2010-2014 Business Plan
Vermilion Campus 5707 College Drive Vermilion, Alberta T9X 1K5
Lloydminster Campus 2602 59 Avenue Lloydminster, Alberta S9V 1Z3
1 800 661 6490 www.lakelandcollege.ca
2010 - 2014 Business Plan
Table of Contents Executive Summary...........................................2
Programming.................................................... 15
Mandate...............................................................3
Enrolment and Tuition Fees........................... 16
Mission,Vision and Values................................4
Capital Plan...................................................... 17
Links to Government Goals..............................5
Budget............................................................... 21
Towards 2013......................................................5
Budgeted Statement of Cash Flows................ 22
Goals, Initiatives and Outcomes.......................5
Budgeted Statement of Operations................ 23
Opportunities and Challenges........................ 12
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Executive Summary A few years ago when it was evident that the economy was weakening, Lakeland College Board of Governors and management team made a commitment to operate more efficiently. Realizing that funding levels would drop, we slowed new hiring and didn’t automatically fill vacant positions. Revenue forecasts were cautious at best. That operational philosophy has helped Lakeland weather current economic conditions. Pending satisfactory salary negotiations, Lakeland will be able to maintain the current level of programming, services and staffing in 2010-2011. However, we expect to face financial challenges in the years beyond. Increasing revenue streams and controlling expenses are imperative.
2010 - 2014 Business Plan
For Lakeland, the silver lining to the economic downturn is an increased demand for our programs. Not including apprenticeship technical training, applications for the upcoming academic year have increased by 30 per cent from the same time last year. We recognize that many people want a credential but don’t want to spend a lot of time out of the workforce. That’s why we will offer two new certificate programs and three new pre-employment programs in 20102011. To help people who need to fit classes around work commitments, we’re looking at ways to increase part-time, online and flexible learning opportunities at Lakeland. Collaboration with other partners such as post-secondary institutions, organizations and schools will help us achieve this objective. Collaboration is also important as we work towards becoming a leader in renewable energy research. Several projects are already underway and we continue to build partnerships and linkages with businesses and agencies for future initiatives. We intend to develop a sustainable environment centre that will not only house applied research projects but also environmental sciences programs. Strategically, we continue to work towards accomplishing the six goals we adopted in 2008. We remain committed to creating an environment where our students, employees and communities can thrive. We are also still focused on sustainability and enrichment of programs, financial resources and facilities. After all, to best serve our students and our region, we must continuously improve. This business plan highlights the steps we will take to do just that.
Glenn Charlesworth President and Chief Executive Officer Lakeland College
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Mandate Lakeland College is a board-governed public college operating as a Comprehensive Community Institution under the authority of the Post-secondary Learning Act of Alberta. The College prepares students to enter the workforce, advance their career or further their education. Lakeland College offers credit programming in the areas of academic upgrading, agricultural sciences, apprenticeship and pre-employment trades training, business, emergency services and public safety, energy, environmental sciences, health and wellness, human services, interior design technology, tourism and university transfer. The College awards certificates, diplomas and applied degrees and may offer baccalaureate degrees, primarily in collaboration with degree-granting institutions. Lakeland College’s commitment to the collaborative principles of Campus Alberta is demonstrated through partnerships within the post-secondary system that strengthen its programming and service capacity. Lakeland College provides integrated emergency response, prevention and leadership training at the provincial, national, and international levels. Areas of specialty include fire service, emergency medical services, incident command and emergency preparedness training for pre-employment, municipal, industrial, and public sector clients.
As a Comprehensive Community Institution, Lakeland College works cooperatively with adult learning partners, school jurisdictions, organizations, business, industry and other community stakeholders to respond to learning needs in its regional service area. Through a partnership agreement between the Alberta and Saskatchewan governments, the College provides training and educational opportunities for Saskatchewan residents. As an extension of mandated programs, Lakeland College offers continuing education credit and non-credit courses, and customized workforce development training for business and industry in Alberta, in Canada, and internationally. By using face-to-face, blended and distance learning technology delivery methods the College is able to maximize learner access to high-quality and affordable lifelong learning opportunities. Lakeland College promotes community economic development by providing workforce training and development, and conducting applied research. The College participates in applied research and innovation activities that are relevant to its program areas, complement teaching and learning, and advance innovationbased rural community economic development. The focus of applied research is primarily in the agriculture, emergency services, energy, environment and manufacturing sectors.
2010 - 2014 Business Plan
To enhance the college experience for its students, the College provides a people-centred learning environment with access to a full range of services including advising, athletics, cafeteria, child care, clubs, financial aid, health, library, learning, recreation, residence, and student employment.
Through its services and facilities at its campuses in Vermilion and Lloydminster, Lakeland College helps support the recreational, cultural, fitness, child care and conferencing needs of the communities it serves. The College has numerous specialized facilities such as multiple music studios, two community theatres, two recreation centres, a swimming pool, and an indoor riding arena that are often the site of community events and activities.
Approved by the Lakeland College Board of Governors, October 28, 2009 Approved by the Minister of Advanced Education & Technology, November 23, 2009
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Mission
To inspire our learners to realize their individual potential.
Vision
To achieve educational excellence in a people-centred environment. Strategies to Achieve our Vision To be responsive to our stakeholders by providing leadership: • in manifesting our values through action. • in a unified, vision-focused environment. • in diverse, relevant, high-quality programming. • in geographically and culturally accessible post-secondary education. • in service excellence and accountable institutional processes. • in innovative and sustainable solutions to community, economic and environmental challenges.
