2020-2025 Strategic Mandate Agreement: Loyalist College of Applied Arts and Technology

Read the agreement between Ontario and Loyalist College of Applied Arts and Technology to understand its unique role in the province's post-secondary education system.

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Introduction

Preamble

This Strategic Mandate Agreement between the Ministry of Colleges and Universities and Loyalist College is a key component of the Ontario government’s accountability framework for the postsecondary education system.

The Strategic Mandate Agreement (SMA):

outlines provincial government objectives and priority areas for the postsecondary education system
describes the elements of Ontario’s performance-based funding mechanism, including the college’s annual performance-based funding notional allocation for the five-year 2020 to 2025 Strategic Mandate Agreement (SMA3) period
establishes the corridor midpoint that will form the basis of enrolment-related funding over the five-year SMA3 period
supports transparency and accountability objectives
establishes allowable performance targets for 10 metrics upon which institutional performance will be assessed

This SMA is for the fiscal period from April 1, 2020 to March 31, 2025.

Ontario’s objectives

SMAs are bilateral agreements between the ministry and the province’s publicly-assisted colleges and universities and are a key component of the Ontario government’s accountability framework for the postsecondary education system. This cycle of agreements is focused on promoting accountability through transparency and a focus on performance outcomes. The following objectives underline SMA3:

increasing trust and accountability through transparency and improved performance outcomes in Ontario’s postsecondary education system
reducing red tape by striking an appropriate balance between accountability and reporting through streamlined processes and a reduced number of metrics
incentivizing colleges and universities to redirect resources and invest in initiatives that result in positive economic outcomes
encouraging alignment of postsecondary education with labour market outcomes
incentivizing differentiation and specialization to support increased efficiencies

Institutional profile

The ministry recognizes the importance of supporting a differentiated system, and recognizing institutional specializations, as a means of enhancing efficiencies in the postsecondary education sector.

The institutional profile is intended to describe how the college’s institutional mission and strategic goals support the priority areas of the Ontario government, as identified in this agreement. Institutions may also wish to include narrative related to the post-COVID-19 context for the institution.

Loyalist College’s institutional profile:

Loyalist is an essential driver of the socio-economic well-being for the Bay of Quinte region. Economic impact studies (2016–19) show that we contributed 5.8% to the Gross Regional Product with a direct impact on 5,496 jobs. Loyalist is a vital engine for labour force capacity, industry training and applied research. We partner with industries and key economic development agencies to drive economic growth, job creation and employee training. Employers rely on Loyalist to deliver short-term programs that provide essential skills training for unemployed workers and a pipeline of skilled employees to fill key vacancies in the regional labour market. The College has close to 800 employees, a payroll of $41M and operational expenditures of $20M. The accumulated contribution of former students currently employed in the regional workforce is over $400M.

We offer a full suite of programs providing students with access to post-secondary education and excellent employment opportunities in all sectors of the economy. We are a recognized leader in biosciences, natural products, health care and media arts. We are pioneers in the emerging cannabis/natural products industry, training the first generation of skilled workers and providing state-of-the art applied research capabilities.

We aspire to be Ontario’s ‘Destination College,’ known locally, nationally and internationally as a deliberate choice of students. We offer a unique learning experience characterized by:

a singular commitment to access that includes Prior Learning Assessment and Recognition (PLAR), customized supports to meet individual needs, specific services for Indigenous students and generous financial aid programs
small classes with faculty who have strong roots in the community and in the sectors we serve
a welcoming and expansive campus that is close to nature and city life
leading-edge learning environments (including our LEED Silver Bay of Quinte Skills Centre, our Applied Research Centre and Technology Access Centre, our Digital Media Centre and our state-of-the-art Health Sciences wing)
curriculum designed to produce graduates who understand citizenship, global responsibility, Indigenous history and culture, cross-cultural communication, entrepreneurship, ecological literacy and the drivers of personal health and wellness
a diverse student body that includes Indigenous students, local students – many of whom are first generation – and a growing cohort of international students
a rich mix of delivery modalities including classroom, online, hybrid and experiential learning; and
articulation agreements offering students multiple pathways to continue their learning journey

We are investing heavily in program renewal and innovation: redesigned programs in media arts, supply chain and IT; new programs in advanced manufacturing, mechatronics and smart information technology (cyber security, AI, cloud computing); expanded offerings in the trades that are essential to the regional economy; and a Bachelor of Science in Nursing in Belleville to meet the growing needs for nurses. We will also increase the number of micro-credentials and alternative delivery modes to expand access for indirect students.

We anticipate continued growth on campus and in Toronto via our private partner Toronto Business College. This new Strategic Mandate Agreement provides a welcomed vehicle for framing our strategic goals and setting out a clear and achievable set of metrics by which we can measure our performance on those goals. (see Loyalist College Strategic Plan 2025)

Loyalist College recognizes the impact of COVID-19 is yet to be determined and welcomes the delay in performance -based funding, which will provide for more effective data collection and analysis. The full impact of COVID-19 across the weighted elements will take time to be assessed. Loyalist wishes to highlight that both the data elements and their potential impact may need to be adjusted depending on the assessed impact at the end of this extended analysis.

