annual report · annual report 2018–2019 1 accountability statement the norquest college annual...

Annual Report2018–2019

1 Accountability Statement

2 Message from the Board Chair and the President

6 Public Interest Disclosure (Whistleblower Protection) Act

7 Operational Overview: A Year in Review

16 Goals, Priority Initiatives, Expected Outcomes, and Performance Measures

21 Enrolment Plan and Program Changes

Table of Contents27 Research, Applied Research,

and Scholarly Activities

28 Regional Stewardship, Foundational Learning, Underrepresented Learners

31 Indigenous Learners and Supports

34 Internationalization

35 Capital Plan

38 Information Technology

40 Financial Information

ANNUAL REPORT 2018–2019 1

Accountability Statement

The NorQuest College Annual Report for the year ended June 30, 2019 was prepared under the Board’s direction in accordance with the Fiscal Planning and Transparency Act and ministerial guidelines established pursuant to the Post-secondary Learning Act. All material economic, environmental, or fiscal implications of which we are aware have been considered in the preparation of this report.

Carla Madra

Acting Chair, Board of Governors December 16, 2019

Management’s Responsibility for Reporting

NorQuest College’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, as well as approved by the NorQuest College Board of Governors and is prepared in accordance with the Fiscal Planning and Transparency Act and the Post-secondary Learning Act.

The Auditor General of the Province of Alberta, the institution’s external auditor appointed under the Auditor General Act, performs an annual independent audit of the consolidated financial statements which are prepared in accordance with Canadian public sector accounting standards.

Dr. Jodi L. Abbott, icd.d President and CEO

[Original signed by Dr. Jodi L. Abbott, ICD.D]

[ Original signed by Carla Madra]

NORQUEST COLLEGE 2

Carla Madra

Acting Chair, Board of Governors

Message from the Board Chair and the President

NorQuest College continues to grow and adapt to Alberta’s changing economic and educational landscape.

Over the past year, the college has been pleased to oversee the final phases of our downtown campus development project. The oldest member of the NorQuest campus, the Civic Employees Legacy Tower, now features refreshed and modern workspaces for employees. These vital renovations, combined with the newer Singhmar Centre for Learning, has transformed our campus into a dynamic learning environment and a space where education and technology combine with a sense of community.

NorQuest continues to add great value to the community with both broad and focused endeavors. The Colbourne Institute for Inclusive Leadership, officially launched in September 2018, is taking a leading role in providing smart training opportunities that encourage and support organizations to develop and sustain inclusive work cultures. The Edmonton Oilers Community Foundation Hospitality Institute (EOCFHI) has quickly established itself as a key training ground for the hospitality industry in the Edmonton area. One of the largest hands-on learning environments of its kind in the province, the EOCFHI is serving both local learners and First Nations communities that are in need of comprehensive hospitality training.

Our commitment to innovation in learning sees NorQuest breaking new ground with programs designed to meet the needs of modern society. Our Settlement Studies diploma program – the first of its kind in Western Canada – explores strategies to help bridge cultural divides between newcomer communities and Canadian society. NorQuest’s Industrial Hemp Program is helping farmers, entrepreneurs, and innovators navigate the opportunities of this expanding industry.

The college’s unique partnerships with our regional campuses in Drayton Valley, Wetaskiwin, and Whitecourt, ensure our enhanced presence in the community, a key part of our strategic plan. New plans for NorQuest to offer Community Adult Learning Programs at our regional campuses will strengthen our presence in those communities.

NorQuest College is proud to assert itself as a key player in Alberta’s economy and the education sector. Our incredible growth, community impact, and valuable collaboration with business and industry will ensure that NorQuest continues to be the right choice for providing valuable and life-changing education to our learners.

[Original signed by Dr. Jodi L. Abbott, ICD.D][Original signed by Carla Madra] Dr. Jodi L. Abbott, icd.d President and CEO


Board of GovernorsJuly 1, 2018 – June 30, 2019

Dr. S. Ann Colbourne Chair, Board of Governors

Public Member

Dr. Jodi L. Abbott President and CEO

Bilan Ahmed Public Member

Dr. Terry Anderson Public Member

Gayle Burnett Public Member

(effective February 12, 2019)

Troy Chalifoux Public Member

Jim Gurnett Public Member

Brian Hjlesvold Public Member

Kanwal Lali Public Member

Carla Madra Public Member

Dalyce McElhinney Public Member

Current board as of December 2018Front row (left to right): Kanwal Lali, Dr. S. Ann Colbourne, Dr. Jodi L. Abbott, Dr. Terry AndersonSecond row (left to right): Bilan Ahmed, Steve Chiazza, Dalyce McElhinneyBack row (left to right): Brian Hjlesvold, Khalid Hashi , Jim GurnettAbsent: Carla Madra, Tracy Topolnitsky, Troy Chalifoux

Tracy Topolnitsky Academic Member

Khalid Hashi Non-Academic Member (until March 15, 2019)

Steve Chiazza Student Member

(until May 31, 2019)

NORQUEST COLLEGE 4

Institutional Context

Vision NorQuest College is a vibrant,

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

Mission NorQuest College inspires lifelong

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

Values

We value people. We:

• treat people with integrity and respect

• empower and encourage risk taking

• celebrate commitment, contribution, and accomplishments

• promote health and wellness

We value learning. We:

• foster creativity, innovation, and critical thought

• encourage growth, development, and lifelong learning

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

We value our role in the community. We:

• display leadership and responsibility for our outcomes

• partner to achieve community goals

We value the quality of the processes we use in reaching our goals. We:

• demonstrate a learner-centred approach

• set clear expectations, measure results, and demonstrate accountability

• promote teamwork, cooperation, and sharing throughout the college

• follow fair process in accomplishing our objectives

Vision, Mission, and Values

Our Promise

Maximizing opportunities that others don’t see

Our Essence

Challenge PositiveOur Attributes

Inclusive

Student-centred

Relevant and necessary

Catalyzing

Exciting

Confident

Progressive

Professional

Brand Model


Business Model Principles

Learner-Centred • We anticipate, understand, and respond to our learners’ needs.

• We deliver programs that provide value to learners’ career goals.

• We use processes that empower our learners.

Market-Driven • We anticipate and respond to market demand for our programs and services by developing business opportunities and influencing demand.

• We proactively design and deliver programs and services that are relevant to both the workplace and to learners’ career paths.

Evidence-Based Decisions • We make decisions based on data and information, such as financial data, market data, performance data, impacts, and relationship data.

• We make decisions based on evaluation of risk, opportunity, and viability.

• We consider business opportunities that have various levels of risk and financial return.

Integrated Organization • We function as an integrated organization with shared goals, role clarity, and accountability.

• We create processes that often cross organizational structure boundaries to achieve expected outcomes of the college.

• We ensure the path to decisions is clear and accessible.

• We ensure that integrated processes are transparent, so that each stakeholder in a process understands the roles of everyone in the process.

Entrepreneurial • We are alert to, and create, opportunities.

• We are innovative and flexible in assembling the required resources to capitalize on an opportunity.

• We strive for profitability where the opportunity exists to help offset the cost of pursuing other important priorities for our communities and learners.

Quality and Continuous Improvement • We define standards of quality and performance for all aspects of the college.

• We define expected outcomes and then measure and report our performance against those targets.

• We monitor our improvement and influence organizational behaviour through tools such as a balanced scorecard and performance feedback.

NORQUEST COLLEGE 6

Public Interest Disclosure (Whistleblower Protection) Act

The Public Interest Disclosure (Whistleblower Protection) Act, which came into force June 1, 2013 requires that the college report annually on the number of disclosures that have been made to the college’s Designated Officer, number of investigations commenced, and any measures taken from an investigation in relation to the wrongdoing.

2018–2019 Reports

Inquiry Types: Number Received:

General Inquiries 0

Disclosures of Wrongdoing 0

Investigations 0

Reports Written 0


Operational Overview: A Year in Review

College achievements

Downtown campus development completed

NorQuest College’s original downtown building, now called Civic Employees Legacy Tower, moved forward with final building renovations throughout 2018–2019. The building opened for fall term classes on September 3, 2019. The building renovations included newly designed classrooms with advanced technology, vibrant student spaces, and a high-tech Innovation Studio for learners and employees to take advantage of the latest education technology. A generous $2 million gift from the Edmonton Civic Employees Charitable Assistance Fund in 2018 assisted greatly with the Legacy Tower renovations.

Colbourne Institute for Inclusive Leadership launched

NorQuest College has been a proven leader in diversity and inclusion for many years. In 2018, Dr. S. Ann Colbourne, former chair of the NorQuest College Board of Governors, made a generous $1 million donation to the college to advance the agenda of inclusion. Named in her honour, the Colbourne Institute for Inclusive Leadership provides a range of strategic consulting and training services that encourage and support organizational capacity in developing and sustaining inclusive cultures. The Institute was officially launched at a ceremony at the college on September 27, 2018.

Building a Better Life research project releases its final findings

In 2015, NorQuest College’s Building a Better Life project began with a conversation and led to the school’s largest-ever research initiative. The project aimed to improve understanding of the effects of loneliness and belonging on some of our community’s most vulnerable people. Subjects in the project included Indigenous Peoples, Canadian-born non-Indigenous (CBNI), immigrants, the ever-homeless, and those with poor health and/or problematic substance use. The Social Science Humanities Research Council (SSHRC) provided project funding. NorQuest partnered with the Edmonton Public Library (EPL), a recognized go-to resource for many marginalized people. The research provides evidence that community agencies can use to support marginalized people in their development of social capital and on their path to a better life. The final findings were released at an event at Edmonton’s City Hall on December 12, 2018.

NORQUEST COLLEGE 8


Edmonton Oilers Community Foundation Hospitality Institute

With the launch of its commercial test kitchen on November 28, 2018 the Edmonton Oilers Community Foundation Hospitality Institute (EOCFHI) at NorQuest College became a new centre for hospitality training in the Edmonton area. Established in 2014 in traditional classroom settings only, the EOCFHI is now one of the largest hands-on learning environments of its kind in the province, featuring industry-grade facilities. Due to its downtown location and close proximity to the city’s most rapidly expanding hospitality and entertainment district, this state-of-the-art lab is perfectly situated to provide learners and industry with a direct portal into an area that has been described as Edmonton’s next big economic driver. The EOCFHI also offers remote learning opportunities throughout Alberta, including First Nations communities that are keenly in need of workforce-relevant hospitality training.

Singhmar Centre for Learning achieves LEED Gold certification

The college’s Singhmar Centre for Learning (SCFL) was given LEED Gold certification in March 2019. LEED Gold means the SCFL has completed a rigorous third party review process to demonstrate that it is a highly sustainable building in terms of design, construction, and operations. NorQuest College had to demonstrate sustainability in five categories including sustainable site, water efficiency, energy and atmosphere, materials and resources, and indoor air quality.



New programs announced

NorQuest program developers, in consultation with industry stakeholders (including front line workers, supervisors, managers, and executives), introduced new one to two-year post-secondary programs in May 2019 that represent direct pathways to in-demand careers.

Current roster of new programming includes:

• Teaching English as an Additional Language post-baccalaureate certificate

• Interdisciplinary Therapy Assistant diploma

• Business Administration: finance specialization diploma

• Settlement Studies diploma

• Disability Studies diploma

• Environmental Protection Technology diploma

• Veterinary Office Assistant certificate

• Dental Office Assistant certificate

• Optical Office Assistant certificate [launching in winter 2020]

• Health Care Leadership post-diploma certificate

• Arts and Sciences (first year university transfer credit courses)

NORQUEST COLLEGE 10

New hemp programming

With Canada making world headlines due to the legalization of recreational cannabis, hemp is back in favour as a commercial crop. Starting in January 2019, the college now offers two online courses in hemp farming and hemp processing and products.

The Hemp Farming Course is designed for current and prospective hemp farmers to learn the economics of hemp production for different end uses, planning and production strategies, crop management for organic and conventional crops, and harvest management.

The Hemp Processing and Products Course is designed for entrepreneurs and innovators to learn how to make products from hemp, including hemp seeds, hemp fibre, and CBD cannabidiols. It also covers industrial hemp regulations and licenses in Canada, and how farming can impact product quality.

Edmonton Public Schools and NorQuest College launch Health Care Aide program

In February 2019, Edmonton Public Schools and NorQuest College announced its latest partnership, the Health Care Aide dual credit program, offered at McNally High School.

This brand new Career Pathways’ Campus Edmonton Public School Board EPSB program gives learners from across the city an opportunity to earn high school credits and provincially-recognized certification, regardless of which Edmonton Public School they normally attend. Learners are immersed in hands-on learning in McNally’s new Health Care Aide space, which mimics a post-secondary training facility. The classroom is set up with hospital beds, lifts, wheelchairs, and industry equipment and technology. Students learn medical knowledge and terminology, patient care, treatment plans, records management, and information on multiple health-care related careers.



Settlement Studies program breaks new ground

The first of its kind in Western Canada, this new two-year diploma program explores what distinguishes settlement work from other disciplines in the human services sector. Students learn models and approaches to effectively work with migrant diaspora communities, and strategies to help bridge cultural divides between newcomer communities and Canadian society.

NorQuest and Bow Valley Colleges sign unprecedented agreement

NorQuest College and Calgary’s Bow Valley College signed a Memorandum of Understanding on September 19, 2018 to share programming where mutually beneficial and without the need for individual contracts or agreements. Working together, NorQuest and Bow Valley aim to maximize student choice and respond quickly to meet the labour force needs of industries that are growing and innovating in Alberta.

NorQuest College joins Colleges Alberta partnership supporting reservists

A group of 12 Alberta post-secondary institutions including NorQuest College have signed a memorandum of understanding supporting Canadian Armed Forces reservists who are college employees or students.

The services of Canadian reservists may be required by the Department of National Defence while having work or study commitments at NorQuest College, or partnering colleges. Leave may be granted under this memorandum, securing their employment and accommodating their studies until they return. Of the approximately 90,000 dedicated men and women serving in the Canadian Armed Forces, 26,000 are reservists. About 30 per cent of those reservists are students.

Closure of Westmount campus

Part of the college’s overall consolidation plans, NorQuest College closed the Westmount campus after the summer 2019 term and transitioned employees and learners to the downtown campus. This achieved both reductions in college operating costs and easier logistics for learners and employees.


NORQUEST COLLEGE 12

Fundraising milestones

NorQuest exceeds expectations in college’s most ambitious fundraising campaign to date

Maximizing Opportunities: The NorQuest Campaign officially came to a close on October 16, 2018 as the college put a bow on $21.2 million in philanthropic gifts, which includes donations from individuals, business, and charitable foundations. Originally set at $20 million, monies raised from the campaign supports learner access to education through scholarships, awards, and bursaries; increased funding for the college’s workforce-relevant programs; and the college’s $190 million campus expansion.

1000 Women movement celebrates 10 years of supporting students

In June 2019, NorQuest College's 1000 Women: A Million Possibilities movement celebrated a decade of investing in learners' futures. To date, 1000 Women donors have raised over $3.3 million to support the removal of financial obstacles, enabling NorQuest College learners to pursue education and achieve their goals.

Olson Centre for Health Simulation

NorQuest College President and CEO Dr. Jodi L. Abbott announced the official naming of the Olson Centre for Health Simulation at NorQuest College on June 5, 2019 in recognition of a generous gift to the college made by Fran and Al Olson. Since opening in 2017 in NorQuest’s new Singhmar Centre for Learning, the Olson Centre for Health Simulation has served more than 7,500 learners and hosted more than 150 regional learner visits.

