ANNUAL REPORT 2007-08 ACHIEVING VISION · • invested in promoting available financial assistance through print and online advertising and publications. UNDER-REPRESENTED GROUPS

ANNUAL REPORT 2007-08ACHIEVING VISION

Board of Governors: May 2008

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TABLE OF CONTENTS

Introduction..............................................................3

CORNERSTONE 1The College of Choice -The Champion of Students.........................................5

CORNERSTONE 2Academic Excellence and Innovation.........................9

CORNERSTONE 3The Employer of Choice - Exceptional Professional Staff..................................14

CORNERSTONE 4Economic Growth and Prosperity.............................16

CORNERSTONE 5Campus Renewal and Expansion.............................18

CORNERSTONE 6Quality Frameworks.................................................19

Financial Results......................................................25

Premier McGuinty announces a $16.5 million contribution to the Mohawk-McMaster Bachelor of Technology Partnership. Front left to right: Hamilton Mayor Fred Eisenberger, Mohawk President MaryLynn West-Moynes, The Honourable Ted McMeekin, Minister of Government and Consumer Services, Premier Dalton McGuinty, Hamilton Mountain MPP Sophia Aggelonitis, McMaster President Peter George and The

Honourable John Milloy, Minister of Training, Colleges and Universities.

3ANNUAL REPORT & MULTI-YEAR ACCOUNTABILITY AGREEMENT 2007-08

MOHAWK ANNUAL REPORT 2007-08

INTRODUCTION: OUTCOMES SUMMARY

The Mohawk College of Applied Arts & Technology Business Plan 2007-08, submitted to the Government of Ontario in July 2007, dedicated the year to three principal objectives: completion of Vision Like A Hawk: Strategic Plan 2004 - 2007, development of a new multi-year strategy for entering the second decade of the 21st century, and celebration of its 40th anniversary as an Ontario College, 50th anniversary as a leader in engineering technology, and 60th anniversary as a postsecondary institution.

This Mohawk Annual Report 2007-08 provides an overview of achievements relative to the three objectives and demonstrates many accomplishments anticipated in the Business Plan and its accompanying Multi-Year Accountability Agreement (MYAA). In brief, over the past year, for each Cornerstone of its concluding Strategic Plan, Mohawk completed the tasks it set for itself for 2007-08:

1. The College of Choice – Champion of StudentCompleted a Strategic Enrolment Management (SEM) Five Year Plan•Implemented a SEM Annual Plan within the Five Year Plan•Achieved and exceeded MYAA enrolment goals, growing full-time postsecondary enrolment by 3.9 percent and •

apprenticeship by 9.9 percent.Implemented the MYAA Student Access Guarantee •Implemented a Centre of Excellence for Student Access and Success via implementation of the Canada Millenium •

Scholarship Foundation Retention ProjectInvested in planning for improved facilities and services required for improvement to Key Performance Indicator •

(KPI) results for facilities and servicesCompleted a Student Code of Conduct and communicated the new Student Behaviour Policy •Implemented restructured Job Centre Services, serving over 2,000 students•

2. Academic Excellence

Improved retention and the Mohawk KPI Graduation Rate to 60.3 percent•Completed the first year of the Canada Millennium Scholarship Foundation Retention Research Project•Improved KPI results for Graduate Satisfaction, and Employer Satisfaction, with more work to be done on •

Gradate Employment and Student Satisfaction resultsAchieved MYAA Learning Environment Quality Results•Launched 5 new full-time postsecondary Ontario College credential programs, obtained training delivery status •

for 3 new apprenticeship programs, and completed 19 program reviewsEnhanced internal and external academic pathways for students•Enhanced Cooperative Education opportunities •Affirmed Program Advisory Committee participation•

3. The Employer of Choice – Exceptional Professional StaffInitiated analysis of Organizational Effectiveness and Efficiency•Worked to improve staff satisfaction•Improved internal communications•Enhanced staff professional development•Enhanced staff customer service•Implemented staff feedback systems•Initiated staff mentorship opportunities •Completed a draft Staff Code of Conduct •Enhanced staff rewards and recognition programs •Completed restructuring following an Early Retirement Incentive•

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4. Economic Growth and ProsperityEnhanced strategic partnerships •Contributed to community development•Began to create an applied research and commercialization strategy•Grew Corporate Training•Grew international enrolment in China•Enhanced revenue diversification •Maintained a balanced budget •

5. Campus Renewal and Expansion

Prepared to open the Mohawk STARRT Institute (Skilled Trades & Apprenticeship Research, Resources and • Training) in Fall 2008

Completed plans for the Gerald Marshall Truck & Coach Centre at the STARRT Institute•Completed plans for School of Business renovations to create Insurance and Financial Services Centres of •

ExcellenceCompleted Brantford Revitalization Plan Implementation Strategy•Developed Fennell Campus Renewal Strategy•Continued to explore sources of funding for a MRI Machine for the Mohawk-McMaster Institute for Applied •

Health Sciences (IAHS)Enhanced Campus beautification and signage•

6. Quality FrameworksCompleted a new Strategic Concept for 2008 onwards•Strengthened Information Technology (IT) academic and administration systems and infrastructure•Initiated Corporate Data Management Systems•Launched inquiry management recruitment system •Created Multi-Year Marketing Strategy aligned to SEM•Enhanced internal and external communications•Improved fundraising •Achieved Strategic Plan based Balanced Scorecard Goals•Celebrated 40th, 50th, and 60th Anniversaries•

Mohawk’s aspirations for growth and improvement in 2007-08 were achieved within an environment of limited national and provincial economic growth. While Canada’s economy remained relatively steady compared to the United States, realignment within Ontario’s manufacturing industry continued to affect employment, particularly in Hamilton.

Throughout the year, Mohawk remained focused on serving under-represented populations including mature, Aboriginal, 1st generation, immigrant and disabled students, and to reducing barriers to postsecondary education through special targeted programs, facilitated admissions, pre-college preparation, and bursaries. Through partnerships with the community such as the Hamilton Roundtable on Poverty and the Eva Rothwell Centre at Robert Land, Mohawk moved beyond its traditional role of simply offering programs to contributing to regional social and economic development, however, within Hamilton and Brantford poverty issues remain a challenge and a barrier to postsecondary access.


CORNERSTONE 1: THE COLLEGE OF CHOICE – CHAMPION OF STUDENTS

1. Strategic Enrolment Management (SEM) Five-Year Plan

In 2007-08, Mohawk completed the first iteration of a five year Strategic Enrolment Management (SEM) Plan, presented to the Board of Governors in June 2007. The SEM Plan established macro-level enrolment strategies for each of Mohawk’s academic schools through to 2012-2013, proposed new programs and enhanced services, and defined a framework for enrolment growth that also aligns to revenue and expenditure forecasts.

2. Strategic Enrolment Management (SEM) Annual Plan

While developing the multi-year SEM Plan, Mohawk also completed a 2007-08 Annual Enrolment Plan, outlining a growth strategy for the year. Compared to the previous year, Mohawk full-time postsecondary grew 3.9 percent, less than projected but positive nonetheless, with the greatest growth in Medical Radiation Sciences, which added its final fourth year. Continuing Education grew 1.5 percent, and Apprenticeship 9.9 percent:

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3. Multi-Year Accountability Agreement (MYAA) Enrolment Goals

In December 2006, Mohawk and the Ontario Ministry of Training, Colleges and Universities (MTCU) signed a Multi-Year Accountability Agreement (MYAA), including a three-year Action Plan with defined enrolment goals for mature and under-represented students for each year, benchmarked by 2005-06 results. Given the MYAA finalization timelines, and an influx of increased applications from secondary school graduates, not all MYAA goals were achieved in the first year, as indicated in the 2006-07 Annual Report Addendum: MYAA Report Back.

