Lakeland College Comprehensive Institutional Plan 2018-2021

COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021

VISION Transforming the future through innovative learning.

MISSION To inspire lifelong learning and leadership through experience, excellence, and innovation.

VALUES • Learner Success • Integrity • Respect • Community • Excellence • Innovation

2 | Lakeland College 2018-2021

TABLE OF CONTENTS Executive Summary

4

Accountability Statement

5

Institutional Context

6

Consultation Process

7

Goals, Priority Initiatives, and Expected Outcomes

9

Appendix A: Financial and Budget Information

13

Appendix B: Enrolment Plan and Proposed Programming Changes

18

Appendix C: Research, Applied Research, and Scholarly Activities

26

Appendix D: Community Outreach and Underrepresented Learners

30

Appendix E: Internationalization

34

Appendix F: Capital Plan

36

Appendix G: Information Technology

40

Appendix H: Environmental Scan

42

Comprehensive Institutional Plan | 3

EXECUTIVE SUMMARY As Alberta post-secondary institutions continue to face fiscal challenges, Lakeland College is solidly building on its strengths, opening up to new opportunities, and meeting internal and external challenges. This 2018-2021 Comprehensive Institutional Plan (CIP) captures many of the exciting developments at the college as it strives to inspire learner success, foster relevant programming and research, and enhance connectivity and sustainability.

Focusing on student-managed learning, quality programming and industry partnerships establish the foundation for the college to deal with both internal and external challenges. There is a need to address the current state of infrastructure at the college as well as a desire to position technology for future growth. External opportunities for growth and engagement can be found in campus renewal and the telling of Lakeland College’s story. Lakeland is also proactively facing the challenges of funding, safety and crisis management.

Lakeland’s strategic plan centres around four institutional goals Learner Success

Connectivity

• Increase student-led learning • Maximize student engagement

• Increase sustainable resources and support student success through fundraising and external partnerships

• Enhance supports and services for learners and faculty

• Raise Lakeland’s profile as an institution of excellence

• Build capacity in inter-cultural understanding and diversity

Sustainability

• Foster a healthy and safe campus Relevant Programming and Research

• Modernize the learning environment through a strategic renewable plan to meet student learning needs

• Ensure programs are the highest quality

• Optimize the use of resources to support a stable learning environment

• Align programs with the labour market

• Empower staff to excel

• Build learner pathways

• Incorporate environmentally sustainable practices in college operations

• Expand research capacity

Lakeland is presenting a balanced budget for 2018-19. Other than specific resource requests for information technology and capital expenditures, all current goals will be met by utilizing current college resources or through cost-recovery initiatives. Lakeland strives to ensure it can adapt to the current economic environment in a way that still enables achievement of Lakeland’s key strategies and goals as well as alignment to the Government of Alberta and the Ministry of Advanced Education’s key priorities.

4 | Lakeland College 2018-2021

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 implication of which the Board was aware.

Original signed by Darrel Howell Chair, Board of Governors Lakeland College

Comprehensive Institutional Plan | 5

INSTITUTIONAL CONTEXT Mandate Statement Established under the Post-secondary Learning Act (PSLA), the board manages and operates the post-secondary institution within its approved mandate [PSLA Section 60(1)(a)].

Lakeland College is a public, board-governed college operating as a Comprehensive Community Institution under the authority of the PSLA. Established in 1913, Lakeland College has campuses in Vermilion and Lloydminster. Lakeland awards certificates, diplomas and applied degrees. The college also offers baccalaureate degree programs in collaboration with degree-granting institutions.

Complementing the economic strengths of Alberta, Lakeland College’s programming seeks to meet the needs of learners, communities, business and industry in its service region. Programming includes agricultural and environmental sciences, apprenticeship and industry training, energy, fire and emergency services training, wellness and human services, business and university transfer. The college also designs and delivers programs to meet specific learner, community and industry needs through continuing education and corporate training.

Lakeland College promotes innovation by conducting applied research activities that are relevant to its program areas, complement teaching and learning, and advance innovation-based rural community economic development. The focus of applied research is primarily in agricultural sciences, energy and environmental sciences. Initiatives are geared towards supporting Alberta’s future economy by helping industry partners capitalize on new opportunities and find solutions to current challenges.

Lakeland College’s commitment to the collaborative principles of Campus Alberta is demonstrated through partnerships and transfer agreements within the post-secondary system that strengthen its programming and service capacity while improving efficiencies. Lakeland College works with school jurisdictions to host career and technology studies courses and support learner pathways into post-secondary, such as providing dual credit programming so students can earn high school and college credits at the same time.

Using different instructional delivery methods including face-to-face, blended and distance learning, Lakeland College is able to maximize learner access to high-quality and affordable lifelong learning opportunities. To inspire learner success, Lakeland provides a learning and teaching commons that creates personalized learning pathways and supports instructional excellence. Students develop competencies in different learning methods and technologies so they are prepared for lifelong learning.

International projects, practicum experiences and study abroad opportunities, combined with increased international student enrolment at the college’s campuses, help prepare students for participation in an interconnected world.

To enhance students’ college experience, Lakeland offers a full range of services including academic advising, athletics, cafeterias, clubs, financial aid, health, learning strategies and support, recreation, residence, student centres, student employment, and wellness services. The college has numerous specialized facilities such as multiple music studios, two community theatres, two recreation centres, a swimming pool and an indoor riding arena that are often the site of community events and activities, and help support the recreational, cultural, fitness and conferencing needs of the region it serves.

Approved by the Board of Governors March 25, 2015 Approved by the Minister, Innovation and Advanced Education June 24, 2015

6 | Lakeland College 2018-2021

CONSULTATION PROCESS Lakeland College supports both an internal and external consultation process for all of its strategic planning initiatives including the development of the Comprehensive Institutional Plan (CIP). As well, reference to existing documents is prudent to help the college align its planning to government priorities. In addition to CIP Guidelines, Lakeland also referenced the following documents in the creation of its strategic plan: Alberta Government

Government of Canada

Alberta’s Social Policy Framework (2013); Creating Connections: Alberta Addictions and Mental Health Strategy (2011); Alberta’s Approach to Cannabis Legalization (Nov. 26, 2017); Alberta’s High School Completion Strategic Framework (2016); Adult Learning System Principles (Nov. 2016).

Canada’s Statement of Support on the United Nations Declaration on the Rights of Indigenous Peoples (Nov. 12, 2010); Principles Respecting the Government of Canada’s Relationship with Indigenous Peoples (2010); Ninety-Four Calls to Action (June 2015); 2030 Agenda for Sustainable Development (September 2015).

The priority initiatives and expected outcomes that have been identified in the CIP are the result of extensive stakeholder engagement activities and describe a shared future that can only be realized through partnership and collaboration.

Student Consultation Student input into the college’s strategic planning initiatives is actively sought in a variety of ways. Senior administration meets regularly with Students’ Association executive members to discuss priority initiatives. The college ensures student involvement on key strategic planning and governance committees including the Board of Governors, Academic Council, the Student Life Advisory Council and Program Advisory Committees. In these roles, students are active participants in planning and decisionmaking processes that impact nearly every aspect of the college’s strategic direction. In addition to these standing opportunities for involvement, the college meets with student representatives from all academic programs to specifically discuss the CIP. These discussions provide valuable insight into priorities from the student perspective and help shape the CIP in meaningful ways.

Lakeland established the Indigenous Student Advisory Council to specifically engage the college’s Indigenous learners in the strategic planning process and to solicit their input on Lakeland’s strategic priorities. Their perspective has shaped the college’s reconciliation efforts and their input is reflected throughout the CIP.

Staff and Faculty Consultation Every faculty and staff member at Lakeland College is part of the CIP consultation process and has an opportunity to provide input. Lakeland’s CIP Advisory Committee initiates the planning cycle and has the responsibility of drafting an initial set of priority initiatives and expected outcomes, as well as preparing the environmental scan. This committee has representation from every department within the college and schedules time with every team to consult on the strategic and operational components of the CIP. All feedback is considered and much of it is integral to the final product. Staff and faculty play an essential role in operationalizing the CIP and in determining how each operational unit can advance the plan’s overarching strategic principles during the year.

Comprehensive Institutional Plan | 7

Board of Governors Consultation Lakeland College Board of Governors has several key touch points as the CIP is developed. In addition to setting overall strategic direction for the college, the board provides input at the beginning of the planning cycle, reviews a mid-point draft and approves the final draft prior to the plan being submitted. In addition to the input provided during CIP development, the board takes an active role in monitoring the efforts of the college to implement the plan once approved. Progress reports are regularly shared with the board and the board plays an active part in achieving the priorities and outcomes of the CIP.

Alumni Consultation Lakeland College has an active Alumni Association that is consulted about strategic planning priorities. Through alumni events, social media and alumni publications, the college updates alumni on important events and accomplishments.

In turn, Lakeland alumni are active in providing input into and supporting college efforts to implement strategic planning efforts.

Campus Alberta Consultation Coordination with Lakeland’s post-secondary partners has become an essential component of the college’s current and future success. Working extensively with other institutions to develop and advance CIP strategic priorities, college staff regularly consult post-secondary partners on teaching and learning priorities, applied research opportunities, shared programming and transfer initiatives, and systems collaborations that involve human resources, finance and information technology.

Of particular interest is the Northern Colleges Collaboration wherein Lakeland is partnering with Portage College and Northern Lakes College to ensure sustainable access to a diverse range of post-secondary programs and services for Albertans living in the north. By cost sharing on a number of administrative and overhead expenses, these institutions are increasing the resources available for supporting learners. This collaboration is only possible through a shared vision around strategic priorities.

The Ministry of Advanced Education is a key stakeholder for Lakeland College and the system principles established by the ministry influence CIP development in significant ways. There are many touch points between Lakeland and the ministry, and many of them provide meaningful input from the ministry on strategic planning.

Community and Industry Consultation The college works closely with regional access advisory committees, community adult learning councils, business and industry, research organizations and program advisory committees. All are involved in the development of the CIP. Lakeland staff work with all of these groups to ensure that college strategic and operational plans are aligned with their needs and priorities. Lakeland’s mandate is focused on regional stewardship and the regional labour market. The groups and organizations the college works with to fulfill that mandate are essential stakeholders in the development and implementation of Lakeland’s strategic and operational plans.

8 | Lakeland College 2018-2021

GOALS, PRIORITY INITIATIVES, AND EXPECTED OUTCOMES Institutional Goal 1 – Learner Success Students are supported and engaged with their learning and, as a result, are better prepared for the labour market or further learning.

Priority Initiatives - Alignment with Advanced Education’s Core Learning Principles

Expected Completion Date

P1 Quality

Increase student-led learning

June 2019, 2020, 2021

P2 Quality

Maximize student engagement

June 2019, 2020, 2021

P3 Quality

Enhance supports and services for learners and faculty

June 2019, 2020, 2021

Build capacity in intercultural understanding and diversity

June 2019, 2020, 2021

Foster a healthy and safe campus

June 2019, 2020, 2021

Accessibility

P4 Quality Accessibility

P5 Quality Accessibility

Expected Outcomes

Expected Completion Date

EO1

Creation of authentic learning environments that strike the right balance between discipline-specific competencies and essential skills

June 2019, 2020, 2021

EO2

Facilitation of collaborative student-based projects and activities across schools and departments

June 2019, 2020, 2021

EO3

Provision of timely and accessible supports to all students and targeted supports to underrepresented and disadvantaged learners to ensure their success

June 2019, 2020, 2021

EO4

Engagement, as a community leader, in reconciliation initiatives and implementation of the calls to action

June 2019, 2020, 2021

EO5

Establishment of college campus as a safe and respectful environment to live and learn in with zero tolerance for any form of sexual violence

June 2019, 2020, 2021

Performance Measures

Expected Completion Date

PM1

Ensure at least 85 per cent of students are confident they have the necessary skills to take into the workforce

June 2019, 2020, 2021

Exceed Community College Survey of Student Engagement (CCSSE) benchmark and be within the top 10 per cent of performing colleges in providing an active and collaborative learning environment

June 2020, 2021

Embed student-led or student-managed initiatives within each school

June 2020, 2021

PM2

Ensure at least one viable cross-department project is created on each campus

June 2019, 2020, 2021

PM3

Exceed CCSSE benchmark and be within the top 10 per cent of performing colleges in ensuring that appropriate student supports are in place

June 2020

Meet a 95 per cent service level of requests for student support

June 2019

Respond to two calls to action from the Truth and Reconciliation Commission of Canada: Calls to Action

June 2020, 2021

Host three cultural diversity workshops each year for staff and students

June 2019, 2020, 2021

Support an annual sexual violence awareness campaign on each campus

June 2019, 2020, 2021

PM4

PM5

Comprehensive Institutional Plan | 9

Institutional Goal 2 – Relevant Programming and Research Students have access to training that strongly aligns with labour market needs. Research efforts support economic innovation.

