20102014 Business Plan

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GRANDE PRAIRIE REGIONAL COLLEGE

2010-2014 BUSINESS PLAN

For additional copies or more information on this Business Plan, please contact:

Office of the PresidentGrande Prairie Regional College

10726 106 AvenueGrande Prairie, Alberta

T8V 4C4

Phone: (780) 539-2911Toll Free: 1-888-539-4772

www.gprc.ab.ca

2010, Grande Prairie Regional College. All rights reserved.

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June 2010

Grande Prairie Regional College is proud to submit this Business Plan 2010 - 2014 to Alberta Advanced Education and Technology in accordance with the

requirements of the Post-Secondary Learning Act. GPRC enthusiastically embraces our mandate to provide broad programming through campuses in Grande

Prairie and Fairview, serving the growing needs of our dynamic northwestern Alberta region, in our role as a Comprehensive Co mmunity Institution.

This plan provides the framework and resources by which GPRC can move in the key strategic directions identified in the planning process for this 2010-2014

Business Plan. We are committed to providing quality learning experiences, regional stewardship and service, excellence in people, and economic and

environmental responsibility.

GPRC is well-positioned to move forward in strength to meet the challenges of the coming years: our management team is complete, consultative and capable;

we have mutually satisfactory collective agreements with our faculty and staff; our infrastructure and capital improvement projects are on target; our financialprocesses are sound; and the people of our region have resoundingly endorsed the news of the new stewardship model through which GPRC will operate both

campuses and the full range of programming.

Grande Prairie Regional College is keenly aware of its responsibility to the northern and remote communities we serve, and is committed to being a good

partner in education with our corporate and municipal stakeholders, and with other post-secondary institutions. GPRC is a key factor in the economic, social

and cultural wellbeing of our region, and will continue as the portal for meeting regional learning needs.

The 2010-2014 Business Plan and Budget provides the strategies and resources to achieve the id entified goals, and has identified key priorities which reflect

the challenges presented by: the economic s lowdown, programming and facilities, human resources recruitment and retention, financial sustainability and

institutional culture.

This Business Plan complies with the Executive Limitation Policies of the Grande Prairie Regional College Board of Governors. It was prepared under thedirection of the Board of Governors in accordance with the Government Accountability Act and ministerial guidelines established pursuant to the

Accountability Act. All material economic, environmental or fiscal implications of which we are aware have been considered in the preparation of this report.

_________________________

Michael OConnor Don Gnatiuk,

Chair, Board of Governors President and CEO

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EXECUTIVE SUMMARY

Grande Prairie Regional College is a public, board-governed comprehensive community institution providing a wide array of credit and non-credit

programming in response to the needs of the region. The College has a tradition of striving for excellence in learner achievement, and providing high quality

programs and services to ensure that students are well prepared for lifelong learning. Through the established business model,Model for Regional

Stewardship, Grande Prairie Regional College prides itself in being a leader in collaborative approaches to education, and reflects exemplary practice in

hosting University programs and two-way ventures with post-secondary and industry partners to ensure the learning needs are met in northwestern Alberta.

Grande Prairie Regional Colleges 2010-2014 Business Plan is guided by the institutions Mandate,Vision, Mission and Values, and is designed to move the

institution forward in concert with the 2010-2014 Strategic Plan. The Plan addresses the major demographic, economic and educational issues that the

College will face over the coming four years. It is designed to be an evolving instrument to guide the institution in decisions that lead the College to become

the steward of post-secondary education in the stewardship region.

Over the next four years, Grande Prairie Regional College will experience growing momentum within the context of financial challenges and a recedingeconomic environment. Fairview College Campus joined the College on July 1, 2009 and provided a unique opportunity for the College to be a true

Comprehensive Community Institution offering apprenticeship training at both campuses to focus on the needs of the catchment area. However, while

opportunities such as this are positives for Grande Prairie Regional College, the current economic downturn and provincial deficit put a damper on new

programming funding for the 2010/11 academic year and beyond. With this, pursuit of the Colleges goals and priorities demands that the institution make

the most effective use of its resources by operating under a financial strategy of conservative stewardship.

Additional environmental factors that have also influenced the d evelopment of the 2010-2014 Business Plan include:

A service region that covers large distances, is younger than the

provincial average and has low educational attainment rates.

An international student enrolment demographic that has

decreased in registrations.

A growing Aboriginal population that is younger than the provincialaverage and has low high school completion rates.

An economy in the midst of a transition, with resource andhealthcare industries facing difficult times and

unprecedented challenges.

Decreased funding from provincial government has put a fiscal

restraint on many areas of the College.

A facility that is reaching full capacity and will need to

accommodate planned enrolment growth in infrastructure, as

well as in both the Academic and Administrative divisions.

An enrolment demographic that is over three-quarters female at

Grande Prairie Campus with a large portion of students working and

registered in part-time studies.

High school enrolment rates declining resulting in less

potental students for the College.

Continued next page

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The summary of goals and strategies developed to respond to the environmental factors and support the strategic direction of the College are:

High quality and responsive student education and support

programs:

Includes: improving student enrolment and success through the

Strategic Enrolment Management Plan; increasing accessibility for

regional learners; addressing learning needs; focusing on applied

research; and utilizing technology to enhance learning, services and

information management.

Contributing to the quality of life and economic growth in the

stewardship region:

Includes: Building community, industry and government support;

addressing community learning needs; increasing learning

opportunities; developing academic, community and industry

partnerships; and increase innovation opportunities to area residents.

An engaging and supportive working environment:

Includes: developing employees; improving internal processes and

adding policies; enhancing recruitment strategies; implementing the

Mandate, Vision, Mission and Values, as well as a cultural change

across the institution; implementing the Emergency Preparedness

Plan; and creating an enterprise risk management program.

Sustained environmental health of the insitution:

Make the campus a greener environment by implementing strategies

for responsible use of resources at both Grande Prairie and Fairview

College Campus.

Sustained fiscal health of the institution:

Includes: improving financial management and fundraising; planning

for capital renewal; updating the campus master plan; expanding

facilities to accommodate growth.

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TABLE OF CONTENTS

EXECUTIVE SUMMARY ......................................................................................................................................................... 1

TABLE OF CONTENTS ............................................................................................................................................................ 1

INSTITUTIONAL CONTEXT ................................................................................................................................................... 1

MANDATE,VISION,MISSIONANDVALUES ........................................................................................................................................................... 1BUSINESSMODEL .............................................................................................................................................................. ......................................... 3CHANGESINDIRECTIONFROMTHE2009-2013BUSINESSPLAN..................................................................................................................... 3

ENVIRONMENTAL SCAN ....................................................................................................................................................... 5

REGIONALDEMOGRAPHICSANDLABOURMARKETDEMAND ........................................................................................................................ 5ENROLMENTDEMAND ..................................................................................................................................................... ......................................... 9

STRATEGIC PLAN ................................................................................................................................................................ 12

THEPLANNINGPROCESS ................................................................................................................................................. ....................................... 12SUMMARYOFKEYPRIORITIES ............................................................................................................................................................... ............... 13OBJECTIVES,EXPECTEDOUTCOMESANDPERFORMANCEMEASURES ....................................................................................................... 15

ALIGNMENTWITHGOVERNMENTGOALSANDCOLLEGEBOARDOFGOVERNORSENDS ....................................................................... 23

ENROLMENT PLAN .............................................................................................................................................................. 26

ENROLMENTGROWTHTARGETS ........................................................................................................................................................... ............... 26

INSTITUTIONENROLMENTPLAN ......................................................................................................................................................................... 27

FINANCIAL PLAN ................................................................................................................................................................. 28