The following chart underscores Mohawk’s commitment to increasing the number of mature and under-represented students for 2007-08. Data sourcing has proven to be a challenge for underrepresented students, and in 2007 we refined our statistics and presentation to include the most accurate sources, selecting from Banner, the Freshman Integration Tracking System, or direct sources, as the Ontario College Student Engagement Survey generates an overrepresented sample due to self-selection. Note that for fall 2008, a question on Aboriginal ancestry will be included in the FITS Survey.

Mohawk also committed to pursue funding for tracking graduation rates between semesters in 2007-08. Thanks to the Canada Millennium Scholarship Foundation Retention Research Project grant, Mohawk will be able to provide more detailed graduation rate information (see Academic Excellence, page 9).

4. Multi-Year Accountability Agreement (MYAA) Student Access Guarantee

The MYAA Student Access Guarantee created an expectation for continuously improved financial assistance to students. In 2007-08, Mohawk:

grew endowments for scholarships and bursaries from a 2005-06 benchmark of $6.7 million to $7.3 million as of •March 31, 2008, within efforts to increase the endowment to more than $10 million. The endowments include bursaries under the Ontario Trust for Student Support (OTSS) program, continued to collaborate in the distribution of Ontario Student Assistance Program (OSAP) loans,•helped students achieve Canadian Millennium Scholarship Program awards, •continued to invest in on-campus work-study programs, which benefited over 500 individual students over the •course of the year, andinvested in promoting available financial assistance through print and online advertising and publications. •

UNDER-REPRESENTED GROUPS (FT)

2005-06% OF TOTAL

2006-07% OF TOTAL

2007-08MYAATARGET

2007-08% OF TOTAL

2007-08TARGET

Mature (Banner) 52.8% 53.8% 1.0% increase 55.3% Exceeded

Aboriginal (Banner) 1.3% 1.8% 1.9% Remained The Same

1st Generation (FITS) 39.1% 40.0% 38.0% Decreased

Immigrant (FITS) 16.6% 16.7% 14.9% Decreased

With Disabilities (Disabilities Office)

Not Available 9.0% 8.9% Remained The Same


5. Centre of Excellence for Student Access and Success

Mohawk’s Board of Governors endorsed a comprehensive strategy for implementing a Centre of Excellence for Student Access and Success in April 2007. Detailed structural and investment planning continued over 2007-08, and the needed physical space improvements are now contextualized within an overall Master Campus Plan for the Fennell Avenue Campus. A fundraising plan is now being developed to align to the proposed Master Campus Plan. At the same time, Mohawk consolidated student access and success resources at the Fennell Avenue Campus by creating a Learning Excellence Centre as part of the Millennium project (see page 9).

6. Key Performance Indicator (KPI) Results: Facilities and Services

Facilities and services are integral to student satisfaction and student pride in their College’s learning environment. Between 2004-05 and 2007-08, Mohawk achieved a +10.4 percentage point increase in Student Satisfaction with services, however for 2007-08 alone, student satisfaction declined by –2.2 percentage points and now stands at 69.4 percent. Mohawk achieved a +8.1 percentage point increase in satisfaction with facilities over the same multi-year period, declining by -2.3 percentage points over the immediate past year to 69.7 percent. While the multi-year results are impressive, particularly the rate of improvement compared to other colleges over the same timeframe, Mohawk is very concerned with the immediate year’s results. Construction at the Stoney Creek campus generated a –7.1 percentage point decline in satisfaction for that campus, but generally the Fennell Avenue campus generated the overall result. Transformation of Stoney Creek into the STARRT Institute will be completed for September 2008. Mohawk’s Master Campus Plan for Fennell, beginning with some refurbishment over the summer of 2008, will help facility results as well in the future. Clearly significant investments in facilities and services are needed for Mohawk to compete in the Ontario postsecondary market.

7. Student Code of Conduct

Mohawk’s contin ued implementation of its Student Behaviour Policy and Procedure in 2007-08 reflected the College’s commitment to creating a learning community where students and staff are encouraged to create a safe and respectful work and study environment. The Policy reflects the citizenship values Mohawk champions, and guides management of expected student behaviour to protect the rights of students and staff. While disciplinary actions are imposed as appropriate, adjustments in behaviour, student development and learning are positive outcomes often associated with the process. The Policy was developed in consultation with the Mohawk Students’ Association (MSA) and the Mohawk College Association of Continuing Education Students (MCACES), and is widely published.

In addition, Mohawk piloted a partnership with the Mohawk Students’ Association (MSA) regarding behaviour on pub nights, wherein MSA Security and Mohawk College Security work together to ensure appropriate behaviour at all times. A Hamilton Police Force officer attended most pub nights, and through work with the Mohawk Neighbourhood Committee, student behaviour in local housing adjacent to the Fennell Avenue Campus was also monitored. Both the MSA and Neighbourhood Committee projects over the year contributed to improved student, staff and community relations.

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8. Job Centre Services

In March 2007, Mohawk launched its new Job Centre, a consolidation of services that includes student and graduate employment services and cooperative education services. With increasing employer demand for well-prepared and trained high-technology workers, education that combines classroom with work-integrated learning opportunities is fueling a significant shift to programming based on a cooperative education delivery model. As a leading provider of cooperative education-based programming in Canada, Mohawk continues to expand its coop employer base, engaging about 660 employers in offering relevant experiential work terms to students this past year, a growth of 10 percent over the previous year. Mohawk serves approximately 2,000 cooperative education students.

Further, a marked increase in the utilization of the Job Centre has been noted, as students focus more of their energy on preparing themselves for integrating into the competitive workforce, with peak periods demonstrating two and threefold increases in the number of students using the resources and career supports offered at all campus locations. The Job Centre estimates that it serves about 70 percent of graduating students.


CORNERSTONE 2: ACADEMIC EXCELLENCE

1. Retention & Graduation Rates

Between 2004-05 and 2007-08, Mohawk’s Graduation Rate improved by +6.0 percentage points to reach the current 60.3 percent, however, Mohawk recognizes that its retention remains lower within the Ontario Colleges system. Completion of the Freshman Integration and Tracking (FIT) System student surveys and provision of Individual Personalized Learning Strategies continued in 2007-08, achieved this past year for 84 percent of students. Mohawk recognized the essential need to improve retention rates between 1st and 2nd year above the current 65.7 percent and devoted considerable efforts to achieve this priority goal and improve promotion and progression results with the following results:

Y ear2006-07

MY A A G oal2006-07 R es ult

2007-08 MY A A G oal

2007-08 R es ult

2008-09 MY A A G oal

1st to 2nd year 67.0% 65.7% 68.0% 67.5% 69.0%2nd to 3rd year 85.0% 79.1% 86.0% 86.0% 87.0%3rd to 4th year Not Identified 92.3% Not Identified 100.0% Not Identified

R etention R ates for 2007-08 A nnual R eport in MY A A F ormat

2. Canada Millennium Scholarship Foundation Retention Research Project

In 2007-08, Mohawk implemented its first year of participation in the Retention Research Project funded for two years by the Canada Millennium Scholarship Foundation and Government of Ontario, and entitled “Foundations for Success” at Mohawk. The project focuses on student retention in two-year programs at three Ontario colleges: Mohawk, Seneca and Confederation. A special Learning Excellence Centre was created at Mohawk’s Fennell Avenue campus to assist students with career clarification, communications tutoring, peer mentoring and support for learning. Eventually over 1,000 students will participate in the project in one of three groups receiving intervention. Qualitative and quantitative data collected over two years will help define the impact of various interventions on student transitions to college and on overall college retention. Results will be shared with the Ontario Colleges system. The Foundation Project includes revitalization of learner support services, and in 2007-08 included 35 Peer Tutors and 128 Peer Mentors. As well, it should be noted that Mohawk also provided assistance to students across all campuses and programs through the services of an additional 83 Peer Tutors not directly affiliated with the Retention Project.

