Comprehensive Institutional Plan - NorQuest College...• promote health and wellness We value learning. We: • foster creativity, innovation, and critical thought ... english in

Comprehensive Institutional Plan

2015–2018

Comprehensive institutional plan 2015–2018 1

1. executive summary

2. accountability statement

3. institutional Context

Vision, Mission, Values

Mandate

Programs

4. plan Development

5. environmental scan

6. priorities, Goals, performance measures, and expected outcomes

Our Goals: Six Areas of Focus

Access and Quality

College-Wide Learning Outcomes

Enrolment Plan

Enrolment Plan (chart)

Research

Community

7. Financial and Budget information

8. internationalization

9. education and information technology

10. Capital plan

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table of Contents

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executive summary

NorQuest’s Comprehensive Institutional Plan (CIP) 2015–2018 defines and guides the college’s evolution as a comprehensive community institution. The CIP is the means by which government priorities and the NorQuest 2025 Strategic Plan are translated into operations; it directs the development of academics, faculty, staff, student services, programming capacity, community partnerships, and applied research.

NorQuest College continues to adapt to the changing demands of business and industry, and the changing needs of our students by equipping people with both skills and the confidence to succeed in Alberta. In support of our learners and Campus Alberta, NorQuest provides the following opportunities.

high-quality and workforce-relevant learning opportunitiesNorQuest College programs, services, and applied research are of high quality and in demand by learners and employers. Our role is critical in supporting Alberta’s growth.

• We respond to skill, labour market, and corporate training gaps based on industry and aggregated labour market data, and through the advice of our Workforce Advisory Council. The council currently represents five sectors: construction, health care, hospitality, financial services, and manufacturing.

• We offer programming and services that respond to the voice and expectations of the learner.

• We conduct applied research projects in partnership with industry, business, government, and community partners to enhance economic and community development within the regions served and across Canada.

inclusive and outstanding learning environmentNorQuest College guides all students to workforce-relevant career opportunities, regardless of where they start in their journey.

• We provide specialized programs, services, and supports to a diverse population of learners including, but not limited to:

− Prospective health, community services, and business professionals

− Internationally educated professionals, foreign workers, and immigrants in need of English as a Second Language training and/or bridging programs

− Post-secondary preparation and apprenticeship preparation learners

− First Nations, Métis, and Inuit Peoples

− Persons with disabilities

• We empower learners who are often underrepresented in the Alberta labour force.

• We demonstrate implementation of the NorQuest College Aboriginal Learner Strategy and the NorQuest College International Strategy.

NorQuest College provides learning opportunities for all, including people underrepresented in the Alberta labour force.


Flexible learning pathwaysNorQuest College champions flexibility in learner pathways.

• We adopt the Colleges and Institutes Canada transfer principles.

• We collaborate with the Government of Alberta, other post-secondary institutions, and professional accreditation bodies to enable a comprehensive Prior Learning Assessment and Recognition and transfer strategy.

• We accommodate flexible learning by diversifying our modes of delivery and scheduling offerings in ways that are conducive to part-time learning and by offering courses through open studies.

regional stewardshipNorQuest College creates access to learning and applied research opportunities for learners, employers, and communities in our regional stewardship area.

• We demonstrate implementation of our Regional Stewardship Plan in partnership with the communities we serve.

• We collaborate with industry and business in our stewardship region as a means of addressing training, education, and applied research needs.

• We collaborate beyond our regional stewardship boundaries for the benefit of all communities in Alberta.

• We lead collaboration with other post-secondary institutions to facilitate delivery of programs and educational services throughout our regional stewardship area.

efficient and effective serviceNorQuest College is efficient and effective in the delivery of services to our students, industry and business, and the community, as well as in the development of our faculty and staff.

• We are dedicated to our Value Improvement Program where Lean Six Sigma, and business process management tools and approaches are used to improve processes and services to our students, Alberta industries, and the communities we serve.

• We collaborate with other post-secondary institutions on opportunities for faculty and staff development.

• We foster innovation, add value, and offer leadership and expertise with our Campus Alberta, Government of Alberta, and Government of Canada partners on identified system-wide priorities.

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accountability statement

This Comprehensive Institutional Plan was prepared under the board’s direction in accordance with legislation and associated ministerial guidelines, and in consideration of all policy decisions and material, economic, or fi scal implications of which the board is aware.

alan skoreykoChair, NorQuest College Board of GovernorsMay 11, 2015

alan skoreykoalan skoreyko

NOTE: The NorQuest College Board of Governors develops, approves, and monitors compliance with its policies through a transparent process (Board Policy No. 1).


vision NorQuest College is a vibrant,

inclusive, and diverse learning environment that transforms lives and strengthens communities.

mission NorQuest College inspires lifelong

learning and the achievement of career goals by offering relevant and accessible education.

values

We value people. We:• treat people with integrity and respect

• empower and encourage risk taking

• celebrate commitment, contribution, and accomplishments

• promote health and wellness

We value learning. We:• foster creativity, innovation, and critical thought

• encourage growth, development, and lifelong learning

• build on the diversity of our learners, employees, and partners

We value our role in the community. We:• display leadership and responsibility for our outcomes

• partner to achieve community goals

We value the quality of the processes we use in reaching our goals. We:• demonstrate a learner-centred approach

• set clear expectations, measure results, and demonstrate accountability

• promote teamwork, cooperation, and sharing throughout the college

• follow fair process in accomplishing our objectives

institutional Context

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institutional Context

mandateNorQuest College is a board-governed public college operating as a Comprehensive Community Institution under the authority of the Post-Secondary Learning Act of Alberta. With campuses and learning sites across the Edmonton region, NorQuest enhances access to educational opportunities through its role as regional steward.

NorQuest provides high-quality learning opportunities that prepare graduates for careers and further studies in business, industry, health sciences, human services, early learning and education, and information, communication and design technologies. A leader in enhancing access to post-secondary education, the college is widely recognized for its foundational learning opportunities in academic upgrading, adult literacy, employment readiness, and English as a Second Language education. Credentials granted by the college include certificates, diplomas, and applied degrees.

NorQuest students experience unique educational opportunities in a vibrant and supportive environment that is responsive to changing learner needs and dedicated to learner access and success. Faculty and staff are committed to academic excellence and to enriching co-curricular student life opportunities. At NorQuest, learners from diverse educational, cultural, and social backgrounds can achieve their personal and career goals and enhance their lives. NorQuest programming is sensitive to the cultural experience of Aboriginal learners, and learners for whom English is a second language. The college is a leader in meeting the needs of learners with disabilities.

As a Comprehensive Community Institution with regional stewardship responsibilities, NorQuest engages community partners to meet literacy and foundational learning needs and ensures access to a full spectrum of post-secondary learning opportunities. In rural and urban communities throughout the region, the college opens pathways for lifelong learning.

NorQuest is an active partner in Campus Alberta, collaborating with other post-secondary institutions, governments, business, and community agencies to enhance educational opportunities, strengthen the Alberta knowledge economy, and address the economic, societal, and cultural needs for education regionally and provincially.

NorQuest delivers educational opportunities to people where they live and work. The college provides flexible alternatives in both credit and non-credit programming, including transfer credits, career laddering, recognition of prior learning, bridging, general studies, and part-time study. Workforce training is customized to meet specific needs in communities and workplaces. Through our partnership with eCampusAlberta and other innovative distributed learning alternatives, the college serves students across Alberta, throughout Canada, and around the world.

NorQuest is committed to enhancing teaching and learning through applied research that informs its academic programming and builds capacity in the communities it serves. The college’s Centres for Excellence are engaged nationally and locally with partners in business, industry, government, and communities to develop innovative solutions to social and technological challenges.

NorQuest College contributes to a strong Alberta economy by developing the skilled workforce that both public and private sector employers require. Educated in an environment that emphasizes critical thinking, experiential learning, technology integration, and intercultural competence, graduates of NorQuest College are global citizens and valued contributors in their communities.

Mandate approved by the Minister of Innovation and Advanced Education, June 17, 2010.


NorQuest College’s Practical Nurse diploma program is among the largest in Canada. It prepares graduates to give high-quality care to clients in a variety of health-care settings.

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DiplomaBusiness administration*

pharmacy technician

physical therapy assistant

practical nurse

practical nurse refresher

social Work

therapeutic recreation (Certificate also offered)

Certificate accounting technician

administrative professional

Community support Worker

early learning and Childcare

health Care aide

hospital unit Clerk

medical Device reprocessing technician

therapeutic recreation (Diploma also offered)

post-Basic Certificateadvanced education in orthopaedics for lpns

preparation for employment or Further educationacademic upgrading (9–12)

Basic education (7–9)

GeD preparation

prep for practical nurse

Youth in transition

Foundations for learning

apprenticeship prep

Day home provider

literacy and essential skills pathways

transitions to employment

english language trainingenglish as a second language (esl) intensive

language instruction for newcomers to Canada (linC)

Continuing education Building service Worker

remote (Camp) services

Corporate social responsibility and sustainability

Customer service training

english in the Workplace

Facilitated Work placement for Construction program

home inspection

intercultural Communication practitioner – Certificate level i

intercultural Communication practitioner – Certificate level ii

intercultural Communication practitioner – Certificate level iii

lean Green Belt

project assistant

project management

personal and Community resilience in Disaster recovery

service industry skills program

strategic social media for organizations

supervisor and management training

taxi ambassador

NorQuest College also offers a wide range of university transfer, professional development, and personal interest continuing education courses.

norQuest College programs 2015–2016

* Brokered from Grande Prairie Regional College


plan Development

The development of the NorQuest College Comprehensive Institutional Plan (CIP) is part of an ongoing cycle. Employees are continually organizing, implementing, analyzing results, and revising plans that integrate budget, program planning, and faculty and staff activities. As part of this process, NorQuest College engages with students, industry, employees, government, and other stakeholders throughout the year to ensure the college is on track, and to implement any necessary adjustments.

