COMPREHENSIVE INSTITUTIONAL PLAN

COMPREHENSIVE INSTITUTIONAL PLAN

2015-2018

COMPREHENSIVE

INSTITUTIONAL PLAN

CONTENTS

Executive Summary _________________________________ 2 Comprehensive Institutional Plan at a Glance ______________ 4 Chair and President's Message _________________________ 5 Institutional Context _________________________________ 6 Mandate _________________________________________ 7 Plan Development __________________________________ 8 Environment Scan __________________________________10 Goals, Priorities, Outcomes,

and Performance Measures ___________________________14 Learning Partner for Life _________________________ 15 Excellence in Applied Education ___________________ 16 Community Connectedness _____________________ 17 Diversity Advantage ____________________________ 18 Capacity for the Future __________________________ 19 Applied Research ______________________________ 20

Enrolment Plan ___________________________________ 21 Performance Measures ______________________________ 22 Financial and Budget Information ______________________24 Investment Priorities ____________________________ 25 Budget Assumptions ____________________________ 26 Statement of Operations _________________________ 30 Statement of Cashflow ___________________________31 Capital Plan ___________________________________ 31 Internationalization ________________________________ 33 Resource Implications ______________________________ 34 Appendices ______________________________________ 36 Guiding Values and Learning Philosophy _____________ 36 Learning Outcomes _____________________________ 38 Strategic Monitoring ____________________________ 39 Risk Register ___________________________________ 40

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EXECUTIVE

SUMMARY

Over the next three years, we will emphasize creating pathways to learning and the workplace. We will invest in curricula development to deepen and broaden our programming mix as well as foster and strengthen relationships with employers and industry.

Already, the College contributes to a broad network of pathways to facilitate learner mobility and success. We will build on our partnerships with school districts in the Calgary region and throughout southern Alberta, so more high school learners can take College credit programming while completing their high school diplomas. We are emphasizing advanced foundational programming (English Language Learning and Academic Upgrading) to prepare more learners for our career programs.

Further along the pathway spectrum, we are investing in program development to create post-diploma certificate programs that ensure ongoing professional competency within a diversified economy. These post-diplomas and specializations will be targeted to learners already in possession of diplomas or degrees. We will also open pathways into new career programming, with emphasis on information, communications, and design technologies. At the other end of the pathway spectrum, we will create a new business development department to engage and deepen relationships with employers and industry. We will make targeted investments to bring customized training solutions and non-credit certificates to workplaces and deliver new competencies required by a 21st century workforce.

Our 2015-16 operating budget is a breakeven budget with revenues equal to expenses for a nil surplus. The two forecast years show deficits of $2.0 million (2016-17) and $2.6 million (2017-18). The College will work diligently toward balanced budgets and a sustainable funding model for future years.

The 2015-16 balanced budget was achieved through a zero-based approach on a number of line items, and by ensuring that reductions in revenues were offset by a reduction in expenses on a department-by-department basis. Compensation costs have increased due to collective bargaining agreements settled with AUPE and the College’s faculty in 2014-15. Compensation will also increase in 2015-16 based on known step and benefit increases. Net assets will be utilized where appropriate to target one-time or time-limited strategic priorities, with the expectation that these investments for the future will result in revenue and enrolment growth over time.

While difficult decisions have been made to address current funding limitations and enrolment will be constrained in certain programs in the near term, the College will strive to find effective solutions to the challenges of future-year budget deficits. Our objective is to deliver progressive, innovative, high-quality programs that meet the current and future needs of Albertans. We are a resilient learning community, and with the continued support of our partners and the Government of Alberta, we are optimistic about the role Bow Valley College will play in delivering quality education in a modern Alberta economy.

Learning Partner for Life

•

New models of learning partnerships: Build new systems of learning that engage employers, learners, and the College directly in the learning process and outcomes

•

Lifetime attachments: Create the systems, policies, practices, and programming that

will lead to a lifetime attachment for learners, alumni, employees, and communities

•

Affordable learning: Build new strategies through advancement and partnerships

to open the doors to learners with challenges

•

Learning-centred customization: Further develop pathways, programming, services, and curricula design that promote a distributed, flexible, interactive, unbundled, and supportive environment

Excellence in Applied Education

•

Access mission: Evolve access designed to engage the maximum number of potential participants, including Aboriginal peoples

•

Franchise model: Develop systems and criteria to maximize delivery of the Bow Valley College credential and learning experience through partnering or franchising agreements locally and internationally

•

Pathways: Build upon the current systems of transfer, articulation, advanced placement, and dual credit programs to create seamless options for lifelong learners

•

Credential learning: Develop innovative models to recognize, credential,

and bridge learning from informal and formal sources

•

Training source: Become the strategic source for professional development and training for professional organizations, accreditation bodies, employers, unions, and regulatory agencies

•

Integrated learning: Foster a community of learning and service that champions a shared focus on holistic education and learner engagement

Community Connectedness

•

Community relationships: Build strategic relationships that extend our reach into the community and engage stakeholders in our College community to enhance the learning experience and create opportunities for service learning

•

Community service: Generate opportunities for learners and staff to work in service of community as part of their learning for life

•

International education: Create linkages between international markets and our College community and foster and support learning opportunities abroad that enrich learning experiences and outcomes

Diversity Advantage

•

Celebrate: Promote our current strengths in our internal and external communities

•

Workforce training: Be a leader in the delivery of inclusive supports, training, services, advocacy, and employer engagement

•

Multi-language options: Explore and expand possibilities of offering services and programming in multiple languages

Capacity for the Future

•

Exploit technology: Change the way learning and services are delivered beginning with mobile technology and other advances to keep on the cutting edge

•

Well-qualified and engaged people: Recruit, retain,

and develop our people and foster an organization where people embrace new opportunities and continue to learn

•

Financial sustainability: Raise, steward, and advance the resources the College will need through new financial models and partnerships

Applied Research

•

Technology and learning: Improve capacity in teaching and learning

•

General workforce development through foundational learning and assessment

•

Health workforce development and deployment: Build expertise and capacity in knowledge transfer and skills acquisition for efficient, effective health services delivery

•

Immigrant advancement: Develop and share our

COMPREHENSIVE INSTITUTIONAL PLAN

AT A GLANCE

LIVE A BETTER LIFE

LEARN A BETTER LIVING

Learning any time, any place, any path, any pace.