3. Key Performance Indicator (KPI) Results

Overall, Mohawk’s 2007-08 KPI results demonstrate that compared exclusively to the previous year, the College has improved percentage point results relative to Employer Satisfaction (+0.5), Graduate Satisfaction (+0.2) and Graduation Rate (+2.9). However, there have been percentage point declines for Graduate Employment (-1.2) and Student Satisfaction (-2.1). Comparison over three years, to the Multi-Year Accountability Agreement (MYAA) base year of 2005-06 demonstrates increases in all KPI results except for no change in Student Satisfaction. Results for facilities/resources and quality of services again affect Mohawk’s overall result more than knowledge and skills and program quality.

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A four-year trend comparison to 2004-05 demonstrates significant increases in all major KPI survey categories, including a +8.4 percentage point increase in Student Satisfaction. In other words, trended over time, Mohawk is doing better than the College system, despite this year’s decline in two categories. Compared to the Ontario Colleges system, trended over four years, Mohawk after St. Clair enjoys the highest improvement in Student Satisfaction results. The table below summarizes Mohawk results for all categories, followed by cumulative Student Satisfaction results for all Ontario Colleges:

MY A A *

2004/05 2005/06 2006/07 2007/08

2 y r C u m u la tiv e V a r ia n c e (2 0 0 7 /0 8 v s

2 0 0 6 /0 7 )


2 0 0 5 /0 6 )


2 0 0 4 /0 5 )

S tu d e n t S a tis fa c tio n R a teM oha wk 67.9% 76.3% 78.4% 76.3% -2 . 1 0 . 0 +8 . 4P rovinc e 76.3% 77.8% 77.4% 77.9% +0 . 5 +0 . 1 +1 . 6

Q14 K nowledge and S k ills for F uture C areerM oha wk 80.2% 85.5% 88.7% 86.3% -2 . 4 +0 . 8 +6 . 1P rovinc e 86.3% 87.3% 87.2% 87.5% +0 . 3 +0 . 2 +1 . 2

Q26 L earning E x perienc es - P rogram QualityM oha wk 71.0% 78.0% 81.3% 79.7% -1 . 6 +1 . 7 +8 . 7P rovinc e 80.1% 81.2% 81.1% 81.8% +0 . 7 +0 . 6 +1 . 7

Q44 Quality of F ac ility/R es ourc esM oha wk 61.6% 71.4% 72.0% 69.7% -2 . 3 -1 . 7 +8 . 1P rovinc e 70.0% 71.7% 71.0% 71.3% +0 . 3 -0 . 4 +1 . 3

Q45 Quality of S ervic esM oha wk 59.0% 70.1% 71.6% 69.4% -2 . 2 -0 . 7 +1 0 . 4P rovinc e 68.9% 70.8% 70.3% 70.9% +0 . 6 +0 . 1 +2 . 0

G ra d u a te S a tis fa c tio n R a teM oha wk 80.7% 80.3% 82.5% 82.7% +0 . 2 +2 . 4 +2 . 0P rovinc e 80.5% 81.6% 82.0% 82.8% +0 . 8 +1 . 2 +2 . 3

G ra d u a te E m plo y m e n t R a teM oha wk 90.7% 91.1% 92.5% 91.3% -1 . 2 +0 . 2 +0 . 6P rovinc e 88.0% 89.3% 90.1% 90.5% +0 . 4 +1 . 2 +2 . 5

G ra d u a tio n R a teM oha wk 54.3% 55.8% 57.4% 60.3% +2 . 9 +4 . 5 +6 . 0P rovinc e 57.0% 60.1% 63.4% 64.9% +1 . 5 +4 . 8 +7 . 9

E m plo y e r S a tis fa c tio n R a teM oha wk 91.9% 89.8% 92.8% 93.3% +0 . 5 +3 . 5 +1 . 4P rovinc e 92.7% 92.1% 92.6% 93.1% +0 . 5 +1 . 0 +0 . 4

* M u lti-Y e a r A c c o u n ta b ility A g r e e m e n t b a s e y e a r is 2 0 0 5 /0 6 .

Overall K P I R es ults for the P as t F our R eporting Y ears (2004 - 2008)


MYAA*

College 2004/05 2005/06 2006/07 2007/08

2 yr Cumulative

Variance (2007/08 vs

2006/07)

3 yr Cumulative Variance

(2007/08 vs 2005/06)

4 yr Cumulative

Variance (2007/08 vs

2004/05)St. Clair 67.8 71.9 75.0 76.5 1.5 4.6 8.7Mohawk 67.9 76.3 78.4 76.3 -2.1 0.0 8.4Confederation 74.6 75.1 78.7 79.2 0.5 4.1 4.6

Province 76.3 77.8 77.4 77.9 0.5 0.1 1.6

* Multi-Year Accountability Agreement base year is 2005/06.

Student Satisfaction Rate (Very Satisfied / Satisfied)Student Satisfaction Survey

This table represents the average of the four capstone questions (14, 26, 44, 45)(Sorted in descending order by 4 Yr Cumulative Variance)

Fifteen Mohawk programs made significant improvements to their KPI results, as indicated in the following chart.

C a m pu s P ro g ra m # P ro g ra m

% K P I S tu d e n t

S a tis fa c tio n K P I

N u m be r o f s tu d e n ts

in c lu d e d in K P I

% K P I S tu d e n t S a tis fa c tio n

K P I

N u m be r o f s tu d e n ts

in c lu d e d in K P I D iffe re n c e s A c c re d ita tio n

P ro g ra m L e n g th

(y rs )BL 166 PUBLIC RELATIONS 52.4 21 76.6 16 24.2 OCGC 1FF 187 MOTIVE POW ER FUNDAMENTALS / TECHNIQUES 69.4 9 92.9 7 23.5 OCC 1SC 180 HEATING, AIR COND & REFRIGERATION TECHNIQUES 69.4 9 90.7 27 21.3 OCC 1FF 384 EVENT MGMT CONVENTION AND MEETING PLANNING 55.0 15 74.0 25 19.0 OCGC 1FF 555 COMPUTER SYS TECHY - Network & Security Analy 69.6 65 85.8 30 16.2 OCAD 3FF 553 CHEMICAL ENG TECHY - ENVIRONMENTAL 75.0 27 88.6 11 13.6 OCAD 3FF 421 CIVIL ENG TECHNICIAN (2 YR) 68.4 34 80.4 23 12.0 OCD 2FF 320 BUSINESS 63.9 36 75.6 41 11.7 OCD 2FF 420 ARCHITECTURAL TECHNICIAN 70.1 41 81.1 41 11.0 OCD 2BF 133 INSTRUCTOR FOR BLIND & VIS IMPAIRED - REHAB 66.7 6 75.0 10 8.3 OCGC 1FF 402 ELECTRONICS ENG TECHNICIAN 53.6 7 61.5 24 7.9 OCD 2BF 467 GRAPHIC DESIGN PRODUCTION - PACKAGING 72.5 40 79.7 37 7.2 OCD 2FF 179 SMALL BUSINESS AND ENTREPRENEURSHIP 80.4 23 87.0 25 6.6 OCC 1BF 132 INSTRUCTOR FOR BLIND & VIS IMPAIRED - ORIENT 85.7 7 91.7 9 6.0 OCGC 1BF 465 GRAPHIC DESIGN PRODUCTION - DIGITAL 71.0 44 76.6 48 5.6 OCD 2

O V E R A L L M o h a w k 7 8 . 4 5 , 4 5 2 7 6 . 3 5 , 4 7 9 -2 . 1

P r o v in c e 7 7 . 4 8 8 , 8 2 8 7 7 . 9 9 1 , 0 2 3 0 . 5

2006-2007 2007-2008

S tu den t S a tis fa c tio n K P I F o r 2006-2007 a n d 2007-2008 by th e 15 Mo s t Im pro ved P ro gra m s(S o r te d in d e s c e n d in g o r d e r b y D iffe r e n c e s )

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4. Multi-Year Accountability Learning Environment Quality

The following chart summarizes 2007-08 MYAA goals and results:


5. New Programs and Program Reviews

In September 2007, Mohawk launched five new Ontario College credential programs: Pre-Media and Entertainment, Industrial Millwright - Packaging, Business Financial Services, Power Engineer Techniques – 3rd Class, and Quality Engineering Technician – Non Destructive Evaluation. Two new streams were added to the existing program inventory: Biotechnology Technician – Health, and a new stream for the Bachelor of Science in Nursing. As well, Mohawk formally launched the Bachelor of Technology collaborative degrees with McMaster University. A pilot program was developed for newcomers to Canada in Canadian Workplace Culture. Three new Continuing Education certificate programs were also launched: Palliative Care for Personal Support Workers, Registered Nurse: First Assistant, and Bridging for Internationally Trained Engineers. Over the course of 2007-08, Mohawk worked on the development of 17 new full-time postsecondary programs to be launched between 2008 and 2010, and conducted a formal review of 19 programs and program clusters, beginning with those that demonstrated weak Key Performance Indicator results in the previous year.

