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STRATEGIC PLAN
Message From The President
Lakeland College is charting a course for the future, guided by the 2025-26 Strategic Plan�
This plan reflects our continued commitment to providing an exceptional, future-focused education – one that equips students with real skills that deliver real results for success in their careers and communities�
As we move forward with Vision 2030, our plan provides an integrated approach to growth and sustainability. It guides our efforts to advance learner success, strengthen connectivity, champion sustainability and ensure our quality programming and research remain relevant to the evolving needs of our students, industries and communities.
At Lakeland, learning happens everywhere. From classrooms to labs, practicums to competitions, student-led events and more, our students gain real experience through hands-on projects, leadership opportunities and experiential learning that prepares them to thrive beyond graduation. We deliver high-calibre, outcomes-driven programming that aligns with our Academic Framework and responds to market and industry priorities. With award-winning work-integrated learning opportunities, and flexible program delivery, our students graduate ready to contribute meaningfully to Alberta’s workforce and to their communities.
Lakeland is proud to be a driver of rural sustainability and a trusted partner in strengthening local economies and enriching community life. More than 62 per cent of our alumni choose to live and work in Alberta, demonstrating the lasting impact of a Lakeland education.
Our focus extends beyond the classroom. We are revitalizing our campuses, enhancing services for students and communities, and expanding our role as a hub for innovation and applied research. By growing partnerships with industry, government and community organizations, we continue to open new opportunities for collaboration, funding and shared success.
As we pursue our strategic goals, we remain guided by our values, ensuring they are reflected in every decision we make.
The future of Lakeland is bright. Guided by Vision 2030, we will continue to grow, evolve and lead on campus and beyond.
Dr. Alice Wainwright-Stewart PRESIDENT AND CEO, LAKELAND COLLEGE
RELEVANTPROGRAMMING AND RESEARCH
Vision 2030
Vision 2030 provides a holistic approach that ensures the long-range development of Lakeland’s goals is met� The four Boardcreated goals focus on learner success, relevant programming and research, connectivity and sustainability� These goals provide the contextual backdrop for planning�
Vision 2030 was developed to probe further into the future, define each goal and identify components that expand and complement each goal. This attentiveness will move Lakeland into the future, supporting our mission to inspire lifelong learning and leadership through experience, excellence and innovation, and as well, execute our vision of transforming the future through innovative learning.
Board Ends
Focus, Priority Initiatives, and Expected Outcomes 2025-26
LEARNER SUCCESS is campus culture and supports, student experience.
Priorities
Belongingness
Key Initiatives (Vision 2030)
1) Lakeland fosters lifelong learning, leadership.
2) Lakeland has a culture of belongingness, engagement, and innovation.
Expected Outcomes (2025 milestones)
1.1) Every learner has access to a full range of supports and Lakeland is a partner in academic success.
1.2) Proactive healthy lifestyle programming.
2) Lakeland is a leader in providing a safe and welcoming learning environment for every student.
Performance Measures (2025-26)
1.1)
• Increase awareness of services available.
• Survey students, asking if they are aware of the services available and how to access them.
• Every service area has a coordinated communication plan to all stakeholders.
• D2L shell link for every student and engagement of faculty.
• Increased use of services in The Commons as measured by The Commons annual report. 1.2)
• Promote the healthy lifestyle activities that Lakeland offers. Track participation in clubs, athletics and recreation, and consolidate a report by end of April 2026.
• Offer holistic health & wellness.
2)
• Complete the rollout of the belongingness compass by June 2026.
• Track the number of key stakeholders trained.
• Track the number of students who complete gender-based violence training in the new student orientation and use this to set a baseline for future training.
RELEVANT PROGRAMMING &
RESEARCH
is program quality, labour market alignment, flexible and student-centered, innovative research, healthy enrolment.
Priority
Investment Management Agreement
Research
Key Initiatives (Vision 2030)
1) Every student learns experientially through work integrated learning initiatives.
Investment Management Agreement
2) Graduates have employable skills and programs are launching pads into successful careers.
3) Students learn when, where, and how they prefer and have access to learning pathways.
4) Programs meet target enrolment expectations.
5) Lakeland is nationally recognized as a leader in agricultural research and innovation.
Expected Outcomes (2025 milestones)
1.1) Expand the student-led experience to Lakeland operations.
1.2) Curriculum and teaching are aligned to the Academic Framework.
2) Lakeland programs align with market and industry needs.
3) Growing flexible options for students.
4) Programs are on target with enrolment growth plan.
5.1) Create sustainable research funding.
5.2) Lakeland identified as an applied research hub.
Performance Measures (2025-26)
1.1) Access RBC Grants to develop:
• Mentorship (10,000 Cups): implement student mentorship program through the School of Business. Measure year-over-year school retention.
• Leadership skills as measured by pre and post survey of Bachelor of Agriculture Technology students.
1.2) Implement the completed elements of the Academic Framework:
• course outlines (all outlines in the new tool by December 2025)
• annual refresh
• program lifecycle
• credit & credential
• work integrated learning (WIL)
Support and resource page for Academic Framework completed.
2) Percentage of Lakeland graduates who report being employed approximately two years after graduation. Results collected from government’s biennial survey of graduates.
