2019-2020 BUSINESS PLAN
APPROVED JULY 4, 2019
TABLE OF CONTENTS
EXECUTIVE SUMMARY ................................................................................ 3 COLLEGE OVERVIEW ................................................................................... 5 A. GOALS, OBJECTIVES, KEY ACTIONS AND PERFORMANCE MEASURES ..... 7 B. STRATEGIC INITIATIVES ..................................................................... 17 C. COLLABORATIVE PLANNING ............................................................. 24 D. PROGRAMMING ............................................................................... 27 E. HUMAN RESOURCES ......................................................................... 45 F. SUSTAINABILITY ............................................................................... 48 G. INFORMATION TECHNOLOGY............................................................ 49 H. FACILITIES & CAPITAL........................................................................ 51 I. 2019-20 BUDGET .............................................................................. 57 J. 2020-21 & 2021-22 OPERATIONS FORECAST ...................................... 62 CONCLUSION ............................................................................................ 67 APPENDIX A – FINANCIAL STATEMENT APPENDIX B – SKILLS TRAINING ALLOWANCE APPENDIX C – ADULT BASIC EDUCATION APPENDIX D – ENGLISH AS A SECOND LANGUAGE APPENDIX E – PROVINCIAL TRAINING ALLOWANCE FORECAST
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EXECUTIVE SUMMARY
North West College (NWC) has launched a renewed strategic plan for the 2018/21 period focusing on innovation, excellence and responsibility. Despite the fiscal challenges facing publically funded Colleges in Saskatchewan, NWC remains committed to student success, industry engagement and accountability. The 2019/20 Business Plan presented is one of continued austerity. During 2017/18 NWC was heavily impacted by the 5% reduction in provincial funding. NWC remains dedicated to maximizing provincial resources and leverages industry, community and third party investments to meet the program, service and infrastructure needs of Saskatchewan’s northwest. The continuing financial constraints placed on the College hinder its ability to meet these objectives as effectively or efficiently as possible. The status quo funding provided for in 2018/19 did not take into consideration inflation or the looming settlement of the Saskatchewan Government Employee Union (SGEU) Collective Agreement. The further reduction provided in 2019/20 leaves NWC in dire circumstances. As one of the most efficient institutions in the provincial post-secondary sector, there is no leeway to support these continuing cuts. The Business Plan presented here is our earnest attempt to maintain services given these tremendous constraints. Despite these funding challenges, NWC will strive to continue its provincial leadership in Adult Basic Education (ABE) programming with 34 distinct programs located in First Nations communities, rural towns and on campus. For over 40 years NWC has proven demonstrated success in the delivery of programs and services for our Indigenous students. Between 2011 and 2016, NWC graduated 1259 equity graduates from Adult 10 and 12 alone, this number is more than twice that of any other regional college in the province. This success is a reflection of both our on-reserve programming and our curtailed off-reserve programming, which has served the growing number of Indigenous people in our region and has been integral to our comprehensive ABE strategy for NWC. The 2019/20 skills training program plan includes 29 full and part time programs, in all sectors of the economy. The success of these programs, including our graduates’ attachment to the labour market, would not be possible without critical investments in Student Services. There remains risk regarding the College’s ability to absorb the proposed deficit throughout the year. Additional risks include assumptions in third party revenue and the 3
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continued negotiation of the expired Collective Bargaining Agreement (CBA). With a reduction in funding, NWC is unable to present a balanced budget without significantly affecting students and programming. In service to our students and in recognition of the tremendous and growing need that exists in our region, strategic priorities for 2019/20 include: i) The preparation for construction of a new Battlefords Campus, scheduled to begin in 2020/21 (pending relevant approvals); ii) The implementation of a new formalized Work Integrated Learning (WIL) initiative to increase student accreditation and conversion; iii) Understanding the importance that stable funding plays in operational planning, NWC is also committing to Enterprise Risk Management and Economic Portfolio Diversification initiatives (including but not limited to business development initiatives, international education, etc.) for the next three years to ensure operational efficiencies and financial sustainability given current funding challenges; iv) Devoting additional resources to mental health and indigenization as embedded priorities (based on the success and achievement of the above); and v) Building upon and enhancing pathway opportunities from high school to postsecondary, as well as pathways into post-secondary via other avenues. Striking the right balance for the province requires vibrant rural communities. NWC plays a major role in the economic sustainability of rural northwest Saskatchewan by generating $78.2M of GDP each year for the province. 1 NWC is an economic driver through accessible programs that address industry recruitment and retention issues, through investment in Indigenous people, and through numerous contributions to community made by our staff. NWC is keeping Saskatchewan on track by contributing to Saskatchewan’s accessibility, responsiveness, sustainability, accountability and quality.
“Economic Impact Assessment�, Praxis Consulting, January (2018). All estimates based on 2016-17 data as the latest available completed academic year.
1
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NORTH WEST COLLEGE – OVERVIEW
One-third of Saskatchewan’s First Nations communities sit within the boundaries of North West College, with 28% of the approximate 98,000 residents in the region declaring Indigenous (First Nation, Métis, and Inuit) descent versus the 16% across the province. Also according to the 2016 Census, Indigenous youth, aged 14 and under, represent 33.7% of the total Indigenous population, while non-Indigenous children aged 14 and under, accounted for 16.7% of the non-Indigenous population. The NWC catchment area is younger, and our Indigenous population is growing faster than the provincial average. Coupled with the unique demographics in our region are the lower than average education attainment rates of Saskatchewan’s Indigenous population, necessitating a robust adult learning infrastructure to support learners in their conversion to the workforce. In order to be relevant and accessible to our wide-ranging communities NWC has committed to a distributed model of program delivery. The College serves northwest Saskatchewan with two campuses - one in the Battlefords and the other in Meadow Lake. In addition, each year the College delivers programs in approximately 22 rural communities. Although we primarily deliver ABE programs in communities outside urban areas, about 22% of Skills Training seats are delivered off campus. North West College is one of the largest regional Colleges in Saskatchewan serving approximately 2600 distinct students. It is also one of the province’s major providers of ABE, representing over 22% of provincial enrollments in 2016/17. NWC operates under a brokerage model wherein it is not an accrediting institution but rather delivers brokered curriculum while ensuring the personalized support critical to student success. In addition to Institute Credit programs, NWC chooses to invest its limited financial resources in University programming to meet the demand of our students and industry in our region. Whether it is ABE, Institute Credit or University programming, Indigenous students represent the majority of our student body with 55% self-identifying as First Nations, Métis or Inuit. It follows that NWC is one of the top three graduating institutions for Indigenous learners in Saskatchewan, on par with Saskatchewan Indian Institute of Technology (SIIT) and Dumont Technical Institute (DTI). NWC is also experiencing growth in English as an Additional Language (EAL) programming in light of increased immigration to the NWC region. With this diverse and often vulnerable population, our Student Services provide 5 NORTH WEST COLLEGE
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the value-added and individualized guidance needed to remove barriers to student success and labour market attachment. 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 to successful labour market attachment. As seen in Figure 1, major industries in the region include health care, education, social services, forestry, retail trade, agriculture and oil. Few resource-sector companies have corporate offices within the region. As such, extra resource allocation is required for partnership development and to identify and assess labour market needs. NWC interacts with numerous small to medium-sized businesses within the region, and it reaches out to corporate headquarters elsewhere in the province or across Canada. Figure 1. Map of North West College Region
• 95,000 residents in 2 cities, 48 towns and villages, 29 RMs and 26 First Nations • 28% Indigenous descent • Home of 1/3 of Saskatchewan’s First Nations Communities • 48% under age of 35 • Major industry: health care, education, social services, forestry, retail trade, agriculture, oil
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A. GOALS, OBJECTIVES, KEY ACTIONS AND MEASURES
Strategic Planning Overview
On July 1st, 2018, North West College launched a new comprehensive, multi-year, strategic plan - In Business for Students – Strategic Plan 2018-21 (the 18/21 Plan). Using the balanced scorecard method, actionable key performance indicators have been established with annual benchmarks of achievement and accountability. All aspects of NWC’S mandate were taken into consideration in the development of this strategic plan to ensure alignment with government priorities identified in the Saskatchewan Plan for Growth, and other guiding documents from the Ministries of Advanced Education and, Immigration & Career Training. The 18/21 Plan continues the success of Leaders Building Community – Strategic Plan 2015-18 which established four themes: i) Building an Employable Labour Force; ii) Fostering Student Success; iii) Developing NWC into a College of Choice; iv) And cultivating a High-Performance Organization. These themes remain in the new plan but our matrixes have been focused on the areas where the greatest impact can be achieved for the betterment of our students and the institution. In addition to above, two major initiatives have been introduced which have required a shift in our organizational structure and business model; a) The infrastructure project exploring the construction of a new campus in the Battlefords. b) The development of a robust economic diversification strategy to lessen dependency on provincial government operating funds and 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. These two projects are no exception. The construction of a new campus in the Battlefords will provide the space for innovative program delivery, additional programming, and capitalization on untapped revenue streams. As exemplified 7 NORTH WEST COLLEGE
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in the following tables, several of our indicators work to support these new initiatives and, in some cases, are dependent on their growth and success. For the purposes of accountability and transparency, we have expanded the standard reporting chart to include our annual quantitative measures around NWC’s strategic initiatives. With increasingly constrained operating resources, the strategic plan is an entrenched tool in our budgeting process directing our investments and initiatives. Theme 1 : Employable Labour Force Accessible and Responsive North West College is Accessible. As the home to 1/3 of Saskatchewan’s First Nations communities, NWC plays an important role in building a representative labour force. Our staff and programs have an active presence in our First Nation communities. These valued and trusted relationships have been cultivated and nurtured for decades. As a result of these relationships, NWC is able to collaborate with Indigenous partners to provide accessible programming in, or near, home communities where students can draw on their family and cultural supports. The success of Indigenous students is critical to our institutional and regional success. In the 15/18 Plan, our KPIs focused on ‘Equity Group’ enrollment and graduation in ABE Credit and Institute Credit programming. Given the breadth of this indicator and the volume of our ABE student population (80% self-declared First Nation, Métis or Inuit in 2017/18), the value of this metric was unduly skewed. The 18/21 plan focuses on Institute Credit Indigenous participation only. This program area has the greatest opportunity for growth in this metric and contribution to a representative workforce in our region. North West College is Responsive. NWC is small, agile, and connected to communities within the region we serve. As such, program planning can be extremely responsive with as little as six weeks between identified need and program start. This allows Saskatchewan’s employers to have the skilled workforce with the right skills at the right time. Our programming is driven by labour market demand and our services are aligned to ensure student attachment to the labour force after graduation. By working to build an Employable Labour Force, NWC continues to strive to meet the educational and labour demands of all people and industries within our region. The strategic initiatives outlined in this customer-centered strategic theme directly align with the Ministry of Immigration and Career Training goal of “ensuring the on-going competitiveness of Saskatchewan’s 8 NORTH WEST COLLEGE
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Economy” 2 and the Ministry of Advanced Education’s goal of “increasing post-secondary attainment”. 3 Table 1. In Business for Students –Strategic Plan 2018-2021 – Employable Labour Force
Government of Saskatchewan Goal: Sustaining growth and opportunity; and Meeting the challenges of growth Ministry of Advanced Education Goal: Meet the post-secondary needs of the province Ministry of Immigration & Career Training Goal: Employers have access to people with the right skills, at the right time North West College Goals: C1. Employ graduates C2. Connect students to employment C3. Build a labour force representative of our region Objectives: C1. Post-graduate employment supports C2. Student connections to employment C3. Diversify student body Institution Key Actions: C1. Increase Institute Credit and ABE Level 3 &4 graduates who are employed or are pursuing further education, in 60-90 day follow up C2. Increase percentage of programs with workplace experiences including placements and practicums C3.(1) Increase proportion of Indigenous students in Institute Credit programs C3.(2) Increase the equity group graduation rate for Institute Credit programs Institution Performance Measures:
Baseline
2018-19
2019-20
2020-21
C1. Graduation employment rate
87% (2015-17) 62% (2015-17) 58% (2015-17) 63% (2015-17)
88%
89%
90%
70%
80%
90%
59%
60%
60%
66%
68%
70%
C2. Programs with work placement rate C3.(1) Indigenous Institute Credit enrollment rate C3.(2) Indigenous Institute Credit graduation rate
Ministry of the Immigration and Career Training, Ministry of the Economy Plan for 2019-30, 3. http://www.publications.gov.sk.ca/department.cfm?d=139 (Accessed March 20, 2019) 3 Ministry of Advanced Education, Ministry of Advanced Education for 2019-20, 3. http://www.publications.gov.sk.ca/department.cfm?d=139 (Accessed March 20, 2019) 2
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Student Success Accountable North West College is Accountable. NWC builds upon discipline-specific, practical training by investing in students’ personal growth and development. Leadership skills such as critical analysis, interpersonal management, and creative thinking equip graduates for long-term success and are embedded in all programs delivered at NWC. Programs and services equip NWC graduates to meet the changing demands of the labour market and become the industry leaders of tomorrow. Always remaining accountable to our mandate and mission, NWC recognizes that our student success is critical to the enrichment of our communities, our region, and the economy of Saskatchewan. To this end, we are committed to excellence in teaching, continually responding to student and industry needs. Developing leadership skills among our students remains a strategic objective for NWC in the 18/21 Plan. Students will now partake in local projects working towards a Community Builders Leadership Award. The projects will include a diversity of leadership skill development including: i) ii) iii) iv)
leadership and professional development; career development; community engagement; and campus mentorship;
This culminating award can be added to their professional portfolio for consideration by potential employers. This program is one example of how NWC adds value to our brokering partners’ curriculum. NWC strives to offer the supports students need to achieve their personal and professional goals. Our second customer-centered theme focuses on students and speaks directly to the Ministry of Advanced Education goal of facilitating “students [to] succeed in post-secondary education” 4 and fostering increased attachment to the workforce in Saskatchewan.
Table 2. In Business for Students – NWC Strategic Plan 2018-2021 – Student Success
Ministry of Advanced Education, Ministry of Advanced Education Plan for 2019-20, 3. http://www.publications.gov.sk.ca/department.cfm?d=139 (Accessed March 20, 2019) 4
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Government of Saskatchewan Goal: Sustainability and Quality Ministry of Advanced Education Goal: Student success in post-secondary education Ministry of Immigration & Career Training: Provide the opportunity for people to build their careers and adapt to changing labour market conditions North West College Goals: C4. Retain students C5. Graduate students C6. Develop leaders Objectives: C4.& C5. Student retention strategy C6. Community Builders Leadership Award program Institution Key Actions: C4. Increase the percentage of completers and graduates in Institute Credit and ABE Credit programs C5. Increase the overall graduation rate in Institute Credit and ABE Credit programs C6. Baseline year for program. Students must complete a balance of internal and external volunteerism and leadership activities in order to achieve this award Institution Performance Measures: Baseline 2018-19 2019-20 2020-21 C4. Student retention rate 71% 73% 75% 77% (2015-17) C5. Graduation rate 55% 58% 61% 65% (2015-17) C6. Students who achieve this award Establish TBA 10% 10% Baseline increase increase (2018-19) over over 2018-19 2019-20
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College of Choice Quality North West College exemplifies Quality. As an essential service provider in northwest Saskatchewan, NWC continually strives to be the premiere post-secondary institution in our region. We value excellence and innovation and as such make quality investments in our communities. When students choose NWC, they choose to invest their talents, time, and potential in our region. When industry chooses NWC, these partnerships foster programming relevant to the labour needs of our employers. When our communities choose NWC, we come together to build a region that is thriving, diverse, and ready to meet the challenges and opportunities of the future. NWC prides itself on its partnerships. As a result of these relationships, NWC has nearly doubled scholarship revenue in the past three years to the benefit of students. 5 NWC will also be measuring the number of students who are able to pursue their studies due to these robust partnerships and the revenue generated by such relationships. As the remaining quality indicators in our process-driven theme demonstrate, such as our commitment to two annual Work Integrated Leaning (WIL) pilots, NWC is committed to becoming the institution of choice for our mandated region. The goals and underlying values of this theme directly align with the Ministry of Advanced Education goal of “meet[ing] the post-secondary education needs of the province� 6.
