Comprehensive Institution Plan 2011-14

Comprehensive Institutional Plan 2011-2014

Vermilion Campus 5707 College Drive Vermilion, Alberta T9X 1K5

Lloydminster Campus 2602 59 Avenue Lloydminster, Alberta S9V 1Z3 1 800 661 6490 www.lakelandcollege.ca

Table of Contents Executive Summary............................................... 3 Accountability Statement...................................... 4 Institutional Context............................................. 5 Plan Development................................................ 6 Environmental Scan.............................................. 7 Goals, Priority Initiatives, Expected Outcomes and Performance Measures.................................... 13 Financial and Budget Information........................... 21

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Vermilion Campus

Lloydminster Campus

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Executive Summary Lakeland College’s internal and external environments are characterized by strengths, weaknesses, opportunities, and threats. The College’s internal strengths lie in its resources, capabilities, and competitive advantage. Strength in student numbers and successful student experiences help solidify Lakeland’s position regionally, provincially, nationally, and internationally. However, internal forces, such as pressures on technology, student services, and facilities, as well as unsigned employee agreements, diminish the College from operating at peak strength. External opportunities, such as working with underrepresented learning groups, the potential for growth with Saskatchewan, increased collaboration with stakeholders, globalization, and applied research and innovation, balance such external threats as an economic climate of fiscal restraint, shifting governance and increased regulations, and changing demographics.

An analysis of these environmental factors has led to the establishment of three access goals, several research initiatives (as outlined in the 2010 IRP), one sustainability goal, one community goal, and two competitiveness goals for the upcoming three years. To improve student access, Lakeland College plans to maximize student recruitment and retention, enhance supports for underrepresented learners, and continually ensure the efficiency and effectiveness of the program mix. Maintaining program viability, through regular program reviews and external linkages, will foster increased sustainability. As a regional steward, Lakeland will continue to work towards uniting the College and community to better serve the regions and meet learner needs. Providing increased learning opportunities for Albertans and international students will strengthen the College’s competitiveness.

As the Alberta government grant has been frozen for 2011/12, the College has tabled a deficit budget to smooth out the transition through this difficult financial period.

Other than specific resource requests for research initiatives and capital expenditures, all current goals will be met by utilizing current College resources or through costrecovery budgeting.

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Accountability Statement This Comprehensive Institutional Plan was prepared under the Board’s direction in accordance with legislation and associated ministerial guidelines, and in consideration of all policy decisions and material, economic, or fiscal implications of which the Board is aware.

Doug Elliott Chair, Board of Governors Lakeland College

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Institutional Context Lakeland College is a board-governed public college operating as a Comprehensive Community Institution under authority of the Post-secondary Learning Act of Alberta. The College prepares students to enter the workforce, advance their career, or further their education.

Lakeland College offers credit programming in the areas of academic upgrading, agricultural sciences, apprenticeship and pre-employment trades training, business, emergency services and public safety, energy, environmental sciences, health and wellness, human services, interior design technology, tourism, and university transfer. The College awards certificates, diplomas, and applied degrees and may offer baccalaureate degrees primarily in collaboration with degree-granting institutions.

Lakeland College’s commitment to the collaborative principles of Campus Alberta is demonstrated through partnerships within the post-secondary system that strengthen its programming and service capacity.

Lakeland College provides integrated emergency response, prevention, and leadership training at the provincial, national, and international levels. Areas of specialty include fire service, emergency medical services, incident command, and emergency preparedness training for pre-employment, municipal, industrial, and public sector clients.

To enhance the college experience for its students, the College provides a people-centred learning environment with access to a full range of services including advising, athletics, cafeteria, child care, clubs, financial aid, health, library, learning, recreation, residence, and student employment.

As a Comprehensive Community Institution, Lakeland College works cooperatively with adult learning partners, school jurisdictions, organizations, business, industry, and other community stakeholders to respond to learning needs in its regional service area. Through a partnership agreement between the Alberta and Saskatchewan governments, the College provides training and educational opportunities for Saskatchewan residents.

As an extension of mandated programs, Lakeland College offers continuing education credit and non-credit courses and customized workforce development training for business and industry in Alberta, in Canada, and internationally. By using face-to-face, blended, and distance learning technology delivery methods, the College is able to maximize learner access to high-quality and affordable lifelong learning opportunities.

Lakeland College promotes community economic development by providing workforce training and development and by conducting applied research. The College participates in applied research and innovation 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 the agriculture, emergency services, energy, environment, and manufacturing sectors.

Through its services and facilities at its campuses in Vermilion and Lloydminster, Lakeland College helps support the recreational, cultural, fitness, child care, and conferencing needs of the communities it serves. 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.

Approved by the Lakeland College Board of Governors, October 28, 2009 Approved by the Minister of Advanced Education & Technology, November 23, 2009

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Plan Development Internal and external consultation on the development of this CIP is ongoing. Internal consultations have taken place with key stakeholders including student groups as well as academic and support staff. After the initial consultation with Advanced Education and Technology in the fall of 2010, the College has been working to successfully integrate the planning processes from the past Institutional Access Plan (IAP), the Business Plan, and the new Institutional Research Plan (IRP). Draft materials have been regularly reviewed by the College’s Executive team as well as relevant constituent departments (research, marketing, finance, registrar, deans, communities). After Board approval, the final CIP will be shared with the larger College community, and subsequent feedback will be built into future iterations of the plan.

One consistent source for internal planning has been the student body. Three student advisory committee meetings are held each year. Students become engaged in planning for Lakeland by discussing and providing feedback to the College on the following discussion topics: • Future programming • Needs of future learners • Lakeland’s competitive edge • Retention, program outcomes, graduate profiles, and early alert systems External consultations, in both Alberta and Saskatchewan, have taken place with key stakeholders including regional access advisory committees, community adult learning councils, business and industry, research organizations, other post-secondary institutions, government departments, and advisory committees. These consultations focus on identifying learner needs as well as creative, collaborative measures to meet these needs.