6. Internal and External Pathways for Students

Mohawk remained committed to increasing both the number of articulation agreements it has with colleges and universities to enable students to realize their full academic potential, and the number of inter-program transfers that enhance retention and progression. The latter transfers accommodate both students who would be more successful in different programs and students who move through the College via pathways linking apprenticeship to technician to technologist programs to degrees. Mohawk’s Bachelor of Technology partnership with McMaster University benefited from a $16.5 million investment announced in January 2008 by Ontario Premier Dalton McGuinty at a media conference held at the Fennell Avenue campus.

Over 2007-08, Mohawk concluded seven new program articulation agreements. Agreements were signed with four new institutions including Boston’s Berklee College of Music, Charles Sturt University for Library and Information Management, University of Waterloo for Recreation and Leisure Studies and McMaster University’s Centre for Continuing Education. Mohawk also renewed two articulation agreements with University of Western Sydney and Brock University, and negotiated a separate Memorandum of Understanding with Charles Sturt University from Australia in Burlington related to future program agreements.

7. Cooperative Education Opportunities

As mentioned, Mohawk’s newly consolidated Job Centre has enhanced collaborations with both students and employers. Mohawk has expanded its database inventory from 600 to 660 employers, and completed an online version of its annually published Guide to Employers. These efforts complement ongoing work to enhance field placements, clinical placements, internships and other experiential learning opportunities for students. As well, Mohawk introduced three new training certificate programs: Bridging Engineering for internationally educated individuals, Condominium Management, and Emergency Services Communication.

8. Program Advisory Committee Participation

Mohawk now celebrates the participation of over 500 business, industry and community representatives on its 44 Program Advisory Committees (PAC). Mohawk held its annual PAC Breakfast in the fall of 2007, with a view to consulting business and industry representatives on future directions and priorities for Mohawk leading to development of the incoming Strategic Concept. In March, 2008, Mohawk hosted a consultation of selected PAC representatives to discuss the Ontario workforce and skills shortages.

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CORNERSTONE 3: THE EMPLOYER OF CHOICE – EXCEPTIONAL PROFESSIONAL STAFF

1. Organizational Effectiveness and Efficiency

Mohawk launched a Staff Council on Institutional Effectiveness and Satisfaction in the fall of 2007, with cross college membership similar to a previous President’s Council on Quality Performance. Under the new Council’s guidance, operational and business reviews and redesigns were undertaken for three key processes: Academic Planning-Workload, Timetable Requirement Generation, and Exemptions & Admissions. Reviews were conducted from the perspectives of both staff and students, with a focus on future enhancements for high quality service and enriching the working environment for employees. The Council in 2008 is conducting an analysis of stakeholder recommendations, including defining cost benefit metrics, designing new processes and creating implementation plans. The process is simultaneously benefiting the College by enabling ongoing development of Mohawk expertise in business process analysis and design, focusing staff efforts on value-added activities, and increasing staff’s sense of contribution and satisfaction.

2. Staff Satisfaction

Mohawk’s 2004-05 and 2006-07 Staff Satisfaction Surveys revealed several areas where major improvements are required. In 2007-08, in part through the new Staff Council and efforts in Communications, Mohawk began to address the need to improve interdepartmental communications, provided targeted professional development relative to communications, began to develop new rewards for staff creativity and innovation, and invested in workplace facilities. As well, a Banner Enhancement Project was completed that will assist in improving staff satisfaction by greatly enhancing online access to information and procedures. A new model was developed to generate ‘high performance’ teams, encouraging collaborative problem solving and greater understanding and appreciation for interdepartmental priorities and challenges.

3. Internal Communications

In 2007-08, Mohawk enhanced internal communications through MoCoMotion portal announcements, a President’s Blog accessible from the College’s website homepage, and repositioning of a formerly tri-annual print Cornerstones newspaper as a bi-monthly electronic newsletter. An internal communications strategy was drafted, now undergoing revision within the context of imbuing the new Strategic Concept into the Mohawk community. Hierarchical communications were enhanced through the use of President’s memoranda followed by Vice President-led discussions and presentations related to major developments and issues.

4. Staff Professional Development

In keeping with its Multi-Year Accountability Agreement goals, in 2007-08, Mohawk increased participation by faculty, support staff and administration in professional development opportunities significantly, based on benchmarks established in 2006-07. Over the year, a total of 1,503 faculty registrations represented attendance at 85 professional development workshops/seminars, 664 support staff registrations represented attendance at 44 workshops/seminars, and 176 administrative registrations represented attendance at 27 workshops/seminars were recorded, as well as community wide participation in major events including Mohawk Presents and the annual August President’s Breakfast. A total of 38 staff were funded to pursue higher credentials, 8 professional development sabbaticals were granted, and Associate Deans attended the College system Leadership Academy. A Support Staff Leadership Certificate Program was developed and launched for implementation in 2008.


5. Staff Customer Service

Mohawk remained committed to exemplary customer service, and continued to ensure that new and existing employees were provided customer service professional development training throughout the year. The College’s mission that students and learning are at the heart of all we do remained at the core of customer service philosophy.

6. Implement Staff Feedback System

Mohawk built on the feedback system launched in 2005 with administrative staff through an administration second implementation, and initial implementation of feedback systems for both support and academic staff, the latter including feedback from students.

7. Develop Staff Mentorship Program

Over 2007-08, Mohawk consulted and developed a series of workshops and seminars on leadership for Administrative Staff, as well as a draft mentorship program plan, intended to ensure that each manager benefited from a director or vice president as their mentor for the year from another division in the College. In part as a result of the departure of the Vice President, Student Access and Success, four Mohawk Vice Presidents and the President served as mentors to seven Directors and Managers for three months until a restructuring was implemented. Through the New Staff Orientation Program, there were developed provisions for new staff to be assigned a ‘buddy’ for a period of time, until they feel comfortable in their work. The Staff Council has been trained to provide mentoring for curriculum mapping and other processes related to work effectiveness.

8. Complete Staff Code of Conduct

Mohawk completed a draft Staff Code of Conduct, intended to outline expectations and support the values of Mohawk College and promote same to both inform staff and students, thereby supporting Mohawk’s quality teaching and learning environment. Mohawk is now developing a communications plan in order to launch the Code in 2008.

9. Enhance Staff Rewards and Recognition Programs

Mohawk again enhanced its annual Mohawk Presents event, at which administrative, support and faculty staff are given long-service recognition and President’s Awards of Excellence, with an activity linked to the College’s growing United Way support. Retirees and long service award recipients can now choose their recognition gift from a selection of options. In 2007, Mohawk increased formal and informal recognition of staff achievements through media relations and the accelerated publication of the online Cornerstones newsletter. Also, it has been determined that staff recognition awards will include credit for other than full time work upon the request of numerous staff.

