U of T SCS Investor Prospectus
Why us? Why now? How you can help motivated Canadians fulfill their potential and create a better future at the School of Continuing Studies LEARN.UTORONTO.CA 1 Why would you want to support us? On the cover: “I was becoming frustrated as I tried to get established in Canada and even considered going back to Brazil,” recalls Leo Gomes. Instead he complemented his MBA with a Certificate in Internal Auditing – and now works for Celestica. “The collective knowledge of my classmates and instructors benefitted me immensely. The School has enabled me to build a great professional network and a more successful career.” 2 SCS, WHY US? WHY NOW? The University of Toronto School of Continuing Studies opens up new career avenues, builds bridges to more meaningful work, strengthens skills and credentials, and expands intellectual horizons. Every course we develop, every innovation we introduce, advances our vision of a society in which lifelong learning enables people to become more successful – as individuals, and as members of organizations and communities. Now we see an opportunity to do even more. We’re seeking help from generous donors who believe, as we do, that by investing in promising Canadians, we invest in the overall prosperity of our country. We hope you’ll join us as we help tens of thousands of aspiring learners change their lives and create a significant positive impact on the future of Canada. This is an opportunity to have a lasting impact by helping talented people fulfill their promise â€“ which in turn builds communities, strengthens cultural connections and boosts economic prosperity. Marina Nemat Award-winning author, Creative Writing student “ The Creative Writing program was essential to my becoming a successful writer,” says Marina, whose final project evolved into the best-selling book Prisoner of Tehran, a memoir of her persecution in Ayatollah Khomeini’s Iran that has been published in 28 countries. “Every course helped me find my voice and polish my craft, and the wonderful instructors enabled me to gain the knowledge and experience to write with confidence.” Why does continuing education matter? It’s our best response to the challenge of change. Lifelong learning offers endless opportunities for people to grow, personally and professionally, in a world that never stands still – and for a society to drive change instead of rushing to catch up with it. Canada is becoming a constantly connected, highly mobile society. As dis- “Lifelong learning for all has become a tances shrink and borders disappear, we have more opportunities to explore widely shared policy objective among OECD countries and beyond. It is seen as abroad – and to welcome newcomers from every corner of the globe. a necessary condition for individual suc We now expect to play multiple roles in the course of our careers. There’s cess in the labour market and for general a growing entrepreneurial spirit as people launch original ventures or bring a social well-being.… [The] competitiveness new creative energy to existing organizations. In an economy driven by small of national economies depends heavily and mid-sized businesses, the demand for multi-faceted expertise has never on societies’ capacity to encourage and been higher – and the ability to develop talent on the job has never been more facilitate lifelong learning.” constrained by competitive pressures. – Organization for Economic Co-operation In all of these dimensions of change, continuing education has a critical and Development (OECD), Policy Brief, role to play. It provides the specialized knowledge and credentials that people April 2007 need to advance in their careers or launch new ones – which in turn fuels broader economic growth and prosperity. By unlocking individual potential while promoting partnership, continuing education helps build stronger, more cooperative, more forward-looking communities. It deepens the values and strengthens the diversity of a civil society. At the same time, lifelong learning fosters personal enrichment. Research clearly links higher levels of education with healthier, happier lives. And as those lives grow longer, neuroscience shows us that aging brains retain their agility through constant reinvention. For all of these vital reasons, continuing education matters. LEARN.UTORONTO.CA 5 “ The School of Continuing Studies is particularly important as a nimble and responsive resource for a huge range of people in an era when talent is mobile, career shifts are commonplace and lifelong learning is the norm. From my perspective, the School advances the same leadership goals we’ve set for the entire university: to promote ways of thinking that will help our students meet the defining challenges of the 21st century.” David Naylor President, University of Toronto Michael Herman CEO, lawyer, Arts & Science student and instructor “ I’ve been involved with the School of Continuing Studies for over two decades,” Michael says, “first as a student and more recently as an instructor.” The recipient of a U of T teaching award, he