Issuu

2022-2025 BUSINESS PLAN May 3, 2022

Table of Contents

EXECUTIVE SUMMARY ....................................................................................................................... 2 NORTH WEST COLLEGE – OVERVIEW ............................................................................................. 4 A.

2022-2025 INSTITUTIONAL PLAN................................................................................................ 6

STRATEGIC PLANNING OVERVIEW .................................................................................................. 7 Theme 1: Student Success and Employable Labour Force .............................................................. 8 Theme 2- Engaged Community ....................................................................................................... 10 Theme 3- Committed and Proud Team ........................................................................................... 12 Theme 4- High-Performance Organization ...................................................................................... 13 B. STRATEGIC INITIATIVES .............................................................................................................. 15 Major Strategic Initiative 1 – Sustainability ...................................................................................... 15 Major Strategic Initiative 2 – Mental Health ..................................................................................... 16 Major Strategic Initiative 3 – Diversifying Programming .................................................................. 17 C. COLLABORATIVE PLANNING ...................................................................................................... 18 D. PROGRAM PLAN ........................................................................................................................... 21 Essential Skills (Adult Basic Education) .......................................................................................... 22 English as an Additional Language.................................................................................................. 27 Institute Credit .................................................................................................................................. 27 Non-subsidized Programs ................................................................................................................ 31 University .......................................................................................................................................... 32 Student and Employer Supports ...................................................................................................... 33 E. HUMAN RESOURCES.................................................................................................................... 36 Strategic Focus ................................................................................................................................ 36 F. INFORMATION TECHNOLOGY .................................................................................................... 38 G. INFRASTRUCTURE MANAGEMENT OCCUPANCY PLAN ........................................................ 40 H. SUSTAINABILITY .......................................................................................................................... 43 I. 2022-23 BUDGET ............................................................................................................................. 44 PART A. Projected Business Financial Statements and Key Assumptions .................................... 45 PART B. Financial Impacts of Identifiable Risks ............................................................................. 45 J. 2023-24 AND 2024-25 BUDGET ESTIMATES ............................................................................... 48 CONCLUSION ..................................................................................................................................... 50 APPENDICES Appendix A – Financial Statements ..................................................................................................... 51 Appendix B – Skills Training Allocation Program Management Plan .................................................. 60 Appendix C – Essential Skills (Adult Basic Education) Program Management Plan .......................... 67 Appendix D – English as a Second Language Program Enrolment Plan ........................................... 68 Appendix E – Multi-Year Funding Accountability Report Template.......................................................69

EXECUTIVE SUMMARY

Responding to needs of students and local industry, for more than four decades, North West College (NWC) delivers training and services to facilitate the growth of the communities it serves. The College is responsive to regional labour market demands and aligns the educational programming it offers to ensure continued social and economic development. This translates to the College being a respected educational provider offering a range of programs and services that extend from workplace readiness training to graduate programs in education. NWC embraces its mission to enhance the wellbeing of the communities it serves. North West College has also been a leader in the provision of student services and in linking students to employment. Our strong labour force engagement strategy prepares students to build skills sought by employers, obtain practical workplace experience, make sound career choices, and assist in a smooth transition to employment. An annual needs assessment process aims to have contact with all major employers annually. A business survey conducted in March 2022 solicited input from employers regarding training needs, trends, and challenges. One of the College’s focal areas has been the provision of health care education. Psychiatric Nursing has been the latest addition to the complement of health programming in North Battleford. With three cohorts of Psychiatric Nurses migrating through their 2.5 year program, and with NWC’s Practical Nursing students, Continuing Care Assistants, visiting nursing students from University of Regina/Saskatchewan Polytechnic’s collaborative program, plus Saskatchewan Polytechnic’s cohort of Psychiatric Nurses in year two and year three, all vying for use of the bed lab and classroom space, the Battlefords Campus has exceeded its capacity. The Provincial budget released on March 23rd, 2022 provided a necessary investment for an expansion and upgrading of the health science bed lab at Battlefords Campus. In order to ensure a high quality educational experience in this lab, the College will need to seek community support or further funding to equip the space. A new campus is critical to the continued success and growth of North West College. Available space for programming has been maximized, and without appropriate space available to lease in the community NWC continues to advocate for a new campus in the Battlefords. The most recent strategic planning process reaffirmed the need for a new building. This new strategic plan ensures the College is on track to meet the needs of business and industry, and to meet the strong demand for skilled staff. In the absence of this urgently needed campus, meeting industry/labor market needs is extremely challenging. There is alignment with Saskatchewan’s Growth Plan 2020-30 through emerging priorities such as the advent of an international student program, a renewed commitment to training needs assessment activities with regional business and industry, and trades training to support the province’s goal of increased manufacturing output. Meadow Lake Campus provides a variety of trades programming each year including a partnership with SIIT’s Process Operator Technician program. Graduates of these trades programs are readily employed by the forestry mills in the region. NWC is investing in the Ministry of Advanced Education’s international education strategy; a new initiative is underway to expand student recruitment. The first cohorts of international students are expected to begin their studies on the Meadow Lake and Battlefords Campuses in September 2022. After completion of their diploma programs, they can apply for a three-year work visa and it is hoped they will work towards citizenship and help alleviate local labour demands and enrich our communities. NWC’s international strategy will support both our sustainability and diversity goals.

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The 2022-23 provincial budget confirms the College will have the resources to continue its provision of a wide range of programming. An example is the Psychiatric Nursing program in North Battleford where the new Saskatchewan Hospital had more job vacancies for Psychiatric Nurses than the rest of the province combined. The first NWC Psychiatric Nursing class graduated eleven students in December 2021. It is well known that training or educating local students are more likely to remain and work in the region. Our intention is to leverage this fact through an expansion of health programming and University laddering degree options to meet regional labor demands.

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NORTH WEST COLLEGE – OVERVIEW

NWC is one of eight publicly funded colleges in Saskatchewan. The Regional College system, as a collective, serves 26% of all students utilizing less than 8% of the entire provincial PostSecondary budget. As independent institutions who serve the needs of our respective communities, and as a collective system through the collaborative efforts of the Association of Saskatchewan Regional Colleges (ASRC), colleges not only play a key and integral role for the economic success of the province, but they do so efficiently given our funding allocations. Spanning over 44,000 square kilometers, one-third of Saskatchewan’s First Nations communities are situated within NWC’s service catchment area (Fig. 1). One third of the region’s 91,000 residents are of aboriginal descent. North West College delivered programming in 23 communities during 2020-21, including 15 First Nations. There is a greater proportion of youth in the province relative to other parts of the country. This poses both challenges and opportunities for the delivery of basic education and post-secondary education. With over 60% of the student body having self-declared aboriginal ancestry, the College is making strong gains towards enhancing educational attainment, employment and social outcomes in the region. i) ii) iii) iv) v) vi)

Approximately 1,750 distinct students in 2020-21. NWC is one of the province’s major providers of Adult Basic Education. NWC delivers brokered curriculum while providing personalized support critical to student success. In addition to Institute Credit programs, NWC will continue to invest in University programming to meet the demand of our students and industry in our region. Including all program areas, indigenous students (self-identifying as First Nations, Métis or Inuit) represented 63% of our full-time and part-time students in 2020-21. NWC continues to experience steady demand in English as an Additional Language (EAL) programming due to increased immigration to the NWC region.

Student Services provide the value-added and individualized guidance needed to remove barriers to student success and addresses labour market needs. A comprehensive intake process, regular meetings with Student Services staff, career counselling and job coach services ensure that students feel valued through their education experience and supported as they successfully enter into the labour market.

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Figure 1. Map of North West College Region

• • •

91,000 residents in 2 cities, 48 towns and villages, 29 Rural Municipalities and 26 First Nations Home of 1/3 of Saskatchewan’s First Nations Communities Major industries: Health Care, Retail Trade, Public administration, Educational services, Accommodation and Food Services, Agriculture, Forestry, Fishing and Hunting, Manufacturing, Arts, Entertainment and Recreation, Finance and Insurance and Construction

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A. 2022-2025 INSTITUTIONAL PLAN

The development of NWC’s 2022-25 Business Plan includes the following assumptions: i) All programs will occur through face to face delivery for the 2022-23 academic year. Technology based solutions will still be in place, including but not limited to blended delivery. ii) The College will return to pre-Covid enrolments and seat capacity - now that the Covid restrictions have been removed. iii) NWC is anticipating a 4% increase in tuition as we return to pre-Covid conditions. iv) The impact of the change in public policy to Adult Basic Education student financial assistance will not be well known for a year. The College has assumed fewer students will be able to participate in programming and forecasted seats accordingly. v) Local business support for workforce training will return to pre-Covid participation rates. vi) The College will continue to require additional technology support for staff and students. vii) Implementation of Covid health and safety protocols are part of regular operations. viii) Activities and priorities as established and identified for the 2022-25 academic years are based on our new 2022-25 strategic plan (to be discussed below). ix) Ministry support to ensure post-secondary institutions operate in a collaborative and noncompetitive manner and will assist in preventing other institutions from providing programs and services in the NWC region.

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STRATEGIC PLANNING OVERVIEW

On July 1, 2022, NWC will launch a comprehensive, multi-year, strategic plan – Strength in Numbers – Strategic Plan 2022-25. Actionable key performance indicators (KPI) were established using the balanced scorecard method, with annual benchmarks of achievement and accountability. All aspects of NWC’s mandate were taken into account in the development of this strategic plan to ensure alignment with government priorities identified in the Saskatchewan’s Growth Plan (SGP), and other guiding documents from the Ministries of Advanced Education and Immigration and Career Training. The NWC Board commenced planning for a new three-year strategic plan (2022-25) during the fall of 2021. This plan was developed with stakeholder workshops and input. The Board has approved the 2022-25 directions and priorities, along with associated KPIs. The official launch of this plan will take place in the fall of 2022. The 2022-25 Plan will focus on four themes: i) Student Success and Employable Labour Force. ii) Engaged Community. iii) Committed and Proud Team. iv) High-Performance Organization.

NWC matrices focus on areas where the greatest impact for the betterment of our students and the institution will be achieved. In addition to above, three key priorities of the new Strategic Plan for the College remain: i) The construction of a community-based new campus in the Battlefords. ii) The continued implementation and focus on a robust economic diversification strategy to lessen dependency on provincial government operating funds and address the programming needs of business and industry. iii) The expansion of health programming and University laddering degree options to meet regional labor demands.

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At the time of this submission and in addition to NWC’s new strategic plan, the following have influenced NWC’s strategic priorities, goals and measures: i) North West College 2022-25 Strategic Plan – Balanced Scorecard. ii) Performance framework included in our 2022-23 budget letter. iii) Saskatchewan’s Growth Plan – The Decade of Growth 2020-2030. iv) Advanced Education’s Plan for 2022-23. v) Immigration and Career Training, Plan for 2022-23. NWC will align directly with the goals, strategies and actions in each of our two Ministry’s 202223 plans, which in turn align to the Government goals: i) A strong economy. ii) Strong Communities, and iii) Strong Families. In addition, NWC has aligned with the following actions from Saskatchewan’s Growth Plan: i) Developing Saskatchewan’s labour force. ii) Growing our population by keeping more young people in Saskatchewan and increasing immigration to the province. iii) Growing Indigenous participation in the economy through the growth of Saskatchewan’s natural resource industries and labour market development. iv) Delivering on the purpose of growth by ensuring growth builds a better quality of life for Saskatchewan’s families and communities. v) Supporting the transformation of Saskatchewan’s economy through technology and the growth of Saskatchewan’s technology sector. vi) Growing Saskatchewan’s agricultural economy. vii) Growing Saskatchewan's oil, gas, and natural resource economy. viii) Adding value and increasing Saskatchewan-based processing of the province’s agricultural products. ix) Promoting the quality and sustainability of Saskatchewan’s agricultural and natural resource exports. x) Engaging internationally to secure access and expand international markets for Saskatchewan’s products.

Theme 1: Student Success and Employable Labour Force Facilitate Student Success and Employment

The first theme calls on the College to be accessible and responsive. ‘Student Success and Employable Labour Force’ is at the forefront of the College’s purpose and several objectives are a continuation of long standing efforts. Educated and skilled graduates contribute to economic growth by fulfilling employer labour demands. Improving student employment and earning prospects reduces turnover for employers and provides a quality of life over time that benefits the students and their families. NWC continues to prioritize the success of First Nation and Métis students, and endeavor to build a labour force that is representative of our region. As pandemic restrictions are lifted and we learn to live with Covid-19 NWC’s plan is to return to normal capacity in the fall of 2022. There is optimism that student retention and resulting student success will improve markedly relative to the past two years. While the College was successful at pivoting to hybrid and online learning when needed, and plans to use of these options where appropriate, there is little question that off-campus participation did not translate into the desired rates of completion and graduation. Another strategic objective in this theme is to ‘facilitate student success and employment’. With a greater proportion of time spent on-campus the student experience will benefit from greater interaction with the NWC Student Services team. Staff are prepared to be proactive in the

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provision of services required by students and to serve the increasing number of students needing accommodations.

Expand and Diversify Program Options & Delivery

A commitment to assessing training needs region-wide aligns with the Ministry of Advanced Education’s (AE) expectations to be responsive and accountable. Programs will be provided where needed, to best meet labour market demands. Pursuing micro credentials will enable the College to be agile in responding to business and industry needs. The College is currently assessing micro credential programming needs and determining which offerings to launch. Recent discussion with First Nations partners supports the need for office software training for band workers. Another potential micro-credential in preemployment cooking. The first NWC international students will arrive in the fall of 2022 for diploma programs in North Battleford and Meadow Lake. A new position, International Education Coordinator, was initiated in March 2022 to recruit international students and to ensure processes are in place to welcome and support them during their program. This position has connected to an AE ministry committee to discuss opportunities, recruitment, and strategies with other regional college staff.

Support Employer Needs

Committed to employer engagement, the College will meet regional needs by providing workready graduates and/or through the upskilling of the existing workforce. Work placement opportunities are integrated into programs to apply theory to practice thereby ensuring students have the necessary skills and confidence to enter the workforce. The placement opportunities afforded by regional employers provides students with an excellent opportunity to make a good impression and potentially secure employment upon graduation. In addition, these placements provide the connection with employers that facilitates NWC’s assessment of training needs as well as the quality of training being provided. In some cases, these mutually beneficial relationships lead to scholarship contributions and general support for the College.

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Table 1. Strength in Numbers - Strategic Plan 2022-25 – Student Success and Employable Labour Force. Government of Saskatchewan: A Strong Economy Government of Saskatchewan Goal: Ensure Saskatchewan’s post-secondary institutions and training providers are highly responsive to the needs of the economy – including the requirements of employers and industries, the needs of students and the needs of workers who are already in jobs Ministry of Advanced Education Goal: Meet the post-secondary needs of the province Ministry of Immigration & Career Training Goal: Meet employer demand for a skilled workforce North West College Goals: C1. Facilitate Student Success & Employment C2. Expand and Diversify Program Options and Delivery C3. Support Employer needs North West College Strategies: C1 To provide comprehensive student supports to enhance the students learning and ensure success C2 Identify and pursue opportunities for programming responsive to the needs of their communities. C3 To expand collaborative relationship supports curriculum outcomes, scholarship and equipment needs, work integrated learning, and ultimately the hiring our students Institution Performance Measures: C1 1. Increase Institute Credit and ABE credit graduates who are employed or are pursuing further education, in 60-90 day follow up C3 1. Increase percentage of programs with workplace experiences including placements and practicums C3 2. Increase proportion of Indigenous students enrolled in Institute Credit and University programs Institution Performance Baseline 2022-23 2023-24 2024-25 Measures: C1 1. Employ graduates

85%

87%

88%

89%

C3 1. Connect students to employment C3 2. Representative labour force

72%

75%

80%

85%

59%

55%

57%

59%

Two goals stated by the Ministry of Immigration and Career Training (ICT) in their 2022-23 Business Plan are to “meet employer demand for a skilled workforce” and “develop skills for in-demand jobs”. The value of regional colleges is the ability to determine regional needs and respond with programming. The College’s strategic plan reaffirms our commitment to business and industry by developing solutions to clarify needs; to meet their training needs; to prepare businesses to engage students in work placements; and to identify availability of employment opportunities. Job coaches at both campus locations prepare students for work placements, which include resume writing, interview and soft skills development.

Theme 2- Engaged Community

Engaged Community is the second strategic theme. Interlinked with the previous theme, it focuses on strengthening partnerships, and increasing our public and community awareness. An increase from 16 to 24 seats in the August 2022 intake of Psychiatric Nursing students requires a strong working relationship with multiple partners, managers and staff to provide the learning experiences required. To meet the provincial need there is an ongoing working committee with NWC, Saskatchewan Polytechnic and Saskatchewan Health Authority to maximize the availability of acute care placements through re-evaluating utilization and access. The Registered Psychiatric Nursing Association of Saskatchewan completed an onsite assessment in April 2022 as part of its five-year program review. Preliminary feedback was very positive and confirms the ability of NWC to provide high quality education in ten rural locations of the province.

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The College will expand its marketing strategy to promote the image and profile of the College. Maintaining our current student demographics remains a priority while we expand overall enrolment and attract international students. Contracts with recruitment agents have been established and international recruitment efforts are under-way for the new academic year. A new strategic objective emerged to achieve Advanced Education’s goal for the post-secondary sector to be accountable and sustainable. ‘Enhance social responsibility’ is an objective that encompasses a number of goals including a vision to provide cultural space and multicultural activities in order to capitalize on the benefits that a diverse student body brings. “Attract a stable labour supply” is a goal of ICT. Our aim is to provide a welcoming environment for newcomers in international programs so that they want to stay in the region after graduation. Work integrated learning will be part of the international programs through work placements. Coordination staff have been in contact with settlement organizations in North Battleford and Saskatoon to foster a collaborative approach to assisting newcomers overcome any barriers they encounter. Targets and expected outcomes, achieved within the confines of our financial resources, are also top of mind. Aware that we have a fiduciary responsibility for achieving targets in a responsible, transparent manner, we are guided to do the right thing for our students, our communities, and our stakeholders.

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Table 2. Strength in Numbers - NW C Strategic Plan 2022-25. Government of Saskatchewan: A Strong Economy; and Strong Communities Government of Saskatchewan Goal: Expanding partnerships between industry and education so that students can build the knowledge, skills and competencies needed to succeed in the world of work Ministry of Advanced Education Goal: Meet the post-secondary education needs of the province. Saskatchewan’s post-secondary sector is accountable and sustainable Ministry of Immigration & Career Training Goal: Meet employer demand for a skilled workforce and develop skills for in-demand jobs. North West College Goals: P1 Increase public and community awareness P2 Enhance social responsibility P3 Strengthen Partnerships North West College Strategies: P1 Being top-of mind when training needs are identified by business and industry. P2 Demonstrated commitment to improving the social wellbeing of communities we serve while achieving fiscal sustainability. P3 Strengthening relationships with partners, employees and communities to enhance our learner’s outcomes and experiences. Institution Key Actions: P1.1 Increased number of paid applications for institute credit programs. P2.1 Enrich campus diversity through campus initiatives that focus on reconciliation. P3.1 to assess how many students directly benefit from cultivated partnership. P3.2 Increase revenue streams to become less reliant on government funding. Institution Performance Baseline 2022-23 2023-24 2024-25 Measures: P1.1 Increased number of paid 398 438 450 475 applications (2021-22) P2.1 Enrich campus diversity Review & reImplement new Implement new Implement new establish current initiative initiative initiative practice P3.1 Students served through partnerships

42% (2018-21)

43%

44%

46%

P3.2 Revenue from Contracts

$1,400,000

$1,244,000

$1,300,000

$1,400,000

Theme 3- Committed and Proud Team

Committed and Proud Team is the third of four themes that emerged from the strategic planning process. The desire to provide a positive work experience for staff and to improve staff recruitment and retention was evident in the discussions. Reduced turnover for administrative positions was a target identified for improvement. While some turnover is inevitable, it can result in the loss of corporate knowledge and add additional workload on those remaining while new staff are recruited and trained. Turnover can also be expensive and can result in lowered morale, if not stabilized. Enhancing the NWC work environment through focused initiatives will help translate to greater job satisfaction. A positive work experience will assist in attracting new applicants, and lead to an increase in number of qualified applicants.

