MANAGEMENT'S RESPONSIBILITY FOR REPORTING
Originalsignedby Bridget Hennigar, Chair,BoardofGovernors
NWP's management is responsible for the preparation, accuracy, objectivity, and integrity of the information contained in the Annual Report, including the financial statements, performance results and supporting management information. Systems of internal control are designed and maintained by management to produce reliable information to meet reporting requirements. The system is designed to provide management with reasonable assurance that transactions are properly authorized, are executed in accordance with all relevant legislation, regulations and policies, reliable financial records are maintained, and assets are properly accounted for and safeguarded.
The Annual Report has been developed under the oversight of the institution audit committee, approved by the Board of Governors and is prepared in accordance with the FiscalPlanningandTransparency Actand the Post-secondaryLearningAct .
The Auditor General of Alberta, the institution's external auditor, appointed under the Post-secondary LearningAct , performs an annual independent audit of the consolidated financial statements which are prepared in accordance with Canadian public sector accounting standards.
Originalsignedby Justin Kohlman PresidentandCEO
NORTHWESTERN POLYTECHNIC ANNUAL REPORT NWPOLYTECH.CA Accountability Statement 2
Message From The President
MESSAGE FROM THE PRESIDENT
This past year, Grande Prairie Regional College (GPRC) became Northwestern Polytechnic (NWP) – the province's newest, and most northern polytechnic institution. This transition was a historic and empowering development for our institution, region and province.
Along with affirming the importance of skilled trades and apprenticeship as part of our educational model, our polytechnic designation further supports a longheld aspiration for our community – at home degree granting. We have moved quickly with this added runway for success. Our Bachelor of Computing Science degree will welcome its first students in Fall 2023 and other in-demand degree offerings are also in the pipeline.
NWP is steadily growing and expanding our program offerings to better meet the needs of learners and our community. We recognize the value add and are looking forward to the journey ahead. As we continue to explore the opportunity at our fingertips, we are discovering even more potential and opportunities for partnership both in Canada and around the world.
The unveiling of our new identity and mandate this past spring inspired the development of a new strategic plan. The plan to become not just a polytechnic, but the most entrepreneurial polytechnic in Canada by 2034.
While ambitious, we believe our approach aligns to the distinctive strengths of our region and supports our province. Our goal is to provide graduates who meet
the needs of the workforce and train those who will build a new workforce.
Although we began 2021 as GPRC, we moved into a whole new world while managing a prolonged global public health crisis. We didn't just survive, we thrived.
This report speaks to these achievements as well as many of the other opportunities that surfaced during the 2021-22 period. While the year was far from typical, NWP's progress is a direct result of the vision, commitment and energy from our learning community and valued supporters. We are so very fortunate to work alongside such knowledgeable and talented people and to be part of a community that cares.
Isaac Newton famously said, "If I have seen further, it is by standing on the shoulder of giants." NWP is standing on the shoulders of those giants who came before us. For more than 50 years, GPRC nurtured connections and strengthened ties in northwestern Alberta. These relationships matter. They reflect our character and who we aspire to be. We will see more, do more and be more as we go forward as NWP.
Justin Kohlman, PresidentandCEO
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Originalsignedby
MANDATE STATEMENT
Established under the Post-secondaryLearningAct (PSLA), the Board of Governors manages and operates the post-secondary institution within its approved mandate [PSLA Section 60(1)(a)].
Northwestern Polytechnic (NWP) of Alberta is a public, Board governed post-secondary learning institute operated as a Polytechnic Institution under the authority of the Post Secondary Learning Act of Alberta.
NWP has set an aspirational goal "to become the most entrepreneurial Polytechnic in Canada." It intends on achieving this goal by fulfilling its role and mandate of offering engaging and empowering educational programs, and innovative and responsive applied research designed to meet the entrepreneurial needs of students, community and industry. NWP has and will continue to collaborate within the Campus Alberta system and use new approaches and new technology to deliver educational programs that create life-long learners with an entrepreneurial spirit. Entrepreneurial means, helping students build confidence to turn risk into opportunity.
Mirroring the entrepreneurial community in which it operates, NWP will deliver integrated learning approach to academics, and applied skills to help students create their dream job and contribute to the success of our region.
NWP provides students with the skills, support and knowledge required to meet key industry sectors including energy, health care, forestry, agriculture, business, communication, construction, public service and information technologies.
NWP provides learners with options for career and credential progression by offering academic upgrading, apprenticeship programs, certificate, and diploma programs, as well as applied and baccalaureate degrees alone and in tandem with other providers.
NWP is valued for excellence in four program pillars: Skilled Trades, Health and Education, Applied Science and Technology, and Business. NWP cultivates public and private partnerships that enhance studentlearning outcomes, create career pathways, across its communities.
To advance its goal of growing its domestic, indigenous and international student numbers, NWP offers a large selection of courses and programs through a variety of delivery methods, creating flexible learning pathways. In addition, NWP offers customized training and workforce development.
Submitted to the Minister of Advanced Education (April 7, 2022), pending approval.
PUBLICINTERESTDISCLOSURE(WHISTLEBLOWERPROTECTION)ACT
Northwestern Polytechnic is committed to providing a supportive environment where employees can disclose, make enquiries about, or seek advice regarding potential wrongdoing and cooperate in an investigation of wrongdoing without fear of reprisal.
During the fiscal year 2021-22, NWP received two disclosures, leading to two investigations. Given consideration of the facts, the Commissioner determined that no wrongdoing as defined by the legislation occurred in the first disclosure. The second disclosure is still under investigation. Reports to the Board of Governors are forthcoming.
NORTHWESTERN POLYTECHNIC ANNUAL REPORT NWPOLYTECH.CA Mandate Statement 4
OPERATIONAL OVERVIEW
Northwestern Polytechnic, formerly Grande Prairie Regional College, is continuing its historic transformation as the institution strives to become the most entrepreneurial polytechnic in Canada by 2034. The installation of a new President and CEO ushered in new institutional priorities along with a collaboratively defined strategic plan. During the 2021-22 academic year, there was an added focus on realizing the long-aspired goal of local, full degree programming in addition to expanding trades and apprenticeships, and extending partnerships that enhance access to a polytechnic education for our northwestern, Canadian and international communities. Despite the institutional realities and challenges imposed by a new post-pandemic world, NWP was emboldened by its new polytechnic mandate and supported by our regional communities.
EXPANDING ACCESS AND ENHANCING THE QUALITY OF EDUCATION
The transition to Polytechnic status signalled a clear intention to offer autonomous degrees for all students in the Northwestern region and beyond. During the 2021-22 academic year, NWP received Ministry approval to deliver a Bachelor of Computing Science and submitted a proposal for a Bachelor of Business Administration.
