advanced education business plan

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Advanced Education

The Ministry of Advanced Education is responsible for developing a skilled and educated workforce that meets the needs of Saskatchewan's labour market. The ministry works with the private sector, educational institutions and community organizations to develop, retain and attract skilled workers. We also work with educational institutions to recruit and retain international students, and assist First Nations and Métis learners.

• Information you might be looking for
• Plans and Annual Reports
• Programs and services
• Ministers and managers
• Forms and publications
• Legislation
• News releases

1. Information you might be looking for

Fund your education.

We offer student financial assistance and support programs including:

• Student loans
• Support for part time students
• Support for students with permanent disabilities

Scholarships, Bursaries and Grants

Information on non-repayable funding through scholarships, bursaries and grants.

Graduate Retention Program (GRP)

The GRP provides a refund up to $20,000 of tuition fees paid by eligible graduates who live in Saskatchewan and who file a Saskatchewan income tax return.

International Education

Saskatchewan offers high-quality, affordable post-secondary education to students from across Canada and around the world. Our universities, colleges and technical institutes offer a wide range of courses and credentials from trade certifications to doctoral degrees.

Find information about studying in Saskatchewan, the provincial International Education Strategy, and important programs for international students, recruitment agents, practitioners and ambassadors.

Study in Saskatchewan: International Post-Secondary Education Viewbook

See what Saskatchewan has to offer to the world, and to international students, in the Study in Saskatchewan: International Post-Secondary Education Viewbook.

Universities Colleges and Schools

List of post-secondary institutions across the province.

2. Plans and Annual Reports

Plan for 2024-25.

The plan for 2024-25 reflects the government's goals to invest in priority programs and services to help support students and a strong and growing economy.

For previous ministry plans, please visit Prior Year Plans, Reports and Guiding Documents .

Annual Reports

The Ministry of Advanced Education's 2023-24 Annual Report presents the ministry's activities and results for the fiscal year ending March 31, 2024. It reports to the public and elected officials on public commitments made and other key accomplishments of the ministry.

Previous fiscal year annual reports can be found by visiting Prior Year Plans, Reports and Guiding Documents .

International Education Strategy

Saskatchewan's International Education Strategy lays the foundation for a global approach to position the province as a destination of choice for international students from around the world and provides opportunities for Saskatchewan students to study in other countries.

3. Programs and services

Career colleges.

Career Colleges, also known as private vocational schools, are an important part of Saskatchewan's post-secondary education system. These schools offer over 160 vocational training programs for employment in many different fields.

Degree-Granting in Saskatchewan

The Degree Authorization Act expands degree-granting authority in the province beyond our two universities, by allowing other post-secondary institutions to apply for the authority to offer degree programs.

Established quality standards determine an institution's capacity to offer degrees and the ministry assesses proposed new degree programs.

First Nations and Métis Initiatives

Our government is committed to improving outcomes for First Nations and Métis people. In pursuit of these outcomes, government provides funding to Saskatchewan post-secondary institutions that develop and implement programs and services for Indigenous students of the province.

Graduate Retention Program

Eligible post-secondary graduates who live in Saskatchewan and who file a Saskatchewan income tax return can receive a rebate up to $20,000 of tuition fees paid.

Post-Secondary Education Administrative Guidelines and Policies

Administrative guidelines and policies pertaining to post-secondary education and scholarship programs in Saskatchewan for educational institutions including:

• Educational Institution Manual
• Canada-Saskatchewan Integrated Student Loans Program
• International Student Program
• Private Vocational Schools Administration and Policy Manual
• Scholarships

Scholarships and Grants

Information on post-secondary funding through scholarships and grants. Some examples of scholarships and grants available are the Grant for Services and Equipment for Students with Permanent Disabilities, Canada and Saskatchewan Student Grants, Scholarship of Honour, and Fellowship and Travel Scholarships to Study in French.

Student Financial Support

We offer student financial assistance and support including:

• Support for part-time students
• Loan Forgiveness for Nurses and Nurse Practitioners

4. Ministers and managers

Hon. Colleen Young , Minister

Minister's Office

Louise Michaud , Deputy Minister

Deputy Minister's Office

David Boehm , Assistant Deputy Minister of Corporate and Student Services

Corporate and Student Services

Mark Wyatt , Assistant Deputy Minister

Carolyn Hamilton , Executive Director

Strategic Communications

Kirk Wosminity , Executive Director

Student and Support Services

Duane Rieger , Executive Director

Business Systems and Information Management

Mike Pestill , Executive Director

Sector Management and Relations

Lindell Veitch , Executive Director

Strategy, Planning and Sector Engagement

Anna Ditablan , Executive Director

International Education & Jurisdictional Initiatives

5. Forms and publications

The following are the top downloaded publications for Advanced Education:

Online Student Loan Application - Need Help General Instructions

General instructions for students applying for a Student Loan using the online application.

Post-Secondary Education Indicators Project

Saskatchewan's post-secondary institutions and the Ministry of Advanced Education are working together to develop and implement the Post-Secondary Education Indicators Project to collect, analyze and report sector-wide post-secondary data.

