Professional Documents
Culture Documents
TO: The Ministry of Training, Colleges and Universities FROM: Dr. Daniel Patterson, President, Niagara College Canada
Part 1
knowledge and skills they gain and program quality, highlighting the strong connection between their NC learning experience and industry. Further enhancing the student experience, NC launched a Centre for Student Engagement and Leadership, including a cocurricular record to recognize the additional competencies developed by students through on-campus involvement and community service.
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Centre, several incubators, the Niagara Angel Network and industry associations. Over the past three years, Niagara Research, the research and innovation arm of NC, has attracted and managed $5.9 million dollars in support from NSERC, CFI, FedDev, ORF, OCE, CONII and industry. These funds support, per year, 35-50 projects with industry involving 75+ faculty and up to 1,000 students, providing our students with direct links to innovation, industry, and success as graduates. These projects directly support regional economic growth through the development of new or improved products, services, and business practices for SMEs. Based on institutional strengths and industry demand, NC has prioritized research efforts in three centres of excellence: culinary, food, beer & wine; advanced manufacturing; and precision agriculture & horticulture.
leader in Ontario in delivering a high quality student experience resulting in high student satisfaction. Building further on our track record of enhancing productivity, NC has worked with colleges that use a common enterprise system (PeopleSoft) to share development and leverage the systems to enhance efficiency; introduced a revamped academic schedule that will enhance student retention while maximizing our resource utilization; and has been an early adopter of shared purchasing, both at the regional and provincial levels. The recent $90 million Master Plan campus transformation provided an opportunity to incorporate new green technologies into our facilities, lowering NCs environmental impact and reducing operating costs. This includes a geothermal heat pump at the Rankin Technology Centre and 500 solar panels as part of Ontarios Feed-in Tariff program generating $120k per year in revenue. Green roofs, which use vegetation to absorb rainwater and provide insulation, were installed in several areas. A chiller replacement at the Welland Campus has drastically reduced energy consumption while obtaining Welland Hydros largest Retrofit rebate (full details at: www.niagaracollege.ca/sustainability). Revenue diversification such as an increase in International summer programs not only increases the utilization capacity of classrooms but also generates revenue from International ESL students and cohort programs.
Operational Excellence.
NC is strongly committed to continuous improvement, while delivering top-quality programs. Embedded within NC is an entrepreneurial culture, with all staff understanding that success means working within financial realities. Currently, NC is among the lowest-funded colleges on a per-student basis, yet it remains a
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Part 2
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Part 3
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Part 3
Priority 2:
Support the re-building of Niagara Regions advanced manufacturing through new and enhanced programs and research support for SMEs.
Niagara is experiencing a massive transition in its manufacturing sector, and seeing growth opportunities in newer technology sectors such as renewable energy. NC has been identified as a key resource in leading the transition to these new economic opportunities. As highly competitive global markets emerged, outdated/inefficient technological infrastructures hindered the competitiveness of manufacturing in Niagara, and the absence of local, industrybased applied R&D rendered many firms vulnerable. As the sole PSE institution in Niagara with engineering capabilities, NC will be the only regional entity able to address the imperatives of this new manufacturing paradigm with strong programming in advanced manufacturing and state-of-the-market equipment. In addition, Niagara Research, the research and innovation arm of NC, has dedicated staff and a track record of success in responding to industry needs. Over the past three years, Niagara Research has attracted over $5.9 million to fund 35-50 projects per year with industry involving 75+ faculty and 625-1,000 students. Goal 1: Expand and enhance support for the manufacturing and materials sector through three year degrees. NCs Technology Division provides well-established Engineering Technician and Technology programs in Mechanical, Electronics, Electrical, Photonics, Construction and Computer Science, forming the technical workforce of tomorrow. The two and three year programs are often laddered to one another and to graduate certificate programs and degree completion options that allow students to determine their own further educational pathways. The degree completion opportunities are limited in technology areas, and require that the graduate relocate as programs are not available in the community. This is exacerbated by an increasing number of employment opportunities requiring a degree for consideration, creating a barrier for our graduates. Our three-year Advanced Diplomas meet many if not all of the requirements to be considered as three-year Baccalaureate degrees within the Ontario Credentials Framework. It is NCs desire to convert many of its three year advanced diplomas to degrees, thus enhancing student employment opportunities as well as increasing the market recognition of the credential when recruiting internationally. The nomenclature change would also more appropriately recognize the level of academic achievement that our programs provide in a global environment.
