NWC Business Plan 2017-18 1 year

2017-2018 BUSINESS PLAN APPROVED JULY 4, 2017

TABLE OF CONTENTS

EXECUTIVE SUMMARY ................................................................................ 3 COLLEGE OVERVIEW ................................................................................... 4 A. GOALS, OBJECTIVES, KEY ACTIONS AND MEASURES; ............................ 5 B. STRATEGIC INITIATIVES; .................................................................... 11 C. PROGRAMMING; .............................................................................. 14 D. HUMAN RESOURCES; ........................................................................ 24 E. SUSTAINABILITY; .............................................................................. 27 F. INFORMATION TECHNOLOGY;........................................................... 28 G. FACILITIES & CAPITAL;....................................................................... 29 H. 2017/18 BUDGET;............................................................................. 32 I. OPERATIONS FORECAST; ................................................................... 36 CONCLUSION; ........................................................................................... 41 APPENDIX A – FINANCIAL STATEMENT PACKAGE APPENDIX B – SKILLS TRAINING ALLOWANCE APPENDIX C – ADULT BASIC EDUCATION APPENDIX D – ENGLISH AS A SECOND LANGUAGE

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EXECUTIVE SUMMARY

The 2017/18 Business Plan presented is one of transition in our response to new funding frameworks. For 2017/18 North West College has been impacted by a reduction in program and operation budgets. While North West remains dedicated to maximizing provincial resources and leverages industry, community and third party investments to meet the program, service and infrastructure needs of Saskatchewan’s northwest, the new financial constraints placed on the College hinder its ability to meet these objectives as effectively or efficiently as possible. This challenge is compounded by significant policy changes in both Skills Training and Adult Basic Education.

North West College will continue to be a leader in Adult Basic Education (ABE) programming with 28 distinct programs located in First Nations communities, rural towns and on Campus. For over 40 years North West has demonstrated Indigenous post-secondary success. Between 2011 and 2016, North West College graduated 1259 equity graduates from Adult 10 and 12 alone, this number is more than twice that of any other regional college in the province. This success is a reflection of both our on-reserve programming and our now curtailed off-reserve programming, which has served the growing number of urban Indigenous people in our region and has been integral to the overall comprehensive ABE strategy for North West. An 8.2% reduction to North West’s ABE grant now places this vulnerable group at a distinct disadvantage.

The 2017/18 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 some risk with the business plan related to changes in STA and ABE eligible expenses and corresponding policies, and possible changes in the ABE funding model. Additional risks include assumptions in third party revenue and the negotiation of the expired Collective Bargaining Agreement. With 5% decrease in operating budget for 2017/18, North West College must reduce services and programming to our communities in order to maintain a balanced budget.

Strategic priorities for 2017/18 include the continued investigation of funding sources for Phase 1 of a standalone Campus in The Battlefords. The North West College Trades & Skills Training Centre (NWC T&STC) would inject $21.1 million of new construction to consolidate approximately 5800 square meters of numerous training delivery sites in the Battlefords. The second strategic priority includes further alignment with our health science program offerings to meet the growing needs of the Health Sector in northwest Saskatchewan. The College will continue to partner with local leaders in health to advocate for a psychiatric nursing diploma in The Battlefords. This will ensure the expanded construction at the Saskatchewan Hospital will have skilled employees trained in the region where they can access long term employment.

A strong Saskatchewan requires vibrant rural communities. North West plays a major role in the economic sustainability of rural northwest Saskatchewan through accessible programs that address industry recruitment and retention issues by training local people, through investment in Indigenous people, and through numerous contributions to community made by our staff. North West is meeting the challenges of enriching Saskatchewan’s accessibility, responsiveness, sustainability, accountability and quality.

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NORTH WEST COLLEGE – OVERVIEW

North West College serves northwest Saskatchewan with two campuses - one in the Battlefords and the other in Meadow Lake. In addition, each year the College delivers programs in approximately 22 rural communities, including up to 12 of the 26 First Nations across the region. Although we primarily deliver Adult Basic Education programs in communities outside urban areas, about 10% of Skills Training programs are delivered off campus.

One-third of Saskatchewan’s First Nations reserves are within North West boundaries, with 35% of the approximate 100,000 residents in the region being of Indigenous descent. Statistics indicate there are more youths and fewer people of working age in northwest Saskatchewan than in other regions of the province. 1 These unique demographics pose both challenges and enormous opportunities for the delivery of post-secondary education.

Figure 1. Map of North West College Region • 100,000 residents in 2 cities, 48 towns and villages, 29 RMs and 26 First Nations • 35% Indigenous descent • Home of 1/3 of Saskatchewan’s First Nations Communities • 50% under age of 35 • Major industry: Agriculture, oil, forestry, health care, education, social services, retail trade

Major industries in the region include agriculture, oil, forestry, health care, education, social services, and retail trade. Few resource-sector companies have corporate offices within the region. As such, extra resource allocation is required for partnership development and to identify and assess labour market needs. North West interacts with numerous small to medium-sized businesses within the region, and it reaches out to corporate headquarters elsewhere in the province or across Canada.

1

http://publications.gov.sk.ca/documents/310/92066Saskatchewan%20Industrial%20Labour%20Demand%20Outlook,%202016-2020.pdf

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A. GOALS, OBJECTIVES, KEY ACTIONS AND MEASURES

In August of 2015, North West College launched a comprehensive, multi-year, strategic plan (Leaders Building Community – Strategic Plan 2015-18). Using the balanced scorecard method, actionable key performance indicators were established with annual benchmarks of achievement and accountability. All aspects of North West’s mandate were taken into consideration in the building of this strategic plan to ensure alignment with government priorities identified in the Saskatchewan Plan for Growth, and other guiding documents from the ministries of Advanced Education and the Economy. In this process, four strategic themes were established. (See Figure 2. - Leaders Building Community – Strategic Plan 2015-2018 - Strategic Map.) 2017/18 is the final year of implementation for this strategic plan. We are currently undertaking the process of strategic renewal for the next three-year cycle.

Employable Labour Force Accessible & Responsive

North West College is Accessible. As the home of 1/3 of Saskatchewan’s First Nations communities and increasing numbers of new Canadians, North West College draws significant strength and knowledge from the diversity of our students, staff and community stakeholders. Enriching our programs and services allows us to collaboratively and collectively meet the labour demands of our region.

North West College is Responsive. Programming is aligned with the labour demands of the region through our strong partnerships with employers. Our graduates are connected with post-graduation supports to ensure the growth of a representative workforce. By working to build an Employable Labour Force, North West College continues to strive to meet the educational and labour demands of all people within our region. The strategic initiatives outlined in this customer-centered strategic theme directly align with the Ministry of Economy goal of “ensuring the on-going competitiveness of Saskatchewan’s Economy” 2 and the Ministry of Advanced Education’s goal of “increasing post-secondary attainment”. 3

Ministry of the Economy, Ministry of the Economy Plan for 2017-18, 4. http://www.finance.gov.sk.ca/Plansfor2017-18 Ministry of Advanced Education, Ministry of Advanced Education for 2017-18, 3. http://www.finance.gov.sk.ca/Plansfor2017-18

2 3

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Table 1. Leaders Building Community – NWC Strategic Plan 2015-2018 – Employable Labour Force Government of Saskatchewan Goal: Sustaining growth and opportunity; and Meeting the challenges of growth Ministry of the Economy Goal: Ensuring on-going competiveness of Saskatchewan’s economy Ministry of Advanced Education Goal: Increasing post-secondary attainment North West College Goals: C1. Employ graduates C2. Connect students to employment C3. Build a labour force representative of our region Objectives: C1. Post-graduate employment supports C2. Student connections to employment C3. Diversify student body Key Actions: C1. Graduation employment rate

2017/18 Success Measures: Increase the number of graduates in institute credit programs employed within 60 to 90 days of graduation

C2. Students participating in work placements

Increase students participation in workplace experiences including placements and practicums

C3.(1) Equity group enrollment compared to total enrollment

Increase proportion of equity group students in ABE Credit and Institute Credit

C3. (2) Equity group graduation rate

Increase in the equity group graduation rate for ABE Credit, Institute Credit and University programs

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Student Success

Accountable

North West College is Accountable. Leadership skills such as critical analysis, interpersonal management, and creative thinking equip graduates for long term success. North West builds upon discipline-specific, practical training by investing in students’ personal growth and development. Programs and services equip North West graduates to meet the changing demands of the labour market and become the industry leaders of tomorrow.

Always remaining accountable to our mandate and mission, North West recognizes that our student 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. Supporting this academic excellence is a comprehensive and innovative set of student services. North West ensures all students are offered the supports they need to achieve their personal and professional goals. Our second customercentered theme focuses on students and speaks directly to the Ministry of Advanced Education goal of facilitating “students [to] succeed in post-secondary education” 4.

Table 2. Leaders Building Community – NWC Strategic Plan 2015-2018 – Student Success Government of Saskatchewan Goal: Sustainability and Quality Ministry of Advanced Education Goal: Students success in post-secondary education Ministry of the Economy Goal: Attract and Retain Skilled Workers North West College Goals: C4. Retain students C5. Graduate students C6. Develop leaders among students and graduates Objectives: C4. Student retention strategy C5. Student graduation strategy C6. Student leadership development Key Actions: 2017/18 Success Measures: C4. Student retention rate Increase the percentage of completers and graduates in Institute Credit programs C5. Graduation rate Increase the overall graduation rate for ABE Credit, Institute Credit and University programs C6. Leadership development program Implementation of a leadership development program

Ministry of Advanced Education, Ministry of Advanced Education Plan for 2017-18, 3. http://www.finance.gov.sk.ca/Plansfor2017-18 4

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College of Choice Quality

North West College exemplifies Quality. As an essential service provider in northwest Saskatchewan, North West continually strives to be the premier post-secondary institution in our region. We provide accessible programming in or near home communities, where students can draw on their family and cultural supports. This outreach leads to student success and allows these learners to stand as community role models. When students choose North West College, they choose to invest their talents, time, and potential in our region. When industry chooses North West, these partnerships foster programming relevant to the labour needs of our employers. When our communities choose North West, we come together to build a region that is thriving, diverse, and ready to meet the challenges and opportunities of the future. Our process-driven strategic theme focuses on making North West College the institution of choice for our mandated region. The goals and underlying values of this theme directly align with the Ministry of Advanced Education goal of “meet[ing] the advanced education needs of the province” 5.

Table 3. Leaders Building Community – NWC Strategic Plan 2015-2018 – College of Choice Government of Saskatchewan Goal: Sustainability and Meeting the challenges of growth Ministry of Advanced Education Goal: Meet the advanced education needs of the province North West College Goals: P1. Attract students P2. Be Relevant within the region P3. Diversify program delivery P4. Cultivate community and industry partnerships Objectives: P1. Student recruitment strategy P2. Marketing strategy P3. Diversified program delivery P4. Stakeholder engagement Key Actions: 2017/18 Success Measures: P1. Enrollment Rate Maximize enrollment in ABE Credit, Institute Credit and University programs P2. Scholarship donor investment Increase scholarship donations generated within the region P3. Diversified program delivery Increase student participation in programs delivered in an alternative format P4. Revenue from contracts Increase revenue from industry and other third party contracts

Ministry of Advanced Education, Ministry of Advanced Education Plan for 2017-18, 4. http://www.finance.gov.sk.ca/Plansfor2017-18 5

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High-Performance Organization Sustainable

North West College is Sustainable. Committed to investing in its people, North West ensures employee satisfaction and engagement. Our staff, instructors, and managers serve with integrity, excellence, and dedication. This is the foundation of a sustainable, high-performance organization and a vital resource that will continue to be nurtured and deeply valued. Strengthening North West College as a corporate body with emphasis on infrastructure enhancement, human capital investment, and responsible policy development, will ensure the sustainability and growth of the College for years to come. The final North West College strategic theme emphasizes growth and sustainability in our continuing development as a high-performance organization. This theme and its underlying objectives directly aligns with the Ministry of Advanced Education goal of ensuring “Saskatchewan’s postsecondary sector is sustainable” 6 , with purposeful adherence to of the Ministry of the Economy’s goal of “achiev[ing] organizational excellence”. 7 Table 4. Leaders Building Community – NWC Strategic Plan 2015-2018 – Sustainability & Growth Government of Saskatchewan Goal: Meeting the challenges of growth, and opportunities for Saskatchewan people Ministry of Advanced Education Goal: Saskatchewan’s post-secondary sector is sustainable Ministry of the Economy Goal: Organizational Excellence North West College Goals: GS1. Invest in people GS2. Enhance infrastructure GS3. Manage risk Objectives: GS1. Staff recruitment and retention GS2. (1) Intranet development GS2. (2) Acquisition of non-owned portion of ML Campus GS3. Enterprise risk management (ERM) Key Actions: 2017/18 Success Measures: GS1. Employee Satisfaction Increase the percentage of satisfied and very satisfied employees GS2. (1) Intranet is the common communication Intranet Development platform for staff and students GS2. (2) Business case no longer supports this Transfer Agreement of Non-Owned Portion of ML Campus initiative GS3.

