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Sault College
Annual Report2003-2004
Sault College
MESSAGE FROM THE CHAIR 3
MESSAGE FROM THE PRESIDENT 4
ENVIRONMENTAL SCAN 5
STRATEGIC PLAN 6
HIGHLIGHTSStudent Success 9Community Success 12Institutional Success 13
FINANCIAL RESULTS 15
Jim Boniferro, ChairElla Jean Richter, 1st Vice ChairKelly Rome, 2nd Vice ChairMichael DaPratArt JackoBrenda KurczakD.Ann McClureJorge MitreYarek MlynarczykSusan MyersJoe NardiPav PottekkatNina Pyne, Academic RepresentativeRick Renaud, Student RepresentativeValerie Uchmanowicz, Support Staff RepresentativeRick Wing, Administrative Representative
Dr. Timothy R. Meyer, PresidentMax S. Liedke, Secretary/TreasurerAnne Reynolds-Clément, Recording Secretary
Table of
CONTENTS
Board of
GOVERNORS
Message from the CHAIRDear Minister:Sault College is pleased to submit our institution’sannual report for 2003-04.
This document outlines many achievementsduring the April 2003 to March 2004 time period.Sources of much pride, these accomplishmentsreflect the excellence and dedication of ouroutstanding faculty and staff.
This report also includes our College’s new five-year strategic plan. It identifies how we will moveforward into the near and longer-term futures.
Abundant opportunities to enhance our servicesto students, employers, and Ontario are before us.Indeed, and as this is written, our staff are activelyworking on many initiatives. They include thedevelopment of innovative collaborative degreeprogramming with Algoma University College.
Other efforts focus on expanding diploma/degree opportunities available through theInternational University College Division. It continuesto evolve through a long-standing, mutually beneficialrelationship with Lake Superior State University inour twin city of Sault Ste. Marie, Michigan.
Another partnership is allowing Sault College toaddress some of the growing human resources needsof Canada’s railway industry. We are collaborating withCN, the Railway Association of Canada, and GeorgeBrown College to introduce a new Signals andCommunications Technician program for the rail industry.The program illustrates an effective, industry/educationresponse to the growing skilled trades shortage thatthreatens Ontario’s economic competitiveness.
The Signals and Communications Technicianprogram also demonstrates our increased emphasison specific sectoral programming. The program relatesto the transportation and skilled trades sectors, bothof which are strategic priorities for Sault College.
We also look forward to the introduction ofrecently developed native-specific programs in thefall 2004 semester. The new AnishinaabemowinOjibwe immersion and Social Services Worker --Native programs will further strengthen SaultCollege’s widely recognized ability to meet the needsof aboriginal learners and First Nations communities.
While Sault College is steadfastly focused onconstantly improving and expanding programmingand services, major challenges face us. Without
significant attention, these compelling realitiesthreaten the very nature and quality of public post-secondary education that we provide to Ontarians.
We commend your government for theannouncement of much-needed stabilization funding.It recognizes the reality and consequences of chronicunderfunding that has particularly eroded the viabilityof smaller and rural colleges. However, this one-time infusion is simply a small step in the rightdirection. Much, much more must be done.
Accordingly, we welcome the Rae review of post-secondary education. Sault College looks forwardto participating fully in this important process.
Given the level of per-student funding for Ontariocolleges, significant reinvestment is vital. The studyby CCbenefits Inc. has clearly demonstrated thatcolleges are not cost centres. They are economicengines that provide excellent returns on investmentfor students and taxpayers.
Those returns and colleges’ ability to contributeto “the most highly skilled and educated workforce”are at risk. We cannot fully contribute and evolveas we must without appropriate financial resources.The consequences of inadequate funding --compounded by an outdated distribution model --grow more serious by the day.
Locally, our community leaders clearly recognizeSault College’s place as a major contributor toeconomic betterment. “Destiny Sault Ste Marie” isthe economic diversification strategy for our city. Itis significant to note that the initiative identifies“knowledge-based development” as one of six“growth engines” that will change the local economyso that troubling population and tax base declinescan be reversed. Within the knowledge-based growthengine, Sault College is profiled as a major factor.
Minister, we look forward to working closelywith you and your officials to advance post-secondaryeducation in Sault Ste. Marie, the District of Algoma,and Ontario.
Yours sincerely,
Jim BoniferroChair, Board of Governors
SAULT COLLEGE ANNUAL REPORT 2003-2004 3
Jim BoniferroChair, Board of Governors
SAULT COLLEGE ANNUAL REPORT 2003-2004 4
Message from the
PRESIDENT Dr. Timothy R. MeyerPresident
Dear Minister:On the preceding page, the Chair of Sault College’sBoard of Governors has described our institution’sfuture directions.
To complement the Chair’s observations, I amproviding a brief look back on 2003-04.
Two national awards for academic excellencereflected the outstanding commitments of ouremployees and quality curricula that are fullyresponsive to student and employer needs.
