2018-19 BUSINESS PLAN APPROVED JULY 11, 2018
TABLE OF CONTENTS
EXECUTIVE SUMMARY ................................................................................ 3 COLLEGE OVERVIEW ................................................................................... 5 A. GOALS, OBJECTIVES, KEY ACTIONS AND MEASURES; ............................ 7 B. STRATEGIC INITIATIVES; .................................................................... 16 C. COLLABORATIVE PLANNING; ............................................................ 24 D. PROGRAMMING; .............................................................................. 26 E. HUMAN RESOURCES; ........................................................................ 41 F. SUSTAINABILITY; .............................................................................. 44 G. INFORMATION TECHNOLOGY;........................................................... 46 H. FACILITIES & CAPITAL;....................................................................... 48 I. 2017-18 BUDGET; ............................................................................. 52 J. OPERATIONS FORECAST; ................................................................... 57 CONCLUSION ............................................................................................ 64 APPENDIX A – FINANCIAL STATEMENT APPENDIX B – SKILLS TRAINING ALLOWANCE APPENDIX C – ADULT BASIC EDUCATION APPENDIX D – ENGLISH AS A SECOND LANGUAGE APPENDIX E – PTA FORECAST APPENDIX F – ESSENTIAL SKILLS FOR THE WORKPLACE PROPOSALS
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EXECUTIVE SUMMARY
North West College is launching a renewed strategic plan for the 2018/21 period. The plan is focused on innovation, excellence and responsibility. Despite the fiscal challenges facing Colleges, North West remains committed to student success, industry engagement and accountability. The 2018-19 Business Plan presented is one of continued austerity. During 2017/18 North West College was heavily impacted by the 5% reduction in provincial funding. North West remains dedicated to maximizing provincial resources and leverages industry, community and third party investments to meet the program, service and infrastructure needs of Saskatchewan’s northwest. The continuing financial constraints placed on the College hinder its ability to meet these objectives as effectively or efficiently as possible. The status quo funding provided for 2018/19 does not take into consideration inflation or the looming settlement of the SGEU Collective Agreement. The Business Plan presented here is our earnest attempt to maintain services given these tremendous constraints. North West is committed to meeting the goals of our strategic plan and the Ministry’s direction including working towards a balanced budget. The 2018/19 budget presented shows a reduced operating budget of over $100K from the previous year. Included in this year’s plan is the abolishment of three in-scope positions and a reduction in out of scope executive management to better align staff resources with the goals of the strategic plan, maintain quality programs and services and respond to industry labour needs. This strategy provides greater sustainability however; North West is still unable to achieve a balanced budget without significant impact to students. Despite these funding challenges, North West College will strive to continue its provincial leadership in Adult Basic Education (ABE) programming with 34 distinct programs located in First Nations communities, rural towns and on campus. For over 40 years North West has led Indigenous post-secondary success. Between 2011 and 2016, North West College graduated 1259 equity graduates from Adult 10 and 12 alone, this number is more than twice that of any other regional college in the province. This success is a reflection of both our on-reserve programming and our curtailed off-reserve programming, which has served the growing number of urban Indigenous people in our region and has been integral to the comprehensive ABE strategy for North West.
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The 2018/19 skills training program plan includes 28 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 critical investments in Student Services. There remains some risk with the business plan related to changes in STA and ABE public policy. Additional risks include assumptions in third party revenue and the negotiation of the expired Collective Bargaining Agreement. With status quo funding, North West College is unable to present a balanced budget without significantly impacting students. In service to our students and in recognition of the tremendous and growing need that exists in our region, strategic priorities for 2018/19 include the preparation for construction of a new Battlefords Campus which is scheduled to begin in 2020/21. As well as the implementation of a new formalized Work Integrated Learning (WIL) Initiative to increase student accreditation and conversion. Understanding the importance that stable funding plays in operational planning, North West is also committing to Enterprise Risk Management and Economic Portfolio Diversification initiatives for the next three years. Lastly, North West will devote additional resources to mental health and indigenization as embedded priorities. Keeping Saskatchewan on track requires vibrant rural communities. North West plays a major role in the economic sustainability of rural northwest Saskatchewan by generating $78.2M of GDP each year for the province. 1 North West is an economic driver through accessible programs that address industry recruitment and retention issues, through investment in Indigenous people, and through numerous contributions to community made by our staff. North West is keeping Saskatchewan on track by contributing to Saskatchewan’s accessibility, responsiveness, sustainability, accountability and quality.
“Economic Impact Assessment”, Praxis Consulting, January (2018). All estimates based on 2016-17 data as the latest available completed academic year.
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NORTH WEST COLLEGE – OVERVIEW
One-third of Saskatchewan’s First Nations communities are within North West boundaries, with 38% of the approximate 95,000 residents in the region being of Indigenous descent. Statistics indicate there are more youths and fewer people of working age in northwest Saskatchewan than in other regions of the province. 2 These unique demographics pose both challenges and enormous opportunities for the delivery of post-secondary education. 3 In order to be relevant and accessible to our communities North West has committed to a distributed model of program delivery. 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 22 rural communities. Although we primarily deliver Adult Basic Education programs in communities outside urban areas, about 22% of Skills Training seats are delivered off campus. North West College is one of the largest regional Colleges in Saskatchewan serving approximately 2600 students. It is also one of the province’s major providers of Adult Basic Education, representing over 22% of provincial enrollments in 2016/17. North West operates under a brokerage model wherein it is not an accrediting institution but rather delivers brokered curriculum while ensuring the personalized support critical to student success. In addition to Institute Credit programs, North West chooses to invest its limited financial resources in University programming to meet the demand of our students and industry. Whether it is ABE, Institute Credit or University, Indigenous students represent the majority of the student body with 59% self-identifying as First Nations, Métis or Inuit. It follows that North West College is one of the top three graduating institutions for Indigenous learners in Saskatchewan, on par with Saskatchewan Indian Institute of Technology (SIIT) and Dumont Technical Institute (DTI). North West is also experiencing growth in EAL programming in light of increased immigration to the North West region. With this diverse and often vulnerable population, it is our Student Services which provide the value-added and individualized guidance needed to remove barriers to student http://publications.gov.sk.ca/documents/310/92066Saskatchewan%20Industrial%20Labour%20Demand%20Outlook,%202016-2020.pdf (Accessed April 20, 2017) 3 “2016 Census of Canada, Saskatchewan Division No. 16 & 17”, Statistics Canada, (2016). 2
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success and labour market attachment. A comprehensive intake process, weekly meetings with Student Services staff, career counselling and job coach services ensure that students feel valued through their education experience and supported to successful labour market attachment. As seen in Figure 1, major industries in the region include health care, education, social services, forestry, retail trade, agriculture and oil. Few resource-sector companies have corporate offices within the region. As such, extra resource allocation is required for partnership development and to identify and assess labour market needs. North West 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. Figure 1. Map of North West College Region
• 95,000 residents in 2 cities, 48 towns and villages, 29 RMs and 26 First Nations • 38% Indigenous descent • Home of 1/3 of Saskatchewan’s First Nations Communities • 48% under age of 35 • Major industry: health care, education, social services, forestry, retail trade, agriculture, oil
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A. GOALS, OBJECTIVES, KEY ACTIONS AND MEASURES
North West College will be launching a new comprehensive, multi-year, strategic plan (In Business for Students – Strategic Plan 2018-21) this spring. Using the balanced scorecard method, actionable key performance indicators have been established with annual benchmarks of achievement and accountability. All aspects of North West’s 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, Immigration & Career Training. In this process, four strategic themes were established (See Tables 1-4). Employable Labour Force Accessible and 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. Our staff and programs are an active presence in our First Nation communities. These are valued and trusted relationships that have been cultivated for decades. As a result of these relationships, North West is able to collaborate with Indigenous partners to 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 more broadly, organic social infrastructure growth for the entire community. Enriching our programs and services contributes to our student conversion rate in order to meet the labour demands of our region. Our programming also makes a tremendous difference to these communities, impacting not only our students but their children, parents and extended families. North West invests in rural and northern Saskatchewan’s sustainability by investing in our people. North West College is Responsive. One of the benefits of the brokerage model of program delivery is that North West is small, agile and unencumbered by curricular development. As such, program planning can be extremely responsive with as little as six weeks between identified need and program start. This allows Saskatchewan’s employers to have the skilled workforce they need when they need it. Our programming is driven by labour market demand and our services have been honed to ensure student attachment to the labour force after graduation. By working to build an Employable Labour Force, North NORTH WEST COLLEGE
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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 Immigrant and Career Training goal of “ensuring the on-going competitiveness of Saskatchewan’s Economy” 4 and the Ministry of Advanced Education’s goal of “increasing post-secondary attainment”. 5
Ministry of the Immigration and Career Training, Ministry of the Economy Plan for 2018-19, 3. http://www.publications.gov.sk.ca/department.cfm?d=139 (Accessed May 9, 2018) 5 Ministry of Advanced Education, Ministry of Advanced Education for 2018-19, 3. http://www.publications.gov.sk.ca/department.cfm?d=139 (Accessed May 9, 2018) 4
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Table 1. In Business for Students – NWC Strategic Plan 2018-2021 – Employable Labour Force
Government of Saskatchewan Goal: Sustaining growth and opportunity; and Meeting the challenges of growth Ministry of Immigration & Career Training Goal: Employers have access to people with the right skills, at the right time Ministry of Advanced Education Goal: Meet the post-secondary needs of the province 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: 2018/21 Success Measures: C1. Graduation employment rate Increase Institute Credit and ABE Level 3 &4 graduates who are employed or are pursuing further education, in 60-90 day follow up C2. Students participating in work Increase percentage of programs with workplace placements experiences including placements and practicums C3.(1) Indigenous Institute Credit Increase proportion of Indigenous students in enrollment rate Institute Credit programs C3. (2) Indigenous Institute Credit Increase the equity group graduation rate for graduation rate Institute Credit
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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 builds upon discipline-specific, practical training by investing in students’ personal growth and development. Programs and services equip North West 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 attainment 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. North West 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” 6 and fostering increased attachment to the workforce in Saskatchewan.
Ministry of Advanced Education, Ministry of Advanced Education Plan for 2018-19, 3. http://www.publications.gov.sk.ca/department.cfm?d=139 (Accessed May 9, 2018) 6
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Table 2. In Business for Students – NWC Strategic Plan 2018-2021 – Student Success
Government of Saskatchewan Goal: Sustainability and Quality Ministry of Advanced Education Goal: Student success in post-secondary education Ministry of Immigration & Career Training: Retain Skilled Workers in the labour force North West College Goals: C4. Retain students C5. Graduate students C6. Develop leaders Objectives: C4. Student retention strategy C5. Student graduation strategy C6. Community Builders Leadership Award program Key Actions: 2018/21 Success Measures: C4. Student retention rate Increase the percentage of completers and graduates in Institute Credit and ABE Credit programs C5. Graduation rate Increase the overall graduation rate in Institute Credit and ABE Credit programs C6. Students who achieve this award Baseline year for program. Students must complete a balance of internal and external volunteerism and leadership activities in order to achieve this award
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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 value excellence and innovation and as such make quality investments in our communities. 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 post-secondary education needs of the province� 7.
Ministry of Advanced Education, Ministry of Advanced Education Plan for 2018-19, 4. http://www.publications.gov.sk.ca/department.cfm?d=139 (Accessed May 9, 2018) 7
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Table 3. In Business for Students – NWC Strategic Plan 2018-2021 – College of Choice
Government of Saskatchewan Goal: Sustainability and Meeting the challenges of growth Ministry of Advanced Education Goal: Meet the post-secondary education needs of the province North West College Goals: P1. Attract students P2. Diversify program delivery P3. Cultivate partnerships Objectives: P1. Student recruitment strategy P2. Diversified program delivery P3. Stakeholder engagement Key Actions: 2018/21 Success Measures: P1. Enrollment Rate Maximize enrollment in Institute Credit, University, ABE Credit, ABE Level 2 noncontractual, ESWP and EAL P2. Work Integrated Learning (WIL) Commitment to two new pilot projects Initiatives annually that connect a range of academic outcomes to the development of workplace skills P3.1 Students served through Increase students/programs funded Partnerships through third party partnerships and contracts P3.2 Revenue from contracts Increase revenue from industry and other third party contracts P3.3 Scholarship Donor Investment Increase in net profits generated from all non-government donations and fundraising events
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High-Performance Organization Accountable and 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, excellence, and dedication. We remain accountable to our funders, partners, students and the communities. This is the foundation of a sustainable, highperformance organization and a vital resource that will continue to be nurtured and deeply valued. North West is committed to developing partnerships to effectively diversify our economic portfolio and fortify funding stability for the College. North West is working to become a strong corporate body by emphasizing infrastructure enhancement, both human and financial capital investment and responsible policy development. These will ensure North West is sustainable, accountable and able to meet the challenges of growth. 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 post-secondary sector is accountable and sustainable” 8, with purposeful adherence to the Ministry of the Immigration and Career Training goal of “continu(ing) to pursue organization excellence”. 9
Ministry of Advanced Education, Ministry of Advanced Education Plan for 2018-19, 5. http://www.publications.gov.sk.ca/department.cfm?d=139 (Accessed May 9, 2018) 9 Ministry of the Economy, Ministry of Immigration and Career Training Plan for 2018-19, 7. http://www.publications.gov.sk.ca/department.cfm?d=139 Accessed May 9, 2018) 8
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Table 4. In Business for Students – NWC Strategic Plan 2018-2021 – High Performance Organization
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 accountable and sustainable Ministry of the Immigration and Career Training Goal: Organizational Excellence North West College Goals: GS1. Invest in people GS2. Enhance infrastructure GS3. Manage risk GS4. Diversify portfolio Objectives: GS1. Staff recruitment and retention GS2. Standalone campus in the Battlefords GS3. Enterprise Risk Management GS4. Economic diversification strategy Key Actions: 2018/21 Goals GS1. Employee Engagement Rate Increase the percentage of satisfied and very satisfied employees GS2. Foundation for build Preparing to begin construction in 20202021 GS3. Maturing ERM Embedding ERM in College corporate culture GS4. New revenue streams Improve sustainability through new revenue and diversification of portfolio
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B. STRATEGIC INITIATIVES
The New Battlefords Campus
As part of North West College’s 2018-2021 Strategic Plan, the College plans to begin construction of a standalone campus in the Battlefords in 2020/21. The need for this campus is long overdue. Annually, the College allocates over $83K to the leasing of additional classroom and trades spaces in the Battlefords with no long-term return on this investment. While quality assurance and program standards remain a priority for the College, without adequate and appropriate space it is exceptionally challenging to be innovative, strategic and responsive. Given the amount of programming which takes place in the Battlefords, it is more effective and efficient for the College to be under one roof. The lack of space at the current Battlefords Campus also produced significant operational expenses for the College as between five to ten Adult Basic Education and Institute Credit programs each year must be housed off-site. Running programs in various locations in the Battlefords also negatively impacts already overtaxed Student Services, administrative supports and IT resources. The consolidation of all programming under one roof in the Battlefords will reduce duplication of services thus increasing sustainability. Currently, our classrooms are over capacity and the lack of cultural space for our majority Indigenous student body is highly problematic. As we know, institutions that possess an Indigenous student centre, focused on promoting culture-specific activities and resources, often produce outcomes that can lead to higher levels of student academic and social engagement (Gallop & Bastien, 2016 p.206) and resulting successful conversion to the workforce. 10 Given our majority Indigenous student populations and our demographic projections of sustained growth, the continued absence of this important resource will have a growing negative impact on our student attainment and conversation rate. North West plans to work with all levels of government (federal, provincial, municipal and Indigenous) and industry to begin construction on a standalone campus in the Battlefords in the 2020/21 academic year. This facility would allow for the needed trades space, Cynthia Justine Gallop and Nicole Bastien, “Supporting Success: aboriginal Students in Higher Education”, Canadian Journal of Higher Education, 46:2, (2016) 206-224.
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increased classroom space and Indigenous student center to continue the tremendous success at the College. The total initiative cost is $37M. If the standalone campus does not move forward, the College will have a growing waitlist of students needing ABE programming. Safety ticket offerings - a major source of tuition revenue - will not be able to grow further undermining our goal of diversifying our economic portfolio to reduce dependence on provincial funds. Leasing costs for offcampus trades spaces will continue to increase and students will continue to have inadequate cultural supports potentially impacting student success. In short, the lack of this facility will continue to hamper innovation and responsiveness.
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‘Be Well’ Initiative One of the many advantages of regional colleges is that they are small and responsive to the local needs of rural communities. Nowhere is rapid response and local engagement more critical than North Battleford in our current political climate. The administration of North West understand that the College plays a vital role in supporting this community in crisis. Mental health issues and racially charged violence are concerns that our student support staff address daily. Many of our students experiencing the intergenerational trauma that stems from the legacy of residential schools and the sixties scoop. In response to this identified need and in adherence to the Truth and Reconciliation Call to Action No. 19, North West will provide the services needed to support our Indigenous learners to ensure they receive equal access to mental health supports. 11 North West College receives no funds dedicated to mental health for staff and students; however, the College continues to allocate limited operational resources to mental health and wellness. North West College has developed a ‘Be Well’ initiative which includes a comprehensive plan of yearlong student supports culminating in a mental health month. North West will also continue to invest in ASIST (Applied Suicide Intervention Skills Training) training for a number of our Student Services team in order to facilitate suicide awareness discussions with students and staff. In 2018/19 North West will be investing in our internal capacity to support community organizations through education by training Student Services staff as Mental Health First Aid trainers. These trainers will be able to offer cost-effective workshops to any requesting organization in the region. The College will also be exploring VTRA (Violence Threat Risk Assessment) training for our staff. 12 The hope is that once trained, these human services specialists can provide cost-effective and locally-sourced training for public, private and not-for-profit organizations in our region. By garnering trainer accreditation for existing staff, North West can reduce the administrative cost of these safety tickets, create a new revenue stream for the College and provide a vital service to the community.
Truth and Reconciliation Commission of Canada: Calls to Action No. 19, We call upon the federal government, in consultation with Aboriginal peoples, to establish measurable goals to identify and close the gaps in health outcomes between Aboriginal and non-Aboriginal communities…Such efforts would focus on indicators such as …suicide, mental health…and the availability of appropriate health services. 7 (2015). 12 This training would be acquired through the Canadian Centre for Threat Assessment and Trauma Response. 11
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North West recognizes that we have a highly vulnerable population and therefore invests our limited resources in mental health wellbeing. The total initiative cost is $32,000. To truly address the issue additional resources are needed. Without an infusion of Student Services funding, staff burn out and secondary trauma will become acute concerns and will have a secondary impact on student retention, attainment and conversion.