Performance-based funding

Notional annual allocation

For the SMA3 cycle, Loyalist College’s annual allocation of performance-based funding has been calculated by the ministry in accordance with the college funding model and Ontario’s Performance-based Funding Technical Manual. Loyalist College’s notional allocations will not be impacted by previous year performance, and will follow a graduated activation plan as follows:

Year	2020–21	2021–22	2022–23	2023–24	2024–25
Differentiation Envelope	$5,017,784	$6,989,537	$9,021,300	$10,983,455	$11,964,532
Performance-based Grant	N/A	N/A	N/A	$2,619,110	TBD

Notes:

Due to COVID-19 performance-based funding was delayed for 2020–21, 2021–22, and 2022–23.
The planned system-wide proportion tied to funding (that is, Performance-based Grant) will be at 10% of system-wide total operating funding in Year 4 (2023–24) and 25% in Year 5 (2024–25).
Prior to Year 4 (2023–24), the Performance-based Grant was capped at the system-average annual proportion determined for the Differentiation Envelope and residual funding above that cap remained part of the Differentiation Envelope.
The Differentiation Envelope has continued to grow steadily towards the established initial level of 60% by Year 5 (2024–25).
In Year 4 (2023–24), the 55% of operating funding assigned to the Differentiation Envelope is inclusive of the activated Performance-based Grant.
Notional allocation represents the Performance-based Grant portion.
The notional allocations presented above are based on 2021–22 operating grant totals.

Institutional weighting strategy

The performance-based funding mechanism in this SMA enables institutions to assign metric weightings to reflect institutional strengths and differentiated roles in the postsecondary education system. Assigned metric weightings will impact performance-based funding on a metric-by-metric basis per the table below. Metric details are described in the following section.

**Institutional assigned metric weightings and notional performance-based funding allocations**
Metric	2020–21 weighting max. 35% min. 10%	2020–21 notional funding allocation	2021–22 weighting max. 30% min. 5%	2021–22 notional funding allocation	2022–23 weighting max. 25% min. 5%	2022–23 notional funding allocation	2023–24 weighting max. 25% min. 5%	2023–24 notional funding allocation	2024–25 weighting max. 25% min. 5%	2024–25 notional funding allocation
1. Graduate employment rate in a related field	10%	$501,778	5%	$349,477	5%	$451,065	5%	$130,955	5%	TBD
2. Institutional strength and focus	25%	$1,254,446	20%	$1,397,907	15%	$1,353,195	5%	$130,955	15%	TBD
3. Graduation rate	25%	$1,254,446	15%	$1,048,430	15%	$1,353,195	15%	$392,866	15%	TBD
4. Community and local impact of student enrolment	20%	$1,003,557	15%	$1,048,430	15%	$1,353,195	15%	$392,866	15%	TBD
5. Economic impact (institution-specific)	20%	$1,003,557	15%	$1,048,430	10%	$902,130	10%	$261,911	10%	TBD
6. Graduate employment earnings	N/A	N/A	5%	$349,477	5%	$451,065	5%	$130,955	5%	TBD
7. Experiential learning	N/A	N/A	15%	$1,048,430	10%	$902,130	15%	$392,866	10%	TBD
8. Revenue attracted from private sector sources	N/A	N/A	10%	$698,954	10%	$902,130	15%	$392,866	10%	TBD
9. Apprenticeship-related (institution-specific)	N/A	N/A	N/A	N/A	10%	$902,130	10%	$261,911	10%	TBD
10. Skills and competencies	N/A	N/A	N/A	N/A	5%	$451,065	5%	$130,955	5%	TBD

Notes:

Colleges and universities have the opportunity to re-weight their metrics every year as part of the Annual Evaluation process throughout the SMA3 period. For metrics activated later than Year 1, a year shown in brackets indicates the first year of data available.
The planned system-wide proportion tied to funding (that is, Performance-based Grant) will be at 10% of system-wide total operating funding in Year 4 (2023–24) and 25% in Year 5 (2024–25).

Priority areas and performance metrics

Summary

To support improved performance in key areas aligned with the Ontario government’s priorities and objectives, the allowable performance targets will be set against metrics that measure institutions’ effectiveness in addressing the evolving needs of the labour market, enhancing the skills and competencies of our students, and supporting a postsecondary education system that strengthens Ontario’s economic competitiveness.

The combination of established targets and assigned metric weightings will be used for institutional assessment of performance through the SMA3 Annual Evaluation process.

Skills and job outcomes

This priority area seeks to measure and evaluate the college’s role in supporting student and graduate outcomes and alignment with Ontario’s economy. Metrics measure institutional commitment to areas of strength and specialization; students’ preparation with the skills essential for employment; experiential learning opportunities; graduation; and positive labour–market outcomes for graduates, through the following performance indicators:

graduate employment rate in a related field
institutional strength and focus
graduation rate
graduate employment earnings
experiential learning
skills and competencies

Economic and community impact

This priority area seeks to measure and evaluate the college’s role in supporting Ontario’s economy. Metrics measure funding from private sector sources; the positive economic impact on local economies brought by students at an institution; and the differentiated ways institutions demonstrate economic impact, through the following performance indicators:

community and local impact of student enrolment
economic impact (institution-specific)
revenue attracted from private sector sources
apprenticeship-related (institution-specific)

Productivity, accountability and transparency

Through further engagement with the sector on metric refinement, a decision was made to remove this reporting and data collection requirement for institutions for the duration of the SMA3 period, to reduce reporting burden and duplication with other government initiatives.

Skills and job outcomes

Performance metrics: narrative

Metrics will be initiated over three years as new data is collected and validated. For 2020–21, allowable performance targets are calculated using historical data as per the Performance-based Funding Technical Manual.

