2016-2017 BUSINESS PLAN APPROVED JULY 28, 2016
TABLE OF CONTENTS
EXECUTIVE SUMMARY ................................................................................ 3 COLLEGE OVERVIEW ................................................................................... 4 A. GOALS, OBJECTIVES, KEY ACTIONS AND SUCCESS MEASURES/ 2016-17 TARGET .............................................................................................. 5 B. STRATEGIC INITIATIVES ..................................................................... 11 C. PROGRAMMING ............................................................................... 13 D. HUMAN RESOURCES......................................................................... 23 E. SUSTAINABILITY ............................................................................... 25 F. INFORMATION TECHNOLOGY............................................................ 26 G. FACILITIES & CAPITAL........................................................................ 27 H. 2016-17 BUDGET .............................................................................. 32 I. OPERATIONS FORECAST AND GOV. BUDGET INPUT ............................ 39 J. CONCLUSION ................................................................................... 40
APPENDIX A – FINANCIAL STATEMENT PACKAGE APPENDIX B – SKILLS TRAINING ALLOWANCE APPENDIX C – ADULT BASIC EDUCATION APPENDIX D – ENGLISH AS A SECOND LANGUAGE
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EXECUTIVE SUMMARY
The 2016-17 Business Plan presented maximizes provincial resources and leverages industry, community and third party investments to meet the program and service needs of northwest Saskatchewan. North West College (NWC) will continue to be a leader in Adult Basic Education programming with 30 distinct programs located in First Nations communities, rural towns and on Campus. For over 40 years the College has demonstrated Aboriginal post-secondary success. The 2016/17 skills training program plan includes 26 full and part time programs, in all sectors of the economy. The success of these programs, including our graduates’ attachment to the labour market would not be possible without the investments of our Student Services. There remains some risk with the business plan related to changes in STA policy, expected changes to the ABE funding model, assumptions in third party revenue and expiring Collective Bargaining Agreement. With 0% increase in operating budget for 2016/17, we are pleased to present only a small increase of $50,000 in operating deficit. North West College aims to maintain consistent levels of service to meet the needs and expectations of our communities. Strategic priorities for 2016/17 include the realization of Phase 1 of a standalone Campus for The Battlefords. NWC submitted a Strategic Investment Fund proposal to create the North West College Trades & Skills Training Centre (NWC T&STC). If approved, this infrastructure project will inject $21.1 million of new construction to consolidate approximately 5800 square meters of numerous training delivery sites in the Battlefords. The second strategic priority includes further alignment with our health science offerings to meet the growing needs of the Health Sector in northwest Saskatchewan. The College will continue to partner with Prairie North Health Region to advocate for a psychiatric nursing diploma in North Battleford. This will ensure the expanded construction at the Saskatchewan Hospital will have skilled employees that are trained in the region where they can access long term employment. A strong Saskatchewan requires vibrant rural communities. The College plays a major role in the economic sustainability of rural northwest Saskatchewan – from our accessible programs that train local people, to assist industry with recruitment and retention issues, to our investment in Aboriginal people to our staff’s contribution to community – our College contributes to a stronger Saskatchewan.
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NORTH WEST COLLEGE – OVERVIEW
North West College serves northwest Saskatchewan with two campuses - one in the Battlefords and the other in Meadow Lake. In addition, each year the College delivers programs in approximately 26 rural communities, including up to 15 of the 26 First Nations across the region. Although we primarily deliver Adult Basic Education programs in 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 in other regions of the province. 1 These unique demographics pose both challenges and enormous opportunities for the delivery of post-secondary education. Figure 1. Map of North West College Region • 100,000 residences in 2 cities, 48 towns and villages, 29 RMs and 26 First Nations • 35% Aboriginal descent • Home of 1/3 of Saskatchewan’s First Nations Communities • 50% under age of 35 • Major industry: Agriculture, oil, forestry, health care, education, social services, retail trade
Major industries in the region include agriculture, oil, forestry, health care, education, social services, and retail trade. Few resource-sector companies have corporate offices within the region. Extra resource allocation is required for partnership development and to identify and assess labour market needs. The College interacts with numerous small to medium-sized businesses within the region, and it reaches out to corporate headquarters elsewhere in the province or across Canada.
1
Saskbiz.ca. (2015). Community and Region Statistics. <http://www.saskbiz.ca/search/communitySearch.asp?UNITS=1&CURR=1>
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A. GOALS, OBJECTIVES, KEY ACTIONS AND SUCCESS MEASURES/2016-17 TARGET
In August 2015, North West College launched a comprehensive, multi-year, strategic plan (Leaders Building Community – Strategic Plan 2015-18). Using the balanced scorecard method, actionable key performance indicators were established with annual benchmarks of achievement and accountability. All aspects of our College mandate were taken into consideration in the building of this strategic plan to ensure alignment with government priorities identified in the Saskatchewan Plan for Growth, and other guiding documents from the ministries of Advanced Education and the Economy. In this process, four strategic themes were established. (See Figure 2. Leaders Building Community – Strategic Plan 2015-2018 - Strategic Map.)
Employable Labour Force Accessible & Responsive
North West College is Accessible. As the home of 1/3 of Saskatchewan’s First Nations communities and increasing numbers of new Canadians, North West College draws significant strength and knowledge from the diversity of our students, staff and community stakeholders. Enriching our programs and services allows us to collaboratively and collectively meet the labour demands of our region. North West College is Responsive. It aligns programming with the labour demands of the region, depends on strong partnerships with employers and connects our graduates with post-graduation supports and ensure the growth of a representative workforce. By working to build an Employable Labour Force, North West College continues to strive to meet the educational and labour demands of all people within our region. The strategic initiatives outlined in this customer-centered strategic theme directly align with the Ministry of Economy goal to “develop, attract and retain skilled workers”. 2
2
Ministry of the Economy, Ministry of the Economy Plan for 2016-17, 5. http://www.finance.gov.sk.ca/Plansfor2016-17
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Table 1. Leaders Building Community – NWC Strategic Plan 2015-2018 – Employable Labour Force Government of Saskatchewan Goal: Meeting the challenges of growth Ministry of the Economy Goal: Develop, attract and retain skilled workers North West College Goals: C1. Employ graduates C2. Connect students to employment C3. Build a labour force representative of our region Objectives: C1. Post-graduate employment supports C2. Student connections to employment C3. Diversify student body Key Actions: 2016/17 Success Measures: 2015-16 Measurable C1. Graduation employment rate 80% 82% C2. Student participating in work placements 370 365 C3.(1) Equity group enrolment compared to total enrolment 87% 88% C3. (2) Equity group graduation rate Establish Baseline* TBD* * C3. Equity graduation rate baselines will be calculated based on the 2015-16 academic year and will result in actionable KPI for 2016-17 and 2017-18.
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Student Success
Accountable
North West College is Accountable. Leadership skills such as critical analysis, interpersonal management, and creative thinking equip graduates for long term success. North West College builds upon discipline-specific, practical training by investing in students’ personal growth and development. Programs and services equip North West College graduates to meet the changing demands of the labour market and become the industry leaders of tomorrow. Always remaining accountable to our mandate and mission, North West recognizes that our student success is critical to the enrichment of our communities, our region, and the economy of Saskatchewan. To this end, we are committed to excellence in teaching, continually responding to student and industry needs. Supporting this academic excellence is a comprehensive and innovative set of student services. The College ensures all students are offered the supports they need to achieve their personal and professional goals. Our second customer-centered theme focuses on students and speaks directly to the Ministry of Advanced Education goal of facilitating “students [to] succeed in post-secondary education” 3. Table 2. Leaders Building Community – NWC Strategic Plan 2015-2018 – Student Success Government of Saskatchewan Goal: Sustainability and Quality Ministry of Advanced Education Goal: Students success in post-secondary education North West College Goals: C4. Retain students C5. Graduate students C6. Develop leaders among students and graduates Objectives: C4. Student retention strategy C5. Student retention strategy C6. Student leadership development Key Actions: 2016/17 Success Measures: 2015-16 Measurables C4. Student retention rate 77% 79% C5. Graduation rate Establish baseline* TBD C6. Leadership development program Develop program Pilot program * C5. Graduation rate baselines will be calculated based on the 2015-16 academic year and will result in actionable KPI established for 2016-17 and 2017-18 academic years.
Ministry of Advanced Education, Ministry of Advanced Education Plan for 2016-17, 3. http://www.finance.gov.sk.ca/Plansfor2016-17 3
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College of Choice Quality
North West College exemplifies Quality. As an essential service provider in northwest Saskatchewan, North West continually strives to be the premier post-secondary institution in our region. We provide accessible programming in or near home communities, where students can draw on their family and cultural supports. This outreach leads to student success and allows these learners to stand as community role models. When students choose North West College, they choose to invest their talents, time, and potential in our region. When industry chooses North West, these partnerships foster programming relevant to the labour needs of our employers. When our communities choose North West, we come together to build a region that is thriving, diverse, and ready to meet the challenges and opportunities of the future. Our process-driven strategic theme focuses on making North West College the institution of choice for our mandated region. The goals and underlying values of this theme directly align with the Ministry of Advanced Education goal of “meet[ing] the advanced education needs of the province” 4. Table 3. Leaders Building Community – NWC Strategic Plan 2015-2018 – College of Choice Government of Saskatchewan Goal: Sustainability and Meeting the challenges of growth Ministry of Advanced Education Goal: Meet the advanced education needs of the province North West College Goals: P1. Attract students P2. Be Relevant within the region P3. Diversify program delivery P4. Cultivate community and industry partnerships Objectives: P1. Student recruitment strategy P2. Marketing strategy P3. Diversified program delivery P4. Stakeholder engagement Key Actions: 2016/17 Success Measures: 2015-16 Measurables P1. Enrolment rate 90% 91% P2. Scholarship donor investment $45,000 $65,000 P3. Diversified program delivery FLEs in alternative delivery program 70 75
Ministry of Advanced Education, Ministry of Advanced Education Plan for 2016-17, 4. http://www.finance.gov.sk.ca/Plansfor2016-17 4
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High-Performance Organization Sustainable
North West College is Sustainable. Committed to investing in its people, North West ensures employee satisfaction and engagement. Our staff, instructors, and managers serve with integrity, passion, and dedication. This is the foundation of a sustainable, high-performance organization and a vital resource that will continue to be nurtured and deeply valued. Strengthening North West College as a corporate body with emphasis on infrastructure enhancement, human capital investment, and responsible policy development, the College can ensure sustainability and growth for years to come. The final North West College strategic theme emphasizes growth and sustainability in our continuing development as a high-performance organization. This theme and its underlying objectives directly aligns with the Ministry of Advanced Education goal of ensuring “Saskatchewan’s postsecondary sector is sustainable” 5 while paying cognisant recognition to the Ministry of the Economy’s goal of “organizational excellence”. 6 Table 4. Leaders Building Community – NWC Strategic Plan 2015-2018 – Sustainability & Growth Government of Saskatchewan Goal: Meeting the challenges of growth, and opportunities for Saskatchewan people Ministry of Advanced Education Goal: Saskatchewan’s post-secondary sector is sustainable Ministry of the Economy Goal: Organizational Excellence North West College Goals: GS1. Invest in people GS2. Enhance infrastructure GS3. Manage risk Objectives: GS1. Staff recruitment and retention GS2. (1) Intranet development GS2. (2) Acquisition of non-owned portion of ML Campus GS3. Enterprise risk management Key Actions: 2016/17 Success Measures: 2015-16 Measurables GS1. Employee Satisfaction Rate 83.3% 83.8% GS2. (1) Develop and pilot intranet among select users Begin staff usage GS2. (2) Update business case and submit to relevant Negotiate transfer parties. GS3. Review of best practices and Management/Board ERM Plan developed Education
Ministry of Advanced Education, Ministry of Advanced Education Plan for 2016-17, 5. http://www.finance.gov.sk.ca/Plansfor2016-17 6 Ministry of the Economy, Ministry of the Economy Plan for 2016-17, 5. http://www.finance.gov.sk.ca/Plansfor2016-17 5
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Figure 2 - Leaders Building Community – NWC Strategic Plan 2015-2018 - Strategic Map
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B. STRATEGIC INITIATIVES
As indicated in Figure 2, innovation remains one of the core values of North West College. Fostering creative solution and supporting continuous improvement in program delivery, services and administration are embedded methodologies of our professional practice. Unfortunately, it is difficult to invest strategically in new initiatives while meeting current expectations of programs and services with a 0% increase in funding. In the present economic climate, it is becoming increasingly difficult to support innovative strategic initiatives financially. Despite these challenges, North West College continues to press for valuable initiatives that will cultivate current and future sustainability.