With the benefit of continuous environmental scans, labour market analyses, and remaining responsive to our students and industry, we are introducing indemand health programs and expanding transfer credit and trades programming
EXPANDING ACCESS TO DEGREE PROGRAMMING
The Bachelor of Computing Science degree, a longstanding goal for the institution, has finally become a reality. Advanced Education announced our proposed four-year Bachelor of Computing Science (BCS) degree program is approved for implementation on July 1, 2022. This will be the first Bachelor of Computing Science program in Alberta and will offer laddering opportunities for certificate, diploma and university-bound students in NWP's Computer Systems Technology (CST) and University Transfer (UT) programs. We anticipate strong domestic and international interest in the BCS program as well as increased demand for our certificate and diploma CST programs. In anticipation of the Fall 2023 program launch, the Robotic Lab and several computer labs have been expanded and extensively renovated, and faculty recruitment is well underway. Applications for the program will open in October 2022
During the 2021-22 academic year, NWP continued the proposal process for a Bachelor of Business Administration (BBA) degree program. The proposed BBA program is designed to prepare students for a
career in business, focusing on entrepreneurial skills and priorities. Students will learn fundamental business concepts, including accounting, human resource management, communications, marketing, information technology, law, and economics. In addition to completing core business courses, students will have the opportunity to customize their BBA based on their interests and career goals by selecting business electives from various subject areas, including accounting, finance, marketing, human resources, and management. Campus Alberta Quality Council (CAQC) conducted a virtual site visit of NWP, speaking with Senior Leadership throughout the organization, faculty, and students. This site visit went well, and NWP is expected to hear from CAQC with a final BBA approval decision in Fall 2022.
With substantial financial support from ARC Resources LTD., our first-year University Transfer (UT) Engineering program was approved by Advanced Education for reinstatement. After a two-year hiatus, NWP began accepting students for a Fall 2022 relaunch. Faculty and staff were hired to support the program. A new block transfer agreement with the University of Alberta was also signed, allowing students to seamlessly transfer into year two of the Bachelor of Science in Engineering program. In addition, a Program Advisory Committee was established to ensure industry and community involvement in the program's success and continued growth.
EXPANDING ACCESS TO TRANSFER CREDIT PROGRAMMING
The Department of Business and Office Administration faculty collaborated with Chartered Professional Accountants Canada to map NWP's BBA courses to the CPA Transfer Credit for entry to the CPA Professional Education Program (CPA PEP). Mapping these courses means that graduates of NWP’s BBA –
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Accounting stream will have the credentials to apply for direct entry into the CPA Professional Education Program
EXPANDING ACCESS TO NURSING PROGRAMMING
NWP introduced two new programs within the Department of Nursing Education and Health Studies: the Health Care Aide (HCA) program and the Practical Nursing (PN) program. The Health Care Aide (HCA) certificate program follows the Government of Alberta HCA Provincial Curriculum, preparing graduates for immediate entry into the workforce in environments such as continuing care, home care, acute care hospitals, private family care, personal care, and group-home settings. NWP celebrated its first HCA graduating class in April 2022.
In addition to the HCA Program, NWP’s Practical Nursing (PN) Diploma program began delivery to students in January 2022. This program prepares students for registration as a Licensed Practical Nurse. Practical Nurse graduates will obtain the necessary skills and qualifications to provide basic health services and support for patients with severe medical conditions or functional limitations in various healthcare settings, including acute care hospitals, continuing care centres, community health settings, and primary care settings. NWP will have its first PN graduating class in the Summer of 2023.
EXPANDING ACCESS TO TRADES PROGRAMMING
NWP's School of Skilled Trades is the largest trades training institution in Northern Alberta and the fourth largest training institution in Alberta. NWP’s Fairview Campus, which was established in 1951 as the Fairview School of Agriculture and Home Economics, recently marked its 70th-anniversary milestone as a postsecondary institution in Alberta.
NWP hosts Canada's only Motorcycle Training and Apprenticeship program, which will celebrate 42 years of training in 2022. For the last 33 years the institution has also been home to the only Harley Davidson® Technician Certificate in Canada. The Harley Davidson® (HD) program at NWP is a cornerstone for HD training and continues to draw learners internationally. Our successful partnership with Finning Canada for the ThinkBig Finning Caterpillar Diploma Program, also another one-of-a-kind Canadian offering, draws learners from across the country
NWP has cultivated a strong relationship with the Canadian Welding Bureau (CWB) over the last decade, and it continues to grow stronger as new projects and partnership opportunities arise. In 2022, CWB will collaborate with NWP to offer Level 1 and Level 2 Welder Testing and partner on preemployment program opportunities.
NWP has been working with Spartan Controls Inc. to better understand and meet local Industry demand for Instrumentation Apprenticeship training. This partnership will work to enhance instrumentation training in the region and deliver value-add solutions.
As Grande Prairie Regional College evolved into Northwestern Polytechnic over the past year, the School of Trades, Agriculture and Environment also underwent operational realignments to reflect the pivot to a Polytechnic mandate. The school has been newly established as the School of Skilled Trades, consisting of two academic streams; the Department of Construction Trades (CT) and the Department of Transportation Trades (TT).
INSTITUTIONAL REALITIES AND CHALLENGES
The transition to a polytechnic was accompanied by internal and external factors that impacted the institution's performance and outcomes. The recovery from the effects of the pandemic was not occurring at the same level across sectors of the economy or globally. Although it was envisaged that a return to pre-pandemic enrolment levels would materialize in the fall or winter term, that was not the case. With international travel still uncertain, fewer foreign students could secure the necessary visas to attend our polytechnic. Apprenticeship enrolment was also challenging.
In addition, there were significant changes to the polytechnic's institutional environment. With the instalment of a new President and CEO in Fall 2021, NWP quickly focused on the development of a bold new ten-year strategic institutional plan. Staff turnovers at the leadership levels, but equally at operational levels, occurred during the 2021-22 academic year. The transition to a polytechnic was accompanied by shifts in NWP's culture and priorities.
ENROLMENT CHANGES
The post-pandemic landscape did not result in a resurgence of pre-pandemic enrolment levels. The
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Operational Overview
anticipation of a return to some form of enrolment normalcy did not materialize. To that end, overall enrolment in 2021-22 was still lower than anticipated.
NWP had 1556.639 full-time load equivalents (FLE) for the 2021-22 academic year, a drop of 47.605 FLE from the previous year. The decline in international enrolment is the primary driver of the decrease in enrolment. Uncertainty surrounding the COVID-19 pandemic, particularly the unpredictability of securing a student visa, are determining factors for the overall decline.
Domestic student enrolment, including apprenticeship enrolment, has also been impacted. Uncertainties brought about by multiple COVID-19 waves and, to some extent, the impact of various COVID-19 guidelines on students contributed to a decline in 2021-22 apprenticeship enrolment. There was a higher number of withdrawals after the COVID-19 guidelines were announced. Fewer apprentices than expected completed training in Fall 2021. There were also fewer New to Winter 2022 Credit students than anticipated
ENTERPRISE RISK MANAGEMENT INITIATIVES
Enterprise Risk Management (ERM) is integral to NWP's physical and financial stability. There was a significant change within the institution's environment due to the COVID-19 pandemic. In 2021-2022 the ERM unit advanced the following undertakings:
Supported the COVID-19 Emergency Response Team in leading NWP's response to the pandemic.