Values
2010 - 2014 Business Plan
We are united in our support of the Vision and Mission of Lakeland College. People Centred Respect • We support a caring, challenging, and equitable working environment in which we are encouraged to develop our full potential and are recognized for our contribution. • We thrive in an environment of open, honest, and respectful communication based on fact and fairness. • We are committed to supporting one another in our decision-making and the achievement of our goals. • We each genuinely value one another for our contribution to the College’s overall success.
Safety/Trust • We value loyalty and teamwork. • We make mutual trust the foundation of all our relationships and the touchstone for resolving all conflict. • We guard the health, safety and wellness of our community when conducting business. • We foster an enjoyable climate.
Pride • We take pride in Lakeland College and its place in the community. • We celebrate our successes and promote our institution. Ethics • We value adherence to the highest professional ethical standards. Educational Excellence Quality • We value quality and excellence in everything we do: the breadth and variety of our programming, our services, our professionalism, our Lakeland College leadership, our learning, and our service to our community and the environment. • We seek to earn the trust, respect and confidence of our community by understanding its needs and providing superior services. Accountability • We each take responsibility for modeling and nurturing behaviours consistent with our values. • We participate in community events and organizations as a responsibility of membership in our society. • We adhere to effective and efficient processes in accord with our Vision, Mission, and Values. • We value informed decision-making. • We value the business acumen that enables Lakeland College to adequately resource superior programming and provide financial stability. • We provide the best value for our community through innovation and efficiency.
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Links to Advanced Education and Technology (AET) goals AET Goal 1: A globally recognized, quality advanced learning system meets the needs of Alberta. Lakeland goals that support this goal:
• Ensuring sustainable growth • Investing in Lakeland infrastructure • Fostering a people-centred environment • Funding our future • Providing innovative programs
AET Goal 2: A learner-centred, affordable advanced learning system accessible to Albertans. Lakeland goals that support this goal:
• Ensuring sustainable growth • Engaging our community • Fostering a people-centred environment • Funding our future • Providing innovative programs
AET Goal 3: Excellence in research, innovation and commercialization drives Alberta’s future success. Lakeland goals that support this goal: • Ensuring sustainable growth • Engaging our community • Providing innovative programs
Towards 2013 When Future Directions - A Road Map Towards Our Next Century was adopted in 2008, Lakeland College Board of Governors stressed that the strategic plan is not just another document - it is an action plan. A Strategic Planning Action Committee (SPAC) comprised of about 35 Lakeland employees was created in May 2008. Members were assigned to one of six groups. Each group is responsible for a strategic plan goal. SPAC meets quarterly to review progress toward achieving the goals, discuss priorities and develop new objectives.
2010 - 2014 Business Plan
Goals, Initiatives and Outcomes
In working towards fulfilling its mission of inspiring learners to realize their individual potential, Lakeland has identified the following six goals and developed initiatives, objectives and performance measures for each goal.
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2010 - 2014 Business Plan
Goal 1 – Ensuring sustainable growth
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Initiatives
Objectives for 2010-2011
1. Create high performance teams. • Recruit and retain high calibre employees. • Enhance orientation activities for new employees. • Reward employees and departments providing excellent service. • Offer annual seminars on providing service excellence. • Encourage employees to participate in professional development opportunities that enhance teaching, improve service to students, target current marketrelevant skills and focus on the use of technology in the workplace.
• Provide more opportunities for employees to visit the campus they are not based at. One way to accomplish this is to rotate the location of college-wide events between the Vermilion and Lloydminster campuses. For example, hold the Green ‘n’ Gold event at the Lloydminster Campus in 2010. • Provide equal service to both campuses based on appropriate number of staff and student ratios. • Staff in all departments and sections will participate in professional development sessions. • Determine the percentage of completed employee performance reviews to set targets for future years.
• Develop new contacts with industry. 2. Collaborate with industry, government and postsecondary institutions in Alberta and Saskatchewan • I nteract with multi levels of government at to offer programs that respond to current and emergent every opportunity. • Measure the number of sustained and new needs and interests of the region and/or provinces. partnerships with other post-secondary • Learn more about the regional needs of industry. institutions. • Work with partners to provide relevant programming for students, the public and industry. • Publicize joint initiatives. • Offer programming in Lakeland’s stewardship region. 3. Excel at marketing and enrolment management. • Develop and implement a comprehensive plan to optimize enrolment, retention and graduation. • Enhance programs to prepare incoming students for college life. • Engage students, employees and alumni in telling the Lakeland story. • Promote accomplishments of our students. • Focus on providing seamless service excellence. • Create a strategy to increase and track word-ofmouth referrals from alumni. • Actively pursue international markets to increase international student numbers and expand international learning opportunities for local students.
• Increase the number of applications to credit programs. • Increase enrolment. • Increase the percentage of students who continue studies through to graduation. • Implement a new Lakeland logo into campaigns and promotional material. With a progressive look, the new logo communicates a feeling of free-flow and forward movement. Unlike the Lakeland crest, the new logo clearly depicts the college’s name.
4. Align programming with the strategies and priorities of government.
• A priority of the Alberta government is supporting early-stage research and development activities. Lakeland will continue to build partnerships and linkages with businesses and agencies for current and future renewable energy research initiatives. • Increase collaboration with community adult learning providers, school jurisdictions and other stakeholders in Lakeland’s stewardship region.
Goal 1 - Performance measures • A minimum of one meeting a year with community adult learning councils in our stewardship region. • Staff climate survey responses to specific questions will show improvement from previous year. • Percentage of employees who participate in professional development activities. Target: 80% • Applications for credit programs. Target: 4% increase • Full Load Equivalents. Target: 0.5% increase • Retention and graduation rates of students in diploma programs. Target: 92% Goal 1 - Outcomes • Lakeland will be the preferred place to work. • Lakeland will be the first-choice provider of post-secondary education training among people in the region. • Lakeland will excel at creating and maintaining a comprehensive human resource strategy. • All employees will take pride in and responsibility for positively promoting Lakeland. • Lakeland will be a leader in renewable energy research.