10. Restructuring Post Early Retirement Incentive

In 2007 administrative, support and academic staff accepted early retirement incentives, and most retired by the end of 2007. Mohawk consequently realigned and restructured work over 2007-08 to ensure students continued to experience quality teaching, learning and service. Also, in the context of the new Strategic Concept and departure of several leaders, Mohawk restructured responsibilities and accountabilities for members of the Senior Leadership Team, announced April 10, 2008.

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CORNERSTONE 4: ECONOMIC GROWTH AND PROSPERITY

1. Strategic Partnerships

Mohawk launched a new ‘Partnership Prospectus’ in early 2007, a menu for business and industry designed to demonstrate the many advantages of partnering. Mohawk made significant strides in negotiating partnership agreements in 2007-08, agreements that benefit student, staff and infrastructure renewal. Mohawk concluded significant partnership agreements with Dofasco, Hydro One, and Satyam, and in April 2008, added Wescam and Storeimage to the list. The Hydro One partnership represents a major consortium including Georgian, Northern Algonquin and Mohawk colleges, and includes great opportunities for graduates to access jobs with Hydro One. In addition, Mohawk has representatives either on or working closely with Hamilton, Burlington and Brantford Economic Development Departments, in an ongoing effort to contribute to regional economic prosperity. Finally, Mohawk’s new Strategic Concept embraces Partnerships as one of its four main priorities.

2. Community Development

Mohawk continued to partner with not-for-profit community organizations throughout Burlington, Brantford and Hamilton in 2007-08, including the Eva Rothwell Centre at Robert Land, the Hamilton Civic Coalition now known as the Jobs Prosperity Roundtable (JPS), of which the President is a Co-Convenor, the Hamilton Roundtable on Poverty, and the Immigrant Collaboration. Mohawk students were involved in local and global outreach projects as well, including a Habitat for Humanity project rebuilding homes in New Orleans. Mohawk continued to recognize that such projects both contribute to Mohawk’s reputation as a good corporate citizen and constitute important long-term recruitment strategies.

Mohawk continued to reinforce its commitment to citizenship through its annual Citizenship Ceremony presided over by Judge Rob Morrow, and became the first college in Ontario to establish a chapter of the Institute for Canadian Citizenship, a legacy project of former Governor General Adrienne Clarkson.

3. Applied Research & Commercialization Strategy

Mohawk completed its application for National Science & Energy Research Council (NSERC) funding in 2007-08, and is awaiting response. Mohawk continued to seek funding for academic research projects, and in 2007 participated in over 20 Health Sciences research projects, in medical imaging, ultrasonography and many focused on Nursing best practices.

In February 2008, Mohawk received a $1 million cash and in-kind services donation from global business and information technology services provider Satyam Computer Services Ltd., to establish the SATYAM Interoperable Electronic Health Records (iEHR) Centre at the Fennell Campus. A team of Mohawk Engineering Technology faculty and students is working with Satyam programmers in India to build the first working prototype of Canada’s national blueprint for electronic health records. The blueprint has been developed by Canada Health Infoway, a federally funded, independent, not-for-profit organization whose members are Canada’s 14 federal, provincial and territorial Deputy Ministers of Health. This project constitutes a major applied research initiative for Mohawk.


4. Corporate Training

Mohawk engaged a new Executive Director responsible for Corporate Training, whose role is to improve corporate training opportunities and thereby help to diversify Mohawk’s revenue base. Over the past year, a total of 343 training sessions attracted an enrolment of 1,918 business and industry professionals. Mohawk Corporate Training also offered an additional 1,536 student days of special training related to welding and special partnerships with General Motors and Chrysler.

5. China International Project

Mohawk’s partnerships in China with China Youth University for Political Sciences in Beijing, and Xi’an Siyuan Vocational University in Xi’an, Shaanxi Province, continued in 2007, with enrolment now at 900 students up from 600 in 2007.

6. Revenue Diversification

Through enhanced apprenticeship enrolment, partnerships, applied research funding, corporate training, international enrolment in Canada and offshore enrolment in China, Mohawk increased its percentage of revenue not attributed to postsecondary grants and tuition by 7.2% percent, from $39,686,037 to $42,556,299.

7. Balanced Budget

For 2007-08, Mohawk achieved a balanced budget, with capital investments that enable the College to maintain quality learning environments at all campuses and meet the needs of students.

Transforming Stoney Creek into the Mohawk STARRT Institute

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CORNERSTONE 5: CAMPUS RENEWAL AND EXPANSION

1. Mohawk STARRT Institute

The Mohawk Skilled Trades & Apprenticeship Research, Resources and Training (STARRT) Institute will open its doors on Barton Street East for fall 2008, as a result of construction now transforming the Stoney Creek campus. The Mohawk STARRT Institute will increase skilled trades and apprenticeship enrolment immediately upon its opening. Thanks to the new facilities, enrolment in skilled trades is expected to reach 870 students, an increase of 74 percent over earlier enrolment of 500. Enrolment in apprenticeship programs is expected to reach 3,121, and then rise to 3,585 with the completion of the Gerald Marshall Truck and Coach Centre, an overall increase of 35.5 percent, in alignment with the Government of Ontario’s efforts to increase apprenticeship enrolment by 25 percent.

2. Gerald Marshall Truck & Coach Centre

Mohawk has completed detailed floor plans for a second STARRT construction phase to complete the Gerald Marshall Truck & Coach Centre, now scheduled to open in the fall of 2009. The Centre is funded in part by a generous donation from the Marshall Family and Marshall Truck & Trailer Repair as well as Marshall-led fundraising efforts towards a $2.0 million Gerald Marshall Fund contribution. Mohawk will invest with funding received from the Government of Ontario, and the new Centre will accommodate expanded enrolment in Mohawk’s Truck and Coach Technician and Truck Trailer Service Technician programs.

3. Insurance & Financial Services Centre

Mohawk completed planning in 2007-08 to renovate all of the Fennell Campus A-Wing, home of the School of Business, to improve facilities for the School and to create Centres of Excellence in Insurance and Financial Services. The Centres will include specialized classrooms, labs, resource centre, mentorship lounge and the Bert Hares Boardroom. The renovation project begins in the summer of 2007-08, and due to the urgent ongoing need for A-wing classrooms in the fall and winter semesters, will continue over three summers such that the total renovation will be completed for the fall of 2010. Temporary accommodation for faculty will be provided in a modular structure to be erected nearby, with the summer of 2008 dedicated to asbestos removal and mechanical refitting, and the summers of 2009 and 2010 committed to structural renovations.

4. Brantford Revitalization Plan Implementation Strategy

In 2007-08, Mohawk completed a detailed financial and operational strategy for the implementation of the Mohawk Brantford Revitalization Plan, to accommodate future doubling of enrolment in full-time postsecondary, apprenticeship and continuing education programs. Several aspects of the Revitalization Plan, including marketing and expanded enrolment in graphic design, packaging, and law and security programs were implemented within the 2007-8 fiscal year, along with renovations to student lounge space, the bookstore and classrooms. The Revitalization Plan focuses on Centres of Excellence in Public Safety and Security, which already has a building in place, and in Advanced Design and Packaging Technologies, for which new space will be required and for which planning is well underway.


5. Fennell Avenue and All Campus Renewal

Mohawk completed analysis of space utilization in 2006-07, and in 2007-08 completed a Campus Master Plan that includes not only the School of Business renovations, but planning for all buildings, roadways, and the construction of a new library building. The plans also call for relocation of major internal student service areas now to be found in 16 different geographic locations into one central area. Additional student study and lounge space are part of the plans, and the creation of this space requires relocation of administrative and staff services, including Human Resources and Finance. The Campus Master Plan was approved by the Board of Governors, and now detailed financial and logistical planning is underway.