PROGRAM SUSPENSIONS
Market saturation, and curriculum redeployment were the primary drivers for the continued suspension of the Unit Clerk program. Aboriginal Administration, Music Technology, and Interactive Digital Design are suspended due to low enrolment and lack of student demand. Pre-employment Electrician suspension is in effect until June 30, 2025; the curriculum is currently under revision. In addition, the following programs were terminated due to continued low student demand: Business Administration Diploma, Accounting and Investment Management, Dental Office Certificate, Pre-employment General Mechanics, and Studio Practice.
Worked collaboratively with our provincial partners to develop guidelines and pandemic protocols to protect each campus community.
Worked with local municipal emergency preparedness, and safety organizations on improving shared knowledge and pandemic response processes.
Implemented controls to mitigate COVID-19 transmission and scheduled enhanced custodial cleaning.
Assisted with the identification and notification of close contacts of symptomatic individuals, and COVID-19 positive cases.
Scheduled influenza and COVID-19 immunization clinics at the Grande Prairie Campus, and organized COVID-19 testing at each campus for unvaccinated attendees.
Met virtually with departments and individuals to update the risk register.
The Risk Management Advisory Committee (RMAC) met six times to assess the risk register, validate risk treatments / risk mitigation strategies on existing and newly identified risks, and initiated / monitored action plans.
ERM information was provided to the Core Leadership Team, Executive, and Board of Governors. The Manager, Enterprise Risk provided ERM information at four Board of Governors Audit Committee meetings. Any extreme, high, or noncompliant risks noted would be addressed through strategic and operational action plans
Updated NWP's ERM guidelines, and the ERM / RMAC SharePoint site.
Provided tours to external emergency responders and contractors to inspect and maintain safety infrastructure
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Operational Overview
CREDENTIAL 2020-21 ACTUALS 2021-22 ACTUALS DIFF Certificate1 606.612 539.384 -67.228 Diploma 307.678 287.845 -19.833 Non-Credential2 689.954 730.492 +40.538 NWP TOTAL 1604.244 1557.721 -46.523 1. Certificate credentials include standard, pre-employment and journeyman (apprenticeship) program types 2. Non-credentials include university transfers, open studies, and academic upgrading.
FLEENROLMENTBYCREDENTIAL
Goals, Priority Initiatives, And Expected Outcomes
GOALS, PRIORITY INITIATIVES, AND EXPECTED OUTCOMES
In accordance with the roles and mandates outlined in the Post-secondaryLearningAct , and as elaborated in the Roles and Mandates Policy Framework, a polytechnic institutional strategic plan was officially launched in March 2022. This ten-year strategic plan is designed to move our institution toward our aspirational goal: becoming the most entrepreneurial polytechnic in Canada by 2034. To that end, our newly developed strategic plan encompasses six overarching goals that our institution will achieve in 1, 3, 5 and 10 years
Every student has the opportunity to enrol in entrepreneurial education
Design, develop and implement a Centre for Entrepreneurial Excellence
Increase domestic and international enrolment
Increase new non-provincial government funding
Increase physical infrastructure utilization of our learning environment
Become one of the top 100 employer in Canada
These overarching goals and key priority initiatives, along with the progress made since the plan's inception last March, are presented in the tables below. All initiatives listed below should be understood as ongoing work designed to be implemented within a ten-year window. Revisions to the institutional plan, along with key performance measures, are to be expected upon completing the integrated planning process.
The transition to a polytechnic implies a shift away from the previous strategic plan in place at the beginning of the 2021-22 academic year. A complete list of achievements can be found in this report. Programming activities are listed in the Operational Overview section. Applied research and scholarly activities can be found in the Research, Applied Research, Scholarly Activities. Student Support and Regional Stewardship can be found in the Regional Stewardship, Foundational Learning, Underrepresented Learners, and Information Technology sections of the report
ENTREPRENEURIAL EDUCATION
By 2034, Every Student Has The Opportunity To Enroll In Entrepreneurial Education
Alignment of Adult Learning System Principles: Accessibility, Quality, Accountability, and Coordination
PRIORITY INITIATIVES
Right-time Education
Evolve our programs to reflect industry/student demand and best practices; embrace nontraditional delivery.
EXPECTED OUTCOMES PROGRESS MADE IN THE LAST 12 MONTHS
Approved Master Academic Plan, which includes a Strategic Enrolment Management (SEM) Plan, is implemented.
Create and implement an unbiased, robust and consistent program review process to emphasize improved quality control and program renewal or discontinuance based on student demand, local economy and market demand.
Created an entrepreneurial education summary document by 2024
A draft of the Academic Plan was presented to Dean’s Council. A College-wide consultation process that took place in late Fall 2021 was incorporated into the new plan Further edits and refinements following the completion of the integrated planning process.
Following a Program Review consulting report comparing current practices against best practices in Alberta, a new process along with data packages are currently under development. This new process is expected to commence in Fall 2022.
Work-integrated learning opportunities are offered in every program.
Autonomous at-home Bachelor of Computing Science degree; applications for the program will open in October 2022. Bachelor of Business Administration expected approval for Fall 2022.
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Goals, Priority Initiatives, And Expected Outcomes
PRIORITY INITIATIVES EXPECTED OUTCOMES PROGRESS MADE IN THE LAST 12 MONTHS
Right-time Education
Evolve our programs to reflect industry/student demand and best practices; embrace nontraditional delivery.
Created an entrepreneurial education summary document by 2024
Developed and implemented a systematic approach to identify indemand new programs.
Created a dedicated tactical action plan for professionals to participate in life-long learning.
Offers opportunities for grads to take entrepreneurial microcredentials.
Developed asynchronous course offerings, alternative course start dates and course offering times and offered courses in different locations.
CENTRE FOR ENTREPRENEURIAL EXCELLENCE
By 2034, A Fully Operational Center For Entrepreneurial Excellence
Expanded health programming, Health Care Aide (HCA) program and the Practical Nursing (PN) Program.
NWP entered into a partnership with Holmesglen Institute in Melbourne, Australia, for the Collaborative Online International Learning (COIL) program.
Through a collaborative content development process, a sophisticated, highly functional, and authentic virtual reality simulated learning program will be created and tested across both organizations. Students from Australia and Canada will participate in four previously developed online virtual reality simulations and meet in a Virtual Global Classroom to debrief and share their learnings
Micro-credentials offered through Continuing Education: Early Learning Childhood Educator, Microsoft Office Suite (MOS) Excel and Word; bookkeeping, human resources and fitness are planned for 2022-2023
PRIORITY INITIATIVES EXPECTED OUTCOMES PROGRESS MADE IN THE LAST
Implement a learning, teaching, and research environment that inspires, incubates and supports entrepreneurship in the community, through anticipation, leadership and strategic partnership.
Approved integrated strategic plan for the Center for Entrepreneurial Excellence.
Adoption of performance metrics associated with faculty and student participation rates, applied research funding, industry needs assessment, and knowledge mobilization.
Entrepreneurial learning and teaching centre staffed with expertise in entrepreneurial education by 2024.
12 MONTHS
Conceptual design and business case for the Centre for entrepreneurial excellence in progress; environmental review of existing models; opportunities for collaboration.
Proposed integrated strategic action plan that will leverage the entrepreneurial assets in Northwestern Alberta, attract opportunity, and deliver a distinctive student experience; current focus on entrepreneurial training and teaching centre and industry partnerships.
