Issuu

2015-16 Business Plan

TABLE OF CONTENTS

EXECUTIVE SUMMARY ................................................................................................................................... 2

II. GOALS, OBJECTIVES, KEY ACTIONS, AND MEASURES ........................................................... 4 III. NEW INITIATIVES................................................................................................................................................. 9 IV. PROGRAM AND SERVICE DELIVERY......................................................................................................11 V. HUMAN RESOURCES...................................................................................................................................... 21 VI. SUSTAINABILITY MEASURES....................................................................................................................23 VII. INFORMATION TECHNOLOGY.............................................................................................................. 25 VIII. FACILITIES AND CAPITAL............................................................................................................................27 IX. 2015-16 FINANCIAL PLAN ..........................................................................................................................31 X.

CONCLUSION

..………………………………………………………………………………………………………………………….….39

Appendix A - Financial Statements ………………………………………………………………………………………………..….41 Appendix B - Skills Training Allocation Program Management Form...............................51 Appendix C - Adult Basic Education Enrollment Management Plan………….......................5

EXECUTIVE SUMMARY

In 2015 North West College celebrates 40 years of serving Saskatchewan’s northwest. Through four decades the College has evolved and responded to meet the changing needs of our communities, businesses, and people. As an anniversary gift to our region, North West has partnered with Prairie North Health Region to provide a book and a bag to every baby born this year. We celebrate literacy and its key role in developing success as citizens and in strengthening our ability to build the labour market here in the Northwest. The College’s strength is its ability to provide a full spectrum of educational opportunities in response to provincial labour force needs. We provide a variety of Basic Education, Skills, and University programs across all sectors of the economy. The programs planned for 2015-16 maximize the resources provided by the ministries of Advanced Education, and the Economy, with due regard to the labour force needs of the region and the province. For the past 40 years, North West College has continuously been a leader in the area of student and employer services. Our strong labour force engagement strategy prepares students in building skills that employers are seeking, obtaining practical workplace experience, making sound career choices, and assisting in a smooth transition from training to employment. Saskatchewan has seen a significant change in its economic outlook for the 2015-16 year. Oil and gas revenue, which constitute a significant portion of provincial revenue, has experienced a decline in recent months. In response to this shift, North West College will continue to prudently utilize our resources to maximize the delivery of programs and services that are relevant to the communities we serve. The College employs continuous improvement methodologies in reviewing program offerings. In addition, we will continue to explore various program partnerships in an effort to further diversify sources of revenue, manage our resources and risk, and ensure long-term sustainability and growth. Effective March 19, 2015, the Government of Saskatchewan authorized the removal of the word ‘Regional’ from the College’s name. The name change to North West College aligns with the other colleges across Saskatchewan. This does not affect the mandate as outlined under the Regional Colleges Act, and we will continue to serve northwest Saskatchewan’s training and educational needs.

In the fall of 2015 the College will introduce a new strategic plan. Building on our strengths, the new strategic direction will continue to align the College with the needs of business and industry, diversify program offerings, and ensure that the College continues to reinforce its solid foundation to encourage performance at the highest level. In this process North West has adopted a new Vision as Leaders in Building Community and has outlined the core values of Excellence, Integrity, Invested, and Innovation in achieving this vision. This new strategic plan aims to ensure a High-Performance Organization that will make North West the College of Choice in ensuring Student Success to build an Employable Labour Force. This strategic direction is summarized as our strategy map on Page 7 of this document, and the manners in which the strategic plan will be implemented are articulated throughout this document. This business plan brings North West College closer to achieving our vision.

II.

GOALS, OBJECTIVES, KEY ACTIONS AND MEASURES

North West College serves northwest Saskatchewan with two campuses- one in the Battlefords and the other in Meadow Lake. In addition, the College annually delivers programs in 26 rural communities including 15 First Nations throughout the region. Although we primarily deliver Adult Basic Education programs in those communities outside urban areas, about 10% of Skills Training programs are delivered off campus. One-third of Saskatchewan’s First Nations reserves are within the College’s boundary with 35% of the approximate 100,000 residents in the region being of aboriginal descent. Statistics indicate there are more youths and fewer people of working age in northwest Saskatchewan than found in the other regions of the province.1 These unique demographics pose both challenges and enormous opportunities in the delivery of post-secondary education. Figure 1. Map of the College Region

 100,000 Residents in 2 cities, 48 towns and villages, 29 RMs and 26 First Nations  35% Aboriginal Descent  Home to 1/3 of Saskatchewan’s FNs  50% under age of 35  Major industry: Agriculture, oil, forestry, health care, education, social services, retail trade

Saskbiz.ca. (2015). Community and Region Statistics. <http://www.saskbiz.ca/search/communitySearch.asp?UNITS=1& CURR=1>

Major industries in the region include agriculture, oil, forestry, health care, education, social services, and retail trade. Few resource-sector companies have their corporate offices located within the region. This requires extra resource allocation in partnership development, and identifying and assessing labour market needs as the College interacts with numerous small- to medium-sized businesses within the region and reaches out to corporate headquarters elsewhere in the province or across Canada. The College considers the cultural, social, and economic context of the region in all aspects of planning for programs and services, including the development of our strategic plan. Since the summer of 2014, North West College has been engaged in the renewal of its strategic plan for 2015-18. A new strategic framework was developed as a result of in-depth analyses of the internal and external environments, on which the College operates, as well as numerous engagement sessions and consultations with students, staff, and other community stakeholders. We have set out the first year of the new strategic framework in this annual business plan for 2015-2016. Through the strategic planning process, the College reaffirmed our mission statement. The vision statement was revised to succinctly summarize our aspirations for the future. New core values were articulated to guide the College’s decisions as we strive to accomplish our mission and realize our vision. The College’s new strategic framework for 2015-18 is built on four strategic themes that align with our mission, vision, and values, as well as the priorities outlined in the province’s Saskatchewan Plan for Growth and the operational plans of the ministries of Advanced Education, and the Economy. The first strategic theme of Employable Labour Force manifests the College’s aim of providing educated and skilled graduates to sustain growth and opportunities for our economy. We continue to prioritize the success of First Nations and Métis graduates and endeavor to build a labour force that is representative of our region. Student Success, the second strategic theme, focuses on the reduction of barriers to student success and developing leaders among our students and graduates so that students can receive adequate support to graduate and be successful in their careers. The third strategic theme, College of Choice, represents our strategy to be relevant in our region, and maximize enrollments through effective promotion of the College programs and

services, diversified program delivery for enhanced learning opportunities for our citizens , and active cultivation of community and industry partnerships. The final theme of High-Performance Organization will encourage the College to be responsive and responsible as we invest in our staff, enhance infrastructure, and manage risk while strengthening governance and accountability. The College will continue to invest in the programs and services where we have seen a great success during the past 40 years. The new strategic plan will build on that success to further enhance our ability to accomplish the mission and realize the vision - a journey supported and guided by our four core values. North West Collegeâ€™s direction is laid out in a Strategy Map found in Figure 2.

Figure 2. North West College Strategy Map

Table 1. Strategies and Key Indicators

Strategic Theme

Action Employ Graduates

Employable Labour Force

Student Success

Connect Students to Employment

Graduate Employment Rate # of Students and Employers Participating in Work Placements

Build a Labour Force

Enrollment and Graduation

Representative of our Region

Rates for Equity Groups

Retain Students

Student Retention Rate

Graduate Students

Graduation Rate

Develop Leaders among

Student Leadership

Students and Graduates

Development Program

Attract Students

Enrollment Rate

Be Relevant within the Region

College of Choice

Key Indicators

Diversify Program Delivery Cultivate Community and Industry Partnerships Invest in people

Scholarship Investment Website Traffic Enrollment through Alternative Program Delivery Revenue from Contracts Employee Satisfaction Intranet Development &

High-Performance

Enhance Infrastructure

Organization

Acquisition of Non-owned Portion of Meadow Lake Campus

Manage Risk

Enterprise Risk Management Development

III. NEW INITIATIVES This section lists new major initiatives that the College is planning over the next year and beyond. These initiatives support our strategic directions and objectives, which are aligned with government priorities.

Level 3 (Adult 10) Incubator Pilot Project In 2015-16, North West College is planning a pilot Adult 10 class with 15 seats that will create and run a business within the College along with their studies. The students, under the supervision and support of their instructor, will collectively run a coffee shop in the student lounge providing service to all members of the College. This initiative will be geared to teaching workplace skills and developing an entrepreneurial spirit while improving attendance and reducing attrition through active engagement. The Level 3 curriculum will be integrated with many outcomes achieved through this project. This initiative is closely aligned with the new strategic objectives for diversified program delivery, developing leaders among students, and connecting students to employment.

Health Sector Training There continues to be significant demand for Registered Nurses in the Prairie North and Prince Albert-Parkland health regions. North West College has developed capacity and success in the Practical Nursing Diploma program, particularly in graduating Aboriginal nurses. Building on that success and looking to fill identified needs for Degree Nurses, we continue to pursue bringing a four-year Bachelor of Nursing degree program into our region. Locally-trained nurses are more likely to work and raise their families in our communities and provide better health care services that meet the needs of patients in our region with a greater understanding of our unique culture. Moreover, this initiative aligns with the priority of the Ministry of Advanced Education that supports the expansion of training seats for health professionals.

Intranet Development The College plans to develop an Intranet to improve accountability, productivity, communication, knowledge sharing, learning among staff and students, and assist all members of our College to work towards common goals and objectives. Once developed and implemented, the Intranet will serve as a safe and secure communication platform and provide learning tools for students and staff. Potential usages could include distribution of internal notices and documents, contributing

and sharing learning materials and tasks, one-stop access to other various support documents, to name a few. This initiative will assist the College in becoming a High-Performance Organization.

Preparing for Future Growth For the past decade, North West College has experienced significant space constraints, particularly at the Battlefords Campus. More and more programs are delivered off-campus, and students consequently have limited access to the facilities, supports , and services available on campus. Recently, this situation was exacerbated when our partner school reclaimed two large classrooms that the College had been using to meet their expansion requirements. In 2012, the College developed a master plan outlining facility needs and options for the future of the Battlefords Campus. Based on that plan, we continued the investigation of options for the reliable and sustainable delivery of programs, and the investigation identified the need to acquire additional property. The College will work closely with the Ministry of Advanced Education as the business case is developed, given that this initiative is critical to meet the Collegeâ€™s strategic objectives. As the new strategic plan is implemented, we will design additional innovative initiatives that align with government priorities and meet the changing needs of the region.

