Lakeland College 2022 - 23 Annual Report

2022-23

ANNUAL REPORT

Mission, Vision, Values.

MISSION

To inspire lifelong learning and leadership through experience, excellence, and innovation.

VISION

Transforming the future through innovative learning.

VALUES

• Learner Success

• Integrity

• Respect

• Community

• Excellence

• Innovation

Askıyiwimamıhcıtotamowin

Here at Lakeland College, we acknowledge that the land we gather on is the traditional homeland, hunting, and ceremonial gathering places of the First Nations, Métis and Inuit. The Plains Cree, Woodland Cree, Saulteaux, Blackfoot, Métis, Dene, and Nakota Sioux people have practiced their culture and languages on Treaty 6 and Métis Region 2 territories for generations and were the original caretakers of this land. Many First Nation, Métis and Inuit peoples call this land home today and have done so for millennia. We would like to acknowledge the history we have created together on this land, and to be thankful for the opportunity to walk together side-by-side in friendship, learning from our past, and promoting positive relationships for the past, present and future.

Three members of our Indigenous Student Committee created this land acknowledgement for Lakeland College. Kiera Comeau, Samantha O’Reilly and Ryan Powder wrote the askīyiwimamīhcītotamowin. The English translation of this Cree concept is the act of acknowledging the earth (land).

Accountability Statement

Lakeland College’s Annual Report for the year ended March 31, 2023, 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

September 2023

2022-23 Lakeland College Board of Governors

Chair, Public Adam Waterman

Vice Chair, Public

Jo-Ann Hall

President and CEO

Dr. Alice Wainwright-Stewart

Non-Academic Staff

Greg Barr

Academic Staff Erin Bandola

Public

Brent Fischer

Dean Fahselt

Dianne Harder

Dr. Sean Lessard

Kelly Smith-Fraser

Students

Nathaniel Hak

Dominic Skibba

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 Alberta, the institution’s external auditor appointed under the Post-Secondary Learning Act, performs an annual independent audit of the consolidated financial statements which are prepared in accordance with Canadian public sector accounting standards.

[Original signed by James Smith] 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 2022-23 year.

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).

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 work-integrated 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 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 learning, and the opportunity students have to participate in workintegrated 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

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 community-based adult learning programs 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.

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 on-campus 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 post-diploma 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 degree-granting 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 80-head 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 helps 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

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 make 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, Cenovus, 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

President’s Message

At Lakeland College, we go beyond every day as we work together to bring Vision 2030 to life.

We go beyond the classroom, giving students incredible hands-on learning opportunities. More than 90 per cent of our programs offer work-integrated learning opportunities. These experiences prepare our graduates to secure rewarding careers and help drive the economy.

To provide these opportunities, we have focused on improving our facilities and expanding our land base. Thanks to Government of Alberta funding, we officially opened the modernized WHT Mead Building in September 2022. Since 2017, Lakeland has celebrated the openings of our Dairy Learning Centre, Animal Health Clinic, and Agriculture Technology Centre, among other capital projects. We also purchased eight contiguous quarters of land south of Vermilion. The land purchase and establishment of a bison herd were possible thanks to the visionary support of Armin and Rita Mueller of Canadian Rangeland Bison and Elk, whose $4 million gift of money and bison was announced in 2020. Sadly, Armin passed away in October 2022, but his legacy lives on at Lakeland.

We go beyond in our programming, working with program advisory committees and industry representatives to keep our courses current and introduce new programs that meet workforce demands. In 2022-23, we introduced four new programs and expanded enrolment in two programs thanks to government funding. We made other program name and curriculum changes to reflect the needs of students and industry.

We go beyond in campus life initiatives, providing a remarkable blend of personal and academic resources, extracurricular opportunities, and recreational services. A balanced, healthy lifestyle is essential to student success.

We go beyond in athletics, with a focus on the three Cs – classroom, competition and community. Competitively, the Rustlers women’s volleyball team won its second national title in 10 years. They and the mixed curling team both won Alberta Colleges Athletic Conference (ACAC) championships. Our men’s futsal and women’s hockey teams won ACAC bronze. Our rodeo student-athletes won three championships at the Canadian College Finals Rodeo. Academically, our student-athletes achieved a collective GPA just shy of 3.0. In the community, our Rustlers volunteered more than 5,000 hours as they coached youth camps, promoted the importance of positive mental health, helped charities and more. We go beyond as an employer, focusing on value-based decision-making and a commitment to diversity, inclusion and belongingness. With about 300 full-time and 175 part-time employees, Lakeland is a significant employer in the region. We have a voluntary staff turnover rate of 2.9 per cent. Lakeland was named one of Alberta’s Top 75 Employers for the seventh consecutive year.

We were able to go beyond the pandemic. Although we were among the few post-secondary institutions offering in-person classes, returning to pre-pandemic conditions was refreshing. Our Lakeland family continues to act responsibly with students and employees staying home when ill. We go beyond our campuses and immerse ourselves in the region and the province. We partner with school divisions, organizations, businesses, post-secondary institutions and communities to expand the reach of our credit and non-credit programming and applied research activities. Whether we’re offering health care aide training in Wainwright, providing dual credit courses to high school students, conducting research to advance agriculture practices, or working with Indigenous communities to introduce trades to youth, we’re helping drive economic growth and rural sustainability. According to an economic impact study completed by Hanover Research in 2021, Lakeland adds more than $130 million annually to the economy through our operations, student spending and alumni impact.

At Lakeland, we know a better world is possible. It’s what drives us to go beyond.

[Original signed by Dr. Alice Wainwright-Stewart]

President

and CEO Lakeland College

Operational Overview

Lakeland College provides truly immersive learning experiences that shape futures and prepare students for the real world.

The college's campuses – one in Vermilion and one in Lloydminster – are designed to guide students beyond the classroom, creating tangible environments where they can learn, lead and manage. Lakeland's focus on hands-on learning ensures students graduate with the skills, knowledge and competencies to join the workforce or continue their education.

Lakeland is a hub for innovation, supportive student services and academic excellence. With high-quality, industry-relevant, affordable and accessible post-secondary education opportunities, Lakeland is focused on how best to serve its students, the region and the province. Lakeland plays a crucial role in strengthening Alberta's economic foundation by providing career preparation, jobs, and programs that drive the province forward.

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.

Lakeland supports applied research to enhance the agriculture industry’s productivity, sustainability, profitability and competitiveness, support student learning outcomes, and enhance social, environmental and economic outcomes in Alberta and beyond. Areas of focus include key commercial crop and livestock species, as well as agriculture technology. Lakeland ranked 33rd overall on Canada’s Top 50 Research Colleges in the 2022 rankings compiled by Research InfoSource Inc.

100% OF STUDENTS PASSED ABSA'S 4TH CLASS 4A EXAM (2022-23)

339 INDIGENOUS STUDENT ENROLMENT (SELF-IDENTIFIED)

162 INTERNATIONAL STUDENT ENROLMENT

These unique student numbers include the spring and fall 2022 semesters and winter 2023 semester. Numbers are unofficial.

Fiscal year

To align with the Government of Alberta, Lakeland changed its fiscal year from July 1 to June 30, to April 1 to March 31. In this document, Lakeland reports on the transitional nine-month period of July 1, 2022 to March 31, 2023.

Program changes

As part of its Alberta 2030: Building Skills for Jobs strategy, the Government of Alberta has worked to streamline the program approval process so post-secondary institutions have more flexibility to respond to student and labour market needs. Thanks to this work, Lakeland was able to introduce several new programs in 2022-23:

• Barber certificate

• Pre-employment automotive service technician

• Agri sales and customer relations

• Marketing major in business administration

In addition, agribusiness was updated to include five specialties: production, marketing, agri-food and tourism, sustainability and finance.

The Alberta at Work initiative made it possible for Lakeland to expand seats in health care aide and animal health technology. Lakeland is collaborating with Olds College of Agriculture & Technology to deliver micro-credentials in three beneficial management practices for professional agrologists and certificated crop advisors. These online courses launched in March 2023.

Names of several programs were updated to better align with industry:

• Heavy oil operations technician became power engineering technician

• Heavy oil power engineering became process and power engineering

• Applied environmental sciences certificate became environmental sciences certificate

• Applied environmental sciences major became general environmental sciences major

• Conservation and restoration ecology major became land stewardship and conservation major

• Early learning and child care (certificate and diploma) became early childhood education

• Child and youth care became child and youth care counsellor

• Sustainable energy certificate became sustainable energy technician certificate

Enrolment

Lakeland’s unofficial enrolment for the spring and fall 2022 semesters, and the winter 2023 semester was 2,087 full-load equivalents (FLEs). These FLEs reflect an entire year, not nine months. FLEs increased from the previous year’s total of 1,970, however, as they don’t pertain to the same year-over-year semesters, three-year FLE comparisons aren’t included in this report.

Lakeland had 339 self-identified Indigenous students and 162 international students. International student numbers were negatively impacted by the COVID-19 pandemic and the resulting travel restrictions as well as student visas not being able to be processed. Although FLEs increased, Lakeland faces the risk of enrolment challenges due to the reduced population within traditional collegeage brackets. According to the Government of Canada 2021 Census Statistics, there are fewer people in the 15 to 19 and 20 to 24 age groups in Alberta than other age ranges. Alberta’s economic recovery and improved employment market may also hurt enrolment growth, as some people may decide to work rather than attend a post-secondary program. To help counter enrolment risks, an international strategy was created, and a new marketing and communications strategy is in development.

Economic overview

There are significant economic effects which have and will continue to impact Lakeland. These are a culmination of effects from the pandemic, global events, supply chain challenges, migration of people, and upward pressure on costs and wages. Most countries have seen unprecedented increases in interest rates.

Lakeland is highly exposed to increases in labour and the costs of goods and services. In a high interest rate environment, Lakeland has avoided high-rate borrowing, and is seeing some offsetting returns from higher savings rates. But the overall concern is the increase in costs. Lakeland has exhibited resilience through strategies focusing on sustainable operations. This includes absorbing cost increases within current budgets. The college has redirected contingencies for pandemic-related effects to labour and inflation impacts.

