Leadership and Transformation CIP 2018 - 2021

LETHBRIDGE COLLEGE Leadership and Transformation Plan 2018-21

Leadership and Transformation

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LETHBRIDGE COLLEGE Leadership and Transformation Plan 2018-21

A message from the president The art of providing post-secondary education to thousands of students each year requires a balancing act between living in the present and planning for the future.

On one side of the scale sits the weight of our history and the lessons we’ve learned from more than six decades of preparing students for careers and life-long learning. On the other is the urgent demand to plan for a future not yet written so we can continue to meet the needs of students living and working in a constantly changing society.

It’s fun to think about the future – so much is possible, after all. But thinking is not enough. We must also act.

And the concrete steps outlined in these pages and in our Comprehensive Institutional Plan will guide us as we work together to achieve our goals.

Dr. Paula Burns President and CEO Lethbridge College

In the moment, our team members might be teaching a class, polishing the floors, engaging in applied research, preparing the payroll, touring prospective students around campus, planning the next special event, learning about new technology, and completing thousands of other tasks and jobs to support students and our community.

But as we go about our day-to-day work, we are always thinking of the future. How can Lethbridge College achieve its vision of leading and transforming education in Alberta?

How can we provide relevant, high-quality education in a changing world? How can we inspire and facilitate learning and innovation to meet economic and social needs?

Each spring, we work to put the answers to those lofty questions down on paper when we prepare our Comprehensive Institutional Plan (CIP) for the Government of Alberta. This plan is aligned closely with the goals and priorities of the government and serves as our guide as we work on achieving our goals, priority initiatives and expected outcomes.

In the past, after submitting the CIP to the government, we have shared printed copies (all 100+ pages of it) with our staff

and community. This year, we have decided instead to create this small publication to outline the high-level ideas laid out in the CIP. The hope is that the map laid out here will become much more relevant and tangible to you, as you are an integral part of fulfilling our vision and goals. The full plan is still available to everyone online at learn.lc/cip-18-21, but for both economic and inspirational reasons, we thought we’d try this new way of sharing the ideas and initiatives outlined in the plan.

In the pages of this publication, as in the pages of the CIP, we invite you to read about how Lethbridge College is ready. We are ready to support our students in their efforts to access post-secondary education and ready to help them succeed in the workplace after graduation. We are ready to grow sustainably to provide educational options to more students than ever before. And with innovative programs and supports, we are ready to continue to foster an inclusive environment, welcoming to all learners.

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LETHBRIDGE COLLEGE Leadership and Transformation Plan 2018-21

An overview of our plans

OUR goals

This year’s plan is strongly rooted in the idea of growing our way to sustainability. Lethbridge College’s connection to the land, agriculture and our natural environment has provided inspiration for the way we do business and how we approach student success. Growth is a natural part of life and this concept has become the backbone of our strategy moving forward. It is not just about growth in student numbers but includes commitment to health and wellness, program development, community relations and employee engagement. The college is ready to make the next 60 years as rewarding and accomplished as the first.

INSTITUTIONAL LEVEL OUTCOMES Lethbridge College is driven by our mission of inspiring and facilitating learning and innovation to meet economic and social needs and our vision of leading and transforming education in Alberta. Guided by our four strategies of Academic Transformation, Collaborative Partnerships, Resource Innovation, and People Development, Lethbridge College endeavours to achieve the following strategic outcomes that have been endorsed by the people whose jobs involve putting these plans into action:

Learner perspective: • Employment/employability • Access to relevant, timely, transportable, affordable learning • Outstanding learning experience Employer perspective: • Competent, productive employees Community partner perspective: • Enhanced viability and desirability of southern Alberta

Business, community and industry perspective: • Best of class value proposition Government of Alberta perspective: • Economic growth and diversification in Alberta • Leadership in culture and practice of collaboration • Optimal use of resources

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Provide relevant, high quality education through excellence in teaching and learning, applied research, strategic enrolment management and collaborative partnerships

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Improve the lives of learners and communities through the recognition and respect for the distinct cultures, languages, histories and contemporary perspectives of Indigenous people and Indigenous-centred education

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Support the development of our people to align their strengths, passions, purpose, skills and capabilities with the needs of a shifting and changing educational landscape