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Table 3. Strength in Numbers – NWC Strategic Plan 2018-2022 – College of Choice Government of Saskatchewan: A Strong Economy; and Strong Communities Government of Saskatchewan Goal: Driving Innovation Through Post-Secondary Institutions, Research and Development Ministry of Advanced Education Goal: Meet the post-secondary education needs of the province. Ministry of Immigration & Career Training Goal: People have the skills, experience and pathways to realize their potential and build their careers. Attract a stable labour supply North West College Goals: G1 Improve staff recruitment and retention G2 Provide a positive workplace experience North West College Strategies: G1 To be the employer of choice. G2 To facilitate a positive workplace experience that supports staff to achieve excellence. Institution Key Actions: G1 Increase the number of qualified and professional staff applications for employment. G2 Increase staff communications (both directions) Institution Performance Baseline 2022-23 2023-24 2024-25 Measures: G1 Increased number of qualified Establish Set the target Implement new applications for employment. No baseline baseline based based on baseline ERP system on 2023-24 year G1.3 Formalize professional Develop growth plans. professional Implement Evaluate and No baseline growth plan revise process G2.1 Improved employee 85.7% 82% 83% 84% satisfaction (2016-22) G2.2 Improved work/life balance 91% (4 year average 91% 92% 93% 2018-22)

Theme 4- High-Performance Organization

The theme ‘High-Performance Organization’ encourages investment in our human resources, and infrastructure as we manage risk while strengthening governance and accountability. The recent provincial budget provided investment to expand the health science lab at Battlefords Campus which is currently insufficient for the demands. This expansion is of the utmost importance as the College increases seats in the Psychiatric Nursing program and seeks to expand into other nursing and health professional programs. Enhanced infrastructure capacity achieved through a new campus for the Battlefords remains a long-standing priority. In the absence of a new campus, maximizing NWC’s existing facility and rental spaces will be a focal point for the next three years. Efforts are underway to find suitable rental space for programming. To ensure we align with AE’s goal that “Saskatchewan’s post-secondary sector is accountable and sustainable” the College’s strategic objective of Effective stewardship of resources commits the institute to responsible and effective use of resources. Partnerships with other regional colleges are encouraged by the Government. International student recruitment initiatives are a collaborative approach which includes potential student recruitment, foreign credential assessment and representation on committees for the sharing of ideas. Development of the student information system and redesign of the replacement has involved staff working with other regional college counterparts.

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Table 4. Strength in Numbers – NWC Strategic Plan 2018-22 – High Performance Organization. Government of Saskatchewan: A Strong Economy Government of Saskatchewan Goal: Driving Innovation Through Post-Secondary Institutions, Research and Development Ministry of Advanced Education Goal: Meet the post-secondary education needs of the province. Saskatchewan’s post-secondary sector is accountable and sustainable Ministry of Immigration & Career Training Goal: People have the skills, experience and pathways to realize their potential and build their careers. Organizational Excellence North West College Goals: S1 Enhance infrastructure capacity S2 Effective stewardship of resources North West College Strategies: S1 To provide the highest quality learning environment that meets the unique needs of our demographics and programming. S2 Being accountable and transparent with resources Institution Key Actions: S1.1 Implement a foundation development strategy to support programming equipment and technology needs. S1.2 Create a culturally inclusive campus that acknowledges our majority Indigenous student population and addresses limited trades and classroom space. S2.2 To ensure transparency by better communicating our stewardship. Institution Performance Baseline 2022-23 2023-24 2024-25 Measures: S1.1 Implement a Review and Implement Evaluate and revise foundation development No baseline finalize strategy strategy strategy strategy S1.2 Enhance Advocate and Receive Approval for Infrastructure engage endorsement in No baseline planning and stakeholders at all principal for conceptual design levels conceptual design S2.2 Expand communication of Implement Evaluate and revise No baseline Develop strategy financial resources strategy strategy

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B. STRATEGIC INITIATIVES

North West College’s strategic plan is based on the premise that by helping learners achieve success and initiate careers North West College will contribute to provincial workforce needs. Saskatchewan’s Growth Plan, The Next Decade of Growth 2020-2030 outlines the challenges facing the province and the importance for meaningful strategic contributions from the postsecondary sector. NWC’s strategic plan will assist in achieving the targets set by the ministries of Advanced Education and Immigration and Career Training. The primary objective of the College’s plan is straightforward. Increased participation and success in basic education and post-secondary programs in order to see an increase in skilled graduates that form the supply of workers to the regional and provincial economies. Not only are we well positioned to add to enrolments given the end of pandemic restrictions, but we are looking to international markets to attract more learners. The College consistently operates in over two dozen communities across the entire geography of the college region. This commitment to serving all of our population bodes well when reaching out to partners and developing training opportunities. The College’s plan is built around several strategic initiatives. Our focus will be on the following three major strategic initiatives: i) Sustainability ii) Mental Health iii) Diversifying Programming

Major Strategic Initiative 1 – Sustainability

In order to be sustainable, North West College must expand revenue streams and maximize capacity. Last year’s business plan indicated this was to be achieved by 2026. One of the main contributors to the success of this initiative will be the rate at which the College can recruit international students to its North Battleford and Meadow Lake campuses. The first intake of International students are planned for 2022-23 with a Business Management diploma program in North Battleford and a Culinary Arts diploma program in Meadow Lake. While the most successful recruitment avenue to date has been local residents encouraging family and friends to attend NWC, the College is actively working with recruiting agents to help attract International applicants. Marketing and admission processes for this new venture will be refined over time, and it is expected that revenue targets will be achieved. Having a track record of students getting citizenship and jobs after their program will further improve the attraction of more international students. The College has a goal of doubling its number of International students over the next three years. Contract training is another avenue pursued to not only meet the needs of employers but to provide a strong revenue stream. Coordination staff are making inroads with community and business leaders and striving to increase the revenue generated from the provision of contracted programming. Industry training consists of safety tickets, primarily for the oil and gas sector, and contract training for specific business needs. Demand for this training is starting to improve as the pandemic winds down and businesses start resuming normal rates of activity. Demand for non-credit programs, typically of short duration, have declined over the past several years. While NWC has an online (ed2go) offering, competition from other online providers is prevalent. The College’s success in this area is typically setting up specific courses to meet professional development needs of local businesses.

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The College will expand its fundraising efforts. The implementation of a foundation strategy will assist in soliciting funds for equipment and for scholarships to maximize the potential of the partnership with the province under its Saskatchewan Innovation and Opportunities Scholarship program. The foundation will also be instrumental in securing a new campus in the Battlefords.

Major Strategic Initiative 2 – Mental Health

The pandemic has affected every Saskatchewan resident in some way but likely more so for our vulnerable students. The pandemic has accentuated the need in our province to better support mental health. North West College has always invested holistically in our students and their success. It is evident that student mental health is affecting success. Since the inception of Healthy Campus Saskatchewan, North West College has been an active participant in their great work. In 2022-23, NWC will be launching Healthy Campus North West. The College is investing in a 24-hour support line for our students called I.M. Well. The students and their family members will be able to anonymously access supports from their phone or computer on a variety of issues from financial to mental health. I.M. Well will also have information about local supports the student may access if needed. This 24-hour line will supplement the services the College provides. The College will continue its work on reviewing and implementing the National Standard of Canada Mental Health and Wellbeing for post-secondary students. Implementing these standards and having access to the 24-hour line will ensure a comprehensive transparent educated approach to supporting students suffering from mental health issues. Creating connection and feeling a part of something supports positive mental health. Space for socializing and gathering is not available in Battlefords Campus. Space for cultural activities or for student lounge means that students have limited ability to mingle and to discuss social issues, to share and to support each other. Not only would a facility providing space for meeting with other students help to alleviate some mental health stressors, it would provide an opportunity for international students to meet with local students. These interactions are often the most memorable of a post-secondary experience. Having a coffee with a classmate can sometimes make a difference in a person’s outlook and be the thing that keeps them on track. With a large proportion of the students having indigenous ancestry, a cultural space on Battlefords’ Campus would help to affirm the value we place in this relationship. Long identified as a need, a new campus facility was recently confirmed by the board to be a strategic priority for growth. A new facility with cultural, social, storage, lab, and other amenities will upgrade the College’s ability to serve its students in an appropriate manner where they can interact with other students, and have facilities and equipment available at other institutes. The College has provided mental health programming for a long time. Health and community service certificate and diploma programs from our brokering agencies often do not have enough information about mental health and addictions. The College has added value to these programs by offering the students Mental Health First Aid. This supports students to gain awareness and skills in this fast growing and prevalent health concern. The College offered an after degree certificate in Community Mental Health for two years to support professionals already working in the field to gain specific knowledge and skills to better support clients suffering from mental health and addictions. The College also brought the Psychiatric Nursing program to the Battlefords knowing the significant demand for these professionals locally and provincially. Having this program in the community has also supported a better understanding of the profession and how it might be used in other ways in the provincial and First Nations health institutions to effectively support people. The College will continue to deliver programming to address these complex community issues. A great opportunity for micro-credentials.

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Major Strategic Initiative 3 – Diversifying Programming

North West College has always had a reflective and continuous improvement approach to programming. We value innovation and excellence and understand the needs of rural learners. As leaders in adult basic education, the College has continuously reflected on learner success and made changes to delivery and added value to programs to maximize student potential. Last year, the College piloted a new approach to Level 2 and Level 3 program delivery on the Battlefords Campus. Due to the pandemic and lower than anticipated enrolments this past year, the pilot will be extended into 2022-23 and expanded to the Meadow Lake Campus. The College will refine the competency rubrics and checklists to support the show what you know concept before moving on to the next level. This competency based approach to learning outcomes will result in more focused training allowing students to transition towards their career goals more quickly. The College strategic plan has a focus on developing a university strategy supporting laddering and pathways. In 2022-23, the College is working with the University of Regina to establish a degree program to be delivered in the northwest that provides three pathways – certificate, diploma and degree. The ultimate goal was to bring Social Work to the region given the demand for these professionals, however, the College wanted to provide an opportunity for students to gain knowledge and skills even if they were only able to complete part of the program. This unique offering of university programming will provide greater options to the region and higher certification levels. North West College’s strategic plan also speaks to developing a micro-credential strategy. The College will begin this adventure in collaboration with the Ministry and their newly released framework on a pre-apprenticeship cooking program. The College became aware of some curriculum changes and programs that Saskatchewan Polytechnic was sun setting for the upcoming year that are frequently delivered in our region to meet labour demand and interest of First Nations partners within our region. NWC began our work in the fall to ensure a program solution exists and received support from Apprenticeship for our program. Recently, the Ministries of Advanced Education and Immigration and Career training recommended the approach to get the program a micro-credential from North West to improve credibility and viability of the program. This will be the first of many micro-credentials developed by North West College.

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C. COLLABORATIVE PLANNING

North West College seeks collaboration with other regional colleges and institutions. School Divisions Try-a-trade is returning in the fall of 2022. This is a large trade show promoting trades to over 1500 high school students in the northwest. School division staff participate in planning and operating the event. The College and North Battleford Comprehensive High School oversee the operation of an onsite daycare facility. College staff serve on the board, and Early Childhood Education graduates have found employment at this daycare. Developed with a school division, a piloted Educational Assistant (EA) program to attract and prepare EAs led to the offering of a certificate program starting September 2022. This is the first time in over 15 years that Educational Assistant program has been offered at North West College. This program offering helps to fulfill the province’s budget goal to create 200 EA positions in the upcoming year. Saskatchewan Health Authority Saskatchewan Health Authority (SHA) valued Saskatchewan Polytechnic’s Continuing Care Assistant (CCA) program and invited NWC to offer it in Lloydminster. For the past eight years, they provided the College with an excellent classroom and facility for training and the program has produced over 50 graduates. Similarly numerous SHA facilities and staff generously allow clinical placements for our students in CCA and nursing programs. These placements are in high demand with other institutions vying for space yet our College has been fortunate to have the support of managers knowing our students are well trained and soon available for employment. The Board and Management of NWC advocated for more Psychiatric Nursing seats in North Battleford. A working committee was formed with SHA, Saskatchewan Polytechnic and NWC to ensure the increased student intake, effective September 2022, will have access to the required number of acute care placements. Enterprise Resource Planning (ERP) System A new student information system incorporating financial and HR data is a project that NWC has invested time on development. Senior academic officers at Cumberland and North West colleges selected the software solution and are working on next steps towards implementation. Health Human Resource Committee The Provincial CEO Council endorsed and supported NWC’s Senior Academic Officer to represent the College sector on this committee. Participation on this committee allows for advocacy on behalf of regional colleges and provides for timely receipt of information. Community Engagement/Local partnerships NWC is working with regional business and industry to determine and develop a micro credential framework that will provide support for small and medium enterprises. For example, Tolko Industries initiated essential skills for the workplace training in Meadow Lake. Similar short programs that meet training needs will build connections to employers and help staff upgrade their skills.

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Provincial Cyber Security Committee In addition to the CNET committee work, and efficiencies created through other technology partnerships (phones, software licensing, and policy sharing), cybersecurity enhancements is another area of collaboration between regional colleges. IT staff at each regional college have a SharePoint site where they exchange procedures, ideas and provide general support. North West College is preparing to implement a two-factor authentication process to enhance security, and has benefitted from the knowledge shared by other colleges who have done this work. Saskatchewan Indian Institute of Technology Classroom and shop space in our Meadow Lake campus is provided to Saskatchewan Indian Institute of Technology (SIIT) for their Process Operator Technician program. This partnership has been in place for over twenty years. NWC’s representatives attend SIIT’s steering committee meetings at their Industrial Career Centres to collaborate on program planning and sharing of training needs information. Gabriel Dumont Institute A strong relationship with GDI Training & Employment has resulted in support for summer students and a significant number of sponsored students in North West College programs. University of Saskatchewan Discussions are in progress to bring a U of S degree nursing program to North Battleford. NWC is working with the Distance Education unit at the University of Saskatchewan to ensure the offerings of university courses are meeting student needs. University of Regina NWC has established a Memorandum of Understanding with the University of Regina to offer the Bachelor of Social Work program. NWC is working with the Distance Education unit at the University of Regina to ensure the offerings of university courses are meeting student needs. Ministry of Advanced Education International Education and Jurisdictional Initiatives branch works with regional colleges to support their international recruitment efforts. Regular meetings with regional college staff help to share knowledge and build capacity in college staff. Saskatchewan Polytechnic NWC continues to deliver in partnership many Saskatchewan Polytechnic programs. The program with the most significant joint planning is Psychiatric Nursing given both Saskatchewan Polytechnic and NWC have students learning and undertaking clinical in the Battlefords. There has been a focus on continuous improvement and collaboration between NWC and the local Saskatchewan Polytechnic instructor/quality assurance resource. The Regional College Senior Academic Officers have been working with Saskatchewan Polytechnic representatives to finalize the operational manual for 2022-23 that was initiated once the renewed partnership agreement was signed by all parties. This manual will guide the administrative relationship and will be reviewed after the first year to ensure it is working for all parties.

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The College also collaborates with the University of Regina/Saskatchewan Polytechnics’ Collaborative nursing program through the provision of space and resources. This has been a long term partnership and has helped to solidify our North Battleford campus as a hub for health care training. As testament to our reputation, students from across the province apply for NWC’s nursing programs and we consistently have students move to North Battleford from across the province to take their nursing training.

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D. PROGRAM PLAN

The NWC’s multi-year program plan outlines initiatives to meet the diverse needs of the region and the provincial economy. This plan was challenging to develop given the province continues to be impacted by the pandemic. There continues to be significant external influence on program design, delivery, student participation and success as well as revenues/expenses incurred. The College reviewed several sources of data to determine the impact of Covid-19 on the economy in the short and medium term to predict labour market needs. The College also consulted with business and industry, Indigenous organizations, students and communities across the region as well as provincial sector organizations. Success measures such as enrolment, retention, graduation and employment in previous program years were also used to help inform this program plan. NWC delivers quality programs investing in students and employers. In 2022-23, the method of delivery will return face-to-face. The program plan demonstrates accessibility – proposing programming in seventeen 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 2022 through 2025 demonstrate accountability by maximizing the resources provided by the Ministry of Advanced Education and the Ministry of Immigration & Career Training with due regard to the workforce needs of the region and the province. NWC continues its investment in innovation and diversified program delivery. As illustrated in this plan, students can access a variety of quality programs at NWC that have demonstrated to lead to learner success, long-term attachment to the labour market and career achievement. NWC invests in indigenous students and their communities as a majority of the College student base is indigenous. The fact that many of these students live in their home reserve community adds risk to the program plan, student forecasts and student success. Transportation has always been a significant barrier as is access to reliable childcare, however during the pandemic the lack of access to affordable stable internet became strikingly apparent. To assist with public safety, many First Nations communities within our region continue to be under lock down which impacts students’ ability to apply to programs and/or actively participate in programming. First Nation student participation in Adult Basic Education programming may be further affected by the new student training allowance administered by the Ministry of Social Services. This change in public policy results in all students living on-reserve needing to be supported by their First Nation/Tribal Council. The overall level of support for students may be impacted as well. The College will need to monitor the impact of this public policy change very closely. Salary and benefit costs are the primary fixed expense of program delivery. The Collective Bargaining Agreement (CBA) expires on August 31, 2022. NWC has made reasonable assumptions based on historical factors; however even the slightest change could have significant consequences to the program plans. In the pages to follow, there is an overview of programs and services to be delivered in 2022 through 2025. Appendices B and C provide a detailed breakdown of programs forecasted to be delivered for all three years – 2022-23, 2023-24 and 2024-25 – for ABE/Essential Skills and Institute Credit programming. These strategies are based on current labour market needs however staying true to our mandate of flexible and responsive programming and operating in pandemic recovery; the plan may shift to accommodate potential opportunities as they present. Appendix D details plans for English as an Additional Language for 2022-23. The mandatory chart is included below.

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Table 5. Program Capacity, Projected Enrolments Program Capacity, Projected Enrolments Program Categories

(Full-Time and Part-Time) & FLEs 2021-22 Forecast

2022-23 Budget

2023-24 Estimate

2024-25 Estimate

Cap

FLEs

Cap

FLEs

Cap

FLEs

Cap

FLEs

319

297

262

359

269

305

379

296

352

408

319

359

Industry Credit

632

997

1197

1377

Industry Non-Credit

109

196

225

Institute Credit

ABE Credit

208

260

142

207

192

261

213

198

269

213

198

269

ABE Non-Credit

262

166

105

333

231

102

182

346

240

106

188

353

243

110

191

742

933

532

722

1255

817

783

1545

896

815

1768

920

University Total

789

899

938

974

Essential Skills (Adult Basic Education)

Essential Skills/Adult Basic Education (ABE) programming provides foundational skills development for adults to successfully enter meaningful employment or careers. Two primary sources of funding exist to support delivery of the comprehensive ABE program at NWC: i) Funding from the Ministry of Immigration and Career Training in the form of a conditional grant, and; ii) third party contributions from school divisions and First Nations communities. Third party contributions allow the College to expand the number of ABE programs and seats. For 2022-23, the anticipated third party resources are lower than previous years as one First Nation has advised they are no longer funding Adult 10/12 programs off reserve due to the public policy change for provincial training allowance. The anticipated third party resources poses a risk, if the forecast is not achieved, then programs will need to be cancelled as all of the ABE grant monies have been allocated to the program plan. This would be unfortunate as the need for ABE programming in our region far exceeds the available resources to support foundational and essential skills development. The change in public policy for provincial training allowance is a risk for the NWC Adult Basic Education program plan. Given the short timelines, the College was unable to speak with all 24 First Nations in our region but did have discussions with the main Tribal Councils and some of the Bands. The reactions have primarily been one of concern especially given the potential funds to support students are not under a single portfolio. The seats represented in the business plan will be impacted if students on and off reserve cannot secure enough funding to participate in the training. Some programs were moved to a First Nation to help mitigate the impact of this change in public policy. The College remains committed to working very closely and collaboratively with First Nations communities to develop and deliver culturally respectful programs. Enhancing education and employment outcomes for Indigenous communities in the region continues to be a priority for NWC.

