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CONTENTS EXECUTIVE SUMMARY

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ACCOUNTABILITY STATEMENT

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MANDATE

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VISION, MISSION & VALUES

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GOALS, PRIORITY INITIATIVES & EXPECTED OUTCOMES

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APPENDIX A: FINANCIAL & BUDGET INFORMATION

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APPENDIX B: ENROLMENT PLAN & PROPOSED PROGRAMMING CHANGES

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APPENDIX C: RESEARCH, APPLIED RESEARCH & SCHOLARLY ACTIVITIES

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APPENDIX D: UNDERREPRESENTED LEARNERS

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APPENDIX E: COMMUNITY INITIATIVES & REGIONAL STEWARDSHIP

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APPENDIX F: GOVERNMENT PRIORITIES

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APPENDIX G: INTERNATIONALIZATION

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APPENDIX H: CAPITAL PLAN

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APPENDIX I: INFORMATION TECHNOLOGY

38

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EXECUTIVE SUMMARY The 2019–2020 academic year for Grande Prairie Regional College (GPRC) marks changes in the senior leadership team. On February 25, 2019, GPRC welcomed Dr. Tim Heath to the role of Vice-President Academics and Research, and in May 2019, the search for the institution’s ninth president commenced. This process was triggered by incumbent Don Gnatiuk’s notice in January 2019 that he would not seek to renew his current contract. The Vice-President of External Relations will also be retiring within the 2019–2020 calendar year. Leadership continuity through this time of change and renewal will be assured by the Vice-President Academics and Research and by the Vice-President Administration. The development of an integrated institutional Strategic Plan (SP) and Master Academic Plan (MAP) is currently underway at the time of this CIP’s composition. This process is being led by the VicePresident Administration and the Vice-President Academics and Research, but involves input from across the College and its stewardship region. The integrated plan will be incorporated into future CIPs and refined in response to the directions set by the province’s newly elected government as they are unveiled and moved into implementation. Quality assurance of existing programming, processes, and policies as well as the development of new programming will be the chief focus for the institution over the next three years—work which will be guided by the integrated SP and MAP. The MAP will incorporate the findings of the program mix study currently underway. This study, being conducted by Academic Strategic Directions, will align our region’s economic development profile with programming development across GPRC’s full academic spectrum. The goal of this work lies with strategic and niche opportunities to further enhance the comprehensiveness of GPRC’s programming. Two noteworthy new program initiatives are the undergraduate degree proposals—a Bachelor of Science in Computer Science and a Bachelor of Arts in Psychology—currently under development. When implemented, these degrees will be granted by GPRC as a result of the Government of Alberta's 2018 announcement that the College could undertake to have its own degrees accredited by the Ministry, via Campus Alberta Quality Council processes. Degree granting forms the first milestone in the College’s transition to university status. This latter transition will be governed by the Pathway from College to University in Alberta document set out by the Ministry. A University Transition Plan Outline, which drafts the College’s directions in this journey, is also currently in formation. As part of its pathway towards granting its own degrees and ultimately university status, GPRC will continue to seek collaborations with other post-secondary institutions, particularly in business, health, and education programming. In a similar vein, GPRC will be hosting a Master of Business Administration, one offered by the University of Northern British Columbia, on its Grande Prairie campus. Innovative program development, such as the proposed culinary program (to be located in Jasper) continues to be one of the College’s commitments to its stewardship region, particularly in this case because of high demand for trained culinary workers in the Jasper region.

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GPRC will continue to emphasize expansion of trades and

enrich the experience of inbound international students, of

vocational programming at its campuses in Fairview and

existing domestic students, and which will facilitate outbound

Grande Prairie. For the 2019–2020 year, the College is

student movement. GPRC’s international plan will foreground

adding 192 seats in trades in response to Apprenticeship

GPRC’s responsibility to provide both academic and social

and Industry Training (AIT) provision of seats. In response to

supports to international students and to build intercultural

increased demand, the Continuing Education department is

competencies in all students, faculty, and staff.

expanding the variety of programming offered throughout the stewardship region, particularly in areas that respond rapidly

GPRC aims to broaden and deepen its research and scholarly

to industry demands.

output as it pursues degree granting status and strengthens its existing programming. Such work appears in the ways the

GPRC has long enjoyed strong and mutually beneficial

Research and Innovation department has undertaken the

relationships with the Circle of Indigenous Students (CIS), the

work of renewing its strategy for scholarship support and

College and Grande Prairie Friendship Centres, and regional

of facilitating an increase of Tri-Council approved

urban, band, and provincial Indigenous associations. In

research projects.

recognition of the commitment of both GPRC and the CIS to exploring and realizing institutional Indigenization and the post-

The future for GPRC is clear: the College will refine all of

secondary recommendations of the Truth and Reconciliation

its quality assurance processes to enhance the strength of

Comission, an Indigenous Protocol was signed by the President

its current programming and to ensure excellence in new

of GPRC and the President of the CIS. In addition, a full-time

programming. This goal provides regional learners with a

Manager of Indigenous Initiatives will be in place by mid-summer

comprehensive mix of programming that ranges from adult

of 2019. This role aims to ensure that the aspirations of this

foundational learning to baccalaureate degrees with program

protocol move into implementation as thoroughly as is possible.

bands defined by certificates, diplomas, trades, technology, continuing education, university transfer, and collaborative

Indigenous and international students continue to increase

programs and credentials. This approach aims to secure

in number. Recognizing this fact, the institution is in the early

GPRC’s reputation as the destination for comprehensive post-

stages of developing an internationalization plan that aims to

secondary learning in northwestern Alberta and beyond.

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ACCOUNTABILITY STATEMENT 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.

Natalia Reiman, CHAIR, BOARD OF GOVERNORS

Don Gnatiuk, PRESIDENT AND CEO, GPRC

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MANDATE Grande Prairie Regional College is a public, board-governed college operating as a comprehensive community institution under the Post-Secondary Learning Act of Alberta. The College offers regional learners instruction and support services that are learner-centred and responsive to the lifelong educational needs of full-time and part-time students of diverse, multicultural and Aboriginal backgrounds. As a comprehensive community institution, Grande Prairie Regional College is committed to expanding access to post-secondary education in its service area by responding to community and regional demand for both credit and noncredit programming. The College has developed a portal access delivery model that encourages other post-secondary institutions to deliver programming on site, enabling the establishment of collaborative partnerships that rapidly and effectively meet the varied needs of regional learners.

frequently the site of community music festivals, dance recitals, speakers’ series, and industrial seminars.

The College offers university transfer, diploma and certificate programs; apprenticeship and pre-employment training; and

The College encourages and supports applied research and

adult high school completion. Credit programs are offered

scholarly activities, and innovation activities that enhance

in the areas of Liberal Arts, Education, Health and Wellness,

teaching and learning in program areas and in industry sectors

Human Services, Fine Arts, Business, Technology, Academic

where its academic expertise enables such

Upgrading, Trades and Technical training, and Agriculture and

a contribution.

Environmental Sciences. The College also offers baccalaureate degrees, primarily as collaborative degrees.

Grande Prairie Regional College is dedicated to providing learners in northwest Alberta with access to high quality,

In response to regional, community and industry demand,

diverse lifelong learning opportunities, and to the

Grande Prairie Regional College provides a range of

responsible educational, fiscal, and environmental

customized non-credit pre-employment programming, skill

stewardship of resources.

development, safety, English as a second language, and Approved: GPRC Board of Governors, October 30, 2008

community interest courses. The College meets community and

Approved: Alberta Advanced Education, December 11, 2008

industry demand for responsive and specific industry training through the provision of customized programming. As an educational facility in northwest Alberta, Grande Prairie Regional College helps meet the cultural, recreational, athletic, and conferencing needs of the region in partnership with service area, community and regional stakeholders. The College offers athletic, music, art, and science summer camps and the Douglas J. Cardinal Performing Arts Centre is

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VISIO N

MI S S I ON

GPRC is recognized by its learning communities

Creating and connecting knowledge, experience,

for leadership in educational excellence.

and community, one life at a time.

VA L U E S The fundamental values of GPRC are:

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GOALS, PRIORITY INITIATIVES & EXPECTED OUTCOMES GPRC'S STRATEGIC GOALS ARE EXCELLENCE IN: 1. TH E S T UD E NT EX P E R I E N C E T H R O U G H Q U A LITY

4. C O MMU N ITY EN GA GEMEN T A N D PA RTNER SHIPS

PRO GRA M M ING A N D S U P P O RT S E RV I C E S ►►

►►

Aligned with

Aligned with Quality, Accountability, Coordination – Alberta

Quality, Accountability, Coordination – Alberta

Learning System Principles

Learning System Principles

Board End 2, and 3 – GPRC Board of Governors

Board End 1 – GPRC Board of Governors 5. STAFF AND FACULTY ENGAGEMENT IN COLLEGE 2. AC CE S S IBLE E D U C AT I O N A L O P P O RT U N I TIES

AND RE S OURCES F O R A L L L E A R N E R S ►►

►►

A N D C O MMU N ITY IN ITIATIVES

Aligned with

Aligned with Quality, Accountability – Alberta Learning System

Accessibility, Affordability, Accountability – Alberta

Principles

Learning System Principles

Board End 2 – GPRC Board of Governors

Board End 2 – GPRC Board of Governors 6. EN TERP RIS E RIS K MA N A GEMEN T THR OUGH 3. RES E A RCH A ND E N T R E P R E N E U R S H I P

O PP ORT UNIT IE S I N A C A DE M I C

PROGRA M M ING A N D I N O U R S T E WA R DS H IP

REG ION COM M U N I T I E S

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A N TIC IPATO RY A N D RES P O N S IVE IN ITIATIVE Aligned with Accountability – Alberta Learning System Principles Board End 2 – GPRC Board of Governors

►►

Aligned with Quality, Accountability – Alberta Learning System Principles Board End 3 – GPRC Board of Governors

GPRC'S PRIORITY INITIATIVES: In compliance with the 2019–2022 Comprehensive Institutional Plan Guidelines, the following initiatives remain as ongoing work from GPRC’s six strategic goals.

