Institutional Mission, Proposed Mandate Statement, Vision, and Differentiation Profile A submission to begin the process of developing strategic mandate agreements (SMAs): To: The Honourable Brad Duguid Minister of Training, Colleges and Universities The Ministry of Training, Colleges and Universities From: Sheldon Levy President Ryerson University Final 2013‐14 SMA Proposal 1 Part 1: Ryerson University ‐ Mission Statement Ryerson’s Mission Statement has guided the University’s development for close to 20 years1: The special mission of Ryerson University is the advancement of applied knowledge and research to address societal need, and the provision of programs of study that provide a balance between theory and application and that prepare students for careers in professional and quasi‐professional fields. As a leading centre for applied education, Ryerson is recognized for the excellence of its teaching, the relevance of its curriculum, the success of its students in achieving their academic and career objectives, the quality of its scholarship, research and creative activity and its commitment to accessibility, lifelong learning, and involvement in the broader community. (Ryerson University Mission Statement, 1994) The following mandate and vision statement bring life to the historic mission of the University. Part 2: Ryerson University ‐ Proposed Mandate Statement Ryerson University is a leading institution of innovation and entrepreneurship that responds to societal need through high‐quality professional and career‐related bachelor, master’s and doctoral programs, and relevant scholarly, research and creative activities. Ryerson is student focused, providing an emphasis on experiential learning, creativity, entrepreneurship, adult learning, and transfer pathways from colleges and other universities. Ryerson is an inclusive, diverse learning community. In its role as a City Builder, Ryerson enhances access and civic engagement and has a positive, transformative effect on its neighbourhood and the broader community. Institutional Transformation: Ryerson’s distinctive path of institutional transformation is consistent with its mission to meet societal need. Since becoming a university in 1993, it has evolved from an undergraduate polytechnic to a comprehensive university with an array of undergraduate, master’s and doctoral programs and related scholarly, research and creative activities (accompanying Background Document Figure 1). Ryerson’s strength is its focus on professional and career‐related disciplines that prepare students for occupations in high‐demand fields. Continued transformation is integral to Ryerson’s mandate. Since 2010, Ryerson has taken Canadian and international leadership in providing “zone learning”, the opportunity for students to develop ideas for both the for‐profit and not‐ for‐profit sectors, build companies and create jobs. In 2013, Ryerson received designation as Canada’s first Ashoka Changemaker Campus, one of only 24 institutions worldwide, for its commitment to social innovation and entrepreneurship. Unique Program Mix and Distinctive Delivery: Ryerson trusts students to learn. Highly effective methods of teaching and experiential learning encourage deep learning in lab, studio, clinical and workplace settings. Zone learning, research projects, and collaborations with community and industry partners challenge students to become innovators, entrepreneurs and creative problem‐solvers who meet the demands of the labour market. Access: Ryerson is committed to student access, supporting students from every background, facilitating transfers from colleges and other universities, creating pathways for marginalized and underrepresented groups, educating adult learners and providing flexible online learning. 1 The mission statement is derived from the Objects of the University as outlined in the Ryerson University Act: 1) The advancement of learning, and the intellectual, social, moral, cultural, spiritual, and physical development of the University's students and employees, and the betterment of society. 2) The advancement of applied knowledge and research in response to existing and emerging societal need and in support of the cultural, economic, social, and technological development of Ontario. 3) The provision of programs of study that provide a balance between theory and application and that prepare students for careers in professional and quasi‐professional fields. 2 Part 3: Ryerson University – Vision Ryerson University will be a comprehensive innovation university, recognized as a national leader in high‐quality professional and career‐related bachelor, master’s and doctoral programs and relevant research. It will be a global leader in interdisciplinary, entrepreneurial zone learning. Ryerson’s students, graduates and faculty will contribute significantly to Ontario’s and Canada’s economic, social and cultural well‐being. Ryerson will expand its strong foundation of distinctive career‐related academic programs and related scholarly, research and creative activities, producing graduates who enable change. Ryerson will enhance its leadership in experiential learning, adult learning, and transfer pathways. As a City Builder, Ryerson will build partnerships that foster social and cultural innovation, and economic development. Ryerson’s goals are to provide every student with the best learning experience leading to great careers and to make important contributions to our Province and Country. Ryerson has not waited for Government to mandate transformation. The University has been on a transformative path to meet the emerging needs of students and help shape Ontario’s and Canada’s social, cultural and economic future. As the next step in its evolution, Ryerson will enhance and expand its distinctive programs and continue to foster innovation and entrepreneurship, especially through zone learning. By expanding experiential learning opportunities and embedding innovation across its entire curriculum, Ryerson will continue to meet emerging labour market needs. New technologies and expanded online education will improve the learning experience and enhance access. Ryerson will promote inclusion through clear pathways for transfer students, access and outreach initiatives and support for marginalized individuals, and specialized initiatives such as bridging programs for internationally educated professionals. Through its innovation and entrepreneurship approach, Ryerson will foster economic development and growth. Ryerson will partner with the private sector and government to attract to downtown Toronto the best, brightest, most ambitious innovators from around the world. Part 4: Ryerson University ‐ Components of Differentiation Component 1: Jobs, Innovation, and Economic Development Ryerson’s strength is career‐relevant, labour market‐ready undergraduate and graduate programs that meet societal need. Ryerson is driving innovation and job creation through its model of entrepreneurial zone learning, and promoting economic development in neighbourhoods in the downtown core through its city building initiatives. Ryerson’s role in entrepreneurial zone learning and city building is inextricably linked to its traditional strengths in career‐relevant, labour market‐ready programs, graduate education, and research. A strong culture of entrepreneurship and innovation requires continued investment in Ryerson’s academic foundation as well as investment in new initiatives to expand zone learning locally, nationally, and internationally. Career‐Relevant and Labour Market‐Ready Programs and Graduates: Ryerson programs are designed to meet societal need and labour market demand through their emphasis on professional accreditation, experiential learning and connections to industry and community. Every undergraduate program at Ryerson has an Advisory Council comprised of industry/discipline experts to ensure that programs reflect the most current practices in the field and that students graduate with career‐relevant skills. Two‐thirds of Ryerson undergraduate students are in professionally accredited programs (Background Document Table 2). Labour market outcomes for Ryerson graduates are very strong: 82% of graduates are employed in a career related to their field six months after graduation, and 88% after two years (Class of 2010). This is 10% higher than the Ontario university system average. Over 92% of Ryerson graduates are employed two years after graduation (Class of 2010). Career relevance is also a hallmark of graduate programs at Ryerson. Ryerson proposes growth in graduate enrolment in high‐demand areas that build on existing strengths, respond to labour market need, have strong links to industry and the community, and promote economic development. More details follow in the sections below. 3 Ryerson’s Law Practice Program highlights the University’s strength in developing career‐related programs that respond to societal need and support innovation in the Province. In partnership with the Law Society of Upper Canada, Ryerson will launch a new program to address a shortage of articling positions for law students in Ontario. Building on Ryerson’s strengths in experiential learning and online education, the program will provide students with real‐world experience through a combination of technology‐enhanced and live‐actor simulations, online modules and four‐month work placements in a diverse range of legal practices. Entrepreneurial Zones: Ryerson is transforming entrepreneurial education in Canada. Ryerson’s