The provincial government allowed wage increases to be implemented per their direction. It also capped tuition increases at two per cent (from previous years of six and seven per cent) and zero per cent in grant increases. As such, Lakeland must rely on student growth to be sustainable. Contingencies will be used in the upcoming year, and a balanced budget has been approved for 2023-24.

Capital investment

Lakeland continues with efforts to revitalize and address infrastructure needs. This includes its facilities and the infrastructure needed for effective learning and administration, campus life and a fulfilling student experience. Over the next 10 to 12 years, Lakeland’s required investment is estimated to be greater than $150 million. To meet these needs, Lakeland continues to build a strategic investment fund. Including this year’s $9 million contribution, the fund’s balance is $29.1 million, with $16.5 million earmarked for specific initiatives.

More funding is needed to invest in capital projects as aging infrastructure poses a significant risk to achieve goals tied to effective learning and work environments. Therefore, Lakeland will need to generate future surpluses and receive funding support from the provincial and/or federal governments. Surpluses will become harder to achieve, so reliance on external funding will be critical.

The Government of Alberta continues to recognize this needed investment. The government has agreed to provide a $13.3 million grant in 2023 to aid in the major renovation of the Bentley Building at the Vermilion Campus, in addition to $4.54 million of capital maintenance and renewal funding for 2023-24. This has been in addition to $17.1 million received in 2020 for a significant renovation to the WHT Mead Building at the Vermilion campus (completed in 2022) and $2.1 million to fund the Lloydminster campus heating plant replacement and renovation. These types of investments will be needed on a continuous basis as Lakeland modernizes its infrastructure to best serve students.

Risk management

Lakeland's largest risk is its dependence on funding from the Government of Alberta (50 per cent of revenue) and ongoing regulation of tuition fees (23 per cent of revenue). Currently the Government of Alberta has restricted grant growth while allowing modest tuition increases to help offset rising costs and pressures faced by post-secondary institutions. The government has tied the operating grant to certain performance metrics including enrolment, work-integrated learning, graduate outcomes, and administrative expense ratios. If certain benchmarks are not achieved, the operating grant can be materially reduced.

Cybersecurity risks are becoming more inherent in any type of business activity, including the post-secondary sector. The number of incidents is increasing, and it is necessary to have effective processes and safeguards in place in the event of an incident. The effort, attention and resources required to effectively manage this protection are increasing. This has been identified with the Auditor General and will continue to be a focus for the college to address.

Other risks include those associated with inflation and rising labour costs, and socio-economic risks associated with labour markets and trends. Impacts from these risks include rising costs and the ability to hire needed employees, which can affect the direction of programming.

Goals and Performance Measures

1,185

PRACTICUMS COMPLETED OR UNDERWAY JULY 1, 2022 – MARCH 31, 2023

94% OF GRADUATES ARE EMPLOYED OR CONTINUING THEIR STUDIES

2.9% EMPLOYEE VOLUNTARY TURNOVER RATE

98% OF GRADUATES AGREE THAT THEIR EDUCATION PROVIDED THEM WITH JOB-SPECIFIC KNOWLEDGE

3,700 COLLEGE-OWNED ACRES

7 SMART AGRICULTURE RESEARCH PROJECTS

90%+ PROGRAMS WITH WORKINTEGRATED LEARNING OPPORTUNITIES

29% INCREASE IN LAKELAND SAFE APP DOWNLOADS

Survey conducted in 2022. Respondents from the Classes of 2019, 2020 and 2021.

Lakeland’s Vision 2030 embodies a comprehensive approach that ensures alignment with the Government of Alberta’s priorities and Lakeland’s aspirations. Vision 2030 is built upon four overarching outcomes:

Learner Success

Relevant Programming and Research

Connectivity

Sustainability

As a comprehensive community college, the outcomes Lakeland is focused on will help drive forward the Alberta 2030: Building Skills for Jobs strategy. The strategy sets out six goals:

1. Improve Access and Student Experience

2. Develop Skills for Jobs

3. Support Innovation and Commercialization

4. Strengthen Internationalization

5. Improve Sustainability and Affordability

6. Strengthen System Governance

Within the framework of Vision 2030, we have established milestones to be reached by 2025. In this section, we report on the progress made in 202223 in advancing towards these 2025 milestones.

Outcome: Learner Success

Vision 2030: Lakeland College provides students with an environment that promotes academic success. By creating a culture of belongingness, our students have the opportunity to embrace diversity, be supported, engage in leadership experiences and recognize the importance of lifelong learning.

Focus Priority initiatives (Vision 2030)

Campus Culture Lakeland fosters lifelong learning and leadership.

Expected outcomes (2025 milestones)

Strategic alumni investment program.

2022-23 performance measures

Graduate employment rate exceeds 95 per cent.

2022-23 update

In a Hanover Research survey conducted in 2022, 91 per cent of respondents from the Classes of 2019, 2020 and 2021 were employed and three per cent were continuing their studies.

Student mentorship program on both campuses.

Identify a baseline for retention and completion rates.

Retention was assessed by semester. For the fall semester, Lakeland retained 97.4 per cent of the students included in the semester enrolment report. For the winter semester, the percentage was 98.7 per cent. These figures exclude apprenticeship students. More work will be done next year on retention and completion rates as Lakeland works on a Strategic Enrolment Plan.

Supports for Learners

Every learner has access to a full range of supports and the college is a partner in academic success.

Student Experience Lakeland has a culture of belongingness, engagement, and innovation.

Review the student supports model.

Identify a baseline for number of student supports available.

Thirteen functional student support services were identified, including academic advising, financial aid, Indigenous support services and accessibility services.

Proactive healthy lifestyle programming.

Identify a baseline for number of wellness student supports available.

Five functional wellness support services were identified: counselling, health services, wellness, recreation and athletics.

Expand the student-led experience to Lakeland operations.

Work-integrated learning will be incorporated into 80 per cent of programs by 2022-2023.

Identify a baseline for the total number of students enrolled.

Identify a baseline for program retention rates.

More than 90 per cent of programs include work-integrated learning opportunities. A working group is currently developing a work-integrated learning framework.

The baseline is 3,500 credit students enrolled including apprentices.

More work will be done on retention rates in the next academic year.

Outcome: Learner Success (continued)

Vision 2030: Lakeland College provides students with an environment that promotes academic success. By creating a culture of belongingness, our students have the opportunity to embrace diversity, be supported, engage in leadership experiences and recognize the importance of lifelong learning.

milestones) 2022-23 performance measures

2022-23 update

Embracing Diversity Lakeland is a leader in providing a safe and welcoming learning environment for every student.

Align policies and procedures with equity, diversity and inclusion best practices. Students engaged in crisis management efforts for a safe campus.

Conduct gap analysis of Lakeland's equity, diversity, and inclusion practices and programs. Keep student usage of the Lakeland Safe App at 30 per cent or higher. Have students participate in all emergency response drills.

Academic schools, departments and students were consulted. Results were compiled and presented to the Board of Governors. Work on developing a Belongingness Ecosystem will continue in 2023-24.

The year-over-year download rate for Lakeland Safe app increased by 29 per cent.

Emergency drills for fire were conducted twice on both campuses. Information about additional emergencies is shared through Lakeland Safe app, visual displays and bulletins.

Students are expected to participate in training sessions for active shooter/armed intruder through the onboarding process.

Relevant Programming & Research

Vision 2030: Lakeland College transforms learners into leaders through student-managed enterprises, events and experiences. Innovative and quality programs, which are aligned with labour market needs, offer flexible access to student-centred pathways. With faculty mentors, students work alongside industry partners to conduct research aligned with industry needs. Research efforts support our programming, and the results are of interest to people and industry throughout Canada.

Focus Priority initiatives (Vision 2030)

Program Quality Every student learns experientially through student-led initiatives.

Expected outcomes (2025 milestones)

Program curriculum is refreshed, and equipment is modernized.

2022-23 performance measures

Completion of annual program reviews and selected program evaluations.

2022-23 update

All annual program reviews were completed.

Comprehensive program evaluations were completed for the following programs: health care aide, petroleum management, carpenter, environmental sciences, and sustainable energy technology.

Labour Market Alignment Graduates have employable skills and programs are launching pads into successful careers.

Expand student-managed learning in all programs.

Work-integrated learning is incorporated into 80 per cent of programs by 2022-23.

More than 90 per cent of programs include work-integrated learning opportunities.

Lakeland programs align with industry needs.

Work-integrated learning is incorporated into 80 per cent of programs by 2022-23.

More than 90 per cent of programs include work-integrated learning opportunities.

Lakeland fills a regional corporate training niche.

Identify a baseline for the number of industry training offerings.

Emergency Training Centre had 22 industry contracts and served 486 students. Driver training provided mandatory entry-level training (MELT) Class 1 training for five companies, training 12 students. Lakeland also manages Alberta’s commercial pesticide application and dispenser certification programs.

Number of learners receiving Prior Learning Assessment and Recognition (PLAR) in retraining and upskilling programs.

During the 2022-23 period, Lakeland processed three PLAR applications.

Relevant Programming & Research (continued)

Vision 2030: Lakeland College transforms learners into leaders through student-managed enterprises, events and experiences. Innovative and quality programs, which are aligned with labour market needs, offer flexible access to student-centred pathways. With faculty mentors, students work alongside industry partners to conduct research aligned with industry needs. Research efforts support our programming, and the results are of interest to people and industry throughout Canada.

Focus Priority initiatives (Vision 2030)

Flexible and StudentCentred

Expected outcomes (2025 milestones)

2022-23 performance measures

2022-23 update

Students learn when, where and how they prefer and have access to learning pathways.

Growing flexible options for students.

Identify a baseline for the number of transfer agreements.

Maintain number of career and technology studies (CTS) offerings.

The baseline is 200 transfer agreements.

Lakeland increased offerings with the addition of hairstyling. Mechanics, welding, electrical, interior design technology and carpentry were once again offered.

Maintain number of transition/foundational learning programs.

Maintain number of dual credit offerings.

Identify a baseline for micro-credential offerings.

This was achieved. Five full-time day programs and six Adult 12 evening courses were offered.

This was achieved. Eight dual credit courses were again offered to Alberta high school students.

Three micro-credential programs were offered during the year. A baseline will be set in 2023-24 based on the threeyear average of Lakeland’s offerings.