Goal 2 – Investing in Lakeland infrastructure Initiatives
Objectives for 2010-2011
2. Supportive friends. • Generate more financial and in kind donations for priority capital projects. • Ask our friends and alumni to vocally and financially support major Lakeland projects.
• Share facilities master plan with various levels of government as a tool to source more grant funding. • Review facilities master plan and infrastructure renewal plan to address key issues. • As the alumni body has expanded to include people from trades, university transfer and Emergency Training Centre programs, work will continue to add contact information for these people into the alumni database.
2010 - 2014 Business Plan
1. Commitment to Lakeland campuses. • Modernize two residence buildings at the Vermilion campus. • Maintain and enhance facilities on the Vermilion and Lloydminster campuses. Infrastructure will not be built or bought in other locations for Lakeland programming; instead, Lakeland will collaborate with partners to find suitable space. • Maintain functional, efficient and attractive facilities. • Enhance residential facilities to meet needs of students. • Maximize the utilization of existing space resources.
Goal 2 - Performance measures • Number of preventative maintenance program work orders completed per quarter and number of emergency work orders per quarter. • Completion of annual update of the infrastructure renewal plan. • Number of donations from public and private organizations and government. Target: Six new contributions per year. • Change in facilities condition index. • Increase in donations. Goal 2 - Outcomes • Lakeland will have safe/low-risk, functional, efficient, affordable and attractive facilities and infrastructure. • Lakeland will have strengthened relationships with the government and donors. Page 7
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Goal 3 – Fostering a people-centred environment
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Initiatives
Objectives for 2010-2011
1. Focus on student success. • Remove barriers to responsiveness. • Ensure availability and ease of use of Lakeland academic support services. • Provide resources and services that students need to succeed. • Adapt to changing needs of students.
• Increase number of applications received via ApplyAlberta, the provincial online application system. • Increase use of MyLakeland by current students and applicants. The new self-serve student portal makes it easy for students to check marks, pay fees and update contact information.
2. Ignite passion in employees. • Celebrate best practices and reward achievements of our employees. • Implement a comprehensive orientation program for new staff. • Value interaction and encourage staff participation in college-wide initiatives. • Provide professional development and new opportunities for staff through engagement in applied research.
• Increase the number of nominations submitted for the Green ‘n’ Gold employee recognition program. • Host at least one fun college-wide staff event.
3. Bolster College pride. • Focus on one College. • Create an environment to ensure off campus students feel connected to the Lakeland community. • Develop historical displays. • Promote accomplishments of alumni.
• Host events in the fall of 2010 to celebrate the 20th anniversary of the opening of the Lloydminster campus and the 97th anniversary of Lakeland’s founding. • Encourage employees to show their college pride by wearing apparel with a Lakeland logo or word mark on Fridays. • As the alumni body has expanded to include people from trades, university transfer and emergency training centre programs, work will continue to add contact information for these people into the alumni database.
4. Towards 2013. • Develop a plan to celebrate Lakeland’s centenary. • Create a capital fundraising plan to raise money for a centenary project.
• Centennial Steering Committee will continue planning celebrations for 2013. A preliminary schedule of events will be developed by fall 2010. • Continue to make students, employees, alumni and community members aware that centenary activities are being planned. • Launch employee portion of centennial campaign and provide details on the priority capital items of Lakeland’s academic schools.
5. Strengthen communication. • Share information in a factual and timely manner throughout the Lakeland community. • Continue to improve two-way communication between executive members and all staff. • Create an annual Report to the Community.
• Survey Lakeland employees about communication to determine if they are satisfied with current communication methods. If not satisfied, what do they recommend to improve communication among employees? • All major departments and sections will host monthly staff meetings. • Deans and directors will meet monthly and leadership group will meet quarterly.
Goal 3 - Performance Measures • Use results from annual student satisfaction survey. In response to student feedback, two new initiatives will be launched. • Retention and graduation rates of students in core programs. Retention target: 92% • Staff climate survey responses to specific questions. • Increase in nominations for Green ‘n’ Gold awards. Target: 20% increase Goal 3 - Outcomes • Each department will be proactive and consistent in supporting student success. • LITE up Lakeland with loyal, inspired, trustworthy and empowered employees. • There will be an inclusive, well-communicated and actively supported plan in place to celebrate Lakeland’s centenary. • People will want to know what is happening at Lakeland.
Goal 4 – Engaging our community Objectives for 2010-2011
1. Cultivate partnerships with government. • Meet annually with elected officials to discuss Lakeland issues and priorities. • Invite government officials from Alberta and Saskatchewan to Lakeland to see our campuses and learn more about our programming and priorities. • Participate in applicable government and postsecondary conferences.
• Various government officials will be invited to the 20th anniversary celebration of the opening of the Lloydminster campus. • Create and start using a database to track visits by elected officials to Lakeland.
2. Support our region. • Encourage staff and student involvement in community clubs and boards. • Take part in local, high profile events and projects. • Participate in economic development entities in the region. • Be a catalyst for economic development by providing a well-trained workforce and opportunities for continuing education. • Recognize accomplishments of local organizations, business leaders and citizens. • Meet regularly with influential members of the community. • Meet educational needs of region, using collaborative methods where necessary.
• President to meet with Rotary Club and Chamber of Commerce members in Vermilion and Lloydminster once a year to update them on Lakeland activities. • Meet with mayors and community adult learning councils in Lakeland’s stewardship region.
