Lakeland College Strategic Plan 2021-22

2021-22

STRATEGIC PLAN

MISSION: To inspire lifelong learning and leadership through experience, excellence, and innovation. VISION: Transforming the future through innovative learning. VALUES: Learner Success, Integrity, Respect, Community, Excellence, Innovation.

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Lakeland College

Goals, Priority Initiatives, and Expected Outcomes 2021-2022........................................4 Investment Management Agreement for Public Post-Secondary Institutions...............10 Intent of Investment Management Agreement (IMA)...................................................11 Legislative and Policy Requirements.........................................................................12 Post-secondary Learning Act...................................................................................12 Fiscal Planning and Transparency Act....................................................................12 Operating and Program Support Grant Agreement.............................................12 Mandate................................................................................................................................13 Objectives and Priorities....................................................................................................16 Government of Alberta................................................................................................16 Lakeland College.........................................................................................................16 Operating and Program Support and Performance Based Funding Allocations.......17 Performance-based Funding Methodology....................................................................17 Capital Plan 2021....................................................................................................................18 Budget and Projections..........................................................................................................22 Budget Assumptions and Risks.............................................................................................24 Lakeland College 2021-2022 Environmental Scan...........................................................26

2021-22 Strategic Plan

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Goals, Priority Initiatives, and Expected Outcomes 2021-2022 Alberta 2030 Vision

College Goals

Priority Initiatives

Expected Outcomes

Performance Measures

Collaboration with Regional School Divisions

Collaboration with regional high school divisions to continue offering dual credit programming.

Developing pathways to PSI.

Maintain number of dual credit offerings.

Performance Metrics Performance metrics will include targets to be met and the weighting of each measure, which will be the basis of measuring performance.

Details related to the performance metrics, targets and weighting will be finalized after engagement with stakeholders and will be tailored to individual institutions, where appropriate, in each IMA Access and Student Experience: Ensure all Albertans have access to high-quality postsecondary opportunities and that the student experience is coordinated and integrated.

Objective 1.1: Empower learners to make informed decisions on post-secondary pathways.

Work with Indigenous partners to identify transition programming needs.

Initiative 1: Support dual credit and RAP opportunities to support pathway development.

Access and Student Experience: Ensure all Albertans have access to high-quality postsecondary opportunities and that the student experience is coordinated and integrated.

Maintain number of CTS offerings.

Maintain number of transition programs.

Build Learner Pathways and Enhance Foundational Learning Programs

Increase academic upgrading and foundational learning opportunities for learners seeking postsecondary access.

Ensure more students have access to foundational learning programs.

Increase the total number of students who access foundational learning programs.

Support an inclusive environment for students

Ensure student supports are coordinated.

Provide a coordinated well-being approach to student support.

Identify the number of student supports available.

Objective 1.2: Ensure that post-secondary is inclusive and affordable.

Initiative 2: Support the expansion of access to transition programs for every Indigenous student.

Access and Student Experience: Ensure all Albertans have access to high-quality postsecondary opportunities and that the student experience is coordinated and integrated.

Objective 1.2: Ensure that post-secondary is inclusive and affordable.

Initiative 3: Continue to support students’ mental well-being.

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Lakeland College

Alberta 2030 Vision

College Goals

Priority Initiatives

Expected Outcomes

Performance Measures

Access and Student Experience: Ensure all Albertans have access to high-quality postsecondary opportunities and that the student experience is coordinated and integrated.

Expand Educational Activities within the Lakeland Region

Enhance PLAR across program areas to support retraining and upskilling opportunities.

Reduce the time required by mature and experienced learners to complete program requirements and enter the labour market.

Number of learners receiving PLAR in retraining and upskilling programs.

More Affordable Learning Resource Opportunities

Expand blended/ online learning opportunities.

Flexible and learnercentered program delivery models throughout the region (PLAR and MicroCredentials)

Increase the total number of flexible program offerings

Maximize Enrolment Opportunities

Review current enrolment processes to improve application to enrolled conversion rates.

Reduce enrolment barriers so more people successfully transition from applicant to student.

Increase total number of students enrolled.

Review retention strategies for all programs.

More students persist through to graduation.

Increase in percentage of high school students from Lakeland Region attending Lakeland.

Objective 1.3: Foster multiple, flexible career and education pathways.

Initiative 2: Support provincial strategy for prior learning assessment recognition (PLAR).

Access and Student Experience: Ensure all Albertans have access to high-quality postsecondary opportunities and that the student experience is coordinated and integrated.

Objective 1.4: Expand digital and distance education to reach students where they are.

Initiative 2: Support government opt-into systems-wide online program manager (OPM) to improve faculty and student experience.

Access and Student Experience: Ensure all Albertans have access to high-quality postsecondary opportunities and that the student experience is coordinated and integrated.

KPI 1: Total learners enrolled in an approved program.

Increase percentage of students who complete certificate programs.

Access and Student Experience: Ensure all Albertans have access to high-quality postsecondary opportunities and that the student experience is coordinated and integrated.

Build Capacity in Inter-Cultural Understanding and Diversity

KPI 1: Total learners enrolled in approved program.

Access and Student Experience: Ensure all Albertans have access to high-quality postsecondary opportunities and that the student experience is coordinated and integrated.

KPI 2: Undergraduate completion rates after six years.

Ensure learners have every opportunity to complete program requirements and graduate.

Increase supports to Indigenous students to enhance their Lakeland experience.

Implement the Indigenous strategy.

Expand transition pathways for Indigenous learners.

Indigenous students feel welcome and supported at Lakeland.

ID baselines, ID existing supports, set targets.

Number of students completed in each program.

Increase retention rates of Indigenous students.

Graduation rates.

Number of supports available to the students.

2021-22 Strategic Plan

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Alberta 2030 Vision

College Goals

Priority Initiatives

Expected Outcomes

Performance Measures

Access and Student Experience: Ensure all Albertans have access to high-quality postsecondary opportunities and that the student experience is coordinated and integrated.

Ensure learners have every opportunity to complete program requirements and graduate.

ID baselines, ID existing supports, set targets.

Number of students completed in each program.

Graduation rates.

Increase transfer credit

Continue expanding the number of transfer agreements.

Students have more pathways to continue their education.

Increase the number of transfer agreements.

Increase Work-Integrated Learning

Increase student access to workintegrated learning experiences.

Learners increase in discipline-specific and employability skills.

WIL will be incorporated into 77% of programs by 21/22, and into 90% of programs by 23/24.

Explore new apprenticeship opportunities

Examine Regional apprentice/industry opportunities for partnerships.

Identify new program opportunities.

Develop one program proposal.

Ensure Programs are of the Highest Quality and Align with Labour Market Needs

Factor labour market information into decisions about program proposals and program suspensions.

Stronger relationships with industry partners, better alignment between curriculum and the job market, and better employment outcomes for learners.

Graduate employment rate exceeds 85%.

KPI 3: Diploma completion rates after four years.

Access and Student Experience: Ensure all Albertans have access to high-quality postsecondary opportunities and that the student experience is coordinated and integrated.

Number of supports available to the students.

KPI 4: Total transfer credit awarded towards a credential.

Skills for Jobs: Ensure every student has the skills, knowledge and competencies to enjoy fulfilling lives and careers and that they have greater transparency around labour market outcomes.

Objective 2.1: Become the first province in careers and trades of the future.

Initiative 1: Become the first province in Canada to offer access to work-integrated learning to 100% of students.

Skills for Jobs: Ensure every student has the skills, knowledge and competencies to enjoy fulfilling lives and careers and that they have greater transparency around labour market outcomes.

Objective 2.2: Grow apprenticeship in careers and trades of the future.

Initiative 1: Building, fund, and establish policy for apprenticeships in a wide range of occupations, including emerging high-tech trades.

Skills for Jobs: Ensure every student has the skills, knowledge and competencies to enjoy fulfilling lives and careers and that they have greater transparency around labour market outcomes.

Objective 2.3: Foster the strongest employer, industry, and post-secondary partnership environment in Canada.

Initiative 3: Provide high-quality predictions of labour market needs to PSIs and students to inform programs, credentials, and pathways.

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Lakeland College

Alberta 2030 Vision

College Goals

Priority Initiatives

Expected Outcomes

Performance Measures

Skills for Jobs: Ensure every student has the skills, knowledge and competencies to enjoy fulfilling lives and careers and that they have greater transparency around labour market outcomes.

Ensure Programs are of the Highest Quality and Align with Labour Market Needs

Revise our career fair model.

Assist students Setting up a Linked-In account.

Graduate employment rate exceeds 85%.

KPI 1: Percentage of students with employment within 6 months.

Skills for Jobs: Ensure every student has the skills, knowledge and competencies to enjoy fulfilling lives and careers and that they have greater transparency around labour market outcomes.

Develops job interview skills.

Ensure Programs are of the Highest Quality and Align with Labour Market Needs

Re-energize and fully engage with our industry advisory committees.

KPI 2: Percentage of employers who rated recent graduates as well-prepared for employment.

Skills for Jobs: Ensure every student has the skills, knowledge and competencies to enjoy fulfilling lives and careers and that they have greater transparency around labour market outcomes.

Program curriculum reflects labour market needs.

Completion of all annual program reviews and selected Program evaluations.

Program evaluation process identifies gap areas within curriculum and program outcomes.

Ensure Programs are of the Highest Quality and Align with Labour Market Needs

KPI 4: Percentage of students who indicate their current main job is very related to the program from which they graduated.

Discipline specific skills-based curriculum.

Programs will identify skills to target for career specific needs.

Develop industry mentorship programs.

Academic areas will develop plans where possible to create mentorship experiences.

