leadership role practice, and the ability to work and build relationships with community stakeholders. In the final weeks of the course, students develop and present poster presentations to showcase, share and discuss

their learning with peers, faculty, local nurse leaders and unit managers

Fourth-year Teacher Education North (TEN) students travelled overnight to High Prairie and Fort Vermillion to visit remote and reserve schools as part of a Travel and Learn road trip. The school division hosted a dinner and recruitment event for the cohort and provided information on teaching in their divisions.

LEVERAGING PARTNERSHIPS

In 2022-23, NWP's School of Skilled Trades assisted the local high schools in Fairview with trades instruction delivery. This allowed both Fairview High School and Hines Creek High School to receive on-site trades training instruction for their students. New pathways are being considered and developed to lead to dual credit opportunities for the region for these students. Fairview High School received a $17,000 Canadian Welding Bureau (CWB) grant, and NWP instructors assisted with the construction of four welding booths, three gas welding stations and a plasma cutting booth

NWP has grown a strong relationship with the Canadian Welding Bureau (CWB) over the last decade, and it continues to grow stronger as new projects and partnership opportunities arise. In 2022, CWB began collaboration with NWP to offer level 1 and level 2 welder testing, in addition to delivering pre-employment program opportunities.

NWP continues to partner with Spartan Controls Inc. to establish all four levels of Instrumentation Apprenticeship in the region. This partnership will work to enhance Instrumentation training in the region.

Professional driver training continues to be the most sought-after program. To meet learner demand, Continuing Education hired an additional driving instructor and partnered with four local companies for equipment: RB Oilfield Hauling, Diversified Transportation, PVT Group and JDA Oilfield Hauling. Furthermore, Continuing Education expanded the professional driver training portfolio to include Class 2 driver training. The department now offers training for Class 1, 2, 3, and 6.

NWP, in partnership with the Grande Prairie & District Chamber of Commerce, the city of Grande Prairie, the County of Grande Prairie, the MD of Greenview, and Alberta Labour and Immigration, developed a RegionalWorkforceDevelopment StrategicActionPlandesigned to address labour market needs, seek out opportunities and help focus our efforts on the best ways to achieve sustainable economic growth and prosperity in our region. The goal is to provide a collaborative and coordinated approach to workforce development that will ensure that workers are equipped with the right skills to drive our economy and are provided with the support needed to stay in our region.

PROVIDING LIFE-LONG LEARNING OPPORTUNITIES

The 2022-23 fiscal year saw many exciting developments for the Continuing Education department, including expanding program offerings, acquiring government funding, and strengthening industry partnerships

Continuing Education received funding from Alberta Advanced Education to offer eight new microcredentials, including Bovine Ultrasound, Electric Vehicle Maintenance, and Medical Office Administrator. These micro-credentials will be offered on an ongoing basis, with some launching as early as Spring 2023.

Continuing Education continued to expand Health Education offerings with the addition of the Supportive Care Assistant program and the Sexual Assault Nurse Examiner micro-Credential. Additionally, in the fall Continuing Education was selected to receive funding from Alberta Culture to develop and launch a Rural Sexual Assault Support micro-credential.

In August 2022, Continuing Education excitedly welcomed NWP's Children's Demonstration Daycare into its portfolio. The Children's Demonstration Daycare maintains its exemplary reputation within the community, providing quality care to 52 children. Additionally, the daycare offers valuable practicum experiences for students enrolled in the Early Learning and Childcare program.

FOUNDATIONAL LEARNERS

The Department of Academic Upgrading is a pivotal component in polytechnic programming for our Northwestern region. The provision of foundational learning opportunities to adult learners in the region creates pathways to post-secondary education programming and new career possibilities. Academic Upgrading continues to offer students high school prerequisite courses creating pathways to new career possibilities and post-secondary education programming, such as apprenticeships, certificates and diplomas, and degree programs

SERVING UNDERREPRESENTED LEARNERS

FINANCIAL SUPPORTS

NWP is committed to supporting students who may face challenges participating and completing their post-secondary goals.

