2017-20 Strategic Mandate Agreement: Loyalist College of Applied Arts and Technology

Preamble

This Strategic Mandate Agreement between the Ministry of Advanced Education and Skills Development and Loyalist College outlines the role the College currently performs in Ontario’s postsecondary education system and how it will build on its current strengths to achieve its vision and help drive system-wide objectives and government priorities.

The Strategic Mandate Agreement (SMA):

• Identifies and explains the shared objectives and priorities between the Ontario government and the College
• Outlines current and future areas of program strength
• Supports the current vision, mission, and mandate of the College and established areas of strength within the context of the College’s governing legislation
• Describes the agreed-upon elements of the new College funding model, including:
  • a College’s enrolment plans and the initial midpoint levels of weighted funding units that will be funded in the corridor funding model during the period of this SMA; and
  • differentiation areas of focus including metrics, and targets.
• Provides information on the financial sustainability of the institution; and,
• Informs Ministry decision-making and enables Ministry to align its policies and processes to further support the College’s areas of strength

The term of the SMA is from April 1, 2017 to March 31, 2020.

The agreement may be amended in the event of substantive policy or program changes that would significantly affect joint commitments made in the SMA (e.g., Major Capacity Expansion and Highly Skilled Workforce). Any such amendment would be mutually agreed to in writing, dated, and signed by both signatories.

Ontario’s vision for postsecondary education

Ontario’s colleges and universities will drive creativity, innovation, knowledge, skills development and community engagement through teaching and learning, applied research and service.

Ontario’s colleges and universities 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 economy.

Loyalist College Mandate, Mission and Vision

Institutional mandate, mission, and vision statements describe where an institution currently is and where it sees itself in the future.

Loyalist College is developing a new vision and mission statement for 2017-2020. These new statements will be subject to further consultation in the fall of 2017.

2017-2022 proposed vision

Loyalist will be Ontario’s destination college, known locally, nationally and internationally as a deliberate choice of students and community for quality programs, student engagement and applied research, enabled by a creative, innovative and supportive organizational and learning culture.

2017 proposed mission

Loyalist College exists to support the economic, social and cultural fabric of the surrounding region through the delivery of quality education and training programs, diversity and effectiveness of student engagement and providing relevant applied research and technology transfer to business, community and industry.

To accomplish this, Loyalist College reaches globally to lead locally and provides employers with job-ready graduates.

Aspirations

The Ministry recognizes the importance of supporting institutions to evolve and acknowledges the strategic aspirations of its postsecondary education institutions. The SMA is not intended to capture all decisions and issues in the postsecondary education system, as many will be addressed through the Ministry’s policies and standard processes. The Ministry will not be approving any requests for capital funding or new program approvals, for example, through the SMA process.

Institutional aspirations

Determining aspirations is a combination of understanding the institution’s assets or value propositions to its stakeholders, coupled with an understanding of where the institution wants to go next, incorporating strengths of the region itself.

We believe our aspirations need to reflect Loyalist’s distinct qualities. These are designed in examining our attributes to see value for ourselves and others.

Our assets include:

• Our location, which is positioned between major economies of Toronto, Ottawa and Montreal
• Our natural environment, which includes a 200+-acre campus in rural-urban eastern Ontario, where the surroundings are strategically linked to the growing economy, including tourism, agriculture and manufacturing. In addition, the rising cost of real estate in large urban setting has stimulated relocation to rural-urban areas, such as those in counties around Loyalist, placing local pressure on real estate costs
• Our focus on student success, demonstrated by our key performance indicators and qualitative evidence on student-faculty interaction
• Our dedicated and experienced faculty and staff
• Our community collaboration, evidenced by regional co-operation and healthy relationships with Loyalist College
• The deep connection between Loyalist College and the regional economy, where graduates are involved in virtually every aspect of the economy
• A vision that embraces our size as an asset and that sees the community that emerges as a key marketable asset to students and employees

Based on these assets, Loyalist College will:

