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12 ADVANCE ORGANIZATIONAL & FINANCIAL SUSTAINABILITY GOAL 4 2013 OUTCOMES AND KEY INDICATORS HIGHLIGHTS In light of the realities and opportunities present in today's marketplace, WBF believes its success during the next three years (and beyond) will be achieved by the following: 1. Evolving from an organization where growth is driven by creativity and opportunity, to an organization that is enabled by efficient processes and where growth is driven by focused direction. 2. Implementing a scalable business model by transforming its corporate knowledge into formalized business processes and systems that are internalized throughout the organization. A scalable business model will provide the launch pad for growth in current and new markets. 3. Focusing its resources on business development in a select group of markets that offer the most attractive opportunities. The results of an environmental scan confirmed that Alberta (and more specifically, the Capital Region, North East, and North West regions) will have an abundance of opportunity for years to come. 4. Leveraging the organization's core competencies in recruitment, training, student/grad support and partnership development to significantly increase the scale of graduates and program scope, increase the number of apprentices and their rate of completion, and meet employer staffing needs. 5. Recognizing that a funding relationship with government will almost certainly be necessary in order to continue to serve an important client sub-group: underemployed and unemployed women; but dependency on government funding must be mitigated via growth of alternative revenue sources. These five strategic priorities have been further refined into three "SMART" goals (Specific, Measurable, Achievable, Relevant, and Timely) that will guide the 2014 – 2016 Strategic Plan: 1. Employer Services: Increase the number of women recruited for employers. 2. Services for Women: Increase the number of women accessing WBF programs and services to explore, prepare, enter and be successful in a trade. 3. Enhance financial and organizational sustainability. Staff continued to integrate safety as a vital part of WBF's organizational culture. During 2013, WBF introduced a series of videos addressing Risk Tolerance to our students and staff. Risk Tolerance is now part of the WBF curriculum for all students. For the fourth year in a row, there were no lost time accidents. KEY PERFORMANCE MEASURES 2012 2013 Percent of operating revenue from sponsorships, student awards, fee for service and donations (non-government) 64% 66% Organizational Sustainability Fund $232,000 $232,000 Capital Asset Replacement Reserve - - Building Mortgage outstanding $229,600 $207,200 Housing Units annual capacity 81% 85%

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