A lasting gift from thoughtful friends

In 2018, Blaine LaBonte and Irene Mertz-LaBonte honoured NorQuest College with the largest planned gift in its history, naming the college as the beneficiary of a life insurance policy. The LaBontes are long-time friends of NorQuest, having supported the college with multiple donations over the years. Their enthusiasm for NorQuest stems from the positive energy they feel whenever they visit the campus and they are proud to support our dynamic institution.



Awards and recognition

Colleges and Institutes Canada Indigenous Education Excellence Award

The Colleges and Institutes Canada (CICan) Awards of Excellence recognize best practices from institutions across the country, as well as individual leadership and achievements. On May 6, 2019 NorQuest College earned a prestigious gold for Indigenous Education Excellence. In 2017, NorQuest College became Edmonton’s first signatory to the CICan Indigenous Education Protocol. This was the culmination of college-wide efforts to better serve Indigenous learners and support educational and economic development in their communities.

NorQuest wins trio of ATESL awards

At the annual Alberta Teachers of English as a Second Language (ATESL) conference on October 13, 2018 three NorQuest faculty members took the stage. Debbie Severinsen, LINC Instructor, brought home the Carolyn Dieleman Award, which celebrates individuals who have made an impact on the delivery of and access to innovative, quality language and ESL literacy programs in Alberta. Helen Lewis, Language Training Instructor, received the Dawn Seabrook de Vargas Fellowship in recognition of her innovation in the field of ESL and essential skills and contributions to the ESL community. Finally, Dr. Wendy Chambers, Associate Chair, Language Training, won the prestigious ATESL Lifetime Membership Award, in recognition of her exemplary contributions and dedication to the profession.

Canadian Association of Practical Nurse Educators

Five members of NorQuest College's Faculty of Health and Community Studies team were recognized by the Canadian Association of Practical Nurse Educators (CAPNE), at its national conference in Charlottetown, PEI in October 22–24, 2018.

Eryn Winfield, Annette Bauwens, and Karyn Nickerson received the 2018 CAPNE Innovation in Practical Nurse Team Award, recognizing the outstanding work of a team in the creation and implementation of a project or an innovation that enhances Practical Nurse education while demonstrating leadership in innovative and creative teaching methods for the diverse student body.

Elaine Monteith received the 2018 the CAPNE Leadership in Practical Nurse Education Award, recognizing a strong commitment to education, leadership in scholarship, teaching and learning, and contributions to the Practical Nurse Program’s visibility and position among other programs and educational facilities.

Kari Ubels received the CAPNE Mentorship in Practical Nurse Education Award, which recognizes the investment and expertise to mentor others, dedication to the professional growth of other educators, and demonstration of exceptional mentoring abilities.


NORQUEST COLLEGE 14

Silver awards from CASE District VIII

The NorQuest College External Affairs and Brand team received two silver medals from the Council for Advancement and Support of Education (CASE), District VIII.

Silver – Magazine Special Issues: NorQuest College Community Impact 2018

Silver – Special Events: Singhmar Centre for Learning grand opening

Inspiration Award

NorQuest College’s efforts to make our college a safe space has been recognized by the Alberta government with an Inspiration Award for our Sexual Violence policy.

Every November during Family Violence Prevention Month, the Government of Alberta presents the Inspiration Awards to outstanding individuals, organizations, or businesses who are making a difference in their communities to end family violence, sexual violence, child abuse, or bullying. NorQuest College, along with many community leaders and organizations from across Alberta, was presented with an Inspiration Award at a ceremony in Calgary on November 23, 2018.

Dr. Jodi L. Abbott – Women’s Executive Network Top 100 Most Powerful Women in Canada

Dr. Jodi L. Abbott, president and CEO of NorQuest College, was once again named a Women's Executive Network Canada’s Most Powerful Women: Top 100 Award Winner. This is the second time Dr. Abbott has been bestowed the award.

Honorary diploma awarded to three community leaders

NorQuest College conferred honorary diplomas to three deserving recipients in 2019.

Zarqa Nawaz, a writer, broadcaster, and film-maker, is best known as the creator of Gemini Award-winning CBC program Little Mosque on the Prairie. Nawaz has used her talents as comedy writer and journalist to help create understanding between diverse groups of people. This compelling drive earned her a NorQuest College Honorary Diploma in Community Services Leadership.

Audrey Poitras, President of the Métis Nation of Alberta, is known and respected for taking a compassionate, accountable, and responsible approach to social leadership activities in Edmonton and across the nation. She is also a proven advocate for gender and race equality, and staunch promotor of the value of education. NorQuest was pleased to confer a 2019 Honorary Diploma in Business Leadership to Poitras for her commitment to build a better economic future for her organization and the Métis people of Alberta.

Salma Lakhani is a longtime community philanthropist with a passion for education, health care, and human rights. She believes strongly in providing opportunities to those who are facing challenges in life—a mindset that has guided her service to community and earned her a NorQuest College Honorary Diploma in Community Services Leadership.



President’s Medal awarded to Shannon Whitlow

Shannon Whitlow earned NorQuest College’s 2019 President’s Medal based on her strong academic standing and impressive volunteer and mentorship record. Although she took classes online, Whitlow was also a positive presence on the NorQuest campus, mentoring her fellow learners and acting as a leader in the Physical Therapy Assistant program. Alongside the demands of full-time classes and family life, she also served as an enthusiastic volunteer with the YMCA and the Edmonton Catholic Schools District.


NORQUEST COLLEGE 16

1. Delivering programming known for its workforce relevance

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

Our college’s Workforce Advisory Committee, consisting of industry CEOs and decision makers, works in an advisory role to NorQuest College and helps guide our programming decisions. The council is focused primarily on five industry sectors: construction, financial services, health and wellness, hospitality, and service and manufacturing.

Helping learners meet their educational objectives involves different approaches for different learners. It may mean offering programming that leads directly to a career; providing foundational education that will help learners continue their education; or providing specific learner supports to increase educational opportunities for Indigenous learners, immigrant learners, and learners with disabilities. NorQuest also looks for opportunities for work-integrated learning that connects students with employers for hands-on experience.

2. Creating an enhanced presence

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

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

3. Developing a unique market position

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

Goals, Priority Initiatives, Expected Outcomes, and Performance Measures

To realize its strategic outcome, NorQuest College has established three priorities to guide the college to 2025:



PRIORITY 1: Delivering workforce relevant programmingThe following represents NorQuest College’s goals, performance measures, and expected outcomes relating to affordability (for students and taxpayers), accessibility, and quality.

Goal Performance Measures Target 2018–2019

Status Progress

1. Access to workforce relevant credit education opportunities

7,079 Full-Load Equivalents (FLEs) (2018–2019).

7,079 FLEs Achieved 7,083 FLEs for the 2018–2019 fiscal year, exceeding the goal of 7,079.

Work with the provincial government on a plan to create new spaces for technology programs.

Ongoing NorQuest responded to a tech seats call on February 28, 2019. NorQuest also responded to the RFP to write curriculum for the Data Science funded seats. Both calls have been on hold since the call of the election.

2. Programs endorsed by business and community leaders

Determine baseline level of industry partner satisfaction with NorQuest graduate preparedness for intended work experience (2018–2019).

Baseline number Ongoing NorQuest Employer Survey will be conducted in 2019–2020 in alignment with implementation of customer experience measures.

3. Diversification in Program Plan

Launch 15 new credit programs (2018–2021).

Achieved In 2018–2019: 3 programs were launched; 11 programs were approved by Advanced Education; 2 programs submitted to Advanced Education and are pending approval; and 2 programs were approved by Executive Committee for submission to Advanced Education.

86% of students are satisfied with the variety of delivery options available as determined by the Student Point of Entry Survey.

86%+ Achieved Student Point of Entry Survey results indicated that 87% of respondents were either satisfied or very satisfied with their program delivery method.

4. Quality research and applied research

Research valued at $1.85 million (2018–2019).

$1.85M Achieved Cumulative research value was $2,423,106.38

NORQUEST COLLEGE 18



Status Progress

5. Downtown Campus Development Project

Renovation of floors 2–8 in Civic Employees Legacy Tower are complete and ready for occupancy by end of August 2019.

Achieved Overall Civic Employees Legacy Tower was 97% complete with construction activities progressing consistent with schedule. Occupancy of renovated floors 2–8 were completed by June 2019.

Renovation of the basement and main floors in Civic Employees Legacy Tower are complete and ready for occupancy by September 2019.

Achieved Occupancy of renovated portions of the main floor and basement were compete by August.

The remainder of the main floor and basement were completed with the exception of portions of the wellness centre which is targeted to be ready for use by end of July 2019.

6. Brand recognition

Increased brand awareness and reputation (47% of respondents include NorQuest in the first five Universities or Colleges that come to mind in the 2018–2019 Biennial Brand and Reputation Survey).

47%+ Not Achieved

The 2018–2019 Biennial Brand and Reputation Survey result score reported that 42% of respondents included NorQuest in the first five universities or colleges that came to mind.

PRIORITY 2: Creating an enhanced presence



PRIORITY 3: Developing a unique market position


Status Progress

7. Campus wellness and safety

90% or higher of students feel physically and psychologically safe on campus as measured by the student satisfaction survey.

90%+ Achieved Student Satisfaction Survey results indicated that: • 95% of respondents felt that the building and

access at NorQuest College is safe, and • 92% felt that NorQuest College is a safe place

to express opinions.

Implement 4 new wellness initiatives for employees.

4 initiatives Achieved Four Wellness Initiatives were held for employees.

Implement Joint Work Site Health and Safety committee and Occupational Health and Safety requirements resulting from Bill 30.

Achieved The Joint Work Site Health and Safety Committee and Terms of Reference were created and launched with 2018–2019 meetings taking place on throughout the year. An Occupational Health and Safety Management System program was developed inclusive of the 10 elements resulting from Bill 30. Several members of the Committee completed the “Leadership For Safety Excellence” course.

8. Sexual violence prevention

Implement year two initiatives in support of the Sexual Violence Policy.

Achieved Delivered information on sexual violence (policy, procedure, resources, and awareness) to over 3,200 NorQuest College community members. Awareness information was provided at orientation booths and presentations. A sexual violence awareness and consent booth was available to students in conjunction with the Sexual Assault Centre of Edmonton, SAFFRON, Family Centre, and the Students Association of NorQuest College (SANQC). A healthy relationship booth occurred in conjunction with SAFFRON where information about sexual violence and healthy relationships was available to students. Training was provided for regional faculty and staff on the policy, procedure, and how to respond to a disclosure of sexual violence. The Office of Student Judicial Affairs has moved departments to assist in student support. The Sexual Violence Support and Awareness Team reviewed cases and reports from across institutions for learning opportunities and will continue to monitor for opportunities to adjust and improve existing processes over time. The college participates in sexual violence knowledge exchange with other Alberta PSIs on an ongoing basis.

Continue to monitor and enhance sexual violence policies and procedures in collaboration with other PSIs.

Achieved The Alberta Association of Sexual Assault Services (AASAS) delivered the First Responder to Sexual Assault and Abuse Training for staff. The college facilitated a collaboration between NAIT and SANQC to deliver the AASAS First Responder to Sexual Assault and Abuse Training to students.

Wellness team members and SANQC representative to participate in train-the-trainer programming with the Alberta Association of Sexual Assault Services by June 2019.

Achieved A workplace violence and harassment policy has been drafted along with a procedure which addresses appropriate response to sexual violence.

NORQUEST COLLEGE 20


PRIORITY 3: Developing a unique market position (continued)


Status Progress

9. NorQuest College welcomes students at any stage in their learning

All new programs have mapped and documented entry and exit laddering opportunities, including the creation of articulation agreements, where appropriate.

All new programs

Achieved Laddering for all new programs is described in the business case for each new program.

10. Leverage employees’ and students’ diversity in our curricula, programming, and services

Foster an intercultural and inclusive culture for our employees and students

>85% of students are satisfied with their level of inclusion as measured by the student satisfaction survey.

85%+ Achieved The Student Satisfaction Survey Report revealed: • 92% of students agreed that “Instructors and

staff make me feel welcome” • 90% agreed “Instructors and staff do not

discriminate” • 95% agreed that “NorQuest College makes me

feel welcome” • Students agreed other students are accepting

(95%), treat them with respect (94%), and do not discriminate (91%)

• 90% of students agreed “my experience at NorQuest has improved my confidence to interact with people who are different than me”

• 82% of employees college-wide have a satisfactory level of inclusive engagement.

> 85% of learners report improved confidence to interact with people who are different than them as measured by the student satisfaction survey.

85%+ Achieved

65% of employees have a satisfactory level of inclusion engagement (college-wide).

65%+ Achieved

11. Indigenization Increase course completion rate of Indigenous learners by 1% over 2017–2018 levels.

Not Achieved

74% Indigenous course completion rate, a decrease of 2% from 2017–2018 (see page 32).


Enrolment Plan and Program Changes

NorQuest College served a total learner population of 19,435 in the 2018–2019 academic year. This number includes all credit and non-credit learners. The number of unique credit learners was 11,546 and non-credit or continuing education learners was 7,889. Credit Full-Load Equivalents (FLEs) reached 7,083, an increase of 8.6 per cent over 2017–2018. The overall number of FLEs showed an increase in Open Studies, Academic Upgrading, Administrative Professional, Business Administration, Community Support Worker, Early Learning and Child Care Diploma, Language Instruction for Newcomers to Canada, Accounting Technician, English as a Second Language, Mental Health Recover Practitioner, and Medical Office Assistant.

2018–2019 2017–2018 2016–2017 2015–2016

Total Learners Served 1 19,435 18,381 17,592 15,850

Individual Learners 2 15,594 14,266 14,269 13,554

FLEs 3 7,083 6,521 5,712 5,012

1 The total number of learners served by NorQuest College in an academic year.

2 The total number of people who attended NorQuest College in one capacity or another over the course of the academic year. Learners are only counted once regardless of whether they are taking more than one program or a combination of credit and non-credit programs/courses.

3 Full Load Equivalents: This number is calculated by Advanced Education and is calculated by taking the course load (instructional + practicum hours) of the student enrolled and dividing by the full load of a program.

