In his book, The World is Flat, author Thomas L. Friedman argues the barriers that used to separate countries – such as commerce and the movement of people – are gone, leaving the world more integrated, mobile and open to competition from all. Only countries that understand how to embrace this new reality will thrive in the world economy of the future. Creativity is always looking for a better home, as the Canadian Urban Institute and Jane Jacobs have argued.
Immigrants will represent nearly 100 per cent of net labour market growth in Canada by the year 2011.1 More than ever, employers recognize the need to effectively integrate immigrants into the workplace and they seek solutions to leverage the talents and contributions immigrants bring to the Canadian economy.
ADMINISTRATION AND CONTROL.—Under the Canadian Constitution, education is the responsibility of the provincial governments. There is no single, national school system; each of the provinces grapples with the problem in its own way. Yet the similarities among the provincial school systems are more striking than the differences. In every province education is administered by a Minister of the Crown, advised and aided by a group of employed experts. The chief of these is usually
styled deputy minister or superintendent of education. In every province except the smallest (Prince Edward Island), the provincial contribution to educational budgets is much less than the amount derived from local taxes on real property; in all provinces the degree of provincial control of education is high, especially over such items as the training and certification of teachers, curricula, standards, and supervision. Every province requires school attendance to the age of fourteen, some to the age of sixteen. Although junior high schools or intermediate schools are found in many urban centers, the usual pattern is the familiar 8-4 arrangement. Quebec has a seven-year elementary school and two of the provinces have five-year secondary schools.
Post-secondary education is a cornerstone of Ontario’s continued prosperity. The Ontario government realizes this and confirmed its commitment to expanding post-secondary education in the 2010, 2011 and 2012 provincial budgets. The government announced funding allocations in all three budgets to support enrolment growth in the post-secondary sector. The 2011 budget committed the province to creating 60,000 more spaces in colleges and universities.
Student pathways increasingly rely on transfer between postsecondary institutions as greater numbers of students move between institutions, pursue multiple credentials, or return to postsecondary education. In a 2011 survey of Ontario college students, 41% reported having some post-secondary experience; the same survey also found that 19% of respondents said their main goal in applying for their current program was to “prepare for further university or college study.” Transfer of credit for prior learning is clearly an increasingly mainstream educational activity, and institutions are under increasing pressure to improve the processes by which this occurs.
The Task Force on Competitiveness, Productivity and Economic Progress and its research arm, the Institute for Competitiveness and Prosperity, were established by the Government of Ontario in 2001 to “measure and monitor Ontario’s productivity, competitiveness and economic progress compared to other provinces and the U.S. states and to report to the public on a regular basis.” The Task Force has issued two annual reports, Closing the Prosperity Gap (November 2002) and Investing for Prosperity (November 2003), and the Institute four working papers: A View of Ontario: Ontario’s Clusters of Innovations (April 2002), Measuring Ontario’s Prosperity: Developing an Economic Indicator System (August 2002), Missing Opportunities: Ontario’s Urban Prosperity Gap (June 2003), and Striking Similarities: Attitudes and Ontario’s Prosperity
Gap (September 2003).
This study examined aspects of approval processes for baccalaureate degree programs in colleges in the following 11 jurisdictions: Alberta, British Columbia, Austria, Denmark, Finland, Flanders, Florida, Germany, Ireland, the Netherlands, and New Zealand. More detailed profiles are provided for seven of the jurisdictions. In order to make the data more relevant for the Ontario reader, some comparisons with characteristics of the baccalaureate degree approval process in Ontario are noted.
This paper is the response of the Association of Colleges of Applied Arts and Technology of Ontario (ACAATO) to the consultation on adult education in Ontario. It provides an analysis of the elements of an adult education system, the role of the colleges, the trends which are shaping the environment as well as responses to the six questions posed in the Discussion
Paper.
Non-direct entrants to Ontario’s colleges have not been well understood through research. Shifting demographics and a changing labour market indicate that the colleges need to attract a greater number of individuals from a variety of entry pathways.
The objective of this report is to profile applicants and students coming to Ontario colleges through a non-direct route, relative to those who have come directly from high school, in terms of their demographics, perceptions, influences, finances and use of student services. Creating profiles of non-direct entrants, segmented by various entry pathways, provides valuable insight for recruitment strategies, admissions processes, anticipation of student needs and services, and programming decisions. This report utilizes existing data sources that have been re-configured and analyzed to enable the development of a profile of non-direct entrants.
Ontario’s colleges are eager to partner with the Government of Ontario to expand college capacity by at least 10 percent and double the number of apprentices over the next five years. Assuming that Government will continue to fund enrolment growth, colleges are fully prepared to improve access to applied education and increase enrolment levels. Ontario’s colleges are also committed to working with the Government of Ontario to improve the quality of applied education and to make postsecondary
education more affordable.
