Lakeland College Strategic Plan 2024 - 2025

2024-25

STRATEGIC PLAN

MISSION, VISION AND VALUES 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

Message from the President................................................. 4 Vision 2030.............................................................................. 6 Focus, Priority Initiatives, and Expected Outcomes 2024-25.................................................................................... 8 The Board of Governors of Lakeland College Mandate and Roles............................................................................... 12 Lakeland College 2024-25 Environmental Scan.............. 18

2024-25 Strategic Plan

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MESSAGE FROM THE PRESIDENT 4

Lakeland College

Welcome to our Strategic Plan for 2024-25. Here, we are pleased to share the steps we are taking to secure a sustainable future for Lakeland College and to ensure we are providing our students the skills they need to succeed.

College is more than a classroom. It’s a wholistic experience that encapsulates the academic lessons learned, as well as the personal development that occurs in students as they work towards accomplishing their goals. At Lakeland, we know how important that experience is and are dedicated to ensuring we give our students the opportunity to find their potential and learn how to maximize it. It informs everything we do, from our Mission, our Vision, our Values, to the programs we teach and the supports we have in place to assist our students in their journeys.

We equip our students with the skills they’ll need after graduation, giving them the opportunity to put those skills into practice through work-integrated learning opportunities before they leave Lakeland. As a College, we train makers, builders, growers and doers. This ensures our students are ready to make an impact in their industries and communities In fact, 70 per cent of our alumni choose to live and work in Alberta, particularly rurally.

It’s an investment in rural sustainability that strengthens our economy, meets local needs and secures a thriving future for our communities.

At the same time, Lakeland is more than a College. We are a foundational component of our community and are committed to sharing our resources and infrastructure to support our community groups.

It’s how we align ourselves with Vision 2030 – which ensures our goals are matched with those of the Government of Alberta. Our goals focus on learner success, relevant programming and research, connectivity and sustainability. We foster a culture of responsible financial management practices, staff empowerment and sustainable planning. We connect ourselves with external partners to enhance student success, fund priority projects and create College advocates. Our applied research team is an important part of this as well, focusing on initiatives that are directly aligned with the needs of crop, livestock and ag-tech sectors.

I am excited for the future of Lakeland, our staff, faculty, researchers and students.

Thank you for coming along with us.

Dr. Alice Wainwright-Stewart PRESIDENT AND CEO, LAKELAND COLLEGE

2024-25 Strategic Plan

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VISION 2030 Vision 2030 provides a holistic approach that ensures the long-range development of Lakeland’s goals is met. The four Board-created goals focus on learner success, relevant programming and research, connectivity and sustainability.

These goals provide the contextual backdrop for planning.

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Vision 2030 was developed to probe further into the future, define each goal and identify components that expand and complement each goal. This attentiveness will move Lakeland into the future, supporting our mission to inspire lifelong learning and leadership through experience, excellence and innovation, and as well, execute our vision of transforming the future through innovative learning.

2024-25 Strategic Plan

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FOCUS, PRIORITY INITIATIVES, AND EXPECTED OUTCOMES 2024-25 8

Lakeland College

2024-25 Strategic Plan

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Board Ends

Priorities

Learner Success is…

Belongingness

Key Initiatives (College 2030 Vision) Lakeland fosters lifelong learning, leadership.

• Campus Culture and Supports

Expected Outcomes (Milestones 2025)

Performance Measures

Every learner has access to a full range of supports and the College is a partner in academic success.

Increase the percentage of students accessing the supports and lifestyle programs.

Proactive healthy lifestyle programming.

• Student Experience

Lakeland has a culture of belongingness, engagement, and innovation.

Lakeland is a leader in providing a safe and welcoming learning environment for every student.

Establish systems to create a culture for engagement and student life.

Implement the Lakeland Framework for Indigenous.

Relevant Programming & Research is …

Investment Management Agreement

Expand the student-led experience to College operations.

Meet the 2024-2025 IMA Work Integrated Learning target of 85%.

Curriuculum and teaching are aligned to the Academic Framework.

Phase 2 of 3 of the academic framework completed.

Graduates have employable skills and programs are launching pads into successful careers.

Lakeland College programs align with market and industry needs.

Meet the 2023-2024 IMA graduate survey target of 92% for the Employed Graduates in Jobs Related to their Programs.

Identified for 2024 (survey year).