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GOAL 1: THE STUDENT EXPERIENCE THROUGH QUALITY PROGRAMMING AND SUPPORT SERVICES PRIORITY I N I T I AT I V E S

Power Engineering – Boiler Time accreditation from Alberta Boilers’ Safety Association

Develop Occupational /Physical Therapy Assistant Diploma program

Develop the Oil and Gas Process Operator program

Continue with refinement of Culinary Arts program proposal for Jasper

E X P E C T E D O U TCO M E S ►►

Quality Power Engineering 3rd and 4th class program

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Increased reputation of program and GPRC facilities

Regional workers’ demand for accreditation is achieved

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Power Engineer graduates have more steam time upon graduation

Community members will realize financial savings by satisfying their educational needs within their region

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Community and hospital demand for skilled practitioners is achieved

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Community, student, and hospital demand for this programming met

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Program delivered in the region with regional clinical placements

Learners have a diversified range of health program offerings

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Through the arrangement of clinical placements, further collaboration opportunities with the hospital and Alberta Health Services are realized

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Sustainable / alternative energy (geothermal, solar, wind)

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Develop certificate program

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Regional learners have access to quality programming in oil and gas industry

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Citizens have access to alternative energy solutions throughout the region

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Industry demand for program is fulfilled

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Learners have high employment opportunities in the region

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Expanded collaboration with regional employers and organizations

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Regional learners have access to high quality drama program

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Regional learners can stay in Grande Prairie to fulfill their educational goals

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Increased partnerships with local industry

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Increased recruitment to certificate trades training

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Accessible program for regional students and graduate cohort for regional employers

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Increased collaborations with institutions and professional organizations

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Increased and diversified program offerings

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Established community connections through drama performances and instructor/ community collaboration

Reinstate and rebuild the Drama Program

Develop a student communication policy and plan

Revise the current recruitment and retention strategic plan to support goals in departmental strategic plans

P E R F O R M A N C E M E AS U R E S

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Increased student recruitment and retention

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Student awareness of financial, academic, events, admission, and registration changes

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Enhanced and reasonable inquiry response times

Accountability framework completed and applied

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Decreased wait times for admission

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Students are satisfied with on-time and accurate information

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Accountability framework for both students and staff

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Increased internal connectivity and coordination around recruitment and retention goals

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Enrolment increased by 1%

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Retention increased by 1%

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Increased recruitment and retention initiatives and regional partnerships with regional schools and districts

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Regional high school students have access to post-secondary program information

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Increased enrolment and retention rates

Increased collaboration with regional district school boards and schools

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GOAL 2: ACCESSIBLE EDUCATIONAL OPPORTUNITIES AND RESOURCES FOR ALL LEARNERS

P R I O R I T Y I N I T I AT I V E S

Launch Cooperative Trades Orientation (CTO) in the West Yellowhead region

Introduction and implementation of new certificate programs and courses

Align with Class 1 Professional Mandatory Entry-Level Training (MELT) standards to achieve and maintain a competitive advantage in GPRC stewardship region

Apply for, be awarded, and sustain provincial, federal and external stakeholder funding resources in Continuing Education department

Establish new programming and/or courses to meet the needs of the community in Continuing Education department

Partner with Indigenous communities and organizations in Continuing Education department

E X P E C T E D O U TCO M E S

P E R F O R M A N C E M E AS U R E S

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Students have access to regional programming

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Trades orientation for regional learners

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Industry partners have access to regional talent

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Industry is satisfied with local talent

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Increased partnerships with local industry

Work placements for CTO Students within local industry

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Entrepreneurship Certificate and Blue Seal certification will create new partnerships and reach outlying target markets

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Enrolment tracked through online marketing activities

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Increase in student enrolment

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Increase in revenue

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Increase learner enrolment by 2% each year

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Increase access to continuing education courses and programs

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Trades-adjacent programs that satisfy demand in industry and community

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Development of a dedicated yard facility for on-site training to meet MELT requirements

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Additional classroom access to accommodate increased in-class lessons

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Recruitment and retention of certified driver training instructors

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Additional tractor-trailer units secured to meet increased hours of training required for students and anticipated increase in students

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Classroom materials aligned with curriculum from Department of Transportation

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Provide training that meets the skill-based job needs in the stewardship region

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Increase learner employability

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Deliver educational opportunities for underemployed and unemployed citizens

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Develop new certificate programs. Areas of focus will be Community, Health, Safety and Industry, Business and Professional, and Environmental/ Forestry/Agriculture

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Develop new courses to meet verified demand

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Increase annual enrolment by 2%

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New programs and courses

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Diversified programs and courses

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Businesses' talent needs met

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New Indigenous programs developed and ready for delivery

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Engage Indigenous community with GPRC Continuing Education

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Develop and offer Indigenous programs and/or courses

2% increase in self-declared Indigenous learner enrolment per year

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Increased face-to-face and distance access to Continuing Education programming

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GOAL 3: RESEARCH AND ENTREPRENEURSHIP OPPORTUNITIES IN ACADEMIC PROGRAMMING AND IN OUR STEWARDSHIP REGION COMMUNITIES P R I O R I T Y I N I T I AT I V E S

Nursing – Palliative Care

Assess opportunities and develop as appropriate trades and technology programming to meet regional needs Assess opportunities and develop as appropriate health and health sciences programming to meet regional needs

E X P E C T E D O U TCO M E S

P E R F O R M A N C E M E AS U R E S

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Palliative Care strategic plan

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New programming developed on a phased basis (i.e. one-week intensive; post-degree certificate; embedded degree – major)

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Additional programming, whether credit or non-credit, developed to meet regional demand

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Growth in variety of health programming to meet needs associated with the opening of the new hospital as well as those of the wider region

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Strategic Plan completed

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Palliative Care suite plan completed

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One-week intensive first cohort intake

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Expansion of trades and technology programming of high relevance commensurate with regional need

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Expansion of health programming with evidence of job placement success in graduates


GOAL 4: COMMU NITY ENGAGEMENT AND PARTNERSHIPS P R I O R I T Y I N I T I AT I V E S

Communications and Marketing team builds capacity to achieve GPRC communication and marketing goals

Strategic communication advice provided to support internal communication

GPRC communications policies updated

Engaging, accurate and timely content developed that supports GPRC’s strategic direction

Marketing campaigns to support GPRC recruitment initiatives and community engagement and recognition events and activities

E X P E C T E D O U TCO M E S

P E R F O R M A N C E M E AS U R E S

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Communications and Marketing open and accessible to departments

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Continued improvement of GPRC’s online presence

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GPRC has the resources and supports to enable strategic communication planning

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Promote, manage and use existing internal communication tools for College-wide communication

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Communication and Marketing department involved in planning initiatives as appropriate or requested

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Updated communications policies along with supporting guidelines and standards documents

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Increased GPRC engagement and presence of students and faculty in GPRC’s online and traditional communication

Consistently branded and up-to-date marketing campaigns

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College-wide engagement of departments and programs via web and social media advisory commitees, weekly marketing meetings and participation in appropriate College initiatives

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Plans developed, shared with stakeholders and success measured against goals and objectives

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Increased use of “Insider Today” as internal communication tool

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Updated policies reviewed and approved

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Guidelines and standards developed and made available to users

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Fewer GPRC social media accounts with higher quality content and increased engagement

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Faculty and staff with updated profiles on GPRC website increased

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GPRC department web content updated and content owners identified

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GPRC website meets or exceeds industry standards measured by external vendor

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Departments supported to achieve their recruitment or engagement goals

GPRC connects business and community leaders to opportunities to be part of building student success.

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P R I O R I T Y I N I T I ATI V E S

Increase revenue to the College

Secure $20M in grants, investments, donations and pledged support

Increase Development team’s level of service to the institution and restructure as appropriate

Increase planning capacity of development team

Increase accountability of development team

Increase number of and engagement in industry partnerships

Increase number of valid alumni contacts

E X P E C T E D O U TCO M E S

P E R F O R M A N C E M E AS U R E S

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Lower GPRC’s direct costs to provide the region’s communities a venue for educational, cultural and social events

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Investments in facility modernizations, new capital projects and student awards

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Department will shift from providing review of fundraising and alumni initiatives to a model of strategic support, advice and leadership

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Department will shift to proactively planning and leading donor and alumni program needs

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Facility rental and event revenues increased by 2% annually

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Vital Campaign concluded having achieved its target

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Clear fundraising plans developed with the development department leading the execution of plans

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Needs of donors and alumni are anticipated and supported with clear plans to ensure their gifts of time, expertise and funds are valued

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Clear plan to connect directly with existing donors and supporters

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Development team will be cross-functioning to support one another in the execution of plans and the achievement of goals. Plans will align with College-wide and department goals and needs

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Increased accountability with a focus on presenting solutions and options to execute plans and achieve revenue generating fundraising goals

Development plans created and executed with clear lines of accountability

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Plans will have clear goals and objectives and include measureable results

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Internal processes will be developed or reviewed in collaboration with other College-departments as needed

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Department will be compliant with internal and external processes and legislation and demonstrate ownership of processes when working with other departments across the College

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Creating mutually beneficial programs and services across the region

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Enhanced collaboration between GPRC and industry partners

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Increased alumni engagement

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Increased communication with alumni

Alumni newsletter increased from four editions to six annually

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GOAL 5: STAFF AND FACULTY ENGAGEMENT IN COLLEGE AND COMMUNITY INITIATIVES P R I O R I T Y I N I T I AT I V E S

E X P E C T E D O U TCO M E S ►►

Partner with Alberta Health Services and Alberta Infrastructure on building the new hospital

Comprehensive engagement of Regional Stewardship staff in collaboration with area school districts and Chambers of Commerce

Continue to hold the Employee Recognition Awards

P E R F O R M A N C E M E AS U R E S

Facilities and information technology are in place for program delivery

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Increased number of program offerings

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Access to hospital facilities for students in health programs

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Creation of an integrated culture of mutual respect that gathers together practitioners, faculty, learners, patients, and the public

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Increased access to dual credit opportunities for regional high school students

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Increased enrolment in GPRC programs

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Diversified health programming for regional learners

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Expansion of collaboration between GPRC and Alberta Health Services, including expansion of Culture Team activities and partnerships

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Formation of a rich and productive health care culture

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Dual credit courses developed

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New relationships established with regional community organizations and school districts

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Program access to distant regional learners

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Continued yearly awards for quality teaching and support services of faculty and staff

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Collaborative community initiatives launched

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Increased partnerships with local organizations and industry

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Staff and faculty are engaged

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Commitment to and celebration of deserving staff and faculty

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Recognition of excellence in quality teaching and service

Employee engagement and celebration of achievements

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Increased recruitment and retention of qualified and engaged staff and faculty

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The regional hospital in Grande Prairie under construction.