• Focus on the student experience, ensuring that every student has the opportunity to pursue multiple pathways while on a personal journey to their destination
• Offer a five star student support experience including the continuum of learning from pre-application to graduate, through a 24/7 operation, and a flexible delivery structure
• Ensure that we use our location, space and learning experience to create the “destination” experience
• Attract a student mix from the region, province, country and international locations
• Ensure that our programs, graduates, students and employees are connected to the communities we serve, regional economic needs and Loyalist’s foundational areas of strength
• Offer new programs that represent new opportunities and transitions in areas of focus; we will also review potential expanded programs in post-graduate areas, degrees and advanced diplomas
• Strengthen applied research with connections to the economy with particular emphasis on bioscience, environment (including recycling industry), natural products and health
• Seek to become the Province’s Natural Products – Medical Cannabis Quality Assurance Partner. Loyalist College is the only college licensed by Health Canada to undertake research on medical cannabis. Loyalist College aspires to be the quality testing centre for the Ontario government as decriminalization of cannabis is planned for 2018. Loyalist believes it is uniquely positioned to provide this testing and would apply revenue toward future research in the natural products and medical cannabis sector
• Loyalist College aspires to pursue degree-level credentials.

Shared objectives and priorities for differentiation

Student experience

This section captures institutional strengths in improving student experience, outcomes and success. This section recognizes institutions for measuring the broader learning environment, such as continuity of learning pathways; retention; student satisfaction; co-curricular activities and records; career preparedness; and student services and supports.

Institutional approach to improving student experience

Over the timeline SMA2, Loyalist will focus on five aspects of the student experience.

Destination college

As a destination college, Loyalist will maximize the high value students place on it as a caring institution. This will be enhanced with updated facilities designed to serve students and the needs of employers. At the same time, the student community will be diversified through increased recruitment outside of the local catchment area, both nationally and internationally. This will allow Loyalist to offer a vibrant student experience while stabilizing enrolment declines anticipated by demographic changes.

Career preparedness

The economy and the workplace are changing dramatically. Job transition is happening at an increased pace. Technology is pervasive in all aspects of work, which is dramatically affecting job seekers, employees and employers. Colleges must help their students to thrive and be resilient in this changing landscape. They also need to help students gain employability and life skills.

To achieve this, Loyalist wants its students to:

• Have a global sense of cultural understanding and Indigenous culture
• Understand social responsibility and citizenship
• Have the entrepreneurial and technology skills needed for today’s workplace

Through its curricula, Loyalist will ensure all students:

• Have abilities in entrepreneurship and technology
• Will be more resilient through good health and wellness; Loyalist will ensure its students understand and have the capacity to live healthy lives
• Appreciate environmental sustainability, through an understanding of sustainable practices in their fields, supported by increased literacy in this area

To accomplish this, Loyalist will:

1. Offer mandated and strategically positioned elective courses throughout programming
2. Thread the defined competences and outcomes across curricula
3. Establish levels of badging similar service organizations such as guiding or the Duke of Edinburgh program that recognize competencies attained.[1]

Through this approach, Loyalist students will understand the employability and life skills they are building, allowing them to create their co-curricular record. In addition, Loyalist will expand co-op based programs and develop work/social responsibility opportunities for students internationally.

Prior Learning Assessment and Recognition (PLAR)

Loyalist has well-established PLAR practices and has played a leadership role in organizing or hosting an international PLAR conference for the past 28 years. Loyalist has partnered with the Military Family Resource Centre (Trenton) to engage those in service who have been released for medical reasons often before their pensionable service and military spouses in college-level education. Loyalist will continue to expand its use of PLAR and transfer credits to enable students to successfully complete credentials.

Health and wellness services and support

Loyalist believes that it must develop proactive and preventative health and wellness measures. Loyalist must build resilience in its students and support its employees. Loyalist’s recently developed Health and Wellness Commitment identifies strategies and actions that will enable us to achieve this. Loyalist is developing capacity for assistance in residence, with evening and weekend support. It has employed a Health and Wellness Co-ordinator whose focus is the wellbeing of students.

Strategies to support student retention

To maintain students’ engagement with their education, Loyalist offers:

• Course- and program-specific peer tutoring
• Customized timetables allowing students to successfully complete their chosen program of study
• Remedial courses during break week and at the end of each semester in a compressed format
• The opportunity for students to move to a part-time status to maintain engagement with their educational path
• Learn 2 Learn / Peer 2 Peer sessions, which are facilitated by student success mentors, in collaboration with each dean and faculty. These sessions are offered once a week and have four customized modules:

1. Navigating college: exploration of services at Loyalist
2. Mastering personal skills for success: self-advocacy and communication skills
3. Mastering learning skills to succeed at college: academic tutoring, time and stress management
4. The importance of technology: increasing students' technological skills

Moving forward, Loyalist will research whether grade 12 English marks are an early indicator for success. In so doing, consideration will be given to post-registration testing of communication skills. In keeping with best practices in student retention, the focus will be on the first six weeks of the student experience and student mentors will resume the practice of meeting with individual faculty teams during weeks four, eight and 11 to discuss students presenting as being at risk.

