Annual Report 2017–2018 Table of Contents 1 Accountability Statement 25 Research, Applied Research, and Scholarly Activities 2 Message from the Board Chair and the President 27 Community Outreach and Underrepresented Learners 6 Public Interest Disclosure (Whistleblower Protection) Act 31 Internationalization 7 Operational Overview: 32 Capital Plan A Year in Review 35 Information Technology 14 Goals, Priority Initiatives, Expected Outcomes, and 36 Financial Information Performance Measures 20 Enrolment Plan and Program Changes Accountability Statement The NorQuest College Annual Report for the year ended June 30, 2018 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 fi scal implications of which we are aware have been considered in the preparation of this report. [ Original signed by Ann Colbourne, B.Sc., MA, BMedSc., MD, FRCP(C)] S. Ann Colbourne, B.Sc., MA, BMedSc., MD, FRCP(C) Chair, Board of Governors December 18, 2018 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 fi nancial 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 fi nancial 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 fi nancial statements which are prepared in accordance with Canadian public sector accounting standards. [Original signed by Dr. Jodi L. Abbott, ICD.D] Dr. Jodi L. Abbott, ICD.D President and CEO ANNUAL REPORT 2017–2018 1 Message from the Board Chair and the President With our incredible growth over the past few years, creating more learner access than we ever have before, NorQuest College has come of age in Alberta’s post-secondary landscape. The Singhmar Centre for Learning, our first capital infrastructure project in over 40 years, opened for classes in fall 2017 and became a dynamic new home for our learners and employees. It’s a space where education and technology combine with a sense of close-knit community. Complementing this is our building next door, the Civic Employees Legacy Tower, which is currently under renovation with four refreshed and wonderfully designed floors completed to date. As part of our commitment to Indigenous learners and communities, we celebrated the opening of our new Indigenous student centre, launched our new Indigenization Strategy, and became the first post-secondary in Edmonton to sign the Colleges and Institutes Canada Indigenous Education Protocol. These important and inclusive first steps are helping to break down barriers and provide a positive environment for Indigenous learners. Another barrier to education can be lack of affordable child care. We took steps to remove this barrier with the opening of the 1000 Women Child Care Centre, a significant milestone for our college. This innovative centre provides culturally sensitive child care services to college students, employees, and the community. The centre is delighted to be among those offering $25-a-day child care thanks to the governments of Alberta and Canada. Innovation and smart business found a winning combination in ATB NorQuest, the first bank branch in Alberta operated by a post-secondary institution. ATB NorQuest’s profits support scholarships, awards, and bursaries at the college — an entrepreneurial model that thinks outside the box to support learner success at NorQuest. Now and in the future, we are a college of choice, and emerging as a key player in Alberta’s economy. We are making disruptive strides, both in the impact we make to our learners and the impact we have in the community. A recent study conducted by Economic Modeling Specialists International, for example, indicates that NorQuest College added $471.4 million of total income to Edmonton’s regional economy in 2016–2017, which is equivalent to supporting 5,707 jobs in the region. Our tremendous growth, community impact, and unique partnerships with business and industry shows that NorQuest College is recognized and valued for providing education that leads to a brighter future. [Original signed by Ann Colbourne, [Original signed by B.Sc., MA, BMedSc., MD, FRCP(C)] Dr. Jodi L. Abbott, ICD.D] S. Ann Colbourne, B.Sc., MA, BMedSc., Dr. Jodi L. Abbott, ICD.D MD, FRCP(C) President and CEO Chair, Board of Governors 2 NORQUEST COLLEGE Board of Governors July 1, 2017 – June 30, 2018 Alan Skoreyko Troy Chalifoux Dalyce McElhinney Chair, Board of Governors Public Member Public Member Public Member (effective May 1, 2018) David Dominy (until March 18, 2018) Public Member Lillian Ruptash Dr. S. Ann Colbourne (until April 21, 2018) Public Member Chair, Board of Governors (until April 28, 2018) Jim Gurnett (Chair effective March 20, 2018) Public Member Tracy Topolnitsky Public Member (effective May 1, 2018) Academic Member Dr. Jodi L. Abbott Brian Hjlesvold Khalid Hashi President and CEO Public Member Non-Academic Member Dr. Terry Anderson Kanwal Lali Steve Chiazza Public Member Public Member Student Member (effective May 1, 2018) (effective June 1, 2018) Carla Madra Melissa Bourgeois Public Member Gordon Holub Public Member Student Member (until April 28, 2018) (until May 30, 2018) Current board as of December 2017 Front row (left to right): Lillian Ruptash, Alan Skoreyko, Dr. Jodi Abbott, Kanwal Lali, Carla Madra, Bilan Ahmed Second row (left to right): Dr. S. Ann Colbourne, Brian Hjlesvold, Gordon Holub, Melissa Bourgeois Back row (left to right): Tracy Topolnitsky, Khalid Hashi, David Dominy Absent: Dr. Terry Anderson, Troy Chalifoux, Steve Chiazza, Jim Gurnett, Dalyce McElhinney ANNUAL REPORT 2017–2018 3 Institutional Context Vision, Mission, and Values Vision Values NorQuest College is a vibrant, We value people. We: inclusive, and diverse learning environment that transforms lives • treat people with integrity and respect and strengthens communities. • empower and encourage risk taking • celebrate commitment, contribution, and accomplishments • promote health and wellness Mission We value learning. We: NorQuest College inspires lifelong • foster creativity, innovation, and critical thought learning and the achievement of • encourage growth, development, and lifelong learning career goals by offering relevant • build on the diversity of our learners, employees, and partners and accessible education. 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 Brand Model Our Essence Our Attributes Challenge Positive Inclusive Exciting Student-centred Confident Our Promise Relevant and Progressive Necessary Maximizing Professional opportunities that Catalyzing others don’t see 4 NORQUEST COLLEGE 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