Institutional Strategies. Durham College will work with UOIT to develop a campus master plan that will translate functional space requirements into a meaningful physical form, in order to fulfil strategic objectives and meet commitments ranging from academic and social space to opportunities for community and business partnerships. The College notes that additional buildings and infrastructure will be required to keep pace with projected student enrollment. • Durham College will increase its international student ratio to 7.5% and diversity by expanding into more countries. • Durham College will continue its campus renewal and revitalization plans to improve learning experiences for students.
Institutional Strategies. Over the next three years the College intends to: • Finish the development and implementation of the Centre for Food by planting the ‘fields’ to bring to completion the field-to-fork concept. • Take a leadership role in the development and building of the Durham Learning and Business Innovation Park (dLAB) to establish training and applied research-based partnerships between private corporations and Durham. • Establish an entrepreneurial incubator to strengthen connections between students and businesses, and pursue new industry-led research partnerships with local businesses in areas of importance to the community and government. • Durham Foods Ltd. is working with students and faculty to develop a web-based application that automates audit data collection, and ensures employee compliance to meet and exceed food safety and regulatory requirements. • Participate in the Ministry’s pilot project to determine employment rates two years post-graduation.
Institutional Strategies. The opening of the Kawartha Trades and Technology Centre in 2014 will see the College’s role as a regional hub for trades education and training expand.
Institutional Strategies. The Ministry recognizes Xxxxxxx’x collaboration with Confederation College and Northern College to make unique elements of the College’s specialized curriculum in Environmental and Natural Resource Sciences available to students across the province through hybrid-remote delivery by 2017.
Institutional Strategies. The College will undertake targeted development and redevelopment in Business and Justice Studies, including Police Foundations, to respond to regional labour market needs and international applicants. The Ministry will require additional information if the College seeks to expand in these areas.
Institutional Strategies. Confederation plans to build on its Integrated Plan to improve learner success via integrating technology into an increased range of programs, supports for enhanced counselling, career path development, and financial advice. The Ministry supports Confederation’s partnerships with Contact North, the Ontario Telemedicine Network, First Nations, and Boards of Education to improve infrastructure and continue supporting learner access. • Confederation continues to emphasize providing comprehensive services and programs to support student success, including student navigators and early intervention strategies. • The Ministry notes Confederation’s development and construction of The Student Village, an innovative housing complex for learners, designed to address the challenges in accommodation for students in Thunder Bay and improve overall postsecondary student success. • The Ministry notes Confederation reports that, due to strong employment rates in Thunder Bay, many students move from education to the labour market without completing a program/credential.
Institutional Strategies. Xxxxxxx reports significant growth in international enrolment in recent years, and the College is expanding its recruitment efforts into China and other markets.
Institutional Strategies. La Cité is continuing to increase its capacity in the areas of employment, innovation, and economic development using the following strategies: • An online job centre that provides a databank of employers with which the College enjoys connections at regional, provincial, national, and international levels that will serve employers and College graduates; • An in-house survey of employers and graduates on their perception of La Cité alumni’s readiness for the labour market. This survey has been integrated into the College’s performance monitoring process; • A memorandum of understanding with BIOpole and the Prescott Xxxxxxx Entrepreneurship Centre (PREC) that supports business development as well as access to education and training through its business incubator and technology accelerator; • A cooperation agreement with Senegal to provide technical training in partnership with the Xxxx Xxxx Palace Hotel and the École Nationale de formation hôtelière et touristique; • Several other agreements negotiated with the University of Reims, the Swiss Education Group, and with Belgium, that are slated to be signed shortly.
Institutional Strategies. The College is working with York Region to establish a Technology Access Centre to assist local manufacturers across a number of sectors to grow their businesses. • Seneca will develop its Business School to leverage expert faculty and academic programming to address the growing interest in ‘big data’ and business intelligence. • The College has joined the Eastern Ontario Research and Education Cloud (OREC) and is contributing to a repository of best-practice teaching material for business analytics at the postsecondary level. • Seneca is developing the Centre for Creative Thinking to promote cross-disciplinary undergraduate programming, research activity, and experiential learning. • Through the Centre for Development of Open Technology, Seneca will expand its applied research and industry/community partnerships into Health Technology, Emerging Digital Technologies, and Design Thinking. • Seneca is developing an On-Campus Incubator to engage students in entrepreneurial activities and experiential learning, while providing local small and medium enterprises (SMEs) with ideas and services. • Seneca will continue to expand its alumni program, enabling graduates to serve as career resources for current students through social media, networking events, and mentoring activities, including a new online mentoring program.
Institutional Strategies. The Ministry notes Seneca’s plans to increase or intensify its partnerships in support of improving pathways for students, including collaborations with York University , Mohawk College, Humber College, Xxxxxxx College, the University of Ontario Institute of Technology, and the University of Toronto Scarborough. • Seneca College plans to build on its leadership role in pathways and student mobility by establishing the Ontario Centre for Research in Student Mobility to pursue new research in student mobility, focusing initially on Ontario data to inform college and system policy, program and pathway development, student advising, student support services, and institutional partnerships.