Graduate Retention Program Application

The Graduate Retention Program (GRP) rewards graduates living in Saskatchewan by providing rebate up to $20,000. To be eligible, you have to live and file an income tax return in Saskatchewan. Most Saskatchewan post-secondary institutions apply for the GRP on your behalf. If your school doesn't apply on your behalf, you must submit this application.

Post-Secondary Graduate Outcomes Survey

The Graduate Outcomes Survey collects information on graduates’ level of satisfaction with their education, sources of financing for their education, level of education-related debt, and pre-and post-graduate mobility, as well as their education and employment outcomes.

Other Publications

Find all publications for this ministry in the Publications Centre .

6. Legislation

The following acts and regulations are administered by the Ministry of Advanced Education and are available in PDF format. The links below are provided with the consent of Office of the King's Printer pursuant to Government of Saskatchewan copyright policies. Printed copies of the legislation are also available through the Freelaw ® website . Please visit to order or subscribe.

If you don't have Adobe Reader on your system, you can download it for free .

Regulations

View complete list of Ministry of Advanced Education documents

7. News releases

Read the ministry's most recent news releases.

The Government of Saskatchewan's Graduate Retention Program (GRP) has provided $801 million in tuition tax credits to more than 85,000...

Today, Advanced Education Minister Colleen Young and SaskBuilds and Procurement Minister Terry Jenson joined Saskatoon community members,...

The most recent quarterly report on losses of public money within Saskatchewan Polytechnic and the regional colleges has been tabled with the...

The Government of Saskatchewan has proclaimed July 1, 2024, as the University of Regina's 50th Anniversary, recognizing half a century of the...

Saskatchewan students will soon have more opportunities to train at home through two new domestic health care programs. In 2024-25, the Government...

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Advanced Education Business Plan 2005 2008

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Uploaded by Margaret Shane on June 26, 2023

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MoSCoW Prioritization

What is moscow prioritization.

MoSCoW prioritization, also known as the MoSCoW method or MoSCoW analysis, is a popular prioritization technique for managing requirements. 

  The acronym MoSCoW represents four categories of initiatives: must-have, should-have, could-have, and won’t-have, or will not have right now. Some companies also use the “W” in MoSCoW to mean “wish.”

What is the History of the MoSCoW Method?

Software development expert Dai Clegg created the MoSCoW method while working at Oracle. He designed the framework to help his team prioritize tasks during development work on product releases.

You can find a detailed account of using MoSCoW prioritization in the Dynamic System Development Method (DSDM) handbook . But because MoSCoW can prioritize tasks within any time-boxed project, teams have adapted the method for a broad range of uses.

How Does MoSCoW Prioritization Work?

Before running a MoSCoW analysis, a few things need to happen. First, key stakeholders and the product team need to get aligned on objectives and prioritization factors. Then, all participants must agree on which initiatives to prioritize.

At this point, your team should also discuss how they will settle any disagreements in prioritization. If you can establish how to resolve disputes before they come up, you can help prevent those disagreements from holding up progress.

Finally, you’ll also want to reach a consensus on what percentage of resources you’d like to allocate to each category.

With the groundwork complete, you may begin determining which category is most appropriate for each initiative. But, first, let’s further break down each category in the MoSCoW method.

Start prioritizing your roadmap

Moscow prioritization categories.

1. Must-have initiatives

As the name suggests, this category consists of initiatives that are “musts” for your team. They represent non-negotiable needs for the project, product, or release in question. For example, if you’re releasing a healthcare application, a must-have initiative may be security functionalities that help maintain compliance.

The “must-have” category requires the team to complete a mandatory task. If you’re unsure about whether something belongs in this category, ask yourself the following.

If the product won’t work without an initiative, or the release becomes useless without it, the initiative is most likely a “must-have.”

2. Should-have initiatives

Should-have initiatives are just a step below must-haves. They are essential to the product, project, or release, but they are not vital. If left out, the product or project still functions. However, the initiatives may add significant value.

“Should-have” initiatives are different from “must-have” initiatives in that they can get scheduled for a future release without impacting the current one. For example, performance improvements, minor bug fixes, or new functionality may be “should-have” initiatives. Without them, the product still works.

3. Could-have initiatives

Another way of describing “could-have” initiatives is nice-to-haves. “Could-have” initiatives are not necessary to the core function of the product. However, compared with “should-have” initiatives, they have a much smaller impact on the outcome if left out.

So, initiatives placed in the “could-have” category are often the first to be deprioritized if a project in the “should-have” or “must-have” category ends up larger than expected.

4. Will not have (this time)

One benefit of the MoSCoW method is that it places several initiatives in the “will-not-have” category. The category can manage expectations about what the team will not include in a specific release (or another timeframe you’re prioritizing).

Placing initiatives in the “will-not-have” category is one way to help prevent scope creep . If initiatives are in this category, the team knows they are not a priority for this specific time frame. 

