OUR PURPOSE. OUR PATH. THE NLC PLAN 2016–2019
TABLE OF CONTENTS
Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Mandate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Accountability Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Institutional Context. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Key Focus Areas, Strategic Vision, Priority Initiatives & Outcomes. . . . . 14 Appendix A: Financial and Budget Information . . . . . . . . . . . . . . . . . . 31 Appendix B: Enrollment Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Appendix C: Community Outreach and Underrepresented Learners . . . . 43 Appendix D: Capital Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 Appendix E: Information Technology Plan. . . . . . . . . . . . . . . . . . . . . . 57
With respect for cultures‌
and the needs of communities,
Northern Lakes College provides quality educational programs and services which enable adults to continue their education, to improve their employment opportunities, and to enhance their quality of life.
6
THE NLC PLAN 2016-19
EXECUTIVE SUMMARY
THE NLC PLAN 2016-19 7
Northern Lakes College is a growing and unique institution that serves a region of 164,000 square kilometers, and more than 50 communities including ten First Nations and four Métis Settlements. With the key value of access at our core, we have developed distance learning strategies to enable students throughout our region to access most of the programs we deliver. Our distance learning strategies are a blended delivery model using a variety of integrated technologies to connect our students and faculty, and to provide necessary supports for students in remote campuses or communities. In the past year NLC has been requested to share the success of our delivery model at the Conference Board of Canada Conference in Edmonton and now have been asked by the Conference Board of Canada to present a webinar to an audience throughout Canada. Northern Lakes College has always been connected to our communities through our Community Education Committees, and we have responded to the needs of our region. In the past year we have added three new programs including the Paramedic program, the Community Health Promotions Certificate and Diploma programs and the Water/Wastewater Certification program. As well, our Power Engineering Lab in Peace River came on stream this year and has provided enhanced opportunity for our learners. We have also added Mobile Trades Training units to support outreach to smaller communities to access pre-Apprenticeship, pre-Technology and Dual Credit programming. Future plans include the addition of environmental programming as well as programs to support our growing Forestry industry. We continue to focus on ensuring that Northern Lakes College is connected to the needs of our communities and that learners in our region continue to have access to the economic opportunities now and in the future. NLC is an active partner within CampusAlberta and has created opportunities for enhanced program delivery throughout our region with our CampusAlberta partners. The Board of Governors of Northern Lakes College has identified five Key Focus Areas: • Excellence in Education • NLC as a Learning Partner for Life • Connected to our Communities • Build Capacity for the Future • Applied Research
Ann Everatt President and CEO
Daniel Vandermeulen Chair, Board of Governors
EXECUTIVE SUMMARY
Northern Lakes College has developed a Comprehensive Institutional Plan (CIP 2016 – 19) to guide our College’s strategic planning process. This plan is intended to be the catalyst to guide the ongoing strategic planning process that will result in the development of credit and non-credit programming to support the economic and community development needs of the communities we serve. As well, we have focused this plan on the ongoing development of student success initiatives, technology enhancements and community engagement opportunities. The region served by Northern Lakes College has a diversified economy which includes significant growth in Oil and Gas, Forestry and Agriculture sectors.
THE NLC PLAN 2016-19
MANDATE
8
MANDATE NORTHERN LAKES COLLEGE is a public, board-governed college operating as a Comprehensive Community Institution under the authority of the Post-secondary Learning Act of Alberta. Northern Lakes College is a dynamic college that contributes to continuous improvement in the lives of learners in rural communities. Innovative program and service delivery models are designed to overcome access challenges for learners in remote communities. As a member of Campus Alberta, Northern Lakes College offers and facilitates programs and educational services in a large rural region of Northern Alberta that includes many First Nations and MĂŠtis communities. Working within the framework of Campus Alberta allows Northern Lakes College to provide opportunities from other educational institutions, to reach out to other regions where requested, share services, improve transfer options for learners, and participate in applied research, typically with partner institutions. The College contributes to community development, leadership capacity, and vibrant communities through a unique partnership with a network of local Community Education Committees. The Board recognizes the Council of Community Education Committees as the principal advisory body of the College through a Statement of Mutual Respect. The committees and their council identify program and service needs for their communities and regions, support individual learners, and advise each other about best practices in community education. The College plays an important role in the communities by providing facilities, leadership, and activities that contribute to the educational, social, cultural, recreational, and economic development of the region. The College offers certificates and diplomas leading to careers in health and human services, education, information technology, technical occupations, culinary arts, business, creative fine arts, and resource-based industries. The College also offers pre-employment programs and apprenticeship training. A University Studies
diploma is offered which leads to degree completion opportunities in partnership with degree-granting institutions. Preparatory programs include second language instruction, adult basic education, adult high school, life management, and employability preparation. Preparatory programs are a key factor in preparing learners for postsecondary education and long-term meaningful employment. The College also responds to workforce development and cultural awareness needs. Non-credit offerings include supervisory and safety related certificates, contract and in-service training, and customized employability programs. The College sponsors Aboriginal cultural events and offers educational programming from the Native Cultural Arts Museum. The College is committed to student support services that reflect the communities served and the needs of local learners. Student success is encouraged by providing a supportive learning environment and strong counselling services in Community Learning Centres and regional campuses. All sites are equipped with technology for online learning and additional student support. Family support is available when the College delivers education close to home or in regional campuses where student housing is available. As a partner in Alberta-North, student support infrastructure extends across northern Alberta and into the Northwest Territories. As a Comprehensive Community Institution within the postsecondary system, Northern Lakes College is a regional steward with a defined role: to provide or facilitate access to a range of adult learning services and opportunities across the College’s geographic service area. The College collaborates with industry, agencies, community groups, local governments, school divisions and post-secondary institutions to provide access to quality programs, services, and courses. This collaboration includes post-secondary programs offered through Campus Alberta partners and high school courses offered jointly with public schools. The College is a member of the Woodland Operations Learning Foundation, an industry driven partnership, which aims to standardize quality training for forest occupations.
THE NLC PLAN 2016-19 9
APPLICABLE LEGISLATION AND REGULATIONS The Board has responsibilities under, and is subject to, a number of statutes and regulations including the: • Post-secondary Learning Act; • Alberta Public Agencies Governance Act; • Financial Administration Act; • Government Accountability Act; • Freedom of Information and Protection of Privacy Act; • Lobbyists Act; • Workers’ Compensation Act; • Labour Relations Code; • Occupational Health and Safety Code; • Public Service Employee Relations Act; • Results Based Budgeting Act; • Public Interest Disclosure (Whistleblower Protection) Act; • Charitable Fund-raising Act; and • Canada Income Tax Act and Regulations. The Post-Secondary Learning Act provides the primary legislation for public post-secondary institutions in the province of Alberta. Regulations enacted under the PSLA include: • Campus Alberta Sector Regulation; • Model Provisions Regulation; • Programs of Study Regulation; and • Public Post-Secondary Institutions’ Tuition Fee Regulation.
THE NLC PLAN 2016-19 10
ACCOUNTABILITY STATEMENT
This Comprehensive Institutional Plan (CIP) was prepared under the direction of the Board of Governors of Northern Lakes College. It was prepared in accordance with legislation and associated ministerial guidelines, and in consideration of all policy decisions and material, economic, or fiscal implications of which the Board is aware.
Daniel Vandermeulen, Chair, Board of Governors
THE NLC PLAN 2016-19
MEMBERS OF THE BOARD OF GOVERNORS
11
Dan Fletcher
vacant
Inier Cardinal
Public Member (Chair)
Public Member (Vice-Chair)
Public Member
Public Member
vacant
Fern Welch
Ray Stern
Shona Hommy
Public Member
Public Member
Public Member
Faculty-nominated Member
Odessa Ptashnyk
vacant
Ann Everatt
Staff-nominated Member
Student-nominated Member
President & CEO
SENIOR MANAGEMENT TEAM Ann Everatt
Madeline McVey
Robert LeSage
Dana Hynes
President and CEO
Vice President, Academic
Vice President, Corporate Services and CFO
Senior Director, Human Resources
ACCOUNTABILITY STATEMENT
Daniel Vandermeulen
THE NLC PLAN 2016-19 12
INSTITUTIONAL CONTEXT WE ARE NORTHERN. Northern Lakes College encompasses a service region of 164,000 square kilometers with 23 campuses and five Community Access Points in northern Alberta.