EMERGINGCOSTPRESSURES ................................................................................................................................................................................ 28FINANCIALPROJECTIONS ...................................................................................................................................................................................... 29BUDGETASSUMPTIONS ..................................................................................................................... ..................................................................... 30 TUITIONPROJECTIONS .................................................................................................................................................... ....................................... 32

RESEARCH PLAN ................................................................................................................................................................. 33

CURRENT RESEARCH PATHWAY............................................................................................................................................... ....................................... 33

CAPITAL PLAN ..................................................................................................................................................................... 34CAPITALBUDGETSUMMARY .................................................................................................................................... ............................................. 34PRIORITYFACILITYDEVELOPMENTPROJECTS ................................................................................................................................. ............... 35

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KNOWLEDGE INFRASTRUCTURE PROJECTS ............................................................................................................................................................. ........ 38

TECHNOLOGY PLAN ........................................................................................................................................................... 39

SUMMARYOFKEYPRIORITIES .............................................................................................................................................................................. 39SUMMARYOFPROJECTS ......................................................................................................................................................... ................................ 39

HUMAN RESOURCES PLAN ................................................................................................................................................ 43

SUMMARYOFKEYPRIORITIES .............................................................................................................................................................................. 43

APPENDIX I ......................................................................................................................................................................... 44

STRATEGICENROLMENTMANAGEMENT PLAN ................................................................................................................................................ 44

APPENDIX II ........................................................................................................................................................................ 47

ENROLMENTPLANBREAKDOWN ................................................................................................................................................................. ........ 47

APPENDIX III ...................................................................................................................................................................... 49

COLLABORATIONS ANDPARTNERSHIPS..................................................................................................................................................... ........ 49

APPENDIX IV ........................................................................................................................................................................ 51

WORKSCITED ............................................................................................................................................................................................................. 51

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Page 1

INSTITUTIONAL CONTEXTMANDATE, VISION, MISSION AND VALUES

In November 2007, the provincial government released theRoles and Policy Mandates Framework for Albertas Publicly Funded Advanced Education

System (Alberta Advanced Education and Technology, 2007). This enabled Grande Prairie Regional College to include apprenticeship training in its

educational offerings. With this, the College reassessed and revised its Mandate, Vision, Mission and Values. Approval for these changes was received by the

Minister of Advanced Education and Technology in December 2008.

MANDATE

Grande Prairie Regional College is a public, board-governed college operating as a comprehensive community institution under thePost Secondary Learning

Actof Alberta. The College offers regional learners instruction and support services that are learner-centred and responsive to the lifelong educational needs

of full-time and part-time students of diverse, multicultural and Aboriginal backgrounds.

As a comprehensive community institution, Grande Prairie Regional College is committed to expanding access to post-secondary education in its service areaby responding to community and regional demand for both credit and non-credit programming. The College has developed a portal access delivery model that

encourages other post-secondary institutions to deliver programming on site, enabling the establishment of collaborative partnerships that rapidly and

effectively meet the varied needs of regional learners.

The College offers university transfer, diploma and certificate programs; apprenticeship and pre-employment training; and adult high school completion.

Credit programs are offered in the areas of Liberal Arts, Education, Health and Wellness, Human Services, Fine Arts, Business, Technology, Human Services,

Academic Upgrading, Trades and Technical training, Agriculture and Environmental Sciences. The College also offers baccalaureate degrees, primarily as

collaborative degrees.

In response to regional, community and industry demand, Grande Prairie Regional College provides a range of customized non-credit pre-employment

programming, skills development, safety, English as a Second Language and community interest courses. The College meets community and industry demand

for responsive and specific industry training through the provision of customized programming.

As an educational facility in northwest Alberta, Grande Prairie Regional College helps meet the cultural, recreational, athletic and conferencing needs of the

region in partnership with service area, community and regional stakeholders. The College offers athletic, music, art and science summer camps, and the

Douglas J. Cardinal Performing Arts Centre i s frequently the site of community music festivals, dance recitals, speakers series and industrial seminars.

The College encourages and supports applied research and scholarly activities, and innovation activities that complement and enhance teaching and learning

in program areas and in industry sectors where its academic expertise enables such a contribution.

Grande Prairie Regional College is dedicated to providing learners in northwest Alberta with access to high quality and diverse lifelong learning opportunities,

and to the responsible educational, fiscal and environmental stewardship of resources.

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Page 2

VISION

Grande Prairie Regional College is recognized by its learning communities for leadership in educational excellence.

MISSION STATEMENTCreating connections to knowledge, experience and community one life at a time.

VALUES

The fundamental values of Grande Prairie Regional College are:

Student Centred

We commit ourselves to a community oflearning.

We commit ourselves to the teaching andlearning relationship.

We give students the opportunity to grow andbecome enriched.

We pursue student learning opportunities thatmaximize and lead to lifelong learning.

The student is always the beneficiary of ouractivity.

Integrity

We live up to the highest standard s ofprofessionalism through fair and ethicalbehavior.

We do what we say and build trust throughour actions.

We are honest and open.

We are committed to a spirit of service.

We strive to earn our students' andsupporters' trust.

We are loyal.

Respect

We treat each other, our students and ourpublic with dignity and respect.

We celebrate the diversity of people, ideasand culture.

We take responsibility for our reputation.

We are enhanced by cooperative efforts,partnerships and shared use of resources inan atmosphere of respect.

We respect the need for discretion andconfidentiality.

Accountability

We are personally accountable to each other.We are accountable to the communities weserve.

We strive to provide a safe and caringenvironment for students, staff and visitors.

We are fiscally accountable.

We are committed to the stewardship of theenvironment, our building and the land.

We make evidence based decisions.

Innovation

We encourage innovation.We respect our past but we are futurefocused.

We engage students in creative learning.

We are responsive and market driven.

We strive to be a leader in applyinginformation technology in ways that cantransform higher education.

We are a portal to discovery and learning.

Passion

We love what we do.We take the lead, and lead by example.

We all contribute.

We strive to be an extraordinary place towork.

We have fun.

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Page 3

BUSINESS MODEL

Grande Prairie Regional Colleges 2010-2014 Business Plan was created

under the business model framework titled,Model for Regional

Stewardship. Similar to the previous years plan (2008-2012 and 2009-2013), the 2010-2014 Business Plan was created under the models context

of being the steward of post-secondary education in the region.

The essential structure of the Colleges portal model is straightforward.

As Figure 1 illustrates, the context behind it is that Grande Prairie Regional

College will either meet the learning needs of the service region by

delivering coursework and programming directly from the instituion, or

find a partner who can assist in the delivery. Success in this model will

hinge on the institutions ability to:

identifyregional education needs;

develop coursework/programs or identify potential partners

who can assist; and

delivercoursework/programs to learners.

Figure 1: GPRCS Model for Regional Stewardship

~ We will serve or we find those who will. ~

CHANGES IN DIRECTION FROM THE 2009-2013 BUSINESS PLAN

Significant events have taken place since the release of Grande Prairie

Regional Colleges 2009-2013 Business Plan specifically the economic

realities, the continued transition of Fairview College Campus

programming and staffing to the College, new educational opportunities in

agriculture and environmental science. While these occurrences were

identified in the previous years business plan, the rapid speed of the

global economic downturn and recovery were not anticipated. Though the

College is experiencing growing institutional momentum, preparations

were required for the potential effects of the receding economy on the

province and the region.

Since the summer of 2009, the world has witnessed negative changes in

the financial marketplace. The swift decline in the economy has had wide-

ranging effects on the Colleges bottom line and enrolment, and, among

other things, has impacted the bottom line of the College. Because of this,

the current and foreseeable financial realities will affect the speed in which

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Page 4

the 2010-2014 Strategic Plan is to be carried out, with many of the

recommendations being implemented at a slower pace. Although Grande

Prairie Regional College is financially sound and in a strong position to

withstand the current environment, continued vigilance and careful

planning will be required to maintain the organizations financial

wellbeing.

