2015-16 Business Plan

TABLE OF CONTENTS

I. EXECUTIVE SUMMARY ................................................................................................................................... 2

II. GOALS, OBJECTIVES, KEY ACTIONS, AND MEASURES ........................................................... 4

III. NEW INITIATIVES................................................................................................................................................. 9

IV. PROGRAM AND SERVICE DELIVERY......................................................................................................11

V. HUMAN RESOURCES ...................................................................................................................................... 21

VI. SUSTAINABILITY MEASURES ....................................................................................................................23

VII. INFORMATION TECHNOLOGY.............................................................................................................. 25

VIII. FACILITIES AND CAPITAL............................................................................................................................27

IX. 2015-16 FINANCIAL PLAN ..........................................................................................................................31

X. CONCLUSION ..………………………………………………………………………………………………………………………….….39

Appendix A - Financial Statements………………………………………………………………………………………………..….41 Appendix B - Skills Training Allocation Program Management Form...............................51 Appendix C - Adult Basic Education Enrollment Management Plan………….......................5

I. EXECUTIVE SUMMARY

In 2015 North West College celebrates 40 years of serving Saskatchewan’s northwest. Through

four decades the College has evolved and responded to meet the changing needs of our

communities, businesses, and people. As an anniversary gift to our region, North West has

partnered with Prairie North Health Region to provide a book and a bag to every baby born this

year. We celebrate literacy and its key role in developing success as citizens and in

strengthening our ability to build the labour market here in the Northwest.

The College’s strength is its ability to provide a full spectrum of educational opportunities in

response to provincial labour force needs. We provide a variety of Basic Education, Skills , and

University programs across all sectors of the economy. The programs planned for 2015-16

maximize the resources provided by the ministries of Advanced Education, and the Economy,

with due regard to the labour force needs of the region and the province.

For the past 40 years, North West College has continuously been a leader in the area of student

and employer services. Our strong labour force engagement strategy prepares students in

building skills that employers are seeking, obtaining practical workplace experience, making

sound career choices, and assisting in a smooth transition from training to employment.

Saskatchewan has seen a significant change in its economic outlook for the 2015-16 year. Oil

and gas revenue, which constitute a significant portion of provincial revenue, has experienced a

decline in recent months. In response to this shift, North West College will continue to

prudently utilize our resources to maximize the delivery of programs and services that are

relevant to the communities we serve. The College employs continuous improvement

methodologies in reviewing program offerings. In addition, we will continue to explore various

program partnerships in an effort to further diversify sources of revenue, manage our resources

and risk, and ensure long-term sustainability and growth.

Effective March 19, 2015, the Government of Saskatchewan authorized the removal of the

word ‘Regional’ from the College’s name. The name change to North West College aligns with

the other colleges across Saskatchewan. This does not affect the mandate as outlined under

the Regional Colleges Act, and we will continue to serve northwest Saskatchewan’s training and

educational needs.

In the fall of 2015 the College will introduce a new strategic plan. Building on our strengths, the

new strategic direction will continue to align the College with the needs of business and

industry, diversify program offerings, and ensure that the College continues to reinforce its

solid foundation to encourage performance at the highest level. In this process North West has

adopted a new Vision as Leaders in Building Community and has outlined the core values of

Excellence, Integrity, Invested, and Innovation in achieving this vision. This new strategic plan

aims to ensure a High-Performance Organization that will make North West the College of

Choice in ensuring Student Success to build an Employable Labour Force. This strategic direction

is summarized as our strategy map on Page 7 of this document, and the manners in which the

strategic plan will be implemented are articulated throughout this document. This business

plan brings North West College closer to achieving our vision.

II. GOALS, OBJECTIVES, KEY ACTIONS AND MEASURES

North West College serves northwest Saskatchewan with two campuses- one in the Battlefords

and the other in Meadow Lake. In addition, the College annually delivers programs in 26 rural

communities including 15 First Nations throughout the region. Although we primarily deliver

Adult Basic Education programs in those communities outside urban areas, about 10% of Skills

Training programs are delivered off campus.

One-third of Saskatchewan’s First Nations reserves are within the College’s boundary with 35%

of the approximate 100,000 residents in the region being of aboriginal descent. Statistics

indicate there are more youths and fewer people of working age in northwest Saskatchewan

than found in the other regions of the province.1 These unique demographics pose both

challenges and enormous opportunities in the delivery of post-secondary education.

Figure 1. Map of the College Region

100,000 Residents in 2 cities, 48 towns and villages, 29 RMs and 26 First Nations

35% Aboriginal Descent

Home to 1/3 of Saskatchewan’s FNs

50% under age of 35

Major industry: Agriculture, oil, forestry, health care, education, social

services, retail trade

1 Saskbiz.ca. (2015). Community and Region Statistics.

<http://www.saskbiz.ca/search/communitySearch.asp?UNITS=1& CURR=1>

Major industries in the region include agriculture, oil, forestry, health care, education, social

services, and retail trade. Few resource-sector companies have their corporate offices located

within the region. This requires extra resource allocation in partnership development, and

identifying and assessing labour market needs as the College interacts with numerous small- to

medium-sized businesses within the region and reaches out to corporate headquarters

elsewhere in the province or across Canada.

The College considers the cultural, social, and economic context of the region in all aspects of

planning for programs and services, including the development of our strategic plan. Since the

summer of 2014, North West College has been engaged in the renewal of its strategic plan for

2015-18. A new strategic framework was developed as a result of in-depth analyses of the

internal and external environments, on which the College operates, as well as numerous

engagement sessions and consultations with students, staff, and other community

stakeholders. We have set out the first year of the new strategic framework in this annual

business plan for 2015-2016.

Through the strategic planning process, the College reaffirmed our mission statement. The

vision statement was revised to succinctly summarize our aspirations for the future. New core

values were articulated to guide the College’s decisions as we strive to accomplish our mission

and realize our vision.

The College’s new strategic framework for 2015-18 is built on four strategic themes that align

with our mission, vision, and values, as well as the priorities outlined in the province’s

Saskatchewan Plan for Growth and the operational plans of the ministries of Advanced

Education, and the Economy.

The first strategic theme of Employable Labour Force manifests the College’s aim of providing

educated and skilled graduates to sustain growth and opportunities for our economy. We

continue to prioritize the success of First Nations and Métis graduates and endeavor to build

a labour force that is representative of our region.

Student Success, the second strategic theme, focuses on the reduction of barriers to student

success and developing leaders among our students and graduates so that students can receive

adequate support to graduate and be successful in their careers.

The third strategic theme, College of Choice, represents our strategy to be relevant in our

region, and maximize enrollments through effective promotion of the College programs and

services, diversified program delivery for enhanced learning opportunities for our citizens , and

active cultivation of community and industry partnerships.

The final theme of High-Performance Organization will encourage the College to be responsive

and responsible as we invest in our staff, enhance infrastructure, and manage risk while

strengthening governance and accountability.

The College will continue to invest in the programs and services where we have seen a great

success during the past 40 years. The new strategic plan will build on that success to further

enhance our ability to accomplish the mission and realize the vision - a journey supported and

guided by our four core values. North West College’s direction is laid out in a Strategy Map

found in Figure 2.

Figure 2. North West College Strategy Map

Table 1. Strategies and Key Indicators

Strategic Theme Action Key Indicators

Employable Labour

Force

Employ Graduates Graduate Employment Rate

Connect Students to

Employment

# of Students and Employers

Participating in Work

Placements

Build a Labour Force

Representative of our Region

Enrollment and Graduation

Rates for Equity Groups

Student Success

Retain Students Student Retention Rate

Graduate Students Graduation Rate

Develop Leaders among

Students and Graduates

Student Leadership

Development Program

College of Choice

Attract Students Enrollment Rate

Be Relevant within the Region Scholarship Investment

Website Traffic

Diversify Program Delivery Enrollment through

Alternative Program Delivery

Cultivate Community and

Industry Partnerships Revenue from Contracts

High-Performance

Organization

Invest in people Employee Satisfaction

Enhance Infrastructure

Intranet Development &

Acquisition of Non-owned

Portion of Meadow Lake

Campus

Manage Risk Enterprise Risk Management

Development

III. NEW INITIATIVES

This section lists new major initiatives that the College is planning over the next year and beyond.

These initiatives support our strategic directions and objectives, which are aligned with

government priorities.

Level 3 (Adult 10) Incubator Pilot Project

In 2015-16, North West College is planning a pilot Adult 10 class with 15 seats that will create and

run a business within the College along with their studies. The students, under the supervision

and support of their instructor, will collectively run a coffee shop in the student lounge providing

service to all members of the College. This initiative will be geared to teaching workplace skills

and developing an entrepreneurial spirit while improving attendance and reducing attrition

through active engagement. The Level 3 curriculum will be integrated with many outcomes

achieved through this project. This initiative is closely aligned with the new strategic objectives

for diversified program delivery, developing leaders among students, and connecting students to

employment.

Health Sector Training

There continues to be significant demand for Registered Nurses in the Prairie North and Prince

Albert-Parkland health regions. North West College has developed capacity and success in the

Practical Nursing Diploma program, particularly in graduating Aboriginal nurses. Building on that

success and looking to fill identified needs for Degree Nurses, we continue to pursue bringing a

four-year Bachelor of Nursing degree program into our region. Locally-trained nurses are more

likely to work and raise their families in our communities and provide better health care services

that meet the needs of patients in our region with a greater understanding of our unique culture.

Moreover, this initiative aligns with the priority of the Ministry of Advanced Education that

supports the expansion of training seats for health professionals.

Intranet Development

The College plans to develop an Intranet to improve accountability, productivity, communication,

knowledge sharing, learning among staff and students, and assist all members of our College to

work towards common goals and objectives. Once developed and implemented, the Intranet will

serve as a safe and secure communication platform and provide learning tools for students and

staff. Potential usages could include distribution of internal notices and documents, contributing

and sharing learning materials and tasks, one-stop access to other various support documents, to

name a few. This initiative will assist the College in becoming a High-Performance Organization.

Preparing for Future Growth

For the past decade, North West College has experienced significant space constraints,

particularly at the Battlefords Campus. More and more programs are delivered off-campus, and

students consequently have limited access to the facilities, supports , and services available on

campus. Recently, this situation was exacerbated when our partner school reclaimed two large

classrooms that the College had been using to meet their expansion requirements.

In 2012, the College developed a master plan outlining facility needs and options for the future of

the Battlefords Campus. Based on that plan, we continued the investigation of options for the

reliable and sustainable delivery of programs, and the investigation identified the need to acquire

additional property. The College will work closely with the Ministry of Advanced Education as the

business case is developed, given that this initiative is critical to meet the College’s strategic

objectives.

As the new strategic plan is implemented, we will design additional innovative initiatives that

align with government priorities and meet the changing needs of the region.

IV. PROGRAM and SERVICE DELIVERY

North West College’s program plan outlines the initiatives planned to meet the diverse needs of

the region and the provincial economy. This plan was developed following significant

consultation with business and industry, Aboriginal organizations, students, and communities

across the region as well as provincial sector organizations. The program plan aligns with the

strategic directions of becoming the College of Choice, promoting Student Success and training an

Employable Labour Force. Our program plan supports and contributes to the Saskatchewan Plan

for Growth.

The College’s strength is its ability to provide a full spectrum of educational opportunities in

response to provincial workforce needs. We provide a variety of Basic Education, Skills, and

University programs across all sectors of the economy. The programs planned for 2015-16

maximize the resources provided by the ministries of Advanced Education, and the Economy with

due regard to the workforce needs of the region and the province. As illustrated in this plan,

students can access a variety of quality programs at North West that will lead to learner success,

employment, and career achievement.