Priority Initiatives - Alignment with Advanced Education’s Core Learning Principles

Expected Completion Date

P1 Quality

Ensure programs are the highest quality

June 2019, 2020, 2021

P2 Quality

Align programs with the labour market

June 2019, 2020, 2021

P3 Coordination

Build learner pathways

June 2019, 2020, 2021

P4 Quality

Expand research capacity

June 2019, 2020, 2021

Expected Outcomes

Expected Completion Date

EO1

Ongoing evaluation of program learning outcomes and curriculum for relevance and quality

June 2019, 2020, 2021

Culture of instructional development and excellence with academic staff having access to modern equipment and facilities

June 2019, 2020, 2021

EO2

EO3

EO4

Establishment of academic technology standard for all teaching facilities on campus

June 2021

Establishment of college as employers’ choice for graduate hires and corporate training

June 2019, 2020, 2021

Support of established and active advisory committees

June 2019, 2020, 2021

Evidence that academic staff are well networked with the labour market through professional development activities and involvement on provincial and national boards, industries, and committees

June 2019, 2020, 2021

Active participation of students in key industry events

June 2019, 2020, 2021

Increase in learner access to transfer and degree-completion options (in partnership with degree-granting institutions)

June 2019, 2020, 2021

Increase in applicant conversion and learner retention

June 2020

Improvement of communication of career pathways to current and prospective students

June 2021

Increase in research activity in commercial crop and livestock production

June 2019, 2020, 2021

Performance Measures

Expected Completion Date

PM1

June 2019, 2020, 2021

Ensure at least 92 per cent of graduates are satisfied with the quality of education received Exceed CCSSE benchmark and be within the top 10 per cent of performing colleges in providing programming that challenges students academically

June 2019 June 2019, 2020, 2021

Ensure at least 77 per cent of graduates are satisfied that facilities, equipment and materials are up to date PM2

Ensure at least 85 per cent of graduates have an opportunity to apply knowledge to industry Exceed graduate employment rate of 85 per cent Ensure over 85 per cent of graduates feel the benefits of their program outweigh the financial cost

June 2019, 2020, 2021 June 2019, 2020, 2021 June 2019, 2020, 2021 June 2019, 2020, 2021

Ensure each program holds regular advisory committee meetings PM3

PM4

Establish a baseline inventory of transfer agreements and increase by one new agreement per school within the life cycle of the plan

June 2021

Ensure 100 per cent of applicants receive information about accessing financial aid

June 2019, 2020, 2021

Map out career pathways for every program

June 2021

Establish 25 per cent new or expanded research partnerships annually over baseline year 2017-18

June 2019, 2020, 2021

Institutional Goal 3 – Connectivity Lakeland ensures that all resources are in place to engage community partners in educational pursuits and to provide information to prospective, current and past students.

Priority Initiatives - Alignment with Advanced Education’s Core Learning Principles

Expected Completion Date

P1

Increase sustainable resources and support student success through fundraising and external partnerships

June 2019, 2020, 2021

Raise Lakeland’s profile as an institution of excellence

June 2019, 2020, 2021

Accessibility Accountability

P2 Quality Accessibility Accountability

Expected Outcomes

Expected Completion Date

EO1

Increase in annual fundraising efforts to provide additional support to awards, scholarships, bursaries, student success and operational needs

June 2019, 2020, 2021

Successful achievement of fundraising targets through the Leading. Learning. The Lakeland Campaign. to complete educational facilities and provide supports for student leadership and success

June 2020, 2021

Increase in alumni engagement to support student mentorship, student outreach and school outreach with alumni partners in industry

June 2019, 2020, 2021

Clear information in all modalities provided to students and parents about programs, program pathways, skill development and job placement

June 2019

EO2

Performance Measures

Expected Completion Date

PM1

Provide $1.3 million in student awards

June 2019, 2020, 2021

Achieve first phase of campaign

June 2021

Increase alumni contacts by 10 per cent per year

June 2019, 2020, 2021

Establish a profile baseline using a college reputational survey

June 2020

PM2

Comprehensive Institutional Plan | 11

Institutional Goal 4 – Sustainability Lakeland ensures that all resources (staff, budget and infrastructure) are focused on providing a stable and meaningful learning experience for students.

Priority Initiatives - Alignment with Advanced Education’s Core Learning Principles

Expected Completion Date

P1 Quality

Modernize the learning environment through a strategic renewable plan to meet student learning needs

June 2019, 2020, 2021

P2 Quality

Optimize the use of resources to support a stable learning environment

June 2019, 2020, 2021

P3 Quality

Empower staff to excel

June 2019, 2020, 2021

P4 Quality

Incorporate environmentally sustainable practices in college operations

June 2019, 2020, 2021

Accountability

Accountability

Expected Outcomes

Expected Completion Date

EO1

Repair of Trades Centre roof to ensure the continued delivery of Trades and Technology programming within a safe environment

June 2020

Complete phase one of Campus Revitalization including additional student space

June 2021

Refresh of college information technology infrastructure to address end-oflife system issues, cyber security and changing learner needs

June 2019, 2020

Complete budget framework to support long-term strategic capital priorities

June 2019, 2020, 2021

Establish long-range capital and operation plan

June 2019, 2020, 2021

Build leadership capacity through a college-wide strategic succession plan

June 2019, 2020, 2021

Provide a safe environment for working and learning

June 2019, 2020, 2021

Establish a culture of engagement

June 2019, 2020, 2021

Consider energy conservation and efficiency in all building retrofits and design

June 2019, 2020, 2021

Consider efficacy of alternative energy sources for each campus

June 2020

EO2

EO3

EO4

Performance Measures

Expected Completion Date

PM1

Complete 100 per cent of projects on time and on budget

June 2019, 2020, 2021

Update deferred and critical maintenance lists annually

June 2019, 2020, 2021

Implement business continuity and risk frameworks to ensure the stability and safety of services for staff and students

June 2019, 2020, 2021

Balance statement of operations at fiscal year-end

June 2019, 2020, 2021

Ensure yearly that the strategic investment fund supports budget priorities

June 2019, 2020, 2021

Update succession plan annually

June 2019, 2020, 2021

Support Employee Family Assistance Program for all staff and students

June 2019, 2020, 2021

Increase engagement survey score by 10 per cent by end of three years

June 2019, 2020, 2021

Evaluate all new capital projects for sustainable design options

June 2019, 2020, 2021

Develop a business case for on-campus alternative energy generation

June 2021

PM2

PM3

PM4

12 | Lakeland College 2018-2021

APPENDIX A

FINANCIAL AND BUDGET INFORMATION Overview Lakeland College is committed to using college resources to support the achievement of its mandate from the Government of Alberta. Achieving excellence in service delivery, promoting accessibility, affordability and ensuring sustainability in the post-secondary educational sector are at the core of Lakeland’s financial and strategic planning processes.

Tuition and fees (22 per cent), and grants (58 per cent) comprise 80 per cent of the college’s total revenue. The primary operational driver for Lakeland is student enrolment. The college has experienced moderate enrolment increases over the last several years and this trend is expected to continue. Tuition fees and revenue from sales of services and products to students will normally increase directly with student numbers, and related instructional expenses will normally increase in the same direction (although not always at the same rate). Increases to grants are typically offset by inflationary increases to salary and other operating costs, and donation revenue is most often restricted and only recognized as revenue when the related expense is incurred. Lakeland’s annual surplus will not usually vary with donation revenue. This is also true for major capital, renovations and maintenance projects that are funded with government grants; the revenue is offset by a matching expense and there is typically no effect on the annual surplus.

Another primary factor that may affect the college’s annual budget is growth in non-enrolment-related administrative costs to deal with cyber security threats, significant increases to the cost of developing and operating administrative systems, ever increasing legislative and regulatory requirements of governments, and increasing responsibility to remove barriers to disadvantaged students.

The Government of Alberta is currently managing a difficult fiscal situation and although the government is providing a two per cent increase to operating grants (approximately $686,000 for 2018-19), future increases are not assured. Tuition fees, representing about 22 per cent of Lakeland’s revenues, are regulated by the Government of Alberta, and fee increases have not been permitted for several years. In each of the years of the freeze, from 2013-14 to 2016-17, the operating grant increased modestly to compensate. However, it did not increase in 2017-18 although a related grant increase will be provided for 2018-19. There has been no funding provided for enrolment growth since 2014-15, and with the fiscal challenges faced by the province, the college has limited capacity to increase its revenue to offset any cost increases.

Given this environment, fiscal restraint is prudent. Lakeland held the line on growth in operating expenses and will continue to do so. However, the college also has the responsibility to deal with its aging infrastructure. Although the college received $6 million from the province for repairs to the Trades Centre roof, the likelihood of receiving other grants to fund campus revitalization is low, so the college needs to generate sufficient surpluses to fund this high-priority initiative. Accordingly, all of Lakeland’s available surplus (in excess of the budget) was (and will be) placed in the Strategic Investment Fund to support the long-term revitalization of the college’s infrastructure.

Lakeland has prepared a balanced budget for the 2018-19 fiscal year. The college’s leadership team has been closely involved in identifying sustainable expense reductions. Building a collaborative approach to strong financial management is core to Lakeland’s ability to deliver a balanced budget. Schools and departments have built and reviewed their budgets with the support of the financial services department. In addition, a cautious but realistic approach, based on past performance, has been used in projections of enrolment and revenue increases.

Lakeland College is actively engaged with other post-secondary institutions in collaborative forums such as AAHEIT, Udigit, and APAS. The college also agreed to work with Portage to explore shared services and shared systems. A pilot to share CFO services is the first step. Lakeland continually seeks opportunities to share best practices and resources to realize efficiencies in the postsecondary sector.

Comprehensive Institutional Plan | 13

Budget Assumptions All financial projections are based upon funding assumptions known at the time of writing.

This plan, as well as the subsequent two-year forecast ending in 2021, is based on the following:

Revenues: • The Campus Alberta Grant will increase by two per cent in 2018-19. To be fiscally prudent, no increase is projected for 2019-20 and 2020-21.

• Although tuition fee increases have been frozen for 2018-19, and the foreseeable future, the ministry committed to compensate for this through its operating grant; an estimate of $220,000 is included in the budget for 2018-19 and in projections for 2019-20 and 2020-21.

• Apprenticeship seats will be reduced in 2018-19 by 202 seats and could be reduced even further in 2019-20.

• The college expects to see a sustained modest growth in international students; international students will be charged three times the rate of domestic student tuition fees.

• Lakeland anticipates modest growth in enrolment levels during the life of this plan.