In June 2003, the Canadian Association forDistance Education presented an Excellence Awardfor Partnership to the College. The award recognizesour Aboriginal Resource Technician program. Througha partnership with Contact North and the Ministryof Natural Resources, the program has been deliveredto aboriginal students in remote communities formore than a decade.
Meanwhile, in November 2003, Sault College’sAircraft Structural Repair Technician program wasnamed the recipient of an Yves Landry FoundationInnovative Manufacturing Technology Program (CollegeLevel) Award for Excellence. The Foundation wasestablished in 1998 to advance technologicaleducation and training to help resolve Canada’sskilled trades shortage. Yves Landry believed
business, education, and government must worktogether to address the growing shortage of skilledworkers.
Sault College’s response to the increasinglylarge numbers of baby boomers entering retirementhas taken different forms. As Chair Boniferro hasnoted, we entered into an innovative partnershipwith CN, the Railway Association of Canada, andGeorge Brown College to develop a new Signals andCommunications Technician program. CN’scommitment to the project is reflected in its provisionof $750,000 in training equipment to Sault College.
Meanwhile, in the fall of 2003, Sault Collegeintroduced two new Industrial Apprenticeship TradesOptions. The format combines post-secondary andapprenticeship streams to produce graduates whohave a high level of practical skills and theoreticalknowledge.
Developed in collaboration with industry, SaultCollege’s options are Mechanical Techniques –Industrial Maintenance and Electrical EngineeringTechnician – Process Automation.
We look forward to strengthening our institution’sservices to Ontarians by working closely with ourstakeholders and your ministry.
Yours sincerely,
Dr. Timothy R. MeyerPresident
the succeeding 18 months. Our new leadership hashelped to shape new strategic directions for SaultCollege.
With a strong commitment to continuous qualityimprovement, Sault College is always focused onbetter serving learners and other key stakeholders.However, the most recent Key Performance Indicatorresults underscore how effectively Sault College ismeeting the needs of students, employers, andsociety.
Sault College's strengths are further emphasizedin "Building Sustainable Community and EconomicSuccess,” a 2002 report prepared by independentconsultants Carr-Gordon Limited. While extollingSault College’s many achievements, the consultantsalso identify new opportunities for collaboration withAlgoma University College. Our strategic plan includesthe pursuit of new joint programming options forstudents.
Our plan also focuses on expanding partnershipsand academic opportunities in key sectors, includinghealth and transportation. Sault College will increaseskilled trades rail-based training initiated throughpartnerships with CN, the Railway Association ofCanada, and George Brown College.
We are also working with other partners toincrease health education opportunities in the North.Again, we will build on strength, Sault College beinga major partner in the province’s most successfulCollaborative Nursing degree program. Our partnersinclude Laurentian University, Cambrian College,and Northern College. We also work closely withSault Area Hospital and many community agencies.
A long-standing leader in native education andtraining, Sault College is also committed to servingever-larger numbers of aboriginal learners duringthe years ahead.
Environmental ScanOur 2004-09 strategic plan outlines how SaultCollege will contribute to the futures of our students,community, and province.
We serve immediate and regional geographicalareas that have been hard hit economically sincethe early 1990s. During the past decade, Sault Ste.Marie’s population has declined by 8,000 residents.Population losses are widespread across much ofNortheastern Ontario and the North’s percentageof Ontario’s total population is lower than at anypoint in the past century.
Particularly compelling is the ongoing out-migration of our youth. They leave not because theywant to, but in search of better employmentopportunities elsewhere.
While the challenges confronting Sault Ste.Marie and the District of Algoma are significant, ourpolitical, community, and business leaders continueto pursue new and brighter paths for our city andits citizens.
“Destiny Sault Ste. Marie” best emphasizesthat commitment. This carefully conceived communityinitiative focuses on building employment andpopulation through six “growth engines.” One ofthese is “Knowledge Development,” including“activities that support the knowledge-basedeconomy, building education, research and/or trainingthat will support innovation.”
The "Destiny Sault Ste. Marie” economicdiversification process recognizes the importanceof Sault College as a vital contributor to knowledge-based growth. We are pleased that our strategicplan fully complements this major community priority.We look forward to helping our community anddistrict grow into a more prosperous future.
In revising our strategic plan, we have recognizedthe evolving community and larger environments.Accordingly, objectives focus more tightly on prioritiesthat are timely and responsive to external realities.
Substantial revisions to our 2000-2005 planalso reflect a change in senior administration sincemid-2002. Following the selection of Dr. TimothyMeyer as President in June of that year, a totallynew senior management team was assembled over
SAULT COLLEGE ANNUAL REPORT 2003-2004 5
Sault College
Strategic PlanDuring 2003-2004 Sault College of Applied Arts &Technology revisited and revised our strategic plan.Approved by the Board of Governors in March 2004,the plan focuses our energy in three key areas: StudentSuccess, Community Success and Institution Success.Our plan is represented by these three pillars.