For the remainder of the SMA3 cycle, allowable performance targets will be calculated annually as per the Performance-based Funding Technical Manual using the most recent historical data available for Loyalist College and included as part of the SMA3 Annual Evaluation process for performance-based funding. See appendix for details regarding historical data and annual allowable performance targets.

For the skills and competencies metric being initiated for performance-based funding in 2022–23, the Ministry of Colleges and Universities will apply a ‘participation weighting’ of five % of annual performance-based funding notional allocations for all institutions. Institutional targets will not be set for this metric in SMA3. Participation will be validated and included as part of the SMA3 Annual Evaluation process for performance-based funding.

Graduate employment rate in a related field
Definition: proportion of graduates employed full-time in a field related or partially related to their program six months after graduation
Source: College Graduate Outcomes Survey, Ministry of Colleges and Universities

Metric initiated: 2020–21

Loyalist College’s narrative:

Loyalist graduates have a strong record of getting good jobs and progressing successfully along their chosen career path. The 2019 KPI results show that the employment rate for Loyalist grads was 89% compared with a provincial average of 86%. Graduate satisfaction rate was 81% (provincial average: 80%). Employer satisfaction was 91% (provincial average: 90%). These results are noteworthy in a context where the nature/location of work are changing rapidly in response to technology and globalization. These disruptions beg the definition of “a related field.” Increasingly, graduates find themselves creating career paths that are entrepreneurial or precarious and fall outside of a “related field.” Their success depends significantly on the generic skills and the lifelong learning attributes they acquire/strengthen while at Loyalist. Thus, we are investing heavily in our Graduate Attributes Program to enhance career preparedness. All programs will include a focus on: Citizenship, Cross-Cultural/Indigenous Understanding, Entrepreneurship and Technology, Health and Wellness and Ecological Literacy.

We will continue to leverage our strong relationships with employers, expanding work-integrated learning opportunities and adding new micro-credentials to existing programs. For example, we are currently working with industry leaders to develop a new mechatronics program that is critical to our manufacturing sector. Our new International Strategy includes specific measures to help our growing number of international students gain Canadian work experience so they can bring their skills and global perspective to help fill the significant labour shortages in the Quinte region. We will also introduce new programs in cybersecurity, artificial intelligence and related computer sciences. We will expand our programs in health, bio-sciences, the bio-economy and key trades to respond to the emerging needs of our labour market.

We have a rigorous quality assurance program to review and update curriculum regularly. This ensures that we deliver consistent, relevant knowledge, skills and competencies that graduates need to be successful in their chosen careers.

Our Career Centre provides a variety of services and resources that support students and alumni in their career exploration, planning, and job search and career journey. Every year, employers host lunch and learn sessions and employer events on campus including our Career Fair and Part-Time Fair. The Centre facilitates over 700 one-on-one cover letter/résumé and mock interview sessions every year and an additional 700 students/grads are assisted via email. Our Alumni Services department connects students with alumni through Ten Thousand Coffees, an online mentoring program which enhances networking and job opportunities for Loyalist students.

We will work with MCU and relevant organizations to ensure the highest quality data to measure our performance. We want to ensure that (a) StatCan data re PSE attainment captures college education that often precedes or follows university programs (b) performance data captures the college portion of collaborative or articulated programs and (c) Loyalist grads who are enrolled in degree programs elsewhere in Canada or internationally are included. We note that Loyalist grads consistently rank ahead of the provincial average in terms of finding employment within six months after graduation.

Institutional strength and focus
Name: Health, Human Services and Public Safety Cluster
Definition: enrolment (full-time headcount, domestic and international) in an institution’s program area(s) of focus
Source: Provided by institutions, validated by College Statistical Enrolment Report (CSER), Ministry of Colleges and Universities

Metric initiated: 2020–21

Loyalist College’s narrative:

Loyalist offers a full suite of programs to meet the needs of the key drivers of the socio-economic health of the region. Our programs are organized in clusters to maximize synergies and interdisciplinary learning. Loyalist’s programs in the health, human services and public safety cluster constitute close to 50% of the College’s total enrolment. While the College is a recognized leader in biosciences and media arts, we identify the health sciences cluster as our institutional strength given that enrolment is the applicable metric.

Enrolment in the Health/Human Services cluster has grown by 12% since 2016. The 2018-2019 provincial KPI overall satisfaction rating placed 55% of programs in this cluster in the top three programs in the province, with five placing first in the English-speaking programs. 82% of all programs in this cluster are ranked in the top third of Ontario colleges. In 2018-19, 52% of all students in this cluster received a job offer in their terminal semester prior to graduation and many programs, including Child and Youth Care, have a 100% FT employment rate upon graduation.

Many programs, including practical nursing, occupational therapy/physiotherapy assistant and paramedicine, are regularly over-subscribed. All programs are characterized by small classes, close ties to employers, strong work-integrated learning, Indigenous perspectives embedded in the curriculum and innovative teaching practices including simulation and hybrid delivery. 100% of graduates in our practical nursing programs pass their entry-to-practice exam on the first attempt. 15% of students are Indigenous, so most students have the benefit of learning with/from an Indigenous student.

All programs include significant experiential learning. An annual mass causality incident (MCI) sees over 200 students across programs working together to triage and give care to victims from ski accidents to multi-vehicle collisions, simulating the realities of the local region. This year, the integration of our media students will add a new dimension to the event. Work-integrated-learning projects with our community members gives our students concrete opportunities to put theory into practice. Students work side-by-side with our health care partners and gain firsthand experience in accreditation and pandemic/disaster planning. These partnerships have also led to joint applied research projects and joint funding applications that deepen our collaboration and our respective capacity.

