ENROLMENT GROWTH Sample Clauses

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. Confederation College’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. Baseline Projected Eligible Full-Time Headcounts Level 2014-15 2015-16 2016-17 Certificate/Diploma 3,049 2,969 3,085 Degree 0 0 0 Confederation Total 3,049 2,969 3,085 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. The Ministry and the College agree to use the following metrics to assess the financial health and sustainability of the institution:
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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 18,689 19,276 19,831 Carleton 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.
Sample 1See All (4)
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. The College’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. Baseline Projected Eligible Full-Time Headcounts Level 2014-15 2015-16 2016-17 Certificate/Diploma 5420 5430 5400 Degree 0 0 0 Total Eligible FT Headcount 5420 5475 5540 Note: The College is planning significant recruitment of international students and this projected enrolment is not included above. 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. The Ministry and the College agree to use the following metrics to assess the financial health and sustainability of the institution:
Sample 1Sample 2
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. The College’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. Baseline Projected Eligible Full-Time Headcounts Level 2014-15 2015-16 2016-17 Certificate/Diploma 9,743 10,084 10,437 Degree 1,661 1,719 1779 Mohawk Total 11,404 11,803 12,216 Note: The College has significant winter and summer intakes in order to maximize the use of resources and provide flexibility for students that are not reflected in the baseline above. 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. The Ministry and the College agree to use the following metrics to assess the financial health and sustainability of the institution:
Sample 1
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 37,225 37,100 37,840 York 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 environment. This baseline forecast does not include new programs that will be submitted for approval, and expansion of French-language and bilingual enrolments at the Glendon campus. GRADUATE ALLOCATION The Province committed to allocate an additional 6,000 graduate spaces in the 2011 Budget. The allocation of the balance of the 6,000 graduate spaces is informed by institutional graduate plans, metrics identified in the differentiation framework, and government priorities. Based on these considerations, the allocation for York University is provided below. 2014-15 2015-16 2016-17 Master’s 2,589.40 2,589.40 2,589.40 PhD 1,030.56 1,030.56 1,030.56 Total 3,619.96 3,619.96 3,619.96 It is recognized that York's Master's and Doctoral programs in Engineering are at an early stage and are planned to continue to grow after 2016-17. York believes it is important to expand graduate programs to fully realize the research and commercialization benefits that are envisaged for the Xxxxxxxx School of Engineering. Pending Ministry approval, a proportion of York’s Master’s spaces may be converted to the PhD target should York apply to do so during the term of this Agreement.
Sample 1

Related to ENROLMENT GROWTH

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