Students learn when, where, and how they prefer and have access to learning pathways.

Growing flexible options for students.

Focus on regional school districts to increase access and participation in CTS and dual credits.

Every student learns experientially through work integrated learning initiatives.

• Program Quality • Labour Market Alignment • Flexible and StudentCentered • Innovative Research • Healthy Enrolment

Improve access to career pathways and opportunities for upskilling and reskilling.

Research

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Programs meet target enrolment expectations.

Program are on target with enrolment growth plan.

Meet the 2023-2024 IMA domestic enrolment target of 1650 FLEs identified in the Investment Management Agreement.

Lakeland is nationally recognized as a leader in agricultural research and innovation.

Create sustainable research funding.

Implement the Applied Research Plan.

Lakeland College identified as an applied research hub.

Board Ends

Priorities

Connectivity is …

Belongingness

• Industry Partners • Fundraising • Alumni • Collaboration

Sustainability is…

Resourcing the Future

Key Initiatives (College 2030 Vision)

Expected Outcomes (Milestones 2025)

Performance Measures

Industry partners are fully engaged as advocates for students and programs.

Industry partnerships that support programming.

Meet 85% targets for industry engagement.

A reliable stream of funds are available to support ongoing capital priorities and to support learners through scholarships and awards.

Sustainable resources and supported student success through fundraising and external partnerships.

Increase the number of fundraising partnership.

(DASHBOARD and NARRATIVE)

Alumni are fully engaged as advocates for students, programs, and supports of the College.

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

Implement alumni engagement plan.

(NARRATIVE)

Lakeland is a leader in maximizing system efficiencies and ensuring student success by coordinating with community and post-secondary partners.

Regional connector, partner, and collaborator to support economic development and rural sustainability.

Maximize regional stewardship.

(NARRATIVE)

Lakeland’s fiscal position is strong and resources are available for strategic investment.

Budget framework continues to align with College needs.

Operate within Board approved plans.

• Financial Sustainability

Identify the administrative expense ratio to ensure it does not exceed the 9% target identified in the Investment Management Agreement.

• Empowering Staff to Excel • Risk Management • Sustainable Campus

Lakeland College has a culture of living our values and empowering our staff to achieve our mission and vision.

Values are integrated into all decisions.

• Recruitment

Continue to adopt activities that reinforce leadership and accountability.

Formalize systems to align with our Mission, Vision, and Values.

Lakeland is responsive to internal and external threats.

Business continuity and risk frameworks are implemented to ensure the stability, safety, and services for staff and students at the College.

Adhere to and update the Enterprise Risk Management Report annually.

Students are learning in worldclass environments and have to access to modern equipment and technology.

Completion of a campus revitalization strategy.

Adhere to and update the Long-term Strategic Capital Plan annually.

Improve preventable maintenance cycle.

Adhere to and update the Capital Maintenance and Renewal Plan annually.

Digital strategies that supports academic and administrative efforts at Lakeland College.

Leverage operational effectiveness using sustainable technology.

Completion of Sustainability Framework that integrates the United Nations 17 Sustainability Development Goals into our Framework.

Complete the official STARS assessment.

Optimize sustainable enrolment growth.

Implement our strategic enrolment management plan.

Lakeland has a strong recruitment strategy.

2024-25 Strategic Plan

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THE BOARD OF GOVERNORS OF LAKELAND COLLEGE MANDATE AND ROLES This Mandate and Roles Document for the Board of Governors of Lakeland College (“The College”) has been developed collaboratively between the Minister of Advanced Education (“Minister”) and the College. This document is in furtherance of the parties’ legal obligations under the Alberta Public Agencies Governance Act (APAGA) to reflect a common understanding of respective roles and responsibilities in governance of the College.

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1. Mandate The College’s mandate is set out in the Investment Management Agreement entered into by the College and the Minister.

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 Post-secondary Learning Act (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 exceeds 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 2024-25 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 salon and esthetician spa, 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. Lakeland 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 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 200-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 College help to advance agriculture research.

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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, Top 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 (CMIN) 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. Lakeland 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.

2. Roles and Responsibilities The College’s mandate is set out in the Investment Management Agreement entered into by the College and the Minister.

The Board The Board manages and operates the institution in accordance with its mandate and carries out the other duties and responsibilities legislated by the PSLA. The Board sets strategic direction and monitors implementation.