Health Sciences The Battlefords is a hub for health services in Saskatchewan. It serves as an access point for rural northwest Saskatchewan and as a specialized center for psychiatric health for the province. The College is committed to assisting local health authorities and Aboriginal health organizations with their recruitment and retention by training local people. With the new build and expansion of the Saskatchewan Hospital, even more health professionals will be required, including Registered Nurses (RNs), Registered Psychiatric Nurses (RPNs), Licensed Practical Nurses (LPNs), Addictions Workers, Security Workers and other skilled health practitioners. There is a great concern the current seats for RPNs will not be sufficient in meeting the increased full time equivalent (FTEs) required to staff the facility, given the bed expansion and current vacancies. The College continues to partner with Prairie North Health Region to advocate for a psychiatric nursing diploma in North Battleford; however, we understand no further seats can be allocated to psychiatric nursing. We will continue to support our local health region to ensure they have the skilled workforce needed to meet the needs of our shared region.
Battlefords Campus Infrastructure Investment For the past decade, North West College has experienced significant space constraints, particularly at the Battlefords Campus. These constraints have resulted in an ever increasing number of North West College programs being delivered off site. This trend has proven problematic because students are drawn away from Campus, which hampers their ability to access facilities, supports, and services critical to academic success. In May 2016 North West College submitted a proposal under the federal government Strategic Investment Fund to create the North West College Trades & Skills Training Centre (NWC T&STC). This infrastructure project will inject $21.1M of new construction to consolidate approximately 5800 square metres of numerous training delivery sites in The Battlefords. The College has been working with external parties for the past five years to assess training demands and campus capacity. Two independent studies identify the need to construct a standalone campus. This project is designed to meet current demand and projected program and service delivery plans. Actual space requirements and necessary ancillary services were determined through internal and third party needs assessment processes and initial design specifications. The Saskatchewan Educational Leadership Unit (SELU) completed a Functional Assessment of Facilities in 2011 and aodbt Architecture further investigated space needs in a Master Planning Analysis completed in 2012. The initial conceptual designs for a complete standalone campus are based on the square footage needs of the College as determined through these two studies. This concept includes all aspects of operations for post-secondary institution able to meet the needs of its students as they prepare to enter the labour market. This Strategic Investment Fund (SIF) project will modernize trades and skills training and provide a culturally appropriate facility to serve and reflect community with a student 11
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population that is over half Aboriginal. The NWC T&STC is Phase One of North West College's strategic infrastructure plan to build a standalone campus. The result of this proposal is pending.
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C. PROGRAMMING
North West College’s program plan outlines initiatives 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 College delivers quality programs investing in students and employers. The program plan demonstrates accessibility – proposing programming in 15 communities; responsiveness – meeting the needs of local, regional and provincial workforce and accountability – through our evidence-based method of program selection. Our program plan maximizes government and partner resources to contribute to a strong Saskatchewan. The strength of North West College is our 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 2016-17 demonstrate accountability by maximizing 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 have been demonstrated to lead to learner success, long-term attachment to the labour market and career achievement. Developing a multi-year program plan proved challenging this year given the Ministry’s program policy changes and a CBA that expires August 31, 2016. The recently released Skills Training Allocation (STA) policy provides a new costing framework and the impacts were difficult to assess in the absence of information from our brokering agency. The Basic Education funding formula is also under review and may have significant impacts on the 201718 and 2018-19 program plans. Salary benefits costs are the primary fixed expense of program delivery and unknown wage rates causes significant risk to the program plan. Programs in 2016-17 and future years may need to be adjusted further as we gain more information and experience working with these new policies. In the pages to follow, there is an overview of programs and services to be delivered in 2016-17. Appendices B, C, and D provide a detailed breakdown of programs for Basic Education and institute credit programming and details of English as an Additional Language for 2016-17. The mandatory chart is included below.
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Table 5. Projected Program Headcount and FLEs Program Categories Projected Program Budget 15-16
Institute Credit Industry Credit Industry Non-credit Adult Basic Education Credit Adult Basic Education Non-Credit* University TOTAL Headcount/FLE**
HC 323 900 240 300 355 113 2231
FLE 317.0 17.8 8.9 374.8 165.1 51.6 935.1
Estimate 2015Budget 2016-17 16 HC FLE HC FLE 397 320.67 353 278.3 587 11.63 800 15.9 161 5.5 200 7.2 509 375.2 285 355.9 322 185 436 201.7 94 54.8 111 50.5 2070 952.8 2185 909.5
* EAL is included in ABE non-credit; Literacy is as well effective 2016-17 ** Headcount reflects seats in Adult Basic Education in the budget and forecast columns but does reflect an estimate of actuals for 2015-16.
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. In 2016-17, our Adult Basic Education funding was reduced by $4,120. The Literacy grant previously received from the Ministry of Education was rolled into the ABE funding so literacy activities will now be reflected in this section and in Appendix C. North West College is a leader and innovator in Adult Basic Education delivery. We introduced a strategy for basic education and workforce exposure five years ago and continually review and improve the intake processes, program delivery method, and support provided to ensure success. North West College piloted an innovative Level 3 program in 2015-16. We recently presented our project findings at the Colleges and Institutes Canada (CICan) Annual Conference. The pilot integrated the Level 3 curriculum with an incubator project. The students developed a business plan and implemented a coffee shop in addition to completing all five subjects of Level 3 and Career Work Experience 30. North West College delivers quality, responsive programming that is accessible across the region and relevant to our students and communities. Our region has a significant demand for Adult Basic Education, given the high unemployment rates and the high number of people with less than Grade 12. 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 is sufficient demand as well as employment opportunities for particular 14
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programs. Access to daycare, affordable housing, and appropriate training facilities as well as commitment and support from community leaders are salient factors to consider when choosing program locations. Enhancing 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 to develop and deliver 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 community leaders takes an active role in programming. The College will continue to pursue community partnership opportunities where these conditions exist across the region. Table 7 outlines our 2016-17 program plan for Basic Education, which utilizes the entire BE conditional grant, including the literacy resources provided in the budget. The overall program plan results in similar student days as 2015-16. However, there have been changes in program locations and mix of program types to maximize the resources available and address waitlists. North West has delivered ABE in the town of Big River for many years, but to better meet the needs of the northeast corner of our region, programming will be delivered out of the community of Debden for the 2016/17 year. This move is supported by both Big River and Ahtahkakoop First Nations. Overall the program plan for 2016-17 has seats and training days similar to the 2015-16 business plan. Under the assumption of status quo funding, the program plan for 2017-18 projects a reduction of 1200 student days, or essentially one 80 day Level 2 program and the 2018-19 plan projects a reduction of 1200 student days. These latter year plans may see significant changes with the anticipated introduction of a new funding model.
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Table 6. 2016-17 Program Plan for Basic Education Program Type and Location Level 4/Adult 12
Debden Duck Lake Leask Leoville Meadow Lake North Battleford - day time North Battleford - evening TOTAL Level 4 Level 3/Adult 10 Debden Duck Lake Leask Leoville Meadow Lake Meadow Lake - winter only Mosquito FN North Battleford North Battleford - pilot TOTAL Level 3 Level 2 Battlefords Tribal Council Beardy's Okemasis FN Big Island Lake FN Big River FN Makwa Sahgaiehcan FN Meadow Lake Mistawasis FN Mosquito FN Muskeg Lake FN North Battleford North Battleford Pelican Lake FN Sweetgrass FN Witchekan Lake FN Total Level 2 TOTAL College 2016-17 2015-16 Business Plan
Business Plan 2016-17 Seats Program Length 15 15 15 15 30 45 15 150 15 15 15 15 15 15 15 15 15 135 15 15 15 15 15 15 15 15 15 15 15 15 15 15 210 495 495
170 170 170 170 170 170 40 170 170 170 170 170 90 170 170 170 80 80 80 80 80 80 170 80 80 80 80 80 80 80
Projected Training Days
2,550 2,550 2,550 2,550 5,100 7,650 600 23,550 2,550 2,550 2,550 2,550 2,550 1,350 2,550 2,550 2,550 21,750 1,200 1,200 1,200 1,200 1,200 1,200 2,550 1,200 1,200 1,200 1,200 1,200 1,200 1,200 18,150 63,450 63,300
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Literacy Funding for literacy was provided within the ABE grant in 2016-17 in the amount of $50,000 to continue to address the needs of Level 1 and 2 learners. The funds, their use, and their distribution is to be reviewed by the Ministry in 2016-17. 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 1 or Level 2. North West College has traditionally used literacy resources to work with people who are Level 1. In the Battlefords, literacy candidates identified through the ABE intake process come to the resource center on campus to work on their skills through an individualized learning plan based on the Circle of Learning benchmarks. These students receive individual support, do small group work, and access computer assistive programs. Students in College programs also access the center for remedial work in math, writing, and reading comprehension. Launch into Literacy is a program delivered in our northern communities to engage learners with education and gain skills as outlined in the Circle of Learning benchmarks. All literacy programs are three hours per day over a specified number of days. This scheduling provides student opportunities for reflection and practice while reducing frustration with learning. The literacy plan details are provided in Appendix C.
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 applications is announced. The College budget as presented does not include any funding from these proposal-based initiatives.
English as an Additional Language North West College is working in partnership with federal and provincial governments to provide an appropriate level of language training for new Canadians. The federal election and refugee priorities resulted in an extension of our three year agreement to end March 2017. In the fall, the College will have an opportunity to apply for a three year agreement to cover April 2017 to March 2020. This three year plan has assumed status quo funding from both the federal and provincial governments. 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 regarding 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. Investments in training may have to be repeated if there is significant turnover of instructors due to the qualification framework. It is our intent to deliver 11 English as an Additional Language program in the Battlefords, Meadow Lake, Rosthern, and two other rural communities. The plan provides language training from literacy to Level 7 and will serve a similar number of students as in 2015-16. (The specific courses and locations can be found in Appendix D.) However, the College is witnessing a trend of fewer Level 1 students. Access to EAL programs has been restricted 17
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based on requirements for minimum class size and course length. Also, in order to access the online provincial and federal program, a learner must obtain at least a Level 3. These requirements have hampered innovation in meeting this critical need and ensuring programming is accessible in rural Saskatchewan, and communities, employers, and individuals are not receiving these much needed services.