Implementation of Enterprise Risk ERM Plan Development Management plan

Ministry of Advanced Education, Ministry of Advanced Education Plan for 2017-18, 5. http://www.finance.gov.sk.ca/Plansfor2017-18 7 Ministry of the Economy, Ministry of the Economy Plan for 2017-18, 7. http://www.finance.gov.sk.ca/Plansfor2017-18 6

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Figure 2 - Leaders Building Community – NWC Strategic Plan 2015-2018 - Strategic Map

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B. STRATEGIC INITIATIVES

Innovation remains one of the core values of North West College (Figure 2). Fostering creative solutions and supporting continuous improvement in program delivery, services and administration are cultivated attributes of our professional practice. With a 5% decrease in operational funding and 8.2% decrease in off-reserve ABE funding, it is difficult to invest strategically in new initiatives while continuing to meet current expectations for programs and services. This challenge is compounded by a new application of 6% PST to insurance and 1% increase to PST for procurement. No new Saskatchewan Innovation Opportunity Scholarship (SIOS) funds were provided for 2017/18, resulting in North West being significantly hampered in our ability to leverage corporate partnerships. In the present economic climate, it is becoming increasingly difficult to support innovative strategic initiatives financially. Despite these challenges, North West College continues to press for valuable initiatives that will cultivate current and future sustainability in our region and province.

Health Sciences The Battlefords is a hub for health services in Saskatchewan. It serves as an access point for rural northwest Saskatchewan and as a specialized center for psychiatric health for the province. The $407 million new investment to replace the century-old Saskatchewan Hospital will increase the facility’s capacity by 128 beds and expand services to include 96 secure beds for male and female offenders living with mental health issues. 8 North West is committed to assisting local health authorities and Indigenous health organizations with their recruitment and retention by training local people. With the new build and expansion of the Saskatchewan Hospital, even more health professionals will be required, including Registered Nurses (RNs), Registered Psychiatric Nurses (RPNs), Licensed Practical Nurses (LPNs), Addictions Workers, Security Workers and other skilled health practitioners.

There is great concern that the current provincial seats for RPNs will not be sufficient to meet the increased full time equivalent (FTEs) required to staff the facility, given the bed expansion and current vacancies. The Health Region is further challenged to find locally trained individuals that have the necessary skills. To the best of our ability, we will continue to support our local health partners to ensure they have the skilled workforce needed to offer these vital services in our shared region.

North West continues to partner with local health providers to advocate for a local cohort for the Psychiatric Nursing Diploma in The Battlefords and will continue to advocate for these seats to meet the growing needs of our region. Between March and April 2017 alone, 84 psychiatric nursing positions were posted on SaskJobs, a number that will dramatically increase with the expansion of Saskatchewan Hospital in 2018. The demand for these professionals already exists and is growing. The North West College program plan reflects intent to deliver RPN training in the fall of 2018.

Battlefords Campus Enhancing infrastructure remains a strategic priority for North West College. For the past decade, North West has experienced significant space constraints, particularly at the Battlefords Campus. These constraints have resulted in an ever-increasing number of North West College programs being delivered off campus. This trend has proven

8

Saskatchewan Hospital North Battleford Project, https://www.saskatchewan.ca/residents/health/new-health-carefacilities/saskatchewan-hospital-north-battleford-project (Accessed April 6, 2017)

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problematic because students are drawn away from Campus, which hampers their ability to access facilities, supports, and services critical to academic success.

North West College continues its search for funding to create the North West College Trades & Skills Training Centre (NWC T&STC). This infrastructure project will inject $21.1M of new construction to consolidate approximately 5800 square metres of numerous training delivery sites in The Battlefords. North West has been working with external parties for the past five years to assess training demands and campus capacity. Two independent studies have identified the need to construct a standalone campus. This project is designed to meet current demand and projected program and service delivery plans. Actual space requirements and necessary ancillary services were determined through internal and third party needs assessment processes and initial design specifications. The Saskatchewan Educational Leadership Unit (SELU) completed a Functional Assessment of Facilities in 2011 and aodbt Architecture further investigated space needs in a Master Planning Analysis completed in 2012. The initial conceptual designs for a complete standalone Campus are based on the square footage needs of North West as determined through these two studies. This concept includes all aspects of operations for a postsecondary institution able to meet the needs of its students as they prepare to enter the labour market. This project will modernize trades and skills training and provide a culturally appropriate facility to serve and reflect community with a student population that is predominately Indigenous. The NWC T&STC is Phase One of North West College's strategic infrastructure plan to build a standalone Campus.

Innovative Programming North West College is committed to continuous improvement in its teaching practices and the cultivation of an environment that engages innovation. A Workplace Integrated Learning (WIL) Incubator pilot was launched in the Battlefords in 2015/16. This program, which satisfied the curricular outcomes of Level 3 courses through the building and implementation of a small business, has resulted in 10% to 15% increased retention and success rates for participating students. North West will continue to explore additional opportunities for the application of WIL throughout its programs.

Recognizing the needs of our students for diversified program delivery, ABE Credit in the Battlefords will be transitioning to the trimester model in 2017/18. Unforeseen barriers to success, such as family illness or economic insecurity, often limits students’ ability to complete courses in a two semester model. By shifting to trimesters, students will take fewer courses each session, thus increasing their likelihood of success in each course. Innovation such as this change to our delivery model to enhance student success, will continue to be a focus and an area of investment for North West College.

Community Leadership As a provincial leader in Indigenous education, North West College is providing leadership within our region in meeting the Truth and Reconciliation Commission of Canada’s Calls to Action. The Meadow Lake Campus staff has worked with students to create a monument and meeting place to discuss the legacy of residential schools and institutionalized racism more broadly. These constructive dialogues are continuously encouraged through presentations, embedded curricular outcomes, and the concerted creation of a culturally sensitive space for students. As part of this initiative, Meadow Lake Campus has also launched an afterschool, non-credit program for students and their families to discuss food security mitigation strategies, provide parenting mentorship, and offer child development supports. In 2015/16, 24% of North West College students in credit programs were single parents supporting on average 2-3 dependents. The College embraces its role in supporting holistic student 12

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development not only for the benefit of the student, but also for their family and the community-at-large. To this end, the College has committed to the development of a leadership program as a strategic objective for 2015 through 2018. Community Builders provides value-added, non-credit training in leadership skills and community initiatives which students undertake outside of class hours.

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C. PROGRAMMING

The North West College program plan outlines initiatives to meet the diverse needs of the region and the provincial economy. This plan was developed following significant consultation with business and industry, Indigenous organizations, students and communities across the region as well as provincial sector organizations.

Success measures such as enrollment, retention, graduation and employment in previous programs were also used to determine this program plan. North West delivers quality programs investing in students and employers.

The program plan demonstrates accessibility – proposing programming in 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 challenges and contribute to a strong rural Saskatchewan.

The programs planned for 2017/18 demonstrate accountability by maximizing the resources provided by the Ministries of Advanced Education and the Economy with due regard to the workforce needs of the region and the province. North West continues its investment in innovation and diversified program delivery. As illustrated in this plan, students can access a variety of quality programs at North West that have been demonstrated to lead to learner success, long-term attachment to the labour market and career achievement.

Major program funding envelopes have seen significant revisions and continue to transition. The STA policy unveiled last year brought implementation challenges, although the revised policy, released post-budget, provides more clarity for full implementation. ABE has also provided an eligible cost list post-budget, with 2017/18 being a transition year. This new requirement is compounded by a reduction in ABE. The separation of on-reserve and off-reserve program funding also proves unduly constraining, as this policy does not take into consideration the large number of urban Indigenous students who still compose the majority of our off-reserve ABE programming.

Salary and benefit costs are the primary fixed expense of program delivery. With an outstanding CBA and assumptions of 0%, the College takes on additional risk. Programs in 2017/18 may need further adjustment as we gain more information and experience working with these new policies.

Reduced funding moves the College to increase its reliance on accessing third party resources. These opportunities require internal resources and partnership investments. While these opportunities increase program offerings in the region they come with challenges. Proposal-based funding does not allow strategic program planning and consumes additional administrative and reporting resources. Often these different funding sources and varying priorities do not align.

In the pages to follow, there is an overview of programs and services to be delivered in 2017/18. Appendices B, C and D provide a detailed breakdown of programs forecasted to be delivered for Basic Education, Institute Credit and English as an Additional Language. The mandatory chart is included in Table 5.

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Table 5. Projected Program Headcount and FLEs

Program Categories

Projected Program Budget 16-17

Estimate 2016-17

Budget 2017/18

Institute Credit Industry Credit Industry Non-credit

HC 353 800 200

FLE 278.3 15.9 7.2

HC 391 918 84

FLE 286.3 16.7 5.2

HC 377 800 200

FLE 314.9 15.9 7.2

Adult Basic Education Credit

285

355.9

504

337.2

240

309.9

Adult Basic Education Non-Credit

436

201.7

470

145.1

352

184.9

University TOTAL Headcount/FLE

111 2185

50.5 909.5

108 2475

46.6 837.1

83 2052

33.8 866.8

* EAL is included in ABE non-credit

Basic Education Basic education programming provides foundational skills development for adults to enter meaningful employment or careers successfully. Two primary sources of funding exist to support delivery of the comprehensive basic education program at North West College: 1) funding from the Ministry of the Economy in the form of a conditional grant, and 2) third party contributions from school divisions and First Nations communities. Third party contributions allow the College to expand the capacity of the basic education program.

In 2017/18, our provincial off-reserve funding for Adult Basic Education was reduced by 8.2% ($125,000).

North West College is a leader and innovator in Adult Basic Education delivery. We introduced a strategy for basic education and workforce exposure over five years ago and continually review and improve the intake processes, program delivery method, and supports provided to ensure success. The Workplace Integrated Learning (WIL) Incubator pilot launched in the Battlefords in 2015/16. This program, which satisfied the curricular outcomes of Level 3 courses through the building and implementation of a small business, has resulted in 10% to 15% increased retention and success rates for participating students. The College will continue to explore additional opportunities for the application of WIL throughout its programs.

Our region has a significant demand for Adult Basic Education, due to high unemployment rates and the high number of people with less than Grade 12. Given the significant need for basic education in the region, the College must be strategic in program plan development to maximize resources, because it is not feasible to offer programming in every community in the region every year. In order for programming to be viable, consideration must be given to communities where there is sufficient demand as well as employment opportunities for employability programs. Access to daycare, affordable housing, and appropriate training facilities as well as commitment and support from community leaders are salient factors to consider when choosing program locations.

Enhancing education and employment outcomes for Indigenous communities in the region is a priority for North West College. We are committed to working very closely and collaboratively with First Nations communities to develop and deliver programs, especially on-reserve. The comprehensive ABE strategy at North West considers 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 15

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community, students often transition to larger centres for Levels 3 and 4 and post-secondary programming. We have altered this proven strategy to align with new funding allocations, moving Level 3 to be delivered on-reserve.

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 are high for students, and community leaders take an active role in programming. On-reserve students are further disadvantaged by their lack of access to Provincial Training Allowance, which puts their success at risk. North West will continue to pursue community partnership opportunities where these conditions exist across the region.

Designated Literacy resources have not been provided for 2017/18 but North West will continue to address the regional literacy needs, as resources allow, through the ABE strategy. A significant number of people in our communities demonstrate function at a Level 1 or Level 2. North West will attempt to address these needs comprehensively through proposal-based funding opportunities.

Overall the program plan for 2017/18 has 30 fewer seats, with a 7.8% reduction in training days from the 2016/17 business plan. The 2017/18 plan received $125,000 reduction in funding (off-reserve). Table 6 outlines our 2017/18 program plan for Basic Education, which utilizes the entire BE conditional grant.