Scholarship Revenue generated in region in 2014/15 $35,000 while in 2017/18 it was $60,934. Ministry of Advanced Education, Ministry of Advanced Education Plan for 2019-20, 4. http://www.publications.gov.sk.ca/department.cfm?d=139 (Accessed March 20, 2019) 5 6
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Table 3. In Business for Students – NWC Strategic Plan 2018-2021 – College of Choice
Government of Saskatchewan Goal: Sustainability and Meeting the challenges of growth Ministry of Advanced Education Goal: Meet the post-secondary education needs of the province North West College Goals: P1. Attract students P2. Diversify program delivery P3. Cultivate partnerships Objectives: P1. Student recruitment strategy P2. Diversified program delivery P3. Stakeholder engagement Institution Key Actions: P1. Maximize enrollment in Institute Credit, University, ABE Credit, ABE Level 2 noncontractual, ESWP and EAL P2. Commitment to two new pilot projects annually that connect a range of academic outcomes to the development of work place skills P3.(1) Assess how many students directly benefit from cultivated partnerships. This includes sponsored students, students in contracted programs, school division students, federally funded EAL students and WCB students P3.(2) Increase revenue from industry and other third party contracts P3.(3) Increase in net profits generated from all non-government donations and fundraising events Institution Performance Measures: Baseline 2018-19 2019-20 2020-21 P1. Enrollment Rate P2. Work Integrated Learning (WIL) Initiatives P3.(1) Students served through Partnerships P3.(2) Revenue from contracts P3.3 Scholarship Donor Investment
91% 92% 93% 94% (2015-17) No 2 new 2 new 2 new Baseline projects projects projects (2018-19) 44% 46% 48% 50% (2016-18) $1,242,312 $1,260,947 $1,279,861 $1,299,059 (2012-17) $41,000 $50,000 $55,000 $60,000 (2014-17) 13
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High-Performance Organization Accountable and Sustainable North West College is Sustainable. The College remains committed to Enterprise Risk Management and continuous improvement. NWC strives for high levels of employee satisfaction and engagement, through investing in its people. Our staff, instructors, and managers serve with integrity, excellence, and dedication. We remain accountable to our funders, partners, students and our communities. This is the foundation of a sustainable, high-performance organization and a vital resource that will continue to be nurtured and deeply valued. In the 18/21 Plan, the two substantive changes to NWC’s strategic direction are concerned with sustainability and our objective of becoming a high performance organization. The first is the pursuit of a stand-alone campus in the Battlefords and the second is the development of an economic diversification strategy to lessen our dependence on tenuous provincial funds. These measures will be explored in depth in Section F. NWC is committed to developing partnerships to effectively diversify our economic portfolio and fortify funding stability for the College. We are working to become a strong corporate body by emphasizing infrastructure enhancement, both human and financial capital investment and responsible policy development. These will ensure NWC is sustainable, accountable and able to meet the challenges of growth. The final NWC strategic theme emphasizes growth and sustainability in our continuing development as a high-performance organization. This theme and its underlying objectives directly aligns with the Ministry of Advanced Education goal of ensuring “Saskatchewan’s post-secondary sector is accountable and sustainable” 7, with purposeful adherence to the Ministry of the Immigration and Career Training goal of “continu(ing) to pursue organization excellence”. 8
Ministry of Advanced Education, Ministry of Advanced Education Plan for 2019-20, 5. http://www.publications.gov.sk.ca/department.cfm?d=139 (Accessed March 20, 2019) 8 Ministry of the Economy, Ministry of Immigration and Career Training Plan for 2019-20, 7. http://www.publications.gov.sk.ca/department.cfm?d=139 Accessed March 20, 2019) 7
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Table 4. In Business for Students – NWC Strategic Plan 2018-2021 – High Performance Organization
Government of Saskatchewan Goal: Meeting the challenges of growth, and Table 4. In Business Students – NWCpeople, Strategic Plan 2018-2021 – High Performance Organization opportunities forforSaskatchewan Ministry of Advanced Education Goal: Saskatchewan’s post-secondary sector is accountable and sustainable Ministry of the Immigration and Career Training Goal: Organizational Excellence North West College Goals: GS1. Invest in people GS2. Enhance infrastructure GS3. Manage risk GS4. Diversify portfolio Objectives: GS1. Staff recruitment and retention GS2. Standalone campus in the Battlefords GS3. Enterprise Risk Management GS4. Economic diversification strategy Institution Key Actions: GS1. Increase the percentage of satisfied and very satisfied employees GS2. Create a culturally inclusive campus that acknowledges our majority indigenous student population and addresses limited trades and classroom space GS3. Embedding ERM in College corporate culture GS4. Improve sustainability through new revenue and diversification of portfolio Institution Performance Baseline 2018-19 2019-20 2020-21 Measures:
GS1. Employee Engagement Rate GS2. Foundation for build GS3. Maturing ERM
86% (2015-18) Building on existing studies and continuing to mitigate strain ERM Framework and training of board, management and supervisory staff
GS4. New revenue streams
No Baseline
87%
88%
89%
Update business case
Finalize partnerships
Begin construction
Ongoing training to ensure all staff and board have the training to identity and assess risk Develop plan
Individual, dept., and college-wise reenforcement initiatives Implement
Demonstrate and documented commitment to ERM Evaluate and revise
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B. STRATEGIC INITIATIVES
North West College is committed to continual improvement in all areas of operation. Through the 18/21 Strategic Plan, the College has focused its attention on initiatives that best serve the communities, economy and students of the northwest. As articulated in Section A, these include a focus on increasing our WIL initiatives, improving educational pathways, supporting Indigenization and mental health as well as continuing to mature our Enterprise Risk Management culture. While all these initiatives are important, the two most significant projects under development are firstly, the construction of a new campus in the Battlefords and, secondly, the diversification of our economic portfolio to support institutional sustainability. MAJOR STRATEGIC INITIATIVE 1 - THE NEW BATTLEFORDS CAMPUS
Description The College plays a critical role in the economic development of the region we serve. We engaged extensively with Ministry officials, our Board of Governors, all levels of Government in the region, a variety of business owners and operators, and First Nations Leadership. Key themes regarding the desired future state from the perspective of key stakeholders were as follows: i) Enabling growth through flexible and adaptive learning and cultural space that fosters valuable connections among students, local industries, and the broader community; ii) Offering practical and welcoming space that provides staff and students with an integrated campus to fulfill diverse student needs and increase student success; and iii)
Becoming the region’s leading provider of innovative education, inspiring the next generation of skilled workers to make a meaningful social and economic impact
The Project The proposed project is the design and construction of a new, standalone full-service campus in the Battlefords, in order to provide suitable and flexible classrooms and applied learning space, cultural/community space, student services, and potentially student residences. NWC with the assistance of KPMG, has submitted a request for planning 16 NORTH WEST COLLEGE
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funds of up to $5.4M in 2019/20 and, contingent on federal funding availability, an additional up to $51.2M over a two-year construction period beginning in 2020/21. The Government of Saskatchewan recognizes that “growth will be a result of continued investments in a competitive economy, infrastructure, and a skilled workforce,” 9 and this Project offers great potential to contribute to the attainment of our collective goal. Rationale The Battlefords campus is the region’s primary ABE and post-secondary education provider and the administrative head office, tasked with providing businesses with a skilled, educated labour force. However, it is limited by its current facility, experiencing overcrowding, an inability to respond to evolving labour market needs, and an inability to effectively collaborate with the public or private sector to provide critical wrap-around services, such as childcare, food services, counselling for mental health and addictions and cultural space. Informed by our stakeholder engagement initiative and data analysis, key factors driving our demonstrated need include the following: i)
ii) iii)
Attachment to the High School negatively affects NWC’s reputation, credibility, and recruitment capabilities. According to a participant at NWC’s community engagement session, this attachment results in NWC is being perceived as “Grade 13,”. It also creates scheduling limitations, as the trades training space is located in the High School’s portion of the joint-use facility, so their programs often take priority over those of NWC; Availability of critical amenities to student success, especially reflecting unique demographic needs of the region, including public transportation access, childcare, and affordable housing; and The region has a high proportion of Indigenous people (26.3%, versus 16.3% across Saskatchewan). 10
Saskatchewan Plan for Growth: Vision 2020 and Beyond. Government of Saskatchewan. Retrieved from: http://publications.gov.sk.ca/documents/112/108586-Saskatchewan%20Plan%20for%20Growth%20%20Full%20Version.pdf 10 Statistics Canada. 2017. North Battleford [Census agglomeration], Saskatchewan and Saskatchewan [Province] (table). Census Profile. 2016 Census. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed March 3, 2019). 9
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iv) v)
vi)
vii) viii)
A recent Ministry of Advanced Education report indicates Indigenous graduates are more than twice as likely as non-Indigenous graduates to have had major childcare and housing challenges during their program. 11 According to Statistics Canada, in 2016, Indigenous children aged 0 – 14 years represented over one-third of the total Indigenous population in the North Battleford census agglomeration (“CA”), while non-Indigenous children aged 14 and under accounted for 16.7% of the total non-Indigenous population. The average age of the Indigenous population was 28.3 years, compared with 42.7 years for the non-Indigenous population. 12 Due to existing capacity constraints, classroom and trades training space are being leased off-site to deliver programming, increasing administrative overhead costs and difficulties in delivering equitable student support services. This also negatively impacts NWC’s reputation, recruitment capabilities, and quality of delivery. The Battlefords campus has between five and ten programs per year that cannot be offered on campus due to space limitations. NWC is challenged to adapt its current space to respond to changing technological learning requirements such as virtual desktops, expanded videoconference capabilities, and technology-enabled simulation capabilities. Education and training delivered by NWC is an essential piece of addressing demographic challenges in the region. The chart below describes several of the key challenges facing the North Battleford CA, relative to the broader province.
11 Saskatchewan Ministry of Advanced Education. 2014 Graduate Outcomes Study Report, Revised July 2017. Retrieved from: http://publications.gov.sk.ca/documents/139/10406812 Statistics Canada. 2017. Focus on Geography Series, 2016 Census. Statistics Canada Catalogue no. 98-404-X2016001. Ottawa, Ontario. Data products, 2016 Census. Retrieved from: https://www12.statcan.gc.ca/census-recensement/2016/assa/fogs- spg/Facts-CMA-Eng.cfm?TOPIC=9&LANG=Eng&GK=CMA&GC=735
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Figure 2. Key Characteristics of North Battleford CA and Saskatchewan (2016) 13
Investment in the Battlefords’ primary post-secondary institution could not only inspire the next generation of students throughout the region, but also provide these people with the training necessary to succeed in the workforce. Education can be used as a preventative tool to address the long-term costs associated with many societal challenges, including incarceration, addictions, poverty, property crime, social security, and secure a better quality of life for all of our citizens. Examples that demonstrate the costs and challenges in the Battlefords region include the following: i)
In 2018, the Ministry of Corrections and Policing announced funding of roughly $1.6M to permanently expand the Crime Reduction Team (“CRT”) initiative in Saskatchewan. The additional staff were deployed into the two areas identified as having the greatest need: Prince Albert and North Battleford. 14
Statistics Canada. 2017. North Battleford [Census agglomeration], Saskatchewan and Saskatchewan [Province] (table). Census Profile. 2016 Census. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed March 3, 2019). 14 Royal Canadian Mounted Police. Ministry provides funding to RCMP for permanent Crime Reduction Teams. June 15, 2018. Retrieved from: http://www.rcmp.gc.ca/en/news/2018/ministry-provides-funding-rcmp-permanent-crime-reductionteams 13
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ii)
iii)
iv) v)
Based on the 2017 numbers, North Battleford again found itself at the top of the Crime Severity Index for communities over 10,000, according to the Canadian Centre for Justice Statistics. In response, the Battlefords RCMP released the following statement: “Policing is only one part of the solution to a problem that is multi-layered and complex. In the Battlefords detachment area, much of the crime being committed has its roots in social issues such as addictions, poverty, family breakdown, and sub-standard housing.” 15 Each year, Statistics Canada updates the Violent Crime Severity Index (“VCSI”) numbers for communities across the country. The VCSI was designed to measure the incidence of crime and its characteristics. Between 2013 and 2017 the VCSI in municipal North Battleford increased by 31% (from 308.71 to 404.56). 16 For comparison, the broader country’s VCSI is significantly lower and increased by just 9% in that same period (from 73.88 to 80.26). 17 The operational costs per inmate associated with incarceration were reported to be $60,590 in 2015/2016. 18 The cost of substance use, including healthcare costs, lost productivity, criminal justice and other direct costs, was estimated at $38.4 billion in Canada in 2014. In Saskatchewan, the average costs attributable to substance use were estimated to be $1,224 per person, regardless of age.19
Although it is difficult to fully capture all of the costs associated with these challenges, and equally difficult to quantify the potential social return on investment that this Project offers, researched correlations indicate the social and economic benefits of higher educational attainment. The Canadian Department of Justice states that, among other interrelated components, such as law enforcement and correctional Royal Canadian Mounted Police. Battlefords RCMP – 2017 Police-reported crime statistics (Canadian Centre for Justice Statistics). Retrieved from: http://www.rcmp-grc.gc.ca/en/news/2018/battlefords-rcmp-2017-police-reported-crimestatistics- canadian-centre-justice-statistics 16 Statistics Canada. Table 35-10-0061-01. Crime severity index and weighted clearance rates, police services in Saskatchewan. Retrieved from: Statistics Canada. Table 35-10-0061-01 Crime severity index and weighted clearance rates, police services in Saskatchewan 17 Statistics Canada. Table 35-10-0026-01. Crime severity index and weighted clearance rates. Retrieved from: https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=3510002601 18 Update on Costs of Incarceration. Office of the Parliamentary Budget Officer. March 22, 2018. Retrieved from: http://publications.gc.ca/collections/collection_2018/dpb-pbo/YN5-152-2018-eng.pdf 19 University of Victoria Canadian Centre on Substance Use and Addiction. Canadian Substance Use Costs and Harms: 2007 – 2014. Retrieved from: http://www.ccdus.ca/Resource%20Library/CSUCH-Canadian-Substance-Use-Costs-Harms-Report2018- en.pdf 15
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services, “a successful criminal justice system is dependent on social support systems, such as housing, health care, education, employment, and child protection.” 20 Based on research from Eric Howe and the Gabriel Dumont Institute 21, educating an additional 79 students with a similar demographic to the current NWC student body would result in an increase of over $21 million in individual monetary benefits in the form of lifetime earnings for these students. The broader social benefit is even greater. The total estimated social benefit, based on assumptions from the study, would be over $117M annually in monetary, nonmonetary and external social benefit – over two times the estimated capital cost of the project. Primary outcome The success of the Project will be measured, based upon the following: i) Number of credentials awarded – Investment would enable NWC to increase its enrolment, house students on-site, provide students with services that enable their success, offer a more diverse array of brokered programs, and ultimately make a more meaningful social and economic impact in the region. ii) Educational attainment in the Battlefords – Investment would enable NWC to provide its students with an enhanced quality of life and education, while simultaneously impacting the community through greater retention rates and higher economic output. In 2016, 25% of the local population had no certificate, diploma, or degree (including high school education), and 27% had a high school diploma or equivalency certificate as their highest level of education. 22 Higher education attainment is correlated to higher income, directly impacting the socioeconomic status in the region. ii) Educational attainment for Indigenous people in the Battlefords – A provincial study in 2014 found that Indigenous graduates were more than twice as likely as Government of Canada – Department of Justice. The Canadian Criminal Justice System: Overall Trends and Key Pressure Points. Retrieved from: https://www.justice.gc.ca/eng/rp-pr/jr/press/ 21 Howe, Eric C.Mishchet aen kishkayhtamihk nawut ki wiichiihtonaan : Bridging the Indigenous education gap in Saskatchewan. Retrieved from: https://gdins.org/me/uploads/2013/11/GDI.HoweReport.2011.pdf 22 Statistics Canada. 2017. North Battleford [Population centre], Saskatchewan and Saskatchewan [Province] (table). Census Profile. 2016 Census. Statistics Canada Catalogue no. 98-316-X2016001. Ottawa. Released November 29, 2017. https://www12.statcan.gc.ca/census-recensement/2016/dp-pd/prof/index.cfm?Lang=E (accessed February 14, 2019). 20
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non-Indigenous graduates to have had major childcare and housing challenges during their program. 23 The provision of facilities and services that can integrate the social, cultural, and familial lives into education is one of the most significant desired outcomes from this Project. Expected completion date The preliminary timeline, subject to funding approval and further decision making, is targeted to involve a design period commencing in summer, 2019, a supplier selection and procurement process commencing in winter, 2019, and a two-year construction period commencing in summer, 2020. This will allow for substantial completion in summer, 2022, and full operation by the fall semester of 2022/23. Figure 2: Preliminary Project Timeline:
Saskatchewan Ministry of Advanced Education. 2014 Graduate Outcomes Study Report, Revised July 2017. Retrieved from: http://publications.gov.sk.ca/documents/139/104068Saskatchewan%20Advanced%20Education%20Graduate%20Outcomes%20of%202014%20Class.pdf 23
22
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MAJOR STRATEGIC INITIATIVE 2 – ECONOMIC DIVERSIFICATION MAJOR STRATEGIC INITIATIVE 1 - THE NEW BATTLEFORDS CAMPUS As with other Colleges in the system, we are experiencing persistent financial strain and as such economic diversification remains a key strategic priority for the College. NWC has one of the lowest operational costs in the post-secondary sector in Saskatchewan. In order to maintain programs and services, there is a need to diversify revenue streams and become less reliant on provincial funding. Over the next three years, the College’s second major initiative will focus on a proactive approach to economic diversification strategies for the identification, development, implementation, and evaluation of realizing alternative revenue streams. Potential sources under review include, but are not limited to: i) ii) iii) iv) v)
Expansion of contract training; Customized industry/contract training; Internationalization; Federal Grants and other funding opportunities for services and programs; and Fundraising;
The development of a new campus in the Battlefords will further assist us to realize such opportunities by providing much needed space for additional programs, services and contracts. This will further position the College to become less reliant on government funding and establishing an infrastructure to facilitate future financial sustainability. This comprehensive economic diversification strategy is currently under development for implementation during the period of the 18/21 North West College Strategic Plan. The major thrust of this strategic initiative is the fortification of North West College’s sustainability. These two major initiatives of the new build and economic diversification work together to provide the College the space and means to grow and meet the career training needs of our young and Indigenizing region. The achievement of these initiatives is vital to the College’s continued sustainability and to ensure accessibility to quality education for the people of the northwest.