also funds an annual student bursary. “The School successfully balances rewarding classroom experiences with a business-like approach to developing new learning opportunities. It’s a worthwhile investment because it’s really making a difference in the community.” Why at a great university like U of T? High academic standards and a dedication to positive social impact. At the University of Toronto, our legacy of excellence in teaching and research is remarkably deep, as is our desire to give back to the community that we’re committed to serve. Lifelong learning is essential in a knowledge-based economy. Universities therefore have an obligation to provide educational opportunities that extend beyond undergraduate and graduate degrees. This is a fundamental return on investment that Canadians expect from the institutions they support: to be able to move forward easily along a continuum of learning, enriching their lives and the life of the community. While other post-secondary institutions can fulfill this mandate to varying degrees, a university offers distinct advantages, thanks to the scope of its academic offering and the depth of its instructors’ hands-on expertise. A leading university is by definition a crossroads for influential thinkers and investigators in a wide range of disciplines. When continuing education is situated at a hub whose spokes extend into science, medicine, technology, business, culture, politics and every area of social inquiry, the constant interplay of innovative ideas can only benefit lifelong learners. This is particularly true at the University of Toronto, which has built a worldwide reputation by upholding the highest standards of excellence in teaching and globally relevant scholarship and research. As an integral part of the university, the School of Continuing Studies is sustained by U of T’s tri-campus infrastructure and energized by its intellectual vitality. That’s why countless alumni join us each year to carry on learning. Our students see SCS as a portal through which they can enhance their lives by connecting to an institution that promotes positive change on a global scale. #1 The University of Toronto was ranked #1 in Canada and #17 globally in the Times Higher Education World University Rankings for 2010-2011. This authoritative survey measures the institutional excellence of the world’s top 200 universities in research, teaching and knowledge transfer. 80,000 U of T is Canada’s largest university. In 2009 we had more than 80,000 students – almost 10% of them international – along with over 20,000 faculty, instructors and staff, and an alumni population approaching half a million. 10 Nobel laureates were based at U of T at significant points in their careers. LEARN.UTORONTO.CA 7 Hussein Amad Investment strategist, Business & Professional Studies instructor “ Teaching at the School of Continuing Studies gives me the opportunity to share my knowledge and experience with passionate learners,” says Hussein, an award-winning instructor who was Chief Investment Strategist for UBS Bank (Canada) and now heads the investment firm Yorkville Asset Management. “I enjoy helping people advance in their careers and make a genuine impact.” Adrian Lee-Chin Investment analyst, CFA, Business & Professional Studies student “ School was not my forte growing up,” recalls Adrian. “I never felt as motivated to learn as I do today.” A research analyst covering a portfolio of funds at Portland Investment Counsel, he successfully prepared for his CFA Level I designation at the School of Continuing Studies. “Now I strive for perfection – because my career depends on it.” Why at the School of Continuing Studies? We’re recognized leaders in lifelong learning. The breadth of our curriculum, the high calibre of our instructors, our innovative responses to urgent needs – all reflect our passion for seeing individual achievements transformed into collective success. The School of Continuing Studies meets the needs of a diverse group of adult learners, in the classroom and online, with expertly designed non-degree courses and programs delivered by instructors who are leaders in their fields and dedicated to sharing their knowledge and experience. A core value defining every initiative we pursue is responsiveness: We constantly evolve our curriculum to meet the individual needs of our students and match the rapid pace of economic, technological and social change. We work with businesses, industry organizations and professional associations to identify new priorities. At the same time, we frame our responses within a clearly articulated strategy that provides a touchstone for every decision we make. As we launch this campaign, we’re about to table our third consecutive strategic plan well before the timeframe of the previous plan has concluded – because we’ve once again met our goals ahead of schedule. At SCS, we uphold the number one rule for any credible organization: practice what you preach. We offer a wide range of courses on effectively managing organizations to be more cost-efficient, productive, accountable