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Annual-Report-2019-2020.Pdf Algonquin College Annual Report 2019-2020 Changing Lives Mission Mission Table of Contents To transform hopes and dreams To transforminto lifelong hopes su cceandss dr eams COLLEGE AT A GLANCE 4 into lifelong success 2019-2020 STRATEGIC GOALS 5 LETTER FROM THE PRESIDENT AND CEO 6 Vision LETTER FROM THE CHAIR, BOARD OF GOVERNORS 8 Vision LETTER FROM THE STUDENTS’ ASSOCIATION PRESIDENT 10 ABOUT THIS REPORT To be a global leader in personalized, 12 STRATEGIC PLAN 50+5 16 To be a global leader in personalized, digitally connected, experiential learning APPLIED EDUCATION AND TRAINING 34 digitally connected, experiential learning STUDENT AND ALUMNI SUCCESS 46 EMPOWERED PEOPLE Values 56 FINANCIAL SUSTAINABILITY 74 Values AC ADVANCEMENT 84 Caring Integrity FINANCES AND ADMINISTRATION 92 FINANCIAL REPORT 93 CaringWe have a sincere and IntegrityWe believe in trust, honesty, BOARD MEMBERS AND SENIOR MANAGEMENT 94 compassionate interest in the and fairness in all relationships We have a sincere and We believe in trust, honesty, SUMMARY OF ADVERTISING AND MARKETING COMPLAINTS 99 well-being of the individual and transactions compassionate interest in the and fairness in all relationships COLLEGE ACADEMIC COUNCIL REPORT 100 well-being of the individual and transactions STRATEGIC MANDATE AGREEMENT REPORT-BACK 102 Learning Respect GOVERNMENT RELATIONS 103 LearningWe believe in the pursuit RespectWe value the dignity and uniqueness of knowledge, personal of the individual. We value equity We believe in the pursuit We value the dignity and uniqueness growth, and development and diversity in our community of knowledge, personal of the individual. We value equity growth, and development and diversity in our community 2 ALGONQUIN COLLEGE ANNUAL REPORT 2019-2020 ALGONQUIN COLLEGE ANNUAL REPORT 2019-2020 3 College at a Glance 2019-2020 Strategic Goals GOAL ONE CORE BELIEF: LEARNER DRIVEN COLLEGE Delivery Establish Algonquin as a leader • Student, graduate, and internal • Case response time and • Number of program pathways, 122 CERTIFICATES in personalized learning across client satisfaction satisfaction by department stackable programs, and Methods all Ontario colleges alternative classroom delivery ONTARIO COLLEGE 1 357 41 CERTIFICATES GOAL TWO CORE BELIEF: INNOVATION AND QUALITY ONTARIO COLLEGE Lead the college system • Percentage of students engaged • Satisfaction with co-op/ • Growth of co-op/WIL/ Applied programs WIL/Applied Research 93 DIPLOMAS in co-op and experiential and satisfied with co-op/Work Research activity by department 31 learning Integrated Learning (WIL)/ • Volunteerism by department are oered part-time online Applied Research ONTARIO COLLEGE 2 33 ADVANCED DIPLOMAS 27 GOAL THREE CORE BELIEF: INNOVATION AND QUALITY ONTARIO COLLEGE are oered full-time online Attain national standing in • Graduation rate • Percentage of students • Growth of co-op/WIL/Applied GRADUATE CERTIFICATES 52 quality, impact, and innovation • Employment rate (within engaged in and satisfied Research activity by department with each school and service six months, 18 months, with co-op/WIL/ • Improvements introduced 19 Applied Research BACHELOR’S are apprenticeship programs and five years) by department DEGREES • Awards and nominations 10 3 submitted by department COLLABORATIVE 52 6 DEGREES oer co-operative education GOAL FOUR CORE BELIEF: CONNECTED Become an integral partner • Alumni engagement • Alumni returning to the • Memberhsip on program to our alumni and employees and satisfaction College for continuous advisory committees learning • Employer engagement • Alumni and employer These categories reflect the Fall term only due to the amount Due to lack of student overlap, these categories reflect the and satisfaction Students of student overlap in Spring 2019, Fall 2019, Winter 2020 terms entire fiscal year and include Spring, Fall, and Winter terms 4 interaction by department GOAL FIVE CORE BELIEF: SUSTAINABLE Enhance Algonquin’s global • Total number and • Increase in number of • Cross-college environmental impact and community diversity of learners oshore partnerships management plan implemented social responsibility • Continued increase in • Social, environmental, • Funds raised and hours onshore international and economic impact volunteered by department 5 student enrolment • Strong financial health • Reduce ecological footprint indicators 19,957 1,433 3,959 1,108 427 1,386 25,762 Full-time students Part-time Post-secondary Academic English for Academic **Apprentices Continuing GOAL SIX CORE BELIEF: SUSTAINABLE students International Upgrading Purposes (EAP) Education (CE) Improve Algonquin’s • Cross-college environmental • Infrastructure initiatives • Education initiatives to reduce equivalents students International students