COMPREHENSIVE INSTITUTIONAL PLAN 2015–18 by Northern Lakes College

COMPREHENSIVE INSTITUTIONAL PLAN 2015â&#x20AC;&#x201C;18 A PROUD CAMPUS ALBERTA PARTNER

CONTENTS 1. Executive Summary. . . . . . Accountability Statement. . Mandate. . . . . . . . . . . . . . Mission, Vision and Values.

. . . .

3 4 5 7

2. Northern Lakes College Programs . . . . . . . . . . . . . . . . . . . 8 3. Institutional Context. . . . . . . . . . . . . . . . . . . . . . . . . Environmental Scan. . . . . . . . . . . . . . . . . . . . . . . . . Plan Development. . . . . . . . . . . . . . . . . . . . . . . . . . Linkage to Government. . . . . . . . . . . . . . . . . . . . . . . Institutional Strengths, Opportunities and Challenges.

. . . . .

10 11 20 22 27

4. Goals, Priority Initiatives, Expected Outcomes . . . . . . . . . 31 and Performance Measures 5. Enrolment Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 6. Financial Sustainability Plan. . . . . . . . . . . . . . . . . . . . . . 42 7. Educational and Information Technology Plan. . . . . . . . . . 48 8. Capital Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

EXECUTIVE SUMMARY Northern Lakes Collegeâ&#x20AC;&#x2122;s Comprehensive Institutional Plan (CIP 2015-18) will establish a framework from which the Strategic Plan will be developed and assimilated into college operations. This document will guide the College in the ongoing development of programs, student services and student success initiatives, faculty and staff, college program integration and community partnerships and development. Northern Lakes College will continue to support and participate as a full member of Campus Alberta and its overarching goal to provide accessible, transferable and collaborative programming and partnerships that encourage and support efficiencies, innovation, entrepreneurship and system wide outcomes. As such, Northern Lakes College has integrated several collaborative arrangements with other Campus Alberta Institutions and is actively seeking to ensure that our learners have the ability to transfer their learning. Northern Lakes College serves a vast region with learners located in more than 50 communities. The challenge of providing access to learners in these communities has resulted in the Northern Lakes College program delivery model that is somewhat unique. Our delivery model includes the use of technology to link our learners from multiple communities. Learners can access the majority of our programs through this model. Northern Lakes College provides access to 35 programs through our enhanced synchronous delivery model. Our learners are supported in the 19 Learning Centres in our region by campus instructors who support them as they progress through their program. In this plan we will be integrating entrepreneurship learning outcomes throughout our region, as well as expanding the opportunities for our learners to engage in experiential learning opportunities. We will also be focusing on enhancing the transferability options available to our learners through the integration of additional laddering and learning pathways for all of our programs. The region served by Northern Lakes College has experienced growth in the forestry and oil and gas resources sector and many of the communities served by those sectors have grown as a result. Northern Lakes College is responding to the challenges of ensuring that the learners in this region have access to the economic opportunities now and in the immediate future. The College will be focusing on the skills shortages in our region and will incorporate critical programs to respond to that demand. We will continue to seek collaborative opportunities through Campus Alberta to address those demands. To respond to the changing landscape in our region and to prepare a foundation to support the economic and community development initiatives underway, we have created seven key goals to guide the College into the future.

Original signed by Ann Everatt President & CEO

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

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

MEMBERS OF THE BOARD OF GOVERNORS

Daniel Vandermeulen

Dan Fletcher

Earl Laboucan

Inier Cardinal

Public Member (Chair)

Public Member (Vice-Chair)

Public Member

Amber Armstrong

Fern Welch

Ray Stern

Shona Hommy-Bugarin

Public Member

Faculty-nominated Member

SENIOR MANAGEMENT TEAM Ann Everatt President and CEO

Madeline McVey Vice President, Academic

Odessa Ptashnyk

Joyce Boucher

Ann Everatt

Staff-nominated Member

Student-nominated Member

President & CEO

Robert LeSage Vice President, Corporate Services and CFO

Dana Hynes Senior Director, Human Resources 4

Mandate Northern Lakes College is a public, board-governed college operating as a Comprehensive Community Institution under the authority of the Post-secondary Learning Act of Alberta. Northern Lakes College is a dynamic college that contributes to continuous improvement in the lives of learners in rural communities. Innovative program and service delivery models are designed to overcome access challenges for learners in remote communities. As a member of Campus Alberta, Northern Lakes College offers and facilitates programs and educational services in a large rural region of Northern Alberta that includes many First Nations and MĂŠtis communities. Working within the framework of Campus Alberta allows Northern Lakes College to provide opportunities from other educational institutions, to reach out to other regions where requested, share services, improve transfer options for learners, and participate in applied research, typically with partner institutions. The College contributes to community development, leadership capacity, and vibrant communities through a unique partnership with a network of local Community Education Committees.

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

The Board recognizes the Council of Community Education Committees as the principal advisory body of the College through a Statement of Mutual Respect. The committees and their council identify program and service needs for their communities and regions, support individual learners, and advise each other about best practices in community education. The College plays an important role in the communities by providing facilities, leadership, and activities that contribute to the educational, social, cultural, recreational, and economic development of the region. The College offers certificates and diplomas leading to careers in health and human services, education, information technology, technical occupations, culinary arts, business, creative fine arts, and resource-based industries. The College also offers pre-employment programs and apprenticeship training. A University Studies diploma is offered which leads to degree completion opportunities in partnership with degreegranting institutions. Preparatory programs include second language instruction, adult basic education, adult high school, life management, and employability preparation. Preparatory programs are a key factor in preparing learners for postsecondary education and long-term meaningful employment. 5

As a Comprehensive Community Institution within the post-secondary system, Northern Lakes College is a regional steward with a defined role: to provide or facilitate access to a range of adult learning services and opportunities across the College’s geographic service area.

The College also responds to workforce development and cultural awareness needs. Non-credit offerings include supervisory and safety related certificates, contract and in-service training, and customized employability programs. The College sponsors Aboriginal cultural events and offers educational programming from the Native Cultural Arts Museum.

APPLICABLE LEGISLATION AND REGULATIONS

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

• Alberta Public Agencies Governance Act;

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

• Results Based Budgeting Act;

The Board has responsibilities under, and is subject to, a number of statutes and regulations including the: • Post-secondary Learning Act; • Financial Administration Act; • Government Accountability Act; • Freedom of Information and Protection of Privacy Act; • Lobbyists Act; • Workers’ Compensation Act; • Labour Relations Code; • Occupational Health and Safety Code; • Public Service Employee Relations Act; • Alberta Public Agencies Governance Act; • Public Interest Disclosure (Whistleblower Protection) Act; • Charitable Fund-raising Act; and • Canada Income Tax Act and Regulations. The Post-secondary Learning Act provides the primary legislation for public post-secondary institutions in the province of Alberta. Regulations enacted under the PSLA include: • Alternative Academic Council Regulation; • Campus Alberta Sector Regulation; • Model Provisions Regulation; • Programs of Study Regulation; and • Public Post-secondary Institutions’ Tuition Fee Regulation.