The Board participates with the Minister in setting its long‑term objectives and short‑term targets, if any.

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Board Members All board members, regardless of the manner of their appointment, have the fiduciary duty to act in the best interest of the institution.

Board Chair The Chair is the interface between the College and the Minister and provides leadership to the Board.

President The President has general supervision over the direction of the operation of the institution and has other powers, duties, and functions that are assigned to the President by the Board.

Minister of Advanced Education The Minister is responsible for the performance of all public agencies under Advanced Education, including the College.

The Minister’s responsibilities as legislated by the PSLA and APAGA include: •

appointing, or recommending the appointment of, the Board members and the Chair;

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monitoring whether the institution is acting within its mandate and achieving its long-term objectives and short-term targets;

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advising the institution respecting any government policies applicable to the institution or its activities or operations; and

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reviewing the mandate and operations of the institution at least every seven years.

Department of Advanced Education The Department supports the Minister and College in meeting their legislated responsibilities.

Subsidiaries The College does not have any subsidiaries to report.

3. Accountability Relationships of the Public Agency The flow of accountability relationships at the agency is as follows: •

appointing, or recommending the appointment of, the Board members and the Chair;

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monitoring whether the institution is acting within its mandate and achieving its long-term objectives and short-term targets;

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advising the institution respecting any government policies applicable to the institution or its activities or operations; and

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reviewing the mandate and operations of the institution at least every seven years.

4. Process for Administering the Code of Conduct The College’s Code of Conduct is reviewed and approved by the Ethics Commissioner, and the Board ratifies and makes public the Code of Conduct. Updates to the Code of Conduct are submitted to the Ethics Commissioner for review. The Chair administers the Code of Conduct for board members. The Executive Director of Human Resources administers the Code of Conduct for the Chair.

5. Mutual Expectations – Communication, Collaboration, and Consultation The relationship between the College and the provincial government is an important one. Boards are accountable to the Minister, who has primary responsibility for the PSLA. The Minister oversees strategic planning and direction setting for Alberta’s advanced learning system, policy development, funding for general operations and specific purposes, and the promotion of transparency and accountability. The Minister is responsible for providing clear mandate direction to boards, establishing clear expectations for oversight and accountability, and for participating in an ongoing dialogue with boards on important issues.

The board has a governance oversight role in relation to the institution it governs. Because the chair serves as the voice of the board, and is directly accountable to the Minister, the relationship between the Minister and the chair is critical.

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Other officials, such as the Deputy Minister who oversees the operations of Advanced Education, will typically be in closer contact with institution presidents and vice-presidents. Similarly, department staff may be in regular contact with staff of the institutions on areas of mutual interests.

6. Committee Structure Committees of the Board include: •

Academic Effectiveness – Provides general oversight regarding academic direction, quality of the curriculum, and student services.

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Audit, Risk, and Sustainability – Assists the Board in its oversight responsibilities on matters relating to Lakeland College’s financial, environmental, and social conditions.

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Board Effectiveness – To ensure the Board’s policies are being carried out.

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Connectivity – Provides oversight regarding the College’s engagement with its internal and external stakeholders.

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Executive Committee – Oversees Board operations.

7. Financial, Staffing, and Administrative Arrangements The College receives funding from the Government of Alberta via its Operating and Program Support Grant.

The Auditor General is the auditor of the College.

The College is subject to sections 1, 2(5), 5, 6, 7, 13(3), 57.1, 80, and 81 of the Financial Administration Act. While the Post-secondary Learning Act gives the Board of Governors broad authority to appoint employees, the President is the only employee that reports to and is directly accountable to the Board.

For Alberta’s public post-secondary institutions, positions that are defined as “designated executives” by the Reform of Agencies, Boards and Commissions (Post-secondary Institutions) Compensation Regulation are subject to the compensation framework and limits on total remuneration established thereunder.

8. Planning and Reporting Requirements The Board is required to enter into an Investment Management Agreement with the Minister that includes •

the mandate of the institution,

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performance metrics for the institution, and

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anything else determined by the Minister.

Annually, the College provides the Department with a Capital Plan and a Budget Plan.

Each year the Board must prepare and submit to the Minister a report that includes the audited financial statements for the preceding year.

The Board is also required under the PSLA to submit to the Minister any reports or other information required by the Minister.