Assessment and career development services | Education, training, and credential | Learnware, consultancy, and applied research

Learners

The Community Workforce Preparation

(training and retraining)

Workforce Enhancement (lifelong career development) Workplace Learning (organizational contracts)

Primary

Investor

Individuals Tuition Individuals Subsidy, Tuition, and Contracts Individuals Tuition Employers Contracts

Product

Strategy

Build learning options to foster community vitality

Expand career and access options supported by career development and applied research

Build flexible new offerings for working learners

Help clients define need then develop and deliver or broker solutions

Promotional

Strategy

Implement distinct promotional strategies

Target promotions to grow and optimize enrolment and reach in the region

Implement distinct promotional strategies

Maintain and build strategic relationships with business and employers

Delivery

Strategy

Multiple options year-round (time, place, delivery strategies)

Blended delivery integrated with the workplace

Multiple options year-round (time, place, delivery strategies)

In the worksite and online

Facility

Needs

Downtown campus and community partners

Downtown campuses expansion and sites in our region and others’

Maximize campus utilization and use of partners’ facilities and rural sites

Our clients’ worksites and online

CHAIR AND PRESIDENT’S MESSAGE

ACCOUNTABILITY

STATEMENT

Bow Valley College extends congratulations to Alberta’s new government. We are extremely well positioned to play an important role in delivering quality post-secondary education in southern Alberta.

We look forward to partnering across ministries to advance government’s priorities within the context of our mandate. Together, we will deliver practical and relevant adult education outcomes that align with government strategies, community aspirations, employer needs, and learner potential.

This 2015-2018 Comprehensive Institutional Plan continues to progress Bow Valley College toward our vision for outcomes-focused, competency-based applied education delivered any time, any place, any path, and at any pace. This is learning that fits into busy lives, suits diverse learning styles, and gives access to learning content and resources where and when needed.

Over the course of this plan, we will build on our strong foundation to implement the next phase of development toward our strategic vision by investing in three development and growth priorities:

• Building new pathways into entry career programs, career majors, post-diploma certificates, workplace certifications, other academic programming, and the workplace;

• Investing in curricula development to introduce new career program majors, specializations, and programming areas; and

• Enhancing our relationships with workplaces to deliver the kinds of training they most need,

facilitate customized training solutions that respond to market diversification, and support continuing professional competence.

Meeting these priority goals will require an ongoing responsible financial management and operational focus throughout the plan. We are seeking efficiencies throughout our operations and have taken difficult decisions regarding program priorities.

We will make targeted one-time investments from Internally Restricted Net Assets to support the above development and growth priorities by assuring our technology capacity, developing curricula and rich learning resources, and supporting initiatives that diversify our revenue streams. Our objective is to generate further investment options, to grow revenue over time and to contribute to sustainable funding for Bow Valley College. This three-year plan will also place more emphasis on career programs and creating career-ready graduates that have relevant skills on day one and can adapt as the economy changes, delivering discipline specific skills and the broad practical skills of which employers are expecting from their workforces, and creating a uniquely nurturing learning environment that supports learners’ achievement.

We are also committed to achieving outcomes through targeted and efficient use of public resources while generating a significant return on taxpayer investment. Government sees a 17 per cent return on investment in Bow Valley College over the working lives of our career-ready graduates. This is realized in enhanced personal tax contributions, a reduction in social program reliance, and increased social engagement. In many ways, Bow Valley College is an essential contributor to the regional and provincial economies as well as an important force in uplifting communities.

With present financial resource constraints, we expect enrolment growth in some career programs, in which learner and labour market demand are greatest, and shrink in other program areas of the College. Given the reality of the financial constraints under which we are operating, overall we expect College enrolment to make modest gains in year one and to hold steady in years two and three of this plan. The key “regret” of this plan is that we will continue to turn away many qualified applicants at a time when the overall demand for post secondary education is increasing, exacerbated by the current economic downturn. Our Board remains concerned about existing College capacity (both physical infrastructure and online) going unutilized, representing a missed opportunity to address labour force requirements of Alberta’s fastest growing city and regional economy.

This Comprehensive Institutional Plan draws on the collective wisdom of our Board of Governors, College leadership teams, our stakeholders, and our community supporters. It reflects Bow Valley College’s focus on a transformative learning experience, to offering employers a different kind of graduate, to contributing to a diversified modern economy in Alberta, to engaging in our community and to being a progressive partner with our sister post-secondary institutions.

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

David Collyer BOARD CHAIR Sharon Carry PRESIDENT AND CEO David Collyer BOARD CHAIR

Vision

To be an innovative world-class college,

rooted in communities enabling people to

Learn a better living

TM

_and

_{Live a better life}

_.

Mission

Where people live and work, Bow Valley

College will contribute to the vitality

of communities and the strength of

the economy through innovative adult

education programs and services which

equip people for successful living,

lifelong learning, and work in a global,

knowledge-based economy.

Values

• Excellence

• Accountability

• Integrity

• Teamwork and Trust

• Learner- and Learning-Centred

• Concern for People

• Respect for Diversity

Strategies to Achieve our Any

Time, Any Place, Any Path, and

Any Pace Vision for Learning

• Being a Learning Partner for Life

• Delivering Excellence in Applied Education

• Optimizing our Community Connectedness

• Advancing our Diversity Advantage

• Growing our Capacity for the Future

Client Focus

• Immigrants • Rural Communities • International Learners • At-Risk Youth

• Under- and Unemployed • Front-Line Workers • Aboriginal Communities

Program Areas

• Nursing and Health • Business

• Justice Studies • Human Services • Bridging Programs • Academic Upgrading • Adult Learning Facilitation • Curriculum Development

and eLearning • Community Services

and Education

• Technology and Design • Literacy and Essential Skills • English Language Learning • Career Development Services • International and Intercultural

Communications

Centres for Excellence

• Centre for Excellence in Foundational Learning

• Centre for Excellence in Immigrant and Intercultural Advancement

Schools

• Chiu School of Business

• School of Health, Justice, and Human Services

Locations

• Airdrie • Banff • Calgary • North Campus • South Campus • West Campus • Calgary Correctional Centre

• Calgary Remand Centre • Canmore

• Cochrane • High River • Okotoks • Siksika Nation

• Rocky Mountain House • Strathmore

• Three Hills

• Treaty 7 First Nations

• Post-Secondary Graduates • Persons with Disabilities • Encore Career Learners • Correctional Inmates

• High School Non-Completers and Graduates

INSTITUTIONAL CONTEXT

Bow Valley College is a public, board-governed college operating as a comprehensive community institution under the Post-secondary Learning Act of Alberta. Operating in Calgary and throughout the surrounding region, our multi-campus college provides broad programming, including certificates, diplomas, foundational learning, and upgrading programs. Our programs and services are learner-centred, outcome-focused, and designed to provide graduates with opportunities to improve their lives, prepare for further education, and advance their careers.