For the 2022-23 academic year, a total of $362,845 in award funds was disbursed to 345 students through scholarships and bursaries. A total of $277,466 grant funds was disbursed to 184 students through scholarships provided by the Government of Alberta. This includes $112,000 awarded to 32 students for the Indigenous Careers Award. NWP has a solid Financial Aid team that provides support to students in navigating funding for their education, whether it be through scholarships, awards, bursaries, sponsorships, or student loans

LEARNING COMMONS

The Learning Commons is a centralized and collaborative space, offering services and resources to aid learning, teaching and researching at NWP. It continues to serve as the academic heart of our institution and a place for students, faculty, and the community to engage, learn and discover together.

Over the 2021-22 reporting period, the Learning Commons served a growing number of students. The number of students requiring accessibility accommodations and academic support rose sharply as new and continuing student cohorts returned to inclass learning after two years of predominantly online activities

INDIGENOUS EDUCATION

NWP is a signatory institution of the Indigenous Education Protocol, one of eight post-secondary institutions in Alberta. In doing so, we affirm the

importance of Indigenous education and commit to seven protocols that outline the structures and approaches required to address the needs of our Indigenous learners and our Indigenous communities in support of self-determination and socio-economic development.

Indigenous Services includes the Indigenous Liaison Coordinator, the NWP Elder in Residence, the NWP On-Campus Friendship Centre, and the NWP OnCampus Friendship Centre Outreach Worker.

Indigenous Services offers students support on their journey of furthering their education, by recognizing and promoting the need to weave together the world of an Indigenous person with a student's life. Students can expect that Indigenous Services will champion Indigenous culture and ensure that it is celebrated and honoured within NWP

Our NWP Elder in Residence program is offered through Indigenous Services, and it provides students with a consistent and approachable Elder who can help address the struggles of being a student. They give guidance on incorporating traditional life with the life of being a student. Additionally, the Elder in Residence provides teachings about Indigenous culture and spirituality, advises faculty and administration, and gives class presentations when invited to do so

Many students, prospective students, staff, faculty, and community members have accessed initiatives and opportunities provided by Indigenous Services throughout the academic year, such as:

 149 individuals attended Drop-In Smudge

 230 participants attended Cree with Kokum

 100+ students and community members attended weekly opportunities for Traditional Drumming and Singing

 120+ individuals attended the Celebrating Diversity event held in recognition of the International Day for the Elimination of Racial Discrimination

 160+ students and community members attended weekly beading sessions in partnership with Traditional Paths Society

To honour the 2022 National Day of Truth and Reconciliation, Indigenous Services offered opportunities to share knowledge and recognize the importance of this day.

Regional Stewardship, Foundational Learning, and Underrepresented learners

Initiatives and opportunities included:

 Distributing over 400 Orange T-shirts pins, which included QR codes to access informative and important websites (Truth and Reconciliation Commission of Canada, CBC’s Beyond 94, United Nations Declaration on the Rights of Indigenous People, and the orangeshirtday.org)

 Three lectures on the history of Residential Schools

 A Kiaros Blanket Exercise, which had over 40 participants

To celebrate and honour Métis Week, Indigenous Services initiated Métis Flag Raising ceremonies and events on both campuses. This marked the first time the Métis flag was raised on the Fairview campus. Events included free Application Week for all Indigenous students, Métis Finger Weaving in the NWP On-Campus Friendship Centre, Métis Dot Art workshop delivered by a Métis Knowledge Keeper and Storyteller, and a Métis Kitchen Party

The NWP Circle of Indigenous Students is a studentelected Board that is considered to be the collective voice of the Indigenous student population at NWP.

They are guided by the Indigenous Services team and aim to incorporate and celebrate Indigenous culture, community connection, and student connection. They plan and host many student-centred events and initiatives throughout the year, such as grocery bingos, family-focused events, the NWP Circle of Indigenous Students Year End Celebration, as well as raising awareness for Indigenous social issues.

The NWP On-Campus Friendship Centre is a partnership between NWP and the Grande Prairie Friendship Centre. It was created to "support a smooth transition for students entering our community to become students of the polytechnic " The OnCampus Friendship Centre is open to all students and provides a warm, welcoming environment for students to connect with each other, meet faculty and staff, and seek out existing community support to help adjust to post-secondary life and/or life in a new city Students have the opportunity to attend a Welcome Tea and Bannock, student gatherings, potlucks and parties, presentations from outside agencies, and a study club.

INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY ADVANCEMENTS

In the past year, the technological landscape has continued to evolve, and the department of IT Services continues to adapt to meet changing needs. Demand for support continues to increase alongside the new programs, academic and business processes, and the changing nature of in-person, remote, and hybrid service delivery. Despite the challenges, the IT team has made great strides in ensuring that our organization's IT infrastructure is robust, secure, and resilient. We have also made significant changes to its IT staffing structure, recognizing the need to bring in new skills and perspectives to help us navigate the rapidly changing IT landscape.

2022-23 PROJECTS:

The following summarizes some of the major projects undertaken or completed in 2022-23:

GRANDE PRAIRIE REGIONAL HOSPITAL

The completion of the IT infrastructure in the Learning Space at Grande Prairie Regional Hospital is a significant achievement. Hospitals are complex environments with unique challenges, and this project took careful planning, coordination, and execution over several years. The hard work, dedication, and commitment of the IT department members who were part of this project cannot be understated.

The IT department will continue to play a vital role in setting up the Learning Space, as it involves the integration of various technologies and systems, such as computers, projectors, audio-visual equipment, and network infrastructure. The IT team must ensure that the Learning Space is equipped with the latest and most reliable technology to provide an optimal learning environment for healthcare professionals

Additionally, the IT department must also consider the security and privacy requirements for the Learning Space, as it may contain sensitive information about patients and medical procedures. Overall, the successful implementation of a Learning Space within a hospital is a significant accomplishment for the IT department, as it demonstrates their ability to provide innovative solutions that improve the quality of care and education for healthcare professionals

PROCESS OPTIMIZATION

Information Technology has been working to improve internal institution processes within the last year. Our focus has been on understanding the human components of our work to better implement various technological tools and software, automate operations, streamline workflows, and deliver more value as a department. Using Agile, Lean, and Kanban tools, we focus on organizing work to deliver tangible value to our stakeholders.

CYBERSECURITY

Securing the data, network, servers, software, and devices that makeup IT systems continues to be a high priority. Over the past year, we have improved our infrastructure and refined our tools to detect and respond to increasing threats. Further refinement of our security policies, procedures, and protocols allow us to contain and mitigate any possible security incidents quickly By improving our monitoring, detection, and response capabilities, we are better equipped to safeguard our systems and data against a wide range of cyber threats

WIRELESS UPGRADES

Over the past year, we have implemented wireless upgrades to enhance the connectivity and performance of our networks in a way that scales up to meet demand. These upgrades have included deploying additional access points to increase coverage, bandwidth upgrades to support higher data transfer rates, and implementing the latest wireless technologies to improve reliability and security. This has translated into a better user experience for our staff and students, who can now access the network from virtually anywhere on campus with greater ease and efficiency. Additionally, these upgrades have enabled us to support the growing demand for wireless connectivity, especially for students using their personal devices.

Northwestern Polytechnic CONSOLIDATED FINANCIAL STATEMENTS

March 31, 2023

Statement of Management Responsibility

The consolidated financial statements of Northwestern Polytechnic (Polytechnic), have been prepared by management in accordance with Canadian public sector accounting standards as described in note 2 to the consolidated financial statements. The consolidated financial statements present fairly the financial position of the Polytechnic as at March 31, 2023 and the results of its operations, remeasurement gains and losses, change in net financial assets and cash flows for the nine-month period then ended.

In fulfilling its responsibilities and recognizing the limits inherent in all systems, management has developed and maintains a system of internal control designed to provide reasonable assurance that the Polytechnic's assets are safeguarded from loss and that the accounting records are a reliable basis for preparation of the consolidated financial statements

The Board of Governors is responsible for reviewing and approving the consolidated financial statements, and overseeing management's performance of its financial reporting responsibilities

The Board of Governors carries out its responsibility for review of the consolidated financial statements principally through its Audit Committee. With the exception of the President, all members of the Audit Committee are not employees of the Polytechnic. The President is an ex-officio member of the committee and is ineligible to vote. The Audit Committee meets with management and the external auditors to discuss the results of audit examinations and financial reporting matters. The external auditors have full access to the Audit Committee, with and without the presence of management

These consolidated financial statements have been reported on by the Auditor General of Alberta, the auditor appointed under the Post-secondaryLearningAct . The Independent Auditor's report outlines the scope of the audit and provides the audit opinion on the fairness of presentation of the information in the consolidated financial statements.

