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.
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.
ASPIRATIONS. 14. The parties both desire to work together in a manner that acknowledges and respects:
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 The following five statements structure the Algoma University 2016-2021 Strategic Plan: Algoma University will be a dynamic hub for community and student life, with spaces and activities that support inspired and engaged learning and a sense of pride. Algoma University will offer an integrated suite of programming that is current, relevant, attractive and aligned with students’ expectations. Algoma University will xxxxxx a culture of research and innovation that leverages existing strengths and produces an exceptional student experience, while contributing to the sustainability of the community and region. Algoma University will be a recognized leader in Anishinaabe1 learning through partnerships, the incorporation of Anishinaabe language and culture throughout the institution and the fulfillment of our special mission. Algoma University will be a talented community of lifelong learners in which students, faculty, staff and administration work together to engage in planning, professional development, and the generation of revenue that supports fiscal stability and clear institutional identity. In addition to these general aspirations: Algoma University looks forward to working solely within the Quality Assurance Framework with the Ontario Universities Council on Quality Assurance; currently the university’s legislation requires that approvals go through both the Ontario Universities Council on Quality Assurance and the Postsecondary Education Quality Assessment Board. Algoma University will continue to evolve and shift its undergraduate programming to respond to the future needs of our students, our northern university and college partners and our region. Algoma University, though focused primarily on excellence in undergraduate education, aspires to offer a small selection of Masters-level programs that are critical for the economic and social development of our region.
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 McMaster’s classroom utilization is at 117% of nominal capacity. To achieve targeted growth, the University will continue to explore creative approaches to teaching and learning. However, McMaster notes that some increase in physical capacity will be required. ENROLMENT GROWTH The strategic enrolment and planning exercise is in the context of a public commitment in the 2011 Budget to increase postsecondary education enrolment by an additional 60,000 students over 2010-11 levels. This government has demonstrated a longstanding commitment to ensuring access to postsecondary education for all qualified students. Baseline Projected Eligible Full-Time Headcounts 2014-15 2015-16 2016-17 Undergraduate 20,850 20,920 21,010 McMaster University’s planned enrolment forecast as expressed in this baseline eligible enrolment scenario is considered reasonable and in line with Ministry expectations, based on the current and projected demographic and fiscal environments.
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. Institution Specific Aspirations Build on strengths to develop policy talent and highly qualified government personnel. This may be titled the “School of Government”. Increase capacity in science, technology, engineering and mathematics (STEM). As the leader in the provision of French-language postsecondary education, the University is examining the creation of a satellite campus in South-Western Ontario, while continuing to work in collaboration with other postsecondary education institutions in this field to offer joint programs where demand is greatest. The costs of providing bilingual programming at uOttawa are considerable. uOttawa gratefully acknowledges government support targeted to this important purpose. As this funding does not, however, cover the full costs of bilingualism at the University, uOttawa looks forward to discussing further steps to address this challenge with the Ministry. ENROLMENT GROWTH The strategic enrolment and planning exercise is in the context of a public commitment in the 2011 Budget to increase postsecondary education enrolment by an additional 60,000 students over 2010-11 levels. This government has demonstrated a longstanding commitment to ensuring access to postsecondary education for all qualified students. Baseline Projected Eligible Full-Time Headcounts 2014-15 2015-16 2016-17 Undergraduate 28,174 28,256 28,338 The University of Ottawa’s planned enrolment forecast as expressed in this baseline eligible enrolment scenario is considered reasonable and in line with Ministry expectations, based on the current and projected demographic and fiscal environments.
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. Collège Boréal aspires to carry out several major projects, including: • Establishing and expanding a Francophone Centre for Screening, Assessment, and Training relating to learning disabilities; • Creating a Trades Centre in central southwestern Ontario in collaboration with La Cité; • Creating a Bachelor of Science in Nursing in Toronto; • Reducing the gap between the number of French-language postsecondary programs available in northern and central southwestern Ontario compared to the number of English-language postsecondary programs; • Offering a new Peace and Conflict program in Toronto, in partnership with Sault College – a program under the Community Services area that falls under its institutional strengths. Central Southwest Given the proposed increase in the number of programs for central southwestern Ontario and the anticipated number of enrolments, the College is exploring potential sites to house its operations in Toronto in anticipation of the end of its lease at 0 Xxxxx Xxxxxx on August 30, 2020. Collège Boréal wishes to adapt existing programs and develop new programs specifically for francophones and francophiles in the Greater Toronto Area and in the Central Southwest – including in the skilled trades – in collaboration with its college and university partners, such as York University’s Xxxxxxx College and La Cité. Collège Boréal will also explore other possibilities to increase its capacity to provide education programs for this clientele through partnerships with other educational institutions, community members, and industry stakeholders. The College also wishes to diversify its modes of delivery to include distance education. Collège d’Xxxxxx Collège Boréal is participating in the development and delivery of new programs and training at Collège d’Xxxxxx in several fields, such as agricultural technology. • It will develop an action plan in collaboration with its partners, including the Ministry of Training, Colleges and Universities, the Conseil communautaire du Collège d’Xxxxxx, the University of Guelph, and La Cité. • In addition to offering the Veterinary Technician and Agricultural Technology...