3. Work with industry. • Seek industry input about current and future programming. • Promote the skills of our graduates to industry. • Foster relations with industry to encourage donations of money, equipment or gifts in kind, and placement opportunities for students. • Collaborate with industry on applied research projects to enhance learning opportunities for staff and students.
• Lakeland will have representation on the Alberta Rural Development Network Committee. • Programs completing a comprehensive review will survey applicable industry representatives to gather input about factors such as industry trends, employment requirements and employee skills. • Strong and active advisory committees. • Continue to have Lakeland representation on Battle River Alliance for Economic Development (BRAED) and The HUB. • Create opportunities for more industry involvement in research projects.
2010 - 2014 Business Plan
Initiatives
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Goal 4 – Engaging our community (continued)
4. Raise Lakeland’s profile. • Showcase accomplishments of students and staff to internal and external audiences. • Communicate key messages to the public. • Enhance communication with alumni and influential Lakeland friends and work with them to achieve Lakeland’s objectives.
• Continue to encourage student involvement in community; promote citizenship. • Send news releases to hometown media, post stories and photos on Facebook, Twitter and Flickr and send e-mail blasts to highlight accomplishments of students and staff. • Develop a new electronic newsletter for alumni.
2010 - 2014 Business Plan
Goal 4 - Performance Measures • Number of visits with elected and employed government officials. • Increased funding from the government. • Increased FLEs. Target: 2% • Website views of Lakeland Link. Target: 2,500 for the year. • Number of new members connected to advisory committees. • Number of applied research projects with industry. Goal 4 - Outcomes • Lakeland will excel at managing government relations and general advocacy. • Staff, alumni and board members will be empowered with a unified message that carries Lakeland’s strategic intent forward. • Students, staff, board members and alumni will be encouraged to be confident in filling roles within the community thereby increasing awareness of Lakeland. • Lakeland will be recognized by regional industry as a partner for applied research and technology transfer activities. • Lakeland will have a working and productive relationship with regional community adult learning councils.
Goal 5 – Funding our future Initiatives
Objectives for 2010-2011
1. Increase financial resources. • Develop fundraising strategies to increase contributions to Lakeland. • Strengthen relationships with industry and individuals to foster future donations. • Utilize government grants. • Conduct an annual internal campaign.
• Internal launch of centennial campaign. • Create a stewardship plan for industry, alumni, foundations, staff and individual donors. • Secure new funds from public and private organizations and government. • Increase the value of endowed funds that are restricted for student scholarships and bursaries through donations and allocation of Access to the Future fund revenue.
2. Ensure efficient & effective use of financial resources. • Internally review each program and • Allocate available resources based on priorities of comprehensively review nine programs. Lakeland and government. • Monitor balanced scorecards and budgets • Steward public funds responsibly. quarterly. • Allocate surplus revenue to a reserve for future capital projects. • Review programs and services to ensure viability and cost effectiveness. Goal 5 - Performance Measures • Number of donations from public and private organizations and government. Target: Six new contributions per year. • Results of annual audit. • Amount contributed by Lakeland employees. Page 10
Goal 5 - Outcomes • The amount of money raised through fundraising and government grants will increase. • Lakeland will have financially responsible and sustainable operations.
Goal 6 – Providing innovative programs Initiatives 1. Relevant programs, focused curriculum. • Ensure programming meets the changing needs of industry and the people Lakeland serves. • Commit to continuous program development and enhancement. • Prepare skilled and sought-after graduates. • Increase the profile of outstanding programs. • Revise or replace programs that are not meeting the needs of students, graduates or industry. • Collaborate with other post-secondary institutions to meet student needs. • Maintain and develop research projects that enhance academic programming and support industries in the region.
Objectives for 2010-2011 • Internally review each program and comprehensively review the following nine programs: adventure tourism and outdoor recreation, environmental conservation and reclamation, wildlife and fisheries conservation, western ranch and cow horse, early learning and child care, child and youth care, transitional vocational, educational assistant and interior design technology. • To assist in improving programming, increase the response rate on the annual about to graduate survey. • Develop pre-prep courses to prepare students for program entrance.
3. Modern technology. • Ensure IT support and capacity for Blackboard. • Provide appropriate technology to enhance learning • Increase the number of courses on Blackboard. opportunities for students. • Expand access to programs through alternative delivery methods. 4. Lifelong learning. • Provide courses and programs via continuing education, distance, online and off-site delivery. • Work with community adult learning councils to foster lifelong learning.
2010 - 2014 Business Plan
• Conduct student and employer surveys. 2. On target. • Encourage and support innovative instructional methods that provide outstanding learning experiences. • Regularly survey students, graduates and industry to determine relevance of program content. • Conduct ongoing peer reviews and supervisory evaluations of all faculty to foster quality instruction. • Act on evaluation results of programs and faculty.
• Expand online learning opportunities.
Goal 6 - Performance Measures • Number of courses on Blackboard will increase. Target: 25% increase from previous year. • Percentage of students who complete annual about to graduate survey. Target: 95% Goal 6 - Outcomes • Lakeland will support excellence in the classroom. • Lakeland will enhance learning through technology and alternate delivery methods. • Links to local community adult learning councils will be strong. Page 11
Opportunities and Challenges Opportunities Focusing on applied research Like the Government of Alberta, Lakeland has made applied research an important component of its operations and, more specifically, is becoming a leader in renewable energy research. Lakeland is building partnerships and linkages with businesses and agencies for current and future initiatives.