and in tune with the marketplace. And that’s precisely how we run our school. Vital Statistics Students 15,000 Enrolments 22,000 Online enrolments 4,600 Courses 510 Certificate programs 55 Average Student Age Business & Professional Studies 34 English Language Program 25 Arts & Science 53 Languages & Translation 35 Creative Writing 41 Enrolments by Program Area Business & Professional Studies 13,100 English Language Program 3,100 Arts & Science 2,400 Languages & Translation 2,000 Creative Writing 1,400 LEARN.UTORONTO.CA 9 Our Students CS students represent a remarkable range of backgrounds, goals and S expectations. What they share in common is a keen interest in education designed for the needs of adult learners – delivered in an approach that recognizes their unique life experiences and the challenging demands they’re juggling. Our students include: • recent college and university graduates seeking to advance their careers •m id-career professionals and entrepreneurs who want to upgrade their knowledge and skills • internationally educated professionals augmenting credentials for the Canadian context • students from abroad who need to improve their English for study and work • people in later life expanding their intellectual and cultural horizons. Ingrid Palmer Human resources professional, Business & Professional Studies student “ Returning to school has helped me grow personally and professionally,” says Ingrid. “It’s provided me with the knowledge and confidence to go after my career dreams.” Hoping to expand her role with Sears Canada, she completed the Certificate in Human Resources. “The payoff was almost immediate. When I began my courses, I was an HR Manager; I’ve since been promoted to Business Capability Director.” Our Instructors SCS instructors combine academic credentials and professional experience with a deep level of engagement and a genuine passion for their areas of expertise. They include corporate CEOs and entrepreneurs, medical doctors and engineers, U of T professors and distinguished alumni, social activists and rising literary stars. Varying widely in their teaching approaches, they have a common passion for sharing their knowledge with others. Our school is in the enviable position of always being able to recruit talented instructors – because they come to us. The University of Toronto, like the city it helps to define, is a hub for people who are recognized leaders in their fields and who gain enormous satisfaction from giving back to the community by passing along their enthusiasm for learning. Linda Stojcevski Risk management executive, Business & Professional Studies instructor “ Continuing education is crucial in rapidly changing business environments,” Linda says. Currently Director of Global Risk Management with Canadian auto parts giant Magna International, she sees firsthand the value of constantly enhancing skills and adding new capabilities. “It enables organizations to remain competitive. And for individuals, it’s an opportunity for enrichment and professional growth.” Why do we need to invest right now? So we can move quickly to help more Canadians fulfill their potential. Like a successful enterprise that seeks capital to make the next leap forward, we believe that a strategic investment in the School of Continuing Studies today will yield a positive return tomorrow. At the School of Continuing Studies, we’ve reached a critical threshold in our “Success will largely depend on the evolution. We can continue to respond effectively to the changing needs of our extent to which society actively engages students, steadily building on the success of our business model as we realize and makes demands on the skills and knowledge of all its citizens, promotes our goals. However, we see an opportunity to accelerate that momentum and the use of individuals’ competencies, and take the school’s reach, relevance and impact to a new level. encourages individuals to think, act and We’re proud of our success in managing SCS as a self-sustaining enter- be engaged.” prise with a positive bottom line – and that’s precisely why we represent a worthwhile investment. Highly successful companies invite new investment – Canadian Council on Learning, Taking Stock of Lifelong Learning in not because of gaps in their balance sheets, but because they want to accel- Canada 2005–2010: Progress or erate their success – to reach bold objectives, and yield measurable returns, Complacency? that much faster. At SCS, the returns from our work in progress are measured by the success of our students in pursuing their careers, expanding their horizons and helping to create a more diverse, collaborative and well-informed society. Our evolving enterprise will keep on getting better – and will do so exponentially with a strategic injection of support. 