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GOAL 6: ENTERPRISE RISK MANAGEMENT THROUGH ANTICIPATORY AND RESPONSIVE INITIATIVES P R I O R I T Y I N I T I AT I V E S

Facility Access Control

Update Enterprise Risk Management (ERM) Processes

Updated Emergency Preparedness Program

E X P E C T E D O U TCO M E S

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Facility Access policy updated, vetted through GPRC community consultation process, and approved

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Re-key project of the Grande Prairie and Fairview Campus buildings initiated (excluding Residences) to ensure secure buildings and to increase student and staff safety

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Engineered controls include new electronic keys, card access, and new keys / cards issued to GPRC community members

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ERM Policy and Guidelines updated, vetted through GPRC community, and approved

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Publicly accessible emergency egress guides completed and approved

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Security and Safety App available for download (App became available for download and use in February 2018)

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Instances of legislative non-compliance reduced

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Increased awareness among GPRC staff of health and safety concerns

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Work towards COR expedited

Engineered and administrative controls in place to protect campus property

ERM Policy and Guidelines reviewed and processes updated to reflect the viable culture of ERM at GPRC

User-friendly information about emergency response plans available to all staff and students

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GPRC protocols are followed to identify legislative non-compliance and include action items to achieve compliance

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Completion of the Health, Safety, and Environmental Manual. Creates a framework for GPRC to work towards Safety Certificate of Recognition (COR)

Compliant with legislation

Viable Health, Safety, and Environmental Program

P E R F O R M A N C E M E AS U R E S

Emergency response plans should be user-friendly for all staff and students.

Grande Prairie Police and Crisis Team meet with GPRC researchers.

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APPENDIX A:

FINANCI AL & B UDG ET I NF ORMAT I ON FINANCIAL PLAN

THREE YEAR PLAN

GPRC produced a three-year balanced budget from

Guided by the Budget Committee Terms of Reference with the

2019–2022. With the expectation that Campus Alberta grant

intention to allow the institution to invest resources in areas that

funding will remain flat for the next three years, as well as

are aligned with strategic priorities, the group reviewed

the anticipation of near static enrolment and continuation of

and evaluated information and data presented from all

the tuition freeze, the Operational Budget Committee worked

departments throughout the College. Review of all information

diligently to find efficiencies that enable necessary investments

facilitated discussion among committee members and ensured

to support strategic goals.

approvals were made based on institutional priorities. During this process, ongoing and one-time investments

GRANTS & REVENUE

were determined.

A new provincial government was elected in April 2019 and as a result GPRC had not received confirmation on any increases

After a thorough review was completed, the Committee

or decreases to its base grant funding for 2019–2020 at the

then evaluated requests through a system of prioritization.

time of budget approval. Therefore, GPRC is anticipating a

Recommendations for final approval were provided to the

0% change in base grant funding for the three-year budget.

Executive Council for ratification prior to final approval by the

Apprenticeship and Industry Training (AIT) seats for 2019–2020

Board of Governors.

will increase by 192 seats, which translates to an estimated surplus of $736,000 in grant and tuition revenue. The net

H U MA N RES O U RC E S TRATEGIES : The Administrative

impact of these changes on revenue is an increase of $480,000.

and Executive salaries remain at 2015–2016 rates until 2019, as directed by the previous provincial government. Negotiations

EXPENSES

for two bargaining groups for their collective agreements

As a result of an ongoing commitment to maintaining a

effective in 2019–2020 are ongoing, while one bargaining

balanced budget, the Operational Budget Committee and all

group agreement expires in 2020–2021. As a result of the

departments are continuously tasked with finding efficiencies

collective bargaining negotiations being unknown, there are

wherever possible. Operational efficiencies in processes

no anticipated grid increases planned in 2019–2020. However,

produced savings in multiple departments, which allowed for

annual step increases have been accounted for and applied to

investment in other departments. GPRC continues to commit

all three years.

to investing in program development to position the College to move forward in degree granting.

S TA FFIN G S TRATEGIES : To align staffing with program enrolment, staffing reductions were made in areas of low

BUDGET DEVELOPMENT & STRATEGIES

enrolment while investments were made in areas of high

GPRC delivers a balanced budget for 2019–2020. GPRC’s

enrolment. As a result of significant adjustments made in

Operational Budget Committee includes Executive Council

2017–2018 and additional retiring and separation allowances

members who have agreed to be committee members, as well

offered in 2018–2019, minimal reductions were required to

as four non-voting members: a Committee Chair, Secretary, and

retain a balanced budget for 2019–2020.

two Administrators.

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PROG RA M INV E S T M E N T: GPRC is investing in:

to move the organization through the steps necessary to satisfy

Athletics

Business & Office Administration

Campus Alberta Quality Council (CAQC) requirements for

Culinary

Degree Granting

degree-granting status.

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Elder in Residence

Fine Arts

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Heavy Equipment Technician

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Health

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Indigenization

► Sciences

With a number of new accounting standards being issued,

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ThinkBIG Service Technician

► Welding

GPRC evaluated the potential impact that these may have on

P U BLIC S EC TO R A C C O U N TIN G C O N S IDER ATIONS:

the three-year plan. The Public Sector Accounting Board has issued the following new accounting standards:

LOO K ING F ORWA R D: As in previous years and continuing

►►

PS 3430 Restructuring Transactions

into the future, GPRC has committed to reduce organizational

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PS 3280 Asset Retirement Obligations

discretionary spending, as well as to seek opportunities where

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PS 3400 Revenue

possible to generate revenue. Additionally, GPRC continues to strive to provide better service at a lower cost and continuing

PS3430 and PS3400 were determined to have no financial

investment in technological initiatives.

impact on GPRC’s next three fiscal years; GPRC is still evaluating PS3280 and its potential impact on the financial statements starting in fiscal year 2021–2022.

GPRC has continued to allocate funds for program development

P R OJ E C T E D CO N S O L I DAT E D S TAT E M E N T O F O P E R AT I O N S BY F U N C T I O N 2019–2020 BUDGET

2020–2021 FORECAST

2021–2022 FORECAST

54,671,801

54,671,801

54,671,801

703,882

703,882

703,882

Revenue   Government of Alberta grants

Note 1

Federal and other government grants   Student tuition and fees

Note 2

9,704,500

9,704,500

9,704,500

Note 3, 4

6,370,227

6,510,372

6,653,601

Donations and other contributions

Note 5

1,285,271

1,285,271

1,285,271

Investment income

Note 6

897,000

897,000

897,000

73,632,681

73,772,826

73,916,055

Instruction

29,316,395

29,501,479

29,690,280

Academic and student support

10,546,112

10,641,608

10,739,018

Facilities operations and maintenance

15,645,819

15,685,542

15,726,272

Institutional support

Sales of services and products

Total Revenue Expense

12,623,282

12,493,462

12,361,059

Ancillary services

3,001,445

2,971,380

2,940,745

Sponsored research

1,351,677

1,352,027

1,352,387

Special purpose and trust

1,147,951

1,127,328

1,106,294

73,632,681

73,772,826

73,916,055

Annual operating surplus (deficit)

-

-

-

Endowment contributions

-

-

-

Annual surplus (deficit)

-

-

-

Accumulated surplus, beginning of year

37,101,656

37,101,656

37,101,656

Accumulated surplus, end of year

37,101,656

37,101,656

37,101,656

Total Expenses

17


P R OJ E C T E D CO N S O L I DAT E D S TAT E M E N T O F O P E R AT I O N S BY O B J E C T 2019–2020 BUDGET

2020–2021 FORECAST

2021–2022 FORECAST

Revenue  Grants

Note 1

55,375,683

55,375,683

55,375,683

Tuition and related fees

Note 2

9,704,500

9,704,500

9,704,500

Sales, rentals, and services

Note 3

5,398,707

5,517,479

5,638,864

Contract programs

Note 4

971,520

992,893

1,014,737

Fundraising and donations

Note 5

1,285,271

1,285,271

1,285,271

Investments

Note 6

Total Revenue

897,000

897,000

897,000

73,632,681

73,772,826

73,916,055

Expense   Salaries and benefits

Note 7

46,521,247

47,451,672

48,400,705

Materials, supplies, and services

Note 8

15,138,802

14,228,184

13,299,395

Amortization of tangible capital assets

5,838,690

5,838,690

5,838,690

Note 9

3,680,328

3,761,295

3,844,043

Utilities

Note 10

1,702,376

1,739,828

1,778,104

Cost of goods sold

Note 11

87,238

89,157

91,118

Maintenance and repairs

Scholarships and bursaries

664,000

664,000

664,000

73,632,681

73,772,826

73,916,055

Annual operating surplus (deficit)

-

-

-

Endowment contributions

-

-

-

Total Expenses

Annual surplus (deficit)

-

-

-

Accumulated surplus, beginning of year

37,101,656

37,101,656

37,101,656

Accumulated surplus, end of year

37,101,656

37,101,656

37,101,656

BUDGET ASSUMPTIONS NOTE 1: Base funding to

N O T E 3 : Sales, rentals

N O TE 6: Investment

N O TE 9: Maintenance and

remain static for all three

and services are projected

income is estimated based

repairs are anticipated to

fiscal years.

to increase by 2.2% (CPI estimate).

on current interest rates.

increase 2.2% (CPI estimate).