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Adult Learning System Principles: Accessibility, Quality, and Accountability
Alignment of
Goals, Priority Initiatives, And Expected Outcomes
DOMESTIC AND INTERNATIONAL ENROLMENT
By 2034, 100% increase in domestic enrolment and 600 international students
Alignment of Adult Learning System Principles: Accessibility, Affordability, Quality, and Accountability
PRIORITY INITIATIVES EXPECTED OUTCOMES PROGRESS MADE IN THE LAST 12 MONTHS
Attract and Retain
Significantly attract and retain domestic and international lifelong learners and provide them with the confidence to turn risk into opportunity.
Approved Strategic Enrolment Management Plan Fully implemented by Fall 2023
Developed and implemented six sigma (customer service) training that delivers customer satisfaction
Red tape reduction enacted; implemented “Lean Training” for staff and faculty
Adopted performance metrics associated with SEM tracking.
NON-PROVINCIAL GOVERNMENT FUNDING
Grow Non-Govt Revenue
Further reduce dependency on govt. funding by entrepreneurially increasing funding sources through asset trust agreements, and other sources.
Enrolment Revenue Growth
Increase domestic and international enrolment revenue growth to reduce dependency on govt. funding.
Entrepreneurialized business services: Developed and implemented entrepreneurial tactics and actions to grow our nongovt revenue and identify efficiencies.
Recruited grant seekers
Created new and unique opportunities to grow nongovt revenue from Private Public Partnerships (P3)
Aligned investment policy, and advancement opportunities to vision and strategy
Developed and implemented a tuition and fee pricing model to reflect perceived value
Ongoing strategic enrolment management committee identified specific issues with, and recommended actions on, recruitment, admission and application processes.
Search for an SEM consultant to review and audit all current processes related to student inquiries, retention, graduation, and alumni relations.
Search for AVP, Student, ongoing.
Adopted key staff training, programming, student services, and enrolment planning recommendations of the Internationalization Plan consultant report.
Established partnerships with international recruiters.
Implemented the "Answer your Calling" campaign
Developed a comprehensive External Relations plan; focused on exploring sustainable funding avenues; securing industry partnerships; maximizing event facilities utilization (Theatre, etc.); instilling lifelong relationships with donors and stakeholders; creating opportunities for alumni to support and become active supporters and partners
Ongoing review of investment policy, and investment portfolio.
Ongoing review of surplus lands and leased properties for revenue-generating opportunities; Land Trust business case in progress.
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By 2034, Secure $25 Million In New Non-Provincial Government Funding Alignment of Adult Learning System Principles: Affordability and Accountability PRIORITY INITIATIVES EXPECTED OUTCOMES PROGRESS MADE IN THE LAST 12 MONTHS
Goals, Priority Initiatives, And Expected Outcomes
PHYSICAL INFRASTRUCTURE UTILIZATION
By 2034, Reach 80% Physical Infrastructure Utilization Of Our Learning Environment
Alignment of Adult Learning System Principles: Affordability, Quality, and Accountability
PRIORITY INITIATIVES EXPECTED OUTCOMES PROGRESS MADE IN THE
Maximize Asset Utilization
Design and manage highquality spaces that enhance and support entrepreneurial education, facilitate teaching excellence, and foster positive on-campus learning and living experiences.
LAST 12 MONTHS
Space audit conducted
Developed a space management plan with standardization metrics
Progressive yearly increases in physical infrastructure utilization of NWP’s learning environment.
Transitioned to multi-use spaces where possible Developed functional programs for each department
Conversion of underutilized learning spaces to flexible touchdown, study and support services
TOP 100 EMPLOYER IN CANADA
Entrepreneurial Alignment
Clarity and commitment to an entrepreneurial mindset and strategy.
Developed a comprehensive facilities maintenance and operations plan aligned with the institution’s vision and new entrepreneurial mandate
Review of the Capital Master Plan to better align with the new vision and mandate. See Capital Plan section.
Facilities began working with individual departments to develop functional programs which formalize physical space needs for each respective area;
Contract was awarded to ThinkSpace for an update to our Campus Master Plan. Alignment with our new strategic plan and master academic plan will be a central focus to improve the utilization of the institution’s physical infrastructure.
PRIORITY INITIATIVES EXPECTED OUTCOMES PROGRESS MADE IN THE LAST
12 MONTHS
Developed and implemented a new employee recruitment plan.
Developed and implemented a strategyfocused, intensive and collaborative, professional development process for all staff.
Developed a comprehensive human resource plan encompassing values and cultural assessments, leadership competency and development, onboarding and mentorship, performance management processes, employee recruitment and sourcing processes, revisions to the employee recognition program, and employee engagement strategies.
Created a supportive environment for innovation and collaboration
Adopted performance metrics associated with employee engagement, employee alignment, and professional development.
Partnered with a third-party human resource research company to conduct cyclical employee engagement surveys
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Alignment of Adult Learning System Principles: Affordability, Quality, and Accountability
By 2034, Be Nominated As One Of The Top 100 Employers In Canada
FINANCIAL AND BUDGET INFORMATION
The following information should be read in conjunction with the Northwestern Polytechnic audited consolidated financial statements and accompanying notes for the year ended June 30, 2022.
NWP's consolidated financial statements have been prepared in accordance with Canadian public sector accounting standards and represent the consolidated financial results of Northwestern Polytechnic and the Grande Prairie Regional College Alumni/Foundation.
This discussion and analysis provide an overview of NWP's:
Financial Results
Revenue and Expenses
Capital Acquisitions
Net Assets
Areas of Significant Financial Risk
FINANCIAL RESULTS
In May 2021, the Board of Governors approved a balanced operational budget for 2021-2022. NWP ended the fiscal year with an annual operating surplus of $2.8 million (annual operating surplus of $5.2 million in 2020-2021) plus endowment contributions of $800K during the year, which has resulted in a total annual surplus of $3.6 million (an annual surplus of $5.2 million in 2020-2021). The surplus was partially offset by a $2.4 million remeasurement loss, related to unrealized investment losses, resulting in an increase in net assets to $49.3 million ($48.1 million in 2020-2021)
REVENUE AND EXPENSES
Revenue for the 2021-2022 fiscal year totalled $63.2 million, a decrease of $2.8 million from the prior year and $0.7 million less than budgeted.
Government of Alberta grants are the most significant source of revenue for NWP, with $45.2 million recognized in 2021-2022, a decrease of $3.4 million from the prior year and $0.9 million less than budgeted. The year-over-year reductions are driven by a reduction in the base operating grant of $2.2
million. The difference from budget is primarily due to fewer capital projects being completed than what was anticipated in the budget.
Student tuition and fees revenue was $0.4 million lower than budgeted due to a decrease in FLE’s, which was partially offset by an approved tuition and fee cost increase
Revenue from sales of services and products has decreased by $0.2 million from budget. Revenue has been generated from classes in person, students in residence, parking, fitness centre sales, and theatre rentals
In the current year, a gain of $1.6 million was realized on the sale of NWP land of to Alberta Health Services for the construction of a parkade at the Grande Prairie Regional Hospital.