3) Track participation with:
• Northern colleges pathways
• Collegiate with Buffalo Trail Public Schools
• Dual credit and CTS
Ensure modes of delivery align with the needs of students (international, Indigenous and domestic), as measured by total domestic / international / Indigenous enrolment FLE and headcount and enrolment in CTS and dual credit courses.
Investment Management Agreement
Performance Measures (2025-26)
4) Programs meet optimal enrolment targets as per Investment Management Agreement (IMA) measurement.
Research 5.1)
• Continue fiscally sustainable research activities.
• Sponsored research revenue from federal, provincial, industry and other sources.
5.2) Implement Communication Strategy and measure year-over-year applied research media mentions.
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CONNECTIVITY is industry partners, fundraising, alumni and collaboration.
Priority
Building Profile
Key Initiatives (Vision 2030)
1) Industry partners are fully engaged as advocates for students and programs.
2) A reliable stream of funds are available to support ongoing capital priorities and to support learners through scholarships and awards.
3) Alumni are fully engaged as advocates for students, programs, and supports of the College.
4) Lakeland is a leader in maximizing system efficiencies and ensuring student success by coordinating with community and post-secondary partners.
Building Profile 1)
Expected Outcomes (2025 milestones)
1) Industry partnerships that support programming.
2) Sustainable resources and supported student success through fundraising and external partnerships.
3) Alumni engagement to support student mentorship, student outreach, and school outreach with alumni partners in industry.
4) Regional connector, partner, and collaborator to support economic development and rural sustainability.
Performance Measures (2025-26)
• Schools are tracking: staff and student attendance at industry events; guest lectures from industry; and advisory committee representation.
• Donor and Alumni Relations track industry engagement in Blackbaud.
• Marketing tracks Lakeland Link industry subscribers who open.
• Marketing & Enrolment track industry on campus (ex. career fairs, tours, events).
• Applied Research tracking partnerships.
2) Service Model for Donations and Sponsorship Processes:
• Training for staff/students
• Transparency of rules and regulations
Measurement to track is the number of gifts and total value of gifts.
3) Alumni framework implementation, including mentorship program underway, piloted with students/staff and may expand to alumni.
4)
• Continue rural sustainability outreach with Alberta HUB, Vermilion River Regional Alliance, Colleges and Institutes Canada, Invest Alberta, Saskathcewan Accessibility, Chair SBO, AB/SK Pres/SAO/CFO, ACIEA, CAUBO, Alberta Post-secondary Application System, ARDN Bd member.
• Maximize regional stewardship and regional Indigenous bands economic collaborates.
• The measurement to track is the growth in the number of industry partnerships.
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SUSTAINABILITY
Resourcing the Future
1) Lakeland’s fiscal position is strong and resources are available for strategic investment.
2) Lakeland College has a culture of living our values and empowering our staff to achieve our mission and vision.
3) Lakeland is responsive to internal and external threats.
4) Students are learning in world-class environments and have to access to modern equipment and technology.
1) Budget framework continues to align with Lakeland needs.
2) Values are integrated into all decisions.
5) Lakeland has a strong recruitment strategy.
3) Business continuity and risk frameworks are implemented to ensure the stability, safety, and services for staff and students at Lakeland.
4.1) Completion of a campus revitalization strategy.
4.2) Improve preventable maintenance cycle.
4.3) Digital strategies that supports academic and administrative efforts at Lakeland.
4.4) Completion of Sustainability Framework that integrates the United Nations 17 Sustainability Development Goals into our Framework.
5) Optimize sustainable enrolment growth.
Resourcing the Future
Performance Measures (2025-26)
1) Budget framework continues to align with Lakeland’s needs.
2.1) Development and release of new values video to new employees as measured by annual video views.
2.2) Implement four college-wide Guarding Minds initiatives.
3) Adhere to and update the Enterprise Risk Management Report annually.
4.1) By summer 2026, construction of Bentley Building will be complete and staff will be moving into building in preparation for Fall 2026.
4.2) Update deferred maintenance plan.
4.3)
• Work towards the “bring your own device” strategy.
• Improve Wi-Fi and power availablilty in classrooms and student spaces.
• Implement full Modern Campus suite.
• Process Improvements utilizing technology.
4.4) Achieve bronze to silver in Sustainability Stars Framework.
5) Implement Enrolment and Student Success Roadmap (formerly SEM) and work on a minimum of one strategy for each goal.
The Board of Governors of Lakeland College Mandate and Roles
This Mandate and Roles Document for the Board of Governors of Lakeland College (“The College”) has been developed collaboratively between the Minister of Advanced Education (“Minister”) and the College. This document is in furtherance of the parties’ legal obligations under the Alberta Public Agencies Governance Act (APAGA) to reflect a common understanding of respective roles and responsibilities in governance of the College.
1. Mandate
The College’s mandate is set out in the Investment Management Agreement entered into by the College and the Minister.
1. Type of Institution, Sector, and Governance
Lakeland College is a board-governed public post-secondary institution operating in Alberta as a comprehensive community college under the authority of the Post-secondary Learning Act (PSLA).