NORTHERN LAKES COLLEGE

Mission, Vision and Values MISSION

VALUES

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

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

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

• Community: Learners and the College receive guidance from the community. Community capacity grows from the success of learners. Engagement with community stakeholders contributes to increased access, quality, and sustainability. • Respect: Northern Lakes College values and honours cultural diversity. Learners and employees are entitled to learning services that respect their culture, abilities and circumstances. • Accessibility: Accessible education and support services provide opportunities for learners and employees to succeed in their learning, employment, and personal endeavours. Access includes a variety of program entrance options and program laddering to further education. • Collaboration: Working together with stakeholders is fundamental to the success of our learners and our college. • Excellence: Quality services contribute to employee and student excellence. • Lifelong Learning: Within communities and organizations, lifelong learning is essential to the development of learners, employees, and families.

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

NORTHERN LAKES COLLEGE

Programs

Trades and Apprenticeship

Certificate Programs

Diploma Programs

Carpenter - period 1, 2, 3, & 4

Addiction Services Worker

Business Administration – Accounting

Crane & Hoisting Equipment Operator:

Business Administration

Business Administration – Management

Boom Truck - period 1

Early Learning and Child Care

Early Learning & Child Care (new)

Mobile Crane - period 1 & 3

Educational Assistant

Practical Nurse

Electrician - period 1, 2, 3, & 4

Emergency Medical Responder

Social Work

Welder - period 1, 2, & 3

Emergency Medical Technician

University Studies

Foundational Learning

Health Care Aide

Academic Upgrading:

Oilfield Operator Training

Continuing Education and Corporate Training

High School

Pre-employment Trades

Advanced Skills for Leadership

Adult Basic Education

Carpentry - period 1

Class 1 & Class 3 Driver Training

College and Career Preparation

Electrical - period 1

Drone Ground School

Life Skills

Millwright - period 1

Welding - period 1

Essential Skills for Administrative Professionals

Office Administration

Power Engineering – class 5, 4 & 3

Essential Skills for Supervisors

Survey Theory and Calculations

Forest Operations

University Studies

GED Preparation Introduction to your Woodland Environment Life Skills Maintenance Management Professional (MMP) Certification Program Pre-Technical Training Safety Leadership Essentials Wildland Firefighter

MAP OF NORTHERN LAKES COLLEGE SERVICE REGION

Chateh

High Level Fort Vermilion La Crete Paddle Prairie

Peerless / Trout Lake

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

High Prairie Valleyview

Cadotte Lake Atikameg Gift Lake

Stony Point (Wabasca)

College Campuses Community Access Points (CAP Sites) Campus Alberta Partnerships

Grouard Driftpile

Slave Lake

East Prairie Athabasca

Fox Creek Barhead

Edmonton

Serving the largest CCI planning region in the Province of Alberta and 37 distinct communities. Note: eCampus Alberta course offerings are also available at any College campus. Campus Alberta participation also creates program sites outside of the service region in partnership with other post-secondary institutions.

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

INSTITUTIONAL CONTEXT

ENVIRONMENTAL SCAN

INTRODUCTION Northern Lakes College is a Comprehensive Community Institution offering certificate and diploma programs in Business, Health Sciences, Human Services, Technology, Trades, University Studies and Academic Upgrading. The College collaborates with Campus Alberta partners to offer degree completion opportunities throughout its service region, including a Bachelor of Education and Bachelor of Social Work. Northern Lakes College also provides a wide variety of certificate programs through its Continuing Education and Corporate Training Department. The Northern Lakes College service region encompasses more than 163,000 square kilometres in north-central Alberta, an area equivalent to almost one-quarter of the province, spanning four provincial government constituencies in more than 50 communities. Specifically, Northern Lakes College operates 19 campuses within a vibrant, growing economy. This provides the following challenges: • Greater desire of individuals and communities within the region to take advantage of the growing economy • Demand by all communities for local training in trades and apprenticeship and related industry careers • Responding to labour force needs in healthcare, business, and human services careers • Growing emphasis from government, school districts and communities for expanded high school dual-credit options

Distinctive Characteristics of Northern Lakes College: • The communities we work in shape the College. Many learners arrive as mature adults who need educational upgrading before entering post-secondary programs. Learners are appreciative of the local opportunities and they value education. Local education, in turn, often contributes to skilled workers remaining in the communities. • Enrollment reflects the demographic of the region, which has a high percentage of indigenous students. • Admission policy is inclusive; first qualified, first served. • Community–based delivery spanning a significant region in northern Alberta, using technology to bridge distances. • A long history of collaboration with communities and Campus Alberta institutions. • A highly de-centralized operation with management and staff throughout the region. • Support for Community Adult Learning Councils (CALC) is long standing. • The Maintenance Management Professional Certification Program is delivered nationally (live on-line) in partnership with the Plant Engineering Maintenance Association of Canada (PEMAC). • Innovative approaches to overcoming access challenges for rural communities. • Adult Basic Education delivered in a supported distributed model and facilitates transitions to high school level courses and beyond. • Collaborative high school offerings with school divisions in the form of dual-credit opportunities. • Local decision-making is enabled through Community Program Funds provided to Community Education Committees (CECs). • Learner retention is an important focus of College delivery models and student support.

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

POLITICAL CONTEXT Provincial Priorities As a Comprehensive Community Institution, the strategic priorities of Northern Lakes College respond to the Government of Alberta’s agenda and strategic goals. These priorities have informed the development of Northern Lakes College’s 2015-2018 Comprehensive Institutional Plan, and will provide the College with context for the development of institutional goals and related performance measures. The on-going development existing programs and the development of new programs at the College are intended to align with the Province’s strategic goals.

Local Government The College serves more than 50 communities within its service region with campuses or Community Access Points (CAP sites) in 28 locations. Each of these communities, including towns, municipal districts, First Nations Reserves, and Métis settlements are represented by local governments. It is a priority for Northern Lakes College to ensure that there is meaningful dialogue with the representatives of these communities on a regular basis. The sheer number of local councils and elected officials across this vast area requires an inordinate amount of college resources and efforts focused on community relations in order to ensure sustained positive relationships. Managing the expectations of all communities within the Northern Lakes College stewardship region continues to be a critical priority.

Campus Alberta As part of the 26 post-secondary institutions that make up Campus Alberta, collaboration and flexibility are a critical component of the Northern Lakes College business model. NLC’s Comprehensive Institutional Plan is designed to fulfill and complement the following goals as outlined by Campus Alberta: • Accessible, affordable and quality learning opportunities for Albertans. • Enhanced learner transitions into and movement within the advanced education system. • Learners who have the tools they need to succeed in their chosen learning pathway. • Lifelong participation in the advanced education system by all who have the desire and skills to succeed

DEMOGRAPHICS Canada, the composition of First Nations individuals in Alberta who identify themselves as North American Indian was 51.6%, whereas the percent who identified themselves as Métis was 45.4%. The College service region also contains 11.9% of the total population of First Nations peoples in the province, which is third only to the regions which enclose Alberta’s two major cities – Edmonton (36.1%) and (Calgary (19.9%). Also, it is important to note that the Aboriginal population is on average younger than that of non-Aboriginal Albertans. According to the 2006 census, 31% of Aboriginal Albertans were between 0 and 14; whereas, for non-Aboriginal Albertans this number was 19%.

The College service region is sparsely populated with just under half the population living in towns and the remainder living rurally (including First Nations and Métis settlements) . According to the most recently available population data from Stats Canada (2011), Northern Lakes College serves an official population of 86,249. In addition to the surveyed population, there is a significant shadow population that resides in temporary living quarters in northern oilfields. Within the next ten years the population of the College service region is expected to experience a 12% growth rate, when all ages of the population are considered. This is below the Alberta average of a 21.4% increase over ten years. However, when the forecasts for population growth are set to include only those who are between the ages of 18 to 34, the College service region is expected to show the second highest growth rate in the province at 16.5% .

