ANNUAL REPORT 2018-19
Annual Report 2018-19 | 1
MISSION To inspire lifelong learning and leadership through experience, excellence, and innovation.
VISION Transforming the future through innovative learning.
VALUES • Learner Success • Integrity • Respect • Community • Excellence • Innovation
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TABLE OF CONTENTS Accountability Statement............................................................................................................ 4 Management’s Responsibility for Reporting............................................................................ 5 Public Interest Disclosure (Whistleblower Protection) Act...................................................... 5 President’s Message.................................................................................................................... 6 Mandate........................................................................................................................................ 8 Operational Overview ................................................................................................................ 9 Goals, Priority Initiatives, Expected Outcomes and Performance Measures .....................11 Enrolment Plan and Program Changes ..................................................................................32 Community Outreach & Underrepresented Learners...........................................................37 Applied Research ......................................................................................................................41 Internationalization ...................................................................................................................44 Information Technology............................................................................................................45 Capital Plan.................................................................................................................................46 Financial Discussion and Analysis ...........................................................................................49 Financial Statements .................................................................................................................56 Auditor’s Report ........................................................................................................................57 Statement of Management Responsibility ............................................................................59 Statement of Financial Position ...............................................................................................60 Statement of Operations .........................................................................................................61 Statement of Change in Net Financial Assets .......................................................................62 Statement of Remeasurement Gains and Losses .................................................................62 Statement of Cash Flows .........................................................................................................63 Notes to the Financial Statements ..........................................................................................64 Appendix: Donors ....................................................................................................................80
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ACCOUNTABILITY STATEMENT Lakeland College’s Annual Report for the year ended June 30, 2019 was prepared under the Board’s direction in accordance with the Fiscal Planning and Transparency Act and ministerial guidelines established pursuant to the Post-Secondary Learning Act. All material economic, environmental or fiscal implications of which we are aware have been considered in the preparation of this report.
[Original signed by Scott Webb] Chair Lakeland College Board of Governors December 2019
Board of Governors As of June 30, 2019 Chair Scott Webb
Student Member William Yap
Vice Chair Bryan Perkins
Academic Staff Member Don Henry
President and CEO Dr. Alice Wainwright-Stewart
Non-Academic Staff Member Merle Klumph
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Public Members Jason Bazinet Linnea Goodhand Jo-Ann Hall Dianne Harder Doreen McCaw Jay Woosaree
MANAGEMENT’S RESPONSIBILITY FOR REPORTING Lakeland College’s management is responsible for the preparation, accuracy, objectivity and integrity of the information contained in the Annual Report including the financial statements, performance results and supporting management information. Systems of internal control are designed and maintained by management to produce reliable information to meet reporting requirements. The system is designed to provide management with reasonable assurance that transactions are properly authorized, are executed in accordance with all relevant legislation, regulations and policies, reliable financial records are maintained and assets are properly accounted for and safeguarded. The Annual Report has been developed under the oversight of the institution’s audit committee, as well as approved by the Board of Governors and is prepared in accordance with the Fiscal Planning and Transparency Act and the Post-secondary Learning Act. The Auditor General of Alberta, the institution’s external auditor appointed under the Post-Secondary Learning Act, performs an annual independent audit of the financial statements which are prepared in accordance with Canadian public sector accounting standards.
[Original signed by Murray Walford] Chief Financial Officer Lakeland College
Public Interest Disclosure (Whistleblower Protection) Act Under the Public Interest Disclosure (Whistleblower Protection) Act, Lakeland employees can report in good faith when they believe a wrongdoing has occurred. Lakeland has a detailed procedure that explains the whistleblower process that is followed. A requirement of the Public Interest Disclosure (Whistleblower Protection) Act is that all disclosures made during the year are reported. Lakeland did not receive any disclosures during the 2018-19 year.
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There is no substitute for experience. Since 1913, Lakeland College has offered essential handson learning and relevant programs to students throughout Alberta and from across Canada. Today, Lakeland students apply their skills and competencies in authentic learning environments and graduate job-ready thanks to awardwinning student-led enterprises, events and experiences. And along the way, many Lakeland students make headlines for their achievements.
PRESIDENT’S MESSAGE
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In 2018-19, we celebrated a number of our student leaders, including William Yap. This business student received the bronze Leadership Excellence Award for Students from Colleges and Institutes Canada (CICan) for his exceptional commitment to diversity and inclusion. He also co-hosted a workshop on gender diversity at the national CICan conference. Our agribusiness students earned first place at the 2018 Cor Van Raay Agribusiness Case Competition. They were one of 11 teams from Alberta and Saskatchewan to compete. Two Lakeland automotive service technician apprentices earned podium spots at the 2019 Provincial Skills Canada Competition. A hairstyling student and alumna also claimed podium spots at the Best of the Prairies Hair and Makeup Competition. Parts technician Alicia Harris-Kopeck was honoured with a 2018 Top Apprentice Award for Alberta. In September, we learned that the National Kitchen & Bath Association (NKBA) named Lakeland the 2019 NKBA College of the Year for our interior design technology program, which was also recognized with a 2019 Excellence in Education award. Two of our students won in the kitchen and bath student-design competitions, marking 16 consecutive years of student award winners. We cheered on our student-athletes competing in the Alberta Colleges Athletic Conference as they won one silver and three bronze medals. They also excelled in the classroom as collectively they achieved a GPA of 3.01.
We're proud of these outstanding student leaders, as well as many more who've not only won awards but excelled at developing valuable soft skills in communication, critical thinking and team work – all of which prepare them for the workforce. Complementing the economic strengths of Alberta and supporting rural sustainability, Lakeland continues to play a vital role in educating the local workforce. We train the teachers, accountants, ag producers, pharmacists, power engineers, hairstylists, truck drivers and more who work and live in our region and beyond. Thanks to the support of businesses and organizations, our students completed a total of 948 practicums in 2018-19. For many employers, hosting practicum placements is an important employee recruitment strategy. We reported a new fall enrolment record, marking the fifth consecutive year our enrolment increased. We became the first post-secondary institution in Alberta to attain Verified Beef Production Plus certification. We continued to promote and advance innovation-based rural community economic development by conducting applied research activities of importance to the province and producers. We were also named one of Alberta's Top 75 employers for a third consecutive year. Our physical footprint grew in 2018-19. Thanks to donor support to Leading. Learning. The Lakeland Campaign. we purchased two quarters of land near the Vermilion campus. Alumnus Roy Kubica, Class of 1966, and Judy Sweet, an ardent Lakeland supporter, each donated $500,000 to help us expand our Student-Managed Farm – Powered by New Holland. We have the acres for students to continue to innovate and test ideas, which we know is an essential element of our programming. We officially opened the new Animal Health Clinic in August 2018 and completed needed repairs to the Trades Centre. We also made progress on the first phase of the Vermilion Campus Revitalization project. We accomplished these important capital projects with the support of the
Government of Alberta, donors and internal resources. Lakeland continued its work to grow learner pathways and offer programs that provide work-integrated learning opportunities. In 2018-19, partnerships with Athabasca University and the University of Saskatchewan's Edwards School of Business netted more degree-completion pathways for Lakeland students. More specialized courses and student-managed learning opportunities were announced for Lakeland's restructured animal science technology program. Those changes will debut in 2019-20. We made strides in developing a new degree – bachelor of applied science: agriculture technology – that is slated to start fall 2020. We will continue to work to identify new programs that serve Alberta's needs. Going forward, we know we will have challenging financial constraints. In anticipation of reductions, we built contingencies into our budget. However, in the future more changes will be necessary to maintain Lakeland's strong financial position and provide access to high-quality programs. Lakeland's strategic plan centres around four institutional goals: learner success, relevant programming and research, connectivity and sustainability. As we've made progress in achieving these goals as an institution in 2018-19, we continued to build on our strengths, met internal and external challenges, and capitalized on new opportunities to benefit our students and region. On behalf of the Board of Governors and my colleagues, I am pleased to present Lakeland's annual report for the year ended June 30, 2019.
[Original signed by Dr.Alice Wainwright-Stewart] President and CEO Lakeland College
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MANDATE Established under the Post-secondary Learning Act (PSLA), the Board manages and operates the post-secondary institution within its approved mandate [PSLA Section 60(1)(a)]. Lakeland College is a public, board-governed college operating as a Comprehensive Community Institution under the authority of the PSLA. Established in 1913, Lakeland College has campuses in Vermilion and Lloydminster. Lakeland College awards certificates, diplomas and applied degrees. The college also offers baccalaureate degree programs in collaboration with degree-granting institutions. Complementing the economic strengths of Alberta, Lakeland College’s programming seeks to meet the needs of learners, communities, business and industry in its service region. Programming includes agricultural and environmental sciences, apprenticeship and industry training, energy, fire and emergency services training, wellness and human services, business and university transfer. The college also designs and delivers programs to meet specific learner, community and industry needs through continuing education and corporate training. Lakeland College promotes innovation by conducting applied research activities that are relevant to its program areas, complement teaching and learning, and advance innovation-based rural community economic development. The focus of applied research is primarily in agricultural sciences, energy and environmental sciences. Initiatives are geared towards supporting Alberta’s future economy by helping industry partners capitalize on new opportunities and find solutions to current challenges. Lakeland College’s commitment to the collaborative principles of Campus Alberta is demonstrated through partnerships and transfer agreements within the post-secondary system that strengthen its programming and service capacity while improving efficiencies. Lakeland College works with school jurisdictions to host career and technology studies courses and support learner pathways into post-secondary, such as providing dual credit programming so students can earn high school and college credits at the same time. Using different instructional delivery methods including face-to-face, blended and distance learning, Lakeland College is able to maximize learner access to high-quality and affordable lifelong learning opportunities. To inspire learner success, Lakeland College provides a learning and teaching commons that creates personalized learning pathways and supports instructional excellence. Students develop competencies in different learning methods and technologies so they are prepared for lifelong learning. International projects, practicum experiences and study abroad opportunities combined with increased international student enrolment at the college’s campuses help prepare students for participation in an interconnected world. To enhance students’ college experience, Lakeland College offers a full range of services including academic advising, athletics, cafeterias, clubs, financial aid, health, learning strategies and support, recreation, residence, student centres, student employment and wellness services. 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 and help support the recreational, cultural, fitness and conferencing needs of the region it serves. Approved by the Board of Governors March 25, 2015 Approved by the Minister, Innovation and Advanced Education June 24, 2015
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OPERATIONAL OVERVIEW Lakeland is a hub for innovation, supportive student services and academic excellence. With high quality, industry-relevant, affordable and accessible post-secondary education opportunities, Lakeland is focused on how best to serve its students, the region and the province. Programming areas at Lakeland include agricultural sciences, business, energy, environmental sciences, fire and emergency services, foundational learning, health and wellness, human services, interior design technology, trades and technology, and university transfer. Over the last three years, enrolment at Lakeland has increased from 2,073 full load equivalents (FLE) in 2016-17 to 2,146 FLE in 2018-19 (3.5 per cent). Despite this modest increase, there has been significant growth in the number of Indigenous students, from 216 to 239 (10.7 per cent), and more than a doubling of international students, from 112 to 248 (121 per cent). Enrolment increased moderately in human services programming in 2018-19. The animal health technology (AHT) diploma program experienced significant growth – the FLE projection was 75 and the actual FLE count was 103.9. This growth is due to the opening of the new Animal Health Clinic, which accommodates 30 more seats in the AHT program. The decrease in the number of domestic students is a provincial trend that needs to be monitored. The capacity for Lakeland College to manage international student growth may soon reach its limits.
Economic Overview Despite perceptions, the major recession that was due to plunging oil prices that hit Alberta in the winter of 2014-15, appears to over. The lowest point of the recession occurred in early 2016 when oil prices dipped below $30 per barrel. Since then, a steady recovery has occurred. The Alberta GDP (calculated from StatCan information) declined by 3.9 per cent in 2015, and another 3.6 per cent in 2016. However, it increased by 4.9 per cent in 2017, and it increased by 2.4 per cent in 2018. Although only modest growth in the GDP is expected in 2019 (most forecasts are at around one per cent), a bounce back is expected in 2020. For the last few years, crude oil prices have hovered around the mid-$50 range. This is not a ‘boom-time’ price, but it is healthy enough to maintain modest growth. Furthermore, with successful efforts to improve access to markets (pipelines and rails), Alberta’s economy should remain quite strong. Nevertheless, efforts by the new provincial government to balance the budget within four years will likely affect post-secondary education quite significantly. The state of the economy affects Lakeland’s enrolment in two ways. A recession will typically result in an increase in non-apprenticeship related enrolments and a decrease (albeit delayed) in enrolments in apprenticeship programs. This converse relationship was evident in the 2017-18 fiscal year when Lakeland had a large reduction in trades and technology apprenticeship seats and a moderate increase in enrolments in business, agricultural sciences, university transfer and human services programs, but an overall increase of 67 FLE students. In 2018-19, there was a modest increase in agricultural sciences enrolment, mainly due to the additional seats in the animal health technology program. There was also a modest recovery in apprenticeship enrolment, and a flattening of growth in business and university transfer. As the economy continues to improve this trend will likely continue. Lakeland collaborated with Northern Lakes College to offer the practical nursing program at Lakeland’s Lloydminster campus. Lakeland also offered health care aide remotely in Wainwright, Alta., in 2018-19. The program delivery is thanks to Lakeland’s partnership with Wainwright Economic Development and Wainwright Adult Learning. The economy also affects Lakeland because of its effect on the Government of Alberta’s budget. The government had a $7-billion deficit in 2018-19. The previous government chose not to reduce operating grants, and had increased them by two per cent in each of the prior two years (including 2018-19). It also provided a new grant for mental health initiatives. Lakeland must be prudent with future budgets because this trend will not continue (as indicated in government budget announcement). However, restraints on increases to tuition and other student Annual Report 2018-19 | 9
fees have been lifted, which will help Lakeland offset announced decreases in operating grant funding. Because of its fiscal situation, the previous provincial government mandated a zero per cent increase to salary and benefits for post-secondary institutions for 2017 and 2018. However, increases are possible for 2019-20, although the current government is calling for restraint. Because salaries and benefits are not increasing as much as they had in the past, and due to healthy investment returns, the Local Authorities Pension Plan is now in a surplus position. As a result, employer and employee contributions were reduced by one per cent in 2018 and another one per cent in 2019.
Capital Investment Lakeland needs to invest heavily in the revitalization of its infrastructure – the investment needed is estimated to be $167 million (December 2018). Lakeland is building a Strategic Investment Fund in order to address this critical need. Lakeland allocated another $9 million into its Strategic Investment Fund for the year ended June 30, 2018 and another $5 million for the 2019 fiscal year. Total available funding is now just over $21 million. Much more is needed, and Lakeland will need to generate future surpluses and also receive funding support from the provincial and/or federal governments. Fortunately, Lakeland received funding from the Government of Canada’s Post-Secondary Institutions Strategic Investment Fund for the Dairy Learning Centre ($3.5 million, grand opening September 2017) and the Animal Health Clinic ($2.5 million, grand opening September 2018). From the Government of Alberta, Lakeland received $1.75 million for the Animal Health Clinic, and $6 million for the Trades Centre roof replacement. In 2018-19 Lakeland received $1.2 million from the Government of Alberta for renovations to the Academic Link. Nevertheless, more funding will be needed in the future.
Risk Management The biggest risk facing Lakeland is its dependence on funding from the Government of Alberta (56 per cent of revenue) and ongoing regulation of tuition fees (22 per cent of revenue). In normal fiscal environments, salary and benefit costs increase above the rate of inflation (cost of living and merit), however, the government restricts growth in grants and tuition fees to inflation. This structural ‘deficit’ must be offset by increased enrolments without corresponding increases in costs, and/ or large increases to other revenue sources. Changes in governments and/or government policy can also significantly affect college operations – major reductions to grants have occurred in the past and have been announced for the current and future years. Aging infrastructure is another major risk, as discussed previously. An emerging risk is related to new legislation regarding occupational health and safety. Providing a safe workplace for staff is the responsibility of Lakeland, and providing a workplace safe from harassment and bullying is now included in the legislation. Cyber security continues to be a significant risk. MacEwan University’s much publicized loss due to phishing, and other incidents related to phishing and systems hostage, has turned attention to financial and cyber security controls in the public sector. The government is currently reviewing the financial control framework at post-secondary institutions. Recommendations may require increased investment in control functions – including cyber security and internal audit. Increased government attention will also require more time and resources to address the ever-increasing information and reporting requests.
GOALS, PRIORITY INITIATIVES, EXPECTED OUTCOMES AND PERFORMANCE MEASURES In the 2018-2021 Comprehensive Institutional Plan, Lakeland outlined four strategic goals with accompanying priority initiatives, expected outcomes and performance measures that align with Alberta Advanced Education’s principles of accessibility, affordability, quality, coordination and accountability.
1. Learner Success • Increased student-led learning • Maximize student engagement • Enhance supports and services for learners and faculty
• Build capacity in intercultural understanding and diversity • Foster a healthy and safe campus
2. Relevant Programming and Research • Ensure programs are the highest possible quality
• Build learner pathways • Expand research capacity
• Align programs with the labour market
3. Connectivity • Increase sustainable resources and support student success through fundraising and external partnerships
• Raise Lakeland’s profile as an institution of excellence
4. Sustainability • Modernize the learning environment through a strategic renewable plan to meet student learning needs
• Empower staff to excel • Incorporate environmentally sustainable practices in college operations
• Optimize the use of resources to support a stable learning environment In the following pages, Lakeland reports on the progress made towards achieving its goals.
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GOAL 1:
LEARNER SUCCESS The aim of Lakeland’s Student Success goal is to ensure students are supported and engaged with their learning and, as a result, are better prepared for the labour market or further learning. This goal includes five priority initiatives that align with the Government of Alberta’s (GOA) key principles of Quality and Accessibility.
Type
Description
Expected Completion Status Date (from CIP)
Progress Made in Last 12 Months
Priority Initiative P1 GOA Alignment: Quality
Increase student-led learning
June 2019, 2020, 2021
Ongoing
Student-led learning is a key priority for Lakeland. In 2018-19, two groups of business students consulted with the campus bookstores, completed an analysis and outlined operational strategies. Many suggestions were implemented from the students’ consulting work. Student-Led Clinic courses were introduced in the animal health technology program.
Expected Outcomes EO1
Creation of authentic learning June 2019, 2020, environments that strike 2021 the right balance between discipline-specific competencies and essential skills
Ongoing
At least 85 per cent of students are confident they have the necessary skills to take into the workforce
June 2019, 2020, 2021
Achieved
Result: 97 per cent (About to Graduate Survey 2019)
Exceed Community College Survey of Student Engagement (CCSSE) benchmark and be within the top 10 per cent of performing colleges in providing an active and collaborative learning environment
June 2020, 2021
Ongoing
In 2018-19, Lakeland did not beat the benchmark (Lakeland was 49.1, the benchmark was 50) and was not within the top 10 per cent of performing colleges. This marks the first year of a three-year goal and Lakeland will measure this again in three years.
Embed student-led or studentmanaged initiatives within each school
June 2020, 2021
Ongoing
Every school has student-led or student-managed initiatives embedded into it.