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Over the past two years of the pandemic, ABE participation levels and overall student success have been lower. Many First Nations communities in our region were still on lock down this past year and when Level 2 programs cannot be delivered this impacts the number of students transitioning to Level 3 & 4. In addition, the College is receiving more applications from upgraders (students who previously graduated) to get prerequisites for post-secondary primarily in math and science. This results in lower graduation rates and creates challenges with scheduling. The 2022-23 program plan will continue to be affected by the pandemic. The plan reflects most programs returning to pre-pandemic enrolment levels however with the uncertainty they may not be achievable. To say the least, the multi-year program plan for ABE was challenging to develop. The College has always had a strong workforce exposure strategy for our students; however, the pandemic will continue to influence how we support our students in understanding the world of work and the opportunities available to them. The College is hopeful the café kiosk business incubator program, the students in Level 3 have operated for several years will be able to open again in 2022-23. The College also anticipates more businesses will be willing to take students for work placements later this fall and winter. The College continues to have a commitment to work integrated learning and has designed four essential skills for the workplace program to address skilled labour market shortages identified by our communities. All programs with a significant reliance on the business community are at risk during the pandemic. As a provincial leader in Indigenous education, the College continually reflects and improves the quality and relevancy of our ABE programs to enhance education and employment outcomes. In 2022-23, the College will be delivering ABE programming primarily face-to-face implementing some of the best practices learned in the blended environment. The College will continue to use technology to maximize learning outcomes through strong instructional design, build digital skills and bridge access to lessons. Instructors and students will continue to be supported to use the technology effectively. Student lack of access to stable affordable internet is still a challenge for many of the students. NWC is committed to working with each individual student to create a program plan to maximize their potential and meet their career goals in a timely fashion. This requires multiple program types being available unfortunately this is not easy for our vast high needs rural region. The pilot of a renewed Level 2 and Level 3 program on the main campuses was impacted by low numbers of students so in order to give this philosophical shift a true test the main campuses will continue this pilot in 2022-23. Level 2 programs will be 160 days and run from Sept to May to allow students to enter at multiple points hone their skills and move on when ready. These Level 2 programs will continue to focus on skill development in academics, life skills and employability but the strategy for each student will be customized based on their strengths, skill gaps and goals. Similarly, the Level 3 programs will be set up with multiple planned intake dates and each student will begin their journey at their skill level and take only those courses required to meet their goals. This may result in less students graduating with a full Level 3 but will move the student more quickly towards their career goals. On the two campuses, the Level 4 program will continue to be delivered in trimesters to support the timely transition of students. The course offerings at each location have been aligned to maximize the courses available between the two locations. This may afford a student the opportunity to take a course remotely from the other campus to complete their program plan more quickly. This pilot requires continuous assessment of student competencies and confidence as well as clear goal setting and understanding what is needed to achieve said goals. This pilot requires some adjustment to College processes for intake, program planning and exit strategies. The ultimate objective is for each student to create the quickest skill/competency developing path to their career goal. The plans for the two main campuses remain similar to last year.

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Rural communities such as Duck Lake and Cut Knife will continue to have Level 3 and 4 programming with proximate reserve communities hosting 80 day Level 2 programs. The programming in Debden will not be offered in 2022-23 given low numbers over the past four years. Programming on proximate reserves is still planned. The number of students participating could still be impacted by the change in the financial support to students. Other on-reserve programming include combination programs at Witchekan Lake and Pelican Lake. The program design supports learners and reduce barriers to success. The Level 4 students will receive some of their lessons from a campus program to maintain quality. The College will deliver two programs on Thunderchild First Nation based on their request. One program will focus on academic preparation and the other employment readiness for oil and gas careers. In 2022-23, NWC is aligning all essential skills for the workplace (ESWP) funded programs to address skills gaps in the labour market as identified by local employers. Each of the four program have been specifically designed to develop relevant skills, knowledge and abilities for the respective industry. The CiCan Supportive Care Assistant program will be delivered in the form of an Essential Skills for the Workplace Place program focusing on indigenous peoples and newcomers. Funding from Immigration and Resource Career Centre (IRCC) will be used to support this program in addition to the ESWP grant. This pilot program will include all of the CiCan program inclusive of the four-month work term, two Saskatchewan Polytechnic Continuing Care Assistant (CCAs) modules to add value to the program and ultimately employability of the students, essential skill development and language support for the newcomers. This program will be delivered in the Battlefords given our target population and access to non-SHA facilities for the work placements. Most of the SHA spots are for Saskatchewan Polytechnic so this limits the communities we can offer this program successfully. Should the College not meet the target commitments to CiCan then a second offering in Rosthern will be delivered given the number of proximate affiliate health facilities. Regardless the Rosthern ESWP program will have a CCA focus given the demand for CCAs locally, regionally and provincially. The other ESWP programs are designed for positions that require technical skills but are often hard to recruit for given lower pay, fewer hours or the nature of the work so ultimately the employers under hire and invest continuously in on-the-job training. The intent of these programs is to provide solid base skills to better equip the students to hit the ground running upon hire and add value to those they serve. The programs are all designed to provide some credit classes from Saskatchewan Polytechnic/Lakeland, relevant safety/industry credit, a formal work placement and the outcomes for each of the nine essential skills relevant to the specific job. There is some risk with this strategy given some resistance from Saskatchewan Polytechnic in brokering individual modules. The College will deliver two educational assistant ESWPs – one in Meadow Lake and the other in Leoville. The school divisions have greatly appreciated the program we developed in partnership with Living Sky school division a few years ago proven by the many requests to deliver it. The College has delivered an early childhood (ECE) level 1 prep with ESWP funds over the past few years but will be adding value to it based on feedback from employers. The renewed version will follow the same principles as above but also add some additional skills to meet the gaps identified by employers. The ECE ESWP will be delivered in Meadow Lake and North Battleford to support the loss of the full time STA program. Overall, the program plan for 2022-23 will have an increase in training seats and days over the previous year business plan and has many new approaches, initiatives and innovations. Execution of this plan is reliant on the realization of third party resources, less pandemic impacts

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on our communities and students receiving adequate living allowances to actively participate in training. Table 6 outlines our 2022-23 program plan for ABE, which utilizes the entire ABE conditional grant, ESWP allocation and anticipated levels of third party funding. The plan demonstrates commitment to our principles and we will be offering programming in fifteen locations. The year 2 and 3 proposed plans are also based on these principles however post pandemic training seats will increase. The plans reflect some anticipated movement in locations based on success and maximizing resources. Each of the three-year plans can be viewed in Appendix C.

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Table 6. 2022-23 Program Plan for ABE Program Type and Location

Business Plan 2022-23

ESSENTIAL SKILLS (ABE) Level 4 Adult 12

Level 3 Adult 10

Level 2

Cut Knife Duck Lake Meadow Lake North Battleford North Battleford – Night Pelican Lake FN TOTAL Level 4 Cut Knife Duck Lake Meadow Lake North Battleford Pelican Lake FN Witchekan Lake FN TOTAL Level 3 Ahtahkakoop FN Beardy's Okemasis FN ERP Beardy's Okemasis FN Big River FN Little Pine FN Mistawasis FN Meadow Lake - pathways North Battleford North Battleford - pathways Witchekan Lake FN Leoville ERP Sweetgrass FN Thunderchild FN ERP Thunderchild FN TOTAL Level 2

Literacy & ECE - North Battleford Essential ECE - Meadow Lake Skills for the EA Prep - Meadow Lake Workplace CiCan CCA - Rosthern

CiCan CCA - North Battleford

Projected Training Days

12 15 30 45 15 6 123 12 15 15 30 6 6 84 12 12 12 12 12 12 15 15 15 6 12 12 12 12 171

170 170 170 170 40 170

2,040 2,550 5,100 7,650 600 1,020 18,960 2,040 2,550 2,550 5,100 1,020 1,020 14,280 960 960 960 960 960 960 2400 1200 2400 1020 900 960 720 960 16,320

960

720

900

720

60 438 384

TOTAL ESWP TOTAL College 2022-23 TOTAL College 2021-22

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Program Length

Seats

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170 170 170 170 170 170 80 80 80 80 80 80 160 80 160 170 75 80 60 80

4,020 53,580 48,280

MULTI YEAR BUSINESS PLAN 2022-2025

English as an Additional Language

NWC is working in partnership with federal and provincial governments to provide an appropriate level of language training for all new Canadians. Our region is becoming a destination of choice for many of the province’s newcomers, NWC is attempting to serve the increasing needs of immigrants in an effective and efficient manner. The College finalized a five-year agreement with the Federal Government (IRCC) in March 2020 which included some new strategies to meet the needs of newcomers and businesses. Economies of scale and cost-effective language training for newcomers can be achieved when the federal and provincial resources are combined for program delivery. The College will deliver LINC classes primarily face to face except the upper level class will continue to be blended delivery. During the pandemic, the Rosthern LINC program was greatly impacted so in 2022-23 the College is piloting a partnership with the local library to meet the local learner needs. The College is also piloting a regional on-line program to provide access to rural communities with very few new comers. This pilot will support listening and speaking development primarily on settlement topics. Conversation circles will be delivered in a face-to-face format. In North Battleford the introduction to conversation class will support pre-CLB (Canadian Language Benchmark) development to facilitate assessment and movement to the formal LINC classes. The IRCC funding also includes funding to support newcomer participation in the ESWP programs discussed in the section above. The combining of resources bridges language development while the students learn valuable hands on skills for specific employment. Students in last year’s pilot had great success. The 2022-23 plan is to deliver a total of 10 EAL programs anticipating around 100 program participants in the communities of The Battlefords, Meadow Lake, Rosthern and Spiritwood. The plan provides language training from Literacy to Level 7 and conversation circles. The College will prioritize Portfolio-Based Language Assessment (PBLA) classes when possible. The College uses multiple strategies to meet the needs of small groups of students in rural communities. The College is piloting something new in Rosthern in partnership with the local library 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

Skills Training Allocation (STA) for 2022-23 has been communicated as status quo funding. Institute credit certificates and diplomas are funded through STA, tuition fees, and third party funding. The College’s three-year plan has been prepared with the information available at the time of writing which unfortunately still have many unknowns adding risk to the plan. Significant analysis of the labour market data was undertaken however impacts of the pandemic and subsequent recovery are not well forecasted. Tuition rates are set by the brokerage institution and these have not yet been made public so the College has assumed an increase in line with previous years. NWC will be delivering institute credit programs primarily face-to-face incorporating best practices learned through blended delivery. The College has assumed we will return to pre-pandemic enrolment rates. If this is not the case program seats will be negatively impacted which ultimately impacts tuition so again may result in program cancellations. The three-year program plan can be found in Appendix B which includes rational for each program’s selection. The 2022-23 program plan provides a mix of trades training, human/community service, business, and health sector programming identified and supported by industry demand and validated through consultation with community stakeholders. Training is planned for locations off the main campuses only where student demand provides a sufficient critical mass and employment

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opportunities exist. The wide array of programs is responsive to regional and provincial labour market demand. Health Care is the largest industry in the North West College region. There is significant health infrastructure in the region including the Saskatchewan Hospital and indigenous health agencies. The College does significant training in this area however, without additional funding NWC has expanded the Psychiatric Nursing seats by 8 for the fall 2022 intake. The overall need in the province for Psychiatric Nurses is dire primarily due to an aging workforce and a greater demand for their skills. Locally there are still two wings of the Saskatchewan Hospital not open due to staffing shortages. The expansion of 8 seats will provide 24 seats in year 1 this fall which again attracted over 50 qualified applicants. The College will now be delivering all 3 years directly to our students rather than just doing year 1. The Government announced a commitment to 300 new Continuing Care Assistant (CCA) jobs in the spring of 2021. North West College has great experience in delivering this program in multiple ways to meet the needs of those who are working in the field but not fully certified and those entering the field. The College is expanding access to programming to attempt to meet the overall demand and the additional needs of the facility expansion in Meadow Lake. This industry requires significant skill upkeep as well as adaptation to new technologies. The College will deliver three full time programs, two part time programs, expand by offering fully remote seats and deliver two of the CiCan projects. Practical Nursing in North Battleford requested an increase in seats for the March 2021 intake but was denied due to the pandemic. We will request more seats again for the March 2023 intake. The key to supporting a sustainable health care industry is to learn where you earn. There are additional constraints expected due to a larger intake of Psychiatric Nursing students entering in August 2022. The intake increased from sixteen seats to 24. Clinical placements, and acute-care placements in particular, are very difficult to arrange with multiple institutions competing for the same spots. The College is in dialogue with Saskatchewan Health Authority (SHA) to determine ways to create more access to these vital clinical placements. Work on redefining what constitutes an ‘acute’ placement is part of the work, but also discussions with site managers to ensure the availability of all possible experiences are captured and that SHA staff are on-board to facilitate these placements. North West College significantly invests in trades and technologies training. The College offers a breadth of journeyman trade programs from transportation and construction trades to service and hospitality trades. This is necessary given the diverse economy of the northwest where there is no real dominant industry but a concentration of many small to medium sized enterprises – manufacturing, forestry, agriculture, tourism, retail and oil. Many companies in the northwest work in the northern mining industry, in the Alberta oil fields as well as within the region. Recently there has been some expansion of trades companies in the Battlefords region. In 2022-23, the College will be delivering a Culinary Arts diploma with Assinboine College at the Meadow Lake Campus along with shorter skills development courses in Meadow Lake, North Battleford and on-reserve. The Culinary Arts program will provide opportunity to both domestic and international students. The short courses will be a micro-credential developed by NWC and sanctioned by Apprenticeship. North West College ensures access to business programming and human/community services training as well. The College is moving to the business diploma program as it provides an excellent foundation for many employment opportunities as well as significant transfer credit to university. This program is popular for domestic students and will be expanded to include international students this fall. In 2020-21, due to financial constraints, the College chose to

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consolidate the office administration program in Meadow Lake rather than offer at this program at both campuses. In 2022-23 the College will be offering fully remote seats in the office administration program to bridge access. In 2022-23, the College is only able to offer one full time community service program rather than two. Even before the budget announcement on the investment in educational assistants for the K-12 we chose to deliver this program given identified demand from the industry. The full certificate in educational assistant will be available at the Battlefords campus. ESWP programs with a focus on EA and ECE will be delivered throughout the region to support labor shortages for these professionals. In addition, those interested in youth care worker can participate in the social work program as it has multiple exit points. Students participating in skills training programs develop skills relevant to today’s workplace. NWC adds value to ensure all students have an opportunity to participate in a practical work experience and develop essential skills, even when the curriculum does not include these outcomes. Our commitment to connecting students to the workplace and supporting employer needs is strong in this program plan and supports provided. Table 7 reflects the comprehensive array of institute credit skills training programs planned for delivery in 2022-23 to address labour market needs and maximize the resources available. The College plan expends all of the skills training allocation provided in the budget letter. This table reflects a slight decrease in student days to the previous year’s business plan primarily due to low numbers in the ending semesters of the PN program and one less community services program. The 2023-24 and 2024-25 proposed plans were developed assuming status quo STA funding. The student days rise slightly over the next three years, but the mix and type of programming will change to ensure the diverse labour market needs are met but not inundated. The College removes and adds new programs each year to best serve the labour market. The programs and projected days in future years will also be impacted by the College’s international strategy rolling out in 2022-23. All three year program strategies are presented in Appendix B with further labour market rationale for each program. The College continues to adjust program plans as the environment shifts. 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 NWC. To grow Saskatchewan, NWC will continue to engage with business, industry, and Indigenous partners to understand and develop solutions to meet the labour demands.

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Location

Seat Capacity

Projected Enrolment

Target Training Days

Business

Business Diploma Y1

North Battleford

2,000

Office Administration

Meadow Lake

2,167

4,167

Human Services

Table 7. 2022-23 Institute Credit Skills Training Programs

Educational Assistant

1,723

North Battleford Meadow Lake Shellbrook

15 15 12

13 13 10

1,759 1,759 1,353

Lloydminster

420

North Battleford

1,138

North Battleford North Battleford North Battleford North Battleford North Battleford Meadow Lake Meadow Lake Meadow Lake Meadow Lake Meadow Lake North Battleford Mistawasis CN Meadow Lake North Battleford

16 16 16 16 24 157 12 14 12 12 12 10 10 12 10

5 14 12 12 22 122 10 12 10 10 10 8 8 10 8

450 875 750 1,800 3,080 13,385 933 1,852 943 600 600 480 821 2,500 2,000

Meadow Lake

958

North Battleford Meadow Lake Meadow Lake

12 12 12 152

10 10 10 126

758 860 1,727 15,033

College Total 2022-23

359

290

34,307

Business Plan 2021-22

319

269

36,181

Trades and Technologies

Health

2022-23

Institute Credit Program

Sub Total North Battleford

Sub Total Continuing Care Assistant Continuing Care Assistant Continuing Care Assistant Continuing Care Assistant PT Continuing Care Assistant PT Practical Nursing -end Practical Nursing -beg Psychiatric Nursing - Year 3 Psychiatric Nursing - Year 2 Psychiatric Nursing - Year 1 Sub Total Carpentry Culinary Arts Diploma Y1 Electrician Pre-Employment Cook Pre-Employment Cook Pre-Employment Cook Forest to Fork Hairstylist Hairstylist Heavy Equipment Truck & Transport Industrial Mechanic Plumbing and Pipefitting Welding Sub Total

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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, NWC has seen a corresponding decrease in industry training but there are signs of recovery post pandemic. 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, NWC continues to offer face-to-face course offerings of a variety of industry safety programs routinely each month. In consultation with industry partners, NWC has been augmenting our industry credit offerings with additional, recognized safety tickets. The College delivers industry credit programs by certified trainers to ensure quality and meet industry standards. The robust menu of quality, industry credit training ensures accessibility, both geographically and timely, for employees to maintain or obtain certification required by employers. There are significant opportunities in the northwest for the College’s Business development team. North West College is surrounded by one-third of Saskatchewan’s First Nations communities. This provides great opportunity to train and support these communities to build capacity for sustainability and resiliency. First Nations communities own and operate business enterprises, operate health, social support centers and schools as well as manage their own community. This is in addition to the employment many seek off reserve. There are many opportunities for the College to support First Nation communities so they can create, produce and manage wealth to result in healthier individuals, families and communities. North West College business community is primarily small to medium enterprises across several industries – agriculture, forestry, manufacturing, oil and gas, tourism and sales/service. The opportunity to support these small enterprises to be robust is endless. The number of businesses that have been resilient during the pandemic is amazing. There is a great entrepreneurial spirit in this area but many of these entrepreneurs need training to support managing in a complex business world and staying competitive. Cost effective training (credentialed, non-credit or microcredentialed) in areas such as human resource management, supervision/managerial skills, maximizing use of social media, digital/automation transformation, accounting and finance, supply chain management, insurance, and marketing. Incubator space to support connectivity, creativity and mentorship is another opportunity the College has to support current and budding entrepreneurs. Resilient, growing businesses supports rural sustainability. To support the larger businesses in those key industries, the focus should be on growth including extending to value added support opportunities and keeping up with the innovations and technology in manufacturing, oil and gas, energy and agriculture. Programming that focuses on sustainability and growth; such as food security, water/waste water, value added processing/production to support export markets, automation/digitization, cybersecurity, project management, carbon emissions strategies, environmental sustainability, supply chain management and overall business processes that support expansion, innovation and diversification. Agriculture is the economic back bone of this province, yet there is limited training available and it is an industry not well understood by youth. This Government’s new economic plan has placed a strong reliance on the agriculture industry to grow the overall economy. North West College is well situated to support training focused on globalization and export, automation, diversification, agri-food, water and food security, irrigation, meat processing, farm business management, environmental sustainability practices and agribusiness. These programs would support addressing many of the 30 goals for 2030 identified by the government.

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North West College Strategic Plan has significant revenue targets for contractual training and a priority of diversifying revenue. The College is committed to engaging business, industry and Indigenous partners to respond to their training needs and contribute to economic growth. During the next three years NWC will reengage current partners while building new relationships and strive for significant revenue generation. The College will access various funding opportunities federally and provincially to expand program offering. The College will also develop a microcredential strategy. The College is committed to organizing training to maximize an employers’ ability to access the Canada-Saskatchewan Job Grant to assist with the fulfillment of their training needs. Efforts in this area will reduce our reliance on government funding and support sustainability.