• Investment income may fluctuate from year-to-year, but the operating investment fund is expected to generate a long-range average annual rate of return of approximately three per cent. Year-to-year fluctuations are unpredictable. However, in the next few years, the college will draw on its investments to fund campus revitalization, and therefore, investment income is expected to decline significantly.

• Residence occupancy rates decreased in the last few years, but this is expected to stabilize. Anticipated revenue is marginally lower for 2018-19.

• The college will continue to seek education-related, revenue-generating opportunities to support a sustainable and stable operating environment.

Expenses: • Salaries and benefits represent the most significant expense to the college and also serve as one of the largest uncertainties in preparing budget projections. The collective agreement with the Lakeland College Faculty Association expires on June 30, 2018; the salary rates for 2017-18 have not been agreed upon and will be subject to a salary reopener. As a result, the cost of any settlement remains uncertain. The AUPE collective agreement expired on June 30, 2017, and the cost of any settlement also remains uncertain. A modest increase for inflationary pressures has been included in the budget and projections. Salaries and benefits will also increase as a result of merit adjustments (automatic grid movements). The administrative and executive salaries are frozen until September 2019.

• Discretionary expenses, including travel, hospitality and professional development, have been reduced by 10 per cent in the 2019-20 budget projections.

• Although the cost of supplies and services will increase by inflation, no increase has been included in the budget projections for 2019-20 and 2020-21.

• A modest increase has been included for utility expenses.

• To maintain a balanced budget, Lakeland will focus on improved cost effectiveness, process improvements, holding the line and/ or reduction of discretionary spending, and a hiring restraint.

14 | Lakeland College 2018-2021

Statement of Expected Revenues and Expenses Operating Budget

2018-19

2019-20

2020-21

Government of Alberta grants Federal and other government grants Student tuition and fees Sales of services and products Donations and other grants Investment income

41,715,356 1,589,859 15,752,342 10,782,503 1,227,447 1,000,000

41,505,728 1,603,117 16,647,975 10,997,113 1,288,819 820,000

41,326,519 1,617,037 17,565,491 11,216,015 1,353,260 606,800

TOTAL revenue (by source)

72,067,507

72,862,752

73,685,123

Salaries and benefits Materials, supplies and services Amortization of capital assets Repairs and maintenance Utilities Cost of goods sold Scholarships and bursaries

42,325,877 16,593,914 6,668,428 2,380,345 2,627,328 775,743 695,872

43,446,404 15,965,723 6,868,480 2,380,345 2,679,875 791,259 730,666

44,456,765 15,965,723 7,074,535 1,880,345 2,733,472 807,084 767,199

TOTAL expenses (by object)

72,067,507

72,862,752

73,685,123

Instruction and training Academic and student support Facility operations and maintenance Institutional support Ancillary operations Sponsored research Special purpose

30,139,275 14,530,410 12,678,231 8,469,306 4,967,437 868,038 414,810

30,694,194 14,634,026 12,716,587 8,518,736 5,021,498 883,756 393,955

31,322,709 14,879,815 12,445,860 8,633,854 5,106,061 902,869 393,955

TOTAL expenses (by function)

72,067,507

72,862,752

73,685,123

0

0

0

Revenue (by source)

Expenses (by object)

Expenses (by function)

Annual surplus

Comprehensive Institutional Plan | 15

Revenues by Source Government of Alberta grants 57.88 per cent Federal and other government grants 2.21 per cent Student tuition and fees 21.86 per cent Sales of services and products 14.96 per cent Donations and other grants 1.70 per cent Investment income 1.39 per cent

Expenses by Object Salary and benefits 58.73 per cent Materials, supplies and services 23.03 per cent Amortization of capital assets 9.25 per cent Repairs and maintenance 3.30 per cent Utilities 3.65 per cent Cost of goods sold 1.08 per cent Scholarship and bursaries 0.97 per cent

Expenses by Function Instruction and training 41.82 per cent Academic and student support 20.16 per cent Facility operations and maintenance 17.59 per cent Institutional support 11.75 per cent Ancillary operations 6.89 per cent Sponsored research 1.20 per cent Special purpose 0.58 per cent

16 | Lakeland College 2018-2021

Budgeted Statement of Cash Flow For the year ending June 30, 2019 Cash Flow

2018-19

Operating transactions —

Annual surplus Add (deduct) non-cash items: Amortization of tangible capital assets Expended capital recognized as revenue Decrease in deferred revenue Increase in spent deferred capital contributions

6,668,428 (3,899,392) (6,000,000) 6,000,000

Cash provided by operating transactions

2,769,036

Capital transactions Acquisition of tangible capital assets

(16,800,000)

Cash applied to capital transactions

(16,800,000)

Investing transactions Purchases of investments Proceeds on sale of portfolio investments

(1,000,000) 9,800,000

Cash provided by investing transactions

8,800,000

Financing transactions Debt - residence Debt - repayment

1,000,000 (120,000)

Cash provided by financing cash transactions

880,000

Decrease in cash and cash equivalents

(4,350,964)

Cash beginning of year

8,000,000

Cash end of year

3,649,036

Tuition and Mandatory Fees Lakeland College’s tuition fees are managed within the provincial tuition fee policy. As per this regulation, tuition and mandatory fees will not increase for 2018-19 and the foreseeable future.

Fees Tuition fees Fee increases

2017-18

2018-19

2019-20

2020-21

$4,500

$4,500

$4,500

$4,500

0 per cent

0 per cent

0 per cent

0 per cent

Comprehensive Institutional Plan | 17

APPENDIX B

ENROLMENT PLAN AND PROPOSED PROGRAMMING CHANGES Overview of Programming Lakeland College’s credit and non-credit programming is divided between two primary campuses and the following academic schools: • Agricultural Sciences

• Fire and Emergency Services

• Business and Continuing Education

• Health, Wellness and University Transfer

• Energy

• Human Services

• Environmental Sciences

• Trades and Technology

During the 2017-18 academic year, Lakeland College offered 59 FLE-counting programs/ specializations: • 21 diploma programs/specializations

• Two applied degree programs

• 20 certificate programs

• Six for-credit continuing education programs

• Nine apprenticeship programs

• Several university transfer pathways

Included in these totals are three new programs that were offered for the first time in the 2017-18 academic year: • 2nd Class power engineering (certificate)

• Hairstyling (certificate)

• Administrative professional (certificate)

• Several academic upgrading courses

In addition to its credit programming, the college offers a wide variety of continuing education programs that meet the training needs of employers within the region and beyond. Many of these programs are delivered with the support of and/or in partnership with employers: • Well site supervisor

• Truck driver

• Fired process heater operator

• Industrial firefighting

• Production field operator

• Pesticide applicator

• Heavy oil production

• Artificial nail technology

18 | Lakeland College 2018-2021

Lakeland College and Campus Alberta Niche Programs Lakeland College contributes significantly to the overall programming diversity in Campus Alberta, and every effort is made to focus on programming that offers something unique to learners. Lakeland has several niche programs: • Firefighter training

• American Sign Language and Deaf Culture studies

• Emergency services technology

• Real estate appraisal and assessment

• Face-to-face 2nd Class power engineering

• Street rod technologies

• Renewable energy and conservation

• Human services programming in French

• Sign language interpretation

Collaborative Programming Lakeland College is partnering with other Campus Alberta partners to deliver other on-campus and blended programming. These opportunities provide learners in our region with access to important post-secondary programs not offered by the college: • Aboriginal teacher education program (in partnership with the University of Alberta beginning fall 2018)

• Bachelor of commerce (in partnership with Athabasca University)

• Practical nurse (in partnership with Northern Lakes College)

• Bachelor of management (in partnership with Athabasca University)

• Heavy equipment operator (in partnership with Northern Lakes College)

• Bachelor of general studies (in partnership with Athabasca University)

Lakeland is exploring additional degree completion options with university partners.

Institutional Programming Strengths Agribusiness and Commercial Agriculture Lakeland College has been specializing in agricultural training for over 100 years, and the School of Agricultural Sciences continues to be a thriving, innovative and core part of the institution. Lakeland’s focus is on agribusiness and commercial agriculture production (crop and livestock), and features Canada’s only Student-Managed Farm − Powered by New Holland (SMF). Students, with faculty guidance and controls in place, make all business and operational decisions relating to the various business units that are part of the farm. The SMF includes crop, commercial beef, purebred beef, sheep, dairy, livestock research and crop research units. New to the farm in 2016-17 was a dedicated Information and Collection Extensive (ICE) beef herd and the establishment of a student-led livestock research team. There is a similar team on the crop technology side and they are fully involved in college crop research activities. A newly established student-managed stewardship and sustainability team is also focusing on green energy opportunities and sustainability on the farm, which includes 2,000 acres of land.

Plans are well underway for comprehensive farm revitalization and in 2017-18 construction was completed on two important capital projects: the Dairy Learning Centre and the Animal Health Clinic. Lakeland also recently completed a significant renovation and expansion to the G.N. Sweet Livestock Research Facility. All of these facilities provide significant hands-on learning opportunities for students and will play a central role in the college’s agricultural programming for many years to come. Enrolment in agriculture has grown considerably at Lakeland with an increase of about 50 per cent over the last five years. These capital projects, coupled with the enrolment increase, have positioned Lakeland as a national and provincial leader for training in commercial agriculture at the diploma and certificate level, and the agricultural sciences programs have received national and international recognition for their innovative student-led teaching and learning models.

As enrolment has grown, so has student interest and demand for an applied degree in agriculture, and as such, the School of Agricultural Sciences is developing an applied degree to better serve students and to better meet industry capacity for higherlevel jobs. Agriculture also recognizes the need for enhanced training in two additional areas: range and forage management, and “smart agriculture.”

Comprehensive Institutional Plan | 19

There is demand for an enhanced range and forage management program that combines livestock production and management with grasslands and forage management, including a deeper curriculum around sustainability, environmental stewardship, wetlands management and biodiversity. Such a program would benefit students who enter jobs that have a strong interface between agriculture and the environment as well as students who return to family ranches to manage these landscapes.

“Smart agriculture” is embedded within the current curriculum of all agriculture programs. Students already develop skills in areas such as soil and yield mapping, fertilizer technology application, weather data collection, monitoring and detection of reproduction in farm animals, health records and identification systems, and other crop and livestock precision farming topics. There is an increasing demand for expertise that combines production, management and technology skills to serve “smart agriculture” at the industry level. As the industry evolves in its increased use of technology, there is a need for programs that develop deeper expertise in these areas. These emerging opportunities are the catalyst for work on a new bachelor of applied science degree in commercial agriculture technology. Development of the new degree is well underway.

Energy and Environmental Sciences Lakeland College is located in the heart of Alberta’s heavy oil industry and has been providing heavy oil and power engineering training for over 35 years. With the construction of the Energy Centre, which officially opened in the summer of 2015, the college has one of the most advanced power engineering training facilities in the world. Lakeland’s flagship programs in this area are heavy oil operations technician (HOOT) and heavy oil power engineering (HOPE), but the college also provides programming in such areas as 3rd and 4th Class power engineering, gas process operator, well site supervisor, petroleum management, and introduction to heavy oil and gas. New to the college for the 2017-18 academic year is the face-to-face, full-time 2nd Class power engineering program − the only one of its kind in Canada. Thanks to critical targeted enrolment funding, enrolment in Lakeland’s School of Energy has more than doubled in the last five years, although it must be noted that growth has leveled off considerably and enrolments are expected decrease slightly heading into the 2018-19 academic year as a result of the economic downturn.