Recognized in the 2009-2013 Business Plan were the new geographical

service regions for comprehensive community institutions, as specified in

Advanced Education and TechnologysRoles and Policy Mandates

Framework (Alberta Advanced Education and Technology, 2007). The

purpose for this regionalization is to ensure that the post-secondary

system is responsive and aligned to meet the needs of each areas learners,

economy and society. The College has expanded programming to include

all areas within the region. Programming delivery in Grande Cache has

allowed expansion within our stewardship region. The continued quality

program delivery at both Grande Prairie and Fairview will allow learners

within the region a chance for quality post-secondary education.

To accommodate theRoles and Policy Mandates Framework

requirements, Fairview College Campus programming transitioned

smoothly on July 1, 2009 to Grande Prair ie Regional College this

includes the Fairview post-secondary campus. Together, to meet the

needs of learners within the region, the combined campuses build on their

excellence in academic programming and increased local options for

apprenticeship training. While the operations officially commenced

during the summer of 2009, the changeover process continued well into

the 2009/10 academic year and will continue beyond. The 2010-2014

Business Plan outlines initiatives for both campuses to serve the needs of

the region.

Grande Prairie Regional Colleges 2010-2014 Business Plan recognizes the

challenges that will be faced in the upcoming years. Adjustments and

changes in direction are inevitable as the organization moves forward over

time with the many complex and varied issues that have been addressed in

this section. However, the College is a strong and vibrant institution.

With strategic planning as its focus, a longside the regions continued

support and investment, it is expected that the College will weather the

current economic storm and come out stronger on the other side.

Figure 2: Map of GPRC Service Region

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ENVIRONMENTAL SCANExamining opportunities and challenges through environmental scanning assists Grande Prairie Regional College in responding appropriately to the changing

needs of the diverse region that it serves. The following context elements were key factors during the development of the 2010-2014 Strategic Plan.

REGIONAL DEMOGRAPHICS AND LABOUR MARKET DEMAND

DEMOGRAPHICS

Grande Prairie Regional Colleges service region is home to over 102

thousand people (see page 4 for a map of the region). Residents are

distributed over a landmass of 68 thousand square kilometers, with large

distances separating people and places (Statistics Canada, 2006). The

region has been one of the fastest growing areas in the province, with an

increase of 13% between the 2001 and 2006 population census counts

(Statistics Canada, 2006). Since the 2001 census, the City of Grande

Prairies population has increased by over 35% (Government of Alberta

Municipal Affairs, 2009). Additionally, the Town of Fairview has also

experienced an increase since the 2001 population census count by 4.5%.

Though not as significant as the City of Grande Prairie, this increase did

help to balance the 5% population decline that occurred between the 1996

and 2001 population census counts (Statistics Canada, 2006).

With the number of residents just over 50 thousand, the City of Grande

Prairie has a young population. This trend is reflective of demographics in

the Colleges regional stewardship area where the population as a whole is

younger than the Alberta average. Although the average age in the

Colleges stewardship region is lower than the Alberta average, there will

still be a significant demographic shift when the baby boomer generation

retires resulting in a shortage of skilled workers. Sectors such as

healthcare, manufacturing and energy will be hit by the retirement boom

as the first baby boomers reach the normal retirement age of 65 years in

2011.

The town of Fairview, situated 120 km north of Grande Prairie, is home to

a population of 3,200 and serves a surrounding region of approximately

9,000 (Town of Fairview, 2009). Fairview College Campus was founded

in 1951 as Fairview Agricultural College, with a focus on providing

agriculturally based programming to rural Peace Country residents. Over

time, the College expanded to include apprenticeship/trades programming.

Eventually, apprenticeship/trades programming became the predominant

focus of the institution. Today, the town of Fairview and the College enjoy a

reciprocal relationship which includes a pool, theatre, and fitness facility

located on the College campus for the benefit of both town and College.

Figure 3: Population Age GPRC Service Region,Grande Prairie, Fairview and Alberta (Statistics Canada, 2006)

0%

2%

4%

6%

8%

10%

12%

14%

16%

0-4 5-9 10-1415-1920-24 25-2930-3435-39 40-4445-49 50-5455-5960-64 65-69 70+

%o

fPopula

tion

GPRC Service Region City of Grande Prairie

Province of Alberta Town of Fairview

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The general level of schooling in the Colleges service region i s lower than

the provincial average. As Figure 4 illustrates, there is a greater proportion

of adults in the region 20 years and over who have not completed a high

school diploma (26% as compared to 19% for the province). Additionally,

the provincial average for University degrees is considerably higher than

the Colleges service region, the City of Grande Prairie and the Town of

Fairview (19%, 9%, 12% and 8% respectively).

One of the concerns that has been emerging throughout the regional boom

in the energy sector over the last four years was the increasing number of

youth who either did not complete high school, or chose to enter the labor

force directly after the completion of high school. High salary employment

opportunities had enticed young adults within the Colleges service region

to forgo their education. Grande Prairie Regional College is aware that with

the current economic climate creating a new, unexpected competitiveness

upon the workforce, those who lack the appropriate education may now be

placed in a vulnerable position. This was the reality in 2009/10 academic

year where many programs increased in enrolment due to the economic

slowdown. Apprenticeship numbers did recede in year 1 and 2. The College

will also have to ensure that program offerings are linked to employment

and responsive to industry demand.

Figure 4: Level of Schooling GPRC Service Region, Grande Prairie, Fairview and Alberta

Population 20 Years and Over (Statistics Canada, 2006)

32%

21%

17%18%

4%

8%

26%

28%

15%

19%

3%

9%

21%

30%

14%

20%

3%

12%

19%

26%

12%

20%

4%

19%

0%

5%

10%

15%

20%

25%

30%

35%

No High SchoolCertificate

High Shool Certificateor Equivalent

Apprenticeship/TradesCertificate

CollegeCertificate/Diploma

UniversityCertificate/Diploma

below Bachelors

UniversityDegree/Certificate or

higher

Town of Fairview GPRC Service Region City of Grande Prairie Province of Alberta

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Page 7

Aboriginal people living in the Colleges stewardship area account for

almost 10% of the total population compared to nearly 6% for the province

(Statistics Canada, 2006). As illustrated in Figure 5, over 50% of the

Aboriginal population in each category is under 25 years of age. By 2017, it

is projected that Alberta will have the highest Aboriginal population in

Canada (Alberta Culture and Community Spirit, 2007).

Figure 5: Aboriginal Age GPRC Service Region, Grande Prairie,Fairview and Alberta (Statistics Canada, 2006)

Through years of robust economic growth, the provinces Aboriginal

population once had the lowest unemployment rate in Canada, with 5.6% in

March 2008 for Aboriginals living off reserve. However, with the downturn

in investment markets and the resulting decrease in demand for workers,

the unemployment rate for Aboriginal people has increased to 16.9% in

March 2010 (Alberta Employment and Immigration, 2010).

Adding to the rising number of out-of-work Aboriginal people is the

increasing gap in educational attainment as compared to non-Aboriginal

populations. The area of greatest concern is the low high school completion

rates. According to the 2006 census, over 40% of Aboriginal people

residing in the Colleges service region have not completed a high school

diploma (Statistics Canada, 2006).

Grande Prairie Regional College recognizes that the ability for an Aboriginal

student to succeed in school has a direct impact on his/her capacity to

participate in the labor force. However, with the shift in demand for labor

and the increasing competitiveness for employment, there is an urgency to

provide training and skill development opportunities for Aboriginal people

within the region. Therefore, to understand programming requirements

and increase educational attainment, the College will need to enhance

linkages with community Aboriginal groups, as well as foster on-campus

support and services to provide for the academic need of this learner group.