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From Many Peoples Strength – Institutional Indigenization and Community Education As an institution with a majority Indigenous student population, it is critical that cultural supports and community education resources be maintained and increased to facilitate Indigenous student success and foster positive labour market attachment. The North West College 2018/21 Strategic Plan reaffirms the College’s commitment to Indigenous student success through key performance indicators. We track enrollment in Institute Credit programs and ensuring the graduation gap between Indigenous and nonIndigenous students continues to close at our institution. The ultimate goal of these continued strategic measures are to contribute to a representative labour force in our region. This is an ambitious undertaking with our current provincial funding and demographic projections of growth over the next 10 years. According to the latest census data, the North West College’s catchment area is 38% Indigenous, nearly twice the provincial average. Our region is also younger than the provincial average (NWC 30.07 vs SASK 39.1). Saskatchewan’s northwest also suffers from an education deficit wherein 58% of First Nations citizens (over 15 years of age) do not have a degree, certificate or Grade 12 diploma. More Indigenous, younger, and less educated, these regional characteristics are projected to culminate in a drastic increase in demand for the College’s services over the next ten years. Public education and community presentations are critical to encourage successful labour market attachment for many of our Indigenous graduates. These students face systemic racism in the local labour market and the College must engage employers through public education initiatives to help change perceptions regarding these perspective employees. North West would like to undertake an Employer Engagement Campaign to encourage understanding and reconciliation among our local business community. This may include: 1) A full-day Aboriginal Employment Workshop in partnership with local chambers to inform employers on the benefits of hiring Indigenous employees, 2) host and present at a Chamber on Tap event regarding Indigenous employment and 3) provide four free business-centred evening presentations with nationally recognized leaders in the business community discussing successful partnerships between Indigenous and nonIndigenous enterprises. The total initiative cost is $37,900 This initiative cannot be funded without additional resources from the Ministries of Advanced Education and, Immigration & Career Training over and above the funds provided in the 2018-19 budget letter. NORTH WEST COLLEGE
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If the Ministry of Advanced Education cannot provide funding to support this initiative, Indigenous student labour market attachment will be negatively impacted. Our region is increasing Indigenizing and our business community is struggling to keep step with this demographic trend. North West is ideally suited to provide the public education needed to address this growing incongruence between employer and potential labour pool.
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Enterprise Risk Management and Portfolio Diversification Initiatives North West is committed to the implementation of best practices in governance including attentive consideration of our Enterprise Risk Management Plan. One area of significant risk to the College is our financial stability and identified need for diversification of our portfolio through the exploration of new revenue sources. This will lessen the College’s dependence on provincial funding and facilitate greater security and stability for the institution. Currently the College’s human resources are maximized to the point of strain. North West has one of the lowest operational costs in the post-secondary sector. With status quo funding, some services will need to be sacrificed in order to explore new revenue streams. Human resources are needed to cultivate innovation, maintain partnerships and coordinate collaboration. Over the next three years the College will be aggressively developing, implementing and evaluating an economic diversification strategy while concurrently maturing our established Enterprise Risk Management plan embedding ERM into the North West College culture. The expected outcome of these strategic goals is a College less reliant on provincial resources and more capable of managing risk at all levels of operations. The funding needed to effectively execute these initiatives is drawn from scarce operational resources. If operational funding does not increase, the execution of these sustainable measures will be significantly compromised.
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Work Integrated Learning (WIL) Initiative North West College was an early adopter of experiential learning and as such has a wealth of experience in formalized work placements and practicums. Consequently, 62% of North West’s delivered ABE and Institute Credit programs currently include workplace exposure, primarily in the form of a work placement or practicum experience longer than 12 hours. This has resulted in over 1000 students being exposed to work in the past three years. As the supplier of 25% of the ABE programming in the province and a provider of over 100 skilled, Indigenous tradespersons each year, experiential learning opportunities are a valuable piece of our conversion strategy. Pilot projects such as the RobWel Constructors on-site Plumbing & Pipefitting program and the Level 10 Work Integrated Learning (WIL) coffee kiosk, have demonstrated how effective these forms of experiential learning opportunities can be for our students and their future employers. In an effort to increase innovation and remain responsive to business and industry, North West has committed to a formal Work Integrated Learning Initiative as part of the 2018/2021 Strategic Plan. Each year, two pilots will be undertaken, one at each of our campus locations. These pilots will require resources for implementation. Lack of discretionary funding may hamper the development of these projects, particularly in regards to initial set-up and supplies. North West will continue to leverage Indigenous government and industry partners to support these initiatives where possible.
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C. COLLABORATIVE PLANNING
North West remains a leader in collaboration within our sector. From provincial program planning to the sharing of professional costs and resources, North West drives partnerships to ensure accountability for provincial funds. The College engages in several regional college province-wide initiatives resulting in annual cost savings and efficiencies. These included a review and switching of provider for the out-of-scope benefit plan, a review of the sick leaves actuarial, development of tendering documents, legal forms and policy templates. The colleges also work collaboratively to contract HR expertise to represent management in College bargaining. North West is a committed member of the task force and the sector planning committee as well as an active member of many ministerial committees addressing system efficiency. North West participates in CEO, SBO, SAO, HRO, and ITO system committees. These groups continue to share best practices in their respective fields. The SAOs continually review programming to meet provincial labour market needs while maximizing program dollars. One example of this global thinking would be the multi-year collaborative plan for the delivery of the Primary Care Paramedic program. North West maximizes facility resources by working with several partners in postsecondary education. In 2017/18 GDI/DTI rented spaces at North West’s campuses. North West also partnered with the University of Regina, Saskatchewan Polytechnic, and the former the Prairie North Regional Health Authority to offer Year 3 and Year 4 of the Saskatchewan Collaborative Bachelor of Science in Nursing program in the Battlefords. This collaboration involved the use of College facilities, student access to computer labs, student supports, and study space. North West College leadership is part of a newly formed community group “Battlefords Better Together Team” working together for the well-being of our youth this is in response to the three youth suicides in January. North West is a proud supporter of the Michael Lansberg’s “Sick Not Weak” presentation which took place in the Battlefords on March 15. North West recognizes that we have a highly vulnerable population and therefore invests resources in mental health wellbeing. To truly address the issue additional resources are needed. Mental health wellbeing will continue to be a priority for North West College.
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Joint programs and relationships are continually explored to ensure North West College students can take full advantage of the brokering model afforded to the regional colleges. In 2017/18, North West signed an agreement with the University of Saskatchewan to deliver a 4-year Bachelor of Education program at the Meadow Lake Campus beginning in the Fall of 2018. North West continues to explore collaboration opportunities with Lakeland College to ensure our robust number of ABE graduates can feed into postsecondary programs at that institution as well. In 2018/19 North West will explore dual credit offerings with rural and First Nations schools within our region. Professional services are a new revenue stream currently under review as part the College’s strategic objective of portfolio diversification. Mental Health First Aid, VTRA, human resources, strategic planning, project management and labour market assessment are all areas wherein North West could potentially provide consulting services. Information Technology is also an area of potential monetization wherein North West may be able to collaborate with other institutions to provide data storage at a reduced cost. Video conference equipment has also been heavily used as a replacement for reduced travel budgets. North West may be able to collaborate with other post-secondary providers to build a compatible network that would reduce sector-wide travel costs and may lend itself to joint program offerings. Along the same vein, North West is willing to work with the other regional colleges to explore the sharing of the mandated ABE role of Director of Education to further reduce costs, ensure quality, and facilitate sector program planning. These duties could be undertaken by an existing regional college staff rather than contracting out these services at an additional cost to the system.
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D. PROGRAMMING
The North West College multi-year 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, Indigenous organizations, students and communities across the region as well as provincial sector organizations. Success measures such as enrollment, retention, graduation and employment in previous programs were also used to determine this program plan. North West delivers quality programs investing in students and employers. The program plan demonstrates accessibility – proposing programming in 22 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 meet our economic challenges and contribute to a strong rural Saskatchewan. The programs planned for 2018/19 demonstrate accountability by maximizing the resources provided by the Ministries of Advanced Education and, of Immigration & Career Training with due regard to the workforce needs of the region and the province. As program funding envelopes continue to transition it becomes increasing difficult to remain strategic and sustainable. North West continues its investment in innovation and diversified program delivery. As illustrated in this plan, students can access a variety of quality programs at North West that have demonstrated to lead to learner success, longterm attachment to the labour market and career achievement. As the College with a 91% Indigenous ABE student population, the separation of onreserve and off-reserve program funding also proves unduly constraining. This policy and the PTA policy restrictions inhibits our ability to be strategically responsive to our reserve, rural and urban communities. The program plan needs to respect the cultural distinctions and historical divisions among our First Nations communities. Programs delivered on one nation may not be welcoming to another, creating unnecessary duplication and barriers to student accessibility and success. Salary and benefit costs are the primary fixed expense of program delivery. Moving into the third year of an outstanding CBA creates additional risk for the College. Assuming no additional resources for CBA settlement are allocated, programs in 2018/19 may need further adjustment.
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In the pages to follow, there is an overview of programs and services to be delivered in 2018/19. Appendices B and C provide a detailed breakdown of programs forecasted to be delivered for 2018/19, for Basic Education and Institute Credit programming. Appendix D details plans for English as an Additional Language for 2018/19 and Appendix F includes the ESWP proposals. The mandatory chart is included in Table 5. Table 5. Projected Program Headcount and FLEs Projected Program Headcount and FLEs Program Categories 2017-18 Forecast
Institute Credit Industry Credit Industry Non-Credit Adult Basic Education Credit Adult Basic Education Non-Credit* University Total Headcount/FLEs
HC 368 1125 100 272 422 93 2380
FLEs 298.65 18.47 3.36 296.98 187.58 44.30 849.34
2018-19 Budget HC FLEs 367 311.93 1200 19.14 150 5.10 247 330.59 390 195.43 98 44.20 2452 906.39
* EAL and ESWP are included in ABE non-credit
Basic Education Basic education programming provides foundational skills development for adults to enter meaningful employment or careers successfully. 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 Immigration & Career Training in the form of a conditional grant, and 2) third party contributions from school divisions and First Nations communities. In 2018/19, the College received $200,000 to deliver Essential Skills for the Workplace (ESWP) programming. Third party contributions allow the College to expand the capacity of the basic education program quite significantly. In the past five years third party resources amount to about 25% of the grant provided by the Ministry. North West College is a leader and innovator in Adult Basic Education delivery. We introduced a strategy for basic education and workforce exposure in 2011 and continually review and improve the intake processes, program delivery method, and supports provided to ensure success. The College piloted a Workplace Integrated Learning (WIL) Incubator in the Battlefords in 2015/16 to address retention and success in Level 3. NORTH WEST COLLEGE
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Subsequently, many additional projects have followed suit. Building on this momentum, the College’s 2018/21 Strategic Plan includes a commitment to the development of two additional WIL projects per year with the outcome of increasing meaningful labour market attachment. The North West catchment population is more Indigenous than the provincial average and younger and less educated. While regional education rates are not publically disclosed for rural census subdivisions outside of major urban centers (Saskatoon and Regina), education rates are published for most First Nations communities within our region. Provincially, 24.76% of the population 15 years and over do not have a degree, certificate or diploma. With 22 of 24 First Nations reporting comparable data in the North West region, 57.79% of this population 15 years and over do not have a degree, certificate or Grade 12 diploma - over twice that of the provincial average. There is a need for our services and demographics project that need will grow significantly over the coming decade. Given the significant need for basic education in the region, the College must be strategic in program plan development to maximize resources, because it is not feasible to offer programming in every community in the region every year. In order for programming to be viable, consideration must be given to communities where there is sufficient demand as well as employment opportunities for employability 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. The recent changes to the process for Provincial Training Allowance (PTA) allocation may have further implications for student enrollment and success. The PTA forecast is included in Appendix E. Enhancing education and employment outcomes for Indigenous communities in the region is a priority for North West College. We are committed to working very closely and collaboratively with First Nations communities to develop and deliver programs, especially on-reserve. The comprehensive ABE strategy at North West considers onreserve, rural and urban programming to work in concert. Our established ABE strategy prioritized on-reserve programming delivery at Levels 1 and 2, where students have access to community supports. After success in community, students often transition to larger centers for Levels 3 and 4 and post-secondary programming. We have altered this proven strategy to align with funding allocations, moving Level 3 to be delivered onreserve in some locations. NORTH WEST COLLEGE
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As a provincial leader in Indigenous education, we have seen particular success in First Nations communities where the level of financial, social, and cultural supports is high for students, and community leaders take an active role in programming. The investments of the First Nations communities help reduce barriers to student success. North West will continue to pursue community partnership opportunities where these conditions exist across the region. Literacy resources are no longer designated in the current funding model; however, North West will continue to address the regional literacy needs as resources allow through the ABE strategy. A significant number of people in our communities demonstrate function at a Level 1 or Level 2. North West will attempt to address these needs comprehensively through partnerships, ESWP funding and the conditional grant. North West College is grateful the resources for ESWP are part of the funding letter rather than proposal based. The requirements tied to this funding remain onerous and create constraints with limited time to prepare proposals. In future years, the College hopes there will be less administration required for the ESWP resources. North West College will deliver six ESWP programs with the $200K dedicated for ESWP combined with other College resources. The proposals vary in nature and are being used to address unique needs with direct labour market attachment. The programs address primarily Level 1 & 2 learners in the areas of Women and Youth in Trades, Early Childhood Education, parks maintenance worker, hospitality, EAL transition to the workplace and home repair and maintenance for women. Refer to Appendix F for full proposals. Overall, the program plan for 2018/19 has 15 fewer seats but about the same training days as the 2017/18 business plan. The plan below sees some movement in locations from previous years to better address waitlists. The 2018/19 plan received $200,000 in ESWP funding and forecasted future years at status quo. Table 6 outlines our 2018/19 program plan for Basic Education, which utilizes the entire BE conditional grant, ESWP allocation and anticpated levels of third party funding.
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Table 6. 2018/19 Program Plan for Basic Education Program Type and Location
Level 4/Adult 12
Level 3/Adult 10
Level 2
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Program Length
Projected Training Days
Debden
15
170
2,550
Duck Lake
15
170
2,550
Leoville
15
170
2,550
Meadow Lake
30
170
5,100
North Battleford
45
170
7,650
TOTAL Level 4
120
Cutknife
15
170
2,550
Debden
15
170
2,550
Duck Lake
15
170
2,550
Leoville
15
170
2,550
Meadow Lake
15
170
2,550
Ministikwin FN *
15
170
2,550
Mosquito FN *
15
170
2,550
Muskeg Lake FN *
15
170
2,550
North Battleford
15
170
2,550
North Battleford - incubator
15
170
2,550
TOTAL Level 3
150
Ahtahkakoop FN
15
80
1,200
Beardy's Okemasis FN
15
80
1,200
Beardy's Okemasis FN
15
80
1,200
Big River FN
15
80
1,200
Little Pine FN
15
80
1,200
Meadow Lake
15
80
1,200
North Battleford
15
80
1,200
North Battleford
15
50
750
30
20,400
25,500
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Pelican Lake FN
15
80
1,200
Poundmaker FN
15
80
1,200
Sweetgrass FN
15
80
1,200
Witchekan Lake FN
15
80
1,200
Total Level 2
180
North Battleford
15
TOTAL Literacy
15
North Battleford
15
80
1,200
North Battleford
12
43
600
North Battleford
12
55
576
Meadow Lake
15
60
900
Meadow Lake
15
60
900
Loon Lake
15
60
900
TOTAL ESWP
84
5,076
TOTAL College 2018/19
534
65,346
2017/18 Business Plan
465
58,350
Literacy Essential Skills for the Workplace
13,950 28
420 420
* Level 2/3
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 College received a reduction in EAL funding from the Ministry of Immigration & Career Services for 2018/19. Given over 80% of funding for EAL is contributed by the Federal government through a three-year agreement North West is able to strategically program plan for multiple years with limited instability. Our region is becoming a destination of choice for many of the province’s newcomers, North West College is attempting to serve the increasing needs of immigrants in an effective and efficient manner. North West piloted conversation circles and IT to Teach in 2017/18 and looks forward to continuous improvement on these initiatives in 2018/19. It is our intent to deliver a total of 10 EAL programs in the communities of The Battlefords, Meadow Lake, Rosthern, Spiritwood and one other rural community. The plan provides NORTH WEST COLLEGE
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language training from Literacy to Level 7. The College will prioritize Portfolio-Based Language Assessment (PBLA) classes when possible. We plan to continue a technologybased teaching program for upper level students, to reduce their instructor-led time and provide more capacity to address technology as well as language outcomes. The College appreciates support for innovation to meet the needs of small groups of students in rural communities. Please find the proposed EAL programming in Appendix D. The College will continue to maximize resources to remain accessible and responsive to this growing learner group. Institute Credit The Skills Training Allowance (STA) for 2018/19 has been communicated as status quo funding. Institute credit certificates and diplomas are funded through STA, tuition fees, and third party funding. Our three-year plan has been prepared with the information available at the time of writing – specifically, labour market data, Sask Polytechnic’s strategic direction and new academic model as well as full implementation of the eligible expense list. The three-year program plan can be found in Appendix B. The 2018/19 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 is responsive to regional and provincial labour market demand. North West programs are significantly invested in trades and health care training to align with regional recruitment and retention needs. An emerging need exists for additional psychiatric nurses for the expanding Saskatchewan Hospital. North West partners with local health providers to work towards a local cohort for the Psychiatric Nursing Diploma in the Battlefords and will continue to advocate for dedicated seats to meet the growing needs of our region. The provincial demand for these professionals already exists and is compounded by the expansion of Saskatchewan Hospital. We are committed to support our local health facilities to ensure they have the skilled workforce needed to meet the needs of our region. North West College leverages the brokerage model to provide a full spectrum of educational opportunities in response to regional workforce demand. By design, and maximized by North West, regional Colleges can access a wide variety of accredited and NORTH WEST COLLEGE
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industry-recognized programming with limited investment in curriculum development. Nimble, adaptable, responsive and autonomous program planning is integral to the successful execution of the North West College mandate. While communication and coordination with neighboring institutions is critical in eliminating duplication of services, sector-wide initiatives and program approval undermine the intrinsic flexibility needed to provide timely programming where it is most needed to address all sectors of the economy. Students participating in skills training programs develop skills relevant to today’s workplace. North West College adds value to ensure all students have an opportunity to participate in a practical work experience, even when the curriculum does not include practicum for credit. Work integrated learning projects are a strategic priority for North West. The College has also identified the need to increase Indigenous participation in Institute Credit programming to produce a more representative labour force within our region and province. These strategies, along with post-graduation support to connect students with employers, assists in ensuring our graduates are employed. Table 7 reflects the comprehensive array of institute credit skills training programs planned for delivery in 2018/19 to address labour market needs and 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 enrollment represents the number of students the College expects will complete their program of study. This table reflects similar student days to the previous year’s business plan. In addition to the programs listed in Table 7, the College works continually with First Nations and industry partners as they prepare applications for funding opportunities for post-secondary training. These potential initiatives are not reflected in the budget or program plans, but if successful, will increase the overall institute credit training days and opportunities offered by North West College. To keep Saskatchewan on track, North West will continue to engage with business, industry, and Indigenous partners to understand and develop solutions to meet the labour demands.