Originalsignedby

Originalsignedby

Karl Germann, M. Ed. President and CEO Vice-President Corporate Services

Justin Kohlman

Independent Auditor’s Report

TotheBoardofGovernorsoftheNorthwesternPolytechnic Report on the Consolidated Financial Statements

Opinion

IhaveauditedtheconsolidatedfinancialstatementsoftheNorthwesternPolytechnic(theGroup), whichcomprisetheconsolidatedstatementoffinancialpositionasatMarch31,2023,andthe consolidatedstatementsofoperations,remeasurementgainsandlosses,changeinnetfinancial assets,andcashflowsforthenine-monthperiodthenended,andnotestotheconsolidatedfinancial statements,includingasummaryofsignificantaccountingpolicies.

Inmyopinion,theaccompanyingconsolidatedfinancialstatementspresentfairly,inallmaterial respects,theconsolidatedfinancialpositionoftheGroupasatMarch31,2023,andtheresultsofits operations,itsremeasurementgainsandlosses,itschangesinnetfinancialassets,anditscashflows forthenine-monthperiodthenendedinaccordancewithCanadianpublicsectoraccounting standards.

Emphasis of matter – change in fiscal year end

IdrawattentiontoNote4oftheconsolidatedfinancialstatementthatdescribesthechangeinfiscal yearendfromJune30toMarch31.Myopinionisnotmodifiedinrespecttothismatter.

Basis for opinion

IconductedmyauditinaccordancewithCanadiangenerallyacceptedauditingstandards.My responsibilitiesunderthosestandardsarefurtherdescribedinthe Auditor's Responsibilities for the Audit of the Consolidated Financial Statements sectionofmyreport.IamindependentoftheGroupin accordancewiththeethicalrequirementsthatarerelevanttomyauditoftheconsolidatedfinancial statementsinCanada,andIhavefulfilledmyotherethicalresponsibilitiesinaccordancewiththese requirements.IbelievethattheauditevidenceIhaveobtainedissufficientandappropriateto provideabasisformyopinion.

Other information

Managementisresponsiblefortheotherinformation.Theotherinformationcomprisesthe informationincludedinthe Annual Report,butdoesnotincludetheconsolidatedfinancial statementsandmyauditor’sreportthereon.The Annual Report isexpectedtobemadeavailableto meafterthedateofthisauditor’sreport.

MyopinionontheconsolidatedfinancialstatementsdoesnotcovertheotherinformationandIdo notexpressanyformofassuranceconclusionthereon.

Inconnectionwithmyauditoftheconsolidatedfinancialstatements,myresponsibilityistoreadthe otherinformationidentifiedaboveand,indoingso,considerwhethertheotherinformationis materiallyinconsistentwiththeconsolidatedfinancialstatementsormyknowledgeobtainedinthe audit,orotherwiseappearstobemateriallymisstated.

Classification: Public.

If,basedontheworkIwillperformonthisotherinformation,Iconcludethatthereisamaterial misstatementofthisotherinformation,Iamrequiredtocommunicatethemattertothosecharged withgovernance.

Responsibilities of management and those charged with governance for the consolidated financial statements

Managementisresponsibleforthepreparationandfairpresentationoftheconsolidatedfinancial statementsinaccordancewithCanadianpublicsectoraccountingstandards,andforsuchinternal controlasmanagementdeterminesisnecessarytoenablethepreparationoftheconsolidated financialstatementsthatarefreefrommaterialmisstatement,whetherduetofraudorerror.

Inpreparingtheconsolidatedfinancialstatements,managementisresponsibleforassessingthe Group’sabilitytocontinueasagoingconcern,disclosing,asapplicable,mattersrelatedtogoing concernandusingthegoingconcernbasisofaccountingunlessanintentionexiststoliquidateorto ceaseoperations,orthereisnorealisticalternativebuttodoso.

ThosechargedwithgovernanceareresponsibleforoverseeingtheGroup’sfinancialreporting process.

