Institutional Vision, Proposed Mandate Statement and Priority Objectives

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2 Ministry of Training, Colleges and Universities Institutional Vision, Proposed Mandate Statement and Priority Objectives A submission to begin the process of developing strategic mandate agreements (SMAs): To: The Minister of Training, Colleges and Universities From: Gordon C. MacDougall Interim President and CEO St. Lawrence College

3 PART 1: St. Lawrence College Proposed Mandate Statement Colleges serving smaller communities act as comprehensive access/specialized institutions that must maintain a breadth of programming to serve the economic development of the regions despite a geographically dispersed population. These colleges directly connect graduates to employers with each college-educated employee elevating the fabric of their small or aboriginal community. Colleges Ontario Vision Document St. Lawrence College serves the cities of Kingston, Brockville and Cornwall and the largely rural surrounding counties. With 80% of 75,000 graduates continuing to live and work in Eastern Ontario, the college is integral to the fabric of the region. St. Lawrence campuses are the only post-secondary institutions in Brockville (Leeds and Grenville) and Cornwall (Stormont, Dundas and Glengarry). In Kingston (Frontenac), the college represents the accessible post-secondary option since both Queen s University and the Royal Military College have restrictive, albeit different, entrance requirements. In addition to providing programs and services for nearly 7,000 students, St. Lawrence is a vital partner with the regional SME community, working directly with more than 200 businesses annually to help them grow and prosper. Under the aegis of the Ministry of Training, Colleges and Universities visioning framework, the St. Lawrence College mandate is as follows: St. Lawrence College meets the learning needs of post-secondary students in Eastern Ontario and supports, through education and training, the economic, social and cultural needs of the communities we serve. As the primary provider of cost-effective, accessible education in our region, we are our communities pathway to educational opportunity. To that end, we are committed to: increase the number, range and quality of our institutional partnerships to enhance student choice and enable mobility; leverage our experience and expertise to provide distinctly different learning opportunities that enable excellence in both teaching and research; harness the power of technology to offer new and innovative learning modalities and a more flexible learning model. Over the past five years, St. Lawrence College s net assets position has increased from $1.8 million to $17.4 million through productivity and efficiency savings. In accordance with this mandate over the next five years, St. Lawrence College will continue to deliver productivity gains, targeting an increase of 10% at the end of the period. 1

4 PART 2: St. Lawrence College Vision Statement St. Lawrence s vision statement is to be a great learning college. Since 2010, this vision has served as an aspirational goal, galvanizing stakeholder groups in pursuit of organizational transformation to ensure St. Lawrence can outperform on processes and programs that deliver value for students and our communities. The vision is supported by the priorities outlined in the St. Lawrence College Strategic Plan, which, as it turns out, is entirely congruent with the principles and parameters distributed in September 2012 by the Government of Ontario (See Strategy Map, page 8): Learning Excellence: Evaluate college-wide learner support services and develop action plans to enhance their effectiveness for learner success; examine college program delivery for optimal relevance, flexibility, and service to learners with increasing needs and expectations; develop alternative/flexible delivery models; and create niche programming and Centres of Excellence. Community Engagement: Develop high value, high return, external partnerships; focus on regional business development and applied research; and provide leadership in community initiatives that promote environmental sustainability. Institutional Strength: Continue campus revitalization initiatives with significant infrastructure investment dedicated to student success; strengthen financial stability; capitalize on Strategic Enrolment Management; and focus on professional development initiatives. The following examples provide clear evidence of the college s ability to successfully execute large-scale transformation initiatives and deliver on these priorities. Learning Excellence and Community Engagement Centre of Excellence in Sustainable Energy: Based on the programming alone Energy Systems Engineering Technician, Energy Systems Engineering Technologist, Wind Turbine Technician and Geothermal Engineering Technician the Centre of Excellence in Sustainable Energy positions St. Lawrence College as one of the leading colleges in renewable energy education in Canada. Salient features of the centre include: Completion of Energy House, the college s off-grid renewable energy technology demonstration facility. Incorporation of renewable energy components into new buildings (e.g. Solarwall heating systems are installed on the Kingston campus). Completion of a $6.5 Million energy audit and resulting conservation program to create an annual energy savings of $600,000 and reduced annual greenhouse gas emissions of 1,400 tons. Opening of the Sustainable Energy Applied Research Centre (SEARC) with $3.5 million in NSERC support to provide applied research services to Eastern Ontario SMEs in areas that include prototype development, field testing and commercialization. 2