2. Outcomes
Lakeland College is committed to preparing Albertans for success by helping its learners achieve their academic and career goals. Lakeland provides access to high-quality academic programs and is a leader in student-managed learning experiences and innovation. Providing work-integrated learning opportunities prepares students to excel as leaders in industry and their communities. Lakeland programs are responsive to the needs of industry and produce Job-ready graduates prepared to contribute to Alberta’s economy. Lakeland works closely with employers and industry organizations to ensure curriculum and training are aligned with the labour market and that students can interact directly with industry while in their programs. Through practicums, work placements, co-ops, and on- campus student-managed enterprises, students develop hands-on skills and gain valuable experience directly related to their sector. These experiences help students develop a passion for their field, and to become critical thinkers, problem solvers, communicators, and contributing members of innovative teams. Lakeland instructors come from industry and bring a wealth of knowledge and experience into the classroom to enhance the learning experience.
This focus is making a difference. In a recent national survey of over 40,000 college and university students and recent graduates, Lakeland ranked as the #1 College Most Recommended by Students, #2 in Best Overall Value, #2 in the Most Skills-Focused Curriculum, and #3 in Best for Getting a Job. Employment outcomes also indicate the significance and quality of Lakeland programming. 89% of Lakeland graduates are employed, 92% are satisfied with their jobs, and 94% would recommend Lakeland to other students. Feedback from employers is perhaps more impressive with 96% of employers indicating that they would recommend a Lakeland graduate to other employers and 98.9% of employers indicating that they would hire another Lakeland graduate. Much of this success can be attributed to the emphasis placed on academic excellence, hands-on learning, and the opportunity students have to participate in work-integrated learning experiences.
3. Clients/Students
Lakeland’s inclusive academic environment ensures a commitment to underrepresented learners. Located in the heart of Treaty 6 territory, Lakeland is an active participant in reconciliation, providing programming, services and campus planning to support our Indigenous learners to succeed in academics and beyond. Our 2020/2021 stats indicate over 7.5 % of our student base identified as Indigenous. However, we know the actual number of Indigenous students exceed this percentage. Lakeland continues to serve the needs of the community which includes interacting with over 200 students who have identified needs and providing learner accommodations yearly. Within Lakeland’s Human Services academic school, 72 students take their programming in French.
Lakeland serves learners of all ages and stages of life from those entering the post- secondary world to mature learners who are seeking reskilling or upskilling. Lakeland transitional experiences, foundational learning, career exploration, certificates, diplomas, apprenticeship, and niche undergraduate study support students and meet the regional labour market needs.
4. Geographic Service Area and Type of Delivery
Established in 1913, Lakeland is a key driver in rural sustainability, economic recovery, development and expansion by providing learning opportunities to rural learners. Because these opportunities strongly align with the labour market, employers in this economically important region of Alberta have access to a skilled and well-trained work force that is crucial to economic growth. To maximize learner access to programs and courses, a variety of instructional delivery methods are used including face-to-face, blended, and online learning. Lakeland’s digital use continues to evolve to support programming, regional collaboration, and industry need. Lakeland’s stewardship model includes working with communitybased adult learning program and creating learner pathways that support dual credit programming and career and technology studies.
Consulting with a range of partners such as K-12 school divisions, industry associations, agricultural societies, Rotary clubs, Chamber of Commerce, professional associations , Friendship Centres, Metis associations, First Nations, Alberta Innovates, the Regional Business Accelerator, economic development organizations, and the Regional Innovation Network, Lakeland seeks to promote individual growth, informed community members, and educated citizens through facilitation , information sharing, and collective capacity building. Program delivery at Lakeland includes opportunities for students to engage with student- managed learning enterprises. These work-integrated learning experiences are a significant part of Lakeland’s delivery model. Students, with mentorship from faculty, run several on campus enterprises, including a play program, a concession at Rustier athletic events, a tax clinic, a power plant, a hair and esthetician salon, an environmental consulting office, and commercial crop and livestock business units.
5. Program Mandates and Credentials Offering
Lakeland awards certificates, diplomas, and bachelor’s degrees in niche programming areas, as well as post-diploma certificates and post-baccalaureate certificates. The college also offers apprenticeship programming that prepares people to become certified journeypersons.
Collaboration with a range of post-secondary partners helps Lakeland meet the various needs within its regional stewardship area including collaboration with degree-granting institutions to offer baccalaureate degree programs when it is efficient to do so. As a member of Campus Alberta, Lakeland has partnerships and transfer agreements to expand its programming and service capacity while improving efficiencies for Alberta.
6. Special Program Areas/Areas of Specialization
Lakeland offers agricultural sciences, pre-employment, apprenticeship, agriculture technologies, foundational learning, energy, environmental sciences, fire and emergency services, health and wellness, human services, business, and university transfer programming. Lakeland also designs and delivers programs to meet specific learner, community, and industry needs through continuing education and corporate training models.