12 SCS, WHY US? WHY NOW? Craig Platt Police sergeant, Business & Professional Studies student “ My confidence and abilities have soared since I came to the School of Continuing Studies,” says Craig, an officer with the Halton Regional Police Service. As his responsibilities grew with the Community Policing Support Bureau, the sergeant sought further management and leadership education. He found what he was looking for at SCS. “The instructors truly have a passion for imparting knowledge, and they back it up with real-world experience and examples.” Shila Desai Entrepreneur, accountant, Creative Writing student “ I enrolled in the Creative Writing program to follow a passion,” explains Shila, “and then a miraculous thing happened: a tiny cross-section of Canadian society listened, even applauded.” Born in Kenya, she became a Chartered Accountant in the U.K. before founding a successful international manufacturing company in Toronto. But her greatest satisfaction has come from sharing stories of African life with fellow Canadians. “As a 17-year immigrant, I felt for the first time that I truly belonged to this great country.” What are we planning to do, exactly? Weâ€™ve developed a comprehensive strategy for expanding and enhancing the School of Continuing Studies. Over several years, weâ€™ve conducted extensive research and complemented those findings with the insights of specialized experts. The result is a master plan that will guide our investment in six key initiatives: 1. Help newcomers realize their potential The Centre for Internationally Educated Professionals 2. Take online learning in new directions The Digital Learning Initiative 3. Help worthy students reach their goals Bursaries and Awards Program 4. Extend our reach across three campuses Tri-Campus Infrastructure Program 5. React quickly to meet emerging needs The Innovation Fund 6. Create a new home for our school The Building Fund LEARN.UTORONTO.CA 15 1. Help newcomers realize their potential Challenge: To help early- and mid-career professionals who were educated abroad gain traction more quickly in Canada and contribute more effectively to the nation’s prosperity. Solution: The Centre for Internationally Educated Professionals Ola Alawiye Banking sector professional, Business & Professional Studies student “ Originally from Nigeria, Ola completed the requirements to become a Project Management Professional and was quickly hired by a major Canadian bank. “The course on Passing the PMP Certification Exam was an excellent opportunity to learn,” he says, “not only from a very experienced instructor, but also from a network of high-calibre students. Two months after finishing the course, I had multiple job offers in exactly the types of positions I was looking for.” 16 SCS, WHY US? WHY NOW? Funding required: $10 million (This includes capital funds for renewing and upgrading an existing building.) Need: Many newcomers to Canada who have a post-secondary education and practical experience find themselves underemployed and frustrated in their attempts to pursue rewarding careers. To date, efforts to help these internationally educated professionals realize their goals have been largely remedial. Continuing education has bridged gaps in résumés by sharpening skills or providing credentials in fields that offer promising opportunities. There has also been a strong emphasis on English-language and cross-cultural training. These remain priorities. But now our focus is on unleashing potential. We want to help motivated, well-qualified people apply their talent and global perspectives more effectively in the Canadian marketplace, creating an impact with their entrepreneurial drive and vision. The Centre for Internationally Educated Professionals will provide the springboard these talented people need to advance their careers – or pursue new directions – and help fuel Canada’s continued socio-economic progress in the 21st century. Mandate: As a hub for learning and informa- tion sharing, the Centre will be home to the following programs, services and initiatives: $4.97 billion is the estimated annual cost to Canada’s economy of failing to recognize immigrants’ qualifications and experience. Source: Conference Board of Canada, Toronto Region Immigrant Employment Council (TRIEC) Professional Education • the Centre’s principal focus, financial engine and long-term relationship builder • innovative course development reflecting the needs of both professionals and employers • programs leading to certification or accreditation by recognized professional bodies English-Language Communications • experiential, professionally relevant communications and cultural fluency programs • a leading-edge communications lab Comparative Education Service (CES) • an authoritative national resource that evaluates the credentials of newcomers in relation to Canadian employment and professional qualifications • guidance on continuing education courses that will close gaps in learning or credentials Advisory and Networking Services • advice on augmenting or redirecting existing qualifications to meet market needs • web-based assessment tools, information sharing and employment leads • mentoring, internships, networking events and specialized career counselling Administration and Infrastructure • a visionary leader who will advocate for