The NorQuest College Board of Governors provides the strategic direction and mandate in the early development stages of the CIP. The president and Executive Committee discuss and determine overall annual objectives and agreed-upon outcomes for the year to which the executive is held accountable. Internal stakeholders and subject matter experts in the college are involved in the development and written compilation of the CIP.

A variety of internal and external stakeholder groups provide avenues for consultation and feedback throughout the year. Internal stakeholders include the Students’ Association of NorQuest College, the President’s Advisory Council, Academic Council, the Faculty Association, senior leaders, Operations Committee, and the Executive Committee.

External stakeholders range from the Workforce Advisory Council, the Government of Alberta, several program advisory committees, our work through Campus Alberta, eCampusAlberta, regional schools, municipalities, and philanthropic investors.

The college continues to seek input from Aboriginal community members, Elders, students, and other relevant groups to further enhance the learner experience for current Aboriginal students. This input also helps guide the college in its efforts to empower learners to achieve their educational and career potential. Feedback throughout the year guides the content and context for the CIP.

NOTE: On a yearly basis, an annual report is created that outlines the results that have been achieved in relation to the plans outlined in the CIP.

strateGiC plan

Divisional BuDGets anD plansDivisional plans are developed to support and influence outcomes within the CIP.

Measurement results inform future plans.

perFormanCe measurementEvery member of the NorQuest team (faculty and staff) is connected and accountable to the areas of focus and the CIP.

siX areas oF FoCusThe Six Areas of Focus contain five- and one-year outcomes, which are driven by priorities, goals, and performance measures listed within the strategic plan.

Areas of focus will both drive and be influenced by outcomes listed within the CIP.

Comprehensive institutional plan

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Once the CIP has been drafted, the Executive Committee reviews the proposed submission. Representatives from Alberta Innovation and Advanced Education are consulted during the drafting stage, especially in relation to the budget.

The chief financial officer leads the budgetary process and reports to the NorQuest College Board of Governor’s Finance and Audit Committee. The committee reviews and approves the proposed budget and financial plans prior to recommending approval to the board of governors as part of the final CIP approval.

The NorQuest College Board of Governors approved the final NorQuest 2015–2018 Comprehensive Institutional Plan in May 2015.

Guiding policies and planning documents

Major internal policy and planning documents that informed the CIP include the following:

• NorQuest 2025 Strategic Plan

• NorQuest College Board of Governors Policies and Procedures

• 2014 Campus Alberta Planning Resource, Alberta Innovation and Advanced Education

• Post-Secondary Learning Act

• Innovation and Advanced Education Business Plan 2015–2020

• Academic Freedom Policy

• Admissions Policy

• Applied Research and the Promotion of Innovation Policy

• Budgeting Policy

• College Credentials Policy

• Financial Management Policy

• Program Policy

• Tangible Capital Asset Management Policy

• Tuition and Related Fees Policy

• Capitalization and Amortization Procedure

plan Development


environmental scan

trends influencing norQuest’s planningNorQuest College continually strives to reflect and respond to the social, cultural, and economic environments in which it operates in order to best meet the current and future needs of learners, the communities it serves, and local, regional, provincial, and national labour markets. Trends and influences are considered when developing priority directions, programs, and services, with the following influences being applicable to NorQuest in the short, medium, and long terms. Key drivers noted below are some of the factors that college leaders and stakeholders keep in mind when making decisions about the effort, investment, and common direction that ultimately inform NorQuest’s strategic plan and its journey to 2025.

national influences

immigration

Statistics Canada estimates that 20 per cent of the Canadian population is foreign-born, with more than half (56.9 per cent) of new immigrants coming from Asia. By 2031, Statistics Canada estimates that nearly half of the Canadian population over the age of 15 will have at least one foreign-born parent. The number of visible minorities will double and make up the majority of the population of cities in Canada.

Nationwide, educational systems are increasingly serving students who are in the process of acquiring a second language or who come from backgrounds that differ culturally or linguistically from the Canadian majority. Sixty per cent of NorQuest students are born outside of Canada and almost 70 languages are spoken on campus. The college has been successful in bridging newcomers through various programs such as Language Instruction for Newcomers to Canada (LINC).

In addition, NorQuest’s Centre for Intercultural Education helps new Canadians to fully contribute to the Alberta workforce and their communities. The centre provides training to build intercultural competence and create practical solutions to solve intercultural and immigrant integration challenges. As the immigration trend continues, the demand for NorQuest College programs and services will continue to rise.

Job creation

In October 2014, the Canada-Alberta Job Grant came into effect, serving as a growth opportunity for NorQuest. This program enables individuals to upskill at no personal cost. Instead, the cost is shared by employers, the provincial government, and the federal government. At the same time, however, decreased federal transfers to the Skills Investment Program (SIP) have resulted in decreased student access to preparatory programming including our English as a Second Language, Academic Upgrading, Day Home Provider, Transitions to Employment, Apprenticeship Prep, and Literacy and Essential Skills Pathways programs.

Each year, NorQuest celebrates its diversity with events such as Inclusion Fusion, ESL Culture Carnival, and Taste of NorQuest.

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skills shortage

In 2014, the federal government launched Canada's International Education Strategy: Harnessing Our Knowledge Advantage to Drive Innovation and Prosperity. The strategy is designed to build on Canada’s already strong education advantages and performance. According to this report, tremendous new opportunities will create jobs and economic growth, helping Canada retain and enhance its global leadership position and become more prosperous, innovative, and competitive. The government recognizes an increasing skills shortage across the country.

In response, NorQuest College continues to develop workforce-relevant programs responsive to both local needs and international trends, and undertake projects with post-secondary institutions abroad. In addition, NorQuest College invests in the Conference Board of Canada’s Centre for Skills and Post-Secondary Education to assist in developing a national strategy that will enable Canada’s post-secondary education sector to play a larger role in developing skilled graduates to enter the workforce.

First nations, métis, and inuit peoples

Aboriginal Peoples across Canada asserted their independence and right to self-determination, causing the federal government, the provincial government, and educational institutions to recognize that existing policies, practices, and programming are inadequate. In response, the federal government introduced the First Nations Control of First Nations Education Act to increase funding to and enshrine greater control of education locally among Aboriginal communities. It also introduced the Post-Secondary Partnerships Program (PSPP). Faced with the increased expectation of providing culturally-sensitive, Aboriginal-specific programming, NorQuest can use the PSPP to develop courses designed specifically for Aboriginal students and to further support initiatives such as the newly launched Alberta Aboriginal Construction Career Centres.

provincial influencesStatistics Canada predicts Alberta will have the highest population growth in the country over the next 25 years, likely overtaking British Columbia by 2038 to become the third-most populous province after Ontario and Quebec. In addition, Statistics Canada estimates that by 2038, Alberta’s population will be between 5.6 million and 6.8 million people.

Campus alberta

The Campus Alberta strategy is a key consideration in NorQuest College’s program planning. NorQuest will continue working with Alberta Innovation and Advanced Education and Campus Alberta partners on the Campus Alberta Strategic Plan – specifically, exploration of differentiation and specialization of the NorQuest Campus Alberta environment.

environmental scan

Students at NorQuest College receive terrific supports to help them through their educational journeys. Mary Moonias (Wetaskiwin Campus) is one of three resident Elders at NorQuest who provide a warm and understanding presence. Delores Cardinal and Tony Arcand are NorQuest’s other Elders, serving the students at the Edmonton Downtown Main Campus.


The college’s board of governors remains committed to working with the provincial government to support and promote Campus Alberta and its goals of an accessible, affordable, high-quality, and sustainable post-secondary system in Alberta that fosters innovation, entrepreneurship, and collaboration.

First nations, métis, and inuit peoples

According to Statistics Canada, Alberta’s Aboriginal Peoples are younger than the overall population and are expected to experience faster growth rates than the general population. This provides an opportunity for Aboriginal Peoples to further participate in the labour force and fill future labour market needs. NorQuest College serves Aboriginal Peoples both on and off reserve, and has developed a comprehensive Aboriginal Learner Strategy to meet the current and growing demand for programs and services. Recent initiatives include the RBC Aboriginal Mentorship Program (launched fall 2014) and the Alberta Aboriginal Construction Career Centres (opened spring 2015).

newcomers to alberta

As a result of the national trend, Alberta’s population continues to rise through international immigration and interprovincial migration. According to Statistics Canada, nine per cent of foreign-born people who have immigrated to Canada live in Alberta (only Ontario, British Columbia, and Quebec had higher numbers). Even still, Alberta is expected to experience a cumulative labour shortage of approximately 96,000 workers by 2023 according to an Alberta Jobs, Skills, Training, and Labour report.

