This action might not be possible to undo. Are you sure you want to continue?
Institutional Vision, Proposed Mandate Statement and Priority Objectives
A submission to begin the process of developing strategic mandate agreements (SMAs): To: The Ministry of Training, Colleges and Universities
Sylvia Barnard, President Cambrian College
Part 1: Cambrian College – Proposed Mandate Statement Cambrian will be the North’s lead post-secondary institution in student-centred learning and services, collaborative pathways, proven industry ties, and innovative approaches to public, private initiatives. Cambrian’s mandate To prepare learners for a quickly evolving economic, technological, and social environment through innovative delivery and programmes that inspire: year-round, experiential, and life-long learning; partnerships with other organizations; and an entrepreneurial attitude while being cost effective, recognizing the special and unique needs of the north. Three priority objectives The College’s mandate leads us to hone in on the following three priorities: 1. Fulfilling careers and avocations — Ensuring Cambrian meets the “contract” we have with students; that programs we offer and deliver lead to fulfilling careers and fulfilling avocations whether those programs are delivered in person, on-line, or through experiential learning and in such as way that these programs are high quality, affordable, and responsive to students’ and employers’ needs. 2. Responsive to student and industry needs — That Cambrian’s programs reflect the changing nature of the northern economy from resource extraction to applied science, skills, and intellectual creation; that our existing and new programs reflect the changing nature of our student’s aspirations and their ability to be employed locally or internationally whether they are entrepreneurs or employees; and that we prepare well-rounded graduates who are both successful in the classroom as well as in the “real world” as community-minded citizens. 3. Optimize the use of our financial and staff resources — We will focus on Cambrian’s distinct strengths and advantages due to our location, specialized facilities or teachers, or relationships with other educational, private sector, not-for-profit, and government organizations — all from the point-of-view of maximizing benefits for students. Productivity Goal 4.2% over next three years; anticipate similar levels of productivity improvements for remainder of ten year period. Part 2: Cambrian College — Vision Cambrian’s vision Cambrian is Northern Ontario’s preeminent college and a key regional economic driver. Our graduates are proud of their education and aspire to be the best for themselves and their communities, and to make a difference in the world. Cambrian provides world-class applied learning, labour force development, and research through flexible, responsive, and caring student success practices; by striving for excellence in instruction, engaging students using hands-on, life-changing learning; and by remaining accountability in all that we do. Mission To fulfill our vision, we strive for the following (from Cambrian’s strategic plan): • • We lead with our commitment to diverse learners. We teach and learn through quality education that responds to the needs of the community.
We balance hands-on experience with the knowledge and skills essential for personal and professional success.
Commentary As is the North’s premier centre of learning in skills and trades especially in the resource sector, Cambrian College has responded quickly and creatively to actual and anticipated needs of students and industry by offering unique and/or top-of-the-line programs that make the most effective use of new teaching tools, experiential learning, and technology whether it is the classroom, on line, on-the-street, or at the workplace. Cambrian has, over the last two years, undertaken a comprehensive college-wide process to redesign our institution and refine our focus on our learners to ensure long-term sustainability. In alignment with our Strategic Plan and principles, we have prioritized services, eliminated duplication, improved efficiency and planning, and changed instructional and service delivery. In particular, we have developed innovative private/public partnerships to manage those activities that are critical to the operation of the corporation while maintaining our primary focus on the provision of high quality education and training to our learners. Cambrian students learn in 4-D…the classroom, the community, on the job, and around the world. Of particular note are the following: • Applied mining and skills development • Cambrian is the global leader and “go to” training partner for applied mining and skill trades. • Cambrian is the first to deliver e-Trades online learning to meet the needs of a growing economy. • Partnerships • Cambrian is revolutionizing the business of education with sector-leading 3P initiatives, increased entrepreneurial activity and productivity. • Cambrian brings quality, career-building learning to Ontarians through our classrooms, labs, and now online or virtually to homes, communities and businesses everywhere. • Cambrian collaborates across the post-secondary landscape…in research, program delivery, and administration. • Accountability • Cambrian is the only Ontario college that holds itself accountable through its annual Performance Scorecard and one-of-a-kind Graduate Profile. Part 3: Cambrian College – Priority Objectives Priority #1: Fulfilling careers and avocations A. How achievement of the objective will affect your total enrolment and enrolment mix. Achieving this objective will affect the following: • • • Enrolment growth by credentials and level of study mix: 100 new FTE per year Program approval requests and future program mix: N/A Balance between teaching and research focus: N/A
B. Any distinctive advantage, strength or characteristic of your institution…
Cambrian has a number of real advantages when it comes to delivering programmes to students, including: • • Program Standards/Flex Learning Plan • Service learning, applied research, and flexible delivery options are required in every program. Virtual capabilities • 12 classrooms for virtual delivery. • eDome multimedia production facility • Provides innovative multimedia communication solutions and production management expertise in a unique, world class high tech production studio. • Enables virtual program delivery and video/web conferencing for enhanced student access and revenue generation through corporate and contract training. VALE Mobile Trades Training Lab • Only one of its kind in eastern Canada. The 53' trailer deploys in minutes to expand to 1,000 square feet of instructional space for remote onsite instruction. • Fully-automated, climate-controlled lab has all of the features of a high-tech classroom - touch screen controls, projector, drop-down screen, wireless internet, and satellite. • Fully plumbed and wired, accommodates a variety of technology/trades disciplines – welding, electrical, millwright, chemical engineering, health sciences, machining, gas fitting and heavy duty equipment.
