The NLC Plan 2016-2019

OUR PURPOSE. OUR PATH. THE NLC PLAN 2016–2019

TABLE OF CONTENTS

Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Mandate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Accountability Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Institutional Context. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Key Focus Areas, Strategic Vision, Priority Initiatives & Outcomes. . . . . 14 Appendix A: Financial and Budget Information . . . . . . . . . . . . . . . . . . 31 Appendix B: Enrollment Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Appendix C: Community Outreach and Underrepresented Learners . . . . 43 Appendix D: Capital Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Appendix E: Information Technology Plan. . . . . . . . . . . . . . . . . . . . . . 57

With respect for cultures‌

and the needs of communities,

Northern Lakes College provides quality educational programs and services which enable adults to continue their education, to improve their employment opportunities, and to enhance their quality of life.

6

THE NLC PLAN 2016-19

EXECUTIVE SUMMARY

THE NLC PLAN 2016-19 7

Northern Lakes College is a growing and unique institution that serves a region of 164,000 square kilometers, and more than 50 communities including ten First Nations and four Métis Settlements.

With the key value of access at our core, we have developed distance learning strategies to enable students throughout our region to access most of the programs we deliver. Our distance learning strategies are a blended delivery model using a variety of integrated technologies to connect our students and faculty, and to provide necessary supports for students in remote campuses or communities. In the past year NLC has been requested to share the success of our delivery model at the Conference Board of Canada Conference in Edmonton and now have been asked by the Conference Board of Canada to present a webinar to an audience throughout Canada.

Northern Lakes College has always been connected to our communities through our Community Education Committees, and we have responded to the needs of our region. In the past year we have added three new programs including the Paramedic program, the Community Health Promotions Certificate and Diploma programs and the Water/Wastewater Certification program. As well, our Power Engineering Lab in Peace River came on stream this year and has provided enhanced opportunity for our learners. We have also added Mobile Trades Training units to support outreach to smaller communities to access pre-Apprenticeship, pre-Technology and Dual Credit programming. Future plans include the addition of environmental programming as well as programs to support our growing Forestry industry.

We continue to focus on ensuring that Northern Lakes College is connected to the needs of our communities and that learners in our region continue to have access to the economic opportunities now and in the future. NLC is an active partner within CampusAlberta and has created opportunities for enhanced program delivery throughout our region with our CampusAlberta partners.

The Board of Governors of Northern Lakes College has identified five Key Focus Areas: • Excellence in Education • NLC as a Learning Partner for Life • Connected to our Communities • Build Capacity for the Future • Applied Research

Ann Everatt President and CEO

Daniel Vandermeulen Chair, Board of Governors

EXECUTIVE SUMMARY

Northern Lakes College has developed a Comprehensive Institutional Plan (CIP 2016 – 19) to guide our College’s strategic planning process. This plan is intended to be the catalyst to guide the ongoing strategic planning process that will result in the development of credit and non-credit programming to support the economic and community development needs of the communities we serve. As well, we have focused this plan on the ongoing development of student success initiatives, technology enhancements and community engagement opportunities. The region served by Northern Lakes College has a diversified economy which includes significant growth in Oil and Gas, Forestry and Agriculture sectors.

THE NLC PLAN 2016-19

MANDATE

8

MANDATE NORTHERN LAKES COLLEGE is a public, board-governed college operating as a Comprehensive Community Institution under the authority of the Post-secondary Learning Act of Alberta. Northern Lakes College is a dynamic college that contributes to continuous improvement in the lives of learners in rural communities.

Innovative program and service delivery models are designed to overcome access challenges for learners in remote communities. As a member of Campus Alberta, Northern Lakes College offers and facilitates programs and educational services in a large rural region of Northern Alberta that includes many First Nations and MĂŠtis communities.

Working within the framework of Campus Alberta allows Northern Lakes College to provide opportunities from other educational institutions, to reach out to other regions where requested, share services, improve transfer options for learners, and participate in applied research, typically with partner institutions.

The College contributes to community development, leadership capacity, and vibrant communities through a unique partnership with a network of local Community Education Committees.

The Board recognizes the Council of Community Education Committees as the principal advisory body of the College through a Statement of Mutual Respect.

The committees and their council identify program and service needs for their communities and regions, support individual learners, and advise each other about best practices in community education. The College plays an important role in the communities by providing facilities, leadership, and activities that contribute to the educational, social, cultural, recreational, and economic development of the region.

The College offers certificates and diplomas leading to careers in health and human services, education, information technology, technical occupations, culinary arts, business, creative fine arts, and resource-based industries. The College also offers pre-employment programs and apprenticeship training. A University Studies

diploma is offered which leads to degree completion opportunities in partnership with degree-granting institutions. Preparatory programs include second language instruction, adult basic education, adult high school, life management, and employability preparation. Preparatory programs are a key factor in preparing learners for postsecondary education and long-term meaningful employment.

The College also responds to workforce development and cultural awareness needs. Non-credit offerings include supervisory and safety related certificates, contract and in-service training, and customized employability programs.

The College sponsors Aboriginal cultural events and offers educational programming from the Native Cultural Arts Museum.

The College is committed to student support services that reflect the communities served and the needs of local learners. Student success is encouraged by providing a supportive learning environment and strong counselling services in Community Learning Centres and regional campuses. All sites are equipped with technology for online learning and additional student support. Family support is available when the College delivers education close to home or in regional campuses where student housing is available. As a partner in Alberta-North, student support infrastructure extends across northern Alberta and into the Northwest Territories.

As a Comprehensive Community Institution within the postsecondary system, Northern Lakes College is a regional steward with a defined role: to provide or facilitate access to a range of adult learning services and opportunities across the College’s geographic service area. The College collaborates with industry, agencies, community groups, local governments, school divisions and post-secondary institutions to provide access to quality programs, services, and courses. This collaboration includes post-secondary programs offered through Campus Alberta partners and high school courses offered jointly with public schools. The College is a member of the Woodland Operations Learning Foundation, an industry driven partnership, which aims to standardize quality training for forest occupations.

THE NLC PLAN 2016-19 9

APPLICABLE LEGISLATION AND REGULATIONS The Board has responsibilities under, and is subject to, a number of statutes and regulations including the: • Post-secondary Learning Act; • Alberta Public Agencies Governance Act; • Financial Administration Act; • Government Accountability Act; • Freedom of Information and Protection of Privacy Act; • Lobbyists Act; • Workers’ Compensation Act; • Labour Relations Code; • Occupational Health and Safety Code; • Public Service Employee Relations Act; • Results Based Budgeting Act; • Public Interest Disclosure (Whistleblower Protection) Act; • Charitable Fund-raising Act; and • Canada Income Tax Act and Regulations.

The Post-Secondary Learning Act provides the primary legislation for public post-secondary institutions in the province of Alberta.

Regulations enacted under the PSLA include: • Campus Alberta Sector Regulation; • Model Provisions Regulation; • Programs of Study Regulation; and • Public Post-Secondary Institutions’ Tuition Fee Regulation.

THE NLC PLAN 2016-19 10

ACCOUNTABILITY STATEMENT

This Comprehensive Institutional Plan (CIP) was prepared under the direction of the Board of Governors of Northern Lakes College. It was prepared in accordance with legislation and associated ministerial guidelines, and in consideration of all policy decisions and material, economic, or fiscal implications of which the Board is aware.

Daniel Vandermeulen, Chair, Board of Governors

THE NLC PLAN 2016-19

MEMBERS OF THE BOARD OF GOVERNORS

11

Dan Fletcher

vacant

Inier Cardinal

Public Member (Chair)

Public Member (Vice-Chair)

Public Member

Public Member

vacant

Fern Welch

Ray Stern

Shona Hommy

Public Member

Public Member

Public Member

Faculty-nominated Member

Odessa Ptashnyk

vacant

Ann Everatt

Staff-nominated Member

Student-nominated Member

President & CEO

SENIOR MANAGEMENT TEAM Ann Everatt

Madeline McVey

Robert LeSage

Dana Hynes

President and CEO

Vice President, Academic

Vice President, Corporate Services and CFO

Senior Director, Human Resources

ACCOUNTABILITY STATEMENT

Daniel Vandermeulen

THE NLC PLAN 2016-19 12

INSTITUTIONAL CONTEXT WE ARE NORTHERN. Northern Lakes College encompasses a service region of 164,000 square kilometers with 23 campuses and five Community Access Points in northern Alberta.