With recent changes to the Temporary Foreign Worker program, some employers are already finding it difficult to meet labour needs and are turning to alternate labour markets. These trends drive NorQuest College’s efforts in continuing to work with employers to develop programs responsive to their current and future needs. Two such recent initiatives include NorQuest’s development of a post-graduate certificate program in Global Business Management and Advanced Health Care Leadership (to be launched January 2016) and the recently launched Edmonton Oilers Community Foundation Hospitality Institute.

provincial Dual Credit strategy

In its planning, NorQuest has been mindful of the provincial government’s implementation of the Provincial Dual Credit Strategy, which creates opportunities for students to earn both high school and post-secondary credits for the same course. These credits could also lead to workplace certification or advanced standing in post-secondary programs. NorQuest College continues to seek opportunities that will open new doors for students to complete post-secondary education. The provincial government’s return to flat funding for secondary education, however, may pose a financial challenge to school boards interested in developing dual credit programming.

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environmental scan

Workforce shortage

Even with Alberta’s current changing economy, the province continues to experience workforce and skilled labour shortages. Alberta’s population continues to grow and the province has strong employment, exports, and investment. Alberta’s labour shortages extend beyond trades and service industries; workforce needs in the health sector remain high. This has a significant impact on the college’s planning, as NorQuest offers one of the largest Health Care Aide certificate and Practical Nurse diploma programs in Canada, along with several allied health programs. As Alberta’s population grows and ages, and the need for health-care workers increases, NorQuest College wants to ensure its ability to provide for the anticipated shortage of continuing-care workers and the growing need for supportive-living personnel.

regional and local influences

Bio-mile’s Clean energy and technology Centre, Drayton valley

The Bio-Mile is a 19.3 hectare bio-industrial research park specializing in the conversion and refining of bio-mass into bio-fuels and consumer bio-products. The master plan of the park was conceived to support the mandate of innovation, sustainable design, incremental growth, and healthy living. A key part of this initiative is the Clean Energy and Technology Centre (CETC). Once completed, this new building will house the NorQuest College Drayton Valley Campus. It will be the catalyst in creating and delivering programming to meet the increasing demand for a highly skilled and educated bio-industry labour force in Drayton Valley and around the world. Through the delivery of research and training services at the CETC, NorQuest College will continue to strengthen its relationships with key partners in Drayton Valley, across Alberta, and in bio-industry.

alberta’s industrial heartland, strathcona County

Alberta’s Industrial Heartland (AIH), or the Heartland, positions itself as the largest hydrocarbon processing region in Canada, and attracts investment in petrochemical, chemical, oil and gas initiatives, and industry. The AIH intends to keep industry stakeholders, government, and community partners involved in its progress, and notes that regional collaboration is a critical success factor. To date, the AIH has approximately $30 billion of infrastructure invested in the site, with an additional $21 billion of expansion in the plans. One of the largest new projects is the Quest Carbon Capture and Storage project, which will reduce CO2 emissions from Shell Canada’s Scotford Upgrader by more than one million tonnes per year. Upon successful operation, this will be the first bitumen upgrader of its kind fitted for carbon capture storage. NorQuest College is currently in discussions with community stakeholders about offering training opportunities throughout the region.

arena and entertainment District, edmonton

The Arena and Entertainment District project is a multi-faceted initiative, and is seen as an important piece in the revitalization of downtown Edmonton. This project is expected to increase hospitality, retail, and residential activity in the downtown core.


It is estimated that several thousand food and service workers will be required to meet the Arena and Entertainment District’s ongoing operational needs. To meet these demands, NorQuest College has established a unique partnership with the Edmonton Oilers Community Foundation to create the Edmonton Oilers Community Foundation Hospitality Institute to deliver a comprehensive suite of hands-on training programs in the hospitality and customer service fields.

norQuest College Downtown Campus Development project, edmonton

NorQuest’s Downtown Campus Development Project (DCDP) continues to move forward. In Alberta Budget 2015, the Government of Alberta confirmed its capital funding for the DCDP. The project includes consolidation of the college’s existing Edmonton locations, site preparation, and construction of the new Singhmar Centre for Learning building. The entire project will provide the facilities required for the education of workers needed to meet Alberta’s growing workforce demand.

Community learning Centre, Whitecourt

The Whitecourt Community Learning Centre is a partnership involving the Living Waters Catholic Schools, the Town of Whitecourt, Woodlands County, and NorQuest College. The centre will help NorQuest meet the needs of its growing regional communities by increasing access to post-secondary training. In alignment with the province of Alberta’s vision for accessible, affordable, and sustainable education, the centre will house multiple education providers under one roof. The building will include St. Joseph School (grades 4–12), a performing arts centre, and an adult learning campus.

regional community business support networks

With ongoing workforce and skilled labour shortages, many of the regions NorQuest serves are taking action to promote sustainable businesses and communities. Increasingly, these efforts are facilitated through formal business networks that address workforce issues, exchange ideas, and champion local development. Supported by partnerships with industry and all levels of government, organizations such as Whitecourt’s Business Support Network and Drayton Valley’s Employee Attraction and Retention Network (EARN) are working with NorQuest College to meet local and regional training and employment demands.

Construction of the new Singhmar Centre for Learning has begun (top). The four-storey building facing Capital Boulevard, flanked by 103 Avenue and 107 Street (bottom) will feature labs, a daycare, a new library, food services, and student activity space.

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aligning with governmentNorQuest College’s plans for targeted growth and expansion are intended to correspond with and support the Government of Alberta’s priorities, and Alberta Innovation and Advanced Education’s (IAE) desired outcomes.

In IAE’s 2015–2020 Ministry Business Plan, released March 26, 2015, the ministry outlines its strategic context, which is defined largely by the following features:

• Building a prosperous economy

• Unlocking the value of research and innovation

• Post-secondary excellence and financial sustainability

• Access to post-secondary education for all learners

• Demand for skilled and entrepreneurial workers

In addition, IAE’s business plan includes the following two desired outcomes:

Desired outcome one: an excellent, accessible, and sustainable advanced learning system that meets alberta’s needs. This means that Albertans are able to pursue a higher education that fulfils their aspirations as learners, enables them to realize their potential in the workplace, and enhances their quality of life.

Desired outcome two: a competitive, broad-based economy that secures alberta’s prosperity. This means that Alberta’s innovation and economic development ecosystems have the necessary supports – ranging from help generating and commercializing new ideas to services for small business and industry – to spur the development of a competitive and broad-based economy.

norQuest College responseNorQuest College remains committed to learners by offering learning opportunities that meet students “where they are at.” This implies providing community and learner access to education within the regional context, as well as providing programming options that correspond with learners’ individual and diverse needs. Examples include university laddering opportunities with the college’s Social Work diploma program, assisting immigrant populations in upgrading their English language skills to enhance their employment opportunities, and providing foundational education to people who are incarcerated to reduce recidivism rates. NorQuest also recognizes the potential in Aboriginal Peoples and works closely with its Aboriginal stakeholders to provide relevant programs that address both academic and cultural needs. This not only broadens employment choices and improves quality of life for Albertans, but bolsters graduates’ earning potential and long-term economic engagement. Since attaining a post-secondary education has significant social and economic benefits for learners as well as communities, NorQuest remains committed to providing high-quality certificate and diploma programs.

Building a more innovative and competitive Alberta is a driving force behind the college’s strategic plan. By 2025, NorQuest aims to double its impact in the province. The college is uniquely able to respond quickly to community and employer needs, and to customize its offerings based on new ideas and emerging trends. Innovation will be driven by NorQuest’s planned growth in applied research.

environmental scan


Furthermore, NorQuest contributes to a broadened economic base by offering workforce-relevant programming. As a result, NorQuest students have the essential soft and hard skills required to add value to Alberta businesses. In addition to occupation-specific skills, students develop creative and critical-thinking skills, intercultural competence, community citizenship, and communication and collaborative excellence.

With this context and these desired outcomes in mind, NorQuest College sees where opportunities for impact are greatest, while monitoring where strategic risks and challenges may affect the achievement of its CIP goals:

NorQuest is becoming more entrepreneurial in securing alternative revenue sources to balance the reliance on government funding. Government funding brings both positive and potentially limiting consequences that are often not known until the provincial budget is announced each spring.

KeY strenGths/opportunities KeY ChallenGes/risKs

uniquely inclusive culture; welcomes diversity new revenue models are primarily untested

recognized programs effectively allow for laddering across other post-secondary institutions

Declining government grants – including changes to skills investment plan funding – present a high risk to keeping education accessible to the most vulnerable

strong supports in place to accommodate persons with disabilities

Changing face of the classroom requires resources for forward-thinking accommodations and service delivery models

strong supports and programming available for newcomers to Canada

Continuing to engage more aboriginal populations requires investment from funders

Downtown Campus Development project will provide capacity for student population growth and allow for competitive, state-of-the-art facilities

employee retention is a challenge due to active labour market

extensive network of services customized and tailored to the needs of current and prospective aboriginal students

raising public awareness of norQuest College and program offerings

Bio-mile Clean energy and technology Centre in Drayton valley will create new innovative learning opportunities

College must keep up with technological advances; internal and external needs and expectations continue to evolve

new edmonton oilers Community Foundation hospitality institute will help meet high demand for restaurant/food service professionals

Difficulty responding to student demand and needs with flat or decreased funding

aboriginal learner strategy will increase access to education and inclusion for First nations, métis, and inuit populations

Workforce management must balance employee attrition with recruitment to meet program demand

exploring new revenue models that include alternative sources of revenue

responding to continually changing training requirements to meet student, employer, and labour market needs

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To realize our strategic outcome to double our impact on the Alberta economy, NorQuest College has established three priorities to guide the college to 2025:

1. Delivering Workforce-relevant programmingSecuring NorQuest’s value in the economy and community is essential for the college’s continued success. NorQuest will demonstrate this through two approaches: helping learners meet their educational objectives; and providing consulting, research, training, or other services to communities and industry.