Examples of institutional initiatives

• Continue to improve internal processes that will eliminate barriers and enable students to move easily between different areas of Loyalist and through the college system
• Using the developed three-year strategic enrolment plan, implement opportunities for alternative delivery methods, increased offerings and new program offerings
• Develop a work-integrated learning strategy that includes a formal co-curricular record and digital badging, based on the top attributes of graduates and rooted in fundamental skills that are integrated throughout Loyalist
• Introduce a formal mechanism for student feedback on student success department services to improve Loyalist’s proactive approach to addressing student needs
• Establish and implement an institutional teaching and learning framework that will ensure students are exposed to real-world applications of their knowledge through technology, learning activities and experiential learning; ensure faculty are provided with learning opportunities that enhance their teaching and optimize student engagement in the curriculum

Metrics and targets

Innovation in teaching and learning excellence

This section focuses on innovative efforts including pedagogical approaches, program delivery and student services that contribute to a highly skilled workforce and ensure positive student outcomes.

This section captures institutional strengths in delivering high-quality learning experiences, such as experiential, entrepreneurial, personalized and digital learning, to prepare students for rewarding careers. It includes recognition of student competencies that improve employability.

It begins to identify indicators of quality that are currently available and within an institution’s control.

Institutional approach to innovation in teaching and learning excellence

Loyalist is an active proponent of work-integrated, experiential and multi-disciplinary learning for students.

Currently, 84% of full-time postsecondary programming and 32% of continuing education (CE) offerings incorporates experiential learning opportunities.

Loyalist developed an educational philosophy that articulates its learning-centred approach to outcomes-based education. Essential employability skills have always been indicated in course outlines and program maps, however the course outline template evolved to enable reports on where and how often these skills are taught, assessed or both.

Through an enhanced variety of modalities and delivery methodologies, Loyalist will support further experiential learning inside and outside the classroom through the use of simulation labs, virtual excursions and technology-enhanced seminars.

Loyalist will develop a comprehensive rolling teaching and learning framework and strategy, which will enable themes such as authentic assessment to be developed as best practice and implemented across the college.

Distance education

Loyalist is a very active partner in Ontario Learn, hosting 100-plus courses with over 11,000 registrations. Loyalist is ranks second provincially for registration activity. Loyalist’s current capability in distance education consists of:

• 35 programs offered in an online format
• 25 local Board of Governor Certificates in a variety of subject areas
• Three Ontario College Certificates: Office Administration, Internet Applications and Web Development Fundamentals
• Six Ontario College Diplomas: Office Administration (Health Services), Office Administration, Internet Applications and Web Development, Diploma in Military Arts and Science, Early Childhood Education and Developmental Service Worker
• Loyalist’s distance education / CE also offers credit recovery opportunities for on-campus students; many students are able to graduate as a result of these opportunities

The majority of distance education and CE students are mature and indirect, allowing Loyalist to reach and provide access to a different segment of the population. In addition, Loyalist has used CE as an effective way to test the market for new programs. Examples include:

• Determining how distance education capabilities can be utilized to augment the on-campus learning experience
• Investigating blended learning opportunities by combining distance and on-campus offerings
• Investigating, with partners, developing a massive open online course related to the strategic clusters identified by Loyalist
• Advancing the development of Loyalist programs for distance delivery, particularly at the advanced diploma level
• Ensuring the expertise in distance education is integrated into the digital badging required for the graduate attributes

Examples of institutional initiatives

• Formalize a professional development strategy for all faculty and support systems to enhance teaching practices, including scholarship activity
• Ensure 50% of programs provide full exposure to industry / community supported applied projects. These applied projects will capture vocational learning outcomes and will also incorporate components of the proposed graduate attribute initiative.
• Traditional placements will migrate where feasible and appropriate to paid co-op opportunities and/or applied project delivery
• All students will experience at least one hybrid course delivery and one other alternate delivery methodology

Metrics and targets

Access and equity

This section recognizes institutions for their efforts in improving postsecondary education equity and access. Institutions play an important role in providing equitable and inclusive environments that make it possible for students from diverse communities to thrive and succeed.

Institutions will also be recognized for creating equitable access opportunities that can include multiple entrance pathways and flexible policies and programming, with the focus on students who, without interventions and support, would not otherwise participate in postsecondary education. Examples include outreach to marginalized youth, transition, bridging and access programs for adults with atypical education histories and who did not meet admissions requirements.