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Table 7. 2018/19 Program Plan for Skills Training
Health
Human/ Community Services
Business
Program
Location
Seat Capacity
Projected Enrollment
Target Training Days
Business
North Battleford
15
13
1,733
Office Administration
Meadow Lake
15
13
1,872
Office Administration
North Battleford
15
13
1,872
45
39
5,477
Sub Total Aboriginal Policing Prep
Little Pine
15
13
1,577
Early Childhood Education
North Battleford
15
13
1,889
Early Childhood Education L1 PT Early Childhood Education L2 PT Early Childhood Education
Meadow Lake
15
10
217
Meadow Lake
15
10
333
Duck Lake
15
10
1,450
Youth Care Worker - Year 2
North Battleford
15
13
1,853
90
69
7,319
Sub Total Continuing Care Assistant
North Battleford
15
13
1,755
Continuing Care Assistant
Meadow Lake
15
13
1,755
Continuing Care Assistant PT
Big River
12
8
380
Continuing Care Assistant PT
Lloydminster
12
10
600
Continuing Care Assistant PT
North Battleford
15
12
854
Continuing Care Assistant PT
St. Walburg
12
10
350
Continuing Care Assistant PT
Spiritwood
12
8
327
Practical Nursing end
North Battleford
14
12
860
Practical Nursing – Year 2
Meadow Lake
7
7
987
Practical Nursing - new
North Battleford
14
12
828
128
105
8,696
Sub Total
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Meadow Lake
12
10
850
Food Service Worker
Onion Lake FN
12
10
617
Hairstylist
North Battleford
14
12
2,934
Heavy Equipment Truck & Transport
Meadow Lake
12
10
1,750
Professional Cooking
Meadow Lake
12
10
1,807
Plumbing and Pipefitting
North Battleford
12
10
910
Plumbing and Pipefitting
Meadow Lake
12
10
910
Welding
North Battleford
12
10
1,750
Welding
Meadow Lake
12
12
2,072
110
94
13,600
College Total 2018/19
373
307
35,092
Business Plan 2017/18
377
315
35,436
Trades and Technologies
Electrician Fall
Sub Total
Non-subsidized Programs North West College is committed to delivering industry training that is responsive to regional needs. With the significant decline in the regional and provincial economy, North West has seen a corresponding decrease in industry training but there have been recent signs of recovery. The College continues to invest in online, just-in-time training to manage costs and ensure industry can obtain accredited workers when they are required. To ensure accessibility, North West continues to offer face-to-face course offerings for a variety of industry safety programs three weeks per month. The College delivers industry credit programs by certified trainers to ensure quality and to meet industry standards. North West College has significant revenue targets for contractual training and a new strategic priority of diversifying revenue. The College is committed to engaging business, industry and Indigenous partners to respond to their training needs and build an Employable Labour Force. During the next three years North West will access various funding opportunities including supporting businesses to access the CanadaSaskatchewan Job Grant to assist with their training needs.
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University 2018/19 will see our fourth cohort of Bachelor of Education in Meadow Lake in partnership with the University of Saskatchewan. Building on the success of past degree programs, North West 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 former 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 year 3 and 4 for degree nursing in the northwest. For 2018/19 there will be an option to identify North Battleford upon application, this should assist with retention after graduation. The College will continue to participate in this pilot initiative and advocate for the needs of our local health region. The detailed program plan for face-to-face university programming at each of our main campuses is listed in Table 8. The Battlefords Campus offers several classes to provide individuals with opportunities to complete their first year of a university program in or near their home community. Individual courses are selected to complement those offered via alternate delivery methods – satellite, online, or multimodal – to optimize offerings available to students locally. University programming delivered at North West College improves access to cost-effective, quality education for rural residents.
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Table 8. 2018/19 Program Plan for University 2018/19 Plan
Program
Projected Enrollment
Classes
FCE
Registrations
FLE
Battlefords Campus – General Studies
12
6
187
18.7
Meadow Lake Campus – Bachelor of Education Year 1
10
5
255
25.5
College Total 2018/19
22
11
442
44.2
Business Plan 2017/18
21
12.5
338
33.8
Student and Employer Supports North West College helps to keep Saskatchewan on track by investing in students and supporting their success, not only in programs of study, but also in long-term labour market attachment. North West 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. Our Student Services teams play a vital role in attracting, retaining, and graduating students and connecting them to the labour force. North West College provides significant support to students and employers through our Student Services. 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 distance between program sites. In the past, North West College utilized the entire allocation received from the Employability Assistance for People with Disabilities program each year, and applied for additional resources for NORTH WEST COLLEGE
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individuals when circumstances warrant. In addition, resources were accessed through other sources primarily for post-secondary students when they qualify. North West College is disappointed in the changes to the access of resources for students with disabilities. The concern is threefold: 1) Monies will not be maximized and used effectively based on labour standards, timing of needs identified and rules for use; 2) for ABE students the College does not have a financial relationship and there is not always the personal ability to manage learning needs and resources – the last thing we need is for a College resource not to get paid for their services; and 3) students may not be able to access resources in a timely fashion to put accommodations in place soon enough to impact success. This change in public policy will impact College processes of support and staffing. In addition to the supports for students with disabilities the College also supports all students academically, both in and out of the classroom. The College provides a math tutor and writing workshops for all programs from ABE to university. The students receive workshops in such crucial elements as reading for content, study skills and test taking strategies. The Student Services team advises students of subject specialists they can access in the community and sets up tutorials when numbers of students require assistance. For the last ten 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 to engage business and 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 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 and/or participate in a work integrated learning project. These connections take on additional significance within our NORTH WEST COLLEGE
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region wherein many of our students face the additional barrier to employment of preconceptions regarding their race. A successful work placement with an initially reticent employer can open the door to employment not only for the initial student but for future Indigenous graduates. These efforts are a tangible example of how North West can lead significant change in our region. 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. The College will be developing a robust industry engagement strategy to ensure the labour force needs are well understood and satisfied. Student Services teams connect well-prepared students to employers who may struggle to find skilled labour. Job fairs and recruitment blitzes 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 of 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. 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 that include health and wellness components are organized at all program locations to enhance College life. It has become apparent that there needs to be an increased investment in student mental wellness. The College has a multifaceted strategy to support students who are struggling. We are proud of our multicultural region and provide many opportunities to explore and celebrate diversity. In 2018/19, North West will unveil a new leadership award program for all students across the region. The purpose of this program is to spark the entrepreneurial spirit and provide students with a strong sense of self as a foundation for leadership in their respective communities. Mental Health is a strategic initiative supported by the College and lead by our Student Services teams. The growing ‘Be Well’ Project ensures all Student Services staff are NORTH WEST COLLEGE
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trained in ASIST and have the capacity as Mental Health First Aid trainers to support not only the College but wider community as well. Marked by the significant increase in suicides this winter, the Battlefords remain a community in the midst of a mental health crisis. The ambient anxiety is palpable and further exacerbated by the results from the Boushie/Stanley Case. This trial and the ensuing national media attention has become a trigger for many students experiencing the intergenerational trauma that stems from the legacy of residential schools and the sixties scoop. Our students stand at the center of this mental health maelstrom: fortunately, our Student Services teams are there to ensure the necessary supports and first aid are provided. Recent STA policy revisions do not recognize direct student support as eligible costs, which challenges North West’s capacity to continue to meet student and employer needs for skills training program success. Previously, we have allocated specific resources to ensure comprehensive intake and assessment and 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. If these investments remain ineligible and numbers remain stagnant, whether under the STA or another envelope, the success of our programming is at risk. Through Student Services teams, North West College invests in our students so they can be successful in their programs of studies, their life, and in their future careers. North West contributes significantly to our region 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 with $49M in regional gross domestic product, over 380 jobs and $24.7M income generated for northwestern Saskatchewan in 2016-17 alone. 13 North West College remains a significant economic driver for our home region.
‘Economic Impact Assessment’, Praxis Consulting, January (2018). All estimates based on 2016-17 data as the latest available completed academic year.
13
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E. HUMAN RESOURCES
North West College employs 209 full-time, part-time and casual faculty and staff at 28 locations made up of 17 First Nations, nine towns and two cities throughout the region. North West College’s renewed strategic plan includes a greater commitment to community and industry engagement and partnerships. Building new relationships and fostering existing relationships takes time, commitment, and focus. North West is committed to meeting the goals of the College strategic plan and the Ministries direction. This 2018/19 business plan further moves towards the achievement of these goals. The College managed its 2017/18 proposed deficit, through vacancy management and reduced expenditures. Included in this year’s plan is the abolishment of three in-scope positions and a reduction in the out of scope executive management to better align staff resources with the goals of the strategic plan and the future of the College. While these decisions are never easy, the impact to the College staff and students has been mitigated. North West College’s strategic priority to Invest in People is an important part of the foundation of the strategic plan. In order to ensure the College’s students and the public receive high-quality programming and services, it is imperative the faculty and staff delivering this work have the necessary skills and competencies, and are engaged. The College continues to offer funding for training and education opportunities for employees through three programs designated for professional development. As part of our ongoing ‘Be Well’ initiative to provide mental health supports in our region, the College will offer ASIST training for our front-line employees. Committed to a distributed model to ensure accessibility, North West experiences systemic challenges in regards to recruitment and retention of staff in remote locations, the health services, and specialized skills programs. Due to our mandate to be flexible and responsive to the needs of the region, the College can only offer short-term contract employment opportunities for Instructors. Unfortunately, most applicants for instructional opportunities are seeking ongoing full-time employment opportunities. Annualized funding continues to hamper the ability to ensure long-term human resource planning and job security. North West College is implementing strategies to increase the diversity of its workforce to align in proportion to the demographics of the region it serves. In particular, there will
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be a continued focus on Indigenous recruitment and retention. The self-declared Indigenous employment rate at the College is currently 19.4%. The 2018/19 marks the third year operating under an expired collective bargaining agreement. The lack of a current agreement provides a myriad of challenges. It impedes our ability to forecast expenditures and plan operations and programming. It also hinders the ability to recruit and retain high quality employees. The College has a good relationship with the Union but working without an agreement does create undue strain. For all employees, regardless of sector, the primary reward for labour is income. Stagnant income and limited resources to execute staff engagement initiatives may result in higher turn-over, increased medical leaves and burn-out of existing staff. We’re stretching people beyond their limits. The short-term cost saving from working without a CBA will be more than directly offset by the increased HR costs resulting from less productive and less stable staffing. The challenge to remain competitive as an employer is further exacerbated by the sustainability measures needed under the current funding constraints. Vacancy management, while an effective short-term solution to human resource costs, is not a sustainable strategy to ensure quality services and experienced staffing for the long term. The College continues to focus on accessibility and innovation in work practices, policies and processes throughout the workplaces to ensure we are providing quality education and service to students and the public.
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Table 9. Anticipated Full-Time Equivalency (FTE) Function
In-scope/Out-ofScope
2016-2017
2017-2018
2018-2019
Actual
Forecast
Budget
Program Delivery
In-scope
57.22
58.82
55.20
Program Delivery
Out-of-scope
4.62
4.83
4.83
Student Support
In-scope
10.94
10.96
11.12
Operations
In-scope
16.02
14.61
15.11
Operations
Out-of-scope
10.80
10.30
10.80
99.6
99.52
97.06
Totals
* 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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F. SUSTAINABILITY
Sustainability initiatives will support North West’s strategic directions toward a HighPerformance Organization by effectively managing resources and risk in this time of continued austerity. To ensure the quality of programs and services, the College will maintain continuous improvement strategies 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, the College will be managing discretionary spending, vacancies and costs while increasing applications for third party resources. Further diversifying our economic portfolio may help the College regain some of the fiscal stability needed to effectively forecast, plan and meet the needs of our region. Current and ongoing sustainability measures include organizational changes which were indicated early in the Human Resources section. The College will continue using vacancy management strategies to reduce salary and benefit costs. The College is also continuing communication mitigation strategies and a resulting increase demand on technology. Video conference equipment will continue to be heavily used for both internal and external meetings, in the face of drastically reduced travel budgets. Improvements to the phone system have been implemented to reduce long-distance charges between campuses. An employer portal has been created using Office 365 to increase access to resources online and aid in communication when face-to-face support is not possible. The College will also continue with drastically cut travel budgets maximized through carpooling and multi-site/multi-service visits. For instance, our Student Services staff and Educational Resource Consultant travel together offering personal counselling and disability services in a circuit visiting 2-3 sites in one day. This juggling of staff and vehicles has proven a difficult task in our expansive territory. Innovation is hampered by an overtaxed workforce but some initiatives have been undertaken which will continue to mature over the course of this business plan. The Battlefords Campus recently piloted an inventory system for textbooks which has proven effective in significantly decreasing losses and increasing student accountability for ABE resources. Concurrently Marketing and Recruitment has reduced costs by adjusting expenditures in traditional platforms in favour of a less costly increased presence in social media.
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Even with these continued sustainability measures, Saskatchewan’s regional colleges remain the most cost effective institutions governed by the Ministry of Advanced Education, provided less than 8% of the Saskatchewan post-secondary institutions’ budget yet serving over 30% of the province’s post-secondary students. Despite this existing efficiency, North West has continued to find cost reductions in order to remain sustainable during this lengthening period of austerity.
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G. INFORMATION TECHNOLOGY
The College’s Information Technology (IT) plan focuses on supporting sustainability, maintaining infrastructure and managing data security and risk 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 remains sustainable, which is an increasing challenge. Over the course of the next three years, North West will continue to leverage technology to maintain services during this time of austerity. Cost saving measures include greater use of e-books to reduce hardcopy costs and inventory. For the hardcopy resources that cannot be replaced by e-books, the electronic bookstore inventory system piloted in the Battlefords in 2017/18 will be rolled out College-wide. This system will reduce lost/damaged books and increase student accountability for these resources. With a reduced workforce, several manual tasks are being re-evaluated for automation. Along this vein, the grade recording software piloted in the Battlefords in 2017/18 will also be rolled out College-wide to allow students to access their marks online with reduced administrative costs. These automations are a symbol of North West’s values of innovation and integrity but advances such as these are increasingly difficult to achieve with reduced and overtaxed staff. Infrastructure maintenance has also been planned with sustainability at the forefront. Virtual Desktop Infrastructure (VDI) piloting will begin in 2018/19 to review the capabilities and responsiveness of the system. If deemed viable, the VDI terminals will prove far less expensive than current terminals and will extend the replacement cycle from the current 4-years to a potential 7-year cycle. While the pilot is ongoing, current hardware will continue to be replaced where resources allow. North West maintains best practices in infrastructure maintenance and replacement stewardship in order to anticipate large costs, mitigate financial risks and ensure service maintenance. To this end, North West’s servers are due for replacement in 2021/22. In anticipation of this potential replacement, North West is exploring the possibility of cloudbased server and data hosting versus on premises storage and comparative costing between the two options. We will continue to also explore collaboration with other postsecondary partners to provide off-site storage at a bulk pricing.
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In 2017/18 the College made a decision to co-locate all off-campus programs in the Battlefords as a short-term solution to the significant spatial constraints. Ten programs were run from this temporary location with no stable internet during this academic year. In 2018/19, a CNet (Community Net) system will be installed to improve overall internet connection speeds and bandwidth at this location. With effective WiFi, a portable laptop lab could service all classes instead of the costlier installation of a traditional computer lab. As part of the forthcoming 2018/21 Strategic Plan, North West continues its development of Enterprise Risk Management and, as such, security remains a priority. In 2018, North West will begin the process of researching and replacing existing campus video surveillance security systems in addition to security services to the Battlefords. Given the current crime rate in our area and increased occurrences of vandalism, the deliverables are fourfold: 1) increase image resolution, 2) increase storage to allow for longer retention time - moving from two weeks to one month, 3) add additional cameras to fill existing surveillance gaps, and 4) move from on-site to cloud-based storage. This project will be researched in 2018/19 with anticipated implementation over 2019/21. This project remains a priority to ensure the safety and security of our staff and students in addition to the real property of the College. Like all departments of the College, Information Technology strives to maximize resources in order to meet the needs of our students. The aforementioned projects and maintenance are founded on the principles of sustainability while continuing North West College’s tradition of forward-thinking innovation.
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2018-2019 BUSINESS PLAN
H. 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 HighPerformance Organization and the College of Choice for students and staff. North West remains one of the largest colleges in the regional system with two campuses to maintain, as such it is difficult to be innovative and sustainable with the limited capital investment of $22,000. North West will continue to prioritize only the most critical improvements during this period of restraint. 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 College’s computer-aided facility management system and annual internal assessments ensures the College has a very clear understanding of the facility and equipment maintenance and replacement. The College has a growing need for facility repairs and upgrades for 2018/19. As per our budget letter the College received $87,000 in Preventative Maintenance and Renewal (PMR) funds to complete one of the identified projects for the coming fiscal year. The six remaining projects will be reviewed and either addressed internally or deferred to the 2019/20 PMR request process. These projects cannot be deferred indefinitely as many address potential Occupational, Health and Safety concerns for our staff and students.
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2018-2019 BUSINESS PLAN
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. Investment in quality equipment is necessary to ensure quality training. North West will continue to evaluate aging equipment at the end of its life cycle for potential Occupational Health and Safety concerns. Equipment such as the industrial oven in the Meadow Lake cooking lab remains functional but will need replacing in the near future. Laboratory and shop equipment also requires continuous review. 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 such as renovations to properly house food related to the WIL Coffee Kiosk in accordance with Food Safe guidelines. 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. While forecasted mileage is difficult given recent reductions to travel budgets, the College does project the replacement of vehicles in the course of this business plan. Major Capital Projects The College has identified a new campus facility in the Battlefords as its number one priority in major capital for the foreseeable future. Under the government’s 10-year Capital Plan, North West College has developed a proposal for the new construction of a standalone campus which will address significant identified shortages in both the quantity and quality of facility space in the Battlefords. The proposal will be commenced before the end of Year 3. This project has been designed to support the sustainability of the NORTH WEST COLLEGE
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2018-2019 BUSINESS PLAN
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
Project Detail
Institution Priority
Estimated Cost
Battlefords
Owned
New Campus
1
$37M
Institution Fund
Ministry Fund Year Year 1 2
Year 3
Year 4
$19M $17M
Year 5
Next 5 Years
$1M
Preventive Maintenance and Renewal The College continues to be proactive regarding effective management of our facilities. We have implemented a computer-aided facility management system (Ameresco Asset Planner), which provides lifecycle analysis for all building/property components based on facility condition assessments (FCA) of College-owned properties. Initial FCAs 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 Asset Planner. Table 11. Preventive Maintenance Forecast Campus Location
Leased/ Owned
Project Detail
Institution Priority
Estimated Cost
Institution Fund
Ministry Fund
Year 1 Battlefords Campus Meadow Lake Campus Meadow Lake Welding Lab Meadow Lake Student Housing Total
Year 2
Year 3
Owned
PMR
1
$249K
$159K
$150K
Leased/ Owned
PMR
1
$20K
$45K
$50K
Owned
PMR
1
$10K
$50K
Owned
PMR
1
$97.5K
$70K
$57.5K
$376.5K
$324K
$257.5K
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2018-2019 BUSINESS PLAN
Land Transaction Plan 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 will work 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. Table 12. Leased/owned space or land Facility/Land Description
Spiritwood High School Band Building Centennial Hall Duck Lake Mistikwa Centre Rosthern High School
Address
216 4th Street West, Spiritwood, SK Main Street, Leoville, SK 121 Main Street, Debden, SK 556 Front St, Duck Lake, SK 2022 102nd St, North Battleford, SK 2004 4th St, Rosthern, SK
Totals
Owned/ Leased
Lessor Name
Size
Lease Expiry Date
Annual Cost including GST
Occupancy Plan *
Lease
Spiritwood High School
53 m2
June 14, 2018
$ 2,250
Lease
Pelican Lake First Nation
198 m2
May 31, 2018
$ 15,750
Lease
Village of Debden
145 m2
May 31, 2018
$ 12,600
182 m2
June 30, 2018
$ 24,000
812 m2
August 31, 2018
$ 56,875
Renew
142 m2
June 30, 2018
$ 2,205
Renew
Lease Lease Lease
Stobart School Living Sky School Division Prairie Spirit School Division
Renew Renew Renew Renew
$ 113,680
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. All initiatives will undergo a review process in order to manage tight fiscal resources. These efforts are critical to the strategic direction of becoming a HighPerformance Organization and the College of Choice for students and staff.
