Challenges Balancing Growth While Lakeland College is committed to fiscal prudence and sustainable operations, the recent volatility in government funding presents a significant risk. CAPR 2013 projects moderate economic growth of 2.9% in Alberta’s GDP for 2013. This growth will need to be tempered with other economic pressures the GOA is facing: global economic trends, resource revenue changes, and impact of natural disasters. “In a primarily resource-based economy such as Alberta’s, it is important to have an advanced learning system that is as resilient and responsive to changing economic conditions as possible” (CAPR 2013). With indications that operating grants will remain static and the direction that tuition and fees may be increased by only 1%, it will be difficult for Lakeland to maintain a balanced budget. In the 2013-2014 budget, Lakeland College made the decision to suspend seven programs: Academic Upgrading; Event Management; Practical Nurse; Office Administration; Transitional Vocational; Bachelor of Applied Business: Emergency Services; and Paramedic. These program reductions resulted in 229 fewer FLEs for the 2013/14 year. Staff reductions took place, and functional areas were reorganized and redesigned to achieve operational efficiency. Lakeland is committed to sustaining its operating position to create exceptional learning experiences for students and will continue to work with government to develop and implement long-term strategies that will address the financial challenges facing the post-secondary system. To address growth demands, the College has expanded its enterprise activities in the 2013/14 fiscal year. Enterprise activities will generate profits for prioritized areas of need throughout the College. Right sizing will also continue to occur as a result of outcomes-based performance. Throughout this process, the College will continue to align itself with government expectations thus matching a vision that prepares Albertans for global competition. Lakeland’s outcomes-based strategy is aligned with the GOA’s second policy priority of “securing Alberta’s economic future” as well as IAE’s challenge to find “collaborative and innovative solutions to support a more globallyfocused knowledge-based economy” (CAPR 2013).
Comprehensive Institutional Plan
The College is preparing and planning to accommodate change in an uncertain future economic environment.
Stewardship This year marks the transition of stewardship from the College’s list of opportunities to its list of challenges. With the decrease in provincial funding, Lakeland is working to seek cost-effective approaches for both delivery and services in the region. As the College focuses on targeted outcomes, collaboration becomes paramount so that cost-saving objectives can be met. Lakeland has transitioned from a centralized operating structure to a decentralized model where Regional Access Advisory Councils (RAACs) will have opportunities to meet with school deans who then report back to Deans’ Council on regional needs and learning gaps. Each dean has been assigned one of the six regions: Killam, Lloydminster, Provost, Two Hills, Vermilion, and Wainwright. The RAACs are accountable to the College for the purpose of leveraging resources and building capacity for learner pathways. Each dean is also working with its constituent Community Adult Learning Council (CALC) to solidify written agreements to aide in removing barriers for learner transitions. Regional coordinators are provided the opportunity to engage in College professional development where applicable. As Lakeland College is viewed as an integral part of academic pursuit in the region, collaborative partnerships will continue to be the avenue for future growth in regional academic programming. Potential partners include FCSS, libraries, career and employment services, Community Futures, friendship centres, industry, literacy programs, human service agencies, municipalities, economic development agencies, Business Link, local health regions, Alberta rural development, and chambers of commerce. The College has partnered with the Town of Vermilion to build rural Alberta leaders in the “Becoming a Community Builder” program launched in 56 communities. As experienced within the Regional Business Accelerator, the College is an active partner in regional economic development. Lakeland is keen to form innovative networks to further the entrepreneurial spirit of learners. Collaborating with communities, such as the Onion Lake energy sector programming, allows the College to connect regional learners with both educational and workforce opportunities.
Lakeland College 2014-2017
13