NORQUEST COLLEGE 22


Enrolment Results 2018–2019 Full Load Equivalents

Program Name Projected 2018–2019

Results 2018–2019

Variance analysis

Certificate

Accounting Technician 35 53 increased international students

Administrative Professional 169 278 increased international students

Community Support Worker 93 131 increased seats to meet demand

Day Home Provider 25 26

Early Learning and Child Care 62 70 increased seats to meet demand

Health Care Aide (including workplace) 436 352 decreased intake into workplace

Hospital Unit Clerk 86 75 missed target

Medical Device Reprocessing Technician 20 20

Medical Office Assistant 59 34 new program, target missed

Therapeutic Recreation 57 66 increased student demand

Transitions to Employment (previously TVP) 23 24

Diploma

Business Administration 533 518 students taking less than full load

Early Learning and Child Care 189 185

Pharmacy Technician 63 57 students taking less than full load

Physical Therapy Assistant 60 70 increased seats to meet demand

Practical Nurse 1,327 1,248 students taking less than full load

Social Work 126 100 students taking less than full load

Therapeutic Recreation 34 30 students taking less than full load

Post-Diploma Certificate

Addictions Recovery Facilitator 10 9 students taking less than full load

Advanced Education in Orthopaedics 22 32 increased interest in program

Mental Health Recovery Facilitator 15 18 increased seats to meet demand

Non-Credential

Academic Upgrading & AU Regions 1,342 1,415 increased demand

Apprenticeship Prep 25 16 one intake did not run

ESL Intensive 433 417 unfilled seats

Language Instruction for Newcomers to Canada (LINC) 1,608 1,511 reduction of seats through contract

Literacy & Essential Skills Pathways1

Open Studies 120 287 increased interest

Youth in Transition 48 25 loss of interest in program

Total Approved Programs 7,020 7,068



Proposed New Programs2


Results 2018–2019

Variance analysis

Certificate

Teaching English as a Second Language (TESL) 10 5

Environmental Technician 10

Vet Office Assistant 11 3

Non-Credential

Arts & Science 28 8

Total Proposed New Programs 59 15

Total Approved Programs 7,079 7,084

3-Year International FLE Projection3


Results 2018–2019

Variance analysis

College-wide International Enrolment Percentage 6% 15%

Accounting Technician certificate 77% 40%

Administrative Professional certificate 34% 55%

Business Administration diploma 73% 90%

Additional Programs over 15% International4

Community Support Worker 63%

Early Learning and Child Care certificate 63%

Early Learning and Child Care diploma 61%

Physical Therapy Assistant diploma 29%

Pharmacy Technician diploma 26%

Social Work diploma 16%

1. This program is currently under review. 2. Proposed new program development is subject to Ministry approval, budget change, enrolment expansion opportunities, and changes to tuition and fees regulation.3. International enrolment is equal to or greater than 15% of the program's total enrolment. This projection does not include new programming as it is unknown.4. International enrolments were not formally projected, nor expected to exceed 15%.

NORQUEST COLLEGE 24


NorQuest College attracts learners from our own community and around the world, and strives to transform their lives by providing a diverse learning environment. The college prioritizes domestic learners who have applied and are otherwise eligible up to the number that correlates to the Campus Alberta Grant. Once those are exhausted, the college accepts international learners to meet our internationalization goals. The acceptance of international learners enables the college to serve more domestic learners.

NorQuest College engaged in focused, intentional, and evidence-based research to introduce, suspend, or terminate the following programs in 2018–2019.

New Programs Launched

• Arts and Sciences (first year university transfer credit course) – September 2018

• Teaching English as an Additional Language (TEAL) professional post-baccalaureate certificate – January 2019

• Veterinary Office Assistant certificate – May 2019

Suspended Programs

• Physical Therapy Assistant program, effective July 1, 2019 – December 31, 2021

• Health Care Aide (2010) program, effective July 1, 2020 – June 30, 2021 (to be replaced with new curriculum in 2019–2020)

Terminated Programs

• Print Media Production certificate, effective July 1, 2019

• Administrative Professional diploma, effective July 1, 2019

• Building Service Worker certificate, effective July 1, 2019

New Program Development: Fast-Track Work Plan

After the college’s strategic plan was recalibrated, the new Program Plan to 2025 work plan was reviewed for opportunities to increase the number of new programs launching over the next three years. The college set an ambitious target with the Fast-Track Work Plan which identified 15 new credit programs to begin the development process in 2017–2018. In 2018–2019, 11 fast-track programs were approved by Advanced Education and three fast-track programs launched. NorQuest continues to ensure that market demand is top of mind and enrolment targets are met for financial responsibility and sustainability.

Additionally, the new program proposal for the Government of Alberta Health Care Aide Provincial Curriculum 2019 program was submitted to Advanced Education for approval in February 2019 for fall 2019 delivery. NorQuest also responded to Advanced Education’s Talent Advisory Council on Technology (TACT) call with proposals for programs in Energy Technology and Management, Creative Information Technologies, Health and Technology, and a Practical Nurse expansion with Blue Quills College. Unfortunately, the TACT program is presently on hold.

Direct Pathways to In-demand Careers: Approved New Programs

• Dental Office Assistant certificate approved on November 23, 2018 to launch in 2019–2020

• Disability Studies diploma approved on November 23, 2018 to launch in 2019–2020

• Environmental Protection Technology diploma approved on November 23, 2018 to launch in 2018–2019 (delayed launch to 2019–2020)

• Finance specialization, Business Administration diploma approved on November 16, 2018 to launch in 2019–2020

• Health Care Leadership post-diploma approved on January 18, 2019 to launch in 2019–2020

• Interdisciplinary Therapy Assistant diploma approved on November 23, 2018 to launch in 2019–2020

• Justice diploma approved on June 26, 2019 to launch in 2019–2020 (delayed launch to 2020–2021)

• Optical Office Assistant certificate approved on April 10, 2019 to launch in 2019–2020

• Settlement Studies diploma approved on November 6, 2018 to launch in 2019–2020

• Teaching English as an Additional Language (TEAL) Professional post-baccalaureate certificate program approved on September 25, 2018 to launch 2018–2019

• Veterinary Office Assistant certificate approved on July 27, 2018 to launch in 2018–2019


Future Program Development

Program Credential Proposed Launch Date

Approval Status (as of June 30, 2019)

Child and Youth Care Diploma Fall 2020 Submission to Advanced Education in 2019–2020

Creative Information Technologies

Diploma Fall 2021 Submitted 2018–2019 (February 2019)

Dementia Care Post-Diploma N/A Submission to be determined

Educational Assistant Certificate Fall 2020 Submission to Advanced Education in 2019–2020

Energy Studies Diploma Fall 2021 Submission to Advanced Education in 2019–2020

Health Technologies Post-diploma Fall 2021 Submitted 2018–2019 (February 2019)

Indigenous Pathways Program, Academic Upgrading

Non-credentialed, academic preparation for post-secondary

Fall 2020 N/A

Indigenous Studies Certificate Fall 2020 Submission to Advanced Education in 2019–2020

Indigenous Studies Diploma Fall 2021 Submission to Advanced Education in 2019–2020

NorQuest Bridging Program Non-credentialed, academic preparation for post-secondary

Fall 2020 N/A

Palliative Care Post-Diploma Fall 2021 Submission to Advanced Education in 2019–2020

Pharmacy Assistant Certificate N/A Submission to be determined

Practical Nurse, Blue Quill Expansion of existing program Fall 2020 Submitted 2018–2019 (February 2019)


*TACT Program suspended

NORQUEST COLLEGE 26

Academic Quality AssuranceNorQuest College undertakes quality assurance initiatives to support and foster a unique learning experience characterized by inclusive culture, exemplary faculty, authentic experiences, and accessible learning. The college has a cycle of annual program review in which programs are assessed on a wide range of criteria including curriculum, fit with mandate, student satisfaction, and student success rates. In the fourth year of the cycle, each program engages in a comprehensive review involving a visioning and self- study process. The comprehensive review is evaluated in the following academic year by a standing Program Review Panel of trained program evaluators in collaboration with the academic programs.

NorQuest had an effective year with 26 programs successfully completing the program review process including four Post-Implementation Reviews, 21 Yearly Data Reviews, and one Comprehensive Program Review.

In 2018–2019, the college conducted the following reviews:

Post-Implementation Program reviews

• Teaching English as an Additional Language (TEAL)Professional

• Medical Office Assistant

• Addiction Recovery Practitioner

• Arts and Sciences

Yearly Data review

• Administrative Professional certificate

• Addictions Recovery Practitioner Post–Diploma certificate

• Apprenticeship Preparation certificate

• Accounting Technician certificate

• Business Administration diploma

• Community Support Worker certificate

• Day Home Provider certificate

• Early Learning and Child Care certificate

• Early Learning and Child Care diploma

• Foundations for Learning

• Health Care Aide certificate

• Hospital Unit Clerk certificate

• Language Instruction for New Canadians (LINC)

• Medical Device Reprocessing Technician certificate

• Practical Nurse diploma

• Practical Nurse Refresher diploma

• Physical Therapy Assistant diploma

• Social Work Diploma

• Transitions to Employment certificate

• Therapeutic Recreation certificate/diploma

• Youth in Transition (Upgrading for ESL Youth)

Comprehensive Review

• Pharmacy Technician



Research, Applied Research, and Scholarly Activities

In 2018–2019, applied research, innovation, and scholarly activities continued to develop across NorQuest College. The applied research target of $1.85 million cumulative external funding was surpassed, achieving $2.42 million with $640,000 net new funding. In total, the college undertook 18 externally funded projects, three of which were secured by Practical Nursing students. In addition to these funded projects, the college undertook several unfunded projects, including a data-linking project between the NorQuest College, Justice and the Solicitor General, the Office of Statistics and Information, and Advanced Education to examine the long-term impacts of taking educational programming while incarcerated.

The first College and Community Social Innovation Fund project, Building a Better Life (M. Mulder & R. Marvin, PIs) was complete. The Homeward Trust project, Barriers to Services for LGBTQ+ Individuals (C. Boucher, PI), is well underway with the second College and Community Social Innovation Fund Grant, Search and Rescue Alberta, (C. MacLean, PI) and the first Social Sciences and Humanities Research Council Insight Development Grant, Moral Distress of PSE Educators (E. Goble, PI). The newest project, LINC Pathways Goals, received special funding by the Child and Youth Refugee Research Coalition to examine ways newcomers to Canada change career goals between point of landing and completion of their language training.

Innovating for the future

NorQuest College officially launched it Research Ethics Board (REB) in summer 2018 and began providing programming and services in its Innovation Studio in fall 2018. Both have successfully taken up their mandates, with the REB reviewing more than 30 applications in its first year, and the Innovation Studio running several educational technology pilots, hosting multiple internal and external podcasts, offering innovative programming, and hosting events.

Q Award for Excellence in Research and the Anna de Luca Research Travel Grant

In 2018–2019, three researchers were nominated for the Q Award for Excellence in Research and the Anna de Luca Research Travel Grant. The winner was Dr. Viola Manokore, who received the award for her various research projects exploring the relation between student engagement and student outcomes. These projects included examinations of belongingness, the use of augmented reality to improve recall of autonomy, and the use of “guerilla pedagogy” in the classroom. In addition to being a researcher herself, Dr. Manokore regularly engages learners as research assistants on projects and is mentoring the three Practical Nurse students who secured funding this year.

Institutional Research

In addition to its applied research and scholarly activities, NorQuest College continues to promote institutional research uptake and engagement across the organization. This year, the Research Office supported the implementation of two former Government of Alberta mandated surveys – the Canadian University Consortium Survey and the National College Health Assessment Survey – in addition to running the college’s regular surveys. It also successfully implemented a new model of institutional research support for other areas conducting research, becoming more effective and efficient.

NORQUEST COLLEGE 28

Regional Stewardship and Learners

NorQuest College continues to fulfil its regional stewardship mandate by maintaining three regional campuses in Drayton Valley, Wetaskiwin, and Whitecourt. The college is committed to working with community partners to enhance access to, and respond to our regional learners needs. To that end the college:

• Continued to collaborate with four Community Adult Education Councils, made up of industry, local government, economic agencies, and other community adult learning partners.

• Continued the collaboration with the Regional Workforce & Post-Secondary Task Teams at our regional campuses.The task teams include various community stakeholders, industry, Indigenous representatives, and government.These groups have a pulse on the education and training needs of the region and assist NorQuest in its efforts to offer credit and non-credit programming as well as create an enhanced presence in the communities being served.

• Worked in partnership with 26 rural communities, eight First Nations communities, and several community adult learning partners to increase the number of programs offered and attract more learners to post-secondary education.

This past year at the Wetaskiwin Campus, the college introduced the RBC Indigenous Mentorship Program and provided a part-time student liaison worker who collaborated with the Elder-in-Resident in facilitating cultural and Indigenous awareness and special events. In addition, the college hosted the third annual Wetaskiwin community round dance as well as campus community breakfasts.

The Drayton Valley campus saw a number of unique opportunities this year. The college recruited 23 international students from India into the Business Administration program. With the support of the Town of Drayton Valley, local businesses, and its community partners, the cohort of international learners studied in Drayton Valley contributing to the community's vibrancy and local economy. Learners will complete their second year of the Business Administration program studies online or onsite at our main campus.

The Town of Drayton Valley also sponsored a Zero Fee Tuition Initiative in three programs: Arts & Sciences, Academic Upgrading for Power Engineering, and Health Care Aide, which was expanded to the Business Administration program. The college continues ongoing dialogue with the Town of Drayton Valley in identifying new programming initiatives in the technology and health services sector. In addition, the college hosted a three-day provincial Annual General Meeting for Search and Rescue at the Drayton Valley campus.

Regional Stewardship, Foundational Learning, Underrepresented Learners


In Whitecourt, the college offered new initiatives with firefighting boot camps at high schools, Health Care Aide Dual Credit offering in Mayerthorpe, and computer training to local businesses. The college also participated in workshops to inform a Community Training and Workforce Analysis Report on market trends which will identify training and educational requirements for the Town of Whitecourt. Results from the Community Training and Workforce Analysis Report will be available later in 2019.

The Drayton Valley and Whitecourt campuses collaborate and provide facility space to the Community Adult Learning Programs (CALPs). Members of the CALPs attended their Post-Secondary Transitions and Connections annual meeting, which the college hosted. The purpose of this event was to learn about the supports, services, and resources for learners transitioning from community learning to post-secondary.

The college continued to enhance technology at all regional campuses to ensure sufficient accessibility for learners by installing new computers, providing higher band width, and upgrading existing infrastructure.

Beyond the regional campus programs, NorQuest’s Dual Credit continues to expand. This year we served over 350 students, which represented 56 per cent growth and the opportunity for 120 high school students to convocate from college programs.

The Rural Routes program continues to provide high-quality professional development support and services to adult ESL providers and ESL programs throughout Alberta, through provincial and federal funding. Rural Regional Advisors work with, support, and serve:

• Coordinators, learning facilitators, and tutors who work with ESL learners in the 130 CALP-funded organizations across Alberta.

• Instructors with other small agencies and community based adult learning providers in urban and rural centres that provide adult ESL training and support for immigrants.

• Community agencies, post-secondary institutions, library programs, and other ESL providers within rural and small urban communities who have limited expertise in the area of immigrant education.

Services align with Canadian Language Benchmarks, ATESL’s best practices, and guidelines for ESL programming.

NorQuest College continues to be a centre for newcomer language training with diverse and expanded Language Instruction for Newcomers (LINC) programming. The commitment to settlement and integration is strengthened this year with the launch of two new post-secondary programs: Teaching English as an Additional Language (TEAL) and Settlement Studies diploma.


NORQUEST COLLEGE 30

The commitment is also strengthened with continued work in innovative research grants focusing on new and promising practices in the newcomer settlement process. This holistic approach to the newcomer sector will continue to ensure newcomers have pathways and education to support their economic and social well-being.

Disability Services

NorQuest College offers support to our learners with disabilities, including but not limited to: assistive technology, accommodated learning support, instructional assistance, exam accommodations, and sign language interpretation. In 2018–2019, 625 learners received accommodated support, representing a 34 per cent increase in just two years. In addition, the majority of learners who receive accommodations present with multiple disabilities, for example learning disabilities, anxiety, visual impairment, and others. Mental health is the largest category of accommodated learner, including psychiatric diagnoses, ADHD, and learning disabilities. Wellness and Accessibility provides accommodated support as well as counselling and social work support to all learners at the college, including learners with disabilities.

