LAKELAND COLLEGE

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14 • The Marketing and Enrolment Management department continued working with representatives from Noel-Levitz to improve enrolment management practices at Lakeland. Students, graduates, prospects, parents, high school guidance counsellors, faculty and staff were surveyed during the year. One hundred former university studies students were surveyed about their Lakeland experience, further education and transfer outcomes. Lakeland’s communications department began developing marketing messages based on information from the surveys. • Lakeland created an Academic Excellence Scholarship program to attract more students into business programs and university studies. Students with an average of 85 to 100 per cent automatically qualify for a scholarship ranging from $1,500 to $3,500. • To encourage prospective students to visit Lakeland, tuition credits are now provided to people who travel more than 100 km one way from their home to Lakeland. • A number of internal seminars and workshops were held to enhance student recruitment. About 250 administrative and support staff participated in a seminar on providing quality service to students and 72 faculty attended a workshop about the role of faculty in recruitment and student success. More than 100 employees attended one of two workshops to learn about millennial students and their attitudes, expectations and communication styles. • Each student in an agricultural sciences, environmental sciences or human services program was assigned an academic mentor. • Agricultural sciences formalized a retention strategy that includes early identification of struggling students. Renewal and evaluation We will excel at developing the College and improving performance through program review, process review and personnel review. Highlights • Office administration, disability studies, financial services and bachelor of applied financial services were comprehensively reviewed. Enrolment targets were set for three of the four programs and disability studies will utilize the open studies concept for growth. With open studies, students can develop skills useful to their profession, upgrade their post-secondary qualifications, and/or take credit courses strictly for personal interest. • Every program is internally reviewed annually. Advocacy and government relations We will excel at managing government relations and general advocacy. Highlights • Number of visits with MLAs, mayors or other senior government officials: Board Chairman Doug Elliott – about 22; President Glenn Charlesworth - about 33. They, as well as board members and College executive team members, also attended events such as Chamber of Commerce luncheons, service club meetings, and golf tournaments where they could meet with community and provincial influencers. Human resource processes We will excel at HR processes that create an environment that will enable Lakeland College to attract, recruit and retain the best talent available. We will excel at creating and maintaining a comprehensive human resource strategy. Highlights • Alberta Colleges and Institutes Faculties Association (ACIFA) conducts a survey annually of its members to obtain their views on working conditions and attitudes within their institutions. Respondents were asked to rate their level of agreement with 13 statements on a scale of 1 to 5 with 5 indicating strong agreement. The level of agreement among Lakeland respondents was higher than the ACIFA provincial average in all 13 of the statements as compared to 12 of the 13 statements the previous year. • A staff climate survey is conducted regularly to measure progress on this objective. The next survey is expected to be done in 2008-09. Resource allocation We will excel at strategic resource allocation. • Nothing to report at this time. Shared vision and alignment We are united in our support of the vision, mission, values and strategy of Lakeland College. ANNUAL REPORT 2007-08 LAKELAND COLLEGE
Highlights • A staff climate survey is conducted regularly to measure progress on this objective. The next survey is expected to be done in 2008-09. Professional development We are committed to staff development to meet the joint needs of the College and the individual. Highlights • Ninety-one per cent of faculty, 100 per cent of AUPE employees and 48 per cent of administrative staff attended at least one sponsored professional development activity during the 2007-08 year. All three employee groups saw participation increase from the previous year. • Two faculty members accessed long term professional development funds to pursue research, leadership activities and additional education. Four faculty members attended five Lakeland-directed activities. • Fifteen in-service activities were held, a big jump from last year’s total of eight. • Seven staff members worked on their Personal Learning Plan by attending Lakeland courses. Lakeland culture We actively create and nurture our culture consistent with our values. This is an open and collaborative process across the entire institution. Highlights • A staff climate survey is conducted regularly to measure progress on this objective. The next survey is expected to be done in 2008-09. Efficient expenditures We will pursue financially responsible and sustainable operations. Highlights • In 2007-08, Lakeland invested $11,117,932 in capital, an increase of $5,440,301 from the previous year. Increased revenues We will actively pursue increased revenues through: full utilization of Lakeland’s resources, con-ed tuition, business and industrial training, international activities, applied research, fundraising, government grants, and ancillary operations. 15 Highlights • Total tuition revenue decreased $587,539 to $10,304,775. • Revenue from ancillary revenue was $5,361,073, an increase of $371,367. • Total grant revenue was $32,449,903, an increase of $4,344,546 from 2006-07. • Total revenues increased by four per cent to $56,590,144 • The College Development department was involved in the capital campaign for the Bill Kondro Wing, the annual giving program to alumni, and new Gourmet Giving events that featured an evening of fine dining with proceeds to the Alberta Opportunity Bursary fund. A list of donors is included on pages 18 and 19 of this report. • A new system to coordinate and track fundraising requests and prospects was implemented. Increased assets Unrestricted net assets need to grow in order for the College to deal with unanticipated financial exigencies. Net capital assets need to grow to allow for facility and equipment renewal and expansion of program offerings. Highlights • Unrestricted net assets increased to $13,585,450. • There was $13,323,960 invested in capital assets, an increase of 4.42 per cent from the previous year. LAKELAND COLLEGE ANNUAL REPORT 2007-08
Page 1 and 2: ANNUAL REPORT 2007-08 LAKELAND COLL
Page 3 and 4: 1 CONTENTS Board Accountability Sta
Page 5 and 6: 3 message from the president Glenn
Page 7 and 8: 5 Year in Review Student success Th
Page 9 and 10: Lakeland and Parkland Regional Coll
Page 11 and 12: 9 Core programs The following progr
Page 13 and 14: Geographic representation of full-t
Page 15: Quality programs and people We will
Page 19 and 20: 17 was very impressed with the Stud
Page 21 and 22: 19 Lee J. Moneo Professional Corpor
Page 23 and 24: 21 Auditor’s Report To the Board
Page 25 and 26: 23 STATEMENT OF OPERATIONS For the
Page 27 and 28: 25 STATEMENT OF CASH FLOWS For the
Page 29 and 30: 27 (c) (d) (e) (f) (g) Financial as
Page 31 and 32: 29 Note 6 Capital Assets Capital as
Page 33 and 34: 31 Note 9 Deferred Capital Contribu
Page 35 and 36: 33 Note 13 Net Assets Internally Re
Page 37 and 38: 35 Note 18 Operating Expense Operat
Page 39 and 40: 37 2007 Deferred Deferred Capital G

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