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Ensure that Lethbridge College continues to be relevant and sustainable in a changing environment

Promote an inclusive healthy learning and work environment that nurtures the health and well-being of all students and employees

$511K

5th

Over a lifetime, a diploma graduate from Lethbridge College will amass about $511,000 in higher earnings, compared to someone with a high school diploma. (4)

Lethbridge College is the fifth largest employer in Lethbridge. (5)

(4) Analysis of the Economic Impact and Return on Investment of Education:

The Economic Value of Lethbridge College report (Emsi, fiscal year 2015-16) (5) Economic Development Lethbridge, 2017 Major Employers Survey

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LETHBRIDGE COLLEGE Leadership and Transformation Plan 2018-21

Ready to create.

Coming straight out of post-secondary into my position at Lethbridge College I would have never imagined the amount of opportunity I would be been given to learn from the best of the best. Working with a strong creative team, I have been able to develop my skills and contribute to meaningful projects. From coordinating commercials, photo shoots and marketing initiatives, the relationships I have been able to build in the industry are invaluable.

Through the support of the college I have been able to attend different industry events and conferences, which has provided me the resources to grow in my profession.

Kasha Thurston Senior Marketing Specialist Lethbridge College

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Strategic Framework

VALUES PEOPLE We value people by: • promoting trust and respect among all stakeholders • supporting their professional development celebrating their accomplishments

In alignment with our Campus Alberta-approved mandate, the Board

EXCELLENCE

of Governors approved the following strategic foundation in June 2013.

We do things well by:

The vision, transformational strategies and mission for the college are grounded in the college’s values, principles and strengths.

• providing exceptional instruction • offering effective learner support services • remaining responsive and innovative

SUCCESS We promote learner success by:

Vision Leading and transforming education in Alberta.

• offering current and relevant programs • using instructional technology creatively • employing flexible delivery systems

STRATEGIES Academic Transformation We will collaboratively create innovative and creative learning experiences that meet the diverse and integrated needs of learners, the economy and society.

Collaborative Partnerships We will be model collaborators focused on achieving unprecedented levels of collaboration in education.

Resource Innovation We will create entrepreneurial business models and expand revenue sources.

People Development We will develop our people to realize their highest potential.

PRINCIPLES QUALITY To ensure the highest standards of performance and innovation in all areas of the institution, including programs, services, applied research and scholarly activity.

COLLABORATION To develop strategic alliances with business, industry, government, agencies and other post-secondary institutions to enhance student learning, mobility and employment.

SUSTAINABILITY To cultivate a college environment that is positive, collaborative and sustaining.

ACCESSIBILITY To create and maintain flexible learning pathways that enable students to achieve their educational and career goals.

MISSION

DIVERSITY Lethbridge College inspires and facilitates learning and innovation to meet economic and social needs.

To provide educational opportunities for a diverse population of learners, including Indigenous and international students.

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LETHBRIDGE COLLEGE Leadership and Transformation Plan 2018-21

Ready to innovate.

At Economic Development Lethbridge, we continue to see how a diverse and dynamic population builds a bright future and stable economy. Lethbridge College plays a crucial role in educating our community and building the type of skilled and entrepreneurial workforce that will positively impact the city and beyond. With a long and successful history in Lethbridge, the college continues to collaborate with community partners, local government, small and medium enterprises as well as other organizations in the education system to adapt their programs to best benefit the learner as well as the region as a whole.

Trevor Lewington CEO Economic Development Lethbridge

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Excellence in teaching and learning Teaching and learning are the core of what we do here at Lethbridge College, and so it makes sense that the first goal we are supporting is to provide relevant, high quality education in a changing world. And one way we work to achieve this goal is through excellence in teaching and learning.

WE ARE COMMITTED TO EDUCATION. WE WILL… • Continue to create flexible learning pathways that make education more accessible.

• Continue to engage industry to ensure new program development is relevant and responsive.

• Continue to integrate experiential, active and collaborative learning into the classroom.

• Develop the Digital Learning strategy.

• Develop the Collaborative Centre of Excellence in Agriculture.