In the pages to follow, there is an overview of programs and services to be delivered in the 2015-

16 academic year.

Basic Education

Basic education programming provides foundational skills development for adults to successfully

enter into meaningful employment or careers. Two primary sources of funding exist to support

delivery of the comprehensive basic education program at North West College – 1) funding from

the Ministry of the Economy in the form of a conditional grant, and 2) third party contributions

from school divisions and First Nations communities. Third party contributions allow the College

to expand the capacity of the basic education program. We received additional resources in our

basic education conditional grant for 2015-16 to assist in addressing the needs in our region, as

well as relieve the pressure on our waitlists.

North West College introduced a strategy for basic education and workforce exposure in 2011-12

and continually reviewed and improved the intake processes, program delivery and methods ,

and exit support provided. With the introduction of the College’s new strategic plan the

approach to basic education will continue to evolve to ensure students are achieving success and

are well prepared for the workforce and career attainment.

Our region has a significant demand for basic education given the high unemployment rates and

the high number of people with less than Grade 12 education. Over the past several years, the

Government of Saskatchewan has invested significantly in basic education foundational skills

development, and North West College has made major contributions to the goal of reducing

waitlists. Given the significant need for basic education in the region, the College must be

strategic in program plan development and maximize resources available as it is not feasible for

the College to be in every community in the region. In order for programming to be viable,

consideration must be given to communities where there are sufficient demand and employment

opportunities for particular programs. Access to daycare, affordable housing, and appropriate

training facilities as well as the commitment and support from community leaders are salient

factors to consider when choosing program locations.

Enhancing the education and employment outcomes for Aboriginal communities in the region is

a priority of North West College. We work very closely and collaboratively with First Nations

communities in developing and delivering programs, especially on reserve. We have seen

particular success in First Nations communities where the level of financial, social, and cultural

supports are high for students, and the community leadership takes an active role in

programming. The College will continue to pursue community partnership opportunities where

these conditions exist across the region.

Table 2 outlines our 2015-16 program plan for Basic Education which utilizes the entire BE

conditional grant, including the increase in funding allocated for April, May and June of 2015.

The additional resources received address waitlist pressures in the Battlefords through the

offering of level 30 Math and science night classes, expanded seats in level 2 and a pilot project in

level 3 to focus on building essential skills for employment. There is also a change in location of

programming to maximize the resources available. The program seats in Turtleford will be

moved to Leoville where additional seats have been allocated to meet identified demand.

Overall the program plan has an increase in projected training days over the 2014-15 business

plan by 2,850 days.

Table 2. 2015-16 Program Plan for Basic Education

Program Type and Location

Business Plan 2015-16

Seats Program Length

Projected Training Days

Level 4/Adult 12

Big River 15 170 2,550

Duck Lake 15 170 2,550

Leask 15 170 2,550

Leoville 15 170 2,550

Meadow Lake 30 170 5,100

Mosquito FN 15 170 2,550

North Battleford - day time 45 170 7,650

North Battleford - night time 15 40 600

TOTAL Level 4 165 26,100

Level 3/Adult 10

Big River 15 170 2,550

Duck Lake 15 170 2,550

Leask 15 170 2,550

Leoville 15 170 2,550

Meadow Lake 15 170 2,550

Meadow Lake - fall only 15 80 1,200

Mosquito FN 15 170 2,550

North Battleford 15 170 2,550

North Battleford - pilot 15 170 2,550

TOTAL Level 3 135 21,600

Level 2

Ahtahkakoop FN 15 80 1,200

Beardy's Okemasis FN 15 80 1,200

Big Island Lake FN 15 80 1,200

Big River FN 15 80 1,200

Little Pine FN 15 80 1,200

Makwa Sahgaiehcan FN 15 80 1,200

Meadow Lake 15 80 1,200

Mistawasis FN 15 80 1,200

Muskeg Lake FN 15 80 1,200

North Battleford 15 80 1,200

North Battleford 15 80 1,200

North Battleford 15 80 1,200

Pelican Lake FN 15 80 1,200

Total Level 2 195 15,600

TOTAL College 495 63,300

2014-15 Business Plan 450 60,450

Literacy

Funding from the Literacy Office has been verbally confirmed that it will not be less than the

$50,192 received in 2014-15. The Literacy Office indicated they are currently reviewing the use

and distribution of provincial literacy funds. We are hopeful this review will result in additional

resources to serve the significant number of people in our communities who are functioning at a

Level 2 or Level 1. The resource center on the Battlefords Campus provides these individuals an

opportunity to increase their skills through an individualized learning plan. Students in College

programs also access the center for remedial work and to develop specific knowledge or skills.

We will continue to provide some level of literacy outreach and support to our communities

working with this limited funding. We plan to apply for further literacy resources under the

Saskatchewan Community Literacy Fund to address some of our communities’ needs. We

recommend the government continue to address adult literacy by developing a long-term

strategy with a multiple year funding commitment.

Essential Skills for the Workplace/Workplace Essential Skills

The College has experienced great success in the various essential skills projects undertaken over

the years. The College has piloted a variety of programs in partnership with First Nations, Tribal

Councils, communities, and schools with a great track record. We will prepare several proposals

for this funding once the call for proposals is announced. The College will be proposing a new

program to support people with disabilities transitioning into the workforce. This aligns with the

College’s strategic direction of preparing a labour force that represents our region as well as the

Province’s goal of keeping Saskatchewan strong by helping people in need. Most of the other

proposals will focus on supporting First Nations and Métis learners prepare for the world of work.

English as an Additional Language

The College is working in partnership with federal and provincial governments to provide an

appropriate level of language training for new Canadians. The current three year agreement with

the federal government will be in place until March 31, 2016. We will work with both

governments at the time of renewal to ensure philosophies and expectations align. North West

College is attempting to serve the increasing needs of immigrants in an effective and efficient

manner as northwest Saskatchewan is becoming a destination of choice for many of the

province’s newcomers. However, concerns exist in regard to the pending qualification

requirements that will impact rural programming. In addition, Portfolio Based Language

Assessment (PBLA) seems to require more time for implementation than the policy allows. These

investments may have to be repeated if there is significant turnover of instructors due to the

qualification framework.

It is the our intent to deliver 14 English as an Additional Language programs in the Battlefords,

Meadow Lake, Spiritwood, Unity, Rosthern, and up to three additional communities. The plan

provides language training from literacy to Level 7 and will serve a comparable number of

students as in 2014-15 . With the transitioning of the responsibility for the language assessments

from Government to the College, North West can now assess applicants in a more-timely

manner. This has made a significant contribution toward ensuring that new Canadians have

language and essential skills needed for successful retention in our communities.

Institute Credit

The skills training allocation (STA) for 2015-16 was reduced for the second consecutive year. The

decrease came as a surprise given the College has always expended all of the STA resources

provided. In addition to the STA funding, tuition fees, and third party funding support institute

credit programming.

The 2015-16 program plan provides a mix of trades training, human/community service,

business, and health sector programming identified, and supported, by industry demand.

Training is planned for locations off the main campuses only where student demand provides a

sufficient critical mass and employment opportunities exist. The wide array of programs will

address regional and provincial labour market demand. Students participating in these programs

develop skills relevant to today’s workplace. North West College ensures all students have an

opportunity to participate in a practical work experience even when the curriculum does not

include such training. With the College’s strategic direction for the development of an

Employable Labour Force, further plans are under development to connect students and

graduates to employers.

Table 3 reflects the comprehensive array of institute credit skills training programs planned for

delivery in 2015-16, which maximizes the resources available. Seat capacity in each program is

normally restricted by the brokering institution to ensure program quality through an

appropriate staff/student ratio. Recognizing that not all students who register will complete a

program of study, projected enrollment represents the number of students the College expects

will complete their program of study. This table reflects a slight increase in student days over the

previous year’s business plan and maintains a similar number of training opportunities.

In addition to the programs listed in Table 3, we will be delivering some part-time programs

focusing on professional development and upskilling workers. This will create opportunities to

support employers seeking to benefit from the new Canada-Saskatchewan Job Grant program.

The College is also working with First Nations partners on their applications to federal funding

opportunities for post-secondary training. These potential initiatives are not reflected in the

budget or program plan, but if successful, will increase the overall institute credit training days

and opportunities. The College will continue to work with business, industry, partners, and

Aboriginal organizations in understanding and developing solutions to meet the labour and skill

demands of today, and tomorrow.

Non-subsidized Programs

North West College is committed to delivering industry training to meet regional needs. In

recent years there have been some private enterprises working in our communities to provide

safety training primarily for the oil and gas industry. This competition has notably impacted the

College. For 2015-16 the College is renewing its approach in delivering safety training to provide

access to on-line programming for those who need just-in-time training and/or may be renewing

a ticket. Face-to-face classes will continue to be delivered for courses like First Aid/CPR and H2S

that benefit from hands on experience in the classroom. The face-to-face course offerings will be

reduced but guaranteed to be delivered, providing confidence to those who register. A tendering

process will be used to ensure fair market prices delivered by certified trainers to ensure quality.

North West College has significant revenue targets for contractual training. During the next year

the College will be focusing the programming of these professional development and upskilling

workers to provide opportunities for employers to access the Canada-Saskatchewan Job Grant to

assist with their training needs. In addition, we will continue to work with our Aboriginal

partners to respond to their training needs to develop an employable labour force.

Table 3. 2015-16 Program Plan for Skills Training

Program Location Seat

Capacity Projected

Enrollment Target Training

Days

Business

Business North Battleford 15 13 1,773

Computer Network Technician

North Battleford 12 10 1,650

Office Administration Meadow Lake 15 13 1,872

Office Administration North Battleford 15 13 1,872

Office Administration Thunderchild FN 15 13 1,872

Sub Total 72 62 9,039

Human/

Community Services

Disability Support Worker

Meadow Lake 15 13 2,102

Early Childhood Education

North Battleford 15 13 1,889

Youth Care Worker North Battleford 15 13 1,950

Sub Total 45 39 5,941

Health

Continuing Care Assistant (CCA)

North Battleford 15 13 1,647

CCA part time Meadow Lake 12 8 284

CCA part time Debden 12 8 284

CCA part time Spiritwood 12 8 284

CCA part time Turtleford 12 8 284

Practical Nursing Meadow Lake 7 7 1,083

Practical Nursing continued

North Battleford 14 12 1,886

Sub Total 84 64 5,752

Trades and Technologies

Electrician Fall Meadow Lake 12 10 997

Electrician Winter Meadow Lake 12 10 997

Electrician North Battleford 12 10 997

Hairstylist North Battleford 14 12 3,036

Heavy Equipment Truck & Transport/Agri

Meadow Lake 12 10 1,967

Institutional Cooking Fall

Meadow Lake 12 10 1,067

Institutional Cooking Winter

Meadow Lake 12 10 1,067

Plumbing and Pipefitting

Meadow Lake 12 10 883

Welding Meadow Lake 12 11 1,958

Welding North Battleford 12 11 1,958

Sub Total 122 104 14,927

College Total 323 269 35,659

Business Plan 2014-15 337 34,404

University

In April of 2015, North West College graduated 14 students with a Bachelor of Education (B.Ed.)

degree. This is the second successful four-year degree program the College has offered under a

cohort model. The third B.Ed. degree cohort will be entering their second year in 2015-16. The

2014-15 Master of Education cohort will be working on their final six courses with anticipated

completion in July 2016. Building on the success of past degree programs, the College will

continue to explore opportunities for delivery of other cohort degree programs in the region.