registrations stewardship of the management plan implemented to reduce greenhouse greenhouse gas emissions 6 environment • Reduce ecological footprint gas emissions **Note: March 2020 intake of Apprentice students did not run due to COVID-19 Pandemic) GOAL SEVEN CORE BELIEF: SUSTAINABLE Advance Algonquin’s • Grow student, employee • Continue strong • Acting on the Truth and journey toward Truth and community member partnerships and Reconciliation Report Employees and Reconciliation participation in Indigenization relationships with recommendations initiatives Indigenous communities 7 • Evidence-based research on Indigenous learner success 1,386 2,073 Full-time employees 702 GOAL EIGHT CORE BELIEF: PEOPLE 607 Be recognized by our • Graduation rate • Percentage of students • Growth of co-op/WIL/Applied 567 451 engaged in and satisfied Research activity by department 212 employees and the community • Employment rate (within 64 as an exceptional place to work six months, 18 months, with co-op/WIL/ • Improvements introduced and five years) Applied Research by department 3,290 • Awards and nominations 8 submitted by department Part-time employees Faculty Support Admin Student 4 ALGONQUIN COLLEGE ANNUAL REPORT 2019-2020 ALGONQUIN COLLEGE ANNUAL REPORT 2019-2020 5 LETTER FROM THE PRESIDENT AND CEO also advancing learning and business through our Burnt Water initiative, which will leverage modular curriculum “ Personalized learning means units to support the development of a credential in Indigenous Leadership. The announcement of our DARE6 initiative ushered in a new collaborative partnership the College is offering to select corporate stakeholders, that we need to be conscious taking our own journey of Indigenous learning to others, and inviting them to join us. Today, connecting means we also have to provide the right platforms to engage one another, such as with our of the needs of all our students.” Student Information System implementation project. With the input of our College community, this initiative will replace our current 25-year-old system with a solution that allows the College to meet its business goals and the demands of our diverse learner population. This new solution will help us realize our technological vision, helping us fulfill our commitment to 50+5, the College’s 2017-22 Strategic Plan. Algonquin College acknowledges that learning — and connecting — does not stop after graduation. Our new, innovative home for corporate training in downtown Ottawa reflects the growing demand for lifelong learning This past year has seen our College move forward with new connections — internal and external — that have and connects us to our community, our alumni and to new students in all disciplines. This 8,800-foot space serves strengthened our ties with each other, and within our community. These ties have served us well in good times, employers and individuals looking for retraining, skills upgrading and development. The Centre was also able to and also in challenging times, such as the latter part of this year, when we faced the unexpected and give back to the business community by offering free online courses during the COVID-19 pandemic, an initiative unprecedented situation created by the COVID-19 pandemic. that was so popular that more course options and dates had to be added almost immediately. I would like to thank everyone for their efforts, support, and dedication throughout the year, and in particular We are also renewing our efforts to make external connections beyond our campuses. Part of this effort has our outgoing Board Chair, James Brockbank, for his outstanding leadership during a very busy and challenging been the shift from the Algonquin College Foundation to a newly created Advancement Office administered time for the College. by the College. Advancement is enhancing our connections to alumni, donors and our communities to best serve our learners, creating a network that spans the globe. When I became President in the summer of 2019, I took the helm of an institution that was already known as a leader in personalized education, online education and academic excellence. I am pleased to report that through Closer to home, we know that learning cannot take place without the proper supports. That’s why we were also the development of our Learner-driven strategy and implementation plan, our leadership position in those areas proud to announce a groundbreaking new connection with The Royal that will provide new mental-health resources of strength has been fortified through our efforts to build bridges and connect in new ways to those we serve. for students and employees. This partnership not only helps us enhance existing services, but also allows us to offer new resources, and provides us the tools to make a difference
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