In the years ahead, we will continue to focus on creating and facilitating high quality, flexible, experiential and relevant learning experiences that open pathways for students to employment, career advancement, further post-secondary education and life long learning. We will also work to establish Collaborative Centres of Excellence in key areas that exemplify interdisciplinary and stakeholder cooperation for the purpose of leading and transforming education in Alberta. The initiatives, outcomes and measures outlined on the next page detail the steps we will take and what we hope to celebrate when we’ve achieved our goals.

• Develop the Collaborative Centre of Excellence in Justice.

…BECAUSE WE WANT: • Application rates to continue to increase as learners seek out high quality, practical education.

• Industry to seek out our graduates for their in-demand skill sets and well-rounded education.

• To be recognized for our significant contribution to the viability and desirability of southern Alberta.

• Our grads to demonstrate the knowledge and skills necessary to succeed in their chosen fields of work.

6.5%

Lethbridge College’s contributions to the economy represent about 6.5 per cent of the Lethbridge area’s gross regional product. (4)

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One of 20 jobs in the Lethbridge region is supported by the activities of Lethbridge College and its students. (4)

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(4) Analysis of the Economic Impact and Return on Investment of Education:

The Economic Value of Lethbridge College report (Emsi, fiscal year 2015-16)

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Ready to face the challenge.

Lethbridge College is leading the way for people who are interested in getting involved with new and emerging technology. Being involved in the early stages of using virtual reality and augmented reality in the classroom means that as the technology evolves, we will play an important role in shaping the way educators and industries use the medium. This industry is moving so rapidly that people who have been in it for only one to two years are now subject matter experts.

Kris Hodgson Chair Lethbridge College School of Media and Design

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SCHOLARLY ACTIVITY AND APPLIED RESEARCH There are many other ways we will work to achieve our first overarching goal of providing relevant, high quality education in a changing world, and that includes through scholarly activity, applied research and the scholarship of teaching and learning.

In the upcoming years, we will continue to look to provide opportunities for students and employees to engage in scholarly activity and applied research that will support the academic vision, contribute to the local community and industry while enhancing student experiential learning.

We will also continue to prioritize building a culture of Scholarship of Teaching and Learning (SoTL) by embracing multi-faceted activities involving the creation, integration and dissemination of knowledge, research skill development and faculty capacity building. And finally, we will continue to work to leverage internal resources and strengths as well as external partnerships, including the Regional Innovation Network of Southern Alberta (RINSA), to provide exemplary learning experiences to students and address real-world challenges leading to innovative solutions that benefit industry and community partners.

WE NEVER STOP LEARNING. WE WILL… • Construct the Early Childhood Education (ECE) Outdoor Play area and explore external funding for ECE applied research projects.

• Construct the Centre for Sustainable Food Production and enhance infrastructure for industry-funded applied research projects.

• Continue to develop an Irrigation Science Applied Research program, leverage industry funds for NSERC and other funded applied research projects.

• Continue to encourage additional research capacity through the Centre for Applied Research and Innovation Fund (CARIF) and research training opportunities.

• Develop the Scholarship of Teaching and Learning (SoTL) Plan.

• Continue to pursue new research funding projects that focus on areas such as precision agriculture, virtual reality and the environment.

• Establish Technology Access Centre (TAC) for Virtual Reality through NSERC TAC funding.

…BECAUSE WE WANT: • Scholarship to be supported as a means to enhance professional development, share knowledge and strengthen our academic capabilities.

• Strategic collaborations with industry partners to maximize the benefits of applied research relationships and outcomes.

• Applied research and SoTL to be integrated into teaching and learning activities through experiential learning and skills development which meet teaching, industry and community needs.

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of employers said they would hire Lethbridge College graduates in the future. (1)

Lethbridge College was ranked No. 42 with research funding of $1.628 million in 2016, an increase of 54.6% from the previous year. (7) (1) Student Satisfaction Inventory by Noel-Levitz LLC, released May 2017 (7) Institutional Planning demographic information 2016-17

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Ready to make a difference.

Two organizations that have a shared vision is what makes a great partnership, and our collaboration with Lethbridge College is creating a pathway to recognize and accredit the competencies achieved by police officers.

Competency-based education is a higher categorical level of learning. In order to do business differently, you must engage in change and we are looking to build a new standard as to how we train and accredit our recruits.