Bow Valley College responds to regional, community, industry, and learner demand. Our career certificate and diploma programs are primarily focused on business; administration; health; human services; legal and security; early learning and education; and information, communications, and design technologies.

Our extensive foundational learning programs include adult literacy, essential skills, academic upgrading, and English as a second language, offered either independently or integrated with skills training and career development support.

As a comprehensive community college with regional stewardship responsibilities, we work with community-based adult learning partners to meet literacy and foundational learning needs and ensure access to a full spectrum of learning opportunities in the city and surrounding region. As a Campus Alberta partner, we collaborate with other educational organizations, post-secondary institutions, governments, business, and community agencies to contribute our organizational expertise to the economic and social well-being of our province.

Bow Valley College is committed to expanding access for adults of varied social, cultural, economic, geographic, and academic backgrounds. As an access college, we have a special focus on creating educational opportunities for immigrants, Aboriginal peoples, international learners, persons with disabilities, older workers, at-risk youth, and the unemployed and underemployed. Our curriculum and support services reflect the diversity of our learners. We emphasize small classes, high-quality instruction, applied learning, focused work experience, and extensive learner support services. Bow Valley College offers credit and non-credit instruction year-round, on a full-time, part-time, and distributed learning basis, both independently and through partnerships and collaboration. To meet emerging workforce needs, our programs, curricula, and educational services are also customized to meet the specific requirements of industries, educators, communities, and workplaces locally, provincially, nationally, and internationally.

Bow Valley College pursues applied research activities to enhance teaching and learning and foster innovation in support of industry sectors where our academic expertise enables such a contribution. The College is known for and engaged nationally in the research, development, and commercialization of assessment and training tools used to measure and enhance the essential skills of adults in educational and workplace settings.

Bow Valley College is dedicated to providing people in our city and region with access to high-quality, efficient and effective lifelong learning opportunities and to the responsible educational, fiscal, and environmental stewardship of resources.

MANDATE

Approved by Dave Hancock, Q.C.

Premier and Minister of Innovation and Advanced Education April 28, 2014

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PLAN DEVELOPMENT

This Comprehensive Institutional Plan

responds to the strategies set out in our

long-term strategic plan for any time, any

place, any path, and any pace learning.

Our board-led and community-based

strategic planning process collected

conceptual and practical ideas from 2,000

Albertans, including learners, faculty and

staff, civic and industry leaders, government

officials, philanthropic investors, and

partners. Their contributions informed a

strategic framework for this and successive

Comprehensive Institutional Plans.

External Consultations

Through the course of our work, we engage a broad range of stakeholders, including governments, other Campus Alberta partners, community learning and literacy organizations, Aboriginal communities and leaders, immigrant-serving agencies, school districts, economic development offices, industry and community leaders, and philanthropic investors.

We update our partners on our progress with implementing our comprehensive community college mandate, receive diverse input into our planning, and identify opportunities for collaboration and capacity-building.

Recent Initiatives Resulting

from External Consultations

Enhanced Learning Outcomes

• Established the Talisman Energy Hub in Social Enterprise and the BMO Centre for Experiential Learning, supporting learner development, soft skill acquisition, and community consciousness through immersive learning environments, student mentoring, and student business competitions

• Established the RBC Business Accelerator Centre to provide entrepreneurs with the essential foundational skills needed for business development, financial management, and other key aspects of developing and operating a business

Campus Alberta Collaborations:

Learning Opportunities

• Working with Olds College to offer learners opportunities to take Business Administration and Fashion and Merchandising courses as part of a diploma program

• Partnering with NorQuest College to exchange program curricula

• Partnering with Lethbridge College to explore transferring two certificate programs to Bow Valley College, contingent on Government of Alberta support

Aboriginal Community Support

• Established the Alberta Aboriginal Construction Careers Centre, a two-year pilot program that supports Aboriginal workers with developing skills and employment opportunities in the construction industry, in partnership with NorQuest College, the Government of Alberta, Aboriginal communities, and the construction industry

• Celebrated 18 Early Learning and Child Care graduates in Stoney Nakoda; three First Nations’ bands facilitated the success of this program and its learners

• Collaborated with Indspire, a national Aboriginal organization, to host the SOAR General Assembly, a congregation of Aboriginal high school learners and other young adults considering career and adult learning opportunities • The College hosted a Canada Day Pow Wow on Prince’s Island in partnership

with the City of Calgary in 2014 and will do so again in 2015

Enhanced Access

• Launched a unique match saving bursary pilot program to assist learners with overcoming financial barriers while providing financial management training in collaboration with Momentum

• Launched an initiative to engage the philanthropic community in targeting investments that address barriers to learning and viable employment affecting women

• Coordinated an additional housing partnership with the YWCA for a total of 30 self-contained housing opportunities for single Bow Valley College learners

Internal Consultations

The Board of Governors sets the priority directions for the Comprehensive Institutional Plan at its autumn retreat and approves components of the plan over the spring months before approving the full plan at its meeting in May. College committees with cross-institutional leaders and representatives provided input into the operational, programming, enrolment, and financial planning elements of this Comprehensive Institutional Plan.

Learners influence planning processes through representation on the Board of Governors and Academic Council. Additionally, members of the College’s Executive Team meet with the students’ council to consult on tuition, fees, and planning priorities. The College’s two bargaining units also provide input into College strategic directions through regular meetings with the Executive Team. Division and department leaders consult in their areas and facilitate the collaborative development of departmental and divisional planning, both of which respond to and influence College planning and deliberations.

Open Pathways, at Home and Abroad

• Delivering high school upgrading to community members that fall under Alberta Education funding, in partnership with the Canadian Rockies School Division • Delivering high school upgrading and facilitating access to university and

college correspondence courses to athletes aged 17-19 in partnership with the Winsport Junior Cross-Country Ski Team

• Delivering dual credit opportunities in business and health with five school divisions in the Calgary region and southern Alberta as well as online

• Establishing several transfer and articulation agreements with Campus Alberta partners to promote learner mobility and advanced credit where competencies are already mastered

• Collaborated with Caribbean Community (CARICOM) Youth Skills Development initiative to provide Test of Workplace Essential Skills (TOWES) training in St Vincent, Grenadines, and Dominica

Campus Alberta South Partnership

• Collaborating with three partner institutions on Bow Valley College’s campus to create integrated learning opportunities and one service system, where feasible

Campus Alberta Policy Discussions

• Supporting provincial policy discussions through president and board chair’s contributions to Campus Alberta Strategic Directions Committee

eCampusAlberta

• Contributing to online learning curriculum and courses with all 26 members of Campus Alberta

ApplyAlberta

• Leading in ApplyAlberta to ensure a central access point for prospective learners to apply to programs of study at one or more of Alberta’s post-secondary institutions

Library Services

• Participating in five library collaborations: • The Alberta Library

• The Lois Hole Digital Library

• Alberta Association of Academic Libraries • The Calgary Library

• Prairie and Pacific Libraries

• Sharing collections to benefit learners, staff, faculty, and researchers with accessing information and resources

Emergency and Risk Management

and Legislative Compliance

ENVIRONMENT SCAN

In the spring of 2015, Albertans elected a new majority government, led by Premier Rachel Notley. This is a time of uncertainty, change, and dialogue as Albertans and their government design a new future together. As a nimble and responsive organization, Bow Valley College will be a reliable partner in preparing a skilled workforce for a diversified 21st century economy as well as encouraging inclusive workplaces and engaged communities.