Innovative Research Lakeland is nationally recognized as a leader in agricultural research and innovation.

Explore new research streams within the commercial agriculture focus.

Sustain or exceed the recent three-year average in research funding.

Research or evaluate at least one new technology or process per year.

Identify a baseline for the number of sponsored smart agriculture research projects per year.

This was achieved. See the research section for more information.

Lakeland was involved in seven smart agriculture research projects during the year. However, it may take a few years to determine an average number of projects that can reliably be used as a baseline.

Connectivity

Vision 2030: Lakeland College connects with external partners to develop mutually beneficial relationships that enhance student success, fund priority projects and create college advocates. Together, we also collaborate to maximize system efficiencies.

Focus Priority initiatives (Vision 2030)

Industry Partnerships Industry partners are fully engaged as advocates for students and programs.

Expected outcomes (2025 milestones)

Industry partnerships that support programming.

2022-23 performance measures

Baseline for industry partnerships that support programming.

2022-23 update

All programs have advisory committees of 12-15 people who are representatives of the industry in each specific area. Many of these members also volunteer their time to mentor students. Applied research has partnerships that include student mentorship, practicums and funding for attendance at conferences.

All academic schools have guest presenters who are industry experts sharing their expertise. For example, the School of Agricultural Sciences had close to 50 guest presenters. There were 1,185 practicums completed or underway between July 1, 2022, and March 31, 2023.

Fundraising

A reliable stream of funds is available to support ongoing capital priorities and to support learners through scholarships and awards.

Alumni Alumni are fully engaged as advocates for students, programs and supports of Lakeland.

Sustainable resources and supported student success through fundraising and external partnerships.

Identify a baseline for the number of fundraising partnerships.

The baseline is 530 relationships. Relationships are crucial for fundraising success. By focusing on relationship management, Lakeland will be wellpositioned to achieve fundraising goals and make a positive impact with the support of our community.

Collaboration Lakeland is a leader in maximizing system efficiencies and ensuring student success by coordinating with community and postsecondary partners.

Alumni engagement to support student mentorship, student outreach and school outreach with alumni partners in industry.

Identify a baseline for the number of engaged alumni.

The baseline is 4,000 engaged alumni. Successful alumni engagement requires a commitment to building lasting relationships. An alumnus that is considered “engaged” has attended an event, participated in social media outreach, mentored students and/or helped Lakeland in another capacity.

Lakeland is identified as an applied research hub for regional industry.

Identify a baseline for the number of formal research partnerships and opportunities for knowledge translation and transfer.

Conduct client survey to assess satisfaction and impact of research on business innovation.

This number is being finalized based on the three-year average of partnerships and knowledge translation and transfer opportunities.

A satisfaction survey was sent to 41 research clients/partners and garnered a 37 per cent response rate.

GOALS AND PERFORMANCE MEASURES

Sustainability

Vision 2030: Lakeland College has a culture that supports responsible financial management practices, staff empowerment, efficient growth and sustainable planning. Focused on resourcing its future, Lakeland uses its resources effectively to support the achievement of its mandate and rural sustainability.

Focus Priority initiatives (Vision 2030)

Financial Sustainability Lakeland’s fiscal position is strong and resources are available for strategic investment.

Empower Staff to Excel Lakeland has a culture of living our values and empowering our staff to achieve our mission and vision.

Expected outcomes (2025 milestones)

Budget framework continues to align with college needs.

2022-23 performance measures

Adherence to board approved plans.

2022-23 update

Lakeland changed its fiscal year end from June 30 to March 31. This aligns well with Government of Alberta reporting requirements.

Values are integrated into all decisions. Conduct engagement and wellness surveys biannually and utilize results to implement improvements to employee life at Lakeland. Set up employee systems that promote fairness, inclusion, equity and allow our Lakeland employees to feel that they belong.

The Guarding Minds Employee Survey is scheduled for 2023-24. The survey measures 13 psychosocial factors that have been shown to influence psychological health and safety in the workplace, including workload, engagement, and recognition.

A cross-functional team began work on a belongingness ecosystem. The online course 4 Seasons of Reconciliation was available to all employees in 202223 with 192 employees completing the course. The 10 modules promote a renewed relationship between Indigenous Peoples and Canadians through transformative learning about Truth and Reconciliation.

Risk Management Lakeland is responsive to internal and external threats.

Business continuity and risk frameworks are implemented to ensure the stability, safety, and services for staff and students at the college.

Implement employee development practices to improve internal succession planning and maintain less than 5 per cent voluntary turnover.

Planning For Success and Managing

With A Growth Mindset employee development programs ran throughout the year. New this year, ten learning labs for deans, directors, and the senior leadership team were offered to improve systems, planning, coaching and communication.

The voluntary turnover rate was 2.9 per cent.

Adhere to and update the Enterprise Risk Management (ERM) Report annually.

The updated ERM Report was reviewed and approved at the February meeting of the Board of Governors.

Sustainability (continued)

Vision 2030: Lakeland College has a culture that supports responsible financial management practices, staff empowerment, efficient growth and sustainable planning. Focused on resourcing its future, Lakeland uses its resources effectively to support the achievement of its mandate and rural sustainability.

Sustainable Campus Students are learning in world-class environments and have access to modern equipment and technology.

Completion of a campus revitalization strategy. Improve preventative maintenance cycle.

Digital strategies that support academic and administrative efforts at Lakeland.

Adhere to and update the long-term Strategic Capital Plan annually.

Completed.

Completion of Sustainability Framework that integrates the United Nations 17 Sustainability Development Goals into our framework.

Adhere to and update the Capital Maintenance and Renewal Plan annually.

Completion of Information Technology Roadmap to 2030:

• Develop a classroom technology plan

• Develop a cyber security plan

Develop a non-teaching departments digital plan.

Completed.

The roadmap is in place and includes a classroom technology plan. Cybersecurity plan is in place but is being added to and enhanced.

Develop baseline measurements to support framework.

This initiative is in the works as part of a records management project. IT will provide the support framework for the deployment of this digital plan throughout the non-academic departments.

This initiative is ongoing. A complete greenhouse gas inventory is underway along with fulsome approach that integrates the Sustainability Tracking, Assessment & Rating System (STARS) model with the UN17 model for Lakeland.

Applied Research

$2,081,115 SECURED IN SPONSORED RESEARCH REVENUE

1,355 HOURS OF FACULTY ENGAGEMENT IN RESEARCH

355 PRODUCTS, PROCESSES AND SERVICES DEVELOPED OR ENHANCED

15 FACULTY INVOLVED IN RESEARCH

58 ACTIVE PROJECTS

51 NON-FACULTY STAFF SUPPORTED RESEARCH

128 STUDENTS PARTICIPATED IN RESEARCH PROJECTS

Statistics cover the period from April 1, 2022, to March 31, 2023.

Research initiatives at Lakeland support the provincial and regional economy by advancing agriculture practices and technologies, transferring knowledge to agri-businesses and producers, and by providing Lakeland students with learning opportunities that build important skills. These initiatives align with Alberta’s Technology and Innovation Strategy.

With ongoing support from Alberta Agriculture and Irrigation, the National Sciences and Engineering Research Council (NSERC), Results Driven Agriculture Research, Alberta Innovates, and industry partners and funders, Lakeland’s applied research team remains effective, innovative, and relevant.

Between April 2022 and March 2023 there were 58 active research projects underway at Lakeland. Following are a few of the research projects:

• Maximizing feed barley yield while minimizing lodging

• Investigating the agronomics of lupin production, a new high protein pulse crop for Alberta

• Reducing beef production costs through swath grazing complex forage mixtures during winter in Alberta

• Health impacts of feeding garlic products to growing cattle

• Development of a neonatal mineral and vitamin supplement to improve health in livestock

• Precision ranching: remote assessment of bull activity under range conditions to improve pregnancy rate

• Smart handheld device for automatic blood analysis: Innovative prediction of sheep pregnancy and litter size

• Automating replacement heifer selection

Students immersed in ag tech research

One of the goals outlined in the Technology and Innovation Strategy is increasing the depth of Alberta’s technology and innovation talent pool. In Lakeland’s bachelor of agriculture technology program – the first program of its kind in Canada – students are engaged in experiences that bring together agriculture technology with ag production and business management. The program includes a practicum placement.

Student Courtney Wallace completed her practicum at OneCup AI where she and fellow team members investigated the use of artificial intelligence in individually identifying dairy heifers and calves. She travelled to Portugal in September 2022 to attend the European Federation of Animal Science conference where she presented findings of the research project.

Walker Balan and Wylee Squair completed their practicums working with researcher and instructor Dr. Yuri Montanholi at Lakeland’s Vermilion campus. They were involved in projects on optimizing non-contact sensing for bison feedlot farming, funded by Alberta Innovates and NSERC. The research focused on finding hands-off ways to monitor and work with bison, using technologies such as drones, infrared cameras and a remote walk-over weigh scale. The students attended the International Bison Convention in Saskatoon in July 2022 and shared information with attendees. They participated in a poster contest about their projects, competing against master’s and PhD students. Squair won first place for his poster on the drone-monitoring project. Balan placed third with his poster on the self-serving unit for monitoring bison performance.

Field days return

Lakeland hosted three field days, providing a chance for the public to learn more about agricultural research at Lakeland, and see the projects in person. It was the first time Lakeland’s research team hosted in-person field days since 2019.

Crop trials were showcased on Agronomy Day on July 12, 2022, with researchers discussing their projects aimed at testing and exhibiting new crop varieties, including faba bean, soybean, lentil and more, as well as addressing issues currently impacting producers.

Guests toured research facilities on campus, learning about precision ranching, neo-natal supplementation trials, bison handling projects and more during Livestock Field Day on Aug. 25, 2022. A Research for the Ranch Winter Field Day was held Jan. 9, 2023. In addition to the field days, the applied research team participated in 88 outreach activities including conferences, field days, crop walks, and workshops. Team members also produced 29 technical reports, poster and oral presentations, and magazine and conference articles.

Smart Farm Network

Lakeland continues to progress the mandate of its partnership under the Canadian Agri-Food Automation and Innovation Network (CAAIN), specifically through the Pan Canadian Smart Farm project. The Smart Farm Network allows Lakeland to incorporate and beta test the technology on the college farm while contributing to a network of “smart” farms that can collect and share data at a national level. Smart agriculture is one of the four priority research areas identified by Alberta’s Research Commercialization Working Group.