N O TE 7: Salary and

N O TE 10: Utilities are

NOTE 2: Based on the anticipated continuation

N O T E 4 : Revenue from

benefit increases are a

anticipated to increase 2.2%

of the tuition freeze and

contract programs is

result of inflation and are

(CPI estimate).

forecasted static enrolment,

projected to increase by

estimated at 2.0% for both

tuition and related fees are

2.2% (CPI estimate).

2020–2021 and 2021–2022.

sold is projected to increase

assumed to remain flat over the next three years.

N O TE 11: Cost of goods

N O T E 5 : Fundraising and

N O TE 8: Materials,

donations are conservatively

supplies and services are

estimated to remain static.

anticipated to fluctuate based on planned initiatives. 18

2.2% (CPI estimate).


P R OJ E C T E D CO N S O L I DAT E D S TAT E M E N T O F CAS H F LOW S 2019–2020 BUDGET

Operating transactions   Annual surplus (deficit)

-

Add (deduct) non-cash items:      Amortization of tangible capital assets

5,838,690

Gain on sale of portfolio investments

-

Gain on disposal of tangible capital assets

-

Expended capital recognized as revenue

(2,762,248)

Increase in employee future benefit liabilities

377,184

Increase in accounts receivable

(380,076)

Decrease in inventories for resale

12,623

Increase in accounts payable and accrued liabilities

2,449,445

Increase in deferred revenue

1,436,806

Decrease in inventories of supplies

8,917

Increase in prepaid expenses

(43,668)

Cash provided by operating transactions

6,937,673

Investing transactions   Purchase of investments

(8,700,000)

Proceeds on sale of investments

8,100,000

Cash applied to investment transactions

(600,000)

Financing transactions   Debt – repayment

(533,325)

Increase in spent deferred capital contributions, less expended      Capital recognized as revenue, less in kind donations

1,187,823

Cash provided by financing transactions

654,498

Capital transactions   Acquisition of tangible capital assets

(2,900,000)

Proceeds on sale and tangible capital assets

-

Cash applied to capital transactions

(2,900,000)

Increase in cash and cash equivalents

4,092,171

Cash and cash equivalents, beginning of year

4,426,044

Cash and cash equivalents, end of year

8,518,215

19


APPENDIX B:

ENROLMENT PLAN & PRO PO SED P R O G R AM M I NG CHA NGE S Just over a year ago, GPRC was granted the opportunity to

program suspensions were submitted to Advanced Education

add degree granting to its existing program mix of certificates,

Post-Secondary Programs Branch:

diplomas, trades and continuing education. Over the past year,

►►

Drama and Performance – Suspension (3 years)

the institution has gathered feedback on proposed degrees

This program is currently being re-evaluated with a

from GPRC students, staff and faculty, and regional community

view to reinstatement

stakeholders. The first two degrees GPRC intends to offer are a Bachelor of Arts in Psychology and a Bachelor of Science in

►►

Transitional Vocational Program - Suspension (3 years)

Computing Science. GPRC will continue building its capacity

GPRC is working with Advanced Education to

to offer degree programming and will continue to work with

reinstate this much-needed program in the region.

Advanced Education as well as Campus Alberta Quality Council As well as suspending some programs, GPRC terminated

(CAQC) on GPRC’s self-study and university readiness.

programs that were either suspended for three or more years GPRC is expanding its partnership with the Southern Alberta

due to a lack of regional demand or that were never offered by

Institute of Technology (SAIT) to increase degree completion

GPRC after the addition of NAIT North to GPRC in 2008. The

options in northwestern Alberta. Starting in the Fall 2019,

following program terminations were submitted to Advanced

GPRC will be collaborating with SAIT to offer a four-year

Education Post-Secondary Programs Branch:

Bachelor of Business Administration degree with a major

►►

Commercial Beekeeper

in Management on GPRC’s Grande Prairie campus. This

►►

Heavy Equipment Certificate

additional degree completion opportunity will expand on

►►

Hospitality and Tourism Management

the existing collaboration with SAIT launched in 2017 which

►►

Outdoor Power Equipment Technician

allows GPRC students to complete a Bachelor of Business

►►

Power Engineering Second Class

Administration degree with a major in Accounting on the

►►

Pre-Employment Millwright

Grande Prairie campus.

►►

Pre-Employment Parts Technician

►►

Music Technical Theatre

For twenty years, GPRC and the University of Calgary have collaborated in offering the Bachelor of Social Work program on the Grande Prairie campus. Commencing in September 2019, this collaboration will extend to the West Yellowhead region, where the University of Calgary will offer the Bachelor of Social Work degree. The deadline to apply and be accepted into the program was March 1, 2019. Based on the regional student need and demand, and the program’s community-based Learning Circle model, the Bachelor of Social Work program attracts professionals currently working in the profession as well as some educators. GPRC evaluated all academic program offerings through the Program Review Committee in early 2019. The following

Bachelor of Social Work will extend to the West Yellowhead region.