Andy McGrogan Chief of Police Medicine Hat Police Service

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Collaborative partnerships and program development In addition to focusing on teaching, learning and applied research, there are other ways we support our first overarching goal of providing relevant, high quality education in a changing world, and that is by building collaborative partnerships and focusing on program development.

Working toward this goal means that we will continue to be focused on supporting Regional Stewardship in the development of dual credit pathways and foundational learning opportunities that create greater accessibility for learners and benefit individual communities, industry and the provincial economy. We will also continue to work to enhance profitable, non-credit programming through Corporate and Continuing Education that responds to community and industry need. And we will continue to be committed to designing, delivering and evaluating relevant, stimulating, accessible and sustainable exemplary credit programming that support student success.

WE VALUE OUR PARTNERSHIPS. WE WILL… • Conduct the Regional Stewardship “Community Survey of Educational Needs” with regional Community Advisory Councils.

• Offer the Leadership by Design program.

• Continue to develop enhanced secondary to post-secondary pathways with Kainai Board of Education.

• Continue to evolve the Experiential Learning week initiative.

• Offer the Certified Transportation Safety Professional certificate program.

• Develop our Community Health Promotion diploma, our Emergency Medical Responder certificate – Stage 2, our Primary Care Paramedic certificate – Stage 2; and Advanced Care Paramedic diploma – Stage 2.

• Explore new programming in the Centre for Technologies, Environment and Design.

…BECAUSE WE WANT: • To provide accessible and relevant learning opportunities that strengthen the local economy.

96% 77%

of employers say the ability to work well with others is the most important skill their new hires should have. (3) of graduates say the college helped them to develop the ability to work well with others. (3)

(3) Lethbridge College Employer Survey, March 2018, of 401 employers, and the Alumni Survey 2017 of 1,237 graduates.

Both surveys conducted by Insightrix Research Inc.

• To meet the needs of the unconventional post-secondary learner with in-demand foundational and non-credit programming.

• To work with our regional communities to sustain mutually beneficial educational partnerships.

• To be recognized as a leader in creating and showcasing exemplary practices and innovations that provide high quality, flexible, experiential and relevant learning experiences.

• Our programming to be responsive to industry demands that result in graduates getting jobs and achieving student success.

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Ready to empower my community.

Lethbridge is a unique, diverse city, reflected not only by our community spirit, but also that we have two post-secondary institutions. Lethbridge College has been a long-time supporter of Lethbridge Pride, and we’re honoured to call them an ally. We’re excited that they’re raising the Pride flag each June, reflecting the inclusivity of their staff, students and community.

Devon Hargreaves Past chair Lethbridge Pride Fest

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Organizational Health and Wellness

WE SUPPORT AN INCLUSIVE, HEALTHY LEARNING AND WORK ENVIRONMENT.

Our second overarching goal is to promote an inclusive healthy learning and work environment that nurtures the health and well-being of all students and employees.

WE WILL… • Implement the Student Health and Wellness Plan 2016-19.

• Develop the Employee Health and Wellness Plan 2018-21.

• Continue to create an on-campus safe space that promotes inclusivity for learners.

In the next three years, we will continue to focus on organizational health and wellness by creating an inclusive healthy learning environment that nurtures the physical, emotional and mental well-being of all employees and students, including those who identify as LGBTQ+, resulting in greater professional and academic success. In addition, we will continue to work to build partnerships with community agencies to ensure organizational health and wellness are relevant and sustainable within a broader context.

• Provide sexual violence training for employees specific to implementation of the Sexual Violence Prevention and Response policy and procedures.

…BECAUSE WE WANT: • To create a community where our healthy and engaged students and employees are better equipped to succeed.

• To support customized actions that will respond to and will be reflective of the unique health and wellness needs of the college community.

89%

89% of current students said their college experience has met or exceeded their expectations. (8)

63%

Lethbridge College is a more youthful campus than other 10 other Alberta colleges, with 63% of enrolled students under the age of 25. In other Comprehensive Community Institutions, 50% are under 25. (9)

(8) Student Satisfaction Inventory by Noel-Levitz LLC, released May 2017 (9) Institutional Planning demographic information 2016-17

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Ready to honour history.