IV. PROGRAM and SERVICE DELIVERY North West College’s program plan outlines the initiatives planned to meet the diverse needs of the region and the provincial economy. This plan was developed following significant consultation with business and industry, Aboriginal organizations, students, and communities across the region as well as provincial sector organizations. The program plan aligns with the strategic directions of becoming the College of Choice, promoting Student Success and training an Employable Labour Force. Our program plan supports and contributes to the Saskatchewan Plan for Growth. The College’s strength is its ability to provide a full spectrum of educational opportunities in response to provincial workforce needs. We provide a variety of Basic Education, Skills, and University programs across all sectors of the economy. The programs planned for 2015-16 maximize the resources provided by the ministries of Advanced Education, and the Economy with due regard to the workforce needs of the region and the province. As illustrated in this plan, students can access a variety of quality programs at North West that will lead to learner success, employment, and career achievement. In the pages to follow, there is an overview of programs and services to be delivered in the 201516 academic year.

Basic Education Basic education programming provides foundational skills development for adults to successfully enter into meaningful employment or careers. Two primary sources of funding exist to support delivery of the comprehensive basic education program at North West College – 1) funding from the Ministry of the Economy in the form of a conditional grant, and 2) third party contributions from school divisions and First Nations communities. Third party contributions allow the College to expand the capacity of the basic education program. We received additional resources in our basic education conditional grant for 2015-16 to assist in addressing the needs in our region, as well as relieve the pressure on our waitlists. North West College introduced a strategy for basic education and workforce exposure in 2011-12 and continually reviewed and improved the intake processes, program delivery and methods , and exit support provided. With the introduction of the College’s new strategic plan the approach to basic education will continue to evolve to ensure students are achieving success and are well prepared for the workforce and career attainment.

Our region has a significant demand for basic education given the high unemployment rates and the high number of people with less than Grade 12 education. Over the past several years, the Government of Saskatchewan has invested significantly in basic education foundational skills development, and North West College has made major contributions to the goal of reducing waitlists. Given the significant need for basic education in the region, the College must be strategic in program plan development and maximize resources available as it is not feasible for the College to be in every community in the region. In order for programming to be viable, consideration must be given to communities where there are sufficient demand and employment opportunities for particular programs. Access to daycare, affordable housing, and appropriate training facilities as well as the commitment and support from community leaders are salient factors to consider when choosing program locations. Enhancing the education and employment outcomes for Aboriginal communities in the region is a priority of North West College. We work very closely and collaboratively with First Nations communities in developing and delivering programs, especially on reserve. We have seen particular success in First Nations communities where the level of financial, social, and cultural supports are high for students, and the community leadership takes an active role in programming. The College will continue to pursue community partnership opportunities where these conditions exist across the region. Table 2 outlines our 2015-16 program plan for Basic Education which utilizes the entire BE conditional grant, including the increase in funding allocated for April, May and June of 2015. The additional resources received address waitlist pressures in the Battlefords through the offering of level 30 Math and science night classes, expanded seats in level 2 and a pilot project in level 3 to focus on building essential skills for employment. There is also a change in location of programming to maximize the resources available. The program seats in Turtleford will be moved to Leoville where additional seats have been allocated to meet identified demand. Overall the program plan has an increase in projected training days over the 2014-15 business plan by 2,850 days.

Table 2. 2015-16 Program Plan for Basic Education Business Plan 2015-16 Program Type and Location

Level 4/Adult 12

Level 3/Adult 10

Level 2

Seats

Big River Duck Lake Leask Leoville Meadow Lake Mosquito FN North Battleford - day time North Battleford - night time TOTAL Level 4

15 15 15 15 30 15 45 15 165

Big River Duck Lake Leask Leoville Meadow Lake Meadow Lake - fall only Mosquito FN North Battleford North Battleford - pilot TOTAL Level 3 Ahtahkakoop FN Beardy's Okemasis FN Big Island Lake FN Big River FN Little Pine FN Makwa Sahgaiehcan FN Meadow Lake Mistawasis FN Muskeg Lake FN North Battleford North Battleford North Battleford Pelican Lake FN Total Level 2

15 15 15 15 15 15 15 15 15 135 15 15 15 15 15 15 15 15 15 15 15 15 15 195

TOTAL College 2014-15 Business Plan

495 450

Program Length 170 170 170 170 170 170 170 40

Projected Training Days 2,550 2,550 2,550 2,550 5,100 2,550 7,650 600 26,100

170 170 170 170 170 80 170 170 170

2,550 2,550 2,550 2,550 2,550 1,200 2,550 2,550 2,550 21,600 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 15,600

80 80 80 80 80 80 80 80 80 80 80 80 80

63,300 60,450

Literacy Funding from the Literacy Office has been verbally confirmed that it will not be less than the $50,192 received in 2014-15. The Literacy Office indicated they are currently reviewing the use and distribution of provincial literacy funds. We are hopeful this review will result in additional resources to serve the significant number of people in our communities who are functioning at a Level 2 or Level 1. The resource center on the Battlefords Campus provides these individuals an opportunity to increase their skills through an individualized learning plan. Students in College programs also access the center for remedial work and to develop specific knowledge or skills. We will continue to provide some level of literacy outreach and support to our communities working with this limited funding. We plan to apply for further literacy resources under the Saskatchewan Community Literacy Fund to address some of our communities’ needs. We recommend the government continue to address adult literacy by developing a long-term strategy with a multiple year funding commitment.

Essential Skills for the Workplace/Workplace Essential Skills The College has experienced great success in the various essential skills projects undertaken over the years. The College has piloted a variety of programs in partnership with First Nations, Tribal Councils, communities, and schools with a great track record. We will prepare several proposals for this funding once the call for proposals is announced. The College will be proposing a new program to support people with disabilities transitioning into the workforce. This aligns with the College’s strategic direction of preparing a labour force that represents our region as well as the Province’s goal of keeping Saskatchewan strong by helping people in need. Most of the other proposals will focus on supporting First Nations and Métis learners prepare for the world of work.

English as an Additional Language The College is working in partnership with federal and provincial governments to provide an appropriate level of language training for new Canadians. The current three year agreement with the federal government will be in place until March 31, 2016. We will work with both governments at the time of renewal to ensure philosophies and expectations align. North West College is attempting to serve the increasing needs of immigrants in an effective and efficient manner as northwest Saskatchewan is becoming a destination of choice for many of the province’s newcomers. However, concerns exist in regard to the pending qualification requirements that will impact rural programming. In addition, Portfolio Based Language

Assessment (PBLA) seems to require more time for implementation than the policy allows. These investments may have to be repeated if there is significant turnover of instructors due to the qualification framework. It is the our intent to deliver 14 English as an Additional Language programs in the Battlefords, Meadow Lake, Spiritwood, Unity, Rosthern, and up to three additional communities. The plan provides language training from literacy to Level 7 and will serve a comparable number of students as in 2014-15 . With the transitioning of the responsibility for the language assessments from Government to the College, North West can now assess applicants in a more-timely manner. This has made a significant contribution toward ensuring that new Canadians have language and essential skills needed for successful retention in our communities.

Institute Credit The skills training allocation (STA) for 2015-16 was reduced for the second consecutive year. The decrease came as a surprise given the College has always expended all of the STA resources provided. In addition to the STA funding, tuition fees, and third party funding support institute credit programming. The 2015-16 program plan provides a mix of trades training, human/community service, business, and health sector programming identified, and supported, by industry demand. Training is planned for locations off the main campuses only where student demand provides a sufficient critical mass and employment opportunities exist. The wide array of programs will address regional and provincial labour market demand. Students participating in these programs develop skills relevant to todayâ€™s workplace. North West College ensures all students have an opportunity to participate in a practical work experience even when the curriculum does not include such training. With the Collegeâ€™s strategic direction for the development of an Employable Labour Force, further plans are under development to connect students and graduates to employers. Table 3 reflects the comprehensive array of institute credit skills training programs planned for delivery in 2015-16, which maximizes the resources available. Seat capacity in each program is normally restricted by the brokering institution to ensure program quality through an appropriate staff/student ratio. Recognizing that not all students who register will complete a program of study, projected enrollment represents the number of students the College expects will complete their program of study. This table reflects a slight increase in student days over the previous yearâ€™s business plan and maintains a similar number of training opportunities.

In addition to the programs listed in Table 3, we will be delivering some part-time programs focusing on professional development and upskilling workers. This will create opportunities to support employers seeking to benefit from the new Canada-Saskatchewan Job Grant program. The College is also working with First Nations partners on their applications to federal funding opportunities for post-secondary training. These potential initiatives are not reflected in the budget or program plan, but if successful, will increase the overall institute credit training days and opportunities. The College will continue to work with business, industry, partners, and Aboriginal organizations in understanding and developing solutions to meet the labour and skill demands of today, and tomorrow.

Non-subsidized Programs North West College is committed to delivering industry training to meet regional needs. In recent years there have been some private enterprises working in our communities to provide safety training primarily for the oil and gas industry. This competition has notably impacted the College. For 2015-16 the College is renewing its approach in delivering safety training to provide access to on-line programming for those who need just-in-time training and/or may be renewing a ticket. Face-to-face classes will continue to be delivered for courses like First Aid/CPR and H2S that benefit from hands on experience in the classroom. The face-to-face course offerings will be reduced but guaranteed to be delivered, providing confidence to those who register. A tendering process will be used to ensure fair market prices delivered by certified trainers to ensure quality. North West College has significant revenue targets for contractual training. During the next year the College will be focusing the programming of these professional development and upskilling workers to provide opportunities for employers to access the Canada-Saskatchewan Job Grant to assist with their training needs. In addition, we will continue to work with our Aboriginal partners to respond to their training needs to develop an employable labour force.