Low Oil Price Environment Tests Alberta’s Resilience

Our province is facing a fiscal challenge. Significant decline in energy prices and royalties has strained our fiscal foundation. In response, government is focused on economic diversification and a different tax structure to improve fiscal sustainability.

The previous government forecast GDP to grow by 0.4 per cent in 2015 and 1.7 per cent in 2016. Otherwise, the average annual growth rate since 2010 was four per cent1_{. More recent forecasts indicate}

the province could experience a mild recession, suggesting more effort is required to decouple our province’s economic vitality from energy prices. With fewer employment opportunities available, more Albertans will retool and upskill2_.

Slower Economic Growth Places Additional Access Demand

on Bow Valley College

Campus Alberta institutions tend to see stronger enrolment growth when the economy cools, and more Albertans recognize Bow Valley College as most suited to meet their needs. Following the 2008-09 recession, full load equivalent (FLE) enrolment in Campus Alberta expanded by 5.2 per cent in 2009-10 year-over-year. At the same time, Bow Valley College’s FLE enrolment grew by 16.7 per cent year-over-year.

In the years following the recession, Bow Valley College continued to experience strong enrolment growth. Since 2010-11, our enrolment expanded by 25 per cent, making Bow Valley College the fastest growing and largest college in Alberta. Today, we serve over 15,000 learners annually.

The current economic slowdown is expected to elevate unemployment in Alberta from 4.7 per cent in 2014 to 6 per cent by the end of 20153_{. As a result and consistent with historical patterns, we anticipate}

additional demand for access to college programming—and Bow Valley College certificates and diplomas in particular—as more Albertans seek to build resilience against a tightening labour market. However, current funding constraints already mean that we cannot meet current levels of demand. In Fall 2014 and Winter 2015, we turned away 950 and 900 qualified applicants. Already, we have waitlists in several career programs for Fall 2015. The College cannot serve many more additional learners, which is reflected in our three-year enrolment plan, without new and ongoing investments from government.

Our tremendous enrolment growth occurred simultaneously with a period of constrained public investments in Campus Alberta institutions. The previous Alberta government made several funding changes since 2010-11, introducing both cuts and new allocations as resources permitted.

On the basis of per full load equivalents as reported in 2012-13, Bow Valley College’s operating grant is the lowest of all the colleges, 49% lower in fact than the college with the next lowest level of funding. Our ability then to serve more students by drawing on efficiencies has diminished. With more public funding cuts expected in the years ahead, including a projected 1.4 per cent and 1.7 per cent cut to our Campus Alberta Grant over the next two years, our path forward will be difficult.

We have also absorbed cuts to our Skills Investment Plan (SIP) funding in recent years, including an approximate six per cent reduction in 2014-15. The Alberta government pays tuition and fees of eligible learners through Alberta Works as well as sets funding allocations and program and eligibility criteria, which in turn drive associated enrolments.

Cuts to SIP place additional cost pressures on the College to meet its statutory obligation4 _{to provide foundational learning. The}

College has made a conscious effort to invest in foundational learning, representing a net draw of approximately $2.9 million per annum against our Campus Alberta Grant.

More recently, we understand that a tuition increase of 2.2 per cent and tuition market modifiers, set to take effect, are at risk as the new government considers how to implement its election commitments. The combination of these two tuition adjustments could represent a decline in tuition revenue of up to $1.1 million in 2015-16 and $1.7 million in 2016-17 and 2017-18.

We have historically managed fiscal constraints yet promoted growth through five key strategies:

• Diverting resources to support our priorities; • Optimizing our programming mix;

• Filling program seats to optimum levels; • Implementing operational efficiencies; and • Streamlining staffing based on operational

and financial necessity.

These served our College and community well in the past, and we have done our part with serving the ministry’s goal for a more financially sustainable system. In fact, we have built up our internally restricted net assets over the years through prudent financial management in order to target one-time or time-limited investments to achieve our vision.

However, on the basis of per full load equivalents, Bow Valley College’s operating grant is the lowest of all colleges. Our ability then to serve more students by drawing on efficiencies has been maximized.

In this Comprehensive Institutional Plan, we present a balanced budget in 2015-16 yet forecast deficits of $2.0 million and $2.6 million in years two and three of our operating plan. We will resolve those deficits, as we are required to do by law, but expect to reduce or hold enrolment constant in some access programs in order to expand enrolment in career programs for which industry demand is greatest. We expect overall enrolment to grow modestly in year one and hold steady in years two and three of this plan. Importantly, Bow Valley College registered 1,850 turn-aways of qualified applicants in 2014-15 due to insufficient government resources to augment their tuition.

Agenda for Finding Efficiencies Maximized

With fewer employment

opportunities available,

more Albertans

retool

and

upskill,

and more recognize

Bow Valley College as best

suited to meet their needs.

12 bowvalleycollege.ca

Bow Valley College:

Indispensible to Labour

Force Development

The Calgary Economic Region holds four per cent of Canada’s population but garnered more than 10 per cent of Canada’s job growth since December 20135_{. This level of job growth is}

driving more people to the Calgary region from other provinces and international jurisdictions. Calgary’s population is forecast to increase by 120,500 by 2018. Over this period net migration is expected to drive 59 per cent of growth (71,000) while natural increase is forecast to drive the remaining 41 per cent (49,500)6_.

In 2013, the majority (57.9 per cent) of Alberta’s labour force had a post-secondary credential. This includes 35 per cent who had a certificate and diploma and 23.9 per cent who had a bachelor’s or graduate degree7_.

It is Bow Valley College that stands at the centre of these converging trends reshaping our province, economy, and communities. With a new government in Alberta, we understand that there will be shifts in policy and new expectations placed on us to support Campus Alberta and the government’s plan. We are a nimble College and will align to government priorities and prepare the workforce for a diversified economy.