Some initiatives in the “will-not-have” group will be prioritized in the future, while others are not likely to happen. Some teams decide to differentiate between those by creating a subcategory within this group.

How Can Development Teams Use MoSCoW?

  Although Dai Clegg developed the approach to help prioritize tasks around his team’s limited time, the MoSCoW method also works when a development team faces limitations other than time. For example: 

Prioritize based on budgetary constraints.

What if a development team’s limiting factor is not a deadline but a tight budget imposed by the company? Working with the product managers, the team can use MoSCoW first to decide on the initiatives that represent must-haves and the should-haves. Then, using the development department’s budget as the guide, the team can figure out which items they can complete. 

Prioritize based on the team’s skillsets.

A cross-functional product team might also find itself constrained by the experience and expertise of its developers. If the product roadmap calls for functionality the team does not have the skills to build, this limiting factor will play into scoring those items in their MoSCoW analysis.

Prioritize based on competing needs at the company.

Cross-functional teams can also find themselves constrained by other company priorities. The team wants to make progress on a new product release, but the executive staff has created tight deadlines for further releases in the same timeframe. In this case, the team can use MoSCoW to determine which aspects of their desired release represent must-haves and temporarily backlog everything else.

What Are the Drawbacks of MoSCoW Prioritization?

  Although many product and development teams have prioritized MoSCoW, the approach has potential pitfalls. Here are a few examples.

1. An inconsistent scoring process can lead to tasks placed in the wrong categories.

  One common criticism against MoSCoW is that it does not include an objective methodology for ranking initiatives against each other. Your team will need to bring this methodology to your analysis. The MoSCoW approach works only to ensure that your team applies a consistent scoring system for all initiatives.

Pro tip: One proven method is weighted scoring, where your team measures each initiative on your backlog against a standard set of cost and benefit criteria. You can use the weighted scoring approach in ProductPlan’s roadmap app .

2. Not including all relevant stakeholders can lead to items placed in the wrong categories.

To know which of your team’s initiatives represent must-haves for your product and which are merely should-haves, you will need as much context as possible.

For example, you might need someone from your sales team to let you know how important (or unimportant) prospective buyers view a proposed new feature.

One pitfall of the MoSCoW method is that you could make poor decisions about where to slot each initiative unless your team receives input from all relevant stakeholders. 

3. Team bias for (or against) initiatives can undermine MoSCoW’s effectiveness.

Because MoSCoW does not include an objective scoring method, your team members can fall victim to their own opinions about certain initiatives. 

One risk of using MoSCoW prioritization is that a team can mistakenly think MoSCoW itself represents an objective way of measuring the items on their list. They discuss an initiative, agree that it is a “should have,” and move on to the next.

But your team will also need an objective and consistent framework for ranking all initiatives. That is the only way to minimize your team’s biases in favor of items or against them.

When Do You Use the MoSCoW Method for Prioritization?

MoSCoW prioritization is effective for teams that want to include representatives from the whole organization in their process. You can capture a broader perspective by involving participants from various functional departments.

Another reason you may want to use MoSCoW prioritization is it allows your team to determine how much effort goes into each category. Therefore, you can ensure you’re delivering a good variety of initiatives in each release.

What Are Best Practices for Using MoSCoW Prioritization?

If you’re considering giving MoSCoW prioritization a try, here are a few steps to keep in mind. Incorporating these into your process will help your team gain more value from the MoSCoW method.

1. Choose an objective ranking or scoring system.

Remember, MoSCoW helps your team group items into the appropriate buckets—from must-have items down to your longer-term wish list. But MoSCoW itself doesn’t help you determine which item belongs in which category.

You will need a separate ranking methodology. You can choose from many, such as:

• Weighted scoring
• Value vs. complexity
• Buy-a-feature
• Opportunity scoring

For help finding the best scoring methodology for your team, check out ProductPlan’s article: 7 strategies to choose the best features for your product .

2. Seek input from all key stakeholders.

To make sure you’re placing each initiative into the right bucket—must-have, should-have, could-have, or won’t-have—your team needs context. 

At the beginning of your MoSCoW method, your team should consider which stakeholders can provide valuable context and insights. Sales? Customer success? The executive staff? Product managers in another area of your business? Include them in your initiative scoring process if you think they can help you see opportunities or threats your team might miss. 

3. Share your MoSCoW process across your organization.

MoSCoW gives your team a tangible way to show your organization prioritizing initiatives for your products or projects. 

The method can help you build company-wide consensus for your work, or at least help you show stakeholders why you made the decisions you did.

Communicating your team’s prioritization strategy also helps you set expectations across the business. When they see your methodology for choosing one initiative over another, stakeholders in other departments will understand that your team has thought through and weighed all decisions you’ve made. 

If any stakeholders have an issue with one of your decisions, they will understand that they can’t simply complain—they’ll need to present you with evidence to alter your course of action.  

Related Terms

2×2 prioritization matrix / Eisenhower matrix / DACI decision-making framework / ICE scoring model / RICE scoring model

Prioritizing your roadmap using our guide

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