The College holds six annual Regional Access Advisory Council (RAAC) meetings where community adult learning councils are located: Lloydminster, Vermilion, Provost, Flagstaff, Wainwright, and Two Hills. In each of these six regions, several community stakeholders have been consulted: Community Adult Learning Councils, local chambers of commerce, Community Futures, school divisions, Alberta Employment & Immigration, economic development authorities, elected officials, and other special interest groups. These meetings have led to identified College outcomes for its service regions: • Increased collaboration with adult learning councils • Continued partnership with Aboriginal communities • Increased specialized training in trades • Development of partnerships to increase the levels of regional career counseling • Provision of educational laddering from non-credit to credit to diploma to degree Collaboration opportunities with other Alberta and Saskatchewan post-secondary institutions are also influencing the direction of this CIP. In particular, the College is working with Portage College, Grande Prairie Regional College, Keyano College, Northern Lakes College, NorQuest, Mount Royal University, ACAD, the University of Alberta, the University of Calgary, the University of Saskatchewan, and the community college sector in Saskatchewan. Post-secondary collaboration will enhance working relationships, promote transfer opportunities, increase learner mobility, and utilize all College assets to provide efficient usage of resources. Current discussions focus on the following collaborative opportunities: • Enhance University Transfer programming by working with Grande Prairie Regional College, Keyano College, and Northern Lakes College • Aboriginal Nursing with Mount Royal University • Office Administration with Portage College • Sharing of College expertise with other institutions on disability project • Articulation in cooking and environment programming • Articulation with the University of Alberta in agricultural programming • Articulation between ACAD and the College for Interior Design • Continue working with curriculum commons for Practical Nursing 6

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Environmental Scan Strengths Resources, Capabilities and Competitive Advantage Lakeland is in a fiscally sound position with healthy reserves. Over the past 4 to 5 years, key infrastructure needs have been addressed, and the information technology infrastructure is perhaps the best in the province for a small or medium sized college. Significant improvements have been made to residence buildings in Vermilion to strengthen the College’s positioning as a residential school. In addition, Lakeland prides itself on the following resources and capabilities that give the College a distinct competitive advantage: high staff morale; experienced senior management team; emergency training school, space, field, and equipment; student managed farm; science labs in Lloydminster; trades centre; residences; social networking (marketing); applied learning; and athletics program. The College also continues to focus on maximizing capacity at both campuses.

Strength in Numbers Lakeland continues to recruit record numbers of students largely as a result of the marketing department and website.

From 2006/07 to 2009/10, the College full-load equivalent count grew from 1776 to 2098. It was at this time that the College invested its resources in building a marketing and enrolment management department and shifted its focus from newspaper and radio ads to an interactive website, Web 2.0, social networking (Facebook, Flickr, Twitter) and a host of other initiatives. A marketing culture was created to complement Lakeland’s strong programming and student service ethos. Current institutional headcount numbers point to a September-end enrolment increase from 2097 in 2009 to 2230 in 2010. A marketing message that highlights small class sizes, more personal interaction, a family atmosphere in class and residence, and seamless transferability to urban institutions is effectively positioning Lakeland College as the institution of choice in the region.

In addition, the Lakeland region continues to enjoy the highest school completion rate in Alberta, with its 5-year rate at 82.4% (Campus Alberta Planning Framework 2010). This is supportive of the 2011 Government of Alberta Business Plan goal to create opportunity in a culture of learning; a skilled and educated workforce stems from a strong high school completion rate as well as a healthy post-secondary attainment rate. Lakeland is paying special attention to recruitment and retention as these high-school completers do not always transition to the College. Lakeland needs to build on the strength of secondary educational attainment in the region to bolster its enrolment even further.

One positive trend is Lakeland’s regional service rate of post-secondary participation: 34.6% of the 18 to 34 year-old population in the Lakeland region attend post-secondary education in the region (CAPF 2010). This 18 to 34 year-old cohort is a focus of the third goal in the 2011 Advanced Education & Technology Business Plan that seeks increased growth in this age group.

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There is a Place for Each Student Lakeland enjoys the lowest turnaway rate in the province. The Lakeland region is one of only two provincial regions with zero regional turnaways and the only one with zero turnaways for two years in a row (CAPF 2010). The College is known for finding a place for each student who applies. Staff members work with each student to ensure academic success. This personal touch is what is being built upon in the ongoing revitalization of recruitment and retention efforts. Program completion is also high; among all CCIs, Lakeland has the 3rd highest number of historical graduates of parchments awarded and historical parchments awarded in 2008/09 (CAPF 2010).

Lakeland College students are very pleased with their college experience – even more so when compared to the national average of students at other colleges in Canada. This is one of many positive findings from a survey conducted by an external agency specializing in student satisfaction inventories for colleges in Canada and the United States. The study was conducted in the spring of 2010 in which 862 Lakeland students at both campuses were surveyed. Students were asked to rate their satisfaction level for a number of areas including application processes, instructional quality, campus life, safety and facilities. Results showed that Lakeland students were very satisfied with the admission, registration and residence move-in processes, the welcoming campus environment, the understanding and caring attitude shown by faculty for students’ life circumstances, and the college’s ability to help students reach their educational goals. The survey results also reinforce the notion that people can get a high-quality education at an institution located away from the bright lights of the big city – an important fact especially for people who are not able to relocate, who haven’t been accepted to a larger institution, or who are still uncertain as to where their career interests lie.

Weaknesses Student Expectations Lakeland students have high expectations with regards to academic technologies as they are seeing technological integration in their lives and schooling up until the time that they enter college. From individual technologies, such as smart phones, texting, social networking, tablets, laptops, and eBooks, to classroom technologies, with multi-media, SMART Boards, computer use, and wireless access for students, Lakeland needs to keep current. As well, the existing information technology infrastructure, although solid in terms of security and network, utilizes an end-user interface that is weak and below standards set by student expectations. If the College doesn’t keep up, it risks losing students to institutions that focus on the active, ongoing integration of technology into programming and services. Funding is needed to further invest in information technology as well as E-learning, mobile applications, alternative delivery supports, and faculty training.

Student Pressures As student numbers increase, pressures grow on a variety of services: library, information technology, and learner assistance. Many students are unprepared for the academic rigour required of post-secondary learning, and programs are responding on an ad hoc basis with refresher/preparatory courses, individual tutoring, and learning centre referrals. In addition, more and more students are starting to require support on a 12-month basis.

With room for only 550 students in the Vermilion campus residence buildings, as well as limited apartments and basement suites in town, accommodation issues affect Lakeland’s ability to increase enrolment at the Vermilion campus. Currently, each residential space on campus at Vermilion is taken.

Aging Facilities Students expect to be taught in modern labs with current equipment. Prospective environmental sciences and agricultural sciences students have commented during tours that they are not impressed with the quality of some of the labs and farm facilities at the Vermilion campus. As well, the heavy oil lab in Lloydminster also needs upgrading. The older facilities could result in fewer students choosing these Lakeland programs. Conversely, the science labs in the new Bill Kondro wing at the Lloydminster campus have attracted students who previously wouldn’t consider attending Lakeland.

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Another issue with aging facilities is that they require more maintenance. While Lakeland wants to implement a preventative maintenance program, such a program requires more staff, and Lakeland has difficulty attracting and retaining trades people because salaries offered in the private sector are higher. As a result, more of the maintenance work being completed is reactive instead of proactive. Residence maintenance at both campuses is a critical area of need.