Ensuring homegrown work-ready graduates

help Alberta succeed

We remain committed to developing a resilient workforce for a 21st century economy. To do this efficiently, we focus on developing program specializations. After a common foundational year, learners specialize in year two of the program. This enables us to make curriculum tweaks quickly and align with emerging trends in the fast-paced labour market.

In addition, the College offers work placements in most programs and incorporates soft skill development, like teamwork and intercultural competence, into program curricula. Our model of applied learning provides discipline specific theory with the broad practical skills for which employers are calling. Ninety-three per cent of our career graduates go onto work in related fields, and 80 per cent stay to live and work in Calgary and the surrounding region8_.

While we nurture and develop work-ready graduates, we also engage employers and employees in promoting continuing professional competence. We will place a renewed focus on creating new partnerships and partner with industry to facilitate workforce development. We will promote and reposition our non-credit courses in the marketplace and design new courses, including post-diploma certificates in health and business, that promote ongoing professional competence. We will define achievable targets to enhance our revenue generation and lesson our dependence on government funding.

As an access College, by mandate we engage underrepresented populations by focusing on essential skills development, responsive environments, and transitions to the workplace. Underrepresented populations include people with disabilities, Aboriginal peoples, and newcomers to Canada. Successful and broad engagement promotes greater social and economic inclusion and positions Alberta to make real gains against a persistently low post-secondary education participation rate and high demand for labour and skills.

Bow Valley College engages Aboriginal peoples and communities through three strategies:

1. Embedding Aboriginal culture and traditional teachings into appropriate programming;

2. Supporting Aboriginal communities with building and strengthening their own adult education models and programming; and

3. Enrolling and supporting Aboriginal learners in regular programming.

Bow Valley College

has infrastructure

capacity to support

enrolment growth,

help meet labour force

requirements, and

contribute to

economic diversification.

ENVIRONMENT SCAN

Bow Valley College—in a new partnership with NorQuest College, Aboriginal communities and agencies, construction industry partners, and the Government of Alberta—is working to address employment barriers to Aboriginal peoples’ participation in the construction industry. We work with Aboriginal clients to facilitate skill and career development and connect trained and qualified Aboriginal workers to construction-related careers. In addition to supporting Alberta’s economy, connecting more Aboriginal people to well-paying careers strengthens families and uplifts communities.

Helping migrants to Alberta succeed

Alberta also attracts migrants from other provinces, many of whom already have post-secondary education credentials. Our any time, any place, any path, and any pace learning vision allows learners at various stages of life, including those already in the workforce and those re-entering it after an absence, to upskill or reskill and respond to the changing labour needs of the provincial economy.

Helping immigrants to Alberta succeed;

helping Alberta succeed

Newcomers remain underrepresented and/or underutilized in Alberta’s workforce, to the detriment of our province and communities. As the largest provider of English Language Learning in the western provinces, we respond to a broad range of language abilities and clients. Our expertise and capacity allow us to offer targeted training to diverse newcomer populations.

Our Directions for Immigrants in Trades and Professional Careers service, funded by the Government of Alberta and Government of Canada, helps internationally educated professionals secure professional employment and gain accreditation. Clients have access to a resource centre, workshops, one-on-one career coaching, workplace communication sessions, networking opportunities, and study groups to prepare them to challenge accreditation exams in regulated professions. Study group clients have achieved a 78 per cent pass rate.

Our Corporate Readiness Training Program (CRTP) blends English Language Learning, employment preparation, and Canadian workplace experience. Our industry partners play a vital role in the success of the program and, indeed, that of our clients. Simply put, when internationally trained professionals have both Canadian workplace experience and a Canadian reference, they have a pivot point from which to transition to careers congruent with their skills and potential. Indeed, seven out of 10 of our CRTP clients secure work in their fields following program completion.

Communities rise.

Calgary rises.

Alberta rises with

Bow Valley College.

WORKS CITED

1 _{Government of Alberta. (2015). “Fiscal Plan.” Budget 2015. p. 57} 2 _{Arcand, A., Wiebe, R., McIntyre, J., Bougas, C. (2015, May 14).}

Metropolitan Outlook 1. Economic Insights into 13 Canadian Metropolitan Economies: Spring 2015. The Conference Board of Canada: Ottawa

3 _{Toombs, A., (2015, March 31). ATB downgrades outlook for Alberta}

Economy. Calgary Herald.

4 _{Government of Alberta. Post-secondary Learning Act, Sec. 45(2)} 5 _{Alberta Human Services. (2015). Calgary & Area Labour Market}

6 _{Alberta Human Services. (2015). Calgary & Area Labour Market}

Report – Fourth Quarter 2014. p. 63

7 _{Alberta Innovation and Advanced Education. (2014). 2014}

Campus Alberta Planning Resource: A Profile of Alberta’s Advanced Learning System. 2014. p. 76

8 _{EMSI. (2013). Demonstrating the Value of Bow Valley College:}

Analysis of the Economic Impact and Return on Investment of Education. Moscow, ID: Economic Modelling Specialists Intl., p. 9

GOALS, PRIORITIES,

OUTCOMES, AND

PERFORMANCE MEASURES

Priority measures for success for this plan include:

• Implement significant operational restructuring

detailed in this plan by the end of year 1;

• Enhance and promote our product line to engage

industry partners in workplace learning, and identify

annual growth targets;

• Advance our learning partner for life initiatives to

deliver the next competency needed of the workforce; and

• Return net revenue to the College and achieve annual

growth targets.

Learning Partner for Life

Strategic Vision Strategic Objectives Strategic Initiatives Year ₁ Year ₂ Year ₃

New Models of Learning Partnerships: build new systems of learning that engage employers, learners, and the College directly in

the learning process and outcomes

Create and resource a Corporate Business Development department to provide coordination and support in generating entrepreneurial activities

Identify product line and perform market research to identify and fill important gaps

Partner with industry and employers to offer a broad range of workforce training and development opportunities

Support development of Alberta Aboriginal Construction Career Project

Deepen relationships with clients and stakeholders, with emphasis on establishing continuous flows of Aboriginal persons’ deployment into construction careers

Promote business development to transition from a pilot to a sustainable service

Lifetime Attachments:

create the systems, policies, practices, and programming that will lead to a lifetime attachment for learners, alumni, employees, and communities

Create return to learning opportunities that deepen skillsets and promote continuing professional competence

Introduce Immigration Practitioner and another new non-credit professional development program or course cluster Implement the post-diploma in Health and Human Services Management Certificate and one other post-credential certificate by 2017-18