LOCAL ECONOMY AND LABOUR FORCE

Over the past decade, Grande Prairie Regional Colleges service region has

had a vibrant economy with major industrial sectors in agriculture, energy

and forestry. As the regions communities have grown, they have been able

to attract and retain higher-order education, health, recreation, retail and

commercial services. Employment opportunities have increased steadily,

which has resulted in economic diversification and sustainability.

Though growth and prosperity have been positives for the region,

challenges are emerging because of the adverse global economic conditions

and lower energy prices. The slowdown in forestry and natural gas sectors

has resulted in an increase in the unemployment rate. Although lower

than the national average, the unemployment rate for the At habasca-

Grande Prairie economic region in March 2010 increased 1.6% from the

previous years rate of6.5% (Alberta Employment and Immigration, 2010).

The economic slowdown that the region faced since 2008 has seen a

rebounding effect. The economy has started to pick up with an increase in

natural gas and oil prices. The increased unemployment rate has not been

as significant as in years past. More specifically, the provincial economy

improved during the last five months of 2009 seeing significant job gains;

however, the unemployment rate provincially is still 7.5% up 1.4 percent

from March 2009 (Alberta Finance and Enterprise, 2010).

0%

5%

10%

15%

20%

25%

0-4 5-9 10-1415-1920-24 25-2930-3435-39 40-4445-4950-54 55-5960-6465-69 70+

%o

fPopulat

ion

GPRC Stewardship Region City of Grande Prairie

Province of Alberta Town of Fairview

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Page 8

Combining regional economic instability with the provinces forecasted

deficit of $1.4 billion (Alberta Finance and Enterprise, 2010), challenges

are emerging as leaders attempt to address community wellbeing and

future development issues under potentially tight fiscal constraints. The

College service region has seen significant improvement in both the energy

and forestry sectors. The agricultural industry is under intense pressure

due to declining commodity prices, economies of scale, and a potential

drought. Additionally, healthcare facilities are overloaded and have

difficulties in recruiting and retaining health professionals into many

remote areas. This has resulted in a short supply of trained health workers

and an inability to provide accessible and timely services. The health care

situation does not appear to be getting better with constraints on

provincial budgets.

In the face of current economic realities, both the housing situation and

the decline in energy investment have provided some relief to market

tensions. The softening of house prices has improved housing affordability

throughout the province, especially in the Grande Prairie area.Furthermore, with labor shortages easing, labor costs are declining

alongside the price of material. With this, the cost

pressures that originated during the recent boom are expected to recede

and the inflation rate is projected to fall, which will help set the stage for a

return to economic growth (Alberta Finance and Enterprise, 2008).

The provincial economy is well positioned to navigate the current turbulent

global environment, and has started to recover (Alberta Finance and

Enterprise, 2010). However, through this, changes will have to be made to

the development and stewardship of all its resources. Grande Prairie

Regional College is strategically positioned to assist the region in creating

sustainable growth by offering training to potential students. Through

funding received from the transition of Fairview College, the College is

positioned to offer credit education in both apprenticeship training and

health care service areas. Furthermore, with the partnering of Fairviews

post-secondary campus and investment in applied research through the

Centre for Resource and Innovation, the College is positioned to assist with

the transition of farming and forestry sectors to platforms with more

sustainable models, such as bio-economy, and creating the next generation

of skilled workers.

ISSUES AND IMPLICATIONS REGIONAL DEMOGRAPHICS AND LABOUR MARKET

Both the regions healthcare and resource-based sectors are facing

difficult times and unprecedented challenges. However, the new

direction of the changing marketplace will have positive e ffects on the

regions economic sustainability. The College will do its upmost to

assist in easing the health-related challenges in the region and

increasing the availability of skilled trade workers. Grande Prairie

Regional College is committed to building an education centre that

will train health service providers, as well as expand the campus to

offer industry-demanded apprenticeship training. Additionally,

through the resources of the Fairview post-secondary campus and

funding directed toward applied research, the College will assist

resource-based businesses in the transition to more sustainable

business models.

Many communities within the service region are a considerable

distance away from the College, which makes access to education

difficult. To respond to the regions needs, it will be necessary for

Grande Prairie Regional College to continue with the development of

distance education courses by utilizing distance education partners

such as Alberta-North, eCampus Alberta, and capsites within our

region.

Alarge number of the Colleges service region population has chosen to

forgo a post-secondary education for high salary employmentopportunities. Additionally, education levels are lower than the

provincial average particularly within the Aboriginal population.

Without an investment in higher education, future career choices and

resilience to the fluctuating market will be compromised. Combine this

with the impending retirement boom, and the region will experience

significant skills shortages within the next four years. To assist in

alleviating the lack of education attained, the College will need to

increase access to continuous upgrading and provide support

mechanisms to help overcome learning barriers. In addition, programs

will need to align with industrial sectors to ensure that they are linked

to employment and responsive to industry demand.

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Page 9

ENROLMENT DEMAND

The following historical student profile data is provided by Alberta Advanced Education and Technologys Learner Enrolment Reporting System. The College

uses this information to determine market response t o programs and services, as well as to provide direction for program development and budget projections.

It should be noted that Fairview College Campus merged with the College July 2009; the enrolment information in this section does not include the historicaldata for the transitioned programs as GPRC did not submit this data to Alberta Advanced Education and Technology.

CREDIT ENROLMENT

The following represents a summary ofGrande Prairie Regional Colleges credit enrolment students for the 2008/09 academic year:

65% of the student body were 20 years of age and older. A large

portion of the Colleges students have been out of secondary school for

over a year and are working whi le attending school.

76% of the student intake in the last two years were female. A

significant number of male students entered the workforce

directly out of secondary school.

There were 2,249 full-time and part-time students. Note advanced

education has new methodology for calculating unduplicatedheadcount

The average age of students was 25.1 while the median age

was 21.

Table 1: GPRC Full Load Equivalent (FLE) Credit Enrolments 2004/05 to 2008/09*

CREDENTIAL 2004/05 2005/06 2006/07 2007/08 2008/09

Academic Upgrading 165 149 131 155 203

Certificates 333 280 287 255 258

Diplomas 139 166 137 151 116

University Level 607 591 568 521 522

Other 142 161 139 170 191

FLE Total 1,386 1,347 1,262 1,251 1,290

Unduplicated Headcount 2,279 2,347 2,229 2,367 2,249

*Fairview College Campus programming is not included in this figure

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Figure 6: 2008/09 Student High School PopulationCity of Grande Prairie and GPRC Service Region

(Alberta Education, 2010)

1,357 1,3301,241 1,257 1,202

1,2621,346 1,357

1,570

1,7701,668

1,786

805 785702 719 678

726 751 753 720

835

705

827

0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

Grade01

Grade02

Grade03

Grade04

Grade05

Grade06

Grade07

Grade08

Grade09

Grade10

Grade11

Grade12

GPRC Service Region School Divisions City of Grande Prairie Schools

Over the last five years, Grande Prairie Regional College had seen an

average declining enrolment rate of 4.4% (see Table 1). This was

predominately due to a highly employed population where the strong

economy was attracting individuals, especially high school students, into its

labour force. Currently with the acquisition of Fairview College Campus,

the College has recorded an estimated 2000 FLE for the 2009/10 academic

year. This is a direct result of the economic slow-down which has impacted

the overall enrolment in a positive way.