WE ARE DISTRIBUTED-SUPPORTED LEARNING. We use technology to serve over 50 communities across the province.

WE ARE COMMUNITY. We’re proud to provide post-secondary education to ten First Nations and four Métis Settlements within our service region. 68% of our students are Indigenous.

WE ARE CONNECTED. A distinct Community Education Committee (CEC) represents each of the communities we serve on the Council of Community Education Committees (CCEC), the principal advisory body of the College.

WE ARE RESPONSIVE. NLC engages with business, industry, and communities, to ensure our programs meet their needs.

WE ARE INNOVATIVE. Using blended delivery and mobile training facilities, we bring quality post-secondary education to the student’s community.

WE ARE GROWING.

THE NLC PLAN 2016-19 13

INSTITUTIONAL CONTEXT

OUR MISSION: With respect for cultures and the needs of communities, Northern Lakes College provides quality educational programs and services which enable adults to continue their education, to improve their employment opportunities, and to enhance their quality of life.

OUR VISION Northern Lakes College will be recognized as a first-choice community-based college with the most accessible programs and services in Alberta.

OUR CAMPUSES Athabasca

La Crete (CAP)

OUR VALUES

Atikameg

Loon River (CAP)

To achieve our mission and vision, we share values that guide our practices and behaviours. We value:

Cadotte Lake

Paddle Prairie (CAP)

Chateh

Peace River (2)

Driftpile

Peavine

East Prairie (CAP)

Peerless/Trout Lake

Fort Vermilion

Slave Lake (3)

Fox Creek (CAP)

Smoky River (McLennan)

• Community • Respect • Accessibility • Collaboration • Excellence

Gift Lake

• Lifelong Learning

Grande Prairie

KEY FOCUS AREAS Excellence in Education NLC as the Learning Partner for Life

Grouard High Level High Prairie (3)

Stony Point (Wabasca) Valleyview CAP=Community Access Point

Connected to our Communities

PROGRAM AREAS

Build Capacity for the Future

Basic & Preparatory Programs

Applied Research

Business Continuing Education & Corporate Training Health Human Services Resource Technology Trades & Apprenticeship University Studies

THE NLC PLAN 2016-19 14

STRATEGIC VISION, PRIORITY INITIATIVES & OUTCOMES

At Northern Lakes College we are taking bold action to provide excellent service to our students. We are investing in innovative technology that connects our students to knowledge and new skills, and we are working meaningfully with partners to provide access to quality education for some of Alberta’s most northern, rural and remote communities.

THE NLC PLAN 2016-19

AFFORDABILITY, ACCESSIBILITY & QUALITY

15

EXCELLENCE IN EDUCATION

Key Focus Area: Excellence in Education Spanning 164,000 kilometers with 23 campuses and 5 CAP sites, Northern Lakes College is a leader in supported, community-based, distributed education. By investing in technology, creating new learning pathways, and fostering partnerships and a community of learning, NLC strives for excellence.

MINISTRY OBJECTIVES: Quality & Accessibility

STRATEGIC VISION 1. Enhance access through technology upgrades to support our model of teaching and learning, focusing on mobile technologies and selfservice models Northern Lakes College established its reputation by offering access to outstanding programs through cutting-edge technology, well ahead of the curve. It is time for the College to prioritize investments in technology to regain our advantage in distributed learning.

PRIORITY INITIATIVES

OUTCOMES

PERFORMANCE MEASURE

TIMELINE

Explore mobile technology and the enhanced use of ebooks

Improved student experience and learning outcomes

Student & staff feedback

June 2018

Enhanced student services providing ease-of-use within NLC processes

New technology applications are integrated

Interdisciplinary, in-unit, mobile and high fidelity simulation training trailers in Trades, Health and Human Services programs

Accessible, flexible program delivery

Deployed mobile training trailers

Expanded awareness of various career paths

June 2016 and ongoing

THE NLC PLAN 2016-19 16

EXCELLENCE IN EDUCATION

STRATEGIC VISION 1. Continued Improve the information technology foundation infrastructure

Enhanced Campus Network Connectivity Ensure a compliant and secure environment through identity and access management Upgraded Local Area Network and wireless network Improved electronic records management

Grow strategic IT capabilities to improve learner services

Enhanced online presence through a new College website and online registration & payments Enhanced mobility and collaborative capacity for staff and students by implementing Office 365

Transform our College-wide information technology environment

Successful implementation of Cloud and Shared services strategy Enhanced security Increased bandwidth

June 2019 June 2018 June 2018

Document management system implemented

June 2017

Increased web traffic

June 2018

Increased number of online transactions

December 2017

Office 365 implemented

Implement a well-integrated, intuitive and user-friendly Enterprise Information System

Fully integrated EIS

June 2018

Unique requirements for competency-based assessment are met by implementing a new Learning Management System

Learning Management System Implemented

June 2019

Alignment is achieved between IT and College Stakeholders by developing a best in class IT governance framework

Governance framework established

June 2018

Enhanced Cyber Security through awareness, assessment, training and system audit initiatives

Ensure infrastructure, applications. And employees do not compromise security.

June 2018

Mytrade Secrets Integration

Mytrade Secret integration complete

June 2018

THE NLC PLAN 2016-19 17

KFA: EXCELLENCE IN EDUCATION

THE NLC PLAN 2016-19 18

EXCELLENCE IN EDUCATION

STRATEGIC VISION 2. Create additional pathways for students At NLC, we are committed to ensuring our programs are accessible to all students. We support our students as they create flexible, custom education plans that fit into their lives. Additional pathways will provide more options for students to pursue their goals.

PRIORITY INITIATIVES

OUTCOMES

PERFORMANCE MEASURE

TIMELINE

Ladder programs by ensuring transferability to higher levels of learning

Ease of transition into higher levels of education

Ratio of students entering higher level programs

Ongoing

Transfer agreements complete

June 2017

Ensure all post-secondary programs have transfer agreements in place

Implement new programs aligned with labour market demands with a focus on environmental and forestry sectors

Well prepared professionals in high demand areas

Enrollment growth

Ongoing

Continue to develop online delivery options to enhance access to programs such as: Oil Field Operator, Welder Period 1 and Carpenter Period 1

Increased access and enrollments

Year over year enrollment growth

June 2017

Investigate and provide access to a broader range of degree completion opportunities through partnerships with degree granting institutions

Increased access to a broader range of degree completion opportunities in the NLC service region

Degree granting partner(s) identified

September 2018

Build community capacity through program partnerships with various levels of government, business and industry

Increased employment prospects for graduates

Graduate employment rates

Meet labour market demands and offset cost of program delivery

Program offering available Ongoing

OUTCOMES

PERFORMANCE MEASURE

TIMELINE

Enhance program advisory committees to create a more meaningful link between academics and industry

Active engagement with key associations

Active Advisory Committees

September 2018

Expand water and wastewater programming through industry partnerships

Course offerings relevant to water and wastewater operators/industries

Number of courses, offerings and enrollment

September 2018

Ensure curriculum meets current demand

EXCELLENCE IN EDUCATION

PRIORITY INITIATIVES

19

Building local capacity and investing in our workforce is the key to success in the north. NLC will be the training provider of choice in our service region through both our credit programming as well as the Continuing Education and Corporate Training Division.

THE NLC PLAN 2016-19

STRATEGIC VISION 3. Training source for business and industry through partnerships with professional organizations, accrediting bodies, employers and unions

THE NLC PLAN 2016-19 20

NLC AS THE LEARNING PARTNER FOR LIFE

Key Focus Area: NLC as the Learning Partner for Life Northern Lakes College provides a unique learning experience where students can integrate education into their lives in the north. NLC creates a partnership with students by helping mitigate barriers and ensuring programs are responsive to labor market demands. Today we are ready to nurture this relationship with our alumni.

MINISTRY OBJECTIVES: Accessibility and Affordability

STRATEGIC VISION 4: Identify and mitigate the barriers to learning for our students At NLC, we develop supportive relationships with our students to empower them to overcome any challenges they may face. Quality post-secondary education coupled with intensive support paves the road to success.