The College has been working in partnership with the Prairie North Regional Health Region, the

University of Regina, and Saskatchewan Polytechnic to investigate the delivery of the four-year

collaborative Bachelor of Nursing program in the Battlefords. The College will continue to seek

support for this initiative to move forward.

The detailed program plan for face-to-face university programming at each of our main campuses

is listed in the table below. The Battlefords Campus offers several classes to provide an

opportunity for individuals to complete their first year of a university program in or near their

home community. Individual classes are selected to complement those offered via alternate

delivery methods – satellite, on-line, or multimode - to optimize what is available to students

locally. North West is introducing some new classes in 2015-16 including ITNS 100 – Strategies

for Academic Success as a way of assisting students with the transition from high school to

university.

Table 4. 2015-16 Program Plan for University

2015-16 Proposed Plan Program Projected Enrollment

Classes FCE Registrations FLE

Battlefords Campus – General Studies 12 6 194 19.4

Masters of Education – Curriculum and Instruction 4 2 72 7.2

Meadow Lake Campus – Bachelor of Education Year 2

10 5 250 25

Total 2015-16 26 13 516 51.6

Business Plan 2014-15 31 18 583 68.9

For 40 years, North West College has delivered quality programs to meet the labour market

needs of business and industry. The next 40 years will be no exception. We have been a leader

in basic education program delivery. The Level 3 pilot project is a continuation of this leadership.

We also provide a variety of skills training and university programs across all sectors of the

economy with due regard to the labour market needs of the region, and the province. We are

accountable to the programs delivered in a way that maximizes and optimizes the resources

available.

Student and Employer Supports

North West College has been a leader over 40 years in the area of student and employer services.

The College has a strong workforce engagement strategy to prepare students in building skills

that employers are seeking, obtaining practical workplace experience, making sound career

choices, and assist in a smooth transition from training to employment. These supports will be

renewed and diversified as the strategic plan is implemented.

We provide significant support to students and employers through our student support units. A

comprehensive array of career counseling services is provided by our skilled counseling staff to

clients across the region. The array of student support services has expanded over time to

include intake, assessment, career and academic counseling, reviewing of financial support

options, connecting to community supports, and retention strategies to include job coaching, and

emphasis on enhancing student life. This array of services is available to all students in programs

at all locations. Career counseling by College staff is in high demand from high school students

and the general public, which led us to extend this service into the evenings.

We also provide a Learning Resource Consultant to serve the entire region. Demand for this

service is high given the number of programs, types of programs, and the size of our student

body. North West College utilizes the entire allocation received from the Employability

Assistance for People with Disabilities program each year, and applies for additional resources for

individuals when circumstances warrant. As well, resources are accessed through other sources

when students qualify. This is an area where our students with disabilities and learning

challenges would benefit from increased resources.

In 2008-09, the College established a partnership with three school divisions and a variety of

employer organizations to work collaboratively on career development strategies and engage

business and industry in undertaking a role in facilitating learning in the workplace. The focus

and achievements of this group have varied over the years , but the partnership remains strong

and dedicated to career development for youths and adults, as well as working with employers to

make the workplace a learning place. As a result of this partnership, the fifth annual Try-A-Trade

event will be held in November of 2015.

One of the themes outlined in the strategic plan is Employable Labour Force. Academic content

plays a vital role by providing sound foundational skills , but the College recognizes that practical

experience in the workplace can be instrumental in career success. Our goal is to ensure all full-

time students are prepared for the workplace and have some level of workplace exposure during

their time as our students. Job coaches provide an excellent service working with employers to

ensure that the experience is positive for all, and that in many cases, workplace exposures leads

to employment at graduation.

Connecting employers to the College is also part of the strategy and services that are provided to

employers who at times struggle to find skilled labour. Job fairs on both campuses have proven

successful as a means of employee recruitment for local businesses. Formal partnerships have

been developed and processes have been streamlined. The partnership with business and

industry around work place exposure continues to grow and expand, as employers recognize the

benefits to involving students in their workplace. The College will be introducing additional

strategies to connect students to employment in 2015-16 even those that extend beyond the

student’s time at the College. Student Services provides access and supports to these employers

in reaching a labour pool they may not have traditionally considered.

Another strategic focus of the College is Student Success. While quality programming delivered

by highly skilled staff is essential for success, we recognize that social, economic, cultural, and

physical circumstances are often barriers to student success. Therefore, we focus on minimizing

the impact of these barriers by providing a support structure that promotes success. Student

success is also encouraged through a healthy and supportive environment, and by providing the

students a positive post-secondary experience. Events will be organized at all program locations

to enhance College life, including recreational components. We are proud of our multi-cultural

region and annually hold a celebration and learning event to showcase this diversity. This

provides an opportunity to experience culture and learn through association. A new strategic

action is building leaders among the students and graduates. There will be several initiatives

undertaken in 2015-16 to support this strategic direction.

We invest in our students through student services so that they can be successful in their

programs of studies and in their future careers. Student services are not only an excellent

resource and support for our students but also contribute significantly to North West becoming a

College of Choice.

V. HUMAN RESOURCES

The College plans to focus on Investing in People to contribute to the strategic directions towards

High-Performance Organization and College of Choice among employees and prospective

employees. To this end, we will strengthen learning and growth opportunities for staff through

professional development, proactive succession planning, enhanced communication and

engagement, and employee recognition, in order to attract and retain high quality staff.

One of the major staff initiatives we are planning to invest in is the creation of an employee

survey. We will determine the level of employee engagement and satisfaction through this

survey. The data collected will serve us to target our investment to the identified areas of needs

so that our people can eagerly and competently drive the process of becoming a High-

Performance Organization.

The College also faces challenges as it prepares for 2015-16 and the years beyond:

The strength of the College to deliver diverse programs that meets the variety of skilled

labour needs of our region results in the contractual employment opportunities for

instructors, which are less than full-year and non-permanent in nature. The wages for

instructors in many of the training fields are often less attractive than what other

industries currently offer. These factors continue to present recruitment challenges.

The College is at this particular time facing succession challenges as people in key

positions continue to retire.

Recruitment of senior and mid-management staff continues to be problematic given the

competitive disadvantages in the compensation packages.

Table 5 indicates the human resources required to provide the programs and services outlined in

this business plan. Overall, there are no increases in the FTE forecast for the College’s

administrative, coordinative, or management units although there will be shifting between units

to better align with and satisfy strategic and corporate objectives. Instructional FTE is directly

correlated to the scope and number of programs offered. As the new strategic plan is

implemented, priorities and initiatives may need to be adjusted over time. The College plans to

update the FTE projections accordingly in a timely manner.

Table 5. Anticipated Full-Time Equivalency (FTE)

Full Time Equivalency Current Year 2015-16 Variance

In Scope 86.65 86.85 0.20

Out-of-Scope* 14.34 14.39 0.05

Total 100.99 101.24 0.25

*North West College employs nine out-of-scope managers. The remaining out-of-scope employees are those that fall outside of the Collective Bargaining Agreement.

VI. SUSTAINABILITY MEASURES

Sustainability measures will support the College’s strategic directions toward High-Performance

Organization by effectively managing resources and risk. To ensure sustainable growth, the

College will keep utilizing continuous improvement methodologies in all its operations and

reviewing program offerings so that they continue to meet the needs of students, employers, and

the labour market. In addition, there will be a continued emphasis on increasing third party

revenues and alternative funding sources for delivery of programs and services in an effort to

further diversify revenue sources.

We are renewing our partnerships with some of the school divisions in our region so that

qualified students under 22 years of age can participate in the College’s Basic Education

programs. The new arrangements seek opportunities to better streamline funding to the College,

while the school divisions maintain the recognition for their education. We plan to continue

working with all school divisions in the region and expand such partnership opportunities to aid

the sustainable delivery of the College’s Basic Education programs.

As manifested in the College’s new strategic theme of College of Choice, North West plans to

attract more students through the cultivation of partnerships and diversified and relevant

programs and services for the region. In this regard, the College will put an increased emphasis

on the maximization of tuition revenue by ensuring full utilization of seats available. We have

invested significantly for the past several years in student recruitment, and support and services,

along with a variety of measures to reduce barriers to student success. As we embark on the

strategic direction for becoming a College of Choice, we will renew our commitment to student

success and establish an optimal continuum of student supports and services from recruitment,

to retention, to graduation, and employment.

Technology infrastructure was upgraded at the College to support the increasing demands of

students and staff, and to ensure data integrity, including security and loss prevention. The

College now has a robust network infrastructure thanks to increased bandwidth resources

provided by the Government of Saskatchewan. With this investment, we will be able to enhance

student experiences and continue diversifying program delivery, including technology-assisted

programs, to expand training options and opportunities for both urban and rural locations in the

region.

In recent years, the College participated in initiatives where one College program was delivered

by video conferencing to numerous locations in other college’s regions across the province. This

approach allowed for the delivery of a single program to many sites, thereby reducing

programming costs for participating institutions. North West College will continue working in

partnership with other provincial colleges on collaborative initiatives such as this to ensure cost-

effective program delivery as well as the growth and sustainability of the college system as a

whole.

VII. INFORMATION TECHNOLOGY

The College’s Information Technology (IT) plan focuses on enhancing infrastructure and

managing data security and risk effectively to contribute to the strategic directions of High-

Performance Organization and College of Choice among students and staff.

We have made significant investment in our IT infrastructure in recent years to support College

operations and enhance students’ learning experiences. The Government of Saskatchewan has

also provided increased bandwidth resources. Backed by these IT investments, we will explore

opportunities to enhance and diversify program delivery across the region.

We will also develop an Intranet to improve communication, productivity, accountability,

knowledge-sharing, and learning among staff and students. This initiative is consistent with the

strategic priorities of Investing in People and Student Success. The Intranet will also assist all

members of our College to work towards common goals and objectives. Once developed and

implemented, the Intranet will serve as safe and secure communication platform and learning

tools for students and staff.

In addition to the Intranet development, in 2015-16 we will continue to invest in IT to address

risk, provide enhanced student services, align program and operational IT needs, and leverage

new technologies – both hardware and software – to best meet our needs.

Key initiatives are as follows:

Replace old firewall devices with ones that effectively integrate with our new IT

infrastructure, providing greater security and manageability, as well as enhanced device

management.

Conduct a needs assessment for program and operations, taking into account current and

future technology needs for areas around program delivery and administrative

efficiencies.

Implement a new focus on the rolling hardware replacement and standardization plan,

utilizing and leveraging new changes in technology and our campus agreement. This

includes the use of virtual terminals for staff and classrooms.

Continued improvement of the College’s Wi-Fi infrastructure, including continued

enhancement of rural locations wherever possible.

Our strategic IT investment over the years as well as the support from the provincial government

enabled us to have the significant IT infrastructure now in place to support new IT initiatives and

achieve our objectives. The needs assessments will be the drivers of technology initiatives, and

resources will be allocated internally and sought after externally to achieve the objectives of the

College outlined in the strategic plan.

VIII. FACILITIES AND CAPITAL

The College’s Facilities and Capital plan will focus on the provision of a safe and functional

learning and working environment while enhancing infrastructure to contribute to the strategic

directions of High-Performance Organization and College of Choice among students and staff.

Capital Initiatives

A. Facility Upgrades and Renovations

Initiatives are underway to address necessary replacement, upgrading and/or renovation within

our campuses. Some of these initiatives are addressed through Preventive Maintenance, while

others serve to enhance our campus facilities to better support program delivery, student

engagement and a positive campus environment. For 2015-16, the College has identified just

over $300,000 in needed facility repairs and upgrades. Some of the funding for this will be

requested from the Preventive and Maintenance Renewal Base Pool fund.