Table 3. 2015-16 Program Plan for Skills Training

Business

Human/ Community Services

Health

Trades and Technologies

Program

Location

Seat Capacity

Projected Enrollment

Target Training Days

Business Computer Network Technician Office Administration Office Administration Office Administration Sub Total Disability Support Worker Early Childhood Education Youth Care Worker Sub Total Continuing Care Assistant (CCA) CCA part time CCA part time CCA part time CCA part time Practical Nursing Practical Nursing continued Sub Total Electrician Fall Electrician Winter Electrician Hairstylist Heavy Equipment Truck & Transport/Agri Institutional Cooking Fall Institutional Cooking Winter Plumbing and Pipefitting Welding Welding Sub Total

North Battleford North Battleford

15 12

13 10

1,773 1,650

Meadow Lake North Battleford Thunderchild FN Meadow Lake

15 15 15 72 15

13 13 13 62 13

1,872 1,872 1,872 9,039 2,102

North Battleford

1,889

North Battleford North Battleford

15 45 15

13 39 13

1,950 5,941 1,647

Meadow Lake Debden Spiritwood Turtleford Meadow Lake North Battleford

12 12 12 12 7 14

8 8 8 8 7 12

284 284 284 284 1,083 1,886

Meadow Lake Meadow Lake North Battleford North Battleford Meadow Lake

84 12 12 12 14 12

64 10 10 10 12 10

5,752 997 997 997 3,036 1,967

Meadow Lake

1,067

Meadow Lake

1,067

Meadow Lake

883

Meadow Lake North Battleford

12 12 122

11 11 104

1,958 1,958 14,927

323 337

269

35,659 34,404

College Total Business Plan 2014-15

University In April of 2015, North West College graduated 14 students with a Bachelor of Education (B.Ed.) degree. This is the second successful four-year degree program the College has offered under a cohort model. The third B.Ed. degree cohort will be entering their second year in 2015-16. The 2014-15 Master of Education cohort will be working on their final six courses with anticipated completion in July 2016. Building on the success of past degree programs, the College will continue to explore opportunities for delivery of other cohort degree programs in the region. The College has been working in partnership with the Prairie North Regional Health Region, the University of Regina, and Saskatchewan Polytechnic to investigate the delivery of the four-year collaborative Bachelor of Nursing program in the Battlefords. The College will continue to seek support for this initiative to move forward. The detailed program plan for face-to-face university programming at each of our main campuses is listed in the table below. The Battlefords Campus offers several classes to provide an opportunity for individuals to complete their first year of a university program in or near their home community. Individual classes are selected to complement those offered via alternate delivery methods – satellite, on-line, or multimode - to optimize what is available to students locally. North West is introducing some new classes in 2015-16 including ITNS 100 – Strategies for Academic Success as a way of assisting students with the transition from high school to university. Table 4. 2015-16 Program Plan for University 2015-16 Proposed Plan

Program

Projected Enrollment

Classes

FCE

Registrations

FLE

Battlefords Campus – General Studies

194

19.4

Masters of Education – Curriculum and Instruction

7.2

Meadow Lake Campus – Bachelor of Education Year 2 Total 2015-16

250

516

51.6

Business Plan 2014-15

583

68.9

For 40 years, North West College has delivered quality programs to meet the labour market needs of business and industry. The next 40 years will be no exception. We have been a leader in basic education program delivery. The Level 3 pilot project is a continuation of this leadership. We also provide a variety of skills training and university programs across all sectors of the economy with due regard to the labour market needs of the region, and the province. We are

accountable to the programs delivered in a way that maximizes and optimizes the resources available.

Student and Employer Supports North West College has been a leader over 40 years in the area of student and employer services. The College has a strong workforce engagement strategy to prepare students in building skills that employers are seeking, obtaining practical workplace experience, making sound career choices, and assist in a smooth transition from training to employment. These supports will be renewed and diversified as the strategic plan is implemented. We provide significant support to students and employers through our student support units. A comprehensive array of career counseling services is provided by our skilled counseling staff to clients across the region. The array of student support services has expanded over time to include intake, assessment, career and academic counseling, reviewing of financial support options, connecting to community supports, and retention strategies to include job coaching, and emphasis on enhancing student life. This array of services is available to all students in programs at all locations. Career counseling by College staff is in high demand from high school students and the general public, which led us to extend this service into the evenings. We also provide a Learning Resource Consultant to serve the entire region. Demand for this service is high given the number of programs, types of programs, and the size of our student body. North West College utilizes the entire allocation received from the Employability Assistance for People with Disabilities program each year, and applies for additional resources for individuals when circumstances warrant. As well, resources are accessed through other sources when students qualify. This is an area where our students with disabilities and learning challenges would benefit from increased resources. In 2008-09, the College established a partnership with three school divisions and a variety of employer organizations to work collaboratively on career development strategies and engage business and industry in undertaking a role in facilitating learning in the workplace. The focus and achievements of this group have varied over the years, but the partnership remains strong and dedicated to career development for youths and adults, as well as working with employers to make the workplace a learning place. As a result of this partnership, the fifth annual Try-A-Trade event will be held in November of 2015. One of the themes outlined in the strategic plan is Employable Labour Force. Academic content plays a vital role by providing sound foundational skills , but the College recognizes that practical experience in the workplace can be instrumental in career success. Our goal is to ensure all full-

time students are prepared for the workplace and have some level of workplace exposure during their time as our students. Job coaches provide an excellent service working with employers to ensure that the experience is positive for all, and that in many cases, workplace exposures leads to employment at graduation. Connecting employers to the College is also part of the strategy and services that are provided to employers who at times struggle to find skilled labour. Job fairs on both campuses have proven successful as a means of employee recruitment for local businesses. Formal partnerships have been developed and processes have been streamlined. The partnership with business and industry around work place exposure continues to grow and expand, as employers recognize the benefits to involving students in their workplace. The College will be introducing additional strategies to connect students to employment in 2015-16 even those that extend beyond the studentâ€™s time at the College. Student Services provides access and supports to these employers in reaching a labour pool they may not have traditionally considered. Another strategic focus of the College is Student Success. While quality programming delivered by highly skilled staff is essential for success, we recognize that social, economic, cultural, and physical circumstances are often barriers to student success. Therefore, we focus on minimizing the impact of these barriers by providing a support structure that promotes success. Student success is also encouraged through a healthy and supportive environment, and by providing the students a positive post-secondary experience. Events will be organized at all program locations to enhance College life, including recreational components. We are proud of our multi-cultural region and annually hold a celebration and learning event to showcase this diversity. This provides an opportunity to experience culture and learn through association. A new strategic action is building leaders among the students and graduates. There will be several initiatives undertaken in 2015-16 to support this strategic direction. We invest in our students through student services so that they can be successful in their programs of studies and in their future careers. Student services are not only an excellent resource and support for our students but also contribute significantly to North West becoming a College of Choice.

HUMAN RESOURCES

The College plans to focus on Investing in People to contribute to the strategic directions towards High-Performance Organization and College of Choice among employees and prospective employees. To this end, we will strengthen learning and growth opportunities for staff through professional development, proactive succession planning, enhanced communication and engagement, and employee recognition, in order to attract and retain high quality staff. One of the major staff initiatives we are planning to invest in is the creation of an employee survey. We will determine the level of employee engagement and satisfaction through this survey. The data collected will serve us to target our investment to the identified areas of needs so that our people can eagerly and competently drive the process of becoming a HighPerformance Organization. The College also faces challenges as it prepares for 2015-16 and the years beyond:  The strength of the College to deliver diverse programs that meets the variety of skilled labour needs of our region results in the contractual employment opportunities for instructors, which are less than full-year and non-permanent in nature. The wages for instructors in many of the training fields are often less attractive than what other industries currently offer. These factors continue to present recruitment challenges.  The College is at this particular time facing succession challenges as people in key positions continue to retire.  Recruitment of senior and mid-management staff continues to be problematic given the competitive disadvantages in the compensation packages. Table 5 indicates the human resources required to provide the programs and services outlined in this business plan. Overall, there are no increases in the FTE forecast for the College’s administrative, coordinative, or management units although there will be shifting between units to better align with and satisfy strategic and corporate objectives. Instructional FTE is directly correlated to the scope and number of programs offered. As the new strategic plan is implemented, priorities and initiatives may need to be adjusted over time. The College plans to update the FTE projections accordingly in a timely manner.

Table 5. Anticipated Full-Time Equivalency (FTE)

Full Time Equivalency

Current Year

2015-16

Variance

In Scope

86.65

86.85

0.20

Out-of-Scope*

14.34

14.39

0.05

Total

100.99

101.24

0.25

*North West College employs nine out-of-scope managers. The remaining out-of-scope employees are those that fall outside of the Collective Bargaining Agreement.

VI. SUSTAINABILITY MEASURES Sustainability measures will support the College’s strategic directions toward High-Performance Organization by effectively managing resources and risk. To ensure sustainable growth, the College will keep utilizing continuous improvement methodologies in all its operations and reviewing program offerings so that they continue to meet the needs of students, employers, and the labour market. In addition, there will be a continued emphasis on increasing third party revenues and alternative funding sources for delivery of programs and services in an effort to further diversify revenue sources. We are renewing our partnerships with some of the school divisions in our region so that qualified students under 22 years of age can participate in the College’s Basic Education programs. The new arrangements seek opportunities to better streamline funding to the College, while the school divisions maintain the recognition for their education. We plan to continue working with all school divisions in the region and expand such partnership opportunities to aid the sustainable delivery of the College’s Basic Education programs. As manifested in the College’s new strategic theme of College of Choice, North West plans to attract more students through the cultivation of partnerships and diversified and relevant programs and services for the region. In this regard, the College will put an increased emphasis on the maximization of tuition revenue by ensuring full utilization of seats available. We have invested significantly for the past several years in student recruitment, and support and services, along with a variety of measures to reduce barriers to student success. As we embark on the strategic direction for becoming a College of Choice, we will renew our commitment to student success and establish an optimal continuum of student supports and services from recruitment, to retention, to graduation, and employment. Technology infrastructure was upgraded at the College to support the increasing demands of students and staff, and to ensure data integrity, including security and loss prevention. The College now has a robust network infrastructure thanks to increased bandwidth resources provided by the Government of Saskatchewan. With this investment, we will be able to enhance student experiences and continue diversifying program delivery, including technology-assisted programs, to expand training options and opportunities for both urban and rural locations in the region. In recent years, the College participated in initiatives where one College program was delivered by video conferencing to numerous locations in other college’s regions across the province. This approach allowed for the delivery of a single program to many sites, thereby reducing programming costs for participating institutions. North West College will continue working in partnership with other provincial colleges on collaborative initiatives such as this to ensure cost-

effective program delivery as well as the growth and sustainability of the college system as a whole.

VII. INFORMATION TECHNOLOGY The College’s Information Technology (IT) plan focuses on enhancing infrastructure and managing data security and risk effectively to contribute to the strategic directions of HighPerformance Organization and College of Choice among students and staff. We have made significant investment in our IT infrastructure in recent years to support College operations and enhance students’ learning experiences. The Government of Saskatchewan has also provided increased bandwidth resources. Backed by these IT investments, we will explore opportunities to enhance and diversify program delivery across the region. We will also develop an Intranet to improve communication, productivity, accountability, knowledge-sharing, and learning among staff and students. This initiative is consistent with the strategic priorities of Investing in People and Student Success. The Intranet will also assist all members of our College to work towards common goals and objectives. Once developed and implemented, the Intranet will serve as safe and secure communication platform and learning tools for students and staff. In addition to the Intranet development, in 2015-16 we will continue to invest in IT to address risk, provide enhanced student services, align program and operational IT needs, and leverage new technologies – both hardware and software – to best meet our needs. Key initiatives are as follows:  Replace old firewall devices with ones that effectively integrate with our new IT infrastructure, providing greater security and manageability, as well as enhanced device management.  Conduct a needs assessment for program and operations, taking into account current and future technology needs for areas around program delivery and administrative efficiencies.  Implement a new focus on the rolling hardware replacement and standardization plan, utilizing and leveraging new changes in technology and our campus agreement. This includes the use of virtual terminals for staff and classrooms.  Continued improvement of the College’s Wi-Fi infrastructure, including continued enhancement of rural locations wherever possible. Our strategic IT investment over the years as well as the support from the provincial government enabled us to have the significant IT infrastructure now in place to support new IT initiatives and achieve our objectives. The needs assessments will be the drivers of technology initiatives, and

resources will be allocated internally and sought after externally to achieve the objectives of the College outlined in the strategic plan.