5 Completion of the largest rooftop solar photovoltaic project (250 KW) at any educational institution in Canada. Continuation of strong commitment to SWITCH, a network of businesses, research and educational institutions, public sector participants and community minded volunteers working to position the Kingston region as a leading centre for renewable energy. St Lawrence is a founding partner of the now 100+ member organization. Supporting and engaging in community initiatives such as Sustainable Kingston. Institutional Strength Deficit Management Plan: St. Lawrence is now a model for many colleges, having successfully executed a multi-year plan that focused on integrated planning, accountability and decision-making: Engaged over 100 college staff members in the process. Developed and implemented recommendations on the efficiency and productivity of nearly 50% of the college s academic programs and all support services. Developed and implemented new procurement policies, many of which were farther reaching than the recommended Broader Public Sector Purchasing guidelines. Eliminated St. Lawrence s accumulated deficit for the 2009/10 fiscal year by driving enrolment increases, revenue increases and operating surpluses (reinvested into the college) each year since the plan was implemented. A myriad of other activities, underway or completed, support the priorities and demonstrate St. Lawrence s commitment to its students and engagement with its communities. (Please see St. Lawrence College s Annual Report to the Minister for a more comprehensive review.) What sets St. Lawrence apart is a demonstrated ability to successfully reconcile the challenges of growth and maintaining efficiency and productivity by differentiating unique program clusters in all areas of the organization, providing core programming, complementary services and access to post-secondary education opportunities. 3

6 PART 3: St. Lawrence College Priority Objectives The three priority objectives are consistent with St. Lawrence s proposed mandate, align with the Government of Ontario s principles and parameters for post-secondary education, and clearly advance the government s overriding theme of productivity through innovation. PRIORITY OBJECTIVE #1: Increase the number, range and quality of our institutional partnerships to enhance student choice and enable mobility St. Lawrence is committed to expanding post-secondary options for local students through partnerships and articulations as well as program redesign and development. One of the goals outlined in the Memorandum of Understanding signed in November 2011 with Queen s University strives: To build on and promote our capacity to translate knowledge into practice through well-educated and well-trained graduates who have the skills and knowledge to thrive in and contribute to our 21st century society and economy. In turn, the college is creating opportunities for students to receive an applied credential through St. Lawrence concurrent with their Arts and Science degree at Queen s. The ideal model would allow completion of both credentials in the time it would normally take to complete the university degree. This initiative uses existing college programming but has also precipitated the rapid development of an Ontario College Certificate and five Ontario College Graduate Certificates to maximize student choice at the college level. Other elements of this initiative include credit-transfer and joint programming initiatives. This MOU is also supported by the work currently underway to develop a St. Lawrence College business degree to replace the successful Bachelor of Business Administration, currently delivered under the consent of Laurentian University but from which that university has indicated its intent to withdraw. St. Lawrence is committed to making any curricular modifications needed to ensure its graduates can access any Ontario Council on Articulation and Transfer (ONCAT) pathway created for a St. Lawrence diploma program. Currently, the Associate Dean of the School of Business at St. Lawrence is leading the development of business program pathways for the Ontario college system. Working with specific international partners in Ireland, New York State and in other countries, St. Lawrence is also creating program pathways for our graduates to attain baccalaureate credentials in the least amount of additional study time. The added benefit of an international experience broadens personal horizons and develops global citizenship. Finally, St. Lawrence endorses Colleges Ontario s position to strengthen the degree-granting ability of colleges. Since 2004/05 St. Lawrence has paid $5.1 million to Laurentian University for royalty/collaboration expenses and the right to provide degree studies in nursing. Current annual royalty/collaboration costs are $443,000. With total current annual faculty and support delivery costs for the BSCN program at $4.8 million, even 5% productivity/efficiency savings would amount to $240,000 annually and a total annual savings of $683,000. 4