PRIORITY INITIATIVES

OUTCOMES

PERFORMANCE MEASURE

TIMELINE

Create a Centre for Student Success incorporating relevant services in support of retention

Improved academic readiness Improved student perseverance Ease of access to academic and personal support

Improved retention and success rates Increase FLEs

September 2017

Implement the Truth & Reconciliation Commission calls to action for postsecondary institutions

Cultural awareness among staff and culturally appropriate supports for Indigenous students

Improved retention and success rates

June 2017 and ongoing

Provide a comprehensive wellness program to support student success

Improved retention term to term

Improved retention rates

Improved persistence through program

Increased FLEs

Reduction in barriers to successful completion

Increased staff cultural awareness

Increased graduation rates

Ongoing

OUTCOMES

PERFORMANCE MEASURE

TIMELINE

Integrate preparatory education offerings including preemployment trades programs and foundational learning

Well prepared students entering all programs

Enrollments in preparatory courses

June 2017

Establish universal instructional design model in all programs

Universal instructional design fully incorporated in all platforms

Increased student success and retention

September 2018

Increase access to foundational learning by making it available online

Basic Education Level courses online and accessible to a broader market

Increased student access throughout Alberta

September 2016

Utilize strategic enrollment management data measures to improve recruitment, student success and graduation rates

Established key metrics for strategic planning

Increased enrollments

June 2016

Increase access to financial resources and financial knowledge for students

Increased access to programs Fully utilized award offerings

Strategic priorities are identified through comprehensive data analysis

Fully utilized student award distribution

Increased retention Increased graduation rates

Increased enrollments Increased retention

September 2016

NLC AS THE LEARNING PARTNER FOR LIFE

PRIORITY INITIATIVES

21

NLC aligns programs with labour market demands while ensuring accessibility through distance delivery and student supports.

THE NLC PLAN 2016-19

STRATEGIC VISION 5: Develop and implement relevant programs and services, delivery models and student support services

THE NLC PLAN 2016-19 22

NLC AS THE LEARNING PARTNER FOR LIFE

STRATEGIC VISION 6: Develop Alumni processes and practices that will lead to ongoing relationships with our students Our graduates are ambassadors for the College: proof that we make a difference. We aim for graduates to return to NLC for higher levels of education and professional development.

PRIORITY INITIATIVES

OUTCOMES

PERFORMANCE MEASURE

TIMELINE

Develop an alumni program

Develop clear objectives and benchmarks

Completion of Alumni processes and practices document

June 2017

Develop and implement an Alumni Strategic Plan

Engage mentors

Completion of Strategic Plan

June 2017

Increase financial support

Increased alumni contributions

THE NLC PLAN 2016-19

Key Focus Area: Connected to our Communities

MINISTRY OBJECTIVES: Affordability & Quality

STRATEGIC VISION 7: Create opportunities for service learning in all of our programs and to work in support of our communities NLC students and staff will be given opportunities to contribute meaningfully to our communities through service learning, internships and co-op placements.

PRIORITY INITIATIVES

OUTCOMES

PERFORMANCE MEASURE

TIMELINE

Investigate experiential and entrepreneurship potential in course and program development opportunities

Co-op programs, work experience, internships in all programs

Program opportunities implemented

Ongoing

Support community needs through volunteerism and service learning opportunities

Increased number of student volunteers and service learning projects

Improved retention rates

June 2017

Increased awareness of NLC Increase the profile of NLC through staff relationships within the community and education institutions

Strengthen relationships within the community and build awareness of NLC programs

Continue hosting cultural events within our communities Foster opportunities for community engagement through student-based activities

Increased enrollments

Number of service learning activities

September 2016 and ongoing

Celebrate culture within the service region

At least two events annually

Ongoing

Increased student engagement

Improved retention rates

September 2016 and Ongoing

A service learning plan for every program

Enhance learning Increased community awareness of NLC

Improved success rates

CONNECTED TO OUR COMMUNITIES

We are proud of our long-standing relationships with business and industry, and the Community Adult Learning Programs. Our connection to community will continue to be strengthened through service learning and volunteerism.

23

We are committed to community-based education, and we maintain Community Education Committees in every community we serve. These committees form the Council of Community Education Committees, the principal advisory body to the College, with representatives spanning the service region.

THE NLC PLAN 2016-19

CONNECTED TO OUR COMMUNITIES

24

STRATEGIC VISION 8: Continue to enhance the role of the Community Education Committees and work in collaboration with the Community Adult Learning Programs NLC has formed local Community Education Committees in each community we serve. The CEC is responsible for providing input to College programming, serving as ambassadors and administering a Community Program Fund intended to support and encourage student success. NLC is taking action to empower the CECs and strengthen our community-based model.

NLC has a history of working closely with local Community Adult Learning Programs, mandated to provide foundational adult learning and essential skills training. By collaborating with the CALPs, our communities will benefit from a robust continuum of learning.

PRIORITY INITIATIVES

OUTCOMES

PERFORMANCE MEASURE

TIMELINE

Ensure the Community Education Committee members are in leadership and educational roles within their communities

Continuous commitment to a community-based education model

Five CEC meetings and Three CCEC meetings per annum

Ongoing

CEC to create a strategic plan for each community

Enhanced community-based approach

Completion of plans

June 2018

Provide a spring workshop for all CEC members to attend, focusing on a theme of significance within the service region

Build capacity within our CEC members

Workshop completion annually

Ongoing

Partner to provide foundational adult learning and preparatory education for existing and prospective NLC students

Create inter-agency synergies within the Adult Learning System

Comprehensive slate of programs and courses available

September 2016 and ongoing

OUTCOMES

PERFORMANCE MEASURE

TIMELINE

Play an active role with regional organizations with an economic development mandate, such as: PREDA, REDI, LSLEA and the Chambers of Commerce

Strong industry partnerships within our communities

Strengthened partnerships and working relationships

Ongoing

Regular business and industry engagement activities

Align programs with industry needs

Enhanced engagement

Ongoing

Business and industry participation on advisory committees

Ensure relevant programming and curriculum

Industry participation

Ongoing

Programming responsive to industry needs

Work in partnership with private sector

CONNECTED TO OUR COMMUNITIES

PRIORITY INITIATIVES

25

In order to ensure we are matching programs with labour market demands, NLC will maintain strong linkages with business and industry through membership in economic development organizations and ongoing engagement events.

THE NLC PLAN 2016-19

STRATEGIC VISION 9: Regular and ongoing engagement with Business and Industry

THE NLC PLAN 2016-19 26

BUILD CAPACITY FOR THE FUTURE

Key Focus Area: Build Capacity for the Future Northern Lakes College is making significant investments in technology, professional development and new facilities. Our enrollments and program offerings are growing; we must develop our people and ensure our facilities meet learning needs.

MINISTRY OBJECTIVES: Quality & Accessibility

STRATEGIC VISION 10: Recruit qualified staff – recruit, retain, develop and celebrate our people NLC benefits from having many long-term employees who have dedicated many years of their lives to the College. These long-term employees have retirement in their sights and a wave of new staff are helping shape our future. NLC is committed to our staff and will invest in our people – to recruit, retain, develop and celebrate them.

PRIORITY INITIATIVES

OUTCOMES

PERFORMANCE MEASURE

TIMELINE

Enhance the College website, marketing and brand to ensure NLC attracts top quality faculty and staff

Attract well qualified faculty and staff.

Completion of Website upgrades

June 2017

Enhance professional development available to all NLC employees to advance educational qualifications

Staff attain higher levels of education.

Number of staff supported to attain credentials

September 2016

Implement succession plans and cross-train personnel in all departments

Attain a higher degree of business continuity.

Completion of succession plans

June 2018

THE NLC PLAN 2016-19

STRATEGIC VISION 11: Ensure the College is recognized as a financially sustainable organization

27

We understand that financial sustainability is essential; our students depend on it.