Institute Credit The Skills Training Allocation (STA) for 2016-17 was increased by $87,000. Institute credit certificates and diplomas are funded through STA, tuition fees, and third party funding. Recent changes in the STA policy regarding eligible costs are not yet fully understood. This three year plan was prepared based on the information at the time of writing – minimal Sask Polytechnic budgets for our brokered programs and a one year exemption of $232,149. As budgets are received from Sask Polytechnic, negotiated and finalized, some of the plan may still be changed. The 2016-17 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 are responsive to regional and provincial labour market demand. The College programs are significantly invested in trades and health care training to be aligned with regional recruitment and retention needs. An emerging need exists for additional psychiatric nurses for the expanding Saskatchewan Hospital. The College and health region are very interested in offering the psychiatric nursing diploma in North Battleford however we understand no further seats can be allocated to Psychiatric Nursing. We will continue to support our local health region to ensure they have the skilled workforce needed to meet the needs of our shared region. Students participating in skills training programs develop skills relevant to today’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 practica for credit. This strategy, along with post-graduation support connecting students with employers, assists in ensuring our graduates are employed. Table 8 reflects the comprehensive array of institute credit skills training programs planned for delivery in 201617 to maximize 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 enrolment represents the number of students the College expects will complete their program of study. This table reflects a decrease in student days over the previous year’s business plan, but there is an increase in the number of training opportunities. The 2017-18 and 2018-19 proposed plans were developed assuming status quo funding less the one year exemption. The student days are relatively equal over the next three years, but the mix and type of programming has changed, including the introduction of some new offerings. The College will be reviewing the subsequent year plans once the impact of the new funding model is better understood. In addition to the programs listed in Table 8, the College works continuously with First Nations partners as they prepare applications for 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 offered by North West College. To keep Saskatchewan strong, the College will continue to work with business and industry partners and Aboriginal organizations to understand and develop solutions to meet the labour and skill demands of today and tomorrow. 18
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Table 7. 2016-17 Program Plan for Skills Training Program Location Business
Business Office Administration Office Administration Human/ Sub Total Community Early Childhood Services Education Security Officer Youth Care Worker Sub Total Health Continuing Care Assistant (CCA) CCA CCA CCA part time CCA part time CCA part time CCA part time Practical Nursing Y2 Practical Nursing continued Practical Nursing new Primary Care Paramedic – part time Sub Total Trades and Electrician Fall Technologies Electrician Winter Food Service Worker Food Service Worker Food Service Worker Heavy Equipment Truck & Transport+ Professional Cooking Plumbing and Pipefitting Plumbing and Pipefitting Welding Sub Total College Total 2016-17 Business Plan 2015-16
Seat Capacity
Projected Enrollment
Target Training Days
North Battleford
15 15 45 15
13 13 39 13
819 1,950 4,658 1,647
Meadow Lake Big River Debden North Battleford Spiritwood Maidstone/Lloyd Meadow Lake North Battleford
15 15 12 15 12 12 7 14
13 13 8 12 8 10 5 12
1,647 1,647 343 854 296 580 784 860
North Battleford North Battleford
14 12
12 10
828 555
Meadow Lake North Battleford Meadow Lake North Battleford Duck Lake Meadow Lake
143 12 12 12 12 12 12
116 10 10 10 10 10 10
10,041 967 967 617 617 617 1,950
Meadow Lake Meadow Lake
12 12
10 10
1,767 883
North Battleford
12
10
883
Meadow Lake
12 122 353 323
11 104 295
1870 11,138 31,314 35,659
North Battleford Meadow Lake North Battleford North Battleford North Battleford North Battleford
15 15 15 45 15
13 13 13 39 13
1,733 1,872 1,872 5,477 1,889
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Non-subsidized Programs North West College is committed to delivering industry training that is responsive to 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. Last year, the College introduced access to online programming for those who need just-in-time safety training and/or may be renewing a ticket. The uptake was less than anticipated; however, the down turn in the economy may have played a role. Face-toface course offerings of a variety of industry credit programs will be delivered three weeks per month in our College to ensure accessibility. The College delivers quality industry credit programs by certified trainers to ensure quality and meet industry standards. North West College has significant revenue targets for contractual training. However, targets have been reduced in 2016-17 to better align with actuals achieved over the past few years. During the next year the College will focus programs 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.
University In partnership with the University of Regina, the Meadow Lake Campus is currently delivering programming to a third cohort of Bachelor of Education students, who will complete the third year of a four year program in 201617. Students in a third Master of Education cohort graduated in July, 2016. Building on the success of past degree programs, the College will continue to explore opportunities for delivering additional cohort degree programs in the region. These cohort model intakes have demonstrated that drawing university students from the local populations contributes to long term retention of professionals within the region. The College has been working in partnership with the Prairie North 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. This partnership has resulted in successful implementation of a pilot year for degree nursing in the northwest. Unfortunately, the cohort intake was not drawn from locally, which puts retention in the region after graduation at risk. The College will continue to seek support for this initiative to address the recruitment and retention needs of the Prairie North Health Region and local Aboriginal health agencies. Training local people for high demand positions will help to ensure a representative workforce, reduced turnover at the health district, and reduced associated costs. 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, online, or multimode - to optimize what is available to students locally. Students taking general studies may be attracted to professional programs, which reduces attrition for these programs. University programming delivered at North West College improves access to cost-effective quality education for rural residents.
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Table 8. 2016-17 Program Plan for University 2016-17 Proposed Plan
Program
Projected Enrollment
Classes
FCE
Registrations
FLE
Battlefords Campus – General Studies
15
7.5
233
23.3
Masters of Education – Curriculum and Instruction
2
1
22
2.2
Meadow Lake Campus – Bachelor of Education Year 2
10
5
250
25
College Total 2016-17
27
13.5
505
50.5
Business Plan 2015-16
26
13
516
51.6
For forty years, North West College has delivered quality programs in response to the labour market needs of business and industry. With attention to sustainability, this tradition can be expected to continue for the next forty years. North West College has been a leader in Basic Education program delivery and in achieving Aboriginal post-secondary success. We provide a variety of skills training and university programs across all sectors of the economy with due regard to our demographic and to the labour market needs of the region and the province. North West College has established a reputation for accountability by delivering programs to optimize the resources available.
Student and Employer Supports North West College helps keep Saskatchewan strong by investing in students and supporting their success, not only in programs of study, but also in long-term labour market attachment. The College has an innovative workforce engagement strategy to ensure students build skills that employers are seeking, obtain practical workplace experience, make sound career choices and connect to employment. Student services plays a vital role in attracting, retaining, graduating students and connecting them to the labour force. North West College provides 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 breadth of student support services has expanded over time to include intake, assessment, career and academic counseling, review of financial support options, and helping students connect to community supports. Retention strategies include careful recruitment, job coaching, connecting students to sustainable employment and an emphasis on enhancing student life. This array of services is available to students in all programs at all locations. North West College invests in our students to achieve personal and academic success and to build a knowledgeable, representative labour force. North West College provides a Learning Resource Consultant to serve the entire region. Demand for this service is high, given the number of programs, types of programs, the size of our student body, and the miles between program sites. 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. Students with disabilities and learning challenges would benefit from increased resources. For the last eight years, North West College has had partnerships with three school divisions and a variety of employer organizations to work collaboratively on career development strategies and engage business and 21
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industry 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 youth and adults, as well as working with employers to make the workplace a learning place. An innovative career exploration event that increases awareness for students, teachers, and employers is the annual Try-A-Trade event. This one-day event is an opportunity for over 1200 students across the northwest to interact with trades activities and prospective employers. We anticipate the continuation and expansion of this successful October, event. One theme outlined in the strategic plan is Employable Labour Force. Academic content plays a vital role by providing sound foundational and technical skills, but practical experience in the workplace is also instrumental to career success. Our goal is to ensure that all full-time students are prepared for the workplace by having some level of workplace exposure during their time as our students. Because job coaches work with employers to ensure that the experience is positive for all, workplace exposures often result in employment. Building relationships with employers is a purposeful aspect of North West College strategy. We invest not only in students but in employers to understand their labour force needs and the skills required for success at their workplace. Student Services teams connects well-prepared students to employers who may struggle to find skilled labour. Job fairs on both campuses have proven successful for local business employee recruitment. Formal partnerships have been developed with employers and processes have been streamlined over time. Our collaboration with business and industry around workplace exposure continues to grow and expand, as employers recognize the benefits to involving students in their workplace. We continue to develop innovative strategies to create opportunities for students to practice skills and obtain permanent employment, even extending these services beyond graduation. Our Student Services departments assist many employers by connecting them to a labour pool they may not have considered traditionally. Another strategic focus of the College is Student Success. While quality programming delivered by competent staff is essential, we recognize that social, economic, cultural, and physical circumstances may be barriers to student success. Therefore, we focus on minimizing barrier impact by providing supportive structures, a healthy environment, and a positive post-secondary experience. Events are organized at all program locations to enhance College life, including health and wellness components. We are proud of our multicultural region and provide many opportunities to explore and celebrate diversity. In 2016-17, the College will pilot a formal leadership development program for students from across the region. The purpose of this program is to spark the entrepreneurial spirit within and provide students with a strong sense of self as a foundation for leadership in their respective communities. Recent STA policy revisions challenge North West College’s capacity continue to meet student and employer needs for skills training program success. Previously, we have allocated specific resources to ensure students have workplace exposure, barrier reduction supports, and scaffolding into the labour market for greater long term attachment. These resources are critical and in direct correlation to the number of credit skills programs the College delivers. Should these investments not be eligible in future years, whether under the STA or another envelope, the success of our programming is at risk. North West College invests in our students through Student Services so they can be successful in their programs of studies, their life, and in their future careers. The College contributes significantly to keeping Saskatchewan strong by providing an accessible, well-prepared workforce responsive to the needs of local, regional and provincial employers. Ultimately, successful North West programming contributes to a sustainable and vital rural economy. 22
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D. HUMAN RESOURCES
North West College’s strategic priority to Invest in People supports Growth and Sustainability. Human resources are a key asset for the North West College culture of academic and service excellence. In 2016-2017, we will continue to practice human resource strategies that develop a skilled workforce and maintain positive labour relations within the organization. The College will be entering into collective bargaining in 2016-2017. With continued changes to the College’s array of programs and services, it is critical that human resource strategies support the attraction and retention of quality staff to ensure that students receive the highest quality education possible, and a positive post-secondary experience. In May of 2016, North West College conducted an employee satisfaction survey to establish a baseline for a key performance indicator under the theme of High-Performance Organization. This baseline was the basis to set objectives for 2016/17 and 2017/18. The College was pleased to see the baseline year report an overall satisfaction rate of 83.3% and has established targets for 2016/17 to increase this level to 83.8%. Data analysis has enabled us to target investments to groups of employees with identified areas of need, for enhanced employee engagement and capacity to achieve strategic objectives. North West College faces challenges as we prepare for 2016-17 and the years beyond. • The strength and value of the College is the ability to deliver diverse programs responsive to changing labour needs of our region. However, this responsiveness requires that we obtain instructors through contracts that are often less than a 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 faces succession challenges as people in key positions prepare for retirement. • We are challenged with building sufficient Human Resources expertise within a generalist model to ensure service excellence. Table 9 indicates the Human Resources required to provide the programs and services outlined in this business plan. There may be overall shifting between the College’s administrative, coordinative, or management units to better align with, and satisfy, strategic and corporate objectives. Instructor FTE is directly correlated to the scope and number of programs offered.