CAAIN has funded other technology research projects at Lakeland, and Lakeland is currently working on a “precision ranching” project evaluating various technologies to improve livestock production in Alberta and Western Canada.

Top 50 Research Colleges

In January, Research InfoSource Inc. released its 2022 list of Canada’s Top 50 Research Colleges. Lakeland ranked 33rd overall. With $3.05 million in total sponsored research, Lakeland was second in the annual survey for college research income growth. Research income grew by 251.8 per cent. Lakeland ranked 19th in research intensity funding per researcher.

To compile the rankings, Research InfoSource Inc. surveyed post-secondary institutions throughout Canada, analyzing research income, funding and partnerships, and the number of faculty and students involved in research in 2020-21.

The survey is proof of the progress Lakeland’s applied research department has made in recent years in growing the research team and increasing capacity for projects.

Regional Stewardship, Foundational Learning, Underrepresented Learners

As highlighted in our mandate, Lakeland’s inclusive academic environment ensures a commitment to underrepresented learners.

Achieving a 3.5 GPA and making the dean’s list was exciting. I will forever be proud of seeing my name on that list, as I am a 42-year-old student who was also a former high school dropout.”

Jon Albert

Heavy oil operations technician – Class of 2022 (dean’s list)

Process and power engineering – Class of 2023

Jon was also a member of Lakeland’s Indigenous Student Council. He worked with Lakeland’s learning success strategist to discover new study techniques.

74.2%

PERCENTAGE OF FOUNDATIONAL LEARNING STUDENTS WHO COMPLETED THEIR PROGRAM OR COURSE.

202 STUDENTS WITH A DOCUMENTED DISABILITY

Underrepresented

192 EMPLOYEES COMPLETED 4 SEASON OF RECONCILIATION COURSE

5 STUDENTS SUPPORTED THROUGH LAKELAND AND INCLUSION ALBERTA’S PARTNERSHIP Diversity Award Finalist

2022 BUSINESS EXCELLENCE AWARDS LLOYDMINSTER CHAMBER OF COMMERCE

Indigenous services

Lakeland is located on traditional Treaty 6 territory and Region 2 of the Métis Nation of Alberta and is an active partner of Heart of Treaty 6 Reconciliation.

Lakeland supports Indigenous students in four distinct areas: culture, wellness, academic and financial.

The Indigenous Support Services (ISS) team offers various resources to help students and works closely with the Indigenous Student Committee on various initiatives. Many events and activities were held to support the Truth and Reconciliation Commission’s 94 calls to action, recognize the history and ongoing legacy of residential schools, and provide learning opportunities for non-Indigenous students and employees. Initiatives included blanket exercises, Orange Shirt Day, medicine walks, vigils, Elder-in-residence, soup and bannock lunches, tipi raisings, education panels and Education is Our New Buffalo event. The college closed Sept. 30 to observe the National Day for Truth and Reconciliation.

In November 2022, Rikki Ducharme, manager of ISS, received an ASTech Award from Technology Alberta. She won the Lloydminster region’s community champion award in Indigenous student services and Indigenous-led initiatives. Also in November, Tribal Chiefs Employment and Training Services Association and IndigiConnect recognized Lakeland during their Partner Recognition and Gala. Lakeland partnered with the First Nations University of Canada and Reconciliation Education to share a new opportunity with the campus community. The online course 4 Seasons of Reconciliation was available to all employees in 2022-23. Between July 1, 2022 and March 31, 2023, 192 employees completed the course.

In March, Cenovus Energy announced a $650,000 donation to support Indigenous student success programs at Lakeland.

Foundational learning

Between July 1 and March 31, foundational learning offered five full-time day programs: employment skills enhancement, administrative support 1, administrative support 2, pre-administrative professional and career exploration and preparation. Evening Adult 12 courses were ELA A30 and B30, Math 20 and 30, Bio 30 and Chem 30.

Work continued to strengthen pathways for foundational learners and help them successfully transition through different programs and course levels. Lakeland conducts a thorough interview, intake, and assessment process to place students in the correct program or course to increase their likelihood of success. In addition, individualized attention, in-person classes, and access to counselling and wellness supports contribute to student success. The goal is to increase student completion rates so they can join the workforce and/or move to higher level skill-specific training or post-secondary programming. This year, 74.2 per cent of students completed their program or course.

Outside the classroom, many foundational learning students were active in campus life, running student-led social media accounts, serving as ambassadors and peer tutors, and more. For example, Kurtis Pahtayken put his artistic skills to work at the Lloydminster campus. He painted a mural in the Indigenous Student Lounge, and a Rustler fan face for Lakeland’s design in the Faces of Lloydminster project.

Lakeland also offered introduction to welding and introduction to automotive courses for Onion Lake Cree Nation. There was a total of 20 students in the three-week courses at Lakeland’s County Energy Park. Following the courses, 13 students applied to Lakeland’s pre-employment programs.

Dual credit

Between July 1, 2022, and March 31, 2023, 93 high school students were enrolled in eight dual credit courses: American Sign Language, observation and play, introduction to esthetics, business law, marketing principles, basic psychological processes, introductory sociology and occupational skills and apprenticeship training.

Accessibility services

There were 202 students with a documented disability registered with accessibility services, a decrease of 13 students from the previous year.

To assist these students, 2,157 hours of accommodated exams were facilitated. There were 435 accommodated exams that required readers/reading software, while 55 exams required scribes/scribe software. Eleven students had complex needs requiring additional coordination and intensive support.

Twenty-three peer tutors provided tutoring services to 57 students. In the winter semester, Lakeland successfully piloted Nimbus Learning, a mobile learning platform. The college will continue to utilize this tool in the next academic year to provide more student support.

There were many success stories throughout the academic year. Among them was a student who experienced frequent and regular crisis and academic jeopardy. The student was highly supported by accessibility services with multiple daily meetings to help the person stay focused, manage time and remain motivated. Exam accommodation and tutoring supports were provided. In addition, they received support from the wellness team, with periodic help from counsellors. The student successfully completed their course work and received a diploma.

Financial support

Lakeland’s financial aid and awards team helps students find the funding they need. Thanks to the generosity of many, more than $1.4 million in awards, scholarships and bursaries were distributed to 1,146 recipients. There were 306 applications for bursaries with 165 bursaries totaling $166,600 awarded to students.

Collaborations increase programming and student access

Thanks to Government of Alberta funding, and support from the Town of Wainwright and Alberta Health Services, Lakeland’s health care aide program expanded to Wainwright. Fourteen students enrolled in the program. The Town of Wainwright and Alberta Health Services helped with preparatory work for program approval, including curriculum review and a site visit.

As a lead collaborator, the United Farmers of Alberta (UFA) Cooperative Limited was instrumental in the development of the agri sales and customer relations certificate program. The program’s first intake was in January 2023. A flagship initiative of Alberta 2030: Building Skills for Jobs Strategy, the program’s apprenticeship approach offers training on the job, guided by a workplace mentor, that advances Alberta’s economic recovery by enabling workers to stay on the job while the specific knowledge and skills they develop are recognized with post-secondary certification.

Lakeland collaborates with school divisions to provide career and technology studies and dual credit courses to high school students. In February, Lakeland and Buffalo Trail Public Schools (BTPS) celebrated the start of automotive service technician and psychology 104 courses, made possible in part to grant funding BTPS received from the Government of Alberta.

Lakeland representatives attended two provincial regional stewardship meetings and the Lloydminster Learning Council annual general meeting.

College representatives are active members in numerous community organizations such as Alberta HUB, local chambers of commerce, and Heart of Treaty 6 Reconciliation. The land acknowledgement written by Lakeland's students has been met with such positive reception that other regional organizations have adopted it as well.

Capital Plan

In 2022-23, Lakeland officially opened the WHT Mead Building at the Vermilion campus. It is home to more than 600 agricultural sciences students and hundreds of environmental sciences and human services students. Thank you to the Government of Alberta for investing in the modernization and expansion of this facility. Detailed planning began for the renovation and updating of the Newcombe Bentley Building at the Vermilion campus. This project is instrumental in accelerating Lakeland’s plan to improve infrastructure in support of our world-class program delivery. Officially opened in 1969, the Bentley Building is the main home for the award-winning Human Services and Interior Design Technology programs. The building also provides classroom space for many other programs. On-site daycare services provide childcare for staff, students,

and the community, while also providing work-integrated learning experiences for students. The ability to modernize the space to support current and future program and enrolment growth at the Vermilion campus is critical for future success.

Planning is underway for other academic spaces, including the Student-Managed Farm – Powered by New Holland. This more than 30-year-old lab is an excellent example of how Lakeland ensures work-integrated learning is incorporated for students at every opportunity. Creation of a long-range plan focused on meeting student growth and academic outcomes continues to be of utmost importance for Lakeland.

Lakeland’s capital maintenance, innovation and investment are supported by investments from the provincial and federal government, donors, industry partners, as well as internal financial resources.

At Lakeland College, we know that interactive learning environments lead to deeper connections and more confident leaders. Investing in facilities is essential for Lakeland to continue to be a leader in award-winning, work-integrated educational opportunities. It’s in these places and spaces where students gain the skills and knowledge needed to join the workforce and help address Alberta’s labour market needs.

CAPITAL PLAN

Type of project and funding sources

Detailed Review

Project timelines and status

Vermilion Campus

3

• Bentley Building

Vermilion Campus Revitalization –Phases 4 & 5

• Student Commons

• Alumni Hall

• Academic Link (second floor)

Student-Managed Farm – Powered by New Holland Revitalization

2023June 2026

Redevelopment Project

January 2020June 2023

2020

Prime consultant secured to complete schematic design and project schedule. Environmental assessment has provided detailed report to inform asbestos remediation.

Vermilion Campus Revitalization –Phase 2

• WHT Mead Building

Lloydminster Campus - Boiler Replacement

2021May 2024

2020 – August 2022

2022 –August 2023

2020 August 2022 Completed

Detailed planning for beef yard complete. Groundwork completed for new post-harvest bin centre. Additional work completed to develop a master plan and identify longerrange capital needs for the Student-Managed Farm – Powered by New Holland.