Unsigned Employee Agreements Lakeland is in the process of negotiating salaries with its Faculty Association and AUPE employee groups. Although the College is optimistic that acceptable settlements will be reached, agreements are not finalized.

Opportunities Unique Learner Groups As Alberta starts regaining economic ground, there are three distinct learner groups that need increased support in order to be active players in Alberta’s global competitiveness strategy: socio-economically disadvantaged learners; Aboriginal learners; and students with learning disabilities. Lakeland is positioning itself to provide the customized support that these unique learner groups require. The Alberta Association for Community Living (AACL) presented a 2010 Community Living Award to Lakeland College for its work at creating an inclusive learning environment on a day-to-day basis.

In the countercyclical effect of recession on post-secondary enrolment, unemployed individuals may require foundational and bridging programming as well as increased learning support as they re-enter the workforce. CAPF 2010 points to a 20% increase in foundational learning during this recession. Lakeland is investigating an expansion of its foundational learning programming.

Aboriginal learners, a growing segment of Alberta’s population, may be encouraged to learn in a post-secondary environment that promotes student success in relationship to cultural differences and learning preferences. The 2011 GOA Business Plan focuses on the Aboriginal population in its goal to building strong communities and realizing the potential of all Albertans; the 2011 AET Business Plan develops this even further by asking stakeholders to support the development of “a learner-centred, affordable advanced learning system that is accessible to all Albertans.” In 2009/10, Lakeland engaged in many activities with its Aboriginal learners and community stakeholders as it worked to honour and respect cultural traditions: an opening round dance, cultural workshops, collective construction of a teepee lodge to mark winter solstice, cultural awareness presentations for other learners; a traditional Lakota pipe ceremony to mark the spring solstice; and a hand drum making workshop. APF 2010 identifies the top three areas of program demand for Aboriginal learners as preparation and basic upgrading; languages, social sciences, arts, and humanities; and health sciences. All three program areas are available and accessible to Aboriginal learners at Lakeland. Also, Lakeland’s School of Agriculture has been working with a number of partners in Saskatchewan to develop First Nations’ agricultural training and education.

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Students with learning disabilities also need specialized support as they progress on their post-secondary learning pathways. CAPF 2010 reports that 41% of all students with disabilities have learning disabilities, and the most accessed support for these learners is exam accommodation. In 2007/08, Lakeland worked with 93 identified students with disabilities; in 2009/10, this number had increased to 151. Exam accommodation is one of the most accessed supports at Lakeland’s Learning Centre with over 1000 exams supervised every academic year since 2008/09.

Saskatchewan Potential Lakeland enjoys a unique market niche as a bi-provincial post-secondary institution serving both Alberta and Saskatchewan. This is opening doors to partnerships with Saskatchewan communities, educational providers, organizations, and industry as well as enhancing student recruitment on an interprovincial basis. The Lakeland region has the highest high school completion rate in Alberta, but this does not account for the number of Lloydminster high school students who also select Lakeland College for their post-secondary studies. According to CAPF 2010, 16.7% of Lakeland’s Canadian and international students come from Saskatchewan. College statistics show that 56% of Lakeland’s credit students at the Lloydminster campus come from Saskatchewan. The Saskatchewan government’s priorities, that align with Lakeland’s programs and services, focus on adult basic education, skills development, trades, and retention. Recognition of prior learning credentials and transfer credit will be critical as Lakeland works to strengthen interprovincial student migration from Saskatchewan.

Despite the recent economic downturn, Saskatchewan has continued to exhibit positive demographic and economic signs.

In addition to consistent population growth, Saskatchewan is expected to be a Canadian economic leader in 2011; TD Economics (Calgary Herald, March 16, 2011) predicts that for this year, Canada’s strongest provincial growth will be observed in Newfoundland and Labrador (4.7%) followed by Saskatchewan (4.3%), and Alberta (4.2%). The February 2011 Conference Board of Canada forecast also points to Saskatchewan as leading the country in economic growth in 2011 and 2012.

Collaboration and Community Goal one of the 2011 AET Business Plan focuses on the creation of “a globally recognized quality advanced learning system that meets the needs of Alberta,” and Lakeland responds to this challenge through its work in post-secondary collaboration and regional stewardship. Increasing efficiency and effectiveness of Lakeland programs and enhancing students’ experiences and outcomes can be achieved through increased collaboration. With a defined stewardship region, Lakeland is working closely with the communities, adult learning councils, and regional access advisory committees within its region to increase access and meet the educational needs of learners and industry. Lakeland will also continue to explore opportunities to increase access to its programs and courses through eCampusAlberta. Corporate training is another avenue that Lakeland is interested in pursuing in collaboration with its business and industry partners. TILMA and the New West Partnership are evidence of a strong collaborative relationship between Alberta, Saskatchewan, and British Columbia, and Lakeland hopes to leverage this link in the future. Finally, Lakeland is looking to strengthen its relationships with its partners in its focus on applied research and innovation activities.

In terms of working with other post-secondary institutions, Lakeland currently has more than 1,100 formal transfer agreements to support transfer of Lakeland College courses and programs to universities, technical institutes, and other public colleges.

Excitement is building at the College and in the community as Lakeland prepares for its centennial in 2013. There is optimism that many alumni, corporations, and community members will contribute to Lakeland’s centennial campaign.

Globalization Lakeland believes there is an opportunity to not only increase its international enrolment but to also enrich campus life and broaden perspectives by becoming more active in international recruitment and partnerships. The 2011 GOA and AET business plans both stress the importance of global recognition and competitiveness for Alberta. On the international stage, with such developments as the Bologna Accord in Europe, there is greater product, labour, and student mobility.

Lakeland has established a successful Education for Employment Project in Tanzania, works closely with the South West 10

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TAFE in Warnambool, Australia, and has partnerships with agricultural colleges in the United States, Denmark, and the Netherlands. There are also opportunities to recruit more students from Asia.

There is great potential for growth in international enrolment at Lakeland. Although CCIs have only 2.8% of Alberta’s visa student population in the system, likely because most international students in Alberta study at the graduate level in urban centres, some rural institutions have started to actively capture this student market; Lakeland had zero international students until 2007/08, but in 2008/09, it enrolled 6 visa students (CAPF 2010) Possible global ventures includes expansion in the Middle East and the CARICOM region with emergency management programming, expansion of the current Tanzania project, developing partnerships with colleges in Norway and the Netherlands, tapping into international development bank projects by working with select American international development companies, increasing the number of school-specific study abroad offerings, and increasing the number of international exchange opportunities, as well as scholarship support, for Lakeland and international students.

Applied Research and Innovation The provincial and federal governments are both encouraging post-secondary institutions to engage in research and development in order to enhance Albertan and Canadian global competitiveness. Both the 2011 GOA and AET business plans highlight excellence in research innovation especially in the areas of sustainable and clean energy technologies.