University

University programming was negatively impacted by the pandemic. The individual courses offered at the Battlefords Campus in the past were reduced significantly given the big shift to online. However, the great news is the College’s fourth cohort of Bachelor of Education in Meadow Lake will convocate in the spring of 2022. With this program completing and our belief there is pent up demand for face-to-face programming, the College has been exploring with both universities opportunities for delivering cohort degree programs in the region beginning fall of 2022. Discussions have primarily been taking place regarding Social Work and Nursing. With the budget announcement of expanded seats in nursing these conversations became more timely. The College and U of R have been working on an opportunity for the Social Work degree to be delivered in the northwest. The College was looking for a program that would allow more than one exit point with a credential especially given the social work entrance requirements. The plan is based on a certificate and diploma opportunity as well as the full degree. This face-to-face program will be delivered with technology between the North Battleford and Meadow Lake campus to provide greater access and opportunity. We are excited to finalize the agreement and begin recruiting students. The College has also been in discussions with both the U of S and the U of R/Saskatchewan Polytechnic regarding the Bachelor of Science in Nursing. The College has always offered the pre-nursing year for the U of S program and for U of R the students can already take year 3 and 4 here in the Battlefords. At the time of writing, we have interest from both universities but no written commitment so the College will continue to deliver the pre-Nursing year for the U of S this fall with hopes of an announcement before classes begin. In December 2018, the College signed an MOU with the University of Saskatchewan to partner on the delivery of the first year of the Edwards School of Business on the Battlefords Campus. It is unclear what post-pandemic will look like however the College will be ready to welcome local learners back into these courses. The detailed program plan for face-to-face university programming at each of our main campuses is listed in Table 8 below.

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Table 8. University Programming University 2022-23 Battlefords Campus – Pre-Nursing Both Campus – Bachelor of Social Work Year 1 College Total 2022-23 Business Plan 2021-22

Program Classes FCE 6 3

Projected Enrolment Registrations FLE 120 12

300

16 15

8 9.5

420 288

42 28.8

Student and Employer Supports

North West College helps to support a strong economy by investing in students and supporting their success, not only in programs of study, but also in long-term labour market attachment. NWC 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. The College is revitalizing the workforce engagement strategy in light of the impacts of the pandemic. In addition to experiential learning in the classroom and formal work placements, the College commits to support the development of workplace essential skills in all programs including use of technology and digitization. As well, the College will ensure all students have a formalized career plan and the opportunity to develop their resume/e-portfolio, practice interviewing skills, learn job search skills, write strong cover letters and have connectivity to hiring employers. The College will invest in graduates beyond the end date of their program and support early leavers from programs with transition to the workplace. Many of the NWC students have minimal experience in the work world and our goal is to not only build technical skills but to prepare our students with soft skills and confidence. North West College invests in students and in reducing barriers to their success. The pandemic accentuated many of the issues our students face and reduced the opportunity to build strong supporting relationships. The College has always taken a holistic approach to student support however in 2022-23, NWC will be focusing our efforts on Healthy Campus North West College. The College will begin to implement the National Standard of Canada Mental Health and Wellbeing for post-secondary students. The College will collaborate with Healthy Campus Saskatchewan and develop a framework that works for the students of North West College. The focus is building on the success of the College’s BE WELL initiative. This comprehensive investment will result in redefining the supports and how they are offered, ensuring training of personnel, revising policies and practices and working even more closely with community agencies to support our students. In addition, the College is investing in a 24 support line for students called I.M. Well. The students and their family members will be able to anonymously access supports from their phone or computer on a variety of issues from financial to mental health. This service also connects the student to local supports if needed. NWC has a comprehensive strategy in place to invest in our students and facilitate their success. NWC is committed to being student-centric, inclusive, harm reducing, community building and health promoting.

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The College will continue the partnership with the U of R nursing students on community practicum at NWC. The focus will be healthy mind, body and life. The program will build student capacity, promote healthy safer lifestyles and have a positive impact beyond the College community. These initiatives will create strategies of promotion, prevention and intervention and ultimately create an inclusive environment that promotes and supports the health and well-being of all students. The College will revitalize many of the student engagement and student life events and activities that were not available due to the pandemic. Gathering students for lunch and learns that support barrier reduction but also citizenship development. Student life events that help to create a sense of community will return. Staff and student engagement at events assists in developing trusting relationships. Student engagement supports personal growth and development of our students and creates a sense of pride and giving back. The College accessed a federal grant in 2019/20 to support students with Truth and Reconciliation. Unfortunately, during the pandemic, this project could not be undertaken and the hope is the College will be able to extend the funds to March of 2023. This initiative supports 20 youth students to become certified in the KAIROS blanket exercise along with other teachings so they are prepared to offer this service in their communities. It is a great program to build understanding and capacity. Elder engagement at our main campuses will be re-introduced post pandemic as well. The College is proud of our multicultural region and provide many opportunities to explore and celebrate diversity. Going global, considering the world view and being inclusive in all that we do becomes even more important as we begin our journey of international education. The College holistic multifaceted supports were extended in a blended fashion during the pandemic and the College shall continue with the best practices in the coming years. The College provides many academic supports. All students can access supports for math, essay writing, study skills, reading for content and exam taking strategies. The College also has educational technologies support for students. The College will develop supports to academic issues that arise as well. The College invests in specific supports for students with disabilities. This past year was the lowest overall full time student count but the highest number of students accessing the disabilities grant. A trained professional develops a support program with the student based on their disability and engages all staff who work with that student to understand the strategies and interventions required. The student takes ownership of the learning strategies to support them as a student but also as they move into the labor force. The student services team will need to adjust many of the processes and supports provided in the past for students on provincial training allowance. A learning curve exists to better understand the new incentive administered through the Ministry of Social Services and for NWC a significant number of students will no longer be eligible for the incentive and will need to seek support from their Bands. The work has begun and will continue through the upcoming months so the NWC team can best support students in this crucial transition. North West College residence in Meadow Lake is a great opportunity to address affordable safe housing options for students. The pandemic drastically affected the residence operations however; in the fall of 2022 the College will return to pre-pandemic rental assignments in order to maximize the use of the units. The College will also be able to bring back the use of residence assistants to support with lock outs and good residence ambassadorship. The residence inspection process should also be able to return to pre-pandemic state. The College will continue to use the support of private security at the residence. The staff is looking forward to hosting student events again including those at the residence to create a sense of community.

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Through Student Services teams, NWC invests in our students so they can be successful in their programs of studies, their life, and in their future careers. NWC contributes significantly to our region by providing an accessible, well-prepared workforce responsive to the needs of local, regional and provincial employers. The new strategic plan accentuates the College’s commitment to support employer needs and strengthen partnerships. In 2022-23, the College will implement a new survey for employers that will assess their satisfaction with College programs, preparedness of students they have hired and College services employers’ support. This comprehensive survey will provide valuable feedback for continuous improvement and ensure the College aligns with the priorities of our employers. For NWC the partnerships with First Nations and their Tribal councils are extremely important. The ability to go into the reserve communities was hampered during the pandemic and it is imperative the staff at the College renew and rebuild some of these relationships. Strong partnerships impact student and community success and are vital to the College.

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MULTI YEAR BUSINESS PLAN 2022-2025

E. HUMAN RESOURCES

North West College’s new strategic plan includes a greater investment to ensure a ‘committed and proud team’. The College will continue to focus on improving recruitment and retention, while also enhance the workplace culture. As restrictions regarding Covid-19 are lifted, executive management continues to monitor the impacts to staff from the Covid-19 pandemic and is committed to the health and safety of our staff, students and communities. The current collective bargaining agreement expires August 31, 2022. The current 6 year CBA was ratified on April 6th, 2020, 3 ½ years into the agreement. While the new agreement provided staff stability over the past couple years, the expiration of the agreement 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 the sector, the primary reward for labour is income. Stagnant income may result in higher turn-over, increased medical leaves and burn-out of existing staff. The College is committed to ensuring flexibility and balance with the continued use of technology in the classrooms and the workplace. The College will continue long-term investment in technology and quality assurance to support staff and students. The College also is encouraging staff to access professional development opportunities to ensure staff are equipped with the skills required to work and ensure continued success. North West is focused on meeting the goals and initiatives set out by the College while ensuring alignment with meeting the goals of the Province. The institutional goal is to build the infrastructure and strategy needed to expand capacity, programming and services. In January of 2022 the College introduced a new position Coordinator, International Education in response to the strategic priority of welcoming our first intake of international students in the fall of 2022. This position was filled in March and work to implement the strategy began immediately. Recruitment for many of the College’s short-term or contract programs remains a challenge. This instability and uncertainty is seen as a risk for most employees. The College will look to expand its recruitment strategy’s to help mitigate these risks.

Strategic Focus

Employee Engagement The College will continue to strengthen employee engagement and the results of the annual engagement survey to implement continuous improvement strategies. Labour Relations The College will continue to promote a respectful and professional relationship with the Union SGEU. Union-Management meetings proactively address employee matters and maintain good communications with the Union. North West remains committed to ensuring a safe work place and promote diversity. Education & Training Staff education and training has been a priority at NWC. The College continues to promote staff to access their professional development funds for opportunities that interest them and will help them to grow in their current roles or work towards achieving future goals.

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Employee Supports North West College has an employee assistance program in place. The College recognizes the need to assist employees with various challenges and provide supports in the workplace. Mental Health awareness and resilience will continue to be a focus for the College. Advancing Technology North West College is excited to be a part of the new Higher Education Enterprise Resource Planning (ERP) project. The College has been looking at investing in a Human Resources Management System for a number of years. This project has provided all Colleges the opportunity to continue working in collaboration with each other, and GDI on this project. Representative Workforce The College continues our efforts to build a workforce that is representative of the communities in the region. Table 9. FTE Function

InScope/OOS

Actual 2020-21

Forecast 2021-22

Budget 2022-23

Estimate 2023-24

Comments/Change Rationale Forecasting similar tuition revenues. Slight increase in 22-23 to assist with increase in health care related programming with modest growth in 23-24.

Program Delivery

In-scope

57.78

65.31

66.70

68.52

Program Delivery

Out-of-scope

4.63

1.93

2.07

2.19

Projecting slight increase for 22-23 and 23-24 as business development expands.

Student Support

In-scope

8.11

8.10

10.66

Forecasting full staffing of all positions for 22-23 and 23-24.

Operations

In-scope

13.66

15.19

15.60

Projecting an increase in 22-23 and 23-24 to assist with the ERP project requirements.

Operations

Out-of-scope

10.29

9.26

11.00

Increased FTE to support and ensure quality program delivery.

94.48

99.79

106.03

107.97

Total

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F. 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 HighPerformance Organization. North West College relies on adequate investments in technology to ensure the College remains sustainable. Reducing Cyber security risk is a priority for NWC. Awareness, training, insurance and established policies will all play a role in mitigating the risk for the College. The College is in the process of implementing multi-factor authentication for its staff. The College will invest in additional measures to further reduce the risk of cyber attacks. The College continues with the use of chrome books in majority of our classrooms. Chrome books provides learners state of the art technology at a relatively less expensive cost than a typical laptop computer. Chrome books allow the College to implement student email accounts and provide the opportunity to better develop and manage alumni relations. Users and administrators manage software and data the same as a laptop, however encourages the use of google docs and other new innovative ways to manage work load. Technology in the classroom and throughout the organization remains a priority for NWC. The use of technology has allowed staff and students to remain engaged and up to date with priorities, while personal lives sometimes prevent them from coming to campus. NWC is committed to ensuring flexibility through technology to help ensure success. The College continues to work towards achieving a standardized classroom and ensuring that every classroom has modern technology. New interactive televisions allow the instructor to take a more innovative approach to teaching and free additional resources that may otherwise be tied up. As smart boards reach their end of life, the College will determine the best replacement strategy to be implemented over the next three years. The College is moving to a new inventory system to fulfill its needs. Currently the College has multiple inventory systems in place to manage the needs of all areas. Our IT inventory system is at its end of life, so a new inventory system has been introduced for all our assets. The goal was to have a system that can handle facilities infrastructure, information technology, bookstore, and inventories for all faucets of the College. Work continues to evolve on this project. In the fall of 2020, the College introduced an Education Technology Coordinator role. The focus of this role last year, was classroom based. Training instructional staff and students on the use of google classrooms and chromebooks were the main focus. While the work in these areas will continue to expand, this next year our Education Technology Coordinator will have a strategy to enhance and broaden technology knowledge focusing on our Administrative areas. In addition, the current learning management systems used at the College will be evaluated to ensure the best fit for staff, students and learning outcomes. Carlton Trail, on behalf of the regional colleges, was allocated another 2.9 million dollars towards the Higher Education Enterprise Resource Planning Project. This project will look to replace our current student information system, financial and human resources. North West College is excited to have been selected as one of the first four Colleges for implementation for this project. The College will have a need for possibly backfilling positions, managing and supporting the transition from our current system to the new.

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Information Technology at the College strives to maximize resources in order to meet the needs of our students. The above-mentioned projects and maintenance are founded on the principles of sustainability while continuing NWC’s tradition of forward-thinking innovation.

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G. INFRASTRUCTURE MANAGEMENT OCCUPANCY PLAN Land Transaction Plan and Occupancy Plan The College identified a new campus facility in the Battlefords as its number one priority in 2019. Given the significant space constraints on the Battlefords Campus, the College developed a business case for a new facility. This initiative remains a priority of the Board, and work continues to evolve around stakeholder engagement, investment in updating the Business Case, and the Feasibility Study. The College is working on its fourth submission of a business case to the Ministry. The College will continue to work closely with the Ministry of Advanced Education and the Ministry of Immigration and Career Training on this initiative. NWC will continue to work with local stakeholders to secure necessary land to house the proposed facility. As NWC awaits the approval to move forward with a new campus in the Battlefords, finding adequate programming space as an interim solution remains challenging. The College attempted to house programs at its current Mistikwa center, but small classrooms and no shop space remain problematic. The College finds itself continually leasing or renting space in a couple locations or taking smaller enrolments to accommodate the classroom sizes. NWC continues to explore alternative space options within the city to become a better interim solution. The facility requirements for programming in our rural communities often change based on the needs. Each year the College’s program plan identifies areas where programming is required, so often the College is looking for facilities on a short to long-term leasing option to meet the program needs. It is also challenging to find appropriate facilities for programs held on reserve. The NWC Facilities and Capital plan focuses on the provision of a safe and functional learning and working environment while enhancing infrastructure to ensure sustainability. All initiatives undergo a review process in order to manage tight fiscal resources. These efforts are critical to the strategic direction of becoming a High Performance Organization for students and staff. The College’s Student Residence’s will reach its 11th year of operation this May. Repair and maintenance costs continue to rise, while the impacts of Covid-19 have strained rental revenues. The College is optimistic that rental demand will be back to previous occupancy for the fall of 2022. The College reviewed rental rates in 2020 and will review damage deposit rates this spring. The College is looking to welcome Ukranians fleeing conflict in our student residence this summer offering support to those who immigrate to Canada. This will provide an opportunity for these individuals to further their education if required, while establishing a new home in Meadow Lake. For the 2022-23 fiscal year the College will look at renewing the majority of its one-year leases. The following chart identifies those leases:

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Table 10. 2022-2023 one-year leases renewals Facility/Land Description

Address

Centennial Hall Cut Knife Insurance Agencies Duck Lake Mistikwa Centre Hairdressing Lab Shellbrook

Size

Lease Expiry Date

Annual Cost including GST

Occupancy Plan *

Village of Debden

145 m2

1-May-22

$12,600.00

dispose

Lease

K5 Investments

112 m2

31-Aug-22

$27,394.69

renew

Lease

Stobart School

182 m2

30-Jun-22

$24,000.00

renew

Lease

Living Sky School Division

812 m2

31-Aug-22

$56,875.00

renew

Lease

Ann Callbeck

101.543 m2

30-Jun-22

$11,962.50

renew

Lease

Randall Johnson

109 m2

31-May-22

$3,800.00

renew

142 m2

31-May-22

$2,205.00

dispose

148 m2

31-May-22

$24,000.00

dispose

31-May-22

$5,250.00

renew

31-Dec-22

$4,200.00

dispose

Owned/ Leased

Lessor Name

121 Main St, Debden

Lease

Cut Knife 556 Front St, Duck Lake, SK 2022 102 St, North Battleford, SK 132 Centre Street, Meadow Lake 43 Main Street, Shellbrook

Prairie Spirit School Division Living Sky School Division

Rosthern High School

2004 4 St, Rosthern, SK

Lease

NB Comprehensive High School

North Battleford

Lease

Piyesiw Awasis School

Thunderchild First Nation

Lease

Thunderchild First Nation

Turtleford Lions Club

Turtleford

Lease

Turtleford Lions Club

XXXX

Total

$172,287.19

* For example: renew, dispose, replace, renovate, expand, etc.

Major Capital Plan:

Once again the major initiative for NWC is the standalone campus; however with aging buildings comes the need for repairs and maintenance. The College has identified additional major capital projects that will be required over the next ten years. While all projects are considered priority for the College, the below identifies priorities over the next 3 years outside of the standalone campus are as follows: i) ii)

The door system at both campuses are nearing end of life, so a complete replacement will be required. This project will cost approximately $250K. Beginning in years three to seven years the College has identified additional projects, such as the boiler systems at both of our main campus locations.

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Preventative Maintenance Renewal & Equipment Renewal Plan

The table below lists the College’s Preventative Maintenance and Renewal Plan (PMR) for the next three years. The College has identified priorities based on a rating scale. Investments over a million dollars are required over the next year to meet the maintenance requirements of our aging facilities and program related equipment to ensure quality programming. Table 11. BASE PMR 22-23 Campus Location

Leased/ Owned

Project Detail

Institution Priority

Estimated Cost

Residence

Owned

Matrix Furnace Replacement Cycle

$200,000

Battlefords and Meadow Lake Campus

Owned

Information Technology Standard Classroom upgrades

$50,000

Meadow Lake Campus

Owned

Health Care Lab Equipment

$30,000

Battlefords Campus

Owned

Health Care Lab Equipment

$75,000

Meadow Lake Campus

Owned

Design and renovation of Gym

$240,000

Meadow Lake Campus

Owned

HETTT Shop Equipment

$50,000

Battlefords Campus

Owned

Classroom flooring replacement

$48,000

Battlefords Campus

Owned

Electrical Deficiencies

$46,000

Battlefords Campus

Owned

Steam humidification boiler

$52,000

Residence

Owned

Natural playground with walk and learn

$10,000

Meadow Lake Campus

Owned

Upgrade Bathrooms

$50,000

Residence

Owned

Camera/Security

$25,000

Battlefords Campus

Owned

Upgrade Bathrooms

$125,000

Residence

Owned

Fence replacement

$75,000

Battlefords Campus

Owned

Sound masking system

$42,000

Total

$1,118,000

Table 12. STRATEGIC PMR 22-23 Campus Location

Leased/ Owned

Battlefords

Owned

Battlefords Total

Owned

Project Detail Consulting and Planning fees Standalone Campus

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Institution Priority

Estimated Cost

Institution Fund $

$250,000

$58,800,000 $59,050,000

$250,000

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Ministry Fund $ Year 1 $8,000,000 $8,000,000

Year 2 $25,400,000 $25,400,000

Year 3 $25,400,000 $25,400,000

MULTI YEAR BUSINESS PLAN 2022-2025

H. SUSTAINABILITY

Sustainability initiatives will support NWC‘s strategic directions toward a High-Performance Organization by effectively managing resources and risk. To ensure the quality of programs and services, the College has invested in staffing and will maintain continuous improvement strategies in all its operations, 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. This year is the second year of the multi-funding model that provided the College with certainty regarding the operating funding that will be received from the Ministry of Advanced Education over the remaining 2 years. With a 5% increase to the base-operating grant in 2022-23, the College had the ability to invest in developing a strategy for international education and infrastructure to expand business and foundation development. This infrastructure is critical to the long-term success and sustainability of NWC. While current and ongoing sustainability measures include whenever possible vacancy management strategies to reduce salary and benefit costs, the College has restructured and invested in staffing compliments and activities to better align with the goals and strategies of the College going forward. These investments will focus on building partnerships and growing our foundation/development activities for investment in programs, services and capital, to position ourselves to be less reliant on government funding. Even with these continued sustainability measures, Saskatchewan’s regional colleges remain the most cost effective institutions governed by the Ministry of Advanced Education. Through this multi-year business plan, one will notice increases to projections in revenues garnered outside the Ministry funding; however even with these increased revenues, the College will be challenged to be self-sustaining by year three of this plan without the utilization of reserves.