Given the pending population growth and labour force potential of this population within the Northern Lakes College service region, it is imperative for the College to develop strategies that will engage Aboriginal youth in meaningful foundational learning and career training leading to employment. The unemployment rate of Aboriginal populations off-reserve was cited in 2012 by provincial labor force statistics at 11.5% compared to 4.6% for all Albertans. Although statistics vary for on-reserve unemployment rates, estimates range from 25% - 80% depending on the community .

A significant proportion of Albertans who identify themselves as Indigenous are found in the Northern Lakes College service region. A third of the population in the service region claims Aboriginal status, whereas the same demographic for Alberta as a whole is less than one in ten. According to Statistics

Proportion of Aboriginal Albertans with post-secondary qualifications, 2011

57.7% 54.3%

Medicine Hat

51.5%

Calgary

69.7%

49.4%

Edmonton

64.8%

47.8%

Keyano

67.5%

47.3%

Lethbridge Central

46.4%

Lakeland

46.4%

59.5% 57.5% 56.6%

43.1%

Portage

57.8%

40.2%

Grande Prairie 30.3%

Northern Lakes 0

10%

20%

30%

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

54.5% 50.7%

40%

50%

60%

70%

80% 13

Ages 18-34 - expected % change in population growth between 2013 and 2023 Calgary

Temporary Foreign Workers and Shadow Populations

9.2%

Central

6.7%

Edmonton

6.2%

Grande Prairie

1.7%

Keyano

1.5%

Lakeland

Shadow populations that sustain industrial development and related services across the region have a significant impact on municipal infrastructure and social services. Although the exact population count is difficult to track, in 2005 it was estimated that this group totaled more than 26,000 (17.2%) across northern Alberta. The percentage of this shadow population ranged from 2.4% in the MD of Smoky River No. 130 to more than 55% in the MD of Opportunity No 130 .

4.4%

Lethbridge

5.0%

Medicine Hat

5.3%

Northern Lakes

7.7%

Portage

-6.2% 0

Location of Albertaâ&#x20AC;&#x2122;s First Nations population 2.0%

Medicine Hat

5.7%

Lethbridge

19.9%

Calgary 6.3%

Central 1.3%

Lakeland

36.1%

Edmonton 6.5%

Grande Prairie

11.9%

Northern Lakes 6.8%

Portage 3.4%

Keyano 0

10%

15%

20%

25%

30%

35%

40%

1 Information based on the 2006 Census by Statistics Canada. Census subdivisions in the 2009 Roles and Mandates Review were used to calculate the NLC service region statistics. Using 2006 Census subdivisions 44% live in towns, 43% rurally and 13% on reserves. 2

Ibid

Government of Alberta, 2012 Annual Alberta Labour Market Review, (2013). Available from http://work.alberta.ca/documents/annual-alberta-labour-market-review.pdf.

5 Aylward, M. J., Shadow Populations in Northern Alberta (2006), (2006). Prepared for the Northern Alberta Development Council. Available from http://www.nadc.gov.ab.ca/Docs/ Shadow-Populations.pdf.

It is without doubt that these numbers have increased since this 2005 research took place. Communities throughout the Northern Lakes College service region are eager to train their permanent residents to better meet the needs of industry and reduce the dependency on temporary foreign workers and shadow populations. It is the intention of Northern Lakes College to play a pivotal role in assisting communities and under-represented populations in our region to meet this challenge. The availability of temporary foreign workers continues to be a factor in meeting the labour needs of the service and hospitality sectors. Evolving federal legislation has made a direct impact on the availability of foreign workers and the availability of this labour source to sustain business in the North.

ECONOMIC OUTLOOK The provincial economy has slowed significantly in recent months due to the dramatic drop in revenue from the oil and gas sector. The drop in the price of oil continues to have a trickle-down effect on all sectors of the provincial and Canadian economy. Although the price of oil has rebounded slightly, and may continue to do so over the longer term, a return to previous levels of economic growth is not the foreseeable future. Due to the resulting relative value of the Canadian dollar, forestry and agricultural industries have benefited through a growth in a demand for exported commodities.

Demand for jobs in the region and province Although Alberta, as well as the Northern Lakes College service region, have enjoyed some of the lowest unemployment rates in Canada, there are nonetheless projected shortages for various occupations moving forward over the next ten years. In particular, the provincial government has noted that trades careers, health careers, and business careers are expected to be in the highest demand in the coming years .

According to Alberta’s Occupational Demand and Supply Outlook - 2013-2023 which looks at shortages province-wide, it is expected that there will be a shortage of 12,434 skilled trade’s positions within the next eight years. Additionally, it is expected that there will be a shortage of 11,782 health careers, as well as 10,666 business careers. The growing demand for skilled trades is expected to be higher in the NLC Service region than the province as a whole. This is similarly the case as it relates to expected demand for business and related careers. Additionally, it is expected that there will be a 6.5% growth in demand for health careers in the NLC service region, compared to a province-wide growth of 9.5% . The difference is largely due to the fact that the average age in the NLC service region is significantly younger than that of larger metropolitan areas. Consequently, there will always be higher demand for health careers from populations with older age demographics.

In 2013, the Northern Alberta Development Council indicated that all occupational sectors in our region reported a stable or increasing labour market demand . Based on this research, NLC has identified several programs that would complement existing offerings and better meet the needs of labour market demands. Potential programs identified include millwright, piping technologies, registered nurse, water & wastewater treatment, accountant (diploma), CPA, community health representative, heavy equipment operator and heavy equipment technology apprentice.

The success of the forestry, oil and gas resource and construction industries that continue to grow in the region, correlates directly to the demands on Northern Lake College for graduates of the trades and resource technology programs. The College will respond to industry and student demand in the region by working with Alberta Apprenticeship and Industry Training (AIT) to increase the number of Trades seats available to learners. Between 2009 and 2014, the seats made available to Trades learners increased by 50%, going from 214 seats to 320 seats. At the same time, student demand for these seats has been strong. In 2010-11, 78% of NLC’s seats were filled. This number rose to 82% the following year, and in 2012-13 97% of NLC’s Trades seats were filled. In 2014-15, the early estimate for the percentage of Trades seats filled is 72%.

Unemployment Rates

Province-wide Cumulative Shortage by Sector

7.0%

15,000

6.0%

12,000

5.0%

9,000

4.0% 3.0% 2.0%

Grande Prairie - Athabasca census division

1.0%

Province-wide

0 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

6,000

Trades Health careers

3,000 0

Business & related 2014

2015

2016

2017

2018

2019

2020

2021

Comparing Projected Demand for the NLC Service Region and Province - 2014 to 2017

Trades at NLC 350

10.0% 8.0%

NLC Service Region Province

150 3.8%

241

225

227 232

187

184

2010-11

2011-12

2012-13

289

100

2.0% 0

292 257

200

4.7%

315

Seats Available

250

7.4%

3.5%

Students in Seats

300

6.5%

6.0% 4.0%

9.5%

50 Trades

Health careers

Business & related

2013-14

2014-15

Northern Lakes College will respond to the rising industry demand in the region in business careers by continuing to expand the number of business programs and specializations offered at the College. In 2009, NLC offered one core business program at the College – the Business Administration certificate program. The following year a Business Administration diploma program was added and in 2012, with a specialization in Accounting.

Institutional Plan, Northern Lakes Colleges intends to meet the demands industry, business, human services and a growing student base by continuing to offer a comprehensive set of quality, regionally relevant, and industry specific programs, leading to employment.