In the current year, NWP experienced both realized and unrealized investment losses due to market reductions in both the bond and equity markets. These reductions occurred primarily in April – June 2022. The realized losses are reflected in the $0.2 million loss shown in the Statement of Operations Investment Income, and the unrealized losses are reflected in the $2.4 million remeasurement loss in the Net Assets and shown in Note 11. Despite the overall investment losses, there was investment income from interest and dividends earned in the year, and investment income was allocated to Foundation funds. Although losses are never welcome, they are a normal part of the business cycle.
Expenses for the 2021-2022 fiscal year totalled $60.5 million, a decrease of $0.3 million from the prior year and $3.5 million less than budgeted.
Salaries and benefits were the largest expense at $39.0 million ($39.0 million in 2020-2021), representing 65% of total expenditures for 2021-2022. This was $0.5 million less than budgeted
Materials, supplies, and services were $2.3 million less than budgeted due to strategic initiative funds not spent during the year and savings for general supplies required for the COVID-19 pandemic.
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NORTHWESTERN POLYTECHNIC ANNUAL REPORT NWPOLYTECH.CA Financial and Budget Information 13 $0.4 Special Purpose $0.9 Sponsored Research $3.4 Ancillary Services $11.6 Institutional Support $0.1 Cost of Goods Sold $0.6 Scholarships and Bursaries $2.2 Maintenance and Repairs $2.0 Utilities $39.0 Salaries and Benefits $11.1 Materials, Supplies and Services $5.5 Amortization of Capital Assets $1.1 Federal and Other Government Grants $0.8 Donations and Other Contributions -$0.2 Investment income $63.2
2021-22EXPENSESBYOBJECT(INMILLIONS)
2020-21AND2021-22ACTUALSANDBUDGET (INMILLIONS) 46.1 1.0 10.3 5.0 0.7 0.8 45.2 1.1 9.9 4.8 1.6 0.80.2 48.6 0.8 10.4 3.9 1.0 0.4 0.9 Government of Alberta Grants Federal and Other Government Grants Student Tuition and Fees Sales of Services and Products Gain on disposal of tangible capital assets Donations and Other Contributions Investment Income
Budget 2021-22 Actuals 2020-21 Actuals $60.5 $45.2 Government of Alberta Grants $9.9 Student Tuition and Fees $4.8 Sales of Services and Products $1.6 Gain on disposal of tangible capital assets $22.7 Instruction $8.8 Academic and Student Support $12.7 Facility Operations and Maintenance $60.5
2021-22REVENUE(INMILLIONS) 2021-22EXPENSESBYFUNCTION(INMILLIONS)
REVENUEBYSOURCE
2021-22
EXPENSEBYOBJECT
2020–2021AND2021–2022ACTUALANDBUDGET(IN MILLIONS)
2021-22 Budget 2021-22 Actuals 2020-21 Actuals
CAPITAL ACQUISITIONS
During the 2021-2022 fiscal year, acquisitions of tangible capital assets totalled $3.0 million, of which $1.7 million was funded internally. The most significant construction projects included completion of renovations, along with the expansion of the Building Blocks Daycare. Other significant acquisitions included computing equipment and various instructional equipment for NWP and the learning spaces located at the Grande Prairie Regional Hospital
NET ASSETS
The Institution ended the 2021-2022 fiscal year with a net asset balance of $49.3 million, an increase from $48.1 million at the end of 2020-2021. The increase was due to the annual surplus of $3.5 million. Net assets are comprised of
Net assets are comprised of (in millions): Endowments $7.2 Internally restricted surplus $23.5 Investment in tangible capital assets $18.4 Accumulated surplus from operations $0.2
Net assets $49 3
Endowments consist of externally restricted donations received by the Institution and internal allocations by the Institution’s Board of Governors, the principal of which is required to be maintained intact in perpetuity. During the year, there were endowment contributions received of $800,000 (none for 2020-2021).
Internally restricted surplus represents amounts set aside due to the nature of the source of the funds or by the Board of Governors for specific purposes. During the year, the Board moved $22.5 million from Accumulated surplus to internally restricted surplus
Within the internally restricted surplus, these funds were allocated to (in millions):
Center for Entrepreneurial Excellence $10.0
IT Renewal and Upgrades $5.0
Capital Renewal and Upgrade $4.0
Operating Contingency $3.5
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39.5 13.4 0.0 0.7 2.9 1.7 5.7 39.0 11.1 0.1 0.6 2.1 2.0 5.5 39.0 10.1 0.0 0.6 4.0 1.6 5.5 Salaries and Benefits Materials, Supplies and Services Cost of Goods Sold Scholarships and Bursaries Maintenance and Repairs Utilities Amortization of Capital Assets
Investment in tangible capital assets represents the amount of the Institute’s accumulated surplus that has been invested in capital assets. During the year, there was $1.7 million of acquisitions and disposals, $0.6 million of debt repayment and $2.7 million of amortization relating to internally funded tangible capital assets
AREAS OF SIGNIFICANT FINANCIAL RISK
TRANSITION TO POLYTECHNIC
On May 11, 2021, the Minister of Advanced Education announced that GPRC will become a polytechnic institution. The Order in Council officially changed the institution’s name and status on December 8, 2021. The Institution developed a strategic plan to guide the transformation from a community college to a polytechnic. This is an exciting transition, but there will be several organizational changes as the Institution adapts to meet the objectives in the strategic plan
FISCAL UNCERTAINTY
The Campus Alberta grant is the primary source of funding for the Polytechnic’s day-to-day operating activities. Government is under pressure, given the economic outlook for the province and rising debt levels. After several years of funding reductions, funding appears to have stabilized. The impact to Polytechnic revenue of a 1% change to the Campus Alberta base operating grant is $385,391
The expansion of IMAs (institutional mandate agreements) requires certain targets to be met and are somewhat unique to each institution while still rooted in Alberta 2030. In 2022-23 up to 15% of base funding may be impacted in the following year if targets are not met, 25% in 23-24 and up to 40% in 2526. While IMAs are an agreement between the Polytechnic and the government, they still pose a small amount of risk to the following year’s budget if they are not met
The institution has a significant amount of space on both the Fairview and Grande Prairie Campus. This includes instructional, administrative and residential space. The Campus Master Plan work in 2022-23 will guide the institution in the development of a plan that
may include renovated, consolidated, and future space needs. The financial statement highlights that a significant part of the institution’s infrastructure is amortized and will need to be maintained or changed.