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2018-2019 BUSINESS PLAN
I. 2017-18 BUDGET
North West is committed to meeting the goals of our strategic plan and the Ministry’s direction including working towards a balanced budget. North West College undertook short-term mitigation strategies in 2017/18 to absorb the 5% reduction. However, even with a status quo 2018/19 budget this is not sustainable. North West has been able to mitigate the short term impact through vacancy management, alternate program revenue and strategic relationships with community to supply in-kind contributions. The 2018/19 budget presented shows a reduced operating budget of over $100K from the previous year. Even with further mitigation strategies for 2018/19 and an organizational change reducing its executive management suite and abolishing three inscope vacant positions, North West is still unable to achieve a balanced budget without significant impact to students. The multi-year program plans were developed to best meet industry demand and with the assumption of status quo funding. A settlement of the CBA may also prove a further financial stress on the institution. 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 enrollment levels, negotiations with third parties, and the economy have caused a degree of uncertainty. Overall, we are confident that our financial projections maximize the provided funding. 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 Immigration & Career Training.
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The budget assumptions are as follows: • 2018/19 Ministry Advanced Education Operating funding is known as per funding letter. • 2018/19 Ministry of Immigration & Career Training program funding is known per the budget letter. • Under-22 funding for basic education programming has been forecasted as status quo based on rates for 2017/18. • In-scope salary and economic increases are projected at .5% (Sept-Mar) additional .5% (Apr-Jun) for the 2018/19 year. • Out-of-scope salary and economic increases have been budgeted at the same rate as in-scope for all three budget years. • Tuitions are projected at a 4% increase. • Agency payments have been budgeted at a 2% increase. • English as an Additional Language funding from the federal government is secured for the 2018/20 years. • Inflation although immaterial has been forecasted at 1%.
PART B. Financial Impacts of Identifiable Risks CBA Uncertainty The current Collective Bargaining Agreement (CBA) expired on August 31, 2016. Salaries are the largest expense for the College and therefore hold the most risk. The expired agreement poses potential financial risks for the College, based on the unknowns. North West has attempted to mitigate this risk by forecasting increases based on current information available at the time of writing. While the financial piece regarding an expired agreement poses risk, a new CBA will provide stability and security for our employees. Third-party contracts The program and financial plans are based on North West achieving key targets. Our plans are based on approximately $1.2M in third party contract revenue from business, industry, and First Nations. These contracts are vital to the overall operations of the NORTH WEST COLLEGE
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College. While the College is working to increase third-party funding, the type, source and amount of funding is variable creating additional risk. Adjustments to operations and programs 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 2017/18 rates. This funding is at significant risk should there be change in public policy in the K-12 system. These resources are used by the College to expand the ABE program offerings in our region. Enrollment levels Student tuition accounts for approximately $1.6M of the 2018/19 financial plan. While we are confident in the approach used to estimate enrollment levels, there is no guarantee that the expected uptake by students will be realized. Should enrollments not reach expected levels, we may need to adjust the program plan during the year to minimize the impact. 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 remain unknown and will have significant impact on our College. The eligible expense list released in March of 2017 will undergo full implementation this fiscal year. SIOS North West College received $57,900 for Saskatchewan Innovation and Opportunity Scholarship (SIOS) program in 2018/19. This funding matched with contributions from business and community partners will result in over $100K in scholarship opportunities for our students. The College is confident that these resources will be matched and potentially exceeded by in-region contributions in 2018/19. Securing long-term commitment from partners is undermined by annual SIOS allocation creating reputational risk for the College.
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Other Factors North West received $200,000 in the 2018/19 budget letter for Essential Skills in the Workplace programming. The College is equipped to propose deliverables to meet these initiatives which include combining resources to ensure robust programming. With only forty days to plan these programs, the process poses relational and strategic risks. Skilled labour continues to be in demand by business and industry across the province. We are in discussion with business enterprises and Indigenous organizations about potential additional training. Often these demands require a quick response which is impacted by greater strain on reduced staffing and the new public policy requirement for approval. The inability to fulfill program requests throughout the year poses both reputational and financial risk to the College. In November 2018, 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. Without access to these funds, our capital reserve will be quickly depleted. Surplus Utilization/Deficit Management Plan Reserve Utilization North West has funds established for specific activities. They have been restricted, either internally or externally, through a formal review when surpluses are finalized through the audit process. These are established reserves for the College. 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. Capital Fund This reserve is set up to meet capital needs of the College. Priority areas identified include investments in facilities, furnishings, vehicles, information technology and equipment. NORTH WEST COLLEGE
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Scholarship Fund This reserve consists of a restricted endowment to the College, funds accumulated through donations, and the Saskatchewan Innovation and Opportunity Scholarship (SIOS) 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. Residence Fund Reserve This fund exists to address future maintenance and improvement needs of Meadow Lake’s student housing. Surplus from residence operations contribute to this reserve on an annual basis. Unrestricted Operating Reserve In order to ensure the College retains the flexibility to respond to unforeseen issues, we will strive to maintain an unrestricted operating reserve within 3% of the operating budget. 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 the priorities, the College may have to reallocate reserves and engage other parties to find effective funding solutions. Deficit Management North West significantly reduced operating expenses for 2017/18 and has continued to do so for the 2018/19 year. Managing the deficit is planned through further efficiencies, vacancy management and use of reserves. This is not a sustainable long-term solution. North West has a robust financial monitoring process that includes regular reviews with a governance Finance Committee, enabling appropriate and timely responses to pressures on our finances. However, CBA settlement, the altered provincial training allowance program allocation, and potential changes to Basic Education funding will have direct impact on College operations and may result in significant shifts. In addition, should funding sources not increase to align with inflationary costs, North West will be forced to implement job loss and/or program cancellations to manage the deficit.
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J. 2018-19 OPERATIONS FORECAST AND GOVERNMENT BUDGET INPUT
1. Status Quo Programs/Services Table 13. Expenditure Level – Status Quo
Expenditure Level
2016-17 Actual
2017-18 Budget
$ 9,048,982
$ 8,748,115
206,548
270,000
244,000
270,000
- Tuition
1,659,558
1,629,661
1,669,145
1,606,665
- Other Sources
1,714,609
2,217,935
1,691,400
1,503,147
Total Revenues
12,629,697
12,865,712
12,631,271
12,199,479
945,487
935,023
894,050
929,593
3,414,195
3,621,791
3,729,987
3,695,385
2,324,223
2,488,167
2,351,409
2,406,991
311,483
54,160
57,758
49,889
- Benefits
1,046,789
1,094,233
1,069,846
1,112,226
Sub-total Salaries and Benefits Other Operating Expenses Total Expenditures
8,042,176
8,193,373
8,103,050
8,194,084
4,515,576
4,869,143
4,524,451
4,092,157
12,557,752
13,062,516
12,627,501
12,286,240
$71,945
($196,804)
$3,770
($86,761)
Revenues - Grant Funding - Federal Funding
Expenditures - Out of Scope Salaries - Academic InScope - Professional InScope - Other Salaries
Annual Operating (Deficit) Surplus
NORTH WEST COLLEGE
2017-18 Forecast
Year 1 2018-19 Budget
$ 9,026,726 $ 8,819,667
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2018-2019 BUSINESS PLAN
Significant unknowns make it challenging to forecast future years. 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 3% for the 2019/20 year and approximately an additional 1% for the 2020/21 year. These status quo forecasts assume a 4% tuition increase, 2% agency, 1% increase in contract revenues, along with inflation and economic increases. The presented projection assumes no changes to the BE funding model. The Collective Bargaining Agreement for the College’s in-scope staff has been expired since August 31, 2016. The forecasts below assume an economic increase in salaries, which have the greatest impact. 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 CBA. There are 70 academic in-scope positions and 42 professional in-scope positions. Not all positions are full-time. The salaries are budgeted using September, 2015 rates negotiated at the last year of the expired Collective Bargaining Agreement (August 31, 2016). Projections include annual merit increases and an economic increase of 0.5% (Sept-Mar), and 0.5% (Apr-Jun) for the 2018/19 year. Table 14. Salary Details
Salary Detail Salary in Year 1 (from Table 13) Annual merit increases Annual economic adjustments Base adjustments Positions added/deleted
Year 1 2018-19 Forecast 7,081,858 41,873 47,626 (3)
Salary in Year 2 (from Table 13)
NORTH WEST COLLEGE
7,248,580
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Internally Restricted Operating Surplus and Unrestricted Operating Surplus The College has a history of establishing restricted reserves both internally or externally for specific purposes. The College’s unrestricted operating surplus provides flexibility to respond to unforeseen issues. As the College has assumed increased risk through fiscal reductions our reliance on operating reserves has increased significantly and the ability to replenish reserves has diminished. Long-term sustainability is tenuous. Table 15. Operating Surplus
Operating Surplus
Internally Restricted/Unrestricted Operating Surplus (Start) Internally Restricted/Unrestricted Operating Surplus (End)
NORTH WEST COLLEGE
2016-17 Actual
2017-18 Budget
2017-18 Forecast
2018-19 Budget
$628,364
$591,764
$641,588
$645,358
$641,588
$394,959
$645,358
$558,597
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2018-2019 BUSINESS PLAN
Internally Restricted Operating Surplus and Unrestricted Operating Surplus Table 16. Operating Surplus - 0%
Operating Surplus
Internally Restricted/Unrestricted Operating Surplus (Start) Internally Restricted/Unrestricted Operating Surplus (End)
NORTH WEST COLLEGE
2015-16 Actual
2017-18 Budget
2017-18 Estimate
2018-19 Budget
$628,364
$591,764
$641,588
$645,358
$641,588
$394,959
$645,358
60
$558,597
2018-2019 BUSINESS PLAN
CONCLUSION
The multi-year Business Plan presented here is one of continued austerity. For 2018/19, North West College has been significantly impacted by the reduced funding in 2017/18 and the status quo funding which does not reflect inflationary costs. While North West College remains dedicated to maximizing provincial resources and leveraging industry, community and third party investments, the continuing financial constraints placed on the College do hinder its ability to innovate. With this in mind, North West College is still committed to 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. 2018/19 holds greater than usual levels of risk due fluctuations in third party resources and an unresolved Collective Bargaining Agreement. Despite these challenges, the College remains committed to the realization of its strategic initiatives, which include the construction of a Standalone Campus in the Battlefords beginning in 2020/21. North West College remains a leader in our provincial sector for Indigenous student success and rural educational excellence. Our commitment to these strengths remain steadfast.
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Appendix A - Financial Statement Package
Statement 1 North West College Projected Statement of Financial Position as at June 30, 2019 Budget June 30 2019
Budget June 30 2018
Estimated June 30 2018
Actual June 30 2017
Financial Assets Cash and cash equivalents Accounts receivable Inventories for resale Portfolio investments
2,238,400 100,000 75,502 58,272
Total Financial Assets
2,472,174
2,336,619
2,679,229
2,570,496
Liabilities Bank indebtedness Accrued salaries and benefits Accounts payable and accrued liabilities Deferred revenue Liability for employee future benefits Long-term debt
200,000 330,000 30,000 197,600 10,196
200,000 330,000 30,000 197,600 137,276
200,000 330,000 30,000 197,600 136,828
224,443 209,989 97,696 216,800 259,281
Total Financial Assets
767,796
894,876
894,428
1,008,209
Net Financial Assets (Net Debt)
1,704,378
1,441,743
1,784,801
1,562,287
Non-Financial Assets Tangible capital assets Inventory of supplies for consumption Prepaid expenses
7,184,356 20,000
7,902,892 20,000
7,949,356 20,000
8,785,856 58,347
Total Non-Financial Assets
7,204,356
7,922,892
7,969,356
8,844,203
Accumulated Surplus
8,908,734
$
9,364,635
$
9,754,157
$
10,406,490
Accumulated Surplus is comprised of: Accumulated surplus from operations
8,908,734
$
9,364,635
$
9,754,157
$
10,406,490
Total Accumulated Surplus
8,908,734
$
9,364,635
$
9,754,157
$
10,406,490
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$
2,105,352 100,000 75,502 55,765
$
2,445,455 100,000 75,502 58,272
$
2,142,686 326,667 42,871 58,272
2018-2019 BUSINESS PLAN
Appendix A - Financial Statement Package
Statement 2 North West College Projected Statement of Operations and Accumulated Surplus (Deficit) for the year ended June 30, 2019
2019 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
$
Expenses (Schedule 3) General Skills training Basic education Services University Scholarships Development Student housing Total expenses Surplus (Deficit) for the Year from Operations
$
$
63
8,847,315 117,800
$
8,849,311 394,415
2017 Actual
$
8,930,496 248,486
270,000 -
244,000 -
206,548 -
990,947 32,000 319,372 300,000 1,606,665 57,900 191,200 12,877,651
1,054,916 32,000 318,209 300,000 1,618,662 40,000 205,700 12,804,602
867,187 32,000 337,192 300,000 1,669,145 78,000 251,030 13,022,280
1,121,208 36,583 321,299 320,227 1,659,558 66,602 241,112 13,152,119
5,757,220 3,120,376 2,678,151 1,399,028 349,129 115,800 303,370 13,723,074
5,778,766 3,223,743 2,612,223 1,467,332 368,136 70,000 299,967 13,820,167
$5,703,673 3,020,584 2,926,959 $1,270,893 356,462 80,000 316,042 13,674,613
5,877,560 3,127,573 2,671,202 1,536,798 368,227 94,624 319,464 13,995,448
(1,015,565)
9,754,157
Accumulated Surplus (Deficit), End of Year
2018 Forecast
270,000 -
(845,423)
Accumulated Surplus (Deficit), Beginning of Year
NORTH WEST COLLEGE
9,051,667 57,900
2018 Budget
8,908,734
(652,333)
10,380,200 $
9,364,635
$
(843,329)
10,406,490
11,249,819
9,754,157
$ 10,406,490
2018-2019 BUSINESS PLAN
Appendix A - Financial Statement Package
Statement 3 North West College Projected Statement of Changes in Net Financial Assets (Net Debt) as at June 30, 2019 2019 Budget
Net Financial Assets (Net Debt), Beginning of Year
$ 1,784,801
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
$
1,672,308
(845,423) (250,000) 1,015,000 (20,000) 20,000 (80,423)
(1,015,565) (250,000) 1,035,000 (20,000) 20,000 (230,565)
(80,423)
(230,565)
$ 1,704,378
64
2018 Budget
$
1,441,743
2018 Forecast
$
$
1,562,287
2017 Actual
$
1,723,427
(652,333) (57,773) 894,273 (20,000) 58,347 222,514
(843,329) (332,521) 1,012,722 (58,347) 60,335 (161,140)
222,514
(161,140)
1,784,801
$
1,562,287
2018-2019 BUSINESS PLAN
Appendix A - Financial Statement Package
Statement 4 North West College Projected Statement of Cash Flows for the year ended June 30, 2019 Budget 2019 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 2018
Forecast 2018
(845,423) $ (1,015,565) $
Actual 2017
(652,333) $ (843,329)
1,015,000 -
1,035,000 -
169,577
19,435
226,667 (32,631) (24,443) 120,011 (67,696) (19,200) 38,347 482,995
(91,764) (15,108) 15,243 (32,403) (17,735) 13,000 1,988 42,614
(250,000) (250,000)
(250,000) (250,000)
(57,773) (57,773)
(332,521) (332,521)
-
-
894,273 -
-
1,012,722 -
(2,279) (2,279)
Financing Activities Proceeds form issuance of long-term debt Repayment of long-term debt Cash Provided (Used) by Financing Activities
(126,631) (126,631)
(122,105) (122,105)
(122,453) (122,453)
(118,404) (118,404)
Increase (Decrease) in Cash and Cash equivalents
(207,055)
(352,670)
302,769
(410,590)
Cash and Cash Equivalents, Beginning of Year
2,445,455
2,458,022
2,142,686
2,553,276
Cash and Cash Equivalents, End of Year
$ 2,238,400
$ 2,105,352
$ 2,445,455
$ 2,142,686
Represented on the Financial Statements as: Cash and cash equivalents Bank indebtedness Cash and Cash Equivalents, End of Year
$ 2,238,400 $ 2,238,400
$ 2,105,352 $ 2,105,352
$ 2,445,455 $ 2,445,455
$ 2,142,686 $ 2,142,686
NORTH WEST COLLEGE
65
2018-2019 BUSINESS PLAN
Appendix A - Financial Statement Package