These advantages have recently resulted in the following: • 16 post-secondary programs available in alternative, flexible formats • Power Engineering 100% online/virtual. First cohort fall 2012; only offering of its kind in Canada. • Innovation Fund for faculty to experiment with new approaches for technologically enhanced teaching. Supported by the Quality Assurance Teaching Centre (QTRC) coordinator, eLearning and IT teams. • Skilled trades delivered through VALE Mobile Trades Trailer in three remote locations across north. • Support for distance learners through real-time online tutoring. • Recent delivery collaborations with Northern College to deliver level-one apprenticeship training to Aboriginal students in Kirkland Lake with our Mobile Trades Trailer and Confederation to deliver Medical Laboratory Technology virtually to students in the Thunder Bay region. C. The timeframe for achieving the objective, resource allocations or redirections required… Time frame for achieving our objectives is five years. To measure our progress, we will use the following metrics/targets: • Heavy Duty Equipment apprenticeship January 2013; four more by 2017. • 100% programs with flexible delivery options • 20 virtual classrooms by 2013 • 5% reduction in academic cost per student • 50% reduction in development costs; 50% increase in productivity stemming from collaborative agreements • 10% increase in student satisfaction Resource allocation —$350,000 annually out of operating to date for 2012 D. Where applicable, the innovative initiatives that your institution is pursuing to improve…
Launch eTrades initiative to increase access to skilled trades/technology programming for learners in rural and remote communities. • Apprentices will participate online/virtually for theory and face-to-face for lab components. Using a modular approach, online components are developed using eDome capabilities to produce professional caliber content demonstrating practical applications. • VALE Mobile Trades Trailer will be deployed to rural and remote regions where lab access may not be readily available. Expand Flex Learning model • Create Flex Learning options for all programs. • Leverage in-house capabilities and those of existing networks (OntarioLearn , Contact North). • Focus online development of graduate certificates and third-year technology programs. • Deploy Flex Learning Mobile app (in development). Establish Collaborative approaches to program delivery • Develop collaborative approaches to developing /delivering program curricula, particularly three-year degrees, in consultation with industry and accreditation bodies. • A joint development initiative is underway with Lambton College involving Sustainable Residential Design. This program will be launched at both schools and available online. • Complete Memorandum of Understanding for Collaboration agreement with Northern, Confederation, Fleming colleges and others. • For winter 2013, pilot with Northern to share delivery of courses. Plan to scale-up this model for 2013/14. Anticipated reductions for both institutions of delivery cost. $ 1.2M over three year period; includes development, technology, delivery
E. Any public policy tools that you need to achieve the objective. Current funding model does not recognize/reward alternative delivery formats which may either compress or extend the period of program delivery. A policy is required to ensure adequate funding to support the delivery of viable alternative delivery formats. Without such support, it will remain challenging for Colleges to open up new pathways to education to meet learner and industry needs. F. How this objective correlates to one or more of the government’s principles and parameters… Principle 1: Putting Students First • Focus on student choice… • Offer students better choices in the modalities and approaches… Principle 2: Meeting the Needs of the Creative Economy • Achieve Ontario’s goal of a 70% postsecondary attainment rate… • Ensure that graduates have the knowledge and competencies… • Increase engagement and partnerships between institutions and the community… Principle 3: Focusing on Productivity, Innovation, and Sustainability • Continue to give priority to differentiation by focusing on institutional strengths Priority #2: Responsive to student and industry needs — Leading the training of Ontario’s mining and apprenticeships boom A. How achievement of the objective will affect your total enrolment and enrolment mix. Achieving this objective will affect the following: 4
Enrolment growth by credentials and level of study mix • 150 FTE per year from two and three year credentials; 270 apprentices per year. Program approval requests and future program mix • Six new technology and apprenticeships; developing 3-year degrees where applicable. • Realigned resources, suspending programs within specific clusters to redirect focus to strategic priorities. Balance between teaching and research focus • We are primarily a teaching focused institution with applied research integrated into programs for student and faculty experience.
