Educational Drift and Realignment
This week I would like to explore some possibilities for restructuring the Ontario College system. The overall premise is that bold and decisive leadership is required to build a durable and sustainable applied learning model in the Province. The system is under enormous pressure to find a solution to the enrolment crisis. Over the last couple of decades, funding from government and student tuition did not keep pace with the rising costs of living and costs of delivery. This has led colleges to seek out other revenue streams, such as international enrolment and new program development.
The search for new sources of revenue has caused a shift away from the primary purpose of College education: career-oriented post-secondary education and training. While the addition of new student streams, such as degree and graduate certificate programs, was not inherently wrong, the persistent funding crunch has led the system away from its primary focus.
The College system in Ontario was created at a time of substantial social and economic transformation in Canada. The transition from an agricultural and resource-based economy to an industrial and service-based economy engendered a need for a skilled workforce with specialised training. It appears we are at a similar juncture of substantial economic and social transformation. I propose that Colleges and the Government recommit to their primary goals of:
Enhancing access to post-secondary education for Ontarians, particularly those not catered to by the university system.
Providing vocational training and skills development to fulfil the requirements of employers and the evolving work environment.
Bolstering the economic and social advancement of local communities.
While many will argue that this is already happening, I believe there are significant opportunities for differentiation, efficiency, and innovation by refocusing on and reconsidering the above primary goals.
Here are three options that can be considered by College and Government leaders in order to build a more sustainable and relevant applied learning model in the province:
Consolidate Colleges by region and economic activity: The immense financial constraints currently facing the system necessitate a restructuring of geographic program delivery. There are at least six distinct economic regions in the province, each with unique economic profiles and labour demands. There are also many shared labour needs across the Province. A system needs to be designed that promotes differentiation and yet encourages cooperation in areas of common need. There are many small examples of this already within the Province but the overall system structure does not provide incentives to support collaboration and specialisation in this manner. This approach would allow for efficiency in delivery and administration, with the primary goal of aligning Colleges with regional and provincial labour market needs.
Create a Provincial Online College: In addition to institutional restructuring, a College that solely focuses on fully online synchronous and asynchronous delivery should be created. The existing Ontario Learn system could be re-imagined as an independent College that develops and delivers fully online programs, with revenue shared equally by other Colleges. Resources that each College currently commits to these activities can be redistributed in a manner that consolidates and yet benefits each College and the system overall. This approach fosters collaboration and innovation, rather than competition, between colleges. The creation of an online College allows for rapid innovation and scaling in an increasingly competitive landscape while also potentially establishing new markets nationally and internationally.
Expand Workforce Development: Many Colleges have done excellent and trans-formative work in the area of workforce development, expanding their economic impact, revenue opportunities, and access to education through rapid short duration training. If governments were able to provide stable and consistent funding (from non-education ministries) in these areas, it would allow for a more significant social and economic impact aligned with diverse community needs. A commitment to workforce development can create jobs, drive innovation, meet the labour needs of small employers, and provide a deeper connection between industry and applied learning.
These are three of many possibilities for realignment and refocusing of the role Colleges play in our communities and our Province.
Business leaders considering relocating or starting a new operation in Ontario prioritise communities with a skilled labour force. With the rapid pace of change in the workforce, the College system can be the linchpin in economic prosperity of the Province. However, bold and courageous leadership is needed to re-imagine the structures, systems, and alignment of Colleges with each other and with our economic needs.