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I. 2022-23 BUDGET

NWC is projecting an operating deficit of approximately $133K for 2022-23. There is still a fair amount of uncertainty regarding the 22-23 fiscal year however this plan reflects increased programming in health care, an increase in staffing compliment and reduced operating budgets. With a conservative projection on tuitions a balanced budget was not possible. The College’s new strategic plan for 2022-25 has a number of investments and initiatives that will help sustain the long-term viability of the institution. To support the initiatives in the strategic plan and to ensure the overall sustainability of the College, this budget reflects increased costs relating to investment in staffing, technology and facilities as the College works to reduce barriers and provide safe, clean working and learning environment. The health and safety of our staff and students is of the utmost importance as we enter into this next year. In anticipation of these costs the College was planning to put $95K of the 21-22 projected surplus into reserve to offset the deficit in 22-23. The College will also continue to implement mitigation strategies throughout the year to reduce the deficit. These strategies may include further reductions to travel and operations budgets where possible. The College is not projecting costs relating to Covid-19 in this budget, however it is evident there will still be impacts reality to the pandemic. Quantifying these impacts is not foreseeable at this time. Table 13. COVID Related Summary COVID Related Summary Pressures Ancillary Revenue Capital Costs Operating Salaries & Benefits Tuition Total

2020-21 Actual

2021-22 July to June Forecast

$206,000

$35,364

$106,814 $222,076 $232,390 $767,280

$104,877

$140,241

2022-23 July to June Budget

Savings Ancillary Revenue Capital Costs Operating $219,272 Salaries & Benefits $101,871 $5,025 Tuition Total $321,143 $5,025 * * North West College has Covid related expenses, however, these cannot be quantified. The College is committed to investing in an infrastructure for business development to expand revenues by way of programs, services, monetary donations, and equipment donations. This investment will start to have impact on the revenues generated during the 22-23 year, but should begin further contributions to subsequent years. Investment in IT infrastructure and support is another key aspect over the next three years. The College continues work-ensuring risks are mitigated as we move toward more and more online activities. Investments in this area will include adequate training for staff to ensure safe online activities, investment in infrastructure and protocols to ensure the data of the College is safe and secure.

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PART A. Projected Business Financial Statements and Key Assumptions

NWC developed 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 NWC remains accountable to our students and to the communities we serve. The financial plan is based on estimates of revenues and expenses made on the basis of available information. Some estimates can be made with a fair amount of certainty. However, external factors such as enrolment levels, negotiations with third parties, and 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 NWC are based on the latest information available from internal College sources, and direction from the Ministries of Advanced Education and Immigration & Career Training. In addition to the assumptions articulated in section A, the following are specific budget assumptions: i)

2022-23 Ministry Advanced Education Operating funding is known as per funding letter.

ii)

2022-23 Ministry of Immigration & Career Training program funding is known per the budget letter and subsequent EAL funding letter.

iii)

Under-22 funding for ABE programming has been forecasted using 2021-22 rates.

iv)

Tuition rates are reflected at a 4% increase from 2021-22.

Agency payments have been budgeted at a 2% increase.

vi)

Inflation although immaterial has been forecasted at 1%.

vii)

Salaries based on current CBA rates, plus an additional 2%.

viii)

Projecting higher enrolments than 2021-22.

PART B. Financial Impacts of Identifiable Risks Third-party contracts There continues to be uncertainty as to whether our partners will be able to invest in training. We are anticipating more students under age 22 as we open more program seats. There is significant uncertainty as to sponsor support for student tuitions due to the changes to Provincial Training Allowance creating and competing priorities for First Nations’ resources. This could also impact the College’s ability to secure First Nation contracts. We have taken a conservative approach regarding expectations of contract revenue. The program and financial plans are based on NWC achieving realistic but revised targets. Our plans are founded on third party contract revenue from business, industry, and First Nations. These contracts are vital to the overall operations of the College. While the College is working to increase third-party funding, there is additional risk due to the economic impacts as a result of Covid-19. Adjustments to operations and programs would be required should we not realize these targets.

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MULTI YEAR BUSINESS PLAN 2022-2025

Enrolment levels Student tuition accounts for approximately $1.9M of the 2022-23 financial plan reflecting a 4% increase in tuition rates. It is uncertain how many students will be attracted to post-secondary education as we still determine the impacts of Covid-19. While we are confident in the approach used to estimate enrolment levels, there is no guarantee it will be realized. Should enrolments not reach expected levels, we may need to adjust the program plan during the year to minimize the impact. Saskatchewan Innovation and Opportunity Scholarship (SIOS) NWC received $57,900 for the SIOS program in 2022-23. The College is concerned that the expectation of matching resources may be not be realized given the economic impact of Covid19 on local businesses and partners; however the College is optimistic given the lifting of Public Health Orders NWC is able to gather and hold fundraising events. Other Factors In June 2022, 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 NWC 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. Scholarship Fund This reserve consists of funds accumulated through donations, and the 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

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MULTI YEAR BUSINESS PLAN 2022-2025

all the priorities, the College may have to reallocate reserves and engage other parties to find effective funding solutions.

Deficit Management

NWC significantly reduced operating expenses over the past three years and projected again in 2022-23. Managing the deficit in 2022-23 is planned through further efficiencies, vacancy management when possible and the use of reserves. NWC 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. This is not a sustainable longterm solution. Due to the continued uncertainties surrounding Covid-19, NWC will continue to monitor the progress of programs, services and our financial situation; making necessary changes where needed to mitigate impacts on staff and students.

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MULTI YEAR BUSINESS PLAN 2022-2025

J. 2023-24 AND 2024-25 BUDGET ESTIMATES

The College will revert back to the base operating grant of 2019 for the 2023-24 and 2024-25 budget years. Based on that funding the following assumptions have been made: i) ii) iii) iv) v) vi) vii) viii) ix) x)

Operating funding will remain at the same level as 2019-20 for 2023-24 and 2024-25. Status Quo program funding from the Ministry of Immigration & Career Training for both years. Under-22 funding for ABE programming has been forecasted using 2021-22 rates with an increase of five students each year. Tuition rates are reflected at a 4% increase each year. Projecting a modest increase in enrolments each year. Agency payments have been budgeted at a 2% increase each year. Inflation although immaterial has been forecasted at 2% increase each year. Projecting an increase in enrolments provided we are no longer dealing with the impacts of Covid-19. Projecting other revenue sources to increase each year based on an average of 5% over the course of the next 3 years. Projecting an increase in revenues and expenses from international students in 2023-24 and 2024-25.

Table 14. Resource Allocation Summary Resource Allocation Summary Revenues - Operating Grant Funding - Program Grant Funding - Tuition - Other Sources Total Revenues Expenditures - Out of Scope Salaries - Academic In-Scope - Professional In-Scope - Other Salaries - Benefits Sub-total Salaries and Benefits Other Operating Expenses Total Expenditures Annual Operating (Deficit) Surplus

NORTH WEST COLLEGE

2020-21 Actual

2021-22 Budget

2021-22 Forecast

2022-23 Budget Year 1

2023-24 Budget Year 2

2024-25 Budget Year 3

$4,497,500 $4,659,000 $1,346,056 $2,098,899 $12,601,455

$4,625,050 $4,570,000 $1,692,420 $2,161,717 13,049,187

$4,583,477 $4,671,346 $1,356,429 $1,945,021 12,556,274

$4,543,978 $4,632,583 $1,980,380 $1,962,780 13,119,721

$4,332,178 $4,632,583 $2,503,595 $2,069,935 13,538,292

$4,332,178 $4,632,583 $3,132,989 $2,198,284 $14,296,034

$942,257 $3,576,900 $2,308,098 $248,628 $1,092,598 $8,168,481

$999,762 $4,093,216 $2,680,168 $68,511 $1,119,015 $8,960,673

$924,809 $3,946,508 $2,434,307 $82,577 $1,091,848 $8,480,048

$1,142,932 $3,976,899 $2,675,939 $68,344 $1,190,714 $9,054,828

$1,173,067 $4,147,461 $2,739,924 $72,511 $1,214,528 $9,347,491

$1,200,307 $4,420,438 $2,803,345 $76,761 $1,226,674 $9,727,525

$3,859,826 $12,028,307

$4,278,774 13,239,447

$3,986,222 12,466,270

$4,214,115 13,268,942

$4,378,238 13,725,730

$4,636,648 $14,364,173

$573,148

($190,261)

$90,003

($149,221)

($187,438)

($68,138)

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MULTI YEAR BUSINESS PLAN 2022-2025

Table 15. Operating Surplus Operating Surplus Internally Restricted/Unrestricted Operating Surplus beginning Internally Restricted/Unrestricted Operating Surplus - ending

2020-21 Actual

2021-22 Budget

2021-22 Forecast

2022-23 Budget Year 1

2023-24 Budget Year 2

2024-25 Budget Year 3

$836,269

$1,443,323

$1,263,772

$1,353,775

$1,204,555

$1,017,117

$1,263,772

$1,253,062

$1,353,775

$1,204,555

$1,017,117

$948,979

Table 16. Salary in Year 1 Salary in Year 1 annual merit increases annual economic adjustments base adjustments positions added/deleted Salary in Year 2

NORTH WEST COLLEGE

$22,850 $163,197 $186,047

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MULTI YEAR BUSINESS PLAN 2022-2025

CONCLUSION

North West College’s 2022-2025 Business Plan is one of continued growth and prosperity. It focuses on NWC’s new and revised strategic initiatives, which are in direct alignment with a number of the actions of the Saskatchewan Growth Plan and the goals of the Ministry of Advanced Education and the Ministry of Immigration and Career Training. The Multi-Year funding model provided the College with an opportunity to invest in building an infrastructure that will enable our institution to be more sustainable, become less reliant on government funding, while continuing to play a “key contributing role in helping Saskatchewan achieve its economic recovery goals and objectives”. With this in mind, NWC 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.

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Appendix A – Financial Statements

Statement 1

North West College Projected Statement of Financial Position as at June 30, 2023 Budget June 30 2023

Estimated June 30 2024 Financial Assets Cash and cash equivalents Accounts receivable Inventories for resale Portfolio investments

Total Financial Assets

3,532,868 100,000 75,502 57,403

3,731,302 100,000 75,502 57,403

Budget June 30 2022

2,646,299 100,000 75,502 57,283

Forecast June 30 2022

3,064,627 100,000 75,502 57,403

Actual June 30 2021

2,737,303 236,409 52,451 57,403

3,765,773

3,964,207

2,879,084

3,297,532

3,083,566

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 76,480 269,700 -

281,354 198,873 206,082 269,700 -

Total Financial Assets

876,180

956,009

Net Financial Assets (Net Debt)

2,889,593

3,088,027

2,002,904

2,421,352

2,127,557

Non-Financial Assets Tangible capital assets Inventory of supplies for consumption Prepaid expenses

4,128,364 58,095

4,778,364 58,095

5,247,000 58,095

5,428,364 58,095

6,153,523 145,592

Total Non-Financial Assets

4,186,459

4,836,459

5,305,095

5,486,459

6,299,115

Accumulated Surplus

7,076,052

7,924,486

7,307,999

7,907,811

8,426,672

Accumulated Surplus is comprised of: Accumulated surplus from operations

7,076,052

7,924,486

7,307,999

7,907,811

8,426,672

Total Accumulated Surplus

7,076,052

7,924,486

7,307,999

7,907,811

8,426,672

Statement 2

North West College Projected Statement of Operations and Accumulated Surplus (Deficit) for the year ended June 30, 2023

2023 Budget

2024 Forecast 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

Accumulated Surplus (Deficit), End of Year

283,696 -

283,696 76,056

284,580 76,056

254,201 76,056

235,844 71,913

1,255,939 28,000 271,139 250,000 2,503,595 57,900 195,861 14,170,791

1,072,728 28,000 260,922 250,000 1,980,380 57,900 195,861 14,572,004

1,105,894 27,708 306,300 225,000 1,692,420 57,900 175,733 13,580,542

852,738 28,000 245,262 180,000 1,356,429 57,900 196,618 13,107,265

1,135,098 36,240 245,690 248,387 1,346,056 63,423 230,501 13,248,711

6,378,311 3,549,631 2,861,554 1,530,433 305,800 115,800 277,696 15,019,225

6,179,100 3,420,958 2,772,532 1,496,548 299,804 115,800 270,587 14,555,329

5,918,417 3,341,609 2,854,699 1,570,247 260,298 115,800 304,840 14,365,910

$5,822,133 3,137,798 2,723,865 $1,334,824 225,583 115,800 266,123 13,626,126

5,660,447 3,226,105 2,647,861 1,269,698 169,616 116,267 329,531 13,419,525

16,675

7,076,052

7,924,486

(785,368)

7,907,811 $

9,506,051 122,900

7,307,999

(518,861)

8,093,367 $

9,615,823 244,238

2021 Actual

$ 10,243,561 122,900

7,924,486 $

2022 Forecast

9,201,761 122,900

(848,434)

Accumulated Surplus (Deficit), Beginning of Year

2022 Budget

(170,814)

8,426,672 $

7,907,811

9,462,500 173,059

8,597,486 $

8,426,672

Statement 3

North West College Projected Statement of Changes in Net Financial Assets (Net Debt) as at June 30, 2023 2023 Budget

Net Financial Assets (Net Debt), Beginning of Year

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

Change in Net Financial Assets (Net Debt) Net Financial Assets (Net Debt), End of Year

2,421,352

2022 Budget

2,138,272

2022 Forecast

2,127,557

2021 Actual

1,794,744

16,675 (250,000) 900,000 (58,095) 58,095

(785,368) (250,000) 900,000 (58,095) 58,095

(518,861) (226,663) 951,823 (58,095) 145,592

(170,814) (392,818) 945,420 (145,592) 96,617

666,675

(135,368)

293,795

332,813

666,675

(135,368)

293,795

332,813

3,088,027

2,002,904

2,421,352

2,127,557

Statement 4

North West College Projected Statement of Cash Flows for the year ended June 30, 2023

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 (Increase) decrease in inventories for resale (Decrease) increase in accrued salaries and benefits Increase (decrease) in accounts payable & accrued liabilities (Decrease) increase 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

Budget 2023 $

Budget 2022

16,675

Forecast 2022

(785,368) $

Actual 2021

(518,861) $ (170,814)

900,000 -

951,823 -

945,420 -

916,675

114,632

136,409 (23,051) (81,354) 131,127 (129,602) 87,497 553,987

44,362 9,506 5,469 (169,282) (212,168) 15,800 (48,975) 419,318

(250,000) (250,000)

(226,663) (226,663)

(392,818) (392,818)

Investing Activities Cash used to acquire portfolio investments Proceeds from disposal of portfolio investments Cash Provided (Used) by Investing Activities

Financing Activities Proceeds form issuance of long-term debt Repayment of long-term debt Cash Provided (Used) by Financing Activities

327,324

26,382

Increase (Decrease) in Cash and Cash equivalents Cash and Cash Equivalents, Beginning of Year

666,675

(135,368)

(118) (118)

3,064,627

2,781,667

2,737,303

2,710,921

Cash and Cash Equivalents, End of Year

$ 3,731,302

$ 2,646,299

$ 3,064,627

$ 2,737,303

Represented on the Financial Statements as: Cash and cash equivalents Bank indebtedness Cash and Cash Equivalents, End of Year

$ 3,731,302 $ 3,731,302

$ 2,646,299 $ 2,646,299

$ 3,064,627 $ 3,064,627

$ 2,737,303 $ 2,737,303

Schedule 1

North West College Projected Schedule of Revenues and Expenses by Function for the year ended June 30, 2023

General

Skills Training Credit

Revenues (Schedule 2) Provincial government Federal government Other Total Revenues

$ 6,680,711 76,056 184,500 6,941,267

$ 1,372,166 2,239,653 3,611,819

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

14,250 900,000 283,739 668,627 75,242 751,492 3,485,750 6,179,100

666,861 50,550 83,040 21,330 382,055 2,178,019 3,381,855

Surplus (Deficit) for the year

762,167

229,964

Basic Education

Non-credit

Credit

Non-credit

46,800 46,800

$ 1,135,705 397,358 1,533,063

$ 1,054,979 283,696 87,450 1,426,125

1,290 4,080 19,380 8,303 6,050 39,103

29,315 51,500 2,095 76,115 1,274,698 1,433,723

86,302 2,440 72,620 1,175 181,113 995,159 1,338,809

7,697

99,340

87,316

2023 Projected Services Learner Support Counsel

65,000 250,200 315,200

16,500 345,082 1,043,964 1,405,546

$ (1,090,346) $

University

Scholarships

Development

Student Housing

Credit

2,400 6,174 82,428 91,002

(91,002) $

312,447 312,447

233,605 11,540 5,235 44,864 4,560 299,804

12,643

57,900 57,900 115,800

115,800 115,800

2023

2022

2021

Budget

Forecast

Actual

269,483 269,483

$ 10,366,461 359,752 3,845,791 14,572,004

9,959 146,438 45,655 68,535 270,587

1,048,123 900,000 346,688 1,037,845 126,857 1,956,653 9,139,163 14,555,329

(1,104) $

16,675

9,628,951 360,636 3,590,955 13,580,542

970,804 900,000 304,341 1,101,726 123,330 1,919,852 9,045,857 14,365,910

(785,368) $

9,860,061 330,257 2,916,947 13,107,265

$ 9,635,559 307,757 3,305,395 13,248,711

921,785 951,823 305,672 1,056,583 134,040 1,692,405 8,563,818 13,626,126

817,960 945,420 222,824 1,099,540 126,514 1,949,688 8,257,579 13,419,525

(518,861) $

(170,814)

Schedule 2

North West College Projected Schedule of Revenues by Function for the year ended June 30, 2023

General

Credit

Non-credit

Provincial Government Advanced Education/ Ministry of Immigration and Career Training Operating grants $ 4,543,978 $ Program grants 1,069,733 1,372,166 Capital grants 1,067,000 6,680,711 1,372,166 Contracts Other 6,680,711 1,372,166 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

2023 Projected Revenues Basic Education Services Learner Credit Non-credit Support Counsel

Skills Training

1,135,705 1,135,705 1,135,705 -

1,054,979 1,054,979 1,054,979 -

65,000 65,000 -

University

Scholarships

Development

2023 Total Revenues Budget

Student Housing

Credit

57,900 57,900 -

4,543,978 4,632,583 1,067,000 10,243,561 65,000 57,900 10,366,461 -

2022 Total Revenues Budget

2022 Total Revenues Forecast

4,625,050 4,570,001 311,000 9,506,051 65,000 57,900 9,628,951 -

$4,583,477 4,671,346 361,000 9,615,823 100,000 57,900 9,773,723 86,338

2021 Total Revenues Actual

4,497,500 4,659,000 306,000 9,462,500 122,583 28,950 9,614,033 21,526

6,680,711

1,372,166

1,135,705

1,054,979

65,000

57,900

10,366,461

9,628,951

9,860,061

9,635,559

76,056

283,696 283,696 -

283,696 283,696 76,056

284,580 284,580 76,056

254,201 254,201 76,056

235,844 235,844 71,913

76,056

283,696

359,752

360,636

330,257

307,757

28,000

587,920 -

397,358 -

87,450 -

1,072,728 28,000

1,105,894 27,708

852,738 28,000

1,135,098 36,240

5,500 10,500 140,500

1,610,633 41,100

46,800 -

250,000 200

312,447 -

57,900 -

255,422 14,061

260,922 250,000 1,980,380 57,900 195,861

306,300 225,000 1,692,420 57,900 175,733

245,262 180,000 1,356,429 57,900 196,618

245,690 248,387 1,346,056 63,423 230,501

184,500

2,239,653

46,800

397,358

87,450

250,200

312,447

57,900

269,483

3,845,791

3,590,955

2,916,947

3,305,395

$ 6,941,267

$ 3,611,819

46,800

$ 1,533,063

$ 269,483

$ 14,572,004

$ 13,580,542

$ 13,107,265

$ 13,248,711

1,426,125

315,200

$ 312,447

115,800

responsibility 400???