They are built on our purpose – “Student successthrough academic excellence and research” – which,in turn, rests on the foundations of our core valuesof respect, trust, fairness, excellence, open andeffective communication, and participation.
Sault College’s 2004-09 Strategic Plan will bereviewed annually and adjustments will be made ascircumstances and environmental factors warrant.This plan will also serve as the basis for departmentaloperational planning and the development of anoverall business plan for Sault College.
Deans and Directors develop their operationaland budget plans based on key strategic areas andstrategic objectives approved by the Board of Governors.
Organizational goals, further articulated bysenior management in conjunction with input fromvarious stakeholders, provide direction for institution-wide operational planning.
At Sault College, it is important that our actionslink directly to the achievement of our purpose. Thereis a strong linkage from our purpose, values, keystrategic areas and outcome statements articulatedby the Board of Governors. The strategic objectivesand organizational goals are set by the President’sExecutive Committee through consultation with stake-holders. Annual operational plans are drafted by theDeans and Directors in conjunction with their depart-ments outlining what will be done during the year tomove toward the outcomes of our strategic plan.
SAULT COLLEGE ANNUAL REPORT 2003-2004 6
How the Strategic Plan GuidesOur Business and Operational
PLANS
Success in one key area will not ensure success inothers. At Sault College, we strive to achieve a balanceamong objectives for our students, our community,and our institution. Our successes in each key areaare interdependent. Our measures of success mustrepresent this interdependency as well.
A Balanced
APPROACH
May 2003 Business graduate Jean-Guy Francoeur, shownwith Sault College alumna Kerri Holley, gained advancedstanding in degree studies when he went on to theUniversity of Ottawa in the fall.
“The
se a
re e
xciti
ng ti
mes
for
Saul
t Col
lege
. The
new
stra
tegi
cpl
an g
ives
us
dire
ctio
n to
mov
e fo
rwar
d. H
owev
er, o
urpr
iori
ty c
omm
itm
ent
to s
tude
nt s
ucce
ss h
as n
ot c
hang
ed.”
Jim
Bon
iferr
oC
hair,
Boa
rd o
f G
over
nors
“The
pla
n re
pres
ents
a b
alan
ced
appr
oach
to
mov
e in
toth
e fu
ture
. All
thre
e pi
llars
of o
ur st
rate
gic
plan
ning
– st
uden
t suc
cess
,in
stit
utio
nal s
ucce
ss, a
nd c
omm
unit
y su
cces
s –
mus
t be
con
side
red
whe
neve
r w
e do
any
thin
g.”
Dr. T
imot
hy R
. M
eyer
Pre
side
nt
SAULT COLLEGE ANNUAL REPORT 2003-2004 7
INST
ITUT
IONA
LSU
CCES
SFi
nanc
ial S
tren
gth
Sau
lt C
olle
ge w
ill b
uild
our
finan
cial
str
engt
h by
eff
ectiv
ely
man
agin
g ou
r en
rolm
ent
and
finan
cial
pro
cess
es.
Col
lege
Ser
vice
sS
ault C
olle
ge w
ill p
rovi
deex
cept
iona
l cus
tom
er s
ervi
ce.
Our
Peo
ple
Sau
lt C
olle
ge is
com
mitte
d to
our
peop
le t
hrou
gh t
hede
velo
pmen
t of
the
ir s
kills
,kn
owle
dge
and
supp
ort
of e
xcel
lenc
e.
STUD
ENT
SUCC
ESS
Cur
ricu
la, P
rogr
ams
Sau
lt C
olle
ge is
com
mitte
d to
prov
idin
g re
leva
nt,
qual
ity
cour
ses
and
prog
ram
s.
Inst
ruct
ion
Sau
lt C
olle
ge w
ill d
emon
stra
tehi
ghly
pro
ficie
nt t
each
ing,
resp
onsi
ve to
the
need
s of
our
stud
ents
.
Stud
ent
Serv
ices
Hig
h qu
ality
stud
ent
serv
ices
will
be
a ha
llmar
k of
Sau
ltC
olle
ge.
Nat
ive
Edu
cati
onS
ault C
olle
ge w
ill b
e an
educ
atio
nal d
estina
tion
of
choi
ce f
or t
he g
row
ing
Nat
ive
popu
lation
.
COM
MUN
ITY
SUCC
ESS
Trai
ning
and
Dev
elop
men
tS
ault C
olle
ge is
com
mitte
d to
mee
ting
the
tra
inin
g ne
eds
ofth
e lo
cal a
nd reg
iona
l wor
kfor
ceof
Sau
lt S
te.
Mar
ie a
nd t
heD
istr
ict
of A
lgom
a.
Part
ners
hips
Sau
lt C
olle
ge w
ill e
xpan
d an
dde
velo
p ne
w p
artn
ersh
ips
toen
hanc
e th
e C
olle
ge’s
soc
io-
econ
omic
ben
efits
to
the
regi
onan
d th
e ci
ty.