B. Any distinctive advantage, strength or characteristic of your institution… We have particularly strong ties with Northern industries and the booming resource sector. This gives us the following advantages: • By 2021, Ontario will need to hire more than 15,810 trained workers to address mining sector labour needs alone. As the confirmed location for the new $1.85 million smelter for the “Ring of Fire” Chromite operation, Sudbury remains a stronghold for mining and hotbed for skilled trades and technology innovation within Ontario and Canada. Cambrian is the largest trades/technology college in northern Ontario largely attributable to very strong industry ties/support. One of two in Canada to offer a nationally accredited Mining Engineering Technology program. Globally recognized for mining with international programs in Tanzania, Zambia, and Malawi to Peru and Chile. State-of-the-art trades labs; added $1Million dollar “material handling circuit” unique to Ontario. Originator of CODAP model; largest number of CODAP programs (6) in north. Graduation rates for trades and technology programs consistently exceed provincial benchmark (70%). First northern college to join CONII. Cambrian’s SkyTech (the Skills Technology Institute), our training supplier for northern Ontario which is led by a consortium of representatives from industry, education and government. Cambrian’s Wabnode Centre for Aboriginal Services supports 600 students on campus as well as in their home communities through collaborative training partnerships.
• • • • • • • • •
These advantages have resulted in a number of recent successes, including: • Pathway agreements • Agreements to accept graduates from Confederation and Northern Mining Techniques/ Technician programs. • Agreements in place with Aboriginal Educational Institutions, e.g. Oshki. • Innovative Solutions • NORCAT, NOARC, the Glenn Crombie Centre for disability services, eDome, Xstrata Nickel Sustainable Energy Centre (a LEED’s Gold centre for integrated applied research and academic programming), and the VALE Mobile Trades Trailer. • Three year strategic plan for applied research focusing on mining engineering technologies/ trade applications. • Financial and enrolment gains • 35% increase apprenticeship enrolments; 45% increase in mining programs. • Over $1M revenue from international projects related to mining over last two years. • $2.9M in industrial training revenues through SkyTech over last three years. 5
• • • •
Over 30 applied research projects with funding from NSERC, CONII, GSDC, Laurentian University and private industry. 10 student intern research jobs provided over last two years. 5-year MOU for applied research with new global technology company. Applied Research Partnership agreements with NORCAT, CEMI, Laurentian University.
C. The timeframe for achieving the objective, resource allocations or redirections required… Time frame for achieving our objectives is five years. To measure our progress, we will use the following metrics/targets and tools: • 10% increase in student satisfaction • 5% increase in employer and graduate satisfaction rates • 25% enrolment growth in mining technology and trades/apprenticeship programs • 10% reduction in program delivery costs • 15% increase in graduation rate for targeted programs, such as Mining Technician • 50% increase in funded industry-led mining/technology research activities. • Existing Balanced Scorecards at institutional, divisional and program levels. D. Where applicable, the innovative initiatives that your institution is pursuing to improve… • Leveraging industry relationships to increase research capacity • Establish first college Chair in Mining and Applied Research in partnership with industry. • Project Cost: $350K over three years; matching industry; NSERC Industry Research Chair matching by year 4. Collaboration agreements for shared delivery • Establish shared delivery model between Colleges with common trades/mining programs — virtual delivery of theory; in-community practical components, augmented by Mobile Trades Trailer. • Project Cost: $200K over two years; includes development and trailer operational costs. Enhanced recruitment • NSERC funded Promo Science Initiative: 3-year proposal to promote careers in science/technology to elementary/secondary students across north. Delivered in their home communities, using Mobile Trades Trailer and a variety of social media. • Aboriginal and international recruitment strategies. • Project Cost: Cambrian’s contribution is 1/3 of project total = $50K per year for three years;
E. Any public policy tools that you need to achieve the objective. • Applied research funding should be within MTCU “envelope”.