Graduate employment rate exceeds 85%.

Students graduate with job-ready skills.

Skills for Jobs: Ensure every student has the skills, knowledge and competencies to enjoy fulfilling lives and careers and that they have greater transparency around labour market outcomes.

Ensure Programs are of the Highest Quality and Align with Labour Market Needs

Diverse research opportunities that support Lakeland’s research goals and support Alberta’s future economy.

Increase the number of sponsored research projects and total value of research revenue.

Continue to implement the international strategy.

Increase international students by 2% as COVID-19 restrictions are reduced.

Ensure agricultural research initiatives are aligned with Alberta’s economic diversification priorities for the agriculture sector.

KPI 5: Enrolment by field of study.

Internationalization: Become a leading destination for top talent to drive the growth of skills, ideas and innovations, locally and globally.

Increase research revenues in the following areas: commercial crop and livestock production, agri-business, and ag technology.

Build Capacity in Inter-Cultural Understanding and Diversity

Continue to grow recruiting networks.

Diversify recruiting regions.

2021-22 Strategic Plan

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Alberta 2030 Vision

College Goals

Priority Initiatives

Expected Outcomes

Performance Measures

Financial Sustainability: Provide institutions greater flexibility to generate own-source revenue and strengthen student aid.

Ensure Compliance with Government Submission and Reporting Guidelines

Ensure proper planning in financial framework.

Adhere to the institutional accountability data deadlines set by the GOA.

Identify key leaders responsible for report completion and submission.

Expanding support collaborations.

Examples include: shared CFO with Portage; Shared ERP with NAIT.

Ensure the college maintains a financially viable budget plan, capital plan, capital maintenance and Renewal (CMR) program, and 3-year savings plan.

Adherence to board approved plans.

Ensure Compliance with Government Submission and Reporting Guidelines

Ensure proper planning in Investment Management Agreement (IMA) process.

Improved institutional performance.

Meet or exceed all IMA targets.

Increase Sustainable Resources and Support Students through External Partnerships

Maintain annual fundraising efforts to provide additional financial support for priority initiatives.

Ongoing fundraising partnerships developed.

Internal awards program reorganized to support entrance awards initiatives.

Adherence to deadlines.

Commit to actions identified by GOA.

Objective 5.1: Set a global bar for efficiency, transparency, and accountability in the postsecondary system.

Initiative 1: Sponsor a shared service centre for academic and non-academic.

Financial Sustainability: Provide institutions greater flexibility to generate own-source revenue and strengthen student aid.

Objective 5.1: Set a global bar for efficiency, transparency, and accountability in the postsecondary system.

Initiative 4: Implement a performance-based funding model.

Financial Sustainability: Provide institutions greater flexibility to generate own-source revenue and strengthen student aid.

KPI 1: Non-provincial government revenue/ total system revenue.

Increase the profitability of each business unit on the farm (dairy, bison, commercial crops, commercial beef).

Identify the potential for value-added agriculture enterprises Grow revenues through enrolment growth

Financial Sustainability: Provide institutions greater flexibility to generate own-source revenue and strengthen student aid.

KPI 2: Admin expense ration.

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Lakeland College

Ensure Compliance with Government expectations

Ensure efficient operations and balancing total expenditures between overhead and nonoverhead operations.

Alberta 2030 Vision

College Goals

Priority Initiatives

Expected Outcomes

Performance Measures

Governance: Modernize governance of the system to increase collaboration and drive outcomes.

Increase collaboration with Campus Alberta and other relevant provincial agencies.

Work with Campus Alberta personnel to develop collaborations.

Increase partnership within the campus Alberta system.

Continue shared Chief Financial Officer sharing partnership with Portage College.

Objective 6.1: Establish a world-class governance framework to sustain system outcomes.

Continue developing internal controls partnership.

Initiative 2: Reinforce and strengthen mandates to provide clear accountability for outcomes in teaching, research, and collaboration.

Governance: Modernize governance of the system to increase collaboration and drive outcomes.

Adhere to GOA strategy on provincial governance

Follow government guidelines related to new governance model.

Identify areas of expertise required to strengthen our regional opportunitie.

Ensure Lakeland’s Board matrix is updated annually.

Foster a Campus Culture that Empowers Staff to Excel

Foster a culture of individual and team growth and belonging.

Higher-performing employees who positively impact student success.

Increases to engagement survey score by an average of 3% per year for the next three years.

Create an environment that reflects our values that is healthy and safe for working, learning and innovation.

Campus that helps both staff and students feel that they belong and are supported Safe working and learning environment.

Increases to Mental Health survey results and participation across campus Excluding retirements, maintain voluntary employee turnover rate at less than 5%.

Fewer incidents and injuries related to harassment, violence and sexual assault.

Reduce annual loss-time for injury frequency (LTIF).

Objective 6.1: Establish a world-class governance framework to sustain system outcomes.

Initiative 4: Revise institution board appointment and composition, use a skillset matrix to inform appointments, and lengthen board tenure to minimize turnover.

Institutional Priorities Institutions may add institution-tailored information regarding areas they wish to focus on, and also measure performance on, to augment the IMA. Human Resources

2021-22 Strategic Plan

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Investment Management Agreement for Public Post-Secondary Institutions Lakeland College Department of Advanced Education 2021-2022

SIGNED for and on behalf of Her Majesty the Queen in right of Alberta as represented by the Minister of Advanced Education

SIGNED for and on behalf of The Board of Governors of Lakeland College

___________________________________________

___________________________________________

Minister

Board Chair

July 12, 2021 ___________________________________________

July 12, 2021 ___________________________________________

Date

Date

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Intent of Investment Management Agreement (IMA) Alberta’s 26 publicly funded post-secondary institutions provide a variety of learning opportunities to people from within Alberta, across Canada, and abroad. These institutions are often world-class organizations which excel in teaching and research.

They prepare graduates for fulfilling careers and additional learning, while contributing to Alberta’s economic and community development through skill development, research and innovation.

To support system coordination and optimize the allocation of public investments in adult education, each of these institutions is designated to a sector based on its programming, research and scholarly activity, and collaboration initiatives.

For 2021-2022, each institution will also have an Investment Management Agreement with government. This agreement will include the institution’s mandate, the 2021-22 Operating and Program Support Grant Amount from government, mutual priorities, and a performance metric to facilitate the allocation of outcomes-based funding, to ensure government and institutions are focused on meeting the needs of the province. Specifically, the Investment Management Agreement:

Identifies and explains the shared objectives and priorities between the Alberta government and the institutions; and

Describes the agreed upon investment framework that includes the key performance metric in a priority area.

While the IMA was originally designed to be a three-year agreement between each institution and the government, this year’s IMA is serving as a pilot. Therefore its term is one year, from April 1, 2021 to March 31, 2022, with performance evaluated at the end of the fiscal year to provide learnings and identify improvements that could be incorporated into a three year IMA. The Investment Management Agreement is not intended to be the sole element of the relationship between the institution and the government, nor to include all decisions and issues in the post-secondary system. Government will continue to work closely with institutions and other stakeholders in a number of areas, and provide many aspects of system direction through legislation, regulation, policy, and other processes.

Investment Management Agreements may be amended in the event of substantive policy or program changes that would significantly affect joint commitments made in the agreement. Any such amendment would be mutually agreed to in writing, dated, and signed by both signatories.

2021-22 Strategic Plan

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Legislative and Policy Requirements Post-secondary Learning Act Section 78 of the Post-secondary Learning Act requires the boards of all 21 public post-secondary institutions, and Independent Academic Institutions, to enter into an Investment Management Agreement with the Minister of Advanced Education, which must include: the mandate of the institution (not applicable to Independent Academic Institutions), a performance metric(s) for the institution, and anything else determined by the Minister. The Minister may specify the form of the agreement, and the date by which it must be in effect. The boards of the 21 public postsecondary institutions are also required to prepare, approve and submit to the Minister a budget and a capital plan. The budget submitted by an institution may not project consolidated operating expenses exceeding consolidated operating revenues, unless the board has the written approval of the Minister.

Fiscal Planning and Transparency Act Section 10 of the Act requires the board of a public post-secondary institution to provide a business plan for each fiscal year to the Minister. This requirement is fulfilled by each institution entering into an Investment Management Agreement with the Minister, delivering a budget and capital plan in accordance with section 78 of the Post-secondary Learning Act.

Operating and Program Support Grant Agreement Each institution’s Investment Management Agreement is referenced in its respective Operating and Program Support Grant Agreement, and funds provided under the 2022-2023 Operating and Program Support Agreement will be distributed in accordance with the institution’s performance in meeting the target established in the Investment Management Agreement.

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Mandate This mandate statement has been developed by Lakeland College in consultation with the Minister of Advanced Education pursuant to Section 78 of the Post-secondary Learning Act (PSLA).

1. Type of Institution, Sector, and Governance Lakeland College is a board-governed public post-secondary institution operating in Alberta as a comprehensive community college under the authority of the PSLA.

2. Outcomes Lakeland College is committed to preparing Albertans for success by helping its learners achieve their academic and career goals. Lakeland provides access to high-quality academic programs and is a leader in student-managed learning experiences and innovation. Providing work-integrated learning opportunities prepares students to excel as leaders in industry and their communities. Lakeland programs are responsive to the needs of industry and produce job-ready graduates prepared to contribute to Alberta’s economy. Lakeland works closely with employers and industry organizations to ensure curriculum and training are aligned with the labour market and that students can interact directly with industry while in their programs.

Through practicums, work placements, co-ops, and on-campus student-managed enterprises, students develop hands-on skills and gain valuable experience directly related to their sector. These experiences help students develop a passion for their field, and to become critical thinkers, problem solvers, communicators, and contributing members of innovative teams.