Thanks to 2007-08 Government of Ontario one-time capital funding, over the summer of 2007, Mohawk invested in new HVAC equipment, roofing renewal, storm water management improvements to avoid flooding, and additional technology for classrooms and labs. New HDTV (High Definition Television) equipment for Mohawk’s Television and Communications Media Broadcasting programs was purchased reflecting the industry’s move to digital platforms. Beginning with the Fennell and Brantford campuses, and included in the construction completion of the STARRT Institute, Mohawk invested significantly in additional security measures and emergency protection equipment to ensure a safe and secure learning and working environment. As a result, Mohawk implement several emergency procedures “rehearsals” to ensure students and staff are familiar with appropriate responses to various types of emergencies, including building and campus lock-downs.

6. MRI Machine Funding

Mohawk continued to explore Ontario government funding over the course of 2007-08 for a Magnetic Resonance Imaging Machine for the Institute for Applied Health Sciences at the McMaster University campus, where a physical space is already constructed for the machine. Acquisition and installation of the MRI machine will enable Mohawk to implement new streams in Medical Radiation Sciences, and will support simulated learning for students with hands-on application and practice in a lab setting. An ‘angel’ remains to be identified.

7. Campus Beautification and Signage Over 2007-08, Mohawk invested in painting, renovations, classroom improvements, office furnishings, and exterior landscaping to ensure that its four campuses remain competitive to those of other college and university institutions. To commemorate its 40th anniversary, Mohawk installed banners on Fennell Avenue and Barton Street in Hamilton, and on Elgin Street in Brantford, and the Mohawk STARRT Institute will re-brand the Stoney Creek campus significantly by Fall 2008. New directional and informational interior signage was installed at all campuses, and a plan for exterior signage renewal completed.

CORNERSTONE 6: QUALITY FRAMEWORKS

1. Mohawk Strategic Concept 2008 Onwards

Over the course of 2007-08, Mohawk’s Board of Governors created a special Strategic Planning Committee that consulted with over 500 staff and 100 external partners to develop a new Strategic Concept designed to replace Vision Like A Hawk: Strategic Plan 2004 to 2007. The following diagram provides the essential elements of the new forward looking concept, to be followed in 2008 by detailed operational plans enabling realization of the visionary priorities.

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2. Information Technology: Academic and Administrative Systems and Infrastructure

In late 2007, Mohawk approved an Academic and Administrative Information Technology Plan that outlined the following directions:

Enhance teaching and learning•Provide effective communication technologies•Support data-informed decision-making•Ensure security of information technology assets•Manage effectively information technology resources•

For each direction, specific actions are identified for completion within a twelve to eighteen month timeframe, following which the IT plan would be updated to align with implementation of Mohawk’s new Strategic Concept.With IT as a major priority, and a separate asset category in the 2007-08 budget planning process, a new IT project submission and review process was implemented to effect an investment of approximately $1million for IT capital investment. The investment included:

• 1,200newcomputersdeployedinlabsandclassroomsforfall2007start-up• 35additionalSmartclassrooms• virtualizingapplicationsonapilotbasistoimprovestudentaccesstomultipleversionsofsoftware,• increasedwirelessaccessattheBrantfordCampusandtheFennellStudentCentre,• implementationofaqueuemanagementsystemintheRegistrationCentretobetterassiststudents.

The plan includes analysis of Mohawk’s Learning Management Systems designed to support e-learning initiatives, and implementation of more effective technology solutions to meet college-wide requirements for e-learning applications.

3. Corporate Data Reporting Project

Mohawk embarked on an Request For Proposal process during the first half of 2007-08 to generate a solution to create a corporate data reporting environment that would provide:

• a“singleversionofthetruth”derivedfromvariousdataentities,• credibleinformationthatfacilitatesdecision-making,• user-friendlyfront-endtoolsandapplicationsthatenableaccessandanalysis.

In December 2007, DesTech Consulting & Education and Skura Corporation were awarded the contract to implement Oracle Business Intelligence Suite as the College’s reporting platform.

Following a series of high level interviews with the Senior Leadership Team during January 2008, the decision was made to focus implementation of Oracle BI on business needs related to financial reporting, specifically the need for monitoring actual revenue and expenses against budget. A project team was established, and it was determined through several Definition and Discovery workshops that the Phase 1 release would provide departments with the ability to compare actual enrolment, tuition and grant revenue with projections to inform decisions related to program planning and operational spending.

Prototyping, development and production are expected to be completed by August 2008.

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4. Inquiry Management Recruitment System

Mohawk engaged a company named dthree, expert in electronic interactive communications, to develop enhanced web-based connections with prospective students, build a stronger website content management system, and enhance conversion of prospective students to registrants. In 2007-08, the initial phase of the project, including significant investments in appropriate licenses and applications, was completed with the generation of the HawkClub for potential students. Remaining elements are to be completed by August 2008.

5. Multi-Year Marketing Strategy

Aligned to the Annual Enrolment Plan and Five Year Strategic Enrolment Management (SEM) Plan, Mohawk developed and began implementation of a multi-year marketing strategy based on demographic trends. Focusing on non-postsecondary or indirect applicants and increased reputation building among grades 8 to 10 in territories where few applicants currently originate, the marketing strategy is also aligned to the Colleges Ontario effort to make colleges and apprenticeship more accepted among parents and influencers of prospective students. Mohawk has successfully enhanced applications from prospects coming from the workforce, recognizing the low participation rates in postsecondary among the regional population represents a market opportunity. Over the 2007-08 year, Mohawk also began focusing visual and linguistic marketing efforts beyond simply representing students to representing graduates in the workforces. The overall strategy incorporates new emphases on electronic or digital connectivity, including YouTube commercials and video on the website.

6. Internal and External Communications

Mohawk, in part in response to Staff Survey concerns about internal communications, transformed its thrice- annual print newsletter Cornerstones into a bi-monthly online newspaper and added student and President’s blogs to its website. Specialized training and professional development in communications relative to staff feedback systems were offered to administrative staff. Corporate special events aligned with media relations to maximize external awareness of Mohawk’s strengths and achievements, perhaps the most significant of which was the Fennell Campus announcement of funding for the Mohawk-McMaster Bachelor of Technology collaborative degrees by Premier Dalton McGuinty. A comprehensive Internal Communications Strategy was drafted, but remained on hold until the Board of Governor’s approved the new Strategic Concept to ensure inclusion of communications about the new priorities and directions of the College.

7. Fundraising Goals and Achievements

Mohawk revised its fundraising goal in 2007 to launch a quiet $17.4 million fundraising campaign that targets raising up to $11.4 million for the Mohawk STARRT Institute including the Gerald Marshall Truck & Coach Centre at the Stoney Creek campus; $4 million for Centres for Insurance and Financial Services in the School of Business at the Fennell Avenue campus; and $2 million for bursaries to be matched by the Ontario Trust for Student Support (OTSS). Future plans include fundraising for further expansion of the Fennell Avenue Campus and implementation of the Brantford Revitalization Plan. A total of $5.0 million has now been raised for the Mohawk STARRT Institute, including funds from the City of Hamilton ($1.5 M), Dofasco ($1.0 M), and the Marshall Family and Marshall Truck & Trailer Repair ($1.2 M). Ontario also provided a supplementary $5.0 million to over $2 million previously awarded. Mohawk also increased its endowed funds for bursaries and scholarships from $6.7 to $7.3 million, towards the overall goal of $10 million.


8. Celebration of Anniversaries

Mohawk celebrated three anniversaries in the fall of 2007. Lead by the Alumni Association, Mohawk celebrated:

Mohawk’s first incarnation as the Provincial Institute of Textiles began in 1947, hence 2007 is Mohawk’s 60th anniversary as a •postsecondary institution.Mohawk became the Hamilton Institute of Technology in 1957, hence 2007 marks Mohawk’s 50th anniversary as a leader in •engineering technology. Mohawk became Mohawk College of Applied Arts and Technology in 1967, and will celebrate 2007 as its 40th anniversary as a •member of the Ontario college system.