WE ARE DISTRIBUTED-SUPPORTED LEARNING. We use technology to serve over 50 communities across the province.
WE ARE COMMUNITY. We’re proud to provide post-secondary education to ten First Nations and four Métis Settlements within our service region. 68% of our students are Indigenous.
WE ARE CONNECTED. A distinct Community Education Committee (CEC) represents each of the communities we serve on the Council of Community Education Committees (CCEC), the principal advisory body of the College.
WE ARE RESPONSIVE. NLC engages with business, industry, and communities, to ensure our programs meet their needs.
WE ARE INNOVATIVE. Using blended delivery and mobile training facilities, we bring quality post-secondary education to the student’s community.
WE ARE GROWING.
THE NLC PLAN 2016-19 13
INSTITUTIONAL CONTEXT
OUR MISSION: With respect for cultures and the needs of communities, Northern Lakes College provides quality educational programs and services which enable adults to continue their education, to improve their employment opportunities, and to enhance their quality of life.
OUR VISION Northern Lakes College will be recognized as a first-choice community-based college with the most accessible programs and services in Alberta.
OUR CAMPUSES Athabasca
La Crete (CAP)
OUR VALUES
Atikameg
Loon River (CAP)
To achieve our mission and vision, we share values that guide our practices and behaviours. We value:
Cadotte Lake
Paddle Prairie (CAP)
Chateh
Peace River (2)
Driftpile
Peavine
East Prairie (CAP)
Peerless/Trout Lake
Fort Vermilion
Slave Lake (3)
Fox Creek (CAP)
Smoky River (McLennan)
• Community • Respect • Accessibility • Collaboration • Excellence
Gift Lake
• Lifelong Learning
Grande Prairie
KEY FOCUS AREAS Excellence in Education NLC as the Learning Partner for Life
Grouard High Level High Prairie (3)
Stony Point (Wabasca) Valleyview CAP=Community Access Point
Connected to our Communities
PROGRAM AREAS
Build Capacity for the Future
Basic & Preparatory Programs
Applied Research
Business Continuing Education & Corporate Training Health Human Services Resource Technology Trades & Apprenticeship University Studies
THE NLC PLAN 2016-19 14
STRATEGIC VISION, PRIORITY INITIATIVES & OUTCOMES
At Northern Lakes College we are taking bold action to provide excellent service to our students. We are investing in innovative technology that connects our students to knowledge and new skills, and we are working meaningfully with partners to provide access to quality education for some of Alberta’s most northern, rural and remote communities.
THE NLC PLAN 2016-19
AFFORDABILITY, ACCESSIBILITY & QUALITY
15
EXCELLENCE IN EDUCATION
Key Focus Area: Excellence in Education Spanning 164,000 kilometers with 23 campuses and 5 CAP sites, Northern Lakes College is a leader in supported, community-based, distributed education. By investing in technology, creating new learning pathways, and fostering partnerships and a community of learning, NLC strives for excellence. MINISTRY OBJECTIVES: Quality & Accessibility
STRATEGIC VISION 1. Enhance access through technology upgrades to support our model of teaching and learning, focusing on mobile technologies and selfservice models Northern Lakes College established its reputation by offering access to outstanding programs through cutting-edge technology, well ahead of the curve. It is time for the College to prioritize investments in technology to regain our advantage in distributed learning. PRIORITY INITIATIVES
OUTCOMES
PERFORMANCE MEASURE
TIMELINE
Explore mobile technology and the enhanced use of ebooks
Improved student experience and learning outcomes
Student & staff feedback
June 2018
Enhanced student services providing ease-of-use within NLC processes
New technology applications are integrated
Interdisciplinary, in-unit, mobile and high fidelity simulation training trailers in Trades, Health and Human Services programs
Accessible, flexible program delivery
Deployed mobile training trailers
Expanded awareness of various career paths
June 2016 and ongoing
THE NLC PLAN 2016-19 16
EXCELLENCE IN EDUCATION
STRATEGIC VISION 1. Continued Improve the information technology foundation infrastructure
Enhanced Campus Network Connectivity Ensure a compliant and secure environment through identity and access management Upgraded Local Area Network and wireless network Improved electronic records management
Grow strategic IT capabilities to improve learner services
Enhanced online presence through a new College website and online registration & payments Enhanced mobility and collaborative capacity for staff and students by implementing Office 365
Transform our College-wide information technology environment
Successful implementation of Cloud and Shared services strategy Enhanced security Increased bandwidth
June 2019 June 2018 June 2018
Document management system implemented
June 2017
Increased web traffic
June 2018
Increased number of online transactions
December 2017
Office 365 implemented
Implement a well-integrated, intuitive and user-friendly Enterprise Information System
Fully integrated EIS
June 2018
Unique requirements for competency-based assessment are met by implementing a new Learning Management System
Learning Management System Implemented
June 2019
Alignment is achieved between IT and College Stakeholders by developing a best in class IT governance framework
Governance framework established
June 2018
Enhanced Cyber Security through awareness, assessment, training and system audit initiatives
Ensure infrastructure, applications. And employees do not compromise security.
June 2018
Mytrade Secrets Integration
Mytrade Secret integration complete
June 2018
THE NLC PLAN 2016-19 17
KFA: EXCELLENCE IN EDUCATION
THE NLC PLAN 2016-19 18
EXCELLENCE IN EDUCATION
STRATEGIC VISION 2. Create additional pathways for students At NLC, we are committed to ensuring our programs are accessible to all students. We support our students as they create flexible, custom education plans that fit into their lives. Additional pathways will provide more options for students to pursue their goals. PRIORITY INITIATIVES
OUTCOMES
PERFORMANCE MEASURE
TIMELINE
Ladder programs by ensuring transferability to higher levels of learning
Ease of transition into higher levels of education
Ratio of students entering higher level programs
Ongoing
Transfer agreements complete
June 2017
Ensure all post-secondary programs have transfer agreements in place
Implement new programs aligned with labour market demands with a focus on environmental and forestry sectors
Well prepared professionals in high demand areas
Enrollment growth
Ongoing
Continue to develop online delivery options to enhance access to programs such as: Oil Field Operator, Welder Period 1 and Carpenter Period 1
Increased access and enrollments
Year over year enrollment growth
June 2017
Investigate and provide access to a broader range of degree completion opportunities through partnerships with degree granting institutions
Increased access to a broader range of degree completion opportunities in the NLC service region
Degree granting partner(s) identified
September 2018
Build community capacity through program partnerships with various levels of government, business and industry
Increased employment prospects for graduates
Graduate employment rates
Meet labour market demands and offset cost of program delivery
Program offering available Ongoing
OUTCOMES
PERFORMANCE MEASURE
TIMELINE
Enhance program advisory committees to create a more meaningful link between academics and industry
Active engagement with key associations
Active Advisory Committees
September 2018
Expand water and wastewater programming through industry partnerships
Course offerings relevant to water and wastewater operators/industries
Number of courses, offerings and enrollment
September 2018
Ensure curriculum meets current demand
EXCELLENCE IN EDUCATION
PRIORITY INITIATIVES
19
Building local capacity and investing in our workforce is the key to success in the north. NLC will be the training provider of choice in our service region through both our credit programming as well as the Continuing Education and Corporate Training Division.