In the area of Health careers, NLC currently offers 5 for-credit programs, as well as numerous courses available through continuing education and corporate training. In the last five years, NLC has experienced a 98% increase in FLE enrollments in the these 5 programs going from 164 FLEs in 2009-10 to 320 FLEs in 2014-15. Moving forward, Northern Lakes College will meet the challenges of developing a skilled labour force in the region. Through the execution of this Comprehensive

Alberta Enterprise and Advanced Education, Alberta Labour Force Profiles: Aboriginal People 2011, (2011). Available from http://eae.alberta.ca/documents/ LMI/LMI-LFP-AboriginalsProfile.pdf.

Northern Alberta Development Council, 2013 Professional Workforce Scan – A multi sector summary of employment tends across Alberta’s North, (2014). Available from http://www.nadc.gov.ab.ca/Docs/Workforce-Scan-2013.pdf.

Government of Alberta, Alberta’s occupational demand and supply outlook, 2013 – 2023, (2014). Available from http://work.alberta.ca/documents/ occupational-demand-and-supply-outlook-2013-2023.pdf.

ibid

EDUCATIONAL TRENDS The High School transition rate into the Post-Secondary Education (PSE) for the NLC service region is lower than the provincial average. Whereas, 39.6% of learners province-wide enter into PSE within 4 years of entering grade 10, this same number is 24.7% in the NLC service region. Additionally, 59.5% of learners province-wide enter into PSE within 6 years of entering grade 10, whereas within the NLC service region this number is 46.1%. The lower rate at which learners transition into post-secondary in the Northern Lakes College service region can be attributed to multiple factors. One of the important factors to consider is that learners in the NLC service region graduate from High School at a lower rate than learners province-wide. High School completion rates province-wide over the past seven years there has been a gradual increase between 2007 and 2013. In 2007, 71% of high school learners province-wide were completing high school within 3 years of

entering grade 10, and by 2013 this number had gradually rose to 75%. In comparison, the NLC service region, the data shows that the number of learners who complete high school within 3 years of entering grade 10 has remained constant â&#x20AC;&#x201C; around 63%.

High School Transition Rate by Service Region

Grade 10 Learners That Graduate in 3 Years

Geographic service region Calgary

Four-year

Six-year

2010-11

2011-12

2010-11

2011-12

40.9%

42.5%

61.1%

62.1%

Central

34.1%

38.4%

55.2%

56.8%

Edmonton

38.3%

38.6%

59.3%

60.1%

Grande Prairie

34.1%

36.0%

49.4%

51.3%

Keyano

34.6%

36.2%

50.2%

54.5%

Lakeland

46.4%

46.9%

65.6%

64.7%

Lethbridge

39.0%

40.5%

58.8%

61.2%

Medicine Hat

39.7%

39.6%

60.5%

58.4%

Northern Lakes

25.0%

24.7%

44.4%

46.1%

Portage

35.8%

40.1%

57.2%

56.8%

Alberta

38.2%

39.6%

58.4%

59.5%

Notes: Results include all public, separate, charter, francophone, and private schools in Alberta with a high school program. Historical results may have been restated using current mapping. Source: Alberta Education

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

Despite the fact that the high school completion rate is lower than average in the Northern Lakes College service region, there continues to be strong demand for NLC programs and courses. Indeed, over the last five years NLC has shown the highest average annual growth in FLEs province-wide. Moreover, this growth has occurred concurrently to lower enrollments in the area of primary basic adult education. This has been fueled by the growth in post- secondary enrollments alone.

90% Alberta Average 80% 71%

71%

72%

73%

74%

75%

63%

70%

60%

63%

61%

63%

60%

63%

50% NLC Service Region Average 40%

30% 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13

According to 2011 National Household Survey, the rates at which individuals are completing postsecondary education in the NLC service region have been constant In 2001, 34.0% of the service region had attained a post-secondary education, whereas in 2011 this number was 35.6%. The educational attainment of Alberta’s Aboriginal populations are lower than that of other Albertans. In 2011, the percentage of Alberta’s Aboriginal labour force (off-reserve) with less than a high school diploma was 22.3%. Whereas, the proportion of non-Aboriginals in Alberta’s labour force that had less than a high school diploma was 12.3%. Additionally, 56.8% of non-Aboriginal Albertans have a post-secondary certificate, diploma or degree; whereas, 42.7% of Aboriginal Albertans have a post-secondary certificate, diploma, or degree .

The most recently available data from Innovation and Advanced Education indicates that the Aboriginal post-secondary completion rate in the service region is the lowest in the province.

Average FLE Growth Between 2009 and 2013

3.1%

Calgary 0.3%

Central

1.3%

Edmonton outlier

Grande Prairie

2.8%

Keyano

3.0%

Lakeland 0.5%

Lethbridge

1.3%

Medicine Hat

5.3%

Northern Lakes -0.2%

Portage

2.4%

Athabasca

2.1%

Alberta average 0

% of Grade 10 Students that Transition into Post-secondary within 4 Years, 2012-13 Calgary

42.9%

Central

38.5%

Edmonton

38.7%

Grande Prairie

34.5%

Keyano

38.2%

Lakeland

48.9%

Lethbridge

41.2%

Medicine Hat

37.5%

Northern Lakes Alberta Enterprise and Advanced Education, Alberta Labour Force Profiles: Aboriginal People 2011, (2011). Available from http://eae.alberta.ca/ documents/LMI/LMI-LFP-AboriginalsProfile.pdf 11

29.5%

Portage

40.8% 0

10%

20%

30%

40%

50%

Proportion of the Population Aged 15+ with Post-secondary Education, Alberta and Service Region Calgary Keyano Edmonton Lethbridge Central Lakeland Medicine Hat Portage 2001

Grande Prairie

2006 2011

Northern Lakes 0

10%

20%

30%

40%

50%

60%

Aboriginal Post-Secondary Completion by Region: 2006 Calgary Central Edmonton Grande Prairie Keyano Lakeland Lethbridge Medicine Hat

Aboriginal 22.4%

Northern Lakes

39.8%

Non-Aboriginal

Portage 0

10%

20%

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

30%

40%

50%

60% 19

Northern Lakes College CIP Development and Consultation Stakeholders consulted during the Comprehensive Institutional Plan (CIP) development process influenced the content of the CIP. Consultations are ongoing and impact College outcomes in numerous ways Business and Industry Input: Program advisory committees engaged to inform the College about programs and market needs and informed the College on relevance of program outcomes. College operations and programs continue to be reviewed and adjusted according to identified need as resources allow. College leadership participated in regional economic advisory committees such as PREDA, REDI, and LSLEA and subcommittees of the Northern Alberta Development Council. A College employee is also participates as an institutional member of the Community Futures Board in Slave Lake. Meetings with business and industry stakeholders were held during the past year in Slave Lake, High Prairie, Peace River and High Level. These meetings focused on the engagement of this community in a discussion about current and anticipated labour market needs. Consultation between regional community governance and College senior management and regional managers is ongoing. Throughout the development of this plan, meetings with Municipal District Councils, Town Councils as well as Councils for First Nations and Métis Settlements were held. The College continues to make opportunities for community dialogue a priority. President and CEO Ann Everatt consulted with all college employees as well as the Students’ Association in the development of this document. Additionally, the President hosted industry forums in High Prairie, Slave Lake, Peace River and High Level. Industry attendees participated in an open dialogue and offered their perspective on how Northern Lakes College can better prepare a trained labour pool to meet their future needs. Consultation with Woodland Operations Learning Foundation (WOLF) has resulted in strong industry relationships, excellent woodlands curriculum, on-line learning access for woodland’s employees, and continuing competence credits for professional foresters. Employees from the College also consult with the Lesser Slave Lake Forest Education Society, which provides offerings for K-12. Alberta Distance Learning Centre is using the WOLF/Northern Lakes curriculum for Forestry CTS modules. In 2012/13 five pilot schools across the province are using the curriculum. By 2013-14 the curriculum will be available to all high schools. High School learners are obtaining field