The message is to help people in the future through prayer and conversation. I am not a leader, but maybe I can help in the college and in the community, to live in peace in and outside of the community, to help overcome barriers, to overcome prejudice and bigotry.

Peter Weasel Moccasin Lethbridge College Kainai Kaahsinnoonik (Grandparent) Bachelor of Applied Science – Ecosystem Management honorary degree 2018

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Indigenous centred education Our third overarching goal for the next three year period is to improve the lives of learners and communities through the recognition and respect for the distinct cultures, languages, histories and contemporary perspectives of Indigenous people and Indigenous-centred education. Lethbridge College is situated on traditional Blackfoot territory, and we are committed to strengthening ties with our local Indigenous community.

WE RECOGNIZE AND HONOUR OUR INDIGENOUS HISTORY. WE WILL… • Continue to recommend integration of intellectual and cultural traditions of Indigenous peoples through curriculum and learning approaches relevant to learners and communities.

• Continue to create opportunities for Indigenous representation on governance boards and committees that recognize and respect Indigenous peoples.

• Establish Indigenous-centred holistic services and learning environments for learner success as outlined in the Niistitapi Indigenization plan.

We will work to achieve this goal by continuing to cultivate awareness, understanding and acceptance for the distinct cultures, languages, histories and contemporary perspectives of Indigenous people for both Indigenous and non-Indigenous peoples. We will also continue to work to improve the lives of Indigenous learners and communities through accessible, affordable and Indigenous-centred education.

…BECAUSE WE WANT: • To be considered an institution that integrates and celebrates Indigenous culture that enhances learner success.

• To recognize and affirm our obligation to Indigenous education.

7.21%

of Lethbridge College students are Indigenous. (9)

(9) Institutional Planning demographic information 2016-17

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Ready to shape the future.

As an instructor at Lethbridge College for the last 10 years, I have been encouraged and generously supported to pursue professional development. This has prepared me to better lead in nursing education. Within the college, there are opportunities to grow and be challenged in new roles, which I believe ultimately helps create higher quality student experiences.

Brad Keim Lethbridge College Instructor, Practical Nursing Program School of Health Sciences

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PEOPLE DEVELOPMENT People are at the heart of Lethbridge College, and our fourth overarching goal focuses on people. We are committed to supporting the development of our people to align their strengths, passions, purpose, skills and capabilities with the needs of a shifting and changing educational landscape.

WE ARE COMMITTEED TO DEVELOPING OUR PEOPLE. WE WILL… • Develop and implement an Organizational Learning Plan.

• Review and update our Human Resource policies and procedures to reflect changing labour needs.

• Update and implement an Employee Engagement Action Plan.

• Develop the strategy and framework to guide the creation of the Collaborative Centre of Excellence in People Development.

To achieve this goal, we will continue to work to ensure Lethbridge College remains competitive in attracting and retaining highly competent and qualified talent. We also remain committed to employee engagement that is productive, relevant and valuable. And we will continue to work to provide professional development opportunities that align with institutional priorities and to optimize individual values, passions, strengths, purpose and talents.

…BECAUSE WE WANT: • Human resource management to be equipped to attract and retain qualified and capable personnel and cater to the professional development needs of our people.

• To see cost savings as a result of lower employee turnover, greater productivity and enhanced interdepartmental/interdisciplinary cooperation.

• New and existing employees to have clear expectations about our commitment to people development.

95%

95% of alumni said they were satisfied or very satisfied with the quality of teaching in their program. (2)

80%

80% of alumni have a job related to the program they took at Lethbridge College. (2)

1,077

The college had 1,077 full-time, part-time and casual employees. (6) (2) Alumni Survey 2017, conducted by Insightrix Research, of 1,237 graduates of Lethbridge College (6) Lethbridge College Human Resources (April 2018)

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Ready to TAKE THE NEXT STEP. At Lethbridge College, faculty and staff understand the students’ perspective, and they make sure education is accessible to everyone while offering learning strategies to bring out the best in you. On campus, you’ll find a culturally diverse community, a welcoming atmosphere and smaller classroom sizes that help foster learning environments. If you want to be ready for the next step, choose Lethbridge College.

Nicholas Coley LCSA President 2018-19 Business Administration – Management

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Growing our way to sustainability Our final overarching goal is to ensure that Lethbridge College continues to be relevant and sustainable in a shifting academic and technological environment. There are three major ways we will work to achieve that goal.