Helping learners meet their educational objectives involves different approaches for different learners. It may mean offering programming that leads directly to a career; providing foundational education that will help learners continue their education; or providing specific learner supports to increase educational opportunities for Aboriginal learners, immigrant learners, and learners with disabilities.

2. Creating an enhanced presenceBroad recognition of the quality of a NorQuest College education is critical to the college’s future accomplishments. An enhanced presence will lead to NorQuest credentials, programs, and services being increasingly sought after by learners and valued by employers. It will also help the college attract skilled and innovative educators with a passion for teaching.

A greater presence in the communities NorQuest serves, as well as in the post-secondary sector, will enhance the college’s ability to secure community support as well as the financial and government support needed to provide every student with an exceptional educational experience.

3. Developing a unique market positionNorQuest College will establish a bold market position that will support industry and the community by building on its expertise in essential skills development, intercultural education, Aboriginal education, supports for students with disabilities, and workforce-relevant programming. NorQuest learners are well prepared for the workforce or for continuing their education. The college’s unique market position will maximize opportunities that others don’t see by identifying market niches in programming and in student recruitment.

priorities, Goals, performance measures, and expected outcomes


NorQuest College prepares graduates for exciting careers or for the next step on their educational journey.

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To translate the longer-term objectives in the strategic priorities to shorter-term directions, NorQuest College created the Six Areas of Focus:

Key priorities (inputs)

What we invest: Good systems and processes; great students and employees

What we produce: highly qualified graduates employers need and want

What success looks like: social and economic growth in our communities

performance measure 2015–2016 (outputs)

3-year outcome 2017–2018 (outComes)

The graphic below shows how success will be measured—from inputs to outcomes. This enables employees to evaluate the effectiveness of college activities in relation to what we want to achieve.

1. maximize college effectiveness, quality, and funding

2. rationalize college programs on the basis of workforce relevance or economic impact/contribution

3. Build and leverage investor/partner relationships for the purpose of innovation

4. Build a college brand consistent with a focus on workforce development, advancement, and customer value

5. align staffing and human resource strategies with the strategic plan, comprehensive institutional plan, and six areas of Focus

6. Foster a unique learning experience characterized by inclusive culture, exemplary faculty, authentic experiences, and accessible learning

our Goals: six areas of Focus

Goal: six areas of Focus





• Continuetoenhancevalue to students through improved processes

• Expandalternativefundingmechanisms

• Createcapacitytogrowinternational recruitment

1.1 Maintain student satisfaction scores above 85%

1.2 Achieve a 5% increase in alternative funding from 2014–2015 baseline

1.3 Increase international student enrolment to 200 students

• Achievea50%increaseinalternativefunding revenue (benchmark 2012–2013)

• Internationalstudentenrolmentincreased to 250 students

1. maximize college effectiveness, quality, and funding

Every year NorQuest’s foundational programming helps thousands of new Canadians integrate into their new surroundings. Here, at the 2014 NorQuest College Canada Day celebration at Westmount Campus, students and their families enjoy a day of celebration in their new country.

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• Administeranintegratedstrategic enrolment management plan

• Researchandexpandworkforce-relevant programming opportunities

2.1 Implement an updated strategic enrolment management plan

2.2 Achieve enrolment plan targets as outlined on page 34

2.3 Taking into consideration the input of the Workforce Advisory Council, increase workforce-relevant programming – 2 credit and 5 non-credit opportunities

• Achieveenrolmentplantargetsasoutlined starting on page 33

2. rationalize college programs on the basis of workforce relevance or economic impact/contribution

Many students at NorQuest receive hands-on training during their studies at the college. Business Administration student Tanya MacPherson used her practicum time to give back to the community by volunteering at the Edmonton Food Bank.


3. Build and leverage investor/partner relationships for the purpose of innovation




• Furthertheobjectivesofthe Downtown Campus Development project

• Developandleveragerelationships to enhance our capabilities and effectiveness

3.1 Complete 4 milestones for the Downtown Campus Development Project

3.2 Work with Innovation & Advanced Education and Campus Alberta partners on the Campus Alberta Strategic Plan; specifically, exploration of differentiation and specialization of NorQuest in the Campus Alberta environment

3.3 Achieve year one of the Stakeholder Relations Plan, including:

• Achieve75%($15M)oftotalcampaign donation goal

• Establishnewdowntowncampustoconsolidate current campuses and provide more comprehensive services to the growing student population

• Enhancesystemefficiencies

• Generatetotalof$20Mfromnon-provincial government sources in support of the campaign (capital and non-capital)

L to R: NorQuest College president and CEO Dr. Jodi L. Abbott, past NorQuest College Board of Governors chair Lynn Faulder, and 1000 Women Advisory Committee chair Patty Taverner at the annual 1000 Women: A Million Possibilities movement luncheon in June 2014. The movement is raising funds for a child care centre in the Singhmar Centre for Learning.

norQuest ColleGe 24

4. Build a college brand consistent with a focus on workforce development, advancement, and customer value





• Enhancethecollegebrand 4.1 Increase brand awareness and reputation by 2% from 2013–2014 using the University and College Applicant Study Survey

• IncreasecustomerbrandperceptionofNorQuest by 10% from 2013–2014

NorQuest College offers professional development programs and courses for organizations of all sizes that need to increase productivity, enhance customer service, meet regulatory requirements, and increase employee attraction, engagement, and retention.


5. align staffing and human resource strategies with the strategic plan, comprehensive institutional plan, and six areas of Focus




• Alignworkforcedimensions to ensure long-term talent management

5.1 Implement year one initiatives in the Talent Management Plan

5.2 Expand implementation of the NorQuest performance management system

• Enhanceemployeeengagement

• Ensureaqualified,capable,andtalentedworkforce is available to meet the needs of the organization, students, and the community

• Deliveraninstitutionallearningplan

• AssessforHR/WorkforceAnalyticsImprovements

• 5%reductioninresignationratesbytop performers

• 5%improvementinfirstyear turnover rates

College-Wide Learning Day brings together NorQuest employees and features important college updates, guest speakers, professional development opportunities, and an employee awards ceremony.

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6. Foster a unique learning experience characterized by inclusive culture, exemplary faculty, authentic experiences, and accessible learning





• Demonstrateaninclusivelearning environment

• Createopportunitiesforresearch

• Createcapacitytogrowaboriginal recruitment and retention

6.1 50% of employees have satisfactory level of intercultural competence

6.2 Aboriginal student completion rate of 80%

6.3 Achieve applied research projects totaling $250,000 and, where possible, focus on spurring of new products and services that meet the needs of industry and the public sector

• 75%ofemployeeshavesatisfactoryintercultural competence

• Aboriginalstudentcompletionratesincrease to 85%

• Generate$1Minappliedresearchfunding annually

Students in NorQuest College’s Language Instruction for Newcomers to Canada program write messages of inclusion on a banner at Westmount Campus.


our commitment to educationThe NorQuest Learning Experience is the college’s commitment to education. These commitments define what students should expect at the college. Every faculty and staff member plays a key role in ensuring that these commitments are met. The following inputs are vital to meeting our goals and helping students achieve theirs.

1. inclusive culture• Our learning environment embodies diversity.

• Our college is enriched by the unique qualities of our faculty, staff, and students.

• We reflect and develop skills in cultural understanding.

2. exemplary faculty• We bring together theory and practice in innovative and authentic ways.

• We are current and engaged in our disciplines.

• We use technologies to enhance learning.

• We respect our students as partners in learning.

3. authentic experience• We offer real-world experiences.

• We equip students with the right set of skills for career success or further education.

• Our programs are endorsed by business and community leaders.

• NorQuest credentials are recognized and valued.

4. accessible learning• We welcome students at any stage in their learning.

• We strive for accessible learning—any time, any place.

• We value, respect, and leverage the experiences of our students.

NorQuest College is grounded by our commitment to the NorQuest Learning Experience, which is reflected in all that we do.

access and Quality

norQuest ColleGe 28

Gerard Amani went from African refugee to author in just a few years thanks, in part, to NorQuest’s foundational programming. The 25-year-old is now an advocate for youth all over the world. His first book Shaping the Future, was self-published in late 2014.


The College-Wide Learning Outcomes (CWLO) reflect the essential skills, abilities, and attitudes that NorQuest College promotes in its programs and culture. Students, faculty, and staff need opportunities to progress and grow into the outcomes—to enrich their learning experience, to benefit the workplace and community, and to effect transformative change in their lives.

Adopted in 2012 and focusing on one outcome every year, NorQuest College has brought the CWLO to life through several initiatives, events, and activities. In 2015–2016, the college will focus on the final outcome: communication and collaboration.

the following initiatives are key to meeting our goals, enhancing access and quality, and supporting student success.

Demonstrate an inclusive learning environment that respects differences and diversity Central to the NorQuest Learning Experience, the college is committed to inclusion in education. NorQuest is very diverse, but to be inclusive, all members of the NorQuest community, including staff, faculty, and students, require training and skill development to help them better engage with the diversity they encounter every day.