Lakeland’s programming combination complements the economic strengths of Alberta and its stewardship region. Aligning programming with the regional labour market of agriculture and oil and gas activity, Lakeland is the only post-secondary institution in Alberta with academic schools in ail the following sectors: agricultural sciences, energy, and trades and technology. Lakeland’s Student-Managed Farm - Powered by New Holland (SMF) is renowned throughout Canada and is a key reason why the college is a national leader in commercial agricultural production programming. The SMF - Powered by New Holland is a fully integrated, multi-enterprise, commercial farm that enables students to run a $6M commercial agricultural business, a commercial-scale crop operation, and multiple commercial, research, and purebred livestock herds, including Lakeland’s 80-head beef research herd of crossbred Angus cattle, 280-head dairy herd, and new 200-head bison operation. Lakeland is the only institution in Alberta with diploma programs that specialize in commercial crop and forage as well as commercial beef production. Lakeland’s new Bachelor of Agriculture Technology program, the first degree of its
kind in Canada, prepares students for the rapid evolution of technology in agriculture and for careers that bridge the gaps between emerging technologies such as data-enabled precision data systems, machine learning and artificial intelligence, and agriculture production and management.
Lakeland excels at embedding student-managed enterprises within program curriculum providing opportunities for students to enhance their learning and leadership skills. These enterprises are a strategic approach to work-integrated learning and provide authentic learning environments right on campus where students apply what they’ve learned and develop job-ready skills. This teaching and learning model help develop curiosity, critical thinking, a passion for the sector, professionalism, and technological literacy.
7. System Collaboration and Partnerships
Lakeland works with a variety of agencies, institutions, advisory committees, learning councils , business, industry, and research organizations to meet the diverse need of its region, and ensure alignment with government priorities and college strategic goals.
To highlight a few collaborative activities, Lakeland continues its work with Community Adult Learning Programs (CALPs) to understand the diverse needs. Programs and pathways such as Employment Skills Enhancement, and Digital Literacy for Employment become positive transitions to post-secondary experiences , Lakeland’s longstanding collaboration with Northern Lakes College supports foundational learning, while collaborations with Alberta and Saskatchewan school authorities makes dual credit opportunities available to high school students throughout the two provinces.
Partnerships with industries such as: Masterfeeds, TrustBIX, MNP, Alberta Pulse Growers, SeCan, AgX, Canadian Angus Association and ALUS and other post-secondary institutions including University of Alberta, University of Calgary and Olds College help to advance agriculture research.
Lakeland collaborates with University of Alberta to deliver its Aboriginal Teacher Education Program at the Lloydminster campus.
To strengthen local economic development, Lakeland works with community partners such as Alberta Milk, New Holland, Canadian Natural Resources Limited, Cenovus, Peterbuilt, Points West, Canadian Land Reclamation Association, Snap-on Tools, 4-H Foundation of Alberta, Topo Grade Ag, Mosaic, BASF, OneCup Al, and Libby Young.
8. Research and Scholarly Activities
Applied research at Lakeland involves collaboration with industry and other end users for the purpose of benefiting the social, economic, and environmental aspects of its region. Applied research projects must complement teaching and learning and advance innovation-based rural economic development. Initiatives are geared towards supporting Alberta’s future economy by helping partners capitalize on new opportunities and find solutions to current challenges.
Lakeland is a founding member of Canadian Agri-Food Automation and Intelligence Network (CM1N) which is focused on accelerating the automation and digitization of Canada’s agricultural sector.
With Lakeland’s applied research focus on agricultural sciences, research teams are specialized to enhance agricultural technology for improved productivity, efficiency, and sustainability in commercial crop and livestock production. A newly renovated 743 square metre Agriculture Technology Centre (ATC) will serve as the central hub for ag tech data collection , and home to the new Bachelor of Agriculture Technology program plus ag tech applied research activities. A data lab, large equipment lab and a makerspace area within the ATC will support innovation and entrepreneurship. Research in the ATC will focus on the development, implementation, validation, knowledge translation and commercialization of ag technology solutions that will enhance regional productivity and sustainability.
With the transfer of Alberta Agriculture and Forestry research teams in commercial beef production and pulse, Lakeland’s applied research footprint in commercial agriculture production has grown significantly over the past year. Lakeland now has three research scientists focused on commercial livestock production, as well as scientists focused on each of cereal production, pulse production, and canola production. These strategic research priorities of these teams are informed by two producer committees, one for crop research and another for livestock research. These research committees ensure Lakeland’s research priorities in commercial agriculture will benefit producers and support economic growth in the agriculture sector.
9. System Mandate
Lakeland plays a leading role in rural sustainability, economic recovery and development contributing to its broader social, economic, and environmental footprint. Lakeland is committed to providing training opportunities targeted at the labour market needs to ensure workforce preparedness and strengthen local economies.
Lakeland offers international projects, practicum experiences, and study abroad opportunities to prepare its students to
participate in an interconnected world. The college welcomes international students and embraces the opportunity to provide an environment that supports global connectedness. To enhance each student’s college experience, Lakeland offers a full range of personal and academic services including academic advising, athletics, cafeterias, clubs, financial aid, health, Indigenous support services, learning strategies and support, recreation, residence, student centres, and career and wellness services. Lakeland strives to create an inclusive and welcoming culture for all. To enhance learner success, Lakeland provides a learning and teaching commons that creates personalized learning pathways and supports instructional excellence. Students develop competencies in different learning methods and technologies, so they are prepared for lifelong learning.
2. Roles and Responsibilities
The Board
The Board manages and operates the institution in accordance with its mandate and carries out the other duties and responsibilities legislated by the PSLA. The Board sets strategic direction and monitors implementation. The Board participates with the Minister in setting its long-term objectives and short-term targets, if any.