Street banners were installed at the entrances to the Stoney Creek, Brantford and Fennell Avenue campuses, a souvenir 40th Anniversary magazine was published including celebration of the “Incredible 40 at 40” alumni, and a 40th Anniversary Homecoming was hosted by the College and the Mohawk College Alumni Association October 12th and 13th. The Quarter Century Club and Retirees Celebration was rescheduled to October 12th, Mohawk Presents in December, and a special Alumni of Distinction reception and event in January rounded out six months of active celebration.

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9. Balanced Scorecard

Mohawk continued to utilize a Balanced Scorecard measurement approach to demonstrate achievement of its primary strategic goals and Key Performance Indicator results. The following chart marks the College’s goals in a Balanced Scorecard ‘dashboard’ format, providing measurement of major goals and objectives to the end of the 2007-08 year:


FINANCIAL STATEMENT

The following un-audited end of year statement is provided, demonstrating how Mohawk invested and expended in order to continue to realize its vision of inspiring learning, leadership and citizenship, its mission and values, and the enhancement of teaching and learning for students, staff, alumni and regional business and industry.

C omparis on of F inanc ial R es ults

2004/05 2005/06 2006/07 2007/08* V a r ia n c e$ $ $ $ %

R e v e n u e Operating Grants 59,040,753 66,505,795 69,628,909 73,486,925 5.54% Apprenticeship 7,436,724 6,826,970 7,680,649 8,015,526 4.36% Capital Support Grants 1,893,658 1,913,071 687,424 1,685,415 145.18% Tuition Fees 27,429,607 28,982,047 35,401,574 37,709,226 6.52% Ancillary 10,770,755 11,487,275 12,182,569 12,575,015 3.22% Amortization of deferred contributions 4,008,204 5,151,084 3,889,989 3,937,251 1.21% Amortization of deferred contributions related to capital assets 3,056,284 3,347,844 3,253,743 3,305,164 1.58% Other 9,807,931 10,864,442 6,607,709 7,833,382 18.55%T o ta l R e v e n u e 123,443,916 135,078,528 139,332,566 148,547,904 6.61%

E x p e n d itu re s Academic 69,803,187 74,194,630 77,707,489 79,976,096 2.92% Student Services 13,688,228 14,765,843 16,829,083 16,794,532 -0.21% Administrative Services 9,904,832 11,887,737 13,241,669 14,907,959 12.58% Plant 9,945,982 10,071,694 11,656,326 11,410,743 -2.11% Supplementary 1,659,437 1,545,717 1,203,023 1,327,397 10.34% Ancillary 7,066,840 7,545,593 7,990,990 8,693,412 8.79% Scholarships, bursary & award payments 4,008,204 5,151,084 3,889,989 3,937,251 1.21% Amortization expense 6,585,261 6,600,823 6,492,081 6,076,658 -6.40% Interest on long-term liabilities 1,099,634 1,044,734 977,444 966,668 -1.10%T o ta l E x p e n d itu re s 123,761,605 132,807,855 139,988,094 144,090,716 2.93%

E x c e s s /(D e fic ie n c y ) o f R e v e n u e o v e rE x p e n d itu re s (317,689) 2,270,673 (655,528) 4,457,188

* U n a u d ite d

2007-08 Annual Report Addendum:

2007-08 Multi-Year Accountability Agreement Report Back

Please note that, as was outlined on page one of Appendix B: Multi-Year Agreement Action Plan for Colleges of the Multi-Year Accountability Agreement for Colleges for 2006-07 to 2008-09, the release of the full amount of your 2007-08 and 2008-09 allocations will be conditional on your institution confirming that it is on track for meeting its commitments, or the approval of an improvement plan by the ministry. The ministry will review your Action Plan annually, using this Annual Report Addendum: Multi-Year Accountability Agreement Report Back, and if required, discuss progress made on the commitments outlined in your Action Plan. Based on this review, you may be required to submit an improvement plan to the Ministry.

Also as outlined on page one of the Multi-Year Accountability Agreement for Colleges for 2006-07 to 2008-09, implementing the 2006-07 MYAA and future agreements will be part of an evolutionary process. As the Ministry and postsecondary institutions work in collaborative partnership to continuously increase access and improve quality, the results in your report back will inform the development of best practices and the creation of measures of system-wide results. These measures may be incorporated in revised requirements in future years to demonstrate system-wide improvements. Advice from and research undertaken by the Higher Education Quality Council of Ontario (HEQCO) will inform this process.

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College: Mohawk College of Applied Arts and Technology

Fiscal Year: 2007-08

A. ACCESS

Increased Participation of Under-Represented Students — Measurement

As stated in the MYAA, the Ministry is committed to working with the institutions and HEQCO to develop a system measure that will track the participation of under-represented students in a manner that is sensitive to privacy concerns.

Measurement Methodologies at Your College

Instructions: Referring to your approved MYAA Action Plan, list the measurement methodologies your college uses to determine the presence of under-represented groups (Aboriginal students, first generation students, students with disabilities, and mature students) and Francophone students in its student population. Describe the instrument being used and the categories of students being surveyed. Particularly valuable are methodologies and results that complement those of the Ontario College Student Engagement Survey (OCSES) – for instance, those that address participation in part-time, transition or apprenticeship programs.

Individual students may belong to more than one group. In the cells counting respondents for each under-represented group, do not adjust for this potential double-counting. Eliminate any double-counting in the column, “Total Number Self-Identifying as Member of Under-represented Group”.

The following chart underscores Mohawk’s commitment to increasing the number of mature and under-represented students for 2007-08. Data sourcing has proven to be a challenge for underrepresented students, and in 2007 we refined our statistics and presentation to include the most accurate sources, selecting from Banner, the Freshman Integration Tracking System, or direct sources, as the Ontario College Student Engagement Survey generates an overrepresented sample due to self-selection. Note that for fall 2008, a question on Aboriginal ancestry will be included in the FITS Survey.

UNDER-REPRESENTED GROUPS (FT)

2005-06% OF TOTAL

2006-07% OF TOTAL

2007-08MYAATARGET

2007-08% OF TOTAL

2007-08TARGET

Mature (Banner) 52.8% 53.8% 1.0% increase 55.3% Exceeded

Aboriginal (Banner) 1.3% 1.8% 1.9% Remained The Same

1st Generation (FITS) 39.1% 40.0% 38.0% Decreased

Immigrant (FITS) 16.6% 16.7% 14.9% Decreased

With Disabilities (Disabilities Office)

Not Available 9.0% 8.9% Remained The Same

Mohawk also committed to pursue funding for tracking graduation rates between semesters in 2007-08. Thanks to the Canada Millennium Scholarship Foundation Retention Research Project grant, Mohawk will be able to provide more detailed graduation rate information.

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Access Strategy/Program

Implemented?

Actual Result

Target Achieved

Explain Variance between Actual and Expected Results and Any Remedial Action You Expect to Take

Yes No Yes No

Increase enrolment of mature and under-represented students by 1 percent within overall 0.8 percent enrolment increase

Yes Exceeded for Mature

Remained the same for Aboriginal students and students with disabilities

Decreased for 1st generation and immigrant students

Yes Mohawk is concerned new cultural emphasis on inclusiveness over diversity is resulting in students perhaps less willing to self identify on surveys. Mohawk’s proportion of mature students, those who arrive after working for a year rather than directly from secondary school, was 55.3% in 2007-08, basically stable. With a margin of error of +/- 1.5 percentage points we note a slight increase for Aboriginal students and slight decrease for students with disabilities. Self-identified 1st Generation and Immigrant students decreased. Poverty remains a significant regional barrier, which, with higher unemployment , may explain results. Targeted promotional materials focusing on mature,1st generation and students with disabilities continue.