Skills Training

General (Schedule 4)

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 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

Schedule 3

North West College Projected Schedule of Expenses by Function for the year ended June 30, 2023

14,250 14,250

Credit

Non-credit

533,331 133,530 666,861

2023 Projected Expenses Services Learner Non-credit Support Counsel

Basic Education Credit

1,290 1,290

29,315 29,315

29,329 56,973 86,302

16,500 16,500

University

Scholarships Development

Credit

233,605 233,605

2023 Total Expenses Budget

Student Housing

796,265 251,858 1,048,123

2022 Total Expenses Budget

2022 Total Expenses Forecast

748,144 222,660 970,804

$679,146 242,639 921,785

2021 Total Expenses Actual

817,960 817,960

900,000

951,823

945,420

220,011 63,728 283,739

19,550 20,000 11,000 50,550

2,440 2,440

9,959 9,959

251,960 20,000 74,728 346,688

231,340 400 72,601 304,341

231,638 74,034 305,672

215,299 7,525 222,824

205,952 298,217 164,458 668,627

83,040 83,040

4,080 4,080

7,500 44,000 51,500

72,620 72,620

11,540 11,540

4,800 30,780 110,858 146,438

4,800 7,500 421,232 328,997 275,316 1,037,845

4,800 77,542 445,944 301,148 272,292 1,101,726

3,030 7,500 440,995 326,492 278,566 1,056,583

662 3,816 299,606 362,547 126,756 306,153 1,099,540

2,675 72,567 75,242

14,480 6,850 21,330

19,380 19,380

2,095 2,095

1,175 1,175

2,400 2,400

5,235 5,235

39,095 5,945 81,817 126,857

38,235 12,468 72,627 123,330

38,235 7,156 88,649 134,040

366 9,578 10,885 14,730 90,955 126,514

147,230 31,955 15,990 57,078 59,603 38,257 18,987 12,156 206,957 6,238 77,480 61,573 17,988 751,492

53,731 1,500 260,729 9,265 23,085 2,000 31,745 382,055

7,183 387 232 346 155 8,303

2,867 51,400 1,225 7,300 1,566 11,757 76,115

12,113 685 3,000 116,332 1,950 8,727 600 25,706 12,000 181,113

41,721 3,100 33,215 3,000 227,273 21,243 15,530 345,082

1,750 739 1,700 1,985 6,174

6,452 800 1,700 500 35,338 74 44,864

115,800 115,800

250 14,400 1,882 25,740 1,212 240 1,931 45,655

273,297 37,979 15,990 60,078 74,003 503,902 35,459 53,314 232,697 227,273 8,238 81,358 189,742 163,323 1,956,653

322,906 33,182 15,812 38,397 63,437 459,616 26,302 51,928 271,871 204,545 6,405 83,007 185,091 157,353 1,919,852

274,785 41,858 15,812 23,855 77,156 384,249 21,608 40,655 282,093 163,636 5,137 83,345 134,109 144,107 1,692,405

215,065 23,272 62,502 13,536 21,053 85,468 608,385 27,054 39,515 280,980 197,853 5,211 75,076 70,617 224,101 1,949,688

553,160 23,260 2,907,246 2,084 3,485,750

263,623 1,913,396 1,000 2,178,019

550 5,500 6,050

116,488 1,158,210 1,274,698

99,366 895,793 995,159

155,792 888,172 1,043,964

16,974 65,454 82,428

560 4,000 4,560

11,050 55,235 2,250 68,535

1,217,563 23,260 7,893,006 5,334 9,139,163

1,147,556 23,148 7,865,366 9,787 9,045,857

1,120,780 27,398 7,410,311 5,329 8,563,818

1,105,269 15,220 7,123,673 13,417 8,257,579

270,587

$ 14,555,329

$ 14,365,910

$ 13,626,126

$ 6,179,100

3,381,855

39,103

1,433,723

1,338,809

1,405,546

91,002

299,804

115,800

13,419,525

Schedule 4

North West College Projected Schedule of General Expenses by Functional Area for the year ended June 30, 2023

2023 Projected General Operating Facilities and and Administration Equipment

Governance

Agency Contracts Contracts Other

Total General Expenses

14,250 14,250

2023 Total General Budget

Information Technology

14,250 14,250

2022 Total General Budget

17,250 17,250

2022 Total General Forecast

10,250 10,250

2021 Total General Actual

4,341 4,341

900,000

951,823

945,420

4,106 4,106

40,660 54,539 95,199

179,351 5,083 184,434

220,011 63,728 283,739

211,976 66,101 278,077

190,376 67,034 257,410

127,333 5,442 132,775

205,952 298,217 164,458 668,627

70,042 205,952 225,735 164,458 666,187

205,952 295,777 164,458 666,187

542 296,444 175,161 72,616 173,596 718,359

5,333 5,333

2,675 67,234 69,909

2,675 72,567 75,242

2,623 63,077 65,700

2,623 83,892 86,515

366 1,588 10,885 14,730 74,624 102,193

6,500 13,112 712 15,248 20,687 500 56,759

147,230 25,455 15,990 42,466 59,603 37,545 18,987 12,156 152,949 5,501 77,480 27,702 16,269 639,333

1,500 38,760 737 7,004 1,219 49,220

6,180 6,180

147,230 31,955 15,990 57,078 59,603 38,257 18,987 12,156 206,957 6,238 77,480 61,573 17,988 751,492

171,680 27,951 15,812 33,397 49,037 30,128 16,262 9,446 253,511 6,405 77,480 66,122 18,235 775,466

186,005 36,884 15,812 23,405 62,756 36,336 12,479 14,658 265,228 5,137 77,480 49,757 14,128 800,065

133,186 21,934 51,093 13,536 21,053 69,171 42,932 17,596 21,919 251,205 3,158 66,565 15,718 101,743 830,809

23,260 23,260

482,278 2,530,481 2,084 3,014,843

50,371 225,594 275,965

20,511 151,171 171,682

553,160 23,260 2,907,246 2,084 3,485,750

485,412 23,148 2,705,103 2,074 3,215,737

478,130 27,398 2,542,241 2,116 3,049,885

436,373 15,220 2,472,194 2,763 2,926,550

4,572,532

$ 1,094,344

432,205

$ 6,179,100

5,918,417

$ 5,822,135

$ 5,660,447

80,019

Schedule 5 North West College Projected Schedule of Accumulated Surplus for the year ended June 30, 2023

June 30 2021 Actual

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

External Contributions to be Held in Perpetuity

Internally Restricted Operating Surplus Capital Projects: Designated for Tangible capital asset expenditures $ Other (provide details) $

June 30 2022 Budget

6,153,523 6,153,523 -

$ $ $

893,253 893,253

972,834 19,145 96,979 1,088,958

Unrestricted Operating Surplus

Total Accumulated Surplus from Operations

Other:

Operating Reserve Residence Reserve Scholarship

June 30 2022 Forecast

5,247,000 5,247,000 -

$ $ $

1,113,382 1,113,382

451,534 61,696 148,874 662,104

290,938

8,426,672

5,428,364 5,428,364 -

Additions During the Year $ 250,000 $ 250,000

1,027,590 1,027,590

$ 1,067,000 $ 1,067,000

1,062,836 1,104 96,979 1,160,919

285,513

290,938

7,307,999

7,907,811

June 30 2023 Budget

Reductions During the Year

$ 1,317,000

$ $ $

900,000 900,000

$ $ $

250,000 250,000 149,221 1,104 150,325 1,300,325

$ $ $

4,128,364 4,128,364 -

1,844,590 1,844,590

913,615 0 96,979 1,010,594

726,177 2,004 96,979 825,160

290,938

7,924,486

7,076,052

4,778,364 4,778,364

June 30 2024 Estimated

1,831,590 1,831,590

Immigration and Career Training 12th floor, 1945 Hamilton St. Regina, SK S4P 2C8

STA Financial Overview Estimated Program Reserves (as of June 30, 2022)

Appendix B ‐ Skills Training Program Management Plan 2022‐23

Delivery Institution:

Date Submitted:

NORTH WEST COLLEGE

Standard Program Name

Institute/ Industry Credit

Accredited Organization

Delivery Method

Location

$1,896,000

2022‐23 ICT Funding Start Date (dd/mmm/yy)

End Date (dd/mmm/yy)

Projected Carry Projected 2022‐23 Forward 2023‐ STA expenditures 24

$1,839,852

$56,148

02‐May‐22

Program Information Program Name

STA Budget Allocation 2022‐23

Projected Enrolment

Program Days

Program Capacity

Projected FLE Part‐time Full‐time

Labs/clinicals provided

Work placements provided

125

17.78

N/A

Yes

$67,290

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]

Rationale Cost per Seat

Brief Rationale for Program

Plan A Business

Business Diploma (Year 1)

Carpentry

Institute

Saskatchewan Polytechnic

Class room

North Battleford

Aug 29/22

April 28/23

Meadow Lake

Feb 6/23

June 16/23

8.30

Yes, in person

Yes

$47,321

$26,181

$73,502

Sep 6/22

May 9/23

135

15.64

Yes, in person

Yes

$76,914

$58,507

$135,421

Institute

Saskatchewan Polytechnic

Class room

Continuing Care Assistant Certificate

Institute

Saskatchewan Polytechnic

Continuing Care Assistant

Continuing Care Assistant Certificate

Institute

Saskatchewan Polytechnic

Combination North Battleford (Class room and distance learning) Combination Meadow Lake (Class room and distance learning)

Continuing Care Assistant

Continuing Care Assistant Certificate

Institute

Saskatchewan Polytechnic

Continuing Care Assistant PT Continuing Care Assistant Certificate

Institute

Saskatchewan Polytechnic

Continuing Care Assistant PT Continuing Care Assistant Certificate

Institute

Saskatchewan Polytechnic

Culinary Arts Diploma Y1

Institute

Assiniboine

Continuing Care Assistant

$94,729

$162,019

$8,101 Now diploma as local employers are interested in this designation ‐ international students as well. Employers looking to hire entry level workers for business and industry respect this certification. History of strong interest by students and successful graduates and either employment or continuation to diploma or degree. Anticipated growth rate according to the EMSI data for our region. $6,125 Significant demand for carpenters in the northern part of our region. Many of our reserve communities are investing in infrastructure and need trades people. $9,028 Fastest growing health occupation according to the HHR and EMSI validated for our region. New jobs accounted by Minister in the throne speech/budget last year ‐ multi‐year commitment.

Aug 29/22

April 28/23

135

15.64

Yes, in person

Yes

$70,412

$58,507

$128,919

Sep 6/22

May 5/23

135

12.03

Yes, in person

Yes

$95,223

$35,104

$130,327

$10,861 Fastest growing health occupation according to the HHR and EMSI validated for our region. New jobs accounted by Minister in the throne speech/budget last year ‐ multi‐year commitment.

Sep 1/22

June 9/23

10.11

Yes, in person

Yes

$14,025

$72,720

$86,745

Lloydminster Combination (Class room and distance learning) Class room Meadow Lake

Aug 30/22

June 22/23

3.73

Yes, in person

Yes

$44,363

$37,669

$82,032

Sep 6/22

May 17/24

303

16.46

Yes, in person

Yes

$46,360

$176,003

$222,363

$5,783 Continued demand from health authority to train CCA's working in their facilities (delayed by COVID) and ministry's announcement of more jobs. Fastest growing health occupation according to the HHR and EMSI for our region. $6,836 Continued demand from health authority to train CCA's working in their facilities (delayed by COVID) and to attract new staff. Fastest growing health occupation according to the HHR and EMSI for our region. $15,883 Moving towards a culinary diploma ‐ there are so many value added skills in this program and it strongly supports community/industry engagement. Full menu food preparation, including nutrition, presentation and international cuisine. The program also includes research and menu planning for buffets, banquets, festivals and events. Grants Level 1 and 2 towards a Red Seal Chef. Restaurants in the north west are desperate for people including our camps and parks employers. This program has some seats set aside for international students as well. The curriculum from Assiniboine is very relevant to industry.

Shellbrook Combination (Class room and distance learning) Combination North Battleford (Class room and distance learning)

$8,595 New facility being built in Meadow Lake with expanded beds therefore will need CCAs. Increasing demand for health care workers in rural Saskatchewan. Fastest growing health occupation according to the HHR and EMSI for our region.

$9,283 Significant demand in our region specifically due to Jordan's principle. Budget announcement of investing in positions across the province. $6,430 According to EMSI this trade is a hotspot in our area. More

Educational Assistant

Educational Assistant Certificate

Institute

Saskatchewan Polytechnic

Class room

North Battleford

Aug 29/22

April 28/23

133

15.31

N/A

Yes

$68,890

$70,350

$139,240

Electrician

Electrician Applied Certificate

Institute

Saskatchewan Polytechnic

Class room

Meadow Lake

Sep 12/22

Jan 27/23

8.39

Yes, in person

Yes

$49,360

$27,800

$77,160

Institute

Saskatchewan Polytechnic

Class room

Mistawasis First Nation

Aug 22/22

Jan 20/23

103

7.30

Yes, in person

Yes

$56,400

$31,810

$88,210

$8,821

Institute

Saskatchewan Polytechnic

Class room

North Battleford

Aug 24/21

July 16/22

0.64

Yes, in person

Yes

$5,000

$500

Hairstylist Diploma

Institute

Saskatchewan Polytechnic

Class room

North Battleford

Aug 23/22

July 14/23

250

17.78

Yes, in person

Yes

$88,370

$69,014

$157,384

$15,738

Hairstylist Diploma

Institute

Saskatchewan Polytechnic

Class room

Meadow Lake

Aug 1/22

June 30/23

250

22.22

Yes, in person

Yes

$72,040

$80,852

$152,892

$12,741

Heavy Equipment and Truck and Transport Technician Applied Certificate

Institute

Saskatchewan Polytechnic

Class room

Meadow Lake

Feb 6/23

June 23/23

8.52

Yes, in person

Yes

$62,840

$26,986

$89,826

$7,486 According to EMSI this trade is a hotspot in our area. Employers have a long tradition of supporting the graduates from this program.

Industrial Mechanics Applied Certificate

Institute

Saskatchewan Polytechnic

Class room

North Battleford

Feb 1/23

June 6/23

6.74

Yes, in person

Yes

$96,273

$27,000

$123,273

$10,273 According to EMSI this trade is a hotspot in our area. Students in the pas have been employed in regional manufacturing, mills and plants.

Forest to Fork

Hairstylist (end)

Hairstylist Certificate

graduates work in the industrial setting than for small business owners who are still needing electricians. This program supports graduates to branch off into three different certificates/employment ‐ Environmental Resource Management, Retail Meat Specialist or Culinary Arts. This program was developed by our College with the support of Saskatchewan Polytechnic to address needs raised by our First Nation partners. The exposure to responsible resource utilization and preservation, food security and maximization of resources and industry training certification is very attractive. The College had great support from local outfitters, SERM, First Nations Anticipated growth rate according to provincial data and EMSI locally! This program has great support from Battlefords employers for practical placements and subsequent employment. There are very few publically funded opportunities for this training in Saskatchewan and this program attracts students from outside our region. It is a profession that has turnover for a variety of reasons. There is great support for these professionals to also become entrepreneurs.

Office Administration

Office Administration Certificate

Institute

Saskatchewan Polytechnic

Combination Meadow Lake (Class room and distance learning)

Aug 29/22

June 30/23

167

19.26

N/A

Yes

$93,826

$50,536

$144,362

$9,624 Solid long term program with good reputation and strong student interest. Employment with health, schools, government agencies, private enterprise. Anticipated growth rate according to EMSI and the College reduced to a single location of offering during the pandemic but will support distance learners from across the region.

Plumbing and Pipefitting Applied Certificate

Plumbing and Pipefitting Applied Institute Certificate

Saskatchewan Polytechnic

Class room

Meadow Lake

Sep 12/22

Jan 27/23

7.64

Yes, in person

Yes

$56,530

$28,062

$84,592

Practical Nursing ‐ end

Institute

Saskatchewan Polytechnic

Class room

North Battleford

March 1/21

Feb 9/23

4.00

Yes, in person

Yes

$84,538

$18,855

$103,393

Practical Nursing ‐ new

Institute

Saskatchewan Polytechnic

Class room

North Battleford

Feb 28/23

Feb 14/25

7.78

Yes, in person

Yes

$59,646

$61,816

$121,462

Pre‐apprenticeship Cook

Institute

North West and Class room Apprenticeship

Meadow Lake

Sep 19/22

Dec 9/23

5.33

Yes, in person

Yes

$30,299

$20,555

$50,854

Pre‐apprenticeship Cook

Institute

North West and Class room Apprenticeship

Meadow Lake

March 6/23

June 2/23

5.33

Yes, in person

Yes

$30,299

$20,555

$50,854

Institute

$7,049 According to EMSI this trade is a hotspot in our area. Employers have a long tradition of supporting the graduates from this program. $6,462 Increased seats in anticipation of not having a program in Meadow Lake in the fall of 2021 was denied by Saskatchewan Polytechnic given COVID will ask for 24 again for March start but not confident it will be approved. Sask Hospital continues to demand Practical Nurses(still have 2 wings to open)along with $7,591 other health facilities. New dialysis unit in Meadow Lake will also need PNs. Anticipated growth rate according to EMSI ‐ especially in rural Saskatchewan health facilities. $4,238 With Saskatchewan Polytechnic no longer offering short courses in cooking, NWC will worked with Apprenticeship to develop a program that would meet the needs of employers and FN communities in the northwest and achieve hours towards $4,238 apprenticeship. This program will be developed as a microcredential. The program will provide entry level skills and knowledge to support work in restaurants, camps and catering. $6,214 This industry is desperate for skilled workers. $5,187 Provincial demand already existed and then came the expansion of the new Sask Hospital ‐ not able to open all their beds given not enough Psych nurses. This program will attract local people to support the health authority with recruitment and retention. $15,041 According to the RPNAS over 50% of the current registered Psych nurses are over 50 years of age and increases to 68% if looking at 45+ ‐ there is a severe shortage. It takes 2.5 years to get a graduate! The advocacy of the need for additional seats has $10,381 been approved at 24 for 22‐23. $12,621 Program has great reputation with students and employers. High retention rate. Great exposure of students to the mills in the area as well as those employers that work up north in the mines. The program in NB was cancelled for the upcoming year so this program will need to support all regional demand.

Psychiatric Nursing

Psychiatric Nursing Diploma (Year Institute 3)

North West and Class room h Saskatchewan Class room Polytechnic

Psychiatric Nursing

Psychiatric Nursing Diploma (Year Institute 2)

Saskatchewan Polytechnic

Pre‐apprenticeship Cook

Class room

North Battleford

Sep 6/22

Nov 25/22

4.27

Yes, in person

Yes

$45,585

$16,555

$62,140

North Battleford

Sep 1/20

Dec 16/22

6.67

Yes, in person

Yes

$50,977

$32,015

$82,992

North Battleford

Aug 31/21

Dec 15/23

150

16.00

Yes, in person

Yes

$168,083

$72,576

$240,659

Psychiatric Nursing

Psychiatric Nursing Diploma (Year Institute

Saskatchewan

Class room

North Battleford

Aug 29/22

Dec 1/24

140

27.38

Yes, in person

Yes

$152,284

$96,852

$249,136

Welding

Welding Certificate

Institute

Saskatchewan Polytechnic

Class room

Meadow Lake

Aug 29/22

May 19/23

170

15.35

Yes, in person

Yes

$106,704

$44,749

$151,453

Continuing Care Assistant

Continuing Care Assistant Certificate

Institute

Saskatchewan Polytechnic

Continuing Care Assistant

Continuing Care Assistant Certificate

Institute

Saskatchewan Polytechnic

Retail Meat

Retail Meat Specialist

Institute

Saskatchewan Polytechnic

Combination Rosthern (Class room and distance learning) St. Walburg Combination (Class room and distance learning) Class room Poundmaker Cree Nation

275

305.60

3‐Oct‐22

2‐Jun‐23

135

Total:

369 12

12.03

Yes, in person

Yes

$1,839,852 $95,223

$1,356,358 $35,104

$3,196,210 $130,327

$10,861 Fastest growing health occupation according to the HHR and EMSI validated for our region. New jobs accounted by Minister in the throne speech/budget last year ‐ multi‐year commitment.

$8,662

3‐Oct‐22

2‐Jun‐23

135

12.03

Yes, in person

Yes

$95,223

$35,104

$130,327

$10,861 Fastest growing health occupation according to the HHR and EMSI validated for our region. New jobs accounted by Minister in the throne speech/budget last year ‐ multi‐year commitment.