VIII. FACILITIES AND CAPITAL The Collegeâ€™s Facilities and Capital plan will focus on the provision of a safe and functional learning and working environment while enhancing infrastructure to contribute to the strategic directions of High-Performance Organization and College of Choice among students and staff.

Capital Initiatives

Facility Upgrades and Renovations

Initiatives are underway to address necessary replacement, upgrading and/or renovation within our campuses. Some of these initiatives are addressed through Preventive Maintenance, while others serve to enhance our campus facilities to better support program delivery, student engagement and a positive campus environment. For 2015-16, the College has identified just over $300,000 in needed facility repairs and upgrades. Some of the funding for this will be requested from the Preventive and Maintenance Renewal Base Pool fund.

Program Equipment Replacement Cycle

The Collegeâ€™s program plan requires ongoing capital investment to appropriately deliver the necessary curricula. Maintenance of existing levels of equipment requires the College to annually budget $25,000 per year to cover equipment replacements in our Skills Training labs, as well as other program equipment requirements.

Operations Equipment and Furnishings Replacement

We adopted a strategy to ensure the equipment and furniture utilized throughout the College allows for effective and efficient operations and program delivery. Through this process the College has achieved a standard where most office desks have been updated. The focus in this area is now on ensuring instructor desks are replaced to a standardized level. A reserve is maintained for Furnishing Replacement and is utilized for our rolling replacement of furniture, as well as responding to ergonomic and individual needs.

Information Technology

The College has a rolling replacement plan for its 350 computers and network hardware which effectively replaces these critical items on a planned basis. The College will be further adding to its network infrastructure by effectively integrating new firewalls, which will provide enhanced features around the management of data security, network security and devices. This initiative is estimated to be $30,000. A staff Intranet initiative focused on providing key information, enhancing communication, and improving efficiencies around administration will continue in 2015-16. The first phase is expected to be $10,000.

Vehicles

The College has a rolling replacement plan for its vehicles. The next vehicle replacement is in 2016-17. A reserve has been established for this purpose.

Major Capital Projects Although no specific projects have been planned to date, a 5 year facilities plan is being developed which will likely see the need for major capital projects in this period. Building and maintenance needs are becoming greater with aging infrastructure, particularly in the Battlefords Campus. This will tie into our strategic direction, part of which will project future space requirements of the College.

Preventive Maintenance The College continues to be proactive with regards to the effective management of our facilities. We have implemented a Facilities Asset Management System, which provides facility condition assessments of College-owned properties. Initial facility condition assessments have identified continued investments required over the next three years.

Table 6. Preventive Maintenance Forecast Preventive Maintenance Forecast ($)

2015-16

2016-17

2017-18

Battlefords Campus

72,000

80,000

22,000

Meadow Lake Campus

65,000

57,200

55,000

Meadow Lake Welding Lab

5,000

10,000

Total

142,000

147,200

87,000

Land Transaction Plan There are two major initiatives we will be pursuing further in 2015-16 and the years beyond. A. Battlefords Property Acquisition Given the significant space constraints on the Battlefords campus as indicated in the New Initiatives section, the College developed a master plan outlining future facility needs and options. Based on that plan, we continued the investigation of options for the reliable and sustainable delivery of programs, and investigations identified the consideration of acquiring additional property. The College will work closely with the Ministry of Advanced Education as the business case is developed, given that this initiative is critical to meet the Collegeâ€™s strategic objectives.

B. Acquisition of Central Services Building at Meadow Lake Campus Due to high leasing costs associated with the non-owned portion of the Meadow Lake Campus, we have been looking at acquiring the said space as well as the assumption of the maintenance, custodial, and administrative functions related thereto since 2011. This acquisition would lead to operational flexibility and effectiveness, along with long-term economies of scale. Current outlays for leasing the facility are substantial. We have proven that current funding would more than cover effective operations and the necessary reserves to allow for the long term functioning of the facility. We will continue working with the ministries of Advanced Education and Central Services on this initiative. We are pursuing these initiatives to effectively deal with a shortage of space in delivering programs, especially in North Battleford, and to manage our campus in Meadow Lake more effectively and economically. Other initiatives support the College objective to be the College of Choice, which includes having safe, attractive, and functional facilities to meet the student, and

staff needs. We will need support in these areas, and it is hoped the ministries and other external parties can be engaged with the initiatives proposed. A summary of our leased properties are presented in the following tables:

Table 7. Multi-Year Leases Description of the facility

Lease expiry date

Location

Owned/ leased

Lessor

Annual cost

ABE Leask

Leask

lease

Leask Recreation Board

Meadow Lake Campus Nonowned

Meadow Lake

lease

Sask. Property Management

ongoing

$ 626,068

Lessor

Lease expiry date

Annual cost

8/30/2017 $

10,000

Table 8. Lease One-Year or Less Description of the facility

Location

Owned/ leased

ABE Big River

Big River

lease

ABE Turtleford

Turtleford

lease

ECE North Battleford EAL North Battleford

Pelican Lake First Nation North Battleford North Battleford

EAL Rosthern

Rosthern

Electrician Program Welding Program Plumbing Program Hairstylist Program

North Battleford North Battleford North Battleford North Battleford North Battleford

ABE Leoville

CCA Enhanced

lease lease lease lease

Big River Local #59 5/31/2015 $ RM of Mervin Pelican Lake First Nation Trinity Baptist Church Trinity Baptist Church Rosthern High School

lease

5H Holdings

lease

Living Sky School Division

lease

624369 Sask Ltd.

lease lease

Living Sky School Division BATC Success Centre

12,600

5/31/2015 $

6,379

5/31/2015 $

13,500

5/28/2015 $

6,570

5/28/2015 $

3,240

5/27/2015 $

2,170

6/26/2015 $

18,648

ongoing

10,560

5/29/2015 $

17,850

ongoing

4,125

6/30/2015 $

8,400

IX. 2015-16 FINANCIAL PLAN North West College’s financial planning supports our strategic directions and operational requirements by identifying operational and financial priorities for the upcoming and future years. The financial plan is based on estimates of revenues and expenses. Some estimates can be made with a fair degree of certainty because information is readily available and complete. This is not the case in circumstances where the forecast is dependent on external factors such as enrollment levels, negotiations with third parties, or industry demand. Overall, financial projections have been prepared in a conservative fashion. The key driver for these forecasts is government funding, and we are confident that we are a contributing force toward helping the government achieve its overall strategic direction of sustainable growth.

Assumptions The College’s financial projections are based on the latest information available from internal College sources, and direction from the ministries of Advanced Education and the Economy. The budget assumptions are as follows:  2015-16 Advanced Education Operating funding is known as per funding letter.  2015-16 programs funding from Economy is known per the budget letter.  In-Scope salary and grid increases are forecasted as per the collective agreement reached with College employees in July 2013.  Out-of-scope salary and grid increases have been frozen for 2015-16 per the Government of Saskatchewan directive.  An increase in tuitions has been budgeted at 4% for 2015-16, which was an estimate of the Universities’ and Saskatchewan Polytechnic’s increases.  Agency payments have been budgeted at a 2% increase for 2015-16.  English as an Additional Language funding from the federal government is secured for 2015-16. However, the current agreement ends in 2015-16, and it is assumed a new agreement will be established.  Inflation will not have a material impact on non-personnel related costs.

Risk Assessment The program and financial plans are based on the College being successful in achieving key targets. Our plans are based on achieving almost $863,000 of contract revenue. We would need to adjust the basic education program should a significant portion of this third-party funding not be

realized. The plan also includes over $400,000 targeted in contractual training for business, industry, and First Nations. These contracts contribute to the overall operations of the College. Adjustments would be required should we fall short in achieving these targets. Student tuition accounts for approximately $1.9 million of the 2015-16 financial plan. While we are confident in the approach used to estimate enrollment levels, there is no guarantee that the expected uptake by students will be realized. Should enrollments not reach expected levels, we may need to take action during the year to minimize the impact. Any increases in program costs resulting in increased draws on the currently â€œbalancedâ€? program pool will impact the overall delivery plan and the potential for reduced training days. There are a number of areas where there is potential for us to achieve more than planned or forecasted in the program and financial plans. The Province is allocating funds for Early Childhood Education and jointly with the federal government for Essential Skills in the Workplace. We are interested in these initiatives, and are equipped to propose deliverables to meet these initiatives. Skilled labour continues to be in demand across the province by business and industry. We are in discussion with business enterprises and Aboriginal organizations about potential training. Often these demands require a quick response and we are well positioned to meet this need. Interest is significant and there is potential to exceed planned targets in 2015-16. We will be providing proposals to access resources provided by the Preventive Maintenance and Renewal fund, geared towards facility and infrastructure areas requiring attention.

Financial Plan The College has combined all of its grants and revenues per Ministry policies, and has applied the appropriate levels of expenditures associated with College activities. The Collegeâ€™s Operations Financial Plan for 2015-16 is as follows:

Table 9. 2015-16 Revenues and Expenses

Operating

Revenues

Expenses

Surplus (Deficit)

$12,793,966

$12,972,167

($178,201)

The College’s financial plan for 2015-16 is reflected in Appendix A and Appendix A-PSAB of this document. Appendix A presents financial estimates based on the traditional fund accounting approach while Appendix A –PSAB represents the same financial information presented consistent with new Public Sector Accounting Board (PSAB) reporting requirements.

A. REVENUES A summary of grants provided by the Province and other revenue streams are described in the following chart, and key revenue drivers for the College are explained. Figure 3. Sources of Revenues

Tuition 15%

Other 6%

Other Contracts 7%

Federal Contracts 2%

Provincial Funding 70%

Province of Saskatchewan  Base operating grant funding through the Ministry of Advanced Education increased by 1.0% or $46,000 effective April 1, 2015.  Adult Basic Education Grant through the Ministry of the Economy increased effective April 1, 2015 by 10.1%. This is an additional $135,000 in Adult Basic Education funding over that provided in 2014-15. The Adult Basic Education grant is $2,453,928 in the government fiscal year 2015-16 ($1,474,118 ABE grant and $979,810 on-reserve ABE).