20


G P R C F U L L LOA D E QU I VA L E N T ( F L E ) T R E N D - E X C LU D I N G A P P R E N T I C E S H I P PROGRAM NAME

SPECIALIZATION NAME

2017–2018 ESTIMATE

2018–2019 PROJECTION

2019–2020 PROJECTION

2020–2021 PROJECTION

2021–2022 PROJECTION

Aboriginal Administration

Aboriginal Administration

0.0

1.4

0.0

0.0

0.0

Academic Upgrading

Academic Upgrading

115.6

106.7

98.5

99.4

102.4

Animal Health Technology

Animal Health Technology

46.6

54.4

53.5

54.9

56.3

Business Administration Certificate

Business Administration Certificate

114.7

133.7

134.2

136.2

137.2

Business Administration Diploma

Accounting

20.1

14.8

17.0

17.3

17.5

Accounting and Investment Management

0.4

0.1

1.0

1.1

1.1

Financial Services

6.9

2.5

5.0

4.8

4.6

General

4.5

10.7

10.4

10.6

10.9

Management

2.9

4.5

6.1

7.3

8.4

Marketing

1.7

2.4

2.0

2.1

2.0

16.4

15.8

18.6

19.9

21.1

3.8

3.7

4.3

4.6

4.9

15.9

23.9

Computer Systems Technology Certificate

Computer Systems Technology Certificate

Computer Systems Technology Diploma

Computer Systems Technology Diploma

Computer Science, BSc

Computer Science, BSc

Co-operative Trades Orientation

Co-operative Trades Orientation

Early Learning and Child Care

1.6

2.1

3.0

3.2

3.5

General

73.3

82.4

85.9

93.4

100.8

Early Learning and Child Care

Early Learning and Child Care

17.9

25.2

22.8

24.2

25.7

Educational Assistant

General

28.3

16.8

17.9

18.9

21.9

Harley-Davidson® Technician

Harley-Davidson® Technician

10.0

7.0

8.0

8.9

9.9

Kinesiology

Kinesiology

8.8

15.6

16.9

20.9

24.9

Motorcycle Mechanic

Motorcycle Mechanic

16.5

6.6

10.9

10.8

10.6

Music Diploma

Music Technology

0.0

0.0

0.0

0.0

0.0

21


G P R C F U L L LOA D E QU I VA L E N T ( F L E ) T R E N D - E X C LU D I N G A P P R E N T I C E S H I P PROGRAM NAME

SPECIALIZATION NAME

2017–2018 ESTIMATE

2018–2019 PROJECTION

2019–2020 PROJECTION

2020–2021 PROJECTION

2021–2022 PROJECTION

4.7

7.5

6.1

6.2

6.4

11.5

11.8

11.4

11.5

11.4

7.2

5.0

5.0

6.0

6.0

Office Administration

18.0

11.6

10.8

10.9

11.1

Oil & Gas

11.1

8.8

7.0

8.9

9.9

3.3

3.2

3.5

3.7

5.0

174.2

143.8

144.8

136.9

134.2

Performance Office Administration Certificate

Basic Bookkeeping Legal

Dental Office Clerk

Dental Office Clerk

Open Studies

Open Studies

Parts & Materials Technician Certificate

Parts & Materials Technician Certificate

11.4

4.9

4.9

4.3

4.5

Perioperative Nursing

Perioperative Nursing

9.8

11.2

14.4

14.8

15.3

Personal Trainer

Personal Trainer

21.3

16.1

19.9

23.9

25.7

Psychology, BA

Psychology, BA

32.8

62.6

Power Engineering

Fourth Class

12.6

16.0

15.9

15.9

15.9

Third Class

5.7

0.0

6.0

8.9

9.4

Pre-Employment

Welding

9.5

5.0

6.6

7.1

7.5

ThinkBIG Service Technician

ThinkBIG Service Technician

43.8

65.5

76.5

74.6

77.5

Unit Clerk

Unit Clerk

32.4

25.7

27.8

29.8

31.8

UT: Bachelor of Arts

UT: Bachelor of Arts

105.5

110.3

116.1

96.4

79.5

UT: Bachelor of Commerce

UT: Bachelor of Commerce

31.0

39.4

29.8

32.8

35.8

UT: Bachelor of Education

UT: Bachelor of Education

134.2

131.1

132.2

136.2

138.2

UT: Bachelor of Engineering

UT: Bachelor of Engineering

24.3

18.3

16.8

15.4

13.9

UT: Bachelor of Fine Arts

UT: Bachelor of Fine

3.3

4.9

5.0

4.5

5.0

UT: Bachelor of

UT: Bachelor of

Kinesiology

Kinesiology

40.6

34.4

38.4

39.1

39.8

UT: Bachelor of Music

UT: Bachelor of Music

4.4

4.8

3.0

4.0

4.5

UT: Bachelor of

UT: Bachelor of

Science

Science

58.7

69.1

67.5

67.8

68.2

Arts

22


G P R C F U L L LOA D E QU I VA L E N T ( F L E ) T R E N D - E X C LU D I N G A P P R E N T I C E S H I P PROGRAM NAME

SPECIALIZATION NAME

UT: Bachelor of Science in Computing Science

UT: Bachelor of

UT: Bachelor of Science in Nursing

UT: Bachelor of

Visual Arts and Design

Visual Arts and Design

Science in Computing

2017–2018 ESTIMATE

2018–2019 PROJECTION

2019–2020 PROJECTION

2020–2021 PROJECTION

2021–2022 PROJECTION

8.3

12.7

9.8

3.0

2.0

138.7

134.6

134.2

131.2

131.8

23.4

25.3

25.8

26.8

28.8

1438.8

1427.0

1455.2

1507.8

1569.4

Science

Science in Nursing

Grand Total

G P R C F U L L LOA D E QU I VA L E N T ( F L E ) T R E N D – A P P R E N T I C E S H I P PROGRAM NAME

Apprenticeship

SPECIALIZATION NAME

2017–2018 ESTIMATE

2018–2019 PROJECTION

2019–2020 PROJECTION

2020–2021 PROJECTION

2021–2022 PROJECTION

24.0

21.9

23.2

24.6

26.0

Carpenter

12.5

15.2

14.4

13.4

12.1

Electrician

86.6

79.5

65.7

53.1

42.1

5.5

4.5

3.6

Automotive Service Technician

Gasfitter Heavy Equipment

65.1

70.8

79.6

87.8

94.9

2.4

2.1

2.0

1.7

1.5

23.2

20.6

25.9

32.1

38.8

Motorcycle Mechanic

16.9

11.9

14.5

17.3

20.2

Parts Technician

11.8

10.5

13.7

17.3

21.5

Plumber

9.9

8.5

8.4

8.2

7.8

Sheet Metal Worker

2.0

1.0

1.3

1.6

1.9

Steamfitter/Pipefitter

13.4

8.3

10.7

13.6

16.8

Welder

20.6

18.2

24.7

33.0

43.2

288.4

268.5

289.5

308.0

330.5

Technician Instrumentation and Control Technician Industrial Mechanic (Millwright)

Grand Total

23


APPENDIX C:

RESEARCH, APPLIED RESEARCH & S C H O L A R LY A C T I V I T I E S In 2018, GPRC marked its tenth year of institutional support

research facilities that will provide the knowledge generation and

for the activities of the Research and Innovation department.

application, workforce skills, and talent retention that will help

During that time, the College has been successful in securing

shape the future economy and society of northwest Alberta.

Tri-Council and other major grant funding, has contributed to regional innovation through direct support for community

GPRC has embarked on a path towards a new era of research

inventors and the Grande Prairie Regional Innovation

and innovation support, highlighted by goals to build faculty

Network, and has worked to build an institutional culture

capacity for scholarly work, delineate institution-defining

of scholarship. Over the past three years, research and

Signature Areas of Scholarship, promote and evolve the

innovation supports have shifted from being largely externally

showpiece National Bee Diagnostic Centre laboratory, and

directed under the Centre for Research and Innovation

expand inter-institutional collaboration while maintaining the

(CRI), to a more institutionalized entity (GPRC Research and

agility to align with evolving federal and provincial

Innovation department) focused on building faculty capacity

government priorities.

for scholarship, while developing new opportunities for student learning and inter-institutional partnerships.

To make GPRC an institution that is attractive and beneficial to students, industry, communities, and funding agencies,

GPRC recognizes that a renewed strategy for scholarship

GPRC Research and Innovation (RI) is implementing a strategic

support is required to meet the higher public and peer

plan specifically written to meet the priorities of stakeholders

expectations that will accompany degree granting and,

including Alberta Advanced Education, Campus Alberta Quality

ultimately, university status. At the same time, students,

Council, Alberta Economic Development and Trade Innovation

community, government, and other stakeholders look to GPRC

Framework (ARIF), and Canada Tri-Council. GPRC RI takes

to provide subject matter expertise and advanced applied

the position that robust central support for scholarly work and the building of an institutional culture that identifies GPRC as a place of learning for students, faculty, staff, and community alike, is an important contributor to the maturation of GPRC as an institution of higher education.

24


RESEARCH AND INNOVATION

PRIORITY 1

FAC IL ITAT E A ND S U P P O RT S C H O L A R S H I P A S A

►►

Clean Technologies, Energy, and Sustainable Systems Environmental Remediation

CORE PA RT OF FA C U LT Y A N D S T U DE N T A C TIVITY.

Innovation in Extractive and Land Use Practice GPRC RI seeks to provide pathways to connect research and

Natural Gas Product Value Chain

teaching, to encourage faculty leadership in major research

Solar Energy

initiatives, and to set the foundation for five institutional

Geothermal Energy

signature areas of scholarship that will provide a widely

Sensors, Instruments, and Automation

understood and characterizing institutional identity. GPRC RI will also create new, meaningful opportunities for students

►►

Rural and Northern Community Enhancement

to conduct self-directed mentored research and scholarly

Indigenous Culture and Communities

activities that build skills, enhance Curricula Vitae, form

Access to Education, Health, and Public Services

community connections, and foster regional talent retention.

Sustainability in Business and Entrepreneurship Community Asset Mapping Culture and Place-Making

ON GO ING E F F ORT S T O B U I L D A C U LT U R E OF FAC ULT Y S CHOLA R S H I P : ►►

►►

►►

Internal awareness campaign promoting five areas of

S TU DEN T RES EA RC H O P P O RTU N ITIES

scholarship based on the Boyer model

In 2018, GPRC piloted several new initiatives to provide

Internal faculty research seed awards designed to

students with opportunities to develop career skills, build

encourage faculty to undertake work that will lead to

future employment networks, and establish advanced standing

long-term projects

for academic transfer. Each of the following initiatives proved

Scheduled research exploratory and dissemination events

successful and will be expanded over the next three years: ►►

GPRC SIGNATURE AREAS OF SCHOLARLY ACTIVITY: ►►

Student Research Awards (multiple $5,000 scholarships to advance student-led research initiatives)

Advanced Microbiological Diagnostics, Ecology, Animal

►►

Health and Nutrition

Student Entrepreneurship Competition (supported by regional financial organizations, local businesses and

Pollinator Health Diagnostics

municipal agencies)

Antimicrobial Resistance

►►

Forage and Feed Quality for Animal Health

NBDC Internships (student placement opportunities within a range of disciplines at GPRC’s advanced molecular and

Food Quality for Human Health

microbiological laboratory)

Animal Care and Animal Use Alternatives

►►

Student Research Assistantships (RA opportunities within GPRC’s tri-agency funded initiatives)

►►

Human Health, Wellness, and Education

►►

Mental Health and Substance Misuse

Faculty Mentor Pool (a multi-disciplinary pool of instructors available to guide student projects)

Youth Engagement and Homelessness

►►

High Performance Sport

Regional Industry Research Internships (new initiative to be piloted in 2019–2020)

Public Safety Health Education Clinical Processes

25


PRIORITY 2 ALIG N GP RC RE S EA R C H A N D I N N O VAT I O N

beekeepers by providing advanced diagnostic services,

ACT IVIT IE S WIT H R E G I O N A L I N T E R E S T S

GPRC will seek to build on established partnerships with

AND N E E D S .

entities such as Agriculture and Agri-food Canada (AAFC), Alberta Agriculture and Forestry (AAF), the University of British

GPRC RI intends to employ research expertise, facilities, and

Columbia, and the University of Saskatchewan by developing

equipment in the solving of community-identified problems,

new industry and academic partnerships to advance research

leading to improved local economic and social health,

in other areas of agricultural and agri-food sciences. GPRC

reconciliation with regional Indigenous Peoples, skills-building

faculty recruitment will focus on securing new experts ready to

opportunities for students, and regional talent retention. GPRC

make use of this flagship facility.

RI will ensure GPRC research and innovation activities meet Campus Alberta, Alberta Research and Innovation Framework

C O MMU N ITY EN H A N C EMEN T RES EA RCH

(ARIF), and Tri-Council standards of practice, rigour, and peer

Over three years, GPRC’s Tri-Agency funded Police and Crisis

review, whilst also addressing government priorities, enshrining

Team (PACT) evaluation project has created a new institutional

the highest standards of regulatory compliance, and providing

capacity and authority in community-based applied research

lasting value to the province and wider society.

and social innovation in the areas of mental health supports and public safety. As this project draws to a close, GPRC

RESEA RCH A ND IN N O VAT I O N – M A J O R I N I T I ATIVES

faculty researchers have embarked on a new two-year Social

NAT IO NA L BE E D IA G N O S T I C C E N T R E

Sciences and Humanities Research Council (SSHRC) funded

The recently expanded National Bee Diagnostic Centre

project to study youth civic engagement in rural and resource

(NBDC) laboratory has received renewed five-year Natural

communities. GPRC’s commitment to this field of research

Science and Engineering Research Council (NSERC) and

is strategic; the goal is to develop a northern Alberta hub of

Technology Access Centre funding. As a result, the lab will

expertise in rural and northern community enhancement that

undergo a transformative expansion in scope to capitalise on

is based on best practices of mutually beneficial, community

its expertise and capacity to undertake advanced molecular

based applied research and social innovation.

and microbiological genomic and diagnostic services. While continuing to directly support Albertan and Canadian

C LEA N TEC H N O LO GIES In 2019–2020 GPRC will submit major funding proposals to establish a new, robust, long-term initiative to ground research in the broad area of clean technologies to support the energy, forestry, and agriculture sectors. The initiative will be multi-disciplinary in nature, applying research and innovation in automated systems and processes, alternative energy applications at northern latitudes, innovative extractive and land use practices, and electric transportation. The establishment of this initiative will require strong support from GPRC, government, and industry.