This year, the college continued to focus on Universal Design for Learning initiatives, one of which was the delivery of Read and Write training sessions. Group training sessions were offered where learners were able to experience how the learning tool could strengthen their reading, writing, study, and research skills.

Mental Health

NorQuest College is committed to promoting health and wellness. Services are offered to learners in private settings, helping with matters that affect studies and personal well-being. The college received a mental health grant from Advanced Education to increase mental health supports to learners. By investing in the mental health of Alberta's post-secondary students, NorQuest is creating stronger communities, and helping them to reach their full potential.

The college undertook a number of activities in support of the grant deliverables, including:

• Began development of a college-wide mental health strategy.

• Delivered a second National College Health Assessment student survey to identify areas of mental health and concern, including a separate wellness survey to Academic Upgrading, English as a Second Language, and Language Instructional for Newcomers to Canada programs to accommodate learners with lower literacy or were otherwise unable to participate in the National College Health Assessment.

• Continued to support mental health events to highlight mental health awareness, and community and on-campus supports. As an example, the college in collaboration with the Students’ Association of NorQuest College and the Canadian Mental Health Association held additional mental health workshops for learners on suicide awareness and well-being.

• Implemented a mechanism for learners to provide feedback on mental health initiatives by way of evaluation forms.

• Implemented a new online mental health tool (7 Cups of Tea) to provide online supports to learners and peer supports with resources.

• Hosted a campus-wide event, Art with Impact: Movies for Mental Health, to increase awareness and understanding of mental health stigmas.

• Continued to collaborate with Healthy Campus Alberta to develop a coordinated approach to learners’ mental health.

• Continued to participate in the regional post-secondary mental health coordination committee to establish mechanisms across Alberta for the integration and coordination of programs and services for post- secondary learners.

In addition to work undertaken as part of the grant deliverables, the college also continued to deliver information, resources, and education to employees through Mental Health First Aid workshops, and a number of sessions on mental health supports for learners on campus.



Indigenous Learners and Supports

Since the launch of the Indigenization strategy, Wahkôhtowin: We Are All Related in 2017, considerable advancements have been made across the seven strategic pathways and NorQuest has achieved meaningful outcomes within each priority area. The college is currently assessing progress under each strategic pathway and will summarize observations and make recommendations and adaptations to advance the Indigenization strategy even further.

Indigenous Education Protocol

In 2017, NorQuest became a signatory to the Colleges and Institutes Canada (CICan) Indigenous Education Protocol and since then has made Indigenization an institutional priority. Outcomes related to this commitment and prioritization can be seen in the significant progress the college has made in terms of increased supports and services for Indigenous learners, Indigenization of programs and curriculum, and better meeting and reflecting the needs and perspectives of Indigenous peoples. As a result, in 2019 NorQuest was awarded the CICan Gold Award for Indigenous Education Excellence for the college-wide commitment to better serve Indigenous learners and to supporting educational and economic opportunities in their communities.

Land-Based Learning Symposium

In partnership with the Government of Alberta, the Kee Tas Kee Now Tribal Council Education Authority, Rupertsland Institute, the Tsuut’ina Nation, NorQuest College hosted a Land-Based Learning Symposium on November 5 and 6, 2018. More than 300 people attended the event, with more than 50 per cent of all attendees self-identifying as Indigenous educators. Participants from across Canada joined the symposium, with some guests travelling from as far as Australia and New Zealand to learn more about promising practices in Land-Based Learning. Sessions focused on building awareness and understanding about ways to incorporate Land-Based Learning techniques into classroom and school settings, with a special session held on the land in a community outside the city of Edmonton. Based on the positive feedback received from participants about the scope and content of the symposium, NorQuest is in the process of creating new, enhanced, and scaffolded learning and development opportunities to support Indigenous and non-Indigenous peoples throughout the college.

NORQUEST COLLEGE 32

Indigenous Student Services Centre

The Indigenous Student Services Centre, located in the Singhmar Centre for Learning, has become an essential central gathering place for Indigenous learners, members of the community, and NorQuest employees. With its focus on holistic wrap-around supports and services, the centre has become an integral part of Indigenous learner success through the meaningful inclusion of expert Knowledge Keepers, Student Liaisons, and enhanced mentorship opportunities through the RBC Indigenous Mentorship Program. The college is in the process of surveying Indigenous learner experiences, perspectives, and needs in order to shape and guide the centre as it moves forward as a leader in supporting Indigenous learners through their journeys into post-secondary education and beyond.

Indigenous Learner Success

NorQuest remains committed to Indigenous learner success, which includes ensuring learners are achieving high degrees of course completion within their respective programs. While the percentage completion rate among Indigenous learners decreased in 2018–2019, it is important to note that overall Indigenous student enrolment remains strong. Several academic programs and instructional locations have also observed improvements to Indigenous learner course completion year over year, and analysis is underway to assess variability by program and delivery method to ensure learner supports and services are increasingly responsive and aligned to best meet the distinct needs of the Indigenous learner population. To support Indigenous learner success, the Indigenous Student Centre has increased the availability of Elders/Knowledge Keepers and online supports, and has hired additional staff/advisors who are available to Indigenous learners. The college is also working with faculty and curriculum development to identify new strategies for Indigenous learner retention and readiness.



Alberta Indigenous Construction Career Centre

In 2019, the provincial government announced an additional two year investment to support the Alberta Indigenous Construction Career Centre (AICCC) at NorQuest College. This provincial funding has enabled the AICCC to continue the important work of connecting unemployed and underemployed Indigenous Peoples to employers who have construction-related job openings. Since the launch of the pilot in 2015, the AICCC has supported more than 260 Alberta employers in attracting skilled Indigenous job-seekers. This year the college saw the intake more than triple from prior years and the AICCC served more than 3,500 Indigenous clients. Through the AICCC, Indigenous clients have been successful in gaining the skills, training, and certification they need to be job ready, and the centre has provided approximately 3,280 job placements and more than 12,000 client training courses for Indigenous job-seekers.

With its holistic, culturally-responsive, and client-focused approach, the AICCC offers meaningful career-related supports to Indigenous Peoples seeking rewarding careers in the construction industry. The AICCC has become well-known for its demonstrated capacity to address employment-related barriers for Indigenous job-seekers and has attracted Indigenous candidates from across Canada including clients from the Northwest Territories, British Columbia, Saskatchewan, and Manitoba. With a concurrent focus on matching Indigenous candidates to employers who offer fair wages and opportunities for advancement, the AICCC has also contributed to narrowing the gap in the high unemployment rates that are disproportionately experienced by Indigenous Peoples, and to moving Indigenous clients from the social and economic margins into the labour market. The college’s industry partnerships, including EllisDon, Chandos, Syncrude, and JV Driver, have been crucial to the success of the AICCC.

The unmatched growth and success of the AICCC is vital to supporting Alberta to be responsive to changing demographic trends among the Indigenous population and to meeting labour-market shifts over the short and long term.

Community Outreach

In 2018–2019, the college developed and launched a new Community Service Learning (CSL) framework. During CSL, learners address challenges for a community or business, apply methods and theory learned in the classroom, and gain an understanding of their impact on their community as well as the broader world. CSL helps learners develop skills in leadership, critical thinking, resilience, and soft skills that prepare them to become workforce-relevant and increase their employability. Over the past year, 328 learners provided a total of 5,991 hours of service to the community. Local businesses and community organizations are excited about the partnerships developed as well as the expertise and diversity of skills our learners provide. CSL is therefore a win-win-win for learners, the community, and NorQuest College.

In order to prepare learners to become workforce-relevant, NorQuest works directly with industry to learn their business needs, changing trends in the labour market, expectations, and skill requirements for new hires. Program Advisory Committees (PACs) provide NorQuest with relevant industry input. Comprised of a diverse cross-section of stakeholders with industry expertise and experience, PACs provide relevant information, work-integrated learning opportunities, and feedback on curriculum. During the 2018–2019 year, the college re-imagined a number of PACs by recruiting 77 new members, representing diverse industries from multi-national corporations to local community agencies.


NORQUEST COLLEGE 34

Internationalization

NorQuest College seeks to provide a diverse and inclusive scholastic environment for all learners who study with us. This environment will better prepare both domestic and international learners to succeed in an increasingly diverse world. During the 2018–2019 academic year, NorQuest welcomed 1,278 international students, a year-over-year increase of 54 per cent. The majority of these learners arrived from India, Philippines, Nigeria, and Jamaica. As NorQuest continues to increase the number of international learners on campus, the college continues to implement new tactics to attract an increasingly diverse student population, and new strategies to support these learners both before and after they arrive in Canada.

International Student Recruitment

In order to remain abreast of pertinent information and to ensure the college continues to recruit the highest quality of learner recruitment agencies, NorQuest continues to participate actively in international recruitment events, including the International Consultants for Education and Fairs conference. The college’s strategy is to further diversify its international student base across programs and to gain a wide representation of learners from around the world. In support of this strategy, recruitment efforts took NorQuest to Vietnam, China, India, Chile, and Argentina over the past year.

International Student Support

NorQuest provided professional development support within the college’s International Office so that staff could obtain their Registered International Student Immigration Advisor designation. Because of this support, the institution is now able to offer immigration support and advice to international learners. Issues related to study permit application and renewals, co-op work permits, applications for post-graduation work permits, and pathways to permanent residency can now be handled in-house, removing another barrier to success for international learners.

Innovative Offerings

In an effort to continue to innovate in how the college delivers programing to international learners, NorQuest also introduced an international offering at its Drayton Valley campus. The college welcomed a cohort of Indian Business Administration students who started their program in May 2018 and will spend their first year studying in Drayton Valley.

Seats were also allocated through this offering to domestic students in Drayton Valley. This offering was a way to stimulate the regional campus, provide a unique learning opening for international learners, and offer an opportunity for local learners to take part in a face-to-face offering in their community that would not have been possible without the international students. There was a high level of retention and success with this cohort and the college expects to continue this model. In their second year, the students transfer to the college’s Edmonton campus where they can pursue a specialization within the Business Administration program.

Partnerships and Projects

In seeking to develop and formalize relationships abroad, NorQuest signed two memorandums of understanding (MOUs) with institutions in India this year. As a result of these agreements, NorQuest and its Indian partners continue to discuss areas of collaboration; potential exchange opportunities; and joint programming in health, business, and English as a Second Language training.

NorQuest also successfully completed a development project in Tanzania. The project was a collaborative venture between Colleges and Institutes Canada and Tanzania’s Ministry of Education and Vocational Training. The focus of this project, titled “Improving Skills for Employment Program” was to build the capacity of Tanzanian technical and vocational training institutions to deliver effective skills training programs; align programs with labour market needs; and equip graduates with the right skills sets to find employment or create self-employment.

Through the project, NorQuest College, in partnership with Lakeland College and the Vocational Education Authority of Tanzania, also collaborated on broadening access to Technical Vocational Education and Training by creating a remedial program for disadvantaged learners, particularly young girls. The project sought to ensure that learners who did not have the English, mathematics, and science foundation to progress successfully through the remedial program were properly supported.


Capital Plan

Downtown Campus Development Project

Since opening the Singhmar Centre for Learning in 2017, the college has focused on a multi-phase renovation to the original building, the Civic Employees Legacy Tower. The tower is designed to serve the needs of our highly diverse learners, foster greater inclusiveness, maximize occupancy, and enable the college to enhance campus life. It includes newly designed learner spaces, upgrades to technology in all classrooms and labs, major upgrades to program delivery spaces, and a new Innovation Studio. With the renovation, both buildings now work together and offer significant enhancements to aging infrastructure in the tower such as lighting, mechanical, and life safety systems. Overall, the Civic Employees Legacy Tower renovation is contractually complete, and all floors were in use for programming and work spaces by fall 2019.

The Singhmar Centre for Learning was constructed as an environmentally sustainable building that creates a healthy indoor environment, provides increased building efficiencies, and minimizes the cost to operate with a decreased impact to the environment. The college was initially aiming for Leadership in Energy and Environmental Design® (LEED) Silver. In 2019, the Canada Green Building Council awarded the Singhmar Centre for Learning with LEED Gold certification.

The last phase of the Downtown Campus Development Project includes landscaping around the Civic Employees Legacy Tower, demolition of Centre 102, remediation of any soil contamination, and construction of a public green space. Design work is underway.

Deferred Maintenance

NorQuest College received $1.1 million in Infrastructure Maintenance Program funding. During the year, the college completed upgrades to mechanical systems, life safety systems, building envelope, lighting systems, and fall protection systems.

In addition, the college received $1.2 million in grant funding from the provincial government to replace four aged elevators in the nearly 50-year-old original college building, the Civic Employees Legacy Tower. Design work has commenced with replacement expected to begin in 2020.

Funded from Accumulated Surplus

The college evaluates, selects, and monitors projects against our strategic outcomes. The college allocated $3.7 million for capital projects and spent $4.9 million with an additional $1.2 million being funded from internally restricted funds for capital. In 2018–2019, projects included:

• Enhancements to information security infrastructure.

• Design for new virtual reality learning software, business intelligence capability, and management system automation.

• Enhancements to the college’s PeopleSoft Enterprise Resource Planning system.

• Evergreening purchases of network and other technology infrastructure, desktop equipment, and health care program equipment.

• Acquisition of new computers, network equipment, and lab equipment to support increased student enrolment and program demand.

• Leasehold Improvements.

NORQUEST COLLEGE 36

Capital Plan

Type ProjectDescription

TotalProjectCost

FundingSources

FundingReceived toDate and Source

Revised Funding Sources

Priority Projects (top 3 Capital Priorities)

Expansion Downtown Campus Development Project (includes Civic Employees Legacy Tower landscaping and Centre 102 demolition)

$190.3 million 89% Gov’t of AB8% Donation3% NorQuest

Gov’t of AB 100% receivedDonation 35% received

No change

New Green Space $2.54 million 100% Donation Donation 0% received No change

Proposed Teaching and Research Continuing Care Centre – planning for a centre of excellence in continuing care where teaching and research is formally paired with care provision in continuing care.

$3 million Evaluation underway No funds received to date.

No change

Type of Project and Funding Sources

Project Description Project Timelines Expected ProjectStart

ExpectedProjectCompletion

ProjectStatus

Progress Made in Last 12 Months

Downtown Campus Development Project (includes Civic Employees Legacy Tower landscaping and Centre 102 demolition)

September 2013 – September 2021

September 2013 September 2021 In progress Project moved from 78% to 92% over the past 12 months

Green Space March 2019 – September 2021

March 2019 September 2021 In progress Project moved from 0% to 3% over the past 12 months

Teaching and Research Continuing Care Centre – planning

May 2020 – June 2021 May 2020 June 2021 Not started Pre-planning activities completed included feasibility study, site survey, and Environmental Site Assessment Phase 1. Functional program and business case are underway

Teaching and Research Continuing Care Centre – construction

July 2021 – December 2023

July 2021 December 2023 Not started N/A

Project Timelines and Status


The Teaching and Research Continuing Care Centre

NorQuest College is seeking approval and funding for a capital project entitled the Teaching and Research Continuing Care Centre (TRCCC). The TRCCC will be a first-of-its-kind continuing care facility in the province, providing critical long-term care bed capacity, innovative learning labs and classrooms, quality of life amenities, active living, and industry-leading care.

The TRCCC facility is currently planned as a multi-story building serving up to 240 residents along the continuing care spectrum. Transitional care spaces and respite beds are also being explored in order to provide the mix of care that responds to Edmonton’s specific needs. This facility will be a centre of excellence, setting a new standard in seniors’ care. The space will locate clinical practice, research, academics, community supports, and technology under one roof for the intersection of thought, leadership, creativity, and transformational advancements.