Develop a stronger profile of those continuing education courses for which demand potential is highest

Reorganize academic units as applicable to further engage mandate, programming, and scope

Establish a new career institute to advance programming depth and specialization, applied inquiry, and industry engagement

Explore and develop new programs, emphasizing information, communications, and design technologies

Expand career certificate

and diploma enrolment Maximize enrolment within existing resource structure Expand career enrolment to 70% of total College enrolment by 2020

Expand new majors of the Business Administration Diploma Transfer two programs from Lethbridge College to Bow Valley College, contingent on government support

Affordable Learning:

build new strategies through advancement and partnerships to open the doors to learners with challenges

Advance learner persistence by ensuring access to a broad range of supports

Focus student awards on retention and academic excellence Attain Quest for Best scholarship and awards goal, and implement 1,000 Women Rise to address barriers to learning and the workplace

Learning-Centred Customization:

further develop pathways, programming, services, and curricula design that promote a distributed, flexible, interactive, unbundled, and supportive environment

Meet students’ needs for

enhanced flexibility Restructure remaining career programs to course-based structure and self-registration Revise curriculum, policies, timetabling, scheduling, and related systems to align with standardized course structure and self-registration

Realize a 10% increase in net revenue in non-credit

customized learning for third-party organizations in each year of next three

Unbundle learning to foster à la carte education from multiple programs and/or institutions that lead to credentials

16 bowvalleycollege.ca

Excellence in Applied Education

Strategic Vision Strategic Objectives Strategic Initiatives Year ₁ Year ₂ Year ₃

Access Mission:

evolve access designed to engage the maximum number of potential participants, including Aboriginal peoples

Provide more direct pathways from foundational learning and English Language Learning to career programs

Facilitate learner transitions into College career programming, including integrated pre-health and pre-business streams Drive access enrolment to 30% of total College enrolment Increase Aboriginal learner

participation and persistence

Leverage support network and resources of Iniikokaan Aboriginal Centre

Add an Aboriginal Justice major in the Justice Diploma Program

Franchise Model: develop systems and criteria to maximize delivery of the Bow Valley College credential and learning experience through partnering or franchising agreements locally and internationally

Facilitate opportunities for joint programming (locally or overseas), brokering partnerships, and other educational collaborations

Franchise another Bow Valley College credential in an international partnership

Exchange one career program each with NorQuest College

Pathways: build upon the current systems of transfer, articulation, advanced placement, and dual credit programs to create seamless options for our lifelong learners

Expand dual credit opportunities

Establish two more dual credit partnerships with school boards

Enhance capacity for learners to receive credit by demonstrating competence, however attained

Provide prior learning assessment and recognition opportunities in all programs

Review Prior Learning Assessment and Recognition Policy

Credential Learning:

develop innovative models to recognize, credential, and bridge learning from informal and formal sources

Expand the role of the College as a credentialing body

Identify opportunities to create credentialing pathways for specific skill sets that otherwise lack an associated credential Introduce a stream of workplace productivity and safety certification courses in the Centre for Academic Foundations Optimize Testing Centre revenue generating potential by building capacity to serve external clients requiring larger and concurrent sittings

Training Source:

become the strategic source for professional development and training for professional organizations, accreditation bodies, employers, unions, and regulatory agencies

Respond to new opportunities generated through corporate business development

Coordinate and manage industry and employer relationships to promote the College’s profile and build capacity to respond to identified needs

Identify immediate and medium-term opportunities, and position the College within industry and employer landscape as an attractive partner

Raise the College’s profile as a professional continuing competence training provider

Integrated Learning:

foster a community of learning and service that champions a shared focus on holistic education and learner engagement

Ensure learners have the skills to access learning through various delivery methodologies

Enrol every career learner in at least one online course as a program requirement

Pilot an eCampusAlberta course—other than one of our own—in a Bow Valley College program

Community Connectedness

Strategic Vision Strategic Objectives Strategic Initiatives Year ₁ Year ₂ Year ₃

Community Relationships:

build strategic relationships that extend our reach into the community and engage stakeholders in our College community to enhance the learning experience and create opportunities for service learning

Facilitate community engagement, build programming capacity, and attract partnerships that enhance learning

Secure locations in Canmore and Airdrie

Introduce DiverseCity onBoard, in a broad partnership, to connect qualified visible minority and underrepresented candidates to volunteer board positions

Partner with Imagine Health Clinics to better meet the health and wellness needs of the College community and downtown residents

Promote the downtown campuses as cultural destinations, emphasizing our array of open public art

Launch co-op streams in career programs

Community Service:

generate opportunities for learners and staff to work in service of community as part of their learning for life

Stimulate community engagement, volunteerism, opportunities for service learning

All career programs will incorporate an experiential learning component

Adopt systems to issue co-curricular and competency-based learner transcripts

Recognize community volunteerism and participation in employee performance appraisals and other mechanisms

International Education:

create linkages between international markets and our College community and foster and support learning opportunities abroad that enrich learning experiences and outcomes

Enrich the campus learning environment through integration of international students and study abroad opportunities

Increase international enrolment to 10%

Provide one additional study abroad opportunity in a career program

Provide at least one international internship opportunity in each career school

Enhance offshore program delivery and partnership

Investigate teacher training opportunities in China and India Investigate and develop training opportunities in Africa, the Caribbean, and India

Deliver Business Administration Diploma out of province to international students through a brokering agreement

18 bowvalleycollege.ca

Diversity Advantage

Strategic Vision Strategic Objectives Strategic Initiatives Year ₁ Year ₂ Year ₃

Celebrate: promote our current strengths in our internal and external communities

Further develop the Centre for Excellence in Immigrant and Intercultural Advancement

Create web-based language training tools, digital assets for communication and language development in the workplace Expand English Language Learning offerings to enhance entry to career programs

Promote intercultural communication programs and services to new markets

Ensure College culture and practices promote inclusivity across the full spectrum of human diversity

Incorporate principles of universal design, where appropriate, to promote an inclusive campus environment

Workforce Training: be a leader in the delivery of inclusive supports, training, services, advocacy, and employer engagement

Build on service suite that promotes newcomers’ successful integration into the workplace

Implement Career Enhancement Language Development Series

Develop opportunities to take English Language Learning and Intercultural Training courses and workshops to industry Develop, pilot, and evaluate new pathways for skilled immigrants to resume their careers in Alberta

Respond to opportunities to promote pre-departure tests and assessments for prospective immigrants, including renewal of the Canadian Immigrant Integration Program