There is already a chronic shortage of health professionals in the region. The need for health care and community service workers will continue to grow given the current demographic and the increasing number of retirees who are moving into the region. As a result, there will continue to be excellent employment prospects for our graduates. We note in particular the strong need for registered nurses, which informs our commitment to increasing access to baccalaureate nursing degrees at Loyalist. While this cluster will certainly have a central position in Loyalist’s programs for years to come, we also anticipate significant growth in business and IT programs in response to economic growth in these sectors in our regional labour market as well as the demands of our growing international student population.

Graduation rate
Definition: percentage of full-time students (domestic and international), who entered a program of instruction in a particular enrolment reporting period and graduated within a specific period of time (200% program completion timeframe for diploma and certificate programs and 175% for degrees
Source: Graduate Rate Submission Process, College Graduation Rate Tool

Metric initiated: 2020–21

Loyalist College’s narrative:

Loyalist has a consistent and stable track record in the range of 67% to 69% of students who complete their programs and graduate, hence the relatively high percentage we are attributing to this metric. We attribute these positive results to our “small College” environment, extensive student success supports, leading edge PLAR initiatives and the caring community that is at the heart of the Loyalist experience. In addition to the positive results included in the metric, 550 students completed a one- or two-year exit pathway from longer programs and 41 nursing students will graduate from Brock University after two years at Loyalist in 2019. As well, 1,235 students each semester complete micro-credentials, part-time and online courses via our distance programs. Hundreds more complete various micro-credentials offered by our Schools and the Loyalist Training and Knowledge Centre.

Loyalist is committed to continuous improvement of our graduation rates as indicated by the following practices:

Early detection: The use of early detection measures by the Schools in partnership with our student success team, allow program teams to engage in collaborative strategies with students early on to ensure their success
Flexible Options: Customized timetables, flexible learning options and open lab hours support a personalized approach to program completion. Multiple intakes in most programs and/or online course equivalencies ensure that students have options to restart a program or pick up missing credits as required. Many programs offer a common first year, which allows for increased choice across programs in related fields
Professional Development: Our Centre for the Advancement of Teaching and Learning (CATL) provides faculty with just-in-time professional development and support for innovative program delivery and the use of new learning technologies. These supports are key in ensuring that curriculum, teaching and delivery methods are aligned with the dynamic and diverse needs of our student body. These are the drivers of retention, student success and, by extension, strong graduation rates
Quality Assurance: We are committed to quality and currency in content and delivery. We invest in processes to ensure that we deliver consistent and relevant knowledge, skills and competencies that graduates need to be successful in the workplace
Wellness: Our Wellness Initiative provides a range of programs and supports to nurture resilience and positive mental health among students – two more key drivers of student success. We have introduced a Wellness Loft where students can find quiet space and opportunities for personal renewal, a weekly Wellness Break, a Wellness Ambassador Team and a Student Food Cupboard
Financial Aid: We provide substantial financial assistance in partnership with OSAP. 93% of our students receive some form of financial aid including 600 annual awards valued at approximately $380,000. This financial support constitutes an essential ingredient in enabling high graduation rates

Recognizing the increasing diversity of our student body, we will intensify our focus on strategies that deepen an appreciation for diversity and inclusion and activities that enable students to develop/expand cross-cultural competencies. These are foundational to student success and to effective performance in an increasingly globalized labour market.

Graduate employment earnings
Definition: median employment earnings of college graduates in a given calendar year, two years after graduation
Source: Educational and Labour Market Longitudinal Platform, Statistics Canada

Metric initiated: 2021–22

Loyalist College’s narrative:

Loyalist works closely with sector partners in the region to ensure our programming is responsive to emerging labour market needs. We observe a growing demand for skilled labour in the region and employers prefer to hire Loyalist graduates wherever possible. Further, the College is working closely with employers and government to create more good jobs in the region. As a result, our graduates have excellent employment opportunities in the region at graduation. The College intends to strengthen these relationships further by expanding the number and quality of field placements and work-integrated learning opportunities over the next five years. Nonetheless, there are limitations in this region where salaries are lower than in the larger urban centres. A study conducted by the Mowat Centre in 2014 showed low median household income and relatively high rates of unemployment, food insecurity and reliance on social assistance in the region. As well, we continue to see major disruptions to the nature of work and the dynamics of the labour market, which impact graduate earnings. To this end, we are committed to giving students strong entrepreneurial and generic employability skills so that they are well-equipped to respond to these challenges. We will also develop strategies to assist our growing population of international students to find good jobs in the regional labour market and beyond.

Loyalist also offers a range of customized training programs that provide graduates with good jobs in the manufacturing sector in our region. For example, Elevate Plus is a unique eight-week training program that integrates comprehensive job-specific skills and literacy and essential skills, with the direct participation of manufacturing and food processing employers in both delivery and program design. The College recently launched Elevate Plus – Military with the Ontario government and Quinte Economic Development Commission. Students in the program enjoy paid job placements in IT and financial sectors. The students, all former Canadian Armed Forces personnel, gain a combination of technical and soft skills that lead to good jobs and a new career in IT and Finance.