THE NLC PLAN 2016-19
STRATEGIC VISION 3. Training source for business and industry through partnerships with professional organizations, accrediting bodies, employers and unions
THE NLC PLAN 2016-19 20
NLC AS THE LEARNING PARTNER FOR LIFE
Key Focus Area: NLC as the Learning Partner for Life Northern Lakes College provides a unique learning experience where students can integrate education into their lives in the north. NLC creates a partnership with students by helping mitigate barriers and ensuring programs are responsive to labor market demands. Today we are ready to nurture this relationship with our alumni. MINISTRY OBJECTIVES: Accessibility and Affordability
STRATEGIC VISION 4: Identify and mitigate the barriers to learning for our students At NLC, we develop supportive relationships with our students to empower them to overcome any challenges they may face. Quality post-secondary education coupled with intensive support paves the road to success. PRIORITY INITIATIVES
OUTCOMES
PERFORMANCE MEASURE
TIMELINE
Create a Centre for Student Success incorporating relevant services in support of retention
Improved academic readiness Improved student perseverance Ease of access to academic and personal support
Improved retention and success rates Increase FLEs
September 2017
Implement the Truth & Reconciliation Commission calls to action for postsecondary institutions
Cultural awareness among staff and culturally appropriate supports for Indigenous students
Improved retention and success rates
June 2017 and ongoing
Provide a comprehensive wellness program to support student success
Improved retention term to term
Improved retention rates
Improved persistence through program
Increased FLEs
Reduction in barriers to successful completion
Increased staff cultural awareness
Increased graduation rates
Ongoing
OUTCOMES
PERFORMANCE MEASURE
TIMELINE
Integrate preparatory education offerings including preemployment trades programs and foundational learning
Well prepared students entering all programs
Enrollments in preparatory courses
June 2017
Establish universal instructional design model in all programs
Universal instructional design fully incorporated in all platforms
Increased student success and retention
September 2018
Increase access to foundational learning by making it available online
Basic Education Level courses online and accessible to a broader market
Increased student access throughout Alberta
September 2016
Utilize strategic enrollment management data measures to improve recruitment, student success and graduation rates
Established key metrics for strategic planning
Increased enrollments
June 2016
Increase access to financial resources and financial knowledge for students
Increased access to programs Fully utilized award offerings
Strategic priorities are identified through comprehensive data analysis
Fully utilized student award distribution
Increased retention Increased graduation rates
Increased enrollments Increased retention
September 2016
NLC AS THE LEARNING PARTNER FOR LIFE
PRIORITY INITIATIVES
21
NLC aligns programs with labour market demands while ensuring accessibility through distance delivery and student supports.
THE NLC PLAN 2016-19
STRATEGIC VISION 5: Develop and implement relevant programs and services, delivery models and student support services
THE NLC PLAN 2016-19 22
NLC AS THE LEARNING PARTNER FOR LIFE
STRATEGIC VISION 6: Develop Alumni processes and practices that will lead to ongoing relationships with our students Our graduates are ambassadors for the College: proof that we make a difference. We aim for graduates to return to NLC for higher levels of education and professional development. PRIORITY INITIATIVES
OUTCOMES
PERFORMANCE MEASURE
TIMELINE
Develop an alumni program
Develop clear objectives and benchmarks
Completion of Alumni processes and practices document
June 2017
Develop and implement an Alumni Strategic Plan
Engage mentors
Completion of Strategic Plan
June 2017
Increase financial support
Increased alumni contributions
THE NLC PLAN 2016-19
Key Focus Area: Connected to our Communities
MINISTRY OBJECTIVES: Affordability & Quality
STRATEGIC VISION 7: Create opportunities for service learning in all of our programs and to work in support of our communities NLC students and staff will be given opportunities to contribute meaningfully to our communities through service learning, internships and co-op placements. PRIORITY INITIATIVES
OUTCOMES
PERFORMANCE MEASURE
TIMELINE
Investigate experiential and entrepreneurship potential in course and program development opportunities
Co-op programs, work experience, internships in all programs
Program opportunities implemented
Ongoing
Support community needs through volunteerism and service learning opportunities
Increased number of student volunteers and service learning projects
Improved retention rates
June 2017
Increased awareness of NLC Increase the profile of NLC through staff relationships within the community and education institutions
Strengthen relationships within the community and build awareness of NLC programs
Continue hosting cultural events within our communities Foster opportunities for community engagement through student-based activities
Increased enrollments
Number of service learning activities
September 2016 and ongoing
Celebrate culture within the service region
At least two events annually
Ongoing
Increased student engagement
Improved retention rates
September 2016 and Ongoing
A service learning plan for every program
Enhance learning Increased community awareness of NLC
Improved success rates
CONNECTED TO OUR COMMUNITIES
We are proud of our long-standing relationships with business and industry, and the Community Adult Learning Programs. Our connection to community will continue to be strengthened through service learning and volunteerism.
23
We are committed to community-based education, and we maintain Community Education Committees in every community we serve. These committees form the Council of Community Education Committees, the principal advisory body to the College, with representatives spanning the service region.
THE NLC PLAN 2016-19
CONNECTED TO OUR COMMUNITIES
24
STRATEGIC VISION 8: Continue to enhance the role of the Community Education Committees and work in collaboration with the Community Adult Learning Programs NLC has formed local Community Education Committees in each community we serve. The CEC is responsible for providing input to College programming, serving as ambassadors and administering a Community Program Fund intended to support and encourage student success. NLC is taking action to empower the CECs and strengthen our community-based model. NLC has a history of working closely with local Community Adult Learning Programs, mandated to provide foundational adult learning and essential skills training. By collaborating with the CALPs, our communities will benefit from a robust continuum of learning. PRIORITY INITIATIVES
OUTCOMES
PERFORMANCE MEASURE
TIMELINE
Ensure the Community Education Committee members are in leadership and educational roles within their communities
Continuous commitment to a community-based education model
Five CEC meetings and Three CCEC meetings per annum
Ongoing
CEC to create a strategic plan for each community
Enhanced community-based approach
Completion of plans
June 2018
Provide a spring workshop for all CEC members to attend, focusing on a theme of significance within the service region
Build capacity within our CEC members
Workshop completion annually
Ongoing
Partner to provide foundational adult learning and preparatory education for existing and prospective NLC students
Create inter-agency synergies within the Adult Learning System
Comprehensive slate of programs and courses available
September 2016 and ongoing
OUTCOMES
PERFORMANCE MEASURE
TIMELINE
Play an active role with regional organizations with an economic development mandate, such as: PREDA, REDI, LSLEA and the Chambers of Commerce
Strong industry partnerships within our communities
Strengthened partnerships and working relationships
Ongoing
Regular business and industry engagement activities
Align programs with industry needs
Enhanced engagement
Ongoing
Business and industry participation on advisory committees
Ensure relevant programming and curriculum
Industry participation
Ongoing
Programming responsive to industry needs
Work in partnership with private sector
CONNECTED TO OUR COMMUNITIES
PRIORITY INITIATIVES
25
In order to ensure we are matching programs with labour market demands, NLC will maintain strong linkages with business and industry through membership in economic development organizations and ongoing engagement events.
THE NLC PLAN 2016-19
STRATEGIC VISION 9: Regular and ongoing engagement with Business and Industry
THE NLC PLAN 2016-19 26
BUILD CAPACITY FOR THE FUTURE
Key Focus Area: Build Capacity for the Future Northern Lakes College is making significant investments in technology, professional development and new facilities. Our enrollments and program offerings are growing; we must develop our people and ensure our facilities meet learning needs. MINISTRY OBJECTIVES: Quality & Accessibility
STRATEGIC VISION 10: Recruit qualified staff – recruit, retain, develop and celebrate our people NLC benefits from having many long-term employees who have dedicated many years of their lives to the College. These long-term employees have retirement in their sights and a wave of new staff are helping shape our future. NLC is committed to our staff and will invest in our people – to recruit, retain, develop and celebrate them. PRIORITY INITIATIVES
OUTCOMES
PERFORMANCE MEASURE
TIMELINE
Enhance the College website, marketing and brand to ensure NLC attracts top quality faculty and staff
Attract well qualified faculty and staff.
Completion of Website upgrades
June 2017
Enhance professional development available to all NLC employees to advance educational qualifications
Staff attain higher levels of education.
Number of staff supported to attain credentials
September 2016
Implement succession plans and cross-train personnel in all departments
Attain a higher degree of business continuity.