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C. COLLABORATIVE PLANNING
NWC remains a leader in collaboration within our sector working closely with postsecondary partners, community groups and industry to maximize resources. From provincial program planning to the sharing of professional costs and resources, NWC drives partnerships to ensure accountability for provincial funds. Regional College Collaboration The Chief Executive Officers (CEOs), Senior Business Officers (SBOs), Human Resource Officers (HROs), and Senior Academic Officers (SAO), collaborate quarterly at a minimum to determine sectoral best practices. These teams work closely to ensure minimal duplication of resources and professional services wherever feasible. GDI – Rural Driver Training Joint programs and relationships are continually explored to ensure NWC students can take full advantage of the brokering model afforded to the regional colleges. One such project is currently being explored with Gabriel Dumont Institute (GDI). One of the persistent barriers to employment for rural First Nation students is the lack of a driver’s license. The lack of this certification can limit work placement opportunities and hinder employment post-graduation. Both GDI and NWC recognize this barrier and are currently undertaking a needs assessment to determine which communities to offer driver training in the 2019-20 year. GDI is offering the capital resources (a vehicle) for the program while NWC will administer the program. Lakeland Partnership NWC continues to explore collaboration opportunities with Lakeland College to ensure our robust number of ABE graduates can feed into post-secondary programs at that institution as well. NWC is also in talks with Lakeland College to broker health and human services and potentially agriculture programs. Professional Services Professional services are a potential revenue stream currently under review as part the College’s strategic objective of portfolio diversification. Mental Health First Aid, Violence Threat Risk Assessment (VTRA) consultation, human resources services, strategic planning consultation, project management training and labour market assessment products are all areas wherein NWC could potentially provide consulting services. 24 NORTH WEST COLLEGE
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Information Technology Information Technology is also an area of potential monetization wherein NWC may be able to collaborate with other institutions to provide data storage at a reduced cost. Video conference equipment has also been heavily used as a replacement for reduced travel budgets. NWC may be able to collaborate with other post-secondary providers to build a compatible network that would reduce sector-wide travel costs and may lend itself to joint program offerings. We also provide the opportunity for video conferencing services as a public service. Director of Education – cost sharing Along the same vein, NWC collaborates with three other colleges to share the mandated ABE role of Director of Education to further reduce costs, ensure quality, and facilitate sector program planning. SIIT – Meadow Lake Programming NWC collaborates with SIIT in Meadow Lake by sharing our campus including classrooms, office, computer lab and shop space. SIIT students also have access to the College residence. The College often provides the safety programming for these students. In addition, senior leadership continue to participate in the SIIT Industrial Career Centre Steering committees in North Battleford and Meadow Lake to facilitate regional program planning and avoid duplication. Community Connections The College works closely with community groups to support local events and collaborate on projects to support the region. Some of the recent partners have included: i) The Battlefords Chamber of Commerce in a community wide effort to increase financial literacy among youth; ii) The Firefighters Local Union in hosting the 3rd Annual Fireman’s Ball in support of the Firefighters Charity Fund and the NWC Scholarship Fund; and iii) The ‘Better Together’ Committee, to promote community solidarity as a means of crime reduction and reconciliation. Pathways/Dual Credit NWC is playing an active role in pathway and dual credit discussions led by Ministry officials. In addition, NWC has commenced exploratory conversations with local School Divisions and High Schools creating targeted and streamlined pathway opportunities in 25 NORTH WEST COLLEGE
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order to improve mobility and student success from high school to post-secondary education within our region.
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D. PROGRAMMING
The NWC’s multi-year program plan outlines initiatives to meet the diverse needs of the region and the provincial economy. This plan was developed following significant consultation with business and industry, Indigenous organizations, students and communities across the region as well as provincial sector organizations. Success measures such as enrollment, retention, graduation and employment in previous programs were also used to help inform this program plan. NWC delivers quality programs investing in students and employers. The program plan demonstrates accessibility – proposing programming in 21 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 2019/20 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. As the College with a majority of Indigenous ABE student population, the separation of on-reserve and off-reserve program funding is unduly constraining. This policy and the Provincial Training Allowance (PTA) policy restrictions inhibits our ability to be strategically responsive to our reserve, rural and urban communities. The program plan needs to respect the cultural distinctions and historical divisions among our First Nations communities. Programs delivered on one First Nation may not be welcoming to another, creating unnecessary duplication and barriers to student accessibility and success. Salary and benefit costs are the primary fixed expense of program delivery. Moving into the fourth year of an outstanding CBA creates additional risk for the College and the entire regional college system. If additional resources for CBA settlement are not allocated, programs in 2019/20 and future years will require further adjustment.
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In the pages to follow, there is an overview of programs and services to be delivered in 2019/20. Appendices B and C provide a detailed breakdown of programs forecasted to be delivered in 2019/20 – for ABE and Institute Credit programming. These strategies are based on current labour market needs drawn from comprehensive engagement, however staying true to our mandate of flexible and responsive programming; the plan may shift to accommodate potential opportunities as they arise. Appendix D details plans for English as an Additional Language for 2019/20. The mandatory chart is included below. Table 5. Projected Program Headcount and FLEs
Program Categories
Institute Credit Industry Credit Industry NonCredit Adult Basic Education Credit Adult Basic Education NonCredit* University Total Headcount/FLEs
Projected Program Headcount and FLEs 2018-19 Forecast 2019-20 Budget
Cap 373
HC 367 1226 123
FLEs 288.72 23.70 4.82
Cap 373
HC 312 1400 150
FLEs 335.71 25.4 5.2
245
435
342.84
270
311
360.64
430
484
191.82
408
469
163.23
1048
77 2712
38.13 890.03
1051
70 2712
31.9 922.09
*NOTE: ABE non-credit includes EAL and ESWP
Adult Basic Education Adult Basic Education (ABE) programming provides foundational skills development for adults to enter meaningful employment or careers successfully. Two primary sources of funding exist to support delivery of the comprehensive ABE program at NWC: i) Funding from the Ministry of Immigration & Career Training in the form of a conditional grant, and; ii) Third party contributions from school divisions and First Nations communities.
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Third party contributions allow the College to expand the number of ABE programs and seats by at least 20%. These additional resources support the College in addressing waitlists. For 2019/20 a similar amount of third party funding is anticipated if these funds are not realized some programming will need to be cancelled. NWC is a leader and innovator in ABE delivery. Building upon our strategy for ABE and workforce exposure established in 2011, we continually review and improve the intake processes, program delivery methods, non-credit curriculum and supports provided to ensure success. The College is proactive in providing students the tools, skills and confidence needed to transition to post-secondary or employment. For example, the College has a Level 3 program functioning as a business incubator program to address retention, graduation and safe but effective exposure to work. Other programs have created smaller scale WIL projects. Building on this momentum, the College’s 2018/21 Strategic Plan includes a commitment to the development of two additional WIL projects per year with the outcome of increasing meaningful labour market attachment. As identified in Section A, and given the demographics of our region, the need for ABE is significant; however, the funding we receive is not enough to meet this demand. Even with significant supplemental third party investment, we still cannot meet the need of ABE in our region. Essentially, the College could deliver ABE programs in the majority of our communities every year however; we must be strategic in program plan development to maximize limited resources. ABE is a valuable investment for the sustainability of the province, reducing crime, poverty, and substance abuse while securing a better quality of life for all citizens of Saskatchewan. Salient factors to consider when choosing successful program locations: i) Access to daycare, ii) Access to transportation, iii) Access to affordable housing, iv) Financial supplements, v) Appropriate training facilities, as well as, vi) Commitment and support from Chiefs and Councils A primary factor in student success is financial support while attending programming. For on-reserve programs, this support must come from the Band as these programs are not eligible for provincial training allowance (PTA). Each reserve community has a different strategy on how they support students in ABE training on reserve with varying success. 29 NORTH WEST COLLEGE
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The PTA forecast for programs off-reserve that meet the PTA eligibility requirements is included in Appendix E. Enhancing education and employment outcomes for Indigenous communities in the region continues to be a priority for NWC. We are committed to working very closely and collaboratively with First Nations communities to develop and deliver culturally respectful programs, especially on-reserve. Our comprehensive ABE strategy considers on-reserve, rural and urban programming to work in concert. Our established ABE strategy prioritized on-reserve programming delivery at Levels 1 and 2, where students have access to community supports. After success in community, students often transition to larger centers for Levels 3 and 4 and post-secondary programming. This is a proven successful model. Unfortunately, prescribed funding pools from the province create an artificial barrier between on- and off-reserve, requiring us to compromise our proven delivery model. As a provincial leader in Indigenous education, we have seen particular success in First Nations communities where the level of financial, social, and cultural supports is high for students, and community leaders take an active role in programming. The investments of the First Nations communities help reduce barriers to student success. NWC will continue to pursue community partnership opportunities where these conditions exist across the region. NWC understands the foundational role that literacy plays in academic pathways, and continues to address the regional literacy needs, as resources allow. A significant number of people in our communities function at Level 1 or Level 2. NWC will attempt to address these needs comprehensively through partnerships, Essential Skills for the Workplace (ESWP) funding and the conditional grant. We work with each individual student to develop a program plan to maximize their potential and meet their career goals. This investment requires access to a variety of potential pathways that may include literacy, ABE Credit, Post-Secondary, and beyond. NWC is grateful the resources for ESWP are part of the funding letter rather than proposal based. This allows for a more comprehensive and strategic approach to the utilization of these dedicated resources. The College has found greater success with ESWP programs that focus on a specific type of occupation rather than generic essential skill development. The programs for 2019-20 will focus on hospitality training, Early Childhood Education, parks maintenance worker and trades preparation for mechanics. For example, the 30 NORTH WEST COLLEGE
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College experienced a very successful community partnership with the Lighthouse in North Battleford on a Food Preparation ESWP last year that will continue into 2019/20. Overall, the program plan for 2019/20 has more training seats and days than the 2018/19 business plan. The plan below sees some movement in locations from previous years to better address waitlists, demonstrated demand and flow of students from one level to the next. In addition, the change in delivering the Adult 12 program in North Battleford using tri-semesters has significantly reduced the time on the waitlist. Execution of this plan is dependent upon the realization of forecasted third party resources. Table 6 outlines our 2019/20 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 18 locations.
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Table 6. 2019/20 Program Plan for Adult Basic Education
Program Type and Location
Level 4/ Adult 12
Level 3/ Adult 10
Level 2
Business Plan 2019/20 Seats
Program Length
Cut Knife
15
170
Projected Training Days 2550
Debden
15
170
2,550
Duck Lake
15
170
2,550
Leoville
12
170
2,040
Meadow Lake
30
170
5,100
Mosquito FN
15
170
2,550
North Battleford
45
170
7,650
TOTAL Level 4
147
Cut Knife
15
170
2,550
Debden
15
170
2,550
Duck Lake
15
170
2,550
Leoville
3
170
510
Meadow Lake
15
170
2,550
Mosquito FN
15
170
2,550
North Battleford
15
170
2,550
North Battleford - incubator
15
170
2,550
Thunderchild FN
15
170
2,550
TOTAL Level 3
123
Ahtahkakoop FN
15
80
1,200
Beardy's Okemasis FN
15
80
1,200
Beardy's Okemasis FN
15
80
1,200
Big River FN
15
80
1,200
Little Pine FN
15
80
1,200
Little Pine FN - ERP
15
80
1,200
Meadow Lake
15
80
1,200
24,990
20,910
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Meadow Lake - health care
15
25
375
Meadow Lake - pre-trades
15
25
375
North Battleford
15
80
1,200
North Battleford - transition
15
50
750
Pelican Lake FN
15
80
1,200
Saulteaux FN
15
80
1,200
Big Island Lake FN
15
80
1,200
Sweetgrass FN
15
80
1,200
Total Level 2
225
North Battleford
15
TOTAL Literacy
15
Meadow Lake
15
60
900
Meadow Lake
15
60
900
North Battleford
15
65
975
North Battleford
12
65
780
Shellbrook
15
60
900
TOTAL ESWP
72
4,455
TOTAL College 2019/20
582
66,675
2018/19 Business Plan
549
65,286
Literacy
Essential Skills for the Workplace
15,900 28
420 420
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. It is challenging to establish a strategic multi-year program plan to meet the needs of all newcomers in our region with unstable and unknown funding. The College received a reduction in EAL funding from the Ministry of Immigration & Career Services for 2018/19 and no formal commitment in the 2019/20 budget at the time of writing this plan. The 33 NORTH WEST COLLEGE
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College is in the final year of an agreement with the Federal Government which is based on 80% of funding being contributed by them. The College recently submitted a five-year proposal beginning April 1, 2020 to the Federal government for consideration which included some new strategies to meet the needs of newcomers. Economies of scale and cost-effective language training for newcomers can be achieved when the federal and provincial resources are combined for program delivery. Therefore, the 2019/20 plan is similar to the previous year. It is our intent to deliver a total of 12 EAL programs anticipating 130 program participants in the communities of The Battlefords, Meadow Lake, Rosthern, Spiritwood and Unity. 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. We plan to continue a technology-based teaching program for upper level students, to reduce their instructor-led time and provide more capacity to address technology as well as language outcomes. The College uses multiple strategies to meet the needs of small groups of students in rural communities. Please find the proposed EAL programming in Appendix D. The College will continue to maximize resources to remain accessible and responsive to this growing learner group. Institute Credit STA for 2019/20 has been communicated as status quo funding. Institute credit certificates and diplomas are funded through STA, tuition fees, and third party funding. Our plan has been prepared with the information available at the time of writing – specifically, labour market data, Saskatchewan Polytechnic (Sask Poly)’s strategic direction and new academic model as well as full implementation of the eligible expense list. The program plan can be found in Appendix B which includes rational for each program’s selection. The 2019/20 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 opportunities exist. The wide array of programs is responsive to regional and provincial labour market demand.
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The expansion of the Saskatchewan Hospital has exacerbated the already acute demand for trained health and human services professionals in our region. NWC is committed to support our local health facilities and programs to ensure they have the skilled workforce needed. For over seven years, the College and the former Prairie North Health Authority identified an anticipated demand for additional Psychiatric Nurses for the newly expanded Saskatchewan Hospital and the province. Collectively, we have been strongly advocating for NWC to be able to deliver this program in its entirety to attract local people therefore addressing recruitment and retention issues in the region. Unfortunately, because the program was not locally delivered in a timely fashion, Saskatchewan Hospital is encountering staff shortages resulting in some areas of the hospital not being opened. NWC is excited that 2019/20 marks the first intake of 16 first year students slated to graduate in early January 2022. With over 50 applicants in two days it is safe to say not only is there a provincial need for Psychiatric Nurses but a significant interest in the profession. The College has the commitment from Sask Poly to offer a minimum of three consecutive intakes of the Psychiatric Nursing diploma program. NWC will continue to work proactively with our partner brokering institutions to avoid future negative impacts to our region. North West College works closely with the health authority in understanding the labour force needs. Recent discussions affirm the continued need for Licensed Practical Nurses, Registered Nurses, Psychiatric Nurses, Continuing Care Assistants (CCA) and addictions/mental health workers in our region. The health authority has encouraged the College to look at micro-credentials, and mental health and addictions training that reflects current developments in these fields. The College may need to engage outside its current brokering partners to meet these identified needs. In 2019/20, the College is partnering with Lakeland College to deliver a Community Mental Health post-degree program that has interest not only from the health authority but community health agencies and school divisions. The College’s current part-time CCA delivery model has proven successful in meeting the needs of students and the health authority, however, with the potential Sask Poly policy change, the College will need to move towards full time CCA programs. The Saskatchewan Health Authority is the largest employer in the region and the College is committed to ensuring they have a locally trained skilled workforce to address recruitment and sustainability issues. North West College significantly invests in trades and technologies training. The College offers a breadth of journeyman trade programs from transportation and construction 35 NORTH WEST COLLEGE
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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. New this year is the recently revised Esthetician program from Sask Poly. Changes to the hairstylist program have created a skills gap required for full service salons. This program will only be delivered in 2019/20 to avoid saturating the marketplace. The College has a partnership with Robwell Industries who support the plumbing and pipefitting program not only with a facility but also through hiring graduates. Many companies in the northwest work in the northern mining industry, in the Alberta oil fields as well as within the region. The College has spent the last year developing a new program with the support of three areas within Sask Poly. This program will include a mix of Retail Meat Specialist, Food Service Cook and environmental resource management as well as industry credit components. The Forest to Fork program addresses food security, preservation, certified skill development and provides an opportunity to enter three certified programs. Entrepreneurship is another employment opportunity upon completion of the program. This 20-week land-based program will teach proper techniques in maximizing natural resources, food preparation and storage as well as value added skills. The pilot will be based out of the Meadow Lake Campus with committed interest from the Meadow Lake Tribal Council. It is the College’s goal to have the Forest to Fork program provincially accredited. North West College ensures access to business programming and human/community services training as well. The business certificate program provides an excellent foundation for many employment opportunities as well as significant transfer credit to university. It is important that programs, such as Early Childhood Education, are delivered close to home as the return on investment takes years given low wages after certification. This industry also experiences very high turnover creating a perpetual demand. In the Battlefords area, there are multiple employers on-and off-reserves who require the Youth Care training as a base certification. Demand for our graduates is high and many use this program as a pathway to a degree in Social Work. North West College leverages the brokerage model to provide a full spectrum of educational opportunities in response to regional workforce demand. By design, and maximized by NWC, regional Colleges can access a wide variety of accredited and industry-recognized programming with limited investment in curriculum development. 36 NORTH WEST COLLEGE
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Nimble, adaptable, responsive and autonomous program planning is integral to the successful execution of the NWC mandate. While communication and coordination with neighboring institutions is critical in eliminating duplication of services, sector-wide initiatives and program approval undermine the intrinsic flexibility needed to provide timely programming where it is most needed to address all sectors of the economy. Students participating in skills training programs develop skills relevant to today’s workplace. 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. WIL projects are a strategic priority for NWC. The College has also identified the need to increase Indigenous participation in Institute Credit programming to produce a more representative labour force within our region and province. These strategies, along with post-graduation support to connect students with employers, assists in ensuring our graduates are employed. Table 7 reflects the comprehensive array of institute credit skills training programs planned for delivery in 2019/20 to address labour market needs and maximize the resources available. Seat capacity in each program is normally restricted by the brokering institution to ensure program quality through an appropriate staff/student ratio and best use of space available. Recognizing that not all students who register will complete a program of study, projected enrollment represents the number of students the College expects will complete their program of study. This table reflects an increase in student days to the previous year’s business plan. In addition to the programs listed in Table 7, the College works continually with First Nations and industry partners as they prepare applications for funding opportunities for post-secondary training. These potential initiatives are not reflected in the budget or program plans, but if successful, will increase the overall institute credit training days and opportunities offered by NWC. To keep Saskatchewan on track, 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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Table 7. 2019/20 Program Plan for Institute Credit
Health
Human Services Business
Program
Business
Seat Projected Target Capacity Enrollment Training Days
North Battleford
15
13
1,690
Office Administration
Meadow Lake
15
13
1,872
Office Administration
North Battleford
15
13
1,872
45
39
5,434
Sub Total Community Mental Health
North Battleford
12
10
675
Early Childhood Education
North Battleford
15
13
1,900
Duck Lake
10
8
729
North Battleford
15
13
1,950
52
44
5,254
Early Childhood Education PT Youth Care Worker Sub Total Continuing Care Assistant
North Battleford
15
13
1,697
Continuing Care Assistant
Meadow Lake
15
13
1,697
Continuing Care Assistant PT
Big River FN
12
8
327
Continuing Care Assistant PT
Lloydminster
12
10
585
Continuing Care Assistant PT
North Battleford
15
12
1,092
Continuing Care Assistant PT
St Walburg
12
8
200
Continuing Care Assistant PT
Spiritwood
12
8
360
Meadow Lake
7
7
1,068
Practical Nursing - Sem 2/3
North Battleford
14
12
1,886
Psychiatric Nursing - Year 1 Sub Total
North Battleford
16 130
14 105
1,706 10,618
Meadow Lake
12
10
877
North Battleford
12
10
1,425
Meadow Lake
12
10
415
Waskesiu
12
10
622
Meadow Lake
12
10
970
North Battleford
12
10
2,500
Practical Nursing – Year 1
Electrician Fall Esthetician
Trades
Location
Food and Beverage Worker Food Service Worker Forest to Fork Hairstylist
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Hairstylist
Meadow Lake
14
12
1,200
Heavy Equipment Truck & Transport
Meadow Lake
12
10
1,785
Plumbing and Pipefitting
Meadow Lake
12
10
877
Professional Cooking
Meadow Lake
12
10
1,773
Welding
North Battleford
12
10
1,700
Welding
Meadow Lake
12
12
2,040
146
124
16,184
College Total 2019/20
373
312
37,490
Business Plan 2018/19
373
307
35,092
Sub Total
*Part-time = PT
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. 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. North West College 18/21 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 build an Employable Labour Force. During the next three years NWC will access various funding opportunities federally and provincially to expand program offering. The College is committed to organizing training to maximize an employers’ ability to access the Canada39 NORTH WEST COLLEGE