Expanded National Bee Diagnostic Centre (NBDC) laboratory.

26


APPENDIX D:

U N DE RRE P R ES EN TED L E A RNE RS GPRC is the only Canadian post-secondary institution to house

Services (ASDS). ASDS continues to accommodate a number

an on-campus Friendship Centre. Through our Indigenous

of students with disabilities to attend videoconference courses

Liaison position, our Elder in Residence and our Indigenous

at GPRC’s regional learning centres in Edson, Hinton, Jasper

Tutor, GPRC ensures institutional leadership is connected

and Grande Cache. To improve and maintain learner access for

to Indigenous students and supportive of the many cultural

students in the West Yellowhead region, GPRC ASDS coordinates

celebrations they lead. Self-identified Indigenous students

on-site visits with staff and students. Additionally, ASDS is working

account for 12% of the student body, a figure that is indicative

with the Grande Prairie Public, Catholic and Peace Wapiti school

of the strong partnerships and collaborations the College has

districts to support students with disabilities in their transition

established with the Grande Prairie Friendship Centre, the

from high school to post-secondary. To increase the awareness

Grande Prairie Aboriginal Circle of Services, regional bands and

of services and supports for students requiring academic

other regional Indigenous partners. The College continues to

accommodations, ASDS staff has attended parent-teacher

develop campus Indigenous student support programs and is

interviews, as well as parent-student information nights. ASDS

actively supportive of the Circle of Indigenous Students and the

have implemented the Clockwork software to deal with hiring,

Elder in Residence.

supervision, and support for local service providers in the region. Furthermore, regional students and community organizations’

2017–2018 Aboriginal Students – Self-Declared

educational needs are fulfilled through the GPRC Continuing Education department. GPRC’s Continuing Education department offers a wide variety of courses and programs in industry training, community, health, business and professional, safety and industry, and environmental science. These courses and programs allow learners to get trained in the field or potentially transition to a post-secondary education program. Courses and training are predominantly offered face-to-face, but delivery methods include video-conferencing, online teaching, camps, contracts and regional partnerships.

For over six years GPRC successfully offered a fully-enrolled Transitional Vocational Program (TVP) on the Fairview campus.

Accessibility Supports and Disability Services – Students Registered

GPRC understands the need and demand of the regional community and learners for this programming and, thus, has advocated for its reinstatement. GPRC is currently working with Advanced Education to solve the funding formula and offer the program in the near future. GPRC is fully aware of how crucial TVP is to our regional communities and will continue to consult with Advanced Education on how best to deliver this important programming. Underrepresented learners such as students with disabilities are resourced by GPRC Accessibility Support and Disability

27


APPENDIX E:

C OMMUNITY IN ITIATIVE S & R E GI ONA L S T E WA RD SHI P Regional communities, municipalities, organizations, and

in-depth overview of the Registered Apprenticeship Program

businesses have strong collaborations with GPRC through

(RAP). Students were able to visit various local businesses to

research projects, fundraising activities, community

apprentice local tradespeople, as well as participate in hands-on

partnerships, and program offerings. These collaborations

learning opportunities. The camp culminated with full tours of

enhance GPRC’s presence in the stewardship region and

the West Fraser Saw Mill and Pulp Mill. Out of 20 students, 14

increase its ability to serve stakeholders in its communities.

expressed interest in pursuing a RAP placement and, as of midJanuary 2019, three students have successfully begun working

DU AL CRE D IT: GPRC’s dual credit program has seen

within their placement.

tremendous growth as it has developed partnerships with communities, high schools, and industry over the past four

GPRC also fosters supportive and positive relationships with

years. The goal of the program is increasing high school

key stakeholders including prospective students, alumni,

graduation and transition to post-secondary rates in the region.

residents of the Peace Region, elected officials, members of

Twelve partnership agreements involving industries and school

the business community, media, community organizations,

divisions across Alberta continue to contribute significantly to

potential and current donors, and government personnel.

the program’s success. These agreements continue to provide

This is accomplished through its cross-functioning areas

access to high school students who are interested in pursuing

including Communications and Marketing, Event Services and

post-secondary education and programming at GPRC.

Development and Alumni Services.

LABOU R E D UCAT IO N A P P L I E D R E S E A R C H N ORTH

►►

The Communication and Marketing unit supports

(L EARN): The LEARN partnership is a joint research initiative

the stakeholder relationship management function of

involving Northern Alberta Development Council (NADC) and

the College, marketing initiatives to support student

a group of northern Alberta colleges including Grande Prairie

recruitment efforts and providing professional advice

Regional College, Keyano College, Northern Lakes College,

and support to the College on external and internal

and Portage College. The LEARN advisory committee meets

communication;

regularly, providing input into new research projects in the

►►

The Events Services team provides educational, cultural

areas of industry trends, social changes, occupations, and

and conference/meeting services to the community and

training needs that impact learners in northern Alberta. LEARN

generates revenues for the College; and,

is currently assessing labour market needs of northern Alberta

►►

The Development and Alumni Services team generates

through the “Information Technology Related Skills and

revenues through fundraising and strengthens and

Training Needs in Northern Alberta” project. This research

maintains relationships with alumni and donors.

project will provide necessary information on technology programming and courses needed in the region. In December 2018, in partnership with Careers: the Next Generation and funding from the Forestry Futures Alliance, GPRC West Yellowhead took on a project management initiative in the creation of a Forestry Trades Camp experience for high school students in Hinton. Twenty students from Grades 10 through Grade 12 spent time learning about the forestry industry, different trades within the sector, and an

The expansion of the GPRC athletics facilities will continue into 2020.

28


APPENDIX F:

GOV E RNM EN T PR IO R IT I E S SEXUAL VIOLENCE PROTECTION GPRC has developed and approved through Academic Council

Free, confidential, and professional help for GPRC students

a Sexual Misconduct policy that applies to all faculty, staff and

who need mental health support or general counselling is

students. This policy was approved by both Academic Council

available. Students can take advantage of these services by

and Executive Council, for it is pan-institutional in scope. This

making an appointment to see a mental health counsellor or the

project has been one that involved all stakeholders, ensuring

psychologist on both the Grande Prairie and Fairview campuses

that GPRC is able to address their concerns within the policy.

as well as at the learning centres in the West Yellowhead region.

Additionally, departmental staff will receive ongoing training in order to deal with issues arising and to implement

The student mental health team assists students with various

policy guidelines.

mental health concerns including anxiety and depression, coping-related concerns, self-esteem concerns, relationship

In addition to the Sexual Misconduct policy, GPRC has

issues, grief and loss, and sexual assault.

launched a Mental Health Services team that comprises a registered psychologist and mental health counsellors. The

After consultation and collaboration with students and our

team is available to help students who are in distress or who

communities, GPRC has created a Mental Health Strategy to

have experienced sexual assault. In addition, GPRC will

guide the growth and improvement of mental health services

continue to support and enhance services that contribute to

at GPRC.

an increasingly supportive environment for faculty, staff, and students on all campuses.

Initiatives in the GPRC Mental Health Strategy currently in

STUDENT MENTAL HEALTH

►►

place include: Development of a Regional Mental Health Committee

GPRC supports student mental health through various support

that facilitates collaboration and coordination or

services including Peer Counselling, on-campus Student Mental

resources with internal student supports

Health Services that includes a Registered Psychologist and

and external community mental

Mental Health Counsellors, and the RBC Centre for Student

health resources with GPRC

Wellbeing. These services have been broadened and deepened

Mental Health Services.

by provincial funding in much-needed ways, which underscores the College’s hope that this support will continue into the future.

29


APPENDIX G:

(Committee members include PACE, HIV North,

I NT E R NAT I ONA L I Z AT I O N

Alberta Health Services, Peace Collaborative Services, GPRC Indigenous Student Liaison, SAGPRC.) ►►

►►

►►

►►

►►

Participation in the National College Health

Neither GPRC nor Advanced Education has a formalized

Assessment to gather information on a wide range

international strategy, but GPRC continues to serve

of health and mental health indicators for GPRC

international students through various on-campus student

students to help guide student support services and

services. GPRC has an international student liaison in charge

mental health services programming.

of providing assistance and guidance to international students.

Reassessment of the sufficiency of current GPRC

International student enrolment has steadily increased 86%,

mental health services’ space.

from 36 students in 2013–2014 to 67 students in 2017–2018.

Increase of mental health promotion and educational events including Wellness Fair, The Inquiring Mind,

Although an international strategy does not exist at the College,

Coping Skills Workshops, Bell Let’s Talk, and Make

GPRC students and faculty continue to showcase their talent

Some Noise for Mental Health.

and skills at an international level. Three fourth-year students

Facilitation of the Miyo-Pematiwin Talking Circles in

from GPRC’s department of nursing are currently in Ghana

partnership with the On-Campus Friendship Centre

with students from the University of Alberta studying the

to support student mental health within the context

Ghanaian health care system and patient care services. This

of cultural wisdom and teachings from leaders within

is a rare opportunity for GPRC students and faculty to learn

the Indigenous community.

about international health care systems through a successful

Creation of staff training workshops to improve staff

collaboration between GPRC and the University of Alberta.

and faculty competence with supporting students in distress.