OUTCOMES

PERFORMANCE MEASURE

TIMELINE

Ensure annual audits are completed on time and all OAG recommendations are implemented

Improved financial processes

Audit & Recommendations Complete

Ongoing

Focus on raising and effectively utilizing needed resources to advance the College

Financial Sustainability

Consolidated statement of operations is balanced or in surplus at fiscal year-end

Ongoing

Build additional revenue sources through entrepreneurial activities

Financial Sustainability

Increased donations and other contributions amount on consolidated statement of operations

Ongoing

BUILD CAPACITY FOR THE FUTURE

PRIORITY INITIATIVES

THE NLC PLAN 2016-19 28

KFA: BUILD CAPACITY FOR THE FUTURE

STRATEGIC VISION 12: Prepare for infrastructure funding by having a Campus Development Master Plan and shovel-ready projects Northern Lakes College is unique in many ways, maintaining 23 campuses and 5 CAP sites is one of them. Many NLC facilities are in dire need of replacement and needs can only be met with new builds. We plan to realize this vision because our students deserve it.

PRIORITY INITIATIVES

OUTCOMES

PERFORMANCE MEASURE

TIMELINE

Complete a Campus Master Plan

A long term approach to campus development and improvement

Completion

January 2017

Implement recommendations for campus renewals, replacements and critical infrastructure (including Information Technology) as prescribed in the Campus Master Plan

Increased employee efficiency

Student satisfaction

Ongoing

Increased access to education in remote communities and improved delivery with the service region

Increased enrollments in remote communities

Build a new consolidated High Prairie Campus

All programs will be in one facility

Build completion

June 2018

Build a new Trades & Technology Centre at the Slave Lake Campus

Provide continuous and robust access to trades and technology education in Northwestern Alberta

Build completion

June 2018

Complete Community Learning Centre Projects Phases 1 and 2

Facilities build to purpose for teaching and learning

Build completions

Phase 1: June 2019

New facility to replace old facility that no longer meets student needs

Phase 2: June 2020

THE NLC PLAN 2016-19 29

KFA: APPLIED RESEARCH

Key Focus Area: Applied Research Traditionally, Northern Lakes College has engaged in applied research in a limited capacity.

However, applied research has been identified as an area of growth and we are prepared to make the investment.

MINISTRY OBJECTIVES: Quality

STRATEGIC VISION 13: Improve capacity in teaching, learning technologies and distributed learning Technology is essential to what we do and how students access education. NLC will focus applied research efforts on teaching and learning technologies in a distributed learning environment.

PRIORITY INITIATIVES

OUTCOMES

PERFORMANCE MEASURE

TIMELINE

Implement a research fund accessible to faculty and staff to apply to projects and/or release time

More staff undertaking applied research projects

Increased number of research projects

June 2017 and ongoing

Engage partnerships with various stakeholders, other postsecondary institutions and legislative bodies to enhance research opportunities focused on teaching and learning

Increased applied research opportunities for faculty and staff

Number of research projects undertaken

Ongoing

THE NLC PLAN 2016-19

APPENDIX A

31

Financial and Budget Information

THE NLC PLAN 2016-19 32

FINANCIAL AND BUDGET INFORMATION

2016-17 BUDGET WITH BUDGET 2016-17, FORECASTS 2017-18 & 2018-19 (THOUSANDS OF DOLLARS)

2016-17 Budget

2017-18 Forecast

2018-19 Forecast

$

$

$

Revenue Government of Alberta grants (Note 1) Federal and other government grants

33,007

33,663

34,232

527

527

527

7,129

7,385

7,652

Sales of services and products (Note 3)

803

809

815

Donations and other contributions

610

612

612

Investment income

652

652

652

Student tuition and fees (Note 2)

Total

$

42,728

$

43,648

$

44,490

Expenses By Object Salaries and benefits (Note 4)

26,461

27,086

27,730

Materials, supplies and services (Note 5)

10,885

11,037

11,192

1,340

1,358

1,377

Utilities (Note 6) Maintenance and repairs (Note 7)

327

332

336

Cost of goods sold (Note 8)

1,386

1,405

1,425

Scholarships and bursaries

100

100

100

Amortization of capital assets

2,230

Total

$

42,728

2,330 $

43,648

2,330 $

44,490

Expenses By Function Instruction Academic and Student Support Institutional Support Facility Operations and Maintenance Anciliary Services Total Excess (or deficiency) of Revenue over Expenses

13,455

13,745

14,010

9,267

9,467

9,649

12,860

13,137

13,390

6,274

6,409

6,533

872

891

908

$

42,728

$

43,648

$

44,490

$

0

$

0

$

0

THE NLC PLAN 2016-19

NOTES

33

Note 2: 2017-2018 and 2018-2019 credit based tuition is forecasted to increase by 5% and non-credit tuition is forecasted to increase by 2% Note 3: Sales of services and products revenue is forecasted to increase on average by 1.5% Note 4: Annual grid increases and new positions are forecasted to give salaries and benefits an increase of 2% in 2017-18 and 4% in 2018-19 Note 5: Materials, supplies and services are anticipated to increase by 1.4% (CPI estimate) Note 6: Utilities are anticipated to increase by 1.4% (CPI estimate) Note 7: Maintenance are anticipated to increase by 1.4% (CPI estimate) Note 8: Cost of goods sold are anticipated to increase by 1.4% (CPI estimate)

FINANCIAL AND BUDGET INFORMATION

Note 1: Base funding to increase by 2%

THE NLC PLAN 2016-19 34

FINANCIAL AND BUDGET INFORMATION

BUDGETED STATEMENT OF CASH FLOWS 2016-17 (THOUSANDS OF DOLLARS)

2016-17 Budget Operating transactions Excess (deficiency) of revenue over expense

$

-

Add (deduct) non-cash items:

2,230

Amortization of tangible capital assets

(1,500)

Amortization of spent capital deferred contributions

730

Cash provided by Operating transactions Capital transactions

(1,456)

Acquisiton of tangible capital assets

300

Proceeds on sale of tangible capital assets

(1,156)

Cash applied to Capital transactions Investing transactions Purchase of investments, net of sales

(1,000)

Cash applied to Investing transactions

(1,000)

Decrease in cash and cash equivalents

$

(1,426)

THE NLC PLAN 2016-19

TUITION AND MANDATORY FEES

36

TUITION AND MANDATORY FEES Mandatory Instructional Fees 2015-2016 No increase

TUITION FEES

2016-2017 0% increase

$100 per credit to a max of $2000 per term

$100 per credit to a max of $2000 per term

Certificate Career Programs

$118 per credit

$118 per credit

Business Administration Certificate

$116 per credit

$116 per credit

Business Program Diplomas

$116 per credit

$116 per credit

Diploma Programs & University Transfer courses

$118 per credit

$118 per credit

$75 per credit

$75 per credit

$118 per credit

$118 per credit

Model 1 - Part-time intake for non-certified, working Aides based on prior learning assessment and a learning plan

$1,534 flat fee

$1,534 flat fee

Model 2 – Employed Student Tutored Education (ESTEP). Part-time & Pre-Client Service. In partnership with employers, providing a tutored option to uncertified aides who are working, but are not ready to challenge the program based on prior learning.

$1,534 flat fee

$1,534 flat fee

As set by funder

As set by funder

Power Engineering – 3rd Class

$63 per credit

$63 per credit

Power Engineering – 4th Class

$61 per credit

$61 per credit

Power Engineering – 5th Class

$56 per credit

$56 per credit

$228 per course

$228 per course

$98 per week Set by Apprenticeship Board

$98 per week Set by Apprenticeship Board

$166 per week to max of $5070

$166 per week to max of $5070

200% of tuition

200% of tuition

50% of tuition

50% of tuition

CEUs

As per regular tuition schedule

Academic Upgrading

Emergency Medical Responder Health Care Aide (full-time offerings) Health Care Aide In-Service

Integrated Training Programs: To be determined

Survey Theory & Calculations Trades - Apprenticeship Trades - Pre-Employment International Visa Students Challenge /Audit fee Dual Credit Fees

Non-Instructional Fees

Career Planning Assessment Fee Document Re-issuance Fee Invigilation Fee Challenge Fee Prior Learning Assessment Fee

2015-2016

2016-2017

DESCRIPTION

$ 55

$60

Fee only applies if this service is selected.

$15 per document

$15

Transcripts (if not requested through Apply Alberta), results statements, parchments.