Completion of succession plans
June 2018
THE NLC PLAN 2016-19
STRATEGIC VISION 11: Ensure the College is recognized as a financially sustainable organization
27
We understand that financial sustainability is essential; our students depend on it. OUTCOMES
PERFORMANCE MEASURE
TIMELINE
Ensure annual audits are completed on time and all OAG recommendations are implemented
Improved financial processes
Audit & Recommendations Complete
Ongoing
Focus on raising and effectively utilizing needed resources to advance the College
Financial Sustainability
Consolidated statement of operations is balanced or in surplus at fiscal year-end
Ongoing
Build additional revenue sources through entrepreneurial activities
Financial Sustainability
Increased donations and other contributions amount on consolidated statement of operations
Ongoing
BUILD CAPACITY FOR THE FUTURE
PRIORITY INITIATIVES
THE NLC PLAN 2016-19 28
KFA: BUILD CAPACITY FOR THE FUTURE
STRATEGIC VISION 12: Prepare for infrastructure funding by having a Campus Development Master Plan and shovel-ready projects Northern Lakes College is unique in many ways, maintaining 23 campuses and 5 CAP sites is one of them. Many NLC facilities are in dire need of replacement and needs can only be met with new builds. We plan to realize this vision because our students deserve it. PRIORITY INITIATIVES
OUTCOMES
PERFORMANCE MEASURE
TIMELINE
Complete a Campus Master Plan
A long term approach to campus development and improvement
Completion
January 2017
Implement recommendations for campus renewals, replacements and critical infrastructure (including Information Technology) as prescribed in the Campus Master Plan
Increased employee efficiency
Student satisfaction
Ongoing
Increased access to education in remote communities and improved delivery with the service region
Increased enrollments in remote communities
Build a new consolidated High Prairie Campus
All programs will be in one facility
Build completion
June 2018
Build a new Trades & Technology Centre at the Slave Lake Campus
Provide continuous and robust access to trades and technology education in Northwestern Alberta
Build completion
June 2018
Complete Community Learning Centre Projects Phases 1 and 2
Facilities build to purpose for teaching and learning
Build completions
Phase 1: June 2019
New facility to replace old facility that no longer meets student needs
Phase 2: June 2020
THE NLC PLAN 2016-19 29
KFA: APPLIED RESEARCH
Key Focus Area: Applied Research Traditionally, Northern Lakes College has engaged in applied research in a limited capacity. However, applied research has been identified as an area of growth and we are prepared to make the investment. MINISTRY OBJECTIVES: Quality
STRATEGIC VISION 13: Improve capacity in teaching, learning technologies and distributed learning Technology is essential to what we do and how students access education. NLC will focus applied research efforts on teaching and learning technologies in a distributed learning environment. PRIORITY INITIATIVES
OUTCOMES
PERFORMANCE MEASURE
TIMELINE
Implement a research fund accessible to faculty and staff to apply to projects and/or release time
More staff undertaking applied research projects
Increased number of research projects
June 2017 and ongoing
Engage partnerships with various stakeholders, other postsecondary institutions and legislative bodies to enhance research opportunities focused on teaching and learning
Increased applied research opportunities for faculty and staff
Number of research projects undertaken
Ongoing
THE NLC PLAN 2016-19
APPENDIX A
31
Financial and Budget Information
THE NLC PLAN 2016-19 32
FINANCIAL AND BUDGET INFORMATION
2016-17 BUDGET WITH BUDGET 2016-17, FORECASTS 2017-18 & 2018-19 (THOUSANDS OF DOLLARS)
2016-17 Budget
2017-18 Forecast
2018-19 Forecast
$
$
$
Revenue Government of Alberta grants (Note 1) Federal and other government grants
33,007
33,663
34,232
527
527
527
7,129
7,385
7,652
Sales of services and products (Note 3)
803
809
815
Donations and other contributions
610
612
612
Investment income
652
652
652
Student tuition and fees (Note 2)
Total
$
42,728
$
43,648
$
44,490
Expenses By Object Salaries and benefits (Note 4)
26,461
27,086
27,730
Materials, supplies and services (Note 5)
10,885
11,037
11,192
1,340
1,358
1,377
Utilities (Note 6) Maintenance and repairs (Note 7)
327
332
336
Cost of goods sold (Note 8)
1,386
1,405
1,425
Scholarships and bursaries
100
100
100
Amortization of capital assets
2,230
Total
$
42,728
2,330 $
43,648
2,330 $
44,490
Expenses By Function Instruction Academic and Student Support Institutional Support Facility Operations and Maintenance Anciliary Services Total Excess (or deficiency) of Revenue over Expenses
13,455
13,745
14,010
9,267
9,467
9,649
12,860
13,137
13,390
6,274
6,409
6,533
872
891
908
$
42,728
$
43,648
$
44,490
$
0
$
0
$
0
THE NLC PLAN 2016-19
NOTES
33
Note 2: 2017-2018 and 2018-2019 credit based tuition is forecasted to increase by 5% and non-credit tuition is forecasted to increase by 2% Note 3: Sales of services and products revenue is forecasted to increase on average by 1.5% Note 4: Annual grid increases and new positions are forecasted to give salaries and benefits an increase of 2% in 2017-18 and 4% in 2018-19 Note 5: Materials, supplies and services are anticipated to increase by 1.4% (CPI estimate) Note 6: Utilities are anticipated to increase by 1.4% (CPI estimate) Note 7: Maintenance are anticipated to increase by 1.4% (CPI estimate) Note 8: Cost of goods sold are anticipated to increase by 1.4% (CPI estimate)
FINANCIAL AND BUDGET INFORMATION
Note 1: Base funding to increase by 2%
THE NLC PLAN 2016-19 34
FINANCIAL AND BUDGET INFORMATION
BUDGETED STATEMENT OF CASH FLOWS 2016-17 (THOUSANDS OF DOLLARS)
2016-17 Budget Operating transactions Excess (deficiency) of revenue over expense
$
-
Add (deduct) non-cash items:
2,230
Amortization of tangible capital assets
(1,500)
Amortization of spent capital deferred contributions
730
Cash provided by Operating transactions Capital transactions
(1,456)
Acquisiton of tangible capital assets
300
Proceeds on sale of tangible capital assets
(1,156)
Cash applied to Capital transactions Investing transactions Purchase of investments, net of sales
(1,000)
Cash applied to Investing transactions
(1,000)
Decrease in cash and cash equivalents
$
(1,426)
THE NLC PLAN 2016-19
TUITION AND MANDATORY FEES
36
TUITION AND MANDATORY FEES Mandatory Instructional Fees 2015-2016 No increase
TUITION FEES
2016-2017 0% increase
$100 per credit to a max of $2000 per term
$100 per credit to a max of $2000 per term
Certificate Career Programs
$118 per credit
$118 per credit
Business Administration Certificate
$116 per credit
$116 per credit
Business Program Diplomas
$116 per credit
$116 per credit
Diploma Programs & University Transfer courses
$118 per credit
$118 per credit
$75 per credit
$75 per credit
$118 per credit
$118 per credit
Model 1 - Part-time intake for non-certified, working Aides based on prior learning assessment and a learning plan
$1,534 flat fee
$1,534 flat fee
Model 2 – Employed Student Tutored Education (ESTEP). Part-time & Pre-Client Service. In partnership with employers, providing a tutored option to uncertified aides who are working, but are not ready to challenge the program based on prior learning.
$1,534 flat fee
$1,534 flat fee
As set by funder
As set by funder
Power Engineering – 3rd Class
$63 per credit
$63 per credit
Power Engineering – 4th Class
$61 per credit
$61 per credit
Power Engineering – 5th Class
$56 per credit
$56 per credit
$228 per course
$228 per course
$98 per week Set by Apprenticeship Board
$98 per week Set by Apprenticeship Board
$166 per week to max of $5070
$166 per week to max of $5070
200% of tuition
200% of tuition
50% of tuition
50% of tuition
CEUs
As per regular tuition schedule
Academic Upgrading
Emergency Medical Responder Health Care Aide (full-time offerings) Health Care Aide In-Service
Integrated Training Programs: To be determined
Survey Theory & Calculations Trades - Apprenticeship Trades - Pre-Employment International Visa Students Challenge /Audit fee Dual Credit Fees
Non-Instructional Fees
Career Planning Assessment Fee Document Re-issuance Fee Invigilation Fee Challenge Fee Prior Learning Assessment Fee
2015-2016
2016-2017
DESCRIPTION
$ 55
$60
Fee only applies if this service is selected.
$15 per document
$15
Transcripts (if not requested through Apply Alberta), results statements, parchments.