Institutional approach to improving access and equity

Loyalist is located in a rural area of Eastern Ontario, with its major catchment area being Hastings, Prince Edward, Lennox and Addington and Northumberland counties. The Hastings and Prince Edward area was ranked 91^st among 117 regions in The Mowat Centre’s study of the Hardest Places to Live in Canada (Dragicevic, Jarvis, Dorling, Hanniman and Taswell, 2015). This demographic profile, coupled with the fact that Loyalist is the only postsecondary institution in the area, requires the College to pay specific attention to accessibility and equity. Loyalist achieves this through: providing accessibility to disadvantaged groups with student financial assistance; active engagement in PLAR; providing apprenticeship, adult education and literacy training; Indigenous education; and short-term labour market-focused training.

Accessibility

Loyalist College serves a number of underrepresented groups, including:

• Indigenous students – Loyalist has a close partnership with Mohawks of the Bay of Quinte, the third-largest Indigenous community in Ontario; 11% of Loyalist’s full-time students are of Indigenous background
• Students with disabilities/student success models – A multi-disciplinary team of practitioners provides these at-risk students with coordinated services
• Lower-income students – Increased financial support for students remains a key objective; through the Loyalist College Foundation, endowment for student financial assistance totalled $10.6 million at the end of March 2017
• First-generation students – Loyalist asks these students to self-identify early in the admissions process and they receive a different level of care. Close to two-thirds of the Loyalist population identifies as first-generation. Loyalist provides specialized supports, including peer mentoring, academic enhancement workshops, extra-curricular activities and social events

Apprenticeship, adult education and literacy and basic skills

From the perspective of its access mandate, Loyalist delivers programs and services that provide valuable options and choice to students when offered independently. However, it is important to note that, when combined, these programs and services have an even greater collective impact. Through the provision of one-stop access to programs such as adult education, literacy and basic skills, apprenticeship, pathways and other types of advising, and multiple learner supports, Loyalist is well positioned to help all learners navigate the complex postsecondary landscape.

Indigenous education/truth and reconciliation commission calls to action

Ontario colleges are collectively committed to truth and reconciliation with Indigenous Peoples and will work together to:

• Understand the historical legacy of residential schools
• Identify and eliminate systematic barriers
• Continue to build culturally responsive colleges
• Build relationships with Indigenous communities
• Respect Indigenous knowledge
• Enhance opportunities for Indigenous programming to raise cross cultural awareness

Loyalist College supports these objectives. Since 2012, Loyalist College has partnered with Anishinabek Educational Institute to offer the Social Services Worker program to Indigenous communities across Ontario, delivered from AEI Muncey-Delaware campus. Students learn within a traditional Indigenous methodology. Loyalist has expanded delivery of its Social Services Worker program to the Indigenous Centre of Education, where it will be delivered in the fall of 2017. Loyalist will also continue to offer its non-credit Indigenous Construction Renovation program.

Short-term training to work

The Elevate Plus program is a pilot program funded by the Ministry of Advanced Education and Skills Development (MAESD), and led by the Quinte Economic Development Corporation. The pilot is in response to the need for sector-based solutions that better align skills training and pre-employment preparation with employers’ needs. It does this by supporting partnerships that bring together sector-based employers with relevant employment and training providers. This program integrates comprehensive job-specific skills with the direct participation of manufacturing and food processing employers in both delivery and program design.

The program aims to both support longer-term unemployed and vulnerable Ontarians in obtaining sustainable employment and succeeding in the labour market. This pilot program includes up to 10 cohorts —up to 120 people in total — with a target of up to 100 graduates and 90 people getting hired. To date Loyalist has run three cohorts of the new Elevate Plus and all graduates have been offered employment. The program provides essential employment skills and work placement experience through industry partnerships. Loyalist has 16 industry representatives participating representing seven companies, including: Vantage Foods, Global Med, Anamet Canada, CB Freezers, Trenton Cold Storage, and GH Manufacturing.

Examples of institutional initiatives

• Community Integration through Co-operative Education (two-year Ontario College Certificate) will launch for the 2017-2018 academic year for students with intellectual disabilities or significant learning challenges
• Dual credit programs in Automotive, Construction, Culinary and Early Childhood Education will help local high school students learn more about potential careers in their field of study
• Increased the number of January and May intakes for the 2016-2017 academic year for full-time programming to provide increased opportunities for students to begin their studies; Loyalist will continue to look for additional intake opportunities
• The Career and College Prep (Academic and Career Entrance Certificate) is available for mature students to earn their grade 12 equivalency, or for high school students looking to upgrade their knowledge and skills before beginning postsecondary education
• Develop and implement a cohesive college response to Truth and Reconciliation.