Serv
ice
to O
ur C
omm
unity
Sau
lt C
olle
ge w
ill m
ake
apo
sitive
con
trib
utio
n to
the
econ
omic
, cu
ltur
al a
nd s
ocia
lw
ell b
eing
of
our
regi
on,
and
the
city
.
Strategic and Operational PLANNINGBOARD OUTCOME
Outcome 1. EXCELLENT CURRICULA AND PROGRAMSSault College is committed to providing relevant, qualitycourses and programs.
Outcome 2. EXCELLENT INSTRUCTIONSault College will demonstrate highly proficient teaching,responsive to the needs of our students.
Outcome 3. EXCELLENCE IN STUDENT SERVICESHigh-quality student services will be a hallmark of SaultCollege.
Outcome 4. EXCELLENCE IN NATIVE EDUCATIONSault College will be an educational destination of choicefor the growing native population.
Outcome 5. TRAINING AND DEVELOPMENTSault College is committed to meeting the training needsof the local and regional workforce of Sault Ste Marieand the District of Algoma.
Outcome 6. PARTNERSHIPSSault College will expand and develop new partnershipsto enhance the College’s socio-economic benefits tothe region and the city.
Outcome 7. SERVICE TO OUR COMMUNITYSault College will make a positive contribution to theeconomic, cultural, and social well-being of our regionand city.
Outcome 8. FINANCIAL STRENGTHSault College will build our financial strength by effectivelymanaging our enrolment and our financial processes.
Outcome 9. EXCELLENCE IN COLLEGE SERVICESSault College will provide exceptional customer service.
Outcome 10. EXCELLENCE IN OUR PEOPLESault College is committed to our people through thedevelopment of their skills, knowledge, and support ofexcellence.
STRATEGIC OBJECTIVE
• We will maximize graduation and completion rates.• Curricula will align with relevant national employment
standards, where such standards exist.• Courses and programs will be assessed to ensure
they remain responsive to marketplace needs.• Programs and services will be regularly reviewed to
ensure their effectiveness and relevance.• Credentialing will be pursued when it offers tangible,
value-added benefits for programs, students, and faculty.
• College employees will understand how their rolesplay a part in student success.
• Quality customer service standards will be definedand adhered to.
• Programs and services will be regularly reviewed toensure their effectiveness and relevance.
• Sault College will implement recommendations of“Building Strong Communities” -- the Native strategicplan – to increase aboriginal participation rates in theCollege population.
• Sault College will be the trainer of choice for Sault SteMarie and the District of Algoma to ensure the area’sworkforce receives training relevant to regional needs.
• Sault College will participate in economic, social, andcultural activities.
• Partnerships and strategic alliances will be expandedto enhance programming that strengthens the College’ssocio-economic benefit to Sault Ste Marie and theDistrict of Algoma.
• Sault College will provide a positive socio-economicreturn on investment for its stakeholders.
• Financial viability will be maintained.• Enrolment will be optimized to take advantage of any
possible changes to the college funding formula.
• Quality customer service standards will be definedand adhered to.
• Programs and services will be regularly reviewed toensure their effectiveness and relevance.
• Encouraged by comprehensive human resourceplanning and programs, a highly skilled and motivatedworkforce will contribute to the success of our students.
SAULT COLLEGE ANNUAL REPORT 2003-2004 8
SAULT COLLEGE ANNUAL REPORT 2003-2004 9
Highlights
Graphic Design graduate show – “Building Blocksof Design” – in April 2003. Guests commendedthe quality of the students’ work. Print and elec-tronic examples were displayed.
• Graduating Forestry Technician students receivedsilver rings from the Canadian Institute of Forestryin April 2003. Peter Newton, Chair of the CentralOntario Section of the CIF, made the presentationsand welcomed the students to the forestry profession.
• The Ministry of Training, Colleges and Universitiesapproved another new Sault College program.Industry representatives identified the need forthe kinds of skills and knowledge that studentswill gain through Geographic Information SystemsTechnology – Programming.
• The Board of Governors approved a format changefor the Office Administration – Executive program.In September 2004, Sault College introduced ofa new Office Administration – Executive (Acceler-ated) program. Its first students will complete
STUDENT Success
To emphasize the key areas of our strategic plan – namely Student Success, Community Success,and Institutional Success – the following highlights from 2003-2004 illustrate our continuedsuccesses in meeting the purpose of Sault College and goals of those we serve.
• 752 graduates received diplomas and certificatesduring May Convocation ceremonies.
• Work began on new collaborative degree program-ming to be delivered by Sault College and AlgomaUniversity College. Discussions about new pro-gramming options began following the 2002 receiptof a Carr-Gordon Limited study titled “BuildingSustainable Community and Economic Success.”Curricula neared completion for collaborative degreeprograms in Aviation Management and CriminalJustice. Other work was initiated on a four-yearGraphic Design collaborative degree program.