$38 per scheduled hour

$40 per scheduled hour

Supervision of external non-public post-secondary examinations.

Not applied to eCampusAlberta and Alberta-North partners

$50% course tuition

$50% course tuition

Students may seek a grade for a course through alternate means of a comprehensive challenge exam or through assessment of informal evidence.

2016-2017

DESCRIPTION

$42 per credit

Work Experience courses capped at 4 credits for fee assessment purposes.

$58 per credit

$58 per credit

Excludes practicum credits

$275 per program $ 65 per credit

$275 per program $ 65 per credit

Excludes uniforms

• Management Studies • Accounting

$ 72 per credit $ 72 per credit

$ 72 per credit $ 72 per credit

Resource fee for collaborative diploma aligned with Portage College (eCampus).

Practicums for all programs

$17 per credit

$17 per credit

To offset costs for practicums

Addiction Services Worker

$65 per credit

$68 per credit

$65 per credit

$65 per credit

• Full program • In-service Model 1 - part-time PLAR intake • In-service Model 2 - Employed Student Tutored Education (ESTEP)

$550 per program $ 55 optional $275 per program

$550 per program $ 55 optional $275 per program

Oilfield Operator Training

$107 per credit

$107 per credit

• 3rd Class • 4th Class • 5th Class

$1171 per program $1112 per program $ 439 per program

$950 per program $940 per program $ 330 per program

Survey Theory & Calculations

$20 per course

$20 per course

Trades: Pre-Employment

$69

Careers (exceptions: Business Admin Diploma & Addiction Services Worker) Health Careers: • Emergency Medical Responder • Emergency Medical Technician Business Administration Diploma

College & Career Preparation Program • Diploma Programs • Practical Nurse • Social Work • University Transfer Health Care Aide: PLAR - Only applies if the text/workbook is requested.

ESTEP - No lab kits – using employer equipment.

Power Engineering:

Carpenter

$500

Welder

$500

Electrician

$300

Millwright

$300

Full amount payable even if only taking part of the program

Material fees. Excludes apprenticeship exam fees, ILMs or textbooks

Trades: Apprenticeship

$69

Set by AIT

Evaluation Fee or Transfer Credit, Advanced Standing

$55 per application

$55 per application

GED Exam Fees

$200 Writing Fee $200 Rewrite Fee

$200 Writing Fee $200 Rewrite Fee

As set by the Apprenticeship Board (plus textbooks); excludes apprenticeship exam fees

Student Association Fees – For Information 2015-2016 Student Association Fee

$140/year; or $70/term; or $25/term/part-time

2016- 2017 $2.80 per credit

DESCRIPTION As set by the Student Association.

TUITION AND MANDATORY FEES

$42 per credit

Academic Upgrading

37

2015-2016

THE NLC PLAN 2016-19

Learning Resource Fees: provides required textbooks, course materials and resources

39

APPENDIX B

Enrollment Plan

THE NLC PLAN 2016-19

APPENDIX B

THE NLC PLAN 2016-19 40

ENROLLMENT PLAN

ENROLLMENT PLAN BY PROGRAM AREA 2014-15, 2015-16= Actual 2016-17, 2017-18, 2018-19= Projected

Total FLE Enrollment

1239

2014-15

1158

2015-16

1260

2016-17

1367

2017-18

2018-19

1440

0

300

600

900

New Programs in 2016-17: Community Health Promotion Certificate & Diploma Emergency Medical Technologist- Paramedic Diploma Introduction to Surveying (pending approval)

1200

1500

2015-16

Total FLE Enrollment

1158

2016-17

1260

2017-18

1367

2018-19

1440 0

300

600

900

1200

1500

Basic & Preparatory Programs FLEs 385

2014-15

380

2015-16

The College is projecting a slight decrease in student enrollment in Basic & Preparatory Programs due to the recent adjustments to the Skills Investment Plan through Alberta Human Services that may affect access in remote communities.

370

2016-17

375

2017-18

380

2018-19 0

50

100

150

200

250

300

350

400

Business & University Studies FLEs 105

2014-15 2015-16

88

2016-17

88

2017-18

98

2018-19

106 0

50

Over the past several years we have experienced a stable enrollment pattern for Business and University Studies therefore we are projecting a continued stable enrolment environment.

100

150

200

250

300

350

400

Health Programs FLEs 225

2014-15 2015-16

253

2016-17

292

2017-18

318

2018-19

323 0

50

100

150

200

250

300

The enrollment projections for our Health Programs are increasing due to the integration of new programs as well as the ongoing enrollment increase in our existing Health Programs.

350

400

Human Services Programs FLEs 93

2014-15

106

2015-16

115

2016-17

121

2017-18

126

2018-19 0

50

100

The College is anticipating that the demand for Human Service programs will be stable over the next few years.

150

200

250

300

350

400

Resource Technology Programs FLEs 315

2014-15 2015-16

The College is anticipating a slight increase in our Power Engineering programs for 2016-17 due to the continued demand for this program in our region and the integration of our Power Engineering Laboratory. As well, we have changed the delivery model of our Oilfield Operator Program and therefore have increased access to this program and we anticipate an increased enrollment.

195

2016-17

202 225

2017-18

243

2018-19 0

50

100

150

200

250

300

350

400

Trades Programs FLEs 86

2014-15 66

2015-16

Beginning in 2016/17 we will be utilizing both of our Mobile Trades Units to provide enhanced access to pre-employment trades programming throughout our region. As well we have anticipated increased enrollment and seat allocations in our Mobile Crane and Hoist program. Therefore our projections include a slight increase in enrollment.

93

2016-17

105

2017-18

112

2018-19 0

50

100

150

200

250

300

350

400

THE NLC PLAN 2016-19

APPENDIX C

43

APPENDIX C

Community Outreach and Underrepresented Learners

THE NLC PLAN 2016-19

COMMUNITY OUTREACH AND UNDERREPRESENTED LEARNERS

44

COMMUNITY OUTREACH Northern Lakes College contributes to community development, leadership capacity and vibrant communities through a unique partnership with a network of local Community Education Committees (CECs) in every community we serve. Each CEC is represented by a member to cumulatively form the Council of Community Education Committees (CCEC). The NLC Board of Governors recognizes the CCEC as the principal advisory body of the College.

The committees and their council identify program and service needs for their communities and regions, support individual learners, and advise each other about best practices in community education. Local decision-making is enabled through Community Program Funds provided to each CEC to enhance student success through activities such as: community functions, student awards, and student recruitment and retention.

For over 40 years, the Council of Community Education Committees, comprised of local representatives, have met with the President and senior management on a regular basis. The Community Education Committees (CECs) are nominated by local governments and are appointed by the College. CECs collaborate for regional solutions and priorities in their community. Regional Managers and the President, and Executive staff of the College have regular meetings with the Council of Community Education Committees and have had the opportunity to present the Key Focus Areas and key strategies to this group for discussion and input.

NLC personnel are also responsible to represent the College on a variety of community organizations.

Currently the College is represented on the Lesser Slave

Lake Economic Alliance, the Peace Region Economic Development Alliance, the Rural Economic Development Initiative and multiple Chambers of Commerce.

Additionally, NLC works collaboratively with Community Adult Learning Programs, and often, their coordinators serve as CEC members. NLC also provides the CALPs with space for literacy and adult learning programming free of charge. Partnerships between NLC and local CALPs are currently in development to enhance literacy, computer literacy, essential and foundational skills support for NLC students.

NLC demonstrates a commitment to local Indigenous cultures through the ongoing operation of the Native Cultural Arts Museum located at the Grouard Campus.

The museum educates school groups, local residents and tourists to the area. Additionally, NLC hosts two major community events each year. The MĂŠtis Celebration in Grouard and the Round Dance in Slave Lake brings the region together to celebrate Indigenous cultures and recognize the significant role of Indigenous peoples in the area.

Community Engagement Communities are regularly consulted through ongoing engagement processes. Business & industry, K-12 school divisions, First Nations, MĂŠtis Settlements, municipalities, Community Adult Learning Programs and partner organizations are consulted regularly and have informed the development of the 2016-19 NLC Comprehensive Institutional Plan.