Additionally, there is a growing demand across Alberta for courses in intercultural competence among newcomers and employers. The college has created initiatives to meet this goal, including setting performance measures and providing opportunities for intercultural training, inclusive teaching workshops, and Aboriginal awareness training. (See NorQuest’s Aboriginal Learner Strategy on page 38.)

College-Wide learning outcomes

Creative and critical thinking

The thinking process requires learners to analyze, create, and reflect as they broaden their knowledge and enhance their reasoning skills.

inclusive culture

Learners will appreciate the rich and diverse manner in which individuals from various backgrounds enhance our overall culture and environment.

Community citizenship

NorQuest is part of a broader community, and is enriched by interactions with others— inside the college and beyond in the communities it serves. Learners will develop both personal and social responsibility.

Communication and collaboration

Learners will enhance their skills in all aspects of communication in order to share ideas, acquire new information, and pursue common goals.


norQuest ColleGe 30

Students’ satisfaction with the level of inclusion at NorQuest is monitored annually through a series of questions in the Student Satisfaction Survey. As well, feedback from student focus groups held in 2014–2015 serves as the basis for planning and development of inclusion strategies and initiatives in 2015–2016 and beyond. This enables the college to help prepare students to be active citizens in increasingly diverse communities and workplaces and to ensure we are meeting the NorQuest Learning Experience commitments.

Demonstrate and promote workforce relevance through real-world experiencesNorQuest College is committed to providing students with authentic learning by offering real-world experience through workplace practicums, simulation experiences, and community engagement. Taking students outside of the traditional classroom and engaging them in the community through initiatives like Community Service Learning (CSL) is an educational approach that integrates service in the community with intentional learning activities. This is also an ideal way for faculty to integrate community citizenship into their programs.

Currently, two programs, Literacy and Essential Skills and Community Support Worker, include CSL courses. The college will explore expanding CSL with components in all credit programs.

engage students at any stage in their learning with enhanced support systemsNorQuest College has expanded its student supports to develop a more efficient and student-centred approach enabling learners to access reliable, consistent, and easy-to-navigate services throughout their entire student journey. For example, introduced for the first time to the entire student body in 2014–2015, student navigators act as the central point of contact for all students and connect learners with the right service at the right time to support a positive college experience.

Other support services available include tutorial services; a new Writing Centre; a wide range of services to students with disabilities; a computer commons; and eTutor Alberta, sponsored by eCampusAlberta, to provide an online writing support service for students.

Develop and empower relevant and engaged faculty who bring together theory and practice in innovative and authentic waysTeaching excellence is central to the learning experience at NorQuest. It is informed by scholarship, enhanced with technology, and involves competent professionals who engage with learners as learning facilitators, learning advocates, teaching and learning strategists, curriculum developers, evaluators, and scholars. While NorQuest’s principal focus is academic and career success, we have expanded the traditional notion of faculty work assignments to include not only teaching but also appropriate forms of scholarship and service.

Shanna Rowney won The Jaye Fredrickson Award for Teaching Excellence in 2014. The award is NorQuest College’s highest teaching honour.



Faculty developmentFaculty professional development encompasses three important dimensions of faculty life: the craft of teaching, service to one’s profession, and scholarship. The expanded role and additional responsibilities anticipated for faculty over the life of this plan will be staged in ways that are achievable and affordable.

Identifying and refining core competencies for all faculty members and continuing to build faculty portfolios and profiles remain significant for 2015–2016. Additionally, having all new faculty members participate in a four-day instructional skills workshop prior to the start of their teaching assignment continues to be a priority.

Demonstrate collaboration in furthering principles of Campus albertaNorQuest has partnered with five school districts to offer new dual credit opportunities. These are supported by funding under the Provincial Dual Credit Strategy. Work continues with partner schools and school districts to support the establishment and delivery of the funded Provincial Dual Credit Strategy opportunities, and to monitor and evaluate offered dual credit courses. In addition, the college is focused on seeking and establishing new partnerships with high schools and employers, and identifying appropriate course offerings responsive to high school student interests, local conditions, and resource availability.

One challenge in the next few years is the new Alberta education funding model, which is moving away from funding by credit earned to block funding. The per-credit funding model allowed high schools to pursue new programming initiatives and offset any costs to post-secondary institutions to deliver dual credit offerings. The new funding model limits expansion of dual credit opportunities because high schools will only be able to fund dual credit through reallocation of funds from other program areas.

research and expand workforce-relevant programming opportunitiesContinuing on the work that began in 2014–2015, the college will research and further develop opportunity assessments to evaluate, rank, and schedule new program ideas. This approach allows us to review program ideas against established college priorities and assess each new idea based on pre-defined criteria alongside existing ideas and developed programs. As part of growth of current programs, key program areas will undergo a visioning exercise and will begin developing five-year plans to address program expansion and resource reallocation to allow for new programs.

norQuest ColleGe 32

Demonstrate that college programs are recognized and endorsed by business and community leaders, and that norQuest College credentials are valuedNorQuest develops relationships with business and community leaders and builds these relationships into the framework of its programs and processes. To this end, program advisory committees are convened with a group of community, business, or industry leaders to provide advice and consultation around the delivery or development of programs offered by the college.

Additionally, many of NorQuest’s programs undergo external program approval or accreditation. These mechanisms demonstrate that programs and faculty meet specific and essential standards in preparing graduates to enter their chosen professions.

Build capacity for accessible learning with flexible modalities and enhanced support systemsGiven the diversity of college learners, NorQuest uses multi-modal delivery systems to provide flexible learning options. Different modalities can assist learners with disabilities, offer simulation experiences, enhance classroom instruction, and reach geographically dispersed learners. The new Strategic Enrolment Management (SEM) Plan, drafted in 2014–2015, will help to refine and define optimal learning modalities over the next five years. The SEM is a comprehensive approach to integrating all the college’s programs, practices, policies, and planning related to achieving the optimal recruitment, retention, and graduation of students as defined by the college’s mission and strategic plan.

leverage and demonstrate respect for student transfer, prior experiences, and assessmentNorQuest College endorses the principle of barrier-free student mobility across post-secondary institutions. As an integral member of Campus Alberta, NorQuest designs its programs to make laddering opportunities available to students completing their studies at the college and to those moving on to other post-secondary institutions.

Central to academic advising and the learner experience at NorQuest is the need for students to have flexible pathways to meet career or personal development goals. The college signed the Colleges and Institutes Canada (formerly ACCC) student transfer principles document in 2013 and has focused on building its Prior Learning Assessment Recognition (PLAR) strategy and assessment processes. The focus for 2015–2016 will be to implement our PLAR strategy, build assessment capacity, and mature our policies and processes.

Director of Advancement Della Paradis highlights the important role of women in our community at NorQuest College’s annual International Women’s Day celebration.



In 2014–2015, NorQuest College had approximately 10,220 full-time, part-time, and continuing education students. This includes more than 6,500 full-time and part-time credit students, and approximately 3,720 non-credit or continuing education students. The NorQuest College strategic plan focuses on doubling our impact on the Alberta economy by providing 20,000 learners with workforce-relevant education by 2025. On the following two pages is the proposed Enrolment Plan outlined at the program level by credential type only by full-load equivalent (FLE).

NorQuest College launched the Edmonton Oilers Community Foundation Hospitality Institute in October 2014. At the launch – L to R: Edmonton Oilers president and COO Patrick LaForge, NorQuest College president and CEO Dr. Jodi L. Abbott, NorQuest College Board of Governors chair Lynn Faulder, and Edmonton Oilers Community Foundation chair Richard Wong.

enrolment plan

norQuest ColleGe 34

international enrolment

actual 2013–2014

Budget 2014–2015

projected 2015–2016

projected (*) 2016–2017

projected (*) 2017–2018

program nameAdvanced Education in Orthopaedics

32 10 18 18 18

Community Support Worker • 20 60 60 60Health Care Aide (including workplace)

• 375 349 337 337 337

Hospital Unit Clerk 49 54 83 83 83Mental Health Rehabilitation Diploma

3 2

Mental Health Rehabilitation Certificate

1 3

Open Studies • 91 60 55 55 55Pharmacy Technician • 38 42 62 62 62Physical Therapy Assistant • 41 48 57 57 57Practical Nurse • 760 779 825 825 825Social Work Diploma • 85 92 95 95 95Therapeutic Recreation Certificate

• 28 35 41 41 41

Therapeutic Recreation Diploma 9 6 12 12 12Medical Device Reprocessing Technician Certificate

14 14 14

Early Learning and Child Care Certificate

55 60 60

Early Learning and Child Care Diploma

0 25 35

Academic Upgrading • 850 956 890 922 922Accounting Technician • 18 24 24 24Administrative Professional • 39 41 73 73 73Apprenticeship Prep 27 11 11 11 11Business Administration Diploma

• 40 46 67 67 67

Day Home Provider 30 25 24 24 24ESL Intensive • 250 227 197 197 197Language Instruction for Newcomers to Canada (LINC)

816 710 860 742 806

Skills for Employment 14Literacy & Essential Skills Pathways

0 87 81 81 81

Transitions to Employment (was TVP)

14 18 18 18 18

Youth in Transition 35 75 75 75 75

total 3627 3714 4033 3977 4051

2.40% 8.59% -1.40% 1.86%

Full-load equivalents (Fle) - history and projections

enrolment plan


international enrolment

actual 2013–2014

Budget 2014–2015

projected 2015–2016

projected (*) 2016–2017

projected (*) 2017–2018

new programming (**)Addictions and Mental Health Interdisciplinary Graduate Certificate

30 30

Advanced Health Care Leadership 20 40 40Disability Studies Diploma 30Education Assistant Certificate 30Global Business Management Graduate Certificate

20 40 40

Patient Navigator Graduate Certificate

30

Human Service-related programs 40Other Graduate Certificates in Business & Health

40 40

total 4073 4127 4331

Dual Credit activity – these FLEs are captured within applicable programs in the table above.