practicum and simulator training through WOLF and Northern Lakes College. Shell Canada is contributing funding to the WOLF/Northern Lakes partnership for a forest reclamation project. Local community education committees of the College will also be part of the project. Ongoing discussions are being held with the WOLF Board to discuss programming needs to support this industry. Survey companies are expecting significant growth in pipeline work and want to upgrade skills in the industry (including office people who work with surveyors). Discussions are underway to consider how existing offerings can be expanded. The Wabasca Trades Training facility was opened in May 2015 to provide introduction of pre-apprenticeship, and other relevant programs at our Wabasca Stony Point campus. Careers the Next Generation works with the College and local schools to encourage student participation in trades in the region.

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

COMMUNITY AND LOCAL GOVERNMENT INFLUENCE For more than 40 years, the Council of Community Education Committees (CCEC), comprised of local representatives, has met with the President and senior management on a regular basis. The Community Education Committees (CECs) are nominated by local governments and are appointed by the College. CECs collaborate for regional solutions and are allocated a Community Program Fund to use for educational priorities in their community. Regional Managers and the President, and Executive staff of the College have regular meetings with the Council of Community Education Committees and have had the opportunity to present the Key Focus Areas and key strategies to this group for discussion and input. In turn the CCEC and CECs impact student recruitment and retention Northern Lakes College held several stakeholder meetings to discuss the future needs of our region. Meetings were held with staff, students, community members, and business and industry partners in Slave Lake, High Level, High Prairie, and Peace River.

Comprehensive Institutional Plan Linkage to Government of Alberta and the Ministry of Innovation and Advanced Education Northern Lakes College had developed this plan to ensure that we are aligned with provincial priorities and the Ministry of Innovation and Advanced Education’s 2015 – 2020 Business Plan.

MINISTRY OF INNOVATION AND ADVANCED EDUCATION Business Plan 2015 - 2020 Building a Prosperous Economy Although Alberta’s economy has diversified significantly over the last several decades, it remains less diversified than some comparable jurisdictions. The province’s dependency on resource extraction and trade with the United States increases the potential for economic volatility and the risk of having our resources undervalued. Acting to broaden the province’s economic base, Innovation and Advanced Education is working to spur advanced technology commercialization and to foster growth in sectors that offer significant growth potential. It is also working to drive higher value from existing industries, increase market access and boost productivity and competitiveness.

Unlocking the Value of Research and Innovation Alberta is home to a strong provincial research and innovation system composed of world-class thinkers producing new and cutting edge knowledge. Significant public investments have been made to develop a strong base of research across many players, including Alberta Innovates, Campus Alberta and innovation service providers. Looking to unlock greater value from this ecosystem, Innovation and Advanced Education is working to ensure that the province’s researchers and innovators have access to the capital and support they need to translate new knowledge and technology into products and services that produce social and economic benefits for Albertans.

Post-secondary Excellence and Financial Sustainability A central challenge faced by the province involves the financial sustainability and performance of Alberta’s advanced learning system. Building a system that is more self-sufficient and less reliant on government funding, the ministry will work with its post-secondary partners to find efficiencies and enhance institutional revenue

generation, through tuition and other sources. The department will also work with institutions to develop an ambitious five-year strategic plan

Northern Lakes College has developed

that will chart the path for a renewed Campus Alberta that executes at a high level, in both instruction and research, through improvements in governance, program specialization, reduced program duplication and stronger alignment to the labour market and Albertaâ&#x20AC;&#x2122;s world-class innovation system.

Alberta Plan and the Ministry of

Access to Post-secondary Education for all Learners While the ministry and post-secondary institutions face the challenge of long-term financial sustainability, supports for postsecondary learners, including apprentices, remain a high priority. The ministry will ensure that student aid funding is responsive to increased educational costs, especially for underrepresented learners such as Aboriginal, rural, disabled and low-income Albertans. Innovation and Advanced Education is also working with its Campus Alberta partners to take advantage of innovative delivery platforms to ensure that Albertans are able to access top quality educational opportunities, regardless of geographic location.

Demand for Skilled and Entrepreneurial Workers Alberta is projected to face labour shortages in a number of critical occupations over the coming years, and many of these jobs will require workers with specific skill sets and training. To meet this challenge, Innovation and Advanced Education is working to strengthen the alignment between the post-secondary system and the labour market to ensure that the province will have the skilled workers that it needs to grow and thrive. Alberta is facing a tremendous opportunity for transformation. Innovation and Advanced Education is working to meet these challenges head-on to position the province for continued prosperity in the decades to come.

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

seven key Goals to align to the Building Innovation and Advanced Educations Business Plan and to respond to regional demand for access to postsecondary programs that align with opportunities. Goal 1: Align College programs on the basis of regional and provincial workforce demand Goal 2: Enrich the student experience at Northern Lakes College Goal 3: Improve and update facilities and technology infrastructure Goal 4: Implement employee development processes to support strategic directions. Goal 5: Maximize College effectiveness, quality and funding to ensure our learners are prepared for employment or further education Goal 6: Elevate the Northern Lakes College brand and image Goal 7: Enhance Research and Scholarly Activity

SYSTEM LEVEL OUTCOMES 1. A Learner Enabling System Northern Lakes College takes pride in its ability to provide learning opportunities in rural and remote communities across more than 160,000 square kilometers in Northern Alberta. The College provides access to those who wish to learn in their home community, and in doing so, facilitates additional student supports including family members and local agencies. Our students, no matter where they live, have access to a wide range of full-time, part-time, and continuing education courses and programs, including those offered through eCampusAlberta or in collaboration with other Campus Alberta Partners, through the use of supported distance learning technology.

Number of student registrations (last 5 years) 2600 2400 2200 2000

2090

1800

1881

1600 1400

2010-11

2011-12

2012-13

The growth of student numbers at Northern Lakes College has out-paced those of other provincial postsecondary institutions. Between 2011 and 2014 student numbers grew by 5.3%, more than 2.2% greater than all other regions of the province.

3. Advancing Knowledge Northern Lakes College allows for individuals to be trained for employment close to home, and in doing so, facilitates the likelihood of them staying in the region for work, once they have completed their studies. This factor has a significant impact on the economic and social sustainability of rural Alberta. To ensure the relevance of courses and programs, and the employability of our graduates, Northern Lakes College consults regularly with regional business and industry, local governance, educational stakeholders, and program advisory committees.

2014-15

Graduate numbers (last 5 years) 950 900

2. Value for Investment

2013-14

885

850 800

891

6871

911

831

750 700

2010-11

2011-12

2012-13

2013-14

2014-15

Number of students registered in continuing education (last 5 years) 8000 7500 7000

7441

7349

7353 6871

6500

6379

6000 5500 5000

2010-11

2011-12

2012-13

2013-14

2014-15

Number of students registered in trades and apprenticeship programs (Last 5 years) 350 300

315

250

256 227

200 150 100

187

184

2010-11

2011-12

2012-13

2013-14

2014-15

Business model principles 1. Community Based Delivery Model

2. Content customized to Community Needs

Our ability to quickly engage with communities to provide sustainable access to post-secondary learners in rural and remote communities is central to success. Creating access and learner support for â&#x20AC;&#x153;a breadth and variety of learning activitiesâ&#x20AC;? in small and medium sized northern communities contributes to Campus Alberta by increasing access, participation and completion rates.