Recognized earlier in this section (page 6), a significant number of the

regions population chose to forgo their education for high-paying

employment opportunities. As a result, the strong economy competed

directly with the College. However, with the changes in global markets and

the resulting labour force competitiveness to have the appropriate

credentials, it is anticipated that this pattern will end. Furthermore, as

illustrated in Figure 6, there are a considerable number of high school

students within the Colleges service region entering their graduating years.

It is projected that this, combined with the economic slowdown, will

positively affect student enrolment at the College.

Aboriginal Students

The demographic factors identified previously (see page 7) significantly

affect the educational opportunities and success of Aboriginal students at

Grande Prairie Regional College. For the 2008/09 academic year, 333

self-identified Aboriginal students were registered (Table 2). This

represents a 10% increase from the 2007/08 academic year. The trendindicates aboriginal student enrolment has started to rebound from the

low seen in 2007/08.

In addressing the challenges of recruiting and retaining Aboriginal

students, Grande Prairie Regional College has planned several new

initiatives within the recently submitted Strategic Enrolment Management

Plan (see page 44 for details of the plan). Efforts will be focused on

destination programming and building on Aboriginal recruitment, along

with assessing current services offered to the students. It is expected that

these efforts will enhance both the quality of education and quality of life on

campus for the Colleges Aboriginal students, as well as have a positive

effect on their enrolment and completion rates.

Table 2: Aboriginal Student Enrolment Trends

2004/05

2005/06

2006/07

2007/08

2008/09

FLE Indicator 225 179 175 159 177

Headcount 364 370 330 297 333

Completion Rates 69% 80% 74% 70% 73%

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International Students

Grande Prairie Regional College recognizes the economic, social and

cultural contributions that international students bring to the region. For

the 2008/09 academic year, 58 international students were registered in

credit courses at the College (see Table 3). With the number of students atlow levels, it is recognized that there is a need to address this issue.

Alongside the Ministrys International Education Action Plan initiative,

preparations are taking place to advance the institutions international

education program (see Appendix I, page 44 for details).

Once completed, it is expected that the investment in international students

will further enhance the learning environment at the College.

Table 3: International Student Enrolment Trends

2004/05

2005/06

2006/07

2007/08

2008/09

Headcount 112 99 96 85 58

NON-CREDIT ENROLMENT

Non-credit registrations continue to grow faster than credit program

registrations. There was a slight increase from the previous year

indicating that the Non-Credit Enrolment remains an important part of

the College (see Table 4). The success of Workforce Developments non-

credit enrolment is indicative of a region that requires more short-termtraining designed to fit the specific scheduling and skill needs of students.

Additionally, non-credit registrations also include community use of

College facilities through the Department of Physical Education, Athletics

and Kinesiology, and the Department of Fine Arts. High registrations in

these areas are due to notable reputations these programs have achieved

throughout the community due to excellence in the quality of the

programs.

The delivery of non-credit programming is integral to the future business

of Grande Prairie Regional College. Combining the increase in operational

costs, with the annual increase in base grant funding from the Ministry

projected to discontinue (see page 29 for budget assumptions), the College

will need to focus on building both the volume and profit return to the

institution from non-credit programs.

Table 4: Non-Credit Registration Trends

PROGRAM2004/

052005/

062006/

072007/

082008/

09

WorkforceDevelopment

6,619 7,967 9,034 8,358 8,576

Fine Arts 900 1,235 1,339 787 574

Athletics/Be Fit For Life

5,760 5,996 6,379 6,218 6,690

Total 13,279 15,198 16,752 15,363 15,840

ISSUES AND IMPLICATIONS ENROLMENT DEMAND

Enrolment numbers impact the service region fewer intakes results

in fewer graduates for the labor market. Although it is projected that

credit enrolment will increase, the College will need to continue

focusing on student recruitment within the service region.

Industry and community demand for non-credit services and

programs can help to alleviate the Colleges rising operational cost,

and supplement government base funding. To do this, the College

must continue to develop cost-recovery policies and procedures that

are compliant with government auditing assessments.

The current fiscal restraint has altered the approach the College has

taken. Government funding has been cut and as a result funding

reallocations need to be made to ensure continued program success.

The success of attracting and retaining students is attributed to

successful budgeting to indicate that resources have been allocated

correctly. A summary of the current projected budget is found on

page27.

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STRATEGIC PLANTHE PLANNING PROCESS

The 2010-2014 Strategic Plan serves as a foundation upon which a number

of planning, implementation, assessment and evaluation initiatives will be

built over the next four years. Recognizing that there are many reporting

activities required by various internal and external stakeholders, the

College has built an integrated strategic model which incorporates the

following considerations:

the continued adoption of the Model for Regional Stewardship;

serving our geographic service region;

direct input from the Colleges management team on the strengths

and weaknesses of the institution;

the continued implementation of Fairview College programming and

staffing to the College;

current initiatives underway; and

the College defined as a Comprehensive Community Institution

throughAdvanced Education and Technologys Roles and Mandates

Policy Framework.

The data gathering process resulted in a review and audit of the previous

years strategic plan. However, this document is still a work in progress,

as the joining ofFairview Campus programming and staffing with Grande

Prairie Regional College will be ongoing throughout the 2009/10 academic

year and beyond, and may result in adjustments to the strategic goals and

tasks. Furthermore, it is recognized that success in implementing the

strategies

depends upon College-wide participation. Now that the transition process

is complete, performance indicators have been established and

responsibilities assigned to ensure that all staff contribute to the success of

the organization. It is anticipated that this plan will be reviewed and

adapted annually to make sure Grande Prairie Regional College is on target

towards its strategic directions and goals.

The strategic directions for Grande Prairie Regional Colleges 2010-2014

Business Plan are as follows:

1. Quality Learning

2. Regional Stewardship and Service

3. Excellence in People

4. Economic and Environmental Responsibility

Building on these directions, five main goals remain as overarching

priorities that will guide the College into the future:

1. Quality and Responsive Education and Student Support Programs

2. Contribution to the Quality of Life and Economic Growth in the

stewardship Region

3. Engaging and Supportive Working Environment

4. Sustained Fiscal Health of the Institution

5. Sustained Environmental Health of the Institution

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SUMMARY OF KEY PRIORITIES

The primary focus of the strategic planning process was the identification of key priorities for Grande Prairie Regional College. Although each topic is

individually highlighted, the success in one area impacts at least one, if not all, other topic area no one priority is more important than the other.

Fairview College Campus Transition

The transition of Fairview College programming, staffing and campus will

continue to be a key focus for Grande Prairie Regional College. Once it is

completed, not only will it offer the opportunity for an accessible, flexible

and responsive learning environment, but it will also help to meet the

needs for advanced education in rural Alberta. While the integration

begun July 2009, it is expected that the changeover will continue

throughout the 2009/10 academic year and beyond. To ensure an

effective transition, the following initiatives have been identified:

integrating curriculum, human resources, communications,

infrastructure, finance and governance work streams;

continuing open communication and staff engagement processes; and

aligning both Grande Prairie and Fairview campuses under one

shared vision.

ensure government reporting issues are resolved LERS, FIRS, and

KIPRS

Financial Sustainability

To enhance the quality and value of the education provided to learners,

Grande Prairie Regional College must continue to be financially

sustainable. Although the College has met its financial targets over the

years, accountability and transparency are areas that remain to be in need

of improvement. In addition, the financial reality of the economic

downturn has resulted in a conservative approach in budgeting income

projections. As such, a revenue stream must be secured to meet the

forecasted operational and capital needs. To address these concerns, the

following initiatives have been identified:

aligning the institution-wide fundraising plan to incorporate

involvement from all departments;

promoting departmental responsibilities and accountabilities for the

financial health of the College; and

focusing on alumni development to establish new sources of revenue

and build on existing ones.