Extensive work on the Residence Redevelopment Project continues at each campus.

• Lloydminster paving upgrade – completed

• Lloydminster townhouse siding and step replacement – underway

• Vermilion paving upgrade – underway

• Lloydminster bathrooms upgrade –underway

The WHT Mead Building renovation and expansion was completed end of August 2022. The official opening was held on Sept. 28, 2022. Deficiency work was underway for remainder of year.

Boiler replacements underway. Lines flushed and victaulics replacement underway.

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 March 31, 2023. The FSD&A and audited financial statements are reviewed and approved by Lakeland’s Board of Governors on the recommendation of the Audit, Risk and Sustainability Committee. Lakeland’s financial statements have been prepared in accordance with Canadian Public Sector Accounting Standards (“PSAS”).

Detailed financial results

Lakeland submitted and received ministerial approval in October 2022 to change its fiscal year from April 1 to March 31 (previously July 1 to June 30). The detailed financial results included in the consolidated financial statements reflect the first complete fiscal period consisting of the nine months ending March 31, 2023, as compared to the 12-month period ending June 30, 2022. As a result, the two periods are not entirely comparable.

Statement of operations

(thousands of dollars)

In 2022-23, Lakeland generated an annual surplus of $9.75 million. Significant factors contributing to this surplus included the revenue recognition of a significant donation ($2.97 million) to Lakeland, slightly higher grant revenues and higher investment income, offset by lower than budgeted tuition fees.

On the expense side, labour was lower due to anticipated salary increases not taking place until April 1, 2023. Non-salary expenditures were lower throughout most cost categories. In addition, amortization expense was lower than planned as a result of delayed and deferred capital initiatives.

Most of the revenues and expenses were in line with the previous year. The 2022-23 year saw Lakeland return to operations similar to pre-pandemic days. Fall semester enrolment was lower than budgeted numbers, followed by slightly higher than budgeted enrolment in the winter semester. Staffing levels and operations were similar to the previous year, with variances caused by normal vacancies and turnover. There was continued prudence on non-salary expenditures with most objects of expenditure coming in lower than budget.

A more detailed analysis of variances follows.

2022-23 revenue by source

(thousands of dollars)

Government of Alberta grants

Actual revenues of $59.4 million were $2.97 million higher than budget. The primary reasons for this were:

• Lakeland received unbudgeted conditional grants from the Government of Alberta of $536,000 and slightly higher general operating and other grants of $275,000. This was offset by the lower realization of infrastructure and maintenance grants.

• Efforts to realize research funded activities continue to be successful. As a result federal research grant income was $437,000 higher than budget.

• The $2.3 million negative variance for tuition is attributable to two factors:

1. The revised nine-month budget included April tuition revenue paid for prior to March 31. The impact of this is estimated to be $1.4 million.

2. Tuition revenue was lower than budget ($850,000) due to lower enrolments in some academic schools, offset by higher enrolments in trades and technology and foundational learning. Performing arts programs were budgeted but did not take place.

• The $457,000 positive variance in sales of services and products was primarily due to:

1. The revised nine-month budget did not include income that was originally budgeted in April, May and June but should have been included in the nine-month period from July to March. The impact understated the nine-month budget by approximately $500,000.

2. Residence revenues including associated fees were above budgeted revenues as a result of slightly higher than budgeted occupancy.

• Donations and other grants were $2.96 million higher than budget mainly due to the realized revenue of a generous donation used towards the purchase of land south of Vermilion currently used for Lakeland’s bison herd.

• Investment income was higher than budget due to higher interest rates on its cash operating account, investment in short-term vehicles, and higher interest earnings on bonds and dividend income on equities.

2022-23 expense by function

(thousands of dollars)*

Instruction & training: $17,358

Facilities operation & maintenance: $9,111

Student services: $5,948

Academic support: $4,319

Institutional support: $4,162

Ancillary services: $3,187

Computing & communication: $2,832

Sponsored research: $2,216

Special purpose: $597

* Per cent of total expense inside wheel

2022-23 expense by object

(thousands of dollars)*

Salaries & benefits: $29,202

Material, supplies & services: $9,740

Amortization: $5,163

Maintenance & repairs: $1,959

Utilities: $1,849

Scholarships: $1,116

Cost of goods sold: $701

* Per cent of total expense inside wheel

Lakeland’s expenses totaled $49.7 million for the nine-month period for 2022-23, which was $4.4 million lower than budget. All objects of expenditure were lower with the largest dollar amount variance occurring with salaries and benefits. 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 spends its money on. The largest functional expense category is instruction and training.

Salaries and benefits

At 59 per cent of total, salaries and benefits is the largest expense for Lakeland. This is the same percentage as 2022. The $2.1 million variance consists of salaries at $1.3 million (5 per cent) lower and benefits $800,000 (15 per cent) lower. The variances can be attributed to the following:

1. Labour negotiations and settlements were budgeted for in 2022-23 but did not come into effect until 2023-24.

2. Lakeland budgeted for vacant positions that were not filled throughout 2023 and normal vacancies occurring with employee movement.

3. Benefits were lower due to the budgeted vacancies and higher budgeted assumptions than actuals for benefits.

Materials, supplies and services

At 20 per cent this is the second largest expense for Lakeland. These expenses were $1.1 million (10 per cent) lower with all categories coming in lower than budget. These include: farm related expenses (-18 per cent), supplies and services (-8.2 per cent), travel (-8.1 per cent), insurance (-13 per cent), consulting fees (-8 per cent), interest expense (-26 per cent), professional development (-10 per cent) and rentals (-15 per cent). A modest portion of some of these variances can be related to timing, for example farm related expenses; however the bulk of these expenses can be attributed to continued fiscal prudence throughout Lakeland.

Amortization

Amortization came in $562,000 lower than budget. Projects and ongoing capital needs that were budgeted to be completed or received were either not completed or received or completed later than the original completion estimate. This was slightly offset by the unbudgeted amortization expense from the College Asset Retirement Obligation ($10,000).

Maintenance and repairs

This was $221,000 lower than budget, mainly due to lower spending on infrastructure and renewal project spending.

Utilities

This was $307,000 lower than budget, with lower usage for gas ($104,000), power ($139,000) and utilities (water and sewer) ($62,000).

Other

There were modest decreases in scholarships ($93,000) and cost of goods sold ($10,000).

Financial position

As a result of the annual surplus of $9.75 million, the accumulated surplus increased from $83 million to $93 million. Accumulated re-measurement gains increased by $473,000 due to a modest market value recovery in investments. As per Canadian public sector accounting standards, market value gains or losses cannot be recognized in the statement of operations until they are realized via sale of the related investment or when permanent impairment occurs.

After consideration of all the changes to accumulated net assets from operations (aka ‘available surplus’), as detailed in note 15 to the financial statements, with consideration of the impacts of college activity for the fiscal year, the available surplus increased from $2.5 million in 2022 to $14.6 million. Note that most funds spent on residence renovations are now recognized as being funded by government provided loans (see note 9) and corresponding adjustments were made. This added $5.4 million to the available surplus.

After the $9 million appropriation to internally restricted net assets (strategic investment fund) the available surplus stands at $5.6 million.

The market value of investments held by CIBC at year end was $33.5 million. The market value increase related to the CIBC investments was $1.9 million and can mainly be attributed to the recovery of equity assets over the last nine months.

Lakeland’s scholarship and endowment fund is managed by TD Wealth. The market value of this fund at year end was $13.1 million. The market value increase in the nine months ending March 31, 2023, was $800,000. The increase can mainly be attributed to the recovery in US and international equities.

The accumulated remeasurement gains were $474,000 at year end. These gains will not affect income unless an analysis determines whether such gains or losses are permanent in nature.

Lakeland has generated modest surpluses over the last few years, and as a result, its financial position continues to appear to be relatively healthy. Of the $93.5 million in net assets (see note 15), however, $58.7 million is not available for spending as $9.9 million relates to permanently restricted endowments and $49 million to investments in capital assets. Furthermore, approximately $10 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.).

A more important indicator of solvency is Lakeland’s net financial assets excluding portfolio investments restricted for endowments. This was $29.1 million as at March 31, 2023. This is available to fund high priority strategic initiatives needed to address Lakeland’s aging infrastructure, revitalize its Vermilion campus, and to modernize labs and classrooms.

Although the Government of Alberta has not provided any increase to Lakeland’s operating grant, it continues to recognize Lakeland's infrastructure needs with the provision of a capital grant of $17.3 million in 2020-21 for the renovation of the WHT Mead Building, and a $13.2 million grant (received in 2023-24) for the Bentley Building. Both buildings are at the Vermilion campus. The WHT Mead Building is complete, and construction will commence on the Bentley Building in the fall/winter of 2023-24. The government also contributed capital renewal funds for infrastructure major maintenance and renewal needs ($2.1 million for 2022). The opportunity to contribute to strategic investment funding will become more challenging in the future. There are significant anticipated increases to expenses, including salaries and non-salary expenditures due to inflation. Lakeland will continue to be prudent in its financial planning and careful with management of cost increases. The college will strive to generate modest surpluses, although conservative budgets reflect little or no surpluses. Lakeland will continue to be ready for projects that, if supplemented by capital grants from the province and possibly donations from third parties, will be sufficient to address priorities identified in its infrastructure deficit.

Net financial assets

(thousands of dollars)

Significant variances on the statement of financial position include:

• Cash decreased by $5.5 million – primarily due to the land acquisition, final spending on the WHT Mead Building and spending on residence renovations. This was offset in part by the operating surplus.

• Portfolio investments (non-endowment) increased by almost $2.5 million due to a modest recovery in market conditions.

• Accounts receivable include $1.9 million related to capital, maintenance and renewal grants that were committed by the government prior to March 31.

• Accounts payable decreased significantly due to reduced project activity through the fiscal year and having paid most operating outstanding invoices. These were offset by significant benefits payable at March 31.

• Debt increased due to the receipt of the second and final tranche of $7.9 million of the $13.9 million loan approved for residence renovations.

• Deferred revenue decreased primarily due to project completions and the use of the donation for the land purchase. This was offset by higher deferred tuition and other fees due to the change in the year end to March 31.