The content of courses and programs follows from the expressed needs of learners and communities. Content is relevant to the rural context and is culturally appropriate (courses that appear the same as elsewhere may be different in pacing, sequencing, content and cultural focus). Content is designed to facilitate program laddering within College offerings and beyond.

The College has 30 years of practical experience with effective distance and blended education delivery to learners within supported learning environments at their local communities.

a. Foundational Opportunities leading to Career Programs, employment opportunities and further post-secondary study

NORTHERN 25 LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

The College has strength in foundational opportunities that focus on taking learners from where they are academically, planning the most direct route into, through and beyond a career program and improving quality of life for rural residents. College deliveries of accredited High School courses are part of the equation.

b. Institutional Responsiveness that contributes to student education and employment

The College responds quickly to community and industry needs within resource capabilities. Programs and courses are aimed at local employment opportunities

e.g. Trades, Health Careers, Power Engineering, Social Work, Aboriginal Teacher Education Program, part-time and full-time offerings, or distance education.

Assisting adults with their return to school (or options for staying in school in the case of dual-credit) is another aspect of College responsiveness. More than forty years of facilitating and brokering post-secondary opportunities from Campus Alberta partners is also inherent in the ability to be responsive.

Practicum placements in local settings contribute to employability.

3. Systems to support Community Based Delivery Strong IT systems and The Centre for Teaching and Learning contribute to the success of the Northern Lakes College Community Learning Centres, industry sites and home-based learners through quality programs tailored to the delivery style and reliable, supported technology in each community. In addition to full-time credit learners, College support services facilitate adaptation of industry learning materials to on-line availability for part-time learners and non-credit delivery. Professional development for the online environment is strong and readily available to other Campus Alberta partners. Learner Retention System: Our traditional model has educators in community campuses playing a dual role; supporting local learners and delivering on-line courses to other sites. Access Facilitators assist with technology and facility access. Home based access is not yet an option in many of the small northern communities. Learner retention is important whether the delivery is aimed at home, community or work-based learners. Delivery to First Nations across the province with the Addiction Services Worker program, and deliveries to working Power Engineers employ different methods for engagement and retention.

Institutional strengths, opportunities and challenges STRENGTHS

OPPORTUNITIES:

• Over 40 years of experience serving the region based on a sustainable model, consultation with communities and an understanding of the region.

• The student retention model arising from community-based services and strong student supports contribute to better learning outcomes. The sustained long service of Northern Lakes College is contributing significantly to education and quality of life in northern communities. Without communitybased services, successful access to post-secondary for many of our residents would not be possible.

• Well positioned to serve an under-represented demographic and a growing industry base. • An accredited High School for adults, assisting those who need to acquire post-secondary pre-requisites. • An established alumni base that encourages second and third generation participation in education. • A well-established community consultation model and uses regional awareness to adapt to the environment; • Loyal and capable employees embracing the challenges of a large geographic region. Employees have a significant capacity to change. • A wide variety of collaborative arrangements. • A well-established distance delivery and student service model for community-based education

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

• The College is flexible and ready to take on new challenges. Our success is directly aligned with our ability to be responsive to the needs of residents, businesses, and industry. The College continues to seek other sources of revenue to add new programs and services. • Partnerships with business, industry, Campus Alberta and community organizations are important to the success of our learners and our ability to help build capacity within our communities. Transferability, in particular, helps with course and program completion. Local offerings that provide a path from preparatory, to College programming and on

to employment or to another post-secondary credential are desirable. For example, Aboriginal Teacher Education program is an exceptional collaboration that brings years three and four of the University of Alberta’s program to local learners who can remain in their home communities to study. • Business, industry and communities are increasingly concerned about the need for more skilled labour in northern Alberta. More part-time, distance delivery and other alternative delivery methods for working individuals will be required as more jobs are created. • Oil industry activity and development in the High Prairie, Fox Creek, Peace River and Wabasca regions are triggering on-going demand for skilled workers in the region. Local industrial training opportunities need to be strengthened. The College capital plan aims to provide additional, suitable industrial training space in selected locations across the region. • After several difficult years the forest industry has renewed optimism for the future. (E.g. Ainsworth in High Level and Tolko in Slave Lake have re-opened). • Demand for careers in the health field remains strong. College offerings in health programs are significant and outcomes are excellent but the demand is for even more. Provincial targets are higher than current enrollments. • There is an on-going need for adult preparatory education in the region. The changing demographics in our communities will require us to meet the needs of a larger population of young Aboriginal adults. There continues to be a significant gap in high school completion in this region compared to provincial averages. Education and “meaningful” employment are important to local residents. Advanced Skills are the desired outcome from preparatory education. Inadequacy of student grant support (Alberta Works and federal post-secondary funding) for helping learners to acquire “meaningful” employment continues to be a frustration for low-income residents. • 2014-15 Northern Lakes College supported nine partnerships with various school districts to offer dual-credit programming in a variety of trades programs and health science programs. Plans continue to expand dual-credit opportunities to more communities and into additional program streams.

• The region’s stakeholders want training in the region to increase participation in post-secondary and improve the probability of graduates staying and working in the region. The anticipated outcome is better opportunities to become employed, local role models and expanded community capacity. There is an ever increasing interest by industry to support local education and training initiatives. • Community stakeholders are appreciative of the innovative approaches to increasing participation of Aboriginal and under-represented populations. • Northern K-12 school systems are seeking a greater breadth of relevant programming options to improve completion rates. Post-secondary partnerships with K-12 are part of the solution and these options are achievable with creativity and investment. • Communities within the region are recognizing the strength of partnership as they work together to meet needs. Requests for College participation in partnerships are increasing significantly. Demand for workers by industry in the energy and forestry sectors, and calls for more youth engagement are leading to more conversation about how to meet program needs for our service region. In response to this demand Northern Lakes College will be implementing a Mobile Trades Program to support training and development throughout the region.

CHALLENGES: • Current and anticipated funding reductions and anticipated funding review • College sustainability – Government requesting reduced reliance on Government funds • Enrollment growth in key areas • Maintaining access and quality • Economic growth – key skill shortages • Excessive deferred maintenance of facilities • Reliance on technology requires technology updating Regionally, low educational attainment in K-12 leads to the need for a steady offering of adult upgrading. Student income support programs (federal and provincial) are not in line with demand. In 2008-09 Alberta Works funded 684 full-time

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

learners at Northern Lakes College. In 2011-12, only 342 fulltime learners were funded; a reduction of 50% over the prior four years. In 2012-13 the number of funded Alberta Works learners increased slightly to 382 full-time learners and 65 part-time funded Alberta Works learners. In a general sense, our greatest challenge is our decentralized operation. Our needs are on a different scale than urban projects and capital project approval processes in particular are designed for larger, single location, one-off projects. Creativity and responsiveness are required in the north. Distributed flexible spaces that can accommodate a variety of industrial programming is needed. Collecting the right partners, at the right time with the funding available for responsiveness is key. We require adequate space in the right places for programming which is typically on a much smaller scale than our counterparts in other locations.