First, by focusing on growing our way to sustainability; second through system and resource innovation; and finally through campus master planning.

To focus on growing our way to sustainability, we remain committed to creating institutional financial viability through proactive internal collaboration.

That means focus on new enrolment growth, higher retention rates and operational efficiencies that are cost neutral. We have set a goal of achieving

WE ARE EMBRACING THE CHALLENGE. WE WILL… • • • • • • • • • • • •

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Develop new retention strategies.

Create and implement a growth strategy that supports growth and/or operational efficiencies.

Implement the International Plan.

Expand the Centralized Placement Model.

Focus on year three of our Student Relationship Management (SRM) system.

Update our enterprise systems.

Implement the human resource based Talent Management System.

Implement an Information Security Management System framework.

Implement the Centralized Practice-Based Experience Management Model.

Continue to support our academic team’s adoption of technology research.

Operationalize the Campus Master Plan.

Integrate the appropriate Energy Sustainability Opportunities recommendations into general operations.

Create the “Makerspace” in our new Trades, Technologies and Innovation Facility.

Continue to attract external funding for capital projects.

this purposeful and designed enrolment growth by June 2020 that does not compromise academic rigour and is aligned with institutional and student success. And through the process, we will support strategic enrolment management that reinforces the college’s academic mission, and integrates

…BECAUSE WE WANT:

the strategic program mix to achieve optimum enrolments.

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Our efforts to focus on systems and resource innovation mean we will continue to leverage available resources and technology to support effective operational processes, optimize resources and boost communication capabilities for internal and external purposes. We will also continually adapt internal systems and processes to reduce cost and improve service delivery while maintaining service excellence. And we remain focused on adapting technology and digital assets to support enrolment growth and accessibility to learning.

We will continue to support proactive campus master planning that reflects our current operational needs, incorporates the changing landscape in teaching and learning such as digital learning, learning spaces, assessment, while creating opportunity for future programming.

Growth rates to increase in key programming areas without incurring unreasonable cost.

Retention rates to improve.

Our programs to be in demand with relevant, quality curriculum that meets the student objectives and industry needs.

The SRM to enable the development of streamlined business processes and communication.

The effective management of the employee life cycle using Talent Management to improve employee engagement while better utilizing human resource services.

The use of leading edge technology to give us a competitive advantage in experiential learning.

Research to identify factors that influence instructor and student adoption and use of technology to inform the acquisition, implementation and use of academic technology for greater student success.

Academic transformation to be supported by an aligned, updated Campus Master plan.

Institutional effort to reduce costs by integrating environmental stewardship into operational practices.

The increased ability to secure external funding and construct priority projects.

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How do I fit in?

The goals, plans, priorities, and outcomes outlined in these pages are a concrete way to showcase the hard work that all 1,000+ people who work at Lethbridge College will be undertaking in the next three years.

While not every number or goal included in this publication may apply directly to you and your team, for some of your colleagues, they are the much-needed signposts and direction guiding them on their professional journey at Lethbridge College for the years ahead.

And the overall goals – especially our five overarching goals, and our special focus on growing our way to sustainability – apply to all of us.

All initiatives outlined in this plan have an impact on delivering the highest quality education in an accessible and efficient manner with the ultimate goal of enhancing the student experience. That is work that is meaningful and essential for all.

Grounded by student success, our effort to grow our way to sustainability is being shaped by our demographics, economic landscape, technological and pedagogical drivers, and labour market demands. As you can tell after reading this document, Lethbridge College is ready and prepared to act on its strategic vision. And we are grateful that we have the best partners and people committed to making it happen.

Throughout our history, the courage, vision, dedication, commitment and hard work of the people of Lethbridge College kept us on course as we attended to our number one priority – providing relevant, high quality education in a changing world. Thanks for being a part of this journey.

What happens next matters most.

WE HAVE MORE TO SHARE. MORE DETAILS REGARDING OUR PLANS FOR THE FUTURE ARE AVAILABLE ONLINE: LEARN.LC/CIP-18-21

403.320.3202 3000 College Drive S. Lethbridge, AB T1K 1L6

lethbridgecollege.ca