THE NLC PLAN 2016-19

UNDERREPRESENTED LEARNERS

45

NLC is taking a leadership role in response to the Truth and Reconciliation Commission Calls to Action for postsecondary institutions. Specific initiatives include cultural awareness training for staff, basic Indigenous language classes for staff and the development of space devoted to reconciliation practices to be located within the Native Cultural Arts Museum.

All communities within NLC’s service region have populations of less than 10,000 and include a strong rural base. Most NLC students could be defined as “rural learners”, with the exception of the Grande Prairie Campus.

Student life in northern, rural and remote communities is significantly different than in urban settings. Students experience barriers that are reflective of the challenges of the northern environment, social dynamics and cultures.

Not one community, within the NLC service region, offers public transportation, and most students do not own a car. Transportation is a primary barrier for many existing and prospective students.

Northerners and First Nations residents in the NLC service region tend to have children earlier in life which may delay pursuing post-secondary. Childcare is a major barrier to success because affordable childcare is scarce in the north. Students with children require additional supports to ensure success.

Funding also remains a significant barrier to northern students. First Nations and Métis education funding is often over-subscribed and students must wait to receive funding.

Academic Upgrading and Adult Basic Education are fundamental components of NLC’s programming. Often a complexity of social dynamics and insufficient high schools in northern communities create barriers for adolescents in the K-12 system. NLC is committed to filling this gap and laddering programming to provide opportunities at all levels of the learning continuum.

NLC has recently begun offering Adult Basic Education courses online, at a time when most post-secondary institutions are opting to eliminate this programming.

Our objective is to create partnerships with postsecondary institutions and provide this level of education throughout the province.

68% Indigenous Learners

COMMUNITY OUTREACH AND UNDERREPRESENTED LEARNERS

Over 68% of NLC students are Indigenous. College operations and curriculum are grounded in a profound respect for diverse cultures.

THE NLC PLAN 2016-19

APPENDIX D

47

Capital Plan

THE NLC PLAN 2016-19

CAPITAL PLAN

48

CAPITAL PLAN 2016-19 Funded Projects PROJECT

DESCRIPTION

Gift Lake

Community Learning Centre campus replacement

Mobile Trades Trailers

2 mobile trades trailers utilized for pre-trades and levels 1 and 2 Welder and Carpenter to be deployed in remote communities

Trout/Peerless First Nation

GOA FUNDING (in Millions)

TOTAL COST (in Millions)

$ 1.505 + $0.125

$ 2.22 est.

Completed September 2015

$ 3.05

$ 3.05

First trailer delivered and deployed in Sturgeon Lake

STATUS

Second trailer to arrive in May 2016

Community Learning Centre campus replacement

$ 1.7

$ 2.7

Pre-construction Phase

Internally Funded Capital Projects 2016-17 BUDGETED

2017-18 FORECAST

2018-19 FORECAST

IT

528,500

700,000

800,000

Facilities (campus, vehicles, equipment)

420,000

3,400,000*

1,800,000*

Academic

207,400

150,000

150,000

Contingency

300,000

400,000

420,000

1,455,900

4,650,000

3,170,000

Total

*Facilities 2017-18 NLC portion of Peerless/Trout, High Prairie & Slave Lake applications, 2018-19 NLC budget $400k for Peace River land and $1M Student Residence

THE NLC PLAN 2016-19

Introduction

Many Northern Lakes College facilities were acquired when the institution was a Vocational College and were not purpose built. These building are now at the end of their useful life cycles and not appropriate for current delivery methods. Costs for regular and deferred maintenance in some cases now exceed the value of existing facilities and need replacement.

Simultaneously, there is significant demand for additional programming in the service region; particularly in programs that require specialized facilities such as Health and Human Services, and Trades & Technology.

Information technology is critical to Northern Lakes College’s distributed delivery model, providing access to quality post-secondary programming in some of Alberta’s most northern, rural and remote communities.

Northern Lakes College requires significant investment in information technology upgrades in order to regain our leading edge in distributed learning.

An investment in Northern Lakes College is an investment in northern and Indigenous people, and in pursuit of education aligned with labour market demands. Northern students deserve access to a diversity of programs with campuses that contribute to their success.

The following projects have been identified as priorities for the upcoming three years.

2016-2019 Capital Projects Summary Priority 1

Capital Project

Component Cost (millions)

High Prairie Integrated Campus

$ 20.00

Slave Lake Trades & Technology Facility

$ 68.00

Total Cost Estimate (millions)

$ 88.00 2

Information Technology Upgrades

3

Community Learning Centre Replacement Phase 1

$ 5.03

Peerless/Trout*

$ 2.70

Chateh

$ 3.00

Atikameg

$ 3.00

Driftpile First Nation

$ 3.00

Cadotte Lake

$ 3.00

$ 5.03

$ 14.70 Community Learning Centre Campus Replacement Phase 2 Peavine Metis Settlement

$ 3.00

Athabasca

$ 5.00

Valleyview

$ 3.00 $ 11.00

TOTAL *Funding approved

$ 118.73

CAPITAL PLAN

- Fort Vermilion - Gift Lake

Northern Lakes College’s is currently developing a Campus Master Plan intended to create a practical vision to guide capital investment long term.

49

NLC maintains 23 campuses and 5 CAP sites throughout northern Alberta. NLC has successfully completed campus upgrades or replacements in the following communities:

THE NLC PLAN 2016-19

CAPITAL PLAN

50

PRIORITY 1 PROJECT: HIGH PRAIRIE CONSOLIDATED CAMPUS Project Description

Rationale

Currently, Northern Lakes College has three unique campuses serving the Town of High Prairie. One is a repurposed Fish and Wildlife office which, with the addition of some portables, serves as the main campus in the Town of High Prairie. The other is a renovated auto parts shop that serves as our Health Learning Centre. Lastly, an unoccupied Oriented Strand Board Mill provides space for our dual credit, pre-trades and technical programming.

These spaces are currently inadequate and not designed for the purposes of teaching and learning. All are beyond walking distance from each other.

For the past 45 years Northern Lakes College has been in operation in the Town of High Prairie. Our College has expanded its programming to meet local and regional demand to include Health and Human Services Programming and Trades through our dual credit agreements with school boards in the region.

Having access to these programs has been a significant contributor to the local economy and has provided access to further education for the residents of this community and those in the surrounding Indigenous communities.

Northern Lakes College aims to construct a consolidated campus in the Town of High Prairie that is purpose-built for teaching and learning. The project will bring students from three existing locations into one shared campus which will provide a safe, adequate facility and foster a community of learning.

The main campus is nearing the end of its life cycle and students often complain about the comfort of the space.

The building is beyond its useful life; with $1.1 million in deferred maintenance, it is inefficient to heat in winter or cool in summer. The building does not have disability access, there is no common meeting spaces for students, and the building is at capacity.

Currently there is a waiting list of students who wish to pursue educational goals in the Town of High Prairie. However, with limited space, NLC is unable to accommodate these students. The Indigenous student body is considerably higher at the High Prairie Campus, with many students attending from Sucker Creek First Nation, East Prairie and Peavine MĂŠtis Settlements. Many of these students have little or no ability to relocate to pursue their education.

Our Trades and Dual Credit programming, offered at the Oriented Strand Board Mill, is located eight kilometers from the community; since there is no public transportation in our region it is a barrier for many of our students to participate.

High Prairie Campus Consolidation Funding Sources Government of Alberta

$ 9.50

Strategic Investment Fund

$ 9.50

Northern Lakes College

$ 1.00

Total Cost Estimate (millions)

Proposed Timeline Business Case Completion................................2015/16 AE Review/Approval.........................................2016/17 Construction................................................... 2017/18 Completion/Move-In......................................... 2017/18

Proposed Contributions (in millions)

$ 20.00

CAPITAL PLAN

Northern Lakes College (NLC) is requesting 48% funding of a $20,000,000 project to build a Community Learning Centre in the Town of High Prairie from the Government of Alberta. NLC has applied for matching funding under the Federal Strategic Investment Fund by the Ministry of Innovation, Science and Economic Development.

51

Northern Lakes College has delivered both preparatory and post-secondary training for 45 years in northern Alberta with tremendous success. We have a proven track record of providing access to geographically, economically, and socially disadvantaged Albertans. If the college is able to build a fully functional campus, we are confident that we will meet present and future post-secondary needs of our communities, providing northern educational opportunities to northern residents.