• Tangible capital assets and spent deferred capital contributions increased primarily due to the completion of the WHT Mead Building, the addition of land, and the completion and capitalization of smaller projects. Computer hardware and software and equipment increased in net book value due to continued investment in these areas.

Areas of significant financial risk

Deferred maintenance, campus revitalization, modernization of classrooms and labs

The Government of Alberta has recognized capital renewal for Lakeland and has provided, or committed to provide, over $30 million in three years for two buildings at the Vermilion campus. This certainly helps with revitalization needs but there is much more to do after the upcoming project is done. Lakeland continues to have a significant deferred maintenance deficiency. Its buildings (both externally and internally), roads, and water and sewer lines are old and need significant investment to extend and/or maintain their useful life. Some of this deficiency can be funded by the province’s Infrastructure Maintenance Grant ($2.1 million in 2021-22, $1.8 million in 2022-23). However, there is uncertainty as to how much it will be in future years.

In the absence of adequate funding from the provincial government, and operating surplus reductions due to either no increases in grants, or, even worse, cuts to grants, 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 74 per cent of Lakeland’s total revenue. Lakeland is exposed to significant financial risk if the Government of Alberta continues its direction of little or no increases and restrictions on tuition fee increases. Operating grants are now tied to performance indicators that are defined in investment management agreements with the province. If Lakeland does not meet the established benchmarks, it is at risk of receiving reduced grant funding.

Financial Statements

Statement of Management Responsibility

Nine months ended March 31, 2023

The financial statements of Lakeland College (the College) have been prepared by management in accordance with Canadian public sector accounting standards as described in note 2 to the financial statements. The financial statements present fairly the financial position of the College as at March 31, 2023 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 [Original signed by James Smith]

Dr. Alice Wainwright-Stewart] Chief Financial Officer President

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 March 31, 2023, and the statements of operations, remeasurement gains and losses, change in net financial assets, and cash flows for the nine-month period 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 March 31, 2023, and the results of its operations, its remeasurement gains and losses, its changes in net financial assets, and its cash flows for the ninemonth period then ended in accordance with Canadian public sector accounting standards.

Emphasis of matter – change in fiscal year end

I draw attention to Note 4 of the financial statements that describes the change in fiscal year end from June 30 to March 31. My opinion is not modified in respect to this matter.

Basis for opinion

I conducted my audit in accordance with Canadian generally accepted auditing standards. My responsibilities under those standards are further described in the Auditor's Responsibilities for the Audit of the Financial Statements section of my report. I am independent of the College in accordance with the ethical requirements that are relevant to my audit of the financial statements in Canada, and I have fulfilled my other ethical responsibilities in accordance with these requirements. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Other information

Management is responsible for the other information. The other information comprises the information included in the Annual Report, but does not include the financial statements and my auditor’s report thereon. The Annual Report is expected to be made available to me after the date of this auditor’s report.

My opinion on the financial statements does not cover the other information and I do not express any form of assurance conclusion thereon.

In connection with my audit of the financial statements, my responsibility is to read the other information identified above and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit, or otherwise appears to be materially misstated.

If, based on the work I will perform on this other information, I conclude that there is a material misstatement of this other information, I am required to communicate the matter to those charged with governance.

Responsibilities of management and those charged with governance for the financial statements

Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of the financial statements that are free from material misstatement, whether due to fraud or error.

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

FINANCIAL STATEMENTS

evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the College to cease to continue as a going concern.

• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

I communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

[Original signed by W. Doug Wylie FCPA, FCMA, ICD.D]

Auditor General

May 31, 2023

Edmonton, Alberta

Classification: Public

Statement of Financial Position

As at March 31, 2023 (thousands of dollars)

Contractual rights (note 17)

Contingent liabilities and contractual obligations (notes 16 and 18)

Approved by the Board of Governors

[Original signed by Chair, Board of Governors]

The

[Original signed by Vice Chair, Board of Governors]

accompanying notes are an integral part of these financial statements

Statement of Operations

Nine

months ended March 31, 2023 (thousands of dollars)

The accompanying notes are an integral part of these financial statements

Statement of Change in Net Financial Assets

Statement of Remeasurement Gains and Losses

Statement of Cash Flows

Nine months ended March 31, 2023

The accompanying notes are an integral part of these financial statements

Notes to the Financial Statements

Nine months ended March 31, 2023 (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 signif icant accounting policies and reporting practices

{a} General - Canadian 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, liabilities, revenues and expenses 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, revenue recognition for expended capital contributions, and the estimate for the asset retirement obligation and contaminated sites 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:

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.

2. Summary of signif icant accounting policies and reporting practices (continued)

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 nine months ending March 31, 2023. 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 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.

The endowment spending allocation portion of investment income earned by endowments is recognized as deferred revenue when the terms for the 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.

{d} Endowments

Endowments consist of externally restricted donations received by the College and internal allocations by the College’s Board of Governors, the principal of which is required to be maintained intact in perpetuity.

2. Summary of signif icant accounting policies and reporting practices (continued)

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.

• encroachment on the capital of the endowment to avoid fluctuations in the amounts distributed and generally to regulate the distribution of income earned by the endowment if, in the opinion of the Board of Governors, the encroachment benefits the College and does not impair the long-term value of the fund.

In any year, if the investment income earned on endowments, including unspent investment income from prior years, is insufficient to fund the spending allocation, the spending allocation is funded from the accumulated capitalized investment income.

Endowment contributions, matching contributions, and associated investment income allocated for the preservation of endowment capital purchasing power are recognized in the Statement of Operations in the period in which they are received.

{e} Inventories

Inventories held for sale are valued at the lower of cost or expected net realizable value and are determined using the first-in, first-out method. Inventories of supplies are valued at cost.

{f} Tangible Capital Assets

Tangible capital assets are recorded at cost, which includes amounts that are directly related to the acquisition, design, construction, development, improvement or betterment of the assets, and costs associated with asset retirement obligations. Cost includes overhead directly attributable to construction and development, and interest costs that are directly attributable to the acquisition or construction of the asset. Work in progress, which includes facilities and improvement projects and development of information systems, is not amortized until after the project is complete and the asset is in service.

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 and 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.

2. Summary of signif icant accounting policies and reporting practices (continued)

{g} 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.

{h} Employee Future Benefits Pension

The College participates with other employers in the Local Authorities Pension Plan (LAPP). This pension plan is a multiemployer defined benefit pension plan that provides pensions for the College's participating employees based on years of service and earnings.

The College does not have sufficient plan information on the LAPP to follow the standards for defined benefit accounting, and therefore follows the standards for defined contribution accounting. Accordingly, pension expense recorded for the LAPP is comprised of employer contributions to the plan that are required for its employees during the year; which are calculated based on actuarially pre-determined amounts that are expected to provide the plan’s future benefits.

Other employee future benefits

The College provides other employment benefits to eligible employees; namely, self-insured short-term disability and other post-employment benefits. These benefits are recorded as a liability and expense when the event obligating the College occurs, and value is determined by actual costs incurred.

The College provides long-term liability insurance through a 3rd party insurance provider and the premiums are recorded as an expense in the period that premiums are paid.

{i} 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. It does not include airborne contaminants. The College recognizes a liability for remediation of contaminated sites when the following criteria have been met:

• an environmental standard exists:

• there is evidence that contamination exceeds an environmental standard:

• the College is directly responsible or accepts responsibility for the contamination:

• it is expected that future economic benefits will be given up: and

• a reasonable estimate of the amount can be made.

A liability for a contaminated site may arise from operations that are either considered in productive use or no longer in productive use when environmental standards are exceeded. It will also arise when an unexpected event occurs resulting in contamination that exceeds an environmental standard.

In these situations, the College reviews the information to determine if a contaminated site liability exists or if an environmental liability exists and if it does it will record the liability. In cases where the College’s responsibility is not determinable or a reasonable estimate cannot be made, a contingent liability may be disclosed.

Where an environmental standard does not exist or contamination does not exceed an environmental standard, a liability for remediation of a site is recognized by the College when the following criteria have been met:

• the College has a duty or responsibility to others, leaving little or no discretion to avoid the obligation,

2. Summary of signif icant accounting policies and reporting practices (continued)

• 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

• the transaction or events obligating the College have already occurred.

In cases where a reasonable estimate cannot be made, a contingent liability may be disclosed.

These liabilities reflect the College’s best estimate, as of March 31, 2023 of the amount required to remediate the sites to the current minimum standard of use prior to contamination. Where possible, provisions for remediation are based on environmental assessments completed on a site; for those sites where an assessment has not been completed, estimates of the remediation are completed using information available for the site and by extrapolating from the cost to clean up similar sites. This liability is reported in accounts payable and accrued liabilities in the Statement of Financial Position.

{j} Asset Retirement Obligations

Asset retirement obligations are legal obligations associated with the retirement of a tangible capital asset (TCA). Asset retirement activities include all activities relating to an asset retirement obligation. These may include, but are not limited to:

• Decommissioning or dismantling a tangible capital asset that was acquired, constructed or developed;

• Remediation of contamination of a tangible capital asset created by its normal use;

• Post-retirement activities such as monitoring; and

• Constructing other tangible capital assets to perform post-retirement activities. A liability for an asset retirement obligation is recognized when, as at the financial reporting date;

• There is a legal obligation to incur retirement costs in relation to a tangible capital asset;

• The past transaction or event giving rise to the liability has occurred;

• It is expected that future economic benefits will be given up; and

• A reasonable estimate of the amount can be made.

When a liability for an asset retirement obligation is recognized, asset retirement costs related to recognized tangible capital assets in productive use are capitalized by increasing the carrying amount of the related asset and are amortized over estimated useful life of the underlying tangible capital asset. Asset retirement costs related to unrecognized tangible capital assets and those not in productive use are expensed.

Where a present value technique is used to measure a liability, the liability is adjusted for the passage of time and is recognized as accretion expense in the Statement of Operations. When a present value technique is not used, the asset retirement obligation is measured at the current estimated cost to settle or otherwise extinguish the liability

{k} 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.

2. Summary of signif icant accounting policies and reporting practices (continued)

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 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.

{l} 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.

{m} Future Changes in Accounting Standards

In November 2018, PSAB issued 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 provides guidance on how to recognize intangibles as non-financial assets.