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Table 9. Anticipated Full-Time Equivalency (FTE) Full Time Equivalency Actual 2014-15 In Scope Out of Scope* Total
Budget 2015-16
85.077 15.28 100.35
86.901 14.39 101.29
FTEs Estimate 2015-16
Budget 2016-17
88.142 15.01 103.15
83.501 15.05 98.55
* North West College employs ten out-of-scope managers. The remaining out-of-scope employees are those that fall outside of the Collective Bargaining Agreement.
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E. SUSTAINABILITY INITIATIVES
Sustainability initiatives will support the College’s strategic directions toward High-Performance Organization by effectively managing resources and risk. To ensure sustainable growth, the College will maintain continuous improvement methodologies in all its operations and review and revise program offerings to 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 the school divisions in our region so that qualified students under 22 years of age can participate in the College’s Basic Education programs when they are the best fit for the individual. This arrangement streamlines funding to the College and improves the student’s chance for academic success while recognizing the school division’s educational investment. We plan to continue working with all school divisions in the region to renew such partnerships to aid sustainable delivery of North West College Basic Education programs. These partnerships allow North West College to increase the ABE training opportunities within our region and the 2016/17 budget reflects anticipated resources. With the Provincial governments’ articulation of transformational change, these resources and this strategy may pose greater risk than in previous years. 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 maximizing tuition revenue by ensuring full utilization of seats available. We have invested significantly for the past several years in student recruitment, along with a variety of supports and services 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 beyond graduation to employment. A strong Saskatchewan requires rural communities that are robust and thriving. North West College is a critical component in ensuring that northwest Saskatchewan is prepared to meet the province’s ambitions. The contributions that the College, administration, faculty, infrastructure, student body and employer partners make are critical to economic prosperity in the northwest. The sustainability of the College is a symbiotic relationship with the communities it serves.
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F. 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 High-Performance Organization and College of Choice. North West College relies on adequate investments in technology to ensure the College is sustainable. Significant investments have been made recently in IT infrastructure to support College operations and enhance students’ learning experiences. The College received $90,500 in Preventative Maintenance and Renewal funding to support a network server upgrade. This investment will support the replacement of aging and end-of-life server and data storage hardware at both the Battlefords and Meadow Lake campuses. Under the North West College strategic theme of High-Performance Organization and in alignment with Ministry goal to ensure Saskatchewan’s post-secondary sector is sustainable and providing organization excellence, North West College is in the second year of a three year plan to enhance the IT infrastructure and build an intranet. This tool will improve communication, productivity, accountability, knowledge-sharing, and learning among staff and students. The intranet, which we have named the North West College Navigator, will assist all members of our College to work toward common goals and objectives. 2015/16 saw the creation of the Navigator and piloting will begin early in 2016/17. Once implemented, the Navigator will serve as safe and secure communication platform and provide learning tools for students and staff. In 2016-17 we will continue to invest in IT to minimize risk, provide enhanced student services, align program and operational IT needs, and leverage new technologies – both hardware and software. The College will continue with the rolling replacement for end user hardware. IT needs assessments will be the drivers of technology initiatives and resources will be allocated internally and sought after externally to achieve objectives. North West College has struggled to meet growing demands on IT with operational resources. Expectations of staff, students, and industry for post-secondary institutions to provide and support current technology continue to increase. Heightened expectations are compounded by ever increasing risks in the marketplace.
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G. FACILITIES AND CAPITAL
The North West College Facilities and Capital plan will focus on the provision of a safe and functional learning and working environment while enhancing infrastructure to ensure sustainability. These efforts are critical to the strategic direction of becoming a High-Performance Organization and the College of Choice for students and staff.
Capital Initiatives Facility Upgrades and Renovations
The College continues to address necessary replacement, upgrading and/or renovation of tangible resources. Some of these initiatives are addressed through preventative maintenance, while others serve to enhance our campus facilities to better support program delivery, student engagement, and the campus environment’s accessibility. Employing the Asset Management system, the College has identified approximately $250,000 in needed facility repairs and upgrades for 2016-17. Some of the funding needed for these repairs and upgrades has been deferred for 2016-17 and will be requested from the Preventive and Maintenance Renewal Base Pool fund in 2017-18. Based on the result of this PMR funding request, the College may need to weigh necessary initiatives against limited available funds.
Program Equipment Replacement Cycle
The College’s program plan requires ongoing capital investment in academic resources to deliver the necessary curricula appropriately. Maintenance of existing levels of equipment requires the College to budget $25,000 per year for equipment replacements in our Skills Training labs, as well as address other program equipment requirements.
Operations Equipment and Furnishings Replacement
The College has 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 developed a standard for learning and administrative spaces. Some items in this year’s capital request process will fall into this category. The College will continue to monitor equipment and furnishings through the summer audit process.
Vehicles
The College has a rolling replacement plan for its fleet of vehicles. A dedicated reserve has been established for this purpose.
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Major Capital Projects Under the government’s 10 year Capital Plan, North West College has developed a proposal for the new construction of a standalone campus in the Battlefords. The proposal has been submitted to the federal government’s Strategic Investment Fund (SIF) seeking funding support for Phase One of the project which includes all necessary space for the delivery and support of trades and skills programs. If approved, the proposed timeline for Phase One substantial completion is April 2018, with Phase Two beginning immediately thereafter. This project has been designed to support the sustainability of the College and ensure adequate, quality learning spaces to meet the immediate and long term facility needs of the College. Table 10. Major Capital Plan Campus Location
Leased/ Owned
Battlefords
Owned
Battlefords
Owned
Project Detail
New Campus Phase 1 New Campus Phase 2
Total
Institution Priority
Estimated Cost
Institution Fund
1
$21m
1
$16m $37m
$1m
$1m
Ministry Fund Year 1
Year 2
Year 3
$12m
$7m
$1m
$12m
$7m
Year 4
Year 5
$8m
$6m
$2m
$9m
$6m
$2m
Next 5 Years
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Preventive Maintenance The College continues to be proactive regarding 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. North West College completes annual facility assessments internally to supplement needs that are projected by the Asset Planner. Table 11. Preventive Maintenance Forecast Leased/ Project Institution Campus Owned Detail Priority Location Battlefords Campus Meadow Lake Campus Meadow Lake Welding Lab Meadow Lake Student Housing Total
Estimated Cost
Institution Fund
Ministry Fund Year 1
Year 2
Year 3
Owned
PMR
1
$427,000
$210,000
$195,000
$22,000
Leased/ Owned
PMR
1
192,600
92,600
45,000
55,000
Owned
PMR
1
25,000
5,000
10,000
10,000
Owned
PMR
1
83,400
28,000
30,400
25,000
$728,000
$335,600
$280,400
$112,000
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Land Transaction Plan There are two major initiatives we will be pursuing further in 2016-17 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 have investigated options for reliable and sustainable delivery of programs, and identified the consideration of acquiring additional property. The College has worked closely with the Ministry of Advanced Education as the business case for a new Battlefords Campus is under development. We will continue to work with the municipality to secure necessary land to house the proposed facility.
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 advocated since 2011 to acquire the space as well as assume the related maintenance, custodial, and administrative functions. This acquisition would lead to operational flexibility and effectiveness, along with long-term economies of scale. High leasing cost 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 with Central Services on this initiative. We are pursuing these initiatives to deal effectively with a shortage of space in delivering programs, especially in North Battleford, and to manage our campus in Meadow Lake more effectively and economically. North West College will need support for these initiatives, and we welcome the engagement of the Ministries and other external parties.
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A summary of our leased properties are presented in the following table: Table 12. Leased/owned space or land Description of the Location facility
Owned/ leased
Lessor
Lease expiry date
Annual cost
ABE Debden
Debden
lease
Village of Debden
5/31/2018
$32,724
ABE Turtleford
Turtleford
lease
RM of Mervin
5/31/2016
$2,400
ABE Leoville
Pelican Lake First Nation North Battleford North Battleford Rosthern
lease
5/31/2016
$15,750
12/18/2015
$3,650
12/30/2015
$2,100
5/27/2016
$2,100
ESWP Beardy’s
Rosthern
lease
5/20/2016
$15,000
Electrician Program
North Battleford
lease
Pelican Lake First Nation Trinity Baptist Church Living Sky School Division Rosthern High School Beardy’s and Okemasis First Nation 5H Holdings
North Battleford Plumbing Program North Battleford
lease
Hairstylist Program ABE Leask
North Battleford Leask
lease
Meadow Lake Campus Nonowned
Meadow Lake
lease
ABE Level 2 North Battleford ABE North Battleford EAL Rosthern
Welding Program
lease lease lease
lease
lease
Living Sky School Division 5H Holdings Living Sky School Division Leask Recreation Board Ministry of Central Services
6/30/2016 $21,489.60 (19,536 + tax) ongoing $21,120 1/31/2017 $21,489.60 (19,536 + tax) ongoing $8,772.50 8/30/2017
$10,000
ongoing
$621,336
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H. 2016-17 BUDGET
PART A. Projected Business Financial Statements and Key Assumptions North West College develops a financial plan that supports our strategic objectives and priorities for the present and future years. The financial plan is based on needs, strategic direction, and stewardship to ensure that North West College remains accountable to our students and to the communities we serve. The financial plan is based on estimates of revenues and expenses made on the basis of available information. Some estimates can be made with a fair amount of certainty. However, external factors such as enrolment levels, negotiations with third parties, and an economy destabilized by fluctuations in the resource sector, have caused a degree of uncertainty. Because North West College has not yet received a number of its brokerage agreements from accrediting institutions, due to revision of the STA policy, the level of uncertainty has increased. Overall, we are confident that our financial projections maximize resources but we expect that the College will struggle to maintain program and service expectations with projected 2016/17 revenues. This plan supports the achievement of strategic goals of the College and the Government of Saskatchewan.
Key Assumptions
Financial projections for North West College 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: • 2016-17 Advanced Education Operating funding is known as per funding letter. • 2016-17 program funding from Economy is known per the budget letter. • Program pools for 2017-18 and 2018-19 remain at 2016-2017 levels. • Under-22 funding for basic education programming has been forecasted as status quo based on rates for 2015-16. • In-scope salary and merit increases are in line with the current CBA and economic increases are forecasted at 1.5%. • Out-of-scope salary and merit increases have been budgeted using the current Out-of-Scope (OOS) salary grid and economic increases are forecasted at 1.5%. • 2016-17 tuitions are actual where known. For all unknown tuition amounts a 3% tuition increase has been used. For the 2017-18 and 2018-19 forecast a 3% tuition increase has been budgeted. • Agency payments have been budgeted at a 2%. • English as an Additional Language funding from the federal government is secured for the 2016-17 year; the agreement will expire in March of 2017. It is assumed a new agreement will be in place. • Inflation will not have a material impact on non-personnel related costs.