7 PRIORITY OBJECTIVE #2: Leverage our experience and expertise to provide distinctly different learning opportunities that enable excellence in both teaching and research St. Lawrence College has a history of excellence in the education of Ontarians in the principles and practices of Applied Behavioural Analysis (ABA). The three programs currently offered in this field the Behavioural Psychology degree program, the Behavioural Science Technology diploma program and the Autism and Behavioural Science graduate certificate program comprise the only single-institution cluster of its kind in Canada. Endorsement of the Centre for Behavioural Analysis, Research & Intervention in the Community at St. Lawrence positions this unique program and service cluster as a provincial resource for best practices in community-based behavioural interventions. There is an identified need in many Ontario communities for the provision of additional Family Centred Care for children and youth with mental health and behavioural disorders such as developmental disabilities, acquired brain injuries, ADHD, conduct disorders, addiction and autism. St. Lawrence faculty are already providing applied research and have the capacity to oversee and partner in additional research projects. The research helps inform and disseminate evidence-based best practices for all ABA service providers, funders and decision-makers. The centre will primarily be a service delivery facility providing ABA intervention and treatment for children. It will be hosted by St. Lawrence College and governed by a board comprised of experts and experienced practitioners. By hosting the centre, St. Lawrence will provide a facility, data and observational opportunities for original research in the field of Behavioural Analysis and provide new and expanded opportunities for students and teaching staff. Students will learn theory in the classroom and apply theory in the centre through observation and participation. Additionally, the centre will provide much-need placement opportunities to grow enrolment in the programs. Application rates continue to increase within the Behavioural Science program cluster: there has been a 17% increase in the Behavioural Science Technology Advanced Diploma program over the past two years; the Autism and Behavioural Science program attracted 108 applicants for 32 available seats for Fall 2012; the Behavioural Psychology Bachelor of Applied Arts program has seen a 14% increase in applications since Fall 2010, with over 400 applications for 80 available seats for Fall Feasibility studies and business plans are completed and work is already underway with plans to officially open in March with the first client sessions beginning in May

8 PRIORITY OBJECTIVE #3: Harness the power of technology to offer new and innovative learning modalities and a more flexible learning model St. Lawrence College is a leader in health-care education in Eastern Ontario. More than 50% of total full-time students are enrolled in programs ranging from Personal Support Worker to Health Information Management to our Bachelor of Science in Nursing offered through the college s collaborative degree partnership with Laurentian University. The concept of a virtual hospital is an innovative approach to teaching and learning that leverages technology to significantly improve current practices. Students are exposed to the full range of human conditions, many of which are not often seen in clinical placements. Simulation ensures that even relatively rare conditions are witnessed by students. At St. Lawrence, we are already using elements of the virtual hospital including our human simulators and the Neighbourhood Video Series (adapted for the Canadian marketplace by one of our faculty members). As it evolves, the virtual hospital can reduce the number of hours of clinical placement required for students in health care and community service programs. Further, while PN, BScN and BPsych programs at St. Lawrence College are consistently oversubscribed, enrolment is capped by the availability of clinical placement opportunities. Overall Health Sciences applications have increased by 18% and the Practical Nursing Diploma program and the Bachelor of Science in Nursing partnership program with Laurentian University applications have increased by 40% over the past two years. Use of the virtual hospital will allow the college to amortize conventional placement opportunities and grow our health-care enrolment. This approach to education offers tremendous opportunities for gains in productivity. However, it must first be endorsed by accrediting bodies including the Canadian Association of Schools of Nursing, the Ontario College of Nurses and the PEQAB. With these approvals in place, the model could be adopted by every educational institution offering health-care education. The college s applied research plan cites Nursing and Health Sciences as priority fields of research focus due to strong programming and the Kingston region s proportionately high number of health-care sector employers. The operation of a virtual hospital provides exceptional applied research opportunities, which can help the college play a timely and appropriate leadership role in the field. St. Lawrence can essentially function as a living lab offering well-documented best practices to the industry. College professors and students will be well-positioned to study virtually-centered diagnostics, patient care, and teaching and learning practices. In addition to supporting the research and educational needs of students and health sciences programming, the virtual hospital would also be positioned as a key regional resource. An advanced, virtualized healthcare environment would serve the training, development and research needs of other health-care providers within the region. Focusing initially on the South Eastern Ontario Local Health Integration Network, the college would undertake consultation and needs assessments of how such an advanced resource may augment or enhance workforce training and development for member agencies. Partnerships with community public health and acute and rehabilitative care hospitals within the region could create new shared service and workforce development models. 6

9 As an extension of the experiential learning through a virtual environment, St. Lawrence College will also explore outreach opportunities in skills training and development. The college s work, particularly with rural and remote First Nations communities such as Peawanuck, Kashechewan, Attiwapiskat and Fort Albany, could be exemplary as we export virtual experiential learning such as specific basic and advanced skills for health-care and allied health practitioners in these remote areas. As well, this delivery strategy has the potential to extend the Applied Behavoural Ayalysis model described under Priority Objective 2. 7