 The Skills Training Allocation from the Ministry of the Economy decreased effective April 1, 2014 by .5% or almost $10,000.  The allocation for preventive maintenance and renewal to the College is $22,000, a $2,000 increase from last year.  Saskatchewan Innovation and Opportunity Scholarship funding decreased to $46,500. Brokering Agency Tuitions  For costs associated with Saskatchewan Polytechnic, we have assumed a 4% increase in tuition and a 2% increase in agency payments. This estimate is deemed conservative given the rate of inflation. Tuition revenue is estimated to be $1.5 million for 2015-16, a slight decrease over last year.  For costs associated with Universities, we have used the posted 2014/15 rates for single classes in the Battlefords, and incorporated a 3% increase for the current Bachelor of Education cohort. University tuition revenue is budgeted at $405,000, slightly less than 2014/15. English as a Second Language  This funding comes from both Provincial and Federal sources. Funding is budgeted at similar levels as 2014/15. The business plan is reflective of the Provincial resources stated in the funding letter and the known funding from the three-year agreement with the Citizenship and Immigration Canada. 2015-16 is the last year of this agreement with the federal government. The budget can be impacted by changes in policy direction by either government as well as an increase in assessments required. Our projections assume that a new three year contract would be secured based on similar services and value. Third Parties  The College is renewing its partnerships with some of the school divisions in its region so that qualified students under 22 years of age can participate in the College’s Basic Education programs. The new arrangements seek opportunities to better streamline funding to the College while the school divisions maintain the recognition for their education. We plan to continue working with all school divisions in the region and expand such partnership opportunities to aid the sustainable delivery of our Basic Education programs.  We will continue to pursue funding arrangements by partnering with industry, and aligning with funding opportunities provided by other levels of government. We have seen some success in this area, where industry and federal funding have contributed to program offerings.

Non Credit Programming ďƒ˜ The forecast for non-credit programming has changed mainly due to safety course offerings. This carries some risk to College operations. The forecast has taken into account the increased competition for industry based programming, and it is expected that competition will continue to increase. This training contributes to the overall operations so that, if targets are not met, adjustments will be required.

Literacy Funding

ďƒ˜ The College will apply for further Literacy funding to address the needs of this student group. There is little risk with this programming as we limit our program plans based on resources available.

B. Expenditures Figure 4. Expenditures Agency Contracts 10%

Equipment 2%

Facilities 7% Information Technology 1%

Salaries and Benefits 64%

Operating 16%

The major areas of expenditures related to College operations are as follows: Personnel Costs Total personnel costs are budgeted to be $8.25 million. This is by far the largest cost to the College. These costs represent over 64% of overall College expenditures. Out-of-Scope wage freezes have been incorporated into the 2015-16 budget in alignment with the Provincial direction. Salary increases resulting from the collective agreement for non-instructional staff will require utilization of all the incremental resources provided by the Ministry of Advanced Education for operational purposes, while salaries for instructional staff pressure the resources allocated for programming.

Agency Costs Agency Costs are budgeted to be almost $1.3 million, a decrease of over $200,000. Reasons for this include an alignment of students and tuitions received for University programs , in particular the completion of one Bachelor of Education program, as well as increased Saskatchewan Polytechnic costs. Facilities Seven percent, or almost $1.1 million, of the Collegeâ€™s operating budget is utilized in costs associated with the facilities housing our primary campuses. Efficiencies in operations have helped to maintain this amount of operational requirements. The process of providing facility services in house has helped to achieve greater efficiencies at the Battlefords campus. Operations and Other Costs The College continues to gain efficiencies and use resources effectively. Investments in technology and process improvement initiatives have helped us to mitigate inflationary pressures.

Financial Realities For 2015-16, the Operating Fund forecasts a deficit on operations of approximately $178,000. As reflected in the 2015-16 Operations Forecast, the College requires an increase of 2.1% in funding to keep operations at a status quo level (see Table 10). Most of this is attributed to the increase in salaries, both economic and merit, which we have agreed to compensate our staff, per the Collective Bargaining Agreement. Although our operating budget is almost $13 million dollars, any adjustment in available revenue has a significant impact on our budget and related planning. The areas that are most affected by a potential reduction in funding are the programs and services that are delivered to students. Even a small reduction can have a significant impact on program delivery.

Other Funds The Scholarship Fund is a restricted fund used to accumulate donations and government contributions to disburse awards to students according to our Student Financial Support Program. The Capital Fund is related to amortization of past costs (Statement 2) or expenditure of existing reserves (Schedule 4).

The Housing Fund reflects the budget of our Student Residence at Meadow Lake. This is considered a separate entity to the College. However, for PSAB purposes, it has to be included in our consolidated statements.

Reserve Utilization and Deficit Management A. Reserve Utilization The College has Funds established for specific activities. They have been formally restricted, either internally or externally, when surpluses are finalized through the audit process. These Funds are projected to be as follows at the end of 2014-15, with activity forecast reflected in Schedule 4. Operating Fund - $230,094 Components of this reserve are funds allocated to our administrative system (HR and Accounting) and our Professional Development Fund for in-scope employees at the College. Program reserves - $58,656 This reserve is for Basic Education Funding received but not expended due to increased tuitions received. This will be carried over to be utilized in 2015-16. Capital Fund - $643,000 Capital priorities that will require reserve utilization are addressed in the Capital section of this document. Priority areas identified include investments in facilities, information technology and equipment, furnishings, and vehicles. Scholarship Fund Reserve - $165,024 This reserve consists of a restricted endowment to the College, and funds accumulated through donations, and the Saskatchewan Innovation and Opportunity Scholarship program. The Scholarship Fund Reserve is an externally restricted reserve. Changes in the Fund balance are dependent upon the success of fundraising campaigns and the subsequent awarding of scholarships and bursaries. The College has established a fundraising plan to meet the matching funding conditions provided by the Ministry of Advanced Education. Residence Fund Reserve - $86,094 This fund is to address future maintenance and improvement needs of Meadow Lakeâ€™s student housing. Surplus from operations contribute to this reserve.

The Collegeâ€™s unrestricted operating surplus may total up to 3% of the total operati ng budget in order to provide the College flexibility to respond to unforeseen issues within the College or issues beyond our control. As seen in the schedule this reserve is significantly reduced. Other strategic priorities have been identified, which include a review of facility needs for program delivery, enterprise system upgrading, and Information Technology initiatives. As these become more of a priority, we may have to reallocate reserve priorities, and will likely have to engage other parties in the initiatives towards effective funding solutions.

B. Deficit Management The College will be managing the budgeted deficit through the use of its unrestricted reserves. This is not a viable long-term solution, and we will have to manage our resources accordingly. This is done through the budgeting process, monthly reviews with an established Finance Committee, and three scheduled formal reviews of our finances held throughout the year. This enables us to respond accordingly and in a timely manner to pressures on our finances.

Table 10. presents the additional expenses from 2014-15 to 2015-16 per Collegeâ€™s Operations Forecast 2015-16. Table 10 Additional Expenses for 2015-16 from 2014-15 per the Operations Forecast 2015-16 Total Salaries and Benefits

$222,819

2.81%

Other Operating Expenses

$40,162

0.88%

TOTAL EXPENSES

$262,982

2.10%

CONCLUSION

North West Collegeâ€™s business plan for 2015-16 builds on the 40 years of success in providing post-secondary education and training to sustain the economic growth of the region and the province. In addition, our new strategic plan for 2015-16 sets the tone for the business plan for the next three years with the four strategic themes: Employable Labour Force; Student Success; College of Choice; and High-Performance Organization. Our business and strategic plans support our mission and newly-created vision, and align with the priorities outlined in the Saskatchewan Plan for Growth and the operational plans of the ministries of Advanced Education and the Economy. Over the next year, North West College will work toward the goal of becoming a HighPerformance Organization that maximizes our resources as we focus on ensuring investments in people, enhancing our infrastructure and managing risk. We will continue to explore new partnerships and initiatives with other public, private, and non-profit sector organizations to provide relevant and diversified programs and services with the goal of becoming a College of Choice among the students and employers in our region. The strong organization and the relevant programs and services geared towards Student Success and the provision of an Employable Labour Force will serve as the foundation for increasing the educational and employment outcomes for students as well as meeting the labour market demands of the region to sustain economic growth. We look forward to continued and enhanced partnerships with the ministries of Advanced Education and the Economy in carrying out this business plan.

Appendi x A - Financial Statements NORTH WEST COLLEG E

2015-16 BUDGET OPERATING FUND SUMMARY 2014-15 RESPONSIBILITY CENTRE

G ENERAL REVENUE

REVENUE

EXPENSE

4,413,944

B UDG ET 2015-16 B UDG ET CONTRIBUTION

4,413,944

REVENUE

EXPENSE

4,466,214

NET

4,466,214

CORPORATE SERVICES Board

161,746

(161,746)

161,695

(161,695)

Office of the P resident

500,951

(500,951)

409,885

(409,885)

98,000

918,083

(820,083)

12,350

859,103

(846,753)

114,682 149,435

445,331 308,789

(330,649) (159,354)

114,682 149,435

454,480 322,018

(339,798) (172,583)

362,117

2,334,900

(1,972,783)

276,467

2,207,181

(1,930,714)

39,119

1,022,707

(983,588)

39,119

1,068,502

(1,029,383)

Finance & Administration Corporate Services Information Technology SOUTH REG ION Coordination

9,000

576,003

(567,003)

9,000

710,187

(701,187)

Non-subsidized Skills Literacy & Employability ABE P rograms

364,838 475,000

286,046 355,063

78,792 119,937

364,838 475,000

284,846 355,063

79,992 119,937

99,596 1,225,236

86,898 1,179,415

12,698 45,821

25,096 1,440,300

25,096 1,382,124

(0) 58,176

Credit Skills Training University

1,377,273 121,337

1,377,273 137,566

(16,229)

1,257,686 105,497

1,254,785 135,987

2,901 (30,491)

3,711,399

5,020,972

(1,309,573)

3,716,536

5,216,591

(1,500,055)

555,183

(555,183)

590,922

(590,922)

2,000 330,000

473,824 265,308

(471,824) 64,692

2,000 375,000

528,921 301,520

(526,921) 73,480

168,496 944,976

128,333 930,985

40,163 13,990

28,996 954,557

28,996 940,234

(0) 14,324

1,141,278

1,310,341

Student Services ESL

NORTH REGION Coordination Student Services Non-subsidized Skills Literacy & Employability ABE P rograms Credit Skills Training

284,404

342,046

(57,642)

243,360

195,158

2,871,154

3,836,957

(965,803)

2,914,254

3,896,092

(981,838)

141,976 867,583

142,805 956,789

(829) (89,206)

101,500 955,233

117,863 1,127,949

(16,363) (172,716)

116,994

243,807

(126,813)

113,761

165,113

(51,352)

TOTAL

1,126,553 12,485,167

1,343,401 12,536,230

(216,848) (51,063)

1,170,494 12,543,966

1,410,924 12,730,788

(240,430) (186,822)

Ancillary (Bookstore) OPERATING B ALANCE

250,000

241,379

12,735,167

12,777,609

University COMMON SERVICES Regional Program P rojects Facilities Common & General

8,621 (42,442)

250,000

241,379

12,793,966

12,972,167

48,202

8,621 (178,201)

Appendix A - PSAB - Financial Statements Statement 1 NORTH WEST COLLEG E

Statement of Financial Position AS AT JUNE 30, 2016

Budget June 30, 2015

Estimated June 30, 2015

FINANCIAL ASSETS Cash and cash equivalents (Note 3)