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PART B. Financial Impacts of Identifiable Risks Third-party contracts
The program and financial plans are based on the College achieving key targets. Our plans are based on approximately $800,000 in third party contract revenue for business, industry, and First Nations. These contracts contribute to the overall operations of the College. There are a number of areas where there is potential to achieve more than the projected targets. However, risks exist and adjustments would be required should we realize a shortfall in achieving these targets.
Under 22 Agreements
Under-22 funding for Basic Education programming has been forecasted as status quo based on the 2015-16 rates. This funding is at significant risk should there be structural change in the K-12 system. These resources are used by the College to expand the ABE program offerings in our region.
CBA uncertainty
The current Collective Bargaining Agreement expires August 31, 2016. The expiring agreement poses potential financial risks for the College, based on the unknowns. The College has attempted to mitigate this risk by forecasting a 1.5% salary increase.
Enrolment levels
Student tuition accounts for approximately $1.6 million of the 2016-17 financial plan. While we are confident in the approach used to estimate enrolment levels, there is no guarantee that the expected uptake by students will be realized. Should enrolments not reach expected levels, we may need to take action during the year to minimize the impact, especially when this loss is compounded by the new Skills Training Allowance policy.
Changes to Basic Education funding model
North West College is significantly invested in the delivery and support of Adult Basic Education programming. Projected changes to the Basic Education funding model and eligible expenses could have a major impact on the College’s programming and operational plans.
Other Factors
The Province is allocating funds for the Essential Skills in the Workplace and North West College is interested in these initiatives. We are equipped to propose deliverables to meet these initiatives. Skilled labour continues to be in demand by business and industry across the province. 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. In November, 2016, the College will once again put forward proposals to access resources provided by the Preventive Maintenance and Renewal Fund, geared toward facility and infrastructure areas requiring attention.
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PART C. Surplus Utilization/Deficit Management Plan Reserve Utilization
The College has funds established for specific activities. These funds are restricted, either internally or externally, and reviewed through the formal audit process when surpluses are finalized. As of the end of 2015-16, these funds have the following projections. Operating Fund 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 This reserve is for Basic Education Funding received but not expended due to unexpected third party revenues received. This will be carried over to be utilized in 2016-17. Capital Fund This reserve is set up to meet capital needs of the College. Priority areas identified include investments in facilities, information technology and equipment, furnishings and vehicles. Scholarship Fund This reserve consists of a restricted endowment to the College, 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 fundraising events and continues to explore other fundraising opportunities. Residence Fund Reserve This fund exists to address future maintenance and improvement needs of Meadow Lake’s student housing. Surplus from residence operations contributes to this reserve on an annual basis. The College’s unrestricted operating surplus may total up to 3% of the total operating budget in order to provide the College flexibility to respond to unforeseen issues within the College or issues beyond our control. Other strategic priorities have been identified, which include the need for a new facility for program delivery, system upgrades and Information Technology initiatives. In order to address all priorities, the College may have to reallocate reserves and likely will have to engage other parties to find effective funding solutions.
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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, regular 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. However, with the changes presented this year in the Skills Training Policy and potential changes coming with the Basic Education Policy, the impact on College operations could result in significant shifts. Should funding sources not increase to align with salary and other inflationary costs, the College will be obligated to look at alternatives such as job loss and/or program cancellations to manage the deficit.
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Table 13. Expenditure Level – Status Quo Table 1 Expenditure Level
2014-15 Actual
Revenues - Grant Funding - Federal Funding - Tuition - Other Sources Total Revenues Expenditures - Out of Scope Salaries - Academic In-Scope - Professional In-Scope - Other Salaries - Benefits Sub-total Salaries and Benefits Other Operating Expenses Total Expenditures
2015-16 Budget
2015-16 Estimate
2016-17 Budget
$9,195,055 352,436 1,630,243 1,320,494 12,498,228
$9,089,460 211,338 1,913,160 1,306,590 12,520,548
$9,221,293 260,000 1,606,703 1,699,406 12,787,402
$9,292,231 265,000 1,676,933 1,567,939 12,802,102
928,642 3,468,644 2,328,259 218,717 1,057,828
879,306 3,725,733 2,582,765 36,230 1,091,706
940,710 3,731,628 2,417,300 39,964 1,106,564
943,557 3,644,964 2,491,732 47,185 976,957
8,002,090
8,315,740
8,236,165
8,104,396
4,256,751 12,258,841
4,383,009 12,698,749
4,575,869 12,812,034
4,947,265 13,051,660
$239,387
($178,201)
($24,632)
($249,558)
Annual Operating (Deficit) Surplus
North West College currently employs 10 out-of-scope management positions, and one out-of-scope resident operator as well as casual positions that also fall outside of the Collective Bargaining Agreement (CBA). There are 56 academic in-scope positions (including Essential Skills for the Workplace, which are not all full time positions) and 35 professional in-scope positions. The salaries are budgeted using the current CBA which expires August 31, 2016.
Table 14. Salary Details Salary Detail
2016-17 Budget
Merit increases Economic increases New positions
$39,816 146,767 -
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Internally Restricted Operating Surplus and Unrestricted Operating Surplus
The College’s unrestricted operating surplus provides flexibility to respond to unforeseen issues within the College or issues beyond our control. The College will utilize the surplus as needed to offset these unforeseen circumstances. Table 15. Operating Surplus 2 Operating Surplus Internally Restricted/Unrestricted Operating. Surplus (Start) Internally Restricted/Unrestricted Operating. Surplus (End)
2014-15 2015-16 2015-16 2016-17 Actual Budget Estimate Budget $491,771 $522,155 $423,305 $398,673 $423,305
$364,135
$398,673
$149,115
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Internally Restricted Operating Surplus and Unrestricted Operating Surplus Table 16. Operating Surplus Operating Surplus
Internally Restricted/Unrestricted Operating Surplus (Start) Internally Restricted/Unrestricted Operating Surplus (End)
2015-16 Budget $491,771
$423,305
2015-16 Estimate
2016-17 Budget
$522,155
$423,305
$398,673
$364,135
$398,673
$149,115
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I. 2017-18 & 2018-19 OPERATIONS FORECAST AND GOVERNMENT BUDGET INPUT
1. Status Quo Programs/Services for 2017-18 and 2018-19
Significant unknowns make it challenging to forecast future years. The 2016/17 year will inform the impact and future implications of the new Skills Training Allocation policy. Expected changes in the ABE Funding Model may also impact College forecasted operations. To maintain programming and operations at status quo and not present a deficit budget, the College would need to see an increase in its operating budget of approximately 15% for the 2017-18 year and approximately 3.5% for the 2018-19 year. These status quo forecasts assume the Skills Training Allocation exemption granted for the 2016-17 fiscal year will no longer be eligible in the 2017-18 and subsequent year. The presented projection assumes no changes to the BE funding model and that our third party revenues remain the same. The Collective Bargaining Agreement for the College’s in-scope staff will expire on August 31, 2016. This renegotiation has increased the uncertainty of long-term planning regarding staff costs. There are significant pressures around Information Technology. Requirements and potential risks related to IT increase each year. With limited operating resources to provide adequate staffing and technology support, risks in IT continue to rise. Merit increases are in accordance with the current CBA and the assumption used for economic increases is 1.5% in 2017-18 and 2018-19.
39
NORTH WEST COLLEGE
2016-2017 BUSINESS PLAN
018-19 OPERATIONS FORECAST AND GOVERNMENT BUDGET INPUT J. CONCLUSION
North West College strives to maximize public funds to ensure quality, accessible services for all adult learners in northwestern Saskatchewan. Remaining steadfast to our mandate, North West stands as a provincial leader in Aboriginal and rural student success. Through the implementation of our multi-year strategic plan, North West College continues to adapt to the changing economic and education environment in which we operate, cultivating an Employable Labour Force, striving for continuous improvement in Student Success, and working diligently to become the College of Choice and a High Performance Organization for all our stakeholders. North West College is prepared to meet the challenges and opportunities that lay ahead. As this business plan attests, North West College aims to maintain consistent levels of service despite tremendous constraints on operating funds. The period before us holds greater than usual risk and uncertainty due to the changes to STA policy and fluctuations in third party resources. The realization of Phase 1 of a Standalone Campus in the Battlefords remains a key strategic priority for 2016-17. This facility will allow North West College to continue its growth as a responsive, accessible, and sustainable component of the Saskatchewan post-secondary system.