GPRC boasts an internationally recognised Concert Choir. The choir received a once in a lifetime opportunity to perform

GPRC will continue to diversify and enhance student

at Carnegie Hall in New York in the fall of 2018. Distinguished

mental health supports by engaging students, staff and

Concerts International New York (DCINY) extended an invitation

faculty, and the regional community, by raising awareness

to the choir led by GPRC Fine Arts instructor Tina Alexander-

through various initiatives. Future initiatives include but

Luna to participate in a performance of Handel’s Messiah on

are not limited to:

the DCINY Concert Series in New York City. The performance

►►

Facilitating the participation of GPRC Student

in Isaac Stem Auditorium at Carnegie Hall took place on

Services in a Diversity Assessing event in

Sunday, November 25, 2018. GPRC will continue working with

partnership with HIV North in order to evaluate the

international institutions and organizations to enhance our

strengths and weaknesses of support for diversity

students’ experiences.

and inclusivity within GPRC student services. ►►

Building capacity and working towards the completion of the commitments outlined in the GPRC Mental Health Strategy. These include goals aimed at improving GPRC’s mental health services and support of mental health in the College community. These goals fall within the broad areas of: Institutional Organization, Planning, and Policy Campus Environment Mental Health Awareness and Promotion Mental Health Services

GPRC choir members at Carnegie Hall.

30


APPENDIX H:

C A P I TAL PL AN

GPRC’s master plan was updated in the Fall of 2017 and, with

Key projects emphasized in the capital plan include:

revisions, will guide facilities and capital activities for the next

►►

The expansion of athletics facilities, with planning work continuing into 2019–2020

ten to twenty years. ►►

The decanting of the Cardinal building in Grande Prairie

Enrolment research, space needs, utilization, and information

following the transfer of health studies programs to the

gathered from stakeholder engagement helped determine

new regional hospital, with planning work continuing

priority capital projects for GPRC. The utilization of GPRC

into 2019–2020

facilities and the need to repair or refurbish these facilities was

►►

The expansion of trades, certificate, and diploma program offerings that best align with our service region

also considered in the development of this capital plan. The Academic division’s plans for new programming were factored into the capital plan, including the scenario of the College

Further details on each project and funding status are provided

achieving degree-granting status.

in the accompanying tables.

Priority capital projects include decanting part of the Douglas

A new analytics hierarchy process will be rolled out in

J. Cardinal building in Grande Prairie to increase informal

2019–2020 to help prioritize capital planning and approvals that

student learning space, improve utilization, and consolidate

will further standardize administrative processes and schedule

programming in the main building. High utilization levels

priority projects for development. This initiative will be aligned

support the expansion of the gymnasium and other athletics

with criteria derived from GPRC’s strategic planning process.

and recreational facilities on the Grande Prairie campus. An institutional desire to expand trades, certificate, and diploma

In 2018–2019, the process for managing capital equipment was

related program offerings supports increased investment in

improved through the completion of an evergreen inventory. This

both infrastructure and equipment to train and retain students

list of replaceable capital assets will be used to improve budget

within our region upon completion of their studies. In addition,

forecasting and to streamline administration. The inventory

consolidating support services in the Administration Centre is a

will include capital training equipment, information technology

priority of the Fairview portion of the Master Plan.

hardware, fleet vehicles and other capital assets that require replacement on a regular basis.

Internal stakeholder consultation surrounding the future development of GPRC’s infrastructure is an ongoing process, and additional recommendations that align with our strategic plan may also be incorporated into the capital plan. The current list of recommendations may be seen in GPRC’s master plan document. Sequencing surrounding these priority capital projects is still to be determined as GPRC works through a strategic planning initiative.

Planning for the expansion of the athletics facilities will continue into 2020.

31


CA P I TA L P R OJ E C T S 2 0 1 9 – 2 02 2

PROJECT CATEGORY

STRATEGIC ALIGNMENT

TIMELINE

ESTIMATED

FUNDING

BUDGET

SOURCES

Priority –

Proposed projects that must proceed in the next 3 to 5 years to address critical infrastructure and capacity

Proposed

needs. These projects have been submitted for funding support from the Government of Albert (GoA).

Priority 1: High Performance Athletics Training Centre & Gym (Grande Prairie Campus) – Creation of a regional High Performance Athletic Training Centre to support student and community needs and expansion of the gym to accommodate athletic and community needs. A concept for the project is included in the updated Campus Master Plan. Extensive consultations with students, faculty, staff, and members of the community have identified that updates to the College’s athletics facilities are a priority. These updates include creation of a regional centre to meet the training needs of elite athletes (the region currently lacks this facility) and expansion of the gym so that the College can properly host Alberta Colleges Athletic Conference events as well as national championships.

►►

GoA: $14,176,548

Excellence in the student experience through quality programming and support services

►►

2021–2022

Excellence in accessible educational opportunities and resources for all learners

►►

to

Foundation & $34,176,548

2023–2024

Community: $10,000,000

Excellence in community engagement and partnerships

GPRC: $1,000,000

Priority 2: Cardinal Building Decant (Grande Prairie Campus) – Renovations to the Cardinal building following the transfer of the baccalaureate Nursing program to the new regional hospital in Grande Prairie in 2020. The project concept is outlined in more detail within the Campus Master Plan. The renovations are intended to update the Cardinal building to improve the student experience through increased study space, a redesigned library and student learning centre, barrier-free washrooms and other amenities, classroom upgrades, and the reconfiguration of departments to improve pedestrian flow. Space utilization will be optimized through room redesign that aligns classroom, lab, and trades space to class size, as per enrolment projections.

GoA: $25,000,000 ►►

Excellence in the student experience through quality programming and support services

►►

Excellence in accessible educational opportunities and resources for all learners

2019–2020 to 2023–2024

Foundation & $31,857,000

Community: $4,000,000 GPRC: $2,857,000

32


CA P I TA L P R OJ E C T S 2 0 1 9 – 2 02 2

PROJECT CATEGORY

STRATEGIC ALIGNMENT

TIMELINE

ESTIMATED

FUNDING

BUDGET

SOURCES

Priority 3: Expansion of Trades Program Offerings (Grande Prairie & Fairview Campuses) – Economic indicators and enrolment pressures on both campuses for trades, diploma and certificate programs warrant additional investment to meet demand from prospective students. Planning efforts surrounding this expansion are ongoing with infrastructure requirements yet to be determined but it will warrant significant investment in our institution.

GoA: $50,000,000 ►►

Excellence in the student experience through quality programming and support services

►►

2020–2021 to

Excellence in accessible educational opportunities and resources for all learners

Foundation & $75,250,000

Community:

2024–2025

$20,000,000 GPRC: $5,250,000

Priority 4: Health Education Centre Parking (Grande Prairie) – The College will develop a new surface parking lot adjacent to the new regional hospital in Grande Prairie. Parking rates within the AHS parkade are not feasible for GPRC students, faculty, and staff as they will also require parking permits on the College’s main campus. The new 150–200 stall surface lot will provide safe access near the new facility and allow for future expansion based on program growth and parking demand.

►►

Excellence in the student experience through quality programming and support services

►►

Excellence in accessible educational opportunities and resources for all learners

Priority – Approved

2019–2020 to

$1,000,000

GPRC: $1,000,000

2020–2021

Approved projects that are either underway or will proceed in the next 3 to 5 years to address critical infrastructure and capacity needs. These projects have been approved or funded, in part, by the Government of Alberta.

Priority 1: Health Education Centre (Grande Prairie) – Creation of a 4,000 square metre facility in the new regional hospital in Grande Prairie that will be used to house College health-related programming. The opening of the centre will coincide with the planned opening of the hospital in 2020. The centre is being fully funded by Alberta Infrastructure and Alberta Health Services.

►►

►►

Excellence in the student experience through

Incorporated

quality programming and support services

2020–2021

into hospital

Excellence in accessible educational

completion

project

opportunities and resources for all learners

33

budget

GoA through Alberta Infrastructure & Alberta Health Services


CA P I TA L P R OJ E C T S 2 0 1 9 – 2 02 2

PROJECT CATEGORY

STRATEGIC ALIGNMENT

TIMELINE

ESTIMATED

FUNDING

BUDGET

SOURCES

Priority 2: Classroom Restoration (Grande Prairie & Fairview) – The College is experiencing space constraints for some of its programs due to increased enrolment or seat allocations from AIT, increased demand for student support services and the aging of its art studio facilities. While the Cardinal building decant project has not been approved, the College recognizes the need to address these constraints and align them with the overall decant project. These funds will be utilized to plan and execute solutions for short-term space pressures on the Grande Prairie and Fairview campuses while ensuring alignment with the unapproved decant project. ►►

Excellence in the student experience through quality programming and support services

►►

►►

Excellence in accessible educational

2019–2020

opportunities and resources for all learners

completion

$1,200,000

GPRC: $1,200,000

Excellence in Enterprise Risk Management through anticipatory and responsive initiatives

Projects – Other

Other projects being planned or undertaken by the College. These projects require funding but are of lower priority than those listed in the Priority – Proposed category, proposed projects that do not require provincial funding, and/or planned projects being fully funded by the College and/or the Foundation and community.