NorQuest will be contributing $10 million in land with intentions of exploring a public-private partnership to fund the capital. The centre will be operated by its continuing care partner.

Capital Plan

NORQUEST COLLEGE 38

Information Technology

NorQuest College continues to invest in technologies that foster interdepartmental collaboration, improve and secure access to digital information, and ensure efficient, automated business processes. To ensure useful, sustainable services, and effective internal controls, the college:

• Collaborated with the Alberta Association in Higher Education for Information Technology and other Edmonton area post-secondary institutions by sharing knowledge, software assets, and services.

• Implemented online registration for half of the college’s credit programs. The college continues to roll out online registration to remaining programs in 2019–2020.

• Upgraded the Enterprise Resource Planning (ERP) System, PeopleSoft, to ensure continued vendor support and security compliance.

• Completed a comprehensive ERP Current State Assessment. This report is an input into the development of an ERP roadmap, which is underway.

• Completed a Business Intelligence Current State Assessment and roadmap.

• Continued its commitment to the provincial shared procurement ShareIT initiatives.

• Consolidated all Supernet contracts which enables the college to provide higher bandwidth to regions resulting in an increase in the effectiveness of our online learners’ experience.

Educational Technology

Technology plays an important role in achieving NorQuest’s growth target of bringing 40,000 learners to the college, and providing them with workforce-relevant education. Activities undertaken to support the college’s growth target include:

• Adopting technologies and increased investment in mobile devices to ensure a more flexible future learning and working environment.

• Developed Gamified Mental Health curriculum. Pilot is planned for summer 2019 with the launch targeted to coincide with Mental Health Week or Bell Let’s Talk day.

• Piloted innovative learning technologies including virtual reality, augmented reality, 3D printing in health and upgrading programs.

• Through a partnership with NAIT and the University of Alberta, the college consolidated its Learning Management Systems, Moodle, into a cloud-based system via Amazon Web Services. This was followed up with an upgrade to Moodle which provided an enhanced user experience.

• Implemented a work-integrated learning platform to better administer student work placements.

• Insourced the employee service desk and consolidated it with the student service desk to better serve learners and staff at either service desk location and ensure redundancy.


Digital Security

NorQuest continued to enhance its cyber security program to ensure that college digital assets are protected, and that the information technology infrastructure is modernized. The following initiatives demonstrated work in this area:

• Transitioned the administration of a shared information security officer program to Cybera. By doing this, the college is able to retain the services of a senior information security resource while also providing other post-secondary institutions access to this resource.

• Completed several deliverables on a major security infrastructure project including implementation of a firewall replacement, anti-malware replacement, and the integration with a threat intelligence source. Work on Identity Services Engine and Application Centric Infrastructure is ongoing in the 2019–2020 fiscal year.

• Conducted a college-wide phishing campaign drill in addition to the annual digital security training in order to increase staff awareness and reduce likelihood of security incidents.

• Nine IT security standards were ratified.

Internal Controls

NorQuest College is committed to having continued, strong internal controls by ensuring that its information and technology assets are secure, accessible, and reliable, and its financial accounting and reporting are accurate, complete, and timely. To that end, the college has engaged PwC annually since 2012 to review and make recommendations on the improvement of internal college controls, and brought in external parties to perform system penetration testing and recommend security improvements for various key systems.

Information Technology

NORQUEST COLLEGE 40

Financial and Budget Information

Management Discussion and Analysis

The following discussion and analysis of the financial statements should be reviewed in conjunction with the audited financial statements and accompanying notes to the financial statements. The financial statements represent the financial position and results of operations for NorQuest College for the year ended June 30, 2019. The college’s consolidated financial statements for 2018–2019 have been prepared in accordance with Canadian Public Sector Accounting Standards and reflect the application of the net financial assets/net debt model as issued by the Public Sector Accounting Board.

Consolidated Statement of Financial Position Net Financial Assets

Financial Assets decreased by $32.5 million over the prior year to a total of $62.1 million driven primarily by planned expenditures for the Downtown Campus Development Project (DCDP).

Liabilities have decreased by $32.6 million over the prior year to a total of $47.0 million due to decreases in accounts payable and deferred revenue. The change in liabilities reflects the substantial completion of the renovations of the Civic Employee Legacy Tower (CELT) phase of the DCDP, and is partially offset by an increase in deferred revenue related to tuitions.

Net Financial Assets total of $20.4 million has increased slightly by $0.4 million over the prior year due to an increase in portfolio investments restricted for endowments.

Non-Financial Assets

Non-Financial Assets increased over the prior year by $15.8 million to a total of $182.4 million. This is attributed to the increase in tangible capital assets as a result of the substantial completion of the CELT renovations.

Net Assets

Net Assets increased from $38.6 million in 2017–2018 to $41.2 million in 2018–2019 as a result of the annual surplus of $1.8 million and accumulated remeasurement gains of $0.8 million.

Consolidated Statement of Operations

For the year ended June 30, 2019 the college reported a $1.6 million excess of revenue over expenses compared to a budgeted deficit of $0.8 million and a prior year $0.2 million excess in 2017–2018.



Revenues

Total revenues of $124.4 million in 2018–2019 increased by $15.0 million over prior year ($109.4 million in 2017–2018), and exceeded the budget of $113.9 million by $10.5 million.

Provincial grants represented $67.2 million of revenue in 2018–2019 with $10.9 million of that revenue tied to the DCDP project. The budget for fiscal year 2018–2019 of $59.9 million is over achieved due to the activities related to the DCDP project. As a percentage of total revenue, provincial grants decreased to 54.0 per cent in fiscal 2018–2019 compared to 57.6 per cent in the prior year. Federal and other government grants contribute $11.1 million to total revenues in 2018–2019, compared to a budget of $9.7 million. The increase over budget and over prior year relates to higher service levels provided by the college for Language Instruction for Newcomers to Canada.

Student tuition and related fees revenue increased by $6.9 million from $28.5 million in 2017–2018 to $35.4 million in 2018–2019 and exceeded the budget target of $34.9 million by $0.5 million. The increase in tuition revenue is due to enrolment growth primarily with international students. Student full load equivalent (FLE) increased from 6,521 in 2017–2018 to 7,083 in 2018–2019 reflecting an 8.6 per cent increase in FLE as compared to the prior year. Growth in student numbers are due to higher student demand as noted in the Enrolment Plan and Program Change section.

Federal and other government

grants

Sales of services and products

Investment income

Government of Alberta grants

Student tuition and fees

2017–2018 Actual 2018–2019 Actual

70

60

50

40

30

20

10

0

Revenues by Source (Millions)

Donations and other grants

2018–2019 Budget

NORQUEST COLLEGE 42

Sales of Services and Products increased by $1.9 million from $5.1 million in 2017–2018 to $7.0 million in 2018–2019 but fell short of the $7.7 million budget by $0.7 million. The growth was primarily a result of increased instructional and non-instructional contracts revenue by $1.7 million which fell slightly short of budgeted targets.

Investment income increased by $0.7 million from $1.6 million in 2017–2018 to $2.3 million in 2018–2019. The increase in investment income is a result of implementing a new investment strategy as of July 1, 2018.

Donations and Other Grants maintained the same revenue level at $1.3 million in 2018–2019 as in 2017–2018 and exceeded the budget target by $0.7 million.

Expenses

Total expenses of $122.7 million in 2018–2019 increased by $13.5 million (12.4 per cent) compared to the prior year of $109.2 million. Expenses exceeded the budget of $114.7 million by $8.0 million primarily due to DCDP related amortization and non-capital furniture and equipment expenses, write-down of previous renovations in CELT as well as expenses related to the growth in student FLE.

The college’s largest increase was in Salaries and Benefits, which increased by $9.3 million from $73.8 million to $83.1 million and exceeded the budget of $82.9 million by $0.2 million. The increase was largely attributed to increased faculty positions supporting 562 FLE growth in students and corporate training contracts. Amortization expense of $11.4 million increased $4.1 million from last year and exceeded the budget by $4.3 million associated with the completion of CELT renovations.

54.0%28.4%

9.0%5.7%1.9%1.0%

Government of Alberta GrantsStudent Tuition and FeesFederal and Other Government GrantsSales of Services and ProductsInvestment IncomeDonations and Other Grants

2018–2019 Revenues (Millions)

2019 REVENUE



2018–2019 Expenses (Millions)

67.7%16.8%

9.3%3.2%1.2%1.0%0.6%0.2%

Salaries and BenefitsMaterials, Supplies, and ServicesAmortization of Tangible Capital AssetsLeases, Maintenance, and RepairsUtilitiesCost of Goods SoldScholarships and BursariesInterest on Debt

2019 EXPENSES

80

60

40

20

0Salaries and

benefitsMaterials, supplies

and service

Amortization of tangible

capital assets

Leases, maintenance and repairs

Utilities Cost of goods sold

Scholarships and bursaries

Interest on debt

2017–2018 Actual 2018–2019 Budget 2018–2019 Actual

Expenses (Millions)


NORQUEST COLLEGE 44

45 Independent Auditor's Report

48 Statement of Management Responsibility

49 Consolidated Statement of Financial Position

50 Consolidated Statement of Operations

51 Consolidated Statement of Change in Net Financial Assets

52 Consolidated Statement of Remeasurement Gains and Losses

53 Consolidated Statement of Cash Flows

54 Notes to the Consolidated Financial Statements

Consolidated Financial Statements


Independent Auditor’s Report

To the Board of Governors of NorQuest College

Report on the Consolidated Financial Statements

Opinion

I have audited the consolidated financial statements of NorQuest College (the Group), which comprise the consolidated statement of financial position as at June 30, 2019, and the consolidated statements of operations, remeasurement gains and losses, change in net financial assets, and cash flows for the year then ended, and notes to the consolidated financial statements, including a summary of significant accounting policies.

In my opinion, the accompanying consolidated financial statements present fairly, in all material respects, the consolidated financial position of the Group as at June 30, 2019, and the results of its operations, its remeasurement gains and losses, its changes in net financial assets and its cash flows for the year then ended in accordance with Canadian public sector accounting standards.

Basis for opinion

I conducted my audit in accordance with Canadian generally accepted auditing standards. My responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Consolidated Financial Statements section of my report. I am independent of the Group in accordance with the ethical requirements that are relevant to my audit of the consolidated financial statements in Canada, and I have fulfilled my other ethical responsibilities in accordance with these requirements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Other information

Management is responsible for the other information. The other information comprises the information included in the Annual Report, but does not include the consolidated financial statements and my auditor’s report thereon. The Annual Report is expected to be made available to me after the date of this auditor’s report.

My opinion on the consolidated financial statements does not cover the other information and I do not express any form of assurance conclusion thereon.

In connection with my audit of the consolidated financial statements, my responsibility is to read the other information identified above and, in doing so, consider whether the other information is materially inconsistent with the consolidated financial statements or my knowledge obtained in the audit, or otherwise appears to be materially misstated.

If, based on the work I will perform on this other information, I conclude that there is a material misstatement of this other information, I am required to communicate the matter to those charged with governance.

NORQUEST COLLEGE 46

Responsibilities of management and those charged with governance for the consolidated financial statements

Management is responsible for the preparation and fair presentation of the consolidated financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of the consolidated financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the consolidated financial statements, management is responsible for assessing the Group’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless an intention exists to liquidate or to cease operations, or there is no realistic alternative but to do so.

Those charged with governance are responsible for overseeing the Group’s financial reporting process.

Auditor's responsibilities for the audit of the consolidated financial statements

My objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these consolidated financial statements.

As part of an audit in accordance with Canadian generally accepted auditing standards, I exercise professional judgment and maintain professional skepticism throughout the audit. I also:

• Identify and assess the risks of material misstatement of the consolidated financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Group’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.



• Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Group’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the consolidated financial statements or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the Group to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the consolidated financial statements, including the disclosures, and whether the consolidated financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

• Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an opinion on the consolidated financial statements. I am responsible for the direction, supervision and performance of the group audit. I remain solely responsible for my audit opinion.

I communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

W. Doug Wylie FcPA, FcMA, icd.d Auditor General

October 28, 2019 Edmonton, Alberta

[ Original signed by W. Doug Wylie FCPA, FCMA, ICD.D]


NORQUEST COLLEGE 48

NorQuest College Statement of Management Responsibility Year ended June 30, 2019

The consolidated financial statements of NorQuest College have been prepared by management in accordance with Canadian public sector accounting standards. The consolidated financial statements present fairly the financial position of the college as at June 30, 2019 and the results of its operations, remeasurement gains and losses, changes in net financial assets and cash flows for the year then ended.

In fulfilling its responsibilities and recognizing the limits inherent in all systems, management has developed and maintains a system of internal control designed to provide reasonable assurance that college assets are safeguarded from loss and that the accounting records are a reliable basis for the preparation of the consolidated financial statements.

The Board of Governors is responsible for reviewing and approving the consolidated financial statements, and overseeing management’s performance of its financial reporting responsibilities.

The Board of Governors carries out its responsibility for review of the consolidated financial statements principally through its Finance and Audit Committee. With the exception of the President, all members of the Finance and Audit Committee are not employees of the college. The Finance and Audit Committee meets with management and the external auditors to discuss the results of audit examinations and financial reporting matters. The external auditors have full access to the Finance and Audit Committee, with and without the presence of management.

These consolidated financial statements have been reported on by the Auditor General of Alberta, the auditor appointed under the Post-secondary Learning Act. The Independent Auditor’s Report outlines the scope of the audit and provides the audit opinion on the fairness of presentation of the information in the consolidated financial statements.

Dr. Jodi L. Abbott, icd.d

President & Chief Executive OfficerMichelle Beck, B.coMM, cPA, cA

Vice President, Corporate Services & Finance

[Original signed by Dr. Jodi L. Abbott, ICD.D]

[Original signed by Michelle Beck, B.Comm, CPA, CA]


NorQuest College Consolidated Statement of Financial Position

As at June 30, 2019 (in thousands of dollars)

The accompanying notes are an integral part of these consolidated financial statements.