10 Strategy Map Ministry of Training, College and Universities and St. Lawrence College MINISTRY OF TRAINING, COLLEGES AND UNIVERSITIES VISION Ontario s colleges and universities will drive creativity, innovation, knowledge, and community engagement through teaching and research. They will put students first by providing the best possible learning experience for all qualified learners in an affordable and financially sustainable way, ensuring high quality, and globally competitive outcomes for students and Ontario s creative economy. 1: PUTTING STUDENTS FIRST Ontario s postsecondary education sector must be student-focused. Support for improvements to the quality and affordability of education, and the student learning experience, are key to expanding the choices students have in content, delivery and learning models. PRINCIPLES 2: MEETING THE NEEDS OF THE CREATIVE ECONOMY Transformation will require a redefinition of the role of higher education to serve the foundational needs of the new creative economy, and to ensure that Ontario s postsecondary education remains internationally competitive. 3: FOCUSING ON PRODUCTIVITY, INNOVATION & SUSTAINABILITY Government policy will work better with institutional goals to further encourage the conditions under which universities and colleges can adopt a modern and relevant curriculum, use innovation to achieve higher levels of productivity, and are financially sustainable to reflect new economic realities. PARAMETERS PARAMETERS PARAMETERS 1.1 Focus on student choice; improve the quality and affordability of post-secondary education. 1.2 Increase student mobility by removing barriers to effective credit transfer within Ontario and ensuring the recognition of Ontario credentials abroad. 1.3 Offer students better choices in the modalities and approaches to learning through adoption of new technology and approaches to learning, and flexible course and degree structures. 2.1 Achieve Ontario s goal of a 70% postsecondary attainment rate, ensure relevance to the labour market, and recognize that many students will aspire to start businesses rather than become employees of others. 2.2 Ensure that graduates have the knowledge and competencies to succeed in the workforce and reinforce the value of undergraduate liberal arts and science education as a foundation of our civil society. 2.3 Increase engagement and partnerships between institutions and the community, and where appropriate develop programs that erase the wall between the classroom and the workplace. 3.1 Continue to give priority to differentiation by focusing on institutional strengths and areas of excellence, and the changing needs and demands of our society. 3.2 Strategically manage enrolment and program growth, and explore cost efficiencies through shared or integrated services. 3.3 Develop strategies to improve productivity through innovation in teaching, technology, infrastructure, program and degree organization, partnerships with businesses and community, and leveraging and pooling institutional resources. MANDATE St. Lawrence College meets the learning needs of postsecondary students in Eastern Ontario and supports, through education and training, the economic and social needs of the communities we serve. As the primary provider of cost-effective, accessible education in our region, we are our communities pathway to educational opportunity. To that end, we are committed to: increase the number, range and quality of our institutional partnerships to enhance student choice and enable mobility; leverage our experience and expertise to provide distinctly different learning opportunities that enable excellence in both teaching and research; and harness the power of technology to offer new and innovative learning modalities and a more flexible learning model, overall. To be a great learning college. ST. LAWRENCE COLLEGE VISION STRATEGIC PRIORITES LEARNING EXCELLENCE Evaluate college-wide learner support services and develop action plans to enhance their effectiveness for learner success; examine college program delivery for optimal relevance, flexibility, and service to learners with increasing needs and expectations; develop alternative/flexible delivery models; and create niche programming and Centres of Excellence. COMMUNITY ENGAGEMENT Develop high value, high return, external partnerships; focus on regional business development and applied research; and provide leadership in community initiatives that promote environmental sustainability. INSTITUTIONAL STRENGTH Continue campus revitalization initiatives with significant infrastructure investment dedicated to student success; strengthen financial stability; capitalize on Strategic Enrolment Management; and focus on professional development initiatives. SLC OBJECTIVE 1 Increase the number, range and quality of our institutional partnerships to enhance student choice and enable mobility. PRIORITY OBJECTIVES SLC OBJECTIVE 2 Leverage our experience and expertise to provide distinctly different learning opportunities that enable excellence in both teaching and research. SLC OBJECTIVE 3 Harness the power of technology to offer new and innovative learning modalities and a more flexible learning model. 8