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Table 6. 2017/18 Program Plan for Basic Education

2017/18 Program Plan for Basic Education Program Type and Location

Business Plan 2017/18 Seats

Level 4/Adult 12

Level 3/Adult 10

Level 2

Debden** Duck Lake Leask Leoville Meadow Lake North Battleford TOTAL Level 4 Duck Lake Leoville Meadow Lake Meadow Lake - fall only Mistawasis FN * Muskeg Lake FN * North Battleford North Battleford - incubator TOTAL Level 3 Ahtahkakoop FN Beardy's Okemasis FN Big River FN BTC Little Pine FN Meadow Lake Ministikwan Lake FN North Battleford North Battleford North Battleford Pelican Lake FN Poundmaker FN Red Pheasant FN Witchekan Lake FN Total Level 2

TOTAL College 2017/18 2016-17 Business Plan

15 15 15 15 30 45 135 15 15 15 15 15 15 15 15 120 15 15 15 15 15 15 15 15 15 15 15 15 15 15 210 465 495

Program Length 170 170 170 170 170 170 170 170 170 80 170 170 170 170 80 80 80 80 80 80 80 80 80 50 80 80 80 80

Projected Training Days 2,550 2,550 2,550 2,550 5,100 7,650 22,950 2,550 2,550 2,550 1,200 2,550 2,550 2,550 2,550 19,050 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 1,200 750 1,200 1,200 1,200 1,200 16,350 58,350 63,450

* Level 2/3 ** Level 3/4 17

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English as an Additional Language North West College is working in partnership with federal and provincial governments to provide an appropriate level of language training for new Canadians. In 2016/17, the College successfully garnered a three year federal agreement to cover April 2017 to March 2020. This three year plan has transitioned to an 80/20 funding split between federal and provincial governments. We are pleased to see improved collaboration among parties and will continue to work with both governments to ensure that philosophies and expectations align. Because our region is becoming a destination of choice for many of the province’s newcomers, North West College is attempting to serve the increasing needs of immigrants in an effective and efficient manner. North West looks forward to trialing the new program delivery model in 2017/18.

It is our intent to deliver a total of 11 EAL programs in the communities of The Battlefords, Meadow Lake, Rosthern and two rural communities. The plan provides language training from Literacy to Level 7. The College will prioritize Portfolio-Based Language Assessment (PBLA) classes when possible. We plan to introduce a technologybased teaching program for upper level students, to reduce their instructor-led time and provide more capacity to address technology as well as language outcomes. The College appreciates support for innovation to meet the needs of small groups of students in rural communities. For example, we will be piloting conversation circles in 2017/18 in selected communities and monitoring results to assess the effectiveness of the strategy. The College appreciates the two funding parties have agreed on the minimum class size of 8; however the College will continue to fill classes based on demand and Language Instruction for Newcomers (LINC) level to the maximum seat capacity.

Institute Credit The Skills Training Allocation (STA) for 2017/18 has been communicated as status quo funding. Institute credit certificates and diplomas are funded through STA, tuition fees, and third party funding. The previous year’s exemption is no longer eligible, which requires North West to transition to the new policy. Our plan has been prepared with the information available at the time of writing – specifically, information related to changes with our brokering institution, their new academic model as well as full implementation of the recently received eligible expense list. As program budgets are received, negotiated and finalized, some of the plan may still be changed.

The 2017/18 program plan provides a mix of trades training, human/community service, business, and health sector programming identified and supported by industry demand. Training is planned for locations off the main campuses only where student demand provides a sufficient critical mass and employment opportunities exist.

The wide array of programs are responsive to regional and provincial labour market demand. North West programs are significantly invested in trades and health care training to align with regional recruitment and retention needs. An emerging need exists for additional psychiatric nurses for the expanding Saskatchewan Hospital. North West continues to partner with local health providers to work towards a local cohort for the Psychiatric Nursing Diploma in North Battleford and will continue to advocate for dedicated seats to meet the growing needs of our region. Between March and April 2017 alone, 84 psychiatric nursing positions were posted on SaskJobs, a number that will dramatically increase with the expansion of Saskatchewan Hospital 2018. The demand for these professionals already exists and is growing. We will continue to support our local health authorities to ensure they have the skilled workforce needed to meet the needs of our shared region.

North West College leverages the brokerage model to provide a full spectrum of educational opportunities in response to regional workforce needs. By design, and maximized by North West, regional Colleges can access a 18

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wide variety of accredited and industry-recognized programming with limited investment in curriculum development. Nimble, adaptable, responsive and autonomous program planning is integral to the successful execution of the North West College mandate. While communication and coordination with neighbouring institutions is critical in eliminating duplication of services, sector-wide initiatives and approval undermine the intrinsic flexibility needed to provide timely programming where it is most needed to address all sectors of the economy.

North West partners with Saskatchewan Polytechnic (Sask Poly) for curriculum and accreditation for most of the institute credit programs delivered. North West continues to adapt as Sask Poly evolves from an institute to a polytechnic. The impact of the new Sask Poly academic model and their new strategic priorities remain unknown for North West. Ideally North West would like to be positioned to provide input into these changes and establish good communication in a timely manner to ensure our programs and students are not compromised.

Students participating in skills training programs develop skills relevant to today’s workplace. North West College ensures all students have an opportunity to participate in a practical work experience, even when the curriculum does not include practicum for credit. This strategy, 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 2017/18 to maximize the resources available. Seat capacity in each program is normally restricted by the brokering institution to ensure program quality through an appropriate staff/student ratio. Recognizing that not all students who register will complete a program of study, projected enrollment represents the number of students the College expects will complete their program of study. This table reflects an increase in student days over the previous year’s business plan. The mix and type of programming has changed, including the introduction of some new offerings. These are presented in Appendix B. The College continues to adjust program plan as the environment shifts.

In addition to the programs listed in Table 8, 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 plan, but if successful, will increase the overall institute credit training days and opportunities offered by North West College. To keep Saskatchewan strong, North West will continue to work with business and industry partners and Indigenous communities to understand and develop solutions to meet the labour and skill demands of today and tomorrow.

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Table 7. 2017/18 Program Plan for Skills Training Program Business Business Accountancy - Year 2 Office Administration Office Administration Sub Total Early Childhood Education L1* Human/ Community Early Childhood Education L1 PT** Services Early Childhood Education L1/2 PT Early Childhood Education L1 PT Educational Assistant Security Officer Youth Care Worker - Year 1 Sub Total Continuing Care Assistant Health Continuing Care Assistant Continuing Care Assistant PT Continuing Care Assistant PT Continuing Care Assistant PT Continuing Care Assistant PT Practical Nursing continued Practical Nursing – Year 1 Primary Care Paramedic continued Sub Total Electrician Fall Trades and Technologies Electrician Winter Hairstylist Heavy Equipment Truck & Transport Industrial Mechanic Food Service Worker Professional Cooking Plumbing and Pipefitting Welding Sub Total

Business

Location North Battleford North Battleford Meadow Lake North Battleford North Battleford North Battleford North Battleford Meadow Lake Meadow Lake North Battleford North Battleford North Battleford Meadow Lake Big River Lloydminister North Battleford Spiritwood North Battleford Meadow Lake North Battleford Meadow Lake North Battleford North Battleford Meadow Lake North Battleford Meadow Lake Meadow Lake Meadow Lake Meadow Lake

College Total 2017/18 Business Plan 2016/17

Seat Capacity 15 15 15 15 60 12 12 12 12 15 15 15 93 15 15 12 12 15 12 14 7 12 114 12 12 14 12

Projected Enrollment 13 10 13 13 49 10 10 10 10 13 13 13 79 13 13 8 10 12 8 12 7 10 93 10 10 12 10

Target Training Days

12 12 12 12 12 110 377 353

10 10 10 10 12 94 315 295

630 617 1,807 910 2,072 12,420 35,436 31,314

1,733 1,427 1,872 1,872 6,904 267 217 917 217 2,032 819 1,950 6,419 1,755 1,755 347 600 854 329 1,886 987 1,180 9,693 850 850 2,934 1,750

*Level 1 = L1; **Part-time = PT 20

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Non-subsidized Programs North West College is committed to delivering industry training that is responsive to regional needs. With the significant decline in the regional and provincial economy, North West has seen a corresponding decrease in industry training but there have been recent signs of recovery. The College continues to invest in online, just-intime training to manage costs and ensure industry can obtain accredited workers when they are required. To ensure accessibility, North West continues to offer face-to-face course offerings for a variety of industry credit programs three weeks per month. The College delivers industry credit programs by certified trainers to ensure quality and meet industry standards.

North West College has significant revenue targets for contractual training. Over the next year, North West will focus programs to provide opportunities for employers to access the Canada-Saskatchewan Job Grant to assist with their training needs. In addition, we will continue to work with our Indigenous partners to respond to their training needs to develop an Employable Labour Force.

University 2017/18 will see our third cohort of Education students in Meadow Lake complete their B.Ed. requirements, including internship, to graduate in the spring of 2018 with degrees from the University of Regina. Building on the success of past degree programs, North West will continue to explore opportunities for delivering additional cohort degree programs in the region. These cohort model intakes have demonstrated that drawing university students from the local populations contributes to long term retention of professionals within the region.

The College has been working in partnership with the Prairie North Health Region, the University of Regina, and Saskatchewan Polytechnic to investigate the delivery of the four-year collaborative Bachelor of Nursing program in the Battlefords. This partnership has resulted in successful implementation of a pilot year for degree nursing in the northwest. Unfortunately, the cohort intake was not drawn locally, which puts retention in the region after graduation at risk. To date, the pilot has demonstrated that the local health region has the capacity, interest and need for a local cohort, four-year B.ScN program. The College will continue to participate in this pilot initiative and advocate for the needs of our local health region.

The detailed program plan for face-to-face university programming at each of our main campuses is listed in the table 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 North West College improves access to costeffective, quality education for rural residents.

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Table 8. 2017/18 Program Plan for University

2017/18 Proposed Plan

Program

Projected Enrollment

Classes 15

FCE 7.5

Registrations 231

FLE 23.1

Meadow Lake Campus – Bachelor of Education Year 4

6

5

107

10.7

College Total 2017/18

21

12.5

338

33.8

Business Plan 2016/17

27

13.5

505

50.5

Battlefords Campus – General Studies

Student and Employer Supports North West College helps keep Saskatchewan strong by investing in students and supporting their success, not only in programs of study, but also in long-term labour market attachment. North West has an innovative workforce engagement strategy to ensure students build skills that employers are seeking, obtain practical workplace experience, make sound career choices and connect to employment. Student services teams on both campuses play a vital role in attracting, retaining, and graduating students and connecting them to the labour force.

North West College provides significant support to students and employers through our Student Services. A comprehensive array of career counseling services is provided by our skilled counseling staff to clients across the region. The breadth of student support services has expanded over time to include intake, assessment, career and academic counseling, review of financial support options, and helping students connect to community supports. Retention strategies include careful recruitment, job coaching, connecting students to sustainable employment and an emphasis on enhancing student life. This array of services is available to students in all programs at all locations. North West College invests in our students to achieve personal and academic success and to build a knowledgeable, representative labour force.

North West College provides a Learning Resource Consultant to serve the entire region. Demand for this service is high, given the number of programs, types of programs, the size of our student body, and the distance between program sites. North West College utilizes the entire allocation received from the Employability Assistance for People with Disabilities program each year, and applies for additional resources for individuals when circumstances warrant. As well, resources are accessed through other sources when students qualify. Students with disabilities and learning challenges would benefit from increased resources.

In addition to the supports for students with disabilities the College also supports all students academically, both in and out of the classroom. The College provides a math tutor and writing workshops for all programs from ABE to university. The students receive workshops in such crucial elements as reading for content, study skills and test taking strategies. The Student Services team advises students of subject specialists they can access in the community and sets up tutorials when numbers of students require assistance.

For the last nine years, North West College has had partnerships with three school divisions and a variety of employer organizations to work collaboratively on career development strategies and 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 22

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increases awareness for students, teachers, and employers is the annual Try-A-Trade event. This one-day event is an opportunity for over 1200 students across the northwest to interact with trades activities and prospective employers. We anticipate the continuation and expansion of this successful event.

One theme outlined in the strategic plan is Employable Labour Force. Academic content plays a vital role by providing sound foundational and technical skills, but practical experience in the workplace is also instrumental to career success. Our goal is to ensure that all full-time students are prepared for the workplace by having some level of workplace exposure during their time as our students. Because job coaches work with employers to ensure that the experience is positive for all, workplace exposures often result in employment.

