Background and Purpose

The landscape for higher education in Northern Ontario has changed significantly over the last three years. Our region is experiencing record-low unemployment rates, a provincial election returned a new MPP in Timmins, many people have been working at home (and staying home when possible) for over two years, and inflation has reached rates not seen since the 1980s.1 We will watch these and other signposts as we move forward into a within- and post-pandemic environment. Given so much change in such a short period of time, it has never been more important to make sure that we at Northern College are operating from a base of understanding the needs, desires, and concerns of the local communities we serve.

Northern College Board of Governors policy A-7 ‘Our Communities’ (‘Policy A-7’) requires that the President report on a Community Climate survey that is, “administered every year as a means of measuring the College’s commitment and achievements” related to the community engagement indicators listed in the policy. The engagement indicators are closely aligned with the institutional commitments outlined in our 2020-2024 Strategic Plan (‘Strategic Plan’) (Figure 3). The commitments are mapped to the survey questions in Appendix I. While the survey is usually administered via email, the institution re-invigorated community connections by asking the College leadership (all administrators) to have five conversations with local community contacts and record those survey interviews.

FIGURE 1. NORTHERN COLLEGE COMMITMENTS

BOARD OF GOVERNORS POLICY A-7 OUR COMUNITIES

Contribute to the economic and social prosperity of the communities we serve. Develop and maintain partnerships with local businesses and organizations to ensure the right mix of training and labour force development strategies are in place. Pursue and conduct an innovative research agenda that proactively responds to industry needs and provides experiential learning for our students. Maintain a high profile locally, provincially and nationally. Continue to promote itself as a postsecondary and skilled trades hub of excellence. Support the demand for exceptional graduates to meet the strategic economic development agenda of northern communities.

STRATEGIC PLAN INSTITUTIONAL COMMITMENTS

Support, nurture and celebrate the contributions and accomplishments of learners and employees. Connect our learners and communities through the application of accessible and innovative technology. Foster and encourage a friendly, caring and respectful organizational culture. Establish an organizational culture that reflects the diversity of our communities. Work respectfully, in collaboration with Indigenous peoples and communities. Pursue partnerships and entrepreneurial opportunities to better serve community. Enhance the quality and access to college education through global initiatives. Engage in applied research in the pursuit of northern development and continuous improvement. Use our natural and built environments observing conservation and sustainable practices. Practice ethical decision making that engenders trust while safeguarding the College. Be open, consultative and accountable. Act with personal responsibility and integrity. Exceed expectations.

1 Statistics Canada. Table 14-10-0380-01 Labour force characteristics, three-month moving average, seasonally adjusted. https://doi.org/10.25318/1410038001-eng. Retrieved March 7, 2022