Plan B

Expand PN seats to 24 Change Lloyd to Full time CCA Early Childhood Education Primary Care Paramedic

Partnership with Battlefords Tribal Council and Poundmaker First Nation ‐ opening a meat shop and need enough certified people to operate the business. Students also spent time with two local Co‐op stores who are needing skilled meat cutters as there are very few journeyman in the province. $0

$0 $0 $0

Other Institute Credit Programming ‐ Cost Recovery $0 $0

Immigration and Career Training 12th floor, 1945 Hamilton St. Regina, SK S4P 2C8

Skills Training Program Management Plan 2023‐24 Delivery Institution:

Date Submitted:

NORTH WEST COLLEGE

02‐May‐22

Program Information Program Name

Standard Program Name

Institute/ Industry Credit

Business

Business Diploma (Year 1)

Institute

Business

Business Diploma (Year 2)

Institute

Carpentry Applied Certificate

Continuing Care Assistant

Continuing Care Assistant PT

Continuing Care Assistant Certificate

Accredited Organization

Program Funding Location

Projected Enrolment

Program Days

Program Capacity

Projected FLE Part‐time Full‐time

Projected ICT Funding

Other Funding

Saskatchewan Polytechnic Saskatchewan Polytechnic

North Battleford

125

17.78

$67,290

$94,729

North Battleford

125

17.78

$67,290

$94,729

Institute

Saskatchewan Polytechnic

Meadow Lake

8.30

$47,321

$26,181

Institute

Saskatchewan Polytechnic

North Battleford

135

15.64

$76,914

$58,507

Saskatchewan Polytechnic

Meadow Lake

Saskatchewan Polytechnic

St Walburg

Saskatchewan Polytechnic

North Battleford

Saskatchewan Polytechnic

Rosthern

Institute

Rationale

Total Program Cost

Brief Rationale for Program

$162,019 Now diploma as local employers are interested in this designation ‐ $162,019 international students as well. Employers looking to hire entry level workers for business and industry respect this certification. History of strong interest by students and successful graduates and either employment or continuation to diploma or degree. Anticipated growth rate according to the EMSI data for our region.

$73,502 Significant demand for carpenters in the northern part of our region. Many of our reserve communities are investing in infrastructure and need trades people. $135,421 Fastest growing health occupation according to the HHR and EMSI validated for our region. New jobs accounted by Minister in the throne speech/budget last year ‐ multi‐year commitment.

135

15.64

$70,412

$58,507

$128,919 New facility being built in Meadow Lake with expanded beds therefore will need CCAs. Increasing demand for health care workers in rural Saskatchewan. Fastest growing health occupation according to the HHR and EMSI for our region.

135

12.03

$95,223

$35,104

$130,327 Fastest growing health occupation according to the HHR and EMSI validated for our region. New jobs accounted by Minister in the throne speech/budget last year ‐ multi‐year commitment.

10.11

$14,025

$72,720

$86,745 Continued demand from health authority to train CCA's working in their facilities (delayed by COVID) and ministry's announcement of more jobs. Fastest growing health occupation according to the HHR and EMSI for our region.

3.73

$44,363

$37,669

$82,032 Continued demand from health authority to train CCA's working in their facilities (delayed by COVID) and to attract new staff. Fastest growing health occupation according to the HHR and EMSI for our region.

Culinary Arts Diploma Y1 Culinary Arts Diploma Y2

Institute Institute

Assiniboine Assiniboine

Meadow Lake Meadow Lake

303 303

14 14

12 12

16.46 16.46

$46,360 $46,360

$176,003 $176,003

$222,363 $222,363 Moving towards a culinary diploma ‐ there are so many value added skills in this program and it strongly supports community/industry engagement. Full menu food preparation, including nutrition, presentation and international cuisine. The program also includes research and menu planning for buffets, banquets, festivals and events. Grants Level 1 and 2 towards a Red Seal Chef. Restaurants in the north west are desperate for people including our camps and parks employers. This program has some seats set aside for international students as well. The curriculum from Assiniboine is very relevant to industry. $141,139 YCWs are in demand ‐ many organizations in the Battlefords and on proximate First Nations hire certificate grads to work with youth ‐ students take the program to ladder into the diploma and/or social work.

Youth Care Worker

Youth Care Worker Certificate

Institute

Saskatchewan Polytechnic

North Battleford

150

17.33

$84,525

$56,614

Electrician

Electrician Applied Certificate

Institute

Saskatchewan Polytechnic

Meadow Lake

8.39

$49,360

$27,800

$77,160 According to EMSI this trade is a hotspot in our area. More graduates work in the industrial setting than for small business owners who are still needing electricians.

Institute

Saskatchewan Polytechnic

Big Island Lake First Nation

103

7.30

$56,400

$31,810

$88,210

Forest to Fork

This program supports graduates to branch off into three different certificates/employment ‐ Environmental Resource Management, Retail Meat Specialist or Culinary Arts. This program was developed by our College with the support of Saskatchewan Polytechnic to address needs raised by our First Nation partners. The exposure to responsible resource utilization and preservation, food security and maximization of resources and industry training certification is very attractive. The College had great support from local outfitters, SERM, First Nations

Hairstylist (end)

Hairstylist Certificate

Institute

Saskatchewan Polytechnic Saskatchewan Polytechnic Saskatchewan Polytechnic

North Battleford

0.64

$5,000

North Battleford

250

17.78

$88,370

$69,014

Meadow Lake

250

22.22

$72,040

$80,852

$5,000

Anticipated growth rate according to provincial data and EMSI $157,384 locally! This program has great support from Battlefords employers for practical placements and subsequent employment. There are $152,892 very few publically funded opportunities for this training in Saskatchewan and this program attracts students from outside our region. It is a profession that has turnover for a variety of reasons. There is great support for these professionals to also become entrepreneurs.

Hairstylist Diploma

Institute

Hairstylist Diploma

Institute

Tri‐trades Applied Certificate

Institute

Saskatchewan Polytechnic

Meadow Lake

8.52

$62,840

$26,986

Industrial Mechanics Applied Certificate

Institute

Saskatchewan Polytechnic

Meadow Lake

6.74

$96,273

$27,000

$123,273 According to EMSI this trade is a hotspot in our area. Students in the pas have been employed in regional manufacturing, mills and plants.

Institute

Saskatchewan Polytechnic

Meadow Lake

167

19.26

$93,826

$50,536

$144,362

Plumbing and Pipefitting Applied Certificate Plumbing and Pipefitting Applied Certificate Institute

Saskatchewan Polytechnic

North Battleford

7.64

$56,530

$28,062

$84,592

Office Administration

Office Administration Certificate

$89,826 Change from HETTT to add the agriculture component as according to EMSI all of these trades are a hotspot in our area.

Solid long term program with good reputation and strong student interest. Employment with health, schools, government agencies, private enterprise. Anticipated growth rate according to EMSI and the College reduced to a single location of offering during the pandemic but will support distance learners from across the region. According to EMSI this trade is a hotspot in our area. Employers have a long tradition of supporting the graduates from this program.

Practical Nursing ‐ middle

Institute

Pre‐apprenticeship Cook

Institute

Pre‐apprenticeship Cook

Institute

Pre‐apprenticeship Cook

Institute

Psychiatric Nursing

Psychiatric Nursing Diploma (Year 3)

Institute

Psychiatric Nursing

Psychiatric Nursing Diploma (Year 2)

Institute

Psychiatric Nursing

Psychiatric Nursing Diploma (Year 1)

Institute

Welding

Welding Certificate

Institute

Saskatchewan Polytechnic

North Battleford

153

18.98

$132,431

$61,816

North West and Apprenticeship North West and Apprenticeship North West and Apprenticeship

Meadow Lake

5.33

$30,299

$20,555

Big River FN

5.33

$30,299

$20,555

North Battleford

4.27

$45,585

$16,555

Saskatchewan Polytechnic Saskatchewan Polytechnic Saskatchewan Polytechnic

North Battleford

6.67

$50,977

$32,015

North Battleford

150

16.00

$168,083

$72,576

North Battleford

140

27.38

$152,284

$96,852

Saskatchewan Polytechnic

Meadow Lake

170

15.35

$106,704

$44,749

$194,247 Increased seats in anticipation of not having a program in Meadow Lake in the fall of 2021 was denied by Saskatchewan Polytechnic given COVID will ask for 24 again for March start but not confident it will be approved. Sask Hospital continues to demand Practical Nurses(still have 2 wings to open)along with other health facilities. New dialysis unit in Meadow Lake will also need PNs. Anticipated growth rate according to EMSI ‐ especially in rural Saskatchewan health facilities.

$50,854

With Saskatchewan Polytechnic no longer offering short courses in $50,854 cooking, NWC will worked with Apprenticeship to develop a program that would meet the needs of employers and FN $62,140 communities in the northwest and achieve hours towards apprenticeship. This program will be developed as a micro‐ credential. The program will provide entry level skills and knowledge to support work in restaurants, camps and catering. This industry is desperate for skilled workers.

$82,992 Provincial demand already existed and then came the expansion of $240,659 the new Sask Hospital ‐ not able to open all their beds given not enough Psych nurses. This program will attract local people to $249,136 support the health authority with recruitment and retention. According to the RPNAS over 50% of the current registered Psych nurses are over 50 years of age and increases to 68% if looking at 45+ ‐ there is a severe shortage. It takes 2.5 years to get a graduate! The advocacy of the need for additional seats has been approved at 24 for 22‐23 $151,453 Program has great reputation with students and employers. High retention rate. Great exposure of students to the mills in the area as well as those employers that work up north in the mines. The program in NB was cancelled for the upcoming year so this program will need to support all regional demand.

$0 $0

Total:

387

298

$1,957,384

$1,594,499

$3,551,883

Other Institute Credit Programming ‐ Cost Recovery $0 $0 $0

Immigration and Career Training 12th floor, 1945 Hamilton St. Regina, SK S4P 2C8

Delivery Institution:

Program Name

Skills Training Program Management Plan 2024‐25 Date Submitted:

NORTH WEST COLLEGE

Standard Program Name

Accredited Organization

Business

Business Diploma (Year 1)

Institute

Business

Business Diploma (Year 2)

Institute

Carpentry Applied Certificate

Institute

Location

02‐May‐22

Program Capacity

Projected Enrolment Part‐time Full‐time

Projected FLE

Saskatchewan Polytechnic Saskatchewan Polytechnic

North Battleford North Battleford

125

17.78

125

17.78

Saskatchewan Polytechnic

Meadow Lake

8.30

Continuing Care Assistant

Continuing Care Assistant Certificate

Institute

Saskatchewan Polytechnic

North Battleford

135

15.64

Continuing Care Assistant

Continuing Care Assistant Certificate

Institute

Saskatchewan Polytechnic

Meadow Lake

135

15.64

Continuing Care Assistant

Continuing Care Assistant Certificate

Institute

Saskatchewan Polytechnic

Big River

135

12.03

Continuing Care Assistant PT

Continuing Care Assistant Certificate

Institute

Saskatchewan Polytechnic

North Battleford

10.11

Continuing Care Assistant PT

Continuing Care Assistant Certificate

Institute

Saskatchewan Polytechnic

Maidstone

3.73

Culinary Arts Diploma Y1 Culinary Arts Diploma Y2

Institute Institute

Assiniboine Assiniboine

Meadow Lake Meadow Lake

303 303

14 14

16.46 16.46

Early Learning and Childcare

Institute

Lakeland

North Battleford

128

13.69

Institute

Saskatchewan Polytechnic

Meadow Lake

8.39

Electrician

Electrician Applied Certificate

Brief Rationale for Program

Now diploma as local employers are interested in this designation ‐ international students as well. Employers looking to hire entry level workers for business and industry respect this certification. History of strong interest by students and successful graduates and either employment or continuation to diploma or degree. Anticipated growth rate according to the EMSI data for our region.

Significant demand for carpenters in the northern part of our region. Many of our reserve communities are investing in infrastructure and need trades people. Fastest growing health occupation according to the HHR and EMSI validated for our region. New jobs accounted by Minister in the throne speech/budget last year ‐ multi‐year commitment. New facility being built in Meadow Lake with expanded beds therefore will need CCAs. Increasing demand for health care workers in rural Saskatchewan. Fastest growing health occupation according to the HHR and EMSI for our region. Fastest growing health occupation according to the HHR and EMSI validated for our region. New jobs accounted by Minister in the throne speech/budget last year ‐ multi‐year commitment. Continued demand from health authority to train CCA's working in their facilities (delayed by COVID) and ministry's announcement of more jobs. Fastest growing health occupation according to the HHR and EMSI for our region. Continued demand from health authority to train CCA's working in their facilities (delayed by COVID) and to attract new staff. Fastest growing health occupation according to the HHR and EMSI for our region. Moving towards a culinary diploma ‐ there are so many value added skills in this program and it strongly supports community/industry engagement. Full menu food preparation, including nutrition, presentation and international cuisine. The program also includes research and menu planning for buffets, banquets, festivals and events. Grants Level 1 and 2 towards a Red Seal Chef. Restaurants in the north west are desperate for people including our camps and parks employers. This program has some seats set aside for international students as well. The curriculum from Assiniboine is very relevant to industry. High turnover rate for workers in this field. Support from school and other local daycares. Certificate level is sufficient hence Lakeland given Saskatchewan Polytechnic only has a diploma now. According to EMSI this trade is a hotspot in our area. More graduates work in the industrial setting than for small business owners who are still needing electricians.

Forest to Fork

Hairstylist (end)

Hairstylist Certificate

Institute

Saskatchewan Polytechnic

Pelican Lake First Nation

103

7.30

Institute

Saskatchewan Polytechnic Saskatchewan Polytechnic Saskatchewan Polytechnic

North Battleford North Battleford Meadow Lake

0.64

250

17.78

250

22.22

Saskatchewan Polytechnic Saskatchewan Polytechnic Saskatchewan Polytechnic

Meadow Lake

8.52

North Battleford Meadow Lake

6.74

167

19.26

Saskatchewan Polytechnic Saskatchewan Polytechnic

Meadow Lake

7.64

North Battleford

11.20

Hairstylist Diploma

Institute

Hairstylist Diploma

Institute

Tri‐trades Applied Certificate

Institute

Parts Person Applied Certificate

Institute

Office Administration

Office Administration Certificate

Institute

Plumbing and Pipefitting Applied Certificate Practical Nursing ‐ end

Plumbing and Pipefitting Applied Certificate

Institute Institute

Practical Nursing ‐ new

Institute

Saskatchewan Polytechnic

North Battleford

12.20

Pre‐apprenticeship Cook

Institute

Meadow Lake

5.33

Pre‐apprenticeship Cook

Institute

5.33

Institute

Thunderchild FN North Battleford

Pre‐apprenticeship Cook

North West and Apprenticeship North West and Apprenticeship North West and Apprenticeship

4.27

Saskatchewan Polytechnic Saskatchewan Polytechnic Saskatchewan Polytechnic

North Battleford North Battleford North Battleford

6.67

150

16.00

140

27.38

Saskatchewan Polytechnic

Meadow Lake

170

15.35

3,615

411

350

Psychiatric Nursing

Psychiatric Nursing Diploma (Year 3)

Institute

Psychiatric Nursing

Psychiatric Nursing Diploma (Year 2)

Institute

Psychiatric Nursing

Psychiatric Nursing Diploma (Year 1)

Institute

Welding

Welding Certificate

Institute

Total: Other Institute Credit Programming ‐ Cost Recovery

Anticipated growth rate according to provincial data and EMSI locally! This program has great support from Battlefords employers for practical placements and subsequent employment. There are very few publically funded opportunities for this training in Saskatchewan and this program attracts students from outside our region. It is a profession that has turnover for a variety of reasons. There is great support for these professionals to also become entrepreneurs. Change from HETTT to add the agriculture component as according to EMSI all of these trades are a hotspot in our area. According to EMSI this trade is a hotspot in our area. Students in the pas have been employed in regional manufacturing, mills and plants. Solid long term program with good reputation and strong student interest. Employment with health, schools, government agencies, private enterprise. Anticipated growth rate according to EMSI and the College reduced to a single location of offering during the pandemic but will support distance learners from across the region. According to EMSI this trade is a hotspot in our area. Employers have a long tradition of supporting the graduates from this program. Increased seats in anticipation of not having a program in Meadow Lake in the fall of 2021 was denied by Saskatchewan Polytechnic given COVID will ask for 24 again for March start but not confident it will be approved. Sask Hospital continues to demand Practical Nurses(still have 2 wings to open)along with other health facilities. New dialysis unit in Meadow Lake will also need PNs. Anticipated growth rate according to EMSI ‐ especially in rural Saskatchewan health facilities.

With Saskatchewan Polytechnic no longer offering short courses in cooking, NWC will worked with Apprenticeship to develop a program that would meet the needs of employers and FN communities in the northwest and achieve hours towards apprenticeship. This program will be developed as a micro‐credential. The program will provide entry level skills and knowledge to support work in restaurants, camps and catering. This industry is desperate for skilled workers. Provincial demand already existed and then came the expansion of the new Sask Hospital ‐ not able to open all their beds given not enough Psych nurses. This program will attract local people to support the health authority with recruitment and retention. According to the RPNAS over 50% of the current registered Psych nurses are over 50 years of age and increases to 68% if looking at 45+ ‐ there is a severe shortage. It takes 2.5 years to get a graduate. The advocacy of the need for additional seats has been approved at 24 for 22‐23. Program has great reputation with students and employers. High retention rate. Great exposure of students to the mills in the area as well as those employers that work up north in the mines. The program in NB was cancelled for the upcoming year so this program will need to support all regional demand.

Immigration and Career Training 12th floor, 1945 Hamilton St. Regina, SK S4P 2C8 ABE@gov.sk.ca

Essential Skills Financial Overview Estimated Program Reserves (as of June Budget Allocation 30, 2022) 2022‐23

Appendix C - Essential Skills (Adult Basic Education) Program Management Plan for 2022-23

Delivery Institution:

Date Submitted:

NORTH WEST COLLEGE

ABE Traditional ABE On‐reserve ABE ‐ ESWP Total

02-May-22

Program Information Program Name

Program Level

Location

On‐Reserve/ Off‐Reserve

Partners

Projected Enrolment Delivery Method

Start Date (dd/mmm/yy)

End Date (dd/mmm/yy)

Total # of Contact Days

Seat Capacity

Part‐time Full‐time

Projected FLE

Work placements provided

Projected 2022‐23 expenditures

$1,395,000

$1,517,149

$0 $0

$980,000 $200,000

$958,648 $210,387

$21,352 ‐$10,387

$2,575,000

$2,686,185

‐$111,185

2020‐21 ICT Funding Projected ABE‐ Traditional Funding [A]

Projected Carry Forward 2023‐24

Projected ABE On‐ reserve Funding [A]

‐$122,149

Other Funding K‐12 Funding for 18‐ Projected ABE‐ESWP ABE Carry Over Funds 21 Year Olds Funding Used * [B] [C] [A]

Partner Contribution [D]

Total Anticipated Program Funding [A+B+C+D]

Cost per Seat

In‐Kind Contribution

PTA

Yes

Plan A Adult 10

Level 3

Cutknife

Off‐Reserve

Adult 10

Level 3

Duck Lake

Off‐Reserve

Adult 10

Level 3

Meadow Lake

Off‐Reserve

Adult 10

Level 3

North Battleford

Off‐Reserve

Adult 10

Level 3

Pelican Lake First Nation

Adult 10

Level 3

Witchekan Lake First Nation

On‐Reserve

Adult 12

Level 4

Cutknife

Off‐Reserve

Adult 12

Level 4

Duck Lake

Off‐Reserve

Adult 12

Level 4

Meadow Lake

Off‐Reserve

Adult 12

Level 4

North Battleford

Off‐Reserve

Adult 12

Level 4

Pelican Lake First Nation

On‐Reserve

Adult 12 Night Class

Level 4

North Battleford

Off‐Reserve

ESWP ‐ ECE

ESWP Level 1/2

North Battleford

Off‐Reserve

ESWP ‐ ECE

ESWP Level 1/2

Meadow Lake

Off‐Reserve

Living Sky School Division Prairie Spirit School Division Northwest School Division Living Sky School Division

Class room

29‐Aug‐22

30‐May‐23

170

16.03

Class room

29‐Aug‐22

30‐May‐23

170

20.04

Class room

29‐Aug‐22

30‐May‐23

170

20.04

Class room

29‐Aug‐22

30‐May‐23

170

40.07

Combination (Class room and distance learning) Combination (Class Witchekan Lake First room and distance Nation learning) Living Sky School Class room Division Prairie Spirit School Class room Division Pelican Lake First Nation

Northwest School Division Living Sky School Division Pelican Lake First Nation Living Sky School Division local day cares and schools local day cares and schools

