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Appendix D – English as a Second Language Program Enrolment Plan Appendix E – Multi-Year Funding Accountability Report Template.......................................................69
by nwccs
College:
North West College Funding: 2019‐20 ESL Funding Carry Over: Total Funding from ICT: Total Funding from IRCC: Total Other Funding:
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Total $0.00 $99,000.00 $283,696.00 $0.00
$382,696.00
Outcomes
Participants have the English language skills needed to function in Saskatchewan labour market
Participants are referred to services and resources and are linked to community activities and networks based on identified needs and goals
Participants identify settlement and integration, employment and language learning needs, barriers and strengths and set clear and realistic learning goals
PM CLB 4‐5
Classroom‐Based Instruction
Acceptability Level How will you measure?
Participant A begin at a level and is now at a CLB 3 level.)
(i.e. CLB 2
80% of enrolled participants will achieve growth in at least one CLB skill level.
80% of enrolled participants will participate in real‐life learning opportunities.
80% of enrolled participants will identify language learning goals
60% of enrolled participants will fulfill language learning goals 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 participant outcome results: (i.e. 6/7 (85%) ICT participants achieved growth in their CLB level)
Community
i.e. Yorkton North Battleford North Battleford North Battleford North Battleford North Battleford
North Battleford
Name of Class
Stage 1 AM CLB 1‐4 AM CLB 5‐8 PM CLB 1‐3
PM CLB 6‐8
Supported Work Based
Hours Per Week # Weeks Per Year ICT Seats Per Class IRCC Seats Per Class Total Seats Per Class
6 20 2 8 10 6 33 2 8 10 6 33 2 9 11 6 33 2 8 10 6 33 2 8 10 6 33 3 9 12 0 0 27.5 13 1 8 9 0
Total: 12 50 62
Participant Category #
# of Permanent Residents (Stage 1) 16 # of Permanent Residents (Stage 2) 34 # of Temporary Residents (Stage 1) 4 # of Temporary Residents (Stage 2) 8 # of CLBPT Assessments for ICT eligible students 10 # of referrals of eligible students to ICT On‐Line English 5
Outcomes
Participants have the English language skills needed to function safely in Saskatchewan society
Conversation Circles
Acceptability Level How will you measure? (i.e. Participant A feels confident in communicating with others in the community as per monthly participant survey)
90% of participants will achieve increased communication skills, as measured by a monthly participant survey evaluating confidence in communicating in day to day interaction within the community. Number of CC students who felt increased confidence/Number of students surveyed (active students at reporting time)
ICT participant outcome results: (i.e. 11/12 (92%) participants achieved increased communication skills in day to day interaction within the community)
Participants are referred to services and resources and are linked to community activities and networks based on identified needs and goals 90% of participants will report increased understanding of, and participation in, community resources, activities and networks, as measured by a monthly participant survey to monitor whether participants are receiving the community information required.
100% of participants who are eligible for On‐Line English will be referred to On‐Line English
Number of CC students who reported an increased understanding of and participation in the community/number of students surveyed. Conversation Circle students requesting additional on‐line studies will be referred to online English. 100% of students will be informed about the availability of 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 ICT Seats Per Class IRCC Seats Per Class Total Seats Per Class
4 48 12 13 25 6 30 4 4 8 3 30 3 10 13 3 24 8 2 10 3 24 2 4 6 0 0 0 0 0
Total: 17 20 37
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
Multi-Year Funding Accountability Report: (Report 2 – due January 31, 2022)
Institution Name:
Institution Multi-Year Funding Overview: 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) Building an Employable Labour Force. ii) Fostering Student Success. iii) Developing NWC into a College of Choice, and iv) 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.
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.
Recognizing that the impacts of the pandemic have not been equally evident across all areas of the province and country, NWC conducted a thorough labour market assessment at the local, provincial and national levels. Based on our findings, the
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*
Description (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.
implement an international strategy to ensure the proper supports and protocols are in place for initial intake for fall of 2022. Timeline and Implementation Plan 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.
Expected Targets/Outcomes and Measures 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.
*Note: The total investment in all identified initiatives should equal the value of the institution’s 2021-22 and 2022-23 multi-year funding.
* 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 2023-
24? 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.
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*
Description (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.
investing in establishing an infrastructure for supporting growth through donations, capital campaign and expanding partnerships. Timeline and Implementation Plan When will the initiative be complete/achieve expected goals and objectives? Please provide a brief description of the proposed initiative’s implementation plan with
Expected Targets/Outcomes and Measures
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.
*Note: The total investment in all identified initiatives should equal the value of the institution’s 2021-22 and 2022-23 multi-year funding.
* 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 2023-
24? The current contract with Ross Marsh Consulting will be extended. The cost of the initial contract was $44,800. 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.
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
(institution to fill out) Expanding and Strengthening Partnerships with our First Nations Leaders
Alignment with Priority Area(s) for Multi-Year Funding (check all that apply) ☒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)
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.
principles for engaging with First Nation leaders through formalized partnerships with foundation development, a new campus and supports for services. Timeline and Implementation Plan When will the initiative be complete/achieve expected goals and objectives? Please provide a brief description of the proposed initiative’s implementation plan with
Expected Targets/Outcomes and Measures
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
Investment Amount ($)*
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. 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
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?
24? $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.
principles that will provide continual support for our First Nations partnerships going forward.