Board Members
All board members, regardless of the manner of their appointment, have the fiduciary duty to act in the best interest of the institution.
Board Chair
The Chair is the interface between the College and the Minister and provides leadership to the Board.
President
The President has general supervision over the direction of the operation of the institution and has other powers, duties, and functions that are assigned to the President by the Board.
Minister of Advanced Education
The Minister is responsible for the performance of all public agencies under Advanced Education, including the College.
The Minister’s responsibilities as legislated by the PSLA and APAGA include:
• appointing, or recommending the appointment of, the Board members and the Chair;
• monitoring whether the institution is acting within its mandate and achieving its long-term objectives and short-term targets;
• advising the institution respecting any government policies applicable to the institution or its activities or operations;
• and reviewing the mandate and operations of the institution at least every seven years.
Department of Advanced Education
The Department supports the Minister and College in meeting their legislated responsibilities.
Subsidiaries
The College does not have any subsidiaries to report.
3. Accountability Relationships of the Public Agency
The flow of accountability relationships at the agency is as follows:
• The President is accountable to the Board.
• The Board is accountable to the Minister through the Chair.
• The Chair is accountable to the Minister for the mandate and conduct of the public agency.
4. Process for Administering the Code of Conduct
The College’s Code of Conduct is reviewed and approved by the Ethics Commissioner, and the Board ratifies and makes public the Code of Conduct. Updates to the Code of Conduct are submitted to the Ethics Commissioner for review. The Chair administers the Code of Conduct for board members. The Executive Director of Human Resources administers the Code of Conduct for the Chair.
5. Mutual Expectations - Communication, Collaboration, and Consultation
The relationship between the College and the provincial government is an important one. Boards are accountable to the Minister, who has primary responsibility for the PSLA.
The Minister oversees strategic planning and direction setting for Alberta’s advanced learning system, policy development, funding for general operations and specific purposes, and the promotion of transparency and accountability. The Minister is responsible for providing clear mandate direction to boards, establishing clear expectations for oversight and accountability, and for participating
in an ongoing dialogue with boards on important issues.
The board has a governance oversight role in relation to the institution it governs. Because the chair serves as the voice of the board, and is directly accountable to the Minister, the relationship between the Minister and the chair is critical.
Other officials, such as the Deputy Minister who oversees the operations of Advanced Education, will typically be in closer contact with institution presidents and vice-presidents. Similarly, department staff may be in regular contact with staff of the institutions on areas of mutual interests.
6. Committee Structure
Committees of the Board include:
• Academic Effectiveness - Provides general oversight regarding academic direction, quality of the curriculum, and student services.
• Audit, Risk, and Sustainability - Assists the Board in its oversight responsibilities on matters relating to Lakeland College’s financial, environmental, and social conditions.
• Board Effectiveness -To ensure the Board’s policies are being carried out.
• Connectivity - Provides oversight regarding the College’s engagement with its internal and external stakeholders.
• Executive Committee - Oversees Board operations.
7. Financial, Staffing, and Administrative Arrangements
The College receives funding from the Government of Alberta via its Operating and Program Support Grant.
The Auditor General is the auditor of the College.
The College is subject to sections 1, 2(5), 5, 6, 7, 13(3), 57. 1, 80, and 81 of the Financial Administration Act
While the Post-secondary Learning Act gives the Board of Governors broad authority to appoint employees, the President is the only employee that reports to and is directly accountable to the Board.
For Alberta’s public post-secondary institutions, positions that are defined as “designated executives” by the Reform of Agencies, Boards and Commissions (Post-secondary Institutions) Compensation Regulation are subject to the compensation framework and limits on total remuneration established thereunder.
8. Planning and Reporting Requirements
The Board is required to enter into an Investment Management Agreement with the Minister that includes
• the mandate of the institution,
• performance metrics for the institution, and
• anything else determined by the Minister.
Annually, the College provides the Department with a Capital Plan and a Budget Plan.
Each year the Board must prepare and submit to the Minister a report that includes the audited financial statements for the preceding year.
The Board is also required under the PSLA to submit to the Minister any reports or other information required by the Minister.
9. Administration
Three Year Renewal or Revision
The Mandate and Roles Document must be reviewed and renewed, amended or replaced within three years after the day on which the document or the most recent amendment to the document was signed.
Transparency
Copies of the Mandate and Roles Document will be filed with the Minister and the Public Agency Secretariat. This document will also be made publicly available on the Board’s website and the Government of Alberta’s website.
STRENGTHS
1. Student-led Learning
Lakeland College 2025-26 Environmental Scan
Lakeland College’s continued work on being the most hands-on college in Canada remains a focal point of the student immersive learning experience. Lakeland’s academic departments continue to support some form of work integrated learning into their curricula. This takes various forms, including work placements, practicum opportunities, internships, and Lakeland’s award-winning student-managed learning model. Student-managed learning is based on the premise that students learn best by applying their newly learned skills and competencies in authentic learning environments.