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Saskatchewan Job Grant to assist with the fulfillment of their training needs. Efforts in this area will reduce our reliance on government funding. University The College’s fourth cohort of Bachelor of Education in Meadow Lake began in the fall of 2018-19. Unlike the previous three cohorts, this program is under a contractual arrangement with the University of Saskatchewan. The program is anticipated to have 23 returning students for Year 2. 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. With the late announcement we do not expect a significant uptake in 2019-20 but anticipate a greater interest in local achievement of this first year of the degree in 2020-21. Building on the success of past degree programs, NWC will continue to explore opportunities for delivering a different cohort degree program in the region. Of primary interest is the Bachelor of Science in Nursing. Currently, the Collaborative Bachelor of Science in Nursing Program students can take Year 3 and Year 4 of this program in the Battlefords. As noted above, with our Psychiatric Nursing program, offering Year 1 and Year 2 in the Battlefords would benefit local students and the health authority thus improving retention and recruitment in our region. This rational is further strengthened by the fact the College already delivers 6-7 of these 20 courses through our University Arts and Science program. The College is also investigating a Bachelor of Social Work. The cohort model has demonstrated that drawing university students from the local population contributes to long-term retention of professionals within the region. The detailed program plan for face-to-face university programming at each of our main campuses is listed in Table 8 below. The Battlefords Campus offers several classes to provide individuals with opportunities to complete their first year of a university program in or near their home community. Individual courses are selected to complement those offered via alternate delivery methods – satellite, online, or multimodal – to optimize offerings available to students locally. University programming delivered at NWC improves access to cost-effective, quality education for rural residents. Table 8. 2019/20 Program Plan for University 40 NORTH WEST COLLEGE
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Battlefords Campus – General Studies Meadow Lake Campus – Bachelor of Education Year1 College Total 2019/20 Business Plan 2018/19
Program Classes FCE 11 5.5 9 5 20 22
10.5 11
Projected Enrollment Registrations FLE 139 13.9 180 18 319 442
31.9 44.2
Student and Employer Supports North West College helps to keep Saskatchewan on track by investing in students and supporting their success, not only in programs of study, but also in long-term labour market attachment. 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. North West College provides significant support to students and employers through our Student Services. A comprehensive array of career counseling services is provided by our skilled counseling staff to clients across the region. The breadth of student support services has expanded over time to include intake, assessment, career and academic counseling, review of financial support options, and helping students connect to community supports. Retention strategies include careful recruitment, job coaching, connecting students to sustainable employment and an emphasis on enhancing student life. This array of services is available to students in all programs at all locations. NWC invests in our students to achieve personal and academic success and to build a knowledgeable, representative labour force. North West College provides a Learning Resource Consultant to serve the entire region. Demand for this service is high, given the number of programs, types of programs, the size of our student body, and the distance between program sites. The College invested a significant number of administrative hours in responding to, managing and implementing the new public policy introduced in 2018/19 that changed how students with disabilities could access supports. This takes away from supporting students. The College will reflect on the past year at year-end and continue to make recommendations 41 NORTH WEST COLLEGE
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to the Ministry on how this new policy could be improved to ensure timely supports are in place for students and access to equipment is streamlined. In addition to the supports for students with disabilities the College also supports all students academically, both in and out of the classroom. The College provides a math tutor and writing workshops for all programs from ABE to University. The students receive workshops in such crucial elements as reading for content, study skills and test taking strategies. The Student Services team advises students of subject specialists they can access in the community and sets up tutorials when a number of students require assistance. For the last ten years, NWC has had partnerships with three school divisions and a variety of employer organizations to work collaboratively on career development strategies and engage business and industry in facilitating learning in the workplace. The focus and achievements of this group have varied over the years, but the partnership remains strong and dedicated to career development for youth and adults, as well as working with employers to make the workplace a learning place. An innovative career exploration event that increases awareness for students, teachers, and employers is the annual TryA-Trade event. This one-day event is an opportunity for over 1200 students across the northwest to interact with trades activities and prospective employers. We anticipate the continuation and expansion of this successful event. One theme outlined in the strategic plan is Employable Labour Force. Academic content plays a vital role by providing sound foundational and technical skills, but practical experience in the workplace is also instrumental to career success. Our goal is to ensure that all full-time students are prepared for the workplace by having some level of workplace exposure during their time as our students and/or participate in a WIL project. These connections take on additional significance within our region wherein many of our students face the additional barrier to employment of preconceptions regarding their race. A successful work placement with an initially reticent employer can open the door to employment not only for the initial student but for future Indigenous graduates. In 2019/20, the College will be investing in driver training for students as this is a significant barrier to employment. Surveys conducted in 2018/19 with students showed a substantial number of students who did not have a learner permit and even more who are restricted from driving due to fines. The College will proactively address these barriers 42 NORTH WEST COLLEGE
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to employment for all students across the region. These efforts are a tangible example of how NWC can lead significant change in our region. Building relationships with employers is a purposeful aspect of NWC strategy. We invest not only in students but in employers to understand their labour force needs and the skills required for success at their workplace. The College will be developing a robust industry engagement strategy to ensure the labour force needs are well understood and satisfied. Student Services teams connect well-prepared students to employers who may struggle to find skilled labour. Job fairs and recruitment blitzes on both campuses have proven successful for local business employee recruitment. Formal partnerships have been developed with employers and processes have been streamlined over time. Our collaboration with business and industry around workplace exposure continues to grow and expand, as employers recognize the benefits of involving students in their workplace. We continue to develop innovative strategies to create opportunities for students to practice skills and obtain permanent employment, even extending these services beyond graduation. Our Student Services departments assist many employers by connecting them to a labour pool they may not have considered. Another strategic focus of the College is Student Success. While quality programming delivered by competent staff is essential, we recognize that social, economic, cultural, and physical circumstances may be barriers to student success. Therefore, we focus on minimizing barrier impact by providing supportive structures, a healthy environment, and a positive post-secondary experience. Events that include health and wellness components are organized at all program locations to enhance College life. It has become apparent that there needs to be an increased investment in student mental wellness. The College has a multifaceted strategy to support students who are struggling. We are proud of our multicultural region and provide many opportunities to explore and celebrate diversity. In 2018/19, NWC introduced a new leadership award program for all students across the region. The purpose of this program is to spark the entrepreneurial spirit and provide students with a strong sense of self as a foundation for leadership in their respective communities. Mental Health is a strategic initiative supported by the College and lead by our Student Services teams. The growing ‘Be Well’ Project ensures all Student Services staff are trained in ASIST and have the capacity as Mental Health First Aid trainers to support not only the College but wider community as well. Marked by the significant losses the community has suffered over the past two years, the Battlefords remain a community in 43 NORTH WEST COLLEGE
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the midst of a mental health crisis. The ambient anxiety is palpable and further exacerbated by the results from the Boushie/Stanley Case. This trial and the ensuing national media attention has become a trigger for many students experiencing the intergenerational trauma that stems from the legacy of residential schools and the sixties scoop. Our students stand at the center of this mental health maelstrom: fortunately, our Student Services teams are there to ensure the necessary supports and first aid are provided. Recent STA policy revisions do not recognize direct student support as eligible costs, which challenges NWC‘s capacity to continue to meet student and employer needs for skills training program success. Previously, we have allocated specific resources to ensure comprehensive intake and assessment and students have workplace exposure, barrier reduction supports, and scaffolding into the labour market for greater long-term attachment. These resources are critical and in direct correlation to the number of credit skills programs the College delivers. If these investments remain ineligible and numbers remain stagnant, whether under the STA or another envelope, the success of our programming is at risk. Through Student Services teams, 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. Ultimately, successful NWC programming contributes to a sustainable and vital rural economy with $49M in regional gross domestic product, over 380 jobs and $24.7M income generated for northwestern Saskatchewan in 2016-17 alone. 24 NWC remains a significant economic driver for our home region.
‘Economic Impact Assessment’, Praxis Consulting, January (2018). All estimates based on 2016-17 data as the latest available completed academic year.
24
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E. HUMAN RESOURCES
North West College provides services and maintains relationships through collaborative partnerships with our employees, SGEU, our local union representatives and service providers. Together, the partners share in the creation of a vibrant workplace that is dedicated to the education of others while supporting employee personal and professional growth. The College is not anticipating any significant changes to its workforce. Note, the mix of programming and their subsequent length impacts overall FTEs. In addition, as the College programming expands to meet the needs of business and industry supported by contract revenue streams FTEs will increase. Overall, recruitment and retention is a challenge as the College’s in-scope and out-ofscope management compensation packages are becoming less competitive in the labour market. Strategic Focus Labour Relations a) Continue to promote a respectful and professional relationship with the Union SGEU. b) Continue to work in collaboration with SGEU to finalize bargaining of the new collective agreement, which expired August 2016. c) Continue Union-Management meetings to proactively address employee matters and maintain good communications with the Union. d) With the retirement of the regional college system’s Labour Relations Consultant, NWC in partnership with all regional colleges, will continue to develop labour relations expertise locally and within the system. The utilization of shared services such as mediation, has proven effective and cost efficient. Education & Training Staff education and training has been a priority at NWC however, it will be limited because of continued reductions in budgets. Unfortunately, this area has been identified to realize savings in an attempt to minimize direct impact on students due to continued budgetary constraints. We anticipate this will adversely impact our overall employee engagement and satisfaction. 45 NORTH WEST COLLEGE
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Employee Supports North West College capitalized on a system-wide partnership to realize cost savings and improve access to services. The College will be moving the Employee and Family Assistance Program to a single source Council of Accreditation (COA) provider. The College recognizes the need to assist employees with various challenges and to provide supports in the workplace. Mental Health awareness and resilience will continue to be a focus for the College as the demographics of the workforce change. Despite budget cuts and to help mitigate the impact of not offering education and training this is an area in which we continue to invest. Advancing Technology North West College would like to pursue an integrated Financial and Human Resources Management System (HRMS) in collaboration with other regional colleges as they explore the possibility of a new student information system. The objective is to realize efficiencies, bring off-line programs into the HRMS and provide employees and their managers with up-to-date data for operational decision-making. However, once again due to budget reduction, we cannot invest in this area at this time. Systemic investment is needed to realize this project. Employee Engagement The College will continue to strengthen employee engagement using the results of the annual satisfaction survey and implement continuous improvement strategies pending available resources. Representative Workforce The College continues to develop recruitment strategies in our efforts to build a workforce that is representative of the communities in the region. 46 NORTH WEST COLLEGE
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Table 9. Anticipated Full-Time Equivalency (FTE)
Function
InScope/OOS
Program Delivery
In-scope
Program Delivery Student Support Operations Operations Totals
Out-of-scope In-scope In-scope Out-of-scope
Actual
Forecast
Budget
2017/18 58.56
2018/19 59.37
2019/20 59.74
6.09 12.22 13.61 10.30 100.78
5.50 11.73 12.96 10.40 99.96
6.50 11.95 13.92 10.80 102.91
* North West College employs ten out-of-scope managers. The remaining out-of-scope employees are those that fall outside of the Collective Bargaining Agreement.
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F. SUSTAINABILITY
Sustainability initiatives will support NWC‘s strategic directions toward a HighPerformance Organization by effectively managing resources and risk in this time of continued austerity. To ensure the quality of programs and services, the College will maintain continuous improvement strategies in all its operations and review and revise program offerings to continue to meet the needs of students, employers, and the labour market. In addition, the College will be managing discretionary spending, vacancies and costs while increasing applications for third party resources. Further diversifying our economic portfolio may help the College regain some of the fiscal stability needed to effectively forecast, plan and meet the needs of our region. Current and ongoing sustainability measures include whenever possible vacancy management strategies to reduce salary and benefit costs. The College is also continuing communication mitigation strategies and a resulting increase demand on technology. Video conference equipment will continue to be heavily used for both internal and external meetings, in the face of drastically reduced travel budgets. Innovation is hampered by an overtaxed workforce but some initiatives have been undertaken which will continue to mature over the course of this business plan. The Battlefords Campus recently piloted an inventory system for textbooks which has proven effective in significantly decreasing losses and increasing student accountability for ABE resources. Even with these continued sustainability measures, Saskatchewan’s regional colleges remain the most cost effective institutions governed by the Ministry of Advanced Education, Saskatchewan Colleges are provided with less than 8% of the total provincial post-secondary education budget, while serving over 30% of the province’s postsecondary students. Despite the above, NWC continues to seek cost savings/reductions in order to remain sustainable during this lengthening period of austerity.
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G. INFORMATION TECHNOLOGY
North West College relies on adequate investments in technology to ensure the College remains sustainable, which is an increasing challenge. The College’s Information Technology (IT) plan focuses on supporting sustainable measures to help maintain our IT infrastructure and managing data security and risk to contribute to the strategic directions of a High-Performance Organization and College of Choice. Over the course of the next three years, NWC will continue to leverage technology to maintain services during these fiscal constraints. Cost saving measures include greater use of e-books to reduce hardcopy costs and inventory. For the hardcopy resources that cannot be replaced by e-books, the electronic bookstore inventory system piloted in the Battlefords in 2017/18 will be rolled out College-wide. This system will reduce lost/damaged books and increase student accountability for these resources. With a reduced workforce, several manual tasks are being re-evaluated for the purpose of being replaced through automation. Along this vein, the grade recording software piloted in the Battlefords in 2017/18 will also be rolled out College-wide to allow students to access their marks online with reduced administrative costs. These automations are a symbol of NWC’s values of innovation and integrity but advances such as these are increasingly difficult to achieve with reduced and overtaxed staff. North West College maintains best practices in infrastructure maintenance and replacement stewardship in order to anticipate large costs, mitigate financial risks and ensure service maintenance. To this end, NWC’s servers are due for replacement in 2021/22. In anticipation of this potential replacement, NWC will explore the possibility of cloud-based server and data hosting versus on premises storage. The analysis will include comparative costing, potential college system collaboration, and risk assessment. The College has been investigating IT Infrastructure maintenance and long-term sustainability. In 18/19 the College began to investigate Virtual Desktop Infrastructure (VDI) and a review the capabilities and responsiveness of the system. If deemed viable, the VDI terminals will prove far less expensive than current terminals and will extend the replacement cycle from the current 4-years to a potential 7-year cycle. While the pilot is ongoing, current hardware will continue to be replaced where resources allow. This project is currently in the pilot stage. 49 NORTH WEST COLLEGE
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North West College continues to implement innovative strategies to remain current and prepare learners for the global labour force. NWC is investigating the movement towards interactive TV’s in classrooms and enhancing other laboratory technologies. This upgrade should simplify IT infrastructure in classrooms resulting in reduced maintenance and staffing time. Interactive TVs are being piloted in preparation for our anticipated move away from Smartboards as they approach their end of life over the next three years. 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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H. FACILITIES AND CAPITAL
The College has identified a new campus facility in the Battlefords as its number one priority. Under the government’s 10-year Capital Plan, NWC has developed a business case for the new construction of a standalone campus which will address significant identified shortages in both the quantity and quality of facility space in the Battlefords. The business case recommends a standalone campus and has identified the need for the next stage which is detailed design and the goal to be shovel ready in the year 2020/21. This project has been designed to support the sustainability of the College and ensure adequate, quality learning spaces to meet the immediate and long-term facility needs of the College. The new campus would feature trades space, health care lab space, and community space becoming a hub in the Battlefords. The Facilities and Capital plan will continue to focus on the provision of a safe and functional learning and working environment while enhancing infrastructure to ensure sustainability. Capital Initiatives Facility Upgrades and Renovations The College receives a total of $22,000 in capital funding each year to address maintenance needs at the two main campuses. With such limited resources NWC prioritizes occupational health and safety as well as critical improvements, while it strives to be innovative and sustainable. When additional funding is secured certain initiatives are addressed through preventative maintenance. Priorities are established which enhance our campus facilities to better support quality program delivery, student engagement, and accessibility. Employing the College’s computer-aided facility management system and annual internal assessments ensures the College has a very clear understanding of the facility and equipment maintenance and replacement. The College has a growing need for facility repairs and upgrades for 2019/20. The College received $35,000 in Preventative Maintenance and Renewal (PMR) funds to complete one of the identified projects for the coming fiscal year. The remaining projects will be reviewed and either addressed internally or deferred to the 2020/21 where possible. Deferring these projects increases 51 NORTH WEST COLLEGE
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risk regarding potential Occupational, Health and Safety concerns for our staff and students. Program Equipment Replacement Cycle The College’s program plan entails ongoing capital investment in academic resources to deliver quality programs appropriately. The College establishes a program reserve to ensure maintenance of existing levels of program equipment as well as address other program equipment requirements. Investment in program equipment is necessary to ensure quality training. NWC will continue to evaluate aging equipment at the end of its life cycle for potential Occupational Health and Safety concerns. Equipment such as the industrial oven in the Meadow Lake cooking lab remains functional but will need replacing in the near future. Laboratory and shop equipment also requires continuous review. Operations Equipment and Furnishings Replacement The College has a robust set of lifecycle replacement plans to ensure the equipment and furniture utilized throughout the College allows for effective and efficient operations and program delivery. Through this process the College has developed a standard for learning and administrative spaces. The College will continue to monitor equipment and furnishings through the summer audit process. Vehicles The College has a rolling replacement plan for its fleet of vehicles. A dedicated reserve has been established for this purpose. While forecasted mileage is difficult given recent reductions to travel budgets, the College does project the replacement of vehicles in the course of this business plan. Major Capital Projects North West College has identified a new campus in the Battlefords as one of our Strategic priorities in the 2018/21 Strategic Plan. Since the adoption of the 18/21 Plan, the College 52 NORTH WEST COLLEGE
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has prepared a Business Case and has identified this initiative as the top priority for the College. With over 2600 students and 55% self-declared indigenous population (201718), the College struggles to provide adequate trades space and further reduce barriers without the much needed community amenities such as cultural space and childcare. North West College prides itself on quality education, innovation and a focus on experiential learning but initiatives such as WIL, contract and non-credit programming are hampered by spatial constraints. More space is needed to support the sustainability of the College and maintain programs and services for students. Preventive Maintenance and Renewal The College continues to be proactive regarding effective management of our facilities. We have implemented a computer-aided facility management system (Ameresco Asset Planner), which provides lifecycle analysis for all building/property components based on facility condition assessments (FCA) of College-owned properties. Initial FCAs have identified continued investments required over the next three years. NWC completes annual facility assessments internally to supplement needs that are projected by Asset Planner. Table 10. Preventive Maintenance Forecast Project Institution Campus Location Lease/ Detail Priority Owned
Battlefords Campus Meadow Lake Campus Meadow Lake Welding Lab Meadow Lake Student Housing Total:
Estimated Cost
Institution Fund
Ministry Fund 19/20 20/21 21/22
Owned
PMR
1
59K
150K
150K
Leased/ Owned Owned
PMR
1
45K
50K
50K
PMR
1
Owned
PMR
1
50K 220K
57.5K
57.5K
324K
307.5K
257.5K
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Land Transaction Plan Given the significant space constraints on the Battlefords campus, the College developed a Business Case for a new facility. Based on that plan, we have investigated options for reliable and sustainable delivery of programs, and next steps may identify the consideration of acquiring additional property. The College will continue to work closely with the Ministry of Advanced Education and the Ministry of Immigration and Career Training on this initiative. We will continue to work with the municipality to secure necessary land to house the proposed facility. The North West College Facilities and Capital plan will focus on the provision of a safe and functional learning and working environment while enhancing infrastructure to ensure sustainability. All initiatives will undergo a review process in order to manage tight fiscal resources. These efforts are critical to the strategic direction of becoming a High Performance Organization and the College of Choice for students and staff.