the advancement of immigrant professionals • specialists in curriculum design, student services, partnership building, marketing communications and IT support LEARN.UTORONTO.CA 17 2. Take online learning in new directions Challenge: To unify and advance the School’s e-learning capabilities with a flexible platform that embraces social media, mobility and collaborative content development. Solution: The Digital Learning Initiative Mohit Arora Project Management Professional, Business & Professional Studies instructor “ The enthusiastic response to our online courses makes clear why digital learning must be a priority for the School of Continuing Studies,” says Mohit, who applies his diverse industry expertise as an instructor in the Project Management program. A recipient of the Excellence in Teaching Award, Mohit is an e-learning champion: “People rely on instant communications all day long. With busy careers and family responsibilities, they want that convenient access to learning as well.” 18 SCS, WHY US? WHY NOW? Funding required: $5 million Need: The value of online learning has long been clear at SCS. People in our target audience are often challenged by the constraints of fixed course times and physical classrooms. Many have difficulty fitting travel to our campuses into lives already dominated by commuting. And those who must juggle careers and families have even less “free” time. The 40 courses we offer online make education accessible to thousands of people who otherwise might not be able to pursue their goals. It’s not simply a matter of bridging distances. In an era of instantaneous communications, digital learning is what more and more of our prospective students expect. We’ve therefore identified two key goals: •C reate a unified, consistent platform – and the infrastructure to support it – from our array of existing e-learning solutions, which were launched to meet differing objectives. •B uild an online strategy that looks past current priorities – and beyond the tweaking of traditional models that characterizes much of e-learning – to explore a new realm of possibilities for accessible, constantly evolving, collaborative education. Mandate: The Digital Learning Initiative will increase our potential reach to include a global community of learners, gaining from their insights and collective efforts. At the same time, we’ll develop new sources of revenue. And we’ll set a benchmark for other institutions to follow. 15% of all courses offered by Ontario colleges and university undergraduate programs are delivered online. Source: Ministry of Training, Colleges and Universities, 2011 22% of current SCS enrolments are for e-learning courses. Enhancing Our Online Learning Platform • Course development: instructional design; original and third-party content development • Course management: configuration of learning management system; copyright administration; library integration • Student support: registration; advising; in-course admin and technical support • Instructor development: familiarization with the online environment • Technology management: server security; course authoring software; mini-applications • Marketing/communications: exploring new target sectors and geographical markets Extending the Boundaries of e-Learning • Social media: creating online environments in which students and instructors are equally present; extension of learning communities outside SCS • Flexible access: development of content for smartphones, tablets and other channels • Innovative applications: discussion spaces, collaboration apps and other tools • Instructor networks: integrating teaching input from around the globe • Open innovation: collaborative content creation by students, instructors and outside experts • Multiple content sources: cost-effective access to the best available information • Customized learning: adaptive courseware that analyzes student strengths, provides feedback and adjusts curriculum • Flexible convenience: variable course lengths and start dates; self-service administration LEARN.UTORONTO.CA 19 3. Help worthy students reach their goals Challenge: To support qualified students with financial needs, and to reward exceptional achievements, so that more people can take advantage of the opportunities we offer. Solution: Bursaries and Awards Program Victoria Shepherd Not-for-profit executive, Business & Professional Studies student “ I recently received a promotion to Executive Director of my organization,” Victoria explains. “Completing the Certificate in Strategic Leadership, and then receiving the Larry Chester Award, certainly contributed a great deal to my assuming this new role.” As head of the Audio-Video Licensing Agency, Victoria faces increasingly complex business challenges. “The School of Continuing Studies provides an invaluable opportunity to learn from the experts in your profession and network with your peers.” 