40
NORTH WEST COLLEGE
2016-2017 BUSINESS PLAN
North West College Projected Schedule of Accumulated Surplus for the year ended June 30, 2017
June 30 2015 Actual Invested in Tangible Capital Assets Net Book Value of Tangible Capital Assets Less: Debt owing on Tangible Capital Assets
$
$
10,225,140 492,235 9,732,905
$
Internally Restricted Operating Surplus Capital Projects: Designated for Tangible capital asset expenditures $ Other (provide details) $
External Contributions to be Held in Perpetuity
$
June 30 2016 Budget
June 30 2016 Estimated $
$
9,516,148 367,470 9,148,678
$
9,531,384 378,053 9,153,331
45,062
$
44,102
$
44,102
745,000 745,000
$
497,146 497,146
$
476,960 476,960
$
$
Additions During the Year
Reductions During the Year
$ 250,000 $ 250,000
$ 1,000,500 $ 1,000,500
$
8,780,884 259,683 8,521,201
$
$
$
44,102
$
209,879 209,879
-
$ -
-
267,081 267,081
June 30 2017 Budget $
$
$
-
$
$
$
-
$
$
30,000 30,000
$
$
249,558
$
$ 1,547,139
$
Other: Operating Reserve Residence Reserve Scholarship
$
150,001 181,429 194,997 526,427
Unrestricted Operating Surplus
$
Total Accumulated Surplus from Operations
$
NORTH WEST COLLEGE
$
$
$
205,094 81,994 141,024 428,112
273,304
$
11,322,698
$
$
$
150,001 192,908 137,997 480,906
$
41,742 41,742
159,041
$
248,672
$
-
10,277,079
$
10,403,971
$ 291,742
150,001 234,650 107,997 492,648 (886) 9,266,944
41 2016-2017 BUSINESS PLAN - APPENDIX A
Statement 1 North West College Projected Statement of Financial Position as at June 30, 2017 Budget June 30 2016
Budget June 30 2017
Financial Assets Cash and cash equivalents Accounts receivable Inventories for resale Portfolio investments Total Financial Assets
$ 1,252,779 100,000 75,502 55,062
$
1,624,001 200,000 10,000 44,000
Estimated June 30 2016
$
1,757,675 100,000 75,502 55,062
Actual June 30 2015
$
1,657,967 408,150 75,502 55,062
1,483,343
1,878,001
1,988,239
2,196,681
200,000 330,000 30,000 197,600 259,683
200,000 330,000 30,000 197,600 367,470
200,000 330,000 30,000 197,600 378,053
210,512 190,430 43,681 197,600 492,235
1,017,283
1,125,070
1,135,653
1,134,458
466,060
752,931
852,586
1,062,223
Non-Financial Assets Tangible capital assets Inventory of supplies for consumption Prepaid expenses
8,780,884 20,000
9,516,148 8,000
9,531,384 20,000
10,225,140 35,335
Total Non-Financial Assets
8,800,884
9,524,148
9,551,384
10,260,475
Accumulated Surplus
$ 9,266,944
$ 10,277,079
$ 10,403,971
$ 11,322,698
Accumulated Surplus is comprised of: Accumulated surplus from operations
$ 9,266,944
$ 10,277,079
$ 10,403,971
$ 11,322,698
Total Accumulated Surplus
$ 9,266,944
$ 10,277,079
$ 10,403,971
$ 11,322,698
Liabilities Bank indebtedness Accrued salaries and benefits Accounts payable and accrued liabilities Deferred revenue Liability for employee future benefits Long-term debt Total Financial Assets Net Financial Assets (Net Debt)
NORTH WEST COLLEGE
42 2016-2017 BUSINESS PLAN - APPENDIX A
Statement 2 North West College Projected Statement of Operations and Accumulated Surplus (Deficit) for the year ended June 30, 2017
2017 Budget
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
$
9,191,431 213,300
2016 Budget
$
9,130,649 159,811
2016 Estimated
$
8,795,801 592,492
$
8,786,268 616,287
265,000 -
257,838 -
848,340 32,000 323,438 250,000 1,676,933 40,000 177,000 13,017,441
863,690 32,000 332,325 250,000 1,913,160 43,000 160,900 13,143,373
(0) 915,201 32,000 320,299 325,000 1,606,703 43,000 153,265 13,043,761
878,071 23,726 310,056 283,081 1,630,243 47,683 148,724 13,076,575
Expenses (Schedule 3) General Skills training Basic education Services University Scholarships Development Student housing Total expenses
6,048,876 3,330,558 2,573,811 1,470,691 367,836 70,000 292,696 14,154,468
6,058,093 3,142,546 2,590,723 1,448,070 428,468 100,000 302,510 14,070,410
5,956,550 2,947,629 2,822,443 1,491,061 341,984 100,000 302,821 13,962,488
5,673,925 2,938,094 2,552,788 1,488,259 574,990 91,592 291,397 13,611,045
Surplus (Deficit) for the Year from Operations
(1,137,027)
Accumulated Surplus (Deficit), Beginning of Year
10,403,971
11,204,116
9,266,944
$ 10,277,079
Accumulated Surplus (Deficit), End of Year
NORTH WEST COLLEGE
$
260,000 -
2015 Actual
(927,037)
(918,727)
$
352,436 -
(534,470)
11,322,698
11,857,168
10,403,971
$ 11,322,698
43 2016-2017 BUSINESS PLAN - APPENDIX A
Statement 3 North West College Projected Statement of Changes in Net Financial Assets (Net Debt) as at June 30, 2017 2017 Budget
Net Financial Assets (Net Debt), Beginning of Year
$
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
Change in Net Financial Assets (Net Debt) Net Financial Assets (Net Debt), End of Year
NORTH WEST COLLEGE
$
852,586
2016 Budget
$
2016 Estimated
852,011
$
1,062,223
2015 Actual
$
1,193,008
(1,137,027) (250,000) 1,000,500 (20,000) 20,000
(927,037) (140,000) 967,957 (8,000) 8,000
(918,727) (306,712) 1,000,467 (20,000) 35,335
(534,470) (567,268) 969,218 (35,335) 37,070
(386,527)
(99,080)
(209,637)
(130,785)
(386,527)
(99,080)
(209,637)
(130,785)
466,059
$
752,931
$
852,586
$
1,062,223
44 2016-2017 BUSINESS PLAN - APPENDIX A
Statement 4 North West College Projected Statement of Cash Flows for the year ended June 30, 2017 Budget 2017 Operating Activities Surplus (deficit) for the year from operations Non-cash items included in surplus (deficit) Amortization of tangible capital assets Net (gain) loss on disposal of tangible capital assets Write-down of tangible capital assets Changes in non-cash working capital Decrease (increase) in accounts receivable Decrease (increase) in inventories for resale Increase (decrease) in accrued salaries and benefits Increase (decrease) in accounts payable and accrued liabilities Increase (decrease) in deferred revenue Increase (Decrease) in Liability for Employee Future Benefits Decrease (increase) in inventory of supplies for consumption Decrease (increase) in prepaid expenses Cash Provided (Used) by Operating Activities Capital Activities Cash used to acquire tangible capital assets Proceeds on disposal of tangible capital assets Cash Provided (Used) by Capital Activities Investing Activities Cash used to acquire portfolio investments Proceeds from disposal of portfolio investments Cash Provided (Used) by Investing Activities
Budget 2016
$ (1,137,027) $ 1,000,500 (136,527)
(250,000) (250,000)
-
Estimated 2016
(927,037) $ 967,957 -
Actual 2015
(918,727) $ (534,470) 1,000,467 -
969,218 -
40,920
308,150 (10,512) 139,570 (13,681) 15,335 520,602
45,152 (38,704) (5,970) (708,702) 4,972 9,900 1,735 (256,869)
(140,000) (140,000)
(306,712) (306,712)
(567,268) (567,268)
-
-
(960) (960)
Financing Activities Proceeds form issuance of long-term debt Repayment of long-term debt Cash Provided (Used) by Financing Activities
(118,369) (118,369)
(114,895) (114,895)
(114,182) (114,182)
(110,628) (110,628)
Increase (Decrease) in Cash and Cash equivalents
(504,896)
(213,975)
99,708
(935,725)
Cash and Cash Equivalents, Beginning of Year
1,757,675
1,837,976
1,657,967
2,593,692
Cash and Cash Equivalents, End of Year
$ 1,252,779
$ 1,624,001
$ 1,757,675
$ 1,657,967
Represented on the Financial Statements as: Cash and cash equivalents Bank indebtedness Cash and Cash Equivalents, End of Year
$ 1,252,779 $ 1,252,779
$ 1,624,001 $ 1,624,001
$ 1,757,675 $ 1,757,675
$ 1,657,967 $ 1,657,967
NORTH WEST COLLEGE
45 2016-2017 BUSINESS PLAN - APPENDIX A
Schedule 1 North West College Projected Schedule of Revenues and Expenses by Function for the year ended June 30, 2017
General
Skills Training Credit
Revenues (Schedule 2) Provincial government Federal government Other Total Revenues
$ 5,543,420 183,000 5,726,420
$ 1,784,906 1,071,841 2,856,747
Expenses (Schedule 3) Agency contracts Amortization Equipment Facilities Information technology Operating Personal services Total Expenses
66,630 1,000,500 240,255 770,128 47,164 949,688 2,974,511 6,048,876
Surplus (Deficit) for the year
$
NORTH WEST COLLEGE
(322,456) $
Non-credit
$
2017 Projected Services Learner Non-credit Support Counsel
University
Basic Education Credit
650,000 650,000
$ 1,917,905 461,139 2,379,044
$ 158,500 265,000 2,400 425,900
520,257 11,380 42,372 4,855 601,204 1,636,733 2,816,800
233,000 17,000 20,661 16,500 43,256 183,340 513,757
114,525 3,000 57,500 1,200 120,934 1,953,614 2,250,772
2,700 65,073 255,266 323,039
39,946
$ 136,243
128,272
$ 102,861
$
$
261,000 261,000
3,650 351,728 915,095 1,270,473
$
Scholarships
Development
Credit
-
4,311 20,252 175,655 200,217
$
343,892 343,892
$
318,051 12,740 5,235 21,626 10,184 367,836
$ (1,009,473) $ (200,217) $ (23,944) $
40,000 40,000
$
-
70,000 70,000
(30,000) $
-
-
2017
2016
2016
2015
Budget
Budget
Estimated
Actual
Student Housing
$
334,438 334,438
4,200 119,942 32,088 136,466 292,696
$ 41,742
$
9,404,731 265,000 3,347,710 13,017,441
$ 9,290,460 257,838 3,595,075 13,143,373
1,256,113 1,000,500 275,835 1,026,043 79,265 2,275,849 8,240,863 14,154,468
1,336,197 967,957 269,640 1,042,707 79,531 1,913,188 8,461,190 14,070,410
$ (1,137,027) $
$
(927,037) $
9,388,293 260,000 3,395,468 13,043,761
$ 9,402,555 352,436 3,321,584 13,076,575
1,241,469 1,000,467 271,209 1,050,967 104,485 1,916,002 8,377,889 13,962,488
1,370,284 969,218 184,030 1,076,080 94,563 1,780,792 8,136,078 13,611,045
(918,727) $
(534,470)
46 2016-2017 BUSINESS PLAN - APPENDIX A
Schedule 2 North West College Projected Schedule of Revenues by Function for the year ended June 30, 2017
General
Provincial Government Advanced Education/ Economy Operating grants Program grants Capital grants Contracts Other Other provincial Total Provincial
$ 4,351,476 1,024,644 112,500 5,488,620 10,000 5,498,620 44,800
1,784,906 1,784,906 1,784,906 -
$
-
$
171,124 1,746,781 1,917,905 1,917,905 -
$
158,500 158,500 -
$
-
$
-
2017 Total Revenues Budget
Student Housing
Credit
$
-
$
-
$
-
-
$
-
$
4,522,600 4,556,331 112,500 9,191,431 168,500 9,359,931 44,800
2016 Total Revenues Budget
$
4,522,600 4,407,049 201,000 9,130,649 46,500 9,177,149 113,311
2016 Total Revenues Estimated
$
4,499,292 4,129,509 167,000 8,795,801 8,795,801 592,492
2015 Total Revenues Actual
$
4,488,400 4,275,868 22,000 8,786,268 44,500 306,724 9,137,492 265,063
-
1,917,905
158,500
-
-
-
-
-
-
9,404,731
9,290,460
9,388,293
9,402,555
-
-
-
-
265,000 265,000 -
-
-
-
-
-
-
265,000 265,000 -
257,838 257,838 -
260,000 260,000 -
352,436 352,436 -
-
-
-
-
265,000
-
-
-
-
-
-
265,000
257,838
260,000
352,436
32,000 5,500 40,000 105,500
1,016,841 55,000
395,000 255,000 -
453,339 7,800 -
2,400 -
250,000 11,000 -
-
343,892 -
40,000 -
-
317,938 16,500
848,339 32,000 323,438 250,000 1,676,933 40,000 177,000
863,690 32,000 332,325 250,000 1,913,160 43,000 160,900
915,201 32,000 320,299 325,000 1,606,703 43,000 153,265
878,071 23,726 310,056 283,081 1,630,243 47,683 148,724
183,000
1,071,841
650,000
461,139
2,400
261,000
-
343,892
40,000
-
334,438
3,347,710
3,595,075
3,395,468
3,321,584
$ 5,726,420
$ 2,856,747
$ 650,000
$ 2,379,044
$ 334,438
$ 13,017,441
$ 13,143,373
$ 13,043,761
$ 13,076,575