These examples illustrate the breadth of Loyalist’s contribution to graduate earnings. At the same time, we note that the metric does not necessarily capture the positive impact on graduate earnings of all programs. Available data may not factor in the College’s role in improving the earnings of students who complete pre-programs or those who complete diploma programs and then do further studies to build on the skills and expertise earned at Loyalist. Nonetheless, the College recognizes the vital importance of providing pathways for further education. We offer a growing number of agreements that enable students to move to degree programs upon completing their college diploma. We intend to increase these pathways significantly over the next five years. As a result, an increasing number of students will still be studying two years after graduating from Loyalist. Considering these factors that are outside the College’s control, we deem it prudent to tie a low percentage to our performance funding related to graduate earnings.

Experiential learning
Definition: number and proportion of graduates in programs, who participated in at least one course with required Experiential Learning component(s)
Source: Ministry of Colleges and University’s Graduate Record File Data; File attached to College Graduate Outcomes Survey

Metric initiated: 2021–22

Loyalist College’s narrative:

Experiential learning is a formal component of all programs at Loyalist. We offer a wide range of formats tailored to the needs of each program and emerging trends in the sector. For example, our culinary students travelled to Morocco in 2018 to explore the spice markets of Marrakesh and Fes. While there, they learned how to cook with a tajine and sampled roast lamb, vegetable couscous, pigeon bastilla and other traditional Moroccan cuisine. Each fall, students in Business and Marketing travel to Disney World in Orlando, Florida to take courses in business leadership, teamwork and excellence in guest services. Students in our Police Foundations program partner with the Belleville Police Service to assist with their “Lock It or Lose It” awareness campaign that helps drivers protect their vehicles from theft. Loyalist’s Paramedic program is the only college program in Canada, which incorporates the Canadian Ski Patrol’s Patroller Education Program within its first year of study. The course of study includes training in accident scene management, chairlift evacuation, rescue, communications and avalanche search and rescue. Students volunteer with the Canadian Ski Patrol once they complete their certification. Students in our Cannabis Applied Science post-graduate program collaborate with MediPharm Labs and participate in applied research projects focused on cannabis product development. They get hands-on experience with process optimization and natural product quality, consistency and safety.

Experiential learning is an essential ingredient for an applied credential and the best method for developing the skills required to succeed in the workplace. Many placements lead to good employment offers for graduates. Loyalist is committed to expanding the number, quality and diversity of field placements, clinical placements, simulations and other work-integrated learning opportunities in all Schools over the next five years. Our goal is to offer students the widest range possible of physical and virtual opportunities via placement, practicum, service learning, faculty-led study abroad and/or capstone projects, consistent with the Ministry definition. We have set the following objectives for this expansion:

Design all experiences using an action-reflection model that enables students to use reflective practice as a key tool for lifelong learning
Increase the suite of micro-credentials we offer to give students specific recognition for new knowledge and skills acquired through work-integrated learning and to provide relevant certification, which students can add to their résumés
Expand the pool of employers who are willing to partner with Loyalist in providing relevant work-integrated learning opportunities to our students in existing program areas and in the new programs that Loyalist will add over the next five years
Develop and implement new tools to maximize matching students with the right work-integrated learning opportunities and build a longitudinal database/CRM that will inform the evolution of experiential learning at Loyalist

Skills and competencies
Name: Graduate Attributes Metric
Definition: By April 2027, every student on campus will be required to successfully complete a fully integrated Graduate Attributes General Education course
Source: Loyalist College Student Information System

Metric initiated: 2022–23

Loyalist College’s narrative:

In 2019, Loyalist College established a set of graduate attributes as an integral component of the College’s 2025 Strategic Plan. These attributes aim to differentiate Loyalist graduates from their peers, enabling them to claim a unique space in the workforce and in their chosen communities. The Attributes are as follows:

Citizenship and Global Responsibility
Cross-Cultural Understanding
Indigenous Understanding
Entrepreneurship and Technology
Health and Wellness
Ecological Literacy

By embedding these attributes into student programming – in and outside of the classroom – Loyalist students will not only be academically and technically prepared for their careers but will also graduate with an enhanced set of competencies that are directly transferrable to the workplace and contribute positively to their employability. While it is assumed that students will acquire and develop these attributes in a myriad of ways throughout their time at Loyalist, the attributes will be formally introduced and developed in a required first-year General Education (GNED) course. This course, which will be delivered for the first time in Fall 2023, will engage faculty and instructional expertise from across the College and approach the curricular development, delivery and assessment from an interdisciplinary perspective.

Employers indicate that they are seeking graduates who possess not only the requisite professional and technical knowledge required for their field and/or profession but also the skills and competencies that enable new hires to adapt and thrive in their working environment. Through the development and acquisition of these Graduate Attributes, Loyalist graduates will enter the workforce and workplace as engaged, collaborative, and caring contributors with an enhanced awareness of, and appreciation for, multiple perspectives, lived experiences, and the forces that are shaping our social, environmental and economic contexts.

Given that Loyalist’s Graduate Attributes aim to develop a set of transferable skills and competencies that link directly to students’ employability and employment outcomes, the GNED course which focuses on these attributes provides a meaningful and relevant basis for the new institution-specific Skills and Competencies Metric. Moreover, the metric is simple, clear and easy to measure; allows for consistent year-over-year data collection and comparison; and is verifiable, auditable and available for reporting purposes annually.