Schedule 1 North West College Projected Schedule of Revenues and Expenses by Function for the year ended June 30, 2019
General
Skills Training Credit
Revenues (Schedule 2) Provincial government Federal government Other Total Revenues
$ 5,505,227 156,800 5,662,027
$ 1,445,592 1,749,652 3,195,244
Expenses (Schedule 3) Agency contracts Amortization Equipment Facilities Information technology Operating Personal services Total Expenses
13,500 1,015,000 185,745 712,553 48,747 745,916 3,035,759 5,757,220
632,470 37,092 97,800 20,200 313,798 1,974,537 3,075,897
Surplus (Deficit) for the year
$
(95,193) $
NORTH WEST COLLEGE
119,347
Non-credit
$
$
2019 Projected Services Learner Non-credit Support Counsel
Basic Education Credit
45,000 45,000
$ 1,170,032 504,995 1,675,027
$ 930,816 270,000 15,550 1,216,366
6,030 4,000 19,000 9,586 5,863 44,479
44,760 70,712 2,350 103,598 1,326,608 1,548,028
122,571 17,888 10,450 129,861 849,353 1,130,123
521
$
126,999
$
86,243
$
309,000 309,000
397,588 804,262 1,201,850
$
$
3,000 3,000
1,500 21,901 173,777 197,178
University
Scholarships
$
325,815 325,815
$
228,653 12,340 5,235 78,976 23,925 349,129
57,900 57,900 115,800
$
-
-
115,800 115,800
-
$
-
2019
2018
2018
2017
Budget
Budget
Forecast
Actual
Student Housing
Credit
(892,850) $ (194,178) $ (23,314) $
66
Development
$
330,372 330,372
$
4,200 140,250 31,687 127,233 303,370
$ 27,002
9,109,567 270,000 3,498,084 12,877,651
1,047,984 1,015,000 227,037 1,055,543 107,482 1,948,711 8,321,317 13,723,074
$
$
8,965,115 270,000 3,569,487 12,804,602
$
1,231,249 1,035,000 187,060 1,012,954 99,199 1,925,303 8,329,402 13,820,167
(845,423) $ (1,015,565) $
9,243,726 244,000 3,534,555 13,022,280
$ 9,178,982 206,548 3,766,589 13,152,119
1,223,266 894,273 252,160 1,098,878 118,194 1,863,985 8,223,857 13,674,613
1,245,161 1,012,722 314,164 1,084,486 86,211 2,071,758 8,180,946 13,995,448
(652,333) $
(843,329)
2018-2019 BUSINESS PLAN
Appendix A - Financial Statement Package
Schedule 2 North West College Projected Schedule of Revenues by Function for the year ended June 30, 2019
General
Credit
Non-credit
Provincial Government Advanced Education/ Ministry of Immigration and Career Training Operating grants $ 4,428,500 $ Program grants 974,727 1,445,592 Capital grants 102,000 5,505,227 1,445,592 Contracts Other 1,445,592 5,505,227 Other provincial Total Provincial Federal Government Operating grants Program grants Capital grants Other Federal Total Federal Other Revenue Admin recovery Contracts Interest Rents Resale items Tuitions Donations Other Total Other Total Revenues
2019 Projected Revenues Basic Education Services Learner Credit Non-credit Support Counsel
Skills Training
$
-
$
1,170,032 1,170,032 1,170,032 -
$
930,816 930,816 930,816 -
$
-
$
-
University
Scholarships
Development
$
$
2019 Total Revenues Budget
Student Housing
Credit
$
-
57,900
-
$
-
$
4,428,500 4,521,167 102,000 9,051,667 9,051,667 57,900
2018 Total Revenues Budget
$
2018 Total Revenues Forecast
4,428,500 4,331,815 87,000 8,847,315 73,000 8,920,315 44,800
$4,428,500 4,333,811 87,000 8,849,311 349,615 9,198,926 44,800
2017 Total Revenues Actual
$
4,427,979 4,502,517 8,930,496 40,000 8,970,496 208,486
5,505,227
1,445,592
-
1,170,032
930,816
-
-
-
57,900
-
-
9,109,567
8,965,115
9,243,726
9,178,982
-
-
-
-
270,000 270,000 -
-
-
-
-
-
-
270,000 270,000 -
270,000 270,000 -
244,000 244,000 -
206,548 206,548 -
-
-
-
-
270,000
-
-
-
-
-
-
270,000
270,000
244,000
206,548
32,000 5,500 10,000 109,300
470,402 1,240,850 38,400
30,000 15,000
504,995 -
15,550 -
3,000
325,815 -
57,900 -
-
313,872 16,500
990,947 32,000 319,372 300,000 1,606,665 57,900 191,200
1,054,916 32,000 318,209 300,000 1,618,662 40,000 205,700
867,187 32,000 337,192 300,000 1,669,145 78,000 251,030
1,121,208 36,583 321,299 320,227 1,659,558 66,602 241,112
156,800
1,749,652
$ 5,662,027
$ 3,195,244
NORTH WEST COLLEGE
$
45,000
504,995
45,000
$ 1,675,027
300,000 9,000
15,550 $
1,216,366
$
309,000
3,000
325,815
309,000
$ 3,000
$ 325,815
67
57,900 $
115,800
$
-
330,372
3,498,084
3,569,487
3,534,555
3,766,589
$ 330,372
$ 12,877,651
$ 12,804,602
$ 13,022,280
$ 13,152,119
2018-2019 BUSINESS PLAN
Appendix A - Financial Statement Package
Schedule 3 North West College Projected Schedule of Expenses by Function for the year ended June 30, 2019
General (Schedule 4)
Skills Training 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
$
13,500 13,500
$
Non-credit
632,470 632,470
$
2019 Projected Expenses Services Learner Non-credit Support Counsel
Basic Education Credit
6,030 6,030
$
43,760 1,000 44,760
$
90,571 32,000 122,571
$
-
$
University
Scholarships Development
2019 Total Expenses Budget
Student Housing
Credit
-
$
208,653 20,000 228,653
$
-
$
-
$
-
$
981,484 66,500 1,047,984
2018 Total Expenses Budget
$
2018 Total Expenses Forecast
1,216,249 15,000 1,231,249
$952,857 270,409 1,223,266
2017 Total Expenses Actual
$
1,245,161 1,245,161
1,015,000
-
-
-
-
-
-
-
-
-
-
1,015,000
1,035,000
894,273
1,012,722
128,776 56,969 185,745
15,642 14,250 7,200 37,092
-
-
-
-
-
-
-
-
4,200 4,200
148,618 14,250 64,169 227,037
159,853 500 26,707 187,060
159,963 17,713 74,484 252,160
296,695 6,500 10,969 314,164
39,547 239,016 256,616 177,374 712,553
7,000 90,800 97,800
2,000 2,000 4,000
1,000 66,112 3,600 70,712
17,888 17,888
-
-
12,340 12,340
-
-
2,400 26,240 111,610 140,250
2,400 49,547 428,156 286,456 288,984 1,055,543
2,400 49,547 400,184 281,581 279,242 1,012,954
2,400 309,836 429,540 58,306 298,795 1,098,878
1,542 3,069 304,144 361,425 112,543 301,763 1,084,486
2,623 46,124 48,747
14,000 6,200 20,200
19,000 19,000
2,350 2,350
10,450 10,450
-
1,500 1,500
5,235 5,235
-
-
-
38,235 15,423 53,824 107,482
38,235 5,090 55,874 99,199
38,235 7,795 72,164 118,194
1,675 8,248 712 1,000 74,576 86,211
214,234 36,770 20,479 108,042 36,261 4,970 11,346 6,143 146,412 5,974 56,309 76,146 22,830 745,916
64,435 308 176,906 5,159 37,245 550 479 26,916 1,800 313,798
7,477 500 300 745 168 396 9,586
1,032 47,350 1,175 34,850 2,100 16,191 900 103,598
4,816 4,350 45,490 1,265 20,100 52,040 1,800 129,861
45,575 100 1,100 18,600 3,000 272,727 40,728 15,758 397,588
3,223 739 200 10,190 5,549 2,000 21,901
5,952 1,300 1,300 1,800 500 68,050 74 78,976
115,800 115,800
-
250 14,400 5,580 1,080 1,430 8,947 31,687
346,994 37,917 20,479 113,692 50,661 310,886 23,545 100,883 146,412 272,727 6,524 60,636 287,446 169,909 1,948,711
380,951 37,913 13,020 124,582 48,693 298,767 23,803 98,354 112,863 272,727 7,117 61,944 225,313 219,256 1,925,303
347,852 30,141 24,657 80,877 54,325 300,271 25,361 86,564 162,573 272,727 6,150 62,194 231,736 178,556 1,863,985
363,404 27,122 81,944 28,678 81,496 54,409 421,020 42,094 68,693 90,922 310,004 8,795 64,188 202,687 226,302 2,071,758
476,013 25,073 2,532,456 2,217 3,035,759
276,556 1,697,981 1,974,537
330 5,533 5,863
124,079 1,202,529 1,326,608
80,534 768,819 849,353
124,858 679,404 804,262
26,453 147,324 173,777
3,403 20,522 23,925
-
-
22,491 95,742 9,000 127,233
1,134,717 25,073 7,150,310 11,217 8,321,317
1,117,244 27,960 7,171,598 12,600 8,329,402
1,091,725 26,810 7,095,043 10,280 8,223,857
1,068,764 21,938 7,080,303 9,941 8,180,946
303,370
$ 13,723,074
$ 13,820,167
$ 13,674,613
$ 5,757,220
NORTH WEST COLLEGE
$
3,075,897
$
44,479
$
1,548,028
$
1,130,123
$
1,201,850
68
$
197,178
$
349,129
$
115,800
$
-
$
$
13,995,448
2018-2019 BUSINESS PLAN
Appendix A - Financial Statement Package
Schedule 4 North West College Projected Schedule of General Expenses by Functional Area for the year ended June 30, 2019
2019 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
-
$
13,500 13,500
$
2018-2019 Total General Budget
Information Technology
-
$
-
$
13,500 13,500
2018 Total General Budget
$
13,500 13,500
2018 Total General Forecast
$
10,500 10,500
2017 Total General Actual
$
57,100 57,100
-
1,015,000
-
-
1,015,000
1,035,000
894,273
1,012,722
-
4,107 4,107
29,224 47,271 76,495
99,552 5,591 105,143
128,776 56,969 185,745
142,011 19,507 161,518
138,941 47,784 186,725
126,326 9,505 135,831
-
7,900 7,900
39,547 231,116 256,616 177,374 704,653
-
39,547 239,016 256,616 177,374 712,553
39,547 239,116 251,741 177,374 707,778
299,836 237,067 12,074 187,629 736,606
299,385 214,016 67,051 184,571 765,023
-
-
-
2,623 46,124 48,747
2,623 46,124 48,747
1,040 46,124 47,164
2,506 51,507 54,013
1,675 2,439 699 53,744 58,557
3,200 42,388 712 10,165 22,785 500 79,750
214,234 33,570 20,479 63,954 30,928 4,258 11,346 6,143 105,293 5,237 56,309 39,647 21,523 612,921
1,500 5,333 30,954 737 7,534 807 46,865
200 6,180 6,380
214,234 36,770 20,479 108,042 36,261 4,970 11,346 6,143 146,412 5,974 56,309 76,146 22,830 745,916
200,044 36,766 13,020 118,953 36,261 7,801 12,035 6,716 112,863 6,017 56,309 64,861 43,669 715,315
246,281 29,029 24,657 75,332 39,925 11,043 11,661 6,219 161,673 6,025 56,309 62,234 54,043 784,431
256,587 26,724 77,146 28,678 59,812 41,580 36,874 26,142 4,735 85,539 545 5,602 51,606 74,909 110,704 887,183
25,073 25,073
415,981 2,212,664 2,217 2,630,862
36,798 171,872 208,670
23,234 147,920 171,154
476,013 25,073 2,532,456 2,217 3,035,759
465,984 27,960 2,600,946 3,600 3,098,490
454,670 26,810 2,552,616 3,030 3,037,126
456,530 21,938 2,480,348 2,328 2,961,144
4,284,290
$ 1,036,683
331,424
$ 5,757,220
5,778,765
$ 5,703,674
$ 5,877,560
104,823
$
69
$
$
2018-2019 BUSINESS PLAN
Appendix A - Financial Statement Package
North West College Projected Schedule of Accumulated Surplus for the year ended June 30, 2019
June 30 2017 Actual Invested in Tangible Capital Assets Net Book Value of Tangible Capital Assets Less: Debt owing on Tangible Capital Assets
$
8,785,856 259,281 8,526,575
$
Internally Restricted Operating Surplus Capital Projects: Designated for Tangible capital asset expenditures $ Other (provide details) $
External Contributions to be Held in Perpetuity
$
June 30 2018 Budget $
June 30 2018 Forecast
$
7,902,892 137,276 7,765,616
$
7,949,356 136,828 7,812,528
48,272
$
44,102
$
48,272
825,023 825,023
$
750,202 750,202
$
854,960 854,960
$ 232,000 $ 232,000
$
$
$
Additions During the Year
$
Reductions During the Year
$ 250,000 $ 250,000
$ $ $
7,184,356 10,197 7,174,159
$
$
$
$
48,272
$
$
379,290 379,290
707,670 707,670
$
86,766
$
$
27,002 27,002
$
86,766
$
283,655 279,589 140,451 703,695
$
-
$
-
$
274,938
$
8,908,734
-
$
$
1,015,000 126,631 888,369
June 30 2019 Budget
-
$
Other: Operating Reserve Residence Reserve Scholarship
$
$
366,650 222,581 142,451 731,682
Unrestricted Operating Surplus
$
Total Accumulated Surplus from Operations
$
NORTH WEST COLLEGE
$
$
$
128,401 289,611 108,460 526,472
$
370,421 252,587 140,451 763,459
274,938
$
278,243
$
274,938
10,406,490
$
9,364,635
$
9,754,157
70
$ 509,002
$
1,354,425
2018-2019 BUSINESS PLAN
APPENDIX B
Skills Training Program Management Plan Program Year:
Delivery Institution:
Date Submitted
North West College
Program Information
Page 1 of 4
17-May-18 ECON Funding
Program Name
Standard Program Name
Location
Start Date (dd/mmm/yy)
End Date (dd/mmm/yy)
# Program Days
Program Capacity
Projected STA Funding [A]
Use of Carryover [B]
Other Funding Tuition & Books [C]
Partner Contribution [D]
Total Cost
Rationale
Total Course Cost [A+B+C+D]
Brief Rationale for Program
Plan A Continuing Care Assistant (PT)
Continuing Care Assistant Certificate
Big River First Nation
4-Sep-18
25-Jun-19
48
12
$29,767
$19,988
$49,755
Continuing Care Assistant (PT)
Continuing Care Assistant Certificate
Spiritwood
4-Sep-18
25-Jun-19
41
12
$32,785
$20,824
$53,609
Continuing Care Assistant (PT)
Continuing Care Assistant Certificate
St. Walburg
10-Sep-18
24-Jun-19
35
12
$30,079
$20,824
$50,903
Continuing Care Assistant (FT)
Continuing Care Assistant Certificate
Meadow Lake
4-Sep-18
17-May-19
135
15
$55,151
$52,092
$107,243
Practical Nursing Yr 2
Practical Nursing Diploma (Year 2)
Meadow Lake
9-Oct-18
18-Jan-19
141
7
$92,094
$34,795
$126,889
ECE Level 1 (PT)
Early Childhood Education Certificate
Meadow Lake
4-Sep-18
20-Dec-18
22
12
$17,012
$7,494
$24,506
ECE Level 2 (PT)
Early Childhood Education Certificate
Meadow Lake
10-Jan-18
28-Jun-19
33
12
$16,309
$15,200
$31,509
Food Service Cook Applied Certificate Heavy Equipment and Truck and Transport Technician Certificate
Onion Lake First Nation
5-Nov-18
15-Feb-19
62
12
$48,957
$22,639
$71,596
Meadow Lake
4-Sep-18
24-May-19
179
12
$93,116
$54,538
$147,654
Electrician
Electrician Applied Certificate
Meadow Lake
29-Oct-18
15-Mar-19
88
12
$52,985
$28,310
$81,295
Office Administration
Office Administration Certificate
Meadow Lake
4-Sep-18
3-May-19
144
15
$89,238
$43,410
$132,648
Professional Cooking
Professional Cooking Certificate
Meadow Lake
4-Sep-18
24-May-19
178
12
$66,915
$57,710
Plumbing & Pipefitting
Plumbing and Pipefitting Applied Certificate
Meadow Lake
28-Jan-19
31-May-19
91
12
$80,557
$26,729
Food Service Worker HETTT
NORTH WEST COLLEGE
71
$25,000
$149,625
$107,286
Current part time program in this area with students who need to complete certificate. Demand for jobs in heath care. Current part time program in this area with students who need to complete certificate. Demand for jobs in heath care. Current part time program in this area with students who need to complete certificate. Demand for jobs in heath care. New facility being built in Meadow Lake in the future that will need CCAs. Increasing demand for health care workers. Year 2 of the program with 7 students who need to complete. Demand for PN's locally and in province. Demand for day care/day home workers in Meadow Lake. Most daycares are full and day homes have a 2 year wait list. Opportunity for current workers to get wage increase with training. Demand for day care/day home workers in Meadow Lake. Most daycares are full and day homes have a 2 year wait list. Opportunity for current workers to get wage increase with training. Lots of opportunities close to Lloydminster, in community and with the relationship of Primco Dene Significant student demand for this program. All graduates from previous year were employed. Sask Poly has moved to cost recovery tuition for their preemployment, so increased student demand in Meadow Lake. Solid long term program with good reputation and strong student interest. Employment with health, schools, private enterprise Low admission requirements, including no math. Opportunities in camp jobs as well as students to open own catering business, work in local restaurants (BPS)etc. Partnership with Robwell. Construction and renovation activity slowly increasing, and impending retirements will need replacements.
2018-2019 BUSINESS PLAN
APPENDIX B
Skills Training Program Management Plan Program Year:
Delivery Institution:
Date Submitted
North West College
Program Information
ECON Funding
Program Name
Standard Program Name
Location
Welding
Welding Certificate
Aboriginal Police Prep
Aboriginal Policing Preparation Little Pine FN Applied Certificate
Business
Business Certificate
CCA part-time CCA part-time CCA Early Childhood
Page 2 of 4
17-May-18
Continuing Care Assistant Certificate Continuing Care Assistant Certificate Continuing Care Assistant Certificate Early Childhood Education Certificate
Meadow Lake
Start Date (dd/mmm/yy)
6-Sep-18
End Date (dd/mmm/yy)
31-May-19
# Program Days
Program Capacity
Projected STA Funding [A]
Other Funding
Use of Carryover [B]
Tuition & Books [C]
Partner Contribution [D]
Total Cost Total Course Cost [A+B+C+D]
175
12
$86,861
$59,329
$146,190
121
15
$69,226
$43,410
$112,636
N. Battleford
4-Sep-18
30-Apr-19
133
15
$91,611
$63,024
$154,635
Maidstone
6-Sep-18
29-Jun-19
60
12
$20,656
$41,064
$61,720
N. Battleford
6-Sep-18
31-May-19
71
15
$26,617
$59,856
$86,473
N. Battleford
6-Sep-18
12-Jun-19
135
15
$69,793
$63,750
$133,543
N. Battleford
4-Sep-18
14-Jun-19
145
15
$76,273
$58,020
$134,293
Early Childhood
Early Childhood Education Certificate
Duck Lake
4-Sep-18
14-Jun-19
145
15
$78,094
$48,350
$126,444
Hairstylist
Hairstylist Certificate
N. Battleford
24-Jul-18
21-Jun-19
245
14
$127,068
$78,302
$205,370
Office Admin
Office Administration Certificate
N. Battleford
4-Sep-18
30-Apr-19
144
15
$77,581
$63,750
$141,331
Plumbing & Pipefitting
Plumbing and Pipefitting Applied Certificate
N. Battleford
1-Oct-18
8-Feb-19
91
12
$93,453
$25,730
$119,183
N. Battleford
4-Sep-18
18-Dec-18
157
14
$69,843
$25,560
$95,403
N. Battleford
1-Feb-19
14-Jun-19
118
14
$88,417
$33,040
$121,457
Practial Nursing ending
Practical Nursing Diploma (Year 2) Practical Nursing Diploma Practial Nursing - new (Year 1) Welding
Welding Certificate
N. Battleford
6-Sep-18
31-May-19
175
12
$119,918
$50,000
$169,918
Youth Care Worker
Youth Care Worker Diploma
N. Battleford
7-Sep-18
13-May-19
143
15
$96,220
$36,512
$132,732
Total
367
$1,939,833
NORTH WEST COLLEGE
72
$0
$1,154,250
$25,000
$3,075,846
Rationale
Brief Rationale for Program
Program has great reputaion with students and employers. High retention rate. many aboriginal communities are looking a supporting their communiites with safety measures. Proximity to alberta is also attractive for this training - also hired for security Employers looking to hire entry level workers for business and industry respect this certification. Strong interest by students also validates offering. Continued demand from health district to train CCA's working in their facilities and to attract new staff Continued demand from health district to train CCA's working in their facilities and to attract new staff Continued demand from health district to train CCA's working in their facilities and to attract new staff High turnover rate for workers in this field. Return to full Level Two certificate training including practicums. High turnover rate for workers in this field. Delivered part time Level 1 in 2017-18 with great interest. Support school and other local day cares. Interest from employers is strong. Student interest also strong. Employment with health, schools, private enterprise Solid long term program with good reputation and strong student interest. Two years since last offering. Construction and renovation activity slowly increasing, and impending retirements will need replacements. Two year program completing in Dec. 2018. Consistent demand for nursing grads is expected to continue may be ncreased with Sask Hospital expansion After 2 years with no offering and a gradual increase in WTI oil, and workers not returning to oil industry, welding apprentices will be absorbed by the oil patch and spin-off industries. Second year diploma level program of interest to employers and a large local pool of certificate grads.