Budget

THE NLC PLAN 2016-19

Further expansion of program offerings to meet the regional economic opportunities in the Town of High Prairie is limited by a lack of available, appropriate classroom and lab space. We require a new purposebuilt facility which includes appropriate space to offer a variety of Dual Credit, Trades and Technology as well as Health programming. This project will make a significant difference in our region and will benefit this community and region.

THE NLC PLAN 2016-19 52

Project Description

CAPITAL PLAN

PROJECT: SLAVE LAKE TRADES & RESOURCE TECHNOLOGY FACILITY

The vision for the construction of a new Northern Lakes College Trades and Resource Technology Facility is to expand programming and fill the gap for high demand careers in northern Alberta. Northern Lakes College has prepared a business case identifying land that is owned by the College in the Town of Slave Lake, located next to the main campus, as the most suitable site.

Over the years, NLC has received funding from Apprenticeship and Industry Training to purchase equipment to support the lab components of Trades & Resource Technology curricula. This generous support has allowed NLC to expand from first period and preemployment offerings to include all levels of our five trades including a recent grant to purchase five mobile cranes and boom trucks. However, as NLC programming grew its apprenticeship programs it has not received facility funding.

Rationale At this time NLC utilizes two separate buildings to deliver its Trades programs in the Town of Slave Lake. A former Job Corp building is used to deliver Welder and Carpenter and a renovated leased facility is used to house the Electrician program (leased at approx. $100,000.00 per year). Crane and Hoisting presently has a mixed delivery model where offerings are delivered province wide.

However, a new agreement is in place to bring these programs to the Slave Lake Campus over the coming few years which will create further pressures on available space. Present available space limits the College to small student cohorts with no ability to expand into new trades or related programming. Should the College be able to build a fully functional training facility, the present and future training needs of our communities could be met by providing northern training opportunities to northern residents.

NLC has steadily grown its Trades and Technology programming over the past decade to support student and regional economic demands in our region. Trades programs offered by Northern Lakes College have a direct link to the economic drivers of our service region and provide opportunities to access localized training. The region also supports high numbers of Heavy Equipment Technician, Automotive Service Technician apprentices and Millwrights apprentices. However, a lack of available classroom and lab space severely limits our ability to grow existing trades or add new programs to support the region. As well as adding the trades noted above, our goal is to add programming in Environmental Sustainability, Forestry and Water Wastewater to meet employment demands of northern Alberta.

To accommodate these programs in the Town of Slave Lake, NLC is leasing facilities which are aging and too small to meet our current needs or to allow for expansion into environmental and forestry related programming.

This facility is also located quite a distance from our main campus in the Town of Slave Lake.

NLC has successfully delivered trades training for 45 years in northern Alberta starting with Carpenter, Welder and Automotive trades training at our Grouard facility. Budget cuts in the 1990’s forced NLC out of apprenticeship training with only selective introductory training offered. The trades training needs of northern Albertans within the NLC service region were not met again until 2006, when apprenticeship training was re-introduced. During that time, significant expansion in the Oil, Gas and Forestry sectors within the region had occurred. Service industries supporting these expansions were created in the region. NLC was funded

by Apprenticeship and Industry Training to deliver Welder, Carpenter and Electrician apprenticeship programming and later Boom truck and Mobile Crane in an effort to

THE NLC PLAN 2016-19

NLC would like to expand its apprenticeship training to include high demand trades as the economy recovers.

Based on apprentice numbers, NLC’s service region has a significant number of Heavy Equipment Technician, Auto Service Technician and Millwright apprentices.

Proposed Timeline Business Case Completion................................2015/16 AE Review/Approval.........................................2016/17 Construction................................................... 2017-18 Completion/Move-In......................................... 2017/18

Northern Lakes College (NLC) is requesting 49% funding of a $68,000,000 project to build the Slave Lake Trades and Resource Technology Centre from the Government of Alberta. NLC has applied for additional 49% funding under the Federal Strategic Investment Fund by the Ministry of Innovation, Science and Economic Development. Land is available at the Slave Lake main campus site to support this project and we have invested in the conceptual designs of this facility.

Slave Lake Trades & Resource Technology Facility Funding Sources

Proposed Contributions (in millions)

Government of Alberta

$ 33.50

Strategic Investment Fund

$ 33.50

Northern Lakes College Total Cost Estimate (millions)

$ 1.00 $ 68.00

CAPITAL PLAN

respond to these changes. Enrollments have expanded from approximately 30 seats to 372 in the 15/16 academic year (326 for 16/17). These programs are well matched to the industries within the region and have supported apprentices throughout the service region.

53

Budget

THE NLC PLAN 2016-19

CAPITAL PLAN

54

PRIORITY 2 Information Technology Upgrades Information Technology is the backbone of Northern Lakes College’s distributed delivery model. In response to a considerable volume of feedback from staff, student and stakeholder consultations, the following information technology capital project maps out recommendations and projected costs. Northern Lakes College has recently undertaken an external review of our information technology framework and infrastructure, information gathered from this review will further refine the College’s information technology investment plans.

Northern Lakes College has identified internal funding of $2.03M for information technology projects within the next three years and may request additional funding for $3.0M to implement a new Enterprise Information System in 2017-18.

Please see the complete Information Technology Plan (Appendix E) for details.

Information Technolgy Upgrades Summary Project

2016-17

2017-18

2018-19

Local Area Network and Wireless Network Upgrade

$133,500

$207,000

$207,000

$547,500

Electronic Records Management System

$131,000

$103,500

$103,500

$338,000

Phase 2: $1,500,000

Phase 2: $1,500,000

$3,264,000

New College Website & Online Registration & Payment

Operational Costs

Office 365 Implementation

Operational Costs

Implement a new Enterprise Information System

Phase 1: $264,000

Cyber Security Awareness Assessment

Operational Costs

TOTAL

My Trade Secrets Integration

$150,000

Estimates for Active Projects

$239,500

$489,500

$729,000

$2,200,000

$2,300,000

$5,028,500

Total

$528,500

$150,000

THE NLC PLAN 2016-19

PRIORITY 3

55

Many of the College’s existing facilities have exceeded their original design life of 25-30 years, and suffer from extensive deferred maintenance and inherent design flaws that make retrofitting these buildings unfeasible.

Northern Lakes College requires campus replacement at virtually all of our small locations in order to provide safe, sound and functional learning environments. In order to accomplish this, a modular approach is favoured. Modular design allows for consistent high quality construction and a reduced set of variables affected by location. These new facilities will permit connectivity to mobile trades training trailers and will be flexible enough to provide for our smallest campus settings and scalable to accommodate upwards of 250 students in larger communities.

Modular campuses are typically comprised of several individual units aggregated together to form a cohesive standalone facility. A LEEDs designation of at least Silver and BOMA BEST certification throughout the construction and operation process will reduce the overall environmental impact. Utilizing enhanced building envelope sealing technology and embracing the latest in insulation and window technology will allow for a more efficient building, resulting in net savings in operating relative to the cost of building replacement.

Proposed Timeline Peerless/Trout, Chateh, Driftpile First Nation...... 2017-18 Cadotte Lake, Atikameg....................................2018-19 Peavine MĂŠtis Settlement, Athabasca, Valleyview......................................2019-20

Community Learning Centre Projects Project

Component Cost (millions)

Total Cost Estimate (millions)

Community Learning Centre Phase 1 Peerless/Trout*

$ 2.70

Chateh

$ 3.00

Driftpile First Nation

$ 3.00

Cadotte Lake

$ 3.00

Atikameg

$ 3.00 $ 14.70

Community Learning Centre Campus Phase 2 Peavine Metis Settlement

$ 3.00

Athabasca

$ 5.00

Valleyview

$ 3.00 $ 11.00

CAPITAL PLAN

Project: Community Learning Centre Projects Phase 1 & 2

THE NLC PLAN 2016-19

APPENDIX E

57

Information Technology Plan

THE NLC PLAN 2016-19

INFORMATION TECHNOLOGY PLAN

58

INFORMATION TECHNOLOGY PLAN 2016-19 At the beginning of 2016, Northern Lakes College embarked on an information technology operational review process aimed at determining the current capability and capacity of the Information Technology Department. Our goal is to identify opportunities to improve the student and staff experience, and to optimally leverage technology as a driver for institutional digital transformation; ultimately, this will produce significant improvement in learning outcomes.