Increase in case manager monthly contacts for students with disabilities, from 2,167 in September of 2005 to 2,778 in September of 2006

Yes Increase to 2,886 contacts in September 2007, an increase of 3.9% percent

Exceeded

Pursue funding to enable tracking graduation rates and track as resources permit

Yes Research funding for retention

Yes Canada Millennium Scholarship Foundation funding of $1 million per year for two years continues to invest in research on retention, intended to improve graduation results

Student Access Guarantee and Commitment

Instructions for 2006-07: In your signed MYAA, you committed to take into consideration the Ministry’s student tuition/book shortfall calculation in allocating financial aid, as set out in the 2006-2007 Student Access Guarantee Guidelines.

Yes No

The college took into consideration the Ministry’s student tuition/book shortfall calculation in allocating financial aid, as set out in the 2006-2007 Student Access Guarantee Guidelines

If you answered no, please explain.

Yes

Increased Participation of Under-Represented Students — Programs/Strategies

Instructions: Referring to your approved MYAA Action Plan, list: each access improvement strategy/program planned for the fiscal year being reported; whether the strategy/program was executed; the result achieved; any variance from the targeted result; an explanation of the variance; and, planned remedial action.

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MYA Action Plan – 2007-08 Revision: Student Access Guarantee

Pursuant to Section 2.1 of the Multi-Year Agreements, your institution will participate in the Student Access Guarantee (including the new Access Window which allows Ontario students to identify costs and sources of financial aid). The detailed requirements for participation in the student access guarantee are outlined in the 2007-08 Student Access Guarantee Guidelines. Please complete the following template to update the strategies and programs that your institution will use in 2007-08 to participate in the Student Access Guarantee initiative.

Describe how your institution will meet students’ tuition/book shortfalls. As part of your description identify whether aid towards tuition/book shortfalls will be:

provided to those students who apply for (a) institutional financial aid; or

automatically issued to students based (b) on their OSAP information.

Automatically, Mohawk issues bursaries to students with tuition/book shortfall.

Once enrolment and income is confirmed, Mohawk provides bursaries automatically to students according to how many semesters per their academic year.

Identify whether your institution plans to provide loan assistance to meet tuition/book shortfalls of students in any of your High-Demand (formerly fee-deregulated) college post-diploma Programs. If so:

identify the programs by name and by (a) OSAP cost code;

describe how you determine how much (b) loan aid to provide.

Not at this time, and Mohawk congratulates the Government of Ontario for its inclusion of a textbook grant in the 2007-08 budget.

If your institution has a process in place to collect statistics on the socio-economic accessibility of High Demand programs that you offer, please describe the data that you collect.

Not at this time. We began investing in corporate data management in 2007-08, that will allow such data to be collected with analysis over the course of 2008-09.

Describe other financial support programs and strategies that your institution will use to assist college students facing financial barriers to access, including identification of programs that provide case-by-case flexibility to respond to emergency situations that arise for students.

Mohawk will continue to : Invest in efforts to increase the College’s endowment for Ontario Trust for Student Support bursaries;Build an inventory of scholarships for students who demonstrate both merit and financial need;

Collaborate with Ontario in the distribution of Ontario Student Assistance Program loans;

Invest the tuition set-aside in financial assistance and work-study opportunities;

Invest in promotional materials to ensure students are aware of financial assistance through our “We invest in you” campaign.

Briefly describe your review process for students who dispute the amount of institutional student financial assistance that is provided as part of the Student Access Guarantee.

The very specific criteria cannot be appealed, however, we will consider non-Student Access Guarantee funding to address outstanding financial needs.

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B. QUALITY

Quality of the Learning Environment

Instructions: Referring to your approved MYAA Action Plan, list: each quality improvement strategy/program planned for the fiscal year being reported; whether the strategy/program was executed; the result achieved; any variance from the targeted result; an explanation of the variance; and, planned remedial action.

Quality Strategy/Program

Implemented?

Actual Result

Target Achieved?


Yes No Yes No

Review of 15 to 20 programs, development of 3 new programs; suspension of programs

Yes 19 programs reviewed; 8 new program/ streams developed; no programs suspended

Exceeded

1 percent increase in students reporting out-of-class interaction with faculty as ‘not difficult’ via OCSES/

2005: 54.6%

2006: 54.2%

Yes 2007: 56.7% Exceeded

75 percent of students complete FIT surveys and 75 percent of students receive Success Plans

Yes 2007: 80 % of 1st year students completed the survey and 84% received Success Plans

Exceeded

5 percent increase in the number of faculty, counsellors and librarians benefiting from professional development; 2005-06: 100 faculty

Yes 1,503 faculty registrations for 85 professional development seminars

Exceeded .

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KPI percentage point increases:

2ppts student satisfaction

1ppts graduate satisfaction

1ppts employer satisfaction

Yes 2007 KPI results:

-2.2 student satisfaction

+0.2 graduate satisfaction

+0.5 employer satisfaction

No

Yes

Yes

Student Satisfaction now has not changed since the 2005-06 base year. Mohawk continues to focus on improving this result.

Graduate Satisfaction has improved +2.4 percentage points since MYAA base year, therefore on track.

Employer Satisfaction has improved +3.5 percenatge points since MYAA base year, therefore on track.

Complete planning for future growth

Yes Strategic Enrolment Management 5 Year Plan completed June 2007

Yes

Tracking measure developed for student contacts with Student Success Advisors

Yes Options reviewed

In part Tracking options reviewed and separately implemented by individual Student Success Advisors to be centralized and coordinated collectively in 2007-08.

Complete feasibility study regarding increasing endowments for bursaries

Yes KCI Philanthropy study completed, target set for future years to grow endowments to $10 million;

Yes

10 additional classrooms targeted for conversion to ‘smart’ technology enabled classrooms

2006-07: 27 converted

Yes 26 additional classrooms technology enabled in 2007-08

Exceeded

Increase from 40% of student space defined as ‘wireless’

Yes 50% of student space deemed wireless

Exceeded

5 percent increase in number of administrative and support staff benefiting from professional development

Yes 664 support staff registrations in 41 seminars and 176 administrative staff registrations in 27 seminars

Exceeded Mohawk greatly expanded its investment in additional professional development throughout the year, and remains committed to doing so in future years.

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Student Engagement and Satisfaction: Student Retention Rates

Instructions: Referring to your approved MYAA Action Plan, list: the retention rates achieved; any variance from the targeted rate; an explanation of the variance; and, planned remedial action.

NOTE: The report-back on retention rates will lag one year. For example, the retention rates from 2006-07 to 2007-08 will be reported in the fiscal 2007-08 report back.

Actual Retention Rate

Target Achieved?


Yes No

1st to 2nd Year 2007-08 Goal 68%

2007-08 Actual 67.5%

No Improvement from 2006-07 result of 65.7% significant, and much investment continues to be made in retention through the Canada Millennium Scholarship Foundation ‘Foundations for Success’ Retention Research Project.

2nd to 3rd Year 2007-08 Goal 86%

2007-08 Actual

86%

Yes

3rd to 4th Year* Goal and Result: 100.0%

Yes

* Applicable only to applied degree programs.

C. ACCOUNTABILITY

Multi-Year Agreement Action Plan

Instructions: This report-back constitutes part of the public record, and as such, should also be made available on your institution’s web site. Please ensure that this portion of your Annual Report is posted at the same location as your Multi-Year Agreement Action Plan.

Action Plan Posted?

If posted, provide the current link. If not posted, when will it be posted?

Yes No

Yes

http://www.mohawkcollege.ca/__shared/assets/Multi-Year_Agreement_2006_07-08_094225.pdf

NOTES:

NOTES:

Documents

ANNUAL REPORT 2007-08 ACHIEVING VISION · • invested in promoting available financial assistance through print and online advertising and publications. UNDER-REPRESENTED GROUPS