• The former Mechanical Techniques – Aviation(Machinist) program experienced a remarkablerecovery after being reformatted and re-titled. TheMechanical Techniques – Industrial Maintenanceprogram began in the fall 2003 semester with afull class of 30 students and a waiting list. Only18 months earlier, the predecessor MechanicalTechniques – Aviation (Machinist) program hadbeen suspended due to low enrolment. Thisrecovery is especially significant because theprogram is in the skilled trades category thatfaces growing shortages of workers. The programfollows an Apprenticeship Trades Option model.
• A similar Apprenticeship Trades Option formatwas introduced within the Electrical Technician –Process Automation program. Again, the emphasisis on innovative programming aimed at addressingthe skilled trades shortage.
• In August 2003, the College began a 28-weekPre-Apprenticeship Cook (Aboriginal) program. Itwas developed to attract more aboriginal studentsto the industry.
• More than 300 community people attended the
FULL-TIME POSTSECONDARY AUDITED ENROLMENT
000/01 01/02 02/03 03/04
500
I,OO0
1,500
2,000
2,500
SAULT COLLEGE ANNUAL REPORT 2003-2004 10
program requirements in July 2004. The newformat replaces the former two-year Office Admin-istration (Executive) program and a one-year cer-tificate option.
• Faculty and staff from Sault College and LakeSuperior State University began working on thepossible expansion of dual-enrolment opportunitiesprovided through the International UniversityCollege Division. Located only 15 minutes apartin the twin Saults (Ontario and Michigan), the twoinstitutions established the division in 2001 toprovide dual-enrolment, diploma/degree optionsin Computer Studies, Criminal Justice/Science,and Teacher Education. Work was started toestablish agreements between the College’s Fishand Wildlife Technician and Integrated ResourceManagement programs and LSSU’s Fisheries andWildlife Management degree program. In addition,representatives from both institutions are lookingat diploma/degree options involving Sault College’snew Environmental Technician – Water programand LSSU’s B.S. in Environmental Management.
• The Board of Governors approved plans for newnative-specific post-secondary options and modi-fications to existing programs in December 2003.The approvals were within the context of the 2004-05 Aboriginal Education and Training Strategy(AETS) submission to the Ministry of Training,Colleges and Universities and a strategic plan forNative Education and Training.
• A 16-week Anishinaabemowin Ojibwe immersionpilot program operated successfully during thewinter 2004 semester. The program will be offeredon an on-going basis beginning in the fall of 2004.Increasingly, job postings in First Nations commu-nities call for language skills.
• A new basic level on-line course – MaajaataadaaAnishinaabemowin – was also introduced. Anotherproject involved the translation into Ojibwe of threechildren’s books by Robert Munsch. The Union ofOntario Indians provided $5,000 to support pub-lishing. The author has also provided seven un-published manuscripts for translation into Ojibwe.
• The College developed a new Social ServicesWorker – Native program for introduction in thefall 2004 semester. Graduates will be able toproceed into a third-year Addiction/Mental HealthWorker option. It will be available through alterna-tive delivery to provide access for graduates whoare working and/or living in remote communities.In addition, support was provided for the reintro-
duction of the former Aboriginal Resource Techni-cian program with a modified curriculum. Studentswill complete the program through a combinationof distance education delivery, in-school labs, fieldcamps, and in-community presentations.
• Thirty-five aboriginal students from across Ontariocompleted the Native Counsellor Training programat Sault College in the summer of 2003. Withfunding provided by Indian and Northern AffairsCanada, the program is offered under the auspicesof the Ontario Native Education Counselling Asso-ciation (ONECA) through a contract with the College.
• 675 students received scholarships, bursariesand awards totalling approximately $760,000.
• In August 2003, 60 students completed the finaloffering of Sault College’s Diploma Nursing pro-gram. These students moved through the demand-ing, six-semester program delivered in a“compressed” format.
• Different groups of Personal Support Workerstudents finished the program at various times.The demand for PSW graduates is strong both inSault Ste. Marie and across the District of Algoma.
Sixty Compressed Diploma Nursing students receiveddiplomas in August 2003 graduation ceremonies. Morethan 160 students are now enroled in the CollaborativeBScN program.
SAULT COLLEGE ANNUAL REPORT 2003-2004 11
• Four 2003 Aviation Technology (Flight) graduatescontinued their education at prestigious Embry-Riddle Aeronautical University in the United States.Through an articulation agreement, Sault Collegegraduates receive advanced standing at Embry-Riddle and can complete related degree require-ments though one additional year of study.
• A new, two-year Signals and CommunicationsTechnician program was developed in partnershipwith CN. Graduates will be qualified for maintain-er/wireman/mechanic positions in the rail industry.CN is providing approximately $750,000 in trainingequipment for the new program. The curriculumwas developed by the Railway Association ofCanada to meet the needs of Canada’s rail indus-try. It is expected that career opportunities in railwill be excellent with many baby boomer workersnearing retirement.