Throughout the engagement with the sector in the fall 2021, the ministry made the decision to forgo use of the Education and Skills Online (ESO) tool for the Skills and Competencies metric to provide more flexibility to institutions during the COVID-19 pandemic. Instead, the ministry will allow institutions to select an institution-specific measure of skills and competencies that aligns with ministry-established criteria or choose from the ministry’s pre-approved list. The Skills and Competencies metric will be updated as part of the SMA3 Year 3 Annual Evaluation process.

Economic and community impact

Performance metrics: narrative

For the remainder of the SMA3 cycle, allowable performance targets will be calculated annually as per the Performance–based Funding Technical Manual using the most recent historical data available for Loyalist College and included as part of the SMA3 Annual Evaluation process for performance–based funding. See appendix for details regarding historical data and annual allowable performance targets.

Community and local impact of student enrolment
Definition: institutional enrolment share in the population of the city (cities) or town (towns) in which the institution is located
Source: College Statistical Enrolment Report (CSER), Ministry of Colleges and Universities, Census Data, Statistics Canada

Metric initiated: 2020–21

Loyalist College’s narrative:

Loyalist plays a vital role as a portal for high school graduates and adult learners who want to earn a postsecondary credential. We collaborate with key agencies and political leaders to ensure that our programs/services are aligned with the current and emerging learning and research needs of the region.

Educational Achievement: Loyalist is instrumental in raising educational achievement levels in the region and providing high quality services, which are key factors in attracting/retaining employers and employees. In addition to our on-campus programs, we offer twenty-two online credentials serving 1,200+ learners a semester. At least 25% of these students are from the Eastern region, demonstrating our significant impact within our catchment, as well as across the province. Our fully online, flexible part-time programs and courses provide an essential point of access for indirect, adult learners looking to advance their current careers or change careers without having to leave work or family, positively impacting our local and provincial economy. Our partnership in the OntarioLearn consortium gives us access to over 1,000 online courses that our students, staff and community can access, ensuring that we provide a wide range of upskilling opportunities to our region.

Applied Research: Our Applied Research Centre and Technology Access Centre provide state-of-the-art research capabilities, particularly in sectors related to natural products and agri-business. We offer SMEs access to unique research facilities/expertise. For example, we have the capability to provide supercritical carbon dioxide (SC-CO₂) extraction, analytical testing and licensing to work with cannabis. This gives our regional industries exceptional capacity to conduct applied research and attract new investors, which in turn, stimulates innovative product development and job creation. We are at the forefront of the emerging demand for natural products and are creating synergies across the agricultural sector, eco-tourism and related industries. Our private sector partners in the food, pharmaceutical, agriculture, natural health product and medical cannabis industries have confirmed that prior to the introduction of these facilities, there was a serious lack of capacity/expertise to investigate applications of extraction and non-routine analytical testing.

Professional Development: Health agencies including Hospice Quinte, Northumberland Hospice, and Hastings Prince Edward Public Health use our interprofessional simulation centre regularly for training and professional development.

Community Service: Our second-year Welding students have produced fire pits for Ontario Parks since 2015. In 2019, the fire pit was redesigned to include a new logo cut-out on the front. This special detail was made possible by new CNC Plasma cutting equipment and CNC Brake Press equipment housed within The Bay of Quinte Skills Centre.

While the metric is tied to enrolment, this narrative demonstrates how Loyalist’s impact extends well beyond the parameters of enrolment. We are among the biggest employers in the region. Our staff and students play a vital role in its socio-economic health. The College is a vital and valued community resource – our campus, facilities, student-operated restaurant, spa and food market and above all, our rich human resources.

Economic impact (institution-specific)
Name: Total Spending Impact
Definition: Combined impact of operational, construction and student spending
Source : Economic Modeling Specialists International (Emsi)

Metric initiated: 2020–21

Loyalist College’s narrative:

Loyalist College is a key driver of the socio-economic health for the region. In a study undertaken by Economic Modeling Specialists International (Emsi) in 2017, it was estimated that Ontario would receive a present value of $1.8 billion in added provincial income over the course of Loyalist students’ working lives. Emsi has just completed a new three-year study (2015-2018) that shows the combined impact of operational, construction, and student spending represented $66.9M in 2017-18 – a growth of 7.6% over the prior year. (Data and assumptions used in the student are based on financial reports from a range of sources including the college, industry, government and Emsi’s Canadian Regional Input-Output. The study applies a conservative methodology that uses the most recognized indicators of economic impact.)

Loyalist plays a vital role in meeting the labour needs of both the private and public sectors. Loyalist and our alumni support an estimated 5,700 jobs in the regional economy and beyond. Given the current labour shortage in the Quinte region, this is an essential contribution to economic prosperity. Our Applied Research Centre and Technology Access Centre provide state-of-the-art facilities and the unique R&D capability of our staff and students provide unique expertise and capacity to support start-ups, the introduction of new technologies and the addition of new products. We offer just-in-time expertise that is low cost, collaborative and responsive to the local context. The Loyalist Training and Knowledge Centre (LTKC) and our program Schools work closely with employers and economic development agencies in the region to provide customized, short-term training and upgrading. We manage Ontario Community Employment Services offices in Belleville and Bancroft serving 1,100 clients annually. This number represents powerful evidence of the College’s economic impact and is the metric we propose for this category.

Loyalist gives high priority to offering a wide range of programs to meet the needs of students in the region. We serve a number of underrepresented groups and tailor our programs/services to help them build self-confidence and acquire/hone essential employability skills. As our graduate employment statistics demonstrate, students are successful and upon graduation, they secure good jobs and become net contributors to the economy.