The exercise helped to identify potential Information Technology opportunities that will: 1. Improve our Information Technology foundation to optimally support student access and administration, 2. Enhance our technology-enabled learning environment to integrate new technologies, 3. Transform our College-wide information technology environment,

Information Technology Project Budget Summary Project

2016-17

2017-18

2018-19

TOTAL

Local Area Network and Wireless Network Upgrade

$133,500

$207,000

$207,000

$547,500

Electronic Records Management System

$131,000

$103,500

$103,500

$338,000

New College Website & Online Registration & Payment

$80,000

$80,000

Office 365 Implementation

$112,000

$112,000

Implement a new Enterprise Information System

Phase 1: $249,000

Phase 2: $1,500,000

Phase 2: $1,500,000

$3,249,000

$50,000

$50,000

$50,000

$150,000

Cyber Security Awareness Assessment

My Trade Secrets Integration

$150,000

Estimates for Active Projects

$239,500

$489,500

$729,000

$2,250,000

$2,350,000

$5,355,500

Total

$755,500

$150,000

THE NLC PLAN 2016-19

New models of delivering information technology services are becoming the standard as organizations strive to do more with fewer resources. Northern Lakes College must adapt and adopt the new paradigm in information technology services to keep up with the expected level of service. Many business applications critical to support learning delivery can now be provisioned using cloud solutions at a much lower cost.

The priority initiatives listed below will ensure that we enhance our foundational infrastructure and readiness to adopt cloud services and other optimized information technology service delivery models. a. Campus Network Connectivity, Redundancy Assessment & Implementation: 2016 – 2019 Having a resilient and redundant Network Infrastructure is critical to meeting student and staff expectations and the successful implementation of our cloud and shared services strategy.

This project ensures that NLC information technology systems, applications and services will be available in the event of a service provider failure. Single point of failures risks must be mitigated to ensure resilience in information technology service delivery infrastructure. Costs are being investigated. b. Identity and Access Management:

2016 - 2018

The goal of this project is to provide best in class identity and access management service for the College. This will ensure a compliant and secure environment for students and staff members to gain the access required based on their role and user profiles. Costs for this project are being investigated; this project is planned to begin in 2017-18. c. Local Area Network and Wireless Network Upgrade:

2016 - 2019

The demand for bandwidth on mobile devices, that support learner access to courses, continues to grow exponentially. To ensure that adequate capacity is available to accommodate bandwidth demands, Northern Lakes College plans to upgrade the wireless network in major campuses. Capacity upgrades will be ongoing in order to respond to significant student usage.

Purchasing of equipment for this project began in 2015-16, $133,500 allocated in 2016-17 and a further $207,000 is required in years 2017-18 and 2018-19. d. Electronic Records Management System:

2014 - 2017

Records management is an integral part of a post-secondary system. A robust digital platform will ensure accuracy and efficient record management. Implementation of a leading document management system will allow the College to ensure ease of use and access to information.

Easy access to records digitally will improve communications, the ability to make key decisions and customer satisfaction. This project is in the implementation phase and requires $131,000 to complete.

INFORMATION TECHNOLOGY PLAN

1. Improve the information technology foundation infrastructure to optimally support student access and administration.

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Information Technology Objectives & Priority Initiatives

THE NLC PLAN 2016-19 60

2. Enhance our technology-enabled learning environment to integrate new technologies.

INFORMATION TECHNOLOGY PLAN

a. New College Website & Online Registration & Payment:

2016 – 2018

Northern Lakes College’s online presence needs to be stronger in order to improve student access and convenience. The College website provides a medium to engage with our students and communities. Providing students the ability to register for courses and make payment online will provide 24 hour service for students.

An online student portal will provide a single platform for students to access any required information, and complete transactions online. The portal will also allow the College to tailor services to student needs. In order to maintain a fresh up to date web presence that meets our needs, an annual operational cost of approximately $80,000 is expected. b. Office 365 Implementation:

2016 -2017

In a distributed learning environment, it is essential to make tools available that allow students and staff to be mobile and collaborate from a distance. This project will use the Microsoft Cloud Solution, allowing students to have access to all their files and folders from anywhere.

A core integration and email services component of this project is expected to be completed in 2015-16. Implementation of additional features and training in 2016-17 is expected to cost $112,000.

3. Transform our College-wide information technology environment. a. Implement a New Enterprise Information System (EIS):

2016 – 2019

The implementation of a new Enterprise Information System (EIS) is at the center of Northern Lakes College digital transformation. The College’s current EIS system is aging, inflexible, not user friendly and integrates poorly with other systems which creates a system that is prone to failure and expensive to maintain. Additionally, inefficient and paper intensive processes adversely affect the College’s goal to provide ease of access. The development of a modern, well integrated, intuitive and user friendly system is vital to increase efficiency, ease of use and access.

With a new EIS the College benefit as follows: • Modern, intuitive, user-friendly and consistent look and feel • Online and mobile self-serve functions and access • One stop access to vital information about courses • Authoritative class rosters • Simplified grade entry • Enhance online enrollment (add/drop courses) • Multi-year planning tool • Real-time validation against diploma requirements • Automated notification of grades, holds etc • Automation of manually intensive and paper-based tasks • New opportunities for course planning and forecasting • Opportunity to streamline existing processes • Enhance data analysis and reporting capability.

Implementation of a new Enterprise Information System will lead to the retirement of a number of legacy systems, reduce complexity and enhance the user experience.

Northern Lakes College is a leader in online delivery and distributed post-secondary education, and the need for a learning management system that is designed and built to accommodate the unique requirement for competency based assessment has become critical.

The learning management system will provide the ability to access and analyze student related data to inform decisions related to programs changes, student supports and College operations.

As Northern Lakes College adopts more cloud based services, a LMS system with a strong cloud solution will align with the college’s information technology services delivery strategy.

This project will assess the suitability of our current learning management platform and delivery models to guide the selection and implementation of improvements to meet changing needs of our clients. Costs are yet to be determined. c. Develop Best in Class IT Governance Framework:

2016 - 2018

Strong alignment between IT and College stakeholders will be critical to the success of Northern Lakes College’s digital transformation vision. This project will focus on developing a robust information technology governance framework to help manage risk, measure IT performance, prioritize and align information technology projects with strategic and tactical goals of the college. Costs are yet to be determined, more planning is required. d. Cyber Security awareness, assessment, training and system audit:

2016 - 2018

The proliferation of cyber-attacks and threats across college campuses has made significant investment in ensuring a secure and resilience learning environment absolutely essential.

This project is aimed to ensure that Northern Lakes College infrastructure, applications and employees do not compromise the security of the College. This will consist of costs up to $50,000 annually. e. MyTrades Secret Integration:

2016 - 2018

Northern Lakes College plans to integrate our Student Information System with MyTrades Secret platform used by the Province to enroll student in trades programs. The MyTrades Secret project will be planned upon completion of Enterprise Information System enhancement and is expected to cost $150,000.

INFORMATION TECHNOLOGY PLAN

b. Assess, recommend and implement a new Learning Management System: 2017 - 2019

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The College has provided $249,000 for the first phase in 2016-17. Dependent upon the recommendations of the IT operational review, an EIS conversion could be expected to cost approximately $3,000,000 over the 2017-18 and 2018-19 fiscal period. These numbers have been reflected in the IT Project Budget Summary.

THE NLC PLAN 2016-19

Specifically, enhanced data analysis and reporting capability will provide the needed insight to drive better student outcomes.

THE NLC PLAN 2016-19 62

NORTHERN LAKES COLLEGE SERVICE REGION

Chateh

High Level Fort Vermilion La Crete Paddle Prairie

Peerless / Trout Lake

Loon River Peace River Peavine Smoky River (McLennan) Grande Prairie

High Prairie Valleyview

Cadotte Lake Atikameg Gift Lake

Stony Point (Wabasca)

Grouard Driftpile

Slave Lake

East Prairie Athabasca

Fox Creek Barrhead

Edmonton

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