2019 2018

Financial assets excluding portfolio investments restricted for endowmentsCash and cash equivalents (note 4) $ 24,643 $ 50,098

Portfolio investments – non-endowment (note 5) 33,232 40,010

Accounts receivable 4,074 4,331

Inventories held for sale 185 23062,134 94,669

LiabilitiesAccounts payable and accrued liabilities 15,283 27,153

Employee future benefit liabilities (note 7) 1,118 814

Debt (note 8) 4,752 4,932

Deferred revenue (note 9) 25,819 46,70946,972 79,608

Net financial assets excluding portfolio investments restricted for endowments 15,162 15,061

Portfolio investments – restricted for endowments (note 5) 5,279 4,977

Net financial assets 20,441 20,038

Non-financial assetsTangible capital assets (note 10) 181,507 165,895

Prepaid expenses 907 748182,414 166,643

Net assets before spent deferred capital contributions 202,855 186,681

Spent deferred capital contributions (note 11) 161,691 148,046

Net assets (note 12) $ 41,164 $ 38,635

Net assets is comprised of:Accumulated surplus $ 40,230 $ 38,433

Accumulated remeasurement gains 934 202

$ 41,164 $ 38,635

Contingent asset and contractual rights (notes 13 and 15)Contingent liabilities and contractual obligations (notes 14 and 16)

Approved by the Board of Governors:

Carla Madra, cPA, cA Acting Chair, Board of Governors

Carla Madra, cPA, cA

Chair, Finance and Audit Committee

[ Original signed by Carla Madra, CPA, CA]

[ Original signed by Carla Madra, CPA, CA]

NORQUEST COLLEGE 50


2019 Budget

2019

2018

Revenues

Government of Alberta grants (note 20) $ 59,895 $ 67,206 $ 63,025

Federal and other government grants (note 20) 9,741 11,144 9,876

Sales of services and products 7,678 7,033 5,083

Student tuition and fees 34,927 35,373 28,524

Donations and other grants 628 1,303 1,324

Investment income 1,025 2,322 1,571

113,894 124,381 109,403

Expenses (note 17)Instruction 38,062 40,227 35,934

Academic support 22,699 21,434 18,620

Student support 11,158 12,560 10,893

Computing and data communication 7,805 7,990 7,325

Facility operations and maintenance 12,731 19,209 16,137

Institutional support 17,104 17,885 16,867

Ancillary services 2,401 2,226 2,364

Sponsored research 101 203 46

Special purpose 2,644 1,002 975

114,705 122,736 109,161

Annual operating (deficit) surplus (811) 1,645 242Endowment contributions (note 12) - 110 (25)

Endowment capitalized investment income (note 12) - 42 -- 152 (25)

Annual (deficit) surplus (811) 1,797 217

Accumulated surplus, beginning of year 38,433 38,433 38,216

Accumulated surplus, end of year $ 37,622 $ 40,230 $ 38,433

NorQuest College Consolidated Statement of Operations

Year ended June 30, 2019 (in thousands of dollars)



2019 Budget 2019 2018

Annual (deficit) surplus $ (811) $ 1,797 $ 217

Acquisition of tangible capital assets (33,089) (27,059) (36,245)

Amortization of tangible capital assets 7,125 7,888 6,123

Loss on disposal of tangible capital assets 3,559 1,194

Change in prepaid expenses (159) (235)

Change in spent deferred capital contributions 23,985 13,645 23,594

Change in accumulated remeasurement gains 732 202

(Decrease) increase in net financial assets (2,790) 403 (5,150)Net financial assets, beginning of year 20,038 20,038 25,188

Net financial assets, end of year $ 17,248 $ 20,441 $ 20,038

NorQuest College Consolidated Statement of Change in Net Financial Assets


NORQUEST COLLEGE 52

2019 2018

Accumulated remeasurement gains, beginning of year $ 202 $ -

Unrealized gains attributable to:Portfolio investments – non-endowmentQuoted in active market 732 211

Amounts reclassified to Consolidated Statement of Operations:Portfolio investments – non-endowmentQuoted in active market - (9)

Accumulated remeasurement gains, end of year $ 934 $ 202

NorQuest College Consolidated Statement of Remeasurement Gains and Losses




NorQuest College Consolidated Statement of Cash Flows


2019 2018

Operating transactions

Annual surplus $ 1,797 $ 217

Add (deduct) non-cash items:Amortization of tangible capital assets 7,888 6,123

Loss (gain) on sale of portfolio investments 25 (9)

Loss on disposal of tangible capital assets 3,559 1,194

Expended capital recognized as revenue (8,511) (4,908)

Increase (decrease) in employee future benefit liabilities 304 (442)

Decrease in accounts receivable 258 1,531

Decrease (increase) in inventories held for sale 45 (69)

(Decrease) increase in accounts payable and accrued liabilities (11,869) 5,331(Decrease) in deferred revenue, excluding change in restricted unrealized gain (20,962) (7,535)(Increase) in prepaid expenses (159) (235)

Cash (applied to) provided by operating transactions

(27,625) 1,198

Capital transactions

Acquisition of tangible capital assets (27,059) (36,245)

Cash applied to capital transactions (27,059) (36,245)

Investing transactionsPurchase of portfolio investments (12,445) (149,967)Proceeds on sale of portfolio investments 19,698 169,579

Cash provided by investing transactions 7,253 19,612

Financing transactionsDebt – repayment (180) (68)Debt – new financing - 5,000Increase in spent deferred contribution, less expended capital recognized as revenue 22,156 28,502

Cash provided by financing transactions 21,976 33,434

(Decrease) increase in cash and cash equivalents (25,455) 17,999

Cash and cash equivalents, beginning of year 50,098 32,099

Cash and cash equivalents, end of year $ 24,643 $50,098

NORQUEST COLLEGE 54

NorQuest College Notes to the Consolidated Financial Statements Year ended June 30, 2019 (in thousands of dollars)

1. Authority and Purpose The Board of Governors of NorQuest College is a corporation that manages and operates NorQuest College (“the college”) under the Post-secondary Learning Act (Alberta). All members of the Board of Governors are appointed by either the Lieutenant Governor in Council or the Minister of Advanced Education, with the exception of the President, who is an ex officio member. Under the Post-secondary Learning Act, Campus Alberta Sector Regulation, the college is a comprehensive community college offering diploma and certificate programs, as well as a wide range of foundational and preparatory programs. The college is a registered charity, and under section 149 of the Income Tax Act (Canada) is exempt from the payment of income tax.

2. Summary of Significant Accounting Policies and Reporting Practices

a) General – Public Sector Accounting Standards (PSAS) and Use of Estimates

These consolidated financial statements have been prepared in accordance with Canadian PSAS.

The measurement of certain assets and liabilities is contingent upon future events; therefore, the preparation of these consolidated financial statements requires the use of estimates, which may vary from actual results. The college’s management uses judgment to determine such estimates. Employee future benefit liabilities, amortization of tangible capital assets and the revenue recognition for expended capital are the most significant items based on estimates. In management’s opinion, the resulting estimates are within reasonable limits of materiality and are in accordance with the significant accounting policies summarized below. These significant accounting policies are presented to assist the reader in evaluating these consolidated financial statements and, together with the following notes, should be considered an integral part of the consolidated financial statements.

b) Valuation of Financial Assets and Liabilities

The college’s financial assets and liabilities are generally measured as follows:

Financial Statement Component Measurement Cash and cash equivalents Cost or amortized cost Portfolio investments Fair value and amortized cost Accounts receivable Amortized cost Inventories held for sale Lower of cost or net realizable value Accounts payable and accrued liabilities Amortized cost Debt Amortized cost

Unrealized gains and losses from changes in the fair value of financial assets and liabilities are recognized in the Consolidated Statement of Remeasurement Gains and Losses. When the restricted nature of a financial instrument and any related changes in fair value create a liability, unrealized gains and losses are recognized as deferred revenue.

All financial assets are tested annually for impairment. When financial assets are impaired, impairment losses are recognized in the Consolidated Statement of Operations. A write-down of a portfolio investment to reflect a loss in value is not reversed for a subsequent increase in value.

For financial assets and liabilities measured using amortized cost, the effective interest rate method is used to determine interest revenue or expense. Transaction costs are a component of cost for financial instruments measured using cost or amortized cost. Transaction costs are expensed for financial instruments measured at fair value. Investment management fees are expensed as incurred. The purchase and sale of cash and cash equivalents and portfolio investments are accounted for using trade-date accounting.


2. Summary of Significant Accounting Policies and Reporting Practices (continued)

b) Valuation of Financial Assets and Liabilities (continued)

The college does not use foreign currency contracts or any other type of derivative financial instruments for trading or speculative purposes.

Management evaluates contractual obligations for the existence of embedded derivatives and elects to either designate the entire contract for fair value measurement or separately measure the value of the derivative component when characteristics of the derivative are not closely related to the economic characteristics and risks of the contract itself. Contracts to buy or sell non-financial items for the college’s normal purchase, sale or usage requirements are not recognized as financial assets or liabilities. The college does not have any embedded derivatives.

c) Revenue Recognition

All revenues are reported on the accrual basis of accounting. Cash received for which goods or services have not been provided by year end is recognized as deferred revenue.

i. Government grants, non-government grants, and donations

Government transfers are referred to as government grants.

Restricted grants and donations are recognized as deferred revenue if the terms for the use, or the terms along with the college's actions and communications as to the use, create a liability. These grants and donations are recognized as revenue when the terms are met. If the grants and donations are used to acquire or construct tangible capital assets, revenue will be recognized over the useful life of the tangible capital assets.

Government grants without terms for the use of the grant are recognized as revenue when the college is eligible to receive the funds. Unrestricted non-government grants and donations are recognized as revenue in the year received or in the year the funds are committed to the college if the amount can be reasonably estimated and collection is reasonably assured.

In-kind donations of services, materials and tangible capital assets are recognized at fair value when such value can reasonably be determined. Transfers of tangible capital assets from related parties are recognized at the carrying value.

ii. Grants and donations related to land

Grants and donations for the purchase of land are recognized as deferred revenue when received, and recognized as revenue when the land is purchased.

The college recognizes in-kind contributions of land as revenue at the fair value of the land when a fair value can be reasonably determined. When the college cannot determine the fair value, it records such in-kind contributions at nominal value.

iii. Endowment donations

Endowment donations are recognized as revenue in the Consolidated Statement of Operations in the year in which they are received, and are required by donors to be maintained intact in perpetuity.

NorQuest College Notes to the Consolidated Financial StatementsYear ended June 30, 2019 (in thousands of dollars)

NORQUEST COLLEGE 56



iv. Investment income

Investment income includes dividends, interest income and realized gains or losses on the sale of unrestricted portfolio investments. Investment income from restricted grants and donations is recognized as deferred revenue when the terms for use create a liability, and is recognized as investment income when the terms of the grant or donation are met.

The endowment spending allocation portion of investment income earned by endowments is recognized as deferred revenue when the terms for the use by the endowment create a liability. Realized investment income allocated to endowment balances for the preservation of endowment capital purchasing power is recognized in the Consolidated Statement of Operations.

d) Endowments

Endowments consist of:

• Externally restricted donations received by the college, the principal of which is required to be maintained intact in perpetuity.

• Investment income earned (excluding unrealized income) on endowments in excess of the amount required for spending allocation is capitalized to build a reserve for use in future periods where earnings fall below target rates and grow the real value of the endowments. Benefactors as well as college policy stipulate that the economic value of the endowments must be protected by limiting the amount of income that may be expended and by reinvesting unexpended income. Investment income earned (excluding unrealized income) on endowments must be used in accordance with the various purposes established by the donors.

Under the Post-secondary Learning Act, the college has the authority to alter the terms and conditions of endowments to enable:

• Income earned by the endowments to be withheld from distribution to avoid fluctuations in the amounts distributed and generally to regulate the distribution of income earned by the endowments.

• Encroachment on the capital of the endowments to avoid fluctuations in the amounts distributed and generally to regulate the distribution of investment income earned by the endowments if, in the opinion of the Board of Governors, the encroachment benefits the college and does not impair the long-term value of the fund.

In any year, if the investment income earned on endowments is insufficient to fund the spending allocation, the spending allocation is funded from the accumulated capitalized investment income. However, for individual endowments without sufficient accumulated capitalized income, endowment principal is used in that year and is expected to be recovered by future investment income.

e) Inventories Held for Sale

Inventories held for sale are valued at the lower of cost and expected net realizable value and are determined using the weighted average method.



f) Tangible Capital Assets

Tangible capital assets are recognized at cost, which includes amounts that are directly related to the acquisition, design, construction, development, improvement or betterment of the asset, and cost associated with asset retirement obligations. Cost includes overhead directly attributable to construction and development. Work in progress, which includes facilities and improvement projects and development of information systems, is not amortized until after the project is complete and the asset is in service.

The cost, less residual value, of the tangible capital assets, excluding land, is amortized on a straight-line basis over the estimated useful lives as follows:

Buildings and site improvements 10 – 40 yearsLeasehold improvements Term of leaseFurniture, equipment, and vehicle 10 yearsComputer hardware and software 3 years

Tangible capital assets write-downs are recognized when conditions indicate they no longer contribute to the college’s ability to provide services, or when the value of future economic benefits associated with the tangible capital assets are less than their net book value. Net write-downs are recognized as expenses.

Intangible assets, works of art, historical treasures and collections are expensed when acquired and not recognized as tangible capital assets because a reasonable estimate of the future benefits associated with such property cannot be made.

g) Asset Retirement Obligations

Asset retirement obligations are recognized for statutory, contractual or legal obligations, associated with the retirement of tangible capital assets when those obligations result from the acquisition, construction, development or normal operation of the assets. The obligations are measured initially at fair value, determined using present value methodology, and the resulting costs capitalized into the carrying amount of the related asset. In subsequent periods, the liability is adjusted for the accretion of discount and any changes in the amount or timing of the underlying future cash flows. The capitalized asset retirement cost is amortized on the same basis as the related asset and the discount accretion is included in determining the results of operations.

h) Foreign Currency Translation

Transaction amounts denominated in foreign currencies are translated into their Canadian dollar equivalents at exchange rates prevailing at the transaction dates. In the period of settlement, foreign exchange gains and losses related to non-capital items are recorded in the Consolidated Statement of Operations, and foreign exchange gains and losses related to capital items are recorded in the Consolidated Statement of Financial Position.

i) Employee Future Benefits

i. Pension

The college participates with other employers in the Public Service Pension Plan (PSPP), the Management Employee Pension Plan (MEPP) and the Supplementary Retirement Plan (SRP). These pension plans are multi-employer defined benefit pension plans that provide pensions for the college's participating employees based on years of service and earnings.

The college does not have sufficient plan information on the PSPP, MEPP and SRP to follow the standards for defined benefit accounting, and therefore follows the standards for defined contribution accounting. Accordingly, pension expense recognized for the PSPP, MEPP and SRP is comprised of employer contributions to the plan that are required for its employees during the year, which are calculated based on actuarially pre-determined amounts that are expected to provide the plan’s future benefits.


NORQUEST COLLEGE 58


ii. Long-term disability

The cost of providing non-vesting and non-accumulating employee future benefits for compensated absences under the college's long-term disability plans is charged to expense in full when the event occurs which obligates the college to provide the benefits. The cost of these benefits is actuarially determined using the accumulated benefit method, a market interest rate and management's best estimate of the retirement ages of employees, expected health care costs and the period of employee disability. The college undertakes a formal actuarial review on a bi-annual basis and extrapolates the prior year actuarial information forward in the years in which a formal actuarial review is not performed. Actuarial or estimated gains or losses on the accrued benefit obligation are recognized in the period in which they occur.

iii. Short-term illness

The cost of providing non-vesting and non-accumulating employee future benefits for compensated absences under the college's short-term illness plan is charged to expense in full when the event occurs which obligates the college to provide the benefits. The liability for these benefits is estimated using the specific rates of pay, the expected duration of their absence to a maximum of 80 days, and an estimate of their expected benefits for each employee.

j) Basis of Consolidation

The consolidated financial statements use the line by line consolidated method to record the accounts of the NorQuest College Foundation ("the foundation"), which operates under the Companies Act (Alberta) to raise funds for projects, programs, and services that serve to improve opportunities for NorQuest College learners' success. The foundation is a registered charity and has been granted tax exempt status under the Income Tax Act (Canada).

k) Liability for Contaminated Sites

Contaminated sites are a result of contamination of a chemical, organic or radioactive material or live organism that exceeds an environmental standard, being introduced into soil, water or sediment. The liability is recognized net of any expected recoveries. A liability for remediation of contaminated sites normally results from an operation(s) no longer in productive use and/or an unexpected event occurs resulting in contamination, and is recognized when all of the following criteria are met:

i. an environmental standard exists; ii. contamination exceeds the environmental standard; iii. the college is directly responsible or accepts responsibility; iv. it is expected that future economic benefits will be given up; and v. a reasonable estimate of the amount can be made.