While Lakeland’s School of Energy provides training in the energy production sector, the college’s School of Environmental Sciences trains students in the fields of land reclamation and restoration, fish and wildlife conservation, and environmental monitoring. The School of Energy and the School of Environmental Sciences are providing some of Alberta’s largest energy sector employers with the trained labour force they need to cover the full spectrum of energy production and environmental operations contributing to Alberta’s economy, society, entrepreneurial culture and environment. Lakeland’s energy and environmental sciences programs have received provincial and national accreditation for their quality programming and applied research. The college’s applied degree in environmental management continues to be a flagship program that is well supported by industry and is regularly oversubscribed.

Environmental sciences has also been able to capitalize on Lakeland’s large land holdings and has developed oil and gas industrial infrastructure on campus that students are using to study environmental impacts and reclamation/restoration methodologies.

Programming Links to the Alberta Research and Innovation Framework Lakeland’s student-managed learning model has had a profound impact on the way that students learn and industry interacts with the college. Knowledge transfer and extension are key activities in Lakeland programming. Lakeland’s programming responds to key innovation targets in the Alberta Research and Innovation Framework 2017. This helps learners transition to the workforce ready to accelerate transformational solutions.

Transitioning Learners and Accessibility Lakeland has prioritized learner transitions in recent years. The college’s focus is two-fold: 1) Transitioning learners into post-secondary programs 2) Transitioning learners from the college to other post-secondary partners for further learning Lakeland College introduced a successful academic prep program that provides students with free access to learning modules in math, chemistry, English and other prerequisite subjects whenever prerequisites are barriers to admission into post-secondary programming.

This program has allowed students who do not meet entrance requirements the opportunity to still participate in post-secondary learning by completing the necessary modules in order to gain admission. These modules are targeted for specific learning competencies that relate to post-secondary programs and are offered outside of the traditional academic upgrading framework. In addition to academic prep, the 2017-18 academic year saw the return of some academic upgrading courses at Lakeland College. The initial focus has been on select Grade 12 prerequisite courses with the number of upgrading courses available to transitioning learners set to increase over time.

Transfer opportunities with partner universities remain an important objective for the college. The majority of Lakeland’s diploma programs have block transfer agreements, and a major focus for the life of this plan will be to expand those transfer opportunities for other programs and to additional partner institutions across Alberta.

Program Planning Suspensions and Terminations Lakeland College currently has the following programs under suspension: • Paramedic

• Agriculture environmental technology

• Emergency medical technician

• Event management

• Transitional vocational Lakeland still considers all of these suspended programs to be relevant and in demand. The challenge to activating and offering them again relates primarily to funding availability. The college is exploring options that may allow programs to be reactivated from this list, and until those possibilities have been exhausted, there is reluctance to move ahead with formal termination.

Lakeland College terminated the following programs in 2017-18: • Licensed practical nurse

• Pre-employment hairstyling

• Pre-employment automotive service/heavy equipment service technician (combined program) Lakeland College uses an evidence-based approach when making decisions about program suspension and termination. Part of this approach consists of a rigorous program review process. All college programs are reviewed annually and a subset of programs is reviewed comprehensively once every five to six years. These program reviews are focused on currency and relevancy and are designed to improve program quality. This process also ensures that training programs are responsive to the emerging needs of employers, and to that end, program advisory committees are included in these reviews.

In addition, the performance of each program is assessed against a set of targets using a key performance indicator model. Student demand, enrolment levels, completion rates, student satisfaction, employment rates and financial viability are scored against minimum performance standards or targets for each program offered at the college. The goal is to have all college programs meeting and exceeding performance targets in these areas.

Comprehensive Institutional Plan | 21

New Programming Opportunities New program development at Lakeland College is designed to meet the needs of students and the labour market, and to provide diversity to Campus Alberta programming options. All new program proposals must be supported by significant, documented evidence of student and industry demand, linkages to government priorities and long-term financial sustainability. Pending resource availability, Lakeland is exploring the following new programming opportunities:

Program Proposal

Brief Description

Delivery Method

Academic Year

Expansion to university transfer course offerings

New first and second year university transfer courses to expand transfer options (health and science focus)

Mostly full-time, on-campus

2018-19

Animal assisted wellness

One-year certificate for people working with animals in mental health and wellness settings

Blended (online theory with on-campus practical)

2018-19

Ranch and range management

Two-year diploma in range management

Full-time, on-campus

2019-20

Bachelor of applied science: commercial agriculture technology

Applied degree focusing on commercial agricultural production and the application of emerging agriculture technology at the commercial scale

Full-time, on-campus, blended options

2019-20

Petroleum engineering technician

Two-year diploma in petroleum engineering

Full-time, on-campus

2020-21

Indigenous governance

Two-year diploma in leadership and governance

Full-time, on-campus

2020-21

The development and implementation schedule for these programs may be modified based on student and labour market demand or on the availability of funding.

22 | Lakeland College 2018-2021

Changes to Existing Programs/Program Expansions: • Accommodating ongoing growth in agricultural sciences (particularly crop technology, animal science technology and agribusiness diplomas) • Introducing a dairy specialization within the animal science technology diploma program • Accommodating growth in online enrolment in human services programs • Introducing an online cohort of animal health technology

• Introducing an online option for real estate appraisal and assessment • Enabling a “French immersion” option for human services students by providing access to English and French courses • Introducing a part-time, evening delivery of 2nd Class power engineering to accommodate shift workers in the region • Providing a student-managed learning experience to business students by having them manage the two college bookstores

Programming for Indigenous Learners: Lakeland College recognizes the important role it has in providing opportunities for post-secondary education to Indigenous communities. The college is making a significant effort to ensure Indigenous learners have access to the supports and training they need to be successful during their time on campus and in their careers after graduation.

The college offers a number of programs that are either designed specifically for Indigenous learners or have high participation rates of Indigenous learners: • Introduction to heavy oil and gas is a transition program that prepares learners for admission into the full-time heavy oil operations technician program • The tourism: ready to work program is designed to prepare Indigenous learners for careers in the tourism and hospitality sector • Employment skills enhancement is a basic education program designed to prepare learners for post-secondary programming • The esthetician and hairstyling programs both have very high participation rates from Indigenous learners • There is interest in a re-launched event management program (currently under suspension) that will align with the tourism and hospitality sector as a result of recent announcements for two large casino projects in the region • Oilfield truck operator is another program that prepares learners for employment in the oil and gas sector

Enrolment Plan – FLE Projections Program

2016-17 Actuals

2017-18 Projected

FLE DIFFERENCE

2018-19 Projected

2019-20 Projected

2020-21 Projected

Certificates Accounting technician

14.8

23

8.2

18

20

22

American Sign Language and Deaf Culture Studies

14.6

5

-9.6

15

20

25

289.241

218.361

-70.88

180

200

220

Business administration

5.7

0

-5.7

10

10

10

Community mental health

8.4

7.2

-1.2

10

12

14

Apprenticeship

Early learning and child care

82.4

54

-28.4

75

75

75

50.269

48.1

-2.169

50

50

50

1.335

0

-1.335

1

1

1

17

12

-5

15

20

20

Firefighter certificate of achievement

46.224

45.24

-0.984

45

45

45

General agriculture

13.697

19

5.303

18

20

22

Health care aide

30.014

19.343

-10.671

22

24

26

17.35

5

-12.35

5

8

10

0

9

9

10

12

15

9.699

41.999

32.3

45

50

55

30.482

21.1

-9.382

35

35

35

28.8

12.7

-16.1

12

15

20

14

12.7

-1.3

14

16

18

25.365

27

1.635

24

24

24

NA

30

30

36

36

36

21.2

14

-7.2

21

21

21

720.576

624.743

-95.833

661

714

764

87.797

93

5.203

90

95

100

74.8

76

1.2

75

78

80

Animal science technology

123.474

147

23.526

150

160

175

Business administration

207.797

264

56.203

260

265

270

25

25

25

27

30

Child and youth care

57.325

59.3

1.975

60

65

70

Crop technology

73.164

99

25.836

100

105

110

Early learning and child care

44.575

40

-4.575

40

45

50

Emergency services technology

54.696

55.2

0.504

55

60

65

127.584

128

0.416

125

130

135

Heavy oil power engineering

167.17

157.812

-9.358

150

155

160

Interior design technology

33.974

23.64

-10.334

30

35

40

0

2

2

3

4

5

Educational assistant Emergency medical responder Esthetician

Heavy oil operations technician Office administration/administrative professional Power engineering Pre-employment Renewable energy and conservation Street rod technologies Veterinary medical assistant Hairstyling Western ranch and cow horse Subtotal

Diplomas Agribusiness Animal health technology

International Enrolments in Business (per cent)

Environmental sciences

Petroleum management

24 | Lakeland College 2018-2021

Renewable energy and conservation

3.002

0.5

-2.502

3

4

5

8

7

-1

8

8

8

1,063.358

1,152.452

89.094

1,149

1,209

1,273

Bachelor of applied business: emergency services

6.226

28

21.774

30

32

35

Bachelor of applied science: environmental management

28.813

37

8.187

40

40

40

Subtotal

35.039

65

29.961

70

72

75

University transfer

201.8

222.6

20.8

220

230

240

Subtotal

201.8

222.6

20.8

220

230

240

16.1

20

3.9

10

10

10

29.304

5.1

-24.204

30

30

30

7.077

5.7

-1.377

5

5

5

52.481

30.8

-21.681

45

45

45

2,073.254

2,095.595

22.341

2,145

2,270

2,398

Sign language interpretation Subtotal

Applied Degrees

University Transfer

Other Non-Credential Employment skills enhancement Open studies Tourism: ready to work Subtotal

TOTAL by Program

Enrolment Trends There are several forces driving enrolment increases and decreases at Lakeland College: • A thriving agricultural sector and increasing awareness of Lakeland’s Student-Managed Farm − Powered by New Holland are driving significant growth in the School of Agricultural Sciences.

• The economic downturn and subsequent reduced demand for apprenticeship students will lead to enrolment decreases in apprenticeship training and in some preemployment streams.

• University transfer enrolment should increase as course options and program streams continue to grow.

• The economic downturn in the oil and gas sector will continue to reduce demand for power engineers and for the heavy oil operations technician and heavy oil and power engineering programs.

• Lakeland is increasingly becoming a destination for international students, and enrolment is increasing as a result particularly in business.

• Demand for online learning is driving growth in human services enrolment.

The overall enrolment at Lakeland College is expected to increase modestly over the next three years. Much of this growth will occur in online course and program offerings as well as in agriculture, which continues to be in high demand.

APPENDIX C

RESEARCH, APPLIED RESEARCH, AND SCHOLARLY ACTIVITIES Overview Lakeland College supports and encourages applied research to achieve technological innovation, excellent student outcomes and support social, environmental and economic life in its communities, Alberta, Canada and the world. Through applied research, students take the lead in learning, gain wider perspective, have access to additional expertise and build important skills that contribute to industrial innovation.

Applied research priorities support the college’s institutional goals of Learner Success and Relevant Programming and Research by providing flexible and creative learning opportunities that increase student-led learning, maximize student engagement, enhance high-quality supports and services for learners and faculty, and expand research capacity.

Research also provides additional means to attain the college’s goals of Connectivity and Sustainability by increasing sustainable resources to support student success through fundraising and external partnerships. Such activities raise Lakeland’s profile as an institution of excellence, support the modernization of the learning environment, and optimize the use of college resources while empowering staff to excel. As noted in the college’s mandate, “Lakeland College promotes innovation by conducting applied research activities that are relevant to its program areas, complement teaching and learning, and advance innovation-based rural community economic development. Initiatives are geared towards supporting Alberta’s future economy by helping industry partners capitalize on new opportunities and find solutions to current challenges.”