Lakeland has made applied research and innovation an important component of its operations and, more specifically, is becoming a leader in renewable and non-renewable energy research. The College is pursuing research and development activities that complement its teaching and learning activities as well as advance innovation-based rural community economic development.

Lakeland has already made a strategic investment in this area with the hire of a Managing Director of Applied Research and Innovation in July 2010. The inaugural Institutional Research Plan (IRP) promotes the establishment of a research and innovation culture at the College through several key strategies: proactively mobilizing faculty and students to engage in applied research and innovation; establishing an applied research and innovation advisory committee of internal stakeholders; and integrating academics and research to strengthen both faculty and student recruitment and retention.

Challenges Economic Realities Lakeland is faced with the key challenge of maintaining access and quality during this time of fiscal restraint. With an economic climate of flat or reduced, unpredictable government spending, a slow economic recovery, and a tuition fee cap, the College continues to closely examine all programming and service offerings to ensure efficiencies. New research and innovation opportunities need to be aligned with existing or expanding programming within existing facilities. Pending acceptable salary negotiations with employee groups, Lakeland is prepared to maintain the current level of programming, services, and staff in 2011/12. However, with no upcoming grant increase, Lakeland will face significant challenges.

In the recent Alberta 2011 budget, it was announced that expenditures from the Access to the Future Fund will be suspended for 2 years. This will provide another challenge for Lakeland as it was hoping to match dollars from this fund to contributions from individuals and the private sector to increase the value of endowed funds that are restricted for student scholarships and bursaries.

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Shifting Governance and Increased Regulation At every level of governance, Lakeland is experiencing change. The Board of Governors has recently undergone a major turnover in membership. The provincial government is in flux with an impending leadership race and possible election; it is not known what the future political and economic climate will be for post-secondary institutions in Alberta. The most recent statement from the province, in its 2011 budget, is that they’re focused on maintaining their investment in post-secondary education and the knowledge-based economy, and they wish for post-secondary institutions to look at efficiencies and examine ways to manage costs in order to maintain student access and quality of programs. As well, the recent federal election may influence future transfer payments to Alberta.

In addition, there has been an increase in environmental regulations for agriculture, air and water quality, and land reclamation. Legal regulations in the area of copyright fees and health and safety legislation have also tightened. The movement to greater and greater degrees of regulation hampers the board’s ability to make decisions and restricts Lakeland’s ability to respond to issues.

Changing Demographics

CAPF 2010 has highlighted several key demographic challenges for Lakeland. Alberta’s population growth is expected to remain positive but moderate with an increase in diversity in the upcoming years. The Lakeland region is expected to experience a population growth increase of 7.4% from 2009 to 2019. This is the lowest of all 10 regions in Alberta; however, the Lakeland region is expected to have the highest provincial growth of the 18 to 34 year-old prime postsecondary-attending cohort during this same period. The challenge will be in the retention of these learners in the region as the College retains only 7.6% of local Albertan high school students, and there is no data on the retention of Saskatchewan high school students in the Lakeland region. The fastest, and one of the few, growing segments of the Canadian population is the Aboriginal population. From 2006/07 to 2008/09, the College has experienced a steady increase in the Aboriginal learner headcount from 160 to 273 with the percentage of total enrolment increasing from 2.3% to 3.5%; there is great potential here for the College to continue its work on creating a more inclusive learning environment to recruit and retain the region’s Aboriginal learner.

Other socio-cultural demographic trends that may provide a challenge to Lakeland in the years to come include an aging workforce, a greater proportion of women studying at the post-secondary level, the declining impact of religion in our society, high levels of consumerism (and consumer debt), and flexible attitudes towards work and study.

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Goals, Priority Initiatives, Expected Outcomes and Performance Measures A. Access Access Goal 1 – Maximize student recruitment and retention for all programs

Strategies

Objectives for 2011/12

Objectives for 2012/13

Objectives for 2013/14

Enhance face-to-face recruitment strategies.

Deliver face-to-face recruitment strategies that focus on regional high school students and their parents.

Review existing strategies and modify as necessary.

Review existing strategies and modify as necessary.

Enhance marketing strategies to support recruitment.

Deliver marketing strategies that utilize social networking, email, and the Internet. Promote scholarships.

Review existing strategies and modify as necessary.

Review existing strategies and modify as necessary.

Promote the importance of student retention for college sustainability.

Embed the importance of student retention for college sustainability into current faculty orientation process.

Pilot new retention focus in faculty orientation process.

Review new retention focus in faculty orientation process.

Measure and evaluate program retention trends.

Identify critical program retention trends: • Term-to-term enrolment • Course completion rates • Course success rates • Cohort vs. non-cohort model

Develop measurement techniques and evaluative processes to review program retention trends over time.

Review program retention trending processes.

Utilize an early-alert/ Develop an early-alert/ intervention system for each intervention system for each school. school.

Pilot an early-alert/ intervention system for each school.

Review the early-alert/ intervention system for each school

Recover dropout students Develop a program to bring (students who leave early back drop-out students. often just two courses short of graduation).

Pilot the dropout program.

Review the dropout program.

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Access Goal 1 – Performance Measures • 2% increase per year of new first-year students at the Vermilion campus (limitations due to classroom/lab and residence space as well as available teaching hours) • 2% increase of first-year students at the Lloydminster campus for business and university transfer programs (other programs at Lloydminster campus are at capacity) • 85% target for overall retention (with differences between schools) • 70% contact with drop-out students to develop a strategy to assist in program completion • Early alert and early intervention system operationalized as soon as academic difficulties are recognized • Interactive first day/experience and returning student orientation for all programs Access Goal 1 – Outcomes • Prospective and admitted students will be engaged with Lakeland from the first moment of contact.

• Regional residents will want to know what is happening at Lakeland.

• Lakeland will be a post-secondary leader in student retention.

• Each school will possess an early-alert and early-intervention system customized to the unique needs of their students.

• Students and faculty will be supported in their efforts to improve retention.

• Students will feel like an integral part of the Lakeland learning environment.

Access Goal 2 – Create supports for underrepresented learners

Strategies

Objectives for 2011/12

Objectives for 2012/13

Objectives for 2013/14

Recruit and retain Aboriginal learners.

Develop an Aboriginal learner retention plan by analyzing current data on proportion of Aboriginal learners at both campuses: • Identify the number of current students • Identify retention rate for current students • Identify factors that may contribute to retention issues

Pilot the Aboriginal learner retention plan.

Review the Aboriginal learner retention plan.

Increase supports for learners with learning disabilities.