2018-2019 BUSINESS PLAN
APPENDIX B
Skills Training Program Management Plan Program Year:
Delivery Institution:
Date Submitted
North West College
Program Information
Page 3 of 4
17-May-18 ECON Funding
Program Name
Standard Program Name
Location
Start Date (dd/mmm/yy)
End Date (dd/mmm/yy)
# Program Days
Program Capacity
Projected STA Funding [A]
Use of Carryover [B]
Other Funding Tuition & Books [C]
Partner Contribution [D]
Total Cost
Rationale
Total Course Cost [A+B+C+D]
Brief Rationale for Program
Plan B Mental Health
Community Mental Health post credential certificate
Psychiatric Nursing Diploma (Year 1) Educational Assistant Educational Assistant Certificate Educational Assistant Educational Assistant Certificate Continuing Care Assistant Continuing Care PT Certificate Continuing Care Assistant Continuing Care Certificate Continuing Care Assistant Continuing Care Certificate Carpentry/sub construction trades Carpentry/sub construction trades
Psychatric Nursing
Retail Meat Cutter
North Battleford Thunderchild FN Meadow Lake Thunderchild FN Onion Lake Cree Nation
15 8 or 16 15 15 15 15
Sturgeon Lake
15
Meadow Lake
12
Onion Lake Cree Nation
12
Meadow Lake
12
Food Service Cook Applied Certificate
Waterhen Lake First Nation
12
Retail Meat Specialist
Poundmaker FN
12
Battlefords Tribal Council
15
Tri-Trades HETTT & Ag (25 weeks) Food Service Worker
North Battleford
Community Community Safety Induction Safety/Peace Officer Training
NORTH WEST COLLEGE
73
Very high need for skills to deal with mental health - this post credential allows for many dsiciplines to learn how to understand and support mental health wellbeing Significant provincial demand with opening of Sask Hospital further pressures Boost to K-12 funding to rejuvenate Eas in the classroom. Boost to K-12 funding to rejuvenate Eas in the classroom. Continued demand from health district to train CCA's working in their facilities and to attract new staff Continued demand from health district to train CCA's working in their facilities and to attract new staff Continued demand from health district to train CCA's working in their facilities and to attract new staff Construction of the new Pioneer Lodge may provide increased opportunity for local labor Self sufficiency is this band's motivation - provide skills to local people to help build and maintain infrastructure Huge demand for HETTT - might be a means for providing for those that do not get in the full program also provides for an Ag component needed in our region Lots of opportunities close to Lloydminster, in community and with the relationship of Primco Dene Many people are interested in learning specific trade to support working in the industry and also for proper technuque for food security of wild meat. Value added busineses in rural locations Community Peace officers have been introduced into the Battlefords to assist with community safety and reduce workload for RCMP. This is a commitment from the city and value of these positions has been awknowledged by one of the local tribal councils - interest in similar roles on reserve and to have indigenous people in these roles in the city.
2018-2019 BUSINESS PLAN
APPENDIX B
Skills Training Program Management Plan Program Year:
Delivery Institution:
Date Submitted
North West College
Program Information
ECON Funding
Program Name
Security Officer
Page 4 of 4
17-May-18
Standard Program Name
Security Officer
Other Institute Credit Programming - Cost Recovery Program Name Standard Program Name
NORTH WEST COLLEGE
Location
Start Date (dd/mmm/yy)
End Date (dd/mmm/yy)
# Program Days
Program Capacity
Use of Carryover [B]
Capacity
Funded by
Other Funding Tuition & Books [C]
Partner Contribution [D]
Total Cost Total Course Cost [A+B+C+D]
Rationale
Brief Rationale for Program
Many more businesses are engaging security on a more regular basis - also ongong opportunities at Sask Hospital and the casino
12
North Battleford
Location
Projected STA Funding [A]
Rational
Total Cost
74
2018-2019 BUSINESS PLAN
APPENDIX C Adult Basic Education Program Management Plan for 2018-19 Post-Secondary Insitution: __________________________________ Program Background
Program Name
Program Level
Location
Date Submitted: May 17, 2018 Program Information
Partners On-Reserve/ Off-Reserve
Partners
Program Capacity
Start Date (dd/mm/yy)
End Date (dd/mm/yy)
Total # of Days
# of Hours per Day
Total Hours
Seat Capacity
# of FLE's
Page 1 of 2
ECON Funding Projected ABE Funding [A]
ABE Carry Over Funds Used * [B]
Anticipated Funding Partners K-12 Funding for 18-21 Year Olds [C]
Other Funding [D]
Total Anticipated Program Funding [A+B+C+D]
Adult 10
Level 3
Meadow Lake Off-Reserve
NWSD
30-Aug-18
24-May-19
170
5.5
935
15
20.0
75,894
30,075
105,969
Adult 10
Level 3
Leoville
Off-Reserve
LSSD
30-Aug-18
24-May-19
170
5.5
935
15
20.0
104,288
4,297
108,585
Adult 10
Level 3
Debden
Off-Reserve
Big River FN
30-Aug-18
24-May-19
170
5.5
935
15
20.0
79,110
79,110
30-Aug-18
24-May-19
170
5.5
935
5
6.7
42,986
42,986
30-Aug-18
24-May-19
170
5.5
935
10
13.4
85,971
85,971
Ministikwin Lake FN Ministikwin Lake FN
On-Reserve
Ministikwin Lake FN Ministikwin Lake FN
Adult 10
Level 3
Level 2 Pathways
Levels 1/2
Adult 12
Level 4
Meadow Lake Off-Reserve
NWSD
30-Aug-18
24-May-19
170
5.5
935
30
40.1
175,304
30,075
205,379
Adult 12
Level 4
Leoville
Off-Reserve
LSSD
30-Aug-18
24-May-19
170
5.5
935
15
20.0
97,644
4,297
101,941
Adult 12
Level 4
Debden
Off-Reserve
Big River FN
30-Aug-18
24-May-19
170
5.5
935
15
20.0
97,592
Levels 1/2
Meadow Lake Off-Reserve
NWSD
30-Aug-18
21-Dec-18
80
5.5
440
15
9.4
53,739
53,739
Big River First Nation Witchekan Lake First Pelican Lake First Nation Ahtahkakoop Cree Nation North Battleford North Battleford
Big River First Nation Witchekan Lake First Nation Pelican Lake First Nation Ahtahkakoop Cree Nation
29-Aug-18
21-Dec-18
80
5.5
440
15
9.4
67,478
67,478
29-Aug-18
21-Dec-18
80
5.5
440
15
9.4
64,754
64,754
9-Jan-19
15-May-19
80
5.5
440
15
9.4
65,504
65,504
9-Jan-19
15-May-19
80
5.5
440
15
9.4
66,953
66,953
Level 2 Pathways Level 2 Pathways Level 2 Pathways Level 2 Pathways Level 2 Pathways
Levels 1/2 Levels 1/2 Levels 1/2 Levels 1/2
Adult 10
Level 3
Adult 10 Incubator
Level 3
Adult 10
Level 3
Adult 10
Level 3
Adult 10
Level 3
Adult 10
Level 3
Adult 12
Level 4
On-Reserve
On-Reserve On-Reserve On-Reserve On-Reserve
22,500
120,092
Off-Reserve
LSSD
30-Aug-18
24-May-19
170
5.5
935
15
20.0
75,008
26,852
101,860
Off-Reserve
LSSD
30-Aug-18
24-May-19
170
5.5
935
15
20.0
67,253
26,852
94,105
Duck Lake
Off-Reserve
PSSD
30-Aug-18
24-May-19
170
5.5
935
15
20.0
66,657
27,750
94,407
Cut Knife
Off-Reserve
LSSD
30-Aug-18
24-May-19
170
5.5
935
15
20.0
123,462
123,462
30-Aug-18
24-May-19
170
5.5
935
7
9.4
64,945
64,945
30-Aug-18
24-May-19
170
5.5
935
7
9.4
62,021
62,021
30-Aug-18
24-May-19
170
5.5
935
45
60.1
143,115
Muskeg Lake Cree Nation Mosquito, Grizzly Bear's North Battleford
NORTH WEST COLLEGE
On-Reserve On-Reserve Off-Reserve
Muskeg Lake Cree Nation Mosquito, Grizzly Bear's Head, North Battleford
75
161,114
2018-2019 BUSINESS PLAN
304,229
APPENDIX C
Appendix C Adult Basic Education Program Management Plan for 2018-19 Post-Secondary Insitution: __________________________________ Program Background Program Level
Program Name
Adult 12
Level 4
Leve 2Transition Level 2 Pathways Level 2 Pathways Level 2 Pathways Level 2 Pathways Level 2 Pathways Level 2 Pathways Level 2 Pathways Level 2 Employment Readiness Literacy
Levels 1/2 Levels 1/2 Levels 1/2 Levels 1/2 Levels 1/2 Levels 1/2 Levels 1/2 Levels 1/2 Levels 1/2 Levels 1/2
Date Submitted: May 17, 2018 Program Information
Partners On-Reserve/ Off-Reserve
Location
Duck Lake North Battleford Muskeg Lake Cree Nation Beardy's and Okemasis First Sweetgrass First Nation Mosquito, Grizzly Bear's North Battleford Poundmaker First Nation Little Pine First Nation Beardy's and Okemasis First Nation
Partners
Program Capacity
Start Date (dd/mm/yy)
End Date (dd/mm/yy)
Total # of Days
# of Hours per Day
Total Hours
Seat Capacity
# of FLE's
Page 2 of 2
ECON Funding Projected ABE Funding [A]
Anticipated Funding Partners
ABE Carry Over Funds Used * [B]
K-12 Funding for 18-21 Year Olds [C]
Other Funding [D]
Total Anticipated Program Funding [A+B+C+D]
Off-Reserve
PSSD
30-Aug-18
24-May-19
170
5.5
935
15
20.0
87,045
Off-Reserve
LSSD
17-Sep-18
28-Nov-18
50
5.5
275
15
5.9
41,316
41,316
10-Sep-18
18-Jan-19
170
5.5
935
8
10.7
74,222
74,222
10-Sep-18
18-Jan-19
80
5.5
440
15
9.4
68,326
68,326
10-Sep-18
18-Jan-19
80
5.5
440
15
9.4
62,245
62,245
30-Aug-18
24-May-19
170
5.5
935
8
10.7
70,882
70,882
7-Jan-19
10-May-19
80
5.5
440
15
9.4
68,224
68,224
23-Jan-19
30-May-19
80
5.5
440
15
9.4
59,295
59,295
23-Jan-19
30-May-19
80
5.5
440
15
9.4
66,959
66,959
23-Jan-19
30-May-19
80
5.5
440
15
9.4
67,842
67,842
30-Aug-18
24-May-19
52
3.0
156
15
3.3
25,000
25,000
On-Reserve On-Reserve On-Reserve On-Reserve Off-Reserve On-Reserve On-Reserve On-Reserve
Muskeg Lake Cree Nation Beardy's and Okemasis First Sweetgrass First Nation Mosquito, Grizzly Bear's Head, LSSD Poundmaker First Nation Little Pine First Nation Beardy's and Okemasis First Nation
North Battleford Off-Reserve
0
27,750
114,795
0.0 465
0 2,371,034
0
339,062
22,500
2,732,596
* Subject to approval. In the chart below, please enter the total # of programs in each program category planned for 2018-19.
2018-19 Program Delivery Projections Levels 1/2
16
Level 3
10
Level 4
5
Comments:
GED Prep Informal EAL 31
TOTAL
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2018-2019 BUSINESS PLAN
Appendix D - Colleges English as a Second Language Enrolment Plan 2018-19 College:
Funding 2017-18 ESL Funding Carry Over: Total Funding from ECON: $ Total Funding from IRCC: $ Total Other Funding: $
North West College
Total
Outcomes
Classroom-Based Instruction
$
71,000.00 260,000.00 331,000.00
Acceptability Level
25% of active students will achieve growth in a Canadian Language Benchmark level; 40% of active students will achieve growth in at least Students have the English language skills needed to independently perform day to day interactions within their community one CLB skill level. Students are referred to services or resources and linked to community activities and networks, based on identified needs and goals 80% of students will participate in a real-life learning opportunity Students identify settlement, integration and language learning needs, barriers and strengths and set clear and realistic goals
80% of students identify language learning goals
Students obtain information, resources, tools and services that are coordinated and responsive to their needs
60% of students will fulfill language learning goals
Community
North Battleford North Battleford North Battleford North Battleford North Battleford North Battleford Rosthern
NORTH WEST COLLEGE
Name of Class
PM CLB 1-3 PM CLB 4 PM CLB 5 PM CLB 6-8 AM CLB 1-4 AM CLB 5-8 Multilevel
Hours / Week
Seats / Class
6 6 6 3 6 6 6
8 8 8 8 8 8 8 8 8 8
77
Weeks / Year
32 32 32 32 32 32 32 32 32 32
Total No. Hours
1536 1536 1536 768 1536 1536 1536 0 0 0
70% Target Participation Rate
1075.2 1075.2 1075.2 537.6 1075.2 1075.2 1075.2 0 0 0
Blended
no no no yes no no no
Qualified Teacher
yes yes no no yes yes yes
2018-2019 BUSINESS PLAN
Appendix D - Colleges English as a Second Language Enrolment Plan 2018-19 Canadian Language Benchmarks Placement Test Assessments Target number of CLBPT Assessments for non IRCC elgible students
25
Referrals to On-Line English Target number of referrals of eligible students to ECON On-Line English:
5
Conversation Circles Outcomes
Acceptability Level
Participants have the English language skills needed to independently perform day to 80% of participants will report increased confidence in communicating in day to day interactions within their community day interactions within their community Participants are referred to services or resources and linked to community activities and networks, based on identified needs and goals
80% of participants will report increased understanding of, and participation in, community resources, activities and networks
Participants have the English language skills needed to independently perform day to 100% of participants who are eligible for On-Line English will be referred day interactions within their community to On-Line English Community
Meadow Lake Spiritwood Rosthern Rural Location - TBD
NORTH WEST COLLEGE
Hours / Week
No. of Seats
3 3 3 3
8 8 8 8
Weeks / Year
32 32 32 32
78
2018-2019 BUSINESS PLAN
APPENDIX E
2018-19 Fiscal Year PTA Forecast
Apprenticeship and Workforce Skills Branch 12th floor, 1945 Hamilton St. Regina, SK S4P 2C8
Purpose of template: to assist with forecasting the demand of PTA for ABE and STA programs from July 2018 to March 2019 and to show how the forecasted amount is calculated Institution: NORTH WEST COLLEGE
Program Name
ABE Adult 12 - Level 4 Adult 10 - Level 3 Adult 10 -incubator Level 2 - pathways Level 2 - transition Adult 12 - Level 4 Adult 10 - Level 3 Level 2 - pathways Adult 12 - Level 4 Adult 10 - Level 3 Adult 12 - Level 4 Adult 10 - Level 3 Adult 12 - Level 4 Adult 10 - Level 3 Adult 10 - Level 3 Level 2 - pathways Level 2 - employment readiness ESWP - Grounds Maintenance Labourer Janitorial Skills
NORTH WEST COLLEGE
Date:
17-May-18
Total Amount (realized Length of Realized Capacity capacity x length of Avg payment Estimated % of (seat capacity x fill program (in program x avg per learner per learners that will months) rate x PTA eligible payment per month) month be PTA eligible (Jul 2018 to Mar rate) 2019)
Seat Capacity
Estimated Program Fill Rate (%)
A
B
C
North Battleford North Battleford North Battleford North Battleford North Battleford Meadow Lake Meadow Lake Meadow Lake Duck Lake Duck Lake Debden Debden Leoville Leoville Cutknife Duck Lake/Beardy's
45 15 15 15 15 30 15 15 15 15 15 15 15 15 15 15
100% 85% 85% 85% 85% 100% 100% 80% 85% 85% 80% 80% 75% 75% 85% 80%
100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
45.00 12.75 12.75 12.75 12.75 30.00 15.00 12.00 12.75 12.75 12.00 12.00 11.25 11.25 12.75 12.00
7 7 7 3 3 7 7 4 7 7 7 7 7 7 7 5
$1,550 $1,500 $1,500 $1,400 $1,400 $1,600 $1,600 $1,400 $1,300 $1,300 $1,650 $1,650 $1,500 $1,500 $1,500 $1,400
$488,250 $133,875 $133,875 $53,550 $53,550 $336,000 $168,000 $67,200 $116,025 $116,025 $138,600 $138,600 $118,125 $118,125 $133,875 $84,000
Duck Lake/Beardy's
15
80%
100%
12.00
3
$1,400
$50,400
RM of Loon Lake
15
11.25
1
$1,500
$16,875
Location
75%
D=(A x B x C)
100%
79
E
F
DxExF
2018-2019 BUSINESS PLAN
APPENDIX E ESWP - Early Childhood Education ESWP - Service and Hospitality ESWP - Home Maintenance and Repair for Women and Youth ESWP - Pre-trades
Meadow Lake
15
75%
100%
11.25
3
$1,500
$50,625
Meadow Lake
15
75%
100%
11.25
4
$1,500
$67,500
North Battleford
15
80%
80%
9.60
3
$1,500
$43,200
North Battleford
15
80%
100%
12.00 0.00
5
$1,400
$84,000 $0 $2,710,275
STA 0.00 0.00 0.00 0.00
Total
Total
Grand Total Apr-18 May-18 Jun-18 PTA Forecast Total for 2018-19 Fiscal Year Office Use Only
$0.00 $0.00 $0.00 $0.00 $0 $2,710,275 $ $ $ $
Note: This model assumes that the student stays in the program for the full program length, or that the seat is utilized by another learner receiving PTA.
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2018-2019 BUSINESS PLAN
APPENDIX E
2018-19 PTA Forecast Main Principle: Equitable access for ABE learners to PTA across all institutions As there are different practices in managing and monitoring PTA among institutions, it results in potential differential accessibility for learners to apply and receive PTA across the province. Therefore, the Ministry seeks to understand the institutions' practices and eventually moving towards consistent practices to ensure equitable accessibility to PTA for ABE learners across the province.
