Annual Report 2020-21
2020-21 Annual Report | 1
MISSION VISION VALUES Located in the heart of Treaty 6 Territory and Region 2 of the Métis Nation of Alberta, Lakeland College recognizes the critical importance of acknowledging Indigenous Peoples’ values and beliefs. Lakeland acknowledges Indigenous Peoples as the first people of Canada, honouring and respecting the history and roots of this nation.
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Mission To inspire lifelong learning and leadership through experience, excellence, and innovation.
Table of Contents Accountability Statement...............................................................4 Management’s Responsibility for Reporting............................. 5 Public Interest Disclosure (Whistleblower Protection) Act..................................................... 5 Mandate................................................................................................6 President’s Message........................................................................ 10 Operational Overview.....................................................................12 Goals and Performance Measures.............................................. 16 Enrolment Report...........................................................................36 Regional Stewardship, Foundational Learning, Underrepresented Learners........................................................ 40 Capital Report................................................................................. 44 Applied Research............................................................................ 48 Financial Statement Discussion and Analysis.........................54
Vision
Values
Transforming the future through innovative learning.
• Learner Success • Integrity • Respect • Community • Excellence • Innovation
Self-generated Revenue.................................................................62 Financial Statements..................................................................... 64 Appendix: Donors...........................................................................88
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ACCOUNTABILITY STATEMENT Lakeland College’s Annual Report for the year ended June 30, 2021, 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 Adam Waterman] Chair Lakeland College Board of Governors December 2021
2020-21 Lakeland College Board of Governors Chair, Public
Public
Non-Academic Staff
Scott Webb
Adam Waterman Brent Fischer Dianne Harder Doreen McCaw Jessica Kelly Lloyd Snelgrove
Merle Klumph
Vice Chair, Public Jo-Ann Hall
President and CEO Dr. Alice Wainwright-Stewart
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Academic Staff Chris Thompson
Student Jeanette McGlynn Kara Karst
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 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 the Province 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 2020-21 year.
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MANDATE This mandate statement has been developed by Lakeland College in consultation with the Minister of Advanced Education pursuant to Section 78 of the Post-secondary Learning Act (PSLA).
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1. Type of Institution, Sector, and Governance Lakeland College is a board-governed public post-secondary institution operating in Alberta as a comprehensive community college under the authority of the PSLA.
2. Outcomes Lakeland College is committed to preparing Albertans for success by helping its learners achieve their academic and career goals. Lakeland provides access to high-quality academic programs and is a leader in student-managed learning experiences and innovation. Providing workintegrated learning opportunities prepares students to excel as leaders in industry and their communities. Lakeland programs are responsive to the needs of industry and produce job-ready graduates prepared to contribute to Alberta’s economy. Lakeland works closely with employers and industry organizations to ensure curriculum and training are aligned with the labour market and that students can interact directly with industry while in their
learning, and the opportunity students have to participate in work-integrated learning experiences.
3. Clients/Students Lakeland’s inclusive academic environment ensures a commitment to underrepresented learners. Located in the heart of Treaty 6 territory, Lakeland is an active participant in reconciliation, providing programming, services and campus planning to support our Indigenous learners to succeed in academics and beyond. Our 2020-21 stats indicate over 7.5 per cent of our student base identified as Indigenous. However, we know the actual number of Indigenous students exceed this percentage. Lakeland continues to serve the needs of the community which includes interacting with over 200 students who have identified needs and providing learner accommodations yearly. Within Lakeland’s Human Services academic school, 72 students take their programming in French. Lakeland serves learners of all ages and stages of life from those entering the post-secondary world to mature learners who are seeking reskilling or upskilling. Lakeland transitional experiences, foundational learning, career exploration, certificates, diplomas, apprenticeship, and niche undergraduate study support students and meet the regional labour market needs.
4. Geographic Service Area and Type of Delivery programs. Through practicums, work placements, co-ops, and on-campus student-managed enterprises, students develop hands-on skills and gain valuable experience directly related to their sector. These experiences help students develop a passion for their field, and to become critical thinkers, problem solvers, communicators, and contributing members of innovative teams. Lakeland instructors come from industry and bring a wealth of knowledge and experience into the classroom to enhance the learning experience. This focus is making a difference. In a recent national survey of over 40,000 college and university students and recent graduates, Lakeland ranked as the #1 College Most Recommended by Students, #2 in Best Overall Value, #2 in the Most Skills-Focused Curriculum, and #3 in Best for Getting a Job. Employment outcomes also indicate the significance and quality of Lakeland programming; 89 per cent of Lakeland graduates are employed, 92 per cent are satisfied with their jobs, and 94 per cent would recommend Lakeland to other students. Feedback from employers is perhaps more impressive with 96 per cent of employers indicating that they would recommend a Lakeland graduate to other employers and 98.9 per cent of employers indicating that they would hire another Lakeland graduate. Much of this success can be attributed to the emphasis placed on academic excellence, hands-on
Established in 1913, Lakeland is a key driver in rural sustainability, economic recovery, development and expansion by providing learning opportunities to rural learners. Because these opportunities strongly align with the labour market, employers in this economically important region of Alberta have access to a skilled and well-trained workforce that is crucial to economic growth. To maximize learner access to programs and courses, a variety of instructional delivery methods are used including face-to-face, blended, and online learning. Lakeland’s digital use continues to evolve to support programming, regional collaboration, and industry need. Lakeland’s stewardship model includes working with communitybased adult learning program and creating learner pathways that support dual credit programming and career and technology studies. Consulting with a range of partners such as K-12 school divisions, industry associations, agricultural societies, Rotary clubs, Chambers of Commerce, professional associations, Friendship Centres, Métis associations, First Nations, Alberta Innovates, the Regional Business Accelerator, economic development organizations, and the Regional Innovation Network, Lakeland seeks to promote individual growth, informed community members, and educated citizens through facilitation, information sharing, and collective capacity building. 2020-21 Annual Report | 7
Program delivery at Lakeland includes opportunities for students to engage with student-managed learning enterprises. These work-integrated learning experiences are a significant part of Lakeland’s delivery model. Students, with mentorship from faculty, run several oncampus enterprises, including a play program, a concession at Rustler athletic events, a tax clinic, a power plant, a hair and esthetician salon, an environmental consulting office, and commercial crop and livestock business units.
5. Program Mandates and Credentials Offering Lakeland awards certificates, diplomas, and bachelor’s degrees in niche programming areas, as well as postdiploma certificates and post-baccalaureate certificates. The college also offers apprenticeship programming that prepares people to become certified journeypersons. Collaboration with a range of post-secondary partners helps Lakeland meet the various needs within its regional stewardship area including collaboration with degreegranting institutions to offer baccalaureate degree programs when it is efficient to do so. As a member of Campus Alberta, Lakeland has partnerships and transfer agreements to expand its programming and service capacity while improving efficiencies for Alberta.
6. Special Program Areas/Areas of Specialization Lakeland offers agricultural sciences, pre-employment, apprenticeship, agriculture technologies, foundational learning, energy, environmental sciences, fire and emergency services, health and wellness, human services, business, and university transfer programming. Lakeland also designs and delivers programs to meet specific learner, community, and industry needs through continuing education and corporate training models. Lakeland’s programming combination complements the economic strengths of Alberta and its stewardship region. Aligning programming with the regional labour market of agriculture and oil and gas activity, Lakeland is the only post-secondary institution in Alberta with academic schools in all the following sectors: agricultural sciences, energy, and trades and technology. Lakeland’s Student-Managed Farm – Powered by New Holland (SMF) is renowned throughout Canada and is a key reason why the college is a national leader in commercial agricultural production programming. The SMF is a fully integrated, multi-enterprise, commercial farm that enables students to run a $6 million commercial agricultural business, a commercial-scale crop operation, and multiple commercial, research, and purebred livestock herds, including Lakeland’s 80head beef research herd of crossbred Angus cattle, 280-head dairy herd, and new 200-head bison operation. Lakeland is the only institution in Alberta with diploma programs that specialize in commercial crop and forage as well as commercial beef production. Lakeland’s new Bachelor of Agriculture Technology program, the first degree of its kind in Canada, prepares students for the rapid evolution of technology in agriculture and for careers that bridge the gaps between emerging technologies such as data-enabled precision data systems, machine learning and artificial intelligence, and agriculture production and management. Lakeland excels at embedding student-managed enterprises within program curriculum providing opportunities for students to enhance their learning and leadership skills. These enterprises are a strategic approach to work-integrated learning and provide authentic learning environments right on campus where students apply what they’ve learned and develop job-ready skills. This teaching and learning model help develop curiosity, critical thinking, a passion for the sector, professionalism, and technological literacy.
7. System Collaboration and Partnerships Lakeland works with a variety of agencies, institutions, advisory committees, learning councils, business, industry, and research organizations to meet the diverse need of its region, and ensure alignment with government priorities and college strategic goals. To highlight a few collaborative activities, Lakeland continues its work with Community Adult Learning Programs (CALPs) to 8 | Lakeland College
understand the diverse needs. Programs and pathways such as Employment Skills Enhancement, and Digital Literacy for Employment become positive transitions to post-secondary experiences. Lakeland’s longstanding collaboration with Northern Lakes College supports foundational learning, while collaborations with Alberta and Saskatchewan school authorities makes dual credit opportunities available to high school students throughout the two provinces. Partnerships with industries such as: Masterfeeds, TrustBIX, MNP, Alberta Pulse Growers, SeCan, AgX, Canadian Angus Association and ALUS and other post-secondary institutions including University of Alberta, University of Calgary and Olds College help to advance agriculture research. Lakeland collaborates with University of Alberta to deliver its Aboriginal Teacher Education Program at the Lloydminster campus. To strengthen local economic development, Lakeland works with community partners such as Alberta Milk, New Holland, Canadian Natural Resources Limited, Cenvus, Peterbilt, Points West, Canadian Land Reclamation Association, Snap-on Tools, 4-H Foundation of Alberta, Top Grade Ag, Mosaic, BASF, OneCup Al, and Libby Young.
8. Research and Scholarly Activities Applied research at Lakeland involves collaboration with industry and other end users for the purpose of benefiting the social, economic, and environmental aspects of its region. Applied research projects must complement teaching and learning and advance innovation-based rural economic development. Initiatives are geared towards supporting Alberta’s future economy by helping partners capitalize on new opportunities and find solutions to current challenges. Lakeland is a founding member of Canadian Agri-Food Automation and Intelligence Network (CAAIN) which is focused on accelerating the automation and digitization of Canada’s agricultural sector. With Lakeland’s applied research focus on agricultural sciences, research teams are specialized to enhance agricultural technology for improved productivity, efficiency, and sustainability in commercial crop and livestock production. A newly renovated 743 square metre Agriculture Technology Centre (ATC) will serve as the central hub for ag tech data collection, and home to the new Bachelor of Agriculture Technology program plus ag tech applied research activities. A data lab, large equipment lab and a makerspace area within the ATC will support innovation and entrepreneurship. Research in the ATC will focus on the development, implementation, validation, knowledge translation and commercialization of ag technology solutions that will enhance regional productivity and sustainability. With the transfer of Alberta Agriculture and Forestry research teams in commercial beef production and pulse, Lakeland’s applied research footprint in commercial agriculture production has grown significantly over the past year. Lakeland now has three research scientists focused on commercial livestock production, as well as scientists focused on each of cereal production, pulse production, and canola production. The strategic research priorities of these teams are informed by two producer committees, one for crop research and another for livestock research. These research committees ensure Lakeland’s research priorities in commercial agriculture will benefit producers and support economic growth in the agriculture sector.
9. System Mandate Lakeland plays a leading role in rural sustainability, economic recovery and development contributing to its broader social, economic, and environmental footprint. Lakeland is committed to providing training opportunities targeted at the labour market needs to ensure workforce preparedness and strengthen local economies. Lakeland offers international projects, practicum experiences, and study abroad opportunities to prepare its students to participate in an interconnected world. The college welcomes international students and embraces the opportunity to provide an environment that supports global connectedness. To enhance each student’s college experience, Lakeland offers a full range of personal and academic services including academic advising, athletics, cafeterias, clubs, financial aid, health, Indigenous support services, learning strategies and support, recreation, residence, student centres, and career and wellness services. Lakeland strives to create an inclusive and welcoming culture for all. To enhance learner success, Lakeland provides a learning and teaching commons that creates personalized learning pathways and supports instructional excellence. Students develop competencies in different learning methods and technologies, so they are prepared for lifelong learning. Approved by the Minister, Advanced Education June 10, 2021
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MESSAGE FROM THE PRESIDENT
Thanks to our faculty, 91.5 per cent of students participated in in-person activities. At any given point, 59 per cent of our students were on campus. Off campus, 622 of our students completed 918 practicums.
Lakeland’s approach to education is straightforward. We put students in real-world scenarios, challenging them to think critically and learn through tangible experiences. We support them as they become highly capable thinkers and doers. Hands-on learning has always been the cornerstone of our students’ Lakeland journey, and this past year was no different. We adjusted our operations to adapt to the COVID-19 pandemic. While most post-secondary institutions moved all programming online, we offered a blend of in-person, hands-on learning opportunities and online lectures. We embraced new ways of supporting and connecting with each other to protect our campus community. Our commitment to provide our students with the highest quality educational experience never wavered. 10 | Lakeland College
Student-managed and student-led experiences and projects continued. Our students managed our Student-Managed Farm – Powered by New Holland crop, dairy, equine, livestock, research, commercial and purebred beef units. Our agribusiness students organized a virtual concert series instead of the in-person Band in the Sand concert they hosted in the past. Our business students worked on business plans with real businesses virtually thanks to Riipen, an online work-integrated platform. In a survey we conducted with students to better understand their blended and online experience, 89 per cent of students shared they were satisfied with their program and 96 per cent said they’d recommend Lakeland to others. Our students have much to be proud of, striving to reach their goals and adapting to new ways of learning during a pandemic. They continued to benefit from our award-winning, careerfocused programs. Our campus community is proud of their resilience and success, including Emily Ayotte. This esthetician student won gold in the Alberta Skills Canada competition, qualifying for nationals where she placed third. Our staff also made headlines, including Karen Harris. As our learner success strategist, she won a 2020 Gold Award of Excellence from the World Federation of Colleges and Polytechnics in the Student Support Services category. Chris Senaratne, former dean of the Emergency Training Centre, was
Government of Alberta’s support. This project starts the second phase of the Vermilion Campus Revitalization Project. The 100 jobs this project creates is one of the many ways Lakeland supports rural sustainability. Lakeland’s has a key role to play in our region’s sustainability and economic development, and you can see that with our grads. We educate the local workforce including teachers, accountants, business owners and ag producers. We train the health care aides, power engineers, hairstylists, electricians and more who work and live in our region. Through alumni contributions, college operations and student spending, Lakeland adds $130.6 million to the economy each year. That was one of the key findings of a study completed during the 2020-21 academic year by Hanover Research. The analysis found that $61 million of the college’s economic contribution comes from the impact of Lakeland alumni.
presented with the 2021 Johnny G. Wilson Memorial Award in recognition of his lifetime of advocacy and commitment to the fire service. 2020-21 was a year like no other and the effect of COVID-19 was evident in enrolment, both domestically and internationally. Despite lower enrolment numbers, we stayed focused on the financial effects of the response to COVID-19, reducing expenses and prioritizing fiscal management. Fundraising efforts were successful thanks to the generosity of more than 1,100 donors to Leading. Learning. The Lakeland Campaign. – the most successful campaign in Lakeland’s history. The campaign began in 2016 and concluded on June 30, 2021. The fundraising initiative was focused on three priorities – expanding student success, empowering the next leaders in agriculture, and growing results-oriented research. We celebrated the growth of our applied research team and project scope as well. We welcomed new members to our team, including five full-time staff, thanks to support from Alberta Agriculture and Forestry to progress research in pulse crop agronomy and management cow-calf production efficiencies and sustainability, animal health and welfare, and new ag technologies. We are a partner in the Pan-Canadian Smart Farm Network, with funding from the Canadian AgriFood Automation and Intelligence Network. In 2020-21, we had 39 active projects and 78 external partnerships. Our progress on capital projects continued as the Agriculture Technology Centre was completed, however its official opening was delayed due to the pandemic. We also broke ground on the WHT Mead Animal Science Centre, thanks to the
We deliver a skilled workforce and producer-driven agricultural research that support the province’s economy and the government’s Alberta 2030: Building Skills for Jobs strategy. Working closely with industry, we ensure our programming provides the technical skills and employability competencies they require. Through practicums, co-ops, apprenticeships, continuing education and advisory boards, we partner with businesses and organizations to ensure our students graduate with the skills to meet employers’ needs. Throughout the year, we remained future focused with the development of new, industry-driven programs. We announced Canada’s first agriculture technology degree, an agricultural sustainability diploma, a post-bachelor certificate in commercial agriculture production and an applied environmental sciences certificate. All of these programs will begin in fall 2021. We also partnered with the University of Calgary to offer a new education degree pathway, so students can complete almost all of their education degree at the Lloydminster campus. Since our college’s founding in 1913, Lakeland has weathered two world wars, the Spanish influenza, as well as other notable events in history. Our resilient and pioneering spirit has propelled us forward with great success in our 108 years as an institution. I am confident it will continue to as we remain focused on our mission, vision and values, and supporting Alberta. On behalf of the Board of Governors and my colleagues, I present Lakeland College’s annual report for the year ended June 30, 2021.