Lakeland instructors come from industry and bring a wealth of knowledge and experience into the classroom to enhance the learning experience.

This focus is making a difference. In a recent national survey of over 40,000 college and university students and recent graduates, Lakeland ranked as the #1 College Most Recommended by Students, #2 in Best Overall Value, #2 in the Most Skills-Focused Curriculum, and #3 in Best for Getting a Job. Employment outcomes also indicate the significance and quality of Lakeland programming. 89% of Lakeland graduates are employed, 92% are satisfied with their jobs, and 94% would recommend Lakeland to other students. Feedback from employers is perhaps more impressive with 96% of employers indicating that they would recommend a Lakeland graduate to other employers and 98.9% of employers indicating that they would hire another Lakeland graduate. Much of this success can be attributed to the emphasis placed on academic excellence, hands-on learning, and the opportunity students have to participate in work-integrated learning experiences.

3. Clients/Students Lakeland’s inclusive academic environment ensures a commitment to underrepresented learners. Located in the heart of Treaty 6 territory, Lakeland is an active participant in reconciliation, providing programming, services and campus planning to support our Indigenous learners to succeed in academics and beyond. Our 2020/2021 stats indicate over 7.5 % of our student base identified as Indigenous. However, we know the actual number of Indigenous students exceed this percentage. Lakeland continues to serve the needs of the community which includes interacting with over 200 students who have identified needs and providing learner accommodations yearly. Within Lakeland’s Human Services academic school, 72 students take their programming in French.

Lakeland serves learners of all ages and stages of life from those entering the post-secondary world to mature learners who are seeking reskilling or upskilling. Lakeland transitional experiences, foundational learning, career exploration, certificates, diplomas, apprenticeship, and niche undergraduate study support students and meet the regional labour market needs.

4. Geographic Service Area and Type of Delivery Established in 1913, Lakeland is a key driver in rural sustainability, economic recovery, development and expansion by providing learning opportunities to rural learners. Because these opportunities strongly align with the labour market, employers in this economically important region of Alberta have access to a skilled and well-trained work force that is crucial to economic growth. To maximize learner access to programs and courses, a variety of instructional delivery methods are used including face-to-face, blended, and online learning. Lakeland’s digital use continues to evolve to support programming, regional collaboration, and industry need. Lakeland’s stewardship model includes working with community-based adult learning program and creating learner pathways that support dual credit programming and career and technology studies.

Consulting with a range of partners such as K-12 school divisions, industry associations, agricultural societies, Rotary clubs, Chamber of Commerce, professional associations, Friendship Centres, Métis associations, First Nations, Alberta Innovates, the 2021-22 Strategic Plan 13

Regional Business Accelerator, economic development organizations, and the Regional Innovation Network, Lakeland seeks to promote individual growth, informed community members, and educated citizens through facilitation, information sharing, and collective capacity building.

Program delivery at Lakeland includes opportunities for students to engage with student-managed learning enterprises. These work-integrated learning experiences are a significant part of Lakeland’s delivery model. Students, with mentorship from faculty, run several on-campus enterprises, including a play program, a concession at Rustler athletic events, a tax clinic, a power plant, a hair and esthetician salon, an environmental consulting office, and commercial crop and livestock business units.

5. Program Mandates and Credentials Offering Lakeland awards certificates, diplomas, and bachelor’s degrees in niche programming areas, as well as post-diploma certificates and post-baccalaureate certificates. The college also offers apprenticeship programming that prepares people to become certified journeypersons.

Collaboration with a range of post-secondary partners helps Lakeland meet the various needs within its regional stewardship area including collaboration with degree-granting institutions to offer baccalaureate degree programs when it is efficient to do so. As a member of Campus Alberta, Lakeland has partnerships and transfer agreements to expand its programming and service capacity while improving efficiencies for Alberta.

6. Special Program Areas/Areas of Specialization Lakeland offers agricultural sciences, pre-employment, apprenticeship, agriculture technologies, foundational learning, energy, environmental sciences, fire and emergency services, health and wellness, human services, business, and university transfer programming. Lakeland also designs and delivers programs to meet specific learner, community, and industry needs through continuing education and corporate training models.

Lakeland’s programming combination complements the economic strengths of Alberta and its stewardship region. Aligning programming with the regional labour market of agriculture and oil and gas activity, Lakeland is the only post-secondary institution in Alberta with academic schools in all the following sectors: agricultural sciences, energy, and trades and technology. Lakeland’s Student-Managed Farm – Powered by New Holland (SMF) is renowned throughout Canada and is a key reason why the college is a national leader in commercial agricultural production programming. The SMF – Powered

by New Holland is a fully integrated, multi-enterprise, commercial farm that enables students to run a $6M commercial agricultural business, a commercial-scale crop operation, and multiple commercial, research, and purebred livestock herds, including Lakeland’s 80-head beef research herd of crossbred Angus cattle,280-head dairy herd, and new 2oo-head bison operation. Lakeland is the only institution in Alberta with diploma programs that specialize in commercial crop and forage as well as commercial beef production. Lakeland’s new Bachelor of Agriculture Technology program, the first degree of its kind in Canada, prepares students for the rapid evolution of technology in agriculture and for careers that bridge the gaps between emerging technologies such as data-enabled precision data systems, machine learning and artificial intelligence, and agriculture production and management.

Lakeland excels at embedding student-managed enterprises within program curriculum providing opportunities for students to enhance their learning and leadership skills. These enterprises are a strategic approach to work-integrated learning and provide authentic learning environments right on campus where students apply what they’ve learned and develop job-ready skills. This teaching and learning model help develop curiosity, critical thinking, a passion for the sector, professionalism, and technological literacy.

7. System Collaboration and Partnerships Lakeland works with a variety of agencies, institutions, advisory committees, learning councils, business, industry, and research organizations to meet the diverse need of its region, and ensure alignment with government priorities and college strategic goals.

To highlight a few collaborative activities, Lakeland continues its work with Community Adult Learning Programs (CALPs) to understand the diverse needs. Programs and pathways such as Employment Skills Enhancement, and Digital Literacy for Employment become positive transitions to post-secondary experiences. Lakeland’s longstanding collaboration with Northern Lakes College supports foundational learning, while collaborations with Alberta and Saskatchewan school authorities makes dual credit opportunities available to high school students throughout the two provinces.

Partnerships with industries such as: Masterfeeds, TrustBIX, MNP, Alberta Pulse Growers, SeCan, AgX, Canadian Angus Association and ALUS and other post-secondary institutions including University of Alberta, University of Calgary and Olds 14 Lakeland College

College help to advance agriculture research.

Lakeland collaborates with University of Alberta to deliver its Aboriginal Teacher Education Program at the Lloydminster campus.

To strengthen local economic development, Lakeland works with community partners such as Alberta Milk, New Holland, Canadian Natural Resources Limited, Cenvous, Peterbilt, Points West, Canadian Land Reclamation Association, Snap-on Tools, 4-H Foundation of Alberta, Topo Grade Ag, Mosaic, BASF, OneCup Al, and Libby Young.

8. Research and Scholarly Activities Applied research at Lakeland involves collaboration with industry and other end users for the purpose of benefiting the social, economic, and environmental aspects of its region. Applied research projects must complement teaching and learning and advance innovation-based rural economic development. Initiatives are geared towards supporting Alberta’s future economy by helping partners capitalize on new opportunities and find solutions to current challenges.

Lakeland is a founding member of Canadian Agri-Food Automation and Intelligence Network (CAAIN) which is focused on accelerating the automation and digitization of Canada’s agricultural sector.

With Lakeland’s applied research focus on agricultural sciences, research teams are specialized to enhance agricultural technology for improved productivity, efficiency, and sustainability in commercial crop and livestock production. A newly renovated 743 square metre Agriculture Technology Centre (ATC) will serve as the central hub for ag tech data collection, and home to the new Bachelor of Agriculture Technology program plus ag tech applied research activities. A data lab, large equipment lab and a makerspace area within the ATC will support innovation and entrepreneurship. Research in the ATC will focus on the development, implementation, validation, knowledge translation and commercialization of ag technology solutions that will enhance regional productivity and sustainability.

With the transfer of Alberta Agriculture and Forestry research teams in commercial beef production and pulse, Lakeland’s applied research footprint in commercial agriculture production has grown significantly over the past year. Lakeland now has three research scientists focused on commercial livestock production, as well as scientists focused on each of cereal production, pulse production, and canola production. These strategic research priorities of these teams are informed by two producer committees, one for crop research and another for livestock research. These research committees ensure Lakeland’s research priorities in commercial agriculture will benefit producers and support economic growth in the agriculture sector.

9. System Mandate Lakeland plays a leading role in rural sustainability, economic recovery and development contributing to its broader social, economic, and environmental footprint. Lakeland is committed to providing training opportunities targeted at the labour market needs to ensure workforce preparedness and strengthen local economies.

Lakeland offers international projects, practicum experiences, and study abroad opportunities to prepare its students to participate in an interconnected world. The college welcomes international students and embraces the opportunity to provide an environment that supports global connectedness. To enhance each student’s college experience, Lakeland offers a full range of personal and academic services including academic advising, athletics, cafeterias, clubs, financial aid, health, Indigenous support services, learning strategies and support, recreation, residence, student centres, and career and wellness services.

Lakeland strives to create an inclusive and welcoming culture for all. To enhance 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.

2021-22 Strategic Plan 15

Objectives and Priorities Government of Alberta The Government of Alberta is committed to post-secondary education as a cornerstone of employment, economic and social development, and overall prosperity for the province. As the province continues to recover from the many challenges caused by the pandemic, post-secondary institutions will play a pivotal role, not only through research, innovation and commercialization of leading edge technology, but also in providing highly-skilled and job-ready graduates for a recovering and dynamic labour market.