Over recent years, it has become increasingly common for students to pursue multiple pathways through the postsecondary education system. Current research in Canada shows that the movement of students both between and within colleges and universities is becoming more typical (e.g., Youth in Transition Survey, Statistics Canada). In Ontario’s colleges, this trend is evidenced by the fact that current students are more likely to have previous postsecondary experience than in the past. In 2007-08, approximately 37 per cent of college students reported having some previous postsecondary experience; this experience could include an incomplete or a complete credential from either college or university (Student Satisfaction Survey, MTCU). Many of these students were pursuing a second credential, as 11 per cent had previously completed a college diploma, and nine per cent had a university degree. In fact, pursuing multiple credentials is the intended goal of many postsecondary students. For example, in 2007-08, 21 per cent of college students indicated that their main goal in enrolling in college was “to prepare for further college or university study,” a percentage which has increased significantly from 16 per cent of students in 2000-01. In addition, many students make the decision to continue their studies while still attending college, or shortly after graduation. The Graduate Satisfaction Survey (MTCU) is administered to college graduates six months after graduation and includes questions on further education. The most recent survey showed that more than 26 per cent of the 2006-07 graduates were continuing their education within six months of graduation. Many recent college graduates choose to attend university; the percentage of graduates enrolled in university within six months of graduation increased substantially from five per cent for the 2001-02 graduates to nine per cent for 2006-07 graduates.
Ontario firms and organizations are being challenged to increase productivity through innovation in order to compete on the fiercely competitive world stage and improve the quality of life of Ontarians. Yet, Ontario suffers from innovation gaps
that place its productivity and prosperity goals at risk.
For Canada to succeed, all Canadians must have the opportunity to develop and use their skills and knowledge to the fullest. So said the government of Prime Minister Paul Martin in the Speech from the Throne that opened the 37th Parliament of Canada in February 2004: “Investing in people will be Canada’s most important economic investment.”
In March 2004, a sweeping agenda was unveiled by the Federal government to stimulate the development of “a Canada of success.” The underlying strategy has two fundamental components:
• Support learning by providing young Canadians with tools to success, while encouraging lifelong learning for all; and
• Support innovative Canadian industries and enhance productivity.
This report documents the central role of the college-educated workforce in improving labour productivity across the economy and supporting an innovation culture in the workplace. It describes critical “enabling occupations” that play a key role in allowing
companies to build a culture of innovation in the workplace which they need if they are to continually restructure for success. It develops a “Prosperity Cycle” model and demonstrates the importance of college graduates in building a culture of innovation in a
dozen key Ontario industries.
Executive Summary
Ontario is Canada’s largest provincial destination for immigrants. Language barriers, lack of recognition for foreign credentials and lack of work experience in Canada prevent many from gaining employment in their field of expertise.
There is an urgent and growing need for occupation-specific language training in Ontario. Immigrants cannot apply their experience, skills and knowledge without the level of language proficiency needed in the workplace, but there are not enough language training opportunities to meet their needs. Shortages of skilled workers in many sectors will increasingly hinder
Ontario’s economic prosperity.
Rae Report (2005) recommendation:«…develop a
First-Generation Strategy that involves early outreach to students and ongoing supports to ensure success while they are enrolled».
Educational Consulting Services (ECS) has supported every college in Ontario in the planning of their campuses and buildings. The focus of this work has been the reconciliation of the colleges’ education and training missions with their infrastructure.
As campus and space planners, ECS has assisted in enhanced space management, transformation of facilities, and improved utilization.
This report is a compendium of observations and a high level commentary on the question of capital funding. It was prepared at the request of ACAATO and draws on ECS’s experience in Ontario and other jurisdictions. The report also draws on
information provided by college administrators for this study.
Today, the colleges’ sustainability is compromised. Reliance on efficiency as a means of overcoming budget shortfalls is an exhausted strategy. The expectation that colleges can still be more efficient has, in fact, become a liability.
Ontario faces significant challenges to its global competitiveness. At the same time, demographic trends point to growing skills shortages and to increased competition worldwide for skilled labour. In the face of these challenges, there is an urgent need to ensure the economy has the skills it needs and individuals have access to recognized, credentialed education and training that meets their individual aspirations and supports their transition to long-term employment.
The proposals contained in this document also address a key priority of the McGuinty government: addressing poverty. For example, with youth unemployment at nearly 14 per cent, Ontario must ensure that at-risk youth, who have even higher unemployment rates, participate in education and training programs such as the Ontario Youth Apprenticeship Program, Job Connect and Learning to 18.
Essential ingredients to gaining buy-in. The obstacles? Where does accountability for student retention rest?