9. Administration Three Year Renewal or Revision The Mandate and Roles Document must be reviewed and renewed, amended or replaced within three years after the day on which the document or the most recent amendment to the document was signed.

Transparency Copies of the Mandate and Roles Document will be filed with the Minister and the Public Agency Secretariat. This document will also be made publicly available on the Board’s website and the Government of Alberta’s website.

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LAKELAND COLLEGE 2024-25 ENVIRONMENTAL SCAN 18 Lakeland College

STRENGTHS 1. Student-led Learning Lakeland College’s continued work on being the most hands-on College in Canada remains a focal point of the student immersive learning experience. Lakeland’s academic departments continue to support some form of work-integrated learning into their curricula. This takes various forms, including work placements, practicum opportunities, internships, and Lakeland’s award-winning “student-managed” learning model. Student-managed learning is based on the premise that students learn best by 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 consists of various agricultural enterprises, including a fully operational commercial scale cropping enterprise, a commercial beef herd, an extensive grazing herd, a dairy unit, a bison unit, and a purebred Black Angus beef 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 the technical and business skills they learn in the classroom, but it also shows that this teaching and learning model provides students with a perfect environment for developing some of the essential skills that are so highly sought after by employers such as communication, teamwork, problem-solving, and critical thinking.

Focus on the Individual: 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 competencybased 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.

Further to a culture of personalized instructions, Lakeland College also offers a suite of personalized services that meet students where they are at and support them in overcoming barriers to success •

Accessibility Support Services allows students with disabilities to flourish despite their disability; supported by an effective Accessibility Support Services team and a general campus culture of inclusion and belongingness.

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Cultural Services – more specifically, Indigenous and International support services empathetically recognize the unique cultural barriers that some learners must overcome to succeed and work to strategize solutions and empower individuals to embrace their culture and thrive as learners at Lakeland College

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Academic Services (i.e., Learner Success, Library Services, Peer Tutoring) – Lakeland College offers a robust suite of academic services that are readily available on both campuses, including online programs, that are easily accessible and adaptable to the unique learning needs of the individual

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Counselling and Wellness – Lakeland College recognizes the importance of wellness and mental health to being foundational to one’s ability to thrive as a learner. Much like the other mentioned services, counselling and wellness supports are available on demand and supported by highly effective professionals who can walk alongside individuals in their personal wellness journey.

Community: Lakeland College has the advantage of two campuses – one in Vermilion, a small, rural community, and the other in Lloydminster, a growing city. Both communities are experiencing economic growth with the recent upturn in the economy, and new retail and industry developments are directly impacting the College’s programming. Both campuses are poised to support this new economic growth.

2. Fiscal Responsibility Lakeland College has fostered a culture of sound financial management and fiscal responsibility, resulting in the development of a robust strategic investment fund that provides the financial flexibility needed for the coming years. The College consistently delivers educational programs and services to students and stakeholders while ensuring the efficient use of its resources.

Lakeland College has controlled operating expenses through disciplined financial practices while achieving modest enrolment growth. Management ensures that planned expense increases are balanced by anticipated revenue growth. The College’s budget and resource allocation processes are collaborative, with new initiatives undergoing rigorous review. Only those initiatives deemed strategically important and financially viable are approved. Ongoing budget monitoring and accountability 2024-25 Strategic Plan 19

ensures the College stays on track, allowing emerging issues to be addressed swiftly. Budget managers work diligently to maximize the impact of their allocated funds, benefiting students, staff, community members, and stakeholders.

By maintaining financial sustainability and prudence, Lakeland College remains poised to meet the needs of the Government of Alberta and future generations of students. Its responsible fiscal management will support strategic infrastructure investments and the modernization of labs and classrooms. Recent surpluses, driven by enrolment growth, careful financial planning, and cost management, are expected to continue, provided government support remains steady.

3. Relevant Programming and Program Mix Lakeland College continues to build its reputation for delivering high-quality programs that prepare work-ready graduates.

Lakeland College ensures it meets the evolving needs of students and industries by offering a diverse range of relevant and up-to-date programs. Continuous adaptation and innovation in the curriculum allow the College to attract a broader range of students while aligning with emerging career trends. This commitment to relevance positions Lakeland as a leader in preparing students for the future workforce.

The College uses a data-driven, outcomes-based model to measure program performance annually. Key indicators, including student demand, enrolment levels, completion rates, satisfaction, employment rates, and financial viability, are reviewed against performance targets. Program working groups analyze these factors, developing action plans to address improvements. The College’s goal is for all programs to meet or exceed these performance targets.

