1987 Profile by Mohawk College Alumni Association

CONTENTS

1 2 3 4

6 8 11 13 15 16

Board of Governors Chairman's Message The President's Report Our Community and Our Mission Academic Directions Education - Future Challenges Student Life - A Valuable Complement to the Classroom Marketing and Contract Services Division Mohawk College Space Summary Executive Officers of Mohawk College

BOARD OF GOVERNORS

... Robert W. Kennedy, Brantford 1st Vice-Chairman

Carolyn A Milne, Grimsby 2nd Vice-Chairman

Peter Dawson, Hamilton Chairman

Frank P. DeNardis, Hamilton

William A Stewart, Hamilton

Mary Kiss, Hamilton

Edith Fuller, Caledonia

John R. Johnson, Brantford

Charles Munro,

]. A (AI) Spence, Bramford

Phyllis Montgomery, Burlington

Noel Thomas, Burlington

Keith L. Mcintyre (ex-officio) President

An caster

CHAIRMAN'S MESSAGE Mohawk College celebrates its twenty-first birthday in 1987. This "coming of age" marks an important milestone in the evolution of the college system in Ontario, and Mohawk in particular. Our college has a proud heritage dating back over four decades. When the Government of Ontario decided in the 196o's to create a province-wide post-secondary college system, the Hamilton Institute of Technology became Mohawk College, serving an area stretching south from Hamilton-Wentworth through Brantford and Brant County to Haldimand-Norfolk. There has been tremendous growth in full-time and parttime studies programs and the number of students served. Everyone associated with Mohawk can be very proud of these accomplishments. It has been an exciting period in the college's history. Sadly, Dr. Sam Mitrninger, president for ten years until 1981 , died early in 1987. Sam played a very important role during a period of rapid change. His contribution was significant. He is sorely missed by his many friends in the community who remember him as a dedicated individual with great sensitivity to the needs of young people. Post-secondary education in Ontario, and Canada, is at a crossroads. Inadequate funding has been a continuing problem for several years. Colleges, including Mohawk, have had to trim expenditures. Without a strong post-secondary educational system, Canada will fall behind its international competitors. We Âˇmust strive - continuously - to improve the quality