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 Carleton aspires to be an intellectual hub for technological, social, and cultural innovation within the National Capital Region and Eastern Ontario, while participating in networks of international scholars dedicated to solving major world challenges. This goal is rooted in Xxxxxxxx’x institutional identity as being established to educate and train students to contribute to a changing economy; an identity that has always differentiated Carleton as it has evolved from a small college to a large, thriving, and innovative comprehensive, research-intensive university. Building on Xxxxxxxx’x well-established experience of collaborating with governments, industries, businesses, organizations, communities, and individuals, we will further the economic, social, and cultural well- being of the region. Currently, these aspirations are focused on several key initiatives that are critical to the prosperity of the region and the province, including: • A high technology hub in partnership with industrial partners centred on smart systems and communications including growth of 5G wireless technology, sensors, and vehicle automation; • A hub for entrepreneurship and social and cultural innovation in partnership with social and cultural organizations, Algonquin College and the City of Ottawa; • A regional development council to support economic, social, and cultural development in the eastern Ontario region and a hub in Cornwall. Each of these initiatives will provide opportunities for innovative research and learning opportunities for students, including experiential learning allowing them to engage directly with industrial, business, government, and community organizations to get real-world experiences and skills development in new areas of vital growth and application in Ontario’s 21st century economy. Shared Objectives and Priorities for Differentiation
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. Capital Requests for capital project funding are outside the scope of the SMA process. However, future capital projects should be aligned with the College’s areas of strength, as highlighted in its SMA. Decisions regarding approval and/or funding for capital projects will be made within the context of the Ministry’s long-term capital planning process and the Major Capacity Expansion Policy Framework, released December 20th, 2013. ENROLMENT GROWTH The strategic enrolment and planning exercise is in the context of a public commitment in the 2011 Budget to increase postsecondary education enrolment by 60,000 additional students over 2010-11 levels. This government has demonstrated a longstanding commitment to ensuring access to postsecondary education for all qualified students. Canadore College’s planned enrolment forecast as expressed in this baseline eligible enrolment scenario is considered to be reasonable and in line with Ministry expectations, based on the current and projected demographic and fiscal environments. Baseline Projected Eligible Full-Time Headcounts Level 2014-15 2015-16 2016-17 Certificate/Diploma 2,521 2,599 2,704 Degree 0 0 0 Canadore Total 2,521 2,599 2,704 FINANCIAL SUSTAINABILITY The Ministry and the College 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 governing board 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; and • The College remains accountable to the Ministry with respect to effective and efficient use of resources to maximize the value and impact of investments made in the postsecondary education system....
ASPIRATIONS. What aspirations (goals, hopes and wishes) do you have for your child? Home-Based Education and Care Services Only Is the educator who will be providing education and care for your child a member of the child’s family? Tick One Yes No If yes, what is the relationship of the educators to your child? Parent/Guardian Signature: Date: / / Statutory Holidays / Term Breaks This enrolment agreement is inclusive of school term breaks. Sprouts In-Home Childcare is open on the following public holidays if they fall on a weekday. Please tick the days you wish your child to be specifically enrolled for: New Year’s Day Easter Monday Christmas Day Day after New Year’s Day ANZAC Day Boxing Day Waitangi Day Queen's Birthday Local Anniversary Day Good Friday Labour Day Required Information for Licensing Purposes Excursions: ▪ I give permission for my child to take part in regular excursions (under the conditions stated in the service’s excursions policy). Yes / No Photo/video – I give permission for: • My child being observed, photographed, and records kept monitoring their learning that is occurring (ie Journal/profile books/learning experiences). Yes / No • For my Educator to take photos and video images of my child for journals and to e-mail you. Yes / No • For photos of my child to be used by Scallywaggs Sprouts for advertising purposes (ie newsletters, brochures, on our website, in our office, sent to organisations we visit). Yes / No, and select below: □Newsletters □Brochures □Journals □Websites □Displays □Social Networking eg, Facebook Please Note: ▪ Policy Statement: Scallywaggs Sprouts In-Home Childcare has a number of policies that set out the procedures that are in place for the care and education of the children who attend. We strongly urge you to read these. The signing of this enrolment agreement form indicates that you will abide by the policies of this service, and understand how you can have input to policy review. ▪ Parent Enrolment Pack: Please ensure you have read the information in the parent enrolment pack as it covers such things as fee details, subsidies that are available to you and ways in which we can help you and your child settle into the service.