• Sault College renamed the Heavy EquipmentTechnician program as Motive Power – Truck andCoach/Heavy Duty Equipment Technician. Thetitle change and curriculum adjustments are basedon a growing need for truck and coach techniciansand apprentices.
• The College secured $173,000 in ApprenticeshipEnhancement Funding to update equipment.
• Massage Therapy students and faculty developedideas to help reduce instructional costs duringthe program’s final two years at Sault College.The program will graduate its final students inMay 2005.
• During 2003 and early 2004, the Canadian Asso-ciation of Schools of Nursing’s Board of Accredi-tation conducted a candidacy review of the region-ally offered Collaborative BScN program. CASN’sextensive evaluation process is the first stepleading to accreditation. Reviewers gave highmarks to the collaborative degree being offeredat four Northeastern Ontario sites, including SaultCollege.
• The Aboriginal Resource Technician program receiveda national excellence award in the partnershipcategory from the Canadian Association for DistanceEducation. The award recognized a successfulpartnership involving Sault College, Contact North,and the Ontario Ministry of Natural Resources.
• Adam Couper, a 19-year-old Aviation Technology(Flight) student from London, was named thewinner of a 2003 national Garfield Weston MeritScholarship for Colleges. Only 43 of the prestigiousawards were presented in all of Canada.
• The Sault College Aircraft Structural Repair programwas named the recipient of one of the Yves LandryFoundation’s major honours. The prestigious Inno-vative Manufacturing Technology Program (CollegeLevel) Award for Excellence is a significantachievement for the program. The Foundation pre-sents only nine national excellence awards tocolleges, universities, and high schools each year.The Yves Landry Foundation was established in1998 to advance technological education and trainingto help resolve Canada’s skilled trades shortage.
• A second group of Domtar Espanola employeescompleted Sault College’s Pulp and PapermakingOperations program delivered via distance educa-tion. They began part-time studies in September2001. A few months earlier, 20 of their co-workershad graduated as the first Domtar employees toearn certificates through the industry-focusedprogram.
• In November 2003, seven Domtar Chapleau em-ployees successfully completed Industrial Mainte-nance Mechanic (IMM) apprenticeship in-schooltraining they had started four years earlier.
• Sault College Business students Rob Dumanski,Jean-Guy Francoeur, and Melissa Slavinsky wonBRIDGE’s first place business plan prize. The trioalso received access to $5,000 of in-kind legaland financial advice to pursue the venture de-scribed in their plan.
• The Ontario Student Opportunity Trust Fund grewby $125,000.
John Mavrak (left), President of the Yves LandryFoundation, presented a national excellence award toProf. Larry Canduro of the Aircraft Structural RepairTechician program while President Timothy Meyer lookedon proudly.
SAULT COLLEGE ANNUAL REPORT 2003-2004 12
• Sault College and Sault Ste. Marie gained muchexposure at the 2003 Toronto Sportsmen’s Show.Sault College was the only Ontario CAAT to havea booth at the annual trade show. Total attendancewas estimated at 125,000. Live demonstrationsby Sault College Chef Training representativesdrew considerable attention, including time onCityTV.
• The Native Student Council and Native Educationand Training staff presented a very successful10th annual Traditional Pow Wow at the Collegeon April 12 and 13. Participants from acrossOntario attended. The event also attractedattendees form Michigan and Wisconsin.
• In a letter to Sault College President TimothyMeyer, Bon Soo General Manager Donna Greggcommended students and faculty for their wintercarnival support and participation. “The 2003contribution from Sault College has beenoverwhelming!” wrote Ms. Gregg.
• A group of College students and staff representedSault College in United Way’s “Day of Caring.”The students spent time with Community LivingAlgoma clients on Sept. 11.
• On Sept. 6, Fish and Wildlife Technician studentsunder the direction of Profs. Harold Cooper andDon Hall staged demonstrations that were partof Marshfest activities at Echo Bay. The LakeGeorge marsh is one of the designated ProvinciallySignificant Wetlands in the area.
• Aviation Technology (Flight) faculty continued atradition by doing a flyover as part of Battle ofBritain activities at the Sault Ste. Marie Airport.
• 500 area high school students were on campusfor the second annual “Apprenticeship and TradesWork!” event. The session allowed students tolearn more about occupations in the skilled tradesand Sault College programs that provide learnerswith the credentials needed to pursue relatedcareers. The event also gave students anopportunity to talk directly with representativesfrom Algoma Steel Inc., Great Lakes Power, GPFlakeboard Limited, and Canada’s armed services.“Apprenticeship and Trades Work!” was presentedthrough a partnership with the local Apprenticeship
COMMUNITY Success
Branch office of the Ministry of Training, Collegesand Universities, Skills Ontario, Skills Canada,the Algoma District School Board, and the Huron-Superior Catholic District School Board.