Develop a plan to increase support: • Survey existing resources • Analyze data on students who utilize existing resources • Identify any gaps

Pilot the enhanced learning disability support plan.

Review the enhanced learning disability support plan.

Access Goal 2 – Performance Measures • Maintain current service levels for underrepresented learners • Establish baseline data on Aboriginal learners • Establish baseline data for learners with learning disabilities Access Goal 2 – Outcomes • Lakeland will be an inclusive learning community that supports each learner to achieve his/her post-secondary goals.

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Access Goal 3 – Enhance efficiency and effectiveness of program mix

Strategies

Objectives for 2011/12

Provide programs that meet 1. Begin offering Emergency Service programs as learner and industry needs needed within the study centre concept 2. Develop 2nd year Renewable Energy and Conservation (cost recovery) 3. Expand HOOT to a diploma (cost recovery): • Expansion of 3rd class power engineering • Additional oil-related curriculum including SAGD 4. Business program restructuring: • Operate in 2011/2012 on one campus • One diploma for Business; majors will be developed • Explore the use of co-ops • Explore new major opportunities 5. Develop Pre-employment Hairstyling (cost recovery) 6. Add new University Transfer course

Objectives for 2012/13

Objectives for 2013/14

1. Develop cost-recovery, online Emergency Services diploma 2. Collaborate on a Aboriginal Native Arts degree with ACAD 3. Develop Hairstyling Trade (cost recovery) 4. Add new University Transfer courses 5. Pursue partnerships to offer degrees on Lloydminster campus 6. Readjust programming as per Comprehensive Program Evaluation process 7. Offer programming within study centre concept

1. Offer new cost-recovery, online Emergency Services diploma 2. Expand Animal Health Technology (additional one year and diploma programs) 3. Develop Equine program 4. Add new University Transfer courses 5. Readjust programming as per Comprehensive Program Evaluation process

Access Goal 3 – Performance Measures • The program review process will ensure that all program initiatives and changes are made in an effective and efficient fashion Access Goal 3 – Outcomes • Lakeland programs will be relevant to learner and industry needs.

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Enrolment Plan – FLE Projections

Agricultural Sciences Business Human Services Environmental Sciences Health and Wellness Academic Upgrading University Transfer Trades Emergency Training Centre Totals

2011/12

2012/13

2013/14 Growth/Decline

249 256 268 +19 194 217 217 +23 188 188 188 0 255 240 244 -11 115 116 116 +1 95 98 98 +3 215 224 230 +15 441 441 441 0 498 498 498 0 2250

2278

2300

+50

B. Research Lakeland College is committed to pursuing research and development activities that complement the College’s teaching and learning activities as well as advance innovation-based rural community economic development. Details on Lakeland’s research goals and priority initiatives may be found in this year’s IRP submitted to the government in December 2010. The College’s applied research priorities include: Agriculture, Energy (Renewable and Nonrenewable), Environmental Sciences, Emergency Services and Manufacturing and Construction.

Lakeland College is working to develop research priorities and activities in the key areas identified in the 2010 IRP. Conventional energy research is expected to be developed at the Lloydminster campus in association with the expanded heavy oil programming. At the Vermilion campus, the agricultural, renewable energy, and emergency training sectors will be priority areas for applied research development. In addition, the College will continue to support various social innovation projects in the areas of leadership, scholarly teaching and learning and entrepreneurship.

The College has been actively participating in applied research and innovation activities since 2005 with various projects in renewable energy, agriculture and environmental studies. Recently, the College received a prestigious Natural Sciences and Engineering Research Council of Canada (NSERC) College and Community Innovation (CCI) Innovation Enhancement (IE) award that provides funding of $2.3 million dollars over the next five years (2010-2015) so the College can engage with small to medium enterprises (SMEs) to develop technologies for the renewable energy technology sector. In addition, the College is working with several regional economic development partners towards the creation of a small business Competitiveness Centre that will enable resource pooling to build effectiveness at growing entrepreneurship and small businesses within the Regional Innovation Network.

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Lakeland College sees engaging in applied research, innovation and commercialization as valuable tools in supporting the institution’s primary mission of inspiring our learners to realize their individual potential, and thereby building the province’s skilled workforce and supporting the growth of our knowledge economy. In addition, the College views working with companies as a way to increase their opportunities and competitiveness by developing their technologies, and helping them connect with other players while creating employment opportunities for our students. Our business incubation initiative (Competitiveness Centre) is a further tool to support the continuum of innovation by encouraging regional entrepreneurial growth and supporting early stage businesses through the critical “valley of death” phase of development.

In the context of the Government of Alberta and the Research and Innovation Corporation’s research and business plans, Lakeland College has identified three key priorities for developing the College’s applied research and innovation activities over the next year and beyond. These priorities are: A. Establish applied research and innovation systems (e.g., policies, processes) B. Build applied research and innovation capacity (e.g., infrastructure, people) C. Develop priority research areas (energy, agriculture, environment, emergency services, construction, manufacturing and business) These priorities fall within the College’s mandate and core goals and align with current programming.

C. Sustainability Sustainability Goal 1 – Maintain program viability

Strategies

Objectives for 2011/12

Objectives for 2012/13

Objectives for 2013/14

Review programs on an ongoing basis keeping in mind Board program priorities: 1. Fire & Emergency 2. Agriculture 3. Environment 4. Oil & Gas

Continue using successful Continue using successful annual program review annual program review process process • Use comprehensive list to identify programs to review • Use annual program review to identify areas of concern • Use worksheet to rate programs • Continue to alter, restructure, redefine, downsize, or suspend programs as process indicates

Continue using successful annual program review process

Encourage use of eCampusAlberta

Utilize opportunities for eCampusAlberta usage

Utilize opportunities for eCampusAlberta usage

Utilize opportunities for eCampusAlberta usage

Sustainability Goal 1 – Performance Measures • Continued use of successful program review process with subsequent program decisions • Maintain current usage of eCampusAlberta Sustainability Goal 1 – Outcomes he Lakeland program mix will meet the needs of learners and industry and will ensure the long-term viability of •T programs and services at the College.

Comprehensive Institutional Plan

Lakeland College 2011-2014

17

D. Community Community Goal 1 – Unite College and community to meet learner needs

Strategies

Objectives for 2011/12

Objectives for 2012/13

Objectives for 2013/14

Bring the College and the community together to assist the learner to overcome accessibility barriers

Strengthen relationship with RAACs • Identify community needs • Identify opportunities to work together • Create mechanisms to work together to develop processes that connect learners to appropriate pathways • Identify opportunities to enhance programming in communities where funding is available

Continue to work with RAACs to meet community learner needs

Encourage use of eCampusAlberta

Investigate expanded Promote usage of usage of eCampusAlberta eCampusAlberta in 6 throughout 6 service regions regions

Promote usage of eCampusAlberta in 6 regions

Utilize community resources (e.g. videoconferencing) to maximize regional learning opportunities

Investigate and pilot Expand community resource community resource usage in usage in remaining 5 regions 1 of 6 regions

Expand community resource usage in all 6 regions

Continue to work with RAACs to meet community learner needs

Community Goal 1 – Performance Measures • An initial community needs assessment of Lakeland’s six regions will be completed in 2012 • A working relationship process will be supported by all RAACs in 2012 • Maintain current usage of eCampusAlberta in 6 regions Community Goal 1 – Outcomes • Lakeland will have a working and productive relationship with all regional stakeholders.