Lakeland’s best-known example of student-managed learning is its Student-Managed Farm - Powered by New Holland (SMF). This innovative teaching model puts students in the lead as they work under the guidance of faculty and industry mentors to manage all aspects of a multi-million-dollar commercial agricultural business. The farm consists of various agricultural enterprises, including a fully operational commercial scale cropping enterprise, a commercial beef herd, an extensive grazing herd, a dairy unit, a bison unit, and a purebred Black Angus beef herd. Students are responsible for all farm operations and business decisions related to budgeting, marketing, and commodity buying/selling. It has been a remarkable success over the years and continues to provide an unmatched learning experience for agricultural students in Alberta and beyond.
Not only does the SMF allow students a real-life opportunity to apply all the technical and business skills they learn in the classroom, but it also shows that this teaching and learning model provides students with a perfect environment for developing some of the essential skills that are so highly sought after by employers such as communication, teamwork, problem-solving, and critical thinking.
Focus on the Individual: Lakeland recognizes that every learner brings diversity in experience, interests, strengths, abilities, and learning styles, and the college fosters and supports learning environments where every student can succeed. To personalize instruction, Lakeland uses a variety of teaching styles, assessment tools, and technology tools, as well as piloting competency-based progression models. Additionally, small class sizes ensure that instructors know each student by name, what motivates them, and how to best support their educational goals. The learning culture at Lakeland is personal.
Further to a culture of personalized instructions, Lakeland also offers a suite of personalized services that meet students where they are at and support them in overcoming barriers to success:
• Accessibility Support Services allows students with disabilities to flourish despite their disability, supported by an effective Accessibility Support Services team and a general campus culture of inclusion and belongingness.
• Cultural Services, more specifically, Indigenous and International support services, empathetically recognize the unique cultural barriers that some students must overcome to succeed and work to strategize solutions and empower individuals to embrace their culture and thrive as students at Lakeland.
• Academic Services (i.e., learner success, library services, peer tutoring): Lakeland offers a robust suite of academic
services that are readily available on both campuses, including online programs, that are easily accessible and adaptable to the unique learning needs of the individual.
• Counselling and Wellness: Lakeland recognizes the importance of wellness and mental health to being foundational to one’s ability to thrive as a student. Much like the other mentioned services, counselling and wellness supports are available on demand and supported by highly effective professionals who can walk alongside individuals in their personal wellness journey.
Community: Lakeland has the advantage of two campuses – one in Vermilion, a small, rural community, and the other in Lloydminster, a growing city. Both communities are experiencing economic growth with the recent upturn in the economy, and new retail and industry developments are directly impacting the college’s programming. Both campuses are poised to support this new economic growth.
2. Fiscal Responsibility
Lakeland has fostered a culture of sound financial management and fiscal responsibility, resulting in the development of a robust strategic investment fund that provides the financial flexibility needed for the coming years. Lakeland consistently delivers educational programs and services to students and stakeholders while ensuring the efficient use of its resources. Lakeland has controlled operating expenses through disciplined financial practices while achieving modest enrolment growth. Management ensures that planned expense increases are balanced by anticipated revenue growth. Lakeland’s budget and resource allocation processes are collaborative, with new initiatives undergoing rigorous review. Only those initiatives deemed strategically important and financially viable are approved. Ongoing budget monitoring and accountability ensures Lakeland stays on track, allowing emerging issues to be addressed swiftly. Budget managers work diligently to maximize the impact of their allocated funds, benefiting students, staff, community members, and stakeholders. By maintaining financial sustainability and prudence, Lakeland remains poised to meet the needs of the Government of Alberta and future generations of students. Its responsible fiscal management will support strategic infrastructure investments and the modernization of labs and classrooms. Recent surpluses, driven by enrolment growth, careful financial planning, and cost management, are expected to continue, provided government support remains steady.
3. Relevant Programming and Program Mix
Lakeland continues to build its reputation for delivering high-quality programs that prepare work-ready graduates.
Lakeland ensures it meets the evolving needs of students and industries by offering a diverse range of relevant and up-todate programs. Continuous adaptation and innovation in the curriculum allow Lakeland to attract a broader range of students while aligning with emerging career trends. This commitment to relevance positions Lakeland as a leader in preparing students for the future workforce.
Lakeland uses a data-driven, outcomes-based model to measure program performance annually. Key indicators, including student demand, enrolment levels, completion rates, satisfaction, employment rates and financial viability, are reviewed against performance targets. Program working groups analyze these factors, developing action plans to address improvements. Lakeland’s goal is for all programs to meet or exceed these performance targets.
These initiatives are making a tangible impact on program quality. In a recent graduate follow-up survey, 91 per cent of Lakeland graduates reported being employed, and 98 per cent rated their college experience and program of study as good or excellent. Ninety-seven per cent rated the quality of teaching as good or excellent. (Class of 2019, 2020 and 2021 Graduate Follow-up Survey, 2022).
Lakeland graduates are job-ready, equipped not only with technical skills but also with professionalism, communication skills, teamwork and a willingness to learn. These qualities reflect the strong educational foundation provided by Lakeland’s programs, preparing students to succeed in both their careers and society.
WEAKNESSES
1. Recruitment in Key Roles
With recent changes in staff and workload, it’s become clear that the current capacity in key areas is essential for meeting our goals.