The college is a champion for a systems approach to applied research and is in active collaboration or exploring partnerships with many members of the Alberta Innovation Ecosystem. Lakeland College would like to particularly acknowledge its longstanding mutually supportive relationship with Red Deer College regarding research ethics reviews. Lakeland was a leading player in the Smart Agri-Food Supercluster (SASC) although the project wasn’t selected for Innovation Superclusters funding. Lakeland committed significant resources to the development of the initiative in 2017, including seconding its applied research director to be the application architect of both the letter of intent and full application to ISED. Lakeland’s contributions identified the needs and interests of all partners to meld together a cohesive strategy for moving smart agriculture forward. The college’s dean of agricultural sciences was also actively involved in providing leadership and direction to the close-knit working group through application and transition phases.

Lakeland College has been an active participant in the Alberta Innovation Network (AIN) since it was established and continues to engage with Alberta research and innovation performers across the province. The college co-leads a working group established to foster applied research collaboration among rural Alberta colleges and increase opportunities for partnership, growing system expertise and information sharing. In addition to engaging with Alberta system partners, Lakeland College’s director of applied research serves as the chair of the selection committee for the NSERC Synergy Awards for Innovation which recognizes excellence in industry-academic collaborations.

Lakeland College’s Board of Governors identified four priority areas for applied research growth: agriculture, environment, energy and emergency services. These were selected for their relevance to the Lakeland economic region and to complement institutional academic strengths. Lakeland will focus on these areas and support innovation that links with college’s institutional goals, the Alberta Research and Innovation Framework (2017), and provincial outcomes: economic diversification and job creation, environmental stewardship and climate leadership, effective resource management, and engaged individuals and communities for a healthy Alberta.

As a relatively new player in applied research, all of Lakeland’s current applied research priorities still have significant opportunities for growth. As outlined, the college’s tactical focus for 2018-19 is on agricultural applied research followed by four additional areas.

26 | Lakeland College 2018-2021

Agricultural Sciences – Area of Growth Agricultural sciences is the largest school at Lakeland College and an important industry in the region. Applied research plays an important role in commodity agricultural production. Some agricultural applied research is integrated with Lakeland’s StudentManaged Farm − Powered by New Holland (SMF) and supports learner success priorities. The SMF crop and livestock research units took the lead in developing applied research projects, allocating resources and working closely with industry partners and advisory groups to align projects with industry needs.

Lakeland’s applied research in agriculture will continue to concentrate on supporting large-scale commercial agriculture for crops and livestock activities that are prevalent in the region. The college’s crops applied research is focused on small plot crop research, and livestock research focuses on feed efficiency and an array of livestock production activities. Integrating smart agricultural and ICT tools, including unmanned vehicles, into practical projects relevant for producers is a growing priority for agriculture research.

Lakeland is increasing internal capacity and building longer-term collaborations with industry and academic research partners. An excellent example of these partnerships is the college’s multi-year ongoing research collaboration with the University of Alberta and Alberta Agriculture and Forestry on multiple crop applied research projects.

Lakeland’s goals for agriculture applied research are strongly aligned with the ARIF 2030 innovation targets for food and agriculture.

Increasing crop and livestock yield, quality and productivity, while responsibly managing natural resources, is key to meeting the world’s growing food demands.

Lakeland crop research is leading the way to pioneer responsible methods to achieve increased crop productivity and quality.

By testing new crops and technologies, and by developing and extending best management practices for growers, the Lakeland research program is at the forefront of balancing responsible resource management with increased productivity. The connectivity of the college with growers, students and alumni enables its highly effective research extension activities to have the greatest impact. Lakeland’s strong relationship with other research institutions and with industry ensures that the college is connected and contributing to cutting-edge research in Western Canada and Alberta’s 2030 Innovation Targets.

Small Plot Crop Research Lakeland has made several important investments to build capacity in small plot crop research. There are still opportunities to grow research capacity in this area including key expansions at the Research Centre facilities and acquiring additional key pieces of equipment. The last two years of research have shown steady growth in this area with continued growth projected into the future as demand expands. Lakeland made key investments in personnel and equipment in 2017-18 to expand this research area. Based on equipment, land base availability and labour constraints, the college is at maximum capacity for research trials for 2018.

Lakeland intends to continue expanding applied research capacity in small plot crop research through grants and fundraising activities to purchase specialized research equipment. The college has reapplied to the Canadian Foundation for Innovation (CFI) to complete the Bioenergy Centre with the vision to transition the space into the Crop Research and Bioenergy Building.

The college’s goal is to expand and develop Lakeland’s capacity as a provider of highquality, small plot crop research in the agronomic region producing results of value to western Canadian crop producers and the agriculture value chain. This is linked to Lakeland’s institutional academic goals and priorities and the learning system principles of quality and coordination. This applied research area is of critical importance to regional economic, resource management, and environmental stewardship success, and fills an externally identified critical gap in provincial crop research capacity.

Comprehensive Institutional Plan | 27

Livestock Research Lakeland has steadily made strategic investments to grow the college’s Information and Collection Extensive (ICE) beef herd to 80 head. This herd of crossbred Angus cattle, the recently renovated G.N. Sweet Livestock Research Facility, and the recent hire of a livestock research scientist complements other academic and private herds and animal research centres across Alberta. Lakeland, Olds College and the University of Alberta have complementary expertise and infrastructures and are collaborative partners on numerous past and current projects. This cluster is a particular opportunity for Alberta to demonstrate international excellence. The college’s new Animal Health Clinic will provide opportunities for applied research activities in animal health and welfare, and the new Dairy Learning Centre will also provide opportunities to explore the economic value of automation and energy efficiencies in intensive livestock operations as well as enhance the health and quality of life of Alberta’s producers.

Lakeland recently formalized a coordination agreement with the University of Calgary’s Faculty of Veterinary Medicine (UCVM).

This agreement strengthens collaborative opportunities between both institutions that will benefit students and will enhance research opportunities in animal-human interactions. This partnership holds potential for expanded beef and dairy cattle, plus equine research projects and immediate opportunities for research in Lakeland’s state-of-the-art Dairy Learning Centre. The fiveyear agreement will help Lakeland and UCVM address common needs while maximizing the use of facilities and resources funded by taxpayers.

Energy and Environmental Sciences – Area of Growth Lakeland owns an abundant land base that has significant wetland and watershed research opportunities. The college’s proximity to Vermilion Provincial Park, its location in a region of abundant oil and gas production, and academic strengths in remediation, reclamation and conservation support an array of opportunities for applied research. To date, Lakeland has focused on researching its constructed wetlands, surveying college wetlands and reassessing projects post reclamation. There is also opportunity to use the college’s unmanned aerial systems (UAS) to extend aerial-based land use management applications. Lakeland is collaborating with SAIT to establish the Alberta Centre for Innovation and Research in Unmanned Systems. The college continues to hold approved Transport Canada Special Operating Flight Certification for all of Alberta for its research UAS. Lakeland’s Renewable Energy Learning Centre (RELC) and Bioenergy Building, funded through investments from CFI, the Government of Alberta and the Natural Sciences and Engineering Research Council of Canada (NSERC), provide significant infrastructure for research purposes and are very useful for public education and engagement, informal extension work and teaching in the renewable energy and conservation program. With the completion of the integrated renewable energy NSERC project funding in 2016, focus has transitioned from extensive applied research activities towards knowledge translation and industry-funded projects specifically related to the agricultural sector, rural issues and applications, bioenergy and the bioeconomy.

In 2017, Lakeland published the college’s solar photovoltaic economics calculator as part of an Alberta-based solar toolkit available on the Municipal Climate Change Action Centre’s website. The School of Energy offers extension and outreach services to agricultural enterprises with the goal of increasing the adoption of energy conservation and renewable energy technologies as part of the Alberta government’s On-Farm Energy Management programs. The School of Agricultural Sciences’ Dairy Learning Centre incorporates many technologies to record and trend electricity and water usage to help develop and test technologies that increase resource efficiency and productivity. Future research funding and support needs will emerge as projects and partnerships are identified. Lakeland’s unique foundational capacity and expertise positions the college well for both applied research and academic opportunities in this sector to rapidly respond to emerging industry needs and address several key Alberta 2030 innovation targets in environment and climate adaptation, energy and GHG mitigation, and emerging technologies.

Lakeland College is a long-time champion of biomass to energy research activities, such as the Alberta Biochar Initiative, and is currently exploring opportunities to support national efforts to increase energy resiliency in rural and remote communities.

28 | Lakeland College 2018-2021

Innovation and Rural Economic Development – Area of Growth Lakeland has taken on a leadership role as an innovation catalyst, in partnership with StartUp Lloydminster (formerly the Regional Business Accelerator), to coordinate participation in the Alberta Innovation Network (AIN) and the Lloydminster Entrepreneurship Incubator. Through the AIN, Lakeland assists regional entrepreneurs access the provincial innovation system. Both the AIN and entrepreneurship incubator programs have highlighted several key performance measures: • The Regional Business Accelerator, in collaboration with Community Futures, expanded regional Biz Kids programming to encourage youth entrepreneurship in 2017.

Over 60 student and youth jobs were created and many local business owners joined the program as mentors.

• In the first year of activity, Lakeland College and the Regional Business Accelerator supported 36 technology/innovation small-to-medium enterprise (SME) clients and completed 23 referrals to the AIN system.

The college has developed unique capacity for preliminary manufacturing and prototyping through funding from CFI, NSERC, and the Alberta government. Lakeland is developing access to this Maker Space to regional entrepreneurs, innovators and SMEs, and will aid them in accessing other supports in the system as they move through prototype development and commercialization.

Other Research and Scholarly Activities – Area of Growth The Emergency Training Centre at Lakeland College is a unique resource for both training and applied research. The college partnered with industry to train students with new equipment prototypes and provide feedback on their performance under rigorous conditions. This has resulted in product revisions to increase durability and user protections prior to commercial sale.

Applied research using these technologies is not always practical under the college’s academic mandate, and Lakeland has declined projects that could impact the longevity of training props. Areas of opportunity include using the UAS and other new tools for emergency services and identifying ways to support the training and health of emergency professionals including mental health initiatives.

Lakeland College faculty members are encouraged to enhance their professional development through scholarly learning opportunities. Lakeland has numerous examples of applied research and scholarly practice, such as faculty from human services working on case study research to inform scholarly practice and faculty members pursuing advanced degrees and other forms of training.

Lakeland partnered with Red Deer College on a Social Sciences and Humanities Research Council of Canada (SSHRC)-funded knowledge synthesis study: “Applying the National Aboriginal Health Organization’s Ownership, Control, Access and Possession principles to College Research in Central Alberta.” This study was completed in 2017 and the college is exploring how to integrate some of the key learnings into policy and practice in 2018-19.

Comprehensive Institutional Plan | 29

APPENDIX D

COMMUNITY OUTREACH AND UNDERREPRESENTED LEARNERS Overview Lakeland College is committed to creating personalized learning pathways for learners to help them realize their full potential. Relevant college strategic priorities focus on maximizing student engagement, building capacity in intercultural understanding and diversity, enhancing learner supports and services, and providing opportunities for students to further enhance their learning.

Regional Stewardship Lakeland College is committed to community engagement through regional stewardship and believes that all Albertans should receive quality education regardless of where they reside. The college continues to work with their Community Adult Learning Programs (CALPs) with the goal of understanding the diverse needs of their unique communities. Lakeland’s model of regional stewardship is based on the following principles: 1. Leveraging resources which would build capacity for learner pathways 2. Connecting and sharing information and knowledge with community 3. Assisting in identifying opportunities for bridging learner gaps to post-secondary programs Lakeland continuously strives to be a community leader through several priority initiatives for 2018-21: • Foundational learning: By providing programs such as Adult 12, the college is empowering citizens and highlighting its unwavering focus on leading learning no matter where students are at in their academic journey. Through Adult 12, an adult may attain a Grade 12 standing in the province of Saskatchewan by earning seven credits with a minimum of five credits at the 30 level.