The initial goal of the GOA is to highlight the critical role post-secondary institutions play to prepare students for a future career.

While this inaugural Investment Management Agreement reflects that goal, it is also meant to serve as a pilot to guide the development of future iterations that will be broader and more comprehensive for Alberta’s post-secondary system. By focusing on students, innovation, efficiency, and accountability, and by working to improve system performance and outcomes, Investment Management Agreements will ensure institutions play a vital role in keeping Alberta competitive on the global stage.

Lakeland College Lakeland College is responsive to its communities with a strong focus on rural sustainability. Supporting social change and sustainable economic development, Lakeland provides its learners with options to further their education while staying in their communities. Lakeland is an economic contributor for its communities, supporting local growth leading in skill development, retraining and upskilling post COVID-19 pandemic.

In alignment with Alberta Advanced Education’s focus areas, Lakeland supports four priorities: : 1. Provide an educational environment that encourages access, supports the student experience, builds career skills, and provides job-ready graduates through work -integrated learning experiences.

A work-integrated learning atmosphere supports students in a community of belongingness and wellness as they build on their academic/technical knowledge and skills for the future. Lakeland students include domestic, international, and underrepresented learners who have opportunities to experience student-led enterprises in their field of study. Job readiness and transition programs provide foundational learners the skills and confidence they need to be successful. Lakeland students have experience in making connections, responding analytically, filtering information, understanding concepts, and experiencing change thus assisting them to be ready to work in the global economy.

2. Provide a fiscally prudent framework to ensure sustainability.

Lakeland’s strong financial planning and prudent spending supports its Vision 2030 in creating a modern learning environment that promotes the use of technology, implements data analytics, showcases ethical and sustainable practices, and provides authentic learning experiences that mimic real-world activities. Lakeland will continue to update its aging infrastructure, support learning frameworks and provide its leaners with modernize and globally competitive learning environments as opportunities permit.

3. Support innovation and commercialization through Lakeland’s commercial crop and livestock research.

Lakeland’s applied research goals strongly align with the Alberta Research and Innovation Framework’s 2030 innovation targets for food and agriculture. The School of Agricultural Sciences is the largest school at Lakeland as agriculture is an important industry within the Lakeland region. Applied research is integrated within Lakeland’s Student-Managed Farm – Powered by New Holland (SMF) and supports student learning at the College. Small plot crop and beef applied research remain Lakeland’s focus through a collaboration with a variety of partners. The intent is to explore improved agronomic performance, weed and pest management, and the economic value of automation and energy efficiencies in intensive livestock operations.

4. Work with partners and industry to strengthen economic recovery, development and expansion.

Lakeland continues to be responsive to the changing labour market and strives to work with partners promoting high-quality programming. Lakeland’s student-managed model ensures that students are strongly connected with industry. Current feedback from the agriculture sector helped shaped Lakeland’s new degree in agriculture technology. Oil companies such as Canadian Natural Resources Limited, Suncor Energy, and Cenovus support Lakeland’s training and certifications in drilling to well-site supervisors.

16 Lakeland College

Operating and Program Support and Performance Based Funding Allocations Table 1: 2021-22 Allocations for Lakeland College Total Operating and Program Support grant

$31,581,125

Proportion tied to Performance

5%

Performance based funding allocation

$1,579,056

Performance-based Funding Methodology This inaugural Investment Management Agreement for Lakeland College, and the performance based funding it represents, is based on one metric—the proportion of approved programs at Lakeland College that have a Work Integrated Learning component.

Table 2 below provides the specifics on the performance metric that will be used to calculate any funding impacts. A baseline result has been established at the beginning of the 2021-22 fiscal year using data housed in the Provider and Program Registry System (PAPRS). A target and tolerance band has been negotiated with Lakeland College.

Over the next 12 months, as Lakeland College prepares for the 2022-23 academic year, it will provide updates into PAPRS about new or existing programs that have a Work Integrated Learning component. The existing metric will be updated on March 31, 2022.

If the result meets or exceeds the target, there will be no adjustments to 2022-23 OPS funding as related to this performance metric.

If the result fails to meet the target, and is lower than the tolerance threshold, then an adjustment will be applied against the 2022-23 funding that is proportionate to the achievement from the expected result (to a maximum identified in Table 1).

Table 2: Performance Metric Work integrated learning: Proportion of approved programs that have work-placements identified as part of the program.

Core Area: Skills and Labour Market Outcomes

Baseline Established March 31, 2021

Baseline 73%

Target 77%

Tolerance Threshold 2%

As part of its efforts to build skills for jobs, to ensure learners are work-ready, and to provide learners with access to world-class, relevant training, Lakeland continues to prioritize Work Integrated Learning. Lakeland’s baseline value for programs that already have Work Integrated Learning components built into curriculum is 73%, and Lakeland is proposing to increase that value to 77% for the 21/22 academic year. The college will achieve that target in three ways: introducing work integrated learning opportunities into programs that currently don’t have them, introducing new programming initiatives that include work integrated learning, and by retiring a specific complement of programs that do not offer work integrated learning. This constitutes an initial step towards our longer-term goal of having work integrated learning opportunities available to our learners in 100% of our programs. We expect to achieve this goal within five years and plans are already underway to introduce work integrated learning into several existing programs over that timeframe. We are confident that learners, employers, and Alberta’s economy will all benefit from learners having access to these experiences while enrolled at Lakeland.

2021-22 Strategic Plan 17

Capital Plan 2021 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 1. Student-Managed Farm Revitalization The Student-Managed Farm is the core element of Lakeland’s approach to student-managed learning. This award-winning concept is showing the signs of 30 years of active learning and needs infrastructure and technological updates and sustainable management systems to set the tone for the future. Specifically, this phased revitalization approach will address: • Technology relating to all farm operations and teaching needs for current and future programming including the Agriculture Technology Centre • Bio-security measures that demonstrate best-practices for today’s agriculture industry partners and producers.

• Animal and people safety standards • Student preparedness for industry This largely external approach will allow for investment in sustainable systems that will extend the useful life of all buildings and infrastructure on the Student-Managed Farm site.

Widely used by both the college and community, the current Equine Centre needs updating and renovating to support increased enrolment in equine studies, 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, ensuring an up-to-date safe environment for hands-on learning and spectators.

The Student-Managed Farm, including the Agriculture Technology Centre and Equine Centre are core hands-on lab elements to the teaching methodology and key parts of student life at Lakeland College. The revitalized facilities will support college goals of enrolment growth and preparing students for industry.

2. Residence Redevelopment 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. The provision of appropriate residence facilities for students at Lakeland 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% occupancy for over 12 years until the 2016/17 academic year where occupancy declined moderately to 80%. The decline in occupancy rates is believed to be linked to the downturn in the economy which increased off-campus housing options. However, recent student surveys showed that significant numbers were 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 has 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 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% 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 is similar. Thirty years of wear and tear has resulted in the need for a full-scale renovation to extend the lifespan of these facilities for an additional 30 years.

Major renovations on both campuses and the moderate expansion of residence spaces on the Vermilion campus would 18 Lakeland College

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.

3. Vermilion Campus Revitalization (Phase 3-5) Revitalization has been a key success factor for how Lakeland can create modern, sustainable learning environments for students. This plan is the culmination of effort to create a sustainable way to address student needs, modernize our environment and address deferred maintenance needs resulting in facilities that will last our institution another 30 years.

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 College needs to revitalize the Vermilion campus. This multi-phase project will modernize the Academic Link, Alumni Hall, Bentley Building and Mead Building and create attractive, student-centred and energy efficient spaces that will serve students and the region for years.

This project revitalizes the existing central campus buildings that create the core student and faculty experience to realize a vision supporting current and future requirements for the college. Immediate next steps for this project include:

Student Commons and Library Space

Bentley Building

Alumni Hall

4. WHT Mead Animal Science Centre - project underway 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.

Renovations to the WHT Mead Animal Science Centre is essential to continue this phased approach to revitalization. This building, built in 1964, has significant challenges to the core of the building as well as providing appropriate and sufficient teaching spaces to meet current and projected enrolment growth. The majority of the classes in the building are for the School of Agricultural Sciences programs. The school has seen a 100% increase in enrolment in the last nine years and desperately needs additional classroom space to meet student demand. Further building renovations would address air quality concerns, update the HVAC system, and allow for exterior retrofits and asbestos mitigation. Modernization would also create an opportunity to equip the space with appropriate energy-efficient lighting, equipment, and ventilation to reduce the college’s carbon footprint. A modernized learning environment is critical to college goals relating to enrolment growth and efficiencies in operational costs. This project is expected to extend the life of the building by 30 years.

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.

2021-22 Strategic Plan 19

Type Of Project And Funding Source Type

Project Description

Total Project Cost

Funding Sources

Government Approval Received

Estimated Project Timelines

Expansion

Student-Managed Farm Revitalization

$12 million

50% GoA 10% partnerships 40% Internal

No

January 2020 - June 2023

Proposed

Residence Redevelopment Project

$16 million

10% Internal 90% financing

N/A

August 2021 - May 2023

Expansion

Vermilion Campus Revitalization – (Phase 3 – 5) • Student Commons • Bentley Building • Alumni Hall

$28 million

50% GoA 10% GoA Capital Maintenance Renewal 40% Internal

No

April 2022 - June 2024

Expansion

Vermilion Campus Revitalization - Phase 2 WHT Mead Animal Science Centre – project underway

$17.3 million

100% GoA

Yes

September 2020 - June 2022

Project Scope and Strategic Context Project Title

Brief Description

Project Scope

Strategic Context

Expected Outcomes

Student-Managed Farm Revitalization

The Student-Managed Farm is the core element of Lakeland’s approach to student-managed learning. This awardwinning concept is showing the signs of 30 years of active learning and requires infrastructure and technological updating and sustainable management systems to set the tone for the future.