Metrics and targets

Applied research excellence and impact

This section captures institutional strengths in producing high-quality applied research that further raises Ontario’s profile as a globally recognized research and innovation hub.

Applied research projects create or improve products, services and processes. College applied research gives industry firms access to the skills and competencies of faculty and students, facilities and equipment and markets and networks through the colleges’ connections to local business and communities.

Institutional approach to applied research excellence and impact

Loyalist College plans to expand its applied research activities by deepening its areas of existing strength and expanding to include other areas of the college.

Loyalist is expanding its applied research to include the human, health and justice sectors. Research capabilities in this area include: implementation and evaluation of the effectiveness of human simulation technology, including medium and high fidelity simulated scenarios; and virtual learning environments. In addition, technological demands continue to increase in the healthcare system. The availability of real-world placement opportunities and the focus on interdisciplinary practice contribute to the increased need to implement evidenced-informed practices in postsecondary health care education. Research is essential to these initiatives.

Loyalist College is evolving the current Supercritical Carbon Dioxide (SC-CO2) Applied Research Laboratory into the Applied Research Centre for Natural Products and Medical Cannabis (ARC). The scope of the ARC is to respond to the natural products sector through technology development and applied research that reflects regional industry needs and supports economic growth, job creation and health and environmental impact through innovation. An area of specialization within the ARC is Loyalist’s ability to work with medical cannabis. Loyalist College is the only college with this license in Canada. Loyalist College aspires to be the quality testing centre for the Ontario government as decriminalization of cannabis is planned for 2018. Loyalist believes it is uniquely positioned to provide this testing and would apply revenue toward future research in the natural products and medical cannabis sector.

Loyalist College is building the foundation for a robust and focused applied research agenda. Recently, Loyalist College joined the Smart Agri-food innovation cluster an industry-led initiative to focus applied research efforts in the agrifood industry. Applied research at Loyalist continues to grow in many areas. Its primary focus has been in the applied sciences and skills and technology sectors. Both areas are aligned with economic growth in the region. As capacity grows additional areas of research will be added.

Applied sciences (bioscience and agritech)

• A particular area of Research Strength is within SC-CO2 Extraction Applied Research Laboratory. This laboratory was the first of its kind in Ontario and was the result of a successful industry-driven collaboration among Loyalist College, the University of Ottawa, Ontario Innovation Trust and a local biopharmaceutical company. Since the development of the laboratory in 2004, approximately $1.2 million in funded applied research projects have been supported
• The SC-CO2 Laboratory has an established track record of collaborations with industry and academia. Examples include; Bioniche Life Sciences Inc., University of Ottawa, Agriculture Canada, BASF, Nunavik Biosciences (Makavik), Ontario Ginseng Growers Association, University of Guelph, Ontario Hops Growers Association, The Canadian Bioceutical Corporation and Entomo Farms
• Loyalist students are regularly involved in funded industry-driven applied research projects. Currently, three to five funded research projects involving industry partners are investigated each year, employing four to six upper-year students annually.
• The Biosciences program offers a project-based experiential learning course, where approximately 24 students have the opportunity to work with an industry partner and apply their knowledge and laboratory skills to a real-world industry challenge

Manufacturing engineering

Another area of research strength is in Manufacturing and Engineering. Capabilities in this space integrate skills from numerous areas including: product design and drawings; prototype design and development; and product development. Collaborations with industry partners in this area include: GlobalMed Inc., County Cider, Brandneu Foods Canada Inc. and Edgar Enterprises.

Examples of institutional initiatives

Internal Capacity Building through:

• Increasing opportunities for faculty and staff to pursue research that is linked to the Loyalist’s strategic areas of focus
• Supporting student success through applied learning initiatives incorporated into college curricula
• Celebrating and recognizing faculty for their commitment to applied research

Examine areas of research excellence within schools by:

• Engagement with Loyalist community, business and industry partners in innovation, technology transfer, and appropriate research initiatives. Currently there are 10 ongoing applied research projects with nine external partnerships that represent applied research embedded in the technology curriculum, as well as the work that is being done in the SC-CO2 Applied Research Lab

Enhanced external collaboration through:

• Developing and expanding the local economy through applied research at the college
• Collaborating and engaging with community business partners, industries and other postsecondary institutions on mutually beneficial projects
• Facilitating, through applied research, Loyalist’s role in developing and expanding the local economy

Metrics and targets

Innovation, economic development and community engagement

This section recognizes the unique role institutions play in contributing to their communities and to economic development, as well as to building dynamic partnerships with business, industry, community members and other colleges and universities. It focuses on regional clusters, customized training, entrepreneurial activities, jobs, community revitalization efforts, international collaborations, students, partnerships with Aboriginal Institutes and a program mix that meets needs locally, regionally and beyond.