The college has no liability for contaminated sites.

l) Expense by Function

The college uses the following categories of functions in its Consolidated Statement of Operations:

Instruction

Expenses related to support all activities that are part of the college's credit and non-credit programs and those non-sponsored research and scholarly activities.





Academic support

Expenses related to the services, administrative and management activities that directly support academic functions, course and curriculum development activities, and academic personnel development.

Student support

Expenses related to admissions and registry functions and activities that support the student body or provide services to individual students or student groups. These include student services administration, social and cultural activities, counselling services and career guidance, financial aid administration, and scholarship awards.

Computing and data communication

Expenses related to resources, activities, and services that provide and support computing, networking, data communications, and other information technology functions.

Facility operations and maintenance

Expenses related to the maintenance and renewal of facilities that house the teaching, research, and administrative activities within the college. These include utilities, facilities administration, building maintenance, custodial services, landscaping and grounds keeping, as well as major repairs and renovations. Also includes amortization of buildings, site improvements, furniture, equipment and vehicles.

Institutional support

Expenses related to executive management, public relations, alumni relations, corporate marketing and communication, fund-raising and funds development, corporate insurance premiums, corporate finance, human resources, and any other centralized college-wide administrative services.

Ancillary services

Expenses related to operations ancillary to the normal institutional functions of instruction and research such as bookstores, printing, parking services, and amortization expenses related directly or attributable to such operations.

Sponsored research

Expenses related to all sponsored research activities specifically funded by restricted grants and donations from external organizations and undertaken within the college.

Special purpose

Expenses that do not support the major activities of the college such as instruction, ancillary services, and sponsored research. These include expenses for community service specifically funded by restricted grants and donations.

m) Funds and Reserves

Certain amounts, as approved by the Board of Governors, are set aside in accumulated surplus for future operating and capital purposes. Transfers to or from funds and reserves are an adjustment to the respective fund when approved.

NORQUEST COLLEGE 60



n) Future Accounting Changes

In August 2018, the Public Sector Accounting board issued PS 3280 Asset retirement obligations. This accounting standard is effective for fiscal years starting on or after April 1, 2021. Asset retirement obligations provides guidance on how to account for and report a liability for retirement of a tangible capital asset.

In 2019, the Public Sector Accounting board approved PS 3400 Revenue. This accounting standard is effective for fiscal years starting on or after April 1, 2022 and provides guidance on how to account for and report on revenue, specifically addressing revenue arising from exchange transactions and unilateral transactions.

Management is currently assessing the impact of these new standards on the consolidated financial statements.

3. Adoption of New Accounting StandardsThe college has prospectively adopted PS 3430 Restructuring transactions. This accounting standard is effective for fiscal years starting on or after April 1, 2018. Restructuring transactions defines and establishes disclosure standards for restructuring transactions. The adoption of this standard did not affect the consolidated financial statements.

2019 2018

Cash $ 24,643 $ 28,798

Cash equivalents - 21,300$ 24,643 $ 50,098

Cash equivalents include cash in bank subject to 30-day notice of withdrawal, short-term investments with a maturity less than three months from the date of acquisition, and money market pooled funds with an average maturity of 73 days from the date of acquisition. Included in cash and cash equivalents are restricted grants and donations $16,755 (2018 - $32,392) and endowments of $10 (2018 - $836).

4. Cash and Cash Equivalents


2019 2018

Portfolio investments – non-endowment $ 33,232 $ 40,010

Portfolio investments – restricted for endowments 5,279 4,977$ 38,511 $ 44,987

The composition of portfolio investments measured at fair value is as follows:2019

Level 1 Level 2 Level 3 TotalPortfolio investments at fair value

Pooled investment fundsBonds $ - $ 23,456 - $ 23,456

Canadian equities - 6,490 - 6,490

Foreign equities - 8,565 - 8,565

Total portfolio investments $ - $ 38,511 - $ 38,511% 100.00% % 100.00%

2018Level 1 Level 2 Level 3 Total

Portfolio investments at fair valuePooled investment funds

Bonds $ - $ 30,792 - $ 30,792

Canadian equities - 6,107 - 6,107

Foreign equities - 8,088 - 8,088

Total portfolio investments $ - $ 44,987 $ - $ 44,987% 100.00% % 100.00%

5. Portfolio Investments

The fair value measurements are those derived from:

Level 1 - Quoted prices in active markets for identical assets.

Level 2 - Fair value measurements are those derived from inputs other than quoted prices included with level 1 that are observable for the assets, either directly (i.e. as prices) or indirectly (i.e. derived from prices).

Level 3 - Fair value measurements are those derived from valuation techniques that include inputs for the assets that are not based on observable market data (unobservable inputs).

The college has a formal investment policy that provides guidelines within which the college's investment portfolio is to be effectively and ethically maintained, managed and enhanced. The policy governs asset mix, exposure limits, credit quality and performance measurement. The Finance and Audit Committee, a committee of the Board of Governors, has been delegated oversight responsibility for the college's investments. The Finance and Audit Committee is provided with regular updates on the performance of the portfolio investments to ensure compliance with the stated policy objectives and to evaluate the ongoing appropriateness of the investment policy.

The college engages an external investment manager to manage the college's portfolio investments. The investment manager is delegated authority to purchase and sell securities within pooled funds subject to the college's investment policy. Investment holdings are currently separated into two funds: operating reserve and endowment, whose performances are monitored against established benchmark returns.


NORQUEST COLLEGE 62


6. Financial Risk Management The college is exposed to the following risk:

Market price risk

The college is exposed to moderate market price risk, the risk that the value of a financial instrument will fluctuate as a result of changes in market prices, whether those changes are caused by factors specific to the individual security, its issuer or general market factors affecting all securities. To manage this risk, the college has established an investment policy with a target asset mix that is diversified by asset class with individual issuer limits. The investment policy specifies minimum bond ratings, that securities be listed on approved stock exchanges and other benchmarks determined appropriate by the college for each of the operating, capital and endowment portfolio investments. The policy provides for an acceptable level of investment risk to: obtain a reasonable rate of return, provide growth and income that aligns with college obligations, and preserve capital amounts.

In 2019, the college invested solely in pooled investment funds that have market based unit values subject to fluctuation. The market value of a pooled investment fund is its net asset value, which is allocated to pool participants. Participants in the pools have no control over the management or selection of securities in the pool. The college is exposed to market price risk when it purchases units issued by the pools. Unrealized gains and losses attributable to changes in fair market value are reflected in either the Statement of Remeasurement Gains and Losses or deferred revenue if they relate to restricted funds. In 2018, the college invested in a mix of term deposits with fixed interest income during the first six months and pooled investment funds during the remainder of the year.

The college assesses its portfolio sensitivity to a percentage increase (decrease) in market prices. The sensitivity rate is determined using the beta coefficient relative to the security's benchmark, weighted by holding over a one year period for total pooled equities as determined by the external investment manager. At June 30, 2019 if market prices had a 5 per cent (2018 - 5 per cent) increase or decrease, with all other variables held constant, the increase or decrease in deferred unrealized gains and losses and accumulated remeasurement gains and losses for year would be $314 (2018 - $292).

Foreign currency risk

Foreign currency risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in foreign exchange rates. The college does not hold any financial assets or liabilities denominated in foreign currencies. The college is exposed to foreign exchange risk on its pooled investments that hold foreign equities or bonds. The college does not use foreign currency forward contracts or any other type of derivative financial instruments for trading or speculative purposes. The college's exposure to foreign exchange risk is low due to minimal business activities conducted in foreign currencies.

Credit risk

Counterparty credit risk is the risk of loss arising from the failure of a counterparty to fully honor its financial obligations with the college.

The college is exposed to credit risk on its fixed income investments and has established an investment policy with required minimum credit quality standards and issuer limits to manage this risk. As at June 30, 2019 fixed income investments consisted solely of pooled investment funds with a low credit risk that carried an average credit quality rating of at least A- (2018: A-).

The credit risk on fixed income investments held are as follows: Credit Rating 2019 2018A- 100.0% 100.0%



6. Financial Risk Management (continued)

Credit risk (continued)

The credit risk from accounts receivable is low as the majority of balances are due from government agencies. When appropriate, the college provides an allowance for doubtful accounts receivable. The college has agreements with donors for pledges, which are not enforceable by law, exposing it to counterparty credit risk. As the college does not record pledges receivable until collected, the credit risk is low.

Liquidity risk

Liquidity risk is the risk that the college will encounter difficulty in meeting obligations associated with its financial liabilities. The college's liquidity risk arises due to its cash outflow requirements related to accounts payable and accrued liabilities, debt and financing of capital construction in progress. The college maintains and monitors adequate working capital and a line of credit to ensure that funds are available to meet current and forecasted financial requirements in the most cost effective manner. The future contractual payments related to fixed rate debt are described in note 8 and for other contractual obligations in note 16.

Interest rate risk

Interest rate risk is the risk to the college’s earnings that arise from the fluctuations in interest rates and the degree of volatility of these rates. The college's interest sensitive assets that generate interest income are its cash and cash equivalents and portfolio investments, while its interest sensitive liabilities that incur interest expense are debt. This risk is managed by investment policies that limit the term to maturity of certain fixed income securities that the college holds. In 2019, the college was exposed to low interest rate risk on its cash balances. There was a 50 basis point increase in 2019 (2018 - 75 basis point increase) in the prime rate that affected the interest earned on cash balances held at the college's bank. Interest rates for pooled bond funds, fluctuated little in 2019 and 2018. If interest rates increased by 1 per cent, and all other variables are held constant, the potential loss in fair value to the college would be approximately 2.12 per cent or $1,443 on total investments in pooled bond funds of $23,456 (2018 - approximately 3.28 per cent or $1,011 on total investments in pooled bond funds of $30,792). Interest risk on the college's debt is managed through a fixed rate agreement with Alberta Capital Finance Authority as described in note 8.

The maturity and average effective market yield of interest bearing assets are as follows:

Asset class < 1 year 1 - 5 years > 5 years

Average effective

market yield

Cash 100.00% - - 2.11%

Portfolio investments - pooled bond funds - - 100.00% 3.00%

NORQUEST COLLEGE 64

7. Employee Future Benefit Liabilities

Employee future benefit liabilities are comprised of the following:2019 2018

Benefit liability for employees on long-term disability $ 1,068 $ 763

Liability for short-term illness 50 51

$ 1,118 $ 814

a) Defined Benefit Accounted for on a Defined Benefit Basis

i. Benefit liability for employees on long-term disability (LTD)

The college provides long-term disability defined benefits to its permanent and term employees. The LTD plan provides pension and non-pension benefits after employment, but before the employee's normal retirement date.

Benefit liability for employees on LTD was actuarial valuated as at June 30, 2018. The college performs an actuarial valuation every second year with the next valuation scheduled for the 2020 fiscal year. For 2019, benefit liability for employees on LTD was estimated assuming no change in actuarial assumptions and using forecasted values for new additions to the LTD plan from the 2018 actuarial assessment and adjusting for changes in volume of staff on LTD. The college had 14 (2018 - 10) employees on LTD as at June 30, 2019.

The expense and financial position of the benefit liability for employees on LTD are as follows:

2019 2018

Benefit liability for employees on LTD


ExpenseInterest cost $ - $ 17

Amortization of actuarial loss (gain) 305 (326)

Total expense 305 $ (309)

Financial PositionAccrued benefit obligation:

Balance, beginning of year 763 $ 1,015

Adjustment for actuarial estimatee 157 289

Interest cost - 17

Benefits paid (157) (232)

Actuarial loss (gain) 305 (326)

Accrued benefit obligation and benefit liability for LTD $ 1,068 $ 763

The college plans to use its working capital to finance these future obligations.




7. Employee Future Benefit Liabilities (continued)

The significant actuarial assumptions used to measure the accrued benefit obligation are as follows:

2019 2018



Accrued benefit obligationDiscount rate 2.4% 2.4%

Long-term average compensation increase 3.5% 3.5%

Benefit cost(a)

Discount rate 1.4% 1.4%Long-term average compensation increase 3.5% 3.5%

Alberta inflation (long-term)(a) 2.0% 2.0%

Estimated average remaining service life 4.8 yrs 4.8 yrs

(a) Benefit cost items and Alberta inflation are used in year over year comparative analysis.

As there are no assets set aside to fund these liabilities, the 2019 and 2018 discount rates used for the accrued benefit obligation and benefit cost were provided by the actuary engaged by the college in the 2018 actuarial review.

ii. Liability for Short-term Illness (STI)

The college provides short-term illness defined benefits to its permanent and term employees. The liability for short-term illness is recognized when an event occurs that obligates the college to provide such benefits for a maximum of 80 days. The college had 17 (2018 - 12) employees on STI as at June 30, 2019.

The financial position and expense of the STI plan are as follows:2019 2018

Accrued benefit liability, beginning of year $ 51 $ 241

Obligations arising/ expense during the year 961 480

Benefits paid (962) (670)

Accrued benefit liability, end of year $ 50 $ 51

NORQUEST COLLEGE 66


b) Defined Benefit Accounted for on a Defined Contribution Basis

Multi-Employer Pension Plans

(i) Public Service Pension Plan (PSPP)

The Public Service Pension Plan (PSPP) is a multi-employer contributory defined benefit pension plan for all permanent and term employees excluding management positions and is accounted for on a defined contribution basis. The pension expense recorded in these consolidated financial statements is $6,238 (2018 - $5,688).

An actuarial valuation of the PSPP was carried out as at December 31, 2017 and was then extrapolated to December 31, 2018. At December 31, 2018, the PSPP reported a surplus of $519,218 (2017 - $1,275,843). For the year ended December 31, 2018, PSPP reported employer contributions of $337,390 (2017 - $363,748) and employee contributions of $338,742 (2017 - $366,706). For the 2018 calendar year, the college's employer contributions were $5,874 (2017 calendar year - $5,790).

(ii) Management Employee Pension Plan (MEPP)

The Management Employee Pension Plan (MEPP) is a multi-employer contributory defined benefit pension plan for management positions and is accounted for on a defined contribution basis. The pension expense recorded in these consolidated financial statements is $1,543 (2018 - $1,340).

An actuarial valuation of the MEPP was carried out as at December 31, 2017, and was then extrapolated to December 31, 2018. At December 31, 2018, the MEPP reported a surplus of $670,700 (2017 - $866,006). For the year ended December 31, 2018, MEPP reported employer contributions of $107,630 (2017 - $109,462) and employee contributions of $82,335 (2017 - $81,546). For the 2018 calendar year, the college's employer contributions were $1,442 (2017 calendar year - $1,338).

(iii) Supplementary Retirement Plan (SRP)

Supplementary Retirement Plan (SRP) is a multi-employer contributory defined benefit pension plan providing additional pension benefits to managers of designated employers who participate in the Management Employee Pension Plan (MEPP) and whose annual salary exceeds the maximum pensionable salary limit under the Income Tax Act. It is accounted for on a defined contribution basis. The pension expense recorded in these consolidated financial statements is $112 (2018 - $129).