• Community partnerships: The college will continue to work with Economic Development and Adult Learning in Wainwright to offer programming options within that municipality. In 2018, health care aide will be offered for the second time with delivery plans to continue every two years.

• Innovation: Lakeland College, Alberta Innovates and Startup Lloydminster have partnered to create an East Central Alberta Regional Innovation Network (RIN) in Lloydminster in recognition of the city’s prominence as a regional economic development hub. The regional network will ensure businesses have access to commercialization expertise, training, and programs and services required to address the unique needs of a new innovation-based business.

• Post-secondary partnerships: Lakeland will continue to develop agreements with other post-secondary institutions to offer in demand programming options.

30 | Lakeland College 2018-2021

Resourcing Regional Stewardship At Lakeland College, regional stewardship is resourced through a decentralized model where Community Adult Learning Program (CALP) have opportunities to meet with school deans. This model consists of a contact dean who is responsible to report back to the Deans Council on regional needs and learning gaps. Each spring the college invites CALP representatives from Lloydminster, Vermilion, Killam, Wainwright, Two Hills and Provost to Lakeland for dialogue on programming and partnership opportunities. This allows for improved communication between the CALPs and the college’s academic team as a whole.

Indigenization Being situated in the heart of Treaty 6 Territory, it is critical that Lakeland College acknowledge Indigenous peoples’ values and beliefs. The opening of the Indigenous Student Lounge is the latest step Lakeland has taken to improve the post-secondary education experience for Indigenous students while also celebrating and educating others of Indigenous cultures. With this new student lounge, the college’s Indigenous students can stay grounded in their culture while pursuing their post-secondary education at Lakeland.

Lakeland’s manager of Indigenous student support will work with the college’s Indigenous Student Advisory Council to foster existing campus events as well as initiate new Indigenous programming. Providing pathways for Indigenous learners will be a priority for the college for the 2018-2021 planning period: • Aboriginal teacher education program: Lakeland College and the University of Alberta (U of A) will collaboratively offer the university’s aboriginal teacher education program (ATEP) at the Lloydminster campus starting fall 2018. Students will complete the first two academic years in Lakeland’s university transfer program and then apply to transfer into the ATEP for their third and fourth year. Students will be able to complete all four years at Lakeland. Graduates will earn a bachelor of education (elementary) upon completion.

• Transition program for Indigenous students (TPIS 101): A transition program will be available for Indigenous students in the university transfer (UT) program at Lakeland’s Lloydminster campus. The core principle of this course is rooted in positive connections, both on and off campus, and builds the following components into the academic and personal student experiences in UT: academics; Indigenous culture; community; and career.

• Indigenous awareness: The college will continue to coordinate social and cultural events such as the annual teepee raising and the Truth and Reconciliation speaker series, which celebrate and promote the Indigenous way of life and honour the rich history and lived experience of native peoples.

• Elder in residence: Lakeland will establish an elderin-residence program by cultivating meaningful relationships with elders who can visit the campus and connect with college students in an effort to enhance their educational experience.

• Recruitment: The college will create a recruitment program that minimizes barriers for Indigenous and underrepresented candidate pools.

Comprehensive Institutional Plan | 31

Learner Supports Lakeland strives to provide student supports that are timely, accessible and targeted to specific needs. Through the college’s teaching and learning department, services are provided for underrepresented and disadvantaged learner groups. Annually, The Commons provides exam accommodations for over 1,200 students and receives and provides up to 250 tutor matches for learners.

The college will focus on the following activities to support learners in 2018-2021: • Lakeland offers three preparatory courses outlining important areas vital to college success: avoiding procrastination, developing higher thinking skills and effective organizational habits for the best college experience. Courses are accessible through a massive open online course (MOOC) at no charge.

• Accessibility services will continue to provide support services to students with disabilities. Procedures for addressing supports for students who are having trouble meeting academic expectations and who may require a psycho-educational assessment will be addressed in the interest of streamlining the process.

• Learner success workshops that focus on study skills, testtaking, time management, life skills and strategies for success will be created and delivered to students in their second semester of study who have been placed on academic probation or have a GPA below 2.0.

• Lakeland strives to provide students with consistent access to physical and mental health supports. The college’s counselling and wellness team promotes holistic mental, physical and social wellbeing to help students achieve the best possible quality of life while at Lakeland. With funding from the provincial government to support student mental

32 | Lakeland College 2018-2021

health, the college’s counselling and wellness plan for 20182021 includes several initiatives:

○ The National College Health Assessment survey will be conducted. Data from the survey will help shape a mental health framework for the college.

○ The college will participate in a regional mental health committee with a focus on coordinating clinical and non-clinical mental health services and facilitating transitions between community and campus-based services.

○ More opportunities will be provided for students to be involved in events that highlight wellness and stress reduction including the establishment of mindfulness-based cognitive therapy groups, “puppy rooms” during exam week, Pre-Think Your Drink campaign in partnership with Alberta Health Services, and the creation and implementation of a peer-assisted

wellness program.

○ The college has established an LGBTQ+ committee.

College policies and procedures have been developed to ensure that Lakeland is providing an inclusive learning and work environment.

Enhancing Community Investment Community investment occurs in many ways for Lakeland College. Strong partnerships with municipal leaders and community partners have proven to create well-informed communities and a mutually supportive environment. Investment from individuals, industry partners and municipalities is often a way to advance scholarship, bursary and other student support programs. This activity will continue to enhance access and affordability for learners and to honour commitments to donors.

Lakeland College has developed a fund development campaign – Leading. Learning. The Lakeland Campaign. – to raise $10 million through comprehensive fundraising methodologies. Funds raised will support all areas of learner success, from providing state-of-the-art learning facilities to supporting leadership development and student success, as well as exposing Lakeland students to the benefits of applied research.

Communications to Prospective Students Lakeland College knows that student success begins with clearly communicating offerings to parents and prospective students. A strong visual identity, responsive website and digital asset bank, and key messages have been developed to share with various community stakeholders. The Lakeland story assists young people and parents alike in not only making the decision to pursue higher education but to understand how their education pathway at Lakeland will continue on to career opportunities. The college reaches out through a variety of methods: • Targeted marketing campaigns that include a mix of digital, traditional and social media

• Revamped communications sequence for prospective students and their parents

• Speaking engagements at relevant industry events, conferences and service organizations

• Academic school-specific e-newsletters created for alumni and industry representatives

Comprehensive Institutional Plan | 33

APPENDIX E

INTERNATIONALIZATION Overview Internationalization continues to be a priority for Lakeland College.

In addition to the positive impact on the college’s operating budget, internationalization increases cultural diversity on campus, allows for increased cross-cultural awareness and education, and provides domestic students as well as staff and faculty with the opportunity to study, learn and work abroad. The college continues to forge ahead with its exciting partnerships with other post-secondary institutions as a result of collaborations on international development projects.

International Student Recruitment The cornerstone of Lakeland’s international strategy is the recruitment of international students to programs on both campuses. International student numbers have increased from approximately 114 in January 2017 to 156 in January 2018. This constitutes about six per cent of total enrolment at Lakeland. Lakeland will continue to grow the international student base in programming areas that have unmet capacity. International students do not currently, and will not in the future, have access to programs with waitlists or where they would otherwise prevent domestic students from accessing a particular program.

Active recruiting is a strategy that focuses on specific target regions and investing significant effort and resources in those regions to attract students. The college has a contract agreement with M Square Global, a recruiting / brand building company, registered in Canada and India. The initial intent was to build the Lakeland brand in India and to market Lakeland programs available for international students. However, as a way to promote more country diversity, a contract amendment has been signed to further the target regions to Pan India (India, Pakistan, Bangladesh, Nepal and Sri Lanka) and continental Africa. Now that the Indian market has been developed, Lakeland is looking to strategically diversify international recruitment by focusing efforts on African countries and the Philippines.

At the core of a robust recruitment strategy is the commitment to support international students. A happy and successful student is an ambassador for Lakeland and perhaps the best form of marketing for future students. Such support requires careful attention to immigration laws and processes as the college supports students as they move through various phases of their studies at Lakeland.

Lakeland has a committed international student coordinator on each campus to provide this support in addition to a regulated international student immigration advisor.

Lakeland’s international student support framework begins during the recruitment stage and continues from the student’s arrival on campus until he/she graduates and moves on from the college. Students have full access to learning strategists, advisors, immigration consultants, student employment specialists, health services and other supports. International students are actively involved in student clubs and student recreation programs, and have become an important part of student life on campus.

Also, Lakeland’s staff and faculty are supported as they adapt to teaching and interacting with international students. An online course in dealing with culturally and linguistically diverse learners was made available in the summer of 2017 and will be offered again. Additionally, a one-day workshop on working with international students was offered last spring on the Lloydminster campus and, given the positive feedback, the aim is to have a repeat workshop session on the Vermilion campus.

At this time, Lakeland College is not engaged in any off-shore / for-profit partnerships or in any cross-border delivery of Alberta credentials. However, some academic departments, currently agricultural sciences and energy, do investigate opportunities, as they present themselves, to offer Lakeland programming overseas and/or through short courses on campus. In general, the college’s internationalization efforts are confined to student recruitment, as described above, as well as to international mobility for domestic students and involvement in international development projects as described on the next page.

34 | Lakeland College 2018-2021

International Mobility for Domestic Students The second main component of Lakeland’s international strategy is to promote opportunities for domestic students to experience learning opportunities abroad. Although challenging to promote and administer, outbound mobility is an important way to increase the internationalization of the campuses. Two funded opportunities are the Campus Alberta Grant for Overseas Learning and international study abroad internships.

In the 2017-18 academic year, student groups traveled to the United States (human services), Sri Lanka (environmental sciences applied degree), and Greece (real estate appraisal and assessment). These experiences allow students to develop a stronger global perspective and to also foster a sense of global citizenship − critical skill development for an increasingly global society. Lakeland’s experience has demonstrated higher levels of academic success and student engagement as a result of opportunities such as these.

International Development The third main component is engagement in international projects that are typically funded through Global Affairs Canada (GAC) and Colleges and Institutes Canada (CICan). Lakeland has been successful in these kinds of projects in various countries in the past (Tanzania, Belize and Kazakhstan) and is exploring opportunities as they present themselves. Currently, Lakeland is the lead college in a three-year remedial access development project in Tanzania in partnership with NorQuest College that is due to finish in 2019.

Although international projects have limited revenue generation potential, they offer Lakeland opportunities to establish good working relationships with other Canadian post-secondary institutions, as well as governments and institutions in developing countries. These partnerships open doors to further collaboration around professional development initiatives, program development and transfer agreements, all of which have the potential to significantly benefit the college. Lastly, engagement in international projects provides exceptional professional development opportunities for staff and faculty. The experiences and skills that are developed through project work are beneficial to Lakeland College through internationalization of curricula and employee growth.

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APPENDIX F CAPITAL PLAN Overview In a competitive post-secondary environment, it is vital for Lakeland College to maintain and develop facilities to meet student expectations for a modern, technologically advanced learning environment.