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Table 11. Leasing Facility/Land Description
Address
Spiritwood High School
Band Building Centennial Hall Duck Lake Mistikwa Centre Unity Community Resource Centre Rosthern High School
Owned/ Leased
Lessor Name
Size
Lease Expiry Date
Annual Cost including GST
216 4th Street West, Spiritwood, SK Main Street, Leoville 121 Main Street, Debden 556 Front St, Duck Lake, SK 2022 102 St, North Battleford, SK 210 Main Street, Unity, SK
Lease
Spiritwood High School
53 m2
14-Jun-19
Lease
Pelican Lake First Nation
198 m2
31-May-19
$15,750.00 renew
Lease
Village of Debden
145 m2
31-May-19
$16,362.00 renew
Lease
Stobart School
182 m2
30-Jun-19
$24,000.00 renew
Lease
Living Sky School Division
812 m2
31-Aug-19
$56,875.00 renew
Lease
68 m2
27-Mar-19
$825.00 renew
2004 4 St, Rosthern, SK North Battleford
Lease
Unity Community Resource Centre Prairie Spirit School Division Living Sky School Division
142 m2
30-Jun-19
$2,205.00 renew
Occupancy Plan *
$2,250.00 renew
NB Lease 502 m2 31-May-19 $24,000.00 renew Comprehen sive High School $142,267.00 Totals *Note: The College is currently looking at facilities in Cut Knife, Shellbrook, Waskesui, Meadow Lake and North Battleford to hold programming. The College is also offering programming in 11 other communities in our region, where we have partnerships and the facilities are provided in kind.
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with no charge. If the College did not maintain these important relationships, the cost of facilities rental/leasing could be more than double. North West College has identified a new campus in the Battlefords as one of our Strategic priorities in the 2018/21 Strategic Plan. Since the adoption of the 18/21 Plan, the College has prepared a Business Case and has identified this initiative as the top priority for the College moving forward.
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I. 2019-20 BUDGET
In 2018/19 NWC was able to mitigate the short-term impact through vacancy management, alternate program revenue and strategic relationships with communities to supply in-kind contributions. Even with further mitigation strategies for 2019/20 NWC is still unable to achieve a balanced budget without significantly impacting students. Multi-year program plans were developed to best meet industry demand and with the assumption of status quo funding. A settlement of the CBA may also prove a further financial stress on the institution. PART A. Projected Business Financial Statements and Key Assumptions North West College develops a financial plan that supports our strategic objectives and priorities for the present and future years. The financial plan is based on needs, strategic direction, and stewardship to ensure that 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 enrollment levels, negotiations with third parties, and the economy have caused a degree of uncertainty. Overall, we are confident that our financial projections maximize the provided funding. This plan supports the achievement of strategic goals of the College and the Government of Saskatchewan. Key Assumptions Financial projections for North West College are based on the latest information available from internal College sources, and direction from the Ministries of Advanced Education and Immigration & Career Training. The budget assumptions are as follows: • 2019/20 Ministry Advanced Education Operating funding is known as per funding letter. • 2019/20 Ministry of Immigration & Career Training program funding is known per the budget letter. 57 NORTH WEST COLLEGE
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• Under-22 funding for ABE programming has been forecasted as status quo based on rates for 2018/19. • In-scope salary and economic increases are projected at 2% for the 2019/20 year. • Out-of-scope salary and economic increases have been budgeted at the same rate as in-scope. • Tuitions are projected at a 4% increase. • Agency payments have been budgeted at a 2% increase. • English as an Additional Language funding from the federal government is secured for the 2018/20 years. This budget has assumed status quo programming for EAL. • Inflation although immaterial has been forecasted at 1%. PART B. Financial Impacts of Identifiable Risks Collective Bargaining Agreement (CBA) Uncertainty The current CBA expired on August 31, 2016. Salaries are the largest expense for the College and therefore hold the most risk. The expired agreement poses potential financial risks for the College, based on the unknowns. NWC has attempted to mitigate this risk by forecasting increases based on current information available at the time of writing. While the financial piece regarding an expired agreement poses risk, a new CBA will provide stability and security for our employees during these times of uncertainty. Third-party contracts The program and financial plans are based on NWC achieving realistic targets. Our plans are based on approximately $1.2M in third party contract revenue from business, industry, and First Nations. These contracts are vital to the overall operations of the College. While the College is working to increase third-party funding, the type, source and amount of funding is variable creating additional risk. Adjustments to operations and programs would be required should we realize a shortfall in achieving these targets.
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Under 22 Agreements Under-22 funding for ABE programming has been forecasted as status quo based on the 2018/19 rates. This funding is at significant risk should there be a change in public policy in the K-12 system. These resources are used by the College to significantly expand the ABE program offerings in our region. Enrollment levels Student tuition accounts for approximately $1.6M of the 2019/20 financial plan. The College does not set the tuition rates for brokered programs so if the tuition rate is less than the assumptions made programming may be impacted. In addition, while we are confident in the approach used to estimate enrollment levels, there is no guarantee that the expected uptake by students will be realized. Should enrollments not reach expected levels, we may need to adjust the program plan during the year to minimize the impact. Saskatchewan Innovation and Opportunity Scholarship North West College received $57,900 for SIOS program in 2019/20. This funding matched with contributions from business and community partners will result in over $100K in scholarship opportunities for our students. The College is confident that these resources will be matched and potentially exceeded by in-region contributions in 2019/20. Securing long-term commitment from partners is undermined by annual SIOS allocation creating reputational risk for the College. Other Factors In November 2019, 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 The deficit management plan is below the reserve utilization.
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Reserve Utilization North West College 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 a restricted endowment to the College, 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 all the priorities, the College may have to reallocate reserves and engage other parties to find effective funding solutions. 60 NORTH WEST COLLEGE
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Deficit Management North West College significantly reduced operating expenses over the past three years and has continued to do so for the 2018/19 year. Managing the deficit is planned through further efficiencies, vacancy management when possible and use of reserves. This is not a sustainable long-term solution. 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. However, CBA settlement, the altered provincial training allowance program allocation, and potential changes to ABE funding will have direct impact on College operations and may result in significant shifts. In addition, should funding sources not increase to align with inflationary costs, NWC will be forced to implement job loss and/or program cancellations to manage the deficit.
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J. 2019-20 OPERATIONS FORECAST AND GOVERNMENT BUDGET INPUT
1. Status Quo Programs/Services for 2019/20 Table 12. Expenditure Level – Status Quo Expenditure Level 2017/18 Actual
2018/19 Budget
Revenues
- Grant Funding - Federal Funding - Tuition - Other Sources Total Revenues
2018/19 Forecast
2019/20 Budget
$8,899,027
$8,819,667
$9,048,336
$8,809,711
242,375
270,000
260,000
270,000
1,818,801
1,606,665
1,549,738
1,672,033
1,330,796
1,503,147
1,442,447
1,598,761
12,290,999
12,199,479
12,300,521
12,350,505
912,903
929,593
909,063
968,071
3,491,931
3,695,385
3,789,729
3,930,529
2,230,805
2,406,991
2,271,043
2,382,611
300,796
49,889
53,986
67,442
1,034,826
1,112,226
1,072,715
1,103,825
7,971,261
8,194,084
8,096,534
8,452,479
4,044,695
4,092,157
4,201,231
4,007,798
12,015,956
12,286,240
12,297,765
12,460,277
$275,043
($86,761)
$2,755
($109,772)
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
Significant unknowns make it challenging to forecast future years. To maintain programming and operations at status quo and not present a deficit budget, the College would need to see an increase in its operating budget of approximately 3% for the 2019/20 year. These status quo forecasts assume a 4% tuition increase, 2% agency, 1% increase in contract revenues, along with inflation and economic increases. The presented projection assumes no changes to the BE funding model. The CBA for the College’s in-scope staff has been expired since August 31, 2016. If the program pools do not receive an increase in anticipation of CBA resolution, then the program plan will need to be reduced. The forecasts below assumes an economic increase in salaries, which have the greatest impact. North West College currently employs 10 out-of-scope management positions, and one out-of-scope resident operator as well as casual positions that also fall outside of the CBA. There are 70 academic in-scope positions and 42 professional in-scope positions. Not all 62 NORTH WEST COLLEGE
2019-2020 BUSINESS PLAN
positions are full-time. The salaries are budgeted using September, 2015 rates negotiated at the last year of the expired CBA (August 31, 2016). Projections include annual merit increases and an economic increase of 0.5% (Sept-Mar), 0.5% (Apr-Jun) for the 2018/19 year and 2% for 2019/20. Table 13. Salary Details Salary Details
2018-19 Forecast
2019-20 Budget
Salary in Year 1 (from table 12) annual merit increases annual economic adjustments base adjustments positions added/deleted
7,023,820 29,431 41,892 -3
7,348,654 30,240 144,091 -
Salary in Year 2 (from table 13)
7,348,654
7,440,603
Internally Restricted Operating Surplus and Unrestricted Operating Surplus The College has a history of establishing restricted reserves both internally or externally for specific purposes. The College’s unrestricted operating surplus provides flexibility to respond to unforeseen issues. As the College has assumed increased risk through fiscal reductions our reliance on operating reserves has increased significantly and the ability to replenish reserves has diminished. Long-term sustainability is tenuous. Table 14. Operating Surplus Operating Surplus
2017/18 Actual
2018/19 Budget
2018/19 Forecast
2019/20 Budget
Internally Restricted/Unrestricted Operating Surplus (Start)
$641,588
$645,358
$789,379
$792,134
Internally Restricted/Unrestricted Operating Surplus (End)
$789,379
$558,597
$792,134
$682,362
63 NORTH WEST COLLEGE
2019-2020 BUSINESS PLAN
2. 0% Scenario for 2019/20 With either scenario of 0% or -2% in the College’s operating and program grant will mean a substantial deficit on our operations budget for 2019/20 and subsequent years. Overall, the College will need to look at restructuring and organizing of programs, student support and staffing levels. If the program pools do not receive an increase in anticipation of CBA resolution, then the program plan will need to be reduced. These fiscal constraints will expose the College to greater risk from an operational perspective and significantly reduce student outcomes. Projections include the annual merit increases and an economic increase report above. Table 15. Expenditure Level – 0% Expenditure Level
2017/18 Actual
2018/19 Budget
2018/19 Forecast
2019/20 Budget
Revenues - Grant Funding - Federal Funding - Tuition - Other Sources Total Revenues
$8,899,027 242,375 1,818,801 1,330,796 12,290,999
$8,819,667 270,000 1,606,665 1,503,147 12,199,479
$9,048,336 260,000 1,549,738 1,442,447 12,300,521
$8,809,711 270,000 1,672,033 1,598,761 12,350,505
Expenditures - Out of Scope Salaries - Academic In-Scope - Professional In-Scope - Other Salaries - Benefits Sub-total Salaries and Benefits Other Operating Expenses Total Expenditures
912,903 3,491,931 2,230,805 300,796 1,034,826 7,971,261 4,044,695 12,015,956
929,593 3,695,385 2,406,991 49,889 1,112,226 8,194,084 4,092,157 12,286,240
909,063 3,789,729 2,271,043 53,986 1,072,715 8,096,534 4,201,231 12,297,765
968,071 3,930,529 2,382,611 67,442 1,103,825 8,452,479 4,007,798 12,460,277
$275,043
($86,761)
$2,755
($109,772)
Annual Operating (Deficit) Surplus
64 NORTH WEST COLLEGE
2019-2020 BUSINESS PLAN
Internally Restricted Operating Surplus and Unrestricted Operating Surplus The College will fully utilize its unrestricted reserves to cover operating costs in the 2019/20 budget year. Table 16. Operating Surplus - 0% Operating Surplus Internally Restricted/Unrestricted Operating Surplus (Start) Internally Restricted/Unrestricted Operating Surplus (End)
2017/18 Actual
2018/19 Budget
2018/19 Forecast
2019/20 Budget
$641,588
$645,358
$789,379
$792,134
$789,379
$558,597
$792,134
$682,362
65 NORTH WEST COLLEGE
2019-2020 BUSINESS PLAN
3. -2% Scenario for 2019/20 Table 17. Expenditure Level -2%
Expenditure Level Revenues - Grant Funding - Federal Funding - Tuition - Other Sources Total Revenues
Expenditures - Out of Scope Salaries - Academic In-Scope - Professional In-Scope - Other Salaries - Benefits Sub-total Salaries and Benefits Other Operating Expenses Total Expenditures Annual Operating (Deficit) Surplus
Table 18 Operating Surplus -2% Operating Surplus
2017/18 Actual
2018/19 Budget
2018/19 Forecast
2019/20 Budget
$8,899,027
$8,819,667
$9,048,336
$8,809,711
242,375
270,000
260,000
270,000
1,818,801
1,606,665
1,549,738
1,672,033
1,330,796
1,503,147
1,442,447
1,598,761
12,290,999
12,199,479
12,300,521
12,350,505
912,903
929,593
909,063
968,071
3,491,931
3,695,385
3,789,729
3,930,529
2,230,805
2,406,991
2,271,043
2,382,611
300,796
49,889
53,986
67,442
1,034,826
1,112,226
1,072,715
1,103,825
7,971,261
8,194,084
8,096,534
8,452,479
4,044,695
4,092,157
4,201,231
4,007,798
12,015,956
12,286,240
12,297,765
12,460,277
$275,043
($86,761)
$2,755
($109,772)
2017/18 Actual
2018/19 Budget
2018/19 Forecast
2019/20 Budget
Internally Restricted/Unrestricted Operating Surplus (Start)
$641,588
$645,358
$789,379
$792,134
Internally Restricted/Unrestricted Operating Surplus (End)
$789,379
$558,597
$792,134
$682,362
66 NORTH WEST COLLEGE
2019-2020 BUSINESS PLAN
CONCLUSION
The Business Plan presented here is one of continued austerity. For 2019/20, North West College has been significantly impacted by the reduced funding and the status quo funding in 2018/19, which did not reflect inflationary costs. While NWC remains dedicated to maximizing provincial resources and leveraging industry, community and third party investments, the continuing financial constraints placed on the College hinder its ability to innovate. 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. The 2019/20 period holds greater than usual levels of risk due to fluctuations in third party resources and an unresolved CBA. Despite these challenges, the College remains committed to the realization of its strategic initiatives, which include the construction of a stand-alone Campus in the Battlefords beginning in 2020/21. NWC remains a leader in our provincial sector for Indigenous student success and rural educational excellence. Our commitment to these strengths remain steadfast.