• This project is phased over several years to maximize ability to selffund where appropriate.

• Revitalization and modernization to meet essential needs for student teaching, technology, bio-security, and animal safety.

• Sustainable systems that will extend the useful life of all buildings and infrastructure on the Student-Managed Farm.

This project is in line with Lakeland’s goals of promoting enrolment growth, creating an appropriate environment to accommodate teaching and learning objectives, and ensuring students are job ready for industry.

• A teaching space that continues to demonstrate leading technology and practices for producers and industry.

• Provide a student experience that ensures job-ready skills.

• Sustainable systems that provide means to improve operational efficiencies.

Residence Redevelopment Project

Lakeland College is planning to modernize and update its aging residences to increase the lifespan of the buildings.

• Phased project, over 3-5 years, to complete all deferred maintenance needs.

• Revitalization and modernization to meet essential needs for student success.

• Sustainable systems that will extend the useful life of all residence buildings.

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.

• Provide well-maintained residences that are competitive in local markets.

• Sustainable building practices to address deferred maintenance concerns and increase life of buildings by 30+ years.

20 Lakeland College

Project Scope and Strategic Context Project Title

Brief Description

Project Scope

Strategic Context

Expected Outcomes

Vermilion Campus Revitalization – (Phase 3 – 5) • Student Commons • Bentley Building • Alumni Hall

Lakeland College continues an extensive modernization plan for the Vermilion Campus.

This phased project has already gained excellent momentum in its effort to accommodate increased student numbers, create a modern learning environment and address aging infrastructure to continue our progress for the 2030 campus.

• This project is phased over several years to maximize ability to selffund where appropriate.

• Revitalization and modernization to meet essential needs for student teaching, technology and growth.

• Sustainable systems that will extend the useful life of these spaces.

• Space modernization to meet current technology and program needs for the future.

This project is in line with Lakeland’s goals of promoting enrolment growth, creating an appropriate environment to accommodate teaching and learning objectives and ensuring students are job ready for industry.

• Improved teaching and learning space to accommodate growth in enrolment.

• Capital improvements to space that will address deferred maintenance concerns and establish these buildings as new.

Vermilion Campus Revitalization - Phase 2 WHT Mead Animal Science Centre – project underway

Construction is underway to modernize and moderately increase the footprint to its agriculture sciences building to accommodate the significant increase in student numbers and programs experienced in the last 10 years as well as meet enrolment growth.

• This project will be phased to accommodate current student usage of this building.

• Revitalization and modernization to meet essential needs for student teaching and growth.

• Space modernization to meet current technology and program needs for the future.

This project is in line with Lakeland’s goals of promoting enrolment growth, creating an appropriate environment to accommodate teaching and learning objectives and ensuring students are job ready for industry.

• Improved teaching and learning space to accommodate growth in enrolment.

• Capital improvements to space that will address deferred maintenance concerns and establish this building as new.

2021-22 Strategic Plan 21

Budget and Projections Statement of Expected Revenues and Expenses Consolidated Budget and Two Year Projection Statement of Expected Revenues and Expenses: By Object and Fund

Lakeland College Budget Ancillary Sponsored Operations Research

Projections

2020-21

General Operating

Capital

"Special Purpose and Trust"

2021-22

2022-23

2023-24

Government of Alberta Grants

36,834

33,850

830

2,952

37,632

37,632

37,632

Federal and other Government Grants

1,558

1,371

412

215

1,998

1,998

1,998

Tuition and Related Fees

17,392

15,651

93

120

15,864

17,500

17,850

Sales of Services and Products

10,843

5,278

4,286

102

9,861

11,000

11,220

Grants and Donations

1,460

750

155

1,438

1,500

1,500

Investment Income

1,000

1,000

1,000

1,000

900

Other (specify)

-

-

-

-

-

-

-

Total Revenue

69,087

57,900

4,379

1,437

3,700

377

67,793

70,630

71,100

Salaries and Wages

31,134

29,500

1,426

966

-

-

31,892

Employee Benefits

6,602

6,277

299

173

-

-

6,749

Salaries, Wages and Benefits

37,736

35,777

1,725

1,139

-

-

38,641

38,900

39,350

Cost of Goods Sold

784

94

690

Maintenance and Repairs

1,963

1,890

237

Utilities

2,361

1,905

555

Other Materials, Supplies and Services

13,699

11,790

960

179

Materials, Supplies and Services

18,807

15,679

2,442

186

Scholarships, Bursaries and Awards

696

694

2

Amortization of Capital Assets

7,124

-

-

Revenue

195 533

Expense

784 7

2,134 2,460

-

-

410

13,339

410

18,717

18,892

19,274

696

696

696

6,971

6,771

6,771

65,259

66,091

6,971

Interest - Long Term Debt Total Expense 22 Lakeland College

64,363

52,150

4,169

1,325

6,971

410

65,025

Lakeland College Budget

Projections

2020-21

General Operating

Ancillary Sponsored Operations Research

Capital

"Special Purpose and Trust"

2021-22

2022-23

2023-24

Annual Operating Surplus (Deficit)

4,724

5,750

210

112

(3,271)

(33)

2,768

5,371

5,009

Endowment Contributions & Capitalized Investment Income

400

300

-

-

-

-

300

300

300

Annual Surplus (Deficit)

5,124

6,050

210

112

(3,271)

(33)

3,068

5,671

5,309

Table 1B: Expense by Function Budget

Projections

2020-21

2021-22

2022-23

2023-24

Instruction (LAB,APP,CCR,CRCR,CRLCR,CRNCR)

24,379

24,813

25,002

25,321

Academic Support (SUP,PD)

6,239

5,352

5,418

5,487

Student Services (SS)

7,474

7,252

7,341

7,435

Facility Operations and Maintenance (FOM)

10,998

11,703

11,847

11,997

Institutional Support (Administration) (INS)

5,887

5,933

5,956

6,032

Computing and Communication (IT)

3,805

3,625

3,270

3,312

Ancillary (includes amortization) (ANC)

4,657

4,611

4,668

4,728

Sponsored Research (ARI)

514

1,326

1,342

1,359

Special Purpose (SP)

410

410

415

420

Total Expense

64,363

65,025

65,259

66,091

Administration

5,933

5,956

6,032

Total Expense less Ancillary

60,414

60,591

61,363

Ratio

9.82%

9.83%

9.83%

Expense

Administration Expense Ratio:

2021-22 Strategic Plan 23

Budget Assumptions and Risks Lakeland College is committed to using its resources responsibly and effectively to support the achievement of its mandate.

Achieving excellence in instruction and work integrated learning, 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.

The primary operational driver for Lakeland is student enrolment. Tuition and related fees (23%) and revenue from sales of services and products to students (15%) 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).

Until the COVID-19 pandemic, the college had been experiencing moderate enrolment increases over the last several years. There was a modest decrease in enrolment in 2020-21 due mainly to the response to the pandemic. Although international student enrolment was down about 50%, resulting in a loss of revenue of $1.4 million, domestic enrolment was down by a more modest 9%.

The current budget plan assumes a full reopening in the Fall of 2021 and a gradual return to ‘normal’ enrolments. A full recovery in international student enrolments is not expected until 2022, so the budget reflects a one-third, or $800,000 reduction in related revenue as compared to the prior year’s budget. The college has also conservatively included a contingency of $1 million (a reduction) to tuition and related fees revenue in case COVID-19 related issues persist. Tuition fees (rate) have been increased by the maximum allowable for the 2021-22 fiscal year (7%), and projections include a 2% increase each year thereafter.

24 Lakeland College

A contingency of $1 million (a reduction) has also been included in sales of services and products revenue in case residence rentals continue to be adversely affected by COVID-19. Residence occupancy rates, however, are expected to recover fully in 2022.

The Government of Alberta is currently managing a difficult fiscal situation. Lakeland College’s 2019-20 operating grant was reduced by 7.2% and by a further 2.3% in 2020-21. No further decreases, or increases, are expected for the next few years. The budget for Government of Alberta Grants (56%) includes an increase of $641,000 in 2021-22 related to the transfer of research programs from Alberta Agriculture to Lakeland College. There is a corresponding increase in expenses.

Federal and other government grants include an increase for anticipated NSERC grants of $367,000. There is a corresponding increase in expenses.

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.

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 3%. Year-to-year fluctuations are unpredictable. However, in the next few years, the college will begin drawing on its investments to fund campus revitalization, and therefore, investment income is expected to decline as projected in 2023-2024.

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

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

Given the current economic environment, fiscal restraint is prudent. Lakeland has held the line on growth in operating expenses and will continue to do so. In fact, the college reduced budgeted expenses by $12 million for its 2020-21 fiscal year. Despite this necessary fiscal restraint, certain increases to expenses are anticipated. An increase of $100,000 for utilities expenses has been included in the 2021-22 budget to reflect anticipated increases in the federal carbon tax. Projections for materials and supplies expenses also include an increase in each year of 2% to account for anticipated inflation.

Salaries and benefits represent the most significant expense to the college and also provide one of the largest uncertainties in preparing budget projections. The Alberta Government has mandated a 0% increase, but the cost of any settlement remains uncertain. An increase of 1% to AUPE staff was arbitrated in early 2021 resulting in an annual increase of $130,000 to related salaries and benefits. Merit increases automatically increase salaries and benefits for the college by about $50,000 each year. Due to uncertainty regarding bargaining outcomes, projections include a 1% increase for salaries and benefits in each of two subsequent years. Cost of living and merit increases to administration, management and executive staff salaries are not permitted (frozen by Alberta Government in 2016).