$38 per scheduled hour
$40 per scheduled hour
Supervision of external non-public post-secondary examinations. Not applied to eCampusAlberta and Alberta-North partners
$50% course tuition
$50% course tuition
Students may seek a grade for a course through alternate means of a comprehensive challenge exam or through assessment of informal evidence.
2016-2017
DESCRIPTION
$42 per credit
Work Experience courses capped at 4 credits for fee assessment purposes.
$58 per credit
$58 per credit
Excludes practicum credits
$275 per program $ 65 per credit
$275 per program $ 65 per credit
Excludes uniforms
• Management Studies • Accounting
$ 72 per credit $ 72 per credit
$ 72 per credit $ 72 per credit
Resource fee for collaborative diploma aligned with Portage College (eCampus).
Practicums for all programs
$17 per credit
$17 per credit
To offset costs for practicums
Addiction Services Worker
$65 per credit
$68 per credit
$65 per credit
$65 per credit
• Full program • In-service Model 1 - part-time PLAR intake • In-service Model 2 - Employed Student Tutored Education (ESTEP)
$550 per program $ 55 optional $275 per program
$550 per program $ 55 optional $275 per program
Oilfield Operator Training
$107 per credit
$107 per credit
• 3rd Class • 4th Class • 5th Class
$1171 per program $1112 per program $ 439 per program
$950 per program $940 per program $ 330 per program
Survey Theory & Calculations
$20 per course
$20 per course
Trades: Pre-Employment
$69
Careers (exceptions: Business Admin Diploma & Addiction Services Worker) Health Careers: • Emergency Medical Responder • Emergency Medical Technician Business Administration Diploma
College & Career Preparation Program • Diploma Programs • Practical Nurse • Social Work • University Transfer Health Care Aide: PLAR - Only applies if the text/workbook is requested. ESTEP - No lab kits – using employer equipment.
Power Engineering:
Carpenter
$500
Welder
$500
Electrician
$300
Millwright
$300
Full amount payable even if only taking part of the program
Material fees. Excludes apprenticeship exam fees, ILMs or textbooks
Trades: Apprenticeship
$69
Set by AIT
Evaluation Fee or Transfer Credit, Advanced Standing
$55 per application
$55 per application
GED Exam Fees
$200 Writing Fee $200 Rewrite Fee
$200 Writing Fee $200 Rewrite Fee
As set by the Apprenticeship Board (plus textbooks); excludes apprenticeship exam fees
Student Association Fees – For Information 2015-2016 Student Association Fee
$140/year; or $70/term; or $25/term/part-time
2016- 2017 $2.80 per credit
DESCRIPTION As set by the Student Association.
TUITION AND MANDATORY FEES
$42 per credit
Academic Upgrading
37
2015-2016
THE NLC PLAN 2016-19
Learning Resource Fees: provides required textbooks, course materials and resources
39
APPENDIX B
Enrollment Plan
THE NLC PLAN 2016-19
APPENDIX B
THE NLC PLAN 2016-19 40
ENROLLMENT PLAN
ENROLLMENT PLAN BY PROGRAM AREA 2014-15, 2015-16= Actual 2016-17, 2017-18, 2018-19= Projected
Total FLE Enrollment
1239
2014-15
1158
2015-16
1260
2016-17
1367
2017-18
2018-19
1440
0
300
600
900
New Programs in 2016-17: Community Health Promotion Certificate & Diploma Emergency Medical Technologist- Paramedic Diploma Introduction to Surveying (pending approval)
1200
1500
2015-16
Total FLE Enrollment
1158
2016-17
1260
2017-18
1367
2018-19
1440 0
300
600
900
1200
1500
Basic & Preparatory Programs FLEs 385
2014-15
380
2015-16
The College is projecting a slight decrease in student enrollment in Basic & Preparatory Programs due to the recent adjustments to the Skills Investment Plan through Alberta Human Services that may affect access in remote communities.
370
2016-17
375
2017-18
380
2018-19 0
50
100
150
200
250
300
350
400
Business & University Studies FLEs 105
2014-15 2015-16
88
2016-17
88
2017-18
98
2018-19
106 0
50
Over the past several years we have experienced a stable enrollment pattern for Business and University Studies therefore we are projecting a continued stable enrolment environment.
100
150
200
250
300
350
400
Health Programs FLEs 225
2014-15 2015-16
253
2016-17
292
2017-18
318
2018-19
323 0
50
100
150
200
250
300
The enrollment projections for our Health Programs are increasing due to the integration of new programs as well as the ongoing enrollment increase in our existing Health Programs. 350
400
Human Services Programs FLEs 93
2014-15
106
2015-16
115
2016-17
121
2017-18
126
2018-19 0
50
100
The College is anticipating that the demand for Human Service programs will be stable over the next few years. 150
200
250
300
350
400
Resource Technology Programs FLEs 315
2014-15 2015-16
The College is anticipating a slight increase in our Power Engineering programs for 2016-17 due to the continued demand for this program in our region and the integration of our Power Engineering Laboratory. As well, we have changed the delivery model of our Oilfield Operator Program and therefore have increased access to this program and we anticipate an increased enrollment.
195
2016-17
202 225
2017-18
243
2018-19 0
50
100
150
200
250
300
350
400
Trades Programs FLEs 86
2014-15 66
2015-16
Beginning in 2016/17 we will be utilizing both of our Mobile Trades Units to provide enhanced access to pre-employment trades programming throughout our region. As well we have anticipated increased enrollment and seat allocations in our Mobile Crane and Hoist program. Therefore our projections include a slight increase in enrollment.
93
2016-17
105
2017-18
112
2018-19 0
50
100
150
200
250
300
350
400
THE NLC PLAN 2016-19
APPENDIX C
43
APPENDIX C
Community Outreach and Underrepresented Learners
THE NLC PLAN 2016-19
COMMUNITY OUTREACH AND UNDERREPRESENTED LEARNERS
44
COMMUNITY OUTREACH Northern Lakes College contributes to community development, leadership capacity and vibrant communities through a unique partnership with a network of local Community Education Committees (CECs) in every community we serve. Each CEC is represented by a member to cumulatively form the Council of Community Education Committees (CCEC). The NLC Board of Governors recognizes the CCEC as the principal advisory body of the College. The committees and their council identify program and service needs for their communities and regions, support individual learners, and advise each other about best practices in community education. Local decision-making is enabled through Community Program Funds provided to each CEC to enhance student success through activities such as: community functions, student awards, and student recruitment and retention. For over 40 years, the Council of Community Education Committees, comprised of local representatives, have met with the President and senior management on a regular basis. The Community Education Committees (CECs) are nominated by local governments and are appointed by the College. CECs collaborate for regional solutions and priorities in their community. Regional Managers and the President, and Executive staff of the College have regular meetings with the Council of Community Education Committees and have had the opportunity to present the Key Focus Areas and key strategies to this group for discussion and input. NLC personnel are also responsible to represent the College on a variety of community organizations. Currently the College is represented on the Lesser Slave
Lake Economic Alliance, the Peace Region Economic Development Alliance, the Rural Economic Development Initiative and multiple Chambers of Commerce. Additionally, NLC works collaboratively with Community Adult Learning Programs, and often, their coordinators serve as CEC members. NLC also provides the CALPs with space for literacy and adult learning programming free of charge. Partnerships between NLC and local CALPs are currently in development to enhance literacy, computer literacy, essential and foundational skills support for NLC students. NLC demonstrates a commitment to local Indigenous cultures through the ongoing operation of the Native Cultural Arts Museum located at the Grouard Campus. The museum educates school groups, local residents and tourists to the area. Additionally, NLC hosts two major community events each year. The MĂŠtis Celebration in Grouard and the Round Dance in Slave Lake brings the region together to celebrate Indigenous cultures and recognize the significant role of Indigenous peoples in the area.
Community Engagement Communities are regularly consulted through ongoing engagement processes. Business & industry, K-12 school divisions, First Nations, MĂŠtis Settlements, municipalities, Community Adult Learning Programs and partner organizations are consulted regularly and have informed the development of the 2016-19 NLC Comprehensive Institutional Plan.