$ 1,724,519

$ 1,837,976

100,000

200,000

Inve ntories for resale (Note 5)

10,000

Portfolio investments (Note 6)

40,000

44,000

1,874,519

2,091,976

200,000

330,000

Accounts receivable (Note 4)

TOTAL FINANCIAL ASSETS LIABILITIES Accrued salaries and benefits (Note 7) Accounts payable and accrued liabilities (Note 8) Def erred revenue (Note 9) Liability f or employee future benefits (Note 10) Long-term debt (Note 11)

TOTAL LIABILITIES NET FINANCIAL ASSETS

30,000

197,600

496,894

482,511

1,254,494

1,240,111

620,025

851,865

10,122,751

10,344,251

8,000

10,130,751

10,352,251

$ 10,750,776

$ 11,204,116

$ 10,750,776

$ 11,204,116

$ 10,750,776

$ 11,204,116

NON-FINANCIAL ASSETS Tangible capital assets (Note 12) Prepaid expenses (Note 13)

TOTAL NON-FINANCIAL ASSETS ACCUMULATED SURPLUS ACCUMULATED SURPLIS IS COMPRISED O F: Accumulated surplus from operations Accumulated re-measurement gains and losses

TOTAL ACCUMULATED SURPLUS

Appendix A - PSAB - Financial Statements Statement 2 NORTH WEST COLLEG E

Statement of Operations and Accumulated Surplus (Deficit) FOR THE YEAR ENDED JUNE 30, 2016

2015 Budget REVENUES (SCHEDULE 2) Provincial government Grants Other

2015 Estimated

8,915,704

8,876,447

420,311

429,378

280,814

253,820

747,830

898,089

32,000

320,820

323,420

Federal government Other Other revenue Contracts Interest Rents

250,000

1,923,857

1,517,834

65,000

142,000

297,533

13,098,336

12,943,521

General

6,045,450

6,243,199

Skills training

3,064,868

2,872,438

Basic education

2,548,249

2,519,321

Services

1,271,772

1,183,916

University

603,384

459,584

Scholarships Student housing

158,000

100,000

330,400

302,510

14,022,123

13,680,969

(923,787)

(737,448)

11,674,564

11,941,564

$ 10,750,776

$ 11,204,116

Resale items Tuitions Donations Other TOTAL REVENUES EXPENS ES (Schedule 3)

TOTAL EXPENS ES Surplus (Deficit) for the Year from Operations Accumulated Surplus (Deficit), Beginning of Year Accumulated Surplus (Deficit), End of Year

The accompanying notes and schedules are an integral part of these financial statements

Appendix A - PSAB - Financial Statements Statement 3 NORTH WEST COLLEG E

Statement of Changes in Net Financial Assets AS AT JUNE 30. 2016

2015 Budget

2015 Estimated

Net Financial Assets (Net Debt), Beginning of Year

1,464,678

1,154,945

Surplus (Deficit) for the Year from Operations Acquisition of tangible capital assets Proceeds on disposal of tangible capital assets Net loss (gain) on disposal of tangible capital assets Write-down of tangible capital assets Amortization of tangible capital assets Acquisition of inventory of supplies for consumption Acquisition of prepaid expenses Consumption of supplies inventory Use of prepaid expenses

(923,787) (943,732) 1,022,867 (8,000) 8,000 (844,652)

(737,448) (605,500)

1,022,867

(844,652)

(303,080)

620,025

851,865

(8,000) 8,000 (303,080)

Net Re-measurement Gains (Losses) Change in Net Financial Assets Net Financial Assets (Net Debt), End of Year

The accompanying notes and schedules are an integral part of these financial statements

Appendix A - PSAB - Financial Statements Statement 4 NORTH WEST COLLEG E

Statement of Cash Flows FOR THE YEAR ENDED JUNE 30, 2016

Projected June 30, 2016 Operating Activities Surplus (deficit) for the year from operations Non-cash items included in surplus (deficit) Amortization of tangible capital assets Changes in non-cash working capital (Increase) in accounts receivable Decreased (increase) in inventories resale Increase (decreases) in accrued salaries and benefits (Decrease) in accounts payable and accrued liabilities (Decrease) in deferred revenue Increase in Liability for Employee Future Benefits Decrease (increase) in inventory of supplies for consumption Decrease (increase) in prepaid expenses Cash Provided by Operating Activities

Approved June 30, 2015

Estimated June 30, 2015

$(927,037)

$(923,787)

(737,448)

967,957

1,022,867

40,920

9,900 108,980

9,900 295,320

(140,000) (140,000)

(988,917) (988,917)

(605,500) (605,500)

Financing Activities Repayment of long-term debt Cash Used by Financing Activities

(129,424) (129,424)

(108,470) (108,470)

(110,935) (110,935)

(Decrease) in Cash and Cash equivalents

(213,975)

(988,407)

(421,116)

Cash and Cash Equivalents, Beginning of Year

1,837,976

2,712,926

2,259,092

$ 1,624,001

$ 1,724,519

1,837,976

Capital Activities Cash used to acquire tangible capital assets Cash Used by Capital Activities Investing Activities Cash used to acquire portfolio investments Proceeds from disposal of portfolio investments Cash Used by Investing Activities

Cash and Cash Equivalents, End of Year

Schedule 1

Appendi x A - PSAB - Financial Statements

North West College Schedule of Revenues and Expenses by Function for the year ended June 30, 2016

2016 Projected General

Skills Training Credit

Revenues (Schedule 2) Prov incial government Federal government Other

$ 5,632,376 146,000

Basic Education

Non-credit

$ 1,474,524 $ 1,093,503 850,000

Credit

Serv ices Learner Support

Non-credit

$ 1,968,367 $ 158,692 257,838 426,490 2,400

261,000

Univ ersity Counsel

Scholarships

Student Housing

Credit

10,000 440,357

46,500 43,000

332,325

2016

2015

Total

Projected

Approv ed

Estimated

9,290,460 257,838 3,595,075

9,336,015 280,814 3,481,507

9,305,825 253,820 3,383,875

Total Revenues

5,778,376

2,568,028

850,000

2,394,857

418,930

261,000

450,357

89,500

332,325

13,143,372

13,098,336

12,943,521

Expenses (Schedule 3) Agency contracts Amortization Equipment Facilities Inf ormation technology Operating Personal services Total Expenses

11,000 967,957 243,268 775,987 49,290 936,629 3,073,962 6,058,093

458,117 9,372 55,925 4,500 250,691 1,743,158 2,521,763

353,750 17,000 4,161 16,500 33,532 195,840 620,783

119,450 69,362 106,488 1,970,676 2,265,976

5,400 41,505 277,842 324,747

4,400 372,441 950,545 1,327,385

4,006 22,004 94,675 120,685

389,480 2,000 5,235 22,710 9,043 428,468

100,000 100,000

129,872 27,188 145,450 302,510

1,336,197 967,957 269,640 1,042,707 79,531 1,913,187 8,461,190 14,070,410

1,509,704 1,022,867 234,601 1,048,587 70,474 2,058,288 8,077,603 14,022,123

1,364,659 1,022,867 265,559 1,083,672 83,269 1,697,316 8,163,625 13,680,969

46,265

$ 229,217

Surplus (Deficit) for the year

(279,717)

128,882

94,183

(1,066,385) $ (120,685)

21,889

(10,500)

29,814

(927,037)

(923,787)

(737,448)

Appendi x A - PSAB - Financial Statements Schedule 2

North West College Schedule of Revenues by Function for the year ended June 30, 2016

General

Credit Provincial Government Adv anced Education/ Economy Operating grants

Program grants Capital grants Contra ct s Other Other prov incial Total Provincial

2016 Projected Basic Education

Skills Training

$ 4,201,152

Non-cre dit

150,324

1,178,605 201,00 0 5,580,7 5 7 -

1,797,2 4 3

1,968,3 6 7

2015 Total

Reve nue s Proj e c ted

Reven u e s Appro ved

Revenue Estmated

4,522,600

4,407,0 4 9 201,000 9,130,6 4 9 -

10,000

1,968,3 6 7

158,69 2

10,000

46,500

4,458,452

9,177,1 4 9 113,31 1

9,290,4 6 0

9,336,0 1 5

9,305,8 2 5

253,820

46,500

4,476,6 0 0

4,280,1 0 4 159,00 0 8,915,7 0 4 93,000 9,008,7 0 4 327,31 1

46,500

107,00 0 51,692

2016 Total

Student

Credit

107,00 0 -

Schola rshi p s

Housin g

1,968,3 6 7 -

Universit y

Counsel

107,00 0 -

1,474,5 2 4 -

Learne r Support

Non-cre dit

171,124

1,324,200 1,474,5 2 4 -

46,500 5,580,7 5 7 51,619

Credit

Serv ices

46,500

4,330,9 9 5 194,00 0 8,983,4 4 7

9,029,9 4 7 275,87 8

5,632,3 7 6

1,474,5 2 4

Federal Government Operating grants Program grants Capital grants

257,838 -

257,83 8 22,976

257,838 -

280,81 4 -

253,820

Other Federal

257,838

280,814

253,820

32,000 6,000 10,000 98,000

1,044,103 49,400

445,000 405,000 -

418,690 7,800 -

2,400 -

250,000 11,000 -

432,857 7,500

43,000 -

326,325 6,000

863,690 32,000 332,325 250,000 1,913,160 43,000 160,900

747,830 32,000 320,820 250,000 1,923,857 65,000 142,000

898,089 32,000 323,420 250,000 1,517,834 65,000 297,533

146,000

1,093,503

850,000

426,490

2,400

261,000

440,357

43,000

332,325

3,595,075

3,481,507

3,383,875

$ 5,778,376

$ 2,568,028

$ 2,394,857

$ 418,930

$ 261,000

$ 332,325

$ 13,143,372

$ 13,098,336

$ 12,943,521

Total Federal Other Revenue Admin recov ery Contracts Interest Rents Resale items Tuitions Donations Other Total Other Total Revenues

850,00 0

North West College: 2015-2016 Business Plan

$ 450,357

89,500

Appendi x A - PSAB - Financial Statements North West College Schedule of Expenses by Function for the year ended June 30, 2016 Schedule 3 General