COVID-19 IMPACT TO OPERATIONS
As the COVID-19 pandemic continued throughout the 2021-2022 fiscal year, the Polytechnic remained committed to mitigating risk and adhering to safety protocols, recommendations, and guidelines of the Chief Medical Officer for the Province of Alberta. The Polytechnic delivered the 2021-2022 academic year using a mixed delivery model. The mixed delivery model encompasses remote delivery for most lecture and seminar course components, and in-person delivery for labs and practicum course components, where necessary and safe to do so. Many Polytechnic employees continued working remotely during the year, and the institution regularly monitored its staffing needs throughout the pandemic. In-person events, including major fundraising events, graduation ceremonies and public bookings of the facility, were either cancelled or attended remotely as the COVID19 pandemic continued. Although operations don’t have significant residual impacts, COVID still needs to be monitored and managed
DEFERRED MAINTENANCE
The Institution estimates that deferred maintenance costs are approximately $19.2 million over the next four years, including replacement of capital assets nearing the end of their useful life. The Capital Maintenance and Renewal (“CMR”) funding from the province for 2021-22 is $3.7 million. If this program funding remains static over the four-year period, there will be insufficient funds of $4.4 million for deferred maintenance costs. As a result, NWP is focusing on ensuring proper prioritization of deferred maintenance items in order to maximize benefits and minimize the negative impact on the Institution and its students. However, the combination of budgetary pressure as well as insufficient CMR funding could impact the ability of the Institution to appropriately manage and address deferred maintenance risk.
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CAPITAL PLAN
New strategic direction has required Northwestern Polytechnic to re-evaluate its capital priorities. Three overarching principles will be applied to all capital infrastructure investment at NWP moving forward. First, investment in new and expansion projects will be fully aligned with the institution's strategic vision and our Investment Management Agreement with the Government of Alberta. Second, NWP will remain focused on the preservation and maintenance of existing infrastructure that adds value for the learner. Finally, the disruptive nature of COVID-19 and pandemic within our industry will drive evidencebased decision-making as it relates to capital investment within our institution.
Key projects highlighted within this capital plan include:
The decanting of the Cardinal building in Grande Prairie following the transfer of health studies programs to the new regional hospital, with campus master planning work commencing in 2021-2022 and carrying into 2023.
NWP’s vision to become the most entrepreneurial polytechnic institution in Canada by 2034 will provide overarching direction for the development of our new campus master plan. NWP’s goal to increase domestic and international enrolment, will require the repurpose of existing space for new programs and student supports, plus the expansion of physical laboratory space on campus to meet the growing demand of learners within our region.
The Grande Prairie Regional Hospital opened its doors to the public on December 4, 2021. Bachelor of Science in Nursing (BScN) and Practical Nurse programs will be available from the new Health Education Centre in the Fall of 2022. This will allow projects surrounding the decanting the Cardinal building to move forward in the 2022-2023 fiscal year. Planning for the Cardinal Building Decant will be formalized through the update of the campus master plan and is evolving to meet our strategic goals as a new polytechnic institution
Planning for the expansion of trades, certificate and diploma program offerings that best align with our service region
The refurbishment of building exteriors for GPRC infrastructure
With the exciting announcement of Northwestern’s polytechnic status, our Capital Plan development in 2021-2022 primarily focused on strategic planning for the expansion of skilled trades, health education and apprenticeship programming.
In order to continue delivering support and programming from our physical infrastructure, NWP must make maintenance a priority. Many of NWP’s buildings are past due for envelope refurbishments. These repairs will improve energy efficiency, reduce maintenance, increase durability, enhance aesthetic quality and extend service life. The institution remains focused on its efforts to reduce deferred maintenance and ensure assets that provide value to the institution are preserved. This project also provides an opportunity to reduce operating costs, which is relevant given recent reductions to our operating grant
Summary information for these priority projects and others are provided in the tables below
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Capital Plan
TYPE OF PROJECTS AND
PRIORITY PROJECTS
OTHER PROJECTS
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FUNDING SOURCES
TYPE PROJECT DESCRIPTION TOTAL PROJECT COST FUNDING SOURCES FUNDING RECEIVED TO DATA AND SOURCE REVISED FUNDING SOURCES
Cardinal Building Decant $31.5 million 78% GoA 13% Foundation 9% PSI funds Project pending funding approval No change.
Plan Expansion of Trades, Certificates and Diploma Programs $1.0 million 100% GoA Project pending funding approval No change.
Building Exterior Refurbishment $11.1 million 100% GoA Project pending funding approval No change.
PROJECT
Proposed
Proposed
Proposed
TYPE PROJECT DESCRIPTION TOTAL PROJECT COST FUNDING SOURCES FUNDING RECEIVED TO DATA AND SOURCE REVISED FUNDING SOURCES New Re-branding and improvement to overall campus wayfinding and signage TBD 100% PSI Project pending funding approval No change. New Health Education Centre Incorporated into hospital project budget 100% GoA Funding approved No change. New Fairview Nursing Laboratory & Classroom $360 thousand 70% PSI 30% GoA Funding approved No change.
Fairview Campus Site Servicing $5.0 million 100% GoA CMR funding approved No change.
PROJECT
Proposed
on-going.
Health Education Centre July 2011 –October 2022 July 2011 October 2022 Substantially complete Classrooms, laboratories and staff spaces near completion.
Classroom Restoration March 2021 –November 2022 March 2021 November 2022 Underway Design and tender complete. Construction to commence summer 2022.
Fairview Campus Site Servicing May 2022 –August 2027 May 2022 August 2027 CMR funding approved Review of existing site services completed by Field Engineering Ltd. Construction to start 2023.
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PROJECT TIMELINES AND STATUS PROJECT DESCRIPTION PROJECT TIMELINES EXPECTED PROJECT START EXPECTED PROJECT COMPLETION PROJECT STATUS PROGRESS MADE IN LASTS 12 MONTHS
Cardinal Building Decant April 2023 –June 2027 April 2023 June 2027 Planning phase Campus master plan contract awarded to ThinkSpace Plan Expansion of Trades, Certificates and Diploma Programs June 2023 –December 2023 June 2023 December 2023 Planning phase Plan to follow campus master plan update Building Exterior Refurbishment Estimated June 2022 – August 2025 Estimated June 2022 Estimated August 2025 CMR funding approved Phase 1 glazing complete at DJC building. Re-branding, wayfinding, and signage Estimated November 2021 – December 2024 Estimated November 2021 Estimated December 2024 Planning & execution High priority signage updated. Wayfinding planning
RESEARCH, APPLIED RESEARCH AND SCHOLARLY ACTIVITIES
Over the 2021-22 reporting year, Northwestern Polytechnic's Applied Research office sought to better align activities with industry needs within the core regional agricultural, forestry, and agricultural sectors. Of note, the polytechnic's premier research facility, the National Bee Diagnostic Centre (NBDC) molecular genetics and microbiological laboratory, was able to fill gaps left by COVID-19 caused service availability issues, leading to new capacity in pathogen diagnostics, ecosystem health, and industrial site reclamation. These new activities increased the polytechnic's capacity to train students to participate in industry-driven research and innovation initiatives.
THE NATIONAL BEE DIAGNOSTIC CENTRE
In the fourth year of its current five-year mandate, the NBDC continued to provide services, replacing those unavailable due to the closure of government laboratories across Canada. Once again, many Canadian beekeepers suffered poor production characterized by abnormally high pollinator mortality. The NBDC continued to liaise with its large national network of producer associations, provincial and federal agencies, and universities. Over the reporting period, the NBDC initiated new field projects and expanded services in the areas of agricultural and industrial land restoration ecology, including wildland restoration, invasive plant management, and wild pollinator health. New long-term initiatives, with fieldwork scheduled to begin for the summer of 2022, are expanding the lab's scientific and applied research services for new commodity sectors, including canola and forage seed production.