Building relationships with employers is a purposeful aspect of North West College strategy. We invest not only in students but in employers to understand their labour force needs and the skills required for success at their workplace. 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. We are proud of our multicultural region and provide many opportunities to explore and celebrate diversity. In 2017/18, North West continues to pilot a formal leadership development program for students from 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.

Recent STA policy revisions do not recognize direct student support as eligible costs, which challenges North West’s capacity to continue to meet student and employer needs for skills training program success. Previously, we have allocated specific resources to ensure comprehensive intake and assessment and students have workplace exposure, barrier reduction supports, and scaffolding into the labour market for greater long term attachment. These resources are critical and in direct correlation to the number of credit skills programs the College delivers. If these investments remain ineligible and numbers remain stagnant, whether under the STA or another envelope, the success of our programming is at risk.

Through Student Services teams, North West College invests in our students so they can be successful in their programs of studies, their life, and in their future careers. North West contributes significantly to our region by providing an accessible, well-prepared workforce responsive to the needs of local, regional and provincial employers. Ultimately, successful North West programming contributes to a sustainable and vital rural economy.

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D. HUMAN RESOURCES

North West has implemented a strategy for 17/18 as a transition year to mitigate impact on staffing. As one of the largest employers in the northwest region, North West College employed 206 the full-time, part-time and casual faculty and staff at 24 locations made up of 14 First Nations, 8 towns and 2 cities throughout the region. In this transition year, North West has implemented a short term strategy that does not include significant staffing changes.

North West College’s strategic priority to Invest in People is an important part of the foundation of the strategic plan. In order to ensure that the College’s students and the public receive high-quality programming and services, it is imperative that the faculty and staff delivering this work have the necessary skills and competencies, and are committed to ongoing learning related to the College mandate. North West continues to offer funding for training and education opportunities for employees, including an annual in-service event every winter to provide professional development opportunities to staff throughout the region.

North West College faces challenges as we prepare for 2017/18.

• The strength and value of the College is the ability to deliver diverse programs responsive to changing labour needs of our region. However, this responsiveness requires that we obtain instructors through contracts that are often less than a full year and non-permanent in nature. The wages for instructors in many of the training fields are often less attractive than those currently offered by other industries. These factors continue to present recruitment challenges.

• The College faces succession challenges as people in key positions prepare for retirement.

• We are challenged with building sufficient Human Resources expertise within a generalist model.

North West College currently has a collective agreement with the Saskatchewan Government and General Employees’ Union that expired at the end of August 2016. North West management has a good relationship with the Union; however negotiating in the current economic climate will prove to be a challenge. North West is committed to achieving its goals and to remaining a viable and a sustainable institution serving northwest Saskatchewan.

Table 10 indicates the Human Resources required to provide the programs and services outlined in this business plan. There may be overall shifting between the College’s administrative, coordinative, or management units to better align with, and satisfy, strategic and corporate objectives. Instructor FTE is directly correlated to the scope and number of programs offered. As this business plan is implemented, priorities and initiatives may require adjustment.

Table 9. Anticipated Full-Time Equivalency (FTE) Full Time Equivalency Budget Actual 2015-16 2016-17 In-Scope 88.285 Out of Scope * Total

FTEs Estimate 2016-17 82.931

Budget 2017/18 83.170 82.290

15.01

15.05

15.42

15.42

103.29

97.98

98.58

97.70

* 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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Table 10. Projected Full-Time Equivalency (FTE) In-Scope Projected FTEs Position

Function

2015-16 Actual

2016-17 Budget

2016-17 Estimate

2017/18 Budget

Instructors

Program Delivery

42.711

41.292

41.150

41.764

Instructor Aides

Program Delivery

4.352

0.75

2.003

0.795

Education Resource Consultant

Student Support

1

1

1

1

EAL Assessor

Program Delivery

0.074

0

0.014

0

Corporate Service

Operations

1.838

2

2.004

2

IT coordination and support

Operations

2

2

2

2

Student Residence Clerk

Operations

1

1

1.044

1

Program Coordinator

Program Delivery

7

7

7

7

Registrar

Program Delivery

1

1

1

1

Student Recruitment Officer

Program Delivery

1.231

1.487

1.111

1.487

Coordinator Student Services/ Career Counselling

Student Support

2

2

2.095

2

Job Coach

Student Support

2.558

2.523

2.576

2.576

Student Services Associates

Student Support

6.198

5.670

5.267

5.535

Maintenance

Operations

2

2

2

2

Accounting Clerk

Operations

2.875

2.5

2.474

2.5

Reception/ Career Centre Clerk

Operations

2.453

2.694

2.639

2.694

Administration Support

Operations

3.027

3

2.854

2

Program Support

Program Delivery

5.807

6.016

5.939

5.939

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Table 11. Projected Full-Time Equivalency (FTE) Out-of-Scope Out of Scope Position

Function

2015-16 Actual

2016-17 Budget

2016-17 Estimate

2017/18 Budget

Controller

Operations

0.77

1

1

1

Director of Finance & Administration

Operations

1

1

1

1

Director of Programs

Operations

1

1

1

1

Director, North Region

Operations

0.71

1

1

1

Executive Secretary

Operations

1

1

1

1

Facilities Manager

Operations

1

1

1

1

Human Resources

Operations

2

2

2

2

Manager, Corporate Services

Operations

0.98

1

1

1

President & CEO

Operations

1

1

1

1

Residence Operator

Operations

0.80

0.80

0.80

0.80

PT Casual

Program Delivery

4.75

4.25

4.62

4.62

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E. SUSTAINABILITY

Sustainability initiatives will support North West’s strategic directions toward a High-Performance Organization by effectively managing resources and risk in this time of transition. To ensure the sustainability 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 and increase applications for third party resources.

Transitioning to the new economic situation, discretionary spending on travel, professional development, and non-essential asset acquisitions and operation initiatives will be significantly curtailed. In a predominantly rural region, a base level of travel funding must be maintained to offer support and services to our communities, but supplementary travel and travel related to PD will be significantly reduced. All vacancies will undergo a needs assessment to ascertain whether baseline services can be maintained without new hires. This practice will undoubtedly create a reduction in services throughout North West but will allow the College to transition to the new economic reality. However, this approach leaves no capacity for further reductions without putting programs and operations at risk. The past two fiscal years have seen 1% mid-year claw backs. After the current 5% reduction, any further reductions will cause North West College to take on significant risk.

North West’s sustainability requires an increased reliance on accessing third party resources. New opportunities will be sought in federal, provincial, industry and Indigenous initiatives. These opportunities require internal resources and partnership investments that are impacted by the budget reductions and cost saving strategy. While these opportunities increase program offerings in the region they come with challenges. Proposal based funding does not allow strategic program planning and consumes additional administrative and reporting resources. Often these different funding sources and varying priorities do not align.

As manifested in North West’s strategic theme of College of Choice, North West plans to attract more students through the cultivation of partnerships and diversified and relevant programs and services for the region. In this regard, North West will put an increased emphasis on maximizing tuition revenue by ensuring full utilization of seats available. We have invested significantly for the past several years in student recruitment, along with a variety of supports and services to reduce barriers to student success. As we continue the strategic direction for becoming a College of Choice, we will renew our commitment to student success and establish an optimal continuum of student supports and services from recruitment retention, graduation and beyond graduation to employment.

A strong Saskatchewan requires rural communities that are robust and thriving. North West College is a critical component in ensuring that northwest Saskatchewan is prepared to meet provincial ambitions. The contributions that the College, administration, faculty, infrastructure, student body and employer-partners make are critical to economic prosperity in the northwest. The sustainability of the College is a symbiotic relationship with the communities it serves.

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F. INFORMATION TECHNOLOGY

The College’s Information Technology (IT) plan focuses on enhancing infrastructure and managing data security and risk effectively to contribute to the strategic directions of High-Performance Organization and College of Choice. North West College relies on adequate investments in technology to ensure the College is sustainable.

Continuing Initiatives As part of the process of continuous evaluation and improvement, IT will continue to review its policies to address risks around data security, hardware and software integrity, data loss prevention, and business continuity, including a test of the disaster recovery plan site to site. IT staff will also continue research and implementation of Office 365 products, including increased functionality of the new SharePoint portal for staff. The Microsoft campus agreement continues to be leveraged for various software products within the college locations. Further improvements will include migration of Microsoft Exchange email services to Exchange online to maximize the organizational utility of Office 365.

Through the continued growth and expansion of the IT infrastructure within North West, as well as leveraging online services such as Office 365, technology use continues to adapt to better suit user needs efficiently and effectively. During the next three-year period, we will initiate further research into cloud based hosting and computing as well as further virtualization of computer desktop and user computing hardware. This process, and preceding projects show an evolution of technology and its effective use throughout the many college service locations. The 4-year hardware replacement cycle will continue as previously and denotes the planned life of hardware assets. These assets include, but are not limited to user desktops and hardware (monitors, laptops, projectors) as well as server and network infrastructure (servers, storage, network hardware – switches, routers, firewalls, wireless, etc.).

New Initiatives In 2017/18, the College plans to research and run a pilot regarding virtual user desktops, replacing standard desktop computers with virtual terminals. The goal of the pilot is to determine if performance issues exist and identify any hurdles that would exclude virtual terminals from being utilized within North West. It is anticipated that the use of virtual terminals would decrease the tower replacement cycle creating significant cost savings. The pilot will also help determine potential increase in storage and server hardware to accommodate additional usage and performance load.

Provisions for student emails with adequate storage space have been put in place and North West will continue to expand the College Wi-Fi infrastructure, including each of the units within the student residence buildings at the Meadow Lake campus.

North West College has struggled to meet growing demands on IT with operational resources. Expectations of staff, students, and industry for post-secondary institutions to provide and support current technology continue to increase. Heightened expectations are compounded by ever increasing risks in the marketplace.

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G. FACILITIES AND CAPITAL

The North West College Facilities and Capital plan will focus on the provision of a safe and functional learning and working environment while enhancing infrastructure to ensure sustainability. These efforts are critical to the strategic direction of becoming a High-Performance Organization and the College of Choice for students and staff.

Capital Initiatives Facility Upgrades and Renovations North West continues to address necessary replacement, upgrading and/or renovation of tangible resources.

Some of these initiatives are addressed through preventative maintenance, while others serve to enhance our campus facilities to better support program delivery, student engagement, and accessibility of the campus environment. Employing the College’s computer-aided facility management system and annual internal assessments, the College has identified approximately $381,000 in needed facility repairs and upgrades for 2017/18. As per our budget letter the College received $87,000 in Preventative Maintenance and Renewal (PMR) funds to complete some of the projects identified for the coming fiscal year. The remaining projects will be reviewed and either addressed through allocated reserves or deferred to the 2018/19 PMR request process.

Operations Equipment and Furnishings Replacement North West has a strategy to ensure the equipment and furniture utilized throughout the College allows for effective and efficient operations and program delivery. Through this process the College has developed a standard for learning and administrative spaces. Some items in this year’s capital request process will fall into this category. The College will continue to monitor equipment and furnishings through the summer audit process.

Vehicles North West has a rolling replacement plan for its fleet of vehicles. A dedicated reserve has been established for this purpose.

Major Capital Projects North West has identified a new campus facility in the Battlefords as its number one priority in major capital for the foreseeable future. Under the government’s ten year Capital Plan, North West College has developed a proposal for the new construction of a standalone campus which will address significant identified shortages in both the quantity and quality of facility space in the Battlefords. The original proposal was revised to reflect a phased approach for construction with Phase One containing all necessary space for the delivery and support of trades and skills programs. In the latter part of 2016 North West submitted a request to the Strategic PMR fund for consulting and planning fees related to project development. This project has been designed to support the sustainability of North West and ensure adequate, quality learning spaces to meet the immediate and long term facility needs of the College.

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Table 12. Major Capital Plan Campus Location

Leased/ Owned

Battlefords

Owned

Battlefords

Owned

Total

Project Detail

New Campus Phase 1 New Campus Phase 2

Institution Priority

Estimated Cost

1

$21m

1

$16m

Institution Fund

$37m

$1m

$1m

Ministry Fund Year 1

Year 2

Year 3

$12m

$7m

$1m

$12m

$7m

Year 4

Year 5

$8m

$6m

$2m

$9m

$6m

$2m

Next 5 Years

Preventive Maintenance and Renewal The College continues to be proactive regarding effective management of our facilities. We have implemented a computer-aided facility management system (Ameresco Asset Planner), which provides lifecycle analysis for all building/property components based on facility condition assessments (FCA) of College-owned properties. Initial FCAs have identified continued investments required over the next three years. North West College completes annual facility assessments internally to supplement needs that are projected by Asset Planner.