[originaly signed by Dr. Alice Wainwright-Stewart] President and CEO Lakeland College 2020-21 Annual Report | 11
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OPERATIONAL OVERVIEW
Lakeland College is a hub for innovation, supportive student services and academic excellence. With high quality, industryrelevant, 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. Prior to the 2019-20 fiscal year, enrolment at Lakeland had increased from 2,073 full load equivalents (FLE) in 2016-17 to 2,146 FLE in 2018-19 (3.5 per cent). However, primarily due to the response to COVID-19, FLEs declined by 5.3 per cent to 2,033 in 2019-20 and a further 6.4 per cent to 1,902 in 2020-21. The number of Indigenous students declined by 3.4 per cent from 237 in 2018-19 to 229 in 2019-20 but increased significantly by 25.3 per cent in 2020-21 to 287. With international travel restrictions during the pandemic, the number of international students decreased from 300 in 2018-19 to 281 in 2019-20 and then to 194 in 2020-21. However, in 2018-19 all 300 international students resided in Canada, while in 2020-21, only 89 of the 194 international students resided in Canada; 105 students were enrolled in a distance mode of delivery. Primarily due to the COVID-19 response, student tuition and fees declined by 14.3 per cent from $16,503,000 in 2018-19 to $15,021,000 in 201920 and then to $14,147,000 in 2020-21. Revenue from sales of services and products declined by 29.5 per cent from $10,452,000 in 2018-19 to $8,494,000 in 2019-20 and then to $7,372,000 in 2020-21. The larger percentage decline in sales of services and products revenue was due to restrictions on the number of students in residence and the loss of contract revenue from in-person training at the Emergency Training Centre. In 202021 most of the losses in revenues were offset by reductions in expenses.
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Economic Overview Although it appeared that the Alberta economy was poised for a recovery prior to 2020-21, because of the response to the pandemic and the deliberate actions by certain countries to over supply the oil market, Alberta suffered a severe economic recession. Although this recession lingered well into the 2020-21 fiscal year, oil and natural gas prices appear to be recovering quite significantly, so the Alberta economy may finally be on the rebound. This rebound, however, may be short lived, due to world-wide actions to reduce carbon emissions, negative perceptions of Alberta's oil industry, and resistance to building pipelines. Also, the full impact of the world-wide response to COVID-19 has yet to be felt. Skyrocketing government debt, the short- and long-term effects on the supply of labour and goods and services, and the effects of inflation will be significant. The potential for rising interest rates also increases the risk that governments will continue to reduce support for post-secondary education in order to fund large interest payments. Given the significant deficit faced by the Government of Alberta due to plunging oil prices, lost income taxes and increased expenses to support those individuals and businesses suffering financially from the impacts of COVID-19, the provincial government’s future capacity to fund post-secondary education may be compromised. Before the pandemic, the Alberta government had intended to balance its operating budget within four years. The effect of this intention was already quite significant for the post-secondary sector. In fall 2019, Lakeland’s operating grant was cut by 7.2 per cent and then it was cut by a further 2.3 per cent in the spring of 2020. The result was a $3.5 million reduction in actual operating grant funding versus the amount budgeted. The Infrastructure Maintenance Program (IMP) grant was eliminated entirely for the Government of Alberta’s fiscal year ended March 31, 2020. The IMP typically provided about $2.1 million. This grant was, however, was reinstated for the 2021 fiscal year. Lakeland was in a relatively healthy financial situation, and reasonable strategies to reduce expenditures were considered. Inyear reductions to discretionary expenses such as travel, professional development and hosting were made. In January 2020, the Government of Alberta announced a major change to the post-secondary funding framework. Expenditure targets were established. To
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meet the expenditure target for 2021, Lakeland reduced its budget (for 2020-21) by $11.8 million. In order to accomplish this, 46 staff positions were eliminated, either through early retirement or abolishment. Although this would not affect the 2019-20 fiscal year, severance costs of almost $2 million were paid prior to the year end. Lakeland also suspended intakes into five programs to adjust to the reduced Campus Alberta Grant. The suspended programs include three apprenticeship programs and two certificate programs: Gasfitter-Class A, steamfitter-pipefitter, instrumentation and control technician, pre-employment instrumentation and control technician, and street rod technologies. Although the response to COVID-19 had a significant effect on operations, lost revenues were offset by reductions in expenses, resulting in no net financial effect on Lakeland's operations. However, because COVID-19 restrictions were enforced abruptly in March, 2020, Lakeland was unable to offset lost revenues with reductions in expenses for the 2019-20 fiscal year. The Government of Alberta has since indicated that it will not enforce its expenditure reduction targets. However, given the challenging economic outlook for the province and the uncertainty regarding future responses to COVID-19, Lakeland remained very prudent with its budgets. Although restraints on increases to tuition and other student fees have been relaxed, enrolments may be negatively impacted for several years. Because of its fiscal situation, the provincial government has mandated a zero per cent increase to wages and benefits for postsecondary institutions. Nevertheless, if settlements cannot be negotiated, arbitrators make the final decision, and increases are possible regardless of the government mandate.
Capital Investment Lakeland needs to invest heavily in the revitalization of its infrastructure. The investment needed is estimated to be $110 million. Lakeland is building a Strategic Investment Fund to address this critical need. Lakeland allocated $9 million to its Strategic Investment Fund for the year ended June 30, 2018, $5 million for the 2019 fiscal year, and $8 million in 2021. Internally restricted assets as of June 30, 2021, now stand at $23.4 million. More funding is needed to invest in capital projects. Therefore, Lakeland will need to generate future surpluses and also receive funding support from the provincial and/or federal governments. Fortunately, Lakeland received a grant of $17.3 million in July 2020 from the Government of Alberta for a major renovation to its WHT Mead Animal Science Centre at the Vermilion campus.
Risk Management The biggest risk facing Lakeland is its dependence on funding from the Government of Alberta (58 per cent of revenue) and ongoing regulation of tuition fees (22 per cent of revenue). The government restricts growth in grants, and sometimes reduces them quite significantly, and it also frequently limits tuition fee increases. Changes in governments and/or government policy can also significantly affect college operations – major reductions to grants have occurred and are likely to be announced for future years. The Alberta government intends to tie the operating grant to certain performance metrics (enrolments, work-integrated learning, graduate outcomes and administration expenses) and if certain benchmarks are not achieved, operating grants can be reduced quite significantly. 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. Another emerging risk is related to the short- and long-term effects of the response to COVID-19 on the mental health of staff and students. Depression, anxiety and irritability have increased. 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 college has completed documenting its risk and control matrix, and will soon begin testing and monitoring of its internal controls. Recommendations from the controls review 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 information and reporting requests. Lakeland continued to provide chief financial officer consulting services to Portage College through an 85-15 shared services arrangement. Other shared services and shared systems opportunities are being explored.
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Performance Metrics Investment Management Agreement Definitions Government of Alberta Priorities Graduate Employment Rate
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Proportion of graduates of credential programs who are in the labour force and employed, two years after graduation
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Ensure Programs are of the Highest Quality and Align with Labour Market Needs
Continue program evaluation process to ensure continuous improvement and industry relevancy
Continuation of program evaluation cycle and summative reviews
Ensure an up-to-date summative cycle and identify actions taken from program reviews (when applicable)
Consult industry within each academic advisory committee
More engagement with industry partners
Ensure all advisory committees meet at least every two years
Students graduate with job-ready skills
Graduate employment rate exceeds 85%
GOALS AND PERFORMANCE MEASURES Progress made in last 12 months: Lakeland College has a comprehensive program evaluation schedule in place, featuring rotational selections, dean and vice president of academic and research selections, and performance-based selections. In 2020-21, five environmental sciences programs were evaluated: wildlife and fisheries conservation major, environmental conservation and reclamation major, conservation and restoration ecology, applied environmental sciences and the bachelor of applied science: environmental management (BASEM) program. The steamfitter apprenticeship program was also selected for evaluation, however it was suspended in June 2020. Action items around curriculum changes and a rebrand for the environmental sciences programs were identified and will be finalized for academic council in the fall. Annual program reviews were completed for programs offered at the Emergency Training Centre: firefighter training, emergency services technology and bachelor of applied business: emergency management. Lakeland’s child and youth care program earned accreditation from the Child and Youth Care Educational Accreditation Board of Canada. Accreditation acknowledges Lakeland as a provider of quality post-secondary education in the field of child and youth care. The accreditation is effective Feb. 17, 2021 to Feb. 16, 2028. Lakeland offers one of three accredited child and youth care diploma programs in Alberta and one of 12 across Canada. Alberta's new health care aide 2019 curriculum was offered and the new student-managed farm equine model was launched. Bison curriculum for the livestock major in the animal science technology diploma program was completed. It will be embedded in first-year courses starting in the next academic year. Both 4th Class and 2nd Class power engineering will be restructured and offered online in fall 2021. Lakeland announced Canada’s first degree in agriculture technology in January. It will be offered starting in fall 2021. Lakeland also announced several other new programs that will start in fall 2021, including agricultural sustainability program, post-bachelor certificate in commercial agriculture production and an applied environmental sciences certificate. 2020-21 Annual Report | 17
Eight new pre-employment practicum host relationships were formed and all accepted student placements. Development and planning for pre-employment automotive service technician program is underway, with the goal of the program starting in fall 2022. Lakeland partnered with Women Building Futures (WBF) to increase readiness of women and Indigenous women in the region. Lakeland and WBF outlined the partnership in a memorandum of understanding (MOU) that came into effect in April. Lakeland provides training space at the Lloydminster campus and qualified instructors to help prepare participants for the heavy oil power engineering (HOPE) program in the areas of math and other skills. Most schools or programs held advisory committee meetings in 2020-21, including university transfer, foundational learning, bachelor of applied business: emergency services, agricultural sciences, environmental sciences, business and energy. The School of Trades and Technology does not have college-based advisory meetings as each trade has a provincial advisory committee that program heads attend. The advisory committees for interior design technology, firefighter training and emergency services technology plan to meet in 2022. An advisory committee for the agriculture technology degree was created. Lakeland students graduate with job-ready skills. According to the Class of 2018 Graduate Follow-up Survey that was released in 2020-21, Lakeland’s graduate stats include: • 91 per cent of graduates are employed; • 80 per cent of graduates were employed within six months of graduation; • 87 per cent said their education contributed a great extent to gaining job-specific knowledge; and • 85 per cent said their current main job is related to the program they graduated from at Lakeland.
Investment Management Agreement Definitions Government of Alberta Priorities Employment in a Related Job
Proportion of graduates of credential programs who are employed, two years after graduation, and who respond that their current main job is very or somewhat related to the general skills and abilities they acquired during their program
Lakeland Goals
Priority Initiatives
Ensure Programs are of the Highest Quality and Align with Labour Market Needs
Discipline specific Programs will identify skills-based curriculum skills to target for career specific needs Develop industry mentorship programs
Expected Outcomes
Performance Measures
Graduate employment rate exceeds 85%
Academic areas will develop plans where possible to create mentorship experiences
Progress made in last 12 months: Lakeland College’s programs challenge each student to go beyond the classroom with student-led or student-managed experiences. According to the Class of 2018 Graduate Follow-up Survey that was released in 2020-21, 85 per cent of Lakeland graduates said their current main job is related to the program they graduated from at Lakeland. This survey was released in 2020-21. Due to the COVID-19 pandemic, industry mentorship programs did not move forward in 2020-21.
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Investment Management Agreement Definitions Government of Alberta Priorities Time to Find Employment
Proportion of graduates who were employed during school and kept that job, or who found a full-time job within six months of graduation
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Ensure Programs are of the Highest Quality and Align with Labour Market Needs
Revise our career fair model
Every student in every program:
Graduate employment rate exceeds 85%
• Produces a resume • Sets up a LinkedIn account • Develops job interview skills
Progress made in last 12 months: Lakeland held a virtual career fair in November 2020, featuring 44 employers. More than 300 students and alumni registered, of which 109 attended. A virtual job fair was held in March 2021, featuring 48 employers. This job fair had 350 attendees register, of which 175 attended. Fifty per cent attendance is the industry standard. Peersview – an online resource for resume and interview prep – was implemented following troubleshooting and testing with students. The contract has been extended until 2022. According to the Class of 2018 Graduate Follow-up Survey that was released in 2020-21, 91 per cent of Lakeland graduates are employed.
Investment Management Agreement Definitions Government of Alberta Priorities Graduate Median Income
Median income of graduates of credential programs (excluding executive programs) at an institution, by cohort year, one year after graduation
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Ensure Programs are of the Highest Quality and Align with Labour Market Needs
Identify sector-specific median income levels for entry-level positions
Review internal graduate employment incomes statistics
Establish a baseline.
Progress made in last 12 months: Every two years Advanced Education asks recent graduates about their education and their jobs. According to the most recent survey with 2018-19 Lakeland grads: • 91 per cent were employed • 85 per cent said their job was related to their education • 87 per cent said their education contributed to their job-specific training • 80 per cent were employed within six months of graduation Overall for all Alberta graduates, the average annual total income made was $61,224 and half of graduates indicated that they made $56,601 or more a year according to the report. The average salary for graduates of a comprehensive community college was $48,646. Internally, graduate outcome reporting work will continue at Lakeland in 2021-22. The college will continue its review of graduate income employment statistics and survey more graduates to create a baseline for each program. 2020-21 Annual Report | 19
Investment Management Agreement Definitions Government of Alberta Priorities Access to Career/ Employment Services
Index of: proportion of current credential program students who accessed career counselling, proportion of students who accessed employment services, and proportion of students who have taken one or more steps to prepare for a career after graduation
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Ensure Programs are of the Highest Quality and Align with Labour Market Needs
Alumni Mentorship program
Students are confident Graduate employment about their job search rate exceeds 85% abilities
Employment Skills Development - Sheila Musgrove type program for students
Every student can identify that they received this kind of guidance
Enhancing the role of Academic Advisors to provide career counseling
Progress made in last 12 months: A new professional development series for students, alumni and Lakeland staff was created in 2020-21: Power Hour. This three-part series featured virtual sessions, featuring career and employment experts: • Sheila Musgrove • Dr. Todd Dewett • LinkedIn MasterClass Each session was well attended and recordings were supplied afterwards. Each session was focused on supporting participants in their employment skills and job search. An alumni mentorship program was not initiated in 2020-21. This project will carry into 2021-22. According to the Class of 2018 Graduate Follow-up Survey that was released in 2020-21, 91 per cent of Lakeland graduates are employed.
Investment Management Agreement Definitions Government of Alberta Priorities Work Integrated Learning
Proportion of current credential program students who participated in work placements as part of their program
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Increase Opportunities so Students Graduate Job Ready
Increase student access to workintegrated learning experiences
Learners increase in discipline-specific and employability skills
Graduate employment rate exceeds 85%
Progress made in last 12 months: As part of its efforts to build skills for jobs, to ensure students are work-ready and to provide students with access to world-class, relevant training, Lakeland continues to prioritize work-integrated learning. Lakeland’s baseline value for programs that already have work-integrated learning components built into curriculum is 73 per cent. Despite the COVID-19 pandemic, work-integrated learning opportunities continued. For example, rather than organize, promote and manage an in-person, on-campus concert, agribusiness students turned Band in the Sand into a successful virtual event.
20 | Lakeland College
Agricultural sciences students who’re part of Student-Managed Farm – Powered by New Holland (SMF) units continue to manage their unit’s respective commercial operations. They adhered to COVID-19 protocols to successfully achieve this. Hairstyling and esthetician students put their skills into action in the spa and salon, however, it was open to a restricted number of clientele and COVID-19 restrictions were in effect. In 2020-21, 622 students completed 918 practicums. New work-integrated learning opportunities in 2020-21 include: • School of Business partnered with Riipen and RBC Future Launch. Riipen is an online work-integrated learning platform that connects students with industry partners and brings real projects into their online classroom. Business administration students put their skills into action and completed projects for businesses from St. Albert, Alta., and California. • Work to establish a practicum and/or industry placement for the agriculture technology degree is underway. • The Emergency Training Centre worked on obtaining delegated entity status under Alberta Municipal Affairs (AMA) – NFPA Certification, awaiting update from AMA. Lakeland is also working with the Saskatchewan Public Safety Agency, the IFSAC accredited entity, to explore the possibility of obtaining certification for full-time program students.
Investment Management Agreement Definitions Government of Alberta Priorities Administrative Expense Ratio
Institutional support expenses divided by total expenses less ancillary services and business enterprise
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Ensure Compliance with Government expectations
Ensure proper reporting
Adherence to deadlines
Commit to actions identified by GOA
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Ensure Compliance with Government Submission and Reporting Guidelines
Ensure proper planning in financial framework
Adherence to deadlines*
Commit to actions identified by GOA
Progress made in last 12 months: This priority initiative was deferred by the provincial government.
Investment Management Agreement Definitions Government of Alberta Priorities CAG Dependency Ratio
Institution’s Campus Alberta Grant divided by total expenditures
Progress made in last 12 months: The Internal Control Framework and risk and control matrixes were completed. The Executive Director, Internal Audit and Risk at the University of Alberta, presented the report to the Audit, Risk & Sustainability Committee in October. Testing and monitoring of key internal controls will commence in the 2021-22 fiscal year. *This measure will not likely be included in future Investment Management Agreements.