AGRICULTURAL PRODUCTION AND ANIMAL HEALTH RESEARCH
Continuing on a path to expand applied research and innovation activities in the broader agriculture sector, NWP completed work to rejuvenate the institution's legacy agricultural research and teaching facilities at the Fairview campus. New research and extension applications have been found for disused teaching spaces and greenhouses. New equipment was purchased as part of a strategy to develop programs of research in agricultural technologies and regenerative agriculture. Long-standing relationships with regional producer associations have positioned
the institution to partner on new cooperative projects in sustainable northern forage production and precision grazing management. NWP Applied Research has continued developing capacity in the areas of digital sensors and control systems, rural and remote data telemetry, machine learning, and artificial intelligence in the agricultural context. NWP remains an active participant in the Results Driven Agriculture Research (RDAR) advisory committee and has committed to several partnerships with other institutions, particularly Lakeland College, Olds College, Lethbridge College, and Parkland College, collaborating on applied agricultural research, with an aim to share facilities and resources for the benefit of producers province-wide
NEW STRATEGIC DIRECTIONS FOR RESEARCH AND INNOVATION
Over the past year, NWP continued aligning applied research priorities with the new polytechnic mandate. Laboratory and field agriculture will be the primary initial areas of focus, but other new research and innovation priorities will address specific needs in the extractive energy and forestry sectors. As NWP advances as a new polytechnic institution, we have found ways to support regionally important social innovation activities. Over the past several years, the institution built an enviable capacity for regional social applied research using advanced techniques. This capacity, recognized by peers as an area of particular institutional leadership, will continue to be part of the institutional research and innovation mandate. NWP continues its strategic direction toward meeting the needs of northwest Alberta's major industries and employers through the provision of high-quality expertise and facilities. Regional industry and community feedback have been highly encouraging, and the institution looks forward to many new strong partnerships, collaborations, and, ultimately, a stronger and resilient northern economy.
SCHOLARLY ACTIVITIES
In January 2022, alongside the transition of GPRC to a polytechnic institution, the School of Applied Science and Technology was formed, as a restructuring of the School of Arts, Science and Academic Upgrading. This new school is focused on applied science and
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technology and is committed to sustained growth in these areas and to the development of new, innovative, in-demand, industry-driven programming and applied research. To support this goal, several new program initiatives are underway, and faculty recruitment has been a priority. Several new faculty members with strong research portfolios have joined NWP, increasing our research clout in Alberta and beyond.
Dr Selcuk Aygin, Science Department, recently published in a prestigious peer-reviewed mathematics journal: Akbary, Aygin (2023). Sumsoftriangular numbersandsumsofsquares Journal of Mathematical Analysis and Applications. 517:1. https://doi.org/10.1016/j.jmaa.2022.126580
Dr Sean Irwin, Chair of Science, in collaboration with Elkan Engineering, The County of GP, and NRC, was involved in a scaled-up version of a novel sewage treatment process built in Bezanson. This research was funded by GPRIN and involved analyzing sewage effluent for carbon waste. Samples were analyzed at a commercial lab and simultaneously at NWP labs. The results were compiled in the attached report from NRC.
Dr Shawn Morton (Instructor, Humanities and Social Sciences), and Dr Meaghan Peuramaki-Brown (Professor, Athabasca University / NWP visiting scholar) recently published a paper/chapter on their recent research in Belize through Helsinki University Press: People, Animals,ProtectedPlaces,andArchaeology,A ComplexCollaborationinBelize , in Bridging Cultural Concepts of Nature Indigenous People and Protected Spaces of Nature, Anderson, Cothran, and Kekki (eds.), HUP, 2021.
The pair is also engaged in local, ongoing research exploring the archaeology of boom towns at the Old Bezanson Town Site. Examples of Community Engagement / Knowledge Translation from the work of Morton and Peuramaki-Brown:
The Bezanson Townsite Is Generating History Again! From Belize to Bezanson: Peace Region Researchers Explore the Archaeology of Boom Towns. https://www.discoverbezanson.ca/
Archaeology at the Old Bezanson Town Site in the Peace Country Historical Society Newsletter, Fall, 11:3, 2021.
Connecting two countries, Bezanson and Belize, provide archaeological opportunities. Peace Country Sun, April 16, 2021.
Dr Daryl White published a paper titled, Peace River Through the Eyes of Harrold Innis, in the Peace Country Historical Society Newsletter, Fall, 11:3, 2021
Moving Forward: The GPRC Independent Studies Exhibition, held from April 15 2021, to May 3 2021, showcased student artwork at the Art Gallery of Grande Prairie.
In collaboration with the Grande Prairie Live Theatre, Stag & Doe featured students from the Northwestern Polytechnic Fine Arts Department and was directed by drama instructor, Misha Albert.
Kirsten Clark, faculty member in the Human Services Department, presented a session titled "Behaviour Management Strategies for EAs" at the 2022 Northern Alberta Educational Assistants and Support Staff Conference, which was offered virtually over Zoom. There were around 200 participants in Kirsten's session from all over Northern Alberta. The session provided participants with ten proven and practical behaviour management strategies to strengthen their skills and confidence in this area.
Dr Alexander Villafranca faculty member in the Kinesiology and Health Science's Department, presented two sessions at the 16th World Congress of Bioethics in Basel, Switzerland. His presentations were titled "Studies that PROMISE to HEAL and create an IMPACT? A psycholinguistic analysis of 103,549 clinical trial names" and "Developing psycholinguistic norms to help IRBs review consent form language"
Dr. Julia Dutove faculty member in the Kinesiology and Health Science's Department presented at the 2022 Commission on Sports Management Accreditation conference in Houston, TX; her session was titled "DEI in Internships and Service-Learning" This workshop aimed to have participants share current diversity, equity, and inclusion (DEI) strategies they had incorporated into internships and service-learning, determine opportunities for incorporating DEI into these settings, and work together to create actionable strategies to give faculty specific items to take away from the workshop.
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REGIONAL STEWARDSHIP, FOUNDATIONAL LEARNING, AND UNDERREPRESENTED LEARNERS
REGIONAL STEWARDSHIP
The transition to a polytechnic has not altered our commitment to our Northwestern region. During the academic year 2021-22, we provided life-long learning opportunities through varied programming offered by Continuing Education, needs-based programming and support services to better serve our underrepresented populations, leveraged partnerships to build capacity in our region, and immersed our learners in the social and economic life of our community
IMMERSING OUR LEARNERS
Students from NWP's Business Administration Department participated and placed 2nd at the 2022 Alberta Deans of Business Case Competition hosted by Medicine Hat College. Due to the uncertainty of the COVID-19 pandemic, the 2022 Alberta Deans of Business Case Competition was delivered in an online format. Teams were given a case to analyze, research, and ultimately construct a recommended course of action, which was presented through a recorded screencast and presentation slides to a panel of judges on the final day of the competition.