67 NORTH WEST COLLEGE
2019-2020 BUSINESS PLAN
Statement 1
North West College Projected Statement of Financial Position as at June 30, 2020 Budget June 30 2020
Budget June 30 2019
Estimated June 30 2019
Actual June 30 2018
Financial Assets Cash and cash equivalents Accounts receivable Inventories for resale Portfolio investments
2,391,595 100,000 75,502 56,375
Total Financial Assets
2,623,472
2,472,174
2,897,680
2,828,244
Liabilities Bank indebtedness Accrued salaries and benefits Accounts payable and accrued liabilities Deferred revenue Liability for employee future benefits Long-term debt
200,000 330,000 30,000 231,100 -
200,000 330,000 30,000 197,600 10,196
200,000 330,000 30,000 231,100 10,196
200,489 318,813 41,253 231,100 136,836
Total Financial Assets
791,100
767,796
801,296
928,491
Net Financial Assets (Net Debt)
1,832,372
1,704,378
2,096,384
1,899,753
Non-Financial Assets Tangible capital assets Inventory of supplies for consumption Prepaid expenses
6,481,441 58,095
7,184,356 20,000
7,156,442 58,095
8,007,475 58,095
Total Non-Financial Assets
6,539,536
7,204,356
7,214,537
8,065,570
Accumulated Surplus
8,371,908
$
8,908,734
$
9,310,920
$
9,965,323
Accumulated Surplus is comprised of: Accumulated surplus from operations
8,371,908
$
8,908,734
$
9,310,920
$
9,965,323
Total Accumulated Surplus
8,371,908
$
8,908,734
$
9,310,920
$
9,965,323
NORTH WEST COLLEGE
70
$
2,238,400 100,000 75,502 58,272
$
2,665,803 100,000 75,502 56,375
$
2,513,034 127,099 131,727 56,384
2019-2020 BUSINESS PLAN
Statement 2
North West College Projected Statement of Operations and Accumulated Surplus (Deficit) for the year ended June 30, 2020 2020 Budget Revenues (Schedule 2) Provincial government Grants Other Federal government Grants Other Other revenue Administrative recoveries Contracts Interest Rents Resale items Tuitions Donations Other Total revenues
$
Expenses (Schedule 3) General Skills training Basic education Services University Scholarships Development Student housing Total expenses
$
9,051,667 57,900
2019 Forecast
$
9,240,336 97,900
2018 Actual
$
8,832,500 283,527
270,000 -
270,000 -
260,000 -
242,375 -
1,064,911 40,000 345,009 300,000 1,672,033 57,900 206,350 12,885,492
990,947 32,000 319,372 300,000 1,606,665 57,900 191,200 12,877,651
846,306 62,500 313,836 306,500 1,549,738 81,258 236,758 12,995,132
729,496 57,201 334,589 297,878 1,818,801 90,781 253,234 12,940,382
5,572,665 3,263,545 2,765,438 1,456,884 326,803 115,800 323,369 13,824,504
5,757,220 3,120,376 2,678,151 1,399,028 349,129 115,800 303,370 13,723,074
$5,577,170 3,089,384 2,853,087 $1,369,307 306,515 115,800 338,272 13,649,535
5,465,045 3,067,445 2,722,810 1,310,480 359,299 132,847 323,623 13,381,549
(845,423)
9,310,920
Accumulated Surplus (Deficit), Beginning of Year
NORTH WEST COLLEGE
$
(939,012)
Surplus (Deficit) for the Year from Operations
Accumulated Surplus (Deficit), End of Year
8,826,389 102,900
2019 Budget
8,371,908
71
(654,403)
9,754,157 $
8,908,734
(441,167)
9,965,323 $
9,310,920
10,406,490 $
9,965,323
2019-2020 BUSINESS PLAN
Statement 3
North West College Projected Statement of Changes in Net Financial Assets (Net Debt) as at June 30, 2020 2020 Budget
Net Financial Assets (Net Debt), Beginning of Year
$
Surplus (Deficit) for the Year from Operations Acquisition of tangible capital assets Proceeds on disposal of tangible capital assets Net loss (gain) on disposal of tangible capital assets Write-down of tangible capital assets Amortization of tangible capital assets Acquisition of inventory of supplies for consumption Acquisition of prepaid expenses Consumption of supplies inventory Use of prepaid expenses
Change in Net Financial Assets (Net Debt) Net Financial Assets (Net Debt), End of Year
NORTH WEST COLLEGE
$
2,096,384
2019 Budget
$
1,784,801
(939,012) (250,000) 925,000 (58,095) 58,095
(845,423) (250,000) 1,015,000 (20,000) 20,000
(264,012) (264,012) 1,832,372
72
$
2019 Forecast
$
1,899,753
2018 Actual
$
1,562,287
(654,403) (44,004) 895,038 (58,095) 58,095
(441,167) (123,902) 902,283 (58,095) 58,347
(80,423)
196,631
337,466
(80,423)
196,631
337,466
1,704,378
$
2,096,384
$
1,899,753
2019-2020 BUSINESS PLAN
Statement 4
North West College Projected Statement of Cash Flows for the year ended June 30, 2020
Operating Activities Surplus (deficit) for the year from operations Non-cash items included in surplus (deficit) Amortization of tangible capital assets Net (gain) loss on disposal of tangible capital assets Write-down of tangible capital assets Changes in non-cash working capital Decrease (increase) in accounts receivable Decrease (increase) in inventories for resale Increase (decrease) in accrued salaries and benefits Increase (decrease) in accounts payable and accrued liabilities Increase (decrease) in deferred revenue Increase (Decrease) in Liability for Employee Future Benefits Decrease (increase) in inventory of supplies for consumption Decrease (increase) in prepaid expenses Cash Provided (Used) by Operating Activities Capital Activities Cash used to acquire tangible capital assets Proceeds on disposal of tangible capital assets Cash Provided (Used) by Capital Activities Investing Activities Cash used to acquire portfolio investments Proceeds from disposal of portfolio investments Cash Provided (Used) by Investing Activities
Budget 2020 $
Budget 2019
(939,012) $ 925,000 -
Increase (Decrease) in Cash and Cash equivalents Cash and Cash Equivalents, Beginning of Year
(845,423) $ 1,015,000 -
Actual 2018
(654,403) $ (441,167) 895,038 -
902,283 -
(14,012)
169,577
27,099 56,225 (489) 11,187 (11,253) 323,404
199,568 (88,856) (23,954) 108,824 (56,443) 14,300 252 614,807
(250,000) (250,000)
(250,000) (250,000)
(44,004) (44,004)
(123,902) (123,902)
-
Financing Activities Proceeds form issuance of long-term debt Repayment of long-term debt Cash Provided (Used) by Financing Activities
Forecast 2019
-
-
(115) 2,003 1,888
(10,196) (10,196)
(126,631) (126,631)
(126,631) (126,631)
(122,445) (122,445)
(274,208)
(207,055)
152,769
370,348
2,665,803
2,445,455
2,513,034
2,142,686
Cash and Cash Equivalents, End of Year
$ 2,391,595
$ 2,238,400
$ 2,665,803
$ 2,513,034
Represented on the Financial Statements as: Cash and cash equivalents Bank indebtedness Cash and Cash Equivalents, End of Year
$ 2,391,595 $ 2,391,595
$ 2,238,400 $ 2,238,400
$ 2,665,803 $ 2,665,803
$ 2,513,034 $ 2,513,034
NORTH WEST COLLEGE
73
2019-2020 BUSINESS PLAN
Schedule 1
North West College Projected Schedule of Revenues and Expenses by Function for the year ended June 30, 2020
Skills Training
General
Credit
Revenues (Schedule 2) Provincial government Federal government Other Total Revenues
$ 5,235,905 191,100 5,427,005
$ 1,460,372 1,893,634 3,354,006
Expenses (Schedule 3) Agency contracts Amortization Equipment Facilities Information technology Operating Personal services Total Expenses
16,400 925,000 169,614 720,104 68,487 664,390 3,008,670 5,572,665
588,100 35,000 65,450 18,700 350,198 2,158,920 3,216,368
Surplus (Deficit) for the year
$
NORTH WEST COLLEGE
(145,660) $
137,638
Basic Education
Non-credit
$
$
Credit
45,600 45,600
$ 1,276,188 566,337 1,842,525
6,030 4,000 19,000 9,648 8,499 47,177
42,510 70,732 2,400 121,374 1,463,925 1,700,941
(1,577) $
141,584
Non-credit
$
853,924 270,000 16,172 1,140,096
2020 Projected Services Learner Support Counsel
$
112,741 42,340 4,275 137,422 767,719 1,064,497
$
75,599
45,000 300,750 345,750 409,306 852,093 1,261,399
$
$
University
Scholarships
Development
Student Housing
Credit
2,400 16,718 176,367 195,485
$
257,201 257,201
$
234,770 12,340 5,235 58,173 16,285 326,803
(915,649) $ (195,485) $ (69,602) $
74
57,900 57,900 115,800
$
-
115,800 115,800
-
$
-
$
-
357,509 357,509
$
4,200 160,500 33,720 124,949 323,369
$
34,140
2020
2019
2019
2018
Budget
Budget
Forecast
Actual
8,929,289 270,000 3,686,203 12,885,492
$
1,000,551 925,000 208,814 1,075,466 120,497 1,916,749 8,577,427 13,824,504
$
(939,012) $
9,109,567 270,000 3,498,084 12,877,651
$
1,047,984 1,015,000 227,037 1,055,543 107,482 1,948,711 8,321,317 13,723,074
(845,423) $
9,338,236 260,000 3,396,896 12,995,132
$ 9,116,027 242,375 3,581,980 12,940,382
880,680 895,038 356,424 1,122,667 117,623 2,064,573 8,212,530 13,649,535
1,164,287 902,283 224,519 1,143,067 57,252 1,795,806 8,094,335 13,381,549
(654,403) $
(441,167)
2019-2020 BUSINESS PLAN
Schedule 2
North West College Projected Schedule of Revenues by Function for the year ended June 30, 2020
General
Credit
Non-credit
Provincial Government Advanced Education/ Ministry of Immigration and Career Training Operating grants $ 4,199,500 $ Program grants 974,727 1,460,372 Capital grants 61,678 5,235,905 1,460,372 Contracts Other 5,235,905 1,460,372 Other provincial Total Provincial
$
1,276,188 1,276,188 1,276,188 -
$
853,924 853,924 853,924 -
$
45,000 45,000 -
$
-
Credit
$
-
$
57,900
$
-
2020 Total Revenues Budget
Student Housing
$
-
$
4,199,500 4,565,211 61,678 8,826,389 45,000 8,871,389 57,900
2019 Total Revenues Budget
$
2019 Total Revenues Forecast
4,428,500 4,521,167 102,000 9,051,667 9,051,667 57,900
$4,273,750 4,734,586 232,000 9,240,336 40,000 9,280,336 57,900
2018 Total Revenues Actual
$
4,298,500 4,317,000 217,000 8,832,500 40,000 8,872,500 243,527
-
1,276,188
853,924
45,000
-
-
57,900
-
-
8,929,289
9,109,567
9,338,236
9,116,027
-
-
-
-
270,000 270,000 -
-
-
-
-
-
-
270,000 270,000 -
270,000 270,000 -
260,000 260,000 -
242,375 242,375 -
-
-
-
-
270,000
-
-
-
-
-
-
270,000
270,000
260,000
242,375
40,000
482,402 -
-
566,337 -
16,172 -
-
-
-
-
-
-
1,064,911 40,000
990,947 32,000
846,306 62,500
729,496 57,201
5,500 10,000 135,600
1,374,832 36,400
30,000 15,600
-
-
300,000 750
-
257,201 -
57,900 -
-
339,509 18,000
345,009 300,000 1,672,033 57,900 206,350
319,372 300,000 1,606,665 57,900 191,200
313,836 306,500 1,549,738 81,258 236,758
334,589 297,878 1,818,801 90,781 253,234
191,100
1,893,634
45,600
566,337
16,172
300,750
-
257,201
57,900
-
357,509
3,686,203
3,498,084
3,396,896
3,581,980
$ 5,427,005
$ 3,354,006
45,600
$ 1,842,525
$ 357,509
$ 12,885,492
$ 12,877,651
$ 12,995,132
$ 12,940,382
Total Federal Other Revenue Admin recovery Contracts Interest
Total Revenues
-
Scholarships Development
1,460,372
Other Federal
Total Other
$
University
5,235,905
Federal Government Operating grants Program grants Capital grants
Rents Resale items Tuitions Donations Other
2020 Projected Revenues Basic Education Services Learner Credit Non-credit Support Counsel
Skills Training
NORTH WEST COLLEGE
$
$
1,140,096
$
345,750
$
-
$ 257,201
75
$
115,800
$
-
2019-2020 BUSINESS PLAN
Schedule 3
North West College Projected Schedule of Expenses by Function for the year ended June 30, 2020
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 buildings Software (non-capital) Operating Advertising Association fees & dues Bad debts Financial services In-service (includes PD) Insurance Materials & supplies Postage, freight & courier Printing & copying Professional services Resale items Subscriptions Telephone & fax Travel Other Personal Services Employee benefits Honoraria Salaries Other
Total Expenses NORTH WEST COLLEGE
$
16,400 16,400
Credit
$
Non-credit
588,100 588,100
$
2020 Projected Expenses Services Learner Non-credit Support Counsel
Basic Education Credit
6,030 6,030
$
42,510 42,510
$
110,821 1,920 112,741
$
-
$
University
Scholarships Development
Credit
-
$
234,770 234,770
$
-
$
-
2020 Total Expenses Budget
Student Housing
$
-
$
982,231 18,320 1,000,551
2019 Total Expenses Budget
$
2019 Total Expenses Forecast
981,484 66,500 1,047,984
$855,810 24,870 880,680
2018 Total Expenses Actual
$
1,164,287 1,164,287
925,000
-
-
-
-
-
-
-
-
-
-
925,000
1,015,000
895,038
902,283
123,693 45,921 169,614
26,500 8,500 35,000
-
-
-
-
-
-
-
-
4,200 4,200
154,393 54,421 208,814
148,618 14,250 64,169 227,037
207,404 16,247 132,773 356,424
189,327 18,306 16,886 224,519
54,794 237,869 252,373 175,068 720,104
7,000 58,450 65,450
2,000 2,000 4,000
1,010 66,122 3,600 70,732
42,340 42,340
-
-
12,340 12,340
-
-
4,800 43,280 112,420 160,500
4,800 64,804 419,121 299,253 287,488 1,075,466
2,400 49,547 428,156 286,456 288,984 1,055,543
11,760 80,042 420,152 320,525 290,188 1,122,667
2,770 2,069 302,460 390,895 144,673 300,200 1,143,067
2,623 65,864 68,487
14,000 4,700 18,700
19,000 19,000
2,400 2,400
4,275 4,275
-
2,400 2,400
5,235 5,235
-
-
-
38,235 9,298 72,964 120,497
38,235 15,423 53,824 107,482
38,235 8,345 71,043 117,623
366 9,633 47,253 57,252
193,252 23,211 18,237 54,438 31,234 9,215 9,770 4,188 140,183 6,101 56,309 91,572 26,680 664,390
57,050 658 218,279 4,525 36,768 488 32,430 350,198
7,522 500 300 753 171 402 9,648
3,433 56,375 1,450 36,800 3,000 20,316 121,374
9,017 685 2,000 61,696 1,350 20,400 42,173 101 137,422
46,095 100 20,700 3,000 272,727 40,926 25,758 409,306
2,990 739 5,635 5,354 2,000 16,718
6,452 1,300 1,300 2,300 500 46,230 91 58,173
115,800 115,800
-
250 14,400 5,580 1,080 1,430 10,980 33,720
326,061 25,393 18,237 56,438 45,634 379,280 21,695 101,209 140,183 272,727 6,101 61,548 280,833 181,410 1,916,749
346,994 37,917 20,479 113,692 50,661 310,886 23,545 100,883 146,412 272,727 6,524 60,636 287,446 169,909 1,948,711
330,770 20,765 20,479 68,737 51,608 417,271 24,245 90,625 258,289 272,708 6,374 61,294 257,114 184,294 2,064,573
288,066 19,516 (3,603) 23,164 34,564 58,832 360,409 32,849 76,888 102,803 307,834 6,431 58,469 181,362 248,222 1,795,806
466,380 26,333 2,513,920 2,037 3,008,670
259,271 1,899,649 2,158,920
2,931 5,568 8,499
138,965 1,324,960 1,463,925
79,487 688,232 767,719
128,338 723,755 852,093
26,588 149,779 176,367
1,865 14,420 16,285
-
-
21,094 97,105 6,750 124,949
1,124,919 26,333 7,417,388 8,787 8,577,427
1,134,717 25,073 7,150,310 11,217 8,321,317
1,093,809 25,298 7,090,106 3,317 8,212,530
1,054,345 23,238 7,003,822 12,930 8,094,335
323,369
$ 13,824,504
$ 13,723,074
$ 13,649,535
$ 5,572,665
$
3,216,368
$
47,177
$
1,700,941
$
1,064,497
$
1,261,399
$
195,485 76
$
326,803
$
115,800
$
-
$
$
13,381,549
2019-2020 BUSINESS PLAN
Schedule 4
North West College Projected Schedule of General Expenses by Functional Area for the year ended June 30, 2020
2020 Projected General Operating Facilities and and Administration Equipment
Governance
Agency Contracts Contracts Other
$
Amortization
Facilities Building supplies Grounds Janitorial Rental Repairs & maintenance buildings Utilities Information Technology Computer services Data communications Equipment (non-capital) Materials & supplies Rental Repairs & maintenance buildings Software (non-capital) Operating Advertising Association fees & dues Bad debts Financial services In-service (includes PD) Insurance Materials & supplies Postage, freight & courier Printing & copying Professional services Resale items Subscriptions Telephone & fax Travel Other Personal Services Employee benefits Honoraria Salaries Other
NORTH WEST COLLEGE
$
-
Equipment Equipment (non-capital) Rental Repairs and maintenance
Total General Expenses
-
$
16,400 16,400
$
-
925,000
2020 Total General Budget
Information Technology
$
-
$
16,400 16,400
2019 Total General Budget
$
13,500 13,500
2019 Total General Forecast
$
17,150 17,150
2018 Total General Actual
$
6,250 6,250
-
-
925,000
1,015,000
895,038
902,283
-
-
4,107 4,107
24,142 36,223 60,365
99,551 5,591 105,142
123,693 45,921 169,614
128,776 56,969 185,745
129,792 48,273 178,065
114,838 12,695 127,533
-
8,200 8,200
54,794 229,669 252,373 175,068 711,904
-
54,794 237,869 252,373 175,068 720,104
39,547 239,016 256,616 177,374 712,553
70,042 237,227 263,923 175,068 746,260
76 296,960 209,953 84,355 183,634 774,978
-
5,333 5,333
-
2,623 60,531 63,154
2,623 65,864 68,487
2,623 46,124 48,747
2,623 65,486 68,109
366 2,465 46,846 49,677
6,500 14,460 712 10,165 28,454 500 60,791
193,252 16,711 18,237 38,478 31,234 8,503 9,770 4,188 99,064 5,364 56,309 49,934 25,126 556,170
1,500 30,954 737 7,004 1,054 41,249
6,180 6,180
193,252 23,211 18,237 54,438 31,234 9,215 9,770 4,188 140,183 6,101 56,309 91,572 26,680 664,390
214,234 36,770 20,479 108,042 36,261 4,970 11,346 6,143 146,412 5,974 56,309 76,146 22,830 745,916
217,648 18,953 20,479 64,387 36,728 6,803 11,250 5,247 258,289 5,974 56,309 70,826 17,910 790,803
184,051 18,271 (8,764) 23,164 30,926 43,570 35,446 11,998 889 102,803 5,018 50,480 50,580 101,777 650,209
26,333 26,333
405,503 2,189,951 2,037 2,597,491
37,912 178,015 215,927
22,965 145,954 168,919
466,380 26,333 2,513,920 2,037 3,008,670
476,013 25,073 2,532,456 2,217 3,035,759
447,627 25,298 2,406,801 2,017 2,881,743
450,921 23,238 2,476,130 3,826 2,954,115
4,112,701
$ 1,029,445
343,395
$ 5,572,665
5,757,220
$ 5,577,168
$ 5,465,045
87,124
$
77
$
$
2019-2020 BUSINESS PLAN
North West College Projected Schedule of Accumulated Surplus for the year ended June 30, 2020
June 30 2018 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
June 30 2019 Budget $
$
8,007,475 136,836 7,870,639
$
Internally Restricted Operating Surplus Capital Projects: Designated for Tangible capital asset expenditures $ Other (provide details) $
June 30 2019 Forecast $
$
7,184,356 10,197 7,174,159
$
7,156,442 10,196 7,146,246
46,384
$
48,272
$
917,976 917,976
$
707,670 707,670
$
$ $
283,655 279,589 140,451 703,695
$
$
525,986 238,098 102,847 866,931
Unrestricted Operating Surplus
$
263,393
$
Total Accumulated Surplus from Operations
$
9,965,323
$
Other:
Operating Reserve Residence Reserve Scholarship
NORTH WEST COLLEGE
$
$
Additions During the Year $ 250,000 $ 250,000
$
46,375
$
-
$
976,681 976,681
$
61,678 61,678
$
$
$
528,741 223,279 126,205 878,225
$
34,140 34,140
274,938
$
263,393
$
-
$
8,908,734
$
9,310,920
78
$
$
$ 345,818
June 30 2020 Budget
Reductions During the Year $ $ $
6,481,442 0 6,481,442
$
46,375
$
$
260,255 260,255
778,104 778,104
$
109,771
$
$
109,771
$
418,970 257,419 126,205 802,594
$
263,393
$
8,371,908
$
$
925,000 10,196 914,804 -
1,284,830
$
2019-2020 BUSINESS PLAN
Immigration and Career Training 12th floor, 1945 Hamilton St. Regina, SK S4P 2C8
Skills Training Program Management Plan 2019-20
Program Year: 20182019
Delivery Institution: NORTH WEST COLLEGE
Date Submitted:
Program Information Program Name
Plan A Business
30-Apr-19 ICT Funding
Standard Program Name
Business Certificate
Community Mental Health - Lakeland
Location
Start Date (dd/mmm/yy)
End Date (dd/mmm/yy)
# Program Days
Program Capacity
Projected STA Funding [A]
Other Funding
Use of Carryover Tuition & Books* [B] [C]
Partner Contribution [D]
Total Cost
Rationale
Total Course Cost [A+B+C+D]
Brief Rationale for Program
North Battleford
3-Sep-19
30-Apr-20
130
15
$100,631
$48,588
$149,219
North Battleford
3-Sep-19
30-Jun-20
67.5
12
$21,106
$20,776
$41,882
3-Sep-19
24-Jun-20
41
12
$19,517
$13,965
$33,482
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 on continuation to diploma or degree. Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook! Very high need for skills to deal with mental health - this post credential allows for many dsiciplines to learn how to understand and support mental health wellbeing. Current part time program in this area with students who need to complete certificate. Demand for jobs in heath care in rural Saskatchewan. Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook!