F. How this objective correlates to one or more of the government’s principles and parameters… Principle 1: Putting Students First • Offer students better choices in the modalities and approaches… Principle 2: Meeting the Needs of the Creative Economy • Achieve Ontario’s goal of a 70% postsecondary attainment rate… • Ensure that graduates have the knowledge and competencies to succeed in the workforce… • Increase engagement and partnerships between institutions and the community…
Priority #3: Optimize the use of our financial and staff resources A. How achievement of the objective will affect your total enrolment and enrolment mix. Achieving this objective will affect the following: • Enrolment growth by credentials and level of study mix • Increase in corporate training; graduate certificate credentials. • Program approval requests and future program mix • May result in new programs being developed to meet industry/corporate needs. • Balance between teaching and research focus: No affect. B. Any distinctive advantage, strength or characteristic of your institution… • Student-Focus Strategy • Revitalized customer-service model • Fall 2012, unveiled new One-Stop Enrolment — a sector-leading service delivery model integrating all related services (financial aid, admissions, welcome centres, records/ registration) into one area. • Introduced a structured customer relations management approach in all interactions with students. • Student Retention/Recruitment initiatives • Introduced Cambrian Learning Account Program funding for students in underrepresented target populations. • Introduced 15% Graduation Tuition Rebate program. Public Private Partnerships • Sale of Student Residence — Cambrian will be Canada’s first college to successfully sell its student residence. The P3 partner purchases 677 bed residences for $25.5 million and builds up to 422 new beds at no cost to the college in exchange for future profits. Partnership is in final stages, all approvals in place, new residences scheduled for construction start in Spring 2013. • Health Sciences Building/Retail Services P3 — The P3 partner builds academic/commercial building on leased land and provides academic space at little or no cost to the College by subsidizing College’s rent with commercial operations. Project is in progress awaiting change in market conditions to improve return to college. Business Efficiency Improvements • Introduced multiyear, responsibility centered budgeting • Developed IT collaborations with Laurentian • Outsourced security services, parking and residence management • Centralized purchasing and part time recruiting • Introduced highly disciplined contract management • Decommissioned space and extended business/program hours Entrepreneurial Activity and New Ancillary Revenues • Created centralized ancillary operations • Improved Cambrian’s net income by $1.5 million Maximizing resources • Extended class scheduling hours, expanded modular delivery within trades programs.
Some results of these initiatives include: • Improved 12% reduction in service delivery costs • $3.3 million reduction in operating expenses over 3 year period • 8% reduction in workforce while maintaining service levels 7
$1.5 million improvement ancillary net income
C. The timeframe for achieving the objective, resource allocations or redirections required… Time frame for achieving our objectives is five years. To measure our progress, we will use the following metrics/targets: • Improved ancillary income by $2.5 million • Additional 10% reduction in service delivery costs • Further $2.5 million reduction in total expenses • Additional 25% increase in part-time enrolment • 10% improvement in student satisfaction D. Where applicable, the innovative initiatives that your institution is pursuing to improve… • Service Learning • Service Learning Store Front – Establish Service Learning Store Front location in downtown core where students across programs will offer free services to community in exchange for credits. • Project Cost: $225,000 over three years; includes staffing, marketing, operations. Public Private Partnerships — Cambrian will form true partnerships with industry where both partners equally share the risks and benefits of the relationship. • Sale of HVAC Systems — Reduce ongoing system maintenance costs and offload deferred maintenance liability. The P3 partner will take on the full burden of the college with heating, ventilation and air conditioning including providing and training onsite maintainers. • Business-to-Business Service Exchange Agreements — Expand enrolment and corporate training through service partnerships where the P3 partner competes for a standing offer to provide the college services and commits to using Cambrian as its preferred provider of corporate services and actively promoting Cambrian’s diploma and certificate program to all of its Canadian employees through both financial support and facilitating annual recruiting drives. • Expanded Trades Facilities — Obtain use of new trades training space through private ownership. Entrepreneurial Activity and Expanded Ancillary Revenues • Expand retail and commercial operations on campus • Share use of Academic Facilities with commercial enterprises • Introduce internal and external commercial advertising • Lease naming rights to buildings and classrooms Efficiency Improvements • Expand collaboration to include all Northern colleges and universities and include payroll, HR recruiting and benefits in addition to IT • Outsource Selected Services
E. Any public policy tools that you need to achieve the objective. N/A F. How this objective correlates to one or more of the government’s principles and parameters… Principle 3: Focusing on Productivity, Innovation, and Sustainability • Continue to give priority to differentiation by focusing on institutional strengths… • Strategically managing enrolment and program growth, and exploring cost efficiencies through shared or integrated services. 8
Appendix A College Strategic Plan
Appendix B College Performance Scorecard Graduate Profile
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue reading from where you left off, or restart the preview.