• A midwinter effort that included Sault College Fishand Wildlife students successfully moved 18 elkfrom the Iron Bridge area to a new home north ofElliot Lake.
• Sault College's Premier's Awards Nominee in2003 was Bill Gillespie. He is executive directorof Nog Da Win Da Min Family and CommunityServices, which has its head office on RankinReserve. Devoted to assisting native children atrisk and troubled youth, the organization wasestablished by seven North Shore First Nations:Garden River, Batchawana, Serpent River,Thessalon, Mississauga, Sagamok, and WhitefishLake.
• Ironworker apprentices helped Sault Ste. Mariereclaim an important piece of its history. Thestudents fully restored a 105 Field MountainHowitzer and turned it over to representativesfrom Branch 25 of The Royal Canadian Legion.
• On Nov. 12, Sault College Integrated ResourceManagement (IRM) students and NaturalResources faculty hosted more than 80 highschool guests at an “Envirothon Wildlife Day.”
• During the Children’s Aid Society of Algoma’s2003 annual meeting, appreciation plaques werepresented to Prof. Mike McFarling and Prof. LeanneMurray of the Child and Youth Worker and SocialServices Worker programs. In recent years, theprograms have organized annual spring walks thathave raised more than $14,000 for children’sservices. The money has supported CAS’s FamilyPreservation Summer Recreation Service and aChildren in Care scholarship.
• $275,000 was awarded to Sault College by OntarioInnovation Trust funding to support research, inpartnership with PUC Services Inc., into thefeasibility of operating water treatment plantsfrom a remote location.
• The Ministry of Environment established an AirQuality Monitoring Station at Sault College. Thestation will service the community, while providing
SAULT COLLEGE ANNUAL REPORT 2003-2004 13
learning opportunities for Electrical andEnvironmental students.
• More than 120 advisory members, employers ofSault College graduates, and staff attended“Appreciation 2003” in October.
• Sault College Nursing students assisted withSARS screening at different Sault Ste. Marielocations.
• Athletics presented youth basketball and volleyballsummer camps in the college gym. Parentscommented very favourably about the availabilityof the camps and the quality of instruction provided.
• Dual enrolment at Lake Superior State Universityand Sault College continued to grow. Since January2002, the number of LSSU students who have
INSTITUTIONAL Success
the Sault College Service Area) to purchasesupplies and pay salaries, wages and benefits(i.e., earnings).
• Sault College employed 340 full-time and 212part-time faculty and staff. Sault College paidfaculty and staff wages, salaries and benefits of$25 million in fiscal 2002.
• For every $1 Sault College paid in earnings, therewas an additional $0.27 in earnings generatedoff-campus in the Sault College service areaeconomy. This is the commonly known multipliereffect.
• Sault College activities encouraged business,assisted existing business, and created long-term
enroled and taken courses at Sault College was39. The number of Sault College students whohave dual-enroled at LSSU since January 2001was 238.
• Spring 2004 saw the beginning of the CriminalJustice diploma-to-degree Distance Educationinitiative for working police officers.
• 20 students from Algoma University Collegeattended courses at Sault College as part of theiruniversity degree requirements.
• In 2003-04, 58 students attended AlgomaUniversity College from Sault College, 35 of whomentered university studies as part of the AlgomaUniversity-Sault College articulation agreement.
• Sault College submitted an Enrolment TargetAgreement to MTCU for fall 2003. Based on thereview of the agreements the difference betweenthe projected and actual enrolment, Sault Collegeshowed a high level of accuracy.
• Sault College was approved as Training DeliveryAgent for the Industrial Instrument Mechanic trade.There is no other Ontario TDA east of Sault Ste.Marie authorized to deliver the relatedapprenticeship program.
• At Convocation on May 10, 2003, honourarydiplomas were presented to Sault Ste. MariePolice Chief Robert Davies and ChiefSuperintendent Carson Fougere, RegionalCommander, Northeast Region, Ontario ProvincialPolice.
• For the second straight year, Sault College JobConnect won a Minister’s Award for Excellence.Award selection was based on high commitmentsto quality service and continuous improvement.Funded by the Ontario Ministry of Training, Collegesand Universities, Job Connect helps job-seekersto plan and prepare for employment success oradvance to higher skills training.
• A socio-economic impact analysis study wasconducted in 2003 using data from Sault Collegefor the fiscal year 2002-03. Sault College hadoperating expenses of $38.8 million in fiscal2002, and spent $34.8 million (90% of this in
2003-2004 KEY PERFORMANCE INDICATORS
GraduateEmployment
Rate
85.8%100%
0%
84%
GraduateSatisfaction
Rate
89.6%
EmployerSatisfaction
Rate
SAULT COLLEGE ANNUAL REPORT 2003-2004 14
COLLEGE ROLE IN REGIONAL ECONOMY,% OF ALL EARNINGS EXPLAINED BY COLLEGEOPERATIONS
economic growth. The College enhanced workerskills and provided customized training to localbusiness and industry. It was estimated that theSault College service area workforce embodiedover 2.5 million hours of past and present SaultCollege training.