Institutional approach to innovation, economic development and community engagement

Loyalist is a key driver of the social and economic health and prosperity of the area, contributing 5.4% to its Gross Regional Product. This represents a regional economic impact of $530 million per year, based on a 2014 Report by Economic Modeling Specialists International.

The fact that economic development groups such as Quinte Economic Development and Trenval Business Development Corporation are co-located on the campus of Loyalist College speaks to the importance and the value of their relationship with the College. With Loyalist being the only postsecondary institution in the region, these partnerships are critical to the College and to the growth of these communities. Loyalist College has a campus in Bancroft and is expanding its delivery into the Port Hope region. In addition, Loyalist works collaboratively with communities in Prince Edward County, Northumberland, Hastings and Lennox and Addington counties.

In developing its areas of differentiation, Loyalist College utilized economic development plans in the region, key-informant interviews with government and private-sector leaders, and consultation sessions with economic developers in the region. Through these discussions, Loyalist College hosted a Startup Canada weekend for high school students in June 2017.

Economic indicators and focus on entrepreneurship

While unemployment rates remain low in the community it has an abundance of minimum-wage jobs and a number of manufacturing-based jobs. This represents a challenge for the region’s expansion. Indicators show that the manufacturing sector will increasingly be automated, which will fundamentally shift the types of jobs that will be required. The region needs layers in the economy above service level occupations to develop an innovative economy and region. Loyalist College plans to shift its entrepreneurship program out of the School of Business and place the curriculum across the college. This will involve the redesign of the entrepreneurship education course, skills-based opportunities such as pitch and hack-a-thons, maker-space, ENACTUS, the Startup Canada partnership and an accelerator program. In all of these initiatives Loyalist will ensure that it is contributing to the entrepreneurship ecosystem within the region.

Science, Technology, Engineering, Arts and Mathematics (STEAM)

STEAM builds on STEM by adding the arts. As this concept evolves, Loyalist College believes it is well positioned to make an impact, given its current strength in the media arts. The media area is evolving and students with a technology and entrepreneurial spirit associated with the arts can create new products and businesses that fulfill a need and create economic growth. As this is a new and evolving field, specific actions cannot be determined at this time. However, opportunities in continuing education through to diplomas are options. The most obvious opportunity is building entrepreneurship around arts programs and encouraging and supporting students to generate new business ideas.

Examples of institutional initiatives

Entrepreneurship Studies Business Launch Program (ESBL):Loyalist’s ESBL program offers opportunities to interested entrepreneurs. Loyalist is moving this program out of the School of Business as part of embedding entrepreneurship in all program areas of the college as a key component of a developing entrepreneurship strategy. The ESBL Program is also part of the Ontario Centres of Excellence Southeastern Ontario Campus Led Accelerator, which is comprised of Loyalist College, St. Lawrence College and Queen’s University.

Partnerships in China: Loyalist is engaged at varying levels with seven partner institutions in China. Through curriculum brokering agreements, Loyalist has approximately 240 students taking programs in China in Civil Engineering, Fitness and Health Promotion and Early Childhood Education. Loyalist is also in the process of expanding these partnerships to include Mechanical and Electrical Engineering, the Manufacturing Diploma, and the Construction Engineering and Accounting Diploma. Similar opportunities are being developed in India.

International Recruitment:Like other post-secondary institutions in Ontario, Loyalist is experiencing success in the recruitment of international students. This began through co-operation with Centennial College, where Loyalist currently has a full-time recruiter and an application processor in Bangalore India. Since then, Loyalist has expanded with agents in nine other areas in South East Asia and Africa.

Metrics and targets

Enrolment strategy, program direction, sustainability and partnerships

Enrolment strategy and program direction

Enrolment plan

The purpose of this section is to identify institutional enrolment plans and aspirations. The enrolment projections are based on Loyalist’s plans and assumptions for the coming years.