2010 - 2014 Business Plan
Several projects are already underway. To assess the potential for wind energy in the region, a 50 metre meteorological tower has been operating near the Vermilion campus for two years. Lakeland’s energy cabin project has expanded and now includes solar hot water collectors, solar hot air, solar photovoltaic panels with a sun tracking system, and a wind turbine. An in-ground water tank was installed to evaluate the potential for thermal heat storage. The interface project to display data is now in operation and used by students in the online renewable energy and conservation program. Data can be viewed at www.lakelandecabin.ca with data and graphs updated every 15 minutes. Research work in the area of biofuels has also been done, including an evaluation on the toxicity of biofuel byproduct. Lakeland is planning future research in the area of renewable energy system control and thermal heat storage with several participating industry partners. In terms of research facilities, Lakeland intends to develop a sustainable environment centre. The design of this multi-purpose facility will incorporate the latest in energy conservation practices and smart building management systems. The building will house lecture theatres, classrooms, program lab facilities, applied research labs, administrative offices, and specialized areas for instruction, online learning support, and videoconferencing. Increasing collaboration Increasing efficiency and effectiveness of Lakeland programs and enhancing students’ experiences and outcomes can be achieved through increased collaboration. With a defined stewardship region, Lakeland is working closely with the communities and adult learning councils within its region to increase access and meet the educational needs of learners and industry. Lakeland will also continue to explore opportunities to increase access to its programs and courses through eCampusAlberta. In terms of working with other post-secondary institutions, Lakeland currently has more than 1,100 formal transfer agreements to support transfer of Lakeland College courses and programs to universities, technical institutes and other public colleges. Helping unemployed people According to information from Statistics Canada, the unemployment rate among Albertans ages 15 to 24 jumped from 7 per cent in March 2008 to 13.8 per cent in March 2010. In the local region (CamroseDrumheller) the unemployment rate for people of all ages has jumped from 2.9% in March 2008 to 5% in March 2010. History suggests adult students will return to the classroom to prepare for a change in employment. That appears to be the case again. As of March 31, 2010, Lakeland had received 30% more applications for the upcoming academic year than at the same time in 2009. To assist people who need to fit post-secondary education around essential work commitments, Lakeland is looking at ways to increase part-time, online and flexible learning opportunities. There’s also an opportunity to increase foundational and bridging programming for students most affected by the recession.
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Fostering inclusive learning Alberta’s diverse population is increasingly being reflected in Lakeland’s student body as a growing number of First Nations, Métis and immigrants study at Lakeland. Work has been done to create an environment that promotes student success in relationship to cultural differences and learning preferences. However, there is still more that can be done to not only encourage more people to attend Lakeland, but also increase retention. Here are a few of the critical items Lakeland is or will be addressing: • Provide incoming students with appropriate funding, financial aid, orientation and advocacy services. • Prepare faculty and staff to support the needs of aboriginal students. • Honour and respect cultural traditions. • Utilize expertise of the aboriginal culture through partnerships and collaboration. Boosting international enrolment Lakeland believes there in an opportunity to not only increase its international enrolment, but also enrich campus life and broaden perspectives by becoming more active in international recruitment and partnerships. Lakeland has established a successful partnership in Tanzania, works closely with South West TAFE in Warnambool, Australia, and has partnerships with agricultural colleges in the United States and Denmark. There are opportunities to recruit more students from Asia. Lakeland intends to collaborate with Alberta government offices abroad to help attract more students to Lakeland. International student enrolment at Lakeland is projected to grow by 33% during each of the next three years.
2010 - 2014 Business Plan
Getting people excited about 2013 Excitement is building as Lakeland prepares for its centennial in 2013. There is optimism that many alumni, corporations and community members will contribute to Lakeland’s centennial campaign.
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Challenges Adjusting to economic realities Lakeland is faced with the key challenge of maintaining access and quality during this time of fiscal restraint. Pending acceptable salary negotiations with employee groups, Lakeland is prepared to maintain the current level of programming, services and staff during the 2010-2011 year. However, with no grant increase in 2011-2012, Lakeland will face significant challenges. Students also face challenges related to funding their education. To assist students, Lakeland intends to increase the value of endowed funds that are restricted for student scholarships and bursaries. To encourage contributions from individuals and the private sector, matching dollars from the Access to the Future fund will be allocated to this endowment. This endowment will ensure Lakeland is in a position to financially assist more students.
2010 - 2014 Business Plan
Unsigned employee agreements Lakeland is in the process of negotiating salaries with its Faculty Association and AUPE employee groups. Although Lakeland is optimistic that acceptable settlements will be reached, agreements are not finalized. Changing demographics Lakeland is very aware of demographic trends that indicate the number of Albertans aged 20 to 24 (the average post-secondary age group) will decline in the coming years. According to statistics from the Government of Alberta Employment and Immigration, the number of people aged 15 to 24 will drop every year from 2012 to 2018. However, that trend is not reflected in the aboriginal population making it even more critical that Lakeland has an environment that creates a sense of belonging for all students regardless of their background. Finding a place to stay With room for only 550 students in the Vermilion campus residence buildings and limited apartments and basement suites in town, accommodation issues may affect Lakeland’s ability to increase enrolment at the Vermilion campus. Aging facilities Students expect to be taught in modern labs with current equipment. Prospective environmental sciences and agricultural sciences students have commented during tours that they are not impressed with the quality of some of the labs and farm facilities at the Vermilion campus. The older facilities could result in fewer students choosing these Lakeland programs. Conversely, the science labs in the new Bill Kondro Wing at the Lloydminster campus have attracted students who previously wouldn’t consider attending Lakeland. Another issue with aging facilities is they require more maintenance. While Lakeland wants to implement a preventative maintenance program, such a program requires more staff and Lakeland has difficulty attracting and retaining trades people because salaries offered in the private sector are higher. As a result, more of the maintenance work being completed is reactive, not proactive.
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Programming
As part of Lakeland’s commitment to providing programming that meets the changing needs of people and industry, and continual review of programs to ensure viability and cost effectiveness, the following changes have been made.