Multi-Language Options:

explore and expand possibilities of offering services and programming in multiple languages

Explore market demand for and partner with Francophone providers of French as an additional language programs or French career programming

Pursue a partnership in bilingual (French and English) provision of programming in a health field

Maintain career and employment services for Francophone Albertans

Secure new service contracts for Connexion Carrière and Directions for Immigrants

Capacity for the Future

Strategic Vision Strategic Objectives Strategic Initiatives Year ₁ Year ₂ Year ₃

Exploit Technology:

change the way learning and services are delivered beginning with mobile technology and other advances to keep on the cutting edge

Leverage technologies to enhance access, flexibility, engagement, and learner success

Advance distributed, flexible, and mobile learning to deliver a full-featured user experience

Explore program delivery that deploys mobile devices, etextbooks, and open resources and learning materials

Well-Qualified and Engaged People: recruit, retain, and develop our people and foster an organization where people embrace new opportunities and continue to learn

Make strategic investments from 50th Anniversary People Fund to develop organizational capacity by engaging leadership development, adult educator instruction and technological skills, and credential gaps

Ensure faculty possess academic credentials and industry qualifications that exceed the credential level of the program in which they teach by one level or more

Refocus Human Resources

Strategic Plan Develop workforce sustainability strategy Develop proactive succession plan

Redesign performance management tools and strategies

Financial Sustainability:

raise, steward, and advance the resources the College will need through new financial models and partnerships

Coordinate and deliver $20 million community philanthropic investment campaign

Enhance resources to promote naming opportunities that spur philanthropic investments

20 bowvalleycollege.ca

Applied Research

Strategic Vision Strategic Objectives Strategic Initiatives Year ₁ Year ₂ Year ₃

Technology and Learning: improve capacity in teaching and learning

Advance the College’s adoption of distributed and flexible learning

Design and evaluate through action research the systems that will facilitate content and services to be delivered and optimized to many devices and platforms

Promote a community of practice in teaching and learning

Emphasize innovation in teaching and learning tied to improvement in learner outcomes

General Workforce Development through foundational learning and assessment

Conduct inquiry into learning and assessment, foundational learning, and literacy and essential skills for: • Workforce preparation • Dissemination to researchers and practitioners in the field of literacy

Implement writeforward, a formative assessment resource designed to increase practitioner knowledge in supporting and assessing writing literacy

Support adults with

disabilities Develop training tools and capacity as well as instructional models and delivery methods Build research capacity

and infrastructure through redevelopment of Adult Literacy Research Institute

Create an Institute charter specifying research benefits and outcomes, structure, and metrics

Explore areas of research in the domain of essential skills to support the development of curriculum and assessments

Health Workforce Development and Deployment: build expertise and capacity in knowledge transfer and skills acquisition for efficient, effective health services delivery

Develop and evaluate teaching and learning strategies that optimize learner persistence

Study past internal data on Practical Nurse learners to identify and assess demographic, language, and learner performance patterns to optimize future learner success

Promote knowledge and skills acquisition and assess methods to support relevant sectors

In partnership with the College of Licensed Practical Nurses of Alberta, disseminate practice research results for workers caring for people with dementia

Participate in collaborations with health providers and other adult educators on deepening knowledge and enriching practice in the continuing care sector

Evaluate the use of technologies in pedagogy to maximize professional competence

Evaluate the deployment of high fidelity simulation technology for skills acquisition in practical nurse studies

Immigrant Advancement:

develop and share our expertise in immigrant and intercultural advancement

Enhance diversity advantage in teaching and learning and examine social inclusion as a language training outcome

Investigate promising practices and mitigating strategies to replicate communicative language teaching and learning in distributed learning modalities

Examine post-secondary institution opportunities to expand social participation and social capital expansion for learners in funded language training

1,715 Health, Justice, and Human Services

1,297 Immigrant and Intercultural Advancement

1,300 Foundational Learning

812 Chiu School of Business

5,124 TOTAL

1,801 Health, Justice, and Human Services

1,418 Immigrant and Intercultural Advancement

1,344 Foundational Learning

893 Chiu School of Business

5,456 TOTAL

2,048 Health, Justice, and Human Services

1,488 Immigrant and Intercultural Advancement

1,295 Foundational Learning

1,060 Chiu School of Business

5,891 TOTAL

2,150 Health, Justice, and Human Services

1,429 Immigrant and Intercultural Advancement

1,155 Foundational Learning

1,186 Chiu School of Business

5,920 TOTAL

2,225 Health, Justice, and Human Services

1,329 Immigrant and Intercultural Advancement

1,105 Foundational Learning

1,261 Chiu School of Business

5,920 TOTAL

2,225 Health, Justice, and Human Services

1,329 Immigrant and Intercultural Advancement

1,105 Foundational Learning

1,261 Chiu School of Business

5,920 TOTAL

Actual 2012 – 2013

Actual 2013 – 2014

Forecast 2014 – 2015 Q3

Projection 2015 – 2016

Projection 2016 – 2017

Projection 2017 – 2018

ENROLMENT

PLAN

Full Load Equivalents (FLE)

History and Plan

PERFORMANCE MEASURES

Being a Learning Partner for Life

ACTUAL FORECAST PROJECTED BENCHMARKS

2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

Total full load equivalents (Excl. Brokered) 5,124 5,456 5,891 5,920 5,920 5,920

-(% change) 6.5% 8.0% 0.5% 0.0% 0.0% 2.1% 1

Total unduplicated headcount 13,977 14,280 14,926 15,151 15,327 15,368

-(% change) 2.2% 4.5% 1.5% 1.2% 0.3% 1.5% 1

Total unduplicated non-credit headcount 3,791 3,854 4,330 4,373 4,461 4,550

-(% change) 1.7% 12.4% 1.0% 2.0% 2.0%

-No. of registrants through eCampusAlberta 3,834 4,269 5,101 5,407 5,786 6,248

-(% change) 11.3% 19.5% 6.0% 7.0% 8.0% 6.4% 2

Delivering Excellence in Applied Education

ACTUAL FORECAST PROJECTED BENCHMARKS

2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

Percentage of graduates employed across career programs within a specified period following completion

94.0% 92.6% 92.6% 92.6% 93.6% 93.6% 87.0% 3

Certificate completion rates 78.7% 78.4% 83.3% 83.3% 83.3% 83.3% 41.0% 4

Diploma completion rates 76.6% 73.7% 75.4% 75.4% 75.4% 75.4% 61.0% 4

Percentage of graduates satisfied with Bow Valley College learning and services

across career programs 88.6% 85.8% 85.8% 85.8% 90.0% 90.0%

92.0% 5

Growing Capacity for the Future

ACTUAL FORECAST PROJECTED BENCHMARKS

2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

Government of Alberta Grants

as a percentage of total revenue 48% 40% 45% 45% 43% 43%

-Entrepreneurial contracts and revenue

as a percentage of total revenue 19% 20% 16% 15% 15% 15%

-1 _{2011-12 System Enrolment Changes (full load equivalents and headcount). Alberta}