CAMPUS ALBERTA PARTNERSHIPS

• Electrical apprenticeship – exam banks in use at Northern Lakes are compliments of Red Deer College.

• A 2012 agreement with Portage College and Athabasca University is aimed both at efficiency for neighbouring institutions and at a new learner pathway from diploma to degree. For the diploma portion, the second year of Business will have two streams available across Northern Lakes and Portage regions, with specialties available in Accounting and Management Studies. Since 2012-13, Northern Lakes delivered Portage curriculum for Management Studies to both regions.

• Barrhead Community Learning Centre programming from Northern Lakes College is made possible through an agreement with NorQuest (the Comprehensive Community Institution responsible for Barrhead).

• Aboriginal Teacher Education Program – a partnership of the Government of Alberta, Northern Lakes College, the University of Alberta and northern school divisions. • Alberta Rural Development Network (ARDN) – connects the resources and expertise of Alberta’s 21 public postsecondary institutions to rural communities. • Apply Alberta is a collaboration of participating colleges, technical institutes and universities that develop, manage and share an online application system and associated services. • Apprenticeship – curriculum is common across all apprenticeship institutions through AIT. 30

• Mobile Crane and Boom Truck delivery was structured as an agreement with Keyano College around 2008. Funding from the GOA and AIT allows delivery of this program across the province on a rotational basis. • Practical Nurse Collaborative Curriculum is the result of three colleges working together to create and maintain a curriculum that is the best of the best. Members include Keyano College, Northern Lakes College, and Grande Prairie Regional College. • A new collaboration involves the delivery of Emergency Medical Responder (EMR) in Grande Prairie on the GPRC site and in Barrhead (NorQuest site). • Regional K-12 schools are working closely with Northern Lakes College to provide collaborative high school and dualcredit offerings in several communities. Typical offerings include power engineering, welding, electrical, millwright, and health care aide.

Northern Lakes College Comprehensive Institutional Plan

GOALS, PRIORITY INITIATIVES, EXPECTED OUTCOMES AND PERFORMANCE MEASURES

ACCESS AND QUALITY Goal 1: Align college programs on the basis of regional and provincial workforce demand Priority Initiatives: • Review and possibly suspend low enrollment programs (less than 10) • Identify and prioritize new program implementation based on critical skill shortages regionally and provincially. • Maintain an investment fund to support integration of new programs. • Collaborate with Campus Alberta partners on new program implementation, wherever possible.

• The percentage of College programming offered through eCampusAlberta will increase by 10% per year. • An introductory trades program for secondary school divisions in the region will be developed by June 2015 and offered during the 2015-2016 Academic year.

• Develop and monitor learning pathways and ladders for all programs.

• A Local Open Online Course (LOOC) focused on Academic Standards will be developed by June 2016. By September 2017, all Northern Lakes College learners will be required to take this course.

NLC Outcomes:

• At least one new, ongoing student award implemented each year for the next three years.

• A skilled workforce in our region to support labour market demand. • Provide one new short-term, non-credit, Continuing Education Certificate opportunity each year for the next three years to meet student and employer demand. • Contribute to economic and community development. • Flexible learning pathways for our learners.

Performance Measures: • An established curriculum ever-greening schedule which ensures all courses are viable, relevant and responsive will be implemented in 2015. • New programs will be developed annually in response to regions’ needs. • Business industry partners will be engaged in advising postsecondary programs.

ACCESS AND QUALITY Goal 2: Enhance the student experience at Northern Lakes College Priority Initiatives:

NLC Outcomes:

• Create opportunities in each program for an experiential learning opportunity.

• Outstanding service and supports for learners. • Contribute to economic and community development.

• Employment/Career services developed to align our graduates to employment opportunities.

Performance Measures:

• Streamline the admission process and create a Strategic Enrollment Management plan. • Implement an enhanced student portal. • Integrate employability outcomes in all programs.

• Within three years, online applications and registrations will exceed paper based applications and registrations. • The student application and registration processes will be streamlined to provide immediate and relevant communications with prospective learners contributing to an overall increase of 5% in applicant conversion. • Programs will be reviewed, a base-line established, and goals created and implemented to increase experiential learning and entrepreneurship opportunities by 5% each successive year. • Learners needing accommodations will have the opportunity to utilize the most current technology and tools to support them to achieve equity in the learning environment resulting in increased persistence towards educational goal completion. • A determination of the most significant student accommodation needs will be made to establish baseline data to support resource planning so that accommodations align with term starts. • Baseline data on student wellness needs will be established in 2015. • All faculty will be trained to utilize new technology, tools and knowledge so they can support learners in need of learning accommodations. • A minimum of three student wellness activities, as identified by the Student Wellness Committee, will be launched and evaluated in 2015. All learners will have opportunities to participate in wellness activities. • Faculty, staff and learners will engage in orientation programs re student mental health awareness and support. A multiresponse system to identify and address early indicators of student distress will be developed in 2015. • A College representative will attend all regional economic development meetings. • Technology will be utilized to expand access and support for learners to asynchronous, part time and eCampusAlberta offerings. Benchmarks to be established in 2015. • Self-service opportunities for learners to access information and support services through the web and mobile technology will be established by 2016.

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

ACCESS AND QUALITY Goal 3: Improve and update facilities and technology infrastructure Priority Initiatives:

Performance Measures:

• Ensure community based facilities meet acceptable standards.

• Student Satisfaction Surveys will indicate an increased satisfaction with services and supports for learners.

• Explore and integrate appropriate technologies to support teaching and learning at Northern Lakes College.

• Campus Master Plan will be developed before the end of 2016.

• Student Portal and online admission process is in place.

• Bandwidth to communities with limited access to broadband will be increased by December 2015.

• Development and updating a Campus Development Master Plan

NLC Outcomes: • Outstanding services and supports for learners. • Teaching and learning innovations that enhance student success. • Operate efficiently and effectively in a transparent operating environment.

• The College’s Advisory Committee on Educational Technology and Information Technology Services will assess technological needs at all College campuses and plan to address these needs by December 2016. • A Student Housing Master Plan will be developed by December 2017. • Instructors will implement one technology based learning activity each term for the next three years and document results.

COMMUNITY Goal 4: Implement employee development processes to support strategic directions Priority Initiatives:

Performance Measures:

• A formalized and planned onboarding process will be developed and implemented.

• The Employee Performance Management process will be reviewed, revised and implemented by 2015.

• Succession plan will be introduced and implemented.

• All employees will participate in at least one professional development or training opportunity each year.

• Human Resources will develop a formalized professional development plan for each of Administrative, Faculty and Management groups.

NLC Outcomes: • Operate efficiently and effectively in a transparent operating environment. • Finance will publish quarterly updates internally beginning 2015.

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

• Annual professional development activities focusing on college wide training and development initiatives will be offered annually. • HR templates, recruitment documents and processes will be reviewed for quality assurance and College branding in 2015. • HR’s on-boarding process will be supported and reinforced at the department level. • All commencement documentation and processes will be reviewed by December 2016.

COMMUNITY Goal 5: Maximize College effectiveness, quality and funding to ensure our learners are prepared for employment or further education. Priority Initiatives: • College in partnership with the Ministry will develop a College sustainability plan. • Key performance indicators will be integrated: Retention, Completion and Employment. • Annual Business and Industry Stakeholder meetings in each region. • Community Education Councils will be enhanced to ensure community education and training needs are addressed. • Development of Continuing Education and Corporate Training activities to develop and maximize alternate sources of funding. • Ensure dual-credit opportunities are revenue neutral or revenue generating.