THE NLC PLAN 2016-19
UNDERREPRESENTED LEARNERS
45
NLC is taking a leadership role in response to the Truth and Reconciliation Commission Calls to Action for postsecondary institutions. Specific initiatives include cultural awareness training for staff, basic Indigenous language classes for staff and the development of space devoted to reconciliation practices to be located within the Native Cultural Arts Museum. All communities within NLC’s service region have populations of less than 10,000 and include a strong rural base. Most NLC students could be defined as “rural learners”, with the exception of the Grande Prairie Campus. Student life in northern, rural and remote communities is significantly different than in urban settings. Students experience barriers that are reflective of the challenges of the northern environment, social dynamics and cultures. Not one community, within the NLC service region, offers public transportation, and most students do not own a car. Transportation is a primary barrier for many existing and prospective students. Northerners and First Nations residents in the NLC service region tend to have children earlier in life which may delay pursuing post-secondary. Childcare is a major barrier to success because affordable childcare is scarce in the north. Students with children require additional supports to ensure success.
Funding also remains a significant barrier to northern students. First Nations and Métis education funding is often over-subscribed and students must wait to receive funding. Academic Upgrading and Adult Basic Education are fundamental components of NLC’s programming. Often a complexity of social dynamics and insufficient high schools in northern communities create barriers for adolescents in the K-12 system. NLC is committed to filling this gap and laddering programming to provide opportunities at all levels of the learning continuum. NLC has recently begun offering Adult Basic Education courses online, at a time when most post-secondary institutions are opting to eliminate this programming. Our objective is to create partnerships with postsecondary institutions and provide this level of education throughout the province.
68% Indigenous Learners
COMMUNITY OUTREACH AND UNDERREPRESENTED LEARNERS
Over 68% of NLC students are Indigenous. College operations and curriculum are grounded in a profound respect for diverse cultures.
THE NLC PLAN 2016-19
APPENDIX D
47
Capital Plan
THE NLC PLAN 2016-19
CAPITAL PLAN
48
CAPITAL PLAN 2016-19 Funded Projects PROJECT
DESCRIPTION
Gift Lake
Community Learning Centre campus replacement
Mobile Trades Trailers
2 mobile trades trailers utilized for pre-trades and levels 1 and 2 Welder and Carpenter to be deployed in remote communities
Trout/Peerless First Nation
GOA FUNDING (in Millions)
TOTAL COST (in Millions)
$ 1.505 + $0.125
$ 2.22 est.
Completed September 2015
$ 3.05
$ 3.05
First trailer delivered and deployed in Sturgeon Lake
STATUS
Second trailer to arrive in May 2016
Community Learning Centre campus replacement
$ 1.7
$ 2.7
Pre-construction Phase
Internally Funded Capital Projects 2016-17 BUDGETED
2017-18 FORECAST
2018-19 FORECAST
IT
528,500
700,000
800,000
Facilities (campus, vehicles, equipment)
420,000
3,400,000*
1,800,000*
Academic
207,400
150,000
150,000
Contingency
300,000
400,000
420,000
1,455,900
4,650,000
3,170,000
Total
*Facilities 2017-18 NLC portion of Peerless/Trout, High Prairie & Slave Lake applications, 2018-19 NLC budget $400k for Peace River land and $1M Student Residence
THE NLC PLAN 2016-19
Introduction
Many Northern Lakes College facilities were acquired when the institution was a Vocational College and were not purpose built. These building are now at the end of their useful life cycles and not appropriate for current delivery methods. Costs for regular and deferred maintenance in some cases now exceed the value of existing facilities and need replacement. Simultaneously, there is significant demand for additional programming in the service region; particularly in programs that require specialized facilities such as Health and Human Services, and Trades & Technology.
Information technology is critical to Northern Lakes College’s distributed delivery model, providing access to quality post-secondary programming in some of Alberta’s most northern, rural and remote communities. Northern Lakes College requires significant investment in information technology upgrades in order to regain our leading edge in distributed learning. An investment in Northern Lakes College is an investment in northern and Indigenous people, and in pursuit of education aligned with labour market demands. Northern students deserve access to a diversity of programs with campuses that contribute to their success. The following projects have been identified as priorities for the upcoming three years.
2016-2019 Capital Projects Summary Priority 1
Capital Project
Component Cost (millions)
High Prairie Integrated Campus
$ 20.00
Slave Lake Trades & Technology Facility
$ 68.00
Total Cost Estimate (millions)
$ 88.00 2
Information Technology Upgrades
3
Community Learning Centre Replacement Phase 1
$ 5.03
Peerless/Trout*
$ 2.70
Chateh
$ 3.00
Atikameg
$ 3.00
Driftpile First Nation
$ 3.00
Cadotte Lake
$ 3.00
$ 5.03
$ 14.70 Community Learning Centre Campus Replacement Phase 2 Peavine Metis Settlement
$ 3.00
Athabasca
$ 5.00
Valleyview
$ 3.00 $ 11.00
TOTAL *Funding approved
$ 118.73
CAPITAL PLAN
- Fort Vermilion - Gift Lake
Northern Lakes College’s is currently developing a Campus Master Plan intended to create a practical vision to guide capital investment long term.
49
NLC maintains 23 campuses and 5 CAP sites throughout northern Alberta. NLC has successfully completed campus upgrades or replacements in the following communities:
THE NLC PLAN 2016-19
CAPITAL PLAN
50
PRIORITY 1 PROJECT: HIGH PRAIRIE CONSOLIDATED CAMPUS Project Description
Rationale
Currently, Northern Lakes College has three unique campuses serving the Town of High Prairie. One is a repurposed Fish and Wildlife office which, with the addition of some portables, serves as the main campus in the Town of High Prairie. The other is a renovated auto parts shop that serves as our Health Learning Centre. Lastly, an unoccupied Oriented Strand Board Mill provides space for our dual credit, pre-trades and technical programming. These spaces are currently inadequate and not designed for the purposes of teaching and learning. All are beyond walking distance from each other.
For the past 45 years Northern Lakes College has been in operation in the Town of High Prairie. Our College has expanded its programming to meet local and regional demand to include Health and Human Services Programming and Trades through our dual credit agreements with school boards in the region. Having access to these programs has been a significant contributor to the local economy and has provided access to further education for the residents of this community and those in the surrounding Indigenous communities.
Northern Lakes College aims to construct a consolidated campus in the Town of High Prairie that is purpose-built for teaching and learning. The project will bring students from three existing locations into one shared campus which will provide a safe, adequate facility and foster a community of learning. The main campus is nearing the end of its life cycle and students often complain about the comfort of the space. The building is beyond its useful life; with $1.1 million in deferred maintenance, it is inefficient to heat in winter or cool in summer. The building does not have disability access, there is no common meeting spaces for students, and the building is at capacity.
Currently there is a waiting list of students who wish to pursue educational goals in the Town of High Prairie. However, with limited space, NLC is unable to accommodate these students. The Indigenous student body is considerably higher at the High Prairie Campus, with many students attending from Sucker Creek First Nation, East Prairie and Peavine MĂŠtis Settlements. Many of these students have little or no ability to relocate to pursue their education. Our Trades and Dual Credit programming, offered at the Oriented Strand Board Mill, is located eight kilometers from the community; since there is no public transportation in our region it is a barrier for many of our students to participate.
High Prairie Campus Consolidation Funding Sources Government of Alberta
$ 9.50
Strategic Investment Fund
$ 9.50
Northern Lakes College
$ 1.00
Total Cost Estimate (millions)
Proposed Timeline Business Case Completion................................2015/16 AE Review/Approval.........................................2016/17 Construction................................................... 2017/18 Completion/Move-In......................................... 2017/18
Proposed Contributions (in millions)
$ 20.00
CAPITAL PLAN
Northern Lakes College (NLC) is requesting 48% funding of a $20,000,000 project to build a Community Learning Centre in the Town of High Prairie from the Government of Alberta. NLC has applied for matching funding under the Federal Strategic Investment Fund by the Ministry of Innovation, Science and Economic Development.
51
Northern Lakes College has delivered both preparatory and post-secondary training for 45 years in northern Alberta with tremendous success. We have a proven track record of providing access to geographically, economically, and socially disadvantaged Albertans. If the college is able to build a fully functional campus, we are confident that we will meet present and future post-secondary needs of our communities, providing northern educational opportunities to northern residents.