B. Program Equipment Replacement Cycle

The College’s program plan requires ongoing capital investment to appropriately deliver the

necessary curricula. Maintenance of existing levels of equipment requires the College to annually

budget $25,000 per year to cover equipment replacements in our Skills Training labs, as well as

other program equipment requirements.

C. Operations Equipment and Furnishings Replacement

We adopted a strategy to ensure the equipment and furniture utilized throughout the College

allows for effective and efficient operations and program delivery. Through this process the

College has achieved a standard where most office desks have been updated. The focus in this

area is now on ensuring instructor desks are replaced to a standardized level. A reserve is

maintained for Furnishing Replacement and is utilized for our rolling replacement of furniture, as

well as responding to ergonomic and individual needs.

D. Information Technology

The College has a rolling replacement plan for its 350 computers and network hardware which

effectively replaces these critical items on a planned basis. The College will be further adding to

its network infrastructure by effectively integrating new firewalls, which will provide enhanced

features around the management of data security, network security and devices. This initiative is

estimated to be $30,000.

A staff Intranet initiative focused on providing key information, enhancing communication, and

improving efficiencies around administration will continue in 2015-16. The first phase is

expected to be $10,000.

E. Vehicles

The College has a rolling replacement plan for its vehicles. The next vehicle replacement is in

2016-17. A reserve has been established for this purpose.

Major Capital Projects

Although no specific projects have been planned to date, a 5 year facilities plan is being

developed which will likely see the need for major capital projects in this period. Building and

maintenance needs are becoming greater with aging infrastructure, particularly in the Battlefords

Campus. This will tie into our strategic direction, part of which will project future space

requirements of the College.

Preventive Maintenance

The College continues to be proactive with regards to the effective management of our facilities.

We have implemented a Facilities Asset Management System, which provides facility condition

assessments of College-owned properties. Initial facility condition assessments have identified

continued investments required over the next three years.

Table 6. Preventive Maintenance Forecast

Preventive Maintenance Forecast ($)

2015-16 2016-17 2017-18

Battlefords Campus 72,000 80,000 22,000

Meadow Lake Campus 65,000 57,200 55,000

Meadow Lake Welding Lab 5,000 10,000 10,000

Total 142,000 147,200 87,000

Land Transaction Plan

There are two major initiatives we will be pursuing further in 2015-16 and the years beyond.

A. Battlefords Property Acquisition

Given the significant space constraints on the Battlefords campus as indicated in the New

Initiatives section, the College developed a master plan outlining future facility needs and

options. Based on that plan, we continued the investigation of options for the reliable and

sustainable delivery of programs, and investigations identified the consideration of acquiring

additional property. The College will work closely with the Ministry of Advanced Education as the

business case is developed, given that this initiative is critical to meet the College’s strategic

objectives.

B. Acquisition of Central Services Building at Meadow Lake Campus

Due to high leasing costs associated with the non-owned portion of the Meadow Lake Campus,

we have been looking at acquiring the said space as well as the assumption of the maintenance,

custodial, and administrative functions related thereto since 2011. This acquisition would lead to

operational flexibility and effectiveness, along with long-term economies of scale. Current

outlays for leasing the facility are substantial. We have proven that current funding would more

than cover effective operations and the necessary reserves to allow for the long term functioning

of the facility. We will continue working with the ministries of Advanced Education and Central

Services on this initiative.

We are pursuing these initiatives to effectively deal with a shortage of space in delivering

programs, especially in North Battleford, and to manage our campus in Meadow Lake more

effectively and economically. Other initiatives support the College objective to be the College of

Choice, which includes having safe, attractive, and functional facilities to meet the student, and

staff needs. We will need support in these areas, and it is hoped the ministries and other external

parties can be engaged with the initiatives proposed.

A summary of our leased properties are presented in the following tables:

Table 7. Multi-Year Leases

Description of

the facility Location

Owned/

leased Lessor

Lease expiry date

Annual

cost

ABE Leask Leask lease Leask Recreation

Board 8/30/2017 $ 10,000

Meadow Lake Campus Non-

owned

Meadow Lake lease Sask. Property Management

ongoing $ 626,068

Table 8. Lease One-Year or Less

Description of

the facility Location

Owned/

leased Lessor

Lease expiry date

Annual

cost

ABE Big River Big River lease Big River Local #59 5/31/2015 $ 12,600

ABE Turtleford Turtleford lease RM of Mervin 5/31/2015 $ 6,379

ABE Leoville Pelican Lake First Nation

lease Pelican Lake First

Nation 5/31/2015 $ 13,500

ECE North Battleford

North Battleford

lease Trinity Baptist

Church 5/28/2015 $ 6,570

EAL North Battleford

North Battleford

lease Trinity Baptist

Church 5/28/2015 $ 3,240

EAL Rosthern Rosthern lease Rosthern High

School 5/27/2015 $ 2,170

Electrician

Program

North

Battleford lease 5H Holdings 6/26/2015 $ 18,648

Welding Program

North Battleford

lease Living Sky School

Division ongoing $ 10,560

Plumbing

Program

North

Battleford lease 624369 Sask Ltd. 5/29/2015 $ 17,850

Hairstylist

Program

North

Battleford lease

Living Sky School

Division ongoing $ 4,125

CCA Enhanced North

Battleford lease

BATC Success Centre

6/30/2015 $ 8,400

IX. 2015-16 FINANCIAL PLAN

North West College’s financial planning supports our strategic directions and operational

requirements by identifying operational and financial priorities for the upcoming and future

years.

The financial plan is based on estimates of revenues and expenses. Some estimates can be made

with a fair degree of certainty because information is readily available and complete. This is not

the case in circumstances where the forecast is dependent on external factors such as enrollment

levels, negotiations with third parties, or industry demand. Overall, financial projections have

been prepared in a conservative fashion. The key driver for these forecasts is government

funding, and we are confident that we are a contributing force toward helping the government

achieve its overall strategic direction of sustainable growth.

Assumptions

The College’s financial projections are based on the latest information available from internal

College sources, and direction from the ministries of Advanced Education and the Economy. The

budget assumptions are as follows:

2015-16 Advanced Education Operating funding is known as per funding letter.

2015-16 programs funding from Economy is known per the budget letter.

In-Scope salary and grid increases are forecasted as per the collective agreement reached

with College employees in July 2013.

Out-of-scope salary and grid increases have been frozen for 2015-16 per the Government

of Saskatchewan directive.

An increase in tuitions has been budgeted at 4% for 2015-16, which was an estimate of

the Universities’ and Saskatchewan Polytechnic’s increases.

Agency payments have been budgeted at a 2% increase for 2015-16.

English as an Additional Language funding from the federal government is secured for

2015-16. However, the current agreement ends in 2015-16, and it is assumed a new

agreement will be established.

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

Risk Assessment

The program and financial plans are based on the College being successful in achieving key

targets.

Our plans are based on achieving almost $863,000 of contract revenue. We would need to adjust

the basic education program should a significant portion of this third-party funding not be

realized. The plan also includes over $400,000 targeted in contractual training for business,

industry, and First Nations. These contracts contribute to the overall operations of the College.

Adjustments would be required should we fall short in achieving these targets.

Student tuition accounts for approximately $1.9 million of the 2015-16 financial plan. While we

are confident in the approach used to estimate enrollment levels, there is no guarantee that the

expected uptake by students will be realized. Should enrollments not reach expected levels, we

may need to take action during the year to minimize the impact.

Any increases in program costs resulting in increased draws on the currently “balanced” program

pool will impact the overall delivery plan and the potential for reduced training days.

There are a number of areas where there is potential for us to achieve more than planned or

forecasted in the program and financial plans.

The Province is allocating funds for Early Childhood Education and jointly with the federal

government for Essential Skills in the Workplace. We are interested in these initiatives, and are

equipped to propose deliverables to meet these initiatives.

Skilled labour continues to be in demand across the province by business and industry. We are in

discussion with business enterprises and Aboriginal organizations about potential training. Often

these demands require a quick response and we are well positioned to meet this need. Interest is

significant and there is potential to exceed planned targets in 2015-16.

We will be providing proposals to access resources provided by the Preventive Maintenance and

Renewal fund, geared towards facility and infrastructure areas requiring attention.

Financial Plan

The College has combined all of its grants and revenues per Ministry policies, and has applied the

appropriate levels of expenditures associated with College activities. The College’s Operations

Financial Plan for 2015-16 is as follows:

Table 9. 2015-16 Revenues and Expenses

Revenues Expenses Surplus (Deficit)

Operating $12,793,966 $12,972,167 ($178,201)

The College’s financial plan for 2015-16 is reflected in Appendix A and Appendix A-PSAB of this

document. Appendix A presents financial estimates based on the traditional fund accounting

approach while Appendix A –PSAB represents the same financial information presented

consistent with new Public Sector Accounting Board (PSAB) reporting requirements.

A. REVENUES

A summary of grants provided by the Province and other revenue streams are described in the

following chart, and key revenue drivers for the College are explained.

Figure 3. Sources of Revenues

Province of Saskatchewan

Base operating grant funding through the Ministry of Advanced Education increased by

1.0% or $46,000 effective April 1, 2015.

Adult Basic Education Grant through the Ministry of the Economy increased effective April

1, 2015 by 10.1%. This is an additional $135,000 in Adult Basic Education funding over

that provided in 2014-15. The Adult Basic Education grant is $2,453,928 in the

government fiscal year 2015-16 ($1,474,118 ABE grant and $979,810 on-reserve ABE).

Provincial Funding70%Federal Contracts

2%

Other Contracts7%

Tuition15%

Other 6%

The Skills Training Allocation from the Ministry of the Economy decreased effective April

1, 2014 by .5% or almost $10,000.

The allocation for preventive maintenance and renewal to the College is $22,000, a

$2,000 increase from last year.

Saskatchewan Innovation and Opportunity Scholarship funding decreased to $46,500.

Brokering Agency Tuitions

For costs associated with Saskatchewan Polytechnic, we have assumed a 4% increase in

tuition and a 2% increase in agency payments. This estimate is deemed conservative

given the rate of inflation. Tuition revenue is estimated to be $1.5 million for 2015-16, a

slight decrease over last year.

For costs associated with Universities, we have used the posted 2014/15 rates for single

classes in the Battlefords, and incorporated a 3% increase for the current Bachelor of

Education cohort. University tuition revenue is budgeted at $405,000, slightly less than

2014/15.

English as a Second Language

This funding comes from both Provincial and Federal sources. Funding is budgeted at

similar levels as 2014/15. The business plan is reflective of the Provincial resources stated

in the funding letter and the known funding from the three-year agreement with the

Citizenship and Immigration Canada. 2015-16 is the last year of this agreement with the

federal government. The budget can be impacted by changes in policy direction by either

government as well as an increase in assessments required. Our projections assume that

a new three year contract would be secured based on similar services and value.

Third Parties

The College is renewing its partnerships with some of the school divisions in its region so

that qualified students under 22 years of age can participate in the College’s Basic

Education programs. The new arrangements seek opportunities to better streamline

funding to the College while the school divisions maintain the recognition for their

education. We plan to continue working with all school divisions in the region and expand

such partnership opportunities to aid the sustainable delivery of our Basic Education

programs.

We will continue to pursue funding arrangements by partnering with industry, and

aligning with funding opportunities provided by other levels of government. We have

seen some success in this area, where industry and federal funding have contributed to

program offerings.

Non Credit Programming

The forecast for non-credit programming has changed mainly due to safety course

offerings. This carries some risk to College operations. The forecast has taken into

account the increased competition for industry based programming, and it is expected

that competition will continue to increase. This training contributes to the overall

operations so that, if targets are not met, adjustments will be required.