These initiatives are making a tangible impact on program quality. In a recent graduate follow-up survey, 91% of Lakeland graduates reported being employed, and 98% rated their College experience and program of study as good or excellent. 97% rated the quality of teaching as good or excellent. (Class of 2019, 2020 and 2021 Graduate Follow-up Survey, 2022).

Lakeland College graduates are job-ready, equipped not only with technical skills but also with professionalism, communication skills, teamwork, and a willingness to learn. These qualities reflect the strong educational foundation provided by Lakeland’s.

WEAKNESSES 1. Recruitment in Key Roles Lakeland College has faced significant challenges related to recruitment, particularly as it experienced a wave of retirements among long-serving faculty and staff members. It is difficult to replace the institutional knowledge, teaching expertise, and strong connections that our long-term employees provide to the College community.

Filling key roles in administration, faculty, and specialized areas has become increasingly difficult. The College is encountering challenges in attracting qualified candidates who possess the necessary expertise and teaching experience, which creates short and medium-term gaps in leadership and instructional quality and possibly affects the overall educational experience for students.

In addition, the College competes with other post-secondaries, industry employers, and the broader public sector to attract candidates. Relative limitations on compensation and our rural setting put limitations on candidate pools. We have seen inflationary increases address these challenges, and Lakeland College is actively exploring strategies to enhance its recruitment efforts. This includes developing targeted outreach initiatives to attract prospective employees, highlighting the benefits of working at the College, and emphasizing its commitment to employee well-being and professional development.

By focusing on these recruitment strategies, Lakeland aims to fill critical roles and ensure that new hires are well-equipped to uphold the College’s strong sense of community and continue delivering high-quality educational experiences. Maintaining a robust and capable staff is essential for the College’s long-term success and its ability to meet the evolving needs of students and the broader community. We have experienced difficulties in recruiting for highly specialized teaching and professional roles. Challenges have been seen in our University Transfer (Cree), Energy (Power Engineering) and Agriculture (Veterinarian) schools along with the Human Resources, Finance, and Facilities departments.

2. Staff Attrition and Retention Employee attrition at the College poses challenges for the overall student experience and meeting our institutional goals.

Although relatively low, our six percent voluntary turnover rate has been much higher than we are used to. Retaining experienced staff members plays a vital role in understanding College operations and student needs, and their insights are invaluable for delivering effective programs and services. Recognizing this, the College is actively working to address staffing challenges and improve the continuity of education.

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To deal with understaffing, the College is prioritizing efforts to efficiently fill vacant positions and enhance support for remaining staff members. By doing so, the institution aims to mitigate the increased workloads that can lead to burnout among employees. Listening to our employees and investing in effective solutions to improve their well-being and providing adequate resources for work is essential for maintaining high morale and engagement.

The College is committed to creating a supportive educational environment that fosters student and employee success. By focusing on staff retention, hiring the right candidates and professional development, the institution aims to strengthen our community and enhance the quality of education provided. As these efforts unfold, the College seeks to ensure that all students receive the support they need to thrive academically and personally.

Ultimately, the College is dedicated to improving student experiences and outcomes by addressing these staffing challenges.

This proactive approach is expected to lead to increased enrolment and retention rates, as students will recognize the College’s commitment to meeting their needs and supporting their success.

OPPORTUNITIES 1. Industry Partnership Lakeland College has a significant opportunity to expand its industry partnerships, which are key to enhancing the quality of its programs and preparing work-ready graduates. By strengthening collaborations with industry, the College can offer enriched learning experiences through internships, mentorship programs, and co-developed curriculums. These partnerships provide students with practical, real-world exposure, ensuring they graduate with the skills and competencies in demand by employers.

The College’s student-managed teaching model is a prime example of how industry integration can create immersive learning environments that connect students directly with industry practices. Additionally, Lakeland is working to re-energize its program advisory committees, which are vital for gaining insight into industry trends and evolving labor market needs. These committees help inform curriculum updates and the development of new programs, allowing the College to remain responsive to changes in the job market and to emphasize technological integration.

By continuing to foster these partnerships, Lakeland College not only increases the employability of its graduates but also strengthens its reputation as an institution aligned with industry demands. These efforts further position the College to introduce programs tailored to emerging careers, making it an attractive choice for prospective students and industry stakeholders alike.