Lloydminster campus 2010-2011 program changes • Addition of a one year business administration certificate. • Pharmacy technician-retail will not be offered. In development • Increase access to remedial skill development, ESL programming and bridging programming. • Work with the Alberta Emergency Management Agency to establish Lakeland as the centre of excellence for leadership and public safety training. • Continue discussions with Grande Prairie Regional College on the brokering of Lakeland’s firefighting and interior design technology programs as well as collaborative aboriginal programming. • Increase degree completion opportunities focusing on the following areas: human services, nursing, education, kinesiology/science, psychology. • Broker sign language and deaf culture studies program to the Deaf & Hard of Hearing Society. • Consideration is being given to offering diploma programs in sports marketing, sports science and educational production. • Transition of the online renewable energy and conservation program from a certificate to a diploma program. • Within the next few years Lakeland expects to begin development of emergency preparedness and disaster services programs as well as programs that meet the NFPA 1006 Rescue Technician standards. Lakeland may also offer an undergraduate degree in public safety and an emergency services diploma. • Research offering an after-diploma certificate in animal assisted therapy. • Investigate adding a visual arts and gaming diploma program. • Explore offering natural gas compression technician training, an applied degree in petroleum management, as well as apprenticeship technical training for the following trades: cook, plumber, millwright and hairstylist.
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Vermilion campus 2010-2011 program changes • Addition of a one year business administration certificate. • Pre-employment carpentry, pre-employment steamfitter-pipefitter, and combined pre-employment heavy equipment technician/automotive service technician will be offered. • Environmental sciences programming moves from four stand-alone programs to one environmental sciences program with four majors. Students will take a common first year of study before specializing in environmental monitoring and protection, environmental conservation and reclamation, wildlife and fisheries conservation, or conservation and restoration ecology. • Alberta Apprenticeship and Industry Training allotted Lakeland a quota of 960 training seats for 2010-2011. This is a reduction of 180 seats from 2009-2010. • Following a comprehensive evaluation of agricultural sciences programs, the following changes (some still pending approval from the Alberta government) will take effect during the 2010-2011 academic year. - Delivery of veterinary medical assistant certificate program. - Combination of livestock production and animal science technology program into one animal science technology program. Dairy production will also be folded into the new program. - Agro-environmental technology will be terminated or at least suspended for one year due to low enrolment. - Name change of ranch and feedlot rider program to western ranch and cow horse.
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Enrolment plan Lakeland is being extremely cautious in its enrolment planning. It’s anticipated that full load equivalents (FLEs) will grow a minimum of 0.5%. 2009/2010 (projected)
2010/2011
2011/2012
2012/2013
2013/2014
2075
2085
2096
2106
2117
Tuition fees Lakeland’s tuition fees are managed within the provincial tuition fee policy. Tuition fees for programs subject to the policy must not exceed 30% of net operating expenditures for programs. Future year tuition fee increases will be equivalent to the Alberta CPI. Forecast of tuition fees 2009/2010
2010/2011
2011/2012
2012/2013
2013/2014
$3,840
$3,900
$3,978
$4,058
$4,139
Fee increases
4.1%
1.5%
2%
2%
2%
FLE increases
0.5%
0.5%
0.5%
0.5%
0.5%
$8,476,639
$8,603,789
$8,775,864
$8,951,382
$9,130,409
Continuing education tuition revenue $1,293,803
$1,313,210
$1,339,474
$1,366,264
$1,393,589
Total budgeted revenue
$9,916,999
$10,115,339
$10,317,645
$10,523,998
Tuition fee
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For credit Tuition revenue
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$9,770,442
Capital plan Projects related to environmental sciences and interior design technology training, recreational and library space, and leadership in the public safety are among the items included in Lakeland’s capital plan. Lakeland has identified the initiatives as either expansion, new or preservation capital and is asking the Government of Alberta to help finance the projects. However, it is Lakeland’s intent to also pay for a portion of many of these projects. In the fall of 2010 Lakeland will launch the public phase of a $77 million centennial campaign, the most ambitious fundraising effort in Lakeland’s history.
Expansion capital Priority
Project Name
Location
Budget
1
Interior design expansion
Vermilion
$900,000
2
Wellness centre/learning commons
Lloydminster
$5-$6 million
3
Hazardous materials props
Vermilion
$5.2 million
4
Simulation lab
Vermilion
$900,000
Lakeland’s award-winning interior design technology program is in need of a suitable design studio to accommodate program growth and student design needs. Classrooms and studios are currently located on the second floor of the Bentley Building at the Vermilion campus. By adding a third floor to the building, there will be room for the development of an open concept studio with natural light. Students will use the expansion as an opportunity to live the learning as they create a conceptual design as a class project. Wellness centre/learning commons With the September 2008 opening of the Bill Kondro Wing, Lakeland can now accommodate as many as 900 additional learners at the Lloydminster campus. As student numbers increase, Lakeland will face challenges related to recreational and library space. A wellness centre/learning commons will address these challenges. Recreation is an important component of campus life and provides a setting for students, staff and community members to pursue health and wellness goals. With Lakeland adding soccer and futsal to its athletics program, the Rustlers need additional space for locker rooms for teams and referees. To expand the facility, the nearby maintenance area will be converted into recreational space, a second floor will be constructed above the current recreation, storage and maintenance areas, and the library will be expanded into a portion of this new floor.
2010 - 2014 Business Plan
Interior design technology expansion
Hazardous materials props To provide emergency services students with exposure to additional training scenarios that depict real-life situations, Lakeland will construct new three-dimensional props. The props will be used to provide municipal firefighters with experience in scenarios involving fire and the release of hazardous materials. The outcome of the new props will be improved hazardous materials training for firefighters which may contribute to lives saved and reduced environmental impact.