Literacy Funding

The College will apply for further Literacy funding to address the needs of this student

group. There is little risk with this programming as we limit our program plans based on

resources available.

B. Expenditures

Figure 4. Expenditures

The major areas of expenditures related to College operations are as follows:

Personnel Costs

Total personnel costs are budgeted to be $8.25 million. This is by far the largest cost to the

College. These costs represent over 64% of overall College expenditures. Out-of-Scope wage

freezes have been incorporated into the 2015-16 budget in alignment with the Provincial

direction. Salary increases resulting from the collective agreement for non-instructional staff will

require utilization of all the incremental resources provided by the Ministry of Advanced

Education for operational purposes, while salaries for instructional staff pressure the resources

allocated for programming.

Agency Contracts10%

Equipment2%

Facilities7%

Information Technology

1%

Operating16%

Salaries and Benefits

64%

Agency Costs

Agency Costs are budgeted to be almost $1.3 million, a decrease of over $200,000. Reasons for

this include an alignment of students and tuitions received for University programs , in particular

the completion of one Bachelor of Education program, as well as increased Saskatchewan

Polytechnic costs.

Facilities

Seven percent, or almost $1.1 million, of the College’s operating budget is utilized in costs

associated with the facilities housing our primary campuses. Efficiencies in operations have

helped to maintain this amount of operational requirements. The process of providing facility

services in house has helped to achieve greater efficiencies at the Battlefords campus.

Operations and Other Costs

The College continues to gain efficiencies and use resources effectively. Investments in

technology and process improvement initiatives have helped us to mitigate inflationary

pressures.

Financial Realities

For 2015-16, the Operating Fund forecasts a deficit on operations of approximately $178,000. As

reflected in the 2015-16 Operations Forecast, the College requires an increase of 2.1% in funding

to keep operations at a status quo level (see Table 10). Most of this is attributed to the increase

in salaries, both economic and merit, which we have agreed to compensate our staff, per the

Collective Bargaining Agreement.

Although our operating budget is almost $13 million dollars, any adjustment in available revenue

has a significant impact on our budget and related planning. The areas that are most affected by

a potential reduction in funding are the programs and services that are delivered to students.

Even a small reduction can have a significant impact on program delivery.

Other Funds

The Scholarship Fund is a restricted fund used to accumulate donations and government

contributions to disburse awards to students according to our Student Financial Support

Program.

The Capital Fund is related to amortization of past costs (Statement 2) or expenditure of existing

reserves (Schedule 4).

The Housing Fund reflects the budget of our Student Residence at Meadow Lake. This is

considered a separate entity to the College. However, for PSAB purposes, it has to be included in

our consolidated statements.

Reserve Utilization and Deficit Management

A. Reserve Utilization

The College has Funds established for specific activities. They have been formally restricted,

either internally or externally, when surpluses are finalized through the audit process. These

Funds are projected to be as follows at the end of 2014-15, with activity forecast reflected in

Schedule 4.

Operating Fund - $230,094

Components of this reserve are funds allocated to our administrative system (HR and

Accounting) and our Professional Development Fund for in-scope employees at the

College.

Program reserves - $58,656

This reserve is for Basic Education Funding received but not expended due to increased

tuitions received. This will be carried over to be utilized in 2015-16.

Capital Fund - $643,000 Capital priorities that will require reserve utilization are addressed in the Capital section

of this document. Priority areas identified include investments in facilities, information

technology and equipment, furnishings, and vehicles.

Scholarship Fund Reserve - $165,024

This reserve consists of a restricted endowment to the College, and funds accumulated

through donations, and the Saskatchewan Innovation and Opportunity Scholarship

program. The Scholarship Fund Reserve is an externally restricted reserve. Changes in

the Fund balance are dependent upon the success of fundraising campaigns and the

subsequent awarding of scholarships and bursaries. The College has established a

fundraising plan to meet the matching funding conditions provided by the Ministry of

Advanced Education.

Residence Fund Reserve - $86,094

This fund is to address future maintenance and improvement needs of Meadow Lake’s

student housing. Surplus from operations contribute to this reserve.

The College’s unrestricted operating surplus may total up to 3% of the total operating budget in

order to provide the College flexibility to respond to unforeseen issues within the College or

issues beyond our control. As seen in the schedule this reserve is significantly reduced.

Other strategic priorities have been identified, which include a review of facility needs for

program delivery, enterprise system upgrading, and Information Technology initiatives. As these

become more of a priority, we may have to reallocate reserve priorities, and will likely have to

engage other parties in the initiatives towards effective funding solutions.

B. Deficit Management

The College will be managing the budgeted deficit through the use of its unrestricted reserves.

This is not a viable long-term solution, and we will have to manage our resources accordingly.

This is done through the budgeting process, monthly reviews with an established Finance

Committee, and three scheduled formal reviews of our finances held throughout the year. This

enables us to respond accordingly and in a timely manner to pressures on our finances.

Table 10. presents the additional expenses from 2014-15 to 2015-16 per College’s Operations

Forecast 2015-16.

Table 10 Additional Expenses for 2015-16 from 2014-15 per the Operations Forecast 2015-16

Total Salaries and Benefits $222,819 2.81%

Other Operating Expenses $40,162 0.88%

TOTAL EXPENSES $262,982 2.10%

X. CONCLUSION

North West College’s business plan for 2015-16 builds on the 40 years of success in providing

post-secondary education and training to sustain the economic growth of the region and the

province. In addition, our new strategic plan for 2015-16 sets the tone for the business plan for

the next three years with the four strategic themes: Employable Labour Force; Student Success;

College of Choice; and High-Performance Organization. Our business and strategic plans support

our mission and newly-created vision, and align with the priorities outlined in the Saskatchewan

Plan for Growth and the operational plans of the ministries of Advanced Education and the

Economy.

Over the next year, North West College will work toward the goal of becoming a High-

Performance Organization that maximizes our resources as we focus on ensuring investments in

people, enhancing our infrastructure and managing risk. We will continue to explore new

partnerships and initiatives with other public, private, and non-profit sector organizations to

provide relevant and diversified programs and services with the goal of becoming a College of

Choice among the students and employers in our region. The strong organization and the

relevant programs and services geared towards Student Success and the provision of an

Employable Labour Force will serve as the foundation for increasing the educational and

employment outcomes for students as well as meeting the labour market demands of the region

to sustain economic growth. We look forward to continued and enhanced partnerships with the

ministries of Advanced Education and the Economy in carrying out this business plan.

Appendix A - Financial Statements

NORTH WEST COLLEGE

2015-16 BUDGET OPERATING FUND SUMMARY

RESPONSIBILITY

CENTRE

2014-15 BUDGET 2015-16

REVENUE EXPENSE BUDGET

CONTRIBUTION REVENUE EXPENSE NET

GENERAL REVENUE

CORPORATE SERVICES

Board

Office of the President

Finance & Administration

Corporate Services

Information Technology

SOUTH REGION

Coordination

Student Services

ESL

Non-subsidized Skills

Literacy & Employability

ABE Programs

Credit Skills Training

University

NORTH REGION

Coordination

Student Services

Non-subsidized Skills

Literacy & Employability

ABE Programs

Credit Skills Training

University

COMMON SERVICES

Regional Program Projects

Facilities

Common & General

TOTAL

Ancillary (Bookstore)

4,413,944 4,413,944 4,466,214 4,466,214

- 161,746 (161,746) - 161,695 (161,695)

- 500,951 (500,951) - 409,885 (409,885)

98,000 918,083 (820,083) 12,350 859,103 (846,753)

114,682 445,331 (330,649) 114,682 454,480 (339,798)

149,435 308,789 (159,354) 149,435 322,018 (172,583)

362,117 2,334,900 (1,972,783) 276,467 2,207,181 (1,930,714)

39,119 1,022,707 (983,588) 39,119 1,068,502 (1,029,383)

9,000 576,003 (567,003) 9,000 710,187 (701,187)

364,838 286,046 78,792 364,838 284,846 79,992

475,000 355,063 119,937 475,000 355,063 119,937

99,596 86,898 12,698 25,096 25,096 (0)

1,225,236 1,179,415 45,821 1,440,300 1,382,124 58,176

1,377,273 1,377,273 - 1,257,686 1,254,785 2,901

121,337 137,566 (16,229) 105,497 135,987 (30,491)

3,711,399 5,020,972 (1,309,573) 3,716,536 5,216,591 (1,500,055)

- 555,183 (555,183) - 590,922 (590,922)

2,000 473,824 (471,824) 2,000 528,921 (526,921)

330,000 265,308 64,692 375,000 301,520 73,480

168,496 128,333 40,163 28,996 28,996 (0)

944,976 930,985 13,990 954,557 940,234 14,324

1,141,278 1,141,278 - 1,310,341 1,310,341 -

284,404 342,046 (57,642) 243,360 195,158 48,202

2,871,154 3,836,957 (965,803) 2,914,254 3,896,092 (981,838)

141,976 142,805 (829) 101,500 117,863 (16,363)

867,583 956,789 (89,206) 955,233 1,127,949 (172,716)

116,994 243,807 (126,813) 113,761 165,113 (51,352)

1,126,553 1,343,401 (216,848) 1,170,494 1,410,924 (240,430)

12,485,167 12,536,230 (51,063) 12,543,966 12,730,788 (186,822)

250,000 241,379 8,621 250,000 241,379 8,621

OPERATING BALANCE 12,735,167 12,777,609 (42,442) 12,793,966 12,972,167 (178,201)

Appendix A - PSAB - Financial Statements

Statement 1

NORTH WEST COLLEGE

Statement of Financial Position

AS AT JUNE 30, 2016

Budget

June 30,

2015

Estimated

June 30,

2015

FINANCIAL ASSETS

Cash and cash equivalents (Note 3)

Accounts receivable (Note 4)

Inventories for resale (Note 5)

Portfolio investments (Note 6)

$ 1,724,519

100,000

10,000

40,000

$ 1,837,976

200,000

10,000

44,000

TOTAL FINANCIAL ASSETS 1,874,519 2,091,976

LIABILITIES

Accrued salaries and benefits (Note 7)

Accounts payable and accrued liabilities (Note 8)

Deferred revenue (Note 9)

Liability for employee future benefits (Note 10)

Long-term debt (Note 11)

200,000

330,000

30,000

197,600

496,894

200,000

330,000

30,000

197,600

482,511

TOTAL LIABILITIES 1,254,494 1,240,111

NET FINANCIAL ASSETS 620,025 851,865

NON-FINANCIAL ASSETS

Tangible capital assets (Note 12) 10,122,751 10,344,251

Prepaid expenses (Note 13) 8,000 8,000

TOTAL NON-FINANCIAL ASSETS 10,130,751 10,352,251

ACCUMULATED SURPLUS $ 10,750,776 $ 11,204,116

ACCUMULATED SURPLIS IS COMPRISED O F:

Accumulated surplus from operations $ 10,750,776 $ 11,204,116

Accumulated re-measurement gains and losses

TOTAL ACCUMULATED SURPLUS $ 10,750,776 $ 11,204,116

Statement 2

NORTH WEST COLLEGE

Statement of Operations and Accumulated Surplus (Deficit)

FOR THE YEAR ENDED JUNE 30, 2016

2015

Budget

2015

Estimated REVENUES (SCHEDULE 2)

Provincial government

Grants 8,915,704 8,876,447

Other 420,311 429,378

Federal government

Other 280,814 253,820

Other revenue

Contracts 747,830 898,089

Interest 32,000 32,000

Rents 320,820 323,420

Resale items 250,000 250,000

Tuitions 1,923,857 1,517,834

Donations 65,000 65,000

Other 142,000 297,533

TOTAL REVENUES 13,098,336 12,943,521

EXPENS ES (Schedule 3)