As stated in the College Funding Formula Technical Manual, the introductory corridor midpoint in 2019-20 will be calculated based on the “three-year average, two-year slip”, the average of three years of enrolment two years prior to the funding year.

Domestic projected funding eligible enrolment

Projected eligible full-time head count

International projected funding-eligible enrolment

Projected eligible full-time head count

International strategy and collaboration

International recruitment:

Loyalist is experiencing success in the recruitment of international students. This began through co-operation with Centennial College, where Loyalist has a full-time recruiter and an application processor in Bangalore India. Since then, Loyalist has expanded with agents in nine other areas in South East Asia and Africa.

Loyalist’s international recruitment market must diversify to avoid any potential risk that may come from dependence on any one region or country. Recruitment outside of the traditional catchment area both domestically and internationally is critical to the sustainability of Loyalist and the ability to offer a wide range of programming in keeping with regional college access. Loyalist College has developed an international strategy that outlines the benefits and risks of internationalization. A key component of that strategy is expanding the areas where students are recruited by focusing on Caribbean, South America and Africa in addition to the current focus on South East Asia. To accomplish this, additional staff are contemplated as Loyalist reaches out to new markets in other areas of the world. Any investment of funds from government will increase the rate of which this can be achieved.

Strategic areas of program strength and expansion

Program areas of strength

1. Applied Sciences and Biosciences (Agritech)
2. Skilled Trades and Technology (Progressive Trades and Transportation)
3. Media and Communications (Photojournalism and Creative Arts)
4. Business
5. Architecture Technology
6. Health Sciences (Nursing and Paramedicine)
7. Human Studies (Developmental Service Worker, Child and youth Care, Early Childhood Education)
8. Justice Studies (Border Security)

Program areas of expansion

1. Mechatronics
2. Occupational Therapy/ Physiotherapy Assistant
3. Pre-Service Firefighter
4. Analytical Methods of Natural Products and Medical Cannabis
5. Commercialization of Natural Product Production

Apprenticeship

Loyalist will continue to expand the seat opportunities for students in collaboration with MAESD and local demand. It is approved to deliver apprenticeship programs in: Automotive Service Technician, Child Development Practitioner, Developmental Service Worker, Process Operator: Food Manufacturing and Horticultural Technician.

Loyalist has a long-standing reputation of excellence in the delivery of the Developmental Service Worker curriculum and Child Development Practitioner, including a leadership role in the development of MAESD Vocational Outcomes Standards for the programs. Loyalist has been the sole provider of an online (alternate) option for Development Services Worker and Child Development Practitioner apprenticeship for more than 10 years, allowing access to students across Ontario. Loyalist proposed and developed the apprenticeship programs as an innovative and flexible alternative to in-person enrolment, through web-based/asynchronous curriculum delivery and rigorous monitoring and evaluation.

Loyalist’s seat purchase plan revenue has remained relatively constant, averaging $1.5 million annually.

Loyalist also is in step with other colleges regarding integrating apprenticeship learning outcomes within relevant postsecondary programming, e g., Levels One, Two and Three of the Welding Apprenticeship is taught within Loyalist’s Welding and Fabrication two-year diploma.

Financial sustainability

The Ministry and Loyalist recognize that financial sustainability and accountability are critical to achieving institutional mandates and realizing Ontario’s vision for the postsecondary education system. To this end, it is agreed that:

It is the responsibility of the Board of Governors and senior administrators of the College to identify, track, and address financial pressures and sustainability issues. At the same time, the Ministry has a financial stewardship role. The Ministry and the College agree to work collaboratively to achieve the common goal of financial sustainability and to ensure that Ontarians have access to a full range of affordable, high-quality postsecondary education options, now and in the future.

The College remains accountable to the Ministry with respect to effective and efficient use of provincial government resources and student resources covered by policy directives of the Ministry, or decisions impacting upon these, to maximize the value and impact of investments made in the postsecondary education system.

Institutional collaborations and partnerships

Loyalist College is committed to collaborations and partnerships globally, provincially and regionally. These collaborations include academic, administrative and community outreach. In developing new priorities, Loyalist intends to build strategic relationships around economic clusters and student experience.