The restraint on operating expenses has resulted in anticipated surpluses of $3.1, $5.7 and $5.3 million over the next three years.

These surpluses are needed to deal with the college’s aging infrastructure. The college received $6 million from the province for repairs to the Trades Centre roof in 2017/2018, $1.2 million for revitalization of labs in the Academic Link in 2018/19, and $17.3 million to renovate its WHT MEAD Animal Sciences Centre in July 2020. These significant contributions were greatly appreciated and needed, but the college’s long-term capital plan indicates a total need of about $150 million over the next 20 years. The likelihood of receiving the bulk of this from the government is low, so the college needs to generate sufficient surpluses to fund this high-priority initiative. Accordingly, all of Lakeland’s available surplus (including any 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.

This budget includes a $2 million contingency in case revenue targets are not met due to COVID-19. As was done last year, the senior leadership team has also prepared a worst-case scenario ‘balanced budget’ where actual enrolments are as much as 30% lower than anticipated. 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 fiscally responsible 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 Udigit, and APAS. The college is also collaborating with other post-secondary institutions and continues to engage in shared services opportunities as they arise, including a shared CFO with Portage College, working with Portage College and the U of A Internal Audit to document our internal control frameworks and develop a monitoring plan, and shared IT support services with NAIT. Lakeland College will continue to seek opportunities to share best practices and resources to realize efficiencies in the post-secondary sector.

2021-22 Strategic Plan 25

Lakeland College 2021-2022 Environmental Scan STRENGTH: Academic Excellence and Work-Integrated Learning Lakeland College might be the most hands-on college in Canada. In a recent national survey of over 40,000 college and university students and recent graduates, Lakeland College ranked as the #1 College Most Recommended by Students, #2 in Best Overall Value, #2 in the Most Skills-Focused Curriculum, and #3 in Best for Getting a Job. Employment outcomes also indicate the significance and quality of Lakeland College programming. 91% of Lakeland College graduates are employed, 92% are satisfied with their jobs, and 94% would recommend Lakeland College to other students. Feedback from employers is perhaps more impressive with 96% of employers indicating that they would recommend a Lakeland College graduate to other employers and 98.9% of employers indicating that they would hire another Lakeland College graduate.

Much of this success can be attributed to the emphasis placed on academic excellence, hands-on learning, and the opportunity students have to participate in work-integrated learning experiences. All of Lakeland’s academic departments have incorporated some form of work-integrated learning into their curricula. This takes various forms including work placements, practicum opportunities, internships, and Lakeland’s award winning “studentmanaged” learning model. 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 work under the guidance of faculty and industry mentors to manage all aspects of a multi-million-dollar commercial agricultural business.

The farm itself consists of a variety of agricultural enterprises including a fully operational commercial-scale cropenterprise,purebred, commercial and research beef herds, a dairy unit, and a bison herd. Students are responsible for all farm operations and business 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 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 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.

Student-led initiatives are starting to form the foundation of all of Lakeland College programming: • The Firefighter Training and Emergency Services Technology (EST) students are given opportunities to lead companies in fire hall platoons; small groups of students have complete responsibility for their own equipment, including apparatus bays and fire trucks, and work together as a unit throughout their studies.

• Students from the School of Business are now involved in a Student-Managed Enterprise as they take the lead in the operations of the concession at on-campus Rustler athletic events. Students have opportunities to be involved with business planning, inventory management, product decisions, sales and marketing, and accounting.

• Environmental sciences students are part of the Student-Environmental Consulting Office (S-ECO) initiative, a student-managed environmental consulting company, that partners with industry to work on real-life environmental projects within the Lakeland 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.

• Human Services students work together to organize and run a fully functional childcare service for community members. Students plan all of the advertising and promotion, intake processes, educational themes and 26 Lakeland College

activities, and meals. This experience simulates the kinds of experiences facility owners would have and that are not available to students on regular practicums.

STRENGTH: Lakeland Culture The strength of the Lakeland College culture can be found in four key areas: values and belongingness; staff commitment; personalized learning; and fiscal responsibility.

Values and Belongingness The COVID-19 pandemic has created many uncertainties throughout the world let alone in the post-secondary learning environment. Lakeland College continues to support its learners at this difficult time through its unique culture of belongingness and support for each other within an inclusive family atmosphere. Lakeland’s values of respect, integrity, and learner success are reflected in its friendly atmosphere which creates a welcoming, warm, caring, and supportive place that feels a lot like home. “Family” and “second home” are words that students often use to describe their feelings regarding Lakeland College.

As a community hub, the college exhibits values of community, excellence, and innovation to actively encourage its students to develop positive relationships with others, create opportunities to display distinction, and explore innovation. Lakeland’s rural setting allows students to feel included, to be engaged, and to develop their potential.

The Lakeland family strives to be inclusive and create a sense of belonging for all staff and students.

Lakeland’s values are more than words; they guide the way the college conducts its business and treats students, colleagues, and clients. Belongingness is an integral part of Lakeland college’s culture.

Staff Commitment Lakeland staff show a great commitment to all members of the College community. Without its engaged group of instructors, support, and administration employees, much of what differentiates the Lakeland experience would not exist: unique student-managed enterprises: excellence in athletics; and annual student, program and staff national awards of excellence. This level of commitment has never been more evident than in watching the Lakeland team navigate COVID-19. Lakeland College staff are passionately committed to quality and excellence. Lakeland people are the college’s greatest differentiator, and Lakeland is committed to them.

Students and employees describe the college as a family. This is evident in the staff’s interactions with students.

Students have noted their sense of belonging and feeling welcomed by staff who take the time to know them by name. Students note the commitment that faculty show as they teach and support new learning experiences. Many learners provide stories on how a faculty member has gone the extra mile to support them in a crisis. Staff also support students in their extracurricular activities by providing mentorship opportunities and support clubs. Staff know that Lakeland learners come here for a hands-on experience that will get them closer to a job. As a result, Lakeland opened its doors in September 2020 with a blended learning model that ensured students would get the training they needed. Helping students in their learning is Lakeland’s business.

Lakeland’s many long-serving staff members reinforce the college’s commitment to staff. In 2020-21, Lakeland celebrated many employees with 30 to 35 years at the college as well as eight retirees. By prioritizing employee health and safety, psychological wellness, and employee engagement, Lakeland College continues to enhance the work environment and ultimately support institutional sustainability. Lakeland has been recognized as one of Alberta’s Top 70 Employers for the past five years. The employee engagement survey continues to have high participation and sustainable success over a challenging period for many college employees.

Personalized Learning Lakeland recognizes that every learner brings diversity in experience, interests, strengths, abilities, and learning styles, and the college fosters and supports learning environments where every student can succeed. To personalize instruction, Lakeland uses a variety of teaching styles, assessment tools, and technology tools as well as piloting competency-based progression models. Additionally, small class sizes ensure that instructors know each student by name, what motivates them, and how to best support their educational goals. The learning culture at Lakeland College is personal.

The COVID-19 pandemic has reinforced the need for and benefits of a personalized learning culture. Students at Lakeland College have the opportunity in the 2020-21 academic year to be on campus and to participate in their 2021-22 Strategic Plan 27

program in a blended delivery format that emphasizes in-person instruction where possible and supporting that with online learning opportunities as needed.

Two programming pilots running in 2020-21 highlight Lakeland’s approach to personalized learning. The College is working with an industry partner to develop and deliver a work-based, competency-based Environmental Sciences credential to Indigenous learners. Each learner is paired with an industry mentor in the field and literally learns on the job. That skill development is being supported with online modules that provide foundational science background and concepts to help fill knowledge gaps. After completing the modules and participating in real-world environmental science projects in the field, students are assessed on skills and knowledge and awarded credit towards a credential. A second pilot, similar in scope, is running in the Agricultural sector and is designed to provide on-the-job learning opportunities to employees of major agricultural businesses operating in Canada. Recognition for learned skills is given, and employees have access to specialized training based on skill and knowledge gaps. Credit earned will be applied towards a credential. These kinds of partnerships provide customized training opportunities for Alberta workers on topics that are prioritized by industry.

Fiscal Responsibility Lakeland’s culture supports sound financial management practices and promotes fiscal responsibility. As a result, the college has had the financial flexibility to deal with ongoing Government of Alberta fiscal restraint and effects of the response to the COVID-19 pandemic. In these uncertain times, the strategic investment fund that has been built up over the years will help the college fund some of its critical infrastructure needs. Financial flexibility will help Lakeland maneuver through the potentially volatile times ahead. The college will continue to effectively and consistently provide its students and other stakeholders with the educational programming and services they need while balancing this with the efficient use of its resources.

Through responsible financial management, Lakeland had held the line on operating expenses while maintaining modest growth in enrolment (the slight dip in enrolment due to the response to COVID-19 is not expected to continue beyond 2020-21). Significant budget reductions were required for the 2020-21 fiscal year, and the contingencies that had been built over the years lessened the severity of these reductions. Losses in revenue were not as large so the college still expects to generate modest surpluses in the foreseeable future. Partly due to Lakeland college’s culture of responsible fiscal management, the impact of COVID-19 on the college was not as significant as expected. The college will continue to ensure that any planned increases to operating expenses are offset by reasonably certain expected growth in revenues.