20 SCS, WHY US? WHY NOW? Funding required: $2 million Need: Many people take our courses to gain additional knowledge and professional credentials in order to advance their careers. Some struggle with harsh financial realities as they try to support themselves and their families on relatively modest incomes. This is particularly true for many internationally educated professionals. Sometimes, despite our efforts to be supportive in every way, excellent prospective students are unable to take courses at the School of Continuing Studies because they lack the necessary resources. In these cases, we want to be in a position to offer financial support as well. It’s been gratifying to see our current bursaries help so many highly deserving recipients go on to achieve their objectives – and that’s why we want to do more. At the same time, by expanding our awards portfolio we’ll be able to recognize more students for achievements that truly set them apart, adding strength to résumés and inspiring winners to tackle new challenges. Mandate: Our expanded Bursaries and Awards Program will consist of (a) bursaries based on demonstrated financial need, according to clearly established criteria, and (b) awards for merit. • A bursary or award bearing a donor’s name can either be directed generally to all students or targeted to a specific program. • Naming an endowed bursary or award requires a minimum investment of $30,000 ($5,000 annually for six years). Current Awards: • Larry Chester Excellence in Leadership Award (for students in the Certificate in Strategic Leadership program) • Random House of Canada Student Award in Writing • Marina Nemat Award for Creative Writing Current Bursaries: • Michael J. Herman Bursary for Arts & Science, Languages and Creative Writing • Academy for Lifelong Learning Bursary • Naming an expendable bursary or award requires a minimum investment of $15,000 ($3,000 annually for five years) Impact: The difference that a bursary or award can make is clear from just a few of the many messages of appreciation we receive from recipients each year: “Being a newcomer to Canada, I need funding for my study. The bursary enables me to start my study immediately and speed up my integration into Canadian society.” “I have not been in school for several years, and this will be my first experience at the University of Toronto. I am excited and looking forward to gaining new knowledge of English and completing this course successfully. I am better prepared to be a good communicator.” “Receiving this bursary will allow me the opportunity to upgrade my skills in order to secure employment and ultimately a Certificate in E-Business and Web Marketing. As a single mother currently on a very low income, I am very grateful for the hope and encouragement that allow people like me to reach for their dreams and never give up.” LEARN.UTORONTO.CA 21 4. Extend our reach across three campuses Challenge: To add infrastructure so we can better meet the needs of continuing education students at U of T’s Mississauga, Scarborough and downtown St. George campuses. Solution: Tri-Campus Infrastructure Program Edward Asare-Quansah CFO, Chartered Accountant, Business & Professional Studies instructor “ When I teach at U of T Mississauga,” Edward explains, “many students tell me they’d never be able to continue their studies if they didn’t have a campus close to home.” A chartered accountant with extensive experience in finance, Edward is the CFO of a global renewable energy company. “I always try to get people to see financial statements as a map, not a maze. It should be the same with continuing education – we need to make it easy for students to get where they want to go.” 22 SCS, WHY US? WHY NOW? Funding required: $2 million Need: As the demand for continuing education has grown, we’ve noted a high proportion of interest from Toronto’s suburban communities. Several of our key audiences tend to live in these areas: mid-career professionals with young families; newcomers to Canada; and people at later life stages who are keen to expand their intellectual horizons. In response, we’ve extended the reach of the School of Continuing studies across U of T’s distinctive tri-campus system. We work with our academic and administrative colleagues on all three campuses to ensure we’re developing courses that meet the needs of their communities and mesh with other offerings along the continuum of learning. At this point we feel that interest in the Scarborough and Mississauga catchment areas is sufficiently strong that the School should establish a stronger presence on these campuses, rather than piggyback on infrastructure designed for undergraduate and graduate students. Making this step in a reasonable time period will require an investment beyond what we can finance from current revenue, even taking into account anticipated steady growth. With a one-time infusion of capital, we can put in place the resources to further increase that growth rate – and help U of T deliver an even greater return to the public that supports us. Scarborough SCS courses include: • Financial Accounting (in Cantonese) • Understanding Financial Statements • Quantitative Methods • Critical Thinking • Project Management • Business Law (in