General 6,045,450 6,243,199

Skills training 3,064,868 2,872,438

Basic education 2,548,249 2,519,321

Services 1,271,772 1,183,916

University 603,384 459,584

Scholarships 158,000 100,000

Student housing 330,400 302,510

TOTAL EXPENS ES 14,022,123 13,680,969

Surplus (Deficit) for the Year from

Operations (923,787) (737,448)

Accumulated Surplus (Deficit),

Beginning of Year 11,674,564 11,941,564

Accumulated Surplus (Deficit),

End of Year $ 10,750,776 $ 11,204,116

The accompanying notes and schedules are an integral part of these financial statements

Appendix A - PSAB - Financial Statements

Statement of Changes in Net Financial Assets

AS AT JUNE 30. 2016

2015

Budget

2015

Estimated

Net Financial Assets (Net Debt), Beginning of Year 1,464,678 1,154,945

Surplus (Deficit) for the Year from Operations (923,787) (737,448)

Acquisition of tangible capital assets (943,732) (605,500)

Proceeds on disposal of tangible capital assets -

Net loss (gain) on disposal of tangible capital assets -

Write-down of tangible capital assets -

Amortization of tangible capital assets 1,022,867 1,022,867

Acquisition of inventory of supplies for consumption -

Acquisition of prepaid expenses (8,000) (8,000)

Consumption of supplies inventory -

Use of prepaid expenses 8,000 8,000

(844,652) (303,080)

Net Re-measurement Gains (Losses)

Change in Net Financial Assets (844,652) (303,080)

Net Financial Assets (Net Debt), End of Year 620,025 851,865

The accompanying notes and schedules are an integral part of these financial statements

Appendix A - PSAB - Financial Statements

Statement 3

NORTH WEST COLLEGE

Statement of Cash Flows

FOR THE YEAR ENDED JUNE 30, 2016

Projected

June 30,

2016

Approved

June 30,

2015

Estimated

June 30,

2015

Operating Activities

Surplus (deficit) for the year from operations $(927,037) $(923,787) (737,448)

Non-cash items included in surplus (deficit)

Amortization of tangible capital assets 967,957 1,022,867 1,022,867

Changes in non-cash working capital

(Increase) in accounts receivable - - -

Decreased (increase) in inventories resale - - -

Increase (decreases) in accrued salaries and benefits - - -

(Decrease) in accounts payable and accrued liabilities - - -

(Decrease) in deferred revenue - - -

Increase in Liability for Employee Future Benefits - 9,900 9,900

Decrease (increase) in inventory of supplies for consumption - - -

Decrease (increase) in prepaid expenses - - -

Cash Provided by Operating Activities 40,920 108,980 295,320

Capital Activities

Cash used to acquire tangible capital assets (140,000) (988,917) (605,500)

Cash Used by Capital Activities (140,000) (988,917) (605,500)

Investing Activities

Cash used to acquire portfolio investments - - -

Proceeds from disposal of portfolio investments - - -

Cash Used by Investing Activities - - -

Financing Activities

Repayment of long-term debt (129,424) (108,470) (110,935)

Cash Used by Financing Activities (129,424) (108,470) (110,935)

(Decrease) in Cash and Cash equivalents (213,975) (988,407) (421,116)

Cash and Cash Equivalents, Beginning of Year 1,837,976 2,712,926 2,259,092

Cash and Cash Equivalents, End of Year $ 1,624,001 $ 1,724,519 1,837,976

Appendix A - PSAB - Financial Statements

Statement 4

NORTH WEST COLLEGE

Appendix A - PSAB - Financial Statements

North West College

Schedule of Revenues and Expenses by Function

for the year ended June 30, 2016

Schedule 1

2016 Projected 2016 2015 2015

General Skills Training Basic Education Serv ices Univ ersity Scholarships Student Total Total Total

Credit Non-credit Learner

Credit Non-credit Support Counsel Credit

Housing

Projected Approv ed Estimated

Revenues (Schedule 2)

Prov incial government $ 5,632,376 $ 1,474,524 $ - $ 1,968,367 $ 158,692 $ - $ - $ 10,000 $ 46,500 $ - $ 9,290,460 $ 9,336,015 $ 9,305,825

Federal government - - - - 257,838 - - - - - 257,838 280,814 253,820

Other 146,000 1,093,503 850,000 426,490 2,400 261,000 - 440,357 43,000 332,325 3,595,075 3,481,507 3,383,875

Total Revenues 5,778,376 2,568,028 850,000 2,394,857 418,930 261,000 - 450,357 89,500 332,325 13,143,372 13,098,336 12,943,521

Expenses (Schedule 3)

Agency contracts 11,000 458,117 353,750 119,450 - 4,400 - 389,480 - - 1,336,197 1,509,704 1,364,659 Amortization 967,957 - - - - - - - - - 967,957 1,022,867 1,022,867

Equipment 243,268 9,372 17,000 - - - - - - - 269,640 234,601 265,559

Facilities 775,987 55,925 4,161 69,362 5,400 - - 2,000 - 129,872 1,042,707 1,048,587 1,083,672 Inf ormation technology 49,290 4,500 16,500 - - - 4,006 5,235 - - 79,531 70,474 83,269

Operating 936,629 250,691 33,532 106,488 41,505 372,441 22,004 22,710 100,000 27,188 1,913,187 2,058,288 1,697,316

Personal services 3,073,962 1,743,158 195,840 1,970,676 277,842 950,545 94,675 9,043 - 145,450 8,461,190 8,077,603 8,163,625

Total Expenses 6,058,093 2,521,763 620,783 2,265,976 324,747 1,327,385 120,685 428,468 100,000 302,510 14,070,410 14,022,123 13,680,969

Surplus (Deficit)

for the year $ (279,717) $ 46,265 $ 229,217 $ 128,882 $ 94,183 $ (1,066,385) $ (120,685) $ 21,889 $ (10,500) $ 29,814 $ (927,037) $ (923,787) $ (737,448)

Appendix A - PSAB - Financial Statements

North West College

Schedule of Revenues by Function

for the year ended June 30, 2016

Schedule 2

General

2016 Projected

Skills Training Basic Education Serv ices

2016 2015 2015

Universit y Schola rshi p s Student Total Total Total

Learne r Housin g Reve nue s Reven u e s Revenue

Credit Non-cre dit Credit Non-cre dit Suppor t Counsel Credit Proj e c ted Appro ved Estmated

Provincial Government

Adv anced Education/

Economy

Operating grants $ 4,201,152 $ 150,324 $ - $ 171,124 $ - $ - $ - $ - $ - $ - $ 4,522,600 $ 4,476,6 0 0 $ 4,458,452

Program grants 1,178,605 1,324,200 - 1,797,2 4 3 107,00 0 - - - - - 4,407,0 4 9 4,280,1 0 4 4,330,9 9 5

Capital grants 201,00 0 - - - - - - - - - 201,000 159,00 0 194,00 0

5,580,7 5 7 1,474,5 2 4 - 1,968,3 6 7 107,00 0 - - - - - 9,130,6 4 9 8,915,7 0 4 8,983,4 4 7

Contra ct s - - - - - - - - - - - -

Other - - - - - - - - 46,500 - 46,500 93,000

46,500 5,580,7 5 7 1,474,5 2 4 - 1,968,3 6 7 107,00 0 - - - 46,500 - 9,177,1 4 9 9,008,7 0 4 9,029,9 4 7

Other prov incial 51,619 - - - 51,692 - - 10,000 - - 113,31 1 327,31 1 275,87 8

Total Provincial 5,632,3 7 6 1,474,5 2 4 - 1,968,3 6 7 158,69 2 - - 10,000 46,500 - 9,290,4 6 0 9,336,0 1 5 9,305,8 2 5

Federal Government

Operating grants

Program grants

- - - - -

- - - - 257,838

- - - - - -

- - - - - 257,838

-

257,83 8 253,820

Capital grants - - - - - - - - - - - 22,976

Other Federal

- - - - 257,838

- - - - -

- - - - - 257,838

- - - - - -

280,81 4

-

253,820

Total Federal - - - - 257,838 - - - - - 257,838 280,814 253,820

Other Revenue

Admin recov ery - - - - - - - - - - - -

Contracts - - 445,000 418,690 - - - - - - 863,690 747,830 898,089

Interest 32,000 - - - - - - - - - 32,000 32,000 32,000

Rents 6,000 - - - - - - - - 326,325 332,325 320,820 323,420

Resale items - - - - - 250,000 - - - - 250,000 250,000 250,000

Tuitions 10,000 1,044,103 405,000 7,800 2,400 11,000 - 432,857 - - 1,913,160 1,923,857 1,517,834

Donations - - - - - - - - 43,000 - 43,000 65,000 65,000

Other 98,000 49,400 - - - - - 7,500 - 6,000 160,900 142,000 297,533

Total Other 146,000 1,093,503 850,000 426,490 2,400 261,000 - 440,357 43,000 332,325 3,595,075 3,481,507 3,383,875

Total Revenues $ 5,778,376 $ 2,568,028 $ 850,00 0 $ 2,394,857 $ 418,930 $ 261,000 $ - $ 450,357 $ 89,500 $ 332,325 $ 13,143,372 $ 13,098,336 $ 12,943,521

North West College: 2015-2016 Business Plan 46

Appendix A - PSAB - Financial Statements North West College

Schedule of Expenses by Function

for the year ended June 30, 2016

2016 Projected

Schedule 3

2016 2015 2015

General Skills Training Basic Education Services University Scholarships Student Total Total Total

(Schedule 4)

Credit Non-credit Credit Non-credit

Learner

Support Counsel Credit

Housing Expenses

Projected

Expenses

Approved

Expenses

Estimated

Agency Contracts

Contracts $ 11,000 458,117 353,750 119,450 - $ 4,400 $ - 389,480 $ - $ - $ 1,336,197 $ 1,509,704 $ 1,364,659 Instructors - - - - - - - - - - - -

11,000 458,117 353,750 119,450 - 4,400 - 389,480 - - 1,336,197 1,509,704 1,364,659

Amortization 967,957 - - - - - - - - - 967,957 1,022,867 1,022,867

Equipment

Equipment (non-capital) 170,111 872 - - - - - - - - 170,983 191,444 167,277

Rental - 1,000 17,000 - - - - - - - 18,000 27,000 9,000

Repairs and maintenance 73,157 7,500 - - - - - - - - 80,657 16,157 89,282

243,268 9,372 17,000 - - - - - - - 269,640 234,601 265,559

Facilities

Building supplies - - - - - - - - - 4,200 4,200 50,365 43,105

Grounds - - - - - - - - - 2,400 2,400 1,200 2,400

Janitorial 38,905 - - - - - - - - - 38,905 288,105 479,412 Rental 238,529

55,925 4,161 62,600 5,400 - - 2,000 - - 368,615 409,055 422,944

Repairs & maintenance buildings 317,809 - - 3,000 - - - - - 22,920 343,729 20,683 31,814

Utilities 180,743 - - 3,762 - - - - - 100,352 284,858 279,179 103,997

775,987 55,925 4,161 69,362 5,400 - - 2,000 - 129,872 1,042,707 1,048,587 1,083,672