Lakeland’s budget and resource allocation process is highly collaborative. Although few proposals for new initiatives will be considered, they are subject to a rigorous review process, and only strategically important initiatives with fiscally prudent business cases are approved. Regular budget monitoring and accountability processes ensure the college stays on track and emerging issues are dealt with quickly. Budget managers work to make the best use of funds to optimize outcomes for students, staff, community members, and other stakeholders.

Maintaining financial sustainability and continued fiscal prudence will allow Lakeland to continue to meet the needs of both the Government of Alberta and future generations of students. Lakeland’s responsible fiscal management culture and practices will enable the college to build the financial resources it needs to strategically invest in the revitalization of infrastructure, such as the Dairy Learning Centre, Animal Health Clinic, Academic Link labs, and Student Commons, as well as help modernize labs and classrooms. Due to recent reductions in government grants, Lakeland will budget accordingly to ensure modest renovations continue.

STRENGTH: Innovation, Responsiveness, and Adaptability Lakeland College continues to build on its reputation of high-quality programs that are responsive to the needs of industry and prepare work-ready graduates. The student-managed teaching model is one component of a quality learning experience for students and ensures that students are strongly interfaced with industry.

College efforts are underway to re-engineer and re-energize program advisory committees. Advisory committees offer essential insight into industry trends, required skills and competencies, and the employability of Lakeland students. This input is valuable as the college conducts its regular curriculum and course updates and as it makes decisions about the potential for new program offerings.

All of this allows Lakeland to be responsive to changes in the labour market, to emphasize technology integration, and to introduce new programs that prepare graduates for emerging careers: 28 Lakeland College

• In response to feedback from the agricultural sector, Lakeland is developing a new degree in Agricultural Technology that will be available Fall 2021.

• Lakeland is providing training to the dairy industry for Alberta dairy producers in response to a request from Alberta Milk.

• In response to feedback from companies such as Devon, Cenovus, Suncor, and Husky, and with their input and support, Lakeland is providing training and certification in completions and drilling to well-site supervisors.

• The Aboriginal Teacher Education Program (ATEP) is being offered in collaboration with the University of Alberta and is very responsive to a local need for trained teachers. This program’s Indigenous focus is not only a priority for Alberta but also responsive to the needs of many Indigenous communities in the Lakeland College region.

• Environmental Sciences has revamped its renewable energy curriculum in response to industry feedback to better align with industry needs.

• Trades and Technology are developing a robotics course offered to Grade 10 to 12 CTS students. The students are integrating robot controls, program development, troubleshooting, and automation.

• The Emergency Training Centre, in response to feedback from the oil industry, has developed a week-long Firefighting Fundamentals course for plant operators who double as emergency response personnel.

Lakeland College, along with the entire post-secondary sector, has demonstrated remarkable adaptability in the response to the COVID-19 pandemic this year. The system was notified on March 15, 2020 about the need to cancel all in-person classes. By the next day, Lakeland’s first set of programs made the transition to online delivery, and by the end of that week, the entire college had made that transition. This effort continued throughout the summer as plans and preparations were made for the 2020-21 academic year. Lakeland College was one of the only institutions in Alberta to welcome all students back on campus this fall for blended program delivery that emphasizes in-person training where possible.

WEAKNESS: Infrastructure and Maintenance Innovation in teaching and learning is a priority for Lakeland. To continue this work, modern learning environments are essential. Renovation, maintenance, and capital expansion funding are lagging behind Lakeland’s infrastructure needs. This affects college programming significantly: • Small classrooms and laboratories do not allow for program expansion in high-demand areas.

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

• Outdated laboratory spaces, including high-touch “living (experiential) labs,” do not adequately meet student needs.

As a result, Lakeland has embraced a plan going forward with identified costs to create a long-range deferredmaintenance renewal plan to increase, retrofit, and update outdated laboratories and classrooms. Updating these spaces will increase opportunities for students to explore new ideas, test different systems, and collaborate with classmates and instructors to bring their education to life. In addition, the college’s high-touch “living” labs require specialized attention to continue to provide exceptional learning and build on Lakeland’s award-winning approach to experiential learning.

With the support of Government of Alberta infrastructure funding, Lakeland College has been able to begin construction on the WHT Mead Animal Science Centre. This academic building continues the revitalization of critical teaching infrastructure. In addition, the college continues to move on a detailed Vermilion Campus Infrastructure Revitalization Plan that identifies the renovations required in the next five to 10 years as well as a detailed plan to approach other deferred-maintenance needs over the next 25 years. Vermilion Campus building renewal and residence planning are key priorities in the initial phase of this revitalization effort. The Vermilion Campus revitalization is part of the larger Vision 2030 strategic plan that focuses on learner success, relevant programming and research, connectivity and sustainability.

There is also 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 including utility infrastructure as well as roads and parking lots for both campuses. As Dale Milne, Director of Facilities, states, “Systematic approaches to regular maintenance, project management, and project execution ensures operational 2021-22 Strategic Plan 29

efficiencies that will support long-term plans and goals. We are working hard at designing long-term plans for all our regular maintenance as well as our capital requirements for buildings and infrastructure. By understanding our needs today and developing practical predictions for the future, we will be able to approach our responsibilities systematically and with responsible spending plans.”

OPPORTUNITY: Telling the Lakeland College Story During the 2020-21 academic year, Lakeland refreshed its brand strategy to more fully articulate what makes the college unique among its peers. The objective was clear – to develop a strategy that highlights strengths, captures Lakeland’s personality, and outlines key ideas to be shared in the Lakeland College story. First, the college identified key stakeholder groups to engage with, determined who the best-fit students were, and developed a positioning statement that articulates the core of Lakeland’s brand and serves as the underpinning for everything the college says and does. Next up was messaging – what does Lakeland College offer and why does it matter?

At the most basic level, Lakeland’s brand essence can be described as “Beyond the Classroom.” Lakeland is home to the most hands-on education in Canada, and the college challenges every student to go beyond the classroom and be part of student-led and student-managed experiences in almost every field of study. Lakeland supports students in their journey to become highly capable thinkers and doers.

To bring the brand strategy to life, the college created a distinctive creative platform. Changes were made to the typography used, and a secondary colour palette was introduced to add warmth and energy to College communications. Messaging focused on two key points: what does Lakeland give, and what does the stakeholder get.

One of the most important tools for sharing the Lakeland story is the college’s website. The refreshed brand was incorporated into a new website that was developed during the past year. Targeted marketing campaigns, external speaking engagements, on-campus events, focused visits to high schools and career fairs, award competition entries (and wins), will all serve to help amplify Lakeland’s message and standing among target audiences.

Lakeland will engage with students, alumni and employers to find the authentic stories that reflect the value of “Beyond the Classroom.”

By strategically telling the Lakeland College story, Lakeland can positively influence how people think and feel about the college. This focus on reputation building will help increase enrolment, partnerships, alumni and community engagement, funding, and philanthropy.

There is an opportunity to tell the Lakeland story. It’s a story about competitive academics, immersive experiences, and a supportive culture that help students master critical thinking, become great collaborators and make an immediate impact. It’s an opportunity that must be seized.

OPPORTUNITY: Rural Sustainability, Economic Recovery, and Growth As the global economy changes, the Government of Alberta has also identified the Alberta educational system “as essential in building a prosperous Alberta.” Lakeland plays an integral part in supporting community growth that is critical in this time of economic recovery. Lakeland College supports rural sustainability and provides educational opportunities for local and regional training.

While Lakeland’s educational programming provides necessary immersive learning experiences, the needs of sector communities and industry provide the framework to ensure graduates are job ready. Lakeland supports local economic development and innovation by nimbly responding to regional needs. With a solution-based focus, Lakeland supports industry and seeks community, provincial, national and global partnerships to enhance innovation.

Economic recovery will provide a way forward after COVID-19. Lakeland will create innovative learning opportunities to support gap areas through re-skilling and upskilling. As a small institution, Lakeland is adaptable and flexible in connecting with partners to create learning experiences that support their needs.

Lakeland College has supported economic growth in rural Alberta for over 107 years. The majority of Lakeland’s learners come from rural communities, and the majority return to rural communities after program completion with the skills required to succeed in the rural labour market. The college works closely with rural municipalities, 30 Lakeland College

regional economic development organizations, and business and industry leaders who are recruiting skilled employees to rural areas and supporting economic growth in rural communities. Lakeland’s programming pillars in Agricultural Sciences, Energy, Trades and Technology, Business, and Environmental Sciences all support industries that are the backbone of rural Alberta.

Opportunities exist for training and research in emerging rural economic drivers including the unmanned vehicle sector, the defense sector, and the renewable energy sector. Lakeland College is well-positioned geographically and strategically to support these emerging sectors. Opportunities also exist around rural social priorities, including mental health and addiction supports, as well as in human services fields that support children, youth, and seniors.

Lakeland College also plays a unique role in preparing rural learners to transition to larger urban centres for employment or further education. Lakeland’s university transfer department serves as an extremely valuable starting point for learners beginning their degree programs. Students can spend up to two years, or more, at the college before moving on to larger universities in urban settings. Lakeland is increasingly becoming a postsecondary destination for foreign learners wanting to transition into the Alberta labour market as the number of international students studying at the college continues to grow. Many of these learners are staying and working in rural communities after graduation.

Lakeland College continues to work closely with the Community Adult Learning Councils in its region to enhance access to foundational and other life-long learning opportunities for rural learners including new Canadians.

OPPORTUNITY: Collaboration With Other Colleges The Government of Alberta continues to encourage post-secondary institutions to explore collaborative opportunities. Lakeland College is focusing on three areas of collaboration: programming expansion, research excellence, and system efficiencies.