2020-21 Annual Report | 21
Investment Management Agreement Definitions Government of Alberta Priorities Own Source Revenue
Institutional revenue generated through non-mandate related activities or fundraising activities divided by total revenue
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Increase Sustainable Resources and Support Students through External Partnerships
Maintain annual fundraising efforts to provide additional financial support for priority initiatives
Ongoing fundraising partnerships developed
Internal awards program reorganized to support entrance awards initiatives
Farm • Increase profitability of each business unit (dairy, bison, commercial crops, commercial beef) Continuing Education
Progress made in last 12 months: In 2020-21, there were no changes to Lakeland College’s entrance awards program or process. Lakeland had 1,004 student awards program recipients at a value of $1.2 million. This is down 2.8 per cent from the previous year due to the impacts of the COVID-19 pandemic. New awards were created for trades, energy, environmental sciences and the new agriculture technology degree that launches in fall 2021. Lakeland supported low income students with many bursaries in 2020-21: • Lakeland College SOS Enhanced Bursary: 29 recipients, totaling $100,000. • Lakeland College Bursary Program: 188 recipients, totaling $258,135 (this is a grand total for bursaries, including the Lakeland College SOS Enhanced Bursary note above). • Lakeland College Hugh Service emergency Loan Fund: because of the restriction on this fund, Lakeland may access the Support Our Students Emergency fund to assist students with short-term support. Fundraising efforts were successful thanks to the generosity of more than 1,100 donors to the Leading. Learning. The Lakeland Campaign. – the most successful campaign in Lakeland’s history. The campaign began in 2016 and concluded on June 30, 2021. A total of 1,131 donors contributed a total of 3,077 gifts, collectively raising $13,374,066, exceeding the $11-million campaign goal. The fundraising initiative was focused on three priorities – expanding student success, empowering the next leaders in agriculture, and growing results-oriented research. The fundraising goal was surpassed thanks to individuals, families, businesses, foundations and organizations making donations and supporting fundraising events such as the Rustlers Golf Tournament, President’s Gala and Feast on the Farm. Alumni, students, community members and Lakeland employees are among the donors. Annual giving initiatives were also completed, including the direct mailer, Giving Tuesday and Love Your College campaigns. An update on self-generated revenue for 2020-21, including the Student-Managed Farm – Powered by New Holland and continuing education is available on page 62. Plans were developed to increase the online delivery of agriculture continuing education programs, including agronomy, sales, business management and grain marketing. As well, an online range and forage program was developed for the ag retail sector. Lakeland offered several human services programs via continuing education in 2020-21: • Fall 2020 • ASL101 -16 students • Winter 2021 22 | Lakeland College
• ASL101 - 12 students • ASL 102 - 13 students • HS155 - 2 students • Spring 2021 • HS155 - 5 students • ED120 - 2 students HS155 and ED120 are early learning and child care courses that are needed to obtain Level 1 child care certification in Saskatchewan.
Investment Management Agreement Definitions Government of Alberta Priorities Expenditure Target
Total number of FLEs divided by total expenditures
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Ensure Compliance with Government Submission and Reporting Guidelines
Ensure proper planning in financial framework
Adherence to deadlines
Commit to actions identified by GOA
Progress made in last 12 months: Advanced Education subsequently withdrew this requirement. However, Lakeland chose not to significantly adjust its budget due to uncertainty related to COVID-19 and reactions to it.
2020-21 Annual Report | 23
Investment Management Agreement Definitions Government of Alberta Priorities Overall Domestic Enrolment
Lakeland Goals
Total number of Maximize Enrolment domestic student FLEs Opportunities at the institution in a given academic year
Priority Initiatives
Expected Outcomes
Performance Measures
Review current enrolment processes to improve application to enrolled conversion rates
Reduce enrolment barriers so more people successfully transition from applicant to student
Increase total number of students enrolled
Review retention strategies for all programs
More students persist through to graduation
Increase in percentage of high school students from Lakeland Region attending Lakeland Increase percentage of students who complete certificate programs
Build Learner Pathways and Enhance Foundational Learning Programs
Increase academic upgrading and foundational learning opportunities for learners seeking postsecondary access
More student have access to foundational learning programs
Increase total number of students who access foundational learning programs
Expand Educational Activities within the Lakeland Region
Expand blended/ online learning opportunities
Flexible and learnercentered program delivery models throughout the region
Increase total number of flexible program offerings
Continue Collaboration with Regional School Divisions
Continue collaboration with regional high school divisions
Continued dual credit offerings
Increase number of dual credit offerings
Continued CTS programming
Increase number of CTS offerings
Progress made in last 12 months: Increase total number of students enrolled Lakeland College’s 2020-21 FLE enrolment did not surpass the previous year’s enrolment total. In 2020-21, the FLE enrolment count totaled 1,902 and in 2019-20, 2,033. The uncertainty of and response to COVID-19 impacted enrolment. As well, five programs were suspended in May 2020 for fall 2020-21. Clinical esthetician, a new program for 2020-21, was unable to complete its final semester due to COVID-19 restrictions, though all students finished with an esthetician certificate. An enrolment breakdown is available on page 36. In 2020-21, a number of enrolment-related initiatives were completed to increase numbers: • Virtual Live with Lakeland program webinars were held • Virtual Open House was held, with 526 RSVPs and 390 applications • Virtual Program Information Sessions were held, with 522 RSVPs • Student Services collaborated with Recruitment and Enrolment to develop a student journey mapping framework
24 | Lakeland College
• The tuition deposit deadline was extended • Virtual Counsellor Updates were offered to high school counsellors • Student enrolment assistants supported enrolment efforts (tuition deposit calls, Instagram takeovers, etc.) to reduce withdrawals • Local high school virtual visits were completed • Additional virtual recruitment events were attended for various regions • Participated in virtual ELAA and SUTIL fairs New program proposals for medical lab assistant and community support practitioner will be submitted in 2022-23. Marketing undertook several enrolment initiatives: • Developed refined brand and message strategy with new brand guidelines • Selected a new web vendor and began work on a new website that will launch fall 2021 • Worked with admissions and IT to select a customer relationship management system • Redesigned 2022-23 Program Preview and other recruitment tools, as per new brand guidelines
Increase in percentage of high school students from Lakeland Region attending Lakeland In 2020-21, Lakeland had 27 per cent of high school graduates in the Lakeland region transitioning to a post-seconday institution attending, not counting apprentices. In 2019-20, the college had 29.7 per cent of Lakeland region high school graduates. Recruitment efforts were limited to online events as travel and access to regional high schools was restricted due to the COVID-19 pandemic.
Increase percentage of students who complete certificate programs The number of students who completed a certificate program in 2020-21 increased by one per cent compared to the previous year (357 versus 360). Three certificate programs offered in 2019-20 were not offered in 2020-21, including street rod technologies, preemployment instrumentation and control technician, and American Sign Language and Deaf culture studies.
Increase total number of students who access foundational learning programs Lakeland’s overall foundational learning numbers were capped due to COVID-19 restrictions in 2020-21. All of the college’s foundational learning programming remained face-to-faced wherever possible. The following foundational learning programs were offered: • Employment Skills Enhancement (ESE) • Digital Literacy for Employment • Heavy Oil and Gas • Administrative Support 1 and 2 • Pre Administrative Professional • Adult 12 ESE withstanding, all foundational learning programs are funded by Saskatchewan Immigration and Career Training. In September 2020, the Government of Saskatchewan announced annual funding of $1.1 million to assist Lakeland in delivering accredited training and job skills programs that meet the needs of industry. One of eight colleges to receive funding, Lakeland will use this funding to support business, hairstyling and esthetician, heavy oil operations technician, heavy oil and power engineering and 2nd Class power engineering programming, as well as adult basic education and essential skills courses.
Increase total number of flexible program offerings With guidance from Alberta Health Services (AHS) and the Ministry of Advanced Education, Lakeland started the 2020-21 academic year offering a blend of in-person, hands-on learning augmented by online programming. This delivery model ensured students continued to benefit from essential work-integrated opportunities while continuing to observe necessary public health measures to keep our community safe. As a bi-provincial college, Lakeland also monitored the Saskatchewan government’s guidelines. Due to the pandemic, any in-person labs that were offered were completed with the required personal protective equipment and physical distancing protocols. 2020-21 Annual Report | 25
All lectures were available to students virtually, either via live streaming or a recording. Some lectures were also offered in-person depending on the class size and COVID-19 measures. University transfer provided take home science lab kits. 2nd Class power engineering and 4th Class power engineering were offered online.
Increase number of dual credit offerings The number of dual credit offerings in 2020-21 increased. Two new courses were available to Saskatchewan high school students (Psychology 104 and Sociology 100). Lakeland’s dual credit statistics for 2020-21 include: Alberta • 124 students completed dual credit courses • 8 school divisions and 26 schools participated • 7 dual credit courses offered: • Play (21 students) • Introduction to Esthetics (15 students) • Introduction to Heavy Oil and Gas (46 students) • Environmental Sustainability (8 students) • Basic Energy Principles (8 students) • Hairstyling (4 students - new course in 2020-2021) • American Sign Language Level 1 (22 students – new course in 2020-2021) Saskatchewan • 52 students completed dual credit courses • 2 school divisions and 2 schools participated • 5 dual credit courses offered: • Introduction to Esthetics (21 students) • Marketing Principles (9 students) • Business Law (1 student) • Basic Psychological Processes (12 students) • Introductory Sociology (9 students) Native Studies 171 was approved by Saskatchewan's Ministry of Education for dual credit in 2020-21 and will be offered to high school students as an option for September 2021. Dual credit trades programming is on hold due to the new provincial funding model. The goal to work with regional school divisions and offer parts of non-live firefighter components of the firefighter training program as dual credit did not move forward due to COVID-19.
Increase number of CTS offerings In 2020-21, Lakeland offered automotive, welding, electrical, interior design technology and carpentry in career and technology studies (CTS): • Buffalo Trail Public Schools: 144 students • East Central Catholic Schools: 65 Classes were capped at eight in August due to COVID-19 restrictions, increasing to 12 in September. Prior to COVID-19, students from Frog Lake First Nation could be added to classes through an anti-racism grant, however this was not possible in 2020-21. In total, there were 209 CTS seats in 2020-21 for the School of Trades and Technology. In 2019-20, there were 252. Lakeland signed a contract with Buffalo Trail Public Schools to offer summer school for high school CTS students, as the school board received additional summer school funding. The School of Health and Wellness did not offer esthetician and hairstyling CTS courses in 2020-21 due to the COVID-19 pandemic. 26 | Lakeland College
Investment Management Agreement Definitions Government of Alberta Priorities International Enrolment
Total number of international student FLEs (international student visa status) at the institution in a given academic year
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Build Capacity in Inter-Cultural Understanding and Diversity
Continue to grow recruiting networks
Continue to implement the international strategy
Enrol 25 international students during COVID-19 restrictions but return to 300 level ASAP
Diversify recruiting regions
Progress made in last 12 months: In 2020-21, Lakeland had 198 unique international students (89 Visa, 104 distance out of country). Lakeland’s international student body was made up of students from 20 different countries. The international team began focusing recruitment efforts on Latin America. A recruitment rep was hired in Mexico to help develop new agents and market regions. Lakeland attended events in Mexico, Colombia and Brazil. Recruitment efforts were also focused on the Philippines with agent partner New Life Opportunities. Due to the pandemic, Lakeland’s international team did not organize any activities related to inter-cultural understanding and diversity, such as the annual new faculty orientation. Demand for an online culturally and linguistically diverse learners course was not sufficient to run. Lakeland’s international strategy involves: • International student recruitment: This was switched to virtual events due to COVID-19. • International student supports: As students were generally not permitted to fly to Canada, Lakeland offered online classes and helped students to adjust. • Staff/Faculty supports: Support was switched to online instead of usual face-to-face format. • International Development Projects: These were put on hold due to the pandemic.
Investment Management Agreement Definitions Government of Alberta Priorities Indigenous Enrolment
Total number of Indigenous learners
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Build Capacity in Inter-Cultural Understanding and Diversity
Increase supports to Indigenous students to enhance their Lakeland experience
Implement the Indigenous strategy
Increase retention rates of Indigenous students
Indigenous students feel welcome and supported at Lakeland
Progress made in last 12 months: In 2020-21, Lakeland’s Indigenous (self-identified) unique students total was 298, marking a 25 per cent increase from the year prior. Despite the COVID-19 pandemic, Lakeland’s Indigenous support services manager provided social supports and promoted cultural support services to students throughout the year: • Elder in Residence program ran • Métis Virtual Talks were held
2020-21 Annual Report | 27
• Student Wellness Week Sharing/Talking Circles were held: Balancing our Medicine Wheel teachings, Holistic Self-Care Workshop, Blanket Exercise, and an Indigenous comedian • Three Medicine Walks were held for environmental sciences and human services students • Prayers were offered at virtual convocation ceremonies • Virtual beading and dreamcatcher workshops were offered • Smudge kits with traditional medicines were provided These initiatives were organized to support and educate students and staff on Indigenous spirituality, world-view and culture. The annual teepee raising was held at the Lloydminster campus and the first teepee raising was completed at the Vermilion campus. Due to pandemic restrictions, no participants could attend the events. A Missing and Murdered Indigenous Women Walk was supported with visual posters. Orange Shirt Day was recognized at each campus and on May 31 another Orange Shirt Day was held to honour the 215 children found at the Kamloops Residential School on Tk’emlúps te Secwépemc First Nation. Sixteen refurbished computers were available to students to support virtual learning during the school year as well. Lakeland’s manager of Indigenous support services remained an active committee member in community meetings, such as the Heart of Treaty 6 Reconciliation committee (HOT6) and the Lloydminster Economic Partnership Summit. An orientation for the Onion Lake High School Transition Summer Program was held. Five students that were involved in the NEAII Tiny Home project registered and attended 1st period carpentry. A letter was submitted to Onion Lake to support the application for the foundational learning in trades programming. Lakeland expanded and built relationships and connections in Thunderchild, Little Pine, Ministikwan and Makwa Sahgaiehcan.
Investment Management Agreement Definitions Government of Alberta Priorities High Demand Programs
Number of domestic students enrolled in the top 20 highest demand programs at an institution (high demand programs as identified in postsecondary demand model)
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Ensure Programs are of the Highest Quality and Align with Labour Market Needs
What are the top 20 programs currently and what are the top 20 as we look ahead?
Identify Lakeland’s top 20 programs
Labour market analysis: Ensure our top 20 programs are taking care of the regional needs and beyond
Progress made in last 12 months: The top 20 programs represent a cross-section of our regional economy. These programs provide hands-on learning to students who will work in all the major industry sectors of our region, covering agriculture, environment, natural resources, trades and technology, emergency services as well as human, family and personal services, plus university programming in a wide range of study areas. The top 20 programs going forward will, it is anticipated, continue to be as diverse as the top 20 in 2020-21.
28 | Lakeland College
Lakeland’s Top 20 Full-Time Programs in 2020-21 University Transfer
1
Animal Science Technology
2
Animal Health Technology
3
Business Administration Diploma
4
Crop Technology
5
Agribusiness
6
Heavy Oil Power Engineering
7
Heavy Equipment Technician
8
Electrician
9
Wildlife and Fisheries Conservation
10
Business Administration Accounting
11
Child and Youth Care Diploma
12
Interior Design Technology
13
Emergency Services Technology
14
Hairstyling
15
Early Learning and Child Care Certificate
16
Conservation and Restoration Ecology
17
Automotive Service Technician
18
General Agriculture
19
Welder
20
Lakeland announced several new programs that will start in fall 2021, including the bachelor of agriculture technology, agricultural sustainability program, post-bachelor certificate in commercial agriculture production and an applied environmental sciences certificate. Bison curriculum will also be offered with the animal science technology livestock major starting in the 2021-22 academic year. Clinical esthetician was launched in fall 2020, however the complete delivery of it was postponed due to COVID-19.
Investment Management Agreement Definitions Government of Alberta Priorities Sponsored Research Revenue
Sponsored research revenues (SRR) are research funds garnered outside of regular university operating grants
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Continue Exploring New Opportunities for Research Collaboration
Increase research revenues in the following areas: commercial crop and livestock production, agri-business, and ag technology
Diverse research opportunities that support Lakeland’s research goals and support Alberta’s future economy
Establish baseline of current research projects involving other Alberta postsecondary institutions
Progress made in last 12 months: Lakeland’s applied research program continued to grow to produce research outcomes that sustainably enhance agriculture in Alberta and Canada. In 2020-21, Lakeland secured a total of $3,122,874.51 in grant and industry contracts research revenue, 39 active projects and 78 external partnerships. A $1.95 million grant from Alberta Agriculture and Forestry transitioned key research programs, five full-time staff and supporting resources to Lakeland. This was done to progress research in pulse crop agronomy and management, cow-calf production efficiencies and sustainability, animal health and welfare, and new ag technologies. Lakeland continued to steward the Natural Sciences and Engineering Research Council’s (NSERC) IE Extend Grant ($1.8 million) which provides funding and staffing for on-going research projects in commercial agriculture. The research team benefitted from the investment of several donors, including MNP. MNP gave $90,000 to Leading. Learning. 2020-21 Annual Report | 29
The Lakeland Campaign., half of which supported research projects that will help producers understand and use new agriculture technologies. A $300,000 gift from JBC Anderson Foundation at Canada Gives also supported the campaign. A portion of that funding will support sustainable energy and agriculture research initiatives. With funding from the Canadian Agri-Food Automation and Intelligence Network (CAAIN), the Pan-Canadian Smart Farm Network was launched. Led by Olds College, the networks includes Lakeland and Glacier FarmMedia Discovery Farm. In total for 2020-21, the research team led or supported $1,968,600 in proposals funded. A baseline of current research projects involving other Alberts post-secondary institutions has been deferred to 2021-22. A detailed research update is available on page 48.