Table 13. Preventive Maintenance Forecast Campus Leased Project Institution Location /Owned Detail Priority Battlefords Campus Meadow Lake Campus Meadow Lake Welding Lab Meadow Lake Student Housing

Estimated Cost

Institution Fund

Ministry Fund Year 1 Year 2 Year 3 $284,000 $249,000 $159,000

Owned

PMR

1

Leased/ Owned Owned

PMR

1

$55,000

$25,000 $45,0000

PMR

1

$10,000

$10,000

$50,000

Owned

PMR

1

$52,000

$45,000

$20,000

Total

$396,000 $329,000 $274,000

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Land Transaction Plan There is one major initiative we will be pursuing further in 2017/18 and the years beyond.

Battlefords Property Acquisition Given the significant space constraints on the Battlefords campus as indicated in the New Initiatives section, North West developed a master plan outlining future facility needs and options. Based on that plan, we have investigated options for reliable and sustainable delivery of programs, and identified the consideration of acquiring additional property. The College has worked closely with the Ministry of Advanced Education as the business case for a new Battlefords Campus is under development. We will continue to work with the municipality to secure land to house the proposed facility. A summary of our leased properties is presented in the following table: Table 14. Leased/owned space or land Description of the Location facility

Owned/ leased

Lessor

Lease expiry date

Annual cost

lease

Village of Debden

5/31/2018

$12,600

ABE Debden

Debden

ABE Leoville

Pelican Lake First lease Nation Leask lease

Pelican Lake First Nation Village of Leask

5/31/2017

$15,750

08/31/2017

$10,000

North Battleford North Battleford North Battleford

6/30/2017

$ 4,380

lease

Trinity Baptiste Church 5H Holdings

01/31/2017

$21,489

lease

5H Holdings

06/30/2017

$21,489

Workplace Readiness North Battleford

lease

05/30/2017

$ 2,190

Meadow Lake Campus Non-owned

Meadow Lake

lease

Trinity Baptiste Church Ministry of Central Services

ongoing

$621,343

Plumbing Meadow lake

Meadow Lake

lease

Robwell Facility

ongoing

$0

Hairstylist

North Battleford

lease

Living Sky School Division

TBD

TBD

Industrial Mechanic

North Battleford

lease

5H Holdings

TBD

TBD

ABE Leask ABE Level 2 North Battleford Plumbing Program Electrician Program

lease

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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H. 2017/18 BUDGET

A significant fiscal shift for post-secondary institutions has impacted North West College plans for 2017/18.

Provincial revenue is down and this impact is compounded by a new costing model in major funding pools. An increase of 1% in the Provincial Sales Tax (PST) and its expanded reach to include insurance will present an estimated impact of over $40k. North West has been able to mitigate the short term impact because of alternate program revenue and strategic relationships with community to supply in-kind contributions. Should there be further revenue reductions (provincial, tuition, third party) significant change may result.

PART A. Projected Business Financial Statements and Key Assumptions North West College develops a financial plan that supports our strategic objectives and priorities for the present and future years. The financial plan is based on needs, strategic direction, and stewardship to ensure that North West College remains accountable to our students and to the communities we serve.

The financial plan is based on estimates of revenues and expenses made on the basis of available information.

Some estimates can be made with a fair amount of certainty. However, external factors such as enrollment levels, negotiations with third parties, and an economy destabilized by fluctuations in the resource sector have caused a degree of uncertainty. Overall, we are confident that our financial projections maximize resources, but we expect that the College will struggle to maintain program and service expectations with projected 2017/18 revenues. 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 the Economy.

The budget assumptions are as follows: • 2017/18 Advanced Education Operating funding is known as per funding letter.

• 2017/18 program funding from Economy is known per the budget letter.

• Under-22 funding for basic education programming has been forecasted as status quo based on rates for 2016/17.

• In-scope salary and economic increases are projected at 0%.

• Out-of-scope salary and economic increases have been budgeted at 0%.

• 2017/18 tuitions are projected at 4% increase, as actuals are unknown.

• Agency payments have been budgeted at a 2% increase.

• English as an Additional Language funding from the federal government is secured for the 2017-20 years.

• Inflation will not have a material impact on non-personnel related costs.

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PART B. Financial Impacts of Identifiable Risks CBA uncertainty The current Collective Bargaining Agreement expired on August 31, 2016. The expired agreement poses potential financial risks for the College, based on the unknowns. Salaries are the largest expense for the College and therefore hold the most risk. North West has attempted to mitigate this risk by forecasting a 0% salary increase.

It is also anticipated that this transition may consume significant internal resources to manage the change.

Third-party contracts The program and financial plans are based on North West achieving key targets. Our plans are based on approximately $1 million in third party contract revenue for business, industry, and First Nations. These contracts contribute to the overall operations of the College. Risks exist and adjustments would be required should we realize a shortfall in achieving these targets.

Under 22 Agreements Under-22 funding for Basic Education programming has been forecasted as status quo based on the 2016/17 rates. This funding is at significant risk should there be change in the K-12 system. These resources are used by the College to expand the ABE program offerings in our region.

Enrollment levels Student tuition accounts for approximately $1.6 million of the 2017/18 financial plan. While we are confident in the approach used to estimate enrollment levels, there is no guarantee that the expected uptake by students will be realized. Should enrollments not reach expected levels, we may need to take action during the year to minimize the impact.

Changes to Basic Education Funding Model North West College is significantly invested in the delivery and support of Adult Basic Education programming.

Projected changes to the Basic Education funding model remain unknown and will have significant impact on our College. The eligible expense list released in March will continue to be analyzed during the 2017/18 transition year.

SIOS North West College also depleted its Saskatchewan Innovation and Opportunity Scholarship (SIOS) reserve in 2016-17.

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Other Factors North West intends to respond to the recent call for proposals from the Ministry of Economy for the Essential Skills in the Workplace. We are equipped to propose deliverables to meet these initiatives.

Skilled labour continues to be in demand by business and industry across the province. We are in discussion with business enterprises and Indigenous organizations about potential additional training. Often these demands require a quick response and we are well positioned to meet this need.

In November 2017, 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.

Surplus Utilization/Deficit Management Plan Reserve Utilization North West has funds established for specific activities. They have been restricted, either internally or externally, through a formal process 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, information technology and equipment, furnishings, and vehicles.

Scholarship Fund This reserve consists of a restricted endowment to the College, funds accumulated through donations, and the Saskatchewan Innovation and Opportunity Scholarship (SIOS) Program. The Scholarship Fund Reserve is an externally restricted reserve. Changes in the Fund balance are dependent upon the success of fundraising and campaigns and the subsequent awarding of scholarships and bursaries. In 2016/17 the College will have fully exhausted all SIOS funds received from the program. North West has established fundraising events and will advocate for re-investment in North West College SIOS for 2017/18.

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.

In order to ensure the College retains the flexibility to respond to unforeseen issues, an unrestricted operating fund will continue to be maintained within 3% of the operating budget.

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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 likely will have to engage other parties to find effective funding solutions.

Deficit Management North West significantly reduced operating expenses for 2017/18. Managing the deficit is planned through further efficiencies, vacancy management and use of reserves. This is not a sustainable long-term solution. A robust financial monitoring process is established that includes regular reviews with a governance Finance Committee, enabling appropriate and timely responses to pressures on our finances. However, any CBA changes, additional changes in the programming eligible expense lists or potential changes with the Basic Education funding model will have direct impact on College operations and could result in significant shifts. In addition, should funding sources not increase to align with inflationary costs, North West will be forced to implement job loss and/or program cancellations to manage the deficit.

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I. OPERATIONS FORECAST AND GOVERNMENT BUDGET INPUT

1. Status Quo Programs/Services for 2017/18

Significant unknowns make it challenging to forecast future years. The 2017/18 transition year will inform the College on the impact and future implications of programming and operations. Any changes to the ABE Funding Model may also impact College forecasted operations. The presented projection assumes no changes to the BE funding model and third party revenues that remain the same. The Collective Bargaining Agreement for the College’s in-scope staff has been expired since August 31, 2016. The forecasts below assumes 0% economic increases in salaries, which have the greatest influence in forecasting.

Table 15. Expenditure Level – Status Quo Expenditure Level 2015-16 Actual

2016-17 Budget

2016-17 Estimate

2017/18 Budget

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

9,352,849 264,474 1,656,777 1,570,710 12,844,810

9,292,231 265,000 1,676,933 1,567,939 12,802,102

8,859,824 207,500 1,494,105 1,604,826 12,166,255

8,748,115 270,000 1,629,661 2,217,935 12,865,712

935,380 3,590,012 2,330,130 276,901 1,068,119 8,200,542 4,091,964 12,292,506

944,841 3,644,964 2,491,732 47,185 977,062 8,105,784 4,947,265 13,053,049

925,949 3,600,578 2,414,305 41,808 1,042,983 8,025,624 4,165,544 12,191,167

935,023 3,621,791 2,488,167 54,160 1,094,233 8,193,373 4,869,143 13,062,516

$552,304

($250,946)

($24,912)

($196,804)

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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 56 academic in-scope positions and 35 professional in-scope positions. Not all positions are full-time. The salaries are budgeted using September, 2015 rates negotiated at the last year of the expired Collective Bargaining Agreement (August 31, 2016). Projections include annual merit increases and a 0% economic increase for all three years.

Table 16. Salary Details Salary Detail

2017/18 Budget

Merit increases Economic increases New positions

$ 44,620 $ -

Internally Restricted Operating Surplus and Unrestricted Operating Surplus The College has a history of establishing restricted reserves for specific activities. These reserves have been restricted, either internally or externally. 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 17. Operating Surplus Operating Surplus

2015-16 Actual

2016-17 Budget

2016-17 Estimate

2017/18 Budget

Internally Restricted/Unrestricted Operating Surplus (Start)

$423,304

$98,673

$603,452

$578,540

Internally Restricted/Unrestricted Operating Surplus (End)

$628,364

$147,727

$578,540

$381,735

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CONCLUSION

The Business Plan presented here is one of transition. For 2017/18, North West College has been significantly impacted by a reduction in program and operation budgets and changes to eligible expenses to STA and ABE funding pools. While North West College remains dedicated to maximizing provincial resources and leveraging industry, community and third party investments to meet the program, service and infrastructure needs of Saskatchewan’s northwest, the new financial constraints placed on the College do hinder its ability to meet these objectives. With this in mind, North West College is still committed to cultivating an Employable Labour Force, striving for continuous improvement in Student Success and working diligently to become the College of Choice and a High Performance Organization for all our stakeholders.

The 2017/18 period holds greater than usual levels of risk due to these policy changes, fluctuations in third party resources, and an unresolved Collective Bargaining Agreement. Despite these challenges, the College remains committed to the realization of its strategic initiatives, which include the construction of Phase 1 of a Standalone Campus in the Battlefords, the development of a Psychiatric Nurse program in the Battlefords, and the fostering of innovative instructional practices and leadership development training. North West College remains a leader in our provincial sector for Indigenous student success and rural educational excellence. Our commitment to these strengths remain steadfast.