The recent growth in international student enrolment, the expansion of our applied research activities and the growing number of industry partnerships will all serve to advance the College’s pivotal role in the health of the regional economy. As well, our new public-private partnership will generate new revenue that will increase spending on the College’s strategic priorities, which will, in turn, increase the College’s spend in the region.

Revenue attracted from private sector sources
Definition: total revenue attracted from private sector and not-for-profit sources
Source: College Financial Information System

Metric initiated: 2021–22

Loyalist College’s narrative:

Using the parameters set by the Ministry, Loyalist attracted $2.4M in private sector revenue in 2018–19. This represents a growth of 50% over 2016–17 revenues. Applied research projects for regional industries constitute a key source of these revenues. Recent projects include the development of new cannabis beverages, processes to optimize storage of cricket powder products, and processes to extract cannabis oil.

The Loyalist Training and Knowledge Centre and Loyalist Exam Services are two revenue-generating arms of the College that provide unique programs and services to regional and national companies on a fee-for-service basis. For example, we partner with Goodyear to deliver Manufacturing Technician and Electrical Techniques certificates to their employees and adapt delivery to accommodate all shift patterns at the company. Given our strong reputation and our growing network of customers, we anticipate steady growth in revenues.

With the addition of a PPP in the next fiscal year, we anticipate steady growth in this category. In addition to the revenues included in the metric, we note the substantial in-kind contributions of program equipment and materials, industry contributions of time and expertise via Program Advisory Committees, field placements and substantial donations to our Foundation. As a result, the metric gives a very partial picture of the contribution the private sector is making to Loyalist. We would estimate that the total value of private sector revenues is close to $3.5M annually.

Apprenticeship-related (institution-specific)
Name: Seat Utilization
Definition: Utilization rate for the number of available seats in apprenticeship programs at Loyalist
Source: Loyalist College Apprenticeship Training Year End Detail Report

Metric initiated: 2022–23

Loyalist College’s narrative:

Loyalist College has TDA approval to offer apprenticeship programs in automotive, horticulture, food process operator, Child Development Practitioner (CDP) and Developmental Services Worker (DSW). Completion rates for Loyalist apprentices are high, generally above 80%. Our online apprenticeship programs provide an essential, flexible, affordable pathway for adult learners. Traditional apprenticeship programs require employees to leave their place of employment for in-school training periods, leaving employers without staff and employees without paid employment, creating stresses on the employer/employee and the community at large who use the services of these agencies. Our online delivery options require no physical in-school training, which keeps employees working while learning, benefiting our employers, our learners and our communities.

We are continuously seeking new ways to maximize the impact of the apprenticeship programs we offer. For example, in 2019, we partnered with YMCA Northumberland to provide YMCA employees with access to our online, part-time Early Childhood Education diploma program. This option allows current staff to complete the requirements to become Registered Early Childhood Educators (RECE) and to deliver various YMCA-specific children’s programs. It gives staff the flexibility and convenience of pursuing post-secondary education while working full-time. With this credential in hand, they are better equipped to support young children and their families. As well, they have improved earnings, greater mobility and a stronger foundation for further studies.

Once learners complete an Apprenticeship Certificate in either Developmental Services Worker (DSW) or Child Development Practitioner (CDP), they can complete a bridge to earn their DSW or ECE diploma. In the DSW field this means additional/enhanced employment opportunities, with 77% of DSW Apprentices in S18/F18 completing the diploma. In the ECE field, a diploma is a requirement to be registered and remain employed in the field. 176 CDP Apprentices have bridged from the apprenticeship program to the diploma since June 2017.

In 2013, Loyalist partnered with the W. Garfield Weston Foundation to offer scholarships in the Skilled Trades. The program offers financial support and mentorship to open the door to growing opportunities this labour market offers. To date, more than 200 aspiring skilled trades professionals have utilized this unique wrap-around support program. Recipients who maintain a specified minimum average receive up to $4,000 in bursaries and tuition credits. The Weston Family Scholarship encourages students to go beyond a one-year certificate to earn a diploma or complete apprenticeship training. The Weston Foundation will phase out this program over the next three years, which may impact our enrolment. We will seek to offset any decline by adding new apprenticeship programs to respond to the evolving demands of the labour market in our region.

We propose to use seat utilization rate as the metric – the proportion of total actual seats as a total of the planned seats allocated to Loyalist. Note that we negotiate the seat plan with the Ministry. Often, we are able to secure additional seats mid-year, which can result in a utilization rate of over 100%.

Productivity, accountability and transparency

Enrolment profile

In addition to the performance-based funding outlined in sections above, institutions will receive enrolment-related funding through a funded corridor ‘midpoint’ to provide funding predictability to institutions.

Corridor midpoint

For funding purposes 3,781.52 Weighted Funding Units (WFUs) will be the corridor midpoint value for the five-year period from 2020–25 for Loyalist College. Enrolment-related funding will be will distributed consistent with this level of enrolment and subject to the policies contained within the Ontario College Funding Formula Reform Technical Manual, May 2017, Version 1.1.

Note: Midpoints were established using the average of funding-eligible enrolment from 2015–16, 2016–17, and 2017–18.

Projected funding-eligible enrolment

Note: Tables report on full–time headcounts from the fall term.

Below is Loyalist College’s projection of funding-eligible full-time headcount as of March 31, 2020.