Investment Management Agreement Definitions Government of Alberta Priorities Skills and Competencies
The proportion of supervisors of recent post-secondary graduates (all credential programs) who thought that the graduates they supervise were wellprepared across a range of basic skills (index of skills)
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Ensure Programs are of the Highest Quality and Align with Labour Market Needs
Review and update program evaluation process to ensure continuous
Continuation of program evaluation cycle and summative reviews
Identify actions taken from program reviews (when applicable)
Improvement and industry relevancy
More engagement with industry partners
Ensure all advisory committees meet at least every two years
Consult industry within each academic advisory committee: essential skills and skills of the future
Students graduates with job-ready skills
Graduate employment rate exceeds 85%
Increase microcredentialing opportunities
Learners needing to upskill or to retrain can access skills-focused curriculum that leads to employment
Identify one microcredentialing opportunity in each academic unit
Progress made in last 12 months: Lakeland completes cycle of program evaluations continuously. In 2020-21, five environmental sciences programs were evaluated: wildlife and fisheries conservation major, environmental conservation and reclamation major, conservation and restoration ecology, applied environmental sciences and the bachelor of applied science: environmental management (BASEM) program. Any curriculum updates resulting from the evaluation will be completed. Many advisary committee meetings were held, including university transfer, foundational learning, bachelor of applied business: emergency services, agricultural sciences, environmental sciences, business and energy. The advisory committees for interior design technology, firefighter training and emergency services technology plan to meet in 2022. The School of Trades and Technology does not have college-based advisory meetings as each trade has a provincial advisory committee that program heads attend. Advisory committees for the School of Health, Wellness and Human Services did not meet in 2021-22. Lakeland’s graduate employment rate is 91 per cent, exceeding the 85 per cent performance measure. This employment rate is from the Class of 2018 Graduate Follow-up Survey that was released in 2020-21. The School of University Transfer announced its first microcredential – Introduction to Educational Technology – in June 2021 for delivery in fall 2021. Comprised of three courses, it’s targeted towards current teachers and future educators. Additional microcredentials are planned for 2021-22 with support from the Government of Alberta, including microcredentials in sustainable energy and agriculture. The development of a microcredentialing framework, in consultation with academic departments, will continue in 2021-22. 30 | Lakeland College
Transparency Reporting Faculty to Admin Staff Ratio
Lakeland Goals
Priority Initiatives
Open Educational Resources
Explore More Affordable Learning Resource Opportunities
Create a cross functional team to review current open learning resources availability
Expected Outcomes
Performance Measures
Lowered textbook expenses
Successful pilot of one class utilizing Open Educational Resources (OERs)
Increased open learning resource opportunities
Progress made in last 12 months: Lakeland College did not pilot any classes using open educational resources (OERs) in 2020-21. The School of University Transfer and Foundational Learning piloted a few courses prior to 2020-21 but did not use any OERs last year.
Faculty to Admin Staff Ratio
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Transfer credit awarded at an institutional level
Build Capacity in InterCultural Understanding and Diversity
Continue expanding the number of transfer agreements
Students have more pathways to continue their education
Increase the number of transfer agreements
Progress made in last 12 months: The total number of transfer agreements in 2020-21 was 178. This marks a three per cent increase over 2019-20. New transfer agreements include a memorandum of understanding with the University of Calgary Werklund School of Education that provides a framework to deliver UCalgary’s community-based bachelor of education (BEd) program to Lakeland’s university transfer students. The community-based BEd program will allow Lakeland students the opportunity to train to be a teacher, complete practicums and launch their teaching career all in Lloydminster.
Faculty to Admin Staff Ratio
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Institutional completion rates
Ensure Programs are of the Highest Quality and Align with Labour Market Needs
ID baselines, ID existing supports, set targets with a COVID-19 lens
Number of students completed in each program
Graduation rates
Number of supports available to the students. Number of students attending in-person as per COVID-19 requirements
Progress made in last 12 months: The completion rate is a percentage of graduates to full-time starts. Student satisfaction is based from the annual About to Graduate survey and takes into consideration satisfaction with the program content and with accessibility of instructors. The following is the most recent three-year comparison: • 2018-19: full academic year prior to the pandemic • 2019-20: due to the COVID-19 pandemic, in March 2020 classes moved online with no in-person labs • 2020-21: lectures delivered online and labs were in person as much as possible while observing pandemic restrictions 2020-21 Annual Report | 31
School
Completion Rate % 2018-19
2019-20
Student Satisfaction Rate %
2020-21
2018-19
2019-20
2020-21
Agricultural Sciences
96.39
116.73
99.66
99.58
99.40
97.70
Business
57.73
54.09
64.17
98.94
98.40
98.90
Energy
94.38
18.56
90.77
73.64
79.00
77.00
Environmental Sciences
86.73
80.90
89.47
88.45
92.60
91.00
Fire & Emergency Services
80.43
98.48
74.14
97.92
100.00
100.00
Health & Wellness
98.90
85.92
100.00
100.00
91.50
100.00
Human Services
82.14
103.75
82.86
100.00
98.40
96.00
Trades – Interior Design Technology
89.47
93.10
57.89
92.86
100.00
100.00
Trades - Apprenticeship & Pre-Employment
99.23
93.75
101.58
99.52
99.30
100.00
University Transfer
85.46
89.30
106.31
95.83
97.00
100.00
These numbers include full-time, on-campus students. This is based on cohort start date and expected completion date, and include those who persisted beyond expected completion date to graduate. Lakeland’s student satisfaction remained strong throughout the pandemic-affected academic years. The efforts made by the departments and Learning Commons staff to provide students with flexibility, mental health and academic supports resulted in steady completion rates. Energy students in the 2019-20 year experienced the most disruption in completions due to delayed practicums.
Institutional Priorities Lakeland Priorities Human Resources
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Foster a Campus Culture that Empowers Staff to Excel
Foster a culture of individual and team growth and belonging
Higher-performing employees who positively impact student success
Increases to engagement survey score by an average of 3% per year for the next three years
Create an environment that reflects our values that is healthy and safe for working, learning and innovation
Campus that helps both staff and students feel that they belong and are supported
Increases to Mental Health survey results and participation across campus
Safe working and learning environment
Excluding retirements, maintain voluntary employee turnover rate at less than 5%
Fewer incidents and injuries related to harassment, violence and sexual assault
Reduce annual loss-time for injury frequency (LTIF)
Progress made in last 12 months: To foster a culture that empowers staff, Human Resources (HR) completed a communication plan for all staff, that included regular newsletters and the adoption of Yammer. Communication strategies around the mental health of staff were prioritized through the Thriving at Work Yammer page and various engagement activities, including the New Year Learning Challenge, mindfulness virtual sessions, walking challenges and more. A mental health committee operated in 2020-21 and mental health training for staff was expanded. The Campus Wellness crossfunctional team received the Guarding Minds survey results. Survey participation in this mental health survey increased by 26 per 32 | Lakeland College
cent. The Thriving at Work community was used to support employee wellness. Respect in the Workplace training certification totaled more than 90 per cent in 2020-21, with additional training rolled out. Two Working Minds programs ran. A value-based LinkedIn Learner Pathways for Management was completed. One Managing with a Growth Mindset program was completed to help develop new managers. HR offered a suite of training for managers and staff through D2L, LinkedIn Learning, PeopleSoft and new manager training. A LinkedIn Learning Cross Functional Team was created to optimize this resource. The new employee review process started to roll out as well in 2020-21. A new onboarding module was also fully implemented on PeopleSoft. HR worked on improving the awareness safety and orientation program. The safety orientation was updated to include Internal Reponsibility System. There was a 20 per cent increase in orientation participation. The Hazard Assessment program was fully implemented and two emergency response table-top sessions were completed. An engagement survey will be completed in 2022. In 2020-21, the voluntary turnover was 2.6 per cent and there was a 33 per cent reduction in lost time injuries from the previous year.
Lakeland Priorities
Lakeland Goals
Priority Initiatives
Capital (Facilities & Information Technologies) / Maintenance
Provide a modern and technologically advanced learning environment
Update existing academic space
Expected Outcomes
Performance Measures
Create a modern, technologically advanced learning environment
Modernization projects proceed as per Lakeland’s Campus Renewal plan as funding permits
Update cloud based & classroom technologies
Progress made in last 12 months: In 2020-21, Lakeland remained proactive and strategic in investing in capital projects. The college broke ground on the second phase of the Vermilion Campus Revitalization project, the WHT Mead Animal Science Centre. With support from the Government of Alberta ($17.3 million), construction on this project began in January 2021. Premier Jason Kenney visited the Vermilion campus on Aug. 4, 2020 to break ground on this project. The Agriculture Technology Centre was completed in 2020-21 as well, however the official opening of it was delayed due to the COVID-19 pandemic. This facility is part of the overall Student-Managed Farm Renewal project. Various updates were made to the campus farm as well, including improvements to the livestock corral systems, roadways and access points. Detailed planning was completed for the rest of the Renewal Project. Initial planning was completed for the student residence redevelopment phased project. The cloud server migration plan to remove on-premise server instances was completed. A NAIT resource assisted Lakeland with the migration. By end of year (June 2021), the entire Enterprise Resource Planning (ERP) System was in the cloud. The cloud service is Microsoft Azure. The benefits achieved include alignment with business continuity plans, saving on amortization expenses and a risk register identified. The Infosilem and LXR systems were the two main outliers, outside of IT’s control to migrate. IT also hired an in-house systems developer to support the ERP systems. Discussions with NAIT about the polytechnic handling ERP support for Lakeland were held. IT continues its plan to shift from network drives to using SharePoint and OneDrive, however this goal was put on hold in 2020-21 with a relaunch in the coming years.
Lakeland Priorities Explore Coordination Opportunities within PostSecondary System
Lakeland Goals
Priority Initiatives
Expected Outcomes
Performance Measures
Increase collaboration with Campus Alberta and other relevant provincial agencies
Work with Campus Alberta personnel to develop collaborations
Better coordination, less duplication and realized savings
Increase number of postsecondary collaborations
2020-21 Annual Report | 33
Progress made in last 12 months: Lakeland College’s chief financial officer provides senior financial and accounting advice to Portage College. The University of Alberta’s Internal Audit was engaged to document Lakeland’s internal control framework, identify key controls and propose a regular testing and monitoring program. Lakeland continues to explore shared services opportunities. Collaborating with other colleges (Northern Lakes College and Portage College), IT completed work sessions to better understand how each post-secondary could collaborate. Keyano has been added to the group to help better support one another. Lakeland and NAIT continue to build collaboration efforts including offering network and back-end support for Lakeland. The human services department developed partnerships with Saskatchewan regional colleges, including North West College and Northlands College, which garnered 12 FLEs. The School of University Transfer and Foundational Learning refreshed its memorandum of understanding (MOU) with Athabasca University to better accommodate international students. An MOU was signed with the University of Calgary Werklund School of Education that provides a framework to deliver their community-based bachelor of education (BEd) program starting fall 2021. Lakeland was part of the Alberta Colleges Economic Recovery Task Force. The Task Force outlined recommendations in their initial findings regarding workforce data, microcredentialing, work-integrated learning and innovation that will leverage the competitive strengths and agility of Alberta’s 11 Comprehensive Community Colleges in enhancing Alberta’s economic competitiveness. The Task Force shared their readiness to action on the Alberta 2030: Building Skills for Jobs strategy. Grande Prairie Regional College and Lakeland signed an MOU to pursue collaborative ventures in Alberta’s strong agricultural region. This student-focused partnership will see both colleges working together to create agricultural educational opportunities that are innovative and inclusive for students. The partnership took effect on December 10, 2020 and runs until November 20, 2025.
34 | Lakeland College
2020-21 Annual Report | 35
ENROLMENT REPORT
36 | Lakeland College
Lakeland’s 2020-21 full-load equivalents (FLEs) totaled 1,901.085, which is fewer than projected. Program
FLE Projection in CIP
Actual
Automotive Service Technician
25.63
24.564
Carpenter
21.36
17.088
Electrician
51.24
42.57
Heavy Equipment Technician
37.284
62.745
Parts Technician
12.54
10.069
Welder
28.84
23.229
2nd Class power engineering
13
1.834
Accounting technician
15
8
Administrative professional
12
8.645
Animal assisted wellness
4
6.4
Business administration
8
4.7
Clinical esthetician
6
6
Community mental health
8
14.1
Early learning and child care
95
96.025
Educational assistant
50
38.525
Esthetician
10
10
Firefighter certificate of achievement
27
29.947
General agriculture
9
23.8
Hairstyling
27
29.4
Health care aide
28
19.2
Heavy oil operations technician
8
8
Pre-employment
18.76
16.977
Veterinary medical assistant
25
19.909
Agribusiness
98
96
Animal health technology
135
133.9
Animal science technology
188
141.5
Business administration
129
187.625
Child and youth care
64
72.425
Crop technology
110
98.2
Early learning and child care
44
58.3
Emergency services technology
72
30.049
Environmental sciences
124
100.333
Heavy oil power engineering
129
78.476
Interior design technology
36
31.701
Petroleum management
8
0
Renewable energy and conservation*
18
28.014
Sign language interpretation
12
9
Bachelor of applied business: emergency services
30
42.892
Bachelor of applied science: environmental management
37
20.937
University Studies
215
219.5
Employment skills enhancement
10
9
Open studies
20
19.311
Total
2,019.654
1,901.085
Apprenticeship
Certificate
Diploma
Applied Degree
Other Non-Credential
*Program name changed to sustainable energy technology 38 | Lakeland College
Total FLEs 2,145.817 2,032.416 1,901.085
2018-19 2019-20 2020-21
Credit unique students Full-time
Part-time
Total 1,659 1,973
2018-19
3,632
1,657 1,641
2019-20
3,298
1,496 1,703
2020-21
3,199
Program completions (unique students) 1,240 1,104 1,131
2018-19 2019-20 2020-21
Indigenous student enrolment (self-identified) FLEs
Unique students
International student enrolment
FLEs
Unique students
2018-19
146.824 238
2018-19
248.21 300
2019-20
144.53 230
2019-20
236.903 284
2020-21
165.069 298
2020-21
149.346 198 2020-21 Annual Report | 39
REGIONAL STEWARDSHIP, FOUNDATIONAL LEARNING, UNDERREPRESENT LEARNERS 40 | Lakeland College
In addition to what was shared in the Goals section of this report, Lakeland also focused on the following initiatives in 2020-21 to support students: • Accessibility services: 201 students registered for these services • Psych ed assessment services contracted for three students • 98 per cent of students with accommodation agreements in place utilized exam accommodations • 1,020 accommodated exams were facilitated 2020-21 agreements for supports services included: • 43 per cent of students with agreements had a documented learning disability • 32 per cent of students with agreements had a documented mental health diagnosis • 25 per cent of students with agreements had “other” documented disabilities which impacted learning (chronic medical, brain injury, deaf)
TED
Peer tutoring was impacted by the COVID-19 pandemic, despite efforts to reach out to students and instructors to increase referrals. At the Lloydminster campus, there were 13 peer tutors – down from 52 the previous year. Seventy students used peer tutors at the Lloydminster campus, compared to 256 in 2019-20. Stats for the Vermilion campus are not available for 2020-21. Learner success workshops, which focused on study skills, test-taking, time management and strategies for success, were delivered via Microsoft Teams due to the pandemic: • Three workshops on Writing Skills with 72 students • Four workshops on Foundational Student Success Strategies with 81 students • 23 classes were taught, averaging 40 students
Lakeland College provides support services to foundational students, Indigenous students, students with disabilities, rural students and students from low-income backgrounds.
• During the academic year, Lakeland’s learner success strategist worked with 270 students directly, in addition to the workshops and classes that were taught.
2020-21 Annual Report | 41
Mental health supports With the counselling team, wellness advisor, health services coordinator and learner success strategist, Lakeland strives to provide students with consistent access to mental health and wellness supports. Lakeland’s cross-functional mental health team completed an audit of mental health activities and drafted a comprehensive action plan that combines current and ongoing activities along with a detailed communication plan to raise awareness among all students and staff. Safe Spaces Training was postponed due to the COVID-19 pandemic. Mindfulness training continued to grow as part of the instructional program for many departments. Online group sessions were successful connecting students who otherwise felt isolated. Forty staff members took the Working Minds training. As more faculty participate in the Inquiring Minds training for faculty, there is a greater uptake for embedding Inquiring Minds in their actual program. The human services team has created a peer coaches initiative to provide front-line information, sharing referral information and feedback for existing services. Lakeland provided more mental health services to students than prior years. Going forward, virtual counseling will remain an option and the college’s mental health plan will be more formally articulated and communicated. Students provided input on the development of the college’s mental health plan through the Students’ Association directly to senior leadership. Dr. Alice Wainwright-Stewart, president and CEO of Lakeland, also conducted a student survey to gather information on the status of Lakeland’s mental health services. Lakeland worked closely with its regional partners and services, however, all agencies felt the pressure of COVID-19, which affected access, lengthened wait times and more. The Lakeland College Postsecondary Mental Health Committee includes participation from Alberta Health Services, primary care providers and other mental health and social support service providers in the community. Lakeland connects with Northern Lakeland College and Portage College on service delivery and student needs, sharing solutions to new challenges. Lakeland also partners with Healthy Campus Saskatchewan, who’s provided peer coaching training and paid for Lakeland students to take the Canadian Campus Wellness Survey. A human services student completed her practicum hours as an associate for the wellness advisor, conducting campaigns and organizing the virtual wellness week for students that involved meditation, Indigenous Talking Circles and more.
42 | Lakeland College
Community collaboration In addition to what was shared in the Goals section of this report, Lakeland attended two provincial regional stewardship meetings and the Lloydminster Learning Council annual general meeting. The regional Community Adult Learning Program (CALP) has not taken place since before the COVID-19 pandemic. Thanks to community support and collaboration, a collegiate women’s hockey team will hit the ice in fall 2021. Together with a community delegation, Lakeland will offer a competitive student-athlete experience for 18 to 22 female student-athletes. Lakeland has applied to the ACAC Women’s Hockey League. The team will play its first season in the Alberta Junior Female Hockey League and will run as a club program under the Rustlers banner for the first year.