Project 1: Centre for Teaching and Learning (Grande Prairie and Fairview) – The Centre for Teaching and Learning will work with programs and instructors to ensure the highest quality learning experience is provided our students. It will promote excellence in teaching and empower instructors to implement best teaching practices and educational technology emerging from evidence-based research. ►►

Excellence in the student experience through quality programming and support services

►►

Excellence in Enterprise Risk Management

2020–2021

$500,000

GPRC: $500,000

through anticipatory and responsive initiatives Project 2: Spiritual Room (Grande Prairie) – Stakeholder feedback gathered during the development of GPRC’s Master Plan identified the need for a spiritual space on the Grande Prairie campus. The project will develop a multi-faith spiritual space that promotes well-being for students, faculty and staff. ►►

Excellence in the student experience through quality programming and support services

►►

Excellence in accessible educational opportunities and resources for all learners

34

2020–2021

$500,000

GPRC: $500,000


CA P I TA L P R OJ E C T S 2 0 1 9 – 2 02 2

PROJECT CATEGORY

STRATEGIC ALIGNMENT

TIMELINE

ESTIMATED

FUNDING

BUDGET

SOURCES

Project 3: Student Residence (Fairview) – Replacement of three dormitories with a facility reflecting current student housing standards. Extensive consultations with students, faculty, staff, and members of the community, through campus master planning, indicate that the current condition of the dormitory residences is a major concern. The buildings date to the 1980s and do not reflect current standards, such as for washrooms, study space, and barrier-free access. A facility review in 2015–2016 concluded that repairs and renovations are not cost-effective. The College plans to review its options, such as engaging with a partner to design/build/operate the residence, before commencing the project. The review will include a complete business case that includes a review of the impact of the project on College debt and cash flows. GPRC: $1,100,000 ►►

Excellence in the student experience through quality programming and support services

►►

Excellence in accessible educational opportunities and resources for all learners

2019–2020 to

Foundation & $6,000,000

2021–2022

Community: $1,333,000 Debt: $3,567,000

Project 4: Culinary School (Jasper) – Based on community interest, the College is investigating the potential for a culinary school or teaching facility in Jasper to support the regional tourism and hospitality sector. Since the project is in the discovery phase, a budget has not yet been developed. The budget provided below reflects planning funds only. ►►

Excellence in the student experience through quality programming and support services

►►

2019–2020

Excellence in community engagement

to

and partnerships ►►

$20,000

GPRC: $20,000

2020–2021

Excellence in accessible educational opportunities and resources for all learners

Improvements underway on GPRC's Fairview campus.

GPRC Jasper, the potential home for the culinary school.

35


CA P I TA L P R OJ E C T L I S T

PROJECT CATEGORY

FUNDING SOURCE

2019–2020

2020–2021

2021–2022

Government

-

$10,000,000

$13,176,548

GPRC

-

$500,000

$500,000

Foundation & Community

-

$2,000,000

$8,000,000

Debt

-

-

-

-

-

$25,000,000

$500,000

$1,457,000

$900,000

Foundation & Community

-

-

$4,000,000

Debt

-

-

-

Priority - Proposed Projects Planned 1. Athletics Facilities - Grande Prairie Campus

2. Decant of Cardinal Building - Grande Prairie Campus Government GPRC

3. Expansion of Trades Program Offerings (Grande Prairie & Fairview Campuses) Government

-

-

$50,000,000

GPRC

-

$250,000

$5,000,000

Foundation & Community

-

-

$20,000,000

Debt

-

-

-

-

-

$100,000

$900,000

-

Foundation & Community

-

-

-

Debt

-

-

-

Government (SIF)

-

-

-

GPRC

-

-

-

Foundation & Community

-

-

-

Debt

-

-

-

-

4. Health Education Centre Parking Government GPRC

Priority - Approved Projects 1. Health Education Centre - Grande Prairie (Hospital)*

* The cost of the space being provided to the College in the new hospital is incorporated into the larger hospital project budget under Alberta Infrastructure and Alberta Health Services. As a result, the project is not a capital expenditure for the College.

36


CA P I TA L P R OJ E C T L I S T

PROJECT CATEGORY

FUNDING SOURCE

2019–2020

2020–2021

2021–2022

-

-

-

$700,000

$250,000

$250,000

Foundation & Community

-

-

-

Debt

-

-

-

Government

-

-

-

GPRC

-

$500,000

-

Foundation & Community

-

-

-

Debt

-

-

-

Government

-

-

-

GPRC

-

-

-

Foundation & Community

-

$500,000

-

Debt

-

-

-

-

-

-

$100,000

$1,000,000

-

Foundation & Community

-

$1,333,000

-

Debt

-

$3,567,000

-

Government

-

-

-

$20,000

-

-

Foundation & Community

-

-

-

Debt

-

-

-

-

$10,000,000

$88,176,548

$1,420,000

$4,857,000

$6,650,000

Foundation & Community

-

$3,833,000

$32,000,000

Debt

-

$3,567,000

-

Total

$1,420,000

$22,257,000

$126,826,548

2. Classroom Restoration Government GPRC

Projects - Other 1. Centre for Teaching & Learning

2. Spiritual Room

3. Student Residence - Fairview Campus Government GPRC

4. Culinary School - Jasper

GPRC

Capital Spending Summary Government GPRC

37


APPENDIX I:

IN F O RMATIO N TEC H N O L OGY Information Technology (IT) provides critical support to the

each incrementally improving our systems’ resistance to

student learning experience at GPRC. On campus, wireless

malware and penetration attempts. This focus will continue, with

networks provide students with fast, easy access to course

additional testing and improvements occurring annually.

resources, research materials, and student records, along with the ability to easily connect with instructors and other students.

Continual investment in and regular maintenance of major

Off campus, IT improves access to students throughout the

technology systems ensures that these systems will continue

service region by offering real-time classroom experiences and

to support GPRC into the future. In 2019–2020, the College

online course delivery.

will continue to update and enhance our Enterprise Resource Planning (ERP) systems, focusing on existing HR systems and

IT supports academic productivity and innovation, applied

classroom scheduling software, as well as upon a multi-year

research, and administrative efficiency through applications

project to migrate GPRC’s Student Information System to a

and software that reduce workloads, support informed decision

cloud based system that will integrate with our existing ERP

making, and allow for the storage, retrieval and analysis of data.

while adding critical CRM functionality.

In response to risks related to cyber security, GPRC has

The following priority initiatives are ongoing, multi-year

increased capacity for cyber security testing and has

activities that provide GPRC with wide-reaching benefits such

undertaken a review of our network and server systems with a

as business process automation and standardization. The

focus on security and malware prevention. The result has been

projects listed after the Priority Initiatives are specific activities

a number of improvements and modifications to our systems,

of a shorter duration, often one year or less, that respond to immediate academic and business needs.

SUMMARY OF KEY PRIORITY INITIATIVES The following is a list of the key IT priority initiatives that GPRC will be undertaking in the 2019–2022 period that require an incremental investment by the College.

Incorporating technology into the classroom.

38


P R OJ E C T S

PRIORITY ALIGNMENT

Cyber Security Awareness and Monitoring: The 2019–2020 year will see a continued focus on improvements to security awareness, monitoring, and controls at GPRC, including the following initiatives: ►►

Deployment of mobile device management system

►►

Increased staff security awareness training

►►

Increased security of network and server systems based

Enterprise Risk Management through Anticipatory and Responsive Initiatives.

on cyber security testing and analysis

Student Information Systems: As the implementation of new student management software nears completion, the 2019–2020 year will see a focus on integrating this software with our Financial and Human Resources systems to form a Enterprise Resource Planning (ERP). Business process enhancements will continue to be a

Student Experience through Quality Programming and Support Services

core component of the implementation.

Human Resources Systems: As part of an ongoing commitment to innovation and automation, several initiatives in 2019–2020 will concentrate efforts to increase functionality in our Human Resources software. These initiatives are primarily focused on new self-service functionality for staff and faculty, along with enhancements to

Student Experience through Quality Programming and Support Services

business processes.

Desktop Computer Evergreening: Continued investment in the scheduled replacement of end user computing equipment to ensure that users have current computing equipment.

Student Experience through Quality Programming and Support Services

Infrastructure Maintenance / Evergreening: Continued investment in IT infrastructure is necessary to ensure that infrastructure is current, stable, and meeting

Student Experience through Quality

institutional needs. In 2019–2020, scheduled replacement of UPS, network, servers,

Programming and Support Services

and security systems will occur.

Classroom Restoration: Classroom restoration is an ongoing activity that ensures that student learning environments include current technology and teaching tools and meet distance learning requirements. Several classrooms will receive technology upgrades throughout the 2019–2020 year as part of an Information Technology goal to have all GPRC classroom technology refreshed within 10 years.

39

Student Experience through Quality Programming and Support Services


@GPRCAB @GPRC_AB @GPRC_AB GPRC.AB.CA 1-888-539-GPRC (4772)

GRANDE PRAIRIE

EDSON

JASPER

10726 106 Avenue

200-111 54 Street

631 Patricia Street

Grande Prairie, AB T8V 4C4

Edson, AB T7E 1T2

PO Box 1509

780-539-2911

780-723-5206

Jasper, AB T0E 1E0

1-888-539-GPRC (4772)

edson@gprc.ab.ca

780-852-2101

studentinfo@gprc.ab.ca

FAIRVIEW

jasper@gprc.ab.ca

GRANDE CACHE 1613 Acorn Plaza

BEAVERLODGE

11235 98 Avenue

PO Box 2191

National Bee Diagnostic Centre

PO Bag 3000

Grande Cache, AB T0E 0Y0

1 Research Road

Fairview, AB T0H 1L0

780-827-4340

PO Box 1118

780-835-6600

grandecache@gprc.ab.ca

Beaverlodge, AB T0H 0C0

1-888-539-GPRC (4772) studentinfo@gprc.ab.ca

780-357-7737

HINTON 247 Pembina Avenue Hinton, AB T7V 2B3 780-865-7666 hinton@gprc.ab.ca

nbdc@gprc.ab.ca


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