Human Resources

Staff recruitment and retention are significant challenges for Grande

Prairie Regional College. Competitiveness of the market makes it difficult

to attract qualified staff while maintaining fiscal balance during the

economic downturn. With this in mind, the following initiatives have

been identified:

developing current staff and management;

improving and defining internal processes; and

enhancing recruitment strategies within the constraints of market-

conditions.

Institutional Culture

The transformation of the institutional climate and culture continues to be

a priority for Grande Prairie Regional College. Without this change, the

organization will not be successful in achieving the strategic goals set in

this plan. The College must be committed to a collaborative climate and

culture that embraces diversity, values teamwork, and is flexible and

adaptive to change. The following initiatives have been identified to lead

an effective transformation of the institution:

continued implementation of the vision, mission, values and

mandate; and

fostering a cultural change within the organization.

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Enrolment Management

Grande Prairie Regional College views enrolment management as an

institution-wide strategy involving all aspects of the student experience

from initial inquiry, through to enrolment, to the College learning

experience and then to program completion or transfer. Through this, thefollowing initiatives have been identified:

continued implementation of the Strategic Enrolment Management

Plan (See Appendix 1);

cultivating the enrolment management culture across the institution;

and

enhancing the overall student experience at the College.

While broad in concept, these initiatives will encompass all departments

within the institution.

Stakeholder Linkages

Grande Prairie Regional College understands that connecting with the

communities and the learners it serves is essential in meeting the needs of

the service region and many of the strategic goals set. For learners to be

successful, programming must be accessible, inclusive and place studentsat the forefront of what employers and the economy needs. With these

requirements in mind, the following initiatives have been ide ntified:

adopting a regional mindset in responding to employment demands

and community economic viability;

consulting with stakeholders to determine how the College can

support communities and develop learners; and

developing strategic relationships with education institutions,

business, industry and government.

Campus Development

It is essential that Grande Prairie Regional College address campus

development and land planning as it considers the needs of its

stakeholders. The Colleges plans must consider the resources necessary

to support projected growth with limited financial support. This not only

includes reassessing potential capital expansion and renewal projects, but

it also consists of reviewing the needs of technical infrastructure and

equipment, as well as non-curricular services. With this in mind, the

following campus development initiatives have been identified:

update the facility master plan and include the Colleges major facility

expansion project for regional health and apprenticeship needs;

development plans for continued expansion and enhancement to

better the educational needs of our region; and

identifying policies and procedures for an environmentally-friendly

campus.

Fairview Campus Programming

Grande Prairie Regional College understands the importance of the trades

and apprenticeship training at Fairview campus. Expansion of current

facilities to accommodate a changing economy is an important direction

on which the College will focus. With these requirements in mind, the

following initiatives have been identified:

expansion of new innovative programs at Fairview campus;

continued consultation with area representatives to determine howthe College can support new programs in Fairview; and

continue to develop relationships with industry to ensure a h igh levelof success at Fairview campus.

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OBJECTIVES, EXPECTED OUTCOMES AND PERFORMANCE MEASURES

The following objectives were designed to meet the established strategic goals and encompass the key priorities id entified in the strategic planning process.

STRATEGIC DIRECTION 1: QUALITY LEARNING

Contextual Statement: Grande Prairie Regional College will be a portal for meeting regional learning needs.~ The College will foster a learner-centred environment, as well as be nimble and responsive to student, community and market educational demands. ~

Goal 1: Quality and Responsive Education and Student Support Programs

OBJECTIVES TACTICS MEASURES OUTCOMES

1.1 Deliver affordable

programs that are

accessible and relevant to

the changing needs, context

and diversity of students inthe region.

Consult with learners, employers,

community members and Aboriginal

groups about their needs and how best the

College can serve them.

Develop and expand the following credit

programs in response to community,

industry and student interests: trades,

certificate, diploma, high school

equivalency, University transfer,

collaborative degree completion and

applied degrees.

Maintain the completion of all annual and

six year program reviews.

Maintain and grow the distance education

operating model to support distance

students, and enhance alternative modes of

delivering coursework and programs

through eCampus Alberta and Alberta-

North.

Implement an enrolment management

strategy to increase the number students

registered.

Diversity and volume of

needs assessment

consultations taken place.

Capacity of class sizes.

Trends in enrolment and

student unduplicated

headcount.

Graduation satisfaction/

employment rates.

Enrolment trends in distance

education programs.

Delivery of apprenticeship,

certificate, diploma, high

school equivalency, and

University transferprograms, along with

collaborative degree

completion and applied

degrees.

Number of annual and six

year program reviews

Fully enrolled, responsive

and accessible educational

programs meeting the

needs of the students and

the region.

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1.2 Ensure the College learning

environment is of high

quality.

Encourage, recognize and advance student

achievement and success.

Enhance student processing systems (i.e.

student awards, integrated system software,

etc.).

Ensure the Technology Plan meets the

evolving needs of the College.

Continue to improve the quality of teaching

and instruction.

Develop a College applied research policy to

facilitate and govern faculty and student

involvement in applied research.

Trends in diploma, certificate

and high school equivalency

course and program

completion rates.

Trends in the course and

program completion rates of

self-declared Aboriginal

students.

Application trends for

student bursaries and

scholarships.

Trends in program

withdrawal rates.

Enriched learning

environment where

students achieve their

educational goals, whileexcelling academically and

socially.

1.3 Promote and enhance adistinctive image for

student support programs

Improve student life on campus throughsocial, intellectual, cultural and physical

wellness activities, as well as through

improvement to the Colleges facilities.

Strengthen educational services for

students from diverse backgrounds, such as

Aboriginal, disadvantaged and international

students.

Student use of availableCollege resources (i.e. usage

rates in the learning support

centre).

Variety of student-driven

multicultural events.

Excelling academically andenjoying a rich social life

1.4 Fostering a research based

institution that

encompasses staff,students, and area

researchers

Enhance the Centre for Research &Innovation to showcase the developing

applied researchPromote researching by staff and arearesearchers

Create applied research opportunities forfaculty and students.

Development of a appliedresearch policy.

Number of applied researchprojects undertaken

Publications in academicjournals

Presentations at conferencesand workshops

Student involvement

Faculty are supported inapplied research, students

are gaining anunderstanding in appliedresearch, and community isgaining value from theapplied research

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STRATEGIC DIRECTION 2: REGIONAL STEWARDSHIP AND SERVICE

Contextual Statement: Grande Prairie Regional College will establish a network/partnership environment.~ The College will position itself as the leading educational, economic and cultural partner contributing to the vitality of the region. ~

Goal 2: Contribution to the Quality of Life and Economic Growth in the Stewardship Region


2.1 Establish network

partnerships and identify

priorities that mutually

serve the interests of the

College and its

Stakeholders.

Create protocols for building partnerships.

Form close links with organizations in order

to be well-informed of local and regional

needs.

Collaborate with regional Aboriginal

communities and organizations.Pursue internal and external partnerships,

and collaboration opportunities to build on

existing, as well as create new, credit and

non-credit program offerings.

Collaborate with business, industry and

government for solution-focused applied

applied research activities.

Development of partnership

protocols.

Formal internal/external

partnerships and

collaborative opportunities

created.

Types of applied research

activities and partnerships.

Quality and comprehensive

learning opportunities

through a wide range of

engaged partnerships,

networks and resources.

2.2 Expand the opportunities

for community involvement

in College activities.

Increase the availability of resources for

fitness, health and wellness, cultural and

non-credit continuing education activities.

Enhance community participation

initiatives in programs, department and

student organizations.

Raise the awareness throughout the

community of opportunities to partner with

the College.

Registrations and types of

activities.

Participation of employees

and students in community

affairs and activities.