2. Collaboration with High Schools Lakeland College actively collaborates with local high schools to provide multiple pathways for students, ensuring a smooth transition from secondary to post-secondary education. Through its partnerships, Lakeland offers Career and Technology Studies (CTS) programs that allow high school students to explore various trades and technical careers while earning credits towards both high school and College diplomas. This early exposure helps students develop practical skills and gain insights into potential career paths, bridging the gap between academic learning and real-world applications.

In addition to CTS, Lakeland offers dual credit programs that enable high school students to take College-level courses while still completing their high school education. This initiative not only accelerates their learning but also gives students a head start on their post-secondary journey. Students can earn credits that count towards both their high school diploma and their future College program, saving time and reducing the overall cost of education. This seamless transition is particularly beneficial for students from rural areas, allowing them to stay within their community while gaining access to advanced learning opportunities.

Exposure camps are another key initiative offered by Lakeland College in collaboration with high schools. These camps give students hands-on experience in various fields, such as agriculture, energy, trades, environmental sciences, and more.

By participating in these camps, students gain a deeper understanding of potential careers, helping them make informed decisions about their educational and professional futures.

Lakeland’s commitment to supporting students does not stop at high school pathways. As a gateway for university transfers, the College provides an essential stepping-stone for students who wish to pursue further education in larger urban institutions.

By spending up to two years at Lakeland, students can complete the foundational years of their degree programs in a smaller, more personalized learning environment before transferring to a university. This pathway is particularly valuable for rural students who may not be ready for the transition to urban centers immediately after high school. International students also benefit from this model, as Lakeland offers a welcoming and supportive environment that helps them adjust to the Canadian educational system before pursuing further opportunities.

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Through these initiatives, Lakeland College ensures that high school students have access to a range of options that cater to their academic and career aspirations, while also promoting rural sustainability and economic growth.

3. Campus Utilization Lakeland College is committed to driving innovation in teaching and learning, ensuring that students thrive in dynamic, modern learning environments. As the student base continues to grow, expanding and upgrading these spaces becomes an exciting opportunity to enhance the student experience. By renovating and maintaining facilities, the College can create cutting-edge spaces that empower students to explore new ideas, test emerging technologies, and collaborate with peers and instructors in hands-on, experiential settings.

While construction costs have risen by 30% and supply chain challenges persist, Lakeland views this as an opportunity to innovate and improve its approach to infrastructure management. The College is taking a proactive stance, implementing strategic, long-term plans that emphasize systematic maintenance, efficient project management, and responsible fiscal planning. These strategies will ensure that Lakeland continues to offer exceptional learning environments tailored to its awardwinning, experiential “living” labs.

By looking ahead and designing innovative, flexible spaces, Lakeland is poised to meet the needs of both current and future students. This approach will not only bolster the College’s reputation for excellence but also create opportunities for students to engage more deeply with their education. With thoughtful infrastructure expansion and modernization, Lakeland can continue leading the way in educational innovation, fostering collaboration, creativity, and hands-on learning for years to come.

CHALLENGES 1. Technology Lakeland College faces the ongoing challenge of keeping up with rapid technological advancements in education, research, and operations. While the College is undergoing a technology revitalization to modernize its approach, this transformation requires continual investment in digital infrastructure, tools, and training to remain competitive and provide students with a cutting-edge learning experience.

As Lakeland College integrates AI into its classrooms and operations, the institution faces significant challenges, including the need for continuous investment in infrastructure and faculty training. Lakeland is actively developing policies and programs to help educators adapt to AI-driven tools, but the shift requires extensive professional development and technical support.

The College must also address ethical concerns, such as ensuring data privacy and protecting both student information and institutional data from potential breaches. Safeguarding sensitive information and complying with privacy regulations is a priority as Lakeland moves forward with its AI initiatives.

Additionally, AI presents the risk of widening the digital divide, as not all students have equal access to advanced technology or familiarity with AI tools. Lakeland is working on policies to ensure equitable access to AI-enhanced resources while also focusing on protecting the College’s own operational and research data. Balancing technological advancements with human interaction in education is crucial, as the College strives to maintain strong personal connections between students and instructors. By addressing these challenges through careful planning and policy development, Lakeland aims to harness AI’s potential while mitigating risks.

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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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