Information Technology

Computer services - - 16,500 - - - - 5,235 - - 21,735 21,735 21,735

Data communications 1,040 - - - - - - - - - 1,040 2,200 2,200

Equipment (non-capital) - - - - - - - - - - - -

Materials & supplies - - - - - - - - - - - -

Rental - - - - - - - - - - - -

Repairs & maintenance buildings - - - - - - - - - - - -

Software (non-capital) 48,250 4,500 - - - - 4,006 - - - 56,756 46,539 59,334

49,290 4,500 16,500 - - - 4,006 5,235 - - 79,531 70,474 83,269

Operating

Advertising 266,005 39,160 19,817 5,850 2,636 3,785 - 6,102 - 240 343,595 353,378 216,368

Association fees & dues 35,822 242 - - - - 1,189 - - - 37,253 38,221 37,184

Bad debts - - - - - - - - - 6,000 6,000 8,500 6,000

Financial services 7,800 - - - - - - - - - 7,800 7,800 7,800

In-service (includes PD) 159,756 8,648 - 10,935 437 3,353 3,300 - - - 186,429 197,401 171,440

Insurance 32,325 - - - - - - - - 11,520 43,845 41,017 40,435

Materials & supplies 54,365 169,610 9,160 49,520 26,300 20,350 8,998 6,300 - 5,040 349,643 335,089 342,050

Postage, freight & courier 28,451 5,125 2,600 2,125 237 1,000 - 800 - - 40,338 40,000 40,512

Printing & copying 7,172 3,000 - 4,500 - - - - - - 14,672 7,162 11,534

Professional services 140,599 - - - - - - - - 1,000 141,599 165,834 156,818

Resale items - - - - - 227,273 - - - - 227,273 227,273 227,273

Subscriptions 6,343 650 - - - - - - - - 6,993 7,006 6,647

Telephone & fax 44,090 6,435 655 5,500 43 - - 900 - - 57,623 50,883 56,002

Travel 54,435 15,131 1,300 26,323 5,197 35,133.36 3,517 8,200 - 1,457 150,693 185,532 141,090

Other 99,467 2,690 - 1,735 6,655 81,547 5,000 408 100,000 1,931 299,432 393,192 236,164

936,629 250,691 33,532 106,488 41,505 372,441 22,004 22,710 100,000 27,188 1,913,187 2,058,288 1,697,316

Personal Services

Employee benefits 450,030 254,399 10,840 176,101 28,713 146,617 24,233 773 - 22,355 1,114,061 1,078,330 1,089,231 Honoraria

27,285 - - - - - - - - - 27,285 27,285 28,785 Salaries 2,596,647

1,488,759 185,000 1,794,575 249,129 803,928 70,442 8,270 - 116,969 7,313,718 6,964,721 7,037,348 Other -

- - - - - - - - 6,126 6,126 7,267 8,261 3,073,962 1,743,158 195,840

1,970,676 277,842 950,545 94,675 9,043 - 145,450 8,461,190 8,077,603 8,163,625

Total Expenses $ 6,058,093 $ 2,521,763 $ 620,783 $ 2,265,976 $ 324,747 $ 1,327,385 $ 120,685 $ 428,468 $ 100,000 $ 302,510 $ 14,070,410 $ 14,022,123 $ 13,680,969

North West College: 2015-2016 Business Plan

47

Appendix A - PSAB - Financial Statements

North West College Schedule of General Expenses by Function Area

for the year ended June 30, 2016 Schedule 4

2016 Projected 2016 2015 2015

Governance Operating Facilities Information Total Total Total

and and Technology General General General

Administration Equipment Projected Approved Estimate

Agency Contracts

Contracts $ - $ 11,000 $ - $ - $ 11,000 $ 11,000 $ 11,000

Instructors - - - - - -

- 11,000 - - 11,000 11,000 11,000

Amortization - 967,957 - - 967,957 1,022,867 1,022,867

Equipment

Equipment (non-capital) - - 78,779 91,333 170,111 190,294 165,740

Rental - - - - -

Repairs and maintenance 4,066 - 63,500 5,591 73,157 9,657 71,937

4,066 - 142,279 96,923 243,268 199,951 237,677

Facilities

Building supplies - - - - - 38,905 38,905

Grounds - - - - - - 0

Janitorial - - 38,905 - 38,905 288,105 479,412

Rental - - 238,529 - 238,529 238,529 0

Repairs & maintenance buildings - - 317,809 - 317,809 5,083 71,937

Util ities - - 180,743 - 180,743 182,913 174,743

- - 775,987 - 775,987 753,535 764,997

Information Technology

Computer services - - - - - -

Data communications - - - 1,040 1,040 2,200 2,200

Equipment (non-capital) - - - - - -

Materials & supplies - - - - - -

Rental - - - - - -

Repairs & maintenance buildings - - - - - -

Software (non-capital) 480 - - 47,770 48,250 41,033 46,053

480 - - 48,810 49,290 43,233 48,253

Operating

Advertising - 266,005 - - 266,005 278,242 188,573

Association fees & dues 35,018 803 - - 35,822 36,790 35,568

Bad debts - - - - - -

Financial services - 7,800 - - 7,800 7,800 7,800

In-service (includes PD) 46,200 111,006 1,750 800 159,756 162,274 135,615

Insurance - 28,915 3,410 - 32,325 30,973 28,915

Materials & supplies 712 53,653 - - 54,365 59,217 59,309

Postage, freight & courier - 28,451 - - 28,451 31,867 31,667

Printing & copying - 7,172 - - 7,172 7,163 20,617

Professional services 10,165 130,434 - - 140,599 163,830 155,818

Resale items - - - - - - 227,273

Subscriptions - 5,764 580 - 6,343 6,206 5,817

Telephone & fax - 44,090 - - 44,090 37,090 39,261

Travel 12,350 34,281 4,259 3,544 54,435 76,248 114,050

Other 17,616 81,127 724 - 99,467 105,236 97,126

122,060 799,501 10,723 4,344 936,629 1,002,936 1,147,408

Personal Services

Employee benefits - 397,945 30,667 21,419 450,030 442,598 435,571

Honoraria 27,285 - - - 27,285 27,285 27,285

Salaries - 2,285,442 164,229 146,976 2,596,647 2,542,045 2,548,141

Other - - - - - -

27,285 2,683,387 194,895 168,395 3,073,962 3,011,928 3,010,996

Total General Expenses $ 153,891 $ 4,461,845 $ 1,123,884 $ 318,473 $ 6,058,093 $ 6,045,450 6,243,199

48North West College: 2015-2016 Business Plan

Appendix A - PSAB - Financial Statements

North West College

Projected Schedule of Changes in Accumulated Surplus from Operations

for the year ended June 30, 2016

Addition during the Reductions during the

June 30, 2015 year year June 30, 2016

Invested in Tangible Capital

Assets: Net Book Value of Tangible

Capital Assets

Less: Debt ow ing on

10,344,251 140,000 967,957 9,516,294

Tangible Capital Assets 482,511 115,041 367,470

9,861,740 140,000 852,916 9,148,824

External Contributions to be

Held in Perpetuity 44,102 44,102

Internally Restricted Operating Surplus: Capital projects: Designated for tangible

capital asset expenditures 525,000 341,000 230,000 497,000

525,000 341,000 230,000 497,000

Other:

Operating Reserve 288,750 - 83,656 205,094

Residence Reserve 86,094 38,400 42,500 81,994

Scholarship 165,024 76,000 100,000 141,024

539,868 114,400 226,156 428,112

Unrestricted Operating

Surplus $ 233,405 $ 159,041

Total Accumulated Surplus

from Operations 11,204,116 595,400 1,309,072 10,277,079

49

North West College: 2015-2016 Business Plan

Appendix A - PSAB - Financial Statements

North West College

Forecast Statement of Operation (Income Statement)

for the year ended June 30, 2016

Year 1 Year 2 % 2015-16 2016-17 Change

Revenues (Schedule 2) Provincial government

Grants 9,023,649 8,946,498 -1%

Other 266,811 266,811 0%

Federal government

Grants

Other 257,838 257,838 0%

Other revenue

Administrative recoveries

Contracts 863,690 863,690 0%

Interest 32,000 32,000 0%

Rents 332,325 334,325 1%

Resale items 250,000 250,000 0%

Tuitions 1,913,160 1,933,053 1%

Donations 43,000 65,000 34%

Other 160,900 146,300 -10%

Total revenues 13,143,372 13,095,516 0%

Salaries and Benefits Out of Scope Salaries 879,306 888,147 1%

Academic In-Scope 3,725,733 3,553,834 -5%

Professional In-Scope 2,582,765 2,688,122 4%

Other Salaries 36,230 36,230 0%

Benefits 1,091,706 1,079,227 -1%

Sub-toatal Salaries and Benefits 8,315,740 8,245,559 -1%

Other Operating Expenses 5,754,670 5,968,278 4%

Total Expenditure 14,070,410 14,213,837 1%

50

North West College: 2015-2016 Business Plan

Appendix B - Skills Training Allocation - Program Management Form

Page 1 of 1

STA-03

Program Name Location Start Date End Date

# of Course

Days

Course

Capacity STA Cost

Total Course

Cost Projected Funding Sources

Business North Battleford 31-Aug-15 29-Apr-16 1,773 15 $99,356 $145,974 STA, Tuition

Computer Network Technician North Battleford 31-Aug-15 06-May-16 1,650 12 $61,520 $110,110 STA, Tuition

Office Administration Meadow Lake 31-Aug-15 29-Apr-16 1,872 15 $80,725 $131,022 STA, Tuition

Office Administration North Battleford 31-Aug-15 29-Apr-16 1,872 15 $70,124 $120,419 STA, Tuition

Office Administration Thunderchild FN 28-Sep-15 27-May-16 1,872 15 $80,075 $130,372 STA, Tuition

Disability Support Worker Meadow Lake 08-Sep-15 10-Jun-16 2,102 15 $83,890 $140,622 STA, Tuition

Early Childhood Education North Battleford 31-Aug-15 17-Jun-16 1,889 15 $93,160 $148,715 STA, Tuition

Youth Care Worker North Battleford 31-Aug-15 20-May-16 1,950 15 $81,315 $138,046 STA, Tuition

Continuing Care Assistant (CCA) North Battleford 08-Sep-15 16-Jun-16 1,647 15 $84,371 $132,828 STA, Tuition

CCA part time Meadow Lake 07-Sep-15 29-Jun-16 284 12 $17,062 $36,422 STA, Tuition

CCA part time Debden 08-Sep-15 28-Jun-16 284 12 $23,264 $37,058 STA, Tuition

CCA part time Spiritwood 10-Sep-15 27-Jun-16 284 12 $19,945 $42,949 STA, Tuition

CCA part time Turtleford 10-Sep-15 30-Jun-16 284 12 $23,246 $37,040 STA, Tuition

Practical Nursing Yr 1 Meadow Lake 28-Sep-15 28-Apr-17 1,083 7 $113,687 $145,222 STA, Tuition

Practical Nursing continued North Battleford 09-Feb-15 16-Dec-16 1,886 14 $186,075 $213,615 STA, Tuition

Electrician Meadow Lake 31-Aug-15 29-Jan-16 997 12 $73,598 $103,098 STA, Tuition

Electrician Meadow Lake 08-Feb-16 30-Jun-16 997 12 $73,598 $103,098 STA, Tuition

Electrician North Battleford 08-Feb-16 24-Jun-16 997 12 $91,711 $121,206 STA, Tuition

Hairstylist North Battleford 27-Jul-15 24-Jun-16 3,036 14 $97,921 $182,536 STA, Tuition

Heavy Equipment Truck & Transport/agri Meadow Lake 08-Sep-15 30-Jun-16 1,967 12 $145,768 $206,218 STA, Tuition

Institutional Cooking Meadow Lake 31-Aug-15 29-Jan-16 1,067 12 $57,249 $89,679 STA, Tuition

Institutional Cooking Meadow Lake 08-Feb-16 30-Jun-16 1,067 12 $57,249 $89,679 STA, Tuition

Plumbing and Pipefitting Meadow Lake 08-Feb-16 12-Jun-16 883 12 $81,456 $104,396 STA, Tuition

Welding Meadow Lake 08-Sep-15 27-May-16 1,958 12 $88,439 $143,439 STA, Tuition

Welding North Battleford 08-Sep-15 27-May-16 1,958 12 $94,005 $149,009 STA, Tuition

35,659 323 $1,978,809 $3,002,772

Program Year: 2015-16

NORTH WEST COLLEGE

Post-Secondary Delivery Institution

14/04/2015 Date (yyy/mm/dd)

51 North West College: 2015-2016 Business Plan

Appendix C - Adult Basic Education

Enrollment Management Plan for 2015-16

Apprenticeship and Workforce

Skills Branch 12th floor, 1945 Hamilton St.