Types of College/community

partnerships (i.e. profit-

sharing, cultural, etc.).

Trends in private fundraising

awards.

Community resource for

recreational, cultural

research, and economic

development.

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2.3 Develop and promote a

distinctive image for the

College.

Build a distinctive College identity that is

conveyed uniformly among the College

community and promoted as one voice to

the service region.

Align department fundraising initiatives

throughout the College.

Existence of a marketing

plan.

College and community focus

groups awareness of College

values and achievements.

Awareness and recognition

within the service region of

the Colleges quality,

distinctiveness andachievements.

2.4 Increase innovation

opportunities for the

community

Become known in the community as a placeto grow your product

Promote the College involvement in theCentre for Research & Innovation.

Promote the Centre for Research &Innovation as a provider of Innovationservices

Number of innovationprojects supported by theCentre for Research &Innovation.

Increased advertising andutilization of the Centre forResearch & Innovation.

Culture of Innovation

AwarenessProgram/Activities

Connecting innovators andsmall medium enterprisesto help enhance andmarket their product

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STRATEGIC DIRECTION 3: EXCELLENCE IN PEOPLE

Contextual Statement: Grande Prairie Regional College will be people-focused and will empower leadership at all levels.~ The College values a collegial and supportive environment in which faculty and staff know that their contributions matter. ~

Goal 3: Engaging and Supportive Working Environment


3.1 Improve recruitment,

retention and development

of employees.

Improve the internal decision-making

process by developing a comprehensive

decision-making protocol.

Build leadership capacity by developing

current employees in anticipation of futureposition vacancies.

Define and implement a cultural change.

Develop a communication system and

culture that enables information flow to and

from employees at all levels.

Evaluate and enhance recruitment and

retention strategies.

Support and fund the Employee

Recognition and Professional Development

programs.

Improve and support excellence in

instruction.

Continue to develop and emphasize the

importance of staff adherence to the

Colleges mandate, vision, mission and

values.

Development of leadership

decision-making and

strategic implementation

procedures.

Refined leadership trainingprogram.

Results of the annual staff

satisfaction survey: the

College working

environment;

acknowledgement of the

Colleges mandate, vision,

mission and values.

Employee turnover rates.

Vacant positions, length of

time to fill and quantity ofapplications.

Employees in attendance at

College focus group sessions.

Trends in the ACIFA survey.

Staff are motivated,

committed to excellence,

highly qualified and regard

the College as an employer

of choice.

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3.2 Have an effectiveEmergency ManagementPlan

Create a Risk Management framework thatcontinually identifies, monitors, mitigatesand plans for hazards.

Develop a communication system thatprovides crucial information to targetaudiences.

Invite external emergency services to theCollege to promote cooperation,collaboration and communication.

Align our procedures to regulations andcodes.

Teach students, staff, and faculty about theEmergency Management Program throughvarious forms of media.

Conduct regular drills and exercises toidentify gaps in the EmergencyManagement Program.

Develop the processes to continuallyreevaluate the plans, polices, andprocedures.

Training/education sessionsper identified threat.

Number of practical drillsheld per academic year.

Number of false fire alarms.

Evacuation response times.

Number of educationsessions for leadershipregarding roles andresponsibilities towardsEMP.

Number of occupationalhazards identified.

Number of table topEOC/ERT exercises perannum.

A resilient College thatensures the health andsafety of students, staff,faculty, visitors and thecommunity in the event ofan emergency or disastersituation and allows forquick recovery of theCollege.

3.3 Create an Enterprise Risk

Management ProgramDevelop a Risk Management Committeethat will identify, assess, treat, andmonitor/report to senior executive strategicand operational risks as they relate to theCollege.

Develop the internal processes to managethe risks.

Completion of thedevelopment of all internalprocessesNumber of occupationalhazards identified.

Number of risks on thecollege per annum.

Protect and create value forstudents, staff, faculty,surrounding community,and institution byidentifying and proactivelyaddressing risks.

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STRATEGIC DIRECTION 4: ECONOMIC AND ENVIRONMENTAL RESPONSIBILITY

Contextual Statement: Grande Prairie Regional College will be strong and sustainable, and operate as an environmentallyand economically responsible institution.

~ The College will serve as an institution of integrity and principle with appreciation for the natural environment and stewardship of its limited resources. ~

Goal 4: Sustained Fiscal Health of the Institution


4.1 Manage fiscal resources for

sustainability.

Improve financial planning, reporting,

accountability forecasting and transparency.

Continue to maintain diversified revenue

generating efforts.

Expand funding recruitment efforts in the

region.

Meet the limit of the Access to the Future

Fund.

Improved cost-recovery

process.

Key Performance Indicator

Cost per FLE.

Finances are aligned with

Board Ends and are managed

to meet or exceed targets for

the year.

Donors and amount of

contributions.

Access to the Future Fund

maximized.

Effective management and

development of financial

resources to meet current

and future needs.

4.2 Maximize capital

investment through

planning and development.

Expand and enhance facilities to

accommodate projected growth.

Revisit and revise the Campus Master

Facilities plan to respond to short and long

term needs.

Prepare and implement plans for emergency

preparedness.

Capital projects are

completed within their

projected timeframe.

Master Facilities Plan

completed

Completion of an emergency

preparedness plan.

Assets are safe and secure,

accommodate growth and

demonstrate a responsibleuse of resources.

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Goal 5: Sustained Environmental Health of the Institution


5.1 Recognized as a leader in

environmental sustainability

Improve recycling capabilitiesthroughout the College

Develop and implement plan forenvironmental stewardship

Less paper being utilizedthrough areas like paperlessmeetings

More recycled product leavingthe College

Completion of green policy

initiatives.

Institution is seen to havegreen oriented goals that showthe College is working to becomemore environmentally sensitive.

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ALIGNMENT WITH GOVERNMENT GOALS AND COLLEGE BOARD OF GOVERNO RS ENDS

The following summarizes the linkage between the Colleges 2010-2014 Strategic Plan and the Government of Albertas related goals, the Ministrys core

business goals as identified in Advanced Education and Technologys 2010-2013 Business Plan, and the College Board of Governors Ends.

ALIGNMENT WITH THE GOVERNMENT OF ALBERTAS STRATEGIC BUSINESS PLAN

GOVERNMENTSTRATEGIC PRIORITIES

ALBERTA ADVANCED EDUCATIONAND TECHNOLOGY GOALS

GPRC GOALS AND OBJECTIVES

Priority 1: Alberta Innovates Goal 3: Excellence in research,

innovation, and commercialization drives

Albertas future success.

Goal 1: Quality and responsive education and student support

programs. (Objective 1.1 and 1.4)

Goal 2: Contribution to the quality of life and economic growth

in the Stewardship Region. (Objective 2.1, 2.4)

Goal 5: Sustained Environmental Health of the Institution

(Objective 4.3)

Priority 2: System alignment Goal 1: A globally recognized, quality

advanced learning system meets the

needs of Alberta.

Goal 2: A learner-centered, affordable

advanced learning system accessible to

Albertans.

Goal 3: Excellence in research,



Goal 1: Quality and responsive programming and student

support programs. (Objectives 1.1, 1.2, and 1.3)


in the Stewardship Region. (Objectives 2.1, 2.2, 2.3 and 2.4)

Goal 3: Engaging and supportive working environment.

(Objective 3.1)

Goal 4: Sustained fiscal health of the institution. (Objective 4.2)

Goal 5: Sustained environmental health of the institution

(Objective 4.3)

Priority 3: System sustainability Goal 1: A globally recognized, qualityadvanced learning system meets the

needs of Alberta.

Goal 2: A learner-centered, affordable

advanced learning system accessible to

Albertans.