An actuarial valuation of the SRP was carried out as of December 31, 2016 and was then extrapolated to December 31, 2018. At December 31, 2018, the SRP reported an actuarial deficit of $70,310 (2017 - $54,984). For the year ended December 31, 2018, SRP reported employer contributions of $3,312 (2017 - $3,634) and employee contributions of $3,311 (2017 - $3,633). For the 2018 calendar year, the college's employer contributions were $122 (2017 calendar year - $127). The college participated in the SRP effective from January 1, 2013. The SRP's deficit is being discharged through additional contributions from the employers effective April 1, 2015. Other than the requirement to make additional contributions, the college does not bear any risk related to the SRP deficit.



8. Debt Debt is measured at amortized cost and is comprised of the following:

Collateral Maturity date Interest rate 2019 2018

Debentures payable to Alberta Capital Finance Authority:

Debenture for parkade loan 1 September 2042 2.989% $ 4,752 $ 4,932

$ 4,752 $ 4,932

Collateral - (1) General security agreement.

Principal and interest repayments in each of the next five years and thereafter are as follows:

Principal Interest Total

2020 $ 145 $ 140 $ 285

2021 149 136 285

2022 153 132 285

2023 158 127 285

2024 163 122 285

Thereafter 3,984 1,214 5,198

$ 4,752 $ 1,871 $ 6,623

Interest expense on debt is $188 (2018 - $75) and is included in the Consolidated Statement of Operations.

9. Deferred Revenue Deferred revenues are set aside for specific purposes as required either by legislation, regulation or agreement:

2019 2018

Deferred contribution

Unspent deferred capital

contributionsTuition and other fees Total Total

Balance, beginning of year $ 6,942 $ 34,388 $ 5,379 $ 46,709 $ 54,211

Grants, tuition, donations received during the year 17,981 1,201 38,709 57,891 70,417

Restricted investment income - realized gain 428 17 - 445 779

Restricted investment income - unrealized gain 71 - - 71 20

Transfers to spent deferred capital contributions (443) (21,713) - (22,156) (28,502)

Recognized as revenue (17,518) (4,250) (35,373) (57,141) (50,241)

Transfer from endowments - - - - 25

Balance, end of year $ 7,461 $ 9,643 $ 8,715 $ 25,819 $ 46,709

NORQUEST COLLEGE 68


10. Tangible Capital Assets 2019 2018

Land

Buildings & site

improvementsLeasehold

improvements

Furniture, equipment

& vehicle

Computer hardware &

software Total Total

Cost

Balance, beginning of year $ 6,752 $ 161,906 $ 3,351 $ 11,738 $ 14,726 $ 198,473 $ 166,480Acquisitions - 20,412 883 2,004 3,760 27,059 36,245Disposals, including write-downs - (6,108) - (1,192) (498) (7,798) (4,252)

6,752 176,210 4,234 12,550 17,988 217,734 198,473

Accumulated Amortization

Balance, beginning of year $ - $ 14,564 $ 3,333 $ 4,056 $ 10,625 $ 32,578 $ 29,513Amortization expense - 4,470 32 1,105 2,281 7,888 6,123Disposals, including write-downs - (2,746) - (1,021) (472) (4,239) (3,058)

- 16,288 3,365 4,140 12,434 36,227 32,578Net book value, June 30, 2019 $ 6,752 $ 159,922 $ 869 $ 8,410 $ 5,554 $ 181,507Net book value, June 30, 2018 $ 6,752 $ 147,342 $ 18 $ 7,682 $ 4,101 $ 165,895

Historic cost includes work-in-progress as at June 30, 2019 totaling $13,544 (2018 - $22,220) comprised of site improvements $13,131 (2018 - $22,105), development of information systems $287 (2018 - $69) and equipment & fixtures $2 (2018 - $46), leasehold improvement $124 (2018 - $nil), which is not amortized as the assets are not in service.

11. Spent Deferred Capital Contributions Spent deferred capital contributions is comprised of restricted grants and donations spent on tangible capital acquisitions (not yet recognized as revenue).

2019 2018

Balance, beginning of year $ 148,046 $ 124,452

Transfers from unspent deferred capital contributions 21,713 23,854

Transfers from deferred contributions 443 4,6483

Expended capital recognized as revenue (8,511) (4,908)

Balance, end of year $ 161,691 $ 148,046


Accumulated surplus from

operations

Investment in tangible

capital assets

Internally restricted

surplus Endowments Total

Net assets, as at June 30, 2017 $ 13,288 $ 11,225 $ 9,028 $ 4,675 $ 38,216

Annual operating surplus 242 - - - 242

Endowments

Transfer from endowments - - - (25) (25)

Internally funded tangible capital assets

Amortization of tangible capital assets 1,992 (1,992) - - -

Acquisition of tangible capital assets (7,743) 7,743 - - -

Debt repayment (68) 68 - - -

Debt - new financing 5,000 (5,000) - - -

Net book value of tangible capital asset disposals 417 (417) - - -

Expenditures funded from internally restricted surplus 2,756 - (2,756) - -

Net Board appropriation to internally restricted surplus (1,000) - 1,000 - -

Changes in accumulated remeasurement gains (losses) 202 202

Net assets, as at July 1, 2018 $ 15,086 $ 11,627 $ 7,272 $ 4,650 $ 38,635

Annual operating surplus 1,645 - - - 1,645

Endowments

New donations - - - 110 110

Capitalized investment income - - - 42 42

Internally funded tangible capital assets

Amortization of tangible capital assets 2,215 (2,215) - - -

Acquisition of tangible capital assets (4,895) 4,895 - - -

Debt repayment (180) 180 - - -

Debt - new financing - - - - -

Net book value of tangible capital asset disposals 717 (717) - - -

Expenditures funded from internally restricted surplus 5,054 - (5,054) - -

Net Board appropriation to internally restricted surplus (2,000) - 2,000 - -

Change in accumulated remeasurement gains 732 - - - 732

Net assets, as at June 30, 2019 $ 18,374 $ 13,770 $ 4,218 $ 4,802 $ 41,164

Net assets is comprised of:

Accumulated surplus $ 17,440 $ 13,770 $ 4,218 $ 4,802 $ 40,230

Accumulated remeasurement gains 934 - - - 934

$ 18,374 $ 13,770 $ 4,218 $ 4,802 $ 41,164


12. Net AssetsThe composition of net assets is as follows:

NORQUEST COLLEGE 70


Investment in tangible capital assets

Investment in tangible capital assets represents the amount of the college’s accumulated surplus that has been invested in the college’s tangible capital assets.

Internally restricted surplus

Internally restricted surplus represent amounts set aside by the college's Board of Governors for specific purposes. Those amounts are not available for other purposes without the approval of the Board and do not have interest allocated to them.

Internally restricted surplus with significant balances include:

Balance at beginning of

year

Appropriations from

unrestricted net assets

Spent during

the year

Balance at end

of the year

Capital

Downtown campus development $ 454 $ - $ - $ 454

Information and technology asset investment 2,701 1,685 (3,252) 1,134

Non-IT asset investment 2,241 315 (1,731) 825

5,396 2,000 (4,983) 2,413

Operating

Program and curriculum development 1,500 - - 1,500

Scholarships and bursaries 76 - (17) 59

Other 150 - (54) 96

1,726 - (71) 1,655

Research

Applied research 150 - - 150

$ 7,272 $ 2,000 $ (5,054) $ 4,218

12. Net Assets (continued)



13. Contingent Assets

The college has initiated an insurance claim arising in the normal course of business in which the outcomes may result in assets in the future. While the outcomes of the claim cannot be reasonably estimated at this time, the college believes that any settlement will not have a material effect on the financial position or the result of operations of the college. These contingent assets are not recorded in the consolidated financial statements.

14. Contingent Liabilities The college is a defendant in seven (2018 - three) legal proceedings arising in the normal course of business. While the ultimate outcome and liability of these proceedings cannot be reasonably estimated at this time, the college believes that any settlement will not have a material adverse effect on the financial position or the results of operations of the college.

The college has contingent liabilities related to the existence of hazardous materials in a number of its facilities. Although not a current health hazard, upon renovation or demolition of these facilities, the college may be required to take appropriate remediation procedures to remove the hazardous materials. As the college has no legal obligation to remove the hazardous materials in these facilities as long as they are contained and do not pose a public health risk, the fair value of the obligation cannot be reasonably estimated due to the indeterminate timing and scope of the removal. The liabilities for these assets will be recorded in the period in which there is certainty that the renovation or demolition project will proceed and there is sufficient information to estimate fair value of the obligation.

15. Contractual Rights Contractual rights are the rights of the college to economic resources arising from contracts or agreements that will result in both assets and revenues in the future when the terms of those contracts or agreements are met.

Estimated amounts that will be received or receivable for each of the next five years and thereafter are as follows:

Operating leases

Capital leases

Other contracts Total

2020 $ - $ - $ 7,725 $ 7,725

2021 - - 697 697

2022 - - 17 17

2023 - - 13 13

2024 - - 1 1

Thereafter - - 6 6

$ - $ - $ 8,459 $ 8,459

Total at June 30, 2018 $ - $ - $ 25,765 $ 25,765

NORQUEST COLLEGE 72


16. Contractual Obligations The college has contractual obligations which are commitments that will become liabilities in the future when the terms of the contracts or agreements are met. The estimated aggregate amount payable for the unexpired terms of these contractual obligations are as follows:

Service contracts

Information systems and

technologyLong-term

leasesCapital

projects Total

2020 $ 2,958 $ 1,473 $ 1,520 $ 5,491 $ 11,442

2021 1,184 837 1,302 138 3,461

2022 8 613 1,051 133 1,805

2023 3 62 1,066 129 1,260

2024 - 269 1,017 124 1,167

Thereafter 2 181 2,259 1,247 3,689

$ 4,155 $ 3,192 $ 8,215 $ 7,262 $ 22,824

Total at June 30, 2018 $ 6,892 $ 2,028 $ 5,028 $ 40,417 $ 54,365

17. Expense by Object The following is a summary of expense by object:

2019 Budget (note 22) 2019 2018

Salaries $ 68,942 $ 69,201 $ 61,208

Employee benefits 13,911 13,902 12,594

Materials, supplies and services 17,632 20,639 20,485

Utilities 1,436 1,503 1,298

Leases, maintenance and repairs 3,681 3,916 3,863

Cost of goods sold 1,422 1,267 1,222

Scholarships and bursaries 410 673 1,099

Amortization of tangible capital assets (including loss on disposal) 7,125 11,447 7,317

Interest on debt 146 188 75

$ 114,705 $ 122,736 $ 109,161



18. Funds Held on Behalf of Others The college holds the following funds on behalf of others over which the Board has no power of appropriation. Accordingly, these funds are not included in the consolidated financial statements.

2019 2018

Deferred Salary Leave Plan $ - $ 50

NorQuest College Faculty Association 32 43

NorQuest Committee for the Arts 9 9

NorQuest College Student Association 1 37$ 42 $ 139

19. Related Parties The college is a related party with organizations within the Government of Alberta reporting entity. Key management personnel of the college and their close family members are also considered related parties. The college may enter into transactions with these entities and individuals in the normal course of operations and on normal terms.

The college has no business relationships, outstanding amounts or transactions (other than compensation as described in note 21) with key management personnel.

The college has debt liabilities with Alberta Capital Finance Authority as described in note 8. The college received government transfers as described in note 20.

During the year, the college conducted business transactions with related parties, including ministries of the Government of Alberta and other post-secondary institutions. The revenues and expenses incurred for these business transactions have been included in the Consolidated Statement of Operations but have not been separately quantified.

During the year, the college provided and received the following services at nominal or reduced amounts:

• The college has an agreement with Alberta Infrastructure to October 31, 2019 for the lease of 3,806 square meters of space and parking stalls related to the Westmount Campus. The college is responsible to pay its share of operating costs, however it pays rent of a nominal amount.

NORQUEST COLLEGE 74

20. Government Transfers The college operates under the authority and statutes of the Province of Alberta. Transactions and balances between the college and the Government of Alberta are measured at the exchange amount and summarized below.

2019 2018

Grants from Government of AlbertaAdvanced Education:

Operating $ 48,750 $ 47,322

Capital 2,342 20,722

Strategic Investment Fund 167 501

Other 8,501 9,208

Total Advanced Education 59,760 77,753

Other Government of Alberta departments and agenciesAlberta Health 72 70

Alberta Labour 1,530 704

Other 250 121

Total other Government of Alberta departments and agencies 1,852 895

Total contributions received 61,612 78,648Expended capital recognized as revenue 7,566 4,743

Change in deferred revenue (1,972) (20,366)

Total Government of Alberta grants $ 67,206 $ 63,025

Federal and other government grantsContributions received $ 10,080 $ 10,295

Expended capital recognized as revenue 765 75Change in deferred revenue 299 (494)

Total Federal and other government grants $ 11,144 $ 9,876



(1) The chair and members of the Board of Governors receive no remuneration for participation on the Board.(2) Base salary includes pensionable base pay.(3) Other cash benefits for Governance represents administrative honorarium for the chair and members of the Board of Governors.(4) Other cash benefits for Executive include earnings such as estimated variable compensation for the president and vice presidents and vacation payout.(5) Other non-cash benefits for Executive include the employer's share of all employee benefits and contributions or payments made on behalf of employees including pension, supplementary retirement plan, basic life insurance, employee and family assistance program, extended health care, dental plan, accidental death and dismemberment, long-term disability plan, parking (per CRA Guidelines), professional memberships, professional development and tuition fees.(6) The Supplementary Retirement Plan (SRP) was implemented effective January 1, 2013. Under the terms of the SRP, executive officers may receive supplemental payments. SRP is described in note 7.(7) The role of Chief Culture & Transformation Officer is a new role in fiscal year 2019 effective April 8, 2019.(8) The role of Chief Customer Experience Officer is a new role in fiscal year 2019 effective April 8, 2019.(9) The VP Corporate Services & Finance position was vacated on April 8, 2019 and has been covered on an interim basis by the Chief Customer Experience Officer since that date.(10) The VP External Affairs & Corporate Counsel became vacant February 1, 2019.(11) (12) The Executive Director Workforce Development & Human Resources changed to VP People effective April 8, 2019.

2019 2018

Base salary(2)Other cash

benefits(3)(4)

Other non-cash

benefits (5)(6)

Total

Total

Governance (1) Chair of the Board of Governors $ - $ 3 $ - $ 3 $ 7Members of the Board of Governors - 32 - 32 28

Executive

President & Chief Executive Officer 304 82 88 474 521Chiefs/Vice-Presidents (VP):

Chief Culture & Transformation Office(7) 46 - 13 59 -

Chief Customer Experience Officer(8) 44 - 10 54 -VP Teaching & Learning & Chief Academic Officer 198 40 48 286 273

VP Corporate Services & Finance(9) 157 36 44 237 283

VP External Affairs & Corporate Counsel(10) 123 22 28 173 280

VP Business Development 193 25 44 262 267

VP People(11) 40 - 10 50 -Executive Director, Workforce Development & Human Resource(12) 136 - 35 171 214

21. Salary and Employee BenefitsUnder the authority of the Fiscal Management Act, the President of Treasury Board and Minster of Finance requires the disclosure of certain salary and employee benefits information.


NORQUEST COLLEGE 76

22. Budget Figures Budgeted figures have been provided for comparison purposes and have been derived from the college’s Comprehensive Institutional Plan as approved by the Board of Governors.

23. Approval of Financial Statements The consolidated financial statements were approved by the Board of Governors of NorQuest College.

24. Comparative Figures Certain comparative figures have been reclassified to conform to the current year presentation.


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