Please provide an answer to the following questions: 1. What is the institution's approach to managing the PTA shadow allocation? (e.g. rationing, prioritization of programs, priority access to single parents vs singles with no children etc.) Answer: When we had a shadow allocation - we determined programs to be delivered first then returning students were the next priority - how many programs could be included in the allocation based on our knowledge of past costing 2. What is the institution's approach to forecasting PTA allocation? Answer: When we used to receive the forms we would track each individual student and program totals on a monthly basis so we have years of information for each program at each location regarding their average monthly payment and overall for each program site 3. What is the institution's approach to monitoring PTA allocation? Answer: We looked at the paid/committed report sent by the Ministry every month and compare to our own forecast We track ebb and flow from our programs; we used to know but now estimate the amount for each student and forecast to year end based on enrolment, enddates, etc
NORTH WEST COLLEGE
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2018-2019 BUSINESS PLAN
Appendix F - Essential Skills for the Workplace Project Proposals North West College – May 17, 2018
Project #1 - Grounds, Maintenance, Labourer and Janitorial Skills – Rural Municipality of Loon Lake EXECUTIVE SUMMARY This proposed Essential Skills for the Workplace (ESWP) will be a full-time, 12-week program to develop skills for entry-level positions in public works, including building maintenance, grounds keeping and landscaping, janitorial services and caretaking. The program will be hosted in the RM of Loon Lake to draw on potential Indigenous students from communities such as Makwa Sahgaiehcan First Nation (FN), Island Lake FN and Onion Lake FN, who are not currently engaged in the labour market. This program is also in close proximity to Makwa Provincial Park, the work placement and potential employment site. The minimum student number is 15 and the Ministry cost for the program is $31,461.00. The program will end with a spring work placement that may continue as employment. PROJECT OVERVIEW The purpose of this project is to train learners in the field where they will obtain the necessary essential skills to secure employment in Makwa Provincial Park. The intent is to assist learners in developing employability skills so that participants can transition from Social Assistance to sustainable employment. Makwa Provincial Park includes five lakes, three campgrounds, beaches and hiking trails. The targeted perspective students for this program are First Nations and Métis learners who are: 1) unemployed, 2) have been identified as lacking essential skills, and 3) have a desire to build on prior knowledge and skills in order to be successful in a workplace setting. The minimum number of participants will be 15. Anticipated start date is February 25, 2019 and the end date is May 24, 2019.This 60-day program will include a minimum two-week work placement. This project will cost $31,500. PROJECT IMPLEMENTATION AND WORKPLAN Participant recruitment will be a joint effort between North West College, the RM of Loon Lake, Meadow Lake Tribal Council (MLTC) and Makwa Lake Provincial Park. Recruitment will include advertising in and around the community including social media, print posters and newspaper ads. We will also work closely with MLTC’s Social Development team to identify Social Assistance recipients who would benefit from this program. Learners will be assessed using the Canadian Adult Achievement Test (CAAT). The CAAT test gage the literacy and numeracy levels of participants at the start of the program. Participants are also given the CAAT test at the end of their program. This will identify the participant’s improvement with numeracy and literacy levels. Applicants will be screened and selected through a series of interviews which include a readiness-to-attend discussion with a career counsellor. This process identifies potential barriers to success, mitigation strategies and a review of the student’s personal career goals. We will begin the program by instructing learners in career exploration and job readiness based in the Circle of Learning Benchmarks. The Circle of Learning Benchmarks provides a holistic approach that is learner-centered and places value on individual learner’s goals and needs. These benchmarks will be
NORTH WEST COLLEGE
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2018-2019 BUSINESS PLAN
incorporated throughout the program, and will include Workplace Essential Skills, respectful workplace behaviours, portfolio development and career/life skills counselling. Our Custodial Technician Training program is split into Basic and Advanced Levels. The Basic Level includes six modules, and the Advanced Level contains three modules. Each module covers a different cleaning subject and each has a corresponding certification exam. The basic program covers the following topics: 1) Customer Service, 2) the Chemistry of Cleaning, 3) Basic Cleaning of Above-Floor Surfaces, 4) Basic Cleaning of Hard Floor Surfaces, 5) Basic Cleaning of Carpeted Floor Surfaces, 6) Basic Cleaning of Restrooms and Shower Rooms The advanced program covers the following topics: 1) Advanced Cleaning of Hard Floor Surfaces, 2) Advanced Cleaning of Carpeted Floor Surfaces, 3) Advanced Cleaning of Above-Floor Surfaces. Students will be given relevant safety ticket training based on identified work placement recommendations. All will receive First Aid and CPR C with AED, WHMIS and TDG. Our labour related training will educate our students in the following topics: 1) Care and use of ground maintenance equipment, 2) cleaning supplies management, 3) proper painting techniques, 4) janitorial methodology, 5) proper waste disposal and storage techniques, 6) small tools use, and 7) other relevant skills There will be the minimum two-week work placement included in this project. Program Timeline Start Date End Date ISSA C.C.T. - Certified Custodial Technician Feb 25, 2019 May 24, 2019 Relevant safety training Feb 25, 2019 May 24, 2019 Labourer related training Feb 25, 2019 May 24, 2019 CLB Benchmarks and work readiness Feb 25, 2019 May 24, 2019 Work placement May 6, 2019 May 17, 2019 Total
# of Days 10 5 25 10 10 60
Our rationale for this proposal includes the findings in the Saskatchewan Detailed Occupational Outlook, 2017 – 2021 1 which identified the following job openings in related fields to our ESWP project: Occupation Skill Level Job Outlook Net Job Openings Janitors, Caretakers, and Building Superintendents LHS Fair 1740 Light Duty Cleaners LHS Good 1520 Construction Trade Helpers and Labourers LHS Limited 580 Landscaping and Ground Maintenance Labourers LHS Limited 360 Total 4200 PS = Post Secondary HS = High School Completion LHS = Less than High School Completion PARTNERSHIPS 1
http://publications.gov.sk.ca/documents/310/97062-2017%20Saskatchewan%20Detailed%20Occupational%20Outlook.pdf (Accessed April 11, 2018)
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2018-2019 BUSINESS PLAN
Our partners in this program will be MLTC, the RM of Loon Lake, and the Makwa Lake Provincial Park. MLTC – North West College has worked in partnership with MLTC and its member First Nations for over 15 years to assess and meet the educational needs of community members. Makwa Sahgaiehcan First Nation and Ministikwan Lake First Nation are two of nine First Nations member communities associated with the Meadow Lake Tribal Council. The proposed ESWP program will help meet the needs of MLTC members in regards to obtaining the essential skills necessary to be successful in the workforce. These essential skills are foundational and transferable to the workplace, home and in the community. Members of MLTC and the rural area possess a wealth of diverse backgrounds, experiences and prior knowledge. Our goal is to assist members and residents in identifying the skills they have, and build on those skills in order to be successful in the work force. Some participants may have experienced barriers that have prevented them from being successful with employment in the past. Some systemic barriers include access to affordable childcare and access to reliable transportation. Their role in the project includes: • Assisting North West College with recruitment of participants and identifying members on Social Assistance who would benefit from this program • Provide, if possible, top-up incentives for participants • Provide transportation as needed for participants • Provide support to learners who require childcare • Provide a variety of work placement opportunities within the program setting • Act as a mentor for participants • When possible, provide participants with employment opportunities after program completion RM of Loon Lake – North West College has worked in various capacities with the RM of Loon Lake in the past. We have supplied contract training as well as work placements with the RM of Loon Lake. Their role in the project includes: • Provide guidance and support as required • Provide a variety of work placement opportunities within the Rural Municipality setting • When possible, provide participants with employment opportunities after program completion Makwa Lake Provincial Park – North West College has worked in various capacities with Makwa Lake Provincial Park in the past. We successfully engaged the Makwa Lake Provincial Park as a work placement provider in an ESWP program in the recent past. Their role in the project includes: • Provide a variety of work placement opportunities within the parks setting • Act as a mentor for participants • When possible, provide participants with employment opportunities after program completion
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2018-2019 BUSINESS PLAN
Project Cost Form
Maintenance Project Cost: 2018 – 2019 Program Year Instructional Costs ABE-ESWP project delivery: • Instructors; and, • Specialized instructors, facilitators, or guest speakers (include travel, accommodations, and meals if applicable). Total Instructional Costs:
Total Cost
Ministry Funded
$13, 711 $11, 000
$13, 711 $11, 000
$24, 711
$24,711
In-Kind Contribution
Trainee Assessments CAAT Testing/interviews Total Trainee Assessment Costs: Materials and Supplies • Learner workbooks; • Instructor workbooks; and, • Printing/copying. Total Materials and Supplies Costs: Other • Insurance Fees: WCB and 3rd Party Liability; • Travel to off-site locations; • Community Building/Celebrations: employer networking, participant recognition/ graduation, costs associated to address barriers, etc. (please specify); and, • Knowledge exchange events & module creation and sharing costs Other costs as deemed necessary (please list ): Advertising Course Development Counseling and support of students Evaluation and data anaylsis/reporting Facilities Job Coaching TOTAL COST FOR PROJECT DELIVERY
NORTH WEST COLLEGE
$2,000
$2,000
$5,100
$5,100
$1,000 $6,100
$1,000 $6,100
$250
$250
$400 $2,000 $3,000 $7,000 $6,000
$400
$51, 461
$31, 461
85
$2,000 $3,000 $7,000 $6,000 $20, 000
2018-2019 BUSINESS PLAN
Project # 2 - Early Childhood Education Certificate Project – Meadow Lake EXECUTIVE SUMMARY North West College (NWC), the Meadow Lake Tribal Council (MLTC), Meadow Lake Early Childhood Intervention Program (ECIP) and the Door of Hope, are proposing a full-time Essential Skills for the Workplace program, hosted in Meadow Lake, with a concentration on an ECE Level 1 program. This program will assist learners in gaining employment in the following fields: 1) Early Childhood Educator and Assistant, 2) Home childcare provider, 2) elementary and secondary school Educational Assistant. This program will be designed for participants who demonstrate a desire to work in this field. This program will give participants the skills necessary to work with infants, toddlers, pre-schoolers and school aged children. Many Essential Skills for the Workplace (ESWP) learners do not have the capacity to complete a traditional Grade 12 diploma. This program has been purposefully constructed to provide these students with the foundational skills needed to ensure student success. Once these skills are developed, this program will provide value-added job readiness with the addition of an Early Childhood Education Certificate. PROJECT OVERVIEW The purpose of this program is for participants to obtain the necessary essential skills to gain employment in licensed childcare facilities in the Meadow Lake area. According to the Saskatchewan Detailed Occupational Outlook, 2017 – 2021, ‘Early Childhood Educator’ is counted as one of the top 25 occupations with the most job openings. 2 This project will work to ameliorate this labour shortage. The program will take place in Meadow Lake at the North West College main campus. This area was chosen due to the growing need for qualified workers in the ECE field in this location. The maximum number of participants will be 15. The program will include a minimum two-week work placement. This project will cost $42,000. Start date is August 7, 2018 and the end date is October 26, 2018.This program will be 60-days in length. PROJECT IMPLEMENTATION AND WORKPLAN Participant recruitment will be a joint effort between North West College, Meadow Lake ECIP, MLTC and the Door of Hope. Recruitment will include advertising in the Meadow Lake area including social media, print posters and newspaper ads. We will also work closely with MLTC’s Social Development team to identify Social Assistance recipients who would benefit from this program. Learners will be assessed using the Canadian Adult Achievement Test (CAAT). The CAAT test will help in identifying the literacy and numeracy levels of participants at the start of the program. Participants are also given the CAAT test at the end of their program. This will identify the participant’s improvement with numeracy and literacy levels. Applicants will be screened and selected through a series of interviews which include a readiness-to-attend discussion with a career counsellor. This process identifies potential barriers to success, mitigation strategies and a review of the student’s personal career goals.
2
http://publications.gov.sk.ca/documents/310/97062-2017%20Saskatchewan%20Detailed%20Occupational%20Outlook.pdf (Accessed April 11, 2018)
NORTH WEST COLLEGE
86
2018-2019 BUSINESS PLAN
We will offer the three courses that comprise the ECE Level 1 program, all through face-to-face delivery. We will add value to the program by instructing learners in career exploration and job readiness. This will incorporate the Circle of Learning Benchmarks, work readiness and resume development. There will be the minimum two-week work placement. We will work with students around placement time based on their individualized learning plans. This may mean work placements spread out over the duration of the program, or full two-week placements. We will broker the ECE Level 1 from Saskatchewan Polytechnic. Program Time Line ECE Courses CLB Benchmarks and Work Readiness Work Placement Total
Start Date Aug 7, 2018 Aug 7, 2018 Oct 15, 2018
End Date Oct 12, 2018 Oct 12, 2018 Oct 26, 2018
# of Days 25 25 10 60
Our rationale for this proposal includes the findings in the Saskatchewan Detailed Occupational Outlook, 2017 – 2021 3 which identified the following job openings in related fields to our ESWP project: Occupation Skill Level Job Outlook Net Job Openings Early Childhood Educators and Assistants PS Good 1240 Home Child Care Providers HS Fair 370 Elementary and Secondary School Teacher Assistants HS Fair 800 Total 2410 PS = Post Secondary HS = High School Completion LHS = Less than High School Completion PARTNERSHIPS MLTC - North West College has worked in partnership with MLTC for over 15 years in assessing and meeting the educational needs of community members. Their role in the project includes: • • • • • • •
Assisting North West College with recruitment of participants and identifying members on Social Assistance who would benefit from this program. Provide, if possible, top-up incentives for participants Provide transportation as needed for participants Provide support to learners who require child care. Provide a variety of work placement opportunities within the childcare setting Act as a mentor for participants When possible, provide participants with employment opportunities after program completion
Meadow Lake Early Childhood Intervention Program – North West College has worked in various capacities with Meadow Lake ECIP for over 10 years. We successfully engaged Meadow Lake ECIP as a work placement provider in an ESWP program in the past. 3
http://publications.gov.sk.ca/documents/310/97062-2017%20Saskatchewan%20Detailed%20Occupational%20Outlook.pdf (Accessed April 11, 2018)
NORTH WEST COLLEGE
87
2018-2019 BUSINESS PLAN
Their role in the project includes: • Provide a variety of work placement opportunities within the childcare setting • Act as a mentor for participants • When possible, provide participants with employment opportunities after program completion Door of Hope – North West College has worked in various capacities with the Door of Hope for over 10 years. We successfully engaged the Door of Hope as a work placement provider in an ESWP program in the past. Their role in the project includes: • Provide a variety of work placement opportunities within the childcare setting • Act as a mentor for participants • When possible, provide participants with employment opportunities after program completion Northwest School Division - North West College has worked in various capacities with Northwest School Division for over 30 years. We successfully engaged the Northwest School Division as a work placement provider in an ESWP program in the past. Their role in the project includes: • Provide a variety of work placement opportunities within the childcare setting • Act as a mentor for participants • When possible, provide participants with employment opportunities after program completion
NORTH WEST COLLEGE
88
2018-2019 BUSINESS PLAN
Project Cost Form
Early Childhood Education Project Cost: 2018 – 2019 Program Year
Total Cost
Instructional Costs ABE-ESWP project delivery: $28, 333 • Instructors; • Specialized instructors, facilitators, or guest $4,375 speakers (include travel, accommodations, and meals if applicable). Total Instructional Costs: $32, 708
Ministry Funded
$28, 333 $4,375 $32, 708
Trainee Assessments CAAT Testing/interviews - $133.33 Total Trainee Assessment Costs: $2,000 Materials and Supplies $7,600 • Learner workbooks; $1,000 • Instructor workbooks; • Printing/copying. Total Materials and Supplies Costs: $8,600 Other • Insurance Fees: WCB and 3rd Party Liability; • Travel to off-site locations; • Community Building/Celebrations: employer networking, participant recognition/ graduation, costs associated to address barriers, etc. (please specify); and, • Knowledge exchange events & module creation and sharing costs Other costs as deemed necessary (please list ): Advertising Total Other Costs Recruitment Course Development Counseling and support of students Evaluation and data anaylsis/reporting Facilities Job Coaching TOTAL COST FOR PROJECT DELIVERY
NORTH WEST COLLEGE
$2,000
$7,600 $1,000 $8,600
$250
$250
$400
$400
$500
$500
$2,000 $3,000 $7,000 $6,000
$2,000 $3,000 $7,000 $6,000
$62,458
89
In-Kind Contribution
$41, 958
$20,500
2018-2019 BUSINESS PLAN
Project # 3 - Service and Hospitality Industry – Meadow Lake EXECUTIVE SUMMARY Through a partnership with Meadow Lake Tribal Council (MLTC) and the Meadow Lake Chamber of Commerce (MLCC), we are proposing a full-time, 12-week Essential Skills for the Workplace program with a concentration on Food Service and Retail. According to the Saskatchewan Detailed Occupational Outlook, 2017 – 2021, Food Counter Attendants as well as Kitchen Helpers & related support occupations are among the top 15 occupations with the most job openings that require less than a high school completion. 4 Hosted in Meadow Lake, participants will obtain the knowledge and skills required to work in settings relevant to Food Service and Retail. PROJECT OVERVIEW The purpose of this program is to assist employers and participants in filling employment gaps in the food and service industry in Meadow Lake and area. Participants will gain knowledge and employability skills to be successful in this field. The program will be hosted at North West College’s Meadow Lake Campus. There is an identified need in Meadow Lake and area for entry-level workers who possess skills in the Food Service and Retail field. Start date is November 5, 2018 and the end date is February 15, 2019.This program will be 60-days in length. This project will cost $26,700. PROJECT IMPLEMENTATION AND WORKPLAN Participant recruitment will be a joint effort between North West College (NWC) and MLTC. Recruitment will include advertising in the Meadow Lake area including social media, print posters and newspaper ads. We will also work closely with MLTC’s Social Development team to identify Social Assistance recipients who would benefit from this program. Learners will be assessed using the Canadian Adult Achievement Test (CAAT). The CAAT test will help in identifying the literacy and numeracy levels of participants at the start of the program. Participants are also given the CAAT test at the end of their program. This will identify the participant’s improvement with numeracy and literacy levels. Applicants will be screened and selected through a series of interviews which include a readiness-to-attend discussion with a career counsellor. This process identifies potential barriers to success, mitigation strategies and a review of the student’s personal career goals. We will begin the program by instructing learners in career exploration and job readiness based in the Circle of Learning Benchmarks. The Circle of Learning Benchmarks provides a holistic approach that is learner-centered and places value on individual learner’s goals and needs. The Saskatchewan Tourism Education Council (STEC) provides courses on food and beverage servers, as well as sales and service. This material, combined with North West College developed material, will form the basis for the curriculum.