Auditor's responsibilities for the audit of the consolidated financial statements

Myobjectivesaretoobtainreasonableassuranceaboutwhethertheconsolidatedfinancial statementsasawholearefreefrommaterialmisstatement,whetherduetofraudorerror,andto issueanauditor'sreportthatincludesmyopinion.Reasonableassuranceisahighlevelofassurance, butisnotaguaranteethatanauditconductedinaccordancewithCanadiangenerallyaccepted auditingstandardswillalwaysdetectamaterialmisstatementwhenitexists.Misstatementscan arisefromfraudorerrorandareconsideredmaterialif,individuallyorintheaggregate,theycould reasonablybeexpectedtoinfluencetheeconomicdecisionsofuserstakenonthebasisofthese consolidatedfinancialstatements.

AspartofanauditinaccordancewithCanadiangenerallyacceptedauditingstandards,Iexercise professionaljudgmentandmaintainprofessionalskepticismthroughouttheaudit.Ialso:

• Identifyandassesstherisksofmaterialmisstatementoftheconsolidatedfinancialstatements, whetherduetofraudorerror,designandperformauditproceduresresponsivetothoserisks, andobtainauditevidencethatissufficientandappropriatetoprovideabasisformyopinion. Theriskofnotdetectingamaterialmisstatementresultingfromfraudishigherthanforone resultingfromerror,asfraudmayinvolvecollusion,forgery,intentionalomissions, misrepresentations,ortheoverrideofinternalcontrol.

• Obtainanunderstandingofinternalcontrolrelevanttotheauditinordertodesignaudit proceduresthatareappropriateinthecircumstances,butnotforthepurposeofexpressingan opinionontheeffectivenessoftheGroup’sinternalcontrol.

• Evaluatetheappropriatenessofaccountingpoliciesusedandthereasonablenessofaccounting estimatesandrelateddisclosuresmadebymanagement.

• Concludeontheappropriatenessofmanagement’suseofthegoingconcernbasisofaccounting and,basedontheauditevidenceobtained,whetheramaterialuncertaintyexistsrelatedto eventsorconditionsthatmaycastsignificantdoubtontheGroup’sabilitytocontinueasagoing concern.IfIconcludethatamaterialuncertaintyexists,Iamrequiredtodrawattentioninmy auditor’sreporttotherelateddisclosuresintheconsolidatedfinancialstatementsor,ifsuch disclosuresareinadequate,tomodifymyopinion.Myconclusionsarebasedontheaudit

evidenceobtaineduptothedateofmyauditor’sreport.However,futureeventsorconditions maycausetheGrouptoceasetocontinueasagoingconcern.

• Evaluatetheoverallpresentation,structureandcontentoftheconsolidatedfinancial statements,includingthedisclosures,andwhethertheconsolidatedfinancialstatements representtheunderlyingtransactionsandeventsinamannerthatachievesfairpresentation.

• Obtainsufficientappropriateauditevidenceregardingthefinancialinformationoftheentities orbusinessactivitieswithintheGrouptoexpressanopinionontheconsolidatedfinancial statements.Iamresponsibleforthedirection,supervisionandperformanceofthegroupaudit.I remainsolelyresponsibleformyauditopinion.

Icommunicatewiththosechargedwithgovernanceregarding,amongothermatters,theplanned scopeandtimingoftheauditandsignificantauditfindings,includinganysignificantdeficienciesin internalcontrolthatIidentifyduringmyaudit.

AuditorGeneral

June1,2023 Edmonton,Alberta

Classification: Public

[OriginalsignedbyW.DougWylieFCPA,FCMA,ICD.D]

Consolidated Statement of Financial Position

As at March 31, 2023

Originalsignedby

Originalsignedby

Shawna Miller President & CEO Chair, Board of Governors

Justin Kohlman

The accompanying notes are an integral part of these consolidated financial statements.

Consolidated Statement of Operations

Nine-Month Period Ended March 31, 2023

The accompanying notes are an integral part of these consolidated financial statements.

Consolidated Statement of Change in Net Financial Assets

Nine-Month Period Ended March 31, 2023

The accompanying notes are an integral part of these consolidated financial statements.

Consolidated Statement of Remeasurement Gains and Losses

Nine-Month Period Ended March 31, 2023

The accompanying notes are an integral part of these consolidated financial statements.

Consolidated Statement of Cash Flows

Nine-Month Period Ended March 31, 2023

The accompanying notes are an integral part of these consolidated financial statements.

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023

Notes to the Consolidated Financial Statements

Nine-Month Period Ended March 31, 2023