Cantonese) Mississauga SCS courses include: •Accounting & Finance • Financial Literacy for Managers • Business Strategy • Leadership • Human Resources • Innovation • Risk Management • Project Management • Facilities Management • LEED • Marketing • Retail Merchandising • Communication • English Essentials • English for Professionals • Creative Writing • Mini-Med School Mandate: The Tri-Campus Infrastructure Program would fund the following initiatives: • Physical resources: office space on the Mississauga and Scarborough campuses to house School of Continuing Studies staff, provide a contact point for instructors and welcome current and prospective students. • Technological resources: information and communications technology, including computers and software for instructors and students and admin support systems. • Marketing/communications: development and implementation of marketing and public relations programs aimed at surrounding communities, including events planning, local sponsorships, media relations and multi-channel advertising. • Human resources: A small complement of full- and part-time staff to handle on-site student services, marketing/communications and administrative support. LEARN.UTORONTO.CA 23 5. React quickly to meet emerging needs Challenge: To respond to the rapidly evolving priorities of our students with new courses and programs, as well as innovative teaching methods, technologies and resources. Solution: The Innovation Fund Andrea Chun Lawyer, media commentator, Business & Professional Studies instructor “ Language should never be a barrier to learning,” says Andrea, who helped pioneer Business Law in Cantonese at the School of Continuing Studies. A graduate in law from U of T, Andrea has a private practice in Toronto and is also a news commentator for Fairchild, the Chinese-language TV and radio network. She is deeply committed to enhancing learning opportunities for the Chinese community. “Knowledge is the key that opens many doors. Offering courses in Cantonese ensures that those doors are fully open.” 24 SCS, WHY US? WHY NOW? Funding required: $5 million Need: Continuing education must be hyper-re- sponsive to the needs of adult learners as they constantly reassess their personal and professional goals. At the School of Continuing studies, we focus constantly on gauging where prospective students are heading next – and then respond with the right courses and programs. For example, in deepening our connections to Toronto’s dynamic Chinese community, we identified a need for more formalized business education in the Canadian context (see sidebar). Similarly, in an effort to fill a significant skills gap in Canada’s booming life sciences sector, we received federal government funding to develop New Pathways to Employment in Biotechnology, enabling students with scientific educations to earn valuable credentials and pursue new career paths. And we’ve met growing public interest in health and wellness issues by partnering with the U of T Faculty of Medicine to deliver our popular Mini-Med School program on the St. George and Mississauga campuses. All such initiatives require quick responses to identified needs. But securing the necessary funding often requires a lengthy process, during which vital opportunities can be lost. We need to be more nimble in delivering effective solutions – and that means having financial resources at hand. Business Courses for the Chinese Community In 2007 the School joined forces with Sing Tao (Canada) Daily Newspaper to develop the Certificate in Canadian Business Management Essentials, the only continuing education business program offered by a Canadian university in Cantonese. Mandate: The Innovation Fund will provide a ready source of capital for investing in priority programs and services. Following a rigorous but streamlined approval process, we’ll bring together ad hoc groups of experts – both internal and external – to incubate, develop, pilot and launch new initiatives, and to provide marketing and communications support until a program or service has momentum. Potential Innovation Opportunities Our shortlist of strategic priorities, to be finalized once the Innovation Fund is in place, includes: • Updating and creating new courses and certificate programs in Cantonese. • Investigating current needs and emerging trends with Canadian employers. • Exploring new areas of economic development, from nanotechnologies to green industries to social media platforms. • Developing hybrid courses combining online and in-class learning. • Creating a dynamic relationship management system to (a) capture more data on students’ needs to guide future planning and (b) maintain contact with students, suggesting additional courses and providing networking opportunities. LEARN.UTORONTO.CA 25 6. Create a new home for our school Challenge: To find much-needed teaching, collaboration and work spaces in response to current demand â€“ and to provide for the Schoolâ€™s continued growth. Solution: The Building Fund Current School of Continuing Studies 26 SCS, WHY US? WHY NOW? Proposed