Priority Projects Capital Projects – Top 3 Priorities

2018-19

2019-20

2020-21

8,150,016 1,000,000 9,500,000

16,579,538 1,000,000 3,000,000 1,000,000 8,000,000

13,439,005 1,000,000 3,000,000 2,000,000 8,000,000

18,650,016

29,579,538

27,439,005

1. Vermilion Campus Revitalization 2. Student-Managed Lab Revitalization a) Farm Revitalization b) Emergency Training Centre Lab Revitalization 3. Residence Redevelopment (Self Funded)

18,150,016

20,079,538

11,939,005

500,000

500,000 1,000,000 8,000,000

6,500,000 1,000,000 8,000,000

Total Capital Expenditures

18,650,016

29,579,538

27,439,005

Funding Sources Requested Government of Alberta Funding Infrastructure Maintenance Program Funding Lakeland College – Self Funding Partnerships, Philanthropy, Potential Grants Requested AFIC Loan (Residence) Total Revenue

Priority Projects (Top 3)

1. Vermilion Campus Revitalization As the third oldest post-secondary institution in Alberta, aging infrastructure is a problem at Lakeland’s Vermilion campus where the college began operations in 1913. Labs, classrooms, technology and service spaces are out-of-date, and enrolment growth has created cramped learning spaces. To create high quality, environmentally friendly learning environments that increase student access to our programs and provide additional meeting spaces for internal and external purposes, Lakeland needs to revitalize the Vermilion campus. This multi-phase project will modernize Academic Link, Alumni Hall, Bentley Building and Mead Building, and will create attractive, student-centred and energy efficient spaces that will serve students and the region for years. The estimated project cost is $50 million.

Phase 1

Environment – Ag Labs – Student Services

Phase 2

Student Commons

Phase 3

Mead Building – Additional Classrooms

Phase 4

Bentley Building

Phase 5

Alumni Hall – Upper Office Space

7,379,396.44

Phase 6

Alumni Hall – Lower Office Space and Upper Floor Meeting/Community Space

4,559,608.94

Total Anticipated Cost

36 | Lakeland College 2018-2021

8,023,918.07 10,126,097.54 9,457,259.99 10,622,278.27

50,168,559.25

Phase 1 - $8 million • Four labs in Academic Link require a complete refresh to replace non-ergonomic furniture, update lighting, improve ventilation to reduce health risks, improve technology to accommodate modern teaching practices, and install up-to-date lab equipment that students will use in industry. These labs are used by hundreds of environmental sciences and agricultural sciences students each year.

• Spaces at the front of Alumni Hall, the building most people enter campus through, will be repurposed to create a one-stop shop for the thousands of students who attend Lakeland each year. This would improve service and business efficiency as all student services would be in one area. The current layout is inefficient and not welcoming. Changes would also be made to the 400-seat theatre in Alumni Hall to expand usage for purposes such as class lectures and a movie theatre.

Phase 2 - $10 million • Renovations to the current cafeteria, library and learning commons space would create a more dynamic and modern Student Commons that would enhance the learning experience. Retrofitting these spaces would also allow for walled-in, quiet study areas and the potential for additional classrooms and group workstations. As well, through reorganization and rationalization of other departments currently located in this area, space would be freed up to allow for future revitalization phases to take shape. The air quality is poor in the library and learning commons current space, and the HVAC system requires updating.

Phase 3 & 4 - $20 million • Renovations to the Mead Building and Academic Link are both necessary in subsequent phasing of the project. Both buildings have significant challenges with air quality and are in need of HVAC system updating. As well, current faculty offices are scattered throughout these buildings; co-locating offices within existing work groups would benefit students and allow room for expansion.

• Further renovations to these buildings would allow for exterior retrofits, asbestos mitigation and create an opportunity to finish all space with appropriate energy efficiency to reduce the college’s carbon footprint.

Phase 5 & 6 - $12 million • Renovations to Alumni Hall are necessary to better accommodate staff offices and create additional meeting and community access spaces. This building also has significant need for a HVAC system update. Staff offices were designed in the early 1980s and would benefit from the creation of efficient, ergonomic work spaces that better serve student needs and allow for expansion.

• Renovations to the building will allow for exterior retrofits, asbestos mitigation and create an opportunity to finish all space with appropriate energy efficiency to reduce the college’s carbon footprint.

Revitalization of the Vermilion campus is important to students as well as other stakeholders in the community and province.

Lakeland creates value in many ways including influencing the lives of students, providing employment for hundreds of people, supplying businesses with skilled workers, contributing to innovation through applied research and sharing its facilities with the community.

Timeline: April 2018 – June 2021 The project could proceed immediately creating jobs for people on site as well as material suppliers.

Total Project Cost: IMP Funding over 3 years: Provincial Funding Request:

$50,000,000 $3,000,000 $32,668,559

Relationship to CIP Goals: A modernized learning environment is critical to college goals relating to Learner Success, Relevant Programming and Sustainability. This project is expected to extend the life of each building by 30 years.

2. Student-Managed Lab Revitalization a) Student-Managed Farm Revitalization The Student-Managed Farm − Powered by New Holland (SMF) is the core element of Lakeland’s approach to student-managed learning. This award-winning concept is showing the signs of 28 years of active learning and is in need of updating and sustainable management systems to set the tone for the future. This largely external approach will allow for investment in sustainable systems that will extend the useful life of all buildings and infrastructure on the SMF site.

Widely used by both the college and community, the current Equine Centre needs updating and renovating to create more flexible usage options and to better support the high demand in the region for arena space. Renovations would include upgrading of siding and roofing, new seating, a new kitchen and washrooms, and a warm up area.

Timeline: April 2018 - August 2021

Total Project Cost: Provincial Funding Request:

$7,500,000 $3,500,000

Relationship to CIP Goals: The SMF and Equine Centre are core living lab elements to the teaching methodology and key parts of student life at Lakeland College. The revitalized facilities will support college goals of Learner Success and Relevant Programming.

b) Emergency Training Centre Lab Upgrade The Emergency Training Centre is an integral, hands-on lab for students pursuing a career in firefighting and for Alberta’s municipal volunteer fire force. This essential part of Alberta’s training system is suffering the effects of extensive use and Alberta’s harsh winters. Upgrading this lab will ensure refurbishment of appropriate props, waterlines and laboratory roadways.

Timeline: April 2019 - August 2021

Total Project Cost: Provincial Funding Request:

$2,000,000 $2,000,000

Relationship to CIP Goals: Maintaining a safe environment is vital to college goals relating to Learner Success, Relevant Programming and Sustainability.

3. Student Residence Project (Self Funded) Lakeland has a long history of providing a residence experience to increase access to quality post-secondary offerings and to augment learning while on campus. In fact, the provision of appropriate residence facilities for students at Lakeland College is a key element to ensuring academic success for our students. Residence life programs provide a value-added benefit that is linked to satisfaction, success in the classroom, leadership development and preparedness for the workforce. Further, the residence experience is pivotal in creating a culture of belongingness which is linked to the strong retention and student success rates that Lakeland achieves.

The last increase in student accommodation occurred on the Vermilion campus in 2003 through a 100-bed expansion.

This was to meet the anticipated growth projection of the Vermilion campus. Those beds have sustained 98 per cent occupancy for over 12 years until the 2016-17 academic year where occupancy declined moderately to 80 per cent. The decline in occupancy rates is believed to be linked to the downturn in the economy; however, recent polling of students also showed that there were significant numbers choosing to rent rooms or houses in town due to dissatisfaction with the state of repair of the residence facilities. Many years of wear and tear have resulted in the need for a full-scale renovation to extend the lifespan of these facilities and to attract students back to campus housing options. In past years of high occupancy, enrolment at Vermilion campus was greatly affected by available campus residences due to the Vermilion’s relatively small size and limited rental options. In order to meet sustainable enrolment targets and provide appropriate access to post-secondary programs, more beds are needed at the Vermilion campus.

The Lloydminster campus is typically running at 75–80 per cent occupancy. There seems to be sufficient beds for students, but they are in disrepair. The most recent student exit survey saw renovations topping the list of concerns for those living in residence. This disrepair is also a leading reason for students to choose off-campus housing. They are choosing newer, fresher accommodations even when the price-point may be similar. Thirty years of wear and tear have resulted in the need for a full-scale renovation to extend the lifespan of these facilities for an additional 30 years.

In short, major renovations on both campuses and the moderate expansion of residence spaces on the Vermilion campus would increase Lakeland’s ability to serve student needs, significantly enhance the student experience and enable the college to ensure appropriate access to education at both locations.

Timeline: April 2019 - August 2023

Total Project Cost: Total Loan Request:

$16,000,000 $16,000,000

Relationship to CIP Goals: This relates to the college goal of Learner Success.

Funding Sources: The college has requested permission from the Government of Alberta to borrow the required funds for the expansion and renovations.

Ongoing Projects Lakeland College Trades Centre Exterior and Roofing Repair Located at the Vermilion campus, the Trades Centre opened in 1984. The building’s roof has always leaked causing serious safety issues in classrooms, shops and hallways plus damage to the facility. Following a pilot repair project in 2017, it was determined that the cost of repairing the cladding, glazing and roofing is $4.7 million if completed in one year and $6 million if done over two years.

This fully funded project will be completed by August 2020.

Timeline: April 2018 – June 2020 The project is underway creating jobs for people on site as well as material suppliers.

Total Project Cost: Provincial Funding Request:

$6,000,000 $6,000,000

Relationship to CIP Goals: Maintaining a safe environment is vital to college goals relating to Learner Success, Relevant Programming and Sustainability.

Comprehensive Institutional Plan | 39

APPENDIX G INFORMATION TECHNOLOGY Overview Lakeland College is implementing planned key strategic investments and building blocks in information technology in order to better meet business needs and user expectations. The focus is on improving the student and staff experience, enhancing access to services and developing a strategic plan to support future opportunities. Information technology’s goal is to maintain end-user satisfaction, improve operational performance, and enhance Lakeland’s security program with a focus on three key areas: • Improve cybersecurity governance, data protection, and compliance • Assess and implement cloud and mobile delivery where this type of provisioning provides an added value to the user and the college

• Upgrade server and client operating environments to maintain support and security

The two-year Infrastructure Upgrade Project is scheduled to be completed by June 2018. With this new infrastructure in place, Lakeland continues to focus on initiatives that address the overall cyber security environment in the following areas: • Cybersecurity framework: Continue to develop and implement administrative and technical controls to satisfy the Cybersecurity Framework

• Monitoring and compliance: Monitor and measure the status of the security posture across the enterprise to ensure compliance

• Enforcement: Continue to develop and implement the College’s cybersecurity threat and defense program Information Technology continues to invest in new strategic technologies and processes with the goals of improved user experience, operational performance and savings. Lakeland is moving in the direction of cloud-based solutions. As a result of this solution, Lakeland will realize several benefits: • Improved agility: Scalable computing and new features/ options for the college

• Operational efficiency: Reduced capital expenditure and a decrease in workload for IT resources

• Operational resilience: 24/7 real-time monitoring, managed backup and security Lakeland’s participation in collaborative opportunities with other post-secondary institutions has aided in achieving financial efficiencies and a platform to share knowledge and resources. The college received cost and resource savings when procuring end-user devices as a result of being an active member in ShareIT. In 2016-17, Lakeland partnered with NAIT on the MyTradeSecrets (MTS) project. In 2017-18, Lakeland accepted an offer from NorQuest in the sharing of chief information security officer (CISO), for the development of the college’s CyberSecurity Framework. In addition, NorQuest and Lakeland will partner on the sharing of a contractor for the Apply Alberta PASI Upgrade, which will result in a savings for both institutions. These opportunities for budget and resource sharing provide a significant benefit to the college.

40 | Lakeland College 2018-2021

Information Technology Initiatives Starting in 2018-19, the following initiatives will be undertaken over the following two years:

Priority

Item

Details

Source of funding

Cost

1

Cybersecurity governance, data protection and compliance

Focus on defining, implementing, and monitoring of cybersecurity environment and endpoint protection

Capital budget

$250,000

2

Cloud and mobile application delivery

Focus on migrating on-site applications to the cloud providing business value-added (Office, Identity Management, Intranet)

Capital budget

$150,000

3

Upgrade server and end-user operating systems

Windows server upgrading and Windows 10 upgrading to end users

Capital budget

$510,000

Comprehensive Institutional Plan | 41

APPENDIX H

ENVIRONMENTAL SCAN Strength: Student-Managed Learning Lakeland College is a national leader when it comes to student-managed learning and nearly all of its academic departments have incorporated a student-managed learning model into program curriculum. Student-managed learning is based on the premise that students learn best by actually applying their newly learned skills and competencies in authentic learning environments.

