STRATEGIC PLANNING OVERVIEW
On July 1, 2018, NWC launched a comprehensive, multi-year, strategic plan - In Business for Students – Strategic Plan 2018-2021 8. 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) 9 and other guiding documents from the Ministries of Advanced Education and Immigration and Career Training. The NWC Board was prepared to commence planning for a new three-year strategic plan (20212024) during the final year of the 2018-2021 plan for implementation in the fall of 2021. Given the current State of Emergency in the Province of Saskatchewan, the Board decided to extend the current 2018-2021 for one additional year with revised KPIs for 2021/22, which took into consideration the direct and potential future impacts of the pandemic. In addition, the Board revised performance indicators (where necessary) for the 2020/21 academic year which also reflected the potential impacts of the pandemic. The Board has approved the additional 2021/22 strategic plan directions and priorities along with associated KPIs8. The Board will begin the process of establishing a new strategic plan during the 2021/22 academic year for implementation in the fall of 2022. The additional year added to the 2018-2021 Plan will continue to focus on four themes: i) ii) iii) iv)
Building an Employable Labour Force. Fostering Student Success. Developing NWC into a College of Choice. Cultivating a High-Performance Organization.
The matrices are focusing on the areas where the greatest achieved impact for the betterment of our students and the institution. In addition to above, two key priorities as per our amended Strategic Plan for the College remain: i) ii)
The construction of a community-based new campus in the Battlefords. The continued implementation of and focus on a robust economic diversification strategy to reduce dependency on provincial government operating funds and to address the programming needs of business and industry.
Like all well-developed strategic plans, our key performance indicators (KPI) work in alignment to support success. The construction of a new campus is not based simply “bricks and mortar”. The new campus will enable the College to be a catalyst for social improvements and economic growth in the Battlefords and our region by providing space for innovative program delivery, additional programming, and capitalization on untapped revenue streams. In addition, in collaboration and partnership with various community entities and organizations, the College will be able to provide additional services to our students and community members in one central location in the Battlefords. This will include, and not be limited to providing supports to our Indigenous students and through the establishment of safe learning environments supported by gathering places and 8North
West College, 2018-2022 Strategic Plan - Balanced Scorecard (2021) – See Appendix E
Government of Saskatchewan, Saskatchewan’s Growth Plan – The Next Decade of Growth 2020-2030, https://publications.saskatchewan.ca/api/v1/products/103260/formats/114516/download
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2021-24 BUSINESS PLAN