Performance Measures PM1
Students are transformed into leaders at Lakeland through a range of student-managed learning opportunities including: • Managing crop, livestock and research units on the StudentManaged Farm – Powered by New Holland
• Planning independent research projects
• Executing projects through the Student-Environmental Consulting Office
• Designing award-winning kitchens and baths
• Running the campus spa and salon
• Organizing math fairs
• Serving as battalion chiefs
• Operating a play program The student-led Concession Management Board signed a partnership with the Athletics Department. Business students ran the Lloydminster and District Co-op Business Club Concession during Rustlers games and concession targets were exceeded. Lakeland Emergency Training Centre worked to create a culture of ownership and emergency services “family” within the fulltime program student population. Insight Salon Management software was purchased to enhance the student-managed opportunities in the hairstyling and esthetician programs. With this software, students can manage appointments, track inventory and sell products. It will be implemented in 2019-20.
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The Athletics department created a student-athlete council and two students were hired on both campuses to assist with running recreational programming. The new Animal Health Clinic was home to one of the latest student-led initiatives, the Student-Led Clinic, which was incorporated into the animal health technology program. The Student-Led Clinic featured three teams: Clinic Organization; Retail and Marketing; and Public Relations. The Indigenous Student Committee planned Indigenous Awareness Week, which featured activities for students, staff and the community.
Type
Description
Expected Completion Status Date (from CIP)
Progress Made in Last 12 Months
Priority Initiative P2 GOA Alignment: Quality
Maximize student engagement
June 2019, 2020, 2021
Ongoing
Facilitation of collaborative student-based projects and activities across schools and departments
June 2019, 2020, 2021
Ongoing
Ensure at least one viable crossdepartment projects is created on each campus
June 2019, 2020, 2021
Ongoing
Efforts to maximize student engagement in 2018-19 included hosting study abroad presentations and workshops, Wellness Fairs, international student orientation events, Reconciliation Speaker Series, Indigenous Awareness Week and other activities.
Expected Outcomes EO2
Performance Measures PM2
Collectively, the Rustlers student-athletes volunteered 2,000-plus hours in the community. This was achieved through a variety of activities, including running camps and participating in fundraisers. The International department hosted study abroad presentations on both campuses and a workshop for student mobility. Information booths were held during the year and on special campus event days to help promote mobility awareness. The School of Trades and Technology offered vehicle restoration workshops as a continuing education version of the street rod technologies program. The pre-employment instrumentation and control technician program was reactivated and scheduled to start in August 2019. Working with Frog Lake, Lakeland created a summer camp that offers exposure to trades programming. Lakeland made strides to focus on learner success for the pre-Aboriginal teacher education program (ATEP) students in the university transfer program. Information was provided to students, with input from the dean, chair, academic advisor, manager of Indigenous support services and instructors.
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Type
Description
Expected Completion Status Date (from CIP)
Enhance supports and services for learners and faculty
June 2019, 2020, 2021
Ongoing
Provision of timely and accessible supports to all students and targeted supports to underrepresented and disadvantaged learners to ensure their success
June 2019, 2020, 2021
Ongoing
Exceed CCSSE benchmark and be within the top 10 per cent of performing colleges in ensuring that appropriate student supports are in place
June 2020
Ongoing
Meet a 95 per cent service level of requests for student support
June 2019
Achieved
Progress Made in Last 12 Months
Priority Initiative P3 GOA Alignment: Accessibility
Additional tutoring sessions were available to students in energy programs, particularly 2nd Class power engineering. The International department implemented a comprehensive plan that offered incoming, ongoing and outgoing support. Student Services at the Vermilion campus was renovated to better serve students and the campus community. It is slated to reopen in August 2019. A mental health framework is being developed.
Expected Outcomes EO3
Performance Measures PM3
Lakeland’s accessibility services accommodated 233 students in 2018-19.
The International department surveyed international students about their Lakeland experience. Students responded with a 94 per cent average for satisfaction, surpassing the department’s goal of 85 per cent. Lakeland staff and faculty participated in a professional development opportunity, Understanding the Perspective and Challenges of Foreign Students to Help Them Succeed at Lakeland College. Featuring speaker Lionel Laroche, this workshop included experiential exercises and real-life case studies to help participants support international students. Renovations to the Student Services area at the Vermilion campus were undertaken to create a one-stop-shop service model. General transaction services will be an area of continual review and development in 2019-20. Lakeland students participated in the National College Health Assessment survey, sponsored and distributed by the American College Health Association. The purpose of this survey was to assess student health behaviors in order to provide better services and support for our students. The information gathered will be used to develop wellness programs and services at Lakeland. A focus group is collaborating with Human Resources to provide mental health training to students, staff and faculty.
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Type
Description
Expected Completion Status Date (from CIP)
Progress Made in Last 12 Months
Build capacity in intercultural understanding and diversity
June 2019, 2020, 2021
Human Resources provided an in-service offering to educate Lakeland employees on inclusion.
Priority Initiative P4 GOA Alignment: Quality Accessibility
Ongoing
An annual calendar of Indigenous awareness events was created and shared. A new manager of Indigenous support services was hired.
Expected Outcomes EO4
Engagement as a community leader, in reconciliation initiatives and implementation of the calls to action.
June 2019, 2020, 2021
Ongoing
Respond to two calls to action from the Truth and Reconciliation Commission of Canada: Calls to Action
June 2020, 2021
Ongoing
Host three cultural diversity workshops each year for staff and students
June 2019, 2020, 2021
Ongoing
Performance Measures PM4
Several professional development sessions were held, including Safe Spaces Training, Lionel Laroche’s presentation on Understanding the Perspectives and Challenges of Foreign Students to Help them Succeed and David Irvine’s Trust and Culture presentation.
Efforts to build capacity in intercultural understanding and diversity continued in 2018-19. Throughout the year, the Elder in Residence program ran, Indigenous student “meet and greet” events were held and the Reconciliation Speaker Series (three) featured Harold Johnson. There was also a National Storytelling Month presentation, a Reconciliation Gala that Lakeland supported as a member of the Heart of Treaty 6 (HOT6) and an Orange Shirt Day presentation. In collaboration with the Learning Network of Alberta, Lakeland hosted the “Meet the Inuit” Spring Gathering at the Vermilion campus. Thirty-seven education professionals from across Alberta were on campus to take part in the three-day Inuit Land Based sessions. Lakeland, the Learning Network of Alberta and the Heart of Treaty 6 Reconciliation presented HOT6 Talks, which featured a rapid-fire presentation on cultures, histories, traditional and contemporary song and dance. During Indigenous Awareness Week in March, the Indigenous Student Committee organized the following activities for students, staff and the community to take part in: blanket exercise, Métis cultural presentation, powwow performance, cultural round dance, craft display and sale, bannock making contest, and informational displays and presentations. An introductory Cree course was offered in May. Participants learned structure, phonics and conversational Cree, as well as insights into Cree culture. The annual teepee raising event was held in the fall. The academic year ended with the honour song being played at convocation ceremonies in Vermilion and Lloydminster, as well as prayers from First Nations and Métis elders. University transfer’s Indigenous Studies Transition Program for Indigenous Students course was approved for credit. The core principle of this course is rooted in positive connections, both on and off campus. The sessional full-time instructor position was filled. The instructor will advocate and support Indigenous learners. Human Resources rolled out Unconscious Bias training on the D2L system, which is the college’s learning management system. Promotion of the new course offering started in June and will continue over the summer. The department also organized Lakeland’s first Family Barbecue in Kitscoty, Alta., to help connect employees on both campuses.
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Type
Description
Expected Completion Status Date (from CIP)
Foster a healthy and safe campus
June 2019, 2020, 2021
Progress Made in Last 12 Months
Priority Initiative P5 GOA Alignment: Accessibility
Ongoing
Counselling with a registered psychologist is available to all students for free. Lakeland’s wellness advisor offered a range of supports to students. Several faculty and staff received trainer status in Working Minds training in support of Lakeland’s mental health strategy to support staff/faculty. As well, faculty were trained in Inquiring Minds in support of the college’s mental health strategy to support students.
Expected Outcomes EO5
Establishment of college campus as a safe and respectful environment to live and learn in with zero tolerance for any form of sexual violence
June 2019, 2020, 2021
Ongoing
Support an annual sexual violence awareness campaign on each campus
June 2019, 2020, 2021
Ongoing
Performance Measures PM5
The #IBelieveYou campaign was held at both the Vermilion and Lloydminster campuses in September.
Lakeland and the Lloydminster Sexual Assault and Information Centre (LSAIC) held the #IBelieveYou campaign to teach people how to respond to survivors of sexual assault. LSAIC also hosted a workshop, First Responder to Sexual Assault and Abuse Training, at the Lloydminster campus.
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GOAL 2:
RELEVANT PROGRAMMING AND RESEARCH The aim of Lakeland’s Relevant Programming and Research goal is to ensure students have access to training that strongly aligns with labour market needs. Research efforts support economic innovation. This goal includes four priority initiatives that align with the Government of Alberta’s (GOA) key principles of Quality and Coordination.
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Type
Description
Expected Completion Status Date (from CIP)
Progress Made in Last 12 Months
Priority Initiative P1 GOA Alignment: Quality
Ensure programs are the highest June 2019, 2020, possible quality 2021
Ongoing
Learning environments are competency-based and students are developing work-ready skills throughout all Lakeland programs.
Ongoing evaluation of program learning outcomes and curriculum for relevance and quality
June 2019, 2020, 2021
Ongoing
Culture of instructional development and excellence with academic staff having access to modern equipment and facilities
June 2019, 2020, 2021
Ongoing
Establishment of academic technology standard for all teaching facilities on campus
June 2021
Ongoing
Ensure at least 92 per cent of graduates are satisfied with the quality of education received
June 2019, 2020, 2021
Ongoing
Result: 97 per cent (About to Graduate Survey 2019)
Exceed CCSSE benchmark and be within the top 10 per cent of performing colleges in providing programming that challenges students academically
June 2019
Not achieved
Lakeland did not exceed the benchmark (Lakeland was 49.1 and the benchmark was 50). Lakeland was not within the top 10 per cent (which was 57).
Ensure at least 77 per cent of graduates are satisfied that facilities, equipment, and materials are up to date
June 2019, 2020, 2021
Ongoing
Result: 95 per cent (About to Graduate Survey 2019
Expected Outcomes EO1
Phase 1 of the Vermilion Campus Revitalization project includes four student labs in Academic Link, which are slated to be completed by October 2019. They will offer new technology to students and staff.
Performance Measures PM1
The School of Environmental Sciences held several program advisory committee meetings. Curriculum changes were discussed in detail. New courses will be introduced by amalgamating or phasing out existing courses, and overlapping course content will be addressed in 2019-20. Program and curriculum review meetings were held in May 2019 for all four majors. Lakeland Emergency Training Centre continued its work to update program content to the latest standards, however, lack of direction from provincial accrediting body created challenges. Updating program material to the latest professional qualification standards is an ongoing process. A curriculum review of the Sign Language and Deaf Culture studies program was completed and a full-time delivery plan was created for the fall 2019 cohort. University transfer program review was completed.
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Type
Description
Expected Completion Status Date (from CIP)
Progress Made in Last 12 Months
Align programs with labour market
June 2019, 2020, 2021
Continuing Education programs were expanded in areas including agricultural sciences, art, health and wellness.
Priority Initiative P2 GOA Alignment: Quality
Ongoing
Many advisory committees added new members, including energy, environmental sciences and university transfer, to ensure the programs remain aligned with the labour market. New programs are in development.
Expected Outcomes EO2
Establishment of college as employers’ choice for graduate hires and corporate training
June 2019, 2020, 2021
Ongoing
Support of established and active advisory committees
June 2019, 2020, 2021
Ongoing
Evidence that academic staff are well networked with the labour market through professional development activities and involvement on provincial and national boards, industries and committees
June 2019, 2020, 2021
Ongoing
Active participation of students in key industry events
June 2019, 2020, 2021
Ongoing
Ensure at least 85 per cent of graduates have the opportunity to apply knowledge to industry
June 2019, 2020, 2021
Ongoing
Result: 96 per cent (About to Graduate Survey 2019)
Exceed graduate employment rate of 85 per cent
June 2019, 2020, 2021
Ongoing
Result: 93* per cent
Ensure over 85 per cent of graduates feel the benefits of their program outweigh the financial cost
June 2019, 2020, 2021
Ongoing
Result: 85* per cent *Outcome Survey for the Publicly Funded Post-Seconday Institutions' Class of 2016 (completed in 2018).
Ensure each program holds regular advisory committee meetings
June 2019, 2020, 2021
Ongoing
Depending on the program, advisory committee meetings meet annually or every second year as scheduled.
Performance Measures PM2
The Marketing and Communications team created informational/promotional postcards that were shared with business, energy, health and wellness, human services and university transfer program advisory committee members. Lakeland and Onion Lake Social Development (OLSD) worked together to deliver Digital Literacy for Employment for OLSD income assistance clients in January 2019. Lakeland hosted the Big Green Ideas speaker series in March at the Vermilion campus. It featured a keynote speaker as well as a panel of industry experts who discussed renewable energy adoption. The aim of this event was to promote the renewable energy and conservation program. The first Conference on Environmental Management was held. Second-year students in the bachelor of applied science: environmental management program shared their capstone presentations and connected with industry representatives. Keynote speakers from industry also presented. 20 | Annual Report 2018-19
The Health and Wellness department made strides in developing a clinical skin and laser technician program. The program proposal was approved by Academic Council. It will be sent to the Board of Governors and Provider and Program Registry System (PAPRS) in 2019-20 for approval.
Type
Description
Expected Completion Status Date (from CIP)
Progress Made in Last 12 Months
Priority Initiative P3 GOA Alignment: Coordination
Build learner pathways
June 2019, 2020, 2021
Ongoing
The transfer inventory will continue to be revised as needed pending new agreements established throughout the schools. In partnership with Northern Lakes, Grade 4-9 courses were offered at Lakeland in 2018-19. Lakeland and the University of Alberta’s collaboration to offer the university’s Aboriginal teacher education program (ATEP) began. Students complete the first two years in Lakeland’s university transfer program then apply to transfer into ATEP for the third and fourth years. All years are offered at the Lloydminster campus. More Continuing Education programming was developed college-wide, with a concentration in agricultural and environmental sciences.
Expected Outcomes EO3
Increase in learner access to transfer and degree-completion options (in partnership with degree-granting institutions)
June 2019, 2020, 2021
Ongoing
Lakeland and the University of Saskatchewan's Edwards School of Business signed a Memorandum of Understanding that allows business students to transfer to Edwards upon completion of their Lakeland business administration diploma. Twelve new Athabasca University degree completion options will be available at Lakeland in fall 2019.
Increase in applicant conversion and learner retention
June 2020
Ongoing
Improvement of communication of career pathways to current and prospective students
June 2021
Ongoing
Annual Report 2018-19 | 21
Type
Description
Expected Completion Status Date (from CIP)
Progress Made in Last 12 Months
Performance Measures PM3
Establish a baseline inventory of transfer agreements and increase by one new agreement per school within the life cycle of the plan
June 2021
Ongoing
An inventory of transfer agreements was created in 201718 and will be used to assess percentage growth in the future.
Ensure 100 per cent of applicants receive information about accessing financial aid
June 2019, 2020, 2021
Ongoing
A financial aid postcard was created to be included in all acceptance and wait-list letters. The information was also available on MyLakeland, Lakeland’s app and campus posters. Going forward, it will be included in all admissions letters.
Map out career pathways for
June 2021
Ongoing
every program
Lakeland and Athabasca University grew their 14-year partnership to offer more degree pathways to Lakeland’s university transfer students. This enhanced partnership provides 12 new Athabasca University degree options to university transfer students that can be completed at the Lloydminster campus starting September 2019. Beginning in fall 2019, Lakeland’s new transfer agreement with the University of Saskatchewan's (USask) Edwards School of Business will allow students who successfully complete Lakeland’s two-year business administration diploma to transfer two years of credits to the four-year bachelor of commerce program at Edwards in Saskatoon. As a result, students will graduate with both a diploma and a degree after four years of study. NorQuest agreed to grant access to their online accounting technician courses, fulfilling a former agreement. Lakeland and Cumberland College agreed to co-deliver Lakeland’s business administration program at Cumberland’s Tisdale, Sask., campus. This program delivery will start in 2019-20. Northlands College and Lakeland College have a brokerage agreement that allows Northlands to offer Lakeland’s environmental sciences diploma program’s water conservation and management major. Lakeland signed memorandum of understandings with the Western Region Coastal Foundation and Seaweld Engineering to develop training, and academic and research activities for Ghanaian training and educational facilities. Lakeland offered health care aide remotely in Wainwright in 2018-19. Lakeland’s heavy oil power engineering (HOPE) and heavy oil operations technician (HOOT) programs received new certification from the Canadian Armed Forces (CAF). After an intensive application and review process, HOPE is certified to provide up to 85 per cent and HOOT is certified to provide up to 70 per cent of the training required. Both programs had to meet a minimum of 70 per cent to receive the certification. The remainder of the training is completed through the CAF. The School of Agricultural Sciences restructured the animal science technology program to include specialized courses and four distinct majors: beef science, equine science, dairy science and livestock science. The updated program will be available in 2019-20. The School of Agricultural Sciences made strides in developing the bachelor of applied sciences: agriculture technology program. The application was submitted to Advanced Education. Curriculum outlines and courses outcomes were completed. A CAQC self-assessment was completed and site visit is forthcoming. The School of Agricultural Sciences also explored offering another degree that focusses on leadership and/or agribusiness. An industry needs assessment was completed and concluded that there is currently a gap in advanced training in agriculture leadership for industry professionals. Outcomes for the new program were defined.
22 | Annual Report 2018-19
Type
Description
Expected Completion Status Date (from CIP)
Progress Made in Last 12 Months
Priority Initiative P4 GOA Alignment: Quality
Expand research capacity
June 2019, 2020, 2021
Ongoing
To accommodate deeper synergies and efficiencies between faculty, research staff, students and the StudentManaged Farm – Powered by New Holland, applied research transitioned to be managed within the various academic schools. Applied Research expanded research capacity by growing crop and livestock research opportunities, partnerships, infrastructure and resources. Hosted Technology Access Centre (TAC) representatives in January. Established a Beef Research Advisory Council.
Expected Outcomes EO4
Increase in research activity in commercial crop and livestock production
June 2019, 2020, 2021
Ongoing
Establish 25 per cent now or expanded research partnerships annually over baseline year 2017-19
2020, 2021
Ongoing
Performance Measures PM4
Lakeland has 15 formed partnerships (as reported to NSERC in 2017-19).