Continuing Care Assistant - PT
Continuing Care Assistant Certificate
Big River FN
Continuing Care Assistant - PT
Continuing Care Assistant Certificate
Spiritwood
29-Aug-19
30-Jun-20
45
12
$24,968
$14,538
$39,506
Current part time program in this area with students who need to complete certificate. Demand for jobs in heath care in rural Saskatchewan. Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook!
Continuing Care Assistant - PT
Continuing Care Assistant Certificate
St Walburg
9-Sep-19
24-Feb-20
25
12
$18,931
$11,400
$30,331
Current part time program in this area with students who need to complete certificate. Demand for jobs in heath care in rural Saskatchewan. Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook!
Continuing Care Assistant
Continuing Care Assistant Certificate
North Battleford
3-Sep-19
7-May-20
130
15
$65,786
$62,482
$128,268
Continuing Care Assistant - PT
Continuing Care Assistant Certificate
North Battleford
5-Sep-19
18-Jun-20
91
15
$28,424
$58,176
$86,600
Continuing Care Assistant - PT
Continuing Care Assistant Certificate
Lloydminster
3-Sep-19
13-Jun-20
59
12
$21,692
$37,000
$58,692
Continuing Care Assistant
Continuing Care Assistant Certificate
Meadow Lake
3-Sep-19
15-May-20
130
15
$48,531
$54,152
$102,683
NORTH WEST COLLEGE
79
Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook! Continued demand from health authority to train CCA's working in their facilities and to attract new staff. Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook! Continued demand from health authority to train CCA's working in their facilities and to attract new staff. Invited into the health authority facility to deliver due to facilty expansion and the Alberta program limits where health aides can work. No recruitment by our College. Continued demand from health authority to train CCA's working in their facilities and to attract new staff. Anticipated growth rate 1.3% according to the Saskatchewan Industry Labour Demand Outlook! New facility being built in Meadow Lake with expanded beds threfore will need CCAs. Increasing demand for health care workers in rural saskatchewan. Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook!
2019-2020 BUSINESS PLAN
Early Childhood Education
Early Childhood Education North Battleford Certificate
3-Sep-19
12-Jun-20
146
15
$87,625
$47,952
$135,577
Early Childhood Education - PT
Early Childhood Education Duck Lake Certificate
15-Jul-19
19-Jun-20
92
10
$25,497
$32,000
$57,497
Electrician
Electrician Applied Certificate
Meadow Lake
29-Oct-19
13-Mar-20
88
12
$51,884
$30,265
$82,149
Esthetician - Skin Care
Esthetician - Skin Care Technician Certificate
North Battleford
3-Sep-19
19-Jun-20
145
12
$87,341
$34,832
$122,173
High turnover rate for workers in this field creates a perpetual demand for day care/day home workers in North Battleford many are still hiring uncertified workers given demand. Most daycares are full and day homes have a significant wait list. Full time program attracts new people to the field. Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook! High turnover rate for workers in this field. Delivered part time last year with great interest in continuing to complete certificate level training. Support from school and other local daycares. Sask Poly has moved to cost recovery tuition for their preemployment program, since then we have seen an increased student demand in Meadow Lake. More graduates work in the industrial setting than for smaill business owners who are still needing electricians Only three years since this became a journeyman certification (designated trade) and less than a handful in the province. Changes in the Sask Poly Hairstylist program resulted in a shortage of these skilled workers in salons and spas. Also a great opportunity for entrepreuership 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 Sask Poly to address needs raised by our First Nation partners. The exposure to responsible resource utilization and preservation, food security and maxmimization of resoures and industry training certification is very attractive. The College has outfitters, SERM, FIrst Nations and Sask Poly working collaboritively on this program that we hope to get certified.
Forest to Fork
Meadow Lake
26-Aug-19
24-Jan-20
97
12
$73,727
$46,800
$120,527
Food & Beverage Worker
Meadow Lake
2-Mar-20
22-May-20
41
12
$47,654
$12,694
$60,348
With the ever expanding restaurant and hospitality industry in Meadow Lake and the lakes area, skilled workers are needed to provide effective, quality, safe and efficient service. These students are trained to industry standards including serving responsibly. Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook!
Food Service Cook
Food Service Cook Applied Waskesiu Certificate
6-Jan-20
27-Mar-20
62
12
$51,808
$12,694
$64,502
This program will prepare local people, primarily First Nations in working in the vast hospitality opportunities in Waskesiu. Two employers are already on board fighting over who's kitchen we will use in the slow season to train. Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook!
Hairstylist
Hairstylist Certificate
23-Jul-19
19-Jun-20
250
12
$77,200
$74,376
$151,576
Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook! 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.
NORTH WEST COLLEGE
North Battleford
80
2019-2020 BUSINESS PLAN
Hairstylist - 1/2 year Hairstylist Certificate - evening delivery
Meadow Lake
3-Feb-20
20-Dec-20
125
14
$49,976
$41,564
$91,540
Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook! The local highschool recently started offering cosmotology and is very interested in partnering with the College in the delivery of the certificate program. Many local people are wanting to retire but have no one to sell their business and client list. We anticipate demand and know there will be jobs. The program is off set from other offerings in the province to catch people who may have not gotten into the program elsewhere.
Heavy Equipment Heavy Equipment and and Truck and Truck and Transport Trasport Technician Technician Certificate Applied Certificate
Meadow Lake
3-Sep-19
22-May-20
179
12
$87,415
$56,702
$144,117
Significant student demand for this program given only Sk Poly Saskatoon, DTI in PA and NW College offer this program in all of Saskatchewan. Graduates are prepared to follow the journeyman path in two distinct designated trades and upon successful completion of this program achieve level 2 theory and hours towards their level 1. Employers desperately want students who graduate from this program rather than straight off the street into apprenticeship. Graduates have no problems finding employment - the College has many employers recruiting these graduates year after year.
Office Administration
Office Administration Certificate
North Battleford
3-Sep-19
30-Apr-20
144
15
$92,724
$35,704
$128,428
Solid long term program with good reputation and strong student interest. Employment with health, schools, government agencies, private enterprise. Top 13 occupations based on job openings in the Occupational Outlook from Spring 2017
Office Administration
Office Administration Certificate
Meadow Lake
3-Sep-19
1-May-20
144
15
$76,014
$56,358
$132,372
Solid long term program with good reputation and strong student interest. Employment with health, schools, government agencies, private enterprise. Top 13 occupations based on job openings in the Occupational Outlook from Spring 2017
Plumbing and Pipefitting
Plumbing and Pipefitting Applied Certificate
Meadow Lake
17-Sep-19
24-Jan-20
88
12
$79,585
$27,769
$107,354
Partnership with Robwell. Construction and renovation activity slowly increasing, and impending retirements will need replacements. Still a strong interest in the pipefitting part of the program given the expansion of Husky in the area however Sask Poly or Apprenticeship have a separate pre-employment program for pipefitting. Hoping with trades harmonization we can broker from Lakeland or Assiniboine College to meet this gap in training for future years.
Practical Nursing Semester 2 & 3
Practical Nursing Diploma (Year 2)
North Battleford
1-Feb-19
18-Dec-20
157
14
$124,762
$98,304
$223,066
Continued from the intake from Feb 2019 - very much in demand in rural saskatchewan compounded by the opening of the new expanded Sask Hospital. Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook!
Practical Nursing
Practical Nursing Diploma (Year 1)
Meadow Lake
30-Sep-19
30-May-21
153
7
$89,181
$38,215
$127,396
Professional Cooking
Professional Cooking Certificate
Meadow Lake
3-Sep-19
22-May-20
177
12
$66,875
$59,998
$126,873
Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook! Continued demand in rural Saskatchewan health facilities. Low admission requirements, including no math - high demand from students - value added knowledge to use at home with family regarding safe food preparation, budgetting, proper nutrition and variety of foods. Opportunities for camp jobs, expanding restaurant businesses in ML as well as students to open own catering business. Program has an excellent reputation with camp companies and local employers.
NORTH WEST COLLEGE
81
2019-2020 BUSINESS PLAN
Psychiatric Nursing Psychiatric Nursing Diploma (Year 1)
North Battleford
3-Sep-19
17-Dec-21
122
16
$132,431
$61,000
$193,431
Welding
Welding Certificate
North Battleford
3-Sep-19
22-May-20
170
12
$110,242
$57,020
d s pr odgram was on hiatus due to the economy and reintroduced $167,262 Thi
Welding
Welding Certificate
Meadow Lake
3-Sep-19
15-May-20
170
12
$77,719
$69,028
$146,747
Program has great reputaion 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.
North Battleford
3-Sep-19
15-May-20
150
15
$67,868
$60,480
$128,348
373
$1,907,114
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 soclal work. Sask Poly is the only other program in the province
Youth Care Worker Youth Care Worker Certificate
Plan B Early Childhood Education
Retail Meat Specialist
Total
$0
$1,274,832
Provincial demand already existed and then came the expansion of the new Sask Hosptial - 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. A committment to at least three consecutive intakes of the program however more may be needed. According to the RPNAssoc over 50% of the current registered Psych nurses are over 50 years of age and increases to 68% if looking at 45+. It takes 2.5 years to get a graduate! These additional 16 seats will help meet local demand and provincial in 2018-19. The program has experienced a high retention rate too early to tell about post-grad employment but employers in the area are excited the program is back.
$0
$3,181,946
Early Childhood Education Meadow Certificate Lake
High turnover rate for workers in this field creates a perpetual demand for day care/day home workers in Meadow Lake - many are still hiring uncertified workers given demand. Most daycares are full and day homes have a significant wait list. Full time program attracts new people to the field. Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook!
Retail Meat Specialist
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.
Poundmaker FN
Early Childhood Early Childhood Education North Education - Level 1 Certificate Battleford
High turnover rate for workers in this field creates a perpetual demand for day care/day home workers in North Battleford many are still hiring uncertified workers given demand. Most daycares are full and day homes have a significant wait list. Part time level 1 program attracts new people to the field but also provides current workers an opportunity to become certified. Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook!
Early Childhood Early Childhood Education Meadow Education - Level 1 Certificate Lake
High turnover rate for workers in this field creates a perpetual demand for day care/day home workers in Meadow Lake many are still hiring uncertified workers given demand. Most daycares are full and day homes have a significant wait list. Part time level 1 program attracts new people to the field but also provides current workers an opportunity to become certified. Anticipated growth rate according to the Saskatchewan Industry Labour Demand Outlook!
Community Safety Officer
In 2018-19, had a very successful pilot with the Ministry of Corrections and Policing taking the program into a First Nation it t d ill b t dd d ill b
NORTH WEST COLLEGE
On reserve
82
2019-2020 BUSINESS PLAN
Community Safety Officer Carpentry
Carpentry Certificate
Big Island Lake FN
Carpentry
Carpentry Certificate
Meadow Lake
Food and Beverage Worker Food Service Cook Food Service Cook Food Service Cook Food Service Cook
This is an expressed interest of the First Nation community to build capacity in their community to address their own housing and repair needs. Also proximate employment in booming Cold Lake and the expanding oil and gas industry. SIIT has been delivering the construction trade prep program. This gets students interested in the trade however this offering would provide those interested in pursuing this trade as a career a better foundation for achieving an apprentice position.
Waskesiu
Food Service Cook Applied Certificate Food Service Cook Applied Certificate Food Service Cook Applied Certificate Food Service Cook Applied Certificate
Big Island Lake FN Thunderchild FN Beardys Okemasis FN North Battleford
Industrial Mechanic Industrial Mechanics
North Battleford/ Meadow Lake Meadow Lake
1)
Certificate
Retail Meat Specialist
Intro to Agriculture Lakeland
Could pair this program with the Food Service Cook and save on some expenses in delivery and capitalize of the partnerships being formed in Waskesiu. Result will provide responsible skilled workers. This program is familiar to our partners and to the employers camps, restaurants, casinos, outfitters, etc. SK Poly is reviewing th entire cooking programs and converting to levels of Culinary Arts to start in the fall of 2020. People are asking for the known in case the new does not align to their needs. Tourism is a huge industry in the north west. Value added for many families is learning about nutrition, cooking, budgeting and portions.
Big River FN
Health Information Health Information Management Diploma (Year Management
Retail Meat Specialist
community - we expect word will be out and demand will be up as more communities get organized for this profession to be part of their Band administrated opportunities
On reserve
There has been an expansion of this role in the Battlefords and a need for qualified applicants. Although on plan B may be difficult in getting up and running as a new program offering however investment in resources is low.