Total Federal
Total Revenues
Non-credit
Scholarships Development
1,784,906
Other Federal
Total Other
$
Credit
University
5,543,420
Federal Government Operating grants Program grants Capital grants
Other Revenue Admin recovery Contracts Interest Rents Resale items Tuitions Donations Other
2017 Projected Revenues Basic Education Services Learner Credit Non-credit Support Counsel
Skills Training
NORTH WEST COLLEGE
$
425,900
$
261,000
$
-
$ 343,892
$
40,000
$
-
47 2016-2017 BUSINESS PLAN - APPENDIX A
Schedule 3 North West College Projected Schedule of Expenses by Function for the year ended June 30, 2017
Skills Training
General (Schedule 4)
Credit
Agency Contracts Contracts Other
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 Expenses
NORTH WEST COLLEGE
$
55,630 11,000 66,630
$
Non-credit
520,257 520,257
$
2017 Projected Expenses Services Learner Non-credit Support Counsel
Basic Education Credit
154,000 79,000 233,000
$
38,925 75,600 114,525
$
-
$
3,650 3,650
$
University
Scholarships
Development
$
$
2017 Total Expenses Budget
Student Housing
Credit
-
$
318,051 318,051
-
-
$
-
$
1,086,863 169,250 1,256,113
2016 Total Expenses Budget
$
1,336,197 1,336,197
2016 Total Expenses Estimated
$
1,241,469 1,241,469
2015 Total Expenses Actual
$
1,370,284 1,370,284
1,000,500
-
-
-
-
-
-
-
-
-
-
1,000,500
967,957
1,000,467
969,218
167,098 73,157 240,255
6,880 4,500 11,380
17,000 17,000
3,000 3,000
-
-
-
-
-
-
4,200 4,200
178,178 17,000 80,657 275,835
170,983 18,000 80,657 269,640
172,769 17,500 80,939 271,209
148,940 24,674 10,416 184,030
38,905 237,012 314,703 179,508 770,128
42,372 42,372
20,661 20,661
1,000 54,250 2,250 57,500
2,700 2,700
-
-
12,740 12,740
-
-
2,400 26,240 91,302 119,942
2,400 39,905 369,735 343,193 270,810 1,026,043
4,200 2,400 38,905 368,615 343,729 284,858 1,042,707
2,400 32,455 386,416 335,930 293,765 1,050,967
512 3,935 268,748 470,586 64,154 268,145 1,076,080
1,040 46,124 47,164
4,855 4,855
16,500 16,500
1,200 1,200
-
-
4,311 4,311
5,235 5,235
-
-
-
21,735 1,040 56,490 79,265
21,735 1,040 56,756 79,531
22,635 2,405 79,445 104,485
2,897 8,323 6,889 1,346 75,108 94,563
286,730 35,243 19,011 127,793 28,915 57,999 28,751 1,305 156,398 6,694 44,090 91,512 65,247 949,688
35,620 242 150 170,660 150 1,828 450 372,165 17,439 2,500 601,204
18,317 10,660 2,600 382 655 1,643 9,000 43,256
10,450 6,369 76,120 1,850 2,454 4,500 19,191 120,934
7,336 1,408 25,190 650 432 43 9,927 20,087 65,073
47,280 100 4,900 14,800 1,000 116 227,273 41,539 14,721 351,728
1,840 1,189 800 8,218 4,100 4,104 20,252
5,452 1,950 800 46 900 12,353 125 21,626
70,000 70,000
-
250 12,432 7,440 2,004 600 1,430 7,931 32,088
413,275 36,774 19,011 141,420 41,347 373,037 35,801 6,563 158,402 227,273 7,144 422,953 199,135 193,715 2,275,849
343,595 37,253 6,000 7,800 186,429 43,845 349,643 40,338 14,672 141,599 227,273 6,993 57,623 150,693 299,432 1,913,188
264,417 35,370 27,106 144,842 49,670 380,936 30,563 25,453 126,337 295,455 13,171 70,388 128,158 324,135 1,916,002
207,071 41,266 6,194 26,904 184,181 50,489 350,263 39,788 21,104 77,145 262,645 26,532 52,312 216,986 217,912 1,780,792
426,623 27,285 2,517,003 3,600 2,974,511
236,630 1,400,103 1,636,733
16,840 166,500 183,340
110,926 1,842,687 1,953,613
28,892 226,374 255,266
131,549 783,546 915,095
24,614 151,041 175,655
884 9,300 10,184
-
-
136,466 136,466
976,958 27,285 7,233,020 3,600 8,240,863
1,114,061 27,285 7,313,718 6,126 8,461,190
1,106,564 23,818 7,245,088 2,420 8,377,889
1,078,090 21,493 7,032,775 3,720 8,136,078
1,270,473
$ 200,218
292,696
$ 14,154,468
$ 14,070,410
$ 13,962,488
$ 6,048,876
$
2,816,801
$
513,757
$
2,250,772
$
323,039
$
48
$
367,836
$
70,000
$
-
$
$
13,611,045
2016-2017 BUSINESS PLAN - APPENDIX A
Schedule 4 North West College Projected Schedule of General Expenses by Functional Area for the year ended June 30, 2017
2017 Projected General Operating Facilities and and Administration Equipment
Governance
Agency Contracts Contracts Other
$
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 NORTH WEST COLLEGE
$
-
$
55,630 11,000 66,630
$
2017 Total General Budget
Information Technology
-
$
-
$
55,630 11,000 66,630
2016 Total General Budget
$
11,000 11,000
2016 Total General Estimated
$
127,023 127,023
2015 Total General Actual
$
12,595 12,595
-
1,000,500
-
-
1,000,500
967,957
1,000,467
969,218
-
4,066 4,066
78,778 63,500 142,278
88,320 5,591 93,911
167,098 73,157 240,255
170,111 73,157 243,268
216,565 73,157 289,722
127,526 24,089 6,577 158,192
-
1,200 1,200
38,905 235,812 314,703 179,508 768,928
-
38,905 237,012 314,703 179,508 770,128
38,905 238,529 317,809 180,743 775,986
31,905 235,090 308,890 177,196 753,081
264,828 313,663 36,783 161,317 776,591
-
-
-
1,040 46,124 47,164
1,040 46,124 47,164
1,040 48,250 49,290
2,405 62,101 64,506
1,880 2,909 1,265 74,508 80,562
35,018 46,200 712 10,165 31,816 10,500 134,411
286,730 225 19,011 78,693 28,915 57,287 28,751 1,305 146,233 5,963 44,090 44,139 54,022 795,364
1,500 731 8,495 724 11,450
1,400 7,063 8,463
286,730 35,243 19,011 127,793 28,915 57,999 28,751 1,305 156,398 6,694 44,090 91,513 65,246 949,688
266,005 35,822 7,800 159,756 32,325 54,365 28,451 7,172 140,599 6,343 44,090 54,435 99,467 936,630
202,734 26,589 27,106 122,643 37,238 42,070 24,468 35,919 124,333 8,285 55,833 80,884 53,243 841,345
145,050 40,129 139 26,904 98,384 35,423 50,726 32,818 4,419 73,230 4,555 44,378 71,527 108,103 735,785
27,285 27,285
373,556 2,188,036 3,600 2,565,192
31,478 179,911 211,389
21,589 149,056 170,645
426,623 27,285 2,517,003 3,600 2,974,511
450,030 27,285 2,596,647 3,073,962
452,862 23,818 2,561,903 2,420 3,041,003
4,432,952
$ 1,134,045
320,183
$ 6,048,876
6,058,093
$ 6,117,147
161,696
$
$
$
457,106 21,493 2,468,088 (5,705) 2,940,982 $ 5,673,925
49 2016-2017 BUSINESS PLAN - APPENDIX A
STA-03
Skills Training Allocation - Program Management Form 6/30/2016 Date (yyyy/mm/dd)
NORTH WEST COLLEGE
Post-Secondary Delivery Institution Program Name
Location
Program Year:
Start Date
End Date
# Program Days
Program Capacity
Page 1 of 2 Projected STA Cost
Total Course Cost
Business
North Battleford
31-Aug-16
28-Apr-17
1,733
15
$
104,250.00 $
Continuing Care Assistant
North Battleford
6-Sep-16
8-Jun-17
1,647
15
$
86,117.00 $
Continuing Care Assistant
Meadow Lake
3-Oct-16
1-Jun-17
1,647
15
$
74,889.00 $
Continuing Care Assistant
Big River
17-Oct-16
15-Jun-17
1,647
15
$
81,049.00 $
Continuing Care Assistant - PT
Spiritwood
8-Sep-16
15-Jun-17
296
12
$
19,891.00 $
Continuing Care Assistant - PT
Debden
6-Sep-16
27-Jun-17
343
12
$
27,558.00 $
Continuing Care Assistant - PT
North Battleford
8-Sep-16
23-Jun-17
854
15
$
36,858.00 $
Continuing Care Assistant - PT
Maidstone /Lloydminster
6-Sep-16
20-Jun-20
580
12
$
25,529.00 $
Early Childhood Education
North Battleford
6-Sep-16
9-Jun-17
1,889
15
$
92,481.00 $
Electrician
Meadow Lake
29-Aug-16
27-Jan-17
967
12
$
69,453.00 $
Electrician
North Battleford
9-Jan-17
2-Jun-17
967
12
$
101,068.00 $
Food Service Worker
Meadow Lake
3-Apr-17
30-Jun-17
617
12
$
19,288.00 $
NORTH WEST COLLEGE
50
2016-17
Brief Rationale for Program
152,004.00 Strong interest by students and employers looking to hire entry level workers for business and industry. 135,804.00 Continuing demand from PNRHA & other HA to train CCA's that work in their facilities and attract new. 124,575.00 Continuing demand from PNRHA & other HA to train CCA's that work in their facilities and attract new. 130,735.00 Continuing demand from PNRHA & other HA to train CCA's that work in their facilities and attract new. 36,763.00 Continuing demand from PNRHA & other HA to train CCA's that work in their facilities and attract new. 42,207.00 Continuing demand from PNRHA & other HA to train CCA's that work in their facilities and attract new. 90,182.00 Continuing demand from PNRHA & other HA to train CCA's that work in their facilities and attract new. 59,629.00 PNRHA invited the College to deliver programming to meet their demands in Lloyd and Maidstone. The Lakeland program does not meet the training needs required for both insitutional and home care workers so they wanted the Sk poly curriculum. 151,722.00 Local day cares are in continual need of trained eimployees to assist with retention and recruitment issues. Turnover is a big issue primarily based on low wages. 99,588.00 Continued demand provincially and from local contractors and strong student interest. 131,202.00 The Sask Hospital project will need significant trades people. This is compounded by the continued demand provincially and from local contractors and strong student interest. 47,819.00 Prairie North Regional Health Authority, northern camps and local industry has demands for cooks of all levels.
2016-2017 BUSINESS PLAN - APPENDIX B
STA-03
Skills Training Allocation - Program Management Form
Program Year:
6/30/2016 Date (yyyy/mm/dd)
NORTH WEST COLLEGE
Post-Secondary Delivery Institution Plumbing & Pipefitting Applied Certificate Professional Cooking
Meadow Lake
6-Feb-17
9-Jun-17
Meadow Lake
6-Sep-16
Primary Care Paramedic - PT
North Battleford
Practical Nursing - Year 2 Practical Nursing
Page 2 of 2
883
12
$
84,653.00 $
26-May-17
1,767
12
$
67,147.00 $
24-Feb-17
17-Aug-18
555
12
$
27,924.00 $
Meadow Lake North Battleford
28-Sep-15 9-Feb-15
12-May-17 16-Dec-16
784 828
7 14
$ $
105,322.00 $ 110,727.00 $
Practical Nursing - Completion Security Officer
North Battleford North Battleford
6-Feb-17 6-Feb-17
14-Dec-18 12-May-17
860 819
14 15
$ $
79,303.00 $ 21,062.00 $
Welding
Meadow Lake
6-Sep-16
26-May-17
1,870
12
$
89,085.00 $
Youth Care Worker
North Battleford
31-Aug-16
19-May-17
1,950
15
$
86,547.00 $
275
$ 1,410,201.00
TOTAL 2016-17
NORTH WEST COLLEGE
51
2016-17
$
108,438.00 Strong demand for this level of training in the region and provincially 150,067.00 Move from Institutional Cook to better meet the needs of the Prairie Regional Health Authority and local restaurants. 57,184.00 Several ambulances services throughout the region in need of trainied personel. The Collegtes have worked collaboratively with SK Poly to develop a five year plan for delivery across the province for both full time and part basis to meet the provincial needs with the resources available. 137,735.00 continuing program from Sept 2015. 138,232.00 Contnued need to practical nurses - infact with the Sask Hospital build even more LPNs are required and a seat expansion would be great to 21. 100,903.00 continuing program from Feb 2015 48,063.00 Many are hiring commissionaires as they are readily available when they really want security but not available. Many placees hire such as the casino, sask hospital, many events, etc 145,680.00 Demand in the north remains strong as not as impacted by oil and gas 144,832.00 Strong demand - good local employment opportuniites - Justice, health, non profits, schools, First Nations 2,233,364.00
2016-2017 BUSINESS PLAN - APPENDIX B
Apprenticeship and Workforce Skills Branch 12th floor, 1945 Hamilton St.