8.01

16.03

29‐Aug‐22

30‐May‐23

170

20.04

Class room

29‐Aug‐22

30‐May‐23

170

40.07

Class room

29‐Aug‐22

30‐May‐23

170

60.11

Combination (Class room and distance learning)

29‐Aug‐22

30‐May‐23

170

8.01

6‐Sep‐22

22‐Jun‐23

7.54

Class room

6‐Sep‐22

30‐Nov‐22

5.66

Off‐Reserve

Personal Care Home, CBOs and Affiliate Class room Nursing home

Level 2

On‐Reserve

Level 2

Leoville

Off‐Reserve

Level 2 ERP ‐ oil and gas

Level 2

Thunderchild First Nation On‐Reserve

Level 2 Pathways

Level 2

Ahatakakoop First Nation

On‐Reserve

Level 2 Pathways

Level 2

Big River First Nation

On‐Reserve

Class room

Beardy's First Nation Class room Pelican Lake and Witchekan Lake FN Thunderchild First Nation Ahatakakoop First Nation

4.71

19‐May‐23

Affiliate Nursing home

Level 2 ERP ‐ EA

16‐Jan‐23

Off‐Reserve

Class room

9‐Jan‐23

12‐May‐23

7.07

14‐Nov‐22

31‐Mar‐23

7.54

9‐Jun‐22

29‐Sep‐22

16‐Jan‐23

19‐May‐23

7.54

6‐Sep‐22

16‐Dec‐22

7.07

Class room

16‐Jan‐23

19‐May‐23

5.66

30‐Jan‐23

30‐Apr‐23

7.54

Big River First Nation Class room

16‐Jan‐23

19‐May‐23

7.54

Level 2

Duck Lake/Beardy's First Nation

On‐Reserve

Beardy's First Nation Class room

6‐Sep‐22

21‐Dec‐22

7.54

Level 2

Little Pine First Nation

On‐Reserve

Little Pine First Nation

Class room

16‐Jan‐23

19‐May‐23

7.54

Level 2 Pathways Level 2 Pathways Level 2 Pathways Level 2 Pathways

Level 2 Level 2 Level 2 Level 2

Meadow Lake Mistawasis FN North Battleford North Battleford

Off‐Reserve On‐Reserve Off‐Reserve Off‐Reserve

Class room Class room Class room Class room

6‐Sep‐22 30‐Jan‐22 6‐Sep‐22 16‐Jan‐23

12‐May‐23 30‐May‐23 12‐May‐23 19‐May‐23

160 80 160 80

15 12 15 15

18.86 7.54 18.86 9.43

On‐Reserve

Sweet Grass First Class room Nation Thunderchild First Class room Nation Witchekan Lake First Class room Nation

6‐Sep‐22

21‐Dec‐22

7.54

6‐Sep‐22

21‐Dec‐22

7.54

29‐Aug‐22

30‐May‐23

170

8.01

Total:

438

423

424.72

Level 2

Sweet Grass First Nation

Level 2

Thunderchild First Nation On‐Reserve

Level 2 Pathways

Level 2

Witchekan Lake First Nation

On‐Reserve

ESWP Level 1/2 ESWP Level 1/2 ESWP Level 1/2 ESWP Level 1/2 ESWP Level 1/2 ESWP Level 1/2

North Battleford BATC Meadow Lake North Battleford Shellbrook Poundmaker CN

Off‐Reserve On‐Reserve Off‐Reserve Off‐Reserve Off‐Reserve On‐Reserve

Yes

$77,064

$30,380

$107,444

$7,163

Yes

$185,999

$52,755

$238,754

$7,958

Yes

$72,497

$12,083

Yes

$72,497

$72,684 No No No No

$72,684

$12,114

Yes

$128,547

$9,592

$138,139

$11,512

Yes

$122,590

$8,325

$130,915

$8,728

Yes

$185,138

$30,380

$215,518

$7,184

Yes

$179,535

$158,264

$337,799

$7,507

Yes

$72,497

$12,083

Yes

$72,497 No

$25,103

Yes Yes

$25,103

$1,674

$64,588

$5,382

Yes

$36,494

$3,041

Yes

$48,772

$4,064

Yes

$27,836

$13,500

$41,336

$3,445

Yes

$32,697

$13,500

$46,197

$3,850

Yes

$79,632

$6,636

Yes

$67,425

$5,619

Yes

$55,372

$4,614

Yes

$77,785

$6,482

Yes

$73,764

$6,147

Yes

$76,511

$6,376

Yes

$72,109

$6,009

Yes

$96,846 $78,175 $129,644 $74,088

$6,456 $6,515 $8,643 $4,939

No Yes No No

Yes Yes Yes Yes

Yes

7.54

Level 2 Pathways

Yes

Level 2 Pathways

$8,677

Yes

Class room

Mistawasis FN

$130,152

Class room

Off‐Reserve

$10,279

$8,325

Yes 6

Rosthern

Yes

$123,344

8.01

Meadow Lake

Level 2 ERP

170

ESWP Level 1/2

North Battleford

170

ESWP Level 1/2

Duck Lake/Beardy's First Nation

170

30‐May‐23

ESWP ‐ EA

ESWP Level 1/2

30‐May‐23

ESWP ‐ Cican CCA

ESWP ‐ Cican CCCA

29‐Aug‐22

Meadow Lake Tribal Class room Council and NWSD

Yes

$123,344

$121,827

Yes

29‐Aug‐22

Class room

Yes Yes

$79,632 $67,425

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

$96,846 $78,175 $129,644 $74,088

Yes Yes

$1,517,149

$77,469

$6,456

Yes

$77,466

$6,456

Yes

$72,684

$12,114

Yes

$3,011,206

$6,875

$0 $0 $0 $0

$958,648

$210,387

$298,021

$27,000

Plan B ESWP Food Prep ESWP Security Officer ESWP food and beverage ESWP food and beverage Sew Park Worker ESWP office procedures

Lighthouse BATC BTC Sturgeon Lake FN Poundmaker CN

Appendix D ‐ Colleges English as a Second Language Enrolment Plan and Reporting Template College: North West College

Funding:

Session ID:

2019‐20 ESL Funding Carry Over: Total Funding from ICT: Total Funding from IRCC: Total Other Funding:

$0.00 $99,000.00 $283,696.00 $0.00 $382,696.00

Total

Classroom‐Based Instruction Outcomes

Acceptability Level

How will you measure? Participant A begin at a level and is now at a CLB 3 level.)

Participants have the English language skills needed to function in 80% of enrolled participants will achieve growth in at least one Saskatchewan labour market CLB skill level.

Participants are referred to services and resources and are linked 80% of enrolled participants will participate in real‐life learning to community activities and networks based on identified needs opportunities. and goals Participants identify settlement and integration, employment and 80% of enrolled participants will identify language learning goals language learning needs, barriers and strengths and set clear and realistic learning goals 60% of enrolled participants will fulfill language learning goals

Community

Name of Class

i.e. Yorkton North Battleford North Battleford North Battleford North Battleford North Battleford

Stage 1 AM CLB 1‐4 AM CLB 5‐8 PM CLB 1‐3 PM CLB 4‐5 PM CLB 6‐8

North Battleford

Supported Work Based

Hours Per Week

# Weeks Per Year

6 6 6 6 6 6

20 33 33 33 33 33

2 2 2 2 2 3

8 8 9 8 8 9

27.5

Total: Participant Category # of Permanent Residents (Stage 1) # of Permanent Residents (Stage 2) # of Temporary Residents (Stage 1) # of Temporary Residents (Stage 2) # of CLBPT Assessments for ICT eligible students # of referrals of eligible students to ICT On‐Line English

(i.e. CLB 2

ICT participant outcome results: (i.e. 6/7 (85%) ICT participants achieved growth in their CLB level)

Student intake levels will be compared to exit levels to identify advancement in any CLB skill level. (This will be reported on after program end. Must have a minimum attendance of 50 hours). # Advanced students/Total students Active students (reporting term) will have had an opportunity for a real‐life experience (depending on COVID, zoom connection to a a real life experience/speaker will be considered) Active students (reporting term) who set a goal/Total active students. Students who fulfilled a goal/total active students

ICT Seats IRCC Seats Total Seats Per Class Per Class Per Class 10 10 11 10 10 12 0 0 9 0 62

# 16 34 4 8 10 5 Conversation Circles Acceptability Level

Outcomes

How will you measure? (i.e. Participant A feels confident in communicating with others in the community as per monthly participant survey)

Participants have the English language skills needed to function safely in Saskatchewan society

90% of participants will achieve increased communication skills, as Number of CC students who felt increased measured by a monthly participant survey evaluating confidence confidence/Number of students surveyed (active in communicating in day to day interaction within the community. students at reporting time)

Participants are referred to services and resources and are linked 90% of participants will report increased understanding of, and Number of CC students who reported an increased to community activities and networks based on identified needs participation in, community resources, activities and networks, as understanding of and participation in the and goals measured by a monthly participant survey to monitor whether community/number of students surveyed. participants are receiving the community information required. Conversation Circle students requesting additional on‐ line studies will be referred to online English. 100% of 100% of participants who are eligible for On‐Line English will be students will be informed about the availability of referred to On‐Line English online studies. Community

i.e. Yorkton North Battleford Online ‐ Regional Spiritwood Rosthern

Name of Class

Conversation Circle Intro Conversation (Pre CLB) Multi level conversation Conversation Circle CC/tutoring

Hours Per Week

# Weeks Per Year

4 6 3 3 3

48 30 30 24 24

Total: Participant Category # # of Permanent Residents (Conversation Circle) 20 # of Temporary Residents (Conversation Circle) 17 # of CLBPT Assessments for ICT eligible students see above # of referrals of eligible students to ICT On‐Line English see above

ICT Seats IRCC Seats Total Seats Per Class Per Class Per Class 12 4 3 8 2

13 4 10 2 4

25 8 13 10 6 0 0 0 0 0 37

ICT participant outcome results: (i.e. 11/12 (92%) participants achieved increased communication skills in day to day interaction within the community)

Multi-Year Funding Accountability Report: (Report 2 – due January 31, 2022)

Institution Name:

North West College When the MYF was introduced, the College had its 2018-21 Strat plan in place. Due to the impacts and timing of the COVID19 pandemic, NWC’s Board extended its 2018-2021 strategic plan for an additional year. The College continued to focus on the following four themes: i) ii) iii) iv)

Building an Employable Labour Force. Fostering Student Success. Developing NWC into a College of Choice, and Cultivating a High-Performance Organization.

However, the Board will use the 2021-2022 academic year to engage with all relevant stakeholders to develop its new strategic plan to be implemented starting Fall 2022. All college activities and priorities will be directly aligned with our current and future strategic plan.

Institution Multi-Year Funding Overview:

major industries (pre and post-pandemic) in our region include health care, retail trade, public administration, education, accommodation and food services, agriculture, forestry, manufacturing, tourism, finance and insurance, construction, and oil and gas. Other areas of consideration are artificial intelligence, remote automation, cybersecurity, environmental protection, and geographic information systems. Over the next three years of this plan, NWC will focus on providing subsidized and nonsubsidized programming in the areas mentioned above (including through micro-credentials). As a result of the influx of funding the College will receive in 2021/22 and 2022/23, NWC will focus on establishing an institutional infrastructure and culture that will embrace addressing emerging labour market trends in the region and will transition to becoming self-sufficient and less reliant on provincial funding. NWC is committed to continual improvement in all areas of operations and remains focused on supporting initiatives that best serve the communities, economy and students within our region. The strategic priorities for the next four years will include: i)

Becoming sustainable by 2025/26 by expanding upon our current economic diversification strategies (i.e. contract and corporate training, international education, applied research, foundation/development, accessing other funding sources), implementing cost/expense containment and reduction strategies, and effectively utilizing College reserves. ii) Continued planning, developing and securing support for a new Battlefords Campus, and iii) Adopting lessons learned and business practices that emerged during the Covid-19 pandemic.

Please use the below table and complete all sections to itemize how the additional operating grant allocation in 2021-22 and 2022-23 is being utilized to support long-term financial sustainability at your institution.

If you wish to provide more detail about a proposed initiative beyond the requirements of this table, please attach additional documentation with the report. Note: Advanced Education representatives will contact the institution to request more details if needed.

*Copy and paste the table as needed to complete one table for each proposed initiative*

Title of Proposed Initiative Alignment with Priority Area(s) for Multi-Year Funding (check all that apply)

Description

Goals and Objectives Timeline and Implementation Plan

Expected Targets/Outcomes and Measures

(institution to fill out) International Education ☒Institutional Recovery from COVID-19 ☒Institutional Transition post-COVID-19 ☒Academic and Administrative Innovations ☒Revenue Generation ☐Expense Reduction ☒Efficiency Through Collaboration Among Institutions ☒Government Priorities (including Saskatchewan Growth Plan) Please provide a high level abstract/description of the proposed initiative. Contracted Mike

Henniger of Illume Student Advisory Services, to work with NWC staff and develop an international education strategy. This will establish the foundation and principles by which we can support students and staff as the College grows in this new area. Implementing the strategies in place.

What are the high level goals and objectives of the proposed initiative? Establish and

implement an international strategy to ensure the proper supports and protocols are in place for initial intake for fall of 2022.

When will the initiative be complete/achieve expected goals and objectives? Please provide a brief description of the proposed initiative’s implementation plan with all relevant timelines. The contract with Illume Student Advisory Services ends September 2022. The

goal is for NWC to bring in 20 international students in the fall of 2022. NWC is currently implementing the plan and implementation of the plan to successfully recruit 20 international students as the initial intake in the fall of 2022.

What specific targets or outcomes will the proposed initiative achieve? What data/metrics/measures will validate whether those expected outcomes/targets are achieved? If there are anticipated savings (one-time or on-going), please indicate amount. The expected outcome is to have 20 international students in fall of 2022 and then gradually

grow the number of international students entering the college each subsequent year. For 2023 the College would look to double the number of international student seats, therefore accepting 40 international students into programming. For 2024 another 20-40 in addition to the 40 already available. As the number of students grow, the offering of programs would also grow, which would mean more infrastructure required to meet the needs. All expected targets are pending impacts relating to Covid.

Investment Amount ($)* *Note: The total investment in all identified initiatives should equal the value of the institution’s 2021-22 and 2022-23 multi-year funding. Proposed initiative’s contribution to improving institution’s long-term financial sustainability? * Note: If the initiative is related to institutional recovery from COVID-19 and has already been completed, that update will be an acceptable response.

Please indicate how much of the additional 2021-22 and 2022-23 operating grant allocation will be used to support this initiative. Will additional institutional resources be required to complete this initiative? If yes, please indicate amount. Will costs associated with this initiative be one-time or on-going? If on-going, how will you manage these budgetary pressures knowing that base funding will return to 2020-21 levels in 202324? The contract with Illume was for $60K. This is a one-time contract to establish the framework for bringing in international students. The introduction of the international coordinator will be an annual cost of $72K; however, for the 21-22 fiscal year it is budgeted for $30K.

Recognizing that base funding will return to 2020-21 levels in year three (2023-24) of the four-year funding period covered by the “Saskatchewan Post-Secondary Multi-Year Operating Funding Memorandum of Understanding”, clearly articulate how this specific initiative will improve the institution’s financial sustainability. Please describe the anticipated return on investment for this proposed initiative. What will this achieve for the institution over the long-term? NWC has invested in the strategy and a coordinator. As the number of international student enrolment grow, the College will need to reinvest a portion of the revenues into the infrastructure to support the additional seats. This means more programming would be offered, which in addition would require investment into instructional personnel, Student Services personnel, cultural services, and facility, etc. If the College was to have excess revenues of $1,500 per international student served, by 2023-24 the College should have the funds in place to support the introduction of the Coordinator position and contribute to the growth of our student services team.

*Copy and paste the table as needed to complete one table for each proposed initiative*

Title of Proposed Initiative Alignment with Priority Area(s) for Multi-Year Funding (check all that apply)

Description

Goals and Objectives Timeline and Implementation Plan

Expected Targets/Outcomes and Measures

(institution to fill out) Capital Infrastructure ☒Institutional Recovery from COVID-19 ☒Institutional Transition post-COVID-19 ☒Academic and Administrative Innovations ☒Revenue Generation ☐Expense Reduction ☐Efficiency Through Collaboration Among Institutions ☒Government Priorities (including Saskatchewan Growth Plan) Please provide a high level abstract/description of the proposed initiative. To continue

work with Ross Marsh Consulting as we work to build an infrastructure for foundation development. Ross Marsh will provide the tools and guidance necessary to have a successful infrastructure in place. Our engagement strategies will focus not only on our New Build priority for the Battlefords, but also other sources of donations/fundraising to support our operational requirements going forward. What are the high level goals and objectives of the proposed initiative? The College is investing in establishing an infrastructure for supporting growth through donations, capital campaign and expanding partnerships.

When will the initiative be complete/achieve expected goals and objectives? Please provide a brief description of the proposed initiative’s implementation plan with all relevant timelines. The contract with Ross Marsh Consulting will be extended. The current goal is

for NWC to develop an infrastructure plan for supporting growth through donations and expanding partnerships. The implementation of the plan has been slowed down as the College has been unsuccessful to fill the position that leads this initiative. The College will determine if a new agreement with Ross March Consulting is required.

What specific targets or outcomes will the proposed initiative achieve? What data/metrics/measures will validate whether those expected outcomes/targets are achieved? If there are anticipated savings (one-time or on-going), please indicate amount. To garner donations/fundraising to support our operational and capital requirements going forward.

Please indicate how much of the additional 2021-22 and 2022-23 operating grant allocation will be used to support this initiative. Will additional institutional resources be required to complete this initiative? If yes, please indicate amount. Will costs associated with this initiative be one-time or on-going? If on-going, how will you manage these budgetary pressures knowing that base funding will return to 2020-21 levels in 202324? The current contract with Ross Marsh Consulting will be extended. The cost of the initial contract was $44,800.

capital infrastructure that will provide continual support for our operational requirements going forward.

*Copy and paste the table as needed to complete one table for each proposed initiative*

Title of Proposed Initiative Alignment with Priority Area(s) for Multi-Year Funding (check all that apply)

Description Goals and Objectives Timeline and Implementation Plan

Expected Targets/Outcomes and Measures

Investment Amount ($)* *Note: The total investment in all identified initiatives should equal the

(institution to fill out) Expanding and Strengthening Partnerships with our First Nations Leaders ☒Institutional Recovery from COVID-19 ☒Institutional Transition post-COVID-19 ☐Academic and Administrative Innovations ☐Revenue Generation ☐Expense Reduction ☐Efficiency Through Collaboration Among Institutions ☒Government Priorities (including Saskatchewan Growth Plan) Please provide a high level abstract/description of the proposed initiative. To engage a

consultant to guide and develop principles to ensure the College is able to make informed low risk decisions as we build a foundation to expand the College business and build a new facility. What are the high level goals and objectives of the proposed initiative? To establish guiding principles for engaging with First Nation leaders through formalized partnerships with foundation development, a new campus and supports for services.

When will the initiative be complete/achieve expected goals and objectives? Please provide a brief description of the proposed initiative’s implementation plan with all relevant timelines. During 2022 and 2023 the College will work on the development of guiding

principles for further engagement with our First Nations Leaders for formalized partnerships with foundation development, a new campus and supports for services.

What specific targets or outcomes will the proposed initiative achieve? What data/metrics/measures will validate whether those expected outcomes/targets are achieved? If there are anticipated savings (one-time or on-going), please indicate amount. To expand our existing partnerships and formalize opportunities for partnerships in relation to a new campus facility. Expanding these partnerships will foster and build a stronger community.

value of the institution’s 2021-22 and 2022-23 multi-year funding. Proposed initiative’s contribution to improving institution’s long-term financial sustainability? * Note: If the initiative is related to institutional recovery from COVID-19 and has already been completed, that update will be an acceptable response.

budgetary pressures knowing that base funding will return to 2020-21 levels in 202324? $25-30K Consulting Contract Recognizing that base funding will return to 2020-21 levels in year three (2023-24) of the four-year funding period covered by the “Saskatchewan Post-Secondary Multi-Year Operating Funding Memorandum of Understanding”, clearly articulate how this specific initiative will improve the institution’s financial sustainability. Please describe the anticipated return on investment for this proposed initiative. What will this achieve for the institution over the long-term? NWC will have formal guiding principles that will provide continual support for our First Nations partnerships going forward.