Recruiting the right talent for key positions is critical to the success and sustainability of Lakeland. These roles, whether in leadership, strategic operations or technical expertise, are central to driving performance, shaping our culture, and ensuring long-term growth. When filled effectively, key positions serve as anchors that provide direction, stability, and innovation.
At a strategic level, leaders and high-impact professionals influence decision-making, manage resources, and set the tone for team engagement. Poor hiring choices at this level can lead to misalignment of goals, low employee morale, and costly mistakes. Conversely, the right hire brings vision, accountability, and the ability to inspire and mobilize teams toward achieving core business objectives.
Additionally, recruitment to key roles is often linked to competitive advantage. In fast-paced industries, organizations with talented and agile leaders can adapt quickly to change, seize opportunities, and outperform rivals. These individuals bring not only expertise but also networks, insights, and leadership that shape the future trajectory of the company.
Effective recruitment also supports succession planning and risk management. Identifying and securing top talent ensures continuity during transitions and protects institutional knowledge. It allows businesses to plan for future leadership, reducing the risk of disruption due to sudden departures or evolving market demands.
In summary, recruiting for key positions at Lakeland is more than filling vacancies—it’s about strategically investing in the people who will define and drive the organization’s success. Prioritizing quality, fit, and long-term potential in these hires is essential for building a resilient, forward-thinking institution.
2. Cultural Transition
Welcoming new employees into Lakeland is more than just orientation and paperwork. It’s a critical phase that determines how effectively individuals integrate, perform, and contribute in their new roles. One of the most essential, yet often overlooked, aspects of this process is cultural transition. Ensuring that new employees not only understand but also feel connected to Lakeland’s values, behaviours and norms is key to fostering long-term engagement and productivity.
Organizational: Lakeland’s culture encompasses the shared beliefs, practices and expectations that shape how people work together. For new employees, navigating this environment can be challenging—especially if it differs significantly from their previous workplaces. If the cultural transition is poorly managed, it can lead to confusion, isolation, and ultimately, disengagement or turnover. On the other hand, when employees are effectively supported through this transition, they feel welcomed, valued, and aligned with Lakeland’s mission and practices.
A smooth cultural transition improves retention and job satisfaction. Studies consistently show that employees who feel connected to the organizational culture are more likely to stay long-term and contribute meaningfully. This is particularly true for younger professionals and those from diverse backgrounds who may be more sensitive to inclusion and alignment. Investing in cultural onboarding—through mentorship, team integration, and consistent communication—signals to new hires that they are seen as part of the future, not just a replacement for the past.
Beyond retention, cultural alignment enhances performance and collaboration. Employees who understand “how things are done here” are quicker to make decisions, communicate appropriately, and navigate both formal and informal channels. This reduces friction, improves teamwork, and supports accountability. It also builds a sense of shared ownership, where individuals understand how their work contributes to broader goals.
Furthermore, organizations with a strong focus on cultural transition are better positioned to build resilient and adaptive teams. As companies become more global and diverse, a one-size-fits-all approach to onboarding falls short. Tailoring cultural integration to recognize different work styles, communication preferences, and values ensures that all employees— regardless of background—can thrive. It creates a foundation of mutual respect and openness, which is critical for innovation and problem-solving.
Leadership plays a crucial role in this process. Managers and team leaders must model cultural behaviours and actively help new hires understand and adapt to expectations. This includes providing clarity on both formal policies and informal norms, such as meeting etiquette, communication styles, or decision-making processes. Equally, organizations should seek feedback from new employees to continuously improve their onboarding practices and cultural support systems.
Ensuring a strong cultural transition is not just about helping Lakeland employees fit in—it’s about enabling them to excel. It’s the strategic investment in our people that drives engagement, strengthens teams, and sustains organizational success in the long term.
OPPORTUNITIES
1. Industry Partnership
Lakeland has a significant opportunity to expand its industry partnerships, which are key to enhancing the quality of its programs and preparing work-ready graduates. By strengthening collaborations with industry, Lakeland can offer enriched learning experiences through internships, mentorship programs, and co-developed curricula. These partnerships provide
students with practical, real-world exposure, ensuring they graduate with the skills and competencies in demand by employers.
Lakeland’s student-managed teaching model is a prime example of how industry integration can create immersive learning environments that connect students directly with industry practices. Additionally, Lakeland is working to re-energize its program advisory committees, which are vital for gaining insight into industry trends and evolving labor market needs. These committees help inform curriculum updates and the development of new programs, allowing the college to remain responsive to changes in the job market and to emphasize technological integration.
By continuing to foster these partnerships, Lakeland not only increases the employability of its graduates but also strengthens its reputation as an institution aligned with industry demands. These efforts further position Lakeland to introduce programs tailored to emerging careers, making it an attractive choice for prospective students and industry stakeholders alike.
2. Collaboration with High Schools
Lakeland actively collaborates with local high schools to provide multiple pathways for students, ensuring a smooth transition from secondary to post-secondary education. Through its partnerships, Lakeland offers Career and Technology Studies (CTS) programs that allow high school students to explore various trades and technical careers while earning credits towards both high school and college diplomas. This early exposure helps students develop practical skills and gain insights into potential career paths, bridging the gap between academic learning and real-world applications.