Laurel Thompson, Lakeland’s crop research specialist, presented data and results from the 2018 field season to stakeholders at a variety of venues, including crop producer commission regional meetings, a producer workshop hosted by Continuing Education, and national and international scientific conferences. The 2019 field season was completed, and three field schools were hosted that reached over 150 producers, industry members, students and alumni. More than 1,000 experimental research plots of cereal, pulses and oilseeds were conducted in 2019, encompassing 39 trials with 15 research partners. Thompson secured a two-year Canadian Agricultural Partnership (AB-CAP) funded Lakeland-led project that examines ways to increase barley profitability in Alberta, with collaborating partners from Alberta Agriculture and Forestry. Currently, Lakeland is part of three multi-year research proposals with Agriculture and Agri-Food Canada. Fieldwork will begin in 2020 if funded. Dr. Obioha Durunna was appointed adjunct professor at the Department of Animal and Poultry Science, College of Agriculture and Bioresources at the University of Saskatchewan. Dr. Durunna presented at the Cattle Science Conference in Tai'an and The Chinese Academy of Agricultural Sciences in Beijing, China. Dr. Durunna secured over $200,000 from Saskatchewan’s Agriculture Development Fund and AB-CAP to evaluate the impact of feeding garlic powder to beef cattle. Through a cross-institution collaboration with the University of Saskatchewan, Dr. Durunna will co-supervise a graduate student (working on the garlic powder study) with Dr. Bart Lardner. Dr. Durunna also received additional funding from AB-CAP to study repeatability of bull performance in multi-sire commercial herds. Further collaborations with the University of Alberta will validate use of infrared scanning to detect estrus in dairy cows and validate whether specific metabolites are associated with transition diseases in dairy cows. He is also involved in the successful MIF project (led by Dr. Barkema, University of Calgary) evaluating strategies to reduce antimicrobial resistance. With the addition of new GrowSafe beef units, feed efficiency testing services at Lakeland can now provide the shortened test options for producers. Work is underway to develop collaborations with Delta Genomics, UCVM, Canadian Dairy Network and Animal Inframetrics, among other organizations. Lakeland received an Applied Research Tools and Instruments Grant ($117,026) from the Natural Sciences and Engineering Research Council of Canada’s (NSERC) College and Community Innovation program. The funds were used to purchase six new SmartFeed-Pro (SFP) systems. The SFP units will be used in different research trials in the beef pens, the sheep unit, Dairy Learning Centre and in pastures. Annual Report 2018-19 | 23
GOAL 3:
CONNECTIVITY The aim of Lakeland’s Connectivity goal is to ensure that all resources are in place to engage community partners in educational pursuits and to provide information to prospective and current students, alumni and community members. This goal includes three priority initiatives that align with the Government of Alberta’s (GOA) key goals of Accessibility, Accountability and Quality.
24 | Annual Report 2018-19
Type
Description
Expected Completion Status Date (from CIP)
Progress Made in Last 12 Months
Priority Initiative P1 GOA Alignment: Accessibility Accountability
Increase sustainable resources and support student success through fundraising and external partnerships
June 2019, 2020, 2021
Ongoing
Three major fundraising events were held in 2018-19: President’s Gala, Feast on the Farm and the Rustlers Golf Tournament. Ongoing work at the executive level continues with making connections with potential partners and donors. A change in work structure allowed Career Services to report to Advancement, which helps to transition students to alumni.
Expected Outcomes EO1
Increase in annual fundraising efforts to provide additional support to awards, scholarships, bursaries, student success and operational needs
June 2019, 2020, 2021
Ongoing
Successful achievement of fundraising targets through the Leading. Learning. The Lakeland Campaign. to complete educational facilities and provide supports for student leadership and success
June 2020, 2021
Ongoing
Lakeland expanded its land base at the Vermilion campus thanks to several key donors who supported the Leading. Learning. The Lakeland Campaign.
Increase in alumni engagement to support student mentorship, student outreach and school outreach with alumni partners in industry
June 2019, 2020, 2021
Ongoing
Nine alumni events were held, with a combined attendance totaling more than 425.
$1.3 million in student awards
June 2019, 2020, 2021
Ongoing
In the 2018-19 academic year, approximately $1.58 million in awards, scholarships and bursaries was distributed to Lakeland students.
Achieve first phase of campaign
June 2021
Ongoing
Seventy per cent of the $11-million campaign goal was raised.
Increase alumni contacts by 10 per cent per year
June 2019, 2020, 2021
Ongoing
There was a 28 per cent increase in alumni contacts from the previous year.
Performance Measures PM1
The Advancement department re-evaluated its annual giving program and began work on college-wide grant tracking, in partnership with the Finance department. The number of new donors decreased by 28 per cent, the retention rate of donors was 57 per cent, the number of new donors totaled 389 and $1.6 million was raised in production. The School of Agricultural Sciences continued to work with the campaign and profile committees to advance fundraising and industry profile of their school. The University Transfer department, in partnership with the Advancement team, hosted its first program-specific alumni event at the Lloydminster campus. The School of Trades and Technology continued to enhance its relationships and build new ones with a number of external partners, including: Buffalo Trail Public School Division: East Centre Catholic School Division, Annual Report 2018-19 | 25
Northern Lights School Division, Heads of Trades, Skills Canada Alberta Board, National Council of Deans of Apprenticeship, Trades and Technologies, Northeastern Alberta Apprenticeship Initiative, Holy Rosary High School, Alberta Boilers Safety Authority, Local Apprenticeship Councils and the Provincial Apprenticeship Council.
Type
Description
Expected Completion Status Date (from CIP)
Raise Lakeland’s profile as an institution of excellence
June 2019, 2020, 2021
Progress Made in Last 12 Months
Priority Initiative P2 GOA Alignment: Quality Accessibility Accountability
Ongoing
Lakeland’s senior leadership team met with various government officials and external personnel to raise awareness of Lakeland and cultivate stronger relationships. Numerous awards were won, which helped bolster Lakeland’s reputation for academic excellence. Several digital campaigns were executed to raise brand awareness and target specific programs. Media mentions were tracked. A new facilities video was created, among others that showcase Lakeland’s students, programs and campuses.
Expected Outcomes EO2
Clear information, in all modalities, provided to students and parents about programs, program pathways, skill development, and job placement
June 2019
Achieved
Establish a baseline using a college reputational survey
June 2020
Ongoing
The Marketing and Communications department developed a three-year strategic marketing plan. An annual calendar of projects and events was completed, as well as a social media strategy. Program pathways were added to the website and to the program preview, as well as various documents and advertisements.
Performance Measures PM2
The Marketing and Communications department continued its work to improve website functionality: • Tuition fee calculator added to the website
• Search engine optimization with SiteImprove
• Amalgamation of microsites including Applied Research, Emergency Training Centre Social media presentations were completed with various departments. A new social media procedure was approved and an inventory of Lakeland’s accounts was completed. There were many award-winning accomplishments at the student, employee and college level that helped raise Lakeland’s profile. For example, Lakeland become the first post-secondary institution in Alberta to attain Verified Beef Production Plus certification; agribusiness students won the Cor Van Raay Agribusiness Case Competition; Lakeland was named one of Alberta’s Top 75 Employers; William Yap, a business student, won the bronze Colleges and Institutes Canada’s Leadership Excellence Award for students; and two Lakeland apprentices earned podium spots at the 2019 Alberta Provincial Skills Canada Competition.
26 | Annual Report 2018-19
GOAL 4:
SUSTAINABILITY The aim of Lakeland’s Sustainability goal is to ensure that all resources (staff, budget and infrastructure) are focused on providing a stable and meaningful learning experience for students. This goal includes two priority initiatives that align with the Government of Alberta’s (GOA) key principles of Quality and Accountability.
Type
Description
Expected Completion Status Date (from CIP)
Progress Made in Last 12 Months
Priority Initiative P1 GOA Alignment: Quality
Modernize the learning environment through a strategic renewable plan to meet student learning needs
June 2019, 2020, 2021
Ongoing
In 2018-19, Lakeland opened the new Animal Health Clinic, completed the Trades Centre roof repair project and initiated work on the Vermilion Campus Revitalization plan.
Repair of the Trades Centre roof to ensure the continued delivery of Trades and Technology programming within a safe environment
June 2020
Achieved
The Trades Centre project was completed.
Complete phase one of Campus Revitalization including additional student space
June 2021
In progress
Renovations began in the Academic Link student labs as well as Student Services and Learning Commons Information Technology area in Alumni Hall. Work is expected to be completed by October 2019.
Complete 100 per cent of projects on time and on budget
June 2019, 2020, 2021
Ongoing
The Animal Health Clinic opened on time.
Update deferred and critical maintenance lists annually
June 2019, 2020, 2021
Ongoing
Expected Outcomes EO1
Performance Measures PM1
The Animal Health Clinic opened in September 2018. The new 14,531 sq. ft. facility reflects an operational veterinary clinic and replaces the college’s Small Animal Clinic, which was built in the 1960s. The clinic accommodates 30 more seats in the animal health technology program. It features increased lab spaces, separate animal wards, a modern surgical suite and dental lab, a separate pharmacy, front desk and reception area, and more. Lakeland received funding from the Government of Canada’s Post-Secondary Institutions Strategic Investment Fund and the Government of Alberta for this project. The Government of Alberta provided funding for the Trades Centre roof repair project, which was completed in 2019. The Vermilion Campus Revitalization project is underway. Phase 1 includes renovations to four student labs in Academic Link, Alumni Hall Student Services and the Alumni Hall Learning Commons Information Technology area. Work began on creating a Centre for Ag Technology.
28 | Annual Report 2018-19
Type
Description
Expected Completion Status Date (from CIP)
Progress Made in Last 12 Months
Priority Initiative P2 GOA Alignment: Quality Accountability
Optimize the use of resources to support a stable learning environment
June 2019, 2020, 2021
Ongoing
Refresh college information technology infrastructure to address end-of-life system issues, cyber security and changing learner needs
June 2019, 2020
Ongoing
Complete budget framework to support long-term strategic capital priorities
June 2019, 2020, 2021
Ongoing
Establish long-range capital and operation plan
June 2019, 2020, 2021
Ongoing
Work underway on prioritizing projects.
Implement business continuity and risk frameworks to ensure the stability and safety of services for staff and students
June 2019, 2020, 2021
Ongoing
Financial Services established an enterprise risk management framework.
Balance statement of operations at fiscal year-end
June 2019, 2020, 2021
Ongoing
Lakeland generated an annual surplus of $7.9 million and received three green lights from the Office of the Auditor General for 2018-year end.
Ensure yearly that the strategic investment fund supports budget priorities
June 2019, 2020, 2021
Ongoing
Expected Outcomes EO2
Performance Measures PM2
The chief financial officer developed an internal audit framework and worked with chief internal auditors in the sector to prepare a proposal for a collaborative alliance to provide internal audit services across the sector. Lakeland continued to provide chief financial officer consulting services to Portage College through a 75-25 shared services arrangement. Financial Services implemented an Electronic Funds Transfer system for vendors and employee expense claims. The department improved quarterly reporting by improving the alignment of the budget to actuals and reconciliation of summary reports. The director of financial services led a cross-functional team to develop a handbook for the administration of various student leadership and athletic activities. Lakeland’s risk and compliance coordinator developed and presented a number of FOIP information/education sessions to key staff groups, including leadership team, administration, Student Services and the Board of Governors. A number of policies and procedures were updated and are in the process of review and approval. Information Technology continued to be focused on improving operational performance and end-user satisfaction while maintaining stability and security of the network. Several initiatives were undertaken to provide this such as: improvements to Data Backup & Recovery; cloud-based email service and security; improvements to client-side experience; increasing data security; and network infrastructure upgrades.
Annual Report 2018-19 | 29
Type
Description
Expected Completion Status Date (from CIP)
Progress Made in Last 12 Months
Priority Initiative P3 GOA Alignment: Quality
Empower staff to excel
June 2019, 2020, 2021
Ongoing
Build leadership capacity June 2019, 2020, through a college-wide strategic 2021 succession plan
Ongoing
Provide a safe environment for working and learning
June 2019, 2020, 2021
Ongoing
Establish a culture of engagement
June 2019, 2020, 2021
Ongoing
Update succession plan annually June 2019, 2020, 2021
Ongoing
Support Employee Family Assistance Program for all staff and students
June 2019, 2020, 2021
Ongoing
Increase engagement survey score by 10 per cent by end of three years
June 2019, 2020, 2021
Ongoing
Throughout Lakeland, departments used the Gallup Engagement Survey results to inform collaborative conversations, team building and meaningful engagement. Departments also completed StrengthFinder sessions to empower staff and cultivate team dynamics.
Expected Outcomes EO3
Safety manuals and polices were reviewed and updated to meet new Alberta Occupational Health & Safety rules.
Performance Measures PM3
The 2018-19 succession plan was updated.
The per cent of engaged staff went from 41 per cent in 2018 to 44 per cent in 2019. Our Gallup percentile ranking went from 38 per cent in 2018 to 45 per cent in 2019.
Human Resources enhanced programs and tools to improve staff and manager engagement, including PeopleSoft functionality and online recruitment modules. An onboarding cross-functional team was established. Lakeland’s emergency response plan and emergency response team were updated to meet Incident Command Standards (ICS) and training in ICS was provided. An emergency operations centre was created. A smoking and cannabis policy was approved and shared. Respect in the Workplace training was approved and will be implemented in 2019. The Workplace Violence and Workplace Harassment Prevention Policies were completed. Human Resources and Marketing and Communications piloted the new Feedforward Conversation Guide for employee evaluations. Lakeland unveiled its new mission, vision and values (MVV) in December 2018. An inclusive process that engaged hundreds of employees, students, industry representatives and community members led to the creation of the new MVV: • Mission: To inspire lifelong learning and leadership through experience, excellence and innovation.
• Values: Learner success, integrity, respect, community, excellence and innovation.
• Vision: Transforming the future through innovative learning. A cross-functional team of employees developed definitions and guiding behaviours for the values.
30 | Annual Report 2018-19
Type
Description
Expected Completion Status Date (from CIP)
Progress Made in Last 12 Months
Priority Initiative P4 GOA Alignment: Quality Accountability
Incorporate environmentally sustainable practices in college operations
June 2019, 2020, 2021
Ongoing
Lakeland continues to renew and update landscaping practices. Internal monitoring was initiated for water flow; the short-term benefits have reflected a minor savings in energy costs.
Consider energy conservation and efficiency in all building retrofits and design
June 2019, 2020, 2021
Ongoing
Energy conservation and efficiency measures were part of the plans to renovate the sciences labs in Academic Link, including the fume hoods. When complete, the new labs’ ventilation air flow design will be more efficient.
Consider efficacy of alternative energy sources for each campus
June 2020
Ongoing
Evaluate new capital projects for sustainable design options
June 2019, 2020, 2021
Ongoing
Develop a business case for on-campus alternative energy generation
June 2021
Ongoing
Expected Outcomes EO4
Performance Measures PM4
The new Trades Centre roof features new glazing that will improve heat loss in the winter as well as heat gained in the summer. In 2018-19, 1,500 new plants were added to the Lloydminster and Vermilion campuses, combined.
Annual Report 2018-19 | 31
ENROLMENT PLAN AND PROGRAM CHANGES In the 2018-21 Comprehensive Institutional Plan, Lakeland projected 2,145 full-load equivalents (FLEs). The actual number of FLEs for the 2018-19 year is 2,145.817. Programming areas that exceeded FLE projections include human services, due to an increase of online learners. The animal health technology (AHT) diploma program experienced significant growth – the FLE projection was 75 and the actual FLE count was 103.9. This growth is due to the opening of the new Animal Health Clinic, which accommodates 30 more seats in the AHT program. Two firefighter training platoons were scheduled for July and August 2019, rather than the spring (April and May 2018), which accounts for why the enrolment appears lower than projected. Industry demand also accounts for why the power engineering enrolment numbers are lower than projected. Lakeland projected 25 per cent of total enrolments in business administration as international students, the actual percentage was 52.8 in 2018-19. Robust international recruitment efforts fueled growth in business administration.
32 | Annual Report 2018-19
2018-19 Full-load Equivalent (FLE) Enrolment by Program Lakeland FLEs totaled 2,145.817, which reflects projections made for the 2018-19 academic year.
Program
FLE Projection in CIP
Actual
Apprenticeship
180
208.544
2nd Class power engineering (new)
N/A
10.598
Accounting technician
18
3.6
Administrative professional
10
6.825
American Sign Language & Deaf Culture studies
15
14.2
Business administration
10
7
Community mental health
10
7.6
Early learning and child care
75
96.975
Educational assistant
50
55.21
Emergency medical responder
1
0
Esthetician
15
18.866
Firefighter certificate of achievement
45
27.801
General agriculture
18
14
Hairstyling
36
15.7
Health care aide
22
33.717
Heavy oil operations Technician
5
10.9
Power engineering ( 4th Class and gas processor operator)
45
10.09
Pre-employment
35
18.291
Renewable energy and conservation
12
11.7
Street rod technologies
14
10.5
Veterinary medical assistant
24
25.454
Western ranch and cow horse
21
18.7
Agribusiness
90
81.1
Animal health technology
75
103.9
Animal science technology
150
148.314
Business administration
260
240.433
International business enrolment (per cent)
25
52.8
Child and youth care
60
69.675
Crop technology
100
108.3
Early learning and child care
40
42.475
Emergency services technology
55
65.58
Environmental sciences
125
135.418
Heavy oil power engineering
150
157.396
Interior design technology
30
27.565
Petroleum management
3
0
Renewable energy and conservation
3
4.641
Sign language interpretation
8
3.5
Bachelor of applied business: emergency services
30
37.449
Bachelor of applied science: environmental management
40
24.011
University Studies
220
224.7
Employment skills enhancement
10
11.666
Open studies
30
31.923
Tourism: ready to work
5
N/A
Total
2,145
2,145.817
Certificate
Diploma
Applied Degree
Other Non-Credential
Annual Report 2018-19 | 33
Total FLEs 2,073.25 2,140.867 2,145.817
2016-17 2017-18 2018-19
Credit unique students Full-time
Part-time
Total 1,550
2016-17 1,604 2017-18 1,659 2018-19
Program completions 1,186 1,220 1,240
2016-17 2017-18 2018-19
Indigenous student enrolment (self-identified) FLEs
Unique students
2016-17
132.670 216
2017-18
161.133 233
2018-19
146.824 237
International student enrolment FLEs 2016-17 2017-18 2018-19
Unique students 82.463 112 135.224 179 248.21 300
34 | Annual Report 2018-19
2,109
2,086
1,973
3,659
3,690
3,632
Program Changes The needs of students and the labour market, as well as the opportunity to provide diverse programming options to Campus Alberta, are what drive new program development at Lakeland College. In the 2018-21 Comprehensive Institutional Plan (CIP), Lakeland identified potential new programs. The following is an update on the programs included in the CIP.
Program Proposal
CIP Overview
Outcome
Expansion to university transfer (UT) course offerings
• New first- and second-year UT courses to expand transfer options (health and science) • Mostly full-time and on-campus • 2018-19 academic year delivery
Delivery of additional courses began in the 2018-19 academic year, including anatomy and physiology. University transfer increased section numbers in many courses due to demand and high enrolment. In January 2019, Lakeland and Athabasca University grew their partnership to offer more degree pathways (14) in September 2019.
Animal assisted wellness
• One-year certificate • Blended (online theory with on-campus practical) • 2018-19 academic year delivery
Delivery of this program began in the 2018-19 academic year
Ranch and range management
• Two-year diploma • Full-time, on-campus • 2019-20 academic year delivery
Progress on this program was put on hold until changes in the animal science technology (AST) program were completed. In March 2019, Lakeland introduced the restructured AST diploma program. The updated AST program with four majors will be delivered in the 2019-20 academic year.
Bachelor of applied science: commercial agriculture technology
• Applied degree • Full-time, on-campus, blended options • 2019-20 academic year delivery
Industry, student and academic consultations completed, as well as the PAPRS submission to Advanced Education. Lakeland is awaiting approval, as well as the site visit. The new name of the program is bachelor of applied science: agriculture technology.
Petroleum engineering technician
• Two-year diploma • Full-time, on-campus • 2020-21 academic year delivery
Lakeland continues to explore the possibility of this program option. Funding has not been secured.
Indigenous governance
• Two-year diploma • Full-time, on-campus • 2020-21 academic year delivery
Lakeland continues to explore the possibility of this program option. There is interest from Indigenous partners, however, additional research is needed.
Annual Report 2018-19 | 35
The 2018-21 CIP also proposed changes to existing programs as well as program expansions. The following is an update on the programs identified in the CIP.
Program Proposal
CIP Overview
Outcome
School of Agricultural Sciences
Accommodate ongoing growth, particularly in crop technology, animal science technology and agribusiness diplomas
The crop technology, animal science technology and agribusiness programs’ class and lab sizes were re-visited to accommodate growth and to ensure alignment with quality instruction.
Animal science technology
Introduce a dairy specialization
The diploma program was restructured to include four specific majors, including dairy, for delivery in 2019-20.
School of Human Services
Accommodate growth in online enrolment
In an effort to accommodate growth, a full-time academic advisor position for the School of Human Services was proposed and approved. In 2017-18, 141 courses were offered and 146 courses in 201819.
Enable a French immersion option for students by providing access to English and French courses
The School of Human Services has an online French offering for early learning and child care and educational assistant. Students who want to study in English and French are able to in these programs.
Animal health technology
Introduce an online cohort
An online cohort was introduced, however, due to low enrolment, Lakeland did not offer it during the 2018-19 academic year.
Real estate appraisal and assessment major
Introduce an online option
An online delivery option for 2020-21 is underway for second year of the program. First-year options are still being developed.
2nd Class power engineering
Introduce a part-time, evening delivery option
The program was approved for blended delivery. Lakeland is exploring a part-time delivery option.
Business
Provide a student-managed learning experience by having business students manage the two college bookstores
In 2018-19, business students reviewed the college’s bookstore operations to assist with a future business plan. Several recommendations will be implemented in 2019-20. At this time, business students do not manage the bookstores.
36 | Annual Report 2018-19
COMMUNITY OUTREACH AND UNDERREPRESENTED LEARNERS Lakeland College is committed to helping students reach their full potential with personalized learning pathways. Lakeland’s strategic priorities include: • Maximizing student engagement • Building capacity in intercultural understanding and diversity • Enhancing student supports and services • Providing opportunity for students to further enhance their education
Annual Report 2018-19 | 37
Regional stewardship Lakeland cultivated community engagement and regional stewardship in 2018-19 by leveraging resources that build capacity for learner pathways, connecting and sharing information with the community, and by helping to identify ways to bridge learner gaps to post-secondary programs. Lakeland’s priority initiatives for 2018-21 include:
Foundational learning In 2018-19, 27 adults took Adult 12 at the Lloydminster campus. Through Adult 12, an adult may attain a Grade 12 standing in the province of Saskatchewan by earning seven credits, with a minimum of five credits at the 30 level. Adults whose education was within the Grade 4 to 9 level could take Northern Lakes College’s Academic Upgrading program at the Lloydminster campus in 2018-19.
Community partnerships Following the success of offering health care aide in Wainwright in 2016 and accounting technician in 2017, Lakeland successfully offered health care aide within that municipality in 2018-19. The remote program delivery is thanks to Lakeland’s partnership with Wainwright Economic Development and Wainwright Adult Learning.
Innovation Lakeland, Alberta Innovates and StartUp Lloydminster created an East Central Alberta Regional Innovation Network (RIN). In partnership, the RIN members accomplished the following in 2018-19: • Final reporting on the outcomes of the previous RIN funding • Successful application to Alberta Innovates for continued funding
• Establishment of Pathways to Impact action plan for 2019-2020
The Pathways to Impact action plan includes a range of activities, such as governance and strategic planning, entrepreneur and venture development, and connectivity and networking.
Post-secondary partnerships In 2018-19, Lakeland continued to develop agreements with other post-secondary institutions to offer in-demand programming options: • Lakeland and the University of Saskatchewan's Edwards School of Business signed a Memorandum of Understanding that allows business students to transfer to Edwards upon completion of their Lakeland business administration diploma. • Lakeland and the University of Alberta’s collaboration to offer the university’s Aboriginal teacher education program (ATEP) began. Students complete the first two years in Lakeland’s university transfer program then apply to transfer into ATEP for the third and fourth years. All years are offered at the Lloydminster campus. • Lakeland and Athabasca University grew their 14-year partnership to offer more degree pathways to Lakeland’s university transfer students. This enhanced partnership provides 12 new Athabasca University degree options to
university transfer students that can be completed locally starting September 2019 at Lakeland’s Lloydminster campus. • NorQuest agreed to grant access to their online accounting technician courses, fulfilling a former agreement. Lakeland and Cumberland College agreed to co-deliver Lakeland’s business administration program at Cumberland’s Tisdale, Sask., campus. This program delivery will start in 2019-20. • Northlands College and Lakeland College have a brokerage agreement that allows Northlands to offer Lakeland’s environmental sciences diploma program’s water conservation and management major. • Lakeland’s heavy oil power engineering (HOPE) and heavy oil operations technician (HOOT) programs received new certification from the Canadian Armed Forces
Resourcing regional stewardship Each spring, Lakeland connects with Community Adult Learning Program (CALP) representatives to discuss programming and partnerships. In June, Lakeland met with representatives from Lloydminster, Vermilion, Killam, Wainwright, Two Hills and Provost. This opportunity allowed the college to share key information on foundational learning, the Wainwright Economic Development & 38 | Annual Report 2018-19
Adult Learning collaboration and adult assessment review, among other items. Each CALP provided an overview of their community programming highlights. Together, gaps in industry training, programming, delivery options and other topics were discussed.
Indigenization Lakeland College is located on traditional Treaty 6 territory and Region 2 of the Métis Nation of Alberta. Lakeland acknowledges that Indigenous Peoples are the first peoples of our country and honours and respects the history and roots of this nation. Providing pathways and support for Indigenous students is an ongoing priority for Lakeland. In 2018-19: • The University of Alberta’s Aboriginal teacher education program (ATEP) was offered at Lakeland in 2018-19. Ten students completed the first of two academic years in Lakeland’s university transfer program. Students will be able to transfer into ATEP for their third and fourth year. They will be able to complete all four years at Lakeland. • Indigenous Studies Transition Program for Indigenous Students, a university transfer course, was approved for credit. The core principle of this course is rooted in positive connections, both on and off campus. • The School of Trades and Technology offered two Exposure Camps to students from the Frog Lakes First Nations community. The first camp was attended by 10 outreach students and three chaperones, and the second was attended by 22 Grade 8 students and three chaperones.
• A range of cultural and social events were held in 2018-19 to celebrate and promote the Indigenous way of life, as well as to honour the history and lived experience of Indigenous peoples. These events include the annual teepee raising event, blanket exercise, Métis cultural presentation, powwow performance and cultural round dance, among other activities. The student-led Indigenous Student Committee planned activities for Indigenous Awareness Week. • The Elder In Residence program was established. Several elders visited campus to connect with students and enhance their educational experience. • Lakeland continues to work on a recruitment program that minimizes barriers for Indigenous and underrepresented learners.
Lakeland’s manager of Indigenous support services continued to work with the Indigenous Student Committee, promote campus events and initiate new Indigenous programming.
Learner supports Lakeland offers timely, accessible and targeted student supports. In 2018-19, the following activities were offered to students, among others: • Through a massive open online course (MOOC), three preparatory courses were available that outlined important areas vital to college success: avoiding procrastination, developing higher thinking skills and effective organizational habits.
• Accessibility Services continued to support students with disabilities. In 2018-19, 233 students were registered with Accessibility Services.
Consistent access to physical and mental health supports are a priority for Lakeland. In 2018-19, there were 292 student counselling appointments and 140 student wellness appointments. Thirty-three staff and students were trained in Safe Spaces. With funding from the provincial government to support student mental health, Lakeland’s counselling and wellness plan in 2018-19 included: • Conduct the National College Health Assessment survey. The data will be used to help shape a mental health framework for the college. • Participate in two regional post-secondary mental health committees (one for each campus) that focused on coordinating clinical and non-clinical mental health services, as well as facilitating transitions between community and campus services. Committee members included Lakeland staff and students, Thorpe Recovery Centre, Mental Health and Addictions, Alberta Health Services and Hospital ER staff, among others.
• Provide opportunities for students to be involved in wellness and stress-reduction events, such as “puppy rooms” during exam week, mindfulness-based cognitive therapy groups, Wellness Fair and the Pre-Think Your Drink campaign with Alberta Health Services. • The LGBTQ+ committee continued its work to help ensure Lakeland provides an inclusive learning and work environment. A number of events were held, including a Coming Out Stories evening and Lakeland’s first LGBTQ+ Inclusive Prom.
Annual Report 2018-19 | 39
Enhancing community investment Lakeland values the partnership it has with municipal leaders, industry partners, individuals and other friends of the college. Their support enhances access and affordability for students. Lakeland connected with municipal leaders and community members at three profile events – Feast on the Farm, Rustlers Golf Tournament and the President’s Gala – that raised funds to support student leadership, student-athletes and student bursaries. The college also hosted a new event, Lakeland Connects, which welcomed members of the community to campus to learn more about the college. In 2018-19, Lakeland thanked its 389 donors for their support, including three whose support allowed Lakeland to expand its land base at the Vermilion campus. They donated to the Leading. Learning. The Lakeland Campaign, which has raised more than 70 per cent of its total goal to date. The campaign goal is $11 million.
Communications to prospective students Clear, strategic communication with prospective students and their parents remains a top priority for Lakeland. In 201819, Lakeland completed various brand awareness and program-specific campaigns that featured digital, traditional and social media components. Lakeland faculty, students and staff shared Lakeland’s student-led learning success stories at a variety of speaking engagements and industry events. A variety of e-newsletters and documents that highlighted Lakeland’s key messages were created for specific audiences, including alumni and industry representatives. Lakeland’s communication sequence (journey map) for prospective students and their parents was refreshed. Extensive feedback and consultation allowed Lakeland to update the sequence and refine communications to better serve the needs of prospective and accepted students.
APPLIED RESEARCH Lakeland College’s applied research is driven by technological innovation, excellent student outcomes and supporting social, environmental and economic life in Alberta. Lakeland champions a systems approach to applied research that aligns with the Alberta Research and Innovation Framework and priorities of the Government of Alberta. Lakeland actively collaborates with institutional partners, industry and producers on research activities that are relevant to its programs and will advance innovation-based rural community economic development. In the 2018-21 Comprehensive Institutional Plan, four priority areas for applied research growth were identified for their relevance to the Lakeland economic region and to complement institutional academic strengths. • Agricultural Sciences
• Energy
• Environment
• Emergency Services
Lakeland focused on these areas and supported innovation that connects the college’s institutional goals, the Alberta Research and Innovation Framework (ARIF), and the provincial outcomes: economic diversification and job creation, environmental stewardship and climate leadership, effective resource management, and engaged communities. At Lakeland, some agricultural research is integrated within the Student-Managed Farm – Powered by New Holland (SMF), which supports learner success priorities. Through applied research, students take the lead in learning and build important skills that contribute to industrial innovation. To accommodate stronger synergies and efficiencies between faculty, research staff and students, the applied research department transitioned to be managed within various academic schools in 2018-19.
Annual Report 2018-19 | 41
Agricultural sciences Commercial agriculture research and development is a leading applied research priority for Lakeland. Lakeland’s goals for agriculture applied research are strongly aligned with the ARIF 2030 innovation targets for food and agriculture. These targets aim to produce results of value to western Canadian producers and the agriculture value chain, while responsibly managing natural resources.
Small plot crop research Applied research activities led by Laurel Thompson, Lakeland’s crop research specialist, include nine active projects in small plot crop research of which many are multi-year projects. Projects examine a wide range of agronomic practices and varietal performance in all major crop species, fertility rate and placement studies, disease management and modeling, crop lodging mitigation techniques, and the effect of wetlands on beneficial insect populations and canola yields. The 2019 field season featured three field schools that reached over 150 producers, industry members, students and alumni. More than 1,000 experimental research plots of cereal, pulses and oilseeds were conducted in 2019, encompassing 39 trials with 15 research partners. Thompson was successful in securing a two-year Canadian Agricultural Partnership (AB-CAP) funded Lakeland-led project that examines ways to increase barley profitability in Alberta, with collaborating partners from Alberta Agriculture and Forestry (total project value $187,680). Currently, Lakeland is part of three multi-year research proposals with Agriculture and Agri-Food Canada, where fieldwork will begin in 2020 if funded. The variety of industry partners connected to Lakeland’s current crop research include Canada Malt, Syngenta, SeCan, Anuvia, Mosaic Company, AgXplore, and BASF. University partners include the University of Calgary and the University of Manitoba. Producer commissions supporting research are AB Pulse Growers, AB Barley, AB Canola, AB Wheat and Canola Council of Canada. Commissions directly represent thousands of producers and operate as aggregators for funding of projects through farm-level check-off levy dollars and for identifying areas of research need and opportunity. These projects have demonstrated Lakeland’s ability to conduct high-quality trials of value to industry, producers and research organizations.
Livestock research Lakeland continued to grow its livestock research in 2018-19 with seven active projects. Dr. Obioha Durunna, Lakeland’s livestock research scientist, secured over $200,000 from Saskatchewan’s Agriculture Development Fund and Canadian Agricultural Partnership (AB-CAP) to evaluate the impact of feeding garlic powder to beef cattle. Dr. Durunna also received additional funding from AB-CAP to study repeatability of bull performance in multi-sire commercial herds. Further collaborations with the University of Alberta will validate use of infrared scanning to detect estrus in dairy cows and validate whether specific metabolites are associated with transition diseases in dairy cows. He is also involved in the successful MIF project (led by Dr. Barkema, University of Calgary) evaluating strategies to reduce antimicrobial resistance. With the addition of new GrowSafe Beef units, feed efficiency testing services at Lakeland will provide the shortened test options for producers, including Pugh Farms, Highland Feeders, Canadian Charolais Association and the Canadian Angus Association. Industry partners include MasterFeeds, PMT Inc., Rannach Community Pasture Society, West Central Forage Association and Alberta Milk. Work is underway to develop collaborations with Delta Genomics, UCVM, Canadian Dairy Network and Animal Inframetrics, among other organizations. Lakeland received an Applied Research Tools and Instruments Grant ($117,026) from NSERC’s College and Community Innovation program. The funds were used to purchase six new SmartFeed-Pro (SFP) systems. The SFP units will be used in different research trials in the beef pens, the sheep unit, Dairy Learning Centre or in pastures.
42 | Annual Report 2018-19
Energy Future research funding and support needs will emerge as projects and partnerships are identified.
Environmental sciences Lakeland is home to a new state-of-the-art all-sky camera observatory thanks to an Australian Research Council grant to Phil Bland of Curtin University, in partnership with the University of Alberta. Two cameras – one for taking video and another for taking still photos – allow for automated detection of meteorite-dropping fireballs in Western Canada. The observatory was installed in November 2018.
Innovation and rural economic development Lakeland, Alberta Innovates and StartUp Lloydminster created the East Central Alberta Regional Innovation Network (RIN). Together, they work to increase collaboration between existing economic development leaders throughout the region to ensure businesses have access to commercialization expertise, training, programs and services required to address the unique needs of a new innovation-based business. In 2018-19, RIN accomplished the following: • Final reporting on the outcomes of the previous RIN funding • Successful application to Alberta Innovates for continued funding
• Establishment of Pathways to Impact action plan for 2019-2020
Lakeland is also a partner in the Northeast Alberta HUB economic development alliance.
Other research and scholarly activities Lakeland is a member of the new Protein Industries Canada Supercluster, the Plant Protein Alliance of Alberta and AgWest Bio. Lakeland also has an industry driven Livestock and Forage Research Advisory Council that: • Provides reliable information on the trends, opportunities and changing needs of industry; • Influences and guides Lakeland’s applied research program development; and
• Provides advice and recommendations on industry priorities for research, research objectives on specific projects and supplementary livestock resources for research.
Annual Report 2018-19 | 43
INTERNATIONALIZATION Lakeland’s internationalization priorities in 2018-19 included recruitment, improving student satisfaction and support, education and support for faculty and staff, and international development projects. In 2018-19, Lakeland welcomed 300 international students from 19 different countries. Many of these students came from India, Philippines, Nigeria, United States of America, Australia and Vietnam. An international student survey was conducted to gauge the students’ Lakeland experience. Students responded with a 94 per cent average for satisfaction, surpassing the International department’s goal of 85 per cent. To achieve a high satisfaction rate, the department engaged international students with an incoming, ongoing and outgoing support plan. The plan included comprehensive communications that covered incoming procedures, Canada integration, travel arrangements and housing, among other items. An orientation program was executed and a number of events were held, including a welcome party and “lunch and learn” sessions that covered immigration, social and academic success. At Lakeland, international students have access to a range of supports such as advisors, health services, immigration consultants, learner strategists and more. Two international coordinators – one on each campus – are also available for support, in addition to a regulated international student immigration advisor. Two recruiting missions were completed in 2018-19 to Vietnam and the Philippines. Additional recruitment was done in partnership with M Square Global (MSG) and non-MSG agents to promote Lakeland in Africa, Pan India, East Asia, South America and Europe. In September 2018, Lakeland signed memorandum of understandings with the Western Region Coastal Foundation and Seaweld Engineering to develop training, and academic and research activities for Ghanaian training and educational facilities. In January 2019, representatives from Lakeland and NorQuest College completed the first portion of Mission 7 in their three-year project with the Vocational Education and Training Authority in Tanzania. The partnership has created opportunities for at-risk Tanzanian students to upgrade their math, English and study skills. The project is part of Colleges and Institutes Canada’s Improving Skills Training for Employment Program. In May 2019, Lakeland staff and faculty participated in a professional development opportunity, Understanding the Perspective and Challenges of Foreign Students to Help Them Succeed at Lakeland College. Presented by Lionel Laroche, this workshop included experiential exercises and real-life case studies to help participants support international students. In July 2018, Bow Valley College’s online Culturally and Linguistically Diverse Learners course was offered to Lakeland staff and faculty. Study abroad presentations and workshops were completed at each campus to promote domestic student mobility. Four international domestic student trips were taken in 2018-19. • Bachelor of applied science: environmental management students travelled to Sri Lanka
• Real estate appraisal and assessment major students travelled to Mexico
• University transfer students travelled to Mexico
• The Ag Tour Club travelled to the United States of America.
Featuring a variety of educational, hands-on learning opportunities, these trips received funding from the Campus Alberta Grant for overseas learning. No off-shore training was conducted in 2018-19.
44 | Annual Report 2018-19
INFORMATION TECHNOLOGY Lakeland’s Information Technology (IT) department’s goal is to maintain end-user satisfaction, improve operational performance and enhance the college’s security performance. In 2018-19, IT began work on the following two-year initiatives: • Cyber security governance, data protection and compliance
• Upgrade Windows server and end-user operating systems
• Cloud and mobile application delivery (Office, Identity Management, Intranet) Each initiative is on target.
Data management: Lakeland completed a major replacement of their existing data backup and recovery system. IT can now provide better, more flexible and reliable data recovery than ever before.
New email and email security: IT migrated the previously on premises email services to Microsoft Exchange Online. In addition to moving email to the cloud, IT also is utilizing products such as Microsoft Advanced Threat protection to stop sophisticated threats and automatically investigate and remediate attacks all in real time.
Better client-side experience: In anticipation of Windows 10, Lakeland upgraded and replaced workstations across all campus locations to provide the best possible user experience. Additional security features such as BitLocker Encryption were also put in place to ensure staff and students’ data is protected. Users were also upgraded to Office 365, which provides many benefits including the ability to work from anywhere.
Increased security presence: Ongoing improvement continued for cyber security governance, data protection and compliance using security policies, standards and procedures. This was amplified with the assistance of a shared Chief Information Security Officer (CISO) and systems such as Network Admission Control and annual cyber security awareness training.
Network infrastructure: Lakeland overhauled all network infrastructure components consisting of replacement network devices and major upgrades to their Next-Generation Firewalls, Virtual Server and Desktop environments and Voice-over IP systems.
Annual Report 2018-19 | 45
CAPITAL PLAN Creating and maintaining modern, technologically advanced and safe learning spaces for students is an ongoing priority for Lakeland. In 2018-19, Lakeland officially opened the new Animal Health Clinic at the Vermilion campus and the Trades Centre exterior and roofing repair project was completed. Phase 1 of the Vermilion Campus Revitalization plan began. Renovations were initiated in Alumni Hall’s Student Services and Learning Commons Information Technology areas, as well as in the Academic Link student labs, which are expected to be completed by October 2019. This multi-phase project will create student-centred, energy efficient spaces that will serve students and the region for years. Investments from the provincial and federal governments, industry partners and donors are essential to Lakeland’s capital projects, as well as the use of internal financial resources. Lakeland’s capital projects and investments align with the Government of Alberta’s goals of accessibility, affordability, quality, coordination and accountability.
46 | Annual Report 2018-19
Type Proposed New Expansion Maintenance
Total Project Cost
Project Description
Funding Sources
Funding Received to Date and Source
Revised Funding Source
Top 3 Priority Projects Preservation and Renewal
Vermilion Campus Revitalization
$50 million (M)
Government of Alberta (GOA) funding request: $32M Infrastructure Maintenance Program (IMP): $3M Fundraising: $8M Lakeland internal resources: $7M
GOA: $1.1M IMP: $2.06M Fundraising: Ongoing Lakeland: $8.4M
No change.
Preservation and Renewal
Student-Managed Lab Revitalization a) Farm Revitalization b) Emergency Training Centre Lab Revitalization
$9.5M
GOA: $5.5M IMP: To be determined Fundraising: Ongoing Lakeland internal resources: To be determined
No funding received at this time.
No change.
Preservation and Renewal
Equine Centre
Fundraising: $1M Lakeland: $3.5M
No measurable progress
April 2019-2021
Ongoing
Trades Centre Exterior and Roofing Repair
$6M
GOA: $6M
$6M received from GOA
No change.
Other Preservation
Detailed Review Project Timelines and Status Project Description
Project Timelines
Vermilion Campus Revitalization
April 2018 – June 2021
Expected Project Start
Expected Project Completion
Project Status
April 2018
June 2021
In progress
Progress Made in Last 12 Months Phase 1 of this project started in spring 2019. The areas of focus in this phase include four student labs in Academic Link, Alumni Hall Student Services and the Learning Commons Information Technology areas. Used by hundreds of environmental sciences and agricultural sciences students each year, the labs require a complete refresh to improve ventilation and technology, as well as updated lighting, furniture and technology. The renovated Student Services and IT areas will improve service and business efficiency.
Annual Report 2018-19 | 47
Project Description Student-Managed Lab Revitalization a) Farm Revitalization b) Emergency Training Centre (ETC) Lab Revitalization
Project Timelines
Farm: April 2018 – August 2021 ETC Lab: April 2019 August 2021
Expected Project Start
Expected Project Completion
Farm: April 2018
August 2021
ETC Lab: April 2019
Project Status
Farm revitalization is in progress.
Progress Made in Last 12 Months Land topography surveys were completed on the farm and zoning assessments are in progress. The Student-Managed Farm – Powered by New Holland (SMF) is in need of updating and sustainable management systems to extend the useful life of all buildings and infrastructure. Used by the college and the community, the Equine Centre requires extensive renovations to support the high demand in the region for arena space. Used by both Lakeland students and Alberta’s municipal volunteer fire force for training, the ETC lab requires refurbishment of appropriate props, waterlines and laboratory roadways.
Residence Redevelopment
April 2019 – August 2023
April 2019
August 2023
Project pending funding approval (loan request)
A business case was approved in December 2018 by Lakeland’s Board of Governors and was submitted to the GOA in May 2019 for approval. Ongoing conversations continue to best support this case to achieve the desired loan. Major renovations on both campuses and the moderate expansion of residence spaces on the Vermilion campus would increase Lakeland’s ability to serve student needs and enable the college to ensure appropriate access to education at both locations.
Trades Centre Exterior and Roofing Repair
April 2018 – June 2020
48 | Annual Report 2018-19
July 2018
April 2019
Complete.
The Trades Centre roof leaked causing safety issues and damage to the facility. Construction commenced in July 2018 and was completed in 2019.
FINANCIAL STATEMENT DISCUSSION AND ANALYSIS This financial statement discussion and analysis (FSD&A) provides supplemental information that should be read in conjunction with Lakeland’s financial statements for the year ended June 30, 2019. The FSD&A and audited financial statements are reviewed and approved by the Lakeland’s Board of Governors on the recommendation of Lakeland’s Audit, Risk and Sustainability Committee. Lakeland’s financial statements have been prepared in accordance with Canadian Public Sector Accounting Standards (“PSAS”).
Annual Report 2018-19 | 49
Statement of Operations 2019 Budget
2019 Actual
2018 Actual
Variance from Prior Year Actual
Total Revenue
72,067,419
74,263.485
75,131,2731
(867,788)
Total Expense
72,067,419
67,059,494
66,632,733
426,761
Annual Operating Surplus
-
7,203,991
8,498,540
(1,294,549)
Endowment contributions and capitalized interest
-
730,072
429,810
300,262
Annual Surplus
-
7,934,063
8,928,350
(994,287)
Lakeland generated an annual surplus of $7.9 million. This is modestly lower than $8.9 million for the prior year. A large portion of the variance from budget is due to fiscal prudence. To minimize the possibility that an actual deficit might occur, management uses conservative estimates to prepare the budget, especially in relation to enrolments, fundraising and salaries. Other major reasons for the variance relate to staff position vacancies and costs savings in a variety of operational areas. To be fiscally prudent, Lakeland builds contingencies into its budget in case actual revenues are lower, and/or actual expenses are higher than anticipated. These contingencies give Lakeland the flexibility needed to deal with potential events that are not within its control – such as tuition fee freezes, salary settlements, enrolment variances and government cutbacks. This strategy reduces the probability that actual deficits will occur. Furthermore, if these contingencies are not needed, then any resulting surplus can be allocated to the strategic investment fund (internally restricted reserve) to fund critically important campus revitalization initiatives. In fact, because of the surplus, at the end of 2019 fiscal year the Board was able to appropriate $5 million for this purpose ($9 million for 2018). A more detailed analysis of variances follows.
Revenue 2018 Actual
Variance from Prior Year Actual
(413,140)
41,129,191
173,023
22.22%
750,284
15,503,316
999,275
10,451,961
14.07%
(330,507)
10,064,064
387,897
1,589,858
1,752,353
2.36%
162,495
2,002,324
(249,971)
1,227,448
2,726,008
3.67%
1,498,560
2,084,314
641,694
999,984
1,528,358
2.06%
528,374
4,348,064
(2,819,706)
72,067,419
74,263,485
100.00%
2,196,066
75,131,273
(867,788)
Percent of Variance from Total Budget
2019 Budget
2019 Actual
Government of Alberta Grants
41,715,354
41,302,214
55.62%
Student tuition and fees
15,752,307
16,502,591
Sales of services and products
10,782,468
Federal and other government grants Donations and other grants Investment income Total Revenue
50 | Annual Report 2018-19
Revenue ($ millions) Budget
Actual
Government of Alberta grants
41.7 41.3
Student tuition and fees
15.8 16.5
Sales of services and products
10.8 10.5
Federal and other government grants
1.6 1.8
Donation and other grants
1.2 2.7
Investment income
1.0 1.5
In total, revenues were $2.2 million higher than the budget. The primary reasons for this were: • A larger than anticipated increase in international students which resulted in a large positive variance in tuition fees. • Donations were $1.5 million higher than budget. Most of this related to $1 million in donations for the purchase of land.
• Investment markets were quite healthy for the last half of the fiscal year, resulting in a large positive variance for investment income.
On the other hand, actual revenues were $868,000 lower than the prior year. Investment income was $2.8 million lower than last year because of gains on investments that were realized in the prior year. This reduction in revenue was offset by a large increase in tuition fees due to a large increase in international students, modest increases in sales of services of products due to enrolment growth, and a modest increase in donation revenue, primarily due to $1 million in donations to purchase land. The Government of Alberta is currently managing a difficult fiscal situation. The Government provided a 2 per cent increase to operating grants (approximately $668,000) in 2018-19. However, for 2019-20 Lakeland’s operating grant was cut by 7.2 per cent ($2.5 million), and further decreases are anticipated. Tuition fees, representing 22.2 per cent of Lakeland’s revenues, are regulated by the Government of Alberta and fee increases have not been permitted for several years. In each of the years of the freeze, from 2013-2014 to 2016-2017, and in 2018-19 the operating grant increased modestly to compensate. However, it did not increase in 2017-2018. Effective for the three years commencing in the 2020-21 fiscal year, the Government has lifted the tuition fee freeze permitting post-secondary institutions to increase tuition fees by seven per cent in each of the three years. There has been no funding provided for enrolment growth since 2014-2015, and with the fiscal challenges faced by the provincial government, Lakeland has limited capacity to increase its revenue to offset any cost increases. Given this environment, fiscal restraint is prudent. Lakeland held the line on growth in operating expenses and will continue to do so. However, Lakeland also has the responsibility to deal with its aging infrastructure, but the Government’s in-year cut to operating grants was directly related to surpluses, and those post-secondary institutions with larger surpluses, including Lakeland College, were hit hardest. Generating a surplus in the future to fund campus revitalization may become counter-productive and without large infrastructure and deferred maintenance grants from the Province, Lakeland’s infrastructure will continue to deteriorate. Lakeland’s full load equivalent students (FLEs) increased from 2,140 in 2017-18 to 2,146 in 2018-19. A large decrease in apprenticeship seats was offset by modest increases in other programs. However, the mix of domestic students and international students has changed quite significantly, resulting in a large increase in tuition fees (international students pay three times the tuition fee that domestic students pay). Lakeland recognized $74.3 million in revenue in 2018-19. This is a 1.2 per cent, or $868,000 decrease from the prior year. This is primarily due to the recognition of realized investment gains of $3 million in the prior year, offset by a $1 million increase in student tuition and fees, a $388,000 increase in sales of services and products and a $642,000 increase in donations and other grants. Annual Report 2018-19 | 51
Government of Alberta Grants: Government of Alberta grants are the primary revenue source for Lakeland (55.6 per cent). Note 19 to the financial statements provides a breakdown of the types of grants received from the various departments and agencies of the Alberta Government.
Student Tuition and Fees: The second largest source of revenue for Lakeland is student tuition and fees (22.2per cent). As per Alberta Government directive, tuition fee increases have been frozen for the last few years. The primary operational driver for Lakeland is student enrolment. Lakeland has been experiencing moderate enrolment increases over the last several years, and this trend is expected to continue.
Sales of Services and Products: The next largest source of revenue for Lakeland is from sales of services and products. Ancillary revenues from the Bookstore, Residence, Food Services, Farm, Athletics and Recreation are included here. This revenue source is highly dependent on student enrolments.
Donations and Other Grants: Donations and other grants are increasing mainly due to the commencement of Lakeland’s fundraising campaign. Lakeland received $1 million in donations in 2018-19 to acquire farm land near the Vermilion campus.
Investment Income As at June 30, 2019 Lakeland held $46.5 million in investments and $5 million in cash. The interest rate for its cash held was about 2.2 per cent and related interest income earned for the year was $137,000. The market value of investments held by CIBC at year end was $29.2 million ($10 million in short term securities). The market value increase for the year was $358,000; these unrealized market gains are not recorded as revenue but are reflected as an increase in accumulated re-measurement gains on the statement of financial position (the total accumulated unrealized market gains are $603,000). Dividends and interest earned on these investments totaled $209,000 and this is recorded as investment income. The total weighted average rate of return for the investments held by CIBC was approximately 8.2 per cent. Lakeland’s scholarship and endowment fund is managed by TD Wealth. The market value of this fund at year end was $10.3 million. $8.1 million of this is permanently endowed, and $2.3 million is available for spending on the intended purpose. The dividends and interest earned on these investments for the year totaled $273,000. The market value increase for the year was $340,000, and the accumulated unrealized market gains are $867,000. The total weighted average rate of return on investments held by TD Wealth was approximately 6.9 per cent (the rate of return since inception in February 2014 is 4.8 per cent). Investment income related to the scholarship and endowment fund is externally restricted (deferred) and is only recognized as investment income in the statement of operations when the related expenditure is incurred. Total investment income for all cash and investments, as recognized on the statement of operations, was $1.5 million.
52 | Annual Report 2018-19
Expense 2018 Actual
Variance from Prior Year Actual
(1,614,749)
40,779,979
(68,840)
20.16%
(2,888,799)
13,168,194
349,802
6,293,409
9.38%
(375,031)
5,727,619
565,790
Percent of Variance from Total Budget
2019 Budget
2019 Actual
Salaries and benefits
42,325,888
40,711,139
60.71%
Materials, supplies and services
16,406,795
13,517,996
6,668,440
Amortization of capital assets Repairs and maintenance
2,567,357
2,478,815
3.70%
(88,542)
2,857,000
(378,185)
Utilities
2,627,326
2,500,981
3.73%
(126,345)
2,335,672
165,309
Cost of goods sold
775,747
864,688
1.29%
88,941
878,441
(13,753)
Scholarships and bursaries
695,866
692,466
1.03%
(3,400)
885,829
(193,363)
72,067,419
67,059,494
100.00%
(5,007,925)
66,632,734
426,760
Total Expense
Expense by object ($ millions) Budget
Actual
Salaries and benefits
42.3 40.7
Materials, supplies and services
13.5
Amortization of capital assets
16.4
6.7 6.3
Repairs and maintenance
2.6 2.5
Utilities
2.6 2.5
Cost of goods sold
0.8 0.9
Scholarships and bursaries
0.7 0.7
Annual Report 2018-19 | 53
Expense by function ($ millions) Budget
Actual
Instruction and training
30.1 27.5
Academic and student support
14.5 14.7
Facilities operation and maintenance
12.7 11.0
Institutional support
8.5 7.2
Ancillary services
Sponsored research
Special purpose
5.0 5.2 0.9 1.0 0.4 0.4
Lakeland’s expenses totaled $67.1 million in 2019, which represented a modest increase of $427 thousand over the prior year, and a positive variance of $5 million from the budget. Expenses are presented by function in the Statement of Operations and by object in note 17. The functional breakdown of expenses shows which activities Lakeland is spending its money on. In 2019, 63 per cent of Lakeland’s expenses related to activities related to direct instruction, training and related academic and student support. This compares quite favourably to other colleges of a similar size and/or mandate.
Salaries and benefits At 61 per cent of total, salaries and benefits is the largest expense for Lakeland. There was a large positive variance from the budget of $1.6 million. This is mainly due to conservative budgeting, unused contingencies, and position vacancies. There was a modest year-over-year decrease of $69 thousand. The freeze on administrative staff salaries, a zero per cent increase to bargaining unit staff salaries, a reduction in pension contributions and efficiencies from reorganizations were the major reasons for holding the line here. The number of full-time equivalent staff increased modestly from 423 to 427.
Materials supplies and services At 20 per cent this is the second largest expense for Lakeland. These expenses were $2.9 million lower than the budget, and $350,000 higher than last year’s actual. Actual expenses were higher than last year mainly due to an increase in software maintenance and license fees. Major reasons for variances from budget included: • Unused contingencies of approximately $800,000. • Budget for cost of feed higher than actual by $1 million, but this is offset by sales of feed, so no overall variance on the bottom line.
54 | Annual Report 2018-19
• Consulting and professional fees under budget by about $500,000.
Financial Position As a result of the annual surplus of $7.9 million, the accumulated surplus increased from $64.6 million to $72.6 million. Accumulated re-measurement gains increased by $358,000 due to market value increases in its investments. As per Public Sector Accounting Standards, market value gains cannot be recognized as revenue until they are realized via sale of the related investment. Lakeland has generated modest surpluses over the last few years, and as a result, its financial position appears to be relatively healthy. Of the $72.6 million in accumulated surplus (see note 13), however, $43.9 million is not available for spending - $8.1 million relates to permanently restricted endowments and $35.8 million to investments in capital assets. Furthermore, approximately $8.8 million of Lakeland’s Strategic Investment Fund (internally restricted net assets) is committed to projects in progress (campus revitalization) and over $4.3 million of Lakeland’s operating surplus is committed to future capital expenditures (IT infrastructure, software development, parking lot paving, research, etc.). This means that only approximately $16.1 million is available to fund high priority strategic initiatives. This is not enough for the significant investment that is needed to deal with Lakeland’s aging infrastructure, to revitalize its Vermilion campus, and to modernize labs and classrooms. Furthermore, with Government cuts to operating grants, Lakeland College’s capacity to generate surpluses has been severely compromised, and campus revitalization plans will need to be curtailed unless capital and infrastructure grants are provided. Due to enrolment growth, prudent financial planning and careful management of cost increases, surpluses have been generated in the last few years, but this likely will not continue. Most of Lakeland’s annual surplus ($5 million in 2019, $9 million in 2018) was allocated to Lakeland’s Strategic Investment Fund (internally restricted net assets) in order to fund campus revitalization and modernization of labs and classrooms. Lakeland’s tangible capital assets increased by $6.2 million, primarily due to completion of the Animal Health Clinic and the Trades Centre roof replacement.
Net Financial Assets Included in Lakeland’s net financial assets is $10.3 million that is related to investments restricted for endowments. $8.1 million of this relates to permanently restricted endowments and cannot be spent. These funds generate investment income that can be spent on operations, but only as intended by the donor. A more important indicator of solvency is Lakeland’s net financial assets excluding portfolio investments restricted for endowments. This was $22.5 million as at June 30, 2019, an increase of almost $3.9 million from the prior year.
Areas of Significant Financial Risk Deferred Maintenance, Campus Revitalization, Modernization of Classrooms and Labs Lakeland has a significant deferred maintenance deficiency. Its buildings (inside and out), roads, and water and sewer lines are old and need significant investment to extend and/or maintain their useful life. Some of this deficiency can be funded by the Province’s Infrastructure Maintenance Grant ($2.1 million in 2019). However, this grant was not provided for the 2019-20 fiscal year. The Government has indicated that it will likely be reinstated in some form in future fiscal years. Nevertheless, more funding is needed. In the absence of adequate funding from the provincial government, and operating surplus reduction due to grant cuts, Lakeland has limited options to deal with this critically important issue.
Grants from the Province and Tuition Fees The largest source of revenue for Lakeland is grants from the Government of Alberta. The second largest source is tuition. These two sources combined represent 78 per cent of Lakeland’s total revenue. Lakeland is exposed to significant financial risk if Alberta Government fiscal restraint results in further cuts to grants. Furthermore, without funding for campus revitalization, Lakeland’s ability to provide quality, safe programming and services to students in the future will be severely compromised.
Annual Report 2018-19 | 55
FINANCIAL STATEMENTS TABLE OF CONTENTS
Independent Auditor’s Report.................................................................................................57 Statement of Management Responsibility.............................................................................59 Statement of Financial Position................................................................................................60 Statement of Operations..........................................................................................................61 Statement of Change in Net Financial Assets........................................................................62 Statement of Remeasurement Gains and Losses..................................................................62 Statement of Cash Flows..........................................................................................................63 Notes to the Financial Statements...........................................................................................64
56 | Annual Report 2018-19
INDEPENDENT AUDITOR’S REPORT
TO THE BOARD OF GOVERNORS OF LAKELAND COLLEGE Report on the Financial Statements Opinion I have audited the financial statements of Lakeland College (the college), which comprise the statement of financial position as at June 30, 2019, and the statements of operations, remeasurement gains and losses, change in net financial assets, and cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In my opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the college as at June 30, 2019, and the results of its operations, its remeasurement gains and losses, its changes in net financial assets, and its cash flows for the year then ended in accordance with Canadian public sector accounting standards.
Basis for opinion I conducted my audit in accordance with Canadian generally accepted auditing standards. My responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Financial Statements section of my report. I am independent of the college in accordance with the ethical requirements that are relevant to my audit of the financial statements in Canada, and I have fulfilled my other ethical responsibilities in accordance with these requirements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.
Other information Management is responsible for the other information. The other information comprises the information included in the Annual Report, but does not include the financial statements and my auditor’s report thereon. The Annual Report is expected to be made available to me after the date of this auditor’s report. My opinion on the financial statements does not cover the other information and I do not express any form of assurance conclusion thereon. In connection with my audit of the financial statements, my responsibility is to read the other information identified above and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work I will perform on this other information, I conclude that there is a material misstatement of this other information, I am required to communicate the matter to those charged with governance.
Responsibilities of management and those charged with governance for the financial statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of the financial statements that are free from material misstatement, whether due to fraud or error.
Annual Report 2018-19 | 57
In preparing the financial statements, management is responsible for assessing the college’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless an intention exists to liquidate or to cease operations, or there is no realistic alternative but to do so. Those charged with governance are responsible for overseeing the college’s financial reporting process.
Auditor's responsibilities for the audit of the financial statements My objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, I exercise professional judgment and maintain professional skepticism throughout the audit. I also: • Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the college's internal control. • Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. • Conclude on the appropriateness of management’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the college’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the college to cease to continue as a going concern. • Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. I communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.
[Original signed by W. Doug Wylie FCPA, FCMA, ICD.D] Auditor General October 16, 2019 Edmonton, Alberta
58 | Annual Report 2018-19
STATEMENT OF MANAGEMENT RESPONSIBILITY Year ended June 30, 2019 The financial statements of Lakeland College (the College) have been prepared by management in accordance with Canadian public sector accounting standards. The financial statements present fairly the financial position of the College as at June 30, 2019 and the results of its operations, remeasurement gains and losses, change in net financial assets and cash flows for the year then ended. In fulfilling its responsibilities and recognizing the limits inherent in all systems, management has developed and maintains a system of internal control designed to provide reasonable assurance that Lakeland College assets are safeguarded from loss and that the accounting records are a reliable basis for the preparation of the financial statements. The Board of Governors is responsible for reviewing and approving the financial statements, and overseeing management’s performance of its financial reporting responsibilities. The Board of Governors carries out its responsibility for review of the financial statements principally through its Audit, Risk and Sustainability Committee. With the exception of the President, all members of the Audit, Risk and Sustainability Committee are not employees of the College. The Audit, Risk and Sustainability Committee meets with management and the external auditors to discuss the results of audit examinations and financial reporting matters. The external auditors have full access to the Audit, Risk and Sustainability Committee, with and without the presence of management. These financial statements have been reported on by the Auditor General of Alberta, the auditor appointed under the Postsecondary Learning Act. The Independent Auditor’s Report outlines the scope of the audit and provides the audit opinion on the fairness of presentation of the information in the financial statements.
_______________________________________
_______________________________________
[Original signed by Dr. Alice Wainwright-Stewart] [Original signed by Murray Walford] President Chief Financial Officer
Annual Report 2018-19 | 59
Statement of Financial Position As at June 30, 2019 2019
2018 (as restated, note 3)
Financial assets excluding portfolio investments restricted for endowments Cash
$
Portfolio investments – non-endowment (note 5) Accounts receivable Inventories held for sale
5,047,576
$
11,764,095
36,222,471
28,015,559
1,663,795
2,076,075
300,775
360,691
43,234,617
42,216,420
8,840,284
6,974,327
Liabilities Accounts payable and accrued liabilities Debt (note 8) Deferred revenue (note 9) Environmental liabilities (note 12)
Net financial assets excluding portfolio investments restricted for endowments Portfolio investments – restricted for endowments (note 5)
960,000
1,080,000
10,911,790
15,332,902
69,992
219,111
20,782,066
23,606,340
22,452,551
18,610,080
10,289,196
9,680,013
32,741,747
28,290,093
100,630,938
94,412,290
Inventories of supplies
1,412,068
1,683,884
Prepaid expenses
2,083,220
1,831,219
104,126,226
97,927,393
Net assets before deferred capital contributions
136,867,973
126,217,486
Spent deferred capital contributions (note 11)
63,713,247
Net financial assets Non-financial assets Tangible capital assets (note 10)
Net assets (note 13)
61,354,884
$
73,154,726
$
64,862,602
$
72,551,763
$
64,617,700
$
73,154,726
$
64,862,602
Net assets is comprised of: Accumulated surplus Accumulated remeasurement gains
602,963
244,902
Contractual rights (note 15) Contingent liabilities and contractual obligations (notes 14 and 16) Approved by the Board of Governors
_______________________________________
_______________________________________
[Original signed by Scott Webb] Chair, Board of Governors
[Original signed by Bryan Perkins] Vice Chair, Board of Governors
The accompanying notes are an integral part of these financial statements
60 | Annual Report 2018-19
Statement of Operations Year ended June 30, 2019 Budget
2019
(note 21)
2018 (as restated, note 3)
Revenues Government of Alberta grants (note 19) Federal and other government grants (note 19)
$
41,715,354
$
41,302,214
$
41,129,191
1,589,858
1,752,353
2,002,324
Student tuition and fees
15,752,307
16,502,591
15,503,316
Sales of services and products
10,782,468
10,451,961
10,064,064
1,227,448
2,726,008
2,084,314
Donations and other grants Investment income
999,984
1,528,358
4,348,064
72,067,419
74,263,485
75,131,273
Expenses (note 17) Instruction and training
30,139,291
27,481,903
28,416,645
Academic and student support
14,530,408
14,704,099
13,799,112
Facilities operation and maintenance
12,678,201
10,959,195
11,017,275
Institutional support
8,469,291
7,201,956
6,752,640
Ancillary services
4,967,394
5,235,473
5,105,668
868,064
1,036,134
985,763
Sponsored research Special purpose
Annual operating surplus
414,770
440,734
555,630
72,067,419
67,059,494
66,632,733
-
7,203,991
8,498,540
370,634
334,162
Endowment contributions (note 13) Endowment capitalized investment income (note 13)
Annual surplus Accumulated surplus, beginning of year Accumulated surplus, end of year
$
359,438
95,648
730,072
429,810
7,934,063
8,928,350
64,617,700
55,689,350
72,551,763
$
64,617,700
The accompanying notes are an integral part of these financial statements
Annual Report 2018-19 | 61
Statement of Change in Net Financial Assets Year ended June 30, 2019 Budget
2019
2018 (as restated, note 3)
Annual surplus Acquisition of tangible capital assets, net of proceeds from sale Amortization of tangible capital assets
$
-
$
7,934,063
8,928,350
(16,800,000)
(12,373,426)
(12,795,796)
6,668,428
6,293,409
5,727,619
(138,631)
(50,136)
271,816
(336,612)
(252,001)
(81,057)
(Gain) on disposal of tangible capital assets Change in inventories of supplies Change in prepaid expenses Change in spent deferred capital contributions
$
2,100,608
2,358,363
2,239,936
358,061
(2,815,814)
4,451,654
816,490
28,290,093
27,473,603
Change in accumulated remeasurement gains (Decrease) Increase in net financial assets Net financial assets, beginning of year Net financial assets, end of year
$
32,741,746
$
28,290,093
Statement of Remeasurement Gains and Losses Year ended June 30, 2019 2019 Accumulated remeasurement gains, beginning of year
$
244,902
2018 $
3,060,716
Unrealized gains attributable to: Quoted in active market financial instruments: Portfolio investments - non-endowment
406,733
276,479
(48,672)
(3,092,293)
Amounts reclassified to statement of operations: Quoted in active market financial instruments: Portfolio investments - non-endowment Change in accumulated remeasurement gains Accumulated remeasurement gains, end of year
358,061 $
(2,815,814)
602,963
$
244,902
$
602,963
$
244,902
$
602,963
$
244,902
Accumulated remeasurement gains is comprised of: Portfolio investments - non-endowment
The accompanying notes are an integral part of these financial statements
62 | Annual Report 2018-19
Statement of Cash Flows Year ended June 30, 2019 2019
2018 (as restated, note 3)
Operating transactions Annual surplus
$
7,934,063
$
8,928,350
Add (deduct) non-cash items: Amortization of tangible capital assets
6,293,409
5,727,619
(Gain) on sale of portfolio investments
(151,931)
(2,986,933)
(Gain) loss on disposal of tangible capital assets
(138,631)
(50,136)
(3,910,376)
(3,151,981)
412,280
1,602,701
Expended capital recognized as revenue (Increase) decrease in accounts receivable (Increase) decrease in inventories held for sale Increase (decrease) in accounts payable and accrued liabilities Increase (decrease) in deferred revenue
59,916
(100,010)
1,865,957
(4,472,450)
(4,761,254)
4,415,741
Increase (decrease) in environmental liabilities
(149,119)
127,036
(Increase) decrease in inventories of supplies
271,816
(336,612)
(Increase) decrease in prepaid expenses
(252,001)
(81,057)
Cash provided by operating transactions
7,474,129
9,622,268
(12,529,881)
(12,830,784)
Capital transactions Acquisition of tangible capital assets, less in-kind donations Proceeds on sale of tangible capital assets Cash (applied to) capital transactions
163,472
34,988
(12,366,409)
(12,795,796)
(12,650,981)
(17,900,341)
4,685,021
16,733,013
(7,965,960)
(1,167,328)
Investing transactions Purchase of portfolio investments Proceeds on sale of portfolio investments Cash (applied to) provided by investing transactions Financing transactions Debt – repayment
(120,000)
(120,000)
Increase in spent deferred capital contributions, less expended capital recognized as revenue
6,261,721
5,391,916
Cash applied to financing transactions
6,141,721
5,271,916
Increase (decrease) in cash and cash equivalents
(6,716,519)
931,060
Cash and cash equivalents, beginning of year
11,764,095
10,833,036
Cash and cash equivalents, end of year
$
5,047,576
$
11,764,095
The accompanying notes are an integral part of these financial statements
Annual Report 2018-19 | 63
Notes to the Financial Statements Year ended June 30, 2019 1.
Authority and purpose The Board of Governors of Lakeland college is a corporation which manages and operates Lakeland college (“the college”) under the Post-secondary Learning Act (Alberta). All members of the Board of Governors are appointed by either the Lieutenant Governor in Council or the Minister of Advanced Education, with the exception of the President, who is an ex officio member. Under the Post-secondary Learning Act, Campus Alberta Sector Regulation, the college is a comprehensive community institution offering mandated credentials and programs. The college is a registered charity, and under section 149 of the Income Tax Act (Canada), is exempt from the payment of income tax.
2. Summary of significant accounting policies and reporting practices {a}
General – Public Sector Accounting Standards and Use of Estimates These financial statements have been prepared in accordance with Canadian public sector accounting standards (PSAS). The measurement of certain assets and liabilities is contingent upon future events; therefore, the preparation of these financial statements requires the use of estimates, which may vary from actual results. The college's management uses judgment to determine such estimates. Amortization of tangible capital assets and the revenue recognition for expended capital contributions are the most significant items based on estimates. In management's opinion, the resulting estimates are within reasonable limits of materiality and are in accordance with the significant accounting policies summarized below. These significant accounting policies are presented to assist the reader in evaluating these financial statements and, together with the following notes, should be considered an integral part of the financial statements.
{b}
Valuation of Financial Assets and Liabilities The college’s financial assets and liabilities are generally measured as follows:
Financial statement component Cash Portfolio investments Inventories held for resale Accounts receivable Accounts payable and accrued liabilities Debt
Measurement Cost Fair value Lower of cost or net realizable value Amortized cost Amortized cost Amortized cost
Unrealized gains and losses from changes in the fair value of financial assets and liabilities are recognized in the statement of remeasurement gains and losses. When the restricted nature of a financial instrument and any related changes in fair value create a liability, unrealized gains and losses are recognized as deferred revenue. All financial assets are tested annually for impairment. When financial assets are impaired, impairment losses are recorded in the statement of operations. A write-down of a portfolio investment to reflect a loss in value is not reversed for a subsequent increase in value. For financial assets and liabilities measured using amortized cost, the effective interest rate method is used to determine interest revenue or expense. Transaction costs are a component of cost for financial instruments measured using cost or amortized cost. Transaction costs are expensed for financial instruments measured at fair value. Investment management fees are expensed as incurred. The purchase and sale of cash and cash equivalents and portfolio investments are accounted for using trade-date accounting. The college does not use foreign currency contracts or any other type of derivative financial instruments for trading or speculative purposes. Management evaluates contractual obligations for the existence of embedded derivatives, and has determined that no embedded derivatives are present for the year ending June 30, 2019. When derivatives are identified, management elects to either designate the entire contract for fair value measurement or separately measure the value of the derivative component when characteristics of the derivative are not closely related to the economic characteristics and risks of the 64 | Annual Report 2018-19
Note 2 (continued) contract itself. Contracts to buy or sell non-financial items for the college’s normal purchase, sale or usage requirements are not recognized as financial assets or financial liabilities.
{c}
Revenue Recognition All revenues are reported on the accrual basis of accounting. Cash received for which goods or services have not been provided by year end is recorded as deferred revenue. Government grants, non-government grants and donations Government transfers are referred to as government grants. Restricted grants and donations are recognized as deferred revenue if the terms for the use, or the terms along with the college’s actions and communications as to the use, create a liability. These grants and donations are recognized as revenue as the terms are met. If the grants and donations are used to acquire or construct tangible capital assets, revenue will be recognized over the useful life of the tangible capital assets. Government grants without terms for the use of the grant are recorded as revenue when the college is eligible to receive the funds. Unrestricted non-government grants and donations are recorded as revenue in the year received or in the year the funds are committed to the college if the amount can be reasonably estimated and collection is reasonably assured. In-kind donations of services, materials and tangible capital assets are recorded at fair value when such value can reasonably be determined. Transfers of tangible capital assets from related parties are recorded at the carrying value. Grants and donations related to land Grants and donations for the purchase of land are recognized as deferred revenue when received, and recognized as revenue when the land is purchased. The college recognizes in-kind contributions of land as revenue at the fair value of the land when a fair value can be reasonably determined. When the college cannot determine the fair value, it records such in-kind contributions at nominal value. Endowment donations Endowment donations are recognized as revenue in the statement of operations in the year in which they are received, and are required by donors to be maintained intact in perpetuity. Investment income Investment income includes dividends, interest income and realized gains or losses on the sale of portfolio investments. Investment income from restricted grants and donations is recognized as deferred revenue when the terms for use create a liability, and is recognized as investment income when the terms of the grant or donation are met. Realized investment income allocated to endowment balances for the preservation of endowment capital purchasing power is recognized in the statement of operations as a component of endowment contributions and capitalized investment income.
{d} Endowments Endowments consist of externally restricted donations received by the college and internal allocations by the college’s Board of Governors, the principal of which is required to be maintained intact in perpetuity. Investment income earned on endowments must be used in accordance with the various purposes established by the donors or the Board of Governors. Benefactors as well as college policy stipulate that the economic value of the endowments must be protected by limiting the amount of income that may be expended and reinvesting unexpended income. Under the Post-secondary Learning Act, the college has the authority to alter the terms and conditions of endowments to enable: • income earned by the endowment to be withheld from distribution to avoid fluctuations in the amounts distributed and generally to regulate the distribution of income earned by the endowment.
Annual Report 2018-19 | 65
Note 2 (continued) • encroachment on the capital of the endowment to avoid fluctuations in the amounts distributed and generally to regulate the distribution of income earned by the endowment if, in the opinion of the Board of Governors, the encroachment benefits the college and does not impair the long-term value of the fund. In any year, if the investment income earned on endowments, including unspent investment income from prior years, is insufficient to fund the spending allocation, the spending allocation is funded from the accumulated capitalized investment income. Endowment contributions, matching contributions, and associated investment income allocated for the preservation of endowment capital purchasing power are recognized in the Statement of Operations in the period in which they are received.
{e} Inventories Inventories held for sale are valued at the lower of cost or expected net realizable value and are determined using the first-in, first-out method. Inventories of supplies are valued at cost.
{f}
Tangible Capital Assets Tangible capital assets are recorded at cost, which includes amounts that are directly related to the acquisition, design, construction, development, improvement or betterment of the assets, and costs associated with asset retirement obligations. Cost includes overhead directly attributable to construction and development, and interest costs that are directly attributable to the acquisition or construction of the asset. Work in progress, which includes facilities and improvement projects and development of information systems, is not amortized until after the project is complete and the asset is in service. Capital lease obligations are recorded at the present value of the future minimum lease payments at the inception of the lease, excluding executor costs (e.g. insurance, maintenance costs, etc.). The discount rate used to determine the present value of the lease payments is the lower of the college's rate for incremental borrowing or the interest rate implicit in the lease. The cost, less residual value, of the tangible capital assets, excluding land, is amortized on a straight-line basis over the estimated useful lives as follows:
Building & site improvements Furniture and equipment Computer hardware and software Learning resources
3-40 years 5-40 years 5 years 10 years
Tangible capital assets are written down when conditions indicate that they no longer contribute to the college’s ability to provide goods and services, or when the value of future economic benefits associated with the tangible capital assets are less than their net book value. The net write-downs are recognized as expenses in the statement of operations. Contributed capital assets are recorded as revenues at their fair market value on the date of donation, except in circumstances where fair value cannot be reasonably determined, which are then recognized at nominal value. Transfers of capital assets from related parties are recorded at the carrying value. Intangible assets, works of art, historical treasures and collections are expensed when acquired and not recognized as tangible capital assets because a reasonable estimate of the future benefits associated with such property cannot be made.
{g}
Asset Retirement Obligations Asset retirement obligations are recognized for statutory, contractual or legal obligations associated with the retirement of tangible capital assets when those obligations result from the acquisition, construction, development or normal operation of the assets. The obligations are measured initially at fair value, determined using present value methodology, and the resulting costs capitalized into the carrying amount of the related asset. In subsequent periods, the liability is adjusted for the accretion of discount and any changes in the amount or timing of the underlying future cash flows The capitalized asset retirement cost is amortized on the same basis as the related asset and the discount accretion is included in determining the results of operations.
66 | Annual Report 2018-19
Note 2 (continued)
{h}
Foreign Currency Translation Transaction amounts denominated in foreign currencies are translated into their Canadian dollar equivalents at exchange rates prevailing at the transaction dates. Carrying values of monetary assets and liabilities and non-monetary items included in the fair value category reflect the exchange rates at the statement of financial position date. Unrealized foreign exchange gains and losses are recognized in the statement of remeasurement gains and losses. In the period of settlement, foreign exchange gains and losses are reclassified to the statement of operations, and the cumulative amount of remeasurement gains and losses is reversed in the statement of remeasurement gains and losses.
{i}
Employee Future Benefits Pension The college participates with other employers in the Local Authorities Pension Plan (LAPP). This pension plan is a multiemployer defined benefit pension plan that provides pensions for the college's participating employees based on years of service and earnings. The college does not have sufficient plan information on the LAPP to follow the standards for defined benefit accounting, and therefore follows the standards for defined contribution accounting. Accordingly, pension expense recorded for the LAPP is comprised of employer contributions to the plan that are required for its employees during the year; which are calculated based on actuarially pre-determined amounts that are expected to provide the plan’s future benefits. Other employee future benefits The college provides other employment benefits to eligible employees; namely, self-insured short- term disability and other post-employment benefits. These benefits are recorded as a liability and expense when the event obligating the college occurs, and value is determined by actual costs incurred. The college provides long-term liability insurance through a 3rd party insurance provider and the premiums are recorded as an expense in the period that premiums are paid.
{j}
Environmental Liabilities Contaminated sites are a result of contamination of a chemical, organic or radioactive material or live organism that exceeds an environmental standard, being introduced into soil, water or sediment. The liability is recognized net of any expected recoveries. A liability for remediation of contaminated sites is recognized when all of the following criteria are met:
{k}
i. an environmental standard exists; ii. contamination exceeds the environmental standard; iii. the college is directly responsible or accepts responsibility; iv. it is expected that future economic benefits will be given up; and v. a reasonable estimate of the amount can be made.
Expense by function The college uses the following categories of functions on its statement of operations: Instruction and training Expenses relating directly to instruction and training programs of the college. This function includes expenses incurred by faculties for their scholarly activities. Academic and student support Expenses relating to support for the academic functions of the college both directly and indirectly. This function also includes expenses incurred in order to provide services to students and faculty. Facilities operation and maintenance Expenses relating to maintenance and renewal of facilities that house the teaching, research and administrative activities within the college. These include utilities, facilities administration, building maintenance, custodial services, landscaping Annual Report 2018-19 | 67
Note 2 (continued) and grounds keeping, as well as major repairs and renovations. Institutional support Expenses relating to support for operational functions of the college both directly and indirectly. This function includes expenses incurred by the administrative functions of the college. Ancillary services Expenses relating to services and products provided to the college community and to external individuals and organizations. Services include the college bookstore, recreation and student residences. Sponsored research Expenses for all sponsored research activities specifically funded by restricted grants and donations. Special purpose Expenses related to fundraising and community service specifically funded by restricted grants.
{l}
Funds and Reserves Certain amounts, as approved by the Board of Governors, are set aside in accumulated surplus for future operating and capital purposes. Transfers to / from funds and reserves are an adjustment to the respective fund when approved.
{m}
Future Accounting Changes In August 2018, the Public Sector Accounting Board issued PS 3280 Asset Retirement Obligations. This accounting standard is effective for fiscal years starting on or after April 1, 2021. Asset Retirement Obligations provides guidance on how to account for and report a liability for retirement of a tangible capital asset. PS 3280 Asset Retirement Obligations provides guidance on how to account for and report a liability for retirement of a tangible capital asset. In November 2018, the Public Sector Accounting Board approved PS 3400 Revenue. This accounting standard is effective for fiscal years starting on or after April 1, 2022 and provides guidance on how to account for and report on revenue, specifically addressing revenue arising from exchange transactions and unilateral transactions. Management is currently assessing the impact of these new standards on the financial statements.
68 | Annual Report 2018-19
3.
Correction of Prior Period Accounting Error Over the last several years amortization expense and the related expended capital recognized as revenue for a number of tangible capital assets was calculated incorrectly. This error was detected at the end of the 2019 fiscal year. The corrections of these errors have been applied retrospectively with restatement of comparative numbers. The impact on the prior year's financial statements is as follows:
2018 As previously reported
Adjustment
As restated
Statement of Financial Position: Tangible capital assets
$
93,126,121
$
1,286,169
$
94,412,290
Spent deferred capital contributions
60,274,416
1,080,468
61,354,884
Accumulated surplus
64,411,999
205,701
64,617,700
41,239,320
(110,129)
41,129,191
Statement of Operations: Revenue Government of Alberta grants Federal and other government grants
2,011,112
(8,788)
2,002,324
Donations and other grants
2,107,134
(22,820)
2,084,314
Expense Instruction and training
28,416,974
(329)
28,416,645
Facilities operations and maintenance
11,166,996
(149,721)
11,017,275
Ancillary services
5,110,159
(4,491)
5,105,668
Sponsored research
1,006,413
(20,650)
985,763
8,894,896
33,454
8,928,350
Accumulated surplus, beginning of year
55,517,103
172,247
55,689,350
Accumulated surplus, end of year
64,411,999
205,701
64,617,700
Amortization of tangible capital assets
5,902,809
(175,190)
5,727,619
Change in spent deferred capital contributions
2,098,200
141,736
2,239,936
3,293,717
(141,736)
3,151,981
Investment in tangible capital assets, beginning of year
26,576,342
172,247
26,748,589
Investment in tangible capital assets end of year
31,527,881
205,701
31,733,582
Annual Surplus
Statement of Change in Net Financial Assets:
Statement of Cash Flows Expended capital recognized as revenue Net Assets
4.
Adoption of new accounting standards The institution has prospectively adopted PS 3430 Restructuring Transactions. This accounting standard is effective for fiscal years starting on or after April 1, 2018. Restructuring transactions defines and establishes disclosure standards for restructuring transactions. The adoption of this standard did not affect the financial statements.
Annual Report 2018-19 | 69
5.
Portfolio investments 2019 Portfolio investments – non-endowment
$
36,222,471
$
46,511,667
Portfolio investments – restricted for endowments
2018 $
28,015,559
$
37,695,572
10,289,196
9,680,013
The composition of portfolio investments measured at fair value is as follows:
2019 Level 1
Level 2
Total
Investments at fair value: Bonds Canadian bonds
$
3,482,613
Pooled investment funds
$
-
-
$
10,091,833
3,482,613 10,091,833
Equities
-
Canadian equities
2,498,760
-
Foreign equities
4,307,823
-
4,307,823
-
18,155,060
18,155,060
Pooled investment funds Money market and term securities
$
10,289,196
2,498,760
7,975,578 $
36,222,471
22%
7,975,578 $
46,511,667
78%
100%
Level 2
Total
2018 Level 1 Investments at fair value: Bonds Canadian bonds
$
3,839,271
Pooled investment funds
$
-
$
3,839,271
-
9,518,344
9,518,344
Canadian equities
2,581,957
-
2,581,957
Foreign equities
3,258,785
Equities
-
Pooled investment funds Money market and term securities
$
9,680,013 26%
$
-
3,258,785
17,541,055
17,541,055
956,160
956,160
28,015,559 74%
$
37,695,572 100%
The fair value measurements are those derived from: Level 1 – Quoted prices in active markets for identical assets or liabilities; Level 2 – Fair value measurements are those derived from inputs other than quoted prices included within level 1 that are observable for the assets, either directly (i.e. as prices) or indirectly (i.e. derived from prices); Level 3 – While the college does not have any level 3 investments, their fair value measurements are those derived from valuation techniques that include inputs for the assets that are not based on observable market data (unobservable inputs).
70 | Annual Report 2018-19
6.
Financial risk management The college is exposed to the following risks: Market price risk The college is exposed to market price risk - the risk that the value of a financial instrument will fluctuate as a result of changes in market prices, whether those changes are caused by factors specific to the individual security, its issuer or general market factors affecting all securities. To manage this risk, the college has established an investment policy with a target asset mix that is diversified by asset class with individual issuer limits and is designed to achieve a long-term rate ofreturn that in real terms equals or exceeds total endowment expenditures with an acceptable level of risk.The college assesses its portfolio sensitivity to a percentage increase or decrease in market prices. The sensitivity rate is determined using the historical annualized standard deviation for portfolio investments over several years, as determined by the college’s investment fund manager’s reports. At June 30, 2019, the impact of a change in the rate of return on portfolio investments would be as follows: Portfolio investments – non endowment • 2.91% change in bonds would result in a $293,216 increase or decrease (2018 – 2.89% and $275,155) • 6.03% change in equities would result in a $1,095,366 increase or decrease (2018 – 6.03% and $1,057,113) Portfolio investments – restricted for endowments • 2.22% change in bonds would result in a $77,162 increase or decrease (2018 – 2.22% and $85,232) • 9.63% change in equities would result in a $654,962 increase or decrease (2018 – 9.38% and $547,676) Foreign currency risk Foreign currency risk is the risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in foreign exchange rates. The College is exposed to foreign exchange risk on investments that are denominated in foreign currencies. The College does not use foreign currency forward contracts or any other type of derivative financial instruments for trading or speculative purposes. The College's exposure to foreign exchange risk is very low due to minimal business activities conducted in a foreign currency. Credit risk Counterparty credit risk is the risk of loss arising from the failure of a counterparty to fully honor its financial obligations with the College. The College is exposed to credit risk on debt instruments and has established an investment policy with required minimum credit quality standards and issuer limits to manage this risk. The credit risk from accounts receivable is low as the majority of balances are due from government agencies and corporate sponsors.
Credit rating AAA
2019
2018
5.6%
7.3%
AA
87.7%
86.9%
AA-
0.0%
0.0%
A+
0.0%
0.0%
A
6.7%
5.8%
100%
100%
Liquidity risk Liquidity risk is the risk that the College will encounter difficulty in meeting obligations associated with its financial liabilities. Interest rate risk Interest rate risk is the risk to the College's earnings that arise from the fluctuations in interest rates and the degree of volatility of these rates. This risk is managed by investment policies that limit the term to maturity of certain fixed income securities that the College holds. Interest risk on the College's debt is managed through fixed-risk agreements with Alberta Capital Finance Authority (note 8). A 1% change in interest rates on bond and marketable securities values would result in a $114,582 increase or decrease (2018 - $47,954) in fair market value. Annual Report 2018-19 | 71
Note 6 (continued) The maturity and effective market yield of interest bearing investments are as follows:
Cash and cash equivalents Portfolio investments, short term Portfolio investments, fixed income
7.
1 to 5 years
Greater than 5 years
Average effective market yield
100.0%
0.0%
0.0%
2.2%
12.2%
87.8%
0.0%
2.7%
0.0%
43.2%
56.8%
3.1%
Less than 1 year
Asset Class
Employee future benefit liabilities Defined benefit plan accounted for on a defined contribution basis Local Authorities Pension Plan (LAPP) The LAPP is a multi-employer contributory defined benefit pension plan for support staff members and is accounted for on a defined contribution basis. At December 31, 2018, the LAPP reported an actuarial surplus of $3,469 million (2017 - $4,835 million surplus). An actuarial valuation of the LAPP was carried out as at December 31, 2017 and was then extrapolated to December 31, 2018. The pension expense recorded in these financial statements is $2,873,546 (2018 $3,192,315). Other than the requirement to make additional contributions, the College does not bear any risk related to the LAPP deficit.
8. Debt Debt is measured at amortized cost and is comprised of the following:
Debentures payable to Alberta Capital Finance Authority
Collateral
Maturity
Interest Rate
Residences
2026
6.5%
2019
2018
$
960,000
$
1,080,000
$
960,000
$
1,080,000
Principal and interest repayments in each of the next five years and thereafter are as follows:
2020
Principal
Interest
Total
120,000
62,400
182,400
2021
$
120,000
54,600
174,600
2022
120,000
46,800
166,800
2023
120,000
39,000
159,000
2024
120,000
31,200
151,200
Thereafter
360,000
46,800
406,800
$
960,000
$
280,800
$
Interest expense on debt is $63,050 (2018 - $70,850) and is included in the statement of operations. The net book value of assets pledged as collateral is $1,903,696.
9.
Deferred revenue Deferred revenues are set aside for specific purposes as required either by legislation, regulation or agreement:
72 | Annual Report 2018-19
1,240,800
Note 9 (continued)
2019 Deferred research and special purpose Balance, beginning of year
$
$
6,128,282
Tuition and other fees
$
3,933,659
Total
$
15,332,902
Total
$
10,709,720
6,666,692
2,912,629
17,791,732
27,371,053
35,647,809
Restricted investment income
381,316
74,369
-
455,685
174,862
Change in unrealized gains
340,142
-
-
340,142
207,441
Transfers to spent deferred capital contributions
(1,150,268)
(5,118,471)
-
(6,268,739)
(5,391,916)
Recognized as revenue
Grants, tuition, donations received
(6,029,876)
(1,148,832)
(18,524331)
(25,703,039)
(25,869,894)
Transfers to endowments
(358,490)
-
-
(358,490)
(145,120)
Other
(257,724)
-
-
(257,724)
Balance, end of year
10.
5,270,961
Unspent deferred capital contributions
2018
$
4,862,753
$
2,847,977
$
3,201,060
$
10,911,790
$
15,332,902
Tangible capital assets Deferred revenues are set aside for specific purposes as required either by legislation, regulation or agreement:
2019 Land
Building & site improvements
Furniture & equipment ¹
2018
Computer hardware & software
Learning resources
Total
Total (as restated, note 3)
Cost ² Balance, beginning of year
$ 6,030,712
$ 158,961,122
$ 23,854,450
1,575,153
8,647,861
1,606,348
707,536
-
12,536,898
12,830,784
-
(5,000)
(724,957)
(3,754,724)
-
(4,484,681)
(1,251,770)
7,605,865
167,603,983
24,735,841
17,585,103
14,446
217,545,238
209,493,021
-
$ 84,037,987
$ 14,478,457
$16,549,856
14,431
$115,080,731
$ 110,620,029
Amortization expense
-
3,788,427
1,218,816
1,286,151
15
6,293,409
5,727,619
Effects on disposals, Including write-downs
-
(5,000)
(714,287)
(3,740,553)
-
(4,459,840)
(1,266,917)
-
87,782,414
14,982,986
14,095,454
14,446
116,914,300
115,080,713
Net book value at June 30, 2019
$ 7,605,865
$ 79,782,569
$ 9,752,855
$ 3,489,649
$
-
$100,630,938
Net book value at June 30, 2018 (as restated, note 3)
$ 6,030,712
$ 74,923,135
$ 9,375,993
$ 4,082,435
$
15
Acquisitions ³ Disposals, including Write-downs
$20,632,291
$
14,446
$ 209,493,021
$ 197,914,007
Accumulated amortization Balance, beginning of year (as restated, note 3)
$
$
$ 94,412,290
Annual Report 2018-19 | 73
Note 10 (continued) No interest was capitalized by the college during the 2019 or 2018 fiscal years. (1) Equipment includes vehicles, office equipment and furniture, and other equipment. (2) Cost includes work in progress at June 30, 2019 totaling $3,250,332 (2018 - $7,809,271) comprised of $3,228,477 in buildings and site improvements (2018 - $7,736,718) and $21,855 in software (2018 - $72,553). These assets are not amortized as the assets are not available for use. (3) Acquisitions during the year include in-kind contributions of computers valued at $7,017. In 2018, there were no acquisitions as a result of in-kind contributions.
11.
Spent deferred capital contributions Spent deferred capital contributions is comprised of restricted grants and donations spent on tangible capital acquisitions (not yet recognized as revenue).
2019
2018 (as restated, note 3)
Spent deferred capital contributions Balance, beginning of year
$
61,354,884
$
59,114,949
Transfers from unspent deferred capital contributions
5,118,471
Transfers from deferred research and special purpose
1,150,268
7,309
(3,910,376)
(3,151,981)
Expended capital recognized as revenue Balance, end of year
12.
Environmental Liabilities
The composition of liabilities is a follows:
$
63,713,247
5,384,607
$
61,354,884
2019 Balance, beginning of year
$
Addition to liabilities during the year Change in estimate related to existing sites Remediation work performed Balance, end of year
219,111
2018 $
132,386
(40,558)
-
(108,560) $
92,075
-
69,992
(5,350) $
219,111
The College has accepted responsibility to perform remediation work for one site related to contaminated soils and groundwater. The site was contaminated as a result of the disposal of ash and petrochemical products; while remediation was performed in 2019, further remediation consisting of excavation and disposal of contaminated soil is expected to be completed in early 2020. The College has two additional sites that were contaminated as a result of ongoing agricultural activity; monitoring of these sites continues. The College has not yet received approval for its risk management and/or remediation plans from the appropriate environmental authority, although third party experts were engaged to provide advice in this regard. If these plans are not approved and remediation is required, the College has not yet determined the full costs of remediation. Liabilities have been calculated using estimates of undiscounted cash flows generated by third parties.
74 | Annual Report 2018-19
13.
Net assets
Net assets, as at June 30, 2017 (as restated, note 3)
Accumulated net assets from operations
Investment in tangible capital assets
$
$
Annual surplus (as restated, note 3)
8,761,954 8,928,350
26,748,589
$
-
Internally restricted net assets
Endowments
16,297,436
$
-
6,942,087
Total net assets
$
-
58,750,066 8,928,350
Endowments
-
New donations
(334,162)
-
-
334,162
-
(95,648)
-
-
95,648
-
-
-
-
-
-
2,575,638
(2,575,638)
-
-
-
(2,936,204)
7,452,355
(4,516,151)
-
-
(120,000)
120,000
-
-
-
11,724
(11,724)
-
-
-
114,874
-
(114,874)
-
-
Net board appropriation to internally restricted net assets
(9,000,000)
-
9,000,000
-
-
Change in accumulated remeasurement gains
(2,815,814)
-
-
-
(2,815,814)
Capitalized investment income Transfer to endowments Tangible capital assets
-
Amortization of tangible capital assets Acquisition of tangible capital assets Debt repayment Net book value of tangible capital asset disposals Operating expenses funded from internally restricted net assets
Net assets, as at June 30, 2018 (as restated, note 3)
$
Annual surplus
5,090,712
$
31,733,582
$
20,666,411
$
7,371,897
$
64,862,602
7,934,063
-
-
-
7,934,063
New donations
(370,634)
-
-
370,634
-
Capitalized investment income
(359,438)
-
-
359,438
-
-
-
-
-
-
2,383,033
(2,383,033)
-
-
-
(2,527,618)
6,268,159
(3,740,541)
-
-
(120,000)
120,000
-
-
-
(21,190)
21,190
-
-
-
(36,252)
-
36,252
-
-
(5,000,000)
-
5,000,000
-
-
358,061
-
-
-
358,061
Endowments
-
Transfer to endowments Tangible capital assets
-
Amortization of tangible capital assets Acquisition of tangible capital assets Debt repayment Net book value of tangible capital asset disposals Initiatives funded by operations Net board appropriation to internally restricted net assets Change in accumulated remeasurement gains Net assets, at June 30, 2019
$
7,330,737
$
35,759,898
$
21,962,122
$
8,101,969
$
73,154,726
$
6,727,774
$
35,759,898
$
21,962,122
$
8,101,969
$
72,551,763
Net assets is comprised of: Accumulated surplus Accumulated remeasurement gains and losses
602,963 $
7,330,737
$
35,759,898
$
21,962,122
$
8,101,969
602,963 $
73,154,726
Annual Report 2018-19 | 75
Note 13 (continued) Investment in tangible capital assets represents the amount of the College's net assets that has been invested in the College's capital assets. Internally restricted net assets represent amounts set aside or appropriated by the College’s Board of Governors. Those amounts are not available for other purposes without the approval of the Board and do not have interest allocated to them. Internally restricted net assets reserved for future purposes are summarized as follows:
Balance, beginning of year
Appropriations Net additions from (returned or (disbursements) to) unrestricted during the year net assets
Balance, end of year
Appropriations for capital activities Major capital projects
$
Emerging capital needs
15,973,431
$
4,250,000
$
(3,376,870)
$
16,846,561
1,348,035
500,000
(363,671)
1,484,364
17,321,466
4,750,000
(3,740,541)
18,330,925
2,985,552
-
(28,262)
2,957,290
-
250,000
-
250,000
359,393
-
64,514
423,907
3,344,945
250,000
36,252
3,631,197
Appropriations for operating activities Major maintenance Emerging operating needs Delivery initiatives Total appropriations
14.
$
20,666,411
$
5,000,000
$
(3,704,289)
$
21,962,122
Contingent liabilities The College has identified potential asset retirement obligations related to the existence of asbestos in a number of its facilities. Although not a current health hazard, upon renovation or demolition of these facilities, the College may be required to take appropriate remediation procedures to remove the asbestos. As the College has no legal obligation to remove the asbestos in these facilities as long as the asbestos is contained and does not pose a public health risk, the fair value of the obligation cannot be reasonably estimated due to the indeterminate timing and scope of the removal. The asset retirement obligations for these assets will be recorded in the period in which there is certainty that the capital project will proceed and there is sufficient information to estimate fair value of the obligation.
15.
Contractual rights Contractual rights are rights of the College to economic resources arising from contracts or agreements that will result in both assets and revenues in the future when the terms of those contracts or agreements are met. Estimated amounts that will be received or receivable for each of the next five years and thereafter are as follows:
Operating Leases 2020
$
72,583
Other $
1,041,862
Total $
1,114,444
2021
44,853
351,819
396,672
2022
41,953
153,927
195,880
2023
30,664
116,376
147,040
2024
31,213
77,896
109,109
Thereafter
194,315
52,896
247,212
Total at June 30, 2019
$
415,580
$
1,794,766
$
2,210,357
Total at June 30, 2018
$
191,964
$
1,132,905
$
1,324,869
76 | Annual Report 2018-19
16.
Contractual obligations The College has contractual obligations which are commitments that will become liabilities in the future when the terms of the contracts or agreements are met. The estimated aggregate amounts payable for the unexpired terms of these contractual obligations are as follows:
Service contracts 2020
17.
$
1,426,139
Capital projects $
6,514,691
Information systems and technology $
47,402
Long term leases $
Total
128,658
$
8,154,409
2021
1,056,303
-
44,402
88,147
1,221,376
2022
123,048
-
44,402
38,252
273,196
2023
7,621
-
44,402
24,003
148,056
2024
1,007
-
10,200
7,001
50,119
Thereafter
1,535
-
-
-
1,535
Total at June 30, 2019
$
2,615,653
$
6,514,691
$
190,808
$
527,539
$
9,848,691
Total at June 30, 2018
$
2,982,977
$
5,350,855
$
327,182
$
286,061
$
8,947,075
Expense by object The following is a summary of expense by object:
2019
2018
Budget
Actual
Actual (as restated, note 3)
Salaries and benefits
$
$
40,711,139
$
40,779,979
Material, supplies and services
16,406,795
13,517,996
13,168,194
Amortization of capital assets
6,668,440
6,293,409
5,727,619
Utilities
2,627,326
2,500,981
2,335,672
Repairs and maintenance
2,857,000
2,567,357
2,478,815
Scholarships and bursaries
695,866
692,466
885,829
Cost of goods sold
775,747
864,688
878,441
$
18.
42,325,888
72,067,419
$
67,059,494
$
66,632,734
Related parties The institution is a related party with organizations within the Government of Alberta reporting entity. Key management personnel of the institution and their close family members are also considered related parties. The institution may enter into transactions with these entities and individuals in the normal course of operations and on normal terms. The College has debt with the Alberta Capital Finance Authority as described in note 8. During the year, the College provided and received the following services at nominal or reduced amounts: • During the year, Government of Alberta related parties occupied space from the College at a nominal cost. These costs and related revenues are recorded at carrying values that differ from values that would have been recorded if the parties were at arm’s length.
Annual Report 2018-19 | 77
19.
Government transfers The College operates under the authority and statutes of the Province of Alberta. Transactions and balances between the College and the Government of Alberta are measured at the exchange amount and are summarized below.
2019
2018 (as restated, note 3)
Grants from Government of Alberta Advanced Education Operating
$
Capital
34,823,700
$
1,763,165
Other Conditional Grants
33,477,854 7,896,603
3,589,685
6,998,565
40,176,550
48,373,022
268,071
21,548
64,651
-
Economic Development, Trade and Tourism
14,559
38,000
Labour and Immigration
29,318
14,175
376,599
73,723
40,553,149
48,446,745
Total Advanced Education Other Government of Alberta departments and agencies Alberta Agriculture and Forestry Culture, Multiculturalism and Status of Women
Total other Government of Alberta departments and agencies Total contributions received Expended capital recognized as revenue Deferred revenue $
3,100,928
2,449,089
(2,351,862)
(9,766,643)
41,302,214
$
41,129,191
Federal and other government grants Contributions received Expended capital recognized as revenue Deferred revenue Revenue
78 | Annual Report 2018-19
$
1,470,715
810,662
230,712
195,422
50,926
996,240
1,752,353
$
2,002,324
20. Salary and employee benefits 2019 Other cash benefits ²
Base salary š
2018
Other non-cash benefits Âł
Total
Total
Governance Chair of Board of Governors
$
-
Members of Board of Governors
$
1,984
$
-
$
1,984
$
10,768
-
9,764
-
9,764
12,615
-
11,748
-
11,748
23,383
275,000
-
33,151
308,151
309,355
VP Academic & Research
200,000
-
33,127
233,127
234,379
VP External Relations & Infrastructure
183,700
-
33,131
216,831
218,104
Chief Financial Officer
141,057
-
29,563
170,620
173,659
Director Human Resources
130,591
-
28,047
158,638
159,966
Senior Leadership President Vice Presidents
Other
930,348 $
930,348
$
11,748
157,020 $
157,020
1,087,368 $
1,099,116
1,095,462 $
1,118,845
(1) Base salary includes pensionable base pay. (2) Other cash benefits include honoraria and other non-salary payments. (3) Employer's share of all employee benefits and contributions or payments made on behalf of employees including pension, health care, dental coverage, vision coverage, out of country medical benefits, group life insurance, accidental disability and dismemberment insurance, long and short term disability plan and professional memberships.
21.
Budget figures The college's 2018-2019 budget was approved by the Board of Governors on May 30, 2018 and was presented to the Minister of Advanced Education as part of the college's submission of its 2018 - 2021 Comprehensive Institutional Plan. Certain budget figures from the college's 2018 - 2021 Comprehensive Institutional Plan have been reclassified to conform to the presentation adopted in the 2019 financial statements.
22.
Comparative figures Certain 2018 figures have been reclassified to conform to the presentation adopted in the 2019 financial statements.
Annual Report 2018-19 | 79
APPENDIX A DONORS
Lakeland College thanks the following supporters for their donations to the college between July 1, 2018 and June 30, 2019. Our thanks also to the many donors who chose to make their contribution anonymously. Our apologies to anyone whose name we may have inadvertently missed. 32065699 Alberta Ltd.
Bender, Jackie
Coca-Cola Refreshments Ltd.
3C Information Solutions Inc.
Bernard, Noel & Rhea
Cochrane, Grant & Marylou
3M Scott Safety
Bernes, Sandra
Colchester & District Agricultural Society
5K Cannan Farms Ltd.
Best Environmental Technologies
Aboriginal Human Resource Development Ltd.
Bilben, Larry & Sharon
Community Foundation Lethbridge & Southwestern Alberta
Advanced Auto Cleaning
Block's Agencies
Advisian
Bocock, Bill
Agriculture Financial Services Corp.
Boehm's Physiotherapy Clinic
Agri-Trade Equipment Expo
Border City Building Centre Ltd.
Alberta Assessors' Association
Border City Rotary Club
Alberta Blue Cross
Brisebois, Mona
Alberta Institute of Agrologists
Brooks, Jacquelin
Alberta Seed Growers Association
C5 Bar Ranch Inc.
Alberta Traditional Bowhunters Association
Calkins, Elsie
Alberta Veterinary Technologists Alberta Women's Institutes - Yellowhead East Constituency Allied Blower & Sheet Metal Altman, T.J. & Georgina Aramark Canada Ltd. Astec Safety Inc. ATB Financial ATCO Aughey, Janice Bailey, Julie Baker, Laura Bar Engineering Barnhart, Cecil Battle River Community Foundation Bayer Animal Health Division Bazinet, Jason Becker, Sheldon & Peggy 80 | Annual Report 2018-19
Blain, Denise
Callander, Jim & Mary Cameron, Robert & Shirley Canadian Association of Petroleum Producers Canadian Imperial Bank of Commerce Canadian Natural Resources Limited Canadian Senior Pro Rodeo Association Capital Colour Press (1992) Ltd. Carter, Deanna CEDA International Corporation Chamberland, Donna Chatters Canada Ltd. Chiliak, Megan Christie, Mike & Ann Chysyk, Audrey Chysyk, Loretta Citadel Mechanical Ltd. Clark, Sabrena
Compliant Environmental Services Ltd. Convergint Technologies Ltd. Cornerstone Co-operative Country Side Golf Course County of Vermilion River Crowe, Michael & Kathy Crown Investments Corporation of Saskatchewan Cummins Western Canada Cypress County D & R Tool Supply Inc. Daigneault, Clara Dancey, Randy & Brenda David's Tea Davidson, Treanza Davies, Richard & Norma Davison, Lloyd & Linda Days Hotel & Suites Delaire's Electric Designer's Choice (Lloyd) Ltd. Devondale Stock Farm Ltd. Digital Connection Inc. Dr. Alice Wainwright-Stewart Dr. Mark Labrecque Chiropractor Professional Corporation Drumloche Farm Dustow, Jeff Eagle Valley Industries Ltd. Eaton Industries Canada Co.
Ecole Heritage
Home Depot, Lloydminster
Lakeland College Rodeo Club
Edmonton Kenworth Ltd.
Honeker, Brian
Lakeland College Staff Association
Elanco Animal Health Canada
Hrapko, Julie
Lakeland College Stock Dog Club
Electrical Contractors Association of Alberta
Humboldt Vision Centre
Lakeland College Students Association
Husky Group of Companies
LaMothe, Chantalle
Elliott, Doug
Hyndman, Kevin & Holly
Lang, James & Darlene
End of the Roll
Ideal Office Solutions
Lang, Kevin
Erickson, Morris & Paulette
Inclusion Lloydminster
Langfield, Desleigh
Excel Construction
Independent Order of Odd Fellows
Langford, Grant
Expert Fishing Co.
Interactive Industrial
Lash Lounge
Farm Credit Canada
Intricate Well Servicing
Laubman, Robert & Katherine
Fey, Desmond & Kay
Isaac's Janitorial Services
Laura Lights Photography
First General Services Lloydminster 2009 Ltd.
J & A Heating & Plumbing Ltd.
Leckie & Associates
J.J.W. Vending
Ledgers & Letters Office Services
Janewski, Tim & Mary-Anne
Lee, Edward & Brenda
Jenson, Ed & Fern
Letts, Park & Beth
Jimmy, Annette
Lewis Farms Ltd.
Jones, Barbara
Lewisville Pork Farm Inc.
Juba, Vic & Anna
Lighthouse Mechanical Ltd.
Just for You Day Spa
Lions Club of Lloydminster
Just Kruzin
Lloydminster & District Co-operative Limited
First Truck Centre FMC Agricultural Solutions Fountain Tire Gainer, Clayton & Jerri Galloway, Roy Gartner, Lacey Gehl, Robert General Motors of Canada Company Goode, Louise Goodhand, Linnea Gow, Diane Gowans, James Green, D. A. Guardian Radiology Corp. Hampton Inn & Suites, Airdrie Harasen, Gregory & Karen Harder, Dianne Harrison, Ben Hawes, Leanne Herschel Core Enterprises Inc. Highland Feeders Limited Hill's Pet Nutrition Canada Inc. Hissett, Gordon Hofer, Brandi Hoffman, Ken Hoffman, Lorne & Janice
K.E.M. Juice Kaastrup, Bent & Ava Kananaskis Nordic Spa Katsiris, Jonathan Keep, Edna Kelro Pump & Mechanical Ltd. Kerr, Janet KGB Timber Salvage Ltd. Kinsmen Club of Lloydminster Kneen, Kagan Knourek, Kristine Kontek, Elizabeth Kotelko, Mike & Denise Kubica, Roy Kuse, Janice & Brian Krest Kuse, Kendra Laing, Karen Lakeland College A.H.T. Club Lakeland College Alumni Association
Lloydminster Auto Club Lloydminster Chamber of Commerce Lloydminster Hyundai Lloydminster KFC Locke, Marjorie Long, Marvin Longworth, Barry & Karren Loxam, David Lueck, Kelvin & Lesley Luscious Beauty Clinic MacKay, Margaret MacKay, Mervin & Paralee MacLauchlan, Al & Joanne Makarenko, Debra Manners, Penny Mannville Colony Marlin Holdings (1987) Ltd. Maz Entertainment Annual Report 2018-19 | 81
McBain, Richard & Joyce
Pek, Carol
Royal Canadian Legion No. 11
McCarty, Barry & Bev
Pek, Steve
McCaw, Doreen
Perkins, Bryan & Sharon
Royal Canadian Legion, Alberta-NWT Command
McDonald, Gail
Perma Earth Consulting Ltd.
McGinnis, Arthur & Gladys
Peterson, Brooke
McLean, Candice
Pilgaard, Donna
McLean-Lawrence, Ina
Pilgrim, Rhonda
Melhoff Electric (77) Ltd.
Porozni Farms
Merit Contractors Association
Porozni, Robert
MĂŠtis Education Foundation-MĂŠtis Nation of Alberta
Poundmaker Pork Farm Inc.
Midwest Floorcovering
Powers, Tyler
Miller, Albert & Florence
Priest, Margaret
Milne, Dale
Prince Albert Carpet World
Minister of Finance Disbursement Account II
Pritchard, Kody
MNP LLP Mobile 24 Diesel Tech Inc. Monarch Floors 1953 Inc. Morgan-Tetz, Delia Muenster Powder Coating and Design Ltd.
Powers, Daryl
Progressive Fitness Pugh, Christina Puppy-luv Paradise Pure Vibe Studios Quwek, Michael Rackliff, Dennis & Nora
Rutherford, Ken & Jennifer Ryan Deis Professional Corporation Sapsford, Donald Saskatchewan Assessment Management Agency Saskatchewan Association for Community Living Saskatchewan Association of Veterinary Technologists Schiller & Associates Private Wealth Management Schmidt, Agnes Schmidt, Shawn & Robin Schram, Dave Schulhauser, Lindsay Schultz, Greg & Jacqueline Schwentner, Arthur & Shannon Scott-Olsen, Randa Selinger, Lila Senaratne, Chris
Mutts n' Scruffs
Ranch and Feedlot Rider Club
Neigum, Dave & Debbie
Ray P. Feist Holdings Ltd.
Nestle Purina PetCare Canada
RBC Royal Bank
Nichols Environmental (Canada) Ltd.
RE/MAX Prairie Realty
Nikola Tesla Historical Society of Alberta
Red Bicycle Communications
NKBA Prairie Provinces Chapter
Redhead Equipment
Noralta Technologies Inc.
Repsol Oil & Gas Canada Inc.
North American Powertrain Components Ltd.
Richardson's Jewellery
Northern Career Quest Inc.
Robinson, William
Northern Factory Workwear
Rock Creek Tap and Grill
Oasis Hot Yoga
Rogan, Alan
Olive & Birch
Rolheiser, Stephen & Rebecca
St. Michael Community & District Agricultural Society
Osika Holdings Inc.
Rona, Vermilion
Stanley-Tober, Elizabeth
Owchar, Tyrell
Rosenau, Tim & Beverley
Stantec
Parsons, Preston
Ross Ulmer Chevrolet Cadillac Ltd.
Starko, Austin & Riley
Partington, Arch & Geretta
Rotary Club of Vermilion
Start Up Lloydminster
PC Compression
Royal Canadian Legion Br. 39
Start, Ron & Debbie
Pearce, Dale
Royal Canadian Legion Marshall Branch
Sweet, Judy
82 | Annual Report 2018-19
Roberton, Jack & Dorothy
SGS - BioVision Seed Research Limited Sharpe, Robert & Wendy Shaw, Don Shewchuk, Carter Simard, Pierre Skoretz, Wendy Smith, Val Society of Petroleum Engineers - Lloydminster Solstic Canada Corp. Somers, Lawrence & Tracey
Symes, Colleen & Mike
Weiler, Lanny & Janice
Synergy Credit Union
Weiler, Todd & Lynette
Tally, Dale
Werklund, Linda
Tally, Dan
West, Terry
Tally, James
Wetsch, Michael & Kim
Tally, Nolan
Wheaton GMC Buick Cadillac Ltd.
TD Bank Financial Group
Wheaton Golf Services Ltd.
The Bea Fisher Centre Inc.
Williams, Shirley
The Booch
Williamson, Shelley
The Calgary Foundation
Wolters, CM
The Canadian Brewhouse
Woosaree, Jay
The Child and Youth Care Association of Alberta
WSP Canada
The Ed Stelmach Community Foundation
Yole, Michael & Sheryl
The Hair Studio The Princess Auto Foundation Inc. Thome, Duane Timmons, Chris Tobler, Kelly Tomco Production Services Ltd. Tonita, Ron & Wendy Treffry, Ellis & Donna True North Technical Ltd. TVSMOR Drafting Services Ltd. UCG Universal Consulting Group Ltd. Ungar, Jennifer Unrefined Designs Varga, Darren & Jewel Vermilion & Area Volunteer Crisis Line Vermilion & District Chamber of Commerce Vermilion Chrysler Vermilion Credit Union Vermilion Jr B Tigers Vermilion Lions Club Wald, Gail Walkn on Water Washington, Stephen Wasmuth, Kenneth Webb, Scott & Bernie
Yackimec, Orest & Patricia
Zalewski, Alexis Zoetis Canada Inc.
Vermilion Campus 5707 College Drive Vermilion, Alberta T9X 1K5 Lloydminster Campus 2602 59 Avenue Lloydminster, Alberta T9V 3N7 1.800.661.6490 | lakelandcollege.ca 84 | Annual Report 2018-19