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 infrastructure when procured under these types of arrangements.

The College has not yet adopted these standards and is currently assessing the impact of these new standards on the financial statements.

3. Changes in Accounting Policies

Effective April 1, 2022, the College adopted the new accounting standard PS3280 Asset Retirement Obligations and applied the standard using the modified retroactive approach with restatement of prior year comparative information.

On the effective date of the PS 3280 standard, the College recognized the following to conform to the new standard:

i. asset retirement obligations, adjusted for accumulated accretion to the effective date;

ii. asset retirement cost capitalized as an increase to the carrying amount of the related tangible capital assets in productive use;

iii. accumulated amortization on the capitalized costs; and

3. Portfolio investments (continued)

iv. adjustment to the opening balance of the accumulated surplus.

Amounts are measured using information, assumptions and discount rates that are current on the effective date of the standard. The amount recognized as an asset retirement cost is measured as of the date the asset retirement obligation was incurred. Accumulated accretion and amortization are measured for the period from the date the liability would have been recognized had the provisions of this standard been in effect to the date as of which this standard is first applied.

4. Change in fiscal year end

Lakeland College changed its fiscal year end to March 31, 2023, to coincide with that of the Government of Alberta. This change in fiscal year end was approved by the Minister of Advanced Education in October 2022. Information included in the financial statements reflects the first complete fiscal period consisting of the nine months ending March 31, 2023, as compared to the twelve-month period ending June 30, 2022. As a result, the two periods are not entirely comparable.

5. Cash and cash equivalents

5. Cash and cash equivalents (continued)

Cash equivalents include short-term investments with a maturity less than three months from the date of acquisition or redeemable on demand.

6. Portfolio investments

The composition of portfolio investments measured at fair value is as follows:

6. Portfolio investments (continued)

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).

7. 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 March 31, 2023, the impact of a change in the rate of return on portfolio investments would be as follows:

Portfolio investments – non endowment

• 1.66% change in bonds would result in a $266 increase or decrease (June 30, 2022 – 1.66% and $260)

• 7.42% change in equities would result in a $1,297 increase or decrease (June 30, 2022 – 6.16% and $887)

Portfolio investments – restricted for endowments

• 2.29% change in bonds would result in a $111 increase or decrease (June 30, 2022 – 1.66% and $78)

• 10.02% change in equities would result in a $859 increase or decrease (June 30, 2022 – 8.67% and $660)

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.

7. Financial risk management (continued)

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:

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.

Interest rate risk

Interest rate risk is the risk to the College's earnings that arise from the fluctuations in interest rates and the degree of volatility of these rates. This risk is managed by investment policies that limit the term to maturity of certain fixed income securities that the College holds. Interest risk on the College's debt is managed through fixed-rate agreements with the Department of Treasury Board and Finance (Note 9). A 1% change in interest rates on bond and marketable securities values would result in a $228 increase or decrease (June 30, 2022 - $214) in fair market value.

The maturity and effective market yield of interest bearing investments are as follows:

8. 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, 2022, the LAPP reported an actuarial surplus of $12,671 billion (December 31, 2021 - $11,922 billion surplus). An actuarial valuation of the LAPP was carried out as at December 31, 2021 and was then extrapolated to December 31, 2022. The pension expense recorded in these financial statements is $1,677 (June 30, 2022 - $2,329). 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.

9. Debt

Debt is measured at amortized cost and is comprised of the following:

Principal repayments in each of the next five years and thereafter are as follows:

As at March 31, 2023 the Department of Treasury Board and Finance had advanced $13,950 of a $13,950 debenture to the College. For value received, semi-annual principal payments on the total debenture of $13,950 will commence on September 15, 2023. As per the loan agreement, spending of the $13,950 is restricted to residence renovations. As at March 31, 2023 the College spent $5,416 on these renovations.

Interest expense on debt is $147 for the 9 months ending March 31, 2023 (for the 12 months ending June 30, 2022 - $87) and is included in the statement of operations. The net book value of assets pledged as collateral is $96,060.

10. Deferred revenue

Deferred revenues are set aside for specific purposes as required either by legislation, regulation or agreement:

11. Tangible capital assets

No interest was capitalized by the College in 2023.

(1) Furniture & Equipment includes vehicles, office equipment and furniture, other equipment and learning resources.

(2) Cost includes work in progress at March 31, 2023 totaling $8,582 (June 30, 2022 - $18,690) comprised of $7,226 in buildings and site improvements (June 30, 2022 - $16,794), $769 in software (June 30, 2022 - $857) and $587 in furniture and equipment (June 30, 2022 - $1,039). These assets are not amortized as the assets are not available for use.

(3) Acquisitions during the year include in-kind contributions valued at $0 (June 30, 2022 - $5).

12. 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).

12. Spent deferred capital contributions (continued)

13. Liability for contaminated sites

The composition of liabilities is as follows:

As at March 31, 2023 the liability for contaminated sites include 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 has been provided for approval. For the nine months ending March 31, 2023, no work has been performed as the risk management plan is still pending approval from Alberta Environment and Parks.

Liability estimates are based on third party assessment. These estimates may change upon approval of the risk management plan and also based on ongoing assessments in future years.

Tangible capital assets with associated retirement obligations include buildings located on the main campus in Vermilion. Asset retirement obligations are initially measured as of the date the legal obligation was incurred, based on management's best estimate of the amount required to retire tangible capital assets and subsequently re-measured taking into account any new information and the appropriateness of assumptions used. The estimate of the liability is based on third party quotes.

Included in ARO estimate is $807 (June 30, 2022 - $787) measured using a present value technique. At March 31, 2023, the undiscounted amount of estimated future cash flows required to settle this obligation is $939 (June 30, 2022 - $939) and is discounted using a discount rate of 2.51% (June 30, 2022 – 2.51%)

14. Asset retirement obligations (continued)

Asset retirement obligations are expected to be settled over the next 3 to 10 years. For the period ended March 31, 2023, a recovery of $0 was recognized (June 30, 2022 - $0).

15. Net assets

15. Net assets (continued)

(1) Included in amortization of tangible capital assets is $11 of amortization expense associated with the asset retirement obligation (June 30, 2022 - $11).

(2) Included in annual operating surplus is $20 of accretion expense (June 30, 2022 - $19).

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:

16.

Contingent liabilities

As at March 31, 2023, the College has been named as defendant in three (June 30, 2022: three) legal actions. The resulting loss from these claims, if any, cannot be determined at this time.

The College continues to review environmental objectives and liabilities for its activities and properties as well as any potential remediation obligations. There may be contaminated sites that the institution has identified that have the potential to result in remediation obligations. A liability has not been recorded for these sites because either the likelihood of the institution becoming responsible for the site is not determinable, the amount of the liability cannot be estimated, or both.

16. Contingent liabilities (continued)

The College’s ongoing efforts to assess environmental liabilities 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.

17. 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:

18. 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:

19. Expense by object

The following is a summary of expense by object:

20. 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 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 9.

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.

The College has accounts receivable with the Minister of Advanced Education in the amount of $1,879 (June 30, 2022$2,149).

21. 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.

Government transfers (continued)

22. Salary and employee benefits

(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 2023.

22. Salary and employee benefits (continued)

(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.

(5) The Interim VP Academic and Research was appointed VP Academic and Research on July 16, 2022.

(6) The Chief Financial Officer resigned effective September 30, 2022, and a new Chief Financial Officer was hired October 1, 2022.

23. Budget figures

Budgeted figures have been provided for comparison purposes and have been derived from Lakeland’s 2022/23 Budget as approved by the Board of Governors. This budget was initially approved on a 12-month period, and the statement of operations has been reconciled to the financial reporting period as follows:

The allocation of the budget from a twelve-month period to a nine-month period was approved as presented by Lakeland College Board of Governors.

24. Comparative f igures

Certain 2022 figures have been reclassified to conform to the presentation adopted in the 2023 financial statements.

Appendix

Donors

Lakeland College thanks the following supporters for their contributions to the college between July 1, 2022 and March 31, 2023. Our thanks also to the many donors who chose to make their gifts anonymously. Our apologies to anyone whose name we may have inadvertently missed.

1069523 Canada Ltd.

50th Avenue Cuts

5K Cannan Farms

AB'L Auto Electric

Abrosimoff, Douglas & Linda

Accurate Machining

Achieve Wellness Spa

Advisian

Agioritis, Evangelos & Marie Agriculture Financial Services Corporation

AgriTeam Services

Agri-Trade Equipment Expo

AGvisorPRO

Alberta Assessors' Association

Alberta Association of Animal Health Technologists

Alberta Blue Cross

Alberta-British Columbia Seed Growers

All Wheel Wash

Allan, Colin & Suzanne

Altman, Georgina

ALUS Canada

Arey, Steve

Arnold, Donna

Artemis PC Pump Systems

Ascent Dental

Babcock, Larry & Donna

Bacon, Don

Bailey, Raymond

Baker Tilly RSG LLP

Bandit Energy Services

Bar O Livestock

Barnett, Cheryl

Barton, Michelle

Bates, Jason & Donna

Battle River Community Foundation

Bazian Farms

Beal, Melissa

Bender, Anthony & Jackie

Bensmiller Family

Bensmiller, Lisa & Kurt

Berg, Brad

Berg, Thyra

Bilodeau, Solange

Bohaychuk, Ronald & Catherine

Bonnyville Home Hardware

Border City Games

Boutique Noir

Braconnier, Colin

Braddick Diaz, Renee

Branded Western Wear & Tack

Brando Holsteins

Brecknock, John & Terri

Brinchmann, Veslemøy

Brixton Shoes & Accessories

Brower, Keith & Aileen

Brown, Geoff & Melissa

Brown, Ron

Bryson, David & Kari

Buick, Byron

Bye, Jaron & Lisa

Calderwood, Jim & Denise

Calgary Foundation

Callander, Mary & James

Cameron, Robert & Shirley

Campbell McLennan Chrysler

Campbell, William

Campion, Todd & Lori

Canadian Association of Petroleum Producers

Canadian Horses To Move

Canadian Natural Resources Limited

Canadian Plains Energy Services LP

Canadian Rangeland Bison Inc.