This program has not been offered at the College since 2017-18. All graduates are still gainfully employed. There are many employment opportunities in the area for these graduates. There are lots of employers looking for people trained in meat cutting from outfitters to butcher shops. ML has a great kitchen facility that could be used for this program. Opportunities in agriculture are huge from value added, farming, support industries, food security, etc. Waiting for other Colleges to deliver this program to see attraction rates and success. Great opportunity to continue studies in nearby state-of-the-art Lakeland In North Battleford, all box stores, malls, the casino, hospital, city run facilities and health care institutions utilize security as part of public safety and/or theft prevention. Huge growth in these opportuniites in the Battlefords in the past few years. Also new casino in Lloydminster is hiring these graduates based on the Colleges proven success.
North Battleford/ Meadow Lake North Battleford
Security Officer
Other Institute Credit Programming - Cost Recovery Program Name Standard Program Name
Location
Capacity
Funded by
Rationale
Total Cost
Note these opportunities arise throughout the year as our partners become more familiar with their Federal resources - none known for 2019-20 at the time of writing the business plan! *Note for NWC this is only tuition as the books are through our bookstore not the program
NORTH WEST COLLEGE
83
2019-2020 BUSINESS PLAN
Immigration and Career Training 12th floor, 1945 Hamilton St. Regina, SK S4P 2C8
Appendix C Adult Basic Education Program Management Plan for 2019-20 Post-Secondary Insitution: NORTH WEST COLLEGE Program Background
Date Submitted: April 30, 2019 Program Information
Partners
Program Capacity
ICT Funding
Anticipated Funding Partners
North Battleford
Off-Reserve
27-Aug-19
22-May-20
50
3.0
150
15
3.2
K-12 ABE Carry Funding Projected ABE Funding Over Funds for 18-21 [A] Used * [B] Year Olds [C] $32,299.00
Meadow Lake
Off-Reserve
29-Jul-19
30-Aug-19
25
5.5
138
15
2.9
$20,390.00
$20,390.00
BE Level 2 Post Sec Level 2 Prep Trades
Meadow Lake
Off-Reserve
29-Jul-19
30-Aug-19
25
5.5
138
15
2.9
$14,190.00
$14,190.00
BE Level 2 Pathways Program
Meadow Lake
Off-Reserve
NWSD
26-Aug-19
18-Dec-19
80
5.5
440
15
9.4
$48,838.00
$48,838.00
BE Level 2 Pathways Level 2 Program
North Battleford
Off-Reserve
LSSD
13-Jan-20
15-May-20
80
5.5
440
15
9.4
$65,802.00
$65,802.00
BE Level 2 Transitions Level 2 Program
North Battleford
Off-Reserve
LSSD
16-Sep-19
27-Nov-19
50
5.5
275
15
5.9
$48,462.00
$48,462.00
BE Level 2 Pathways Program
Ahtahkakoop Cree Nation
On-Reserve
Ahtahkakoop Cree Nation
26-Aug-19
18-Dec-19
80
5.5
440
15
9.4
$66,224.00
$66,224.00
Yes
BE Level 2 Level 2 ER Program
Beardy's and Okemasis First Nation
On-Reserve
Beardy's and Okemasis First Nation
13-Jan-20
15-May-20
80
5.5
440
15
9.4
$65,694.00
$65,694.00
Yes
BE Level 2 Pathways Level 2 Program
Beardy's and Okemasis First Nation
On-Reserve
Beardy's and Okemasis First Nation
3-Sep-19
20-Dec-19
80
5.5
440
15
9.4
$64,461.00
$64,461.00
Yes
Big River First Nation
On-Reserve
Big River First Nation
13-Jan-20
15-May-20
80
5.5
440
15
9.4
$67,049.00
$67,049.00
Yes
Little Pine First Nation
On-Reserve
Little Pine First Nation
27-Jan-20
29-May-20
80
5.5
440
15
9.4
$57,306.00
$57,306.00
Yes
Little Pine First Nation
On-Reserve
Little Pine First Nation
16-Sep-19
17-Jan-20
80
5.5
440
15
9.4
$58,112.00
$58,112.00
Yes
Pelican Lake First Nation
On-Reserve
Pelican Lake First Nation
13-Jan-20
15-May-20
80
5.5
440
15
9.4
$65,280.00
$65,280.00
Yes
BE Level 2 Pathways Level 2 Program
Saulteaux First Nation
On-Reserve
Saulteaux First Nation
16-Sep-19
17-Jan-20
80
5.5
440
15
9.4
$57,858.00
$57,858.00
Yes
BE Level 2 Pathways Level 2 Program
Sweetgrass First On-Reserve Nation
Sweetgrass First Nation
13-Jan-20
15-May-20
80
5.5
440
15
9.4
$58,879.00
$58,879.00
Yes
Program Name
Program Level
Literacy Level 1 BE Level 2 Post Sec Level 2 Prep Health
Level 2
Level 2
BE Level 2 Pathways Level 2 Program BE Level 2 Level 2 ER Program BE Level 2 Pathways Level 2 Program BE Level 2Pathways Program
Level 2
Location
On-Reserve/ Off-Reserve
NORTH WEST COLLEGE
Partners
Start Date End Date (dd/mmm/y (dd/mmm/y y) y)
Total # of Days
# of Hours per Day
Total Hours
Seat Capacity
# of FLE's
84
Other Funding [D]
Total Anticipated Program Funding [A+B+C+D]
In-Kind Contribution
$32,299.00
2019-2020 BUSINESS PLAN
Immigration and Career Training 12th floor, 1945 Hamilton St. Regina, SK S4P 2C8
Appendix C Adult Basic Education Program Management Plan for 2019-20 Post-Secondary Insitution: NORTH WEST COLLEGE Program Background Program Name
Program Level
BE Level 2 Pathways Program
Level 2
ESWP - Hosp ESWP - ECE
Date Submitted: April 30, 2019 Program Information
Partners On-Reserve/ Off-Reserve
Location
Program Capacity Seat # of FLE's Capacity
Anticipated Funding Partners
ICT Funding Projected ABE Funding [A]
ABE Carry Over Funds Used * [B]
K-12 Funding for 18-21 Year Olds [C]
Other Funding [D]
Total Anticipated Program Funding [A+B+C+D]
Partners
Start Date (dd/mmm/yy)
End Date (dd/mmm/yy)
Total # of Days
# of Hours per Day
Total Hours
Sturgeon Lake First Nation
26-Aug-19
18-Dec-19
80
5.5
440
15
9.4
$65,280.00
$65,280.00
Big Island Lake First Nation
On-Reserve
Level 2
Meadow Lake
Off-Reserve
20-Jan-20
30-Apr-20
60
5.5
330
15
7.1
$22,499.00
$22,499.00
Level 2
Meadow Lake
Off-Reserve
9-Sep-19
6-Dec-19
60
5.5
330
15
7.1
$32,219.00
$32,219.00
ESWP - Food
Level 2
North Battleford Off-Reserve
16-Sep-19
20-Dec-19
70
5.5
385
12
6.6
$62,303.00
$62,303.00
ESWP Mechanic
Level 2
North Battleford Off-Reserve
20-Jan-20
1-May-20
70
5.5
385
15
8.3
$37,342.00
$37,342.00
Shellbrook
8-Jan-20
9-Apr-20
60
5.5
330
15
7.1
$40,599.00
$40,599.00 $119,415.00
ESWP - Parks Level 2 ABE Level 3 Adult 10 ABE Level 3 Adult 10 ABE Level 3 Adult 10 ABE Level 3 Adult 10 ABE Level 3 Adult 10 ABE Level 3 Adult 10
Lighthouse
Off-Reserve
In-Kind Contribution
Yes
Yes
Level 3
Cut Knife
Off-Reserve
LSSD
27-Aug-19
22-May-20
170
5.5
935
15
20.0
$119,415.00
Level 3
Debden
Off-Reserve
NWSD
26-Aug-19
22-May-20
170
5.5
935
15
20.0
$95,243.00
Level 3
Duck Lake
Off-Reserve
PSSD
27-Aug-19
22-May-20
170
5.5
935
15
20.0
$89,373.00
Level 3
Leoville
Off-Reserve
LSSD
26-Aug-19
22-May-20
170
5.5
935
3
4.0
with Level 4
Level 3
Meadow Lake
Off-Reserve
NWSD
26-Aug-19
22-May-20
170
5.5
935
15
20.0
$79,660.00
$40,100.00
$119,760.00
Level 3
North Battleford Off-Reserve
LSSD
27-Aug-19
22-May-20
170
5.5
935
15
20.0
$68,571.00
$42,964.00
$111,535.00
ABE Level 3 Adult 10
Level 3
North Battleford Off-Reserve
LSSD; Incubator partners
27-Aug-19
22-May-20
170
5.5
935
15
20.0
$64,481.00
$42,964.00
$107,445.00
ABE Level 3 Adult 10
Level 3
Mosquito, Grizzly Bear's On-Reserve Head, Lean Man First Nation
Mosquito, Grizzly Bear's Head, Lean Man First Nation
27-Aug-19
22-May-20
170
5.5
935
15
20.0
$112,939.00
$112,939.00
Yes
ABE Level 3 Adult 10
Level 3
Thunderchild First Nation
On-Reserve
Thunderchild First Nation
26-Aug-19
22-May-20
170
5.5
935
15
20.0
$135,588.00
$135,588.00
Yes
Level 4
Cut Knife
Off-Reserve
LSSD
27-Aug-19
22-May-20
170
5.5
935
15
20.0
$95,909.00
$95,909.00
Level 4
Debden
Off-Reserve
NWSD
26-Aug-19
22-May-20
170
5.5
935
15
20.0
$87,791.00
Level 4
Duck Lake
Off-Reserve
PSSD
27-Aug-19
22-May-20
170
5.5
935
15
20.0
$88,273.00
$33,300.00
$121,573.00
Level 4
Leoville
Off-Reserve
LSSD
26-Aug-19
22-May-20
170
5.5
935
12
16.0
$82,957.00
$45,828.00
$128,785.00
Level 4
Meadow Lake
Off-Reserve
NWSD
26-Aug-19
22-May-20
170
5.5
935
30
40.1
$186,955.00
$40,100.00
$227,055.00
Level 4
North Battleford Off-Reserve
LSSD
27-Aug-19
22-May-20
170
5.5
935
45
60.1
$111,931.00
$257,783.00
$369,714.00
Level 4
Mosquito, Grizzly Bear's On-Reserve Head, Lean Man First Nation
Mosquito, Grizzly Bear's Head, Lean Man First Nation
27-Aug-19
22-May-20
170
5.5
935
15
20.0
$112,939.00
121
17,160
357
406.1
ABE Level 4 Adult 12 ABE Level 4 Adult 12 ABE Level 4 Adult 12 ABE Level 4 Adult 12 ABE Level 4 Adult 12 ABE Level 4 Adult 12
ABE Level 4 Adult 12
$1,792,267.00
$95,243.00 $33,300.00
$122,673.00
Yes
$0.00
$30,000.00
$117,791.00
$112,939.00
$0.00
$536,339.00
$30,000.00
Yes
Yes
$2,358,606.00
* Subject to approval. In the chart below, please enter the total # of programs in each program category planned for 2019-20.
2019-20 Program Delivery Projections 1 Level 2 20
Comments:
Level 1
Levels 1/2
9 7
Level 3 Level 4 GED Prep Informal EAL TOTAL
37
In-Kind Contribution Comments:
NORTH WEST COLLEGE
85
2019-2020 BUSINESS PLAN
College:
Funding 2018-19 ESL Funding Carry Over: Total Funding from ICT: Total Funding from IRCC: Total Other Funding:
NORTH WEST COLLEGE
$
Total Outcomes
Classroom-Based Instruction
Community
North Battleford North Battleford North Battleford North Battleford North Battleford North Battleford Rosthern
NORTH WEST COLLEGE
Name of Class
PM CLB 1-3 PM CLB 4-5 PM CLB 5-6 PM CLB 6-8 AM CLB 1-4 AM CLB 5-8 Literacy-CLB 4
270,000.00
Acceptability Level
80% of students identify language learning goals 60% of students will fulfill language learning goals
8 8 8 8 8 8 8 8 8 8
86
$
80% of students will participate in a real-life learning opportunity
Seats / Class
6 6 6 3 6 6 6
270,000.00 -
25% of active students will achieve growth in a Canadian Language Benchmark level; 40% of active students will achieve growth in at least one CLB skill level.
Students have the English language skills needed to independently perform day to day interactions within their community Students are referred to services or resources and linked to community activities and networks, based on identified needs and goals Students identify settlement, integration and language learning needs, barriers and strengths and set clear and realistic goals Students obtain information, resources, tools and services that are coordinated and responsive to their needs Hours / Week
-
$ $ $
Weeks / Year
32 32 32 32 32 32 32
Total No. Hours
1536 1536 1536 768 1536 1536 1536 0 0 0
70% Target Participation Rate
1075.2 1075.2 1075.2 537.6 1075.2 1075.2 1075.2 0 0 0
Blended
no no no yes no no no
Qualified Teacher
yes yes yes yes yes yes yes
2019-2020 BUSINESS PLAN
Canadian Language Benchmarks Placement Test Assessments Target number of CLBPT Assessments for non IRCC elgible students:
27
Referrals to On-Line English Target number of referrals of eligible students to ECON On-Line English:
Conversation Circles
Outcomes
Participants have the English language skills needed to independently perform day to day interactions within their community Participants are referred to services or resources and linked to community activities and networks, based on identified needs and goals Participants have the English language skills needed to independently perform day to day interactions within their community Community
Meadow Lake Spiritwood Rosthern Unity North Battleford
NORTH WEST COLLEGE
8
Hours / Week
No. of Seats
3 3 3 3 3
8 8 8 8 8
Weeks / Year
Acceptability Level
80% of participants will report increased confidence in communicating in day to day interactions within their community 80% of participants will report increased understanding of, and participation in, community resources, activities and networks 100% of participants who are eligible for On-Line English will be referred to On-Line English
32 32 32 32 20
87
2019-2020 BUSINESS PLAN
2019-20 Fiscal Year PTA Forecast
Skills Training Branch 12th floor, 1945 Hamilton St. Regina, SK S4P 2C8
Purpose of Template: To forecast the demand of PTA for existing ABE & STA programs running April 2019 to June 2019 and new ABE & STA programs operating from July 2019 to March 2020 and to show how the forecasted amount is calculated for new programs from July 2019 to March 2019. Institution: NORTH WEST COLLEGE
Program Name
ABE
Adult 12 - Level 4 Adult 10 - Level 3 Adult 10 - incubator Level 2 - pathways Level 2 - transition Adult 12 - Level 4 Adult 10 - Level 3 Level 2 - pathways Level 2 - health prep Level 2 - trades prep Adult 12 - Level 4 Adult 10 - Level 3 Adult 12 - Level 4 Adult 10 - Level 3 Adult 12 - Level 4 Adult 10 - Level 3 Adult 12 - Level 4 Adult 10 - Level 3 Level 2 - pathways Level 2 - employment readiness ESWP - Grounds Maintenance Labourer Janitorial Skills
NORTH WEST COLLEGE
Location
North Battleford North Battleford North Battleford North Battleford North Battleford Meadow Lake Meadow Lake Meadow Lake Meadow Lake Meadow Lake Duck Lake Duck Lake Debden Debden Leoville Leoville Cutknife Cutknife Duck Lake/Beardy's Duck Lake/Beardy's Shellbrook
April 30, 2019
Date:
Seat Capacity
Estimated Estimated % of Program Fill learners that will Rate (%) be PTA eligible
Realized Capacity (seat capacity x fill rate x PTA eligible rate)
Length of program (in months)
Avg payment per learner per month (Jul 2019 to Mar 2020)
Total Amount (realized capacity x length of program x avg payment per month)
A
B
C
D = (A x B x C)
45 15 15 15 15 30 15 15 15 15 15 15 15 15 12 3 15 15 15
100% 100% 100% 85% 90% 87% 87% 87% 80% 80% 90% 90% 80% 80% 80% 80% 100% 100% 80%
100% 100% 100% 100% 100% 100% 100% 100% 80% 80% 100% 100% 100% 100% 100% 100% 100% 100% 100%
45.00 15.00 15.00 12.75 13.50 26.10 13.05 13.05 9.60 9.60 13.50 13.50 12.00 12.00 9.60 2.40 15.00 15.00 12.00
7 7 7 3 3 7 7 4 1 1 7 7 7 7 7 7 7 7 4
$1,600 $1,600 $1,500 $1,400 $1,400 $1,600 $1,500 $1,550 $1,500 $1,500 $1,300 $1,400 $1,600 $1,450 $1,450 $1,450 $1,550 $1,550 $1,400
$504,000 $168,000 $157,500 $53,550 $56,700 $292,320 $137,025 $80,910 $14,400 $14,400 $122,850 $132,300 $134,400 $121,800 $97,440 $24,360 $162,750 $162,750 $67,200
15
80%
100%
12.00
3
$1,400
$50,400
15
75%
100%
11.25
3
$1,400
$47,250
88
E
F
DxExF
2019-2020 BUSINESS PLAN
ESWP - Early Childhood Meadow Lake Education ESWP - Service and Hospitality Meadow Lake
15
75%
100%
11.25
4
$1,400
$63,000
15
75%
100%
11.25
3
$1,400
$47,250
ESWP - Food Prep ESWP - Mechanics
12 15
90% 90%
100% 100%
10.80 13.50 0.00 0.00
4 3
$1,400 $1,200
$60,480 $48,600 $0 $0 $2,821,635
North Battleford North Battleford
STA Food and Beverage Worker Meadow Lake
Total 12
100%
100%
12.00 0.00 0.00
1
$1,300
Total Grand Total NEW CHANGE
1st Quarter Forecast (institution to supply)
Apr-19 May-19 Jun-19
PTA Forecast Total for 2019-20 Fiscal Year
$15,600 $0 $0 $15,600 $2,837,235 $345,363 $48,000 $3,230,598
Note: This model assumes that the student stays in the program for the full program length, or that the seat is utilized by another learner receiving PTA.
NORTH WEST COLLEGE
89
2019-2020 BUSINESS PLAN
10702 Diefenbaker Drive North Battleford, SK S9A 4A8 306-937-5100 northwestcollege.ca