• Sault College skills embodied in the workforceincreased the output of industries in the SaultCollege service area economy where the formerstudents are employed by $245.4 million.Associated multiplier effects (sometimes calledindirect effects) in other industries increasedsales by $68 million.
• The provincial government allocated $27.1 millionin support of Sault College in fiscal 2002. Forevery dollar appropriated by the provincialgovernment, Sault College’s spending alonegenerated $1.17 in earnings in the Sault Collegeservice area.
• For every dollar appropriated by the provincialgovernment in fiscal 2002, student earnings willincrease by an average of $0.42 per year, everyyear through the rest of the graduates’ workinglives. Likewise, for every provincial dollarappropriated, the Sault College service area willsee social savings of $0.08 per year, every year(i.e., reduced incarceration and health careexpenditures, reduced expenditures onunemployment and welfare, and reducedabsenteeism).
• Provincial government support for Sault Collegein fiscal 2002 will be fully recovered in 12.9 years,in the form of higher tax receipts (from increasedstudent wages) and avoided costs (e.g., fromreduced public expenditures on incarceration).
• 7,735 funded and unfunded students attendedthe College in fiscal 2002, 81% of whom wereemployed full- or part-time while attending.
• Studies demonstrate that education increaseslifetime earnings. The average annual earningsof a student with a one-year certificate are$40,740, or 24.5% more than someone withouta high school diploma, and 5.7% more than astudent with a high school diploma. The averageearnings of someone with a two-year diploma are$43,309, or 32.4% more than someone withouta high school diploma, and 12.4% more than astudent with a high school diploma.
• After leaving the College, the average Sault Collegestudent will spend 40 years in the workforce. Thestudent who leaves with a two-year diploma will
earn $190,512 more than someone with a highschool diploma.
• Over their next 40 years in the workforce, theaverage Sault College student’s discounted lifetimeearnings (i.e., future values expressed in presentvalue terms) will increase $3.05 for everyeducation dollar invested (in the form of tuition,fees, books, and foregone earnings fromemployment).
• Students enjoy an attractive 11.2% rate of returnon their Sault College educational investment,and recover all costs (including wages foregonewhile attending Sault College) in 12.5 years.
The Socio-economic Benefits Generated bySault College of Applied Arts and TechnologyThe results of this study demonstrate that SaultCollege is a sound investment from multipleperspectives. The college enriches the lives ofstudents and increases their lifetime incomes.It benefits taxpayers by generating increasedtax revenues from an enlarged economy andreducing the demand for taxpayer-supportedsocial services. Finally, it contributes to thevitality of both the local and provincial economies.
In sum, the graph shows that the collegeaccounts for a total of 7.1% of all earnings($2.2 billion) generated from all sources in theeconomic region
4.37%
1.22%
1.16%0.31%
■ College Operations Direct■ College Operations Indirect■ Past Student Direct■ Past Student Indirect
SAULT COLLEGE ANNUAL REPORT 2003-2004 15
In 2003-2004 Sault College achieved an operating surplus of $1,707,000 (2002-2003 deficit of $2,500,000)on total revenue of $37,002,000 (2002-2003 - $33,680,000) and total expenses of $35,295,000 (2002-2003 - $36,180,000). There were two main factors that contributed to the operating surplus. First, theOntario government committed $60 million in Quality Assurance Funding to Ontario's Colleges. Thisadditional funding amounted to $1,254,000 for Sault College. Secondly, the College committed to operatingwithin its financial means, which unfortunately required staff layoffs.
Sault College is committed to our three pillars of success - Student Success, Community Success,and Institutional Success. As a publicly funded institution, we are striving to achieve success within ourfinancial means. We must, however, acknowledge that this will become an increasingly difficult task toachieve without an increase in funding to the College sector.
■ Grants and Reimbursements 24,568■ Tuition Fees 5,844■ Ancillary Operations 826■ Other 2,435■ Restricted for Student Purposes 1,438■ Amortization of
Deferred Capital Contributions 1,788■ Gain on Disposal of Capital Assets 103
Total Revenues 37,002
■ Academic 19,130■ Educational Resources 938■ Student Services 2,624■ Administration 3,660■ Plant 1,849■ Ancillary Operations 873■ Ontario Training Strategies 1,980■ Special Projects 332■ Restricted for Student Purposes 1,256■ Amortization of Capital Assets 2,653
Total Expenses 35,295
54%
3%7%
10%
5%
2%
6%1%
4%8%
66%
16%
2%
7%4% 5% 0%
Financial Resultsfor the fiscal year ended MARCH 31, 2004
REVENUES EXPENSES