site of new building The goal of the Building Fund is to construct a new home for the School of Continuing Studies on the site of the University Women’s Club (at left, with red awning), two doors north of our current building (far left) at 158 St. George Street. Funding required: $15 million Need: The School of Continuing Studies has been in its current administrative home since 1974. The renovation and extension completed in 2004 – under the award-winning direction of Moriyama & Teshima Architects – made better use of available space while creating a more welcoming environment for students and the public. However, after seven years of steady growth, the building is now strained to its limits and has no room to accommodate additional programs and initiatives. Our goal, therefore, is to design and construct a new building on the site of the University Women’s Club, two doors north of our current building on St. George Street. This will enable us to consolidate program development, student support, information systems and administration in a single, purpose-built structure – achieving the kinds of synergies that are difficult to sustain today, when many of our teams are working in overcrowded offices or based elsewhere on campus. Our plan also provides for learning spaces and resource areas serving both students and instructors. A Perfect Location The proposed site for the new School of Continuing Studies building is on St. George Street just south of Bloor, at the heart of the University of Toronto’s vibrant downtown campus. It is less than a minute’s walk from the St. George subway station, a convenient hub for both east-west and north-south travel across the city, as well as connections to GO and other transit systems. The new building will be designed to accommodate all of the School’s current programs and services, as well as future initiatives, including: • The Centre for Internationally Educated Professionals • The Digital Learning Initiative • meeting/multi-purpose spaces • smart classrooms • state-of-the-art communications lab • multimedia resource centre • student services • instructor resource centre Mandate: The Building Fund will enable us to accelerate development work currently under way and advance this milestone project through the major steps to completion. These include: • securing of the proposed site at 162 St. George Street • request for proposals from architectural firms • review and selection of a winning building design • detailed engineering and construction planning • review and approvals with various regulatory bodies • ongoing management of the construction process • completion of the building within two years LEARN.UTORONTO.CA 27 Why would you want to support our school? To have a genuine impact on Canada’s future. Thanks to the collective efforts of our students, instructors and staff, the School of Continuing Studies has earned a global reputation as a leader in lifelong learning. But even more fundamental to our success has been the strong support of our community. It’s the commitment of individuals and organizations throughout the Greater Toronto Area – and right across Canada – that has enabled us to demonstrate the value of investing in continuing education. Now we’ve identified a remarkable opportunity to build on our progress to date – and take some dramatic steps forward. The six initiatives we’ve identified in this case for support will open new doors for people who’ve already shown tremendous promise and want to continue fulfilling their potential. At the same time, we know that an investment in educational excellence will benefit all Canadians as our country evolves, socially and economically, to meet changing global realities. Let us show you all the ways that the School of Continuing Studies is making a difference – and how, with your help, we can have an even bigger impact on Canada’s future. Marilynn Booth, Director University of Toronto School of Continuing Studies 28 SCS, WHY US? WHY NOW? What’s the next step? We realize there is a lot to digest in this case for support and imagine you may have questions – about our overall goals, or the details of a specific initiative, or anything in between. We’d welcome the opportunity to speak with you further and explore your interest in lending support to our campaign. Please contact: Nory Siberry Executive Director, Development School of Continuing Studies 416-946-5388 email@example.com Design: Underline Studio, Printing: Andora Graphics For more information on the School of Continuing Studies, visit our website: learn.utoronto.ca The School of Continuing Studies has reached a critical threshold in our evolution. We can continue to respond effectively to the changing needs of students through our commitment to academic excellence, innovative programs and quality of service. However, we see an opportunity to accelerate that momentum and take our schoolâ€™s reach, relevance and impact to a new level. We want to move more quickly to fulfill our potential â€“ so that more Canadians can fulfill theirs. 30 SCS, WHY US? WHY NOW?