2015–2016

2016–2017

2017–2018

Accounting Technician (courses) 3 4 6Administrative Professional Certificate

3 15 15

Allied Health (courses) 3 5 6Health Care Aide Certificate* 30 30 30Practical Nurse (courses) 5 8 10University Transfer (courses) 3 6 8Total Dual Credit FLEs 47 68 75

international enrolment – percentage of total projected enrolment

2014–2015

2015–2016

2016–2017

2017–2018

4.9% 4.9% 5.6% 6.0%

• Programs with international enrolments.

(*) New Program development is subject to budget, enrolment expansion opportunities, and changes to Tuition & Fees Regulation.

(**) NorQuest College will be an open participant in post-secondary tranformation, which may affect this program list.

norQuest ColleGe 36

research

research activitiesApplied research informs college practices and supports the sharing of knowledge, innovation, and technology with communities and industry. It promotes better outcomes and opportunities for NorQuest graduates and for employers. NorQuest College plans to increase its applied research partnerships with small and medium enterprises, community and not-for-profit organizations, government, professional associations, and other post-secondary institutions.

In 2013, NorQuest College received full eligibility status in the Social Sciences and Humanities Research Council (SSHRC), allowing faculty and staff the opportunity to access all SSHRC programs open to post-secondary institutions. Obtaining Canadian Institutions of Health Research funding eligibility is a priority for the college over the next two years.

NorQuest is expanding its strategic research plan, and will build upon the college’s existing research strengths in the areas of health, business and industry, and community and social innovation. An underlying theme in all these endeavours is the promotion of scholarship in teaching and learning. In 2015–2016, the college anticipates achieving applied research projects totaling $250,000.

research themes

health

The health-care system offers many opportunities for applied research projects in a variety of areas, such as the work processes of health-care teams and organizations, exploring alternate means for professional development, and effective student-to-staff transition.

NorQuest’s Interdisciplinary Simulation Centre and the college’s partnership with the Institute for Continuing Care Education and Research provide opportunities for faculty, staff, and students to lead and collaborate on innovative research in health-related areas. NorQuest teaches clinical best practices while also providing resources for ongoing faculty and staff research.

teaching and research Continuing Care Centre

As the province’s population ages, Alberta must expand the number of supportive-living beds to meet current and future needs. Both the provincial and federal governments are responsible for supporting seniors and enabling individuals to receive high-quality treatment at home, in the community, in supportive housing, or in long-term care facilities when appropriate.

NorQuest College is collaborating with Alberta Health Services, the Capital Care Group, and the University of Alberta to establish the Teaching and Research Continuing Care Centre (TRCCC). A two-phase business case has been developed—phase one as part of the Norwood Redevelopment, and phase two as a stand-alone facility on NorQuest downtown property.

More than 2,000 students graduate from NorQuest College each year.


Teaching and research at the facility will focus on innovative approaches to the delivery of care services while advancing academic health opportunities. Examples include the following:

• Examine the growing complexities of needs of the residents to be served.

• Explore service delivery models to meet residents’ changing needs.

• Provide teaching opportunities for faculty promoting best practices and patient-centred care, and experiential learning for students.

• Encourage research that is relevant and practical to the needs of residents and staff.

• Design facilities that are functional, utilizing innovative technology in an effort to provide enhanced patient-centred care.

With the TRCCC, NorQuest will also assist the Government of Alberta in meeting its vision and goals for supportive living and continuing care centres. The facility will significantly enhance the Edmonton region’s health-care research and continuing-care training capacity, and improve the overall health of the local community.

Business and industry

NorQuest College’s business programs provide students with the professional skills necessary to embark on business careers or continue to further post-secondary or professional education. The Landmark Group Centre for Value Improvement works closely with various industries to help them improve the quality of their products and services through coaching and the implementation of process improvement and Lean methodologies.

Centre for intercultural education

The Centre for Intercultural Education is an integral part of the college’s efforts to lead and collaborate in research related to community and social innovation. A regionally- and nationally-recognized leader in applied intercultural research, the centre is instrumental in gaining a better understanding of the ways in which socio-economic and occupational factors influence Albertans’ lives.

Community and social innovation

The Faculty of Foundational, Career, and Intercultural Studies (FCIS) has a strong tradition of educating English as a Second Language learners, newcomers to Canada, and adults who require preparatory training or academic upgrading to meet career or educational goals. Current research activities centre on identifying and improving best practices, pedagogies, instructional design, program models, and addressing all facets of human services program areas.

scholarship of teaching and learning

NorQuest College’s main research priority is to create opportunities for faculty, staff, and students to collaborate on research activities with partners in community agencies, health organizations, industry, business, government, and other post-secondary institutions. In addition to seeking unique opportunities for faculty and staff members to participate in research projects focusing on topics related to their own work, NorQuest continues to conduct research on the scholarship of teaching and learning, including workshops for faculty and support for pedagogical research.

“ The teachers were extremely responsive to me. They were very open and helpful to not only my educational needs but my personal needs.”

– Social Work graduate Shannon Cusitar

norQuest ColleGe 38

Community

regional stewardshipAs steward for the Edmonton region, NorQuest engages communities, supports and enhances existing adult learning activity, builds partnerships with community stakeholders, and creates and maintains regional advisory structures to determine and report on community learning needs.

Regional adult learners still face considerable barriers in accessing further education. Some of these barriers, such as lack of technology or lack of awareness of existing educational opportunities, may diminish over time. A number of other obstacles such as cost, conflicting work and family schedules, lack of prerequisites, low literacy skills, and lack of employer support continue to impede further education. NorQuest College strives to understand and meet the diverse needs of learners and the communities in which they live and work.

Using a multi-year approach and as budget permits, NorQuest is implementing a new innovative regional model to significantly enhance accessibility to education and build community engagement. Working in closer partnership with each of the 26 communities in the Edmonton region and Community Adult Learning Councils, NorQuest is expanding access to education by leveraging the collective resources. A limitation or barrier to this new model is that as we proceed with this initiative, municipalities are finding it difficult to fund the necessary infrastructure required.

aboriginal learner strategyThe Government of Alberta recognizes there is an “inverse relationship between unemployment and educational attainment: as the level of educational attainment increases, likelihood of unemployment decreases.” With this in mind, it states its goal is to increase the total Aboriginal labour force to 98,800 by 2016. NorQuest College has aligned with this goal through its commitment to an Aboriginal Learner Strategy (2013). NorQuest will develop collaborative relationships and partnerships with Aboriginal communities and organizations so that Aboriginal Peoples can access post-secondary education and achieve their educational and career goals.

Through consultation with internal and external stakeholders, it has become clear that the Aboriginal Learner Strategy must be considered a living document that can grow, change, and be further developed and refined through a process of action research involving employees, students, community, Elders, and industry partners. NorQuest is working with stakeholders to make important changes in institutional policies and procedures, Aboriginal services and supports, and programming and curriculum to make NorQuest the institute of choice for Aboriginal learners.


rBC aboriginal mentorship programBeyond prospective and current Aboriginal-specific services, supports, and spaces, NorQuest’s new RBC Aboriginal Mentorship Program has had tremendous success hosting several on-campus events, and has grown to more than 40 student mentors and mentees. Aboriginal mentors create a safe, welcoming peer support system from within an indigenous framework. The group works with students and Elders to develop a sense of belonging and community on campus, helping to create a safe place for indigenous students attending NorQuest College.

alberta aboriginal Construction Career CentresThe new Alberta Aboriginal Construction Career Centres (AACCC)—a collaborative project between NorQuest College, Bow Valley College, the Government of Alberta, and the private sector—launched officially in March 2015. Both Edmonton and Calgary facilities will provide proactive supports and career services to assist not only Aboriginal Peoples, but all Albertans in the construction labour market. All partners in this project see value in creating an inclusive employment and training environment for Alberta.

The launch of the Alberta Aboriginal Construction Career Centres (AACCC) was held at NorQuest College to great fanfare in March 2015. Ruby Littlechild, manager of the AACCC (Edmonton), fielded many questions from reporters. The centres will be located at NorQuest College in Edmonton and Bow Valley College in Calgary.

norQuest ColleGe 40

Financial and Budget information

The NorQuest College Board of Governors approved a plan for a surplus budget of $0.05 million for the 2015–2016 fiscal year, which leads to a deficit budget in 2016–2017 with further reductions in funding expected. The 2015–2016 budget takes into account a 1.4 per cent ($0.6 million) decrease to the college’s Campus Alberta operating grant and a 15 per cent ($0.6 million) reduction in the Skills Investment Plan (SIP) funding allocation.