2016 Projected Basic Education

Skills Training

(Schedule 4) Credit

Agency Contracts Contracts Instructors

11,000 -

458,117

11,000

458,117

Non-credit

Credit

Learner Support

Non-credit

353,750 -

119,450 -

353,750

119,450

Services

University

Scholarships

4,400 -

Credit

389,480

4,400

389,480

2015 Total

Expenses Projected

Expenses Approved

Expenses Estimated

Student Housing

Counsel

2016 Total

1,336,197

1,509,704

1,364,659

1,336,197

1,509,704

1,364,659

Amortization

967,957

1,022,867

Equipment Equipment (non-capital) Rental Repairs and maintenance

170,111 73,157

872 1,000 7,500

17,000 -

170,983 18,000 80,657

191,444 27,000 16,157

167,277 9,000 89,282

243,268

9,372

17,000

269,640

234,601

265,559

5,400 4,161

4,200 2,400 288,105

50,365 1,200 479,412 Rental

43,105 2,400 238,529

3,000 3,762 69,362

62,600 55,925

2,000 5,400

1,040 48,250

4,500

16,500 -

49,290

4,500

16,500

266,005 35,822

39,160 242

19,817 -

5,850 -

8,648 169,610 5,125 3,000 - 6,435 15,131 2,690 250,691

9,160 2,600 655 1,300 33,532

10,935 49,520 2,125 4,500 -

Facilities Building supplies Grounds Janitorial

38,905 55,925 4,161 317,809 180,743 775,987

Repairs & maintenance buildings Utilities Information Technology Computer services Data communications Equipment (non-capital) Materials & supplies Rental Repairs & maintenance buildings Software (non-capital) Operating Advertising Association fees & dues Bad debts Financial services In-service (includes PD) Insurance Materials & supplies Postage, freight & courier Printing & copying Professional services Resale items Subscriptions

7,800 159,756 32,325 54,365 28,451 7,172 140,599 6,343 650

Telephone & fax Travel Other

44,090 54,435 99,467 936,629

Personal Services Employee benefits 27,285 1,488,759 -

450,030 254,399 10,840 185,000 1,794,575 249,129 803,928 -

5,500 26,323 1,735 106,488

6,058,093

$ 2,521,763

$ 620,783

4,006

5,235 -

4,006

5,235

2,636 -

3,785 -

1,189

437 26,300 237 43 5,197 6,655 41,505

3,353 20,350 1,000 227,273 35,133.36 81,547 372,441

3,300 8,998 3,517 5,000 22,004

176,101 28,713 146,617 70,442 8,270 -

1,970,676 Total Expenses

368,615 2,000

277,842

$ 2,265,976

950,545 $ 324,747

North West College: 2015-2016 Business Plan

116,969 94,675

$ 1,327,385

9,043 $ 120,685

343,729 284,858 1,042,707

20,683 279,179 1,048,587

31,814 103,997 1,083,672

21,735 1,040 56,756

21,735 2,200 46,539

21,735 2,200

59,334

79,531

70,474

83,269

6,102 -

240 -

343,595 37,253

353,378 38,221

216,368 37,184

6,300 800 -

100,000 100,000

6,000 11,520 5,040 1,000 6,993 1,457 1,931 27,188

6,000 7,800 186,429 43,845 349,643 40,338 14,672 141,599 227,273 7,006 57,623 150,693 299,432 1,913,187

8,500 7,800 197,401 41,017 335,089 40,000 7,162 165,834 227,273

6,000 7,800 171,440 40,435 342,050 40,512 11,534 156,818 227,273 6,647 56,002 141,090 236,164 1,697,316

900 8,200 408 22,710

24,233 773 7,313,718 6,126

4,200 2,400 38,905 409,055 422,944 22,920 100,352 129,872

50,883 185,532 393,192 2,058,288

22,355 6,964,721 6,126 -

$ 428,468

1,114,061 1,078,330 1,089,231 Honoraria 27,285 27,285 28,785 Salaries 7,037,348 Other 7,267 8,261 3,073,962 1,743,158 195,840 145,450

100,000

8,461,190

$ 302,510

$ 14,070,410

8,077,603 $ 14,022,123

2,596,647 8,163,625

13,680,969

Appendi x A - PSAB - Financial Statements North West College Schedule of General Expenses by Function Area for the year ended June 30, 2016 Schedule 4 2016 Proj ected Governance

Agency Contracts Contracts

Instructors

Amortization

Equipment Equipment (non-capital) Rental Repairs and maintenance Facilities Building supplies Grounds Janitorial Rental Repairs & maintenance buildings Utilities Information Technology Computer services Data communications Equipment (non-capital) Materials & supplies Rental Repairs & maintenance buildings Software (non-capital) Operating Advertising Association fees & dues Bad debts Financial services In-service (includes PD) Insurance Materials & supplies Postage, freight & courier Printing & copying Professional services Resale items Subscriptions Telephone & fax Travel Other Personal Services Employee benefits Honoraria Salaries Other

Total General Expenses

Operating and Administration

2016

Facilities and Equipmen t

Informatio n Technology

Total General Projected $

2015

Total General Approved

11,000

Total General Estimate

11,000 $

11,000

967,957

1,022,867

967,957

2015

11,000

4,066 4,066

78,779 63,500 142,279

91,333 5,591 96,923

170,111 73,157 243,268

190,294

165,740

9,657 199,951

71,937 237,677

38,905 238,529 317,809 180,743

38,905 288,105 238,529 5,083 182,913

38,905 0 479,412 0 71,937 174,743

775,987

753,535

764,997

480 480

1,040

2,200

47,770 48,810

48,250 49,290

41,033 43,233

46,053 48,253

35,018 46,200 712 10,165 12,350 17,616 122,060

266,005 803 7,800 111,006 28,915 53,653 28,451 7,172 130,434 5,764 44,090 34,281 81,127 799,501

1,750 3,410 580 4,259 724 10,723

800 3,544 4,344

266,005 35,822 7,800 159,756 32,325 54,365 28,451 7,172 140,599 6,343 44,090 54,435 99,467 936,629

278,242 36,790 7,800 162,274 30,973 59,217 31,867 7,163 163,830 6,206 37,090 76,248 105,236 1,002,936

27,285 27,285

397,945 2,285,442 2,683,387

30,667 164,229 194,895

21,419 146,976 168,395

450,030 27,285 2,596,647 3,073,962

442,598 27,285 2,542,045 3,011,928

153,891 $ 4,461,845 $

1,123,884 $

North West College: 2015-2016 Business Plan

318,473

6,058,093

6,045,450

188,573 35,568 7,800 135,615 28,915 59,309 31,667 20,617 155,818 227,273 5,817 39,261 114,050 97,126 1,147,408 435,571 27,285 2,548,141 3,010,996 6,243,199

Appendi x A - PSAB - Financial Statements North West College Projected Schedule of Changes in Accum ulated Surplus from Operations for the year ended June 30, 2016

Addition during the June 30, 2015

year

Reductions during the year

June 30, 2016

Invested in Tangible Capital Assets: Net Book Value of Tangible Capital Assets Less: Debt ow ing on Tangible Capital Assets

External Contributions to be Held in Perpetuity

10,344,251

140,000

967,957

9,516,294

482,511 9,861,740

140,000

115,041 852,916

367,470 9,148,824

44,102

Internally Restricted Operating Surplus: Capital projects: Designated for tangible capital asset expenditures

Other: Operating Reserve Residence Reserve Scholarship

525,000 525,000

341,000 341,000

230,000 230,000

497,000 497,000

288,750 86,094

38,400

83,656 42,500

205,094 81,994

76,000

100,000

141,024

114,400

226,156

428,112

165,024 539,868

Unrestricted Operating Surplus

233,405

159,041

Total Accumulated Surplus from Operations

11,204,116

595,400

1,309,072

10,277,079

49 North West College: 2015-2016 Business Plan

Appendi x A - PSAB - Financial Statements

North West College Forecast Statement of Operation (Income Statement) for the year ended June 30, 2016 Year 1 2015-16 Revenues (Schedule 2) Provincial government Grants Other Federal government Grants Other Other revenue Administrative recoveries Contracts Interest Rents Resale items Tuitions Donations Other Total revenues

Salaries and Benefits Out of Scope Salaries Academic In-Scope Professional In-Scope Other Salaries Benefits Sub-toatal Salaries and Benefits Other Operating Expenses Total Expenditure

Year 2 2016-17

% Change

9,023,649 266,811

8,946,498 266,811

-1% 0%

257,838

863,690 32,000 332,325 250,000 1,913,160 43,000 160,900 13,143,372

863,690 32,000 334,325 250,000 1,933,053 65,000 146,300 13,095,516

0% 0% 1% 0% 1% 34% -10% 0%

879,306 3,725,733 2,582,765 36,230 1,091,706 8,315,740

888,147 3,553,834 2,688,122 36,230 1,079,227 8,245,559

1% -5% 4% 0% -1% -1%

5,754,670

5,968,278

14,070,410

14,213,837

50 North West College: 2015-2016 Business Plan

STA-03

Appendix B - Skills Training Allocation - Program Management Form Program Year: NORTH WEST COLLEGE

14/04/2015

Post-Secondary Delivery Institution

Date (yyy/mm/dd)

Program Name

Business Computer Network Technician Office Administration Office Administration Office Administration Disability Support Worker Early Childhood Education Youth Care Worker Continuing Care Assistant (CCA) CCA part time CCA part time CCA part time CCA part time Practical Nursing Yr 1 Practical Nursing continued Electrician Electrician Electrician Hairstylist Heavy Equipment Truck & Transport/agri Institutional Cooking Institutional Cooking Plumbing and Pipefitting

Welding Welding

2015-16

Location

North Battleford North Battleford Meadow Lake North Battleford Thunderchild FN Meadow Lake North Battleford North Battleford North Battleford Meadow Lake Debden Spiritwood Turtleford Meadow Lake North Battleford Meadow Lake Meadow Lake North Battleford North Battleford Meadow Lake Meadow Lake Meadow Lake Meadow Lake Meadow Lake North Battleford

Start Date

31-Aug-15 31-Aug-15 31-Aug-15 31-Aug-15 28-Sep-15 08-Sep-15 31-Aug-15 31-Aug-15 08-Sep-15 07-Sep-15 08-Sep-15 10-Sep-15 10-Sep-15 28-Sep-15 09-Feb-15 31-Aug-15 08-Feb-16 08-Feb-16 27-Jul-15 08-Sep-15 31-Aug-15 08-Feb-16 08-Feb-16 08-Sep-15 08-Sep-15

End Date

29-Apr-16 06-May-16 29-Apr-16 29-Apr-16 27-May-16 10-Jun-16 17-Jun-16 20-May-16 16-Jun-16 29-Jun-16 28-Jun-16 27-Jun-16 30-Jun-16 28-Apr-17 16-Dec-16 29-Jan-16 30-Jun-16 24-Jun-16 24-Jun-16 30-Jun-16 29-Jan-16 30-Jun-16 12-Jun-16 27-May-16 27-May-16

# of Course Days

North West College: 2015-2016 Business Plan

Course Capacity

1,773 1,650 1,872 1,872 1,872 2,102 1,889 1,950 1,647 284 284 284 284 1,083 1,886

15 12 15 15 15 15 15 15 15 12 12 12 12 7 14

997 997 997 3,036 1,967

12 12 12 14 12

1,067 1,067

12 12

883

1,958 1,958

12 12

35,659

Page 1 of 1

STA Cost

$99,356 $61,520 $80,725 $70,124 $80,075 $83,890 $93,160 $81,315 $84,371 $17,062 $23,264 $19,945 $23,246 $113,687 $186,075 $73,598 $73,598 $91,711 $97,921 $145,768 $57,249 $57,249 $81,456 $88,439 $94,005

323

$1,978,809

Total Course Cost

Projected Funding Sources

$145,974 STA, Tuition $110,110 STA, Tuition $131,022 STA, Tuition $120,419 STA, Tuition $130,372 STA, Tuition $140,622 STA, Tuition $148,715 STA, Tuition $138,046 STA, Tuition $132,828 STA, Tuition $36,422 STA, Tuition $37,058 STA, Tuition $42,949 STA, Tuition $37,040 STA, Tuition $145,222 STA, Tuition $213,615 STA, Tuition $103,098 STA, Tuition $103,098 STA, Tuition $121,206 STA, Tuition $182,536 STA, Tuition $206,218 STA, Tuition $89,679 STA, Tuition $89,679 STA, Tuition $104,396 STA, Tuition $143,439 STA, Tuition $149,009 STA, Tuition

$3,002,772

Apprenticeship and Workforce Skills Branch 12th floor, 1945 Hamilton St.