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Appendix A - Financial Statement Package

Statement 1 North West College Projected Statement of Financial Position as at June 30, 2018 Budget June 30 2018

Financial Assets Cash and cash equivalents Accounts receivable Inventories for resale Portfolio investments

$

Total Financial Assets

2,105,354 100,000 75,502 55,765

Budget June 30 2017

$

1,252,779 100,000 75,502 55,062

Estimated June 30 2017

$

2,458,022 100,000 75,502 56,068

Actual June 30 2016

$

2,553,276 234,903 27,763 55,993

2,336,621

1,483,343

2,689,592

2,871,935

Liabilities Bank indebtedness Accrued salaries and benefits Accounts payable and accrued liabilities Deferred revenue Liability for employee future benefits Long-term debt

200,000 330,000 30,000 197,600 137,276

200,000 330,000 30,000 197,600 259,683

200,000 330,000 30,000 197,600 259,683

209,200 242,392 115,431 203,800 377,685

Total Financial Assets

894,876

1,017,283

1,017,283

1,148,508

Net Financial Assets (Net Debt)

1,441,746

466,060

1,672,309

1,723,427

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

7,902,892 20,000

8,780,884 20,000

8,687,892 20,000

9,466,057 60,335

Total Non-Financial Assets

7,922,892

8,800,884

8,707,892

9,526,392

Accumulated Surplus

$

9,364,638

$

9,266,944

$ 10,380,200

$ 11,249,819

Accumulated Surplus is comprised of: Accumulated surplus from operations

$

9,364,638

$

9,266,944

$ 10,380,200

$ 11,249,819

Total Accumulated Surplus

$

9,364,638

$

9,266,944

$ 10,380,200

$ 11,249,819

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Appendix A - Financial Statement Package

Statement 2 North West College Projected Statement of Operations and Accumulated Surplus (Deficit) for the year ended June 30, 2018

2018 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

$

8,847,315 117,800

2017 Budget

$

2017 Estimated

9,191,431 213,300

$

8,872,024 139,800

$

8,899,128 826,221

270,000 -

265,000 -

1,054,916 32,000 318,209 300,000 1,618,661 40,000 205,700 12,804,602

848,340 32,000 323,438 250,000 1,676,933 40,000 177,000 13,017,441

(0) 1,061,299 32,000 339,048 320,000 1,494,105 40,000 186,027 12,691,802

1,001,648 31,153 329,567 335,487 1,656,777 43,171 225,711 13,613,337

Expenses (Schedule 3) General Skills training Basic education Services University Scholarships Development Student housing Total expenses

5,778,764 3,223,743 2,612,223 1,467,332 368,136 70,000 299,967 13,820,165

6,048,876 3,330,558 2,573,811 1,470,691 367,836 70,000 292,696 14,154,468

$5,679,464 3,072,783 2,568,793 $1,518,783 360,181 70,000 291,417 13,561,421

5,749,450 2,840,684 2,801,763 1,573,559 335,005 72,544 313,211 13,686,216

Surplus (Deficit) for the Year from Operations

(1,015,563)

(1,137,027)

Accumulated Surplus (Deficit), Beginning of Year

10,380,200

10,403,971

Accumulated Surplus (Deficit), End of Year

$

9,364,638

$

9,266,944

207,500 -

2016 Actual

(869,619)

$

264,474 -

(72,879)

11,249,819

11,322,698

10,380,200

$ 11,249,819

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Appendix A - Financial Statement Package

Statement 3 North West College Projected Statement of Changes in Net Financial Assets (Net Debt) as at June 30, 2018 2018 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

$

1,672,309

2017 Budget

$

2017 Estimated

852,586

$

1,723,427

2016 Actual

$

1,062,223

(1,015,563) (250,000) 1,035,000 (20,000) 20,000

(1,137,027) (250,000) 1,000,500 (20,000) 20,000

(869,619) (230,672) 1,008,838 (20,000) 60,335

(230,563)

(386,527)

(51,118)

661,204

(230,563)

(386,527)

(51,118)

661,204

1,441,746

$

466,059

$

1,672,309

(72,879) (234,132) 993,215 (60,335) 35,335

$

1,723,427

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Appendix A - Financial Statement Package

Statement 4 North West College Projected Statement of Cash Flows for the year ended June 30, 2018 Budget 2018 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 2017

Estimated 2017

$ (1,015,563) $ (1,137,027) $ 1,035,000 -

1,000,500 -

Actual 2016

(869,619) $ 1,008,838 -

(72,879) 993,215 -

19,437

(136,527)

134,903 (47,739) (9,200) 87,608 (85,431) (6,200) 40,335 253,495

173,247 47,739 (1,312) 51,962 71,750 6,200 (25,000) 1,244,922

(250,000) (250,000)

(250,000) (250,000)

(230,672) (230,672)

(234,132) (234,132)

-

-

-

(931) (931)

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

(122,105) (122,105)

(118,369) (118,369)

(118,077) (118,077)

(114,550) (114,550)

Increase (Decrease) in Cash and Cash equivalents

(352,668)

(504,896)

(95,254)

895,309

Cash and Cash Equivalents, Beginning of Year

2,458,022

1,757,675

2,553,276

1,657,967

Cash and Cash Equivalents, End of Year

$ 2,105,354

$ 1,252,779

$ 2,458,022

$ 2,553,276

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

$ 2,105,354 $ 2,105,354

$ 1,252,779 $ 1,252,779

$ 2,458,022 $ 2,458,022

$ 2,553,276 $ 2,553,276

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Appendix A - Financial Statement Package

Schedule 1 North West College Projected Schedule of Revenues and Expenses by Function for the year ended June 30, 2018

Skills Training

General

Credit

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

$ 5,104,100 156,700 5,260,800

$ 1,814,060 1,779,676 3,593,736

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

13,500 1,035,000 161,518 707,777 47,164 715,315 3,098,491 5,778,764

741,219 18,542 76,736 20,250 349,184 1,945,662 3,151,593

Surplus (Deficit) for the year

$

(517,964) $

442,143

Non-credit

$

$

2018 Projected Services Learner Non-credit Support Counsel

Basic Education Credit

75,000 75,000

$ 1,082,717 547,166 1,629,883

$ 924,238 270,000 15,550 1,209,788

22,000 500 8,161 19,000 12,228 10,260 72,149

36,125 2,300 70,712 1,600 99,650 1,283,905 1,494,291

98,600 6,720 4,450 151,739 856,424 1,117,932

2,851

$

135,592

$

91,856

$

40,000 311,000 351,000

451,280 826,980 1,278,260

$

$

University

Scholarships

Development

Credit

-

1,500 19,642 167,929 189,072

$

315,186 315,186

$

319,805 12,340 5,235 27,033 3,724 368,136

(927,260) $ (189,072) $ (52,951) $

40,000 40,000

$

-

70,000 70,000

-

(30,000) $

-

2018

2017

2017

2016

Budget

Budget

Estimated

Actual

Student Housing

$

329,209 329,209

4,200 130,508 29,232 136,028 299,968

$ 29,242

$

8,965,115 270,000 3,569,487 12,804,603

$

1,231,249 1,035,000 187,060 1,012,954 99,199 1,925,303 8,329,402 13,820,166

$

1,256,113 1,000,500 275,835 1,026,043 79,265 2,275,849 8,240,863 14,154,468

$ (1,015,563) $ (1,137,027) $

43

NORTH WEST COLLEGE

9,404,731 265,000 3,347,710 13,017,441

2017-2018 BUSINESS PLAN

9,011,824 207,500 3,472,479 12,691,803

$ 9,725,349 264,474 3,623,514 13,613,337

1,165,419 1,008,838 299,293 998,724 60,732 1,873,797 8,154,618 13,561,421

1,223,199 993,215 229,039 1,034,365 82,858 1,783,572 8,339,968 13,686,216

(869,618) $

(72,879)

Appendix A - Financial Statement Package

Schedule 2 North West College Projected Schedule of Revenues by Function for the year ended June 30, 2018

General

Provincial Government Advanced Education/ Economy Operating grants Program grants Capital grants Contracts Other Other provincial Total Provincial Federal Government Operating grants Program grants Capital grants Other Federal Total Federal Other Revenue Admin recovery Contracts Interest Rents Resale items Tuitions Donations Other Total Other Total Revenues

2018 Projected Revenues Basic Education Services Learner Credit Non-credit Support Counsel

Skills Training

$ 4,428,500 583,800 87,000 5,099,300 5,099,300 4,800

$

Credit

Non-credit

1,814,060 1,814,060 1,814,060 -

$

-

$

1,082,717 1,082,717 1,082,717 -

$

851,238 851,238 73,000 924,238 -

$

40,000

-

$

University

Scholarships Development

2018 Total Revenues Budget

Student Housing

Credit

$

-

$

-

-

$

$

-

$

4,428,500 4,331,815 87,000 8,847,315 73,000 8,920,315 44,800

2017 Total Revenues Budget

$

4,522,600 4,556,331 112,500 9,191,431 168,500 9,359,931 44,800

2017 Total Revenues Estimated

$

4,556,693 4,293,331 22,000 8,872,024 95,000 8,967,024 44,800

2016 Total Revenues Actual

$

4,507,196 4,369,932 22,000 8,899,128 40,000 433,201 9,372,329 353,020

5,104,100

1,814,060

-

1,082,717

924,238

40,000

-

-

-

-

-

8,965,115

9,404,731

9,011,824

9,725,349

-

-

-

-

270,000 270,000 -

-

-

-

-

-

-

270,000 270,000 -

265,000 265,000 -

207,500 207,500 -

264,474 264,474 -

-

-

-

-

270,000

-

-

-

-

-

-

270,000

265,000

207,500

264,474

32,000

500,000 -

-

539,366 -

15,550 -

-

-

-

-

-

-

1,054,916 32,000

848,339 32,000

1,061,299 32,000

1,001,648 31,153

5,500 10,000 109,200

1,225,676 54,000

60,000 15,000

7,800 -

-

300,000 11,000

-

315,186 -

40,000 -

-

312,709 16,500

318,209 300,000 1,618,661 40,000 205,700

323,438 250,000 1,676,933 40,000 177,000

339,048 320,000 1,494,105 40,000 186,027

329,567 335,487 1,656,777 43,171 225,711

156,700

1,779,676

75,000

547,166

15,550

311,000

-

315,186

40,000

-

329,209

3,569,487

3,347,710

3,472,479

3,623,514

$ 5,260,800

$ 3,593,736

75,000

$ 1,629,883

$ 329,209

$ 12,804,603

$ 13,017,441

$ 12,691,803

$ 13,613,337

$

$

1,209,788

$

351,000

$

-

$ 315,186

$

40,000

$

-

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Appendix A - Financial Statement Package

Schedule 3 North West College Projected Schedule of Expenses by Function for the year ended June 30, 2018

General (Schedule 4)

Skills Training Credit

Agency Contracts Contracts Other

Amortization Equipment Equipment (non-capital) Rental Repairs and maintenance Facilities Building supplies Grounds Janitorial Rental Repairs & maintenance buildings Utilities Information Technology Computer services Data communications Equipment (non-capital) Materials & supplies Rental Repairs & maintenance buildings Software (non-capital) Operating Advertising Association fees & dues Bad debts Financial services In-service (includes PD) Insurance Materials & supplies Postage, freight & courier Printing & copying Professional services Resale items Subscriptions Telephone & fax Travel Other Personal Services Employee benefits Honoraria Salaries Other

Total Expenses

$

13,500 13,500

$

Non-credit

741,219 741,219

$

2018 Projected Expenses Services Learner Non-credit Support Counsel

University

Basic Education Credit

22,000 22,000

$

34,625 1,500 36,125

$

98,600 98,600

$

-

$

Scholarships Development

2018 Total Expenses Budget

Student Housing

Credit

-

$

319,805 319,805

$

-

$

-

$

-

$

1,216,249 15,000 1,231,249

2017 Total Expenses Budget

$

2017 Total Expenses Estimated

1,086,863 169,250 1,256,113

$1,148,880 16,539 1,165,419

2016 Total Expenses Actual

$

1,223,199 1,223,199

1,035,000

-

-

-

-

-

-

-

-

-

-

1,035,000

1,000,500

1,008,838

993,215

142,011 19,507 161,518

11,342 7,200 18,542

500 500

2,300 2,300

-

-

-

-

-

-

4,200 4,200

159,853 500 26,707 187,060

178,178 17,000 80,657 275,835

203,140 3,416 92,737 299,293

192,220 160 36,659 229,039

39,547 239,116 251,741 177,374 707,777

7,000 69,736 76,736

2,000 6,161 8,161

1,000 66,112 3,600 70,712

6,720 6,720

-

-

12,340 12,340

-

-

2,400 26,240 101,868 130,508

2,400 49,547 400,185 281,581 279,242 1,012,954

2,400 39,905 369,735 343,193 270,810 1,026,043

2,400 49,547 383,163 281,581 282,034 998,724

328 2,114 298,314 369,235 73,189 291,185 1,034,365

1,040 46,124 47,164

14,000 6,250 20,250

19,000 19,000

1,200 400 1,600

2,850 1,600 4,450

-

1,500 1,500

5,235 5,235

-

-

-

38,235 5,090 55,874 99,199

21,735 1,040 56,490 79,265

4,567 56,165 60,732

1,943 8,972 3,445 37 68,461 82,858

200,044 36,766 13,020 118,953 36,261 7,801 12,035 6,716 112,863 6,017 56,309 64,861 43,669 715,315