NorQuest College’s financial goal is to achieve and maintain financial sustainability and meet its fiduciary responsibilities. The college has continued to enhance its financial planning processes to ensure critical information is available to support effective decision-making and safeguard limited resources available to the college. NorQuest continues to expand its funding sources and maximize its allocation of resources among programs and functions. The college will achieve these objectives through the following measures:

• Continuing to enhance financial systems to improve effectiveness of processes, thus improving information for decision-making

• Continuing to implement evidence-based process design and improvements

• Rationalizing programs on the basis of cost-benefit analysis incorporating program costing

• Diversifying sources of revenue related to the core business

• Seeking new revenue-generating ventures and expanding alternative funding sources

The college continues to deliver high-quality programs to learners by optimizing program mix, implementing operational efficiencies through strategic partnerships, and streamlining staffing based on operational and financial necessity.

norQuest College’s budget 2015–2016 actions include:

Changes to foundational learning

For 2015–2016, the Skills Investment Plan (SIP) funding allocation planned reduction from $3.8 million to $3.3 million means fewer students will have access to NorQuest College programs. The exact amount of SIP funding has not been confirmed. The budgeted 15 per cent reduction is based on previous direction from Alberta Human Services. This typically would result in a reduction of full-load equivalents (FLEs) in the Faculty of Foundational, Career, and Intercultural Studies, although the college has mitigated this impact with a growth strategy for FLEs.

program expansion

The college is developing new programs and expanding existing offerings in response to the potential loss in FLEs as a result of the SIP funding allocation reduction. These offerings include Early Learning and Child Care (ELCC), Medical Device Reprocessing Technician, and graduate certificates in Global Business Management and Advanced Health Care Leadership. Further program growth is planned through dual credit offerings.

Reaching and providing education to Albertans in NorQuest’s stewardship region remains a focus for the college. It is important for Albertans to have access to workforce-relevant education in order to obtain employment and add to the regional and provincial economies.


In addition to providing for growth in 2015–2016, NorQuest College is adding capacity for future online delivery in Literacy and Essential Skills, Accounting Technician, and Administrative Professional programs.

regional campus impacts

Beginning immediately and carrying forward over the next two years, NorQuest College will re-evaluate its physical presence within its stewardship region. The college will continue to seek opportunities to collaborate with municipalities and other community partners to drive efficiencies and maximize access for learners.

Creation of efficiencies through strategic partnerships

NorQuest College continues to expand on innovative solutions to help create efficiencies, such as collaborating with the University of Alberta on the development of the new Singhmar Centre for Learning. In addition, ongoing collaboration continues with three other Edmonton post-secondary institutions to share infrastructure and support for the new learning management system.

These budget actions are necessary given current and projected provincial grant funding levels. However, over the long term, NorQuest College is expected to grow and broaden its services as outlined in the strategic plan. The college strives to achieve an optimal mix of programs for students based on education demands and workforce priorities.

three-year financial plan (incorporating two-year financial projections) and planning assumptionsNorQuest College continues to make conservative assumptions to limit the impact of unpredictable circumstances and budget reallocation challenges during the budget year.

The objectives of the 2015–2016 budget and two-year financial projections consider continued investment in sustainment, program expansion, and development initiatives. In preparing the 2015–2016 budget and two-year budget projections, the college aligned its decisions with the Six Areas of Focus.

The 2015–2016 budget and two-year budget projections are based on the following key assumptions:

• Campus Alberta operating grant from the Government of Alberta decreases 1.4 per cent in 2015–2016. The plan assumes a 1.7 per cent decrease for 2016–2017 and zero per cent for 2017–2018. Targeted enrolment grant funds announced in 2014–2015 for Early Learning Child Care and Community Adult Learning Councils increase to $1.5 million for 2015–2016 will carry into the next two years.

• Government of Alberta grant revenue includes $1.2 million from Access to the Future Fund grants for 2015–2016. These funds are not carried over into the next two years.

• SIP funding allocation to NorQuest students decreases to $3.3 million in 2015–2016. Further reductions are anticipated in future years; however, this has not been confirmed.

• Tuition revenue increases in 2015–2016 largely due to FLE growth (8.6 per cent) with an estimated decrease of 1.4 per cent in FLEs in 2016–2017 and an increase of 1.9 per cent in FLEs in 2017–2018.

norQuest ColleGe 42

• Regulated tuition and fees increase by 2.2 per cent for 2015–2016 and estimated at two per cent for 2016–2017 and 2017–2018 based on an estimated Alberta consumer price index (CPI). The tuition regulation applies to credit tuition only and does not apply to non-credit tuition.

• Tuition and fees have been established according to provincial guidelines, college policy and procedure, and competitive constraints.

• Grant and other revenue sources increases have been built into the two-year projections.

• Assumptions have been built in to estimate collective agreement obligations.

• Cost containment on controllable expenses for 2014–2015 reflect a CPI adjustment of two per cent for 2015–2016 and managed over 2016–2017.

NOTE: Based on the above assumptions, the college’s modest surplus budget in 2015–2016 turns into a deficit budget position in the two-year budget projections for 2016–2017 and 2017–2018 as presented on pages 43 and 44.

Financial and Budget information


Year ended June 30(thousands of dollars) Budget

2015–2016projection 2016–2017

projection 2017–2018

revenue

Government of Alberta grants $ 50,309 $ 48,477 $ 50,767

Federal and other government grants 6,453 4,600 4,600

Student tuition and fees 18,962 19,561 20,011

Sales of services and products 3,946 4,881 5,637

Donations and other contributions 944 1,222 1,222

Investment income 425 425 425

$ 81,039 $ 79,166 $ 82,662

expense

Instruction $ 28,099 $ 27,998 $ 29,347

Academic support 14,427 14,375 15,068

Student support 8,000 7,971 8,355

Computing and data communication 5,647 5,627 5,898

Facility operations and maintenance 7,322 7,295 7,647

Institution support 15,300 15,246 15,979

Ancillary services 1,784 1,777 1,863

Sponsored research 405 404 423

$ 80,984 $ 80,693 $ 84,580

operating surplus (deficit) $ 55 $ (1,527) $ (1,918)

norQuest College proposed budget and two-year budget projectionexpense by function

norQuest ColleGe 44

Year ended June 30(thousands of dollars) Budget

2015–2016 projection 2016–2017

projection 2017–2018

revenue

Government of Alberta grants $ 50,309 $ 48,477 $ 50,767

Federal and other government grants 6,453 4,600 4,600

Student tuition and fees 18,962 19,561 20,011

Sales of services and products 3,946 4,881 5,637

Donations and other contributions 944 1,222 1,222

Investment income 425 425 425

$ 81,039 $ 79,166 $ 82,662

expense

Salaries, wages, and benefits $ 61,714 $ 62,273 $ 63,870

Utilities 1,153 1,153 1,153

Amortization expense 2,997 2,997 2,997

Materials, supplies, and services 10,643 10,013 10,013

Scholarships, bursaries, and awards 390 400 400

Cost of goods sold 1,236 1,236 1,236

Leases, maintenance, and repairs 2,851 2,621 4,911

$ 80,984 $ 80,693 $ 84,580

operating surplus (deficit) $ 55 $ (1,527) $ (1,918)

norQuest College proposed budget and two-year budget projectionexpense by object


norQuest College budget consolidated statement of cash flowsYear ended June 30, 2016

(thousands of dollars) 2016

operating transactionsOperating surplus $ 55 Add (deduct) non-cash items:

Amortization of tangible capital assets 3,068 Expended capital recognized as revenue (1,610)

Increase in deferred revenue, less expended capital recognized as revenue 44,868 Cash provided by (applied to) operating transactions 46,381

Capital transactionsAcquisition of tangible capital assets (53,362)Cash provided by (applied to) capital transactions (53,362)

investing transactionsProceeds on sale of portfolio investments 20,000 Cash provided by (applied to) investing transactions 20,000

increase (decrease) in cash and cash equivalents 13,019

Cash and cash equivalents, beginning of year 50,896

Cash and cash equivalents, end of year $ 63,915

norQuest ColleGe 46

internationalization

With 60 per cent of NorQuest students born outside Canada and almost 70 languages spoken on campus, the college is a diverse and inclusive environment. NorQuest leverages this diversity and cultural richness to enhance the educational experience of the entire student body.

NorQuest recognizes that international education is a key building block in advancing Alberta’s position in the global marketplace. Internationalization of education is also essential for equipping students with international and intercultural competencies to live and work effectively within this complex and interdependent world.

a priority for norQuest CollegeIn 2013, the college developed a comprehensive International Strategy with the goal of delivering intercultural and international outcomes by building on existing programs, creating a supportive environment, and creating and enhancing processes that attract and support international students. The International Strategy will be continually tested, evaluated, and modified over time as NorQuest customizes and refines its approach to internationalization.

Currently, there are three interrelated components of the strategy: international student recruitment and retention, internationalization of research and service, and internationalization of teaching and learning.

international student recruitment and retentionOne objective of the strategy is to increase international student enrolment by 150 per cent from 2012 to 2017. To accomplish this goal, NorQuest is focusing its efforts on select geographical locations to build brand recognition and maximize marketing. Local educational agents are increasingly being engaged to assist in student recruitment and application processing. Currently, 174 NorQuest students are classified as international students and are primarily in health care, business, and academic upgrading programs.