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Lakeland College 2011-2014

Comprehensive Institutional Plan

E. Competitiveness Competitiveness Goal 1 – Enhance Alberta’s competitiveness

Strategies

Objectives for 2011/12

Objectives for 2012/13

Objectives for 2013/14

Implement the PLAR process where opportunities arise

Clarify the existing PLAR process and make improvements where necessary in order to respond to opportunities

Provide foundational learning opportunities to develop Alberta workforce to access post-secondary education

Assess need for foundational Provide foundational learning opportunities learning opportunities as and perhaps connect to an needed Aboriginal Employment strategy

Evaluate foundational learning offerings and restructure as necessary

Focus on Albertans with low literacy skills, lack of English fluency, or socioeconomical disadvantages

Connect with communities Develop a plan with to assess Lakeland’s possible targeted communities role to focus on enhancing the competitiveness of Albertans

Pilot the plan to enhance Albertan’s competitiveness

Review and modify the PLAR Review and modify the PLAR process where process where necessary necessary

Competitiveness Goal 1 – Performance Measures • Develop a system that tracks current PLAR processes • Complete assessment of current and possible foundational learning opportunities • Maintain supports for underrepresented learners Competitiveness Goal 1 – Outcomes • Lakeland will actively support Alberta’s goal of competitiveness and global marketability through its efforts to improve student mobility and success.

Competitiveness Goal 2 – Globalize Lakeland College

Strategies Seek international opportunities

Objectives for 2011/12

Objectives for 2012/13

Identify factors involved with Develop a Lakeland globalizing the College College vision and plan for (e.g. barriers) globalization

Objectives for 2013/14 Implement the globalization plan

Competitiveness Goal 2 – Performance Measures • Target growth in international student enrolment of 33% for each year Competitiveness Goal 2 – Outcomes • Lakeland will see an increase in international student and staff numbers.

• Lakeland will see an increase in international student exchanges.

• Lakeland will see an increase in international entrepreneurial opportunities.

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F. Other Sustainability Goal 1 – Maintain program viability Lakeland College is currently moving into the final year of its most current strategic plan: Future Directions: A Road Map Towards Our Next Century (2008-2013). There are six strategic goals that have guided Lakeland since 2008 as it has worked to fulfill its mission of inspiring learners to realize their individual potential: ensuring sustainable growth; investing in infrastructure; fostering a people-centred environment; engaging our community; funding our future; and providing innovative programs. These are considered as governing principles for the goals in this year’s CIP. A new strategic plan, that aligns with the CIP, will be in place by July 2011.

Research Competitiveness Community Access Sustainability Strengths

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Lakeland College 2011-2014

Comprehensive Institutional Plan

Financial and Budget Information Statements of Expected Revenues and Expenses Lakeland College Operating Budget

2011/12

2012/13

2013/14

Revenue Government Grants 34,458,393 34,458,393 34,458,393 Contract Services 2,023,909 2,023,909 2,023,909 Tuition and Other Fees 11,179,469 11,087,941 11,126,749 Sales, Rentals and Services 4,898,435 4,898,435 4,898,435 Donations 187,735 187,735 187,735 Investment Income 430,000 430,000 430,000 Other Revenue 2,188,599 2,188,599 2,188,599 Amortization - Deferred Capital Contributions 3,500,000 3,500,000 3,500,000 Total Revenue 58,866,540 58,775,012 58,813,820

Expenses Professional Development 742,294 742,294 742,294 Scholarship Expense 416,148 416,148 416,148 Salary and Benefits 37,106,796 38,591,068 40,134,711 Supplies and Services 7,260,190 7,260,190 7,260,190 Supply of Goods and Services 1,629,595 1,629,595 1,629,595 Consulting Fees 1,420,619 1,420,619 1,420,619 Insurance 366,940 366,940 366,940 Interest Expense 229,619 229,619 229,619 Facility Costs 1,596,066 1,596,066 1,596,066 Utilities 1,993,573 2,033,473 2,074,639 Amortization 6,270,200 6,270,200 6,270,200 Total Expenses 59,032,040 60,556,212 62,141,020

Excess or (Deficiency) of Revenue (165,500) (1,781,200) (3,327,200) over Expenses on Regular Operations Residence Renovation Expenses 500,000 0

Excess or (Deficiency) of Revenue over Expenses Total (665,500) (1,781,200)

Comprehensive Institutional Plan

0

(3,327,200)

Lakeland College 2011-2014

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Revenues and Expenses by Source

Amounts

%

Revenue By Source

Grants 34,458,393 58.54% Contract Fees 2,023,909 3.44% Tuition and Other Fees 11,179,469 18.99% Sales, Rentals and Services 4,898,435 8.32% Investment, Donations and Other Income 2,806,334 4.76% Amortization of Deferred Capital Contributions 3,500,000 5.95%

58,866,540 100.00%

Expenses Salaries (Salaries, Benefits and Professional Development) Amortization Facilities (Facilities, Utilities, Insurance and Interest) Scholarships Supplies and Services

Excess or (Deficiency) of Revenue over Expenses

37,849,090 6,270,200 4,686,198 416,148 10,310,404 59,532,040

63.58% 10.53% 7.87% 0.70% 17.32% 100.00%

(665,500)

Revenue by Source Investment, Donations and Other Income 4.76%

Amortization of Deferred Capital Contributions 5.95%

Sales, Rentals and Services 8.32% Grants 58.54% Contract Fees 3.44% Tuition and Other Fees 18.99% Expense by Source Scholarships 0.70%

Supplies and Services 17.32%

Salaries (Salaries, Benefits and Professional Development) 63.58%

Facilities (Facilities, Utilities, Insurance & Interest) 7.87% Amortization 10.53%

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Lakeland College 2011-2014

Comprehensive Institutional Plan

Budgeted Statement of Cash Flows for the year ending June 30, 2011

Budget 2010/11

Cash generated from Revenues

Grants - Operating

Contract Services

Tuition and Related Fees

Other Revenues

Grants - Capital

33,413,312 2,173,064 10,904,464 7,533,427 200,000 54,224,267

Cash used in Operations

Salaries and Benefits

Supplies and Services

Cost of Goods Sold

Insurance

Interest

Facility Costs

Utilities

Residence Renovations

Repayments of Long Term Debt

(35,401,484) (9,650,205) (1,474,495) (365,950) (368,640) (1,572,992) (2,334,513) (1,800,000) (607,461) (53,575,740)

Capital Acquisitions*

(2,668,527)

Net Change in Cash Flows

(2,020,000)

* Excludes major capital projects Budget Assumptions • The Alberta government grant will be frozen in 2011/12.