105,787 308 4,309 160,735 4,725 40,095 1,100 485 29,640 2,000 349,184

8,208 500 900 2,050 170 400 12,228

1,634 45,223 1,200 30,950 3,000 16,043 1,600 99,650

8,589 20 46,985 1,143 17,243 42,409 35,350 151,739

48,897 100 1,100 23,800 3,000 272,727 45,899 55,758 451,280

3,590 739 200 6,843 5,882 2,388 19,642

3,952 1,300 800 1,300 900 18,750 31 27,033

70,000 70,000

-

250 12,432 5,580 1,080 1,430 8,460 29,232

380,951 37,913 13,020 124,582 48,693 298,767 23,803 98,354 112,863 272,727 7,117 61,944 225,313 219,256 1,925,303

413,275 36,774 19,011 141,420 41,347 373,037 35,801 6,563 158,402 227,273 7,144 422,953 199,135 193,715 2,275,850

354,723 21,530 15,600 120,115 48,269 368,285 40,762 57,372 93,552 292,424 6,521 62,434 193,971 198,238 1,873,797

320,082 26,578 7,139 27,744 88,551 46,855 360,596 38,759 24,841 58,779 337,383 12,453 61,833 187,058 184,921 1,783,572

465,984 27,960 2,600,946 3,600 3,098,491

271,974 1,673,688 1,945,662

760 9,500 10,260

119,051 1,164,854 1,283,904

84,037 772,387 856,424

127,262 699,717 826,980

24,841 143,088 167,929

323 3,400 3,723

-

-

23,011 104,017 9,000 136,027

1,117,244 27,960 7,171,598 12,600 8,329,402

976,958 27,285 7,233,020 3,600 8,240,863

1,067,607 25,280 7,051,803 9,928 8,154,618

1,091,065 17,173 7,223,960 7,770 8,339,968

1,278,260

$ 189,072

299,967

$ 13,820,166

$ 14,154,469

$ 13,561,421

$ 5,778,764

$

3,151,594

$

72,149

$

1,494,291

$

NORTH WEST COLLEGE

1,117,932

$

45

$

368,136

$

70,000

$

-

$

2017-2018 BUSINESS PLAN

$

13,686,216

Appendix A - Financial Statement Package

Schedule 4 North West College Projected Schedule of General Expenses by Functional Area for the year ended June 30, 2018

2018 Projected General Operating Facilities and and Administration Equipment

Governance

Agency Contracts Contracts Other

$

-

Amortization

$

-

Equipment Equipment (non-capital) Rental Repairs and maintenance

Total General Expenses

$

-

1,035,000

$

-

$

13,500 13,500

2016-2017 Total General Budget

$

55,630 11,000 66,630

2016-2017 Total General Estimated

$

55,100 9,989 65,089

2015-2016 Total General Actual

$

125,207 125,207

-

-

1,035,000

1,000,500

1,008,838

993,215

(34,128) (34,128)

29,224 48,044 77,269

112,787 5,591 118,378

142,011 19,507 161,518

167,098 73,157 240,255

196,235 73,157 269,392

150,400 27,321 177,721

-

8,000 8,000

39,547 231,116 251,741 177,374 699,777

-

39,547 239,116 251,741 177,374 707,777

38,905 237,012 314,703 179,508 770,128

39,547 239,116 309,336 177,374 765,372

102 296,018 239,843 40,506 183,270 759,739

-

-

-

1,040 46,124 47,164

1,040 46,124 47,164

1,040 46,124 47,164

2,483 48,157 50,640

1,943 2,803 37 61,820 66,603

3,200 47,623 712 10,165 30,970 500 93,170

200,044 33,566 13,020 69,630 30,928 7,089 12,035 6,716 102,698 5,280 56,309 18,178 42,363 597,855

1,500 5,333 737 8,650 807 17,027

200 7,063 7,263

200,044 36,766 13,020 118,953 36,261 7,801 12,035 6,716 112,863 6,017 56,309 64,861 43,669 715,315

286,730 35,243 19,011 127,793 28,915 57,999 28,751 1,305 156,398 6,694 44,090 91,513 65,246 949,688

256,222 20,449 15,600 110,259 35,837 58,313 31,251 22,172 93,552 5,921 55,707 109,179 33,538 848,000

196,043 25,375 3,782 27,744 60,134 34,152 53,826 29,266 4,675 52,380 9,071 54,556 54,347 93,828 699,179

27,960 27,960

408,196 2,275,099 3,600 2,686,895

35,777 178,738 214,515

22,011 147,110 169,121

465,984 27,960 2,600,946 3,600 3,098,491

426,623 27,285 2,517,003 3,600 2,974,511

417,524 25,280 2,478,966 2,928 2,924,699

436,417 17,173 2,474,196 2,927,786

4,307,121

$ 1,008,587

341,926

$ 5,778,764

6,048,876

$ 5,932,030

$ 5,749,450

Information Technology Computer services Data communications Equipment (non-capital) Materials & supplies Rental Repairs & maintenance buildings Software (non-capital)

Personal Services Employee benefits Honoraria Salaries Other

$

2017-2018 Total General Budget

-

Facilities Building supplies Grounds Janitorial Rental Repairs & maintenance buildings Utilities

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

13,500 13,500

Information Technology

121,130

NORTH WEST COLLEGE

$

46

$

$

2017-2018 BUSINESS PLAN

North West College Projected Schedule of Accumulated Surplus for the year ended June 30, 2018

June 30 2016 Actual Invested in Tangible Capital Assets Net Book Value of Tangible Capital Assets Less: Debt owing on Tangible Capital Assets

$

$

9,466,057 377,685 9,088,372

$

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

June 30 2017 Estimated $

$

8,780,884 259,683 8,521,201

$

8,687,892 259,683 8,428,208

45,993

$

44,102

$

44,102

1,100,392 1,100,392

$

209,879 209,879

$

905,609 905,609

$

150,001 234,650 107,997 492,648

$

$

350,121 218,238 168,460 736,819

Unrestricted Operating Surplus

$

278,243

$

Total Accumulated Surplus from Operations

$

11,249,819

$

External Contributions to be Held in Perpetuity

$

June 30 2017 Budget

$

$

Additions During the Year

Reductions During the Year

$ 250,000 $ 250,000

$

$

$

-

$

$ $

-

$

$

$

29,242 29,242

$

$

325,209 260,369 138,460 724,038

(886) $

278,243

$

-

$

1,035,000 122,407 912,593

June 30 2018 Budget

$

7,902,892 137,276 7,765,615

$

44,102

155,407 155,407

$

750,202 750,202

196,805 30,000 226,805

$

-

$

$

Other: Operating Reserve Residence Reserve Scholarship

$

$

9,266,944

$

10,380,201

$ 279,242

$

$

1,294,805

47

NORTH WEST COLLEGE

2017-2018 BUSINESS PLAN

$

128,404 289,611 108,460 526,475

$

278,243

$

9,364,637

STA ‐ 03

Appendix B

Skills Training Allocation - Program Management Form NORTH WEST COLLEGE Post-Secondary Delivery Institution Program Name

Location

Start Date

4/26/2017 Date (yyy/mm/dd) # of Course Course End Date Capacity Days

Program Year: 2017-18 Page 1 of 1

STA Grant Funding

STA Carry Over Other Funding Funding *

Business Certificate

North Battleford

1-Sep-17

30-Apr-18

1,733

15

$99,425.40

$0.00

$48,737.00

Business Accounting Y2

North Battleford

5-Sep-17

30-Apr-18

1,427

15

$85,532.29

$0.00

$41,900.00

Continuing Care Assistant

North Battleford

5-Sep-17

7-Jun-18

1,755

15

$83,597.67

$0.00

$48,750.00

Continuing Care Assistant

Meadow Lake

11-Sep-17 17-May-18

1,755

15

$75,366.84

$0.00

$39,748.80

Continuing Care Assistant - PT

Big River

5-Sep-17

26-Jun-18

347

12

$25,024.35

$0.00

$19,380.00

Continuing Care Assistant - PT

North Battleford

7-Sep-17

16-Jun-18

854

15

$25,954.81

$0.00

$69,537.00

Coninuing Care Assistant - PT

Spiritwood

5-Sep-17

29-Jun-18

329

12

$29,924.78

$0.00

$20,824.00

Total Course Cost

Continuing demand from PNRHA & other $132,347.67 HA to train CCAs that work in their facilities and attract new.

Continuing demand from PNRHA & other $115,115.64 HA to train CCAs that work in their facilities and attract new.

Continuing demand from PAPRHA & other $44,404.35 HA to train CCAs that work in their facilities and attract new.

Continuing demand from PNRHA & other $95,491.81 HA to train CCAs that work in their facilities and attract new.

Continuing demand from PAPRHA & other $50,748.78 HA to train CCAs that work in their facilities and attract new.

Continuing Care Assistant - PT

Lloydminster

22-Aug-17

16-Jun-18

600

12

$38,118.40

$0.00

$29,944.00

$68,062.40

Early Childhood Education - level 1

Meadow Lake

11-Sep-17

8-Dec-17

217

12

$16,322.59

$0.00

$7,710.00

$24,032.59

Early Childhood Education - level 1

North Battleford

11-Sep-17

24-Oct-17

267

12

$19,898.21

$0.00

$12,160.00

$32,058.21

Early Childhood North Education - level 1 - PT Battleford

23-Oct-17

12-Feb-18

217

12

$12,857.87

$0.00

$14,820.00

$27,677.87

Early Childhood Education - level 1/2 PT

23-Oct-17 25-May-18

917

12

$59,842.31

$0.00

$25,656.00

$85,498.31

North Battleford

Educational Assistant

Meadow Lake

5-Sep-17

15-Jun-18

2,032

15

$88,405.31

$0.00

$48,921.60

Electrician

Meadow Lake

30-Oct-17

13-Mar-17

850

12

$44,021.20

$0.00

$40,742.52

Electrician

North Battleford

Food Service Worker

Hairstylist

14-Jun-18

850

12

$85,550.33

$0.00

$30,130.00

Ahtahkakoop First Nation

2-Oct-17 22-Dec-17

617

12

$26,161.49

$0.00

$28,531.40

North Battleford

24-Jul-17

22-Jun-18

2,934

14

$91,878.13

$0.00

$97,388.00

5-Sep-17 25-May-18

1,750

12

$103,960.23

$0.00

$72,644.16

Heavy Equipment Truck Meadow Lake and Transport North Battleford North Battleford

13-Feb-18

The Sask Hospital project will need significant trades people. This is $115,680.33 compounded by the continued demand provincially and from local contractors and strong student interest.

Prairie North Regional Health Authority, $54,692.89 northern camps and local industry has demands for cooks of all levels.

Strong demand locally to increase pool of trained individuals to work in regional $189,266.13 salons. As well as meet provincial demand - very few programs in the province.

Strong demand for this level of training in the region, especially with the newly $176,604.39 expanded CAT dealership in North Battleford and provincially including the Ministry of Highways.

Employment opportunities continue to be $112,364.49 strong provincially and in the region.

Continued student interest and good $136,689.86 employment opportunties.

12-Jan-18

630

12

$86,264.49

$0.00

$26,100.00

1-Sep-17

27-Apr-18

1,872

15

$84,039.86

$0.00

$52,650.00

Meadow Lake

5-Sep-17

27-Apr-18

1,872

15

$83,999.87

$0.00

$49,533.12

Plumbing and Pipefitting Meadow Lake

5-Sep-17

19-Jan-18

910

12

$82,692.80

$0.00

$25,225.20

Practical Nursing continuing

6-Feb-17 14-Dec-18

1,886

14

$171,193.37

$0.00

$55,560.00

1-Sep-17 31-May-19

987

7

$104,765.12

$0.00

$33,710.04

30-Jun-18

1,180

12

$26,169.04

$0.00

$34,489.60

$60,658.64

5-Sep-17 25-May-18

1,807

12

$68,868.48

$0.00

$80,036.80

$148,905.28

25-Sep-17 15-Dec-17

819

15

$35,790.23

$0.00

$19,110.00

Office Administration Office Administration

North Battleford

Practical Nursing - Year Meadow Lake 1 Primary Care Paramedic - PT continuing

North Battleford

Professional Cooking

Meadow Lake

Security Officer

North Battleford

Welding

Meadow Lake

5-Sep-17 25-May-18

2,072

12

$80,925.14

$0.00

$71,209.60

Youth Care Worker Diploma Y1

North Battleford

1-Sep-17 18-May-18

1,950

15

$68,212.45

$0.00

$59,527.00

35,436

377

PNRHA invited the College to deliver programming to meet their demands in Lloydminister and Maidstone. The Lakeland program does not meet the training needs required for both insitutional and home care workers so they wanted the Sask Poly curriculum.