Appendix C - Adult Basic Education Enrollment Management Plan for 2015-16

Post-Secondary Insitution:

NORTH WEST COLLEGE

Date Submitted: April 15, 2015

Program Details

Program Name

Program Lev el

Location

Partners

On-Reserve / Off-Reserve

Partners

Student Program Length

Student Start Date

Student End Date

Page 1 of 2

Student Program Capacity

Student Program Seat Capacity

Student Program Course Days

ECON Funding

Total Student Seat Capacity

ABE Grant Funding

Immigration Funding for ESL

Funding Partners

Total ECON Funding

(A)

Name from Business Plan

Select Program Level from Drop Down List

e.g. Saskatoon, Yorkton, etc.

Select Program from Drop Down List

e.g. Employer A, Yorkton T ribal Council, School

e.g. 15/SEP/08

e.g. 16/JUN/24

e.g. 20

Level 4

Big River

Off-Reserve

Adult 10

Level 3

Big River

Off-Reserve

Adult 12

Level 4

Duck Lake

Off- Re ser v e

Adult 10

Level 3

Duck Lake

Off- Re ser v e

Adult 12

Level 4

Leask

Off-Reserve

Adult 10

Level 3

Leask

Off- Re ser v e

e.g. 150

Adult 12

Level 4

Leoville

Off- Re ser v e

Adult 10

Level 3

Leoville

Off-Reserve

Adult 12

Level 4

Mosquito FN

On-Reserve

Adult 10

Level 3

Mosquito FN

On-Reserve

Adult 12

Level 4

Meadow Lake

Adult 10

Level 3

Meadow Lake

Adult 10

Level 3

Meadow Lake

Off- Re ser v e

31-May-16

170

2,550

31-Aug-15

31-May-16

170

2,550

31-Aug-15

31-May-16

170

2,550

31-Aug-15

31-May-16

170

2,550

31-Aug-15

31-May-16

170

2,550

31-Aug-15

31-May-16

170

2,550

31-Aug-15

31-May-16

170

2,550

31-Aug-15

31-May-16

170

2,550

31-Aug-15

31-May-16

170

2,550

31-Aug-15

31-May-16

170

2,550

Off-Reserve

31-Aug-15

31-May-16

170

5,100

Off-Reserve

31-Aug-15

31-May-16

170

2,550

31-Aug-15

18-Dec-15

1,200

Levels 1/2

Meadow Lake

Off-Reserve

4-Jan-16

6-May-16

1,200

31-Aug-15

31-May-16

170

Off- Re ser v e

7,650

$125,131.00

8-Sep-15

28-Jun-16

600

$26,957.00

Big River FN

PSSD

LSSD

Mosquito FN

NWSD Level 2 Path wa ys

(B )

(C )

Total Program Funding

$197,479.00

$36,400.00

$147,928.00

$74,000.00

$150,205.00

$43,400.00

$212,207.00

$21,090.00

$260,609.00

$390,173.00

$15,800.00

Seat Costs

Seat Cost per Training Day

(A + B + C) Formula calculates T otal ECON Funding (A) รท by Total S tudent S eat

Excluding in-kind; include partnerships, Literacy Grant, etc.

31-Aug-15

Mistawasis and Muskeg Lake FN PSSD

All Other Funding

Formula calculates Student Program Seat Capacity x Student Program Course Days

Division, etc.

Adult 12

K-12 Funding for 18-21 Year Olds

Total

Capacity

$233,879.00

$38.72

$221,928.00

$29.01

$209,405.00

$29.45

$233,297.00

$41.61

$260,609.00

$51.10

$470,453.00

$38.82

$44,000.00

$36,280.00

$190,000.00

$27,620.00

$342,751.00

$16.36

$2,165.00

$29,122.00

$44.93

Adult 12

Level 4

North Battleford

Level 30 Night Class

Level 4

North Battleford

Off- Re ser v e

Adult 10

Level 3

North Battleford

Off- Re ser v e

31-Aug-15

31-May-16

170

2,550

$115,152.00

$9,205.00

$124,357.00

$45.16

Incubator Pilot

Level 3

North Battleford

Off-Reserve

31-Aug-15

31-May-16

170

2,550

$115,152.00

$9,205.00

$124,357.00

$45.16

Levels 1/2

North Battleford

Off- Re ser v e

31-Aug-15

18-Dec-15

1,200

Levels 1/2

North Battleford

Off-Reserve

31-Aug-15

18-Dec-16

1,200

Levels 1/2

North Battleford

Off-Reserve

13-Jan-16

13-May-16

1,200

Level 2 Pathways Level 2 Pathways Level 2 Pathways Level 2 Path wa ys Level 2 Path wa ys Level 2 Path wa ys Level 2 Pathways

LSSD

Levels 1/2

On-Reserve

Levels 1/2

On-Reserve

Ahtahkakoop FN Beardy's Okemasis FN Big Island Lake Levels 1/2 FN Levels 1/2

Big River FN

On-Reserve On-Reserve

Ahtahkakoop FN Beardy's Okemasis FN Big Island Lake FN Big River FN

$146,682.00

$13,000.00

$159,682.00

$40.75

18-Jan-16

20-May-16

1,200

$62,034.00

$51.70

14-Sep-15

15-Jan-16

1,200

$74,100.00

$61.75

10-Sep-15

15-Jan-16

1,200

$62,034.00

$51.70

14-Sep-15

19-Jan-16

1,200

$62,952.00

$52.46

North West College: 2015-2016 Business Plan

Program Details

Progr a m Name

Progr a m Lev el

Partners

On-Reserve/ Off-Reserve

Location

Partners

Student Program Length

Student End Date

Student Start Date

Student Program Capacity

Student Progr a m Seat Capacity

Student Program Course Days

ECON Funding

Total Student Seat Capacity

ABE Grant Funding

Immigration Funding for ESL

Funding Partners

Total ECON Funding

(A)

Name from Business Plan

Level 2 Path wa ys Level 2 Pathways Level 2 Pathways Level 2 Pathways Level 2 Pathways

Select Program Level from Drop Down List

Levels 1/2 Levels 1/2 Levels 1/2 Levels 1/2 Levels 1/2

e.g. Saskatoon, Yorkton, etc.

Little Pine FN Makwa Sahgaiehcan FN Mistawasis FN Muskeg Lake FN Pelican Lake FN

S elect Program from Drop Down List

On-Reserve On-Reserve On-Reserve On-Reserve On-Reserve

e.g. Employer A, Yorkton T ribal Council, School Division, etc.

Little Pine FN Makwa Sahgaiehcan FN Mistawasis FN Muskeg Lake FN Pelican Lake FN

e.g. 15/SEP/08

e.g. 16/JUN/24

e.g. 20

All Other Funding

(B )

(C )

Total Program Funding

Seat Costs

Seat Cost per Training Day

(A + B + C) Formula calculates T otal ECON Funding (A) รท by Total S tudent S eat

Excluding in-kind; include partnerships, Literacy Grant, etc.

Course Days

Capacity

18-Jan-16

20-May-16

1,200

$70,725.00

$58.94

8-Sep-15

13-Jan-16

1,200

$58,357.00

$48.63

14-Sep-15

15-Jan-16

1,200

$73,750.00

$61.46

18-Jan-16

20-May-16

1,200

$73,650.00

$61.38

18-Jan-16

20-May-16

1,200

$62,402.00

$52.00

495

LINC

North Battleford

Off- Re ser v e

21-Sep-15

31-May-16

Level 2

LINC

North Battleford

Off-Reserve

21-Sep-15

31-May-16

495

Level 3/4

LINC

North Battleford

Off-Reserve

21-Sep-15

31-May-16

495

Level 5/6

LINC

North Battleford

Off- Re ser v e

21-Sep-15

31-May-16

495

Level7/8

LINC

North Battleford

Off-Reserve

21-Sep-15

31-May-16

495

Day level 1-3

LINC

North Battleford

Off-Reserve

21-Sep-15

31-May-16

495

Day level 4/5

LINC

North Battleford

Off- Re ser v e

21-Sep-15

31-May-16

495

Level 1 - 4

LINC

Meadow Lake

Off- Re ser v e

21-Sep-15

31-May-16

495

Level 1 - 4

LINC

Rosthern

Off- Re ser v e

21-Sep-15

31-May-16

264

Level 1 - 4

LINC

Spiritwood

Off- Re ser v e

21-Sep-15

31-May-16

495

Level 1 - 4

LINC

Unit y

Off-Reserve

21-Sep-15

31-May-16

264

Level 1 - 4

LINC

T BD

Off-Reserve

21-Sep-15

31-May-16

Literacy/level 1

K-12 Funding for 18-21 Year Olds

Formula calculates Student Program Seat Capacity x Student Program

e.g. 150

Total

CIC

528

662

4106

68,811

$107,000.00

$2,487,679.00

$107,000.00

$2,594,679.00

$265,147.00

$372,490.00

$414,822.00

$372,147.00

$19.42

$3,381,991.00

$37.71

NOTE: Funding for the ABE Grant from ECON should reflect the allocation prov ided in Budget letters for the 2015-16 program year. Rationale should be articulated on any discrepanices. In the chart below, please enter the total # of programs in each program category planned for the 2015-16: Lev els 1/2

Comments:

Lev el 3

Lev el 4

BE resources used inlcude amount indicated in 2015-16 budget letter plus the increase for April, May and June of 2015

North West College: 2015-2016 Business Plan

GED Prep

ESL

LINC

Total # of Programs

NOTE all Level 1/2 programs are all Level 2

10702 Diefenbaker Drive North Battleford, SK S9A 4A8 Phone: (306) 937-5100

720- 5th Street West Meadow Lake, SK S9X 1T9 Phone: (306) 234-5100

Abridge Business Plan drawn directly from: The Multi-Year Business Plan Approved April 27 2015