Innovation and Advanced Education. (2014). 2014 Campus Alberta Planning Resource: A Profile of Alberta’s Advanced Learning System. 2014. p. 26

2 _{2013-14 Total eCampusAlberta Enrolment Growth, 2013-14 eCampusAlberta Fast Facts} 3 _{Campus Alberta Graduate Employment Rates. (2012). Alberta Enterprise and Advanced}

Education and Leger Marketing. Alberta Graduate Outcomes Survey Class of 2009-10: Highlight Report. Edmonton: Government of Alberta

4 _{Alberta Advanced Education and Technology. (2011). Fast Facts and Figures. Government}

of Alberta: Edmonton

5 _{Satisfaction of Recent System GraduatesInnovation and Advanced Education. (2014).}

Innovation and Advanced Education: Annual Report, 2013-14. Edmonton: Government of Alberta. p. 9

PERFORMANCE MEASURES

Being a Learning Partner for Life

ACTUAL FORECAST PROJECTED BENCHMARKS

2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

Total full load equivalents (Excl. Brokered) 5,124 5,456 5,891 5,920 5,920 5,920

-(% change) 6.5% 8.0% 0.5% 0.0% 0.0% 2.1% 1

Total unduplicated headcount 13,977 14,280 14,926 15,151 15,327 15,368

-(% change) 2.2% 4.5% 1.5% 1.2% 0.3% 1.5% 1

Total unduplicated non-credit headcount 3,791 3,854 4,330 4,373 4,461 4,550

-(% change) 1.7% 12.4% 1.0% 2.0% 2.0%

-No. of registrants through eCampusAlberta 3,834 4,269 5,101 5,407 5,786 6,248

-(% change) 11.3% 19.5% 6.0% 7.0% 8.0% 6.4% 2

Delivering Excellence in Applied Education

ACTUAL FORECAST PROJECTED BENCHMARKS

2012-13 2013-14 2014-15 2015-16 2016-17 2017-18

Percentage of graduates employed across career programs within a specified period following completion

94.0% 92.6% 92.6% 92.6% 93.6% 93.6% 87.0% 3

Certificate completion rates 78.7% 78.4% 83.3% 83.3% 83.3% 83.3% 41.0% 4

Diploma completion rates 76.6% 73.7% 75.4% 75.4% 75.4% 75.4% 61.0% 4

Percentage of graduates satisfied with Bow Valley College learning and services

across career programs 88.6% 85.8% 85.8% 85.8% 90.0% 90.0%

92.0% 5

< Grade 12 Grade 12 Certificate Diploma BA Master Unknown

15%

26%

7%

3%

9%

3%

33%

<18 18-24 25-34 35-44 45+

2%

39%

30%

20%

8%

AGE DISTRIBUTION FULL-TIME ENROLEE

GENDER

25%

MALE

75%

FEMALE EDUCATIONAL ATTAINMENT OF BOW VALLEY COLLEGE LEARNERS

Connecting to a Diverse Community

INTERNATIONAL LEARNERS (FULL-TIME)

ABORIGINAL ENROLMENT (CREDIT)

LEARNERS WITH DISABILITIES

PERCENTAGE OF eCAMPUSALBERTA ENROLMENTS FROM OUTSIDE OF BOW VALLEY COLLEGE'S SERVICE REGION

385

372

427

31%

24

FINANCIAL

AND BUDGET

INFORMATION

The financial plan reflects the

Government of Alberta’s priorities as

we understand them from the Alberta

NDP Election Platform 2015. The plan

also takes into account labour market

and learner demand. The financial

plan reflects the ability of Bow Valley

College to adapt to the current

economic environment and meet our

mandate through the delivery of the

Board-approved strategic priorities as

well as sound financial planning.

The 2015-16 operating budget is a breakeven budget with revenues equal to expenses for a nil surplus. While our operating budget is balanced, this has required ongoing responsible financial management and difficult decisions regarding funding and advancing our mandate. It will result in constraints on enrolment, which is a concern given demand for our programming typically increases during economic downturns of the nature we are currently experiencing in Alberta. The two forecast years show deficits of $2.0 million (2016-17) and $2.5 million (2017-18). We will work with government to design and implement solutions to resolve our future-year deficits, present balanced budgets, and ensure sustainable funding for Bow Valley College.

The 2015-16 budget includes Government of Alberta grants of $41.9 million comprised of the following Innovation and Advanced Education and government grants:

• $35.9 million Campus Alberta Grant

• $1.1 million Funding for Students with Disabilities • $1.2 million 2007 Health Workforce Action Plan • $0.2 million Infrastructure Maintenance Grant • $1.5 million Targeted Enrolment Grant • $1.2 million Access to the Future Grant • $0.8 million other conditional grants

Note that the budget revenue recognized from the Infrastructure Maintenance Grant is accessed as eligible expenses are incurred.

The operating budget accounts for the Alberta Human Services’ Skills Investment Plan (SIP) funding allocation of $5.0 million in tuition, which is consistent with that received in 2014-15.

In 2014-15, Sale of Services and Products includes revenue received from insurance providers to compensate the College for repairs originating from the 2013 Calgary flood ($1.4M). Flood remediation work is now complete, and these revenues will not extend into 2015-16.

The 2015-16 balanced budget was achieved through a zero-based approach on a number of line items and by ensuring that reductions in revenues were offset by a reduction in expenses on a department-by-department basis. Compensation costs have increased due to collective bargaining agreements settled with AUPE and the College’s faculty in 2014-15. Compensation will also increase in 2015-16 based on known step and benefit increases. The College will continue to find effective solutions to the future-year budget deficits and still deliver high-quality programs. Solutions include optimizing our program mix to learners, implementing operational efficiencies, increasing collaboration with other post-secondary institutions, increasing strategic partnerships, increasing entrepreneurial activities and other net revenue generating activities, optimizing space and resource utilization, and streamlining staffing to achieve operational and financial sustainability. Net assets will be utilized where appropriate to support one-time or time-limited requirements, e.g., investments in information technology to advance toward our any time, any place, any path, and any pace learning vision. However, we will be challenged to deal with additional demand for access and addressing turn-aways of qualified applicants without additional, ongoing support from government.