• Additional seat purchases in Apprenticeship training will decline in Alberta.

• Tuition will increase by 0.35% from the 2010/11 rate.

• Residence rates will increase by 4%.

• Full-load equivalents will increase by 0.5%.

• Revenue from fundraising will not increase.

• Base funding to support ancillary operations will remain the same.

Deficits Lakeland has received ministerial approval for its deficit budget to smooth out the transition through this difficult financial period; the deficit amount is $665,000 (including $500,000 to complete the residence renovations for Vermilion).

Tuition Lakeland College’s tuition fees are managed within the provincial tuition fee policy. This policy states tuition fees for programs subject to the policy must not exceed 30 per cent of net operating expenditures for programs. Lakeland College’s tuition fees that fall under this policy continue to remain below the 30 per cent level prescribed by the policy. In addition, the policy outlines the total maximum increase in tuition fees. Tuition increase for future years will be equivalent to the Alberta CPI.

Comprehensive Institutional Plan

Lakeland College 2011-2014

23

2010/11

2011/12

$3,900

$3,914

$3,953

$3,992

Fee Increases

1.5%

0.35%

1.0%

1.0%

FLE Increases

4.0%

3.0%

1.0%

1.0%

$9,429,294.35

$9,709,289.00

$9,904,445.71

$10,103,525.07

$911,145.00

$749,510.00

$764,575.15

$779,943.11

$10,340,439.35

$10,458,799.00

$10,669,020.86

$10,883,468.18

Tuition Fees

For Credit Tuition Revenue Continuing Education Tuition Revenue Total Budgeted Revenue

2012/13

2013/14

Resource Implications A. Access and Quality The current climate of fiscal restraint has influenced the costing of resources needed to meet the College’s access and quality goals. Other than the information technology requirements listed in section C below, all identified access and quality goals (Access Goals 1 to 3; Sustainability Goal 1; Community Goal 1; and Competitiveness Goals 1 to 2) will be met by utilizing current College resources or through cost-recovery budgeting.

B. Research Since the submission of Lakeland’s IRP in December 2010, the College has rapidly evolved its strategies and integration of applied research across the campuses. All of the resource implications from the IRP are reflected in the College’s capital plans. The CIP expands and clarifies Lakeland’s research goals and priority initiatives. Lakeland has both immediate and future resource requirements to support research priorities (some resource requirements are unsecured and cannot be funded through current College resources).

Priority

Item

Funding Cost

1 Research Priority Investment Fund

Faculty release for research, student project funding

Unsecured, seeking external funding

$150,000

2 Research Administration

Salaries for research administration staff

Unsecured, seeking external funding

$100,000

3 Research Capacity Development

Infrastructure and equipment for key research priority areas

Unsecured, seeking external funding

TBD

4 East-Central Regional Innovation Network

Partner with regional innovation agencies to develop a network of support for businesses

Unsecured, seeking external funding

TBD

Develop independent human ethics compliance board at Lakeland College (currently using Red Deer College’s REB under MOU)

NSERC and Unsecured, seeking external funding

TBD

5 Research Ethics Board (REB)

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Details

Lakeland College 2011-2014

Comprehensive Institutional Plan

C.

Information Technology

Priority

Item

Details

Source of funding

Cost

1 IT staff Two additional IT staff members

College operating budget

$160,000

2 Increased Bandwidth

To accommodate wired and wireless learning technology

College operating budget

$60,000

4 year plan to equip all classrooms

College capital budget

$200,000

4 Single sign-on

Students will log in once and be able to access all their resources

College capital budget

$400,000

VMware

Provide students with multiple systems

College capital budget

$650,000

6

Mobile integration and management

Integration of mobile devices

College capital budget

$1,000,000

7

IT staff

Three additional IT staff members

College operating budget

3

5

SMARTBoards

Total

$240,000 $2,710,000

D. Capital Plan 1. Expansion Capital Priority

Project Name

Location

Budget

1

Power Engineering, Oil and Gas Expansion (Phase One)

Lloydminster

$15 million

2

Power Engineering, Oil and Gas Expansion (Phase Two)

Lloydminster

$15 million

3

Interior Design Expansion

Vermilion

4

Wellness Centre/Learning Commons

Lloydminster

$6.4 million

5

Hazardous Materials Props

Vermilion

$4.9 million

6

Simulation Lab

Vermilion

$935,000

$4.25 million

Power Engineering, Oil and Gas Expansion (Phases One and Two) To address the demand for oil and gas training in the Lakeland region and to make improvements to the Heavy Oil Operations Technician (HOOT) program, a new power lab with modern equipment is needed at the Lloydminster campus.

Lakeland’s current power lab is a great hands-on training tool, but the equipment is starting to show its age and is undersized resulting in HOOT students having to go offsite to complete their power engineering hours.

In Phase One of this project, Lakeland requires a building expansion to incorporate a power engineering lab that includes a water testing room and operations control room as well as a heavy oil operations lab that includes a maintenance section, simulation lab, and gas process lab. In Phase Two, the building expansion will also contain classrooms, lecture theatres, a computer lab, a student lounge, and faculty offices.

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This new power lab with modern equipment will strengthen Lakeland’s power engineering and oil and gas programs. It will open the door to offering more programming customized to the region’s vital oil and gas industry including a petroleum management diploma and oil and gas trades. It will also allow for the expansion of HOOT from a one-year certificate program to a two-year program that will enable students to graduate with both a diploma and a third-class power engineering certificate.

Interior Design Expansion Lakeland’s award-winning interior design technology program is in need of a suitable design studio to accommodate program growth and student design needs. Classrooms and studios are currently located on the second floor of the Bentley Building at the Vermilion campus. By adding a third floor to the building, there will be room for the development of an open concept studio with natural light. Students will use the expansion as an opportunity to live the learning as they create a conceptual design as a class project.

Wellness Centre/Learning Commons With the September 2008 opening of the Bill Kondro Wing, Lakeland can now accommodate as many as 900 additional learners at the Lloydminster campus. As student numbers increase, Lakeland will face challenges related to recreational and library space. A Wellness Centre/Learning Commons will address these challenges. Recreation is an important component of campus life and provides a setting for students, staff, and community members to pursue health and wellness goals. With Lakeland adding soccer and futsal to its athletics program, the Rustlers need additional space for locker rooms for teams and referees. To expand the facility, the nearby maintenance area will be converted into recreational space, a second floor will be constructed above the current recreation, storage, and maintenance areas, and the library will be expanded into a portion of this new floor.