NLC Outcomes: • Operate efficiently and effectively in a transparent operating environment. • Contribute to economic and community development.

Performance Measures: • A program outcomes framework and program review process will be created before the end of 2016. The goal will be to meet or exceed established benchmarks for all programs. • One new partnership will be created per year for the next three years. • Funds raised through alternate sources will increase 5% per year for the next three years. • The number of dual-credit agreements will expand to include two additional regional school districts and one out-of-region school district annually. • Dual-credit FLEs will increase by 10% annually. • Northern communities clean water management needs will be supported with the help of sister institutions by developing and implementing training programs by June 2015.

• Business and industry safety and compliance training needs will be met through Continuing Education and Corporate Training as evidenced by increased revenue targets of 15% per annum • Credit program FLE targets will increase annually by an average of 3% through the recruitment, retention and transition of our learners to further education and employment in their chosen field. • A Community/Stakeholder Engagement Plan will be developed which includes enhancing the role of the CEC and student recruitment opportunities. This plan will be developed (and shared) with the CECs. • A College Environmental Sustainability Plan will be developed and implemented by December 2016. • Learners will be surveyed each year in regards to their satisfaction with College services. Benchmarks will be established and goals identified for improvement.

COMMUNITY Goal 6: Elevate the NLC Brand and Image

Priority Initiatives:

NLC Outcomes:

• Continue to enhance and expand the new College website

• Contribute to economic and community development.

• Media and Marketing Materials will be developed in consultation with academic departments.

Performance Measures:

• Advertising of College will be strategically aligned to our region, stakeholders and communities. • An annual community report will be developed and distributed.

• An internal and external communications plan focused on the College’s re-branding initiative will be developed in 2015. • A marketing plan, including social media and media will be integrated in 2015. • Program-specific target marketing plans for each program will be developed by the end of 2015.

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

RESEARCH Goal 7: Enhance Research and Scholarly Activity Priority Initiatives:

Performance Measures:

• Continue to support scholarly research with a focus on teaching and learning.

• The College will partner with other institutions, when and where appropriate.

• Participate, whenever possible, as a research partner with Campus Alberta institutions.

• The College will support internal research projects that focus on teaching and learning.

NLC Outcomes: • Teaching and learning innovations that enhance student success.

PERFORMANCE MEASURES 12-13

13-14

14-15 Estimate

15-16 Target

16-17 Target

215 252

196 211

190 235

200 247

209 209

227 0

286 0

360 0

378 0

397 0

290 857

304 923

262 963

1011 889

1062 934

754 1127

837 1176

847 1249

889 1311

994 1377

345 97

365 111

377 133

358 126

376 120

12-13

13-14

14-15 Estimate

15-16 Target

16-17 Target

14.0%

12.0%

14.0%

16.0%

18.0%

129

126

100

110

116

1. Head Count for Health Careers1 Full time Part timeÂ

2. Head Count for Trades Full time Part time

3. Head Count for Industrial/Vocational Training Full time Part time

4. Head count for Post-Secondary Enrolments2 Full time Part time

5. Head count for Adult Upgrading Enrolments Full time Part time

1. The % of post-secondary program enrolments started in foundational programs 2. The # of dual credit enrolments

Health careers that the College offers include: Addiction Services Worker, Emergency Medical Responder, Emergency Medical Technician, Health Care Aid, and Practical Nurse.

The overall post-secondary enrolments include all for-credit programs including trades.

NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

PERFORMANCE MEASURES

12-13

13-14

14-15 Estimate

15-16 Target

16-17 Target

1. Quality of Instruction

92%

93%

97%

2. Overall Satisfaction

88%

97%

98%

3. Recommend Northern Lakes College

91%

95%

97%

12-13

13-14

14-15 Estimate

15-16 Target

16-17 Target

19 of 20 4 of 20

23 of 23 5 of 23

24 of 24 6 of 24

24 of 24 7 of 24

24 of 24 8 of 24

12-13

13-14

14-15 Estimate

15-16 Target

16-17 Target

1. Number of enrolments by people in the College’s service region who are taking e-campus courses offered

590

615

748

785

825

2. Number of enrolments from people outside of the region taking NLC courses.

2425

2826

3052

3205

3365

32% 21% 47%

33% 14% 53%

39% 12% 49%

35% 15% 50%

25% 20% 55%

1. # of education facilities in the service region in suitable functional condition for:

a. online, supported learning b. skills-based, hands-on learning

3. Access-% of courses delivered through: – Face-Face – Distance only – Blended Delivery* * Blended delivery methods include a combination of face-to-face methods and traditional distance delivery methods (traditional distance delivery includes such things as recorded video, print packages or telephone tutorials). The difference between traditional distance delivery and blended delivery is that the latter involves real-time, face-toface interaction with instructors whereas the former does not.

ENROLMENT FORECAST 2015-16 +3%

2016-17 +3%

2017-18 +3%

Academic Upgrading (HS and ABE Combined)

360

340

300

Basic & Preparatory Programs Totals

360

340

320

Addiction Services Worker

Business Administration

Program Basic & Preparatory Programs

Post-secondary Certificate Programs

College and Career Preparation Program

Community Health Promotions

Early Learning and Child Care

Educational Assistant

Emergency Medical Responder

Emergency Medical Technician

Health Care Aide

100

Human Resources

Office Administration

Oilfield Operator Training

Survey Theory & Calculations

University Studies

422

427

480

Total Post-secondary Certificate Programs

Post-secondary Diploma Programs Business Administration - Human Resources

Business Administration - Management Studies Collaborative

Community Health Services Worker

Early Learning and Child Care

Paramedic

110

112

114

Social Work

University Studies

225

247

260

Boom Truck

Mobile Crane

Carpentry 1st, 2nd, 3rd and 4th Year

Electrician 1st , 2nd , 3rd & 4th year

Welding 1st, 2nd, 3rd Period

240

245

Practical Nurse

Total Post-secondary Diploma Programs

Other Programs

Power Engineering 3rd, 4th & 5th Class Pre-Employment: Carpentry, Electrician, Millwright, Welding Pre-Employment: Mobile Trades Open Studies Total Other Programs

TOTAL OFFICIAL ENROLLMENT

340

358

375

1347

1392

1435

*Unaudited NORTHERN LAKES COLLEGE COMPREHENSIVE INSTITUTIONAL PLAN 2015-18

PLAN FOR FINANCIAL SUSTAINABILITY STATEMENT OF OPERATIONS 2012-13 Actual

Government of Alberta grants

2013-14 Budget

2013-14 Actual

2015-16 Budget

2016-17 Forecast

2017-18 Forecast

33,662

30,124

31,588

31,880

31,978

32,003

Federal and other government grants

2,158

400

1,570

400

Student tuition and fees

5,779

5,591

5,580

7,676

7,791

Sales of services and products

2,461

1,896

2,248

815

837

857

Donations and other contributions

282

372

332

336

339

Investment income

383

300

632

641

647

654

44,725

38,347

41,990

41,744

41,989

42,044

Instruction

15,492

13,709

14,722

15,226

15,628

15,883

Academic and Student Support

10,275

8,886

9,092

9,609

9,652

9,809

Institutional Support

7,062

6,775

6,017

6,890

6,388

6,492

Facility Operations and Maintenance

8,173

7,600

8,149

8,303

8,651

8,792

Ancillary Services

2,022

1,377

1,573

1,716

1,670

1,697