Post-Secondary Insitution: NORTH WEST COLLEGE Date Submitted: April 15, 2015 Page 1 of 2

Program Details Partners Student Program Length Student Program Capacity ECON Funding Funding Partners Total Seat Costs

Program

Name

Program

Lev el Location

On-Reserve /

Off-Reserve Partners

Student

Start Date

Student

End

Date

Student

Program

Seat

Capacity

Student

Program

Course

Days

Total Student Seat

Capacity ABE Grant

Funding

Immigration

Funding for ESL

Total ECON

Funding

(A)

K-12 Funding for

18-21 Year Olds

( B )

All Other Funding

( C )

Total Program

Funding

(A + B + C)

Seat Cost per

Training Day

Name from

Business Plan

Select Program

Level from

Drop Down List

e.g. Saskatoon,

Yorkton, etc.

Select Program from

Drop Down List

e.g. Employer A,

Yorkton Tribal

Council, School

Division, etc.

e.g.

15/SEP/08

e.g.

16/JUN/24 e.g. 20 e.g. 150

Formula calculates

Student Program

Seat Capacity x

Student Program

Course Days

Excluding in-kind;

include

partnerships,

Literacy Grant, etc.

Formula calculates

Total ECON Funding (A) ÷ by

Total S tudent Seat

Capacity

Adult 12 Level 4 Big River Off-Reserve Big River FN

31-Aug-15 31-May-16 15 170 2,550 $197,479.00 $197,479.00 $36,400.00 $233,879.00 $38.72

Adult 10 Level 3 Big River Off-Reserve 31-Aug-15 31-May-16 15 170 2,550

Adult 12 Level 4 Duck Lake Off- Re s er v e PSSD

31-Aug-15 31-May-16 15 170 2,550

$147,928.00 $147,928.00 $74,000.00 $221,928.00 $29.01 Adult 10 Level 3 Duck Lake Off- Re s er v e 31-Aug-15 31-May-16 15 170 2,550

Adult 12 Level 4 Leask Off-Reserve Mistawasis and

Muskeg Lake FN

PSSD

31-Aug-15 31-May-16 15 170 2,550 $150,205.00 $150,205.00 $43,400.00 $15,800.00 $209,405.00 $29.45

Adult 10 Level 3 Leask Off- Re s er v e 31-Aug-15 31-May-16 15 170 2,550

Adult 12 Level 4 Leoville Off- Re s er v e LSSD

31-Aug-15 31-May-16 15 170 2,550

$212,207.00 $212,207.00 $21,090.00 $233,297.00 $41.61 Adult 10 Level 3 Leoville Off-Reserve 31-Aug-15 31-May-16 15 170 2,550

Adult 12 Level 4 Mosquito FN On-Reserve Mosquito FN

31-Aug-15 31-May-16 15 170 2,550 $260,609.00 $260,609.00 $260,609.00 $51.10

Adult 10 Level 3 Mosquito FN On-Reserve 31-Aug-15 31-May-16 15 170 2,550

Adult 12 Level 4 Meadow Lake Off-Reserve

NWSD

31-Aug-15 31-May-16 30 170 5,100

$390,173.00 $390,173.00 $44,000.00 $36,280.00 $470,453.00 $38.82 Adult 10 Level 3 Meadow Lake Off-Reserve 31-Aug-15 31-May-16 15 170 2,550

Adult 10 Level 3 Meadow Lake Off- Re s er v e 31-Aug-15 18-Dec-15 15 80 1,200

Level 2

Path wa y s Levels 1/2 Meadow Lake Off-Reserve 4-Jan-16 6-May-16 15 80 1,200

Adult 12 Level 4 North Battleford Off- Re s er v e

LSSD

31-Aug-15 31-May-16 45 170 7,650 $125,131.00 $125,131.00 $190,000.00 $27,620.00 $342,751.00 $16.36

Level 30 Night Class

Level 4 North Battleford Off- Re s er v e 8-Sep-15 28-Jun-16 15 40 600 $26,957.00 $26,957.00 $2,165.00 $29,122.00 $44.93

Adult 10 Level 3 North Battleford Off- Re s er v e 31-Aug-15 31-May-16 15 170 2,550 $115,152.00 $115,152.00 $9,205.00 $124,357.00 $45.16

Incubator Pilot Level 3 North Battleford Off-Reserve 31-Aug-15 31-May-16 15 170 2,550 $115,152.00 $115,152.00 $9,205.00 $124,357.00 $45.16

Level 2 Pathways

Levels 1/2 North Battleford Off- Re s er v e 31-Aug-15 18-Dec-15 15 80 1,200

$146,682.00 $146,682.00 $13,000.00 $159,682.00 $40.75 Level 2 Pathways

Levels 1/2 North Battleford Off-Reserve 31-Aug-15 18-Dec-16 15 80 1,200

Level 2 Pathways

Levels 1/2 North Battleford Off-Reserve 13-Jan-16 13-May-16 15 80 1,200

Level 2

Path wa y s Levels 1/2

Ahtahkakoop FN On-Reserve

Ahtahkakoop FN 18-Jan-16 20-May-16 15 80 1,200 $62,034.00 $62,034.00 $62,034.00 $51.70

Level 2

Path wa y s Levels 1/2

Beardy's

Okemasis FN On-Reserve

Beardy's Okemasis

FN 14-Sep-15 15-Jan-16 15 80 1,200 $74,100.00 $74,100.00 $74,100.00 $61.75

Level 2

Path wa y s Levels 1/2

Big Island Lake

FN On-Reserve

Big Island Lake FN 10-Sep-15 15-Jan-16 15 80 1,200 $62,034.00 $62,034.00 $62,034.00 $51.70

Level 2

Pathways Levels 1/2

Big River FN On-Reserve

Big River FN 14-Sep-15 19-Jan-16 15 80 1,200 $62,952.00 $62,952.00 $62,952.00 $52.46

52 North West College: 2015-2016 Business Plan

Program Details Partners Student Program Length Student Program Capacity ECON Funding Funding Partners Total Seat Costs

Progr a m

Name

Progr a m

Lev el Location

On-Reserve/

Off-Reserve Partners

Student

Start Date

Student

End

Date

Student

Progr a m

Seat

Capacity

Student

Program

Course

Days

Total Student Seat

Capacity ABE Grant

Funding

Immigration

Funding for ESL

Total ECON

Funding

(A)

K-12 Funding for

18-21 Year Olds

( B )

All Other Funding

( C )

Total Program

Funding

(A + B + C)

Seat Cost per

Training Day

Name from

Business Plan

Select Program

Level from

Drop Down List

e.g. Saskatoon,

Yorkton, etc.

Select Program from

Drop Down List

e.g. Employer A,

Yorkton Tribal

Council, School

Division, etc.

e.g.

15/SEP/08

e.g.

16/JUN/24 e.g. 20 e.g. 150

Formula calculates

Student Program

Seat Capacity x

Student Program

Course Days

Excluding in-kind;

include

partnerships,

Literacy Grant, etc.

Formula calculates

Total ECON Funding (A) ÷ by

Total S tudent Seat

Capacity

Level 2

Path wa y s Levels 1/2

Little Pine FN On-Reserve

Little Pine FN 18-Jan-16 20-May-16 15 80 1,200 $70,725.00 $70,725.00 $70,725.00 $58.94

Level 2 Pathways

Levels 1/2 Makwa

Sahgaiehcan FN On-Reserve

Makwa

Sahgaiehcan FN 8-Sep-15 13-Jan-16 15 80 1,200 $58,357.00 $58,357.00 $58,357.00 $48.63

Level 2 Pathways

Levels 1/2 Mistawasis FN

On-Reserve Mistawasis FN

14-Sep-15 15-Jan-16 15 80 1,200 $73,750.00 $73,750.00 $73,750.00 $61.46

Level 2 Pathways

Levels 1/2 Muskeg Lake FN

On-Reserve Muskeg Lake FN

18-Jan-16 20-May-16 15 80 1,200 $73,650.00 $73,650.00 $73,650.00 $61.38

Level 2 Pathways

Levels 1/2 Pelican Lake FN

On-Reserve Pelican Lake FN

18-Jan-16 20-May-16 15 80 1,200 $62,402.00 $62,402.00 $62,402.00 $52.00

Literacy/level 1 LINC North Battleford Off- Re s er v e

CIC

21-Sep-15 31-May-16 15 33 495

$107,000.00 $107,000.00 $265,147.00 $372,147.00 $19.42

Level 2 LINC North Battleford Off-Reserve 21-Sep-15 31-May-16 15 33 495

Level 3/4 LINC North Battleford Off-Reserve 21-Sep-15 31-May-16 15 33 495

Level 5/6 LINC North Battleford Off- Re s er v e 21-Sep-15 31-May-16 15 33 495

Level7/8 LINC North Battleford Off-Reserve 21-Sep-15 31-May-16 15 33 495

Day level 1-3 LINC North Battleford Off-Reserve 21-Sep-15 31-May-16 15 33 495

Day level 4/5 LINC North Battleford Off- Re s er v e 21-Sep-15 31-May-16 15 33 495

Level 1 - 4 LINC Meadow Lake Off- Re s er v e 21-Sep-15 31-May-16 15 33 495

Level 1 - 4 LINC Rosthern Off- Re s er v e 21-Sep-15 31-May-16 8 33 264

Level 1 - 4 LINC Spiritwood Off- Re s er v e 21-Sep-15 31-May-16 15 33 495

Level 1 - 4 LINC Unit y Off-Reserve 21-Sep-15 31-May-16 8 33 264

Level 1 - 4 LINC TBD Off-Reserve 21-Sep-15 31-May-16 16 33 528

662 4106 68,811 $2,487,679.00 $107,000.00 $2,594,679.00 $372,490.00 $414,822.00 $3,381,991.00 $37.71

NOTE: Funding for the ABE Grant from ECON should reflect the allocation prov ided in Budget letters for the 2015-16 program year. Rationale should be articulated on any discrepanices.

In the chart below, please enter the total # of programs in each program category planned for the 2015-16:

Lev els 1/2 13 Lev el 3 9 Lev el 4 8 GED Prep ESL LINC 13 Total # of Programs 43

Comments: BE resources used inlcude amount indicated in 2015-16 budget letter plus the increase for NOTE all Level 1/2 programs are all Level 2

April, May and June of 2015

53 North West College: 2015-2016 Business Plan

Abridge Business Plan drawn directly from:

The Multi-Year Business Plan Approved April 27 2015

720- 5th Street WestMeadow Lake, SK S9X 1T9Phone: (306) 234-5100

10702 Diefenbaker DriveNorth Battleford, SK S9A 4A8Phone: (306) 937-5100