Collaborative Programming Lakeland College is working closely 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 Lakeland College: • Aboriginal Teacher Education Program (in partnership with the University of Alberta) • Practical Nurse (in partnership with Northern Lakes College) • Academic Upgrading (in partnership with Northern Lakes College) • Bachelor of Commerce (in partnership with Athabasca University) • Bachelor of Management (in partnership with Athabasca University) • Bachelor of General Studies (in partnership with Athabasca University) • Bachelor of Education (in partnership with the University of Calgary) Lakeland has recently expanded its programming partnership with Athabasca University to offer new Bachelor streams available at Lakeland. For example, since the 2019-20 academic year, Lakeland College students have been able to complete degrees with concentrations in history, psychology, sociology, political science, human resources, math, and human science.

Lakeland College is also exploring the potential of offering niche programming at other institutions in Alberta including programming in Agricultural Sciences. These are most often at the request of other institutions who are working to serve learning needs in their region and who recognize the programming strengths of Lakeland College.

Research Collaborations Research at Lakeland College is focused primarily in the area of Agricultural Sciences with an emphasis on commercial beef and crop production. Lakeland’s goal is to be producer-focused with its research priorities and to provide applied solutions to the challenges producers are facing in agriculture today. Research projects at Lakeland are designed to improve the profitability, sustainability, and effectiveness of primary agriculture in Alberta. The majority of these projects involve producers and other industry partners.

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In livestock sciences, Lakeland College currently has 16 active research projects with five additional proposals currently under review. Themes are focused on feed efficiency, genetics, animal health, and emerging technologies. All of these projects are being done in collaboration with such institutions as the University of Alberta, the University of Calgary, Olds College, and other research organizations across Alberta and Canada. In crop sciences, Lakeland College currently has 21 active research projects with many of the same partners.

These network collaborations in research allow for world-class research and innovation to take place right here in Alberta. This research is essential to driving better management decisions for Alberta farmer and ranchers and contributing to the economic welfare of all Albertans.

System Collaborations Lakeland will continue to seek Campus Alberta collaborations to share expertise and efficiencies in services, resources, and personnel. Lakeland has partnered with Portage College in sharing a CFO, has worked with NAIT and NorQuest on IT issues, and has collaborated with Grande Prairie Regional College on system templates and reporting. Lakeland has been a good player in the system and will continue to partner where the current solution is less promising.

CHALLENGE: COVID-19 Pandemic The COVID-19 pandemic and the resulting social implications have impacted all levels of operations at Lakeland College. The uncertainty related to ongoing operations, appropriate protocols, and ensuring campus community safety has created considerable workload and overall impact on operating costs. Operating in a world-wide pandemic is not a scenario that was forecast. Resulting expenses related to added cleaning protocols, PPE, and adding technology in the classroom and the office have all impacted current workflow as well as into the future.

Reduced revenues from tuition, residence, and direct industry training are creating uncertainty in current and future planning for Lakeland.

Lakeland is an organization that cares deeply about its people. The pandemic has also affected individual morale, increased feelings of loneliness, and created additional workload for many staff as they have needed to change work patterns to serve students and other departments.

Enrolment Enrolment at Lakeland College had increased by about 12% between 2013-14 and 2018-19, and there is now evidence from 2019-20, and into 2020-21, that those enrolments gains are starting to reverse. These FLE reductions can be attributed to three primary factors: 1. COVID-19 and resulting online learning requirements Application numbers and actual enrolments were down heading into the 2020-21 year, and the number of students who withdraw after having been accepted into a program has increased. Follow-up surveys with students who made the decision to withdraw indicate that COVID-19 was a primary factor behind those decisions. While some students expressed personal financial uncertainty due to COVID-19, and others indicated labour market uncertainties as factors, the majority of those withdrawing indicated a preference for in-person, on-campus learning experiences. The blended delivery format was clearly a deterrent to some.

2. Economic downturn and weakening labour markets for graduates in some sectors (e.g. conventional energy) The economic downturn in the conventional oil and gas sector has also contributed to decreased enrolments.

This sector is an economically important sector in the Lakeland region, and slower economic activity is resulting in declining enrolments in associated programs. For example, the Heavy Oil and Power Engineering program has gone from two first-year intakes in recent years, to just one first-year intake for the 2020-21 academic year. Similarly, enrolments in Environmental Sciences programs are also tied to the energy sector and are declining now.

3. Program suspensions To reduce expenses, Lakeland College suspended or reduced sections in several program areas including Trades and Technology, Energy, Environmental Sciences, Business, and Emergency Training and Firefighting.

These programming reductions have also eliminated FLEs.

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Funding and Risk In the winter of 2020, the Government of Alberta (GOA) introduced the Investment Management Agreement (IMA) which was to replace the existing Comprehensive Institutional Plan (CIP). For Lakeland, the CIP was its strategic planning document providing a holistic view of what the college planned to achieve within the next three years.

However, the purpose of the pending IMA is more focused on particular performance measurements that are tied to funding.

Along with this repurposed GOA agreement and the present budget crisis within Alberta, Alberta’s post-secondary institutions are planning for another grant reduction. Between grant reductions and expenditure targets, Lakeland College is continuing to plan to operate within GOA expectations. With Alberta funding complications, the world economy, and the expected recovery after COVID-19, the College is positioning to ensure possible risks are identified.

Lakeland College is expecting to increase tuition to ensure the government’s one-time tuition fee allowance does not hinder the college’s operation in the future. 2020 expenditure targets brought changes to the existing programming mix. Lakeland programming will continue to be evaluated to ensure relevancy, job placement, and competitiveness within the sector.

The college continues to focus on own source revenue as a means to supplement as the grant continues to decrease.

CHALLENGE: Government Funding Although it appeared that the Alberta economy was poised for a recovery, because of the response to the global pandemic, and the deliberate actions by certain countries to over supply the oil market, Alberta has suffered a severe economic recession. The full impact has yet to be felt. For the few years leading up to the spring of 2020, crude oil prices had hovered around the mid-$50 range. Prices dropped to less than $25 per barrel in April 2020 and had only recovered to about $43 at the end of June 2020. This is not enough to maintain modest growth in the oil sector. Additionally, with uncertainty regarding access to markets via pipelines, Alberta’s economy may not recover for quite some time.

Given the significant deficit faced by the Government of Alberta due to plunging oil prices, lost income taxes, and increased expenses to support those individuals and businesses suffering financially from the impacts of COVID-19, the provincial government’s future capacity to fund post-secondary education may be significantly compromised. The economic impacts and the massive increase in public debt around the world due to the response to COVID-19 will have a lasting effect. Significant cuts to the operating grant are expected to be announced in the winter of 2021. Budget scenarios of -5%, -10% and -15% will be prepared.

Before the global pandemic, the Alberta government had intended to balance its operating budget within four years. The effect of this intention was already quite significant for the post-secondary sector. In the fall of 2019, Lakeland’s operating grant was cut by 7.2 per cent and then it was cut by a further 2.3 per cent in the spring of 2020. The result was a $3.5 million reduction in actual operating grant funding versus the amount budgeted.

Lakeland was in a relatively healthy financial situation, and reasonable strategies to reduce expenditures were considered. In-year reductions to discretionary expenses such as travel, professional development, and hosting were made. In January 2020, the Government of Alberta announced a major change to the post-secondary funding framework. Expenditure, enrolment, and graduate outcome targets were established for the next three fiscal years, and the operating grant was dependent on the achievement of these targets. To meet the expenditure target for 2021, Lakeland reduced its budget (for 2020-21) by $12 million. In order to accomplish this, 46 staff positions were eliminated either through early retirement or abolishment. Although this would not affect the 2019-20 fiscal year, severance costs of almost $2 million were paid prior to the year end. Lakeland also suspended intakes into five programs to adjust to the reduced Campus Alberta Grant. The suspended programs include three apprenticeship programs and two certificate programs: Gasfitter-Class A, steamfitter-pipefitter, instrumentation and control technician, pre-employment instrumentation and control technician, and street rod technologies.

The Government of Alberta has indicated that it will not enforce its expenditure reduction targets for the 202021 fiscal year. However, given the dismal economic outlook for the province and the uncertainty regarding future responses to COVID-19, Lakeland must remain very prudent with future budgets. Although restraints on increases to tuition and other student fees have been relaxed, enrolments may be negatively impacted for several years.

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Because of its fiscal situation, the provincial government has mandated a zero per cent increase to wages and benefits for post-secondary institutions. Nevertheless, if settlements cannot be negotiated, arbitrators make the final decision, and increases are possible regardless of the government mandate.

Capital Investment Lakeland needs to invest heavily in the revitalization of its infrastructure; the investment needed is estimated to be $150 million. Lakeland had been building a Strategic Investment Fund in order to address this critical need.

Lakeland allocated $9 million to its Strategic Investment Fund for the year ended June 30, 2018, and another $5 million for the 2019 fiscal year. However, due to the operating deficit, it was not able to allocate funds for the 2020 fiscal year, and internally restricted assets at June 30, 2020 are only $16.4 million.

More funding is needed to invest in capital projects; therefore, Lakeland will need to generate future surpluses and also receive funding support from the provincial and/or federal governments. Fortunately, Lakeland received a grant of $17.3 million in July 2020 from the Government of Alberta for a major renovation to its WHT Mead Animal Science Centre at the Vermilion campus.

Risk Management The biggest risk facing Lakeland is its dependence on funding from the Government of Alberta (57% of revenue) and ongoing regulation of tuition fees (23% of revenue). The government restricts growth in grants, sometimes reducing them quite significantly, and it also frequently limits tuition fee increases. Changes in governments and/ or government policy can also significantly affect college operations. Major reductions to grants have occurred and are likely to be announced for the current and future years.

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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

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