College has not received ECE Grant for many years and there is a need to support local day cares in providing entry level staff. Generally the profession experiences a high rate of turnover.

Industry experiences high turnover and needs continuous pool of trained employees. Change of approach to see if people will be enticed to the profession with a shorter program and then build their skills over time to avoid student loans going in to low paying jobs.

MLTC and the local school division still sees value in classroom assistants as many students are high needs both $137,326.91 physically and cognitively. The local Multiworks also employs people with this training.

Continued demand provincially and from $84,763.72 local contractors and mills. Strong student interest.

5-Sep-17

Industrial Mechanic

Brief Rationale forProgram **

Strong interest by students and employers $148,162.40 looking to hire entry level workers for business and industry.

Larger employers in the region are seeking this specific expertise. Provide opportunity $127,432.29 for recent grads to get their diploma.

Continued student interest and good employment opportunties.

Strong demand for this level of training in $107,918.00 the region and provincially Continuing program from Feb 2017. $226,753.37 $133,532.99

Health Authority demand; increased $138,475.16 student demand due to cancellation of Lakeland program.

Continuing program from Feb 2017.

24-Feb-17

Total - 2017-18

$1,904,763.07

$0.00

$1,204,675.84

As per correspondence from local health authorities the preference is to hire professional cooks.

Many are hiring commissionaires but $54,900.23 would prefer Security Guards if available.

Demand in the north remains strong as not $152,134.74 as impacted by oil and gas - mining, forestry, agriculture.

Strong demand - good local employment opportuniites - Justice, health, non profits, $127,739.45 schools, First Nations - Moving to the diploma to increase employment opportunities and transition to university degrees $3,109,438.91

NOTE: course days are based on current knowledge NOTE: course days is the - as Sask Poly applies the new academic model and total number of days trades training is harmonized nationally program combination of length and lengths may change seats) * Discrete programs that may be offered in addition to programs funded by 2017-18 STA Grant - subject to approval. ** Provide a brief rationale/explanation of why the program is being offered and the connection to the local labour market demand as evidenced by employer engagement and consultation.

48

NORTH WEST COLLEGE

2017-2018 BUSINESS PLAN

Revised: January 2017

Apprenticeship and Workforce Skills Branch 12th floor, 1945 Hamilton St. Regina, SK S4P 2C8

Appendix C Adult Basic Education Enrollment Management Plan for 2017-18 Post-Secondary Insitution: NORTH WEST COLLEGE

Program Name

Program Level

Location

Page 1 of 1

Date Submitted: April 26, 2017

Program Background

Program Information

Partners On-Reserve/ Off-Reserve

Adult 12 Adult 10 Adult 10 Incubator Pathways Pathways Transition Adult 12

Level 4 Level 3 Level 3 Level 2 Level 2 Level 2 Level 4

North Battleford North Battleford North Battleford North Battleford North Battleford North Battleford Leask

Off-Reserve Off-Reserve Off-Reserve Off-Reserve Off-Reserve Off-Reserve Off-Reserve

Adul 12

Level 4

Duck Lake

Off-Reserve

Adult 10

Level 3

Duck Lake

Off-Reserve

Pathways Pathways

Level 2 Level 2

Battleford Tribal Council Beardy's and Okemasis First Nation

On-Reserve On-Reserve

Adult 10 Pathways Adult 10 Pathways Pathways Pathways Pathways Adult 12 Adult 10

Level 3 Level 2 Level 3 Level 2 Level 2 Level 2 Level 2 Level 4 Level 3

Mistawasis First Nation Mistawasis First Nation Muskeg Lake Cree Nation Muskeg Lake Cree Nation Poundmaker Cree Nation Little Pine First Nation Red Pheasant First Nation Meadow Lake Meadow Lake

On-Reserve On-Reserve On-Reserve On-Reserve On-Reserve On-Reserve On-Reserve Off-Reserve Off-Reserve

Adult 10 Pathways Adult 12 Adult 10 Adult 12 Adult 10 Pathways Pathways Pathways

Level 3 Level 2 Level 4 Level 3 Level 4 Level 3 Level 2 Level 2 Level 2

Meadow Lake Meadow Lake Leoville Leoville Debden Debden Ahtahkakoop First Nation Big River First Nation Ministikwan Lake Cree Nation

Off-Reserve Off-Reserve Off-Reserve Off-Reserve Off-Reserve Off-Reserve On-Reserve On-Reserve On-Reserve

Pathways Pathways Literacy

Level 2 Level 2 Level 1

Pelican Lake First Nation Witchekan Lake First Nation North Battleford

On-Reserve On-Reserve Off-Reserve

Partners Living Sky School Division Living Sky School Division Living Sky School Division

Mistawasis First Nation Muskeg Lake First Nation Prairie Spirit School Division - Stobart School Prairie Spirit School Division - Stobart School Battleford Tribal Council Beardy's and Okemasis First Nation Mistawasis First Nation Mistawasis First Nation Muskeg Lake Cree Nation Muskeg Lake Cree Nation Poundmaker Cree Nation Little Pine First Nation Red Pheasant First Nation North West School Division North West School Division

Living Sky School Division Living Sky School Division Big River First Nation Big River First Nation Ahtahkakoop First Nation Big River First Nation Ministikwan Lake Cree Nation Pelican Lake First Nation Witchekan Lake First Nation

Program Capacity

Total # of # of Total Seat Learner Hours Hours Capacity Days per Day

ECON Funding

Anticipated Funding Partners

ECON ABE K-12 Funding for Carry Over Other Funding 18-21 Year Olds Funds Used * [D] [C] [B] $0.00 $193,337.00 $0.00 $32,223.00 $0.00 $32,223.00 $0.00 $0.00 $0.00 $0.00

Total

Learner Start Date (dd/mm/yy)

Learner End Date (dd/mm/yy)

30-Aug-17 30-Aug-17 30-Aug-17 25-Sep-17 22-Jan-18 20-Sep-17 30-Aug-17

25-May-18 25-May-18 25-May-18 26-Jan-18 31-May-18 30-Nov-17 25-May-18

170 170 170 80 80 50 170

5.5 5.5 5.5 5.5 5.5 5.5 5.5

935 935 935 440 440 275 935

45 15 15 15 15 15 15

60.1 20.0 20.0 9.4 9.4 5.9 20.0

$109,295.00 $71,003.00 $69,671.00

30-Aug-17

25-May-18

170

5.5

935

15

20.0

$59,282.00

$0.00

30-Aug-17

25-May-18

170

5.5

935

15

20.0

$95,077.00

$0.00

$95,077.00

8-Jan-18 30-Aug-17

16-May-18 22-Dec-17

80 80

5.5 5.5

440 440

15 15

9.4 9.4

$68,150.00 $69,384.00

$0.00 $0.00

$68,150.00 $69,384.00

30-Aug-17 30-Aug-17 30-Aug-17 30-Aug-17 18-Sep-17 22-Jan-18 15-Jan-18 30-Aug-17 30-Aug-17

25-May-18 25-May-18 25-May-18 25-May-18 19-Jan-18 31-May-18 24-May-18 25-May-18 25-May-18

170 170 170 170 80 80 80 170 170

5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.5

935 935 935 935 440 440 440 935 935

8 7 8 7 15 15 15 30 15

10.7 9.4 10.7 9.4 9.4 9.4 9.4 40.1 20.0

$72,990.00 $48,661.00 $82,784.00 $55,190.00 $68,729.00 $68,150.00 $70,800.00 $177,888.00

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

$30,075.00

$72,990.00 $48,661.00 $82,784.00 $55,190.00 $68,729.00 $68,150.00 $70,800.00 $207,963.00

30-Aug-17 8-Jan-18 30-Aug-17 30-Aug-17 30-Aug-17 30-Aug-17 10-Jan-18 30-Aug-17 9-Jan-18

22-Dec-17 16-May-18 25-May-18 25-May-18 25-May-18 25-May-18 18-May-18 22-Dec-17 17-May-18

80 80 170 170 170 170 80 80 80

5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.5

440 440 935 935 935 935 440 440 440

15 15 15 15 8 7 15 15 15

9.4 9.4 20.0 20.0 10.7 9.4 9.4 9.4 9.4

$30,075.00

$152,435.00

15-Jan-18 30-Aug-17 11-Sep-17

24-May-18 22-Dec-17 18-May-18

80 80 60

5.5 5.5 3

440 440 180 0 21,575

15 15 30

9.4 9.4 7.7 0.0 466.2

174

495

# of FLE's

2016-17 ABE Grant Funding [A]

$112,612.00 $31,937.00 $150,773.00

$122,360.00 $59,750.00 $104,462.00 $108,110.00 $82,478.00 $54,985.00 $65,152.00 $66,947.00 $64,852.00 $65,377.00 $65,777.00 $32,629.00 $2,375,255.00

* Discrete programs that may be offered in addition to progams funded by 2017-18 ABE Grant - subject to approval.

In the chart below, please enter the total # of programs in each program category planned for 2017-18.

Comments: This chart represents programs utilizing ABE on and off reserve resources provided by the Ministry of Economy.

2017-18 Program Delivery Projections Level 1 1 Level 2 16 Level 3 9 Level 4 6 GED Prep Formal 0 GED Prep Informal 0 0 EAL 32 TOTAL

NORTH WEST COLLEGE

49

2017-2018 BUSINESS PLAN

$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

$55,500.00

$302,632.00 $103,226.00 $101,894.00 $112,612.00 $31,937.00 $150,773.00 $114,782.00

$8,593.00 $11,250.00 $11,250.00

$382,026.00

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

$22,500.00

$59,750.00 $113,055.00 $108,110.00 $93,728.00 $66,235.00 $65,152.00 $66,947.00 $64,852.00 $65,377.00 $65,777.00 $32,629.00 $0.00 $2,779,781.00

Appendix D ‐ Colleges English as a Second Language Enrolment Plan 2017‐18 College:

North West College

Funding 2016‐17 ESL Funding Carry Over: Total Funding from ECON: Total Funding from IRCC: Total Other Funding: Total

‐

$

$ 80,000.00 $ 270,000.00 $ ‐ $ 350,000.00

Classroom‐Based Instruction Outcomes

Acceptability Level

25% of active students will achieve growth in a Canadian Language Students have the English language skills needed to independently perform day to day Benchmark level; 40% of active students will achieve growth in at least one CLB skill level. interactions within their community Students are referred to services or resources and linked to community activities and networks, based on identified needs and goals 80% of students will participate in a real‐life learning opportunity Students identify settlement, integration and language learning needs, barriers and strengths and set clear and realistic goals 80% of students identify language learning goals Students obtain information, resources, tools and services that are coordinated and responsive to their needs 60% of students will fulfill language learning goals Community

North Battleford North Battleford North Battleford North Battleford North Battleford North Battleford Meadow Lake Rosthern Rosthern

Name of Class

Hours / Week

AM CLB 1‐4 AM CLB 5‐8 PM CLB 1‐2 PM CLB 3‐4 PM CLB 5‐6 PM CLB 5‐8 PM CLB 1‐4 PM Literacy PM CLB 1‐4

Seats / Class

6 6 6 6 6 3 6 6 6

Weeks / Year

8 8 8 8 8 8 8 8 8 8

Total No. Hours

32 32 32 32 32 32 32 32 32

70% Target Participation Rate

1075.2 1075.2 1075.2 1075.2 1075.2 537.6 1075.2 1075.2 1075.2 0

1536 1536 1536 1536 1536 768 1536 1536 1536 0

Blended

no no no no no yes no no no

Qualified Teacher

yes yes yes yes yes yes yes yes yes

Canadian Language Benchmarks Placement Test Assessments Target number of CLBPT Assessments for non IRCC elgible students:

20

Referrals to On‐Line English Target number of referrals of eligible students to ECON On‐Line English:

10

Conversation Circles Outcomes

Acceptability Level

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

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

Community

Meadow Lake Rural TBA

Hours / Week

No. of Seats

3 3

12 12

Weeks / Year

30 30

50

NORTH WEST COLLEGE

2017-2018 BUSINESS PLAN