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Rural cross-disciplinary centre simulation lab To help the Alberta government with its strategic focus of addressing changes in the health workforce to better prepare for challenges ahead, Lakeland plans to create a rural cross-disciplinary centre simulation lab at the Vermilion campus. The lab will be used by students in current and proposed programs related to emergency services, human services and health and wellness. It may also be used for rural practicum placements, the CAREERS Health Services internship program and for creating training opportunities that facilitate interdisciplinary teamwork. The Bentley Building at the Vermilion campus will be reconfigured and pertinent equipment installed.
2010 - 2014 Business Plan
New capital Priority
Project Name
Location
Budget
1
Sustainable environment centre
Vermilion
$25-$35 million
2
Power engineering, oil and gas facility
Lloydminster
$30 million
3
Centre for leadership in public safety
Vermilion
$35 million
4
Incident command simulator
Vermilion
$2.5 million
5
Animal clinic
Vermilion
$3.8 million
6
Eco-residences
Vermilion
$3 million
Sustainable environment centre The development of a new sustainable environment centre will enhance the training capacity of Lakeland by providing a facility with the latest and most up-to-date technology, equipment and labs. With programs and training in nearly all sectors of environmental sciences, Lakeland has earned the reputation of being a leader in environmental sciences education. A sustainable environment centre will provide the resources and infrastructure to showcase the future in environmental programming and management, including a strong applied research component. The new centre will be a multi-purpose facility on the leading edge of building design, incorporating the latest in energy conservation practices and smart building management systems. The building will house lecture theatres, classrooms, program lab facilities, applied research labs, administrative offices, and specialized areas for instruction, online learning support, and videoconferencing. As a multi-purpose facility, the building will also provide access to leading-edge labs and other resources for students and faculty in other program areas including agricultural sciences, and will become a recognizable community-friendly building capable of supporting many events. Lakeland is proud of its hands-on ‘live the learning’ concept and its reputation for first class learning opportunities. The sustainable environment centre will be a learning resource in itself, with the building showcasing many of the leading edge technologies in sustainability and next generation design efficiency. Students will benefit from an enhanced learning environment, and Lakeland will move forward with new applied research opportunities.
Page 18
Power engineering, oil and gas, and related trades training facility To address the demand for oil and gas training in Lakeland’s region and make improvements to the heavy oil operations technician (HOOT) program, a new power lab with modern equipment is needed at the Lloydminster campus. Lakeland’s current power lab is a great hands-on training tool, but the equipment is starting to show its age and is undersized, resulting in HOOT students having to go offsite to complete their power engineering training hours. Lakeland requires a facility with a power engineering lab including a water testing room and operations control room, heavy oil operations lab including a maintenance section, simulation lab, and a gas process lab. The facility will also contain classrooms, lecture theatres, computer lab, student lounge and faculty offices. A new facility and modern equipment will strengthen Lakeland’s power engineering, and oil and gas programs. It will open the door to offering more programming customized to the region’s vital oil and gas industry, including a petroleum management diploma and oil and gas trades. It will also allow for the expansion of HOOT from a one-year certificate program to a two-year program that will enable students to graduate with a diploma and a third class power engineering certificate.
Incident command simulator Lakeland has an opportunity to make use of current technology to provide online incident command training to municipalities throughout Alberta. This project at the Vermilion campus will include a computer-based simulator where the field component is refined to a series of multi-station coordinated command scenarios, conducted in real time with an infinitely configurable series of variables for resolution. The system will be conducive to online training so participants can take interactive command training from any high-speed Internet connection. A functional operations centre will need to be designed and equipped with a computer simulator for training scenarios for incident management training, fire ground command training, strategy and tactics training, multi agency managers, fire, police, EMS, municipal managers, elected officials and dangerous goods (chemical, biological, radioactive, nuclear, explosive) incidents. The system will coordinate with the new North American Incident Command System model up to the fourth level of training, ICS 400 (red card).
2010 - 2014 Business Plan
Centre for leadership in public safety In cooperation with Alberta Emergency Management Agency, Lakeland intends to create a centre for leadership in public safety. All sectors of emergency services will likely be included. The centre will provide advanced leadership training for people in emergency services. Curriculum will focus on preventing, preparing for, responding to and recovering from disasters and emergencies. Facilities for academics, research and inclusive residence are required.
Students will gain experience in the increasingly complex area of interdisciplinary command and control at an emergency site. The resulting reduction in delivery costs and related student travel and accommodation costs will be significant. Animal clinic Lakeland’s animal health technology diploma program is one of the most popular programs at the college. This fall Lakeland will also launch a veterinary medical assistant certificate program. Students in both of these programs will use the already crowded animal clinic. Originally designed as a dairy training facility, the building was converted to an animal clinic in 1989. Despite renovations in 2000, the space does not meet the needs of the college. A larger modern facility located on the farm site for easier access to large animals would be ideal.
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Eco-residences Development of two residence units as eco-residences has numerous potential benefits. Students in environmental sciences, trades and technology, and interior design technology will all benefit from involvement in this unique project at the Vermilion campus. It will also help alleviate the shortage of residence space. In addition to positioning Lakeland as a leader in green building design, the eco-residences will be a marketing tool to attract more students to Lakeland.