Adult Basic Education Enrollment Management Plan for 2016-17 Post-Secondary Insitution: NORTH WEST COLLEGE
Date Submitted: JUNE 30, 2016
Program Background
Program Information
Partners
Learner Start Date (dd/mm/yy)
Learner Total # of # of Hours End Learner per Day Date Days (dd/mm/yy)
Program Name
Program Level
Pathways Program
Levels 1/2
Beardy's and Okemasis First Nation
On-Reserve
Beardy's and Okemasis First Nation
16-Jan-17
24-May-17
80
Pathways Program
Levels 1/2
Big Island Lake Cree Nation
On-Reserve
Big Island Lake First Nation
13-Sep-16
19-Jan-17
Pathways Program
Levels 1/2
Big River First Nation
On-Reserve
Big River First Nation
7-Sep-16
Pathways Program
Levels 1/2
Battleford's Tribal Council
On-Reserve
Battleford's Tribal Council
Adult 10
Level 3
Debden
Off-Reserve
Location
On-Reserve/ Off-Reserve
Partners
Program Capacity
Level 4
Debden
Off-Reserve
Adult 10
Level 3
Duck Lake
Off-Reserve
Adult 12
Level 4
Duck Lake
Off-Reserve
Adult 10
Level 3
Leask
Off-Reserve
Adult 12
Level 4
Leask
Off-Reserve
Adult 10
Level 3
Leoville
Off-Reserve
Prairie Spirit School Division Stobart School
Mistawasis First Nation Muskkeg Lake First Nation
ECON Funding 2016-17 ABE Grant Funding [A]
Anticipated Funding Partners
ECON K-12 Funding ABE Carry for 18-21 Year Other Funding Over [D] Olds Funds [C] Used [B]
Total Total Anticipated Program Funding [A+B+C+D]
Total Hours
Seat Capacity
# of FLE's
5.5
440
15
9.4
$73,980.00
$0.00
$0.00 in kind - facilities
$73,980.00
80
5.5
440
15
9.4
$68,009.00
$0.00
$0.00 in kind - facilities
$68,009.00
13-Jan-17
80
5.5
440
15
9.4
$67,707.00
$0.00
$0.00 in kind - facilities
$67,707.00
31-Aug-16
23-Dec-16
80
5.5
440
15
9.4
$72,543.00
$0.00
$0.00 in kind - facilities
$72,543.00
31-Aug-16
26-May-17
170
5.5
935
15
20.0 $185,907.00
$0.00
$0.00
$24,600.00
$210,507.00
31-Aug-16
26-May-17
170
5.5
935
15
20.0
31-Aug-16
24-May-17
170
5.5
935
15
20.0 $148,434.00
$0.00
$60,680.00
$11,000.00
$220,114.00
31-Aug-16
26-May-17
170
5.5
935
15
20.0
31-Aug-16
26-May-17
170
5.5
935
15
20.0 $192,357.00
$0.00
$0.00
$18,000.00
$210,357.00
31-Aug-16
26-May-17
170
5.5
935
15
20.0
31-Aug-16
26-May-17
170
5.5
935
15
20.0 $170,280.00
$0.00
$32,800.00
$18,000.00
$221,080.00
31-Aug-16
26-May-17
170
5.5
935
15
20.0
6-Sep-16
12-Jan-17
80
5.5
440
15
9.4
$63,531.00
$0.00
$0.00 in kind - facilities
$63,531.00
31-Aug-16
26-May-17
170
5.5
935
15
20.0 $126,950.00
$0.00
$32,882.00
$15,000.00
$174,832.00
4-Jan-17
26-May-17
90
5.5
495
15
10.6
Big River First Nation Adult 12
Page 1 of 2
Living Sky School Division Adult 12
Level 4
Leoville
Off-Reserve
Pathways Program
Levels 1/2
Makwa Sahgaiehcan First Nation
On-Reserve
Adult 10
Level 3
Meadow Lake
Off-Reserve
Adult 10
Level 3
Meadow Lake
Off-Reserve
Adult 12
Level 4
Meadow Lake
Off-Reserve
31-Aug-16
26-May-17
170
5.5
935
30
40.1
$182,891.00
$0.00
$32,882.00
$20,000.00
$235,773.00
Pathways Program
Levels 1/2
Meadow Lake
Off-Reserve
31-Aug-16
23-Dec-16
80
5.5
440
15
9.4
$53,741.00
$0.00
$0.00
$5,000.00
$58,741.00
Pathways Program
Levels 1/2
Mistawasis First Nation
On-Reserve
12-Sep-16
13-Jan-17
80
5.5
440
15
9.4
$72,029.00
$0.00
$0.00 in kind - facilities
$72,029.00
Adult 10
Level 3
Mosquito, Girzzly Bear's Head, Lean Man On-Reserve
31-Aug-16
24-May-17
170
5.5
935
15
20.0 $281,958.00
$0.00
$0.00 in kind - facilities
$281,958.00
Pathways Program
Levels 1/2
Mosquito, Girzzly Bear's Head, Lean Man On-Reserve
31-Aug-16
24-May-17
170
5.5
935
15
20.0
NORTH WEST COLLEGE
Makwa Sahgaiehcan First Nation
North West School Division
Mistawasis First Nation Mosquito, Grizzly, Bear's Head, Lean Man First Nation
52
2016-2017 BUSINESS PLAN - APPENDIX C
Apprenticeship and Workforce Skills Branch 12th floor, 1945 Hamilton St.
Adult Basic Education Enrollment Management Plan for 2016-17 Post-Secondary Insitution: NORTH WEST COLLEGE Program Background
Program Name
Program Level
Page 2 of 2
Date Submitted: JUNE 30, 2016 Program Information
Partners
On-Reserve/ Off-Reserve
Location
Partners
Learner Start Date (dd/mm/yy)
Program Capacity
Learner Total # of # of Hours End Learner per Day Date Days (dd/mm/yy)
Total Hours
Seat Capacity
# of FLE's
ECON Funding 2016-17 ABE Grant Funding [A]
Anticipated Funding Partners
ECON K-12 Funding ABE Carry for 18-21 Year Other Funding Over [D] Olds Funds [C] Used [B]
Total Total Anticipated Program Funding [A+B+C+D]
Adult 12
Level 4
North Battleford
Off-Reserve
6-Sep-16
28-Jun-17
80
3.0
240
15
5.1
$6,693.00
$0.00
$0.00
$22,000.00
$28,693.00
Pathways Program
Levels 1/2
North Battleford
Off-Reserve
31-Aug-16
12-May-17
80
5.5
440
30
18.9
$107,597.00
$0.00
$0.00
$10,000.00
$117,597.00
Pathways Program
Levels 1/2
Pelican Lake First Nation
On-Reserve
Pelican Lake First Nation
9-Jan-17
17-May-17
80
5.5
440
15
9.4
$67,707.00
$0.00
$0.00 in kind - facilities
$67,707.00
Pathways Program
Levels 1/2
Sweetgrass First Nation
On-Reserve
Sweetgrass First Nation
12-Sep-16
13-Jan-17
80
5.5
440
15
9.4
$73,130.00
$0.00
$0.00 in kind - facilities
$73,130.00
Pathways Program
Levels 1/2
Witchekan Lake First Nation
On-Reserve
Witchekan Lake First Nation
12-Sep-16
18-Jan-17
80
5.5
440
15
9.4
$68,007.00
$0.00
$0.00 in kind - facilities
$68,007.00
Literacy
Levels 1/2
North Battleford
Off-Reserve
12-Sep-16
20-May-17
3.0
180
45
11.6
$30,733.00
$0.00
$0.00
$0.00
$30,733.00
Literacy
Levels 1/2
Meadow Lake
Off-Reserve
3-Jan-17
2-Jun-17
3.0
180
15
3.9
$10,600.00
$0.00
$0.00
$0.00
$10,600.00
Literacy
Levels 1/2
Big Island Lake Cree Nation
On-Reserve
3-Jan-17
2-Jun-17
3.0
180
15
3.9
$11,100.00
$0.00
in kind - facilities
$11,100.00
144.0
17,335
480
408.6
$2,135,884.00
$0.00
$143,600.00
$2,438,728.00
Big Island Lake Cree Nation
$159,244.00
In the chart below, please enter the total # of programs in each program category planned for 2016-17.
2016-17 Program Delivery Projections Levels 1/2
16
Level 3
9
Level 4
7
GED Prep Formal
0
GED Prep Informal EAL
0 0
TOTAL
32
NORTH WEST COLLEGE
All pathways programs are leveprepl 2. All literacy programs focus on level 1. EAL programming does not utilize the ABE grant and therefore is represented in Appendix D. GED prep formal if required utilizes a level 4 seat.
53
2016-2017 BUSINESS PLAN - APPENDIX C
Colleges English as a Second Language Program Enrolment Plan 2016-17 College: North West College Total Funding from ECON Total Funding from IRCC Total Other Funding
$107,000 $268,236 Total Funding $375,236 Non-Permanent Total x $70 Residents 30 $ 2,100.00
Total number of assessments to be done Community
Number of classes in Hours per community week
North Battleford Meadow Lake Rosthern Rural Location
TOTAL
NORTH WEST COLLEGE
Number of seats Number of per class weeks
7 1 1 2
6 6 6 6
15 15 15 8
32 32 32 20
11
24
53
116
Regional College ESL Program Attendance Performance Targets: Average hours in real life learning opportunities per student Percentage of students who will achieve growth in a CLB level in at least one skill Cost per Hour $13.48 Percentage of students who will identify learning goals within required timelines Percentage of students whose language learning goals are fulfilled within attendance of 60 classroom hours subsequent to setting the goal Total Number of Hours
IRCC ECON Funding Funding
20160 2880 2880 1920 0 0 0 0 0 0 0 0 0 0 0 0 0 27,840
54
yes yes yes yes
yes yes yes yes
Other Funding no no no no
80% 25 hours per student 45% 100%
66%
Teacher meets ESL Teachers Qualifications
NOTE: Funding for the ESL Grant from 2 of 7 fully met ECON should reflect the allocation no provided in budget letters for the 2016yes 17 program year. unknown
2016-2017 BUSINESS PLAN - APPENDIX D