Goal 3: Excellence in research,



Goal 1: Quality and responsive programming and studentsupport programs. (Objectives 1.1, 1.2, 1.3, and 1.4)


in the Stewardship Region. (Objective 2.1 and 2.5)


(Objective 3.1)

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ALIGNMENT WITH GRANDE PRAIRIE REGIONAL COLLEGE BOARD OF GOVERNORS' ENDS

Goal: People have Opportunities to Improve their Lives and Communities at a Cost that can be Justified by the Results

BOARD ENDS GPRC STRATEGIC DIRECTION GPRC GOALS AND OBJECTIVES

End 1: Individuals seeking post-

secondary education can develop

relevant skills in an evolving

world.

Strategic Direction 1: Quality learning

experiences.

Strategic Direction 2: Regional

stewardship and service.

Strategic Direction 3: Excellence in

people.


support programs. (Objective 1.1, 1.2 and 1.4)


in the Stewardship Region. (Objectives 2.1, 2.2, and 2.4)


(Objective 3.1)

End 2: Increased accessibility to

post-secondary education in the

stewardship area.


experiences.



Strategic Direction 4: Economic and



support programs. (Objectives 1.1, 1.2, and 1.3)


in the Stewardship Region. (Objective 2.1)

Goal 4: Sustained fiscal and environmental health of the

institution. (Objective 4.2)

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BOARD ENDS GPRC STRATEGIC DIRECTION GPRC GOALS AND OBJECTIVES

End 3: The community has

accessible resources to improve

quality of life.


experiences.



Strategic Direction 3: Excellence in

people.

Strategic Direction 4: Economic and



support programs. (Objective 1.2, 1.3, and 1.4)


in the Stewardship Region. (Objectives 2.1, 2.2, 2.3, and 2.4)


(Objective 3.1)

Goal 4: Sustained fiscal health of the institution. (Objective 4.1,

and4.2)

Goal 5: Sustained environmental health of the institution

(Objective 4.3)

End 4: New research-based

knowledge is created and shared.


experiences




support programs. (Objective 1.4)


in the Stewardship Region. (Objectives 2.1, 2.2, 2.3, and 2.4)

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ENROLMENT PLANENROLMENT GROWTH TARGETS

Grande Prairie Regional Colleges enrolment targets for the next four years embody a strategy to increase the number of students attending the institution by

19%. As illustrated in Figure 7, the College has set targets for a four-year accumulative increase of approximately 469 Full Load Equivalent (FLE) students by

the 2013/14 academic year. Noted in the diagram is the addition of Fairview College Campus programming enrolment to the Colleges projections. With this,

additional programming and student enrolment figures will be added to the Colleges portfolio beginning July 2009 as can be seen in Figure 7.

Figure 7: 2010-2014 Enrolment Growth Targets

(exclusive of enrolment assessment for the Health and Wellness Education Centre and trades expansion project)

1,412 ActualFLE Students

800

1,000

1,200

1,400

1,600

1,800

2,000

2,200

2,400

2,600

2,800

3,000

3,200

3,400

3,600

97/98 98/99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/14

1,569 FLE GPRCstudents projected for2009/10

Add FairviewCampus programmingenrolment (491 FLE)2,060 FLE studentsprojected for 2009/10

Add FairviewCampus programmingenrolment (550 FLE)2,529 FLE studentsprojected for 2013/14

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INSTITUTION ENROLMENT PLAN

Table 5 details the 2010-2014 enrolment goals for the Grande Prairie campus as identified by the Academic Division. The table also lists the enrolment

projections for Fairview programs, which were based on enrolments in 2009/10 through student registrations for the 2009/10 academic year. Appendix II

provides the enrolment plan breakdown for both Grande Prairie and Fairview campuses (page 47). In developing the 2010-2014 enrolment goals, the

following factors were considered:

the Colleges focus on enrolment management through the guidance

of the Strategic Enrolment Management Plan (see page 44);

the increasing trend in the number of high school graduates

within the service region;

expanding collaboration/degree completion opportunities; focusing on improving service to Aboriginal communities and

learners;

timely and appropriate response to regional economic, social and

cultural demands;

continued collaboration with public and private educational

institutions; and

increasing distance learning opportunities for regional learners;

Table 5: GPRC 2010-2014 FLE Enrolment Goals

CREDENTIAL 2009/10ESTIMATE*

2010/11GOAL

2011/12GOAL

2012/13GOAL

2013/14GOAL

Certificate 371 445 527 545 520

Diploma 140 140 212 223 250

Upgrading 250 260 240 220 200

University 625 640 672 766 794

Other 185 185 185 185 185

Sub-Total GPRC Campus FLE 1,569 1,670 1,836 1,939 1,979

Apprenticeship Programs 310 300 256 256 310

Fairview Certificate Programs 136 173 180 182 185

Fairview Diploma Programs 45 50 53 55 55

Sub-Total Transitioned Programs FLE 491 510 550 583 585

Total FLE 2,060 2,193 2,325 2,432 2,529

*2009/10 estimated FLE are as of February 2010. FLEs may vary slightly (1% - 3%) due to withdrawals and Spring registrations.

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Page 28

FINANCIAL PLANEMERGING COST PRESSURES

Grande Prairie Regional College is dependent on stable and adequate

revenue streams to facilitate long-term planning and be responsive to both

the needs of the College and the region. In the 2008/09 academic year,

grants made up 58% of the institutions total revenue (Figure 8). With an

unconfirmed increase of general operating grants from the government, the

College will be faced with the challenge of finding additional sources of

revenue.

Figure 9: GPRC Consolidated Expenses, 2008/09 Actuals

Figure 8: GPRC Consolidated Revenues, 2008/09 Actuals

The largest expense to the College is salaries and benefits, encompassing over

61% of total expenditures in 2008/09. With the addition of Fairview College

Campus, the College will face increases in utility charges and salaries. With this,

the institution is tasked to seek innovative solutions to ease cost pressures, while

meeting the educational demands of students. Efforts to increase enrolmentsand improve internal efficiencies will be necessary in the upcoming year.

NOTE: the 2008/09 consolidated revenues and expenses do not include

Fairview College programs and staffing that were transitioned to the College in

June 2009.

Salaries and

benefits

61%

Supplies and

services

20%

Amortization of

capital assets

11%

Utilities

3%

Cost of goods sold

3%

Scholarships and

bursries

2%

Grants

58%Tuition19%

Sales, rentals

and services

10%

Contract programs

3%

Fund raising

and donations

3%

Investments

2%

Amortization of

deferred capital

contributions

5%

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FINANCIAL PROJECTIONS

Grande Prairie Regional Collegesbudgeting process is a collaborative approach that links departmental budget requests with the Colleges strategic direction.

It is through this process that the Executive Committee identifies the financial priorities for the upcoming and future years.

The financial projections have been prepared in a very conservative fashion. The key driver for these forecasts is government funding and in these uncertain

economic times, we have no indication as to what those funding levels will be. Thus we have forecasted break even bottom lines going forward knowing some

variables will change once the funding levels become known.

The following is the preparation of the 2010-2014 projected consolidated statement of operations for the Colleges revenue and expenditure operating budgets.

It should be noted that this budget includes both Grande Prairie and Fairview campuses.

PROJECTED CONSOLIDATED STATEMENT OF OPERATIONS

Table 6: Projected Consolidated Statement of Operations Revenue Operating Budget Summary

REVENUEBUDGET PROJECTION

2010/11 2011/12 2012/13 2013/14

Grants Note 1 $ 41,629,319 $ 41,629,319 $ 41,629,319 $ 41,629,319

Tuition and Fees Note 2 10,396,421 10,396,421 10,396,421 10,396,421

Sales,

20102014 Business Plan

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