Budget
THE NLC PLAN 2016-19
Further expansion of program offerings to meet the regional economic opportunities in the Town of High Prairie is limited by a lack of available, appropriate classroom and lab space. We require a new purposebuilt facility which includes appropriate space to offer a variety of Dual Credit, Trades and Technology as well as Health programming. This project will make a significant difference in our region and will benefit this community and region.
THE NLC PLAN 2016-19 52
Project Description
CAPITAL PLAN
PROJECT: SLAVE LAKE TRADES & RESOURCE TECHNOLOGY FACILITY
The vision for the construction of a new Northern Lakes College Trades and Resource Technology Facility is to expand programming and fill the gap for high demand careers in northern Alberta. Northern Lakes College has prepared a business case identifying land that is owned by the College in the Town of Slave Lake, located next to the main campus, as the most suitable site. Over the years, NLC has received funding from Apprenticeship and Industry Training to purchase equipment to support the lab components of Trades & Resource Technology curricula. This generous support has allowed NLC to expand from first period and preemployment offerings to include all levels of our five trades including a recent grant to purchase five mobile cranes and boom trucks. However, as NLC programming grew its apprenticeship programs it has not received facility funding.
Rationale At this time NLC utilizes two separate buildings to deliver its Trades programs in the Town of Slave Lake. A former Job Corp building is used to deliver Welder and Carpenter and a renovated leased facility is used to house the Electrician program (leased at approx. $100,000.00 per year). Crane and Hoisting presently has a mixed delivery model where offerings are delivered province wide. However, a new agreement is in place to bring these programs to the Slave Lake Campus over the coming few years which will create further pressures on available space. Present available space limits the College to small student cohorts with no ability to expand into new trades or related programming. Should the College be able to build a fully functional training facility, the present and future training needs of our communities could be met by providing northern training opportunities to northern residents.
NLC has steadily grown its Trades and Technology programming over the past decade to support student and regional economic demands in our region. Trades programs offered by Northern Lakes College have a direct link to the economic drivers of our service region and provide opportunities to access localized training. The region also supports high numbers of Heavy Equipment Technician, Automotive Service Technician apprentices and Millwrights apprentices. However, a lack of available classroom and lab space severely limits our ability to grow existing trades or add new programs to support the region. As well as adding the trades noted above, our goal is to add programming in Environmental Sustainability, Forestry and Water Wastewater to meet employment demands of northern Alberta. To accommodate these programs in the Town of Slave Lake, NLC is leasing facilities which are aging and too small to meet our current needs or to allow for expansion into environmental and forestry related programming. This facility is also located quite a distance from our main campus in the Town of Slave Lake. NLC has successfully delivered trades training for 45 years in northern Alberta starting with Carpenter, Welder and Automotive trades training at our Grouard facility. Budget cuts in the 1990’s forced NLC out of apprenticeship training with only selective introductory training offered. The trades training needs of northern Albertans within the NLC service region were not met again until 2006, when apprenticeship training was re-introduced. During that time, significant expansion in the Oil, Gas and Forestry sectors within the region had occurred. Service industries supporting these expansions were created in the region. NLC was funded by Apprenticeship and Industry Training to deliver Welder, Carpenter and Electrician apprenticeship programming and later Boom truck and Mobile Crane in an effort to
THE NLC PLAN 2016-19
NLC would like to expand its apprenticeship training to include high demand trades as the economy recovers. Based on apprentice numbers, NLC’s service region has a significant number of Heavy Equipment Technician, Auto Service Technician and Millwright apprentices.
Proposed Timeline Business Case Completion................................2015/16 AE Review/Approval.........................................2016/17 Construction................................................... 2017-18 Completion/Move-In......................................... 2017/18
Northern Lakes College (NLC) is requesting 49% funding of a $68,000,000 project to build the Slave Lake Trades and Resource Technology Centre from the Government of Alberta. NLC has applied for additional 49% funding under the Federal Strategic Investment Fund by the Ministry of Innovation, Science and Economic Development. Land is available at the Slave Lake main campus site to support this project and we have invested in the conceptual designs of this facility.
Slave Lake Trades & Resource Technology Facility Funding Sources
Proposed Contributions (in millions)
Government of Alberta
$ 33.50
Strategic Investment Fund
$ 33.50
Northern Lakes College Total Cost Estimate (millions)
$ 1.00 $ 68.00
CAPITAL PLAN
respond to these changes. Enrollments have expanded from approximately 30 seats to 372 in the 15/16 academic year (326 for 16/17). These programs are well matched to the industries within the region and have supported apprentices throughout the service region.
53
Budget
THE NLC PLAN 2016-19
CAPITAL PLAN
54
PRIORITY 2 Information Technology Upgrades Information Technology is the backbone of Northern Lakes College’s distributed delivery model. In response to a considerable volume of feedback from staff, student and stakeholder consultations, the following information technology capital project maps out recommendations and projected costs. Northern Lakes College has recently undertaken an external review of our information technology framework and infrastructure, information gathered from this review will further refine the College’s information technology investment plans.
Northern Lakes College has identified internal funding of $2.03M for information technology projects within the next three years and may request additional funding for $3.0M to implement a new Enterprise Information System in 2017-18. Please see the complete Information Technology Plan (Appendix E) for details.
Information Technolgy Upgrades Summary Project
2016-17
2017-18
2018-19
Local Area Network and Wireless Network Upgrade
$133,500
$207,000
$207,000
$547,500
Electronic Records Management System
$131,000
$103,500
$103,500
$338,000
Phase 2: $1,500,000
Phase 2: $1,500,000
$3,264,000
New College Website & Online Registration & Payment
Operational Costs
Office 365 Implementation
Operational Costs
Implement a new Enterprise Information System
Phase 1: $264,000
Cyber Security Awareness Assessment
Operational Costs
TOTAL
My Trade Secrets Integration
$150,000
Estimates for Active Projects
$239,500
$489,500
$729,000
$2,200,000
$2,300,000
$5,028,500
Total
$528,500
$150,000
THE NLC PLAN 2016-19
PRIORITY 3
55
Many of the College’s existing facilities have exceeded their original design life of 25-30 years, and suffer from extensive deferred maintenance and inherent design flaws that make retrofitting these buildings unfeasible. Northern Lakes College requires campus replacement at virtually all of our small locations in order to provide safe, sound and functional learning environments. In order to accomplish this, a modular approach is favoured. Modular design allows for consistent high quality construction and a reduced set of variables affected by location. These new facilities will permit connectivity to mobile trades training trailers and will be flexible enough to provide for our smallest campus settings and scalable to accommodate upwards of 250 students in larger communities.
Modular campuses are typically comprised of several individual units aggregated together to form a cohesive standalone facility. A LEEDs designation of at least Silver and BOMA BEST certification throughout the construction and operation process will reduce the overall environmental impact. Utilizing enhanced building envelope sealing technology and embracing the latest in insulation and window technology will allow for a more efficient building, resulting in net savings in operating relative to the cost of building replacement.
Proposed Timeline Peerless/Trout, Chateh, Driftpile First Nation...... 2017-18 Cadotte Lake, Atikameg....................................2018-19 Peavine MĂŠtis Settlement, Athabasca, Valleyview......................................2019-20
Community Learning Centre Projects Project
Component Cost (millions)
Total Cost Estimate (millions)
Community Learning Centre Phase 1 Peerless/Trout*
$ 2.70
Chateh
$ 3.00
Driftpile First Nation
$ 3.00
Cadotte Lake
$ 3.00
Atikameg
$ 3.00 $ 14.70
Community Learning Centre Campus Phase 2 Peavine Metis Settlement
$ 3.00
Athabasca
$ 5.00
Valleyview
$ 3.00 $ 11.00
CAPITAL PLAN
Project: Community Learning Centre Projects Phase 1 & 2
THE NLC PLAN 2016-19
APPENDIX E
57
Information Technology Plan
THE NLC PLAN 2016-19
INFORMATION TECHNOLOGY PLAN
58
INFORMATION TECHNOLOGY PLAN 2016-19 At the beginning of 2016, Northern Lakes College embarked on an information technology operational review process aimed at determining the current capability and capacity of the Information Technology Department. Our goal is to identify opportunities to improve the student and staff experience, and to optimally leverage technology as a driver for institutional digital transformation; ultimately, this will produce significant improvement in learning outcomes.