University-College collaborations

Loyalist College currently has 70 transfer agreements providing students a continuous learning pathway. Current collaborations include:

• Accounting degree pathway with the University of Ontario Institute of Technology
• Collaborative Nursing degree program with Brock University
• Joint Journalism degree with Trent University
• Bridging program from Practical Nursing to Nursing with the University of Ontario Institute of Technology

Information technology collaborations

• Banner Ontario Leadership Team (BOLT): Members of this group share code, ideas and work to prioritize SIS Vendor developments. Every Banner College in Ontario is a member
• Loyalist participates in the Ontario Council of Chief Information Officers, the Ontario College Facilities Management Association, Educational Technology Committee, the Ontario Association of College and University Security Administrators and – Ontario Colleges and Universities Sustainability Professionals(OCUSPO)
• Loyalist is a member of the Portal Advisory Committee for eCampusOntario
• Recent projects include:
  • Loyalist, Confederation, Centennial and Lambton colleges collaborated on a phone system request for proposals (RFP). They shared consultation costs regarding the existing install base and developed an RFP for shared submission
  • Loyalist, Confederation, Canadore and Georgian colleges collaborated on SharePoint Portal Development. The parties shared training and co-developed the SharePoint portal framework and share applets
  • Loyalist is considering sending security personnel to Cambrian to learn from what happened with the Ransomware situation and discuss security measures Loyalist is putting in place. The two colleges will explore common solutions and build communication structure
  • Loyalist is sharing learning technology immersive simulations with Mohawk, Fanshawe and Durham

Future collaborations and partnerships

• Loyalist will pursue partnerships to engage in social innovation opportunities that will enhance the student experience and Loyalist’s role in the community
• Loyalist will advance partnerships to support applied research and/or centres of excellence
• Loyalist will continue to advance multiple pathways for our students.

Ministry/government commitments

• The SMA2 process has focused on implementing the first stages of the new funding model and demonstrating the ongoing commitment by all colleges and universities to student success. Future growth will only be funded through negotiated changes to an institution’s funded enrolment corridor. Through the SMA2 cycle, the ministry will continue to work closely with institutions to ensure all dimensions of the funding model are implemented.

• In a memo to colleges and universities dated March 7, 2017, the ministry committed to using the SMA2 (2017-20) process as a transitional phase to commence the collaborative and joint development of performance metrics and targets, tied to funding, for SMA3 (2020-23). The ministry reiterates this commitment and reaffirms that metrics and targets included in SMA2 are not tied to funding at this time and are a beginning point for further discussions with the sector prior to their application in SMA3. Colleges and universities will have the opportunity to reset and realign metrics prior to the application of metrics in SMA3. The ministry will also engage other stakeholders as part of discussions on a broad metrics strategy.
  • The ministry commits to establishing a joint working group with each of the sectors and to begin detailed discussions in fall 2017 on metrics/targets and to seek input on the performance measurement methodology for SMA3.

• Colleges, universities and the ministry all benefit from processes that are transparent and non-duplicative. The ministry commits to work with colleges and universities to continue to streamline processes and seek opportunities to further reduce red tape (in part through increased access to other tools), including reducing or eliminating duplicated reporting requirements.

• Through SMA2 discussions, the ministry has heard concerns about the challenges of delivering breadth in programming for Francophone and Francophile students, including the cost and funding of such delivery. Starting in fall 2017, the ministry commits to consulting institutions who have a formal mandate for bilingual and/or French-language delivery to review the delivery of French-Language programming and consider these concerns

• In 2016, an extension of the existing tuition policy framework was announced to support a major reform in OSAP. The ministry will engage with both the college and university sectors around the next tuition policy framework, including examining the issue of tuition anomalies in certain professional programs as a result of past changes to tuition policy, and, for colleges, examining tuition levels relative to competitive college tuition frameworks in Canada.

• In recent years and during the SMA process, there has been an increased interest in the creation of a new polytechnic designation in the Ontario postsecondary education system. Starting in fall 2017, the ministry commits to undertake a review that examines whether improved benefits for students and employers are sufficient to make such a change. The ministry commits to working collaboratively with institutions across the sectors on this review.

• The ministry acknowledges a request by Ontario’s colleges to explore how to support more flexible delivery of programming, including reviewing part-time funding levels. The ministry commits to working collaboratively with colleges to review this issue, including identifying implications for credentials.

• The ministry commits to continue to work collaboratively with colleges to review the eligibility criteria and allocation method for the Small, Northern and Rural Grant to help target funding to best meet sustainability challenges.

[1] The ministry acknowledges a request by Ontario’s colleges to explore how to support more flexible delivery of programming, including reviewing part-time funding levels. The ministry commits to working collaboratively with colleges to review this issue, including identifying implications for credentials.

2014-17 Strategic Mandate Agreement: Loyalist College of Applied Arts and Technology