Carianne Hill Peters Insurance Agencies

Carlson, Arne & Donna

Carter, Andy

Carter, Deanna

CEDA International

Cenovus Energy

Century 21 Drive

Chapman, Debbie & Chris

Chevraux, Stanley & Sharleen

Chinook Farm Innovations Inc.

Chisholm, Michael & Heather

Chomyn, Clarke

Chrusch, Sheila

Chykalsky, Jeanne

City Furniture Lloydminster

City of Lloydminster

Clair, Bryan

Clark Buzz Spas Ltd.

CNH America LLC

Coca-Cola Canada Bottling Company

Colchester and District Agricultural Society

College Park Motors

Collette, Brianne

Collins, Robert & Waunita

Compliant Environmental Services Ltd.

Cornerstone Co-operative

County of Vermilion River

Cousin, Daryl

Cramer, Charlie

Creative Glass & Aluminum Ltd.

Crown Investments Corporation of Saskatchewan

Cruz, Ryan

Cudmore, Kim

Cuny, Robert & Perla

Cycle Works Motorsports

Dancey, Randy & Brenda

Davison, Lloyd & Linda

Dawson, Laura

Deborah A Tovell Professional Corporation

Dedman, Derek

Delaney, Mel & Gail

Designer's Choice (Lloyd) Ltd.

Dobko, Joy

Dosumu, Samuel

Dr. M.A.R. Sayeed Medical Professional Corp.

Dr. Olusegun Akinloye Medical Professional Corp.

Dragan, Nancy

Durand, Sebastien

Durunna, Obioha

Dustow, Jeff

Dynamic Balance Massage Therapy Ltd.

Ecoplast Solutions Inc.

Edmonton Kenworth Ltd.

Elchyson, Debbie

Electrical Contractors Association of Alberta

Elliott, Doug

Elliott, James

End of the Roll

Epp, Wes & Loraine

Erickson, Morris & Paulette

Excel Oil & Water Hauling Ltd.

Expert Fishing Co.

Farm Credit Canada

Fernandes, Julius

First General Services Lloydminster 2009 Ltd.

F'Laura N' Company Greenhouse Ltd.

FNH Development Corporation

Foisy Law

Forget, Jenn

Freitag, Monte

French, Shallan

Furniture Gallery Lloydminster Ltd.

Gagnon, Kevin

Gavrailoff, Lauren

Gehl, Robert & Bernadette

Gerow, Glen

Gerow, Gordan

Glaslyn Agencies Inc.

Gordeyko, Allan & Elouise

Gottfried, Elaine

Gottselig, Matthew & Tara

Gow, Diane

Graham Town

Graham, Myrna

Grandin Agencies

Grindle, Travis & Tara

Hagell, George

Halewich, Brenda

Hamilton, Brendon

Harbourfront Wealth Management Inc.

Harder, Dianne

Harwood, Chrissy

Hash, Leslie

Hawes, Leanne

Hawryluk, Kim

Hay, Richard

Heck, Eldon

High Roller Limo Service

Highland Feeders Limited

Hill, Blair

Hill's Pet Nutrition Canada Inc.

Hofer, Brandi

Honeker, Brian

Howell, Darrel & Elizabeth

Howland, Dale

Inclusion Lloydminster

Janewski, Mary-Anne

Johnson Inc.

Johnson, Eden

Johnston, Linda

Johnston, Richard

Jones, Barbara

Jubb, Mike & Monica Abrosimoff

Kamanzi, Yameen

Kanata Global Environmental & Engineering

Kansayisa, Beatrice

Kent, Roger

Kerr, Janet

King, Bill

King, David

Kinsmen Club of Lloydminster

Klearwater Equipment & Technologies

Kneen, Kagan

Knourek, Kristine

Kotelko, Michael & Denise

Kubica, Roy

Lacombe Park Dental

Lake Life Caesar Co.

Lakeland College Animal Health Club

Lakeland College Staff Association

Lakeland College Stock Dog Club

Lakeland College Student's Association

Lammle's Western Wear & Tack

Landry, Garry

Lawal, Tobi

Liberty Run Ranch

Lighten Up Therapy & Wellness

Lions Club of Lloydminster

Lloydminster Border Kings 1995

Lloydminster Chamber of Commerce

Lloydminster Hyundai

Lloydminster KFC

Long's Value Drug Mart

Lowe, Maurice & Darlene

Loxam, David

Lucas, Kevin

Lundell, Blaire & Linda

MacLean, Trent & Christina

MacNab Angus

Maier, Jerome

Maier, Larry & Janet

Makichuk, William

Manary, Russel & Jane

Mann, Marilyn

Manners, Penny

Mannville Riverview Golf Course

Marchand, Robert

Market Master Ltd.

Marksmen Vegetation Management Inc.

Marwayne Ag Services

Mason, Gerald

Matrix Solutions Inc.

Matthews, Idella & Rob

Matthews, Rae

MaxCap Industries

Maz Entertainment

McBain, Richard & Joyce

McCarty, Barry & Beverly

McDonald, Tanya

McKerry, Shawn

Mentuck, Jasmin

Mercer, Bonnie

Meridian Surveys

Midwest Floorcovering

Miller, Kyla

Miller, Lucille

MNP LLP

Money, Glenda & Darcy

Morgan-Tetz, Delia

Moser, Nichole

Moses, Gary & Isabelle

Motley, Al

New Vision Health

Nocita, Joe

Noralta Technologies Inc.

North American Powertrain Components Ltd.

Northcott, Barb & Harold

Northern Factory Workwear

Nott, John & Doreen

NOV Canada ULC - Tuboscope

Obsidian Energy

Otsig, Lesley

Owchar, Tyrell

Panagiotidis, Norlee

Paradise Valley & District Ag Society

Parker, Michelle

Parsons, Preston

Patrie, Margaret

Paulgaard, Kyle

Paulgaard, Rod & Joanne

Pederson, Kelly

Perillat, Duane

Perkins, Bryan & Sharon

Perree, Bonnie

Petrie, Joe & Shannon

Pilatus Ranches

Porozni, Georgina

Porozni, Robert & Colin Porozni

Prairie Lily Coffee

Prairie Plate

Predator Energy Services

Price, Desmond

Priest, Jade & Lori

Priest, Margaret

Profit, Shelly

Progressive Fitness Ltd.

Pylypow, Carolanne

Quwek, Michael

Rafuse, Cindy

Rajotte, Richard & Vicky

Ranch and Feedlot Rider Club

Rasmussen, Robyn

RBC Foundation

RE/MAX Prairie Realty

Red Bicycle Communications

Reddy, Edward

Redhead Equipment

Redwing Farms Ltd.

Rehmann, Roland & Christine

Reid Architecture

Remus, Christal

Repsol Oil & Gas Canada Inc.

Reynolds Plumbing Ltd.

Robinson, William

Rock Solid Nitrogen Services Ltd.

Rogan, Alan

Rolling Green Fairways Golf Course and RV Park

Ronaghan, Beth & Bruce Hinman

Ronald, Neale & Margaret

Rostaing, Edward

Rotary Club of Vermilion

Roth, Brian

Royal Bank of Canada

Royal Canadian Legion Branch 39

Royal Canadian Legion Marshall Branch 92

Royal Canadian Legion, Alberta-NWT Command

Rutherford, Ken & Jennifer

Ryan Deis Professional Corporation

SAMA

Saskatchewan Indian Gaming Authority Inc.

Sauder, Donald & Marion

Schaab, Vern & Sharon

Scheideman, Russell & Judy

Schmid, Judy & Gerald

Schmidt, Agnes

Scotiabank

Secure Energy

Selinger, Lila

Selinger, Randy

Shaw, Don

Shawn's Tabletop Shop Ltd.

Sheppard, Anita

Siemens, Karen

Sim, Timothy

Simard, Pierre & Rachelle Simard

Slusar, Jeramy

Smith, Melvin

Smith-Bell, Fiona and Nicole Haakenson, Stacey Keyowski & Heather Norrish

Society of Petroleum EngineersLloydminster

Sokalski, James & Hedi

Solstice Environmental Management

Spartan Delta Corporation

Spiro's Family Holdings Ltd.

Sprenger, Dale

St. Michael Community & District Agricultural Society

Startup Lloydminster

Steele, Marjorie

Steele, Tammy

Stelmach, Lawrence & Emily

Strasbourg, Michel

Strike Group Limited Partnership

Sturgeon Valley Fertilizer

Swabb, Melanie

Swainson Miki Peskett LLP

Swan Fields Ltd.

Swimming Pools by Pleasureview Sales

Symes, Colleen & Mike

Symes, Natalie

Synergy Credit Union

Taylor, Kennedy

TD Bank Financial Group

Teasdale, Cliff & Irene

The Calgary Foundation

The Canadian Brewhouse

The Cote Sharp Family Foundation

The Ed Stelmach Community Foundation

The Hive

The NKBA Prairie Provinces

Thon, Dian

LAKELAND COLLEGE

Thon, Scott

Three 'M' Cattle Ltd.

Tindall, Terri

Tobler, Kelly

Top Oil Production Ltd.

Treffry, Ellis & Donna

Trig Energy Services Ltd.

Troll Co. Ltd.

Tulsa Community Foundation

TVSMOR Drafting Services Ltd.

UCG Universal Consulting Group Inc.

UFA Vermilion Farm Supply

Valor Energy Ltd.

Varga, Jewel & Darren

Vermilion & District Chamber of Commerce

Vermilion & District Jr. B. Tigers

Vermilion Credit Union Ltd.

Vet Med Assistant Club

VetStrategy

Viewtrak Technologies Inc.

W.J. Garda Professional Corporation

Wagner, Ken & Carol

Wagner, Wendy

Wainwright-Stewart, Dr. Alice & Dr. Alex Stewart

Wakefield, Fox

Walkn on Water

Walsh, Peter

Warkentin, Rebekah & Erwin

Warrington AgroDynamic Ltd.

Washington, Steve

Wasmuth, Kenneth

Wasylik, Yvette

Werklund, Linda

West, Terry

Wetsch, Kimberley & Michael

Whitehead, Randy

Wickenheiser, Hayley

Wolters, CM

Wunder Custom Sheet Metal

X-terra Environmental Consulting Ltd.

Yaceyko, Beverly

Yackimec, Orest & Patricia

ZeHoc

Zwierschke, Allan