Credential	2020 ‑ 21	2021 ‑ 22	2022 ‑ 23	2023 ‑ 24	2024 ‑ 25
Ontario College Certificate	330	330	340	350	360
Ontario College Diploma/Advanced Diploma	1,600	1,650	1,670	1,700	1,730
Ontario College Graduate Certificate	70	70	70	70	70
Baccalaureate Degree in Applied Area of Study	70	80	80	90	90
Total	2,070	2,130	2,160	2,210	2,250

Credential	2020 ‑ 21	2021 ‑ 22	2022 ‑ 23	2023 ‑ 24	2024 ‑ 25
All other funding activity in full–time equivalent; Part–time, Tuition short	180	180	180	180	180

Projected international enrolment

Below is Loyalist College’s projection of funding-ineligible international full-time headcount at college-operated campuses as of March 31, 2020.

Credential	2020 ‑ 21	2021 ‑ 22	2022 ‑ 23	2023 ‑ 24	2024 ‑ 25
Ontario College Certificate	70	110	80	80	80
Ontario College Diploma/Advanced Diploma	1,060	1,090	1,160	1,130	1,120
Ontario College Graduate Certificate	240	300	260	290	300
Baccalaureate Degree in Applied Area of Study	-	-	-	-	-
Total	1,370	1,500	1,500	1,500	1,500

Below is Loyalist College’s projection of funding-ineligible international full-time headcount at campuses operated by private partners as of March 31, 2020.

Credential	2020 ‑ 21	2021 ‑ 22	2022 ‑ 23	2023 ‑ 24	2024 ‑ 25
Ontario College Certificate	-	-	-	-	-
Ontario College Diploma/Advanced Diploma	230	450	450	500	500
Ontario College Graduate Certificate	960	2,030	2,400	2,500	2,500
Baccalaureate Degree in Applied Area of Study	-	-	-	-	-
Total	1,190	2,480	2,850	3000	3,000

Appendix: historical data, targets and results

The following table will be refreshed annually by the ministry to display results from SMA3 Annual Evaluation process and update Allowable Performance Targets (APT) for the current year. The SMA3 Annual Evaluation will occur every year in the Fall-Winter and the updated appendix will be made publicly available the following Spring. Please note that fields with a hyphen indicate where data will be populated in later years of SMA3.

It should be noted that historical data reflects pre-COVID-19 context. Actual values achieved during the SMA3 period may include COVID-19 pandemic impacts.

Note: The values in the 2020–21 Actual performance column of “Experiential learning “(row 7) and for “Revenue attracted from private sector sources” (row 8) were not tied to performance as these metrics were not yet activated. They are included in the calculation of the 2022–23 Allowable Performance Targets.

**Loyalist College -** **SMA3 performance**
Note: “2020–21 Actual” refers to the year in which the evaluation takes and not necessarily the data from that year.
Metric	2016–17 Historical data	2017–18 Historical data	2018–19 Historical data	2020–21 Allowable performance target	2020–21 Actual performance	2021‑22 Allowable performance target	2021–22 Actual performance	2022–23 Allowable performance target	2022–23 Actual performance	2023–24 Allowable performance target	2023–24 Actual performance	2024–25 Allowable performance target	2024–25 Actual performance
1. Graduate employment rate in a related field	77.48%	77.81%	73.82%	74.25%	74.77%	73.96%	70.14%	71.10%	68.97%	69.62%	-	-	-
2. Institutional strength and focus	48.60%	48.10%	48.35%	44.37%	45.75%	42.58%	42.29%	39.93%	46.90%	39.18%	-	-	-
3. Graduation rate	67.29%	68.83%	68.50%	67.59%	65.55%	66.33%	68.56%	67.35%	74.79%	67.67%	-	-	-
4. Community and local impact of student enrolment	13.17%	12.94%	13.93%	12.94%	13.89%	13.09%	12.19%	12.54%	11.32%	12.05%	-	-	-
5. Economic impact (institution–specific)	$61,100,000 (2015–16)	$62,200,000 (2016–17)	$66,900,000 (2017–18)	$61,482,497	$72,900,000	$66,081,622	$73,900,000	$68,498,743	$63,900,000	$65,925,189	-	-	-
6. Graduate employment earnings	$29,575	$31,973	$35,501	N/A	N/A	$31,422	$36,340	$33,070	$33,924	$34,467	-	-	-
7. Experiential learning	99.45% (2017–18)	100.00% (2018–19)	100.00% (2019–20)	N/A	N/A	98.82%	100.00%	99.00%	89.15%	91.16%	-	-	-
8. Revenue attracted from private sector sources	$1,144,720 (2017–18)	$1,862,993 (2018–19)	$2,522,108 (2019–20)	N/A	$4,185,030	$1,274,643	$4,185,030	$1,734,829	$8,561,367	$995,813	-	-	-
9. Apprenticeship–related (institution–specific)	101.52% (2019–20)	107.77% (2020–21)	85.22% (2021–22)	N/A	N/A	N/A	N/A	100.56%	85.22%	90.28%	-	-	-
10. Skills and competencies	N/A	N/A	N/A	N/A	N/A	N/A	N/A	N/A	N/A	N/A	-	-	-

Notes:

For metrics activated later than Year 1, the year in brackets indicates the first year of data available.
Skills and Competencies is a participation metric activated based on data collection and reporting rather than target setting. Data are required and will be posted in SMA3 Year 4 (2023-24) and Year 5 (2024-25).

Updated: May 13, 2024

Published: November 26, 2020