NorQuest College offers support programs and services dedicated to the unique needs of international students, including: assistance with academic progress, volunteer opportunities, and personal and cultural transitions. The college’s cross-cultural counselling services include culturally sensitive assistance and guidance to effectively manage challenges that interfere with academic achievement and personal growth. NorQuest College is committed

to serving the unique needs of its international students.


internationalization of research and serviceNorQuest has embarked on a new partnership with Olds College and the Public Institute of Technological Higher Education in Rioja, Peru. The project is part of an “Education for Employment” program funded by the Department of Foreign Affairs and Trade Development and led by Colleges and Institutes Canada. It is being implemented in Peru, Bolivia, and Colombia. The project seeks to support national educational reform in Peru at the technical-professional level. It is centred on a skills-based approach that seeks to improve the delivery, quality, and relevance of selected programs so that they can be consistent with the labour market’s needs and the economic potential of local communities. NorQuest faculty and staff will provide training and support to assist the Peruvian college in this transition over the next two years.

internationalization of the institutionNorQuest College’s appeal to international students includes its national leadership in English language training and academic upgrading, as well as certificate and diploma programs in health, business, and human services. English as a Second Language (ESL) programs help students learn to communicate with confidence in a variety of situations and prepare them for further academic studies and employment. Academic upgrading increases students’ job opportunities and enables them to meet the specific academic course requirements for certificate, diploma, or degree programs at post-secondary institutions. Certificate and diploma programs are geared toward preparing students for entry into the workplace or transfer to other post-secondary institutions.

NorQuest has formalized partnership agreements with other Canadian institutes to further its International Strategy, including Olds College, Lakeland College, and Lambton College. The new partnerships will broaden the internationally attractive academic programming offered at NorQuest and will capitalize on the availability and success of the college’s ESL programming.

internationalization

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education and information technology

NorQuest is responding to changing learner demands and driving sustainable value across all areas of the college. NorQuest continues to build on its current technology infrastructure in promoting advanced and emerging technologies that extend educational resources and services for all students, no matter where they are located.

E-learning, for example, is one of the most efficient methods of providing access to potential learners. This technology enables enhanced access, multi-modal teaching, changing curricula, and facilitates online research and collaboration. In addition, online collaboration tools, software that supports individually-paced learning, and learning management systems are among the technologies that are expected to improve access to learning.

NorQuest will enhance both student life and academic program delivery through the judicious purchasing of technology that keeps the college in step with other Alberta post-secondary institutions. Other plans include increasing online support for learners to register and pay for credit and non-credit course offerings, and providing personalized student information to help students to track information necessary to graduate. NorQuest is behind other institutions on some areas of technology; however, we are working to ensure that student technology needs are enhanced. While we do have plans to increase technology, project costs to support these deliverables are currently estimated at $190,000 and are contingent on available college and government funding.

Student engagement will improve notably with enhanced classrooms, student chat rooms, and wireless access. In addition, the college will commit to anywhere, anytime access to services and information by leveraging web-enabled technology, including mobile devices. Projects to support these deliverables are estimated to cost $310,000 and are contingent on available college and government funding.

NorQuest also plans to increase video-conferencing to improve distance learning capability, to extend student access to services through wireless technology, and to upgrade specific software to improve access to information. Cloud computing technology will be used where it is beneficial to program delivery and to achieve cost efficiencies.

Projects specific to college administrative needs will make it easier to find and manage information. These include building an enriched Enterprise Collaborative and Document Management Platform, implementing and sustaining a more capable enterprise resource planning support model, implementing a mobile device management system, and reducing complexity of the college network to gain cost efficiencies. In addition, NorQuest’s decision-making capabilities will be enhanced by technology that supports the ready availability of data while maintaining information security. Projects to support these deliverables are estimated to cost $850,000 and are contingent on available college and government funding.

The college will continue to look for partnerships with other organizations to inform our strategic plan and enable the achievement of executive-approved outcomes. For example, working in partnership with the University of Alberta to seek opportunities to share services, and other related partnerships such as the Alberta Association in Higher Education for Information Technologies (consortium of universities, colleges, and technical institutes), will be increasingly important moving forward.

The college also remains committed to mitigating and controlling financial and other IT-related risks as documented in the IT General Controls framework. The framework will be monitored and updated on a continuous basis to ensure controls are appropriately addressing IT-related risks.


The Singhmar Centre for Learning will enhance the NorQuest Learning Experience through state-of-the-art classrooms.

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Capital plan

NorQuest College supports safe and effective learning and working environments. The college ensures that appropriate space is provided for traditional and non-traditional teaching, working, student interaction, and study space at all campuses and learning sites in the NorQuest stewardship region.

Downtown Campus Development projectNorQuest College’s top priority capital project is the Downtown Campus Development Project (DCDP). The capital project will transform the entire city block between 102 and 103 Avenues and 107 and 108 Streets in Edmonton to create a vibrant downtown campus. At the centre of this project is the Singhmar Centre for Learning, a LEED Silver-certified sustainable facility which will be connected to the existing main building, the South Learning Centre. Completion of the DCDP will enable continued enrolment growth while consolidating the college’s existing Edmonton locations, which will enhance campus life, improve access to services, upgrade teaching technology, and provide supportive learning space for students. The new building, the first phase of the DCDP, is scheduled to open in the fall of 2017.

In addition to the new building, the DCDP also includes retrofits to existing facilities, demolition of aging infrastructure, and the development of green space. A renovation and retrofit of the South Learning Centre is integral to ensure that the two buildings can work together to meet the needs of students, faculty, and staff.

The Singhmar Centre for Learning complements Edmonton’s ongoing Capital City Downtown Plan, which includes the redevelopment of Capital Boulevard and the Warehouse Campus District, as well as downtown Light Rail Transit expansion.

The Government of Alberta has committed $154 million towards the $191.5 million Downtown Campus Development Project. This reflects a $16 million reduction to renovations of the South Learning Centre. This reduction remains a concern given that reductions impact lifesaving systems and basic upgrades needed in an aged facility built at a time when different building standards were acceptable.

Deferred maintenanceThe college has outstanding deferred and planned maintenance projects totaling over $22 million. Each year the college identifies high-priority capital infrastructure maintenance and improvement needs. This addresses the impact of growth, augments functionality, and reduces deferred maintenance. From time to time, the college receives grants to address specific projects, which reduce deferred maintenance. Funding continues to fall short, however, of the amount needed to address mounting deferred maintenance requirements. Current priority projects total just over $5.3 million, as outlined in the following table, and will proceed as funding is secured.


DesCription oF WorK oriGinal Capital

plan SUBMISSIOn YEaR ValUE

Preservation – Building A 2016–2017 $ 12,563,940

Upgrade remaining washrooms – Building A 2016–2017 $ 894,520

Upgrade fire alarm system – Building A 2015–2016 $ 533,662

Replace remaining windows – Building A 2015–2016 $ 706,468

IT infrastructure program 2015–2016 $ 1,034,797

Chiller mid-life renewal overhaul – Building A 2014–2015 $ 176,998

Replace exterior concrete – various buildings 2014–2015 $ 314,099

Replace elevator door actuators – Building A 2014–2015 $ 160,975

Roof replacement – Building A 2009–2010 $ 523,498

Replace aging furniture – various buildings 2008–2009 $ 972,790

total DeFerreD maintenanCe $ 17,881,747

The Government of Alberta provides capital funding from the Infrastructure Maintenance Program (IMP) to assist in maintaining college facilities and enable efficient and effective delivery of programs. The college anticipates receiving $545,691 in the 2015–2016 fiscal year to address projects as outlined in our Alberta Infrastructure-approved three-year plan. These projects will address repairs, replacement, or upgrades to mechanical and electrical systems, facilities, and emergency equipment.

Capital expenditures funded from accumulated surplusNorQuest College has two committees responsible for yearly prioritization of project submissions: the Portfolio Steering Committee and the Asset Investment Group. When ranking projects, the committees consider the college’s Six Areas of Focus and the strategic plan, as well as the following criteria:

• relevant – How does the project contribute to achieving enrolment targets? Will it improve student/staff experience, competitiveness in the market, and college reputation?

• realistic – Will funding, capacity, and the necessary skills be available?

• reliable – Will the project be sustainable, drive strategic growth, and meet needs?

Top-scoring projects are executed when funding is available, while remaining projects are placed on hold until funding is secured.

edmonton campus in the medium termUntil the construction of the Singhmar Centre for Learning is complete, interim solutions and retrofit plans are being implemented (subject to funding) to optimize space utilization, alleviate immediate space shortages, and enhance technological capabilities.

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norQuest’s virtual campusTechnology-assisted learning continues to expand at the college. eCampusAlberta is extending its virtual campus for NorQuest and other Alberta post-secondary institutions. Student demand is growing not only for online course delivery, but for a full-service virtual campus, which requires development of online interactive learning resources and implementation of a support model for online students.

Student participation in campus life contributes to a successful and satisfying educational experience. This is true for virtual campus students as well as for those studying on campus. Online access to library services and resources, lecture notes and recordings, exam results, and college chat rooms provides additional avenues for students to connect to college life while on or off campus.

educational and information technologyThe college updated its finance, human resources, and student services software in April 2015.

The improved utilization of these existing systems requires a commensurate investment in new systems and services. Such services include:

• Improved classroom technology

• Expanded wireless availability to support growth

• Improved refresh cycles for desktop/workstations, networks, and backup and server infrastructure

Additionally, increasing online learning opportunities will affect all Educational and Information Technology services including service desk, applications, and technology infrastructure requirements. This includes the ability to deliver courses that contain complex technologies, such as video streaming, video conferencing, lecture capture, and other technologies that are currently being considered and evaluated. Online learning requires assessment of business area needs across all college sites including representation from staff, faculty, and students. Online system enhancements and process improvements targeted for 2015–2016 include online registration, as well as online scheduling and queue management.

Capital plan

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