The exercise helped to identify potential Information Technology opportunities that will: 1. Improve our Information Technology foundation to optimally support student access and administration, 2. Enhance our technology-enabled learning environment to integrate new technologies, 3. Transform our College-wide information technology environment,
Information Technology Project Budget Summary Project
2016-17
2017-18
2018-19
TOTAL
Local Area Network and Wireless Network Upgrade
$133,500
$207,000
$207,000
$547,500
Electronic Records Management System
$131,000
$103,500
$103,500
$338,000
New College Website & Online Registration & Payment
$80,000
$80,000
Office 365 Implementation
$112,000
$112,000
Implement a new Enterprise Information System
Phase 1: $249,000
Phase 2: $1,500,000
Phase 2: $1,500,000
$3,249,000
$50,000
$50,000
$50,000
$150,000
Cyber Security Awareness Assessment
My Trade Secrets Integration
$150,000
Estimates for Active Projects
$239,500
$489,500
$729,000
$2,250,000
$2,350,000
$5,355,500
Total
$755,500
$150,000
THE NLC PLAN 2016-19
New models of delivering information technology services are becoming the standard as organizations strive to do more with fewer resources. Northern Lakes College must adapt and adopt the new paradigm in information technology services to keep up with the expected level of service. Many business applications critical to support learning delivery can now be provisioned using cloud solutions at a much lower cost. The priority initiatives listed below will ensure that we enhance our foundational infrastructure and readiness to adopt cloud services and other optimized information technology service delivery models. a. Campus Network Connectivity, Redundancy Assessment & Implementation: 2016 – 2019 Having a resilient and redundant Network Infrastructure is critical to meeting student and staff expectations and the successful implementation of our cloud and shared services strategy. This project ensures that NLC information technology systems, applications and services will be available in the event of a service provider failure. Single point of failures risks must be mitigated to ensure resilience in information technology service delivery infrastructure. Costs are being investigated. b. Identity and Access Management:
2016 - 2018
The goal of this project is to provide best in class identity and access management service for the College. This will ensure a compliant and secure environment for students and staff members to gain the access required based on their role and user profiles. Costs for this project are being investigated; this project is planned to begin in 2017-18. c. Local Area Network and Wireless Network Upgrade:
2016 - 2019
The demand for bandwidth on mobile devices, that support learner access to courses, continues to grow exponentially. To ensure that adequate capacity is available to accommodate bandwidth demands, Northern Lakes College plans to upgrade the wireless network in major campuses. Capacity upgrades will be ongoing in order to respond to significant student usage. Purchasing of equipment for this project began in 2015-16, $133,500 allocated in 2016-17 and a further $207,000 is required in years 2017-18 and 2018-19. d. Electronic Records Management System:
2014 - 2017
Records management is an integral part of a post-secondary system. A robust digital platform will ensure accuracy and efficient record management. Implementation of a leading document management system will allow the College to ensure ease of use and access to information. Easy access to records digitally will improve communications, the ability to make key decisions and customer satisfaction. This project is in the implementation phase and requires $131,000 to complete.
INFORMATION TECHNOLOGY PLAN
1. Improve the information technology foundation infrastructure to optimally support student access and administration.
59
Information Technology Objectives & Priority Initiatives
THE NLC PLAN 2016-19 60
2. Enhance our technology-enabled learning environment to integrate new technologies.
INFORMATION TECHNOLOGY PLAN
a. New College Website & Online Registration & Payment:
2016 – 2018
Northern Lakes College’s online presence needs to be stronger in order to improve student access and convenience. The College website provides a medium to engage with our students and communities. Providing students the ability to register for courses and make payment online will provide 24 hour service for students. An online student portal will provide a single platform for students to access any required information, and complete transactions online. The portal will also allow the College to tailor services to student needs. In order to maintain a fresh up to date web presence that meets our needs, an annual operational cost of approximately $80,000 is expected. b. Office 365 Implementation:
2016 -2017
In a distributed learning environment, it is essential to make tools available that allow students and staff to be mobile and collaborate from a distance. This project will use the Microsoft Cloud Solution, allowing students to have access to all their files and folders from anywhere. A core integration and email services component of this project is expected to be completed in 2015-16. Implementation of additional features and training in 2016-17 is expected to cost $112,000.
3. Transform our College-wide information technology environment. a. Implement a New Enterprise Information System (EIS):
2016 – 2019
The implementation of a new Enterprise Information System (EIS) is at the center of Northern Lakes College digital transformation. The College’s current EIS system is aging, inflexible, not user friendly and integrates poorly with other systems which creates a system that is prone to failure and expensive to maintain. Additionally, inefficient and paper intensive processes adversely affect the College’s goal to provide ease of access. The development of a modern, well integrated, intuitive and user friendly system is vital to increase efficiency, ease of use and access. With a new EIS the College benefit as follows: • Modern, intuitive, user-friendly and consistent look and feel • Online and mobile self-serve functions and access • One stop access to vital information about courses • Authoritative class rosters • Simplified grade entry • Enhance online enrollment (add/drop courses) • Multi-year planning tool • Real-time validation against diploma requirements • Automated notification of grades, holds etc • Automation of manually intensive and paper-based tasks • New opportunities for course planning and forecasting • Opportunity to streamline existing processes • Enhance data analysis and reporting capability.
Implementation of a new Enterprise Information System will lead to the retirement of a number of legacy systems, reduce complexity and enhance the user experience.
Northern Lakes College is a leader in online delivery and distributed post-secondary education, and the need for a learning management system that is designed and built to accommodate the unique requirement for competency based assessment has become critical. The learning management system will provide the ability to access and analyze student related data to inform decisions related to programs changes, student supports and College operations. As Northern Lakes College adopts more cloud based services, a LMS system with a strong cloud solution will align with the college’s information technology services delivery strategy. This project will assess the suitability of our current learning management platform and delivery models to guide the selection and implementation of improvements to meet changing needs of our clients. Costs are yet to be determined. c. Develop Best in Class IT Governance Framework:
2016 - 2018
Strong alignment between IT and College stakeholders will be critical to the success of Northern Lakes College’s digital transformation vision. This project will focus on developing a robust information technology governance framework to help manage risk, measure IT performance, prioritize and align information technology projects with strategic and tactical goals of the college. Costs are yet to be determined, more planning is required. d. Cyber Security awareness, assessment, training and system audit:
2016 - 2018
The proliferation of cyber-attacks and threats across college campuses has made significant investment in ensuring a secure and resilience learning environment absolutely essential. This project is aimed to ensure that Northern Lakes College infrastructure, applications and employees do not compromise the security of the College. This will consist of costs up to $50,000 annually. e. MyTrades Secret Integration:
2016 - 2018
Northern Lakes College plans to integrate our Student Information System with MyTrades Secret platform used by the Province to enroll student in trades programs. The MyTrades Secret project will be planned upon completion of Enterprise Information System enhancement and is expected to cost $150,000.
INFORMATION TECHNOLOGY PLAN
b. Assess, recommend and implement a new Learning Management System: 2017 - 2019
61
The College has provided $249,000 for the first phase in 2016-17. Dependent upon the recommendations of the IT operational review, an EIS conversion could be expected to cost approximately $3,000,000 over the 2017-18 and 2018-19 fiscal period. These numbers have been reflected in the IT Project Budget Summary.
THE NLC PLAN 2016-19
Specifically, enhanced data analysis and reporting capability will provide the needed insight to drive better student outcomes.
THE NLC PLAN 2016-19 62
NORTHERN LAKES COLLEGE SERVICE REGION
Chateh
High Level Fort Vermilion La Crete Paddle Prairie
Peerless / Trout Lake
Loon River Peace River Peavine Smoky River (McLennan) Grande Prairie
High Prairie Valleyview
Cadotte Lake Atikameg Gift Lake
Stony Point (Wabasca)
Grouard Driftpile
Slave Lake
East Prairie Athabasca
Fox Creek Barrhead
Edmonton
WWW.NORTHERNLAKESCOLLEGE.CA