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Part 3
Priority 3:
Expand our cluster of Business programs in hospitality, international commerce and supply chain logistics, linked to the Niagara Regions position as a unique worldrenowned travel destination and a major international border crossing.
Global tourism and trade have changed dramatically in the last decade. Today international trade is more dynamic, fluid and integrated across countries and industry sectors. Bolstered by current and planned investments in the regions transportation and border management infrastructure, Niagara is positioned to maximize the advantages of its brand as a global tourism destination and its strategic links to continental and international trade. Niagaras strategic location and connectivity into North American transportation, trade corridors and consumer markets is explicitly recognized by the Province. In its policy document, Places to Grow 2006, Niagara is specifically designated as the provinces singular location for the establishment of a Gateway Economic Zone and Centre, a new economic growth hub for Ontario that will become the focus of investment and new forms of economic activity. This anticipated growth in manufacturing, logistics, and border management activities will be supported by responsive, flexible programs that NC wants to establish as the new economic gateway takes shape. Global changes in the business environment, such as new degree requirements to obtain accreditation in human resources and accounting, have limited the pathways for NC grads. Increasingly students need flexible learning opportunities, so that they can move through their studies at their own pace and schedule learning around work and other commitments.
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Goal 1: Expand program offerings related to international trade to incorporate new three year degrees and Honours degrees and prepare articulated pathways for students to these programs. NC has clearly demonstrated that it can develop and deliver degrees to support the key trade sectors of Niagara. The Hospitality Operations Management degree, developed in partnership with George Brown College to provide enhanced student experiences and institutional efficiency, has gained wide market acceptance. NCs degree in International Commerce and Global Development was honoured with the ACCC 2011-2012 Silver Program Excellence Award at its annual conference. New four-year (Honours) degree proposals have been submitted to the Minister for programs in Accounting and Human Resources. NC is developing a four year (Honours) degree in Trade Logistics, and would convert several of its Advanced Diploma offerings to three-year baccalaureate degrees. Goal 2: Enhance student preparation for international work through the Be World Ready program, and international placement opportunities for all programs in the cluster. NC has been recognized as a leader in creating an intercultural learning environment by bringing the world to Niagara through international students, partnerships and development projects. NC is now positioned to harness this potential by strategically and embedding international applied learning opportunities on-campus, within the community and around the world - where students can develop the intercultural skills and citizenship values that will distinguish them as being not only job-ready, but world-ready. The college intends to build upon a growing base of international students attracted to Niagara College and expand efforts to internationalize campus life for staff and students through a rich array of special seminars, the hosting of international guests, staff and student exchanges with institutional partners abroad, and participation in development projects.
Goal 3: Develop a learning enterprise in which Business students assist other graduating students to start up their own enterprises, as well as work with existing companies to support business planning and market expansion. The launch of an innovative learning enterprise will increase the supply of graduates in key economic sectors and enhance student mobility and employment, supporting new business development and start-ups. It is expected that 10 teams will assist 100 students annually. Goal 4: Expand and support the use of on-line and blended delivery methods for programs. NC is a founding member of Ontario Learn, an innovative consortium of all Ontario colleges that provides opportunities to thousands of students each year to enroll in on-line courses. The use of on-line courses from Ontario Learn, other institutions and existing networks will be further integrated into our programs, to increase student flexibility and minimize development and delivery costs. Based on the learning needs of our students, NC has increased our number of campus-based hybrid courses, which blend distance and in-class elements. Drawing materials from other leaders in our program areas will improve efficiency and improve quality. Enhancements to the support for both students and faculty in using new and evolving technologies will be built on best practices from other colleges and post-secondary institutions in Ontario and beyond.
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