In addition to CTS, Lakeland offers dual credit programs that enable high school students to take college-level courses while still completing their high school education. This initiative not only accelerates their learning but also gives students a head start on their post-secondary journey. Students can earn credits that count towards both their high school diploma and their future college program, saving time and reducing the overall cost of education. This seamless transition is particularly beneficial for students from rural areas, allowing them to stay within their community while gaining access to advanced learning opportunities.
Exposure camps are another key initiative offered by Lakeland in collaboration with high schools. These camps give students hands-on experience in various fields, such as agriculture, energy, trades, environmental sciences, and more. By participating in these camps, students gain a deeper understanding of potential careers, helping them make informed decisions about their educational and professional futures.
Lakeland’s commitment to supporting students does not stop at high school pathways. As a gateway for university transfers, Lakeland provides an essential stepping-stone for students who wish to pursue further education in larger urban institutions. By spending up to two years at Lakeland, students can complete the foundational years of their degree programs in a smaller, more personalized learning environment before transferring to a university. This pathway is particularly valuable for rural students who may not be ready for the transition to urban centers immediately after high school. International students also benefit from this model, as Lakeland offers a welcoming and supportive environment that helps them adjust to the Canadian educational system before pursuing further opportunities.
Through these initiatives, Lakeland ensures that high school students have access to a range of options that cater to their academic and career aspirations, while also promoting rural sustainability and economic growth.
3. Campus Utilization, Effectiveness, and Processes
The future of post-secondary systems in Alberta is undergoing yet another review. As Lakeland prepares for the future, it is important that we focus on the growing demands for performance, accountability, and innovation, campus optimization. Optimizing operations—through enhanced effectiveness, improved efficiency, and streamlined processes—directly supports institutional success, student outcomes, and long-term sustainability.
Effectiveness in Lakeland’s campus settings means ensuring that all functions, from academic programs to administrative services, contribute meaningfully to the institution’s mission. This requires aligning people, resources, and technology to achieve measurable outcomes. When effectiveness is prioritized, Lakeland will be better able to meet student needs, respond to market demands, and demonstrate impact to stakeholders.
Efficiency focuses on doing more with less, making optimal use of time, space, energy, and finances. Through strategic resource management, Lakeland can reduce redundancies, lower costs, and improve service delivery where possible. Whether it’s reconfiguring classroom use, digitizing manual processes, or consolidating support services, improving efficiency may free up resources for teaching, research, and student support.
Process optimization is at the core ensuring Lakeland campuses are transformed into more effective systems. Streamlining workflows—such as admissions, facilities management or IT support- will reduce bottlenecks, enhance user experience and minimizes errors. Modernizing outdated systems and embracing data-driven decision-making empowers institutions to be
more agile, responsive, and proactive.
Ultimately, optimization of Lakeland campuses will enable the college to operate smarter, focus on supporting strategic goals, improving campus experiences for students and staff, and ensures that resources are used responsibly and effectively. In a competitive and evolving educational landscape, optimization of Lakeland is not just a best practice, it is a necessity to be future-ready.
CHALLENGES
1.
Technology
Lakeland faces the ongoing challenge of keeping up with rapid technological advancements in education, research, and operations. While Lakeland is undergoing a technology revitalization to modernize its approach, this transformation requires continual investment in digital infrastructure, tools, and training to remain competitive and provide students with a cuttingedge learning experience.
As Lakeland integrates AI into its classrooms and operations, the institution faces significant challenges, including the need for continuous investment in infrastructure and faculty training. Lakeland is actively developing policies and programs to help educators adapt to AI-driven tools, but the shift requires extensive professional development and technical support. Lakeland must also address ethical concerns, such as ensuring data privacy and protecting both student information and institutional data from potential breaches. Safeguarding sensitive information and complying with privacy regulations is a priority as Lakeland moves forward with its AI initiatives.
Additionally, AI presents the risk of widening the digital divide, as not all students have equal access to advanced technology or familiarity with AI tools. Lakeland is working on policies to ensure equitable access to AI-enhanced resources while also focusing on protecting the college’s own operational and research data. Balancing technological advancements with human interaction in education is crucial, as Lakeland strives to maintain strong personal connections between students and instructors. By addressing these challenges through careful planning and policy development, Lakeland aims to harness AI’s potential while mitigating risks.
2. Fiscal Sustainability
Lakeland College has a significant opportunity to strengthen long-term fiscal sustainability by intentionally diversifying and expanding its revenue base. While government funding will remain important, Lakeland can reduce financial vulnerability by pursuing new income sources and operational efficiencies. Key opportunities include expanding applied research partnerships that attract industry investment and create value-added learning experiences for students; growing continuing education, trades training and micro-credential programs that quickly respond to regional workforce demands; and strengthening alumni, donor and corporate engagement through targeted fundraising campaigns, scholarships and endowment growth. In addition, expanding corporate and professional training—including areas such as emergency services, safety, leadership development and customized industry programming—provides another avenue for revenue generation while meeting critical workforce and community needs. At the same time, increased focus on innovative program delivery models, technology-enabled learning and energy efficiency initiatives can reduce costs and enhance long-term sustainability. Together, these strategies not only secure financial resilience but also reinforce Lakeland’s role as an innovative, entrepreneurial and community-focused institution that is well-positioned for future growth and impact.