Hazardous Materials Props To provide emergency services students with exposure to additional training scenarios that depict real-life situations, Lakeland will construct new three-dimensional props. The props will be used to provide municipal firefighters with experience in scenarios involving fire and the release of hazardous materials. The outcome of the new props will be improved hazardous materials training for firefighters which may contribute to lives saved and reduced environmental impact.

Simulation Lab To help the Alberta government with its strategic focus of addressing changes in the health workforce to better prepare for challenges ahead, Lakeland plans to create a rural, cross-disciplinary centre simulation lab at the Vermilion campus.

Students in current and proposed programs related to emergency services, human services, and health and wellness will use the lab. It may also be used for rural practicum placements, the CAREERS Health Services internship program, and for creating training opportunities that facilitate interdisciplinary teamwork. The Bentley Building at the Vermilion campus will be reconfigured and pertinent equipment installed.

2. New Capital Priority

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Project Name

Location

Budget

1

Sustainable Environment Centre

Vermilion

$31 million

2

Animal Clinic

Vermilion

$4.9 million

3

Centre for Leadership in Public Safety

Vermilion

$35.6 million

4

Incident Command Simulator

Vermilion

$2.5 million

Lakeland College 2011-2014

Comprehensive Institutional Plan

Sustainable Environment Centre The development of a new sustainable environment centre will enhance training capacity by providing a facility with the latest and most up-to-date technology, equipment and labs. With programs and training in nearly all sectors of environmental sciences, Lakeland has earned the reputation of being a leader in environmental sciences education. A sustainable environment centre will provide the resources and infrastructure to showcase the future in environmental programming and management including a strong applied research component.

The new centre will be a multi-purpose facility on the leading edge of building design incorporating the latest in energy conservation practices and smart building management systems. The building will house lecture theatres, classrooms, program lab facilities, applied research labs, administrative offices, and specialized areas for instruction, online learning support, and videoconferencing. As a multi-purpose facility, the building will also provide access to leading-edge labs and other resources for students and faculty in other program areas, including agricultural sciences, and will become a recognizable community-friendly building capable of supporting many events.

Lakeland is proud of its hands-on “live the learning� concept and its reputation for first-class learning opportunities.

The sustainable environment centre will be a learning resource in itself with the building showcasing many of the leading edge technologies in sustainability and next-generation design efficiency. Students will benefit from an enhanced learning environment, and Lakeland will move forward with new applied research opportunities.

Animal Clinic Lakeland’s animal health technology diploma program is one of the most popular programs at the college. In the fall of 2010, Lakeland also launched a veterinary medical assistant certificate program. Students in both of these programs use the already crowded animal clinic. Originally designed as a dairy training facility, the building was converted to an animal clinic in 1989. Despite renovations in 2000, the space does not meet the needs of the College. A larger modern facility located on the farm site for easier access to large animals would be ideal. In addition to the $4.9 million building cost, $1.5 million will be needed for the specialized animal medical equipment required for the success of this clinic.

Centre for Leadership in Public Safety In cooperation with the Alberta Emergency Management Agency, Lakeland intends to create a centre for leadership in public safety. All sectors of emergency services will likely be included. The centre will provide advanced leadership training for people in emergency services. Curriculum will focus on preventing, preparing for, responding to and recovering from disasters and emergencies. Facilities for academics, research and inclusive residence are required.

Incident Command Simulator Lakeland has an opportunity to make use of current technology to provide online incident command training to municipalities throughout Alberta. This project at the Vermilion campus will include a computer-based simulator where the field component is refined to a series of multi-station, coordinated command scenarios, conducted in real time, with an infinitely configurable series of variables for resolution. The system will be conducive to online training, so participants can take interactive command training from any high-speed Internet connection.

A functional operations centre will need to be designed and equipped with a computer simulator for training scenarios for incident management training, fire ground command training, strategy and tactics training, multi-agency managers, fire, police, EMS, municipal managers, elected officials and dangerous goods (chemical, biological, radioactive, nuclear, explosive) incidents. The system will coordinate with the new North American Incident Command System model up to the fourth level of training - ICS 400 (red card).

Students will gain experience in the increasingly complex area of interdisciplinary command and control at an emergency site. The resulting reduction in delivery costs and related student travel and accommodation costs will be significant.

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3. Preservation Capital Priority

Project Name

Location

Budget

1

Lakeland Centre for Sustainable Innovation - Classroom/Lab Space

Vermilion

$458,000

2

Lakeland Centre for Sustainable Innovation - Outreach Centre

Vermilion

$1.7 million

3

Site Upgrades

Both campuses

$765,000

4

Road Repairs

Both campuses

$763,000

5

Parking Lot Repairs

Both campuses

$1.53 million

6

Main Parking Lot Paving

Vermilion

$2.57 million

Lakeland Centre for Sustainable Innovation - Classroom / Lab Space The Lakeland Centre for Sustainable Innovation is being developed utilizing current facilities acquired with the purchase of the Barr family farm. One house and the shop are expected to be renovated to provide a unique learning lab and demonstration centre showcasing energy reduction and the use of renewable energy technologies. People interested in seeing and learning about renewable energy systems operating in a typical home application will be able to attend the Centre for tours or training days. The facilities will become the centre for the renewable energy research, and second-year students in the Renewable Energy and Conservation program will use the on-site lab.

LCSI Outreach Centre The historic Red Barn may be renovated and utilized in the future to enhance the capacity of the Centre to host larger groups particularly for summer tours, field days, and activities. Over time, this site is also expected to be the centre for agricultural field research and related activities.

Site Upgrades Signage throughout Lakeland is out of date and does not accurately reflect the layout of the campuses. In addition, fencing and benches have deteriorated and need to be replaced.

Road Repairs Many campus roads have cracks and holes that need to be repaired.

Parking Lot Repairs In a March 2008 student satisfaction survey, students stated they are not satisfied with the parking space on campus. In an effort to address their concerns, Lakeland will repair and replace parking lots as required.

Main Parking Lot Paving Currently, the main parking lot at the Vermilion campus is gravel. Students use the lot and complain about having to walk in mud. An asphalt surface will help beautify the site.

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Lakeland College 2011-2014

Comprehensive Institutional Plan

Our MISSION To inspire our learners to realize their individual potential.

Our VISION To achieve educational excellence in a people-centred environment.

Our VALUES are Respect, Safety, Trust, Pride, Ethics, Quality and Accountability.

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