4
http://publications.gov.sk.ca/documents/310/97062-2017%20Saskatchewan%20Detailed%20Occupational%20Outlook.pdf (Accessed April 11, 2018)
NORTH WEST COLLEGE
90
2018-2019 BUSINESS PLAN
Students will be given relevant safety ticket training based on identified work placement recommendations. All students will receive First Aid and CPR C with AED, WHMIS and TDG. There will be the minimum two-week work placement included in this project. We are also in discussions with the NWC Professional Cooking program to provide relevant work experience to our students. Any such arrangement would be above and beyond the two-weeks of off-campus work experience. Our partners in this program will be the Meadow Lake Tribal Council, & Meadow Lake Commerce. Program Time Line Start Date End Date STEC Courses Nov 5, 2018 Feb 15, 2019 Relevant Safety Training Nov 5, 2018 Feb 15, 2019 CLB Benchmarks and Work Readiness Nov 5, 2018 Feb 15, 2019 Work Placement Feb 4, 2019 Feb 15, 2019 Total
Chamber of # of Days 20 5 25 10 60
Our rationale for this proposal includes the findings in the Saskatchewan Detailed Occupational Outlook, 2017 – 2021 5 which identified the following job openings in related fields to our ESWP project: Occupation Skill Level Job Outlook Net Job Openings Food Counter Attendants, Kitchen Helpers LHS Good 1340 Cashiers LHS Good 1070 Retail Sales people HS Good 2450 Food and Beverage Servers HS Good 1070 Total 5930 PS = Post Secondary HS = High School Completion LHS = Less than High School Completion PARTNERSHIPS MLTC – North West College has worked in partnership with MLTC for over 15 years in assessing and meeting the educational needs of community members. Their role in the project includes: • • • • • • •
Assisting North West College with recruitment of participants and identifying members on Social Assistance who would benefit from this program. Provide, if possible, top-up incentives for participants Provide transportation as needed for participants Provide support to learners who require child care. Provide a variety of work placement opportunities within the service setting Act as a mentor for participants When possible, provide participants with employment opportunities after program completion
5
http://publications.gov.sk.ca/documents/310/97062-2017%20Saskatchewan%20Detailed%20Occupational%20Outlook.pdf (Accessed April 11, 2018)
NORTH WEST COLLEGE
91
2018-2019 BUSINESS PLAN
Meadow Lake Chamber of Commerce – North West College has successfully partnered with the Meadow Lake Chamber of Commerce on a previous ESWP. They have provided experience and direction to participants and our institution alike. Their role in the project includes: • • • •
Provide contacts to a variety of work placement opportunities within the service industry Advocate to their members for participation in this educational program Act as a mentor for participants When possible, provide participants with linkage to employment opportunities after program completion
NORTH WEST COLLEGE
92
2018-2019 BUSINESS PLAN
Project Cost Form
Service and Hospitality Project Cost: 2018 – 2019 Total Cost Program Year Instructional Costs ABE-ESWP project delivery: $13, 711 • Instructors; and, • Specialized instructors, facilitators, or guest $5,000 speakers (include travel, accommodations, and meals if applicable). Total Instructional Costs: $18,711
Ministry Funded
$13, 711 $5,000 $18,711
Trainee Assessments CAAT Testing/interviews - $133.33 Total Trainee Assessment Costs: $2,000 Materials and Supplies $4,749 • Learner workbooks; • Instructor workbooks; and, $1,000 • Printing/copying. Total Materials and Supplies Costs: $5,749 Other • Insurance Fees: WCB and 3rd Party Liability; • Travel to off-site locations; • Community Building/Celebrations: employer networking, participant recognition/ graduation, costs associated to address barriers, etc. (please specify); and, • Knowledge exchange events & module creation and sharing costs
$2,000
$4,749 $1,000 $5,749
$250
$250
Other costs as deemed necessary (please list ): Association Fees & Dues Exchange amount for Curriculum
$315 $1316
$315 $1316
Advertising Counseling and support of students Evaluation and data anaylsis/reporting Facilities Job Coaching
$500 $2,000 $3,000 $7,000 $6,000
TOTAL COST FOR PROJECT DELIVERY
NORTH WEST COLLEGE
$46,841
93
In-Kind Contribution
$500 $2,000 $3,000 $7,000 $6,000 $28,591
$20,500
2018-2019 BUSINESS PLAN
Project # 4 - Literacy and EAL ESWP Program – North Battleford EXECUTIVE SUMMARY North West College will deliver a part-time program, with three afternoons of programming per week, for 34 weeks, for a total of 204 hours, running from September 17, 2018 to May 31, 2019. The project would be for Level One and English as an Additional language learners, and could accommodate 20 learners. The students in the program will spend time both in the classroom honing their skills as well as in the school completing volunteer work hours. We will expect to have 12 learners complete this program, with a portfolio, which will give them a realistic chance of employment. Employers will be requested to provide a letter of reference and/or feedback to the student. We have a variety of employer with agreements with North West College for a variety of purposes. We will access those employers during this program. Our goal will be to have twothirds of the students enter employment upon completion of the program. The deliverables include assessment and intake, classroom based instruction and skill development including life skills, portfolio development including individualized employment plan, certification training (appropriate to needs of students and goals), and work placement and on the job training and coaching. PROJECT OUTLINE This project will begin September 17, 2018 and end May 31, 2019. There will be 20 seats offered to literacy learners and EAL learners The program will begin with informal evaluation of skills and soft skill development. Formalized assessment of skills will be undertaken in early October in order to develop individualized plans. The program would be specifically designed for individuals who would find it difficult to attend on a full time basis, because of various responsibilities and/or barriers such as transportation and childcare. Students would be able to access programming at the school 3 afternoons per week. Job coaches will be available to provide transportation to work placements. City bus passes will also be made available for those students wishing to use public transportation. Our “Autoskills” computer program is ideally suited to building literacy and numeracy skills for Level One and Two learners with added value of learning to use a computer - a big step for many students. The program also provides an excellent assessment of how students are progressing through reports to the instructor. The classroom program will focus on developing essential skills: communication skills, using workplace materials workplace mathematics, using classroom instruction, tutors, and computerized instruction using our “Autoskills” software computer skills portfolio development, including career research employability skills including expectations, rights and responsibilities
NORTH WEST COLLEGE
94
2018-2019 BUSINESS PLAN
life skills parenting skills Specific workplace certification, such as Safe Food Handling training, will be provided where appropriate for individual needs. Courses which will be considered will be First Aid/CPR, WHMIS and Driver Training. The workplace component will consist of a minimum of 4 weeks in the workplace spread out throughout the program. The goal will be to have each student complete a one week work placement in December and March, leading up to a two week placement in June. Job coaches will be used to orient students to the employer’s expectations, and provide ongoing support, as many students will have low confidence and few problem solving skills in the work environment. Students will be involved in determining appropriate placements, but the focus will be on connecting students with realistic opportunities for future employment. Transportation to work placements will be provided if required. The students will have an individualized employment plan which identifies skills for continuous improvement. Every effort will be made to facilitate student success. The students will be provided support from student services associates, job coaches and qualified instructors. Students will be provided with career counseling to help them plan their career path and develop their portfolio. Every effort will be made to address barriers such as transportation and childcare. TARGETED OUTCOMES We will expect to have 12 learners complete this program, with a portfolio which will give them a realistic chance of employment. Our goal will be to have two-thirds of the students enter employment upon completion of the program. Other outcomes include: • Improved learning support in the home • Personal Portfolio • Individual Employment Plan • Increase in essential skills – communications, math and computers • Obtain specific certifications that are useful for employment • Understanding of employee and employer rights and responsibilities • Satisfied employers DELIVERABLES Deliverables Include: • Assessment and intake • Classroom based instruction and skill development – individualized plans • Portfolio development including individualized employment plan • Certification training (appropriate to needs of students and goals) • Work placement and on the job training and coaching
NORTH WEST COLLEGE
95
2018-2019 BUSINESS PLAN
CIRCLE OF LEARNING OUTCOMES Learners will be assessed using the Circle of Learning Outputs. We have developed a checklist to allow for demonstration of each of the outcomes described in the document. This will allow us to monitor both the learner and project simultaneously. OBCM OUTCOMES All four of the OBCM outcomes will be achieved in this program. We will assess the outcomes using the CoL checklists as well as through learner surveys. This will provide us with statistical data regarding the achievement levels of each outcome. EVALUATION PLAN We will monitor learner success on an ongoing basis. We will retest essential skills using the same test used for placement in the program, to measure growth. Learner surveys will be used to evaluate the program and will ensure data that aligns with the ABE_ESWP outcomes. The learner’s portfolio will also be assessed as part of the evaluation process. Learners will be provided with a checklist of skills based on the Circle of Learning Benchmarks at the beginning and end of the program. They will also receive a confirmation of competencies certificate at the end of the program to go in their portfolios. EAL learners will be assessed based on the LINC assessment from their program. PROJECT ACTIVITIES & TIMELINE 1. Orientation to program including skills assessments, career research, testing 2. Certification courses as needed eg. First Aid/CPR; Food Safe, WHMIS 3. Essential Skills Workbooks and academic work using SkillPlan BC workbooks as well as ABE Math and Communications 4. Resume writing, interview skills, etc. 5. Essential Skills Workbooks and academic work using SkillPlan BC workbooks as well as ABE Math and Communications 6. Computer skills, Oral Communication, Dealing with Conflict in the Workplace, Forms for work, Budgeting 7. Work placements
3 weeks 2 weeks 10 weeks 3 weeks 6 weeks 6 weeks 4 weeks
PARTNERSHIPS Blackjack Holding - Sub-contractor for all safety tickets.
NORTH WEST COLLEGE
96
2018-2019 BUSINESS PLAN
Project Cost Form Literacy & EAL Program
Total Cost
Instructional Costs Instructor Job Coach Safety certificate training Total Instructional Costs
Trainee Assessments Indicate the assessment tool(s) you will use (CAAT B, Job Success Surveys, Interviews) Total Trainee Assessment Costs: Materials and Supplies Learner workbooks Instructor workbooks Printing/copying Total Materials and Supplies Costs: Program Development Pre-course and post-course development (Will be done by Basic Ed Coordinator) Total Program Development Costs: Other Counseling and support of students Evaluation and data analysis/reporting Facilities Total other costs: Total Cost for the Program
NORTH WEST COLLEGE
Portion requested
In-Kind Contribution
18,000 6,000 3,500
9,000
9,000 6,000
$27,500
$12,500
$15,000
$2,000
nil
$2,000
$6,000
$4,000
$2,000
$3,000
nil
$3,000
$3,000
$3,000
2,000 3,000 5,000
2,000 3,000 5,000
$12,000
$10,000
$48,500
97
3,500
$16,500
$32,000
2018-2019 BUSINESS PLAN
Project #5 - Home Repair and Maintenance for Women and Youth – North Battleford EXECUTIVE SUMMARY North West College will deliver an eleven-week Basic Home Maintenance and Repair program to develop skills for women and youth in the community of North Battleford. We will identify learners from our current waitlists, as well as from the three local high schools. Learners will develop the nine workplace essential skills as well as some basic home repair skills. The goal will be to foster independence for the learners. Learners will also be able to apply their knowledge to a variety of employment opportunities. We will expect to have 15 learners complete this program, with a portfolio, which will give them a realistic chance of employment. Employers will be requested to provide a letter of reference and/or feedback to the learner. We have a variety of employer with agreements with North West College for a variety of purposes. We will access those employers during this program. Our goal will be to have twothirds of the learners enter employment upon completion of the program. The deliverables include assessment and intake, classroom based instruction and skill development including life skills, portfolio development including individualized employment plan, certification training (appropriate to needs of learners and goals), and work placement and on the job training and coaching. PROJECT OUTLINE This project will begin October 1, 2018 and end December 14, 2018. There will be 15 seats. Applicants will be contacted for an interview to discuss the appropriateness of the program for their needs at this time. Openings which might come up in the program will be filled from the current NWC waitlist. The classroom program will focus on the development of the following:
Tools and Safety Basic Carpentry Trim Carpentry Basics of Electricity Electrical Repair and Troubleshooting Drywall Installation Drywall finishing and repair Plumbing Basics Plumbing Repair
The program will begin with a week of tools and safety training. It will also include WHMIS and CSTS certification. This will allow students to feel more comfortable around the tools as well as ensure a safe working environment. It will also include some basic math skills to ensure accurate measuring.
NORTH WEST COLLEGE
98
2018-2019 BUSINESS PLAN
The workplace component will consist of a minimum of 2 weeks in the workplace for each group. Job coaches will be used to orient learners to the employer’s expectations, and provide ongoing support, as many learners will have low confidence and few problem solving skills in the work environment. Learners will be involved in determining appropriate placements, but the focus will be on connecting learners with realistic opportunities for future employment. Transportation to work placements will be provided if required. Every effort will be made to facilitate learner success. The learners will be provided support from learner services associates, job coaches and qualified instructors. Learners will be provided with career counseling to help them plan their career path and develop their portfolio. Every effort will be made to address barriers such as transportation and childcare. PROJECT IMPLEMENTATION RECRUITMENT We will recruit for this program in a variety of ways. The first will be to access our current Level 1 and 2 waitlists. There are a number of learners that have also previously identified as desiring an ESWP program from previous recruiting. Our second strategy will be to make contact with our local school divisions to determine if they have members requiring such a program. Our intake process consists of CAAT testing, writing samples, and a variety of interviews with the Career Counsellor to determine fit, Learner Services Associate to determine possible barriers, and the Basic Education Coordinator to discuss academic level. EVALUATION PLAN We will monitor learner success on an ongoing basis. We will retest essential skills using the same test used for placement in the program, to measure growth. Learner surveys will be used to evaluate the program and will ensure data that aligns with the ABE_ESWP outcomes. The learner’s portfolio will also be assessed as part of the evaluation process. Learners will be provided with a checklist of skills based on the Circle of Learning Benchmarks at the beginning and end of the program. They will also receive a confirmation of competencies certificate at the end of the program to go in their portfolios. TARGETED OUTCOMES We will expect to have 15 learners complete this program, with skills that will give them a realistic chance of being self-reliant enough to maintain their own homes. Our goal will be to have two-thirds of the students complete the program.
NORTH WEST COLLEGE
99
2018-2019 BUSINESS PLAN
DELIVERABLES Other outcomes include: • Empowered individuals with increased self-esteem and self-awareness • Obtain specific certifications that are useful for employment • Satisfied First Nation – move some residents towards personal sustainability Deliverables Include: • Assessment and intake • Classroom based instruction and skill development • Basic understanding of tools and maintenance • Basic understanding of trades involved in the home CIRCLE OF LEARNING OUTCOMES Learners will be assessed using the Circle of Learning (CofL) Outputs. We have developed a checklist (Appendix B) to allow for demonstration of each of the outcomes described in the document. This will allow us to monitor both the learner and project simultaneously. OBCM OUTCOMES All four of the OBCM outcomes will be achieved in this program. We will assess the outcomes using the CoL checklists as well as through learner surveys. This will provide us with statistical data regarding the achievement levels of each outcome.
PROJECT ACTIVITIES & TIMELINE PROJECT ACTIVITIES 8. Tools and Safety • Includes Safety Tickets • Math 9. Basic Carpentry 10. Trim Carpentry 11. Basics of Electricity 12. Electrical Troubleshooting and Repair 13. Drywall Installation 14. Drywall Finishing and Repair 15. Plumbing Basics 16. Plumbing Repair 17. Work placement
TIMELINES 1 week 1 week 1 week 1 week 1 week 1 week 1 week 1 week 1 week 2 weeks
PARTNERSHIPS Blackjack Holding - Sub-contractor for all safety tickets. Living Sky School Division – Possible learner identification Light of Christ catholic School division – Possible learner identification
NORTH WEST COLLEGE
100
2018-2019 BUSINESS PLAN
Project Cost Form Home Repair and Maintenance for Women and Youth Instructional Costs Instructor Safety certificate training Job Coaching Total Instructional Costs Trainee Assessments Indicate the assessment tool(s) you will use (CAAT B, Job Success Surveys, Interviews) Total Trainee Assessment Costs: Materials and Supplies Learner workbooks Instructor workbooks Printing/copying Tools Materials Total Materials and Supplies Costs: Program Development Pre-course and post-course development (Will be done by Basic Ed Coordinator) Total Program Development Costs: Other Counseling and support of students Evaluation and data analysis Facilities Total other costs: Total Cost for the Program
NORTH WEST COLLEGE
Total Cost
In-Kind Contribution
21,000 2,000 6,000
21,000 2,000
$23,000
$23,000
$6,000
$2,000
nil
$2,000
$12,000
$10,000
$2,000
$3,000
nil
6,000
$3,000
$3,000
$3,000
2,000 3,000 5,000
2,000 3,000
$10,000 $56,000
101
Portion requested
5,000 $5,000 $38,000
$2,500 $18,000
2018-2019 BUSINESS PLAN
Project # 6 - Pre-Trades Essential skills for the Workplace – North Battleford EXECUTIVE SUMMARY North West College will deliver a 80 day Pre-Trades program to develop skills in the community of North Battleford. We will identify learners from our current waitlists. Learners will develop the nine workplace essential skills as well as focus on pre-trades math and language development. The goal will be to prepare learners for entrance into apprenticeship opportunities, or the ability to write the Accuplacer exam, which would allow them to pursue a trade through special admission into Applied Certificate programs. We will expect to have 15 learners complete this program, with a portfolio, which will give them a realistic chance of employment. Employers will be requested to provide a letter of reference and/or feedback to the learner. We have a variety of employer with agreements with North West College for a variety of purposes. We will access those employers during this program. Our goal will be to have twothirds of the learners enter employment upon completion of the program. The deliverables include assessment and intake, classroom based instruction and skill development including life skills, portfolio development including individualized employment plan, certification training (appropriate to needs of learners and goals), and work placement and on the job training and coaching. PROJECT OUTLINE This project will begin October 29, 2018 and end March 8, 2018. There will be 15 seats, offered to applicants identified and assessed as Level Two or Three by North West College. Applicants will be contacted for an interview to discuss the appropriateness of the program for their needs at this time. Openings which might come up in the program will be filled from the waitlist. The classroom program will focus on the development of the following:
Pre-trades Math Pre-trades Science Workplace Communication Trades exploration Ethics Computer skills Access to the Accuplacer exams for those applying to Applied Certificate programs Access to GED preparation and exams for those individuals who progress to that level
The program will begin with a week of life skills training. It will also include specific workplace certification. Courses which will be considered will be First Aid/CPR, WHMIS and H2S Alive. As well, we will facilitate Driver Education for all students at both the Class 7 and Class 5 levels.
NORTH WEST COLLEGE
102
2018-2019 BUSINESS PLAN
Every effort will be made to facilitate learner success. The learners will be provided support from learner services associates, job coaches and qualified instructors. Learners will be provided with career counseling to help them plan their career path and develop their portfolio. Every effort will be made to address barriers such as transportation and childcare.
PROJECT IMPLEMENTATION RECRUITMENT We will recruit for this program in a variety of ways. The first will be to access our current Level 1 and 2 waitlists, followed by a review of previous applicants to trades programs at NWC that were unsuccessful. There are a number of learners that have also previously identified as desiring an ESWP program from previous recruiting. Our second strategy will be to make contact with our local school divisions to determine if they have members requiring such a program. Our intake process consists of CAAT testing, writing samples, and a variety of interviews with the Career Counsellor to determine fit, Learner Services Associate to determine possible barriers, and the Basic Education Coordinator to discuss academic level. EVALUATION PLAN We will monitor learner success on an ongoing basis. We will retest essential skills using the same test used for placement in the program, to measure growth. Learner surveys will be used to evaluate the program and will ensure data that aligns with the ABE_ESWP outcomes. The learner’s portfolio will also be assessed as part of the evaluation process. Learners will be provided with a checklist of skills based on the Circle of Learning Benchmarks at the beginning and end of the program. They will also receive a confirmation of competencies certificate at the end of the program to go in their portfolios. TARGETED OUTCOMES We will expect to have 15 learners complete this program, with a portfolio which will give them a realistic chance of employment. Our goal will be to have two-thirds of the students enter employment or Applied Certificate training upon completion of the program. Other outcomes include: • Empowered individuals with increased self-esteem and self-awareness • Personal Portfolio and resume • Individual Employment Plan • Increase in workplace essential skills – communications, math and computers • Obtain specific certifications that are useful for employment • Understanding of employee and employer rights and responsibilities • Satisfied First Nation – move some residents towards personal sustainability
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2018-2019 BUSINESS PLAN
Deliverables Include: • • • • •
Assessment and intake Classroom based instruction and skill development; including life skills Portfolio development including individualized employment plan Certification training (appropriate to needs of students and goals) Accuplacer testing
CIRCLE OF LEARNING OUTCOMES Learners will be assessed using the Circle of Learning (CoL) Outputs. We have developed a checklist (Appendix B) to allow for demonstration of each of the outcomes described in the document. This will allow us to monitor both the learner and project simultaneously. OBCM OUTCOMES All four of the OBCM outcomes will be achieved in this program. We will assess the outcomes using the CoL checklists as well as through learner surveys. This will provide us with statistical data regarding the achievement levels of each outcome.
EVALUATION PLAN We will monitor student success on an ongoing basis. We will retest essential skills using the same test used for placement in the program, to measure growth. Student surveys will be used to evaluate the overall program. Learner surveys will be used to evaluate the program and will ensure data that aligns with the ABE_ESWP outcomes. The learner’s portfolio will also be assessed as part of the evaluation process. Learners will be provided with a checklist of skills based on the Circle of Learning Benchmarks at the beginning and end of the program. They will also receive a confirmation of competencies certificate at the end of the program to go in their portfolios. PROJECT ACTIVITIES & TIMELINE PROJECT ACTIVITIES 18. Life Skills and Trades Exploration 19. Pre-Trades Math 20. Pre-Trades Science 21. Workplace Communication 22. Computer Skills 23. Safety Tickets 24. Accuplacer exam preparation 25. Driver Training
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TIMELINES 20 hours 100 hours 100 hours 100 hours 45 hours 30 hours 45hours 20 hours
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Project Cost Form Pre-trades Program
Total Cost
Instructional Costs Instructor Job Coaching Safety certificate training Driver Training Total Instructional Costs Trainee Assessments Indicate the assessment tool(s) you will use (CAAT B, Job Success Surveys, Interviews) Total Trainee Assessment Costs: Materials and Supplies Learner workbooks Instructor workbooks Printing/copying Total Materials and Supplies Costs: Program Development Pre-course and post-course development (Will be done by Basic Ed Coordinator) Total Program Development Costs: Other Counseling and support of students Evaluation and data analysis/reporting Facilities Total other costs: Total Cost for the Program
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105
Portion requested
In-Kind Contribution
23,300 6,000 9,500 6,000
23,300
$44,800
$38,800
$6,000
$2,000
nil
$2,000
$6,000
$4,000
$2,000
$3,000
9,500 6,000
nil
6,000
$3,000
$3,000
$3,000
2,000 3,000 5,000
5,000
2,000 3,000
$12,000 $65,800
$9,500 $45,800
$5,000 $20,000
2018-2019 BUSINESS PLAN