Lakeland’s best known example of student-managed learning is its Student-Managed Farm − Powered by New Holland (SMF). This innovative teaching model puts students in the lead as they manage all aspects of a $2.5 million commercial agricultural business.

The farm itself consists of a variety of agricultural enterprises including a fully operational commercial-scale crop operation, a commercial beef herd, a dairy unit, a sheep unit and a purebred Black Angus beef herd. Students are responsible for all farm operations and business decisions, including all decisions related to budgeting, marketing and commodity buying/selling. It has been a remarkable success over the years and continues to provide an unmatched learning experience for agricultural sciences students in Alberta and beyond.

Not only does the SMF allow students a real-life opportunity to apply all of the technical and business skills they learn in the classroom, but the Lakeland experience also shows that this teaching and learning model provides students with a perfect environment for developing some of the essential skills that are so highly sought after by employers, such as communication, teamwork, problem-solving and critical thinking.

Lakeland College is proud of the impact this model is having on students. One student described his experience this way: “I don’t think there is any better way to teach young people responsibility, teamwork, and professionalism than the studentmanaged farm. The SMF pushed me beyond my comfort zone and allowed me to grow as a professional, a leader and as a friend.”

(Grayden Kay, agricultural sciences, Class of 2015 and 2016) Student-led initiatives are starting to form the foundation of all of Lakeland College programming: • The firefighter and emergency services technology students are given opportunities to lead companies in fire hall platoons with small groups of students having complete responsibility for their own equipment, including apparatus bays and fire trucks. They also work together as a unit throughout their studies.

• The early learning and child care students manage a free children’s four-week play program where they are responsible for running a fully functional child-care centre on campus.

42 | Lakeland College 2018-2021

• Environmental sciences students are part of the StudentEnvironmental Consulting Office initiative, which is a studentmanaged environmental consulting company that works on real-life environmental projects within the region.

• Health and wellness students offer esthetician and hairstyling clinics that are open to the public and operate as small businesses. Students not only apply their technical skills in these clinics, but also learn the skills necessary to become successful entrepreneurs.

Strength: Quality Programming Lakeland College continues to build on its reputation for offering high quality programs and preparing work-ready graduates. The studentmanaged teaching model is one component of a quality learning experience for students. The college is also putting additional emphasis on the role of its program advisory committees, and efforts are underway to re-engineer and reenergize these important committees. Advisory committees offer essential insight into industry trends, required skills and competencies, and the employability of our students.

This input is valuable as the college conducts its regular curriculum and course updates and as it makes decisions about program offerings.

Lakeland College is using a data-driven, outcomes-based model to measure program performance on an annual basis. Student demand, enrolment levels, completion rates, student satisfaction, employment rates and financial viability are scored against performance targets for each program offered at the college.

Program working groups analyze these indicators as well as other inputs annually and develop program action plans that document necessary improvements. Lakeland’s goal is to have all college programs meeting and exceeding performance targets in these areas.

These and other initiatives are making an impact on program quality. In a recent graduate follow-up survey, Lakeland graduates are reporting an 89 per cent employment rate, 94 per cent would recommend Lakeland College to others and 95 per cent were satisfied with the quality of their Lakeland College experience (Class of 2014 Graduate Follow-up Survey, 2016).

Employers are also providing the college with encouraging feedback. In a recent survey of employers, 96 per cent indicate that they would recommend Lakeland graduates to other employers, and 98.9 per cent of employers indicate that they are likely to hire another Lakeland graduate in the future (2016 Employer Survey).

Lakeland College graduates are job ready. In addition to job-specific, technical skills, they are also prepared in other ways to contribute to their workplaces and society. For example, employers of these students remark on their energy, enthusiasm, willingness to learn, professionalism, communication skills and ability to cooperate within a team environment. These are important outcomes that speak to the quality that exists within programs at Lakeland.

Strength: Partnerships with Industry Lakeland takes pride and care in maintaining partnerships within its extended community. Industry partnerships have resulted in practicum placements and employment for students, financial and in-kind donations to the college, increased curriculum and program relevancy through industrial input, and community economic development and diversification. In turn, the college supports industry with research opportunities, qualified employees, corporate training and an enhanced community profile.

The college is working on several industry partnerships to foster new opportunities: • Lakeland and Alberta Milk signed a Memorandum of Understanding in August 2017 ensuring the organizations will continue to work together to enhance dairy education programming. Alberta Milk was instrumental in the development of Lakeland’s Dairy Learning Centre by providing the use of additional milk quota and funds from the Government of Alberta Growing Forward 2 grant to incorporate energy-efficient systems and design in the facility.

• Lakeland partners with different companies and organizations on research projects. For example, Lakeland partnered with SeCan and Brett Young to demonstrate nine short-season soybean varieties in 2017.

• Lakeland was a leading player in the Smart Agri-Food Supercluster (SASC) with Lakeland’s director of applied research serving as the application architect of the letter of intent and full application to the federal government for Innovation Superclusters Initiative funding. Lakeland’s dean of agricultural sciences was also very involved in the SASC, which featured 100 partners. Lakeland employees made important connections that are sure to lead to future collaborations with industry, organizations and postsecondary institutions.

Comprehensive Institutional Plan | 43

Weakness: State of Infrastructure Renovation, maintenance and capital expansion funding is lagging behind Lakeland’s infrastructure needs. This impacts college programming significantly: • Small classrooms and laboratories do not allow for program expansion.

• Outdated laboratory spaces do not adequately meet student needs.

• Residence space at the Vermilion campus limits the number of students the college is able to accept.

As a result, Lakeland has embraced a long-range deferred-maintenance renewal plan to retrofit and update outdated laboratories and classrooms.

Despite funding limitations, Lakeland has attempted to move forward on some critical infrastructure initiatives such as the new Dairy Learning Centre and Animal Health Clinic. In addition, the college has undertaken five classroom renovations at the Vermilion campus. However, much remains to be done. A detailed Vermilion Infrastructure Revitalization Plan has been developed to identify the renovations required in the next five to 10 years as well as a detailed plan to address other deferred-maintenance needs over the next 25 years.

There is need for greater infrastructure maintenance funding. Internally, the college will continue to focus on improving internal project management and developing a long-term vision for required infrastructure for both campuses.

Weakness: Technology for Future Growth Technology is critical as Lakeland works to ensure the future success and sustainability of the college. Bandwidth continues to be a concern as programming and services require increased connectivity and access. In addition, social media, Bring Your Own Device (BYOD), and cloud/mobile computing are changing the landscape of student expectations as well as increasing security threats through the post-secondary sector.

Lakeland is building an access and security strategy to address these concerns: • Updating the college’s ability to address risk by quickly identifying new gaps and/or weaknesses in the network system • Monitoring risk for data leakage as a result of cloud computing and increased social/mobile usage

44 | Lakeland College 2018-2021

• Adopting a proactive approach to protect Lakeland and its data from the threat of cybercrime and its possible impact on college reputation

Opportunity: Campus Renewal Through prudent financial planning, Lakeland has built a healthy strategic investment fund that will allow the college to modernize older buildings at the Vermilion campus.

With a student-focused approach, Lakeland will repurpose many of the existing buildings into modern classroom, lab, meeting and gathering spaces that are attractive, functional and environmentally friendly. Technology and elements such as lighting, heating and electrical will be updated, and new campus entry points will be created to provide students with easy access to the spaces they use the most. Campus grounds and signage will also be updated.

Additional classrooms and labs will make it possible for Lakeland to explore new programming options and expand numbers in programs currently restricted by lab sizes.

Campus appearance is an important factor in student recruitment. By creating an attractive learning environment, Lakeland has an opportunity to increase enrolment. A renewed physical space will also help increase staff and community pride in the college.

Opportunity: Telling the Lakeland College Story Lakeland is taking a more strategic approach to shaping and sharing communications about the college. In 2015, the college completed a brand strategy that identified its strengths and determined five powerful elements that reflect the Lakeland experience: • Student-managed learning experiences

• Future focused

• A place to be heard

• Academic credibility

• Connected and relevant The most distinct attribute, which is also part of the Lakeland mission, is the focus on student-managed learning experiences.

Students have the opportunity to learn from student-led projects and initiatives. These real-world experiences help them develop an impressive set of skills related to leadership, critical thinking, decision making skills and professionalism.

A visual identity system and responsive website were developed to reflect the brand attributes. Lakeland is using a variety of tactics to increase key audiences’ awareness of what it is that makes the college different and successful, and to reinforce how important Lakeland is to the region and the province’s future: • Utilizing targeted campaigns that include a mix of digital, print, video and social media

academic excellence, leadership and diversity, and bring attention to the outstanding people working at the college

• Pursuing speaking engagements at relevant industry events, conferences and service organizations

• Reenergizing advisory committees with key members who can act as ambassadors and share the Lakeland story

• Participating in special events, meetings and committees that increase the college profile

• Hosting special events to bring more people to campus to see for themselves the opportunities available in academics, research and more

• Applying for awards that validate the Lakeland focus on

By consistently sharing stories and information that reflect the Lakeland College brand, the college can positively influence how people think and feel about Lakeland. This focus will help increase enrolment, partnerships, alumni engagement, funding and philanthropy.

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Challenge: Funding The Government of Alberta (GOA) is currently managing a difficult fiscal situation and although the GOA provided a two per cent increase to operating grants (approximately $660,000 in 2016-17), future increases are not assured. Tuition fees, representing 20.9 per cent of the college’s revenues, are regulated by the GOA, and fee increases have not been permitted for several years. There has been no funding provided for enrolment growth for the last several years and with the fiscal challenges faced by the province, the college has limited capacity to increase its revenue to offset any cost increases. The GOA also conducted a significant review of the funding provided to Alberta post-secondary institutions and is in the process of rolling out a new funding model.

Given this environment, fiscal restraint is prudent. Lakeland College held the line on growth in operating expenses and will continue to do so. However, the college also has the responsibility to deal with its aging infrastructure. The likelihood of Lakeland receiving grants to fund campus revitalization is remote, so the college needs to generate sufficient surpluses to fund this high-priority initiative. Accordingly, all of Lakeland’s available surplus is being placed in the Strategic Investment Fund to support the long-term revitalization of the college’s infrastructure.

Challenge: Safety and Crisis Management Recent incidents that have impacted post-secondary institutions, including floods, fires, shootings and cyber attacks, have helped to elevate internal expectations with regards to emergency and crisis response. Through engaging its network of educational institutions and community stakeholders, Lakeland College is taking proactive measures to minimize exposure and to be prepared for potential crises: • Proactive interventions and education for staff • Updates of emergency response planning and drills • Implementation of app-based early notification systems

• Development of localized response plans for higher-risk environments • Partnerships with municipalities and local/regional authorities

The increase in cybercrime is a concern. Social media, Bring Your Own Device (BYOD), and cloud and mobile computing are changing the landscape of cyber security threats. Lakeland’s focus is a proactive approach to protect itself from a breach that could have a possible impact on the college’s reputation. Lakeland will identify new gaps and threats due to digital changes across the business. The college will develop and monitor preventative measures that are focused on ensuring a secure post-secondary sector environment.

46 | Lakeland College 2018-2021

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Vermilion Campus 5707 College Drive Vermilion, Alberta T9X 1K5 Lloydminster Campus 2602 59 Avenue Lloydminster, Alberta T9V 3N7 1.800.661.6490 lakelandcollege.ca