2010 - 2014 Business Plan
Preservation capital Priority
Project Name
Location
Budget
1
Library improvements
Vermilion campus
$840,000
2
Security, door access control
Both campuses
$1.25 million
3
Site upgrades
Both campuses
$765,000
4
Road repairs
Both campuses
$561,000
5
Parking lot repairs
Both campuses
$1.53 million
6
Pave main parking lot
Vermilion
$1.53 million
Library improvements To improve accessibility, accommodate technology changes, enhance lighting and provide spaces for student group work, many changes are needed in the library at the Vermilion campus. The space needs modernizing to accommodate student and staff needs. Security, door access control Security upgrades are underway but additional funding is needed to complete the upgrade and create one integrated system. Site upgrades Signage throughout Lakeland is out-of-date and does not accurately reflect the layout of the campuses. In addition, fencing and benches have deteriorated and need to be replaced. Road repairs Many campus roads have cracks and holes that need to be repaired. Parking lot repairs In a March 2008 student satisfaction survey, students stated they are not satisfied with the parking space on campus. In an effort to address their concerns, Lakeland will repair and replace parking lots as required. Paving main parking lot Currently the main parking lot at the Vermilion campus is gravel. Students use the lot and complain about having to walk in mud. An asphalt surface will help beautify the site.
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In recent years Lakeland has generated substantial unrestricted net assets in anticipation of modernizing the nine residence buildings at the Vermilion campus that were built in 1983. To date six buildings have been renovated. Two more buildings will be updated in 2010. Lakeland has requested ministerial approval to use unrestricted net assets for this project during the 2010-2011 fiscal year. Looking beyond 2010-2011, Lakeland anticipates its expenses will exceed revenues. To maintain its current level of service Lakeland will either need further financial assistance from the Government of Alberta or need permission to run a deficit budget. If neither occurs, cuts to services and/or programs will be required to balance the budget.
2010 - 2014 Business Plan
Budget
Key budget assumptions: • Alberta government grants will decrease 3.2% in 2010-2011. • Tuition will increase 1.5% from 2009-2010 rate. • Full load equivalents will increase 0.5%. • Revenue from fundraising will not increase. • Base funding support to ancillary operations will remain the same. • Residence rates will increase 4%. • Employees won’t receive a cost of living salary increase but will receive salary step increases based on years of service.
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budgeted statement of cash flows for year ending June 30, 2010
2010 - 2014 Business Plan
Cash generated from Revenues Budget 2009/10 Grants - Operating $ 34,276,342 Contract Services 1,919,273 Tuition and Related Fees 10,686,883 Other Revenues 7,135,401 Grants - Capital 875,000
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54,892,899
Cash used in Operations Salaries and Benefits Supplies and Services Cost of Goods Sold Insurance Interest Facility Costs Utilities Residence Renovations Repayments of Long Term Debt
(34,998,336) (9,893,576) (1,563,013) (483,258) (211,216) (1,707,370) (2,338,330) (3,600,000) (607,462)
(55,402,561)
Capital Acquisitions*
(3,385,000)
Net Change in Cash Flows
(3,894,662)
*Excludes major capital projects
$
Statement of operations for the period ending June 30
2009/10
Revenue Government grants 34,276,342 Contract services 1,919,273 Tuition and other fees 10,686,883 Sales, rentals, and services 4,466,973 Donations 259,885 Investment income 410,000 Other revenue 1,998,543 Amortization - deferred capital contr. 2,650,000 Total revenue 56,667,899
Excess or (deficiency) of revenue over expenses on regular operations Residence renovation expenses Excess or (deficiency) of revenue over expenses total
2010/11
2011/12
2012/13
2013/14
33,268,772 33,149,015 34,143,395 35,167,607 2,172,572 2,172,572 2,172,572 2,172,572 10,772,441 10,987,890 11,207,648 11,431,801 4,453,963 4,529,272 4,606,840 4,686,735 315,235 315,235 315,235 315,235 470,000 470,000 470,000 470,000 2,164,762 2,164,762 2,164,762 2,164,762 3,400,000 3,400,000 3,400,000 3,400,000 57,017,745 57,188,746 58,480,452 59,808,712
738,892 749,601 749,601 749,601 749,601 415,148 415,148 415,148 415,148 415,148 34,998,336 35,128,619 35,831,219 37,622,826 39,503,987 6,830,944 6,923,979 6,923,979 6,923,979 6,923,979 1,563,013 1,478,568 1,478,568 1,478,568 1,478,568 1,908,592 1,556,404 1,556,404 1,556,404 1,556,404 483,258 365,940 365,940 365,940 365,940 211,216 228,637 228,637 228,637 228,637 1,707,370 1,586,342 1,586,342 1,586,342 1,586,342 2,338,330 2,334,507 2,334,507 2,334,507 2,334,507 4,972,800 6,150,000 6,150,000 6,150,000 6,150,000 56,167,899 56,917,745 57,620,345 59,411,952 61,293,113 500,000
100,000
(431,600)
3,600,000
1,800,000
-
(3,100,000) (1,700,000)
(431,600)
(931,500) (1,484,400) -
2010 - 2014 Business Plan
Expenses Professional development Scholarship expense Salary and benefits Supplies and services Supply of goods and services Consulting fees Insurance Interest expense Facility costs Utilities Amortization Total expenses
Projected Budget
-
(931,500) (1,484,400)
Page 23
Expenses by source 2010-2011 Fiscal Year Supplies & services 17% Scholarships 1%
Salaries (salaries, benefits & PD) 62%
Facilities (facilities, utilities, insurance & interest) 9%
Amortization 11%
2010 - 2014 Business Plan
Revenue by source 2010-2011 Fiscal Year
Page 24
Investment, donations and other income 5%
Amortization of deferred capital contributions 6%
Sales, rentals & services 8% Contract fees 4% Tuition & other fees 19%
Grants 58%
Our MISSION To inspire our learners to realize their individual potential. Our VISION To achieve educational excellence in a people-centred environment. Our VALUES are Respect, Safety, Trust, Pride, Ethics, Quality and Accountability.
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