IMAGINE 2023 Bonnie Patterson

presentation for Laurentian University’s Brainstorming Event

March 21st 2017

� Laurentian University Process, Scope & Principles

� Context for Strategic Mandate Agreements

� Connect some “dots”

� Raise some questions

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Open Transparent Accountable

Fiscal and Financial Responsibility

Investing in people’s talent

and skills

Creating an innovative business climate

Building modern infrastructure

Ensuring retirement security for

workers

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UNIVERSITIES COLLEGESEMPLOYMENT AND TRAINING

College DegreesNursing DegreesUniversity Professional Masters and Graduate Diplomas

Growing Gap ??

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• Priorities introduced through Differentiation Policy Framework in 2013 remain relevant

• Defining features of system differentiation

• Components to support differentiated missions (e.g. teaching & learning, student experience)

• Emerging and overlapping government priorities (e.g. highly skilled workforce through innovation, student outcomes)

• Informs allocation of the Differentiation Grant

• Institutional financial sustainability and areas of program strength and specialization underpin differentiation

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1 Excludes Teachers’ Pension Plan. Teachers’ Pension Plan expense is included in Other Programs.Note: Numbers may not add up due to rounding.

Postsecondary and Training Sector

5.9% $7.9B

Interest on Debt8.8% $11.8B

Justice Sector3.4% $4.5B

Children’s and Social Services Sector11.8% $15.8B

Other Programs12.3% $16.5B

Education Sector1

19.1% $25.6B

Health Sector38.7% $51.8B

Total Expense: $133.9 Billion

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“Our number-one priority is to grow the economy and create jobs”

MinistryofAdvancedEducationandSkillsDevelopment:• Makingcollegeanduniversityeducation

moreaffordableandaccessiblethroughOSAPreformssuchas:• Providingnon-repayablegrantsto

studentsfromfamilieswithincomesof$83,000orless.

• Ensuringthatstudentsfromfamilieswithincomesoflessthan$50,000willhavenoprovincialstudentdebt.

• ImprovingaccesstopostsecondaryeducationandtrainingforFirstNation,MétisandInuitlearnersthroughcontinuingthethree-year,$97millioninvestment

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• Stand-aloneAboriginalInstitutesPolicy;

• NineAboriginalInstitutes(AI)receiveannualfundingnowwithuniversitypartnersforcredential,fromprojectandproposalfunding

• IncreasingaccesstopostsecondaryeducationopportunitiesandensuringsuccessofIndigenouslearners

• Partnershipopportunitiestooffercapacitysupport,includingprogramdevelopmentandqualityassurance.

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• The2016ReportoftheAdvisoryCommitteeonFrench-languagePostsecondaryEducationinCentralandSouthwesternOntariorecommendedthatgovernmentcreateaFrancophone-governedFrench-languageuniversitythatprovidesavibrantFrench-languagelivingandlearningenvironment.

• Planningboardestablished;Dr.DyaneAdamchairs

• Third-partyagencyhiredtoconductStudentInterestandMarketDemandStudy,toassessneedandinterestforaFrench-languageuniversity.

• MAESDcommunicateditsintenttoestablishaFrench-languageUniversity(subjecttotheadviceandrecommendationsofthePlanningBoardandresultsofthemarketdemandstudy).

• PlanningBoardwilldelivertheirreportonthedesignelements,locationandcostsofanewFrench-languageuniversitytogovernmentinearlySummer2017.

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More experiential learning is a good

thing.

Students want their education to lead to

jobs.

Undergraduate education is too often

3rd priority behind research and graduate

education.

The need for outcome measures as opposed

to input.The need for better

trusted data.

SUE HERBERT’S REPORTFOCUS ON OUTCOMES, CENTRE ON STUDENTS:Perspective on Evolving Ontario’s University Funding Model

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Informing the Future of Higher Education13

Source: Ontario Ministry of Finance

Signal Indicator – Ontario Regional Demographic Projections

18 – 20 year olds

0.70

0.80

0.90

1.00

1.10

1.20

2015

2016

2017

2018

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

2029

2030

2031

2032

2033

2034

2035

2036

2037

2038

2039

2040

2041

Toronto and GTA

SW

East

Central

North

• The ministry anticipates there may be various scenarios emerging with the new corridor approach:

• Institutions expecting demographic decline;• Institutions interested in voluntary enrolment

decline for strategic reallocation; • Institutions expecting a flat-line scenario;

and, • Institutions expecting moderate growth.

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15

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(19.3)

(14.0)(13.0)

(9.2)(10.5) (10.3)

(25)

(20)

(15)

(10)

(5)

0

09-10 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18

Actual Results

(4.5))

Fiscal Forecast*

0.0

(7.5)

$ Billi

ons

* Ontario 2015 Economic Outlook and Fiscal Review, November 26, 2015

• The2017OntarioBudgetwillbekeyforsector:• NewFundingFormula• SMA2&SMA3• InternationalStrategy• KeyConsiderationsin

Laurentian’s PlanningProcess

• Growth$??• HighlySkilledWorkforce

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RecommendationFoundationalThemes:1. Partnershipsandlocalleadership2. Labourmarketinformation3. Experientiallearningandmentorship4. Promotionofmultiplecareerpathways5. Strategicinvestmentinhumancapital6. Skillsandcompetencies7. Moreflexiblelabourmarkettransfers8. Measuringsuccess

KeyRecommendations:• EstablishaPlanningandPartnershipTable

(PPT)jointlychairedbyrepresentativesfromemployers,educationandgovernment.

• EstablishaWorkforcePlanningandDevelopmentOffice,intheprovincialgovernment.

• UsetheForumofLabourMarketMinisterstodevelopanintegratednationallabourmarketinformationsystem.

• Committoensurethateverystudenthasatleastoneexperientiallearningopportunitybytheendofsecondaryschool.

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Approved Scope

Bold AmbitiousRelevant

Approved Principles

RealisticSustainable

Measureable

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SHARING TALENT

& SOLVING

PROBLEMS

GOVERNMENT

UNIVERSITY INDUSTRY 21

� Enrolment trends over the last five years ◦ Demand: Applicants/Applications/Yields from 1, 2,

3 choice � Regional demographic outlook and where your

students come from� Map against demographic declines by region � Entering averages� Financial sustainability metrics and their meaning � Program by program competitive landscape

� What differentiates Laurentian University from other universities?

� What would Laurentian like to be the first to do?

� What builds on existing strengths, including bilingualism and comprehensive approach to Indigenous education?

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� Do you consider opportunity in SMA2 strategically ahead of decline, reset your corridor and “lock in” $ to support your differentiation?

� What new collaborative/partnerships can support sustainability?◦ In Region◦ North/South◦ East/West◦ International

� Internationalization Strategy?

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