Business students produce the 2022 annual business conference in the Contemporary Issues in Business course, with collaborative assistance from the Advertising and Promotion and the Research Methodology courses. The conference returned to an in-person event with a live stream 360 Virtual Reality experience for online attendees. The upbeat theme of "Maximize Your Future" supports the recent launch of the Northwestern Polytechnic (NWP) brand. The conference speakers included inspiration from Elder Lorretta, NWP President Justin Kohlman, Dean of Business Dr Carly McCleod, and a keynote speech from a local entrepreneur. In addition, students enjoyed breakouts sessions from local business and community leaders on topics such as LinkedIn Profiles, Job Application Algorithms, Social Marketing, and Forensic Accounting. The event concluded with lunch and networking opportunities for students.
During the Project Management course (BA 2090) in the Winter term, one of the student groups created a very successful project in collaboration with the local Resource Centre for Suicide Prevention. As a result,
the Centre invited the students, and instructor, to attend their Community Update event. This was an evening dinner event with numerous community members and donors in attendance. The students had the chance to mingle and chat with other attendees as well as receive appreciation for their fundraising efforts. This was an excellent opportunity for collaboration between our students, NWP, and the community
LEVERAGING PARTNERSHIPS
The Kinesiology and Health Science Department partnered with the Grande Prairie Regional Sports Connection for the program YQU Sport 4 All. This grant-funded project was delayed due to COVID and was finally able to run in Jan-May 2022. This program was an afterschool sports program at four lowerincome schools in Grande Prairie and was run by Grande Prairie Regional Sports Connection. Dr Julia Dutove and PEAK instructor Lorelle Warr organized program evaluation surveys to gain insight into the participants' views on the program and areas for growth moving forward
In 2021-22, NWP's School of Skilled Trades assisted the local high schools in Fairview with trades instruction delivery. This allowed both Fairview High School and Hines Creek High School to receive on-site trades training instruction for their students. New pathways are being considered and developed to lead to dual credit opportunities for the region.
NWP, in partnership with the Grande Prairie & District Chamber of Commerce, the city of Grande Prairie, the County of Grande Prairie, MD of Greenview, and Alberta Labour and Immigration, developed a RegionalWorkforceDevelopment StrategicActionPlandesigned to address labour market needs, seek out opportunities and help focus our efforts on the best ways to achieve sustainable economic growth and prosperity in our region. The goal is to provide a collaborative and coordinated approach to workforce development that will ensure that workers are equipped with the right skills to drive our economy and are provided with the support needed to stay in our region.
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PROVIDING LIFE-LONG LEARNING OPPORTUNITIES
During the 2021-2022 fiscal year, Continuing Education (CE) continued to provide quality, non-credit programming to learners. The Management Essentials certificate and Supervisor Essentials certificate continued to attract learners in the area of professional and business training. Industrial training continued to provide a wide range of safety training and industrial certifications In 2021-22, the Mandatory Entry Level Training (MELT) – Class 3 to 1 Experience and Equivalency program was launched. Industrial training also started providing N95 mask fit testing. These increased offerings were in response to industry demands and provided learners more flexibility and learning options
Working in collaboration with the County of Grande Prairie Business Support Network (BSN), CE offered the Service Excellence Blue Pin program. The BSN provides tuition funding for qualified learners to complete the certification program. In 2021-2022, 49 learners participated in the program. The Blue Pin program will be continuing from 2022-2023.
Continuing our relationship with the City of Grande Prairie, CE provided supervisor and manager training to City of Grande Prairie employees in 2021- 2022. The training was provided through a combination of instructor-led and self-study courses. This partnership is on-going and will continue into 2022-2023
In spring 2022, Microsoft Office Suite (MOS) Excel and Word micro-credentials were launched. These courses are self-paced, and registrations are accepted on an on-going basis. This provides learners with the flexibility to complete the micro-credential on a schedule that works best for them.
EXPANDING SERVICES
NWP's Children's Demonstration Day Care was awarded a Child Care Capacity Building grant from the Government of Alberta. This grant is awarded to address the high demand for childcare through the creation of childcare spaces in a manner that delivers safe and quality programming and provides children support to address their unique needs. The Children's Demonstration Day Care was successfully renovated to create 22 new childcare spaces that opened in February 2022.
FOUNDATIONAL LEARNERS
The Department of Academic Upgrading is a pivotal component in polytechnic programming for our Northwestern region. The provision of foundational learning opportunities to adult learners in the region creates pathways to post-secondary education programming and new career possibilities. The Department continues to serve a critical need in our region. During the 2021-22 academic year, the Department endeavoured to offer flexible teaching delivery to better serve our learners' needs
SERVING UNDERREPRESENTED LEARNERS
FINANCIAL SUPPORTS
NWP is committed to supporting students who may face challenges participating and completing their post-secondary goals.
For the 2021-22 academic year, a total of $321,506 in award funds was disbursed to 355 students through scholarships and bursaries A total of $324,514 grant funds were disbursed to 184 students through scholarships provided by the Government of Alberta. NWP has a solid Financial Aid team that provides support to students in navigating funding for their education, whether it be through scholarships, awards, bursaries, sponsorships or student loans
LEARNING COMMONS
The Learning Commons is a centralized and collaborative space, offering services and resources to aid learning, teaching and researching at NWP. It continues to serve as the academic heart of our institution and a place for students, faculty and the community to engage, learn and discover together.
Over the 2021-22 reporting period, the Learning Commons completed a restructuring of its service model to become a ‘one-stop’ point of service for academic supports. Alongside traditional library services, students can more easily access integrated accessibility supports, writing, math, science and study advising, student research assistance, and examination services, including on the Fairview campus. With the new institutional polytechnic status, Library Services began redevelopment of the print and digital collections to meet the requirements of two new degree programs in Computing Sciences and Business. Additionally, Learning Commons staff initiated longer-term planning processes for collection and service enhancements that will be needed for the
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anticipated expansion of programs in the trades, applied sciences and technology, health, business, and education. Similarly, long-term space planning for both campuses is proceeding to ensure the physical work, study, collaborative, and archival spaces align with the comprehensive Learning Commons model and will meet emerging and future program needs
INDIGENOUS EDUCATION
NWP is a signatory institution of the Indigenous Education Protocol, one of eight post-secondary institutions in Alberta. In doing so, we are affirming the importance of Indigenous Education and committing to seven protocols that outline the structures and approaches required to address the needs of our Indigenous learners and our Indigenous communities in support of self-determination and socio-economic development.
In the spring of 2022, NWP partnered with the Canadian Welding Bureau (CWB) to deliver a "Women in Steel" trade orientation program, which then led to
the cohort completing their Pre-Employment Welder programs
In the summer of 2022, NWP’s Fairview Campus hosted the CWB Mind Over Metal welding camps. The program introduces welding for students in Grade 7-9 with an emphasis on Indigenous and at-risk youth. This program has been a staple in the community for the past seven years and has allowed youth to engage in new technical training skills and help them learn about the apprenticeship system
In February 2022, Continuing Education launched its first ever micro-credential in collaboration with the Western Cree Tribal Council (WCTC). The ELCC microcredential was offered to WCTC members over three weekends. Upon completion, learners were eligible to apply for Level 1 – Early Learning Childhood Educator certification through the Alberta Government. The ELCC micro-credential celebrated a 75% completion rate, and the micro-credential was well received. Future public offerings are planned.
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