2020-21 Annual Report | 43
CAPITAL PLAN With a practical education focused on challenging students to go beyond the classroom, Lakeland College strategically builds and maintains the spaces and places for students to experience a hands-on education like no other.
44 | Lakeland College
Capital maintenance, innovation and investment are among Lakeland’s top priorities. The college remains proactive in investing in capital projects that align with the Government of Alberta’s priorities, including economic recovery, work-integrated learning opportunities, fiscal responsibility and diversified revenue sources. Lakeland has made great progress with revitalizing its Vermilion campus. In 2016-17, Lakeland opened the modernized G.N. Sweet Livestock Research Facility, which features state-ofthe-art technology for livestock research and development. In the following year, Lakeland officially opened the college’s 46,600 sq. ft. Dairy Learning Centre. That grand opening was followed by another
in 2018-19 with the new Animal Health Clinic, as well as the completion of the Trades Centre exterior and roofing repair project. The generous support of donors enabled Lakeland to expand the campus farm with 309 acres of quality cropland in 2019. A historic gift in 2020 will allow Lakeland to further expand the campus farm and establish a bison herd at the college. Phase 1 of the Vermilion Campus Revitalization plan was also completed in 2019-20 with renovations done in Alumni Hall’s Student Services and Learning Commons Information Technology areas, as well as in the Academic Link student labs. In 2020-21, Lakeland broke ground on the second phase of the Vermilion Campus Revitalization project, the WHT Mead Animal Science Centre. With support from the Government of Alberta, construction on this project began in January 2021. The WHT Mead Animal Science Centre project is part of an overall capital plan to optimize the resources required for building infrastructure and services, by coordinating rehabilitation with revitalization. Staff, students, program advisory committees and elected officials were consulted on this project. It’s on track and on budget to open in 2022. The Agriculture Technology Centre was completed in 2020-21. The official opening of it was delayed due to the COVID-19 pandemic. Lakeland students and researchers will explore, test and apply the latest technology in this transformed central hub. It will be home to the college’s new bachelor of agriculture technology program and ag tech applied research activities. The Agriculture Technology Centre features two labs, the Agriculture Technology Lab – Powered by New Holland and the Lewis Farms Data Lab. Lakeland’s capital success is supported by investments from donors, industry partners and provincial and federal governments, as well as internal financial resources.
2020-21 Annual Report | 45
Type of Project and Funding Sources Funding Sources • % GOA
Type Proposed New Expansion Maintenance
Project Description
Total Project Cost
• % GOC • PSI funds • % donation
Funding Received to Date and Source
Revised Funding Source
• % foundation • % industry
Top 3 Priority Projects Priority 1 WHT Mead Expansion
Vermilion Campus Revitalization Phase 2:
$17.3M
100% GOA
$17.3M from GOA received in August 2020
This project will be 100% funded by GOA
• WHT Mead Animal Science Centre Priority 2 Expansion
Student-Managed Farm Renewal
$13.95M
50% GOA 10% Donations 40% PSI funds
New Initiative funding was announced in March 2020 ($431,000)
No change
Priority 3
Student Residence Redevelopment
$16M
100% PSI funds
Lakeland received a loan to fund the redevelopment after year end
No change
Priority 2b Expansion
Emergency Training Centre Lab Upgrade
$2M
70% GOA 30% Donations
New Initiative funding was announced in March 2020 ($231,000)
No change
Renewal
Enterprise Resource Planning System
$2.5M
100% PSI funds
Project redefined, will invest in current system
Internal
Other
Detailed Review Project Timelines and Status Project Description
Project Timelines
Expected Project Start
Expected Project Completion
Project Status
Progress Made in Last 12 Months
Vermilion Campus Revitalization: Phase 2
April 2020June 2022
April 2020
June 2022
In progress
The Government of Alberta provided $17.3M for the project in August 2020. Construction began January 2021. Due to material price escalations during the planning and tendering of the project, considerable value engineering has been utilized to keep the project within budget. Framing has begun on the building. The project remains on schedule based on the construction forecast.
• WHT Mead Animal Science Centre
46 | Lakeland College
Project Timelines and Status Project Description
Project Timelines
Expected Project Start
Expected Project Completion
Student-Managed Farm Renewal
April 2020June 2025
April 2020
June 2025
Project Status
Progress Made in Last 12 Months
Fundraising campaign and planning in progress
The Agriculture Technology Centre was completed by September 2020. Over the year it was used for additional lecture space to adhere to COVID-19 protocols. Home to Lakeland’s new bachelor of agriculture technology program and ag tech applied research activities, the Agriculture Technology Centre is where students, faculty and researchers will collect and analyze production and sustainability data generated across the commercial-scale Student-Managed Farm – Powered by New Holland. The 743-square-metre facility features a technology hub with displays and analytical tools, combined lab and classroom space, and an area for large farm equipment demonstrations and training. New Holland Agriculture, Canada Foundation for Innovation, Lewis Farms, MNP, and the RBC Foundation supported this project. Additional funding was utilized to improve livestock corral systems, roadways and access points for the farm’s foot and vehicle traffic. Detailed planning was conducted for future phases of the overall Renewal Project.
Student Residence Redevelopment
February 2020-August 2022
Enterprise Resource April 2020 – Planning (ERP) June 2023 System
February 2020
August 2025
Loan approved
AFSC approval was received in May 2021. Initial planning and scoping continues to move this project forward over the next three years. This phased project will see all deferred maintenance completed, revitalizing and modernizing the residence to meet essential needs for student success. Sustainable systems that will extend the useful life of all residence buildings will be implemented.
February 2021
June 2023
In progress
Initial review of available systems (including costs) and an overview of the existing onsite program resulted in the decision to invest in the current system by developing existing functionality to suit our needs. A project plan was developed and endorsed by internal groups as a way forward with the program. This approach will require budgeted resources and will carry Lakeland forward for at least seven years before considering a new ERP.
2020-21 Annual Report | 47
APPLIED RESEARCH Lakeland College supports applied research to enhance the agriculture industry’s productivity, profitability and competitiveness, support student learning outcomes, and enhance social, environmental, and economic outcomes in Alberta, Canada, and the world. Lakeland’s research priorities strongly align with the Alberta Research and Innovation Framework 2030 targets for food and agriculture. Research initiatives support Alberta’s future economy by helping industry partners capitalize on new opportunities, by advancing agriculture practices and technologies, by finding solutions to current challenges, and then by transferring that knowledge to agri-business, farms and ranches.
Equally important, applied research provides Lakeland’s agriculture students with learning opportunities that increase student-led learning and maximize student engagement. These opportunities build important skills contributing to innovation, economic development and the province’s skilled workforce. Applied research is integrated with Lakeland’s Student-Managed Farm – Powered by New Holland (SMF) and supports the learner success priorities of over 250 students. The SMF Crop and Livestock student research teams work alongside researchers and faculty to develop applied research projects, allocate resources, and work closely with industry partners and advisory groups. Lakeland’s applied research program continues to grow. In 2020-21, Lakeland secured a total of $3,122,874.51 in grant and industry contracts research revenue, which included a $1.95-million grant from
48 | Lakeland College
research programs and personnel to our institution. To further progress and strengthen applied research in the areas of pulse crop agronomy and management, cow-calf production efficiencies and sustainability, animal health and welfare, and new ag technologies, AAF transitioned five full time staff as well as supporting resources to Lakeland. These scientists and technicians will provide strong leadership to our key strategy areas and will help to build additional research capacity and knowledge transfer. The scientists have a well-respected balance of science-based inquiry and research and a thorough understanding of the beef and crops industries in Alberta and Canada at the grassroots and industry levels. A significant goal moving forward is the sustainability of these programs beyond the current three-year funding commitment from AAF. Overall, the applied research team includes 20 full-time research staff and up to 12 faculty who are engaged in research projects, who are supported by four to seven student research assistants and up to 130 additional students annually. Our applied research team continues to steward the Natural Sciences and Engineering Research Council’s (NSERC) IE Extend Grant ($1.8 million) which provides funding and staffing for on-going research projects in commercial agriculture. Under the IE Extend we recently hired a livestock research associate, two livestock research technicians and will be hiring an oilseeds researcher (with a canola focus) to complement our existing research staff portfolio. As well, we continue to progress the mandate of our partnership under the Canadian Agri-Food Automation and Innovation Network (CAAIN), and specifically through the Pan Canadian Smart Farm Network that was announced in June 2021. The Pan Canadian Smart Farm Network will allow us to incorporate and beta test technology on our campus farm while also contributing to a national network of “smart” farms that will have the capability of collecting and sharing data at a national level. Alberta Agriculture and Forestry for salaries. There were 39 active projects and 78 external partnerships, speaking to Lakeland’s ability to produce research outcomes that sustainably enhance agriculture in Alberta and Canada. In forming our agriculture research strategies, it is critical to receive input from key producer and industry organizations, and to link with government and other funders and ensure alignment with their goals and objectives. As such, Lakeland has been involved in the consultative process that informed the new Results Driven Agriculture Research (RDAR) organization, and holds a current seat on RDAR’s Advisory Committee. Lakeland looks forward to working with RDAR in identifying key agriculture research strategies for Alberta’s robust agriculture industry, as well as designing and implementing projects that align with their strategies. In achieving our mandate, Lakeland is appreciative of the support provided by Alberta Agriculture and Forestry (AAF) in January 2021. The $1.95 million grant transitions key
Lakeland’s research team benefitted from the investment of several donors, including MNP. MNP gave $90,000 to the college’s Leading. Learning. The Lakeland Campaign., half of which supported research projects that will help producers understand and use new agriculture technologies. A $300,000 gift from JBC Anderson Foundation at Canada Gives also supported the campaign. A portion of that funding will support sustainable energy and agriculture research initiatives. New equipment acquired during the year includes: • Metos sensor suite, including weather stations, soil moisture probes, precipitation gauges, Cropview cameras, and pheromone pest cameras. • In bin moisture sensors and drying trailer. Throughout 2020-21, Lakeland worked with a range of government and industry partners to advance real-world agricultural productivity and sustainability in key commercial crop and livestock sectors. 2020-21 Annual Report | 49
Crop research Lakeland’s crop research is focused on strategies that support increased crop productivity, quality and sustainability that meets the long-term global food demand while balancing responsible resource management. Championing a strategic collaborative approach to applied research, Lakeland’s strong connection with growers, producers, industry, students, alumni and other research institutions, enables the college’s research activities to have high impact and ensures the college is both connected and contributing to research in Western Canada and Alberta’s 2030 targets. In 2020-21, Lakeland conducted 35 trials on 14 field sites with over 4245 plots, 15 different crops and a significant diversity of projects. Due to COVID-19 health and safety protocols, in-person field events were limited. To extend research information and results, Lakeland research staff participated in industry and commodity organization meetings and virtual conferences and disseminated current research data and information through social media and traditional media outlets.
Project
Partners/Funders
Timeline
Enhancing Commercial Agricultural Productivity, Efficiency and Sustainability
NSERC Funded
2020-2023
Multiple industry partners Pan Canadian Smart Farm Network
Glacier FarmMedia Discovery Farm, Olds College, MNP
2020-2023
Exploring field pea seed safety & yield potential using phosphorus management (2 trials)
Zone 5 Pulse Growers
2020-2021
Cereal Regional Variety Trials; CWRS, CPSP, barley, oats, triticale
Alberta Agriculture, cereal producer Annual commissions and numerous seed companies
2021 Pulse Regional Variety Trials (3 sites)
Ag Call and Alberta Pulse Growers
Annual
Calibration of Bin Drying
Alberta Innovates, Top Grade Ag
2020-2021
Data collection and utilization of data for cropping decisions
Alberta Innovates, Metos
2020-2021
Application of Hyperspectral Imaging for Crop Staging and Yield Prediction in Canola
Alberta Innovates, LandView Drones
2020-2021
Field Scale Research Validation of Variable Rate Technology
Alberta Innovates
2020-2022
Determining Field Pea Yield Response to Increasing Rates of P Fertilizer
Alberta Pulse Growers
2019-2021
Managing malt genetics for feed end-use: increasing barley profitability by challenging traditional end-use boundaries (two trials)
Alberta Barley Commission, CAP, Syngenta
2020-2021
Managing Malt Cultivars for Feed End Users
Battle River Research Group
2019-2021
Introducing crop producers to new and improved cereal genetics
SeCan
2020-2022
Integrating N Fertilizer Technologies with superior genetics to optimize protein in CWRS without compromising yield, 4R principles, and environmental health (2 trials)
Agriculture and Agri-Foods Canada
2020-2024
Specialized P,K, and S seed placed fertility in canola
The Mosaic Company
2020-2022
Surveillance Networks for Beneficial Insects II: expanding surveillance of reservoir habitats and measuring their contributions to canola yield
University of Calgary (subcontract)
2019-2022
Selecting crop sequences and developing a risk model to mitigate fusarium head blight (FHB) in Western Canadian cereal production
University of Manitoba (subcontract); Agronomy Cluster (Canadian Agriculture Partnership)
2019-2021
Improving N efficiency & reducing N loss using urease inhibitors in spring wheat and canola (2 trials)
AgXplore
2020-2021
Evaluating combinations of crop input intensities in wheat
BASF
2020-2021
Field pea fungicide evaluation trial
BASF
2020-2021
Wheat variety trial
BASF
2020-2021
Wheat fungicide trial
BASF
2020-2022
Examining row placement and P, S fertilizer product effect on wheat production (2 trials)
Anuvia
2020-2022
Malt Barley Trial
CMBTC
2020-2021
Exploring a multifaceted strategy to deliver copper in wheat
Yara
2022-2022
Canola Variety Trials
Canola Council of Canada
2021-2022
50 | Lakeland College
Project
Partners/Funders
Timeline
Using hydrated lime as a soil ameliorant to reduce Aphanomyces Euteiches severity in field peas
Alberta Pulse Growers Association
2021-2022
Nutrien Wheat Variety Trial
Nutrien
2021-2022
Cover crops as part of a rotation strategy to reduce pea root rot
Agriculture & Agri-Food Canada
2021-2023
Investigating the agronomics of lupin production, a new high protein pulse crop for Alberta
Koralta, Alberta Pulse Growers
2021-2023
Agronomy to mitigate yield loss by pea root rot (rotation intercropping)
Agriculture & Agri-Food Canada
2021-2023
Evaluation of calcium based products to reduce impact of Aphonomyces
Agriculture & Agri-Food Canada
2021-2024
Evaluation of market options for Mycosphaerella blight control in field peas
BASF
Annual
Cover crops as a rotation strategy to reduce pea root rot (PRR’s)
Agriculture & Agri-Food Canada
2021-2023
Enhancing field pea and faba bean productivity
University of Saskatchewan, Limagrain
2021-2024
Expanding and developing capacity as a provider of high-quality crop research that produces results of value to producers and the agriculture value chain is Lakeland’s goal. This is linked to Lakeland’s institutional academic goals and priorities and the learning system principles of quality and coordination.
2020-21 Annual Report | 51
Livestock research Lakeland’s livestock applied research is focused on feed efficiency and an array of livestock production and management activities. A recent donation of a 200-head bison herd as well as a land base to sustain the herd will allow Lakeland to conduct research on this native ruminant to improve bison farm productivity and grazing land sustainability. As Lakeland develops and strengthens its current beef, bison and dairy research capacity, the following areas of focus guide research priorities and are part of long-term strategies and goals for the college’s research program. Lakeland contributes to the sustainability, competitiveness and profitability of the beef, dairy and bison industries through: • Enhanced Cow-calf Production Efficiency • Advanced Technologies that Improve Beef & Bison Production Efficiencies and ROI • Reduced Cow-calf Feed Costs (Improve Annual and Perennial Grain and Forage Production and Sustainability) • Using applied research to enhance and ensure the dissemination of knowledge throughout the industry Lakeland also continues to build research of relevance to the dairy industry in its technologically advanced Dairy Learning Centre with projects that focus on animal health and welfare, energy and water efficiencies, and technologies that reduce labour and improve efficiencies. Research is conducted in collaboration with partners such as Alberta Milk, University of Calgary Faculty of Veterinary Medicine School, University of Alberta, Alberta Innovates and industry partners such as Solvet and One Cup AI. In 2020-21, 20 active livestock research projects were underway, including:
Project
Partners/Funders
Timeline
Evaluating Sire-Progeny Links, Breeding Plans and Information Management in Multi- Canadian Agricultural Partnership, West Sire Breeding Scenarios on Commercial Herds Central Forage Association, Olds College
2019-2021
On-Farm Validation of a Novel Biosensor Technology to Test for Hypocalcemia in Dairy Cows
Alberta Innovates, University of Calgary Faculty of Veterinary Medicine
2020-2021
Evaluation of energy-use and water-use efficiency under the robot and parlor dairy systems
Alberta Innovates, Alberta Data Institute, Cybera
2020-2021
Feed Efficiency Testing -Speckled Park RFI trials
Speckle Park Association
2020-2021
Feed Efficiency Testing – Charolais Association
Canadian Charolais Association
2020
Feeding garlic powder to cattle: Effects on mineral intake, fly repellence and cattle performance
Government of Saskatchewan Ministry of Agriculture, Canadian Agricultural Partnership, NSERC, Highland Feeders, Masterfeeds, Prairie Micro Tech, Anchor Lazy U Cattle Co Ltd.
2019-2021
Validation of imaging technology for assessing priority traits in Canadian Angus
Alberta Innovates, Canadian Angus Association
2020-2021
Antimicrobial Resistance- One Health Consortium
Universities of Calgary, Alberta, Lethbridge, Olds College, SAIT, Mount Royal University
2019-2021
The Use of Meloxicam Oral Suspension in Post-Partum Dairy Cattle to Increase Milk Production and Reduce Clinical Disease
Solvet, Alberta Milk
2019-2020
Automated infrared and micro-behavior tracking as an estrus detection method in a commercial milking system
University of Alberta
2019-2020
Micro Combined Heat and Power Technology- Demo Project
Alberta Milk
2019-2020
Mitacs Internship
Highland Feeders, FHMS, Mitacs
2020-2021
Reducing beef production costs through swath grazing complex forage mixture
Ranching Systems Ltd., University of Saskatchewan, Peace Country Beef & Forage Association
2021-2023
Imaging analysis and drone applications for livestock sensing
One Cup AI
2021-2024
Precision Ranching for Improved Reproductive Efficiencies in a Changing Climate
Thompson Rivers University, University of Alberta
2021-2023
The Use of Meloxicam Oral Suspension in Post-Partum Dairy Cattle to Increase Milk Production and Reduce Clinical Disease
Alberta Vet Labs
2020-2022
Detailed routine surveillance of the antibiotic sensitivity of respiratory pathogens in feedlot cattle: a demonstration project
Veterinary Agri-Services, Chinook Contract Research, Stuart Thiessen, Namaka Feedlots
2020-2022
52 | Lakeland College
Project
Partners/Funders
Timeline
Non-antimicrobial treatment of scours in calves
Alberta Milk
2019-2022
Scratching the surface: investigating the prevalence, nature and potential causes of itchy cattle
Alberta Vet Labs, Solvet
2021-2024
Comprehensive evaluation of the effect of extended-term delivery of local anesthetic Western College of Vet Medicine, on mitigating the pain caused by castration Agriculture & Agri-Food Canada, Alberta Vet Labs, University of Saskatchewan
2021-2024
Livestock research at Lakeland is guided by its Livestock and Forage Research Advisory Council (LFRAC). The council’s membership consists of producers and industry personnel representing a range of livestock (primarily beef) operations, who are considered progressive and who provide both formal and informal leadership to the industry. LFRAC has a primary focus on beef research and provides input into other livestock research projects. The committee met virtually during the 2020-21 year and a highlight was the student presentations by the SMF Research team.
Agriculture technology research Lakeland supports research and innovation in on-farm technologies and digital enhancement of the SMF. The college’s experience in crop, dairy, and beef research, unmanned aerial vehicle applications for agriculture, expertise in GIS and GPS, sensor systems, data-driven livestock research facilities and other precision technologies provides a solid foundation for the following projects, noted earlier in this section: • Pan Canadian Smart Farm Network • Precision Ranching for Improved Reproductive Efficiencies in a Changing Climate • Imaging Analysis and Drone Applications for Livestock Sensing • Application of Hyperspectral Imaging for Crop Staging and Yield Prediction in Canola • Field Scale Research Validation of Variable Rate Technology • Calibration of In Bin Drying • Data Collection and Utilization of Data for Cropping Decisions • Automated Infrared and Micro-Behavior Tracking as an Estrus Detection Method in a Commercial Milking System • On-farm Validation of a Novel Biosensor Technology to Test for Hypocalcemia in Dairy Cows • Validation of Technology for Assessing Priority Traits in Canadian Angus • Evaluation of Energy-use and Water-use Efficiency under the Robot and Parlour Dairy Systems • Micro Combined Heat and Power Technology- Demo Project These projects support experiential learning for agricultural sciences students and align well with learner outcomes in the new agriculture technology degree. Smart agriculture integrates technologies such as automation, robotics, artificial intelligence, remote sensing, hyperspectral imaging and blockchain applications into the agricultural product supply chain allowing seamless and timely data collection and interpretation. Prior to adoption, ag technologies require development, rigorous field testing at the commercial scale and verification of return on investment (ROI) for producers. This will be the focus of research in Lakeland’s new Agriculture Technology Centre. The facility will become the nerve centre for research, collection, and analysis of data collected from the SMF and from ag technology research projects.
2020-21 Annual Report | 53
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, 2021. The FSD&A and audited financial statements are reviewed and approved by 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). 54 | Lakeland College
Statement of Operations (thousands of dollars)
2021 Budget
2021 Actual
2020 Actual
Variance from Prior Year Actual
Total Revenue
69,087
63,429
65,986
(2,557)
Total Expense
64,362
58,594
66,657
(8,063)
4,725
4,835
(671)
5,506
400
1,111
179
932
5,125
5,946
(492)
6,438
Annual Operating Surplus (Deficit) Endowment contributions and capitalized Investment Income Annual Surplus (Deficit)
Lakeland generated an annual surplus of $5.9 million. This is a significant variance from the $492,000 deficit for the prior year. The variance was the result of three significant events that negatively impacted 2019-20 fiscal results:
Government of Alberta grant reductions during 2019-20 fiscal year: • Operating grant reduction of $2.8 million (-7.2 per cent for full year, and -2.3 per cent for last three months) • A mid-year apprenticeship seat grant reduction of $700,000. Although some discretionary expenses were reduced (travel, professional development, hosting), major reductions to expenses were not possible because the grant reductions occurred several months after the academic year had commenced.
2020-21 Annual Report | 55
Government of Alberta expenditure reduction target: • In late winter of 2020, the Government of Alberta instructed Lakeland to reduce its expenditure budget for its 2020-21 fiscal year by $11.8 million (from $76.2 million to $64.4 million). Significant restructuring was required, and the college eliminated 46 positions. Severance of $2 million was expensed at the end of the 2019-20 fiscal year.
Response to COVID-19: • The effects of the response to COVID-19 in March of 2020 were quite abrupt, and although some of the revenue losses of $3.2 million for the three months ending June 30, 2020, were offset by expense savings of $1.5 million, there was an overall negative variance of $1.7 million for 2019-20. Had the above events not occurred, Lakeland might have generated a surplus of $6.5 million for the 2019-20 fiscal year. Through focused attention on the effects of the response to COVID-19 during the 2020-21 fiscal year, Lakeland was able to offset major revenue reductions with expense reductions, and therefore the net effect of COVID-19 on the college’s financial operations was quite modest. Although there were large variations in revenues and expenses, there was an insignificant variance between the budgeted and actual annual operating surplus. A more detailed analysis of variances follows.
Revenue (thousands of dollars)
Government of Alberta Grants Federal and other government grants
2021 Budget
2021 Actual
Per cent of Total
Variance from Budget
2020 Actual
Variance from Prior Year Actual
36,834
36,851
58.10%
17
37,801
(950)
1,558
1,818
2.87%
260
1,624
194
Student tuition and fees
17,392
14,147
22.30%
(3,245)
15,021
(874)
Sales of services and products
10,843
7,372
11.62%
(3,471)
8,494
(1,122)
Donations and other grants
1,460
2,046
3.23%
586
1,657
389
Investment income
1,000
1,195
1.88%
195
1,389
(194)
69,087
63,429
100.00%
(5,658)
65,986
(2,557)
Total Revenue
56 | Lakeland College
Revenue (millions of dollars) Budget
Actual
Government of Alberta grants Federal and other government grants
36.8 36.9 1.6 1.8
Student tuition and fees
17.4 14.1
Sales of services and products Donation and other grants Investment income
10.8 7.4 1.5 2.0 1.0 1.2
Actual revenues of $63.4 million were $5.7 million lower than the budget. The primary reasons for this were: • The Ministry of Agriculture transferred a major research program to the college resulting in a positive variance of $240,000 in research grants. $2.3 million of the related grant was deferred and will be earned in the future. • The $3.2 million negative variance in student tuition and fees was due to a COVID-19 related reduction in enrolments of 7 per cent, a significant reduction in international students, and some enrolment losses in energy programs related to the Alberta economy. • The $3.5 million negative variance in sales and services and products was due to a significant reduction in residence revenues due to COVID-19 restrictions and significant losses in ancillary revenues related to lower enrolment, losses of other in-person revenues, and cancellation of events. • Donations and other grants were $586,000 higher than budget mainly due to the donation of 200 bison. Actual revenues were $2.6 million or 3.9 per cent lower than the prior year, primarily due to the residual effect of the 2.3 per cent grant cut effective April 1, 2020 ($600 thousand), a 7 per cent increase in tuition fees ($1.1 million), losses in enrolment and related tuition revenue of $2 million due to the response to COVID-19, a reduction of $1 million in residence revenue and approximately $200,000 in revenue losses due to cancelled events.
Government of Alberta Grants: Government of Alberta grants are the primary revenue source for Lakeland (58.1 per cent). Note 17 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 (22.3 per cent). As per Alberta Government directive, tuition fee increases to a maximum of 7 per cent in total per year are permitted for the three years commencing in 2020-21. The primary operational driver for Lakeland is student enrolment. Until the impact of the response to COVID-19, the college was experiencing moderate enrolment increases. Primarily due to COVID-19, full load equivalent students have decreased by 5.3 per cent from 2,146 in 2018-19 to 2,032 in 2019-20 and by 7 per cent to 1,901 in 2020-21.
Sales of Services and Products: The next largest source of revenue for Lakeland is from sales of services and products at 11.6 per cent. Ancillary revenues from the Bookstore, Residence, Food Services, Farm, Events, Athletics and Recreation are included here. This revenue source is highly
2020-21 Annual Report | 57
dependent on student enrolments. The variance from budget was $3.5 million, mainly due to losses in residence income, a reduction in in-person sales, and cancellation of events all due to the response to COVID-19.
Donations and Other Grants: Actual donations can fluctuate quite significantly from year to year, but restricted donations are not recognized as revenue until they are spent on the purposes intended by the donor. For example, if we receive a donation to help cover the cost of construction of a new building, we recognize the donation as revenue over the life of the building, which is typically 40 years.
Investment Income As at June 30, 2021 Lakeland held $53.6 million in investments and $19.9 million in cash. The interest rate for its cash held was about 0.7 per cent. $17 million of the investment balance related to short-term investments held by Synergy Credit Union (interest rate of about 1.1 per cent). The market value of investments held by CIBC Asset Management at year end was $24 million. The market value increase for the year was $2.3 million; 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 $3.1 million). Lakeland’s scholarship and endowment fund is managed by TD Wealth. The market value of this fund at year end was $12.6 million. $9.4 million of this is permanently endowed, and $3.2 million is available for spending on the intended purpose. The market value increase for the year was $1.4 million and the accumulated unrealized market gains are $2.4 million. In accordance with the college’s endowment policy, almost $1 million of investment earnings were capitalized (permanently endowed). 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 $1.2 million.
Expense (thousands of dollars)
2021 Budget
2021 Actual
Per cent of Total
Variance from Budget
2020 Actual
Variance from Prior Year Actual
Salaries and benefits
37,736
36,448
62.20%
(1,288)
41,642
(5,194)
Materials, supplies and services
13,699
9,969
17.01%
(3,730)
11,921
(1,952)
7,124
6,479
11.06%
(645)
6,704
(225) (490)
Amortization of capital assets Repairs and maintenance
1,963
1,840
3.14%
(123)
2,330
Utilities
2,360
2,154
3.68%
(206)
2,211
(57)
Scholarships and bursaries
696
1,165
1.99%
469
1,204
(39)
Cost of goods sold
784
539
0.92%
(245)
645
(106)
64,362
58,594
100.00%
(5,768)
66,657
(8,063)
Total Expense
58 | Lakeland College
Expense by object (millions of dollars) Budget
Actual 37.7 36.4
Salaries and benefits Materials, supplies and services
10.0
Amortization of capital assets Repairs and maintenance Utilities Scholarships and bursaries Cost of goods sold
13.7
7.1 6.5 2.0 1.8 2.4 2.2 0.7 1.2 0.8 0.5
Expense by function (millions of dollars) Budget
Actual 24.4
Instruction and training
22.9
Academic and student support
6.2 5.0 7.5 6.7
Student services Facilities operation and maintenance
11.0 10.8 5.9 5.4
Institutional support Computing and communication
3.8 3.1 4.7 3.8
Ancillary services Sponsored research Special purpose
0.5 0.9 0.4 0.03 2020-21 Annual Report | 59
Lakeland’s expenses totaled $58.6 million in 2021, which represented a significant decrease of $8.1 million from the prior year, and a positive variance of $5.8 million from the budget. The year-to-year variance was primarily due to: the significant budget cuts made at the end of 2019-20 in order to comply with the Provincial Government expenditure target; and the response to COVID-19 (revenue losses of $5.5 million were offset by expenditure reductions wherever possible). Expenses are presented by function in the Statement of Operations and by object in note 15. The functional breakdown of expenses shows which activities Lakeland is spending its money on. The largest functional expense category is instruction and training.
Salaries and benefits At 62.2 per cent of total, salaries and benefits is the largest expense for Lakeland. Of the $5.2 million variance from the prior year, $4.6 million related to the elimination of 46 positions at the end of 2019-20. Most of the remaining variance was related to savings in temporary, sessional and casual staff to offset the revenue losses due to COVID-19. Most of the variance from budget was also due to savings in temporary, sessional and casual staff. There was a decrease in full load equivalent staff from 416 to 386.
Materials, supplies and services At 17 per cent this is the second largest expense for Lakeland. These expenses were $3.7 million lower than the budget, and $2 million lower than last year’s actual. Actual expenses were lower than last year mainly due to savings in discretionary expenses (travel, professional development) necessary to offset revenue losses due to the response to COVID-19. Compared to budget, travel expenses were down by $1 million, professional development was down by $495,000, and purchases of materials and supplies were down by $2.3 million. Materials, supplies and services expenses typically vary in relation to sales of services and products, which were $3.5 million lower than budget.
Financial Position Lakeland incurred an annual surplus of $5.9 million resulting in an increase to the accumulated surplus from $72 million to $78 million. Accumulated re-measurement gains increased by $2.2 million due to market value increases in 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. Except for 2019-20, Lakeland has generated modest surpluses over the last few years, and as a result, its financial position appears to be relatively healthy. Of the $78 million in accumulated surplus (see note 11), however, $50.5 million is not available for spending - $9.4 million relates to permanently restricted endowments and $41.1 million to investments in capital assets. Furthermore, approximately $2.6 million of Lakeland’s Strategic Investment Fund (internally restricted net assets) is committed to projects in progress (campus revitalization) and over $2.3 million of Lakeland’s operating surplus is committed to future capital expenditures (IT infrastructure, software development, research, etc.). This means that only approximately $22.9 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. Although the Provincial Government has cut Lakeland College’s operating grant, it did provide a capital grant of $17.3 million in 2020-21 for the renovation of the WHT Mead Animal Science Centre. Construction will be completed in May 2022. The province also provided $3.1 million for capital renewal (formerly infrastructure maintenance), a $1 million increase from the grant provided in the prior year. Although significant cuts were made to its operating grants, due to anticipated enrolment growth (post COVID-19), prudent financial planning and careful management of cost increases, Lakeland still intends to generate modest surpluses, that if supplemented by capital grants from the province, and possibly donations from third parties, will be sufficient to offset its infrastructure deficit. Most of Lakeland’s annual surplus in the past ($8 million in 2021, $5 million in 2019, and $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.
Net Financial Assets Included in Lakeland’s net financial assets is $12.6 million that is related to investments restricted for endowments. $9.4 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 $23.6 million as at June 30, 2021, an increase of $7.1 million from the prior year, primarily due to the annual surplus.
60 | Lakeland College
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 ($3.1 million in 2020-21). However, this grant was not provided in the Province’s 2019-20 fiscal year. The Government reinstated the grant in April 2020, but there is uncertainty whether it will continue and at what level. In the absence of adequate funding from the provincial government, and operating surplus reductions 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 80.4 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 and restrictions on tuition fee increases. It is anticipated that operating grants will be tied to performance indicators that will be defined in future investment management agreements with the Province. If the college does not meet established benchmarks, operating grant funding could be reduced.
2020-21 Annual Report | 61
Lakeland's self-generated revenue for 2020-21: 2020-21 Revenue
2019-20
Expense
Net (4)
Net
Ancillary Services: Residence (1)
$
Bookstore Event Services Cafeteria (2)
(2,566,830)
$
2,631,079
$
64,249
$
(118,827)
(762,338)
773,802
11,464
21,387
(7,488)
80,210
72,722
64,459
(89)
191,288
191,199
139,545
(36,330)
101,546
65,216
82,107
-
-
-
12,336
(3,373,075)
3,777,925
404,850
201,007
(3,141,187)
3,108,306
(32,881)
548,281
-
-
-
(7,504)
(801,826)
619,237
(182,589)
57,463
(77,516)
78,645
1,129
(7,863)
Agriculture
(176,805)
197,106
20,301
22,811
Environmental Sciences
(540,664)
359,462
(181,202)
(13,237)
Aquatic Centre (3) Be Fit For Life Total Ancillary Academic Enterprises: Student-Managed Farm (6) Continuing Education: Administration (centralized - Note 5) Emergency Training Centre Performing Arts
Health and Wellness
(21,073)
20,064
(1,009)
5,751
Trades
(722,158)
629,679
(92,479)
17,631
Business and Energy
(353,339)
264,159
(89,180)
(125,973)
(5,834,568)
5,276,658
(525,029)
(50,921)
(9,207,643)
9,054,583
(557,910)
497,360
Total Continuing Education Total Academic Enterprises Total Self Generated Enterprises
62 | Lakeland College
$
(9,368,633)
$
9,215,573
$
(153,060)
$
698,367
SELFGENERATED REVENUE Institutional self-generated revenue enterprises are categorized as follows: Note 1 - Includes direct operating cost and cost of utilities, repairs and maintenance, security and grounds. Note 2 - Operated by a third party - costs include management fee, utilities, caretaking and equipment. $50,000 profit on direct revenue less direct costs is payable to Lakeland. No profit in the past two years. The college subsidized the cafeteria to keep it open during COVID-19. Note 3 - 50/50 Cost sharing agreement with Town of Vermilion Note 4 - Operations negatively impacted by response to COVID-19. Note 5 - Continuing Education administration was centralized prior to 2019-20. Note 6 - Revenue includes $682,325 related to bison donated in 2020-21.
Ancillary Services: Services provided to students and staff that are ‘ancillary’ to the core function of education. For Lakeland these include Residence, Bookstore, Cafeteria, Event Services, the Be-Fit-For-Life program and the Aquatic Centre.
Academic Enterprises: These activities are an integral part of Lakeland’s educational, research, public service and campus support functions. These include the StudentManaged Farm – Powered by New Holland and continuing education programming.
Commercial Enterprises: Lakeland currently has no commercial enterprises. These enterprises are outside an institution’s primary education and research mandate. Students and staff are not directly served by, nor do they derive direct benefit from them. 2020-21 Annual Report | 63
FINANCIAL STATEMENTS Table of Contents Statement of Management Responsibility...............................65 Independent Auditor’s Report................................................... 66 Statement of Financial Position..................................................69 Statement of Operations...............................................................70 Statement of Change in Net Financial Assets...........................71 Statement of Remeasurement Gains and Losses....................71 Statement of Cash Flows............................................................... 72 Notes to the Financial Statements............................................. 73
64 | Lakeland College
STATEMENT OF MANAGEMENT RESPONSIBILITY Year ended June 30, 2021 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, 2021 and the results of its operations, changes in net financial assets, remeasurement gains and losses, 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 the 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 exceptions of the President and Staff Association Representative 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 Post-secondary 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
2020-21 Annual Report | 65
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, 2021, 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, 2021, 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.
66 | Lakeland College
Classification: Public
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.
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. Classification: Public
2020-21 Annual Report | 67
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 by W. FCMA, Doug Wylie W. Doug signed Wylie FCPA, ICD.DFCPA, FCMA, ICD.D] Auditor General October 27, 2021 Edmonton, Alberta
Classification: Public 68 | Lakeland College
Statement of Financial Position As at June 30, 2021 (thousands of dollars)
2021
2020
Financial assets excluding portfolio investments restricted for endowments Cash
$
Portfolio investments – non-endowment (note 3) Accounts receivable Inventories held for sale
19,922
$
4,093
41,022
31,235
1,375
544
758
358
63,077
36,230
7,141
7,819
720
840
31,618
11,030
Liabilities Accounts payable and accrued liabilities Debt (note 6) Deferred revenue (note 7) Environmental liabilities (note 10)
29
52
39,508
19,741
23,569
16,489
12,570
10,625
36,139
27,114
104,267
105,886
Inventories of supplies
2,105
1,447
Prepaid expenses
1,787
2,016
108,159
109,349
144,298
136,463
63,227
63,537
Net financial assets excluding portfolio investments restricted for endowments Portfolio investments – restricted for endowments (note 3) Net financial assets Non-financial assets Tangible capital assets (note 8)
Net assets before spent deferred capital contributions Spent deferred capital contributions (note 9) Net assets (note 11)
$
81,071
$
72,926
$
78,006
$
72,060
$
72,926
Net assets is comprised of: Accumulated surplus Accumulated remeasurement gains
3,065 $
866
81,071
Contractual rights (note 13) Contingent liabilities and contractual obligations (notes 12 and 14) Approved by the Board of Governors
_______________________________________ [Original signed by Chair, Board of Governors]
_______________________________________ [Original signed by Vice Chair, Board of Governors]
The accompanying notes are an integral part of these financial statements
2020-21 Annual Report | 69
Statement of Operations Year ended June 30, 2021 (thousands of dollars)
Budget
2021
2020
(note 19) Revenues Government of Alberta grants (note 17)
$
Federal and other government grants (note 17)
36,834
$
36,851
$
37,801
1,558
1,818
1,624
Student tuition and fees
17,392
14,147
15,021
Sales of services and products
10,843
7,372
8,494
Donations and other grants
1,460
2,046
1,657
Investment income
1,000
1,195
1,389
69,087
63,429
65,986
24,378
22,857
25,836
6,221
5,014
5,494
Expenses (note 15) Instruction and training Academic support Student services
7,474
6,667
8,283
10,998
10,796
10,599
Institutional support
5,886
5,415
6,558
Computing and communication
3,805
3,122
4,102
Ancillary services
4,658
3,838
4,835
532
854
805
Facilities operation and maintenance
Sponsored research Special purpose
Annual operating surplus (deficit) Endowment contributions (note 11)
410
31
145
64,362
58,594
66,657
4,725
4,835
(671)
400
137
153
974
26
400
1,111
179
5,125
5,946
(492)
72,060
72,060
72,552
Endowment capitalized investment income (note 11)
Annual surplus (deficit) Accumulated surplus, beginning of year Accumulated surplus, end of year
The accompanying notes are an integral part of these financial statements
70 | Lakeland College
$
77,185
$
78,006
$
72,060
Statement of Change in Net Financial Assets Year ended June 30, 2021 (thousands of dollars)
Budget Annual surplus (deficit) Acquisition of tangible capital assets
$
2021
5,125
$
5,946
2020 $
(492)
(14,000)
(5,310)
Transfers from tangible capital assets to inventories held for sale
-
447
-
Proceeds on sale of tangible capital assets
-
36
103
7,124
6,479
6,704
Gain on disposal of tangible capital assets
-
(33)
(61)
Change in inventories of supplies
-
(658)
(35)
Change in prepaid expenses
-
229
67
1,500
(310)
(176)
Amortization of tangible capital assets
Change in spent deferred capital contributions Change in accumulated remeasurement gains
2,199
263
9,025
(5,628)
27,114
32,742
Increase (decrease) in net financial assets Net financial assets, beginning of year Net financial assets, end of year
$
(12,001)
36,139
$
27,114
Statement of Remeasurement Gains and Losses Year ended June 30, 2021 (thousands of dollars)
2021 Accumulated remeasurement gains, beginning of year
$
866
2020 $
603
Unrealized gains attributable to: Quoted in active market financial instruments: Portfolio investments - non-endowment
2,303
260
(104)
3
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
2,199 $
3,065
263 $
866
The accompanying notes are an integral part of these financial statements
2020-21 Annual Report | 71
Statement of Cash Flows Year ended June 30, 2021 (thousands of dollars)
2021
2020
Operating transactions Annual surplus (deficit)
$
5,946
$
(492)
Add (deduct) non-cash items: Amortization of tangible capital assets
6,479
(Gain) Loss on sale of portfolio investments
(420)
33
Gain on disposal of tangible capital assets
(33)
(61)
(3,686)
(3,439) 1,120
Expended capital recognized as revenue
6,704
(Increase) decrease in accounts receivable
(831)
Increase in inventories held for sale
(400)
(57)
Decrease in accounts payable and accrued liabilities
(678)
(1,022)
Increase in deferred revenue Decrease in environmental liabilities Increase in inventories of supplies Decrease in prepaid expenses Cash provided by operating transactions
19,191
13
(23)
(18)
(658)
(35)
229
67
25,116
2,813
(5,293)
(11,964)
Capital transactions Acquisition of tangible capital assets, less in-kind donations Transfer to inventories held for sale Proceeds on sale of tangible capital assets Cash applied to capital transactions
447
-
36
103
(4,810)
(11,861)
Investing transactions Purchase of portfolio investments
(21,301)
(11,408)
Proceeds on sale of portfolio investments
13,585
16,396
Cash (applied to) provided by investing transactions
(7,716)
4,988
Financing transactions Debt – repayment
(120)
(120)
Increase in spent deferred capital contributions, less expended capital recognized as revenue
3,359
3,225
Cash provided by financing transactions
3,239
3,105
15,829
(955)
4,093
5,048
Increase (Decrease) in cash Cash, beginning of year Cash, end of year
The accompanying notes are an integral part of these financial statements
72 | Lakeland College
$
19,922
$
4,093
Notes to the Financial Statements Year ended June 30, 2021 (thousands of dollars)
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 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 Lower of cost or net recoverable value 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 that is other than temporary 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, 2021. 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 2020-21 Annual Report | 73
2.
Summary of significant accounting policies and reporting practices (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 contributions Endowment contributions 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 and unrealized investment gains on portfolio investments restricted for endowments (which includes endowment principal and previously accumulated expendable investment gains) are recognized as deferred revenue when the terms for use by the endowment create a liability. 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 capitalized investment income.
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 (excluding unrealized income) 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. 74 | Lakeland College
2.
Summary of significant accounting policies and reporting practices (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.
{d} Inventories Inventories held for sale are valued at the lower of cost or expected net realizable value and are determined using the firstin, first-out method. Inventories of supplies are valued at cost.
{e}
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. Leases of tangible capital assets which transfer substantially all the benefits and risks of ownership are accounted for as leased tangible capital assets. 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
10-40 years 5-40 years 5-10 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. 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.
{f}
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.
{g}
Employee Future Benefits Pension
The College participates with other employers in the Local Authorities Pension Plan (LAPP). This pension plan is a multi-employer defined benefit pension plan that provides pensions for the College's participating employees based on 2020-21 Annual Report | 75
2.
Summary of significant accounting policies and reporting practices (continued) 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.
{h}
Liability for contaminated sites 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. Contaminated sites occur when an environmental standard exists and contamination exceeds the environmental standard. Contaminated sites in productive use: A liability for remediation of contaminated sites from an operation(s) that is in productive use is recognized net of any expected recoveries when all the following criteria are met:
i. the College has a duty or responsibility to others, leaving little or no discretion to avoid the obligation.
ii. the duty or responsibility to others entails settlement by future transfer or use of assets, or a provision of services at a specified or determinable date, or on demand: and
iii. the transaction or events obligating the College have already occurred.
Contaminated sites no longer in productive use: A liability for remediation of contaminated sites from an operation(s) no longer in productive use, and/or an unexpected event occurs resulting in contamination, is recognized net of any expected recoveries when all the following criteria are met:
i. the College is directly responsible or accepts responsibility:
ii. it is expected that future economic benefits will be given up; and
iii. a reasonable estimate of the amount can be made.
{i}
Expense by function The College uses the following categories of functions on its statement of operations:
Instruction and training Expenses relating directly to the provision of instruction and training programs of the College. This function includes the cost of instructional staff, other direct expenses related to instruction, and the cost of labs, including the College’s student managed farm.
Academic support Expenses relating to support of the instruction and training function of the College. This function includes the cost of faculty professional development, program administrators, advisors, deans, their offices and assistants.
Student services Expenses related to providing services to students, including registration, counselling, library and advisory services.
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 76 | Lakeland College
2.
Summary of significant accounting policies and reporting practices (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.
Computing and communications Expenses relating to information technology, including support, licensing and maintenance of computer software and hardware.
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.
{j}
Funds and Internally Restricted Net Assets 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 internally restricted net assets are an adjustment to the respective fund when approved.
{k}
Future Accounting Changes In August 2018, the Public Sector Accounting Board (PSAB) issued PS 3280 Asset Retirement Obligations. This accounting standard has been deferred by PSAB and is effective for fiscal years starting on or after April 1, 2022. Asset retirement obligations provides guidance on how to account for and report a liability for retirement of a tangible capital asset. In November 2018, PSAB approved PS 3400 Revenue. This accounting standard has been deferred by PSAB and is effective for fiscal years starting on or after April 1, 2023. Revenue provides guidance on how to account for and report on revenue, specifically addressing revenue arising from exchange transactions and unilateral transactions. In November 2020, PSAB issued PSG-8 Purchased Intangibles. This accounting guideline is effective for fiscal years starting on or after April 1, 2023. Purchased intangibles explains the scope of the intangibles now allowed to be recognized in financial statements. In April 2021, PSAB issued PS 3160 Public Private Partnership. This accounting standard is effective for fiscal years starting on or after April 1, 2023. Public private partnership provides guidance on how to account for and report on infrastructure procured through public private partnership agreements. The College has not yet adopted these standards and is currently assessing the impact of these new standards on the financial statements.
2020-21 Annual Report | 77
3.
Portfolio investments 2021 Portfolio investments – non-endowment
$
Portfolio investments – restricted for endowments
2020
41,022
$
12,570 $
31,235 10,625
53,592
$
41,860
The composition of portfolio investments measured at fair value is as follows:
2021 Level 1
Level 2
Total
Investments at fair value: Bonds Canadian bonds
$
Pooled investment funds
3,461
$
-
-
$
10,859
3,461 10,859
Equities
-
Canadian equities
3,761
-
Foreign equities
5,348
-
5,348
-
12,198
12,198
Pooled investment funds Money market and term securities
17,000 $
29,570
3,761
965 $
24,022
55%
17,965 $
53,592
45%
100%
Level 2
Total
2020 Level 1 Investments at fair value: Bonds Canadian bonds
$
Pooled investment funds
3,435
$
-
$
3,435
-
10,009
10,009
Canadian equities
2,741
-
2,741
Foreign equities
4,449
-
4,449
-
13,263
13,263
Equities
Pooled investment funds Money market and term securities
$
10,625 25%
7,963 $
31,235 75%
7,963 $
41,860 100%
The fair value measurements are those derived from: Level 1 – Quoted prices in active markets for identical assets; 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).
78 | Lakeland College
4.
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 of return 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, 2021, the impact of a change in the rate of return on portfolio investments would be as follows: Portfolio investments – non endowment • 3.17% change in bonds would result in a $344 increase or decrease (2020 – 3.07% and $307) • 13.54% change in equities would result in a $1,652 increase or decrease (2020 – 11.34% and $1,508) Portfolio investments – restricted for endowments • 2.54% change in bonds would result in a $88 increase or decrease (2020 – 2.56% and $88) • 13.98% change in equities would result in a $1,260 increase or decrease (2020 – 13.86% and $996)
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 investments 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. The credit risks on investments held are as follows:
Credit rating
2021
2020
AAA
8.2%
8.1%
AA
73.2%
30.1%
AA-
2.5%
1.4%
A+
10.1%
16.0%
6.0%
44.4%
100%
100%
A
Liquidity risk Liquidity risk is the risk that the College will encounter difficulty in meeting obligations associated with its financial liabilities. This risk is managed by maintaining excess funds in the College’s operating bank account which earns interest at a rate comparable to a short-term redeemable investment product, as well as a revolving 6-month guaranteed investment certificate.
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
2020-21 Annual Report | 79
4.
Financial risk management (continued) 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-rate agreements with the Department of Treasury Board and Finance (Note 6). A 1% change in interest rates on bond and marketable securities values would result in a $323 increase or decrease (2020 - $114) in fair market value. The maturity and effective market yield of interest bearing investments are as follows:
< 1 year
1 - 5 years
> 5 years
Average effective market yield
100.0%
0.0%
0.0%
0.7%
94.6%
5.4%
0.0%
1.1%
2.0%
43.4%
54.6%
1.6%
Asset Class: Cash and cash equivalents Portfolio investments, short term Portfolio investments, fixed income
5.
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 faculty, administrative and support staff members and is accounted for on a defined contribution basis. At December 31, 2020, the LAPP reported an actuarial surplus of $4,961,337 (2019 - $7,913,261 surplus). An actuarial valuation of the LAPP was carried out as at December 31, 2019 and was then extrapolated to December 31, 2020. The pension expense recorded in these financial statements is $2,454 (2020 - $2,682). Other than the requirement to make additional contributions, the College does not bear any risk related to any deficit LAPP may have on an annual or cumulative basis.
6. Debt Debt is measured at amortized cost and is comprised of the following:
Debentures payable to Department of Treasury Board and Finance:
Collateral
Maturity
Interest Rate
2021
2020
Residences
2026
6.5%
$720
$840
Principal repayments in each of the next five years and thereafter are as follows:
Principal 2022
$
120
Interest $
47
Total $
167
2023
120
39
2024
120
31
$151
2025
120
23
$143
2026
120
16
$136
2027
120
8
$128
$
720
$
Interest expense on debt is $47 (2020 - $55) and is included in the statement of operations. The net book value of assets pledged as collateral is $1,803.
80 | Lakeland College
164
$159
$
884
7.
Deferred revenue Deferred revenues are set aside for specific purposes as required either by legislation, regulation or agreement:
2021 Deferred research and special purpose Balance, beginning of year
$
6,322
Grants, tuition, donations received
$
2,982
2020 Tuition and other fees $
1,726
9,273
17,296
14,028
Total
$
11,030
Total
$
10,912
40,597
25,519 212
435
156
-
591
Change in unrealized gains
1,397
-
-
1,397
105
Transfers to spent deferred capital contributions
(1,402)
(1,974)
-
(3,376)
(3,263)
Recognized as revenue
(4,729)
(58)
(12,856)
(17,643)
(22,375)
(974)
-
-
(974)
(26)
(4)
-
-
(4)
(54)
Restricted investment income
Endowment capitalized investment income Other Balance, end of year
8.
Unspent deferred capital contributions
$
10,318
$
18,402
$
2,898
$
31,618
$
11,030
Tangible capital assets 2021 Land
Building & site improvements
2020
Computer hardware & software
Furniture & equipment
Total
Total
Cost Balance, beginning of year
$
Acquisitions Disposals, including write-downs
7,606
$
176,173
$
25,932
$
19,160
$
228,871
$
217,545
-
3,914
1,125
271
5,310
12,001
(115)
(536)
(712)
(350)
(1,713)
(675)
7,491
179,551
26,345
19,081
232,468
228,871
Accumulated amortization Balance, beginning of year
$
-
$
92,006
$
15,782
$
15,197
$
122,985
$
116,914
Amortization expense
-
4,595
1,000
884
6,479
6,704
Effects on disposals, including write-downs
-
(205)
(710)
(348)
(1,263)
(633)
-
96,396
16,072
15,733
128,201
122,985
Net book value at June 30, 2021
$
7,491
$
83,155
$
10,273
$
3,348
Net book value at June 30, 2020
$
7,606
$
84,167
$
10,150
$
3,963
$
104,267
$
105,886
No interest was capitalized by the College during the 2021 or 2020 fiscal years. (1) Furniture & Equipment includes vehicles, office equipment and furniture, other equipment and learning resources.
2020-21 Annual Report | 81
8.
Tangible capital assets (continued) (2) Cost includes work in progress at June 30, 2021 totaling $2,802 (2020 - $871) comprised of $2,214 in buildings and site improvements (2020 - $803), $170 in software (2020 - $42) and $417 in furniture and equipment (2020 - $26). These assets are not amortized as the assets are not available for use. (3) Acquisitions during the year include in-kind contributions valued at $17 (2020 - $37).
9.
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).
2021
2020
Spent deferred capital contributions Balance, beginning of year
$
63,537
$
63,713
Transfers from unspent deferred capital contributions
1,974
666
Transfers from deferred research and special purpose
1,402
2,597
(3,686)
(3,439)
Expended capital recognized as revenue Balance, end of year
10.
Environmental liabilities
The composition of environmental liabilities is as follows:
$
63,227
$
2021 Balance, beginning of year
$
Addition to liabilities during the year
2020 $
28
Change in estimate related to existing sites Remediation work performed Balance, end of year
52
$
63,537
70 15
-
5
(51)
(38)
29
$
52
The College has two sites that were contaminated as a result of ongoing agricultural activity. Alberta Environment and Parks was informed of the contamination and a risk management plan is under development. Estimated future costs of risk management are included in the environmental liability. These estimates may change upon completion and approval of the risk management plan and also based on assessments in future years.
82 | Lakeland College
11.
Net assets Accumulated Investment net assets in tangible from capital assets operations Net assets, as at June 30, 2019
$
Annual deficit
7,331
$
35,760
Internally restricted Endowments net assets $
21,962
$
8,102
Total net assets $
-
-
-
(492)
(153)
-
-
153
-
(26)
-
-
26
-
-
-
-
-
-
3,265
(3,265)
-
-
-
(3,196)
8,739
(5,543)
-
-
(120)
120
-
-
-
(35)
35
-
-
-
397
-
(397)
-
-
(334)
-
334
-
-
263
-
-
-
263
Endowments
-
New donations 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 Initiatives funded by operations Transfers Change in accumulated remeasurement gains Net assets, as at June 30, 2020
73,155
(492)
$
Annual surplus
6,900
$
41,389
$
16,356
$
8,281
$
72,926
5,946
-
-
-
5,946
New donations
(137)
-
-
137
-
Capitalized investment income
(974)
-
-
974
-
Amortization of tangible capital assets
2,793
(2,793)
-
-
-
Acquisition of tangible capital assets
(872)
1,917
(1,045)
-
-
Debt repayment
(120)
120
-
-
-
Net book value of tangible capital asset disposals
(449)
449
-
-
-
104
-
(104)
-
-
-
2,199
Endowments
-
Tangible capital assets
-
Initiatives funded by operations Transfers
(8,225)
Change in accumulated remeasurement gains Net assets, as at June 30, 2021
8,225
2,199
-
-
$
7,165
$
41,082
$
23,432
$
9,392
$
81,071
$
4,100
$
41,082
$
23,432
$
9,392
$
78,006
Net assets is comprised of: Accumulated surplus Accumulated remeasurement gains and losses
3,065 $
7,165
$
41,082
$
23,432
$
9,392
3,065 $
81,071
2020-21 Annual Report | 83
11.
Net assets (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:
Appropriations Balance, from (returned beginning to) unrestricted of year net assets
Net additions or (disbursements) during the year
Balance, end of year
Appropriations for capital activities Major capital projects
$
Emerging capital needs
11,184
$
8,000
$
(932)
$
18,252
1,346
-
(113)
1,233
12,530
8,000
(1,045)
19,485
2,925
-
(3)
2,922
220
-
-
220
681
225
(101)
805
3,826
225
(104)
3,947
Appropriations for operating activities Major maintenance Emerging operating needs Delivery Initiatives Total appropriations
12.
$
16,356
$
8,225
$
(1,149)
$
23,432
Contingent liabilities As at June 30, 2021, the College has been named as defendant in one (2020: three) specific legal action. The resulting loss from this claim, if any, cannot be determined at this time. 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. The College’s ongoing efforts to assess contaminated sites may result in additional environmental remediation liabilities related to newly identified sites, or changes in the assessments or intended use of existing sites. Any changes to the environmental liabilities will be accrued in the year in which they are assessed as likely and measurable.
13.
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:
84 | Lakeland College
13.
Contractual rights (continued) Operating leases
2022
$
58
$
Total
1,108
$
1,166
2023
58
374
432
2024
58
184
242
2025
30
5
35
2026
30
-
30
164
-
164
Thereafter
14.
Research, other grants and contracts
Total at June 30, 2021
$
398
$
1,671
$
2,069
Total at June 30, 2020
$
337
$
1,118
$
1,455
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 2022
$
891
Capital projects $
3,004
Information systems and technology $
173
Long-term leases $
129
Total $
4,197
2023
254
-
178
116
548
2024
8
-
113
55
176
2025
2
-
114
16
132
2026
2
-
15
5
22
Thereafter
1
-
5
-
6
Total at June 30, 2021
$
1,158
$
3,004
$
598
$
321
$
5,081
Total at June 30, 2020
$
2,495
$
888
$
183
$
362
$
3,928
Capital projects includes $2,868 in contractual obligations related to the major renvoation of the WHT Mead Building on the Vermilion campus.
15.
Expense by object The following is a summary of expense by object:
2021
2020
Budget Salary and benefits
$
37,736
Actual $
36,448
Actual $
41,642
Material, supplies and services
13,699
9,969
11,921
Amortization of capital assets
7,124
6,479
6,704
Repairs and maintenance
1,963
1,840
2,330
Utilities
2,360
2,154
2,211
Scholarships and bursaries
696
1,165
1,204
Cost of goods sold
784
539
645
$
64,362
$
58,594
$
66,657
2020-21 Annual Report | 85
16.
Related parties The College is a related party with organizations within the Government of Alberta reporting entity. Key management personnel of the College and their close family members are also considered related parties. The College 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 Department of Treasury Board and Finance as described in Note 6. 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.
17.
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.
2021
2020
Grants from Government of Alberta Advanced Education: Operating
$
Capital
31,581
$
17,274
Other conditional grants Total Advanced Education
31,556 -
4,528
4,459
53,383
36,015
2,462
(21)
-
83
(12)
215
Other Government of Alberta departments and agencies: Alberta Agriculture and Forestry Culture, Multiculturalism and Status of Women Jobs, Economy and Innovation Labour and Immigration Total other Government of Alberta departments and agencies Total contributions received Expended capital recognized as revenue Deferred revenue
-
29
2,450
306
55,833
36,321
2,973
2,742
(21,955) $
36,851
(1,262) $
37,801
Federal and other government grants Contributions received Expended capital recognized as revenue Deferred revenue
1,984
206
202
(174) $
86 | Lakeland College
1,786
1,818
(562) $
1,624
18.
Salary and employee benefits 2021 Base salary ¹
Other cash benefits ²
$
$
2020
Other non-cash benefits ³
Total
Total
Governance Chair of the Board of Governors Members of the Board of Governors
-
-
$
-
$
-
$
4
-
13
-
13
6
-
13
-
13
10
235
-
13
248
289
VP Academic & Research
200
-
34
234
233
VP External Relations & Infrastructure
184
-
34
218
217
Chief Financial Officer
141
-
29
170
170
Director Human Resources
131
-
28
159
159
891
-
138
1,029
1,068
Senior Leadership President Vice Presidents
Other
$
891
$
13
$
138
$
1,042
$
1,078
(1) Base salary includes pensionable base pay. (2) Other cash benefits include honoraria, tuition fee waivers for student members, and severance, when applicable. No bonuses were paid in 2021. (3)
Other non-cash benefits include 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.
(4) The Chair and Members of the Board of Governors receive no remuneration for participation on the Board.
19.
Budget figures The College's 2020-2021 budget was approved by the Board of Governors on June 24, 2020 and was submitted to the Minister of Advanced Education.
20.
Comparative figures Certain 2020 figures have been reclassified to conform to the presentation adopted in the 2021 financial statements.
2020-21 Annual Report | 87
Aasen, Arne
Augie's Auto Body
Bilben, Larry & Sharon
Advanced Auto Cleaning
Bailey, Raymond
Birkjar, Jay
Advanced Pressure Testing Ltd.
Bandola, Erin
Bocock, Bill
Agriculture Financial Services Corporation
Barr, Darlene & Greg
Bocock, Terry & Kathleen
Bates, Robert & Betty
Boehm's Physiotherapy Clinic
Agri-Trade Equipment Expo
Battle River Community Foundation
Boren, Darren
Alberta Assessors' Association
Beckie, Carol
Breker, Marilyn
Alberta Association of Animal Health Technologists
Bender, Jacqueline
Brian D. Larson Consulting Inc.
Berry, Janessa
Brosseau, Earl
Berry, Miles & Evelyn
Brule, Heather
Berry, Shantelle
Buick, Byron
Alberta Blue Cross Alberta Seed Growers Association Altman, Georgina & T.J. 88 | Lakeland College
APPENDIX Donors Lakeland College thanks the following supporters for their donations to the college between July 1, 2020 and June 30, 2021. 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.
Calgary Foundation
Carson, Mary & Edwin
CNH America LLC
Caliber Construction
Carter, Deanna
Coca-Cola Canada Bottling Limited
Calkins, Eleanor
CEDA International
Callander, Mary & Jim
Centura Tile
Colchester and District Agricultural Society
Cameron, Robert & Shirley
Child and Youth Care Association of Alberta
Canadian Association of Petroleum Producers
Collins, Robert & Waunita Compliant Environmental Services Ltd.
Chisholm, Michael
Cornerstone Co-operative
Canadian Collegiate Athletic Association
Chomyn, Clarke
County of Vermilion River
Canadian Natural Resources
Christenson, Darcy
Crowe, Michael & Kathy
Canadian Senior Pro Rodeo Association
City of Lloydminster
Carlyon, Jessica
Classen, Mick
Crown Investments Corporation of Saskatchewan Cuny, Robert & Perla 2020-21 Annual Report | 89
Dancey, Randy & Brenda
Healey, Eric
Lloydminster KFC
Davison, Lloyd & Linda
Hermiston, Taylor
Lockhart, Wyman
Dedman, Derek
Hickson, Raelean
Long, Marvin
Derkatch, Susan
Highland Feeders Limited
Loxam, David
Designer's Choice (Lloyd) Ltd.
Hill, Blair
Lundell, Blaire & Linda
Domes, Jaclyn
Hill's Pet Nutrition Canada Inc.
Lutzak, Don
Dorran, Steve
Hirsch, Glenna
Lynass, Douglas
Dustow, Jeff
Honeker, Brian
MacLauchlan, Al & Joanne
Dziadyk, Robert & Rita
Hrapko, Julia
Manary, Russel
ECO Canada
Hrycun, Amanda
Manners, Lynn & Bob
Elanco Canada Limited
Hryniw, Henry & Frances
Manners, Penny & Dan Young
Electrical Contractors Association of Alberta
Husky Group of Companies
Mar View Land Ltd.
Hydrodig Canada Inc.
Marchand, Roland & Helene
Elko, Greg
Hyra, Bob
Market Master Ltd.
Elliott, Doug
Ideal Office Solutions
Marler, Audrey
Erickson, Morris & Paulette
Inclusion Lloydminster
Marlin Holdings (1987) Ltd.
Estate of Scot D. Steele
Independent Order of Odd Fellows
Marwayne Ag Services
Expert Fishing Co.
J & J Millwrighting Inc.
Mason, Gerald
Falk, Courtney
Janewski, Mary-Anne & Tim
May and James Company
Farm Credit Canada
Jarvis, Avril
Maz Entertainment
First Truck Centre
JBC Anderson Foundation at Canada Gives
McBain, Richard & Joyce
Fisher, Shelly Floen, Dawn
Johnson Inc.
McCrae, J.C.
Fodchuk, Hugh
Kenworth Lloydminster
McDonald, Tanya
Ford Motor Company Canada Limited
Kerr, Janet
McDonald's Family Foods
Freitag, Monte
Kneen, Kagan
McGrath, Anne & Frederick
Galloway, Robin
Knourek, Kristine
McLean-Lawrence, Ina
Garnett, Glenn & Donna
Kochan, Lorraine
Michaud, Greg & Cathi Bishop
Gartner, Lacey
Kubica, Roy
Microtel Inn & Suites, Lloydminster
Gehl, Robert
Kuly, Marjorie
Milne, Robert & Sylvia
General Motors of Canada Company
Lakeland College A.H.T. Club
Missfitz Hair Salon
Gordeyko, Allan & Elouise
Lakeland College Staff Association
Mix, Lorne
Gow, Diane
Lakeland College Stock Dog Club
MNP LLP
Graham, Myrna
Lakeland College Students' Association
Moore, Melody
Grant, Shirley
Lakeland Student Association Clubs
Morgan-Tetz, Delia
Greenwood, Margaret
Larson, Alex
Motley, Al
Hagell, George T.
Lazaruk, David
Mourtis Trucking Ltd.
Halicki, Judith
Lefsrud, Edmund & Grace
Mueller, Armin & Rita
Hall-Petry, Elizabeth
Letkemann, Carmel
Muniserve Corporation
Hanlon, Patrick
Lions Club of Lloydminster
Murray, Roy
Hawes, Leanne
Lloydminster Chamber of Commerce
Nahirnak, Larry & Margaret
90 | Lakeland College
McCarty, Barry & Bev
Nestlé Purina Petcare
Rogan, Brian
Stang, Glenn & Jean
Newcart Contracting Ltd.
Rogan, Noel & Ruth
Stantec Consulting Ltd.
NKBA Prairie Provinces
Rotary Club of Lloydminster - Border City
Stepanick, Amanda & Jason
Nobles, Thomas & Leola
Rotary Club of Vermilion
Symes, Colleen & Mike
Nocita, Joe
Royal Canadian Legion, Alberta-NWT Command
Synergy Credit Union
Royal Canadian Legion, Br. 39
TD Canada Trust
Royal Canadian Legion, Marshall Branch 92
Teasdale, Glen
Noralta Technologies Inc. North American Powertrain Components Ltd. Northcott, Barbara Northern Factory Workwear Nott, John & Doreen Olympia Fitness (2016) Ltd. One Yankee Mechanical Owchar, Tyrell Pare, Jean Parsons, Preston Perkins, Bryan & Sharon Perma Earth Consulting Ltd. Pescadero, Cecilia Pilatus Ranches Porozni, Colin Porozni, Robert Priest, Jade & Lori Priest, Margaret Princess Auto Foundation Inc. Pro-Lift Crane Service Ltd. Purschke, Twyla & Gregory Quwek, Michael Rajotte, Gwen Ranch and Feedlot Rider Club Rasmussen, Laurie RBC Foundation RBC Royal Bank RE/MAX Prairie Realty Reddy, Ed Redhead Equipment Redwing Farms Ltd. Regina's Own GCOC Holdings Inc. Repsol Oil & Gas Canada Inc.
Royal Canadian Legion, No. 11 Ruller, Stacey & Jim Ruptash, Lillian & Larry Rutherford, Ken & Jennifer Ryan Deis Professional Corporation SAMA Sawka, Anne Schlamp, Jackie Schmid, Kayleigh Schmidt, Agnes
Tabas, Noel & Olivia
The Ed Stelmach Community Foundation Timmerman, Patricia Tobler, Kelly Treffry, Ellis & Donna Trophy Gallery UCG Universal Consulting Group Ltd. Ulan, Eli Van Ruskenveld Farms Ltd. Varga, Darren & Jewel Vermilion & Area Volunteer Crisis Line
Schwebius, Juanita
Vermilion & District Chamber of Commerce
Scott-Olsen, Randa & Miles Olsen
Vermilion Chrysler Ltd.
Scott, Jan
Vermilion Credit Union Ltd.
Scott, Shirley
Vermilion Jr. B. Tigers
Selinger, Lila
VetStrategy Alberta Inc.
Senaratne, Chris
Vokins, Doug & Diane Davies
Sharpe, Kerry & Elesha
Vos, Anne
Shaw, Don
Wainwright Landscapes
Shyry, Darcey
Wainwright-Stewart, Dr. Alice
Simard, Pierre
Wallace, Roy & Kristie
Singhal, Tarang
Walsh, Peter & Bonnie
Singler, Maebeth Valerie
Warkentin, Rebekah & Erwin
Skulski, Dr. Brian
Washington, Stephen
Smith, Lloyd & Wanda Gunn
Wasmuth, Kenneth
Snelgrove, Maurice
Werklund, Linda
Society of Petroleum Engineers Lloydminster
West, Terry
Sohi, Satinderdeep Sokalski, James & Hedi Solstice Canada Corp.
Robinson, William
St. Michael Community & District Agricultural Society
Rock'n "H" Livestock Supplies
Stalwick Livestock Ltd.
Wetsch, Kimberley & Michael Wildfire Classifieds Wolters, CM Yackimec, Orest & Patricia Yew, Robin Ziomek, Diane
2020-21 Annual Report | 91
Vermilion Campus 5707 College Drive Vermilion, Alberta T9X 1K5 Lloydminster Campus 2602 59 Avenue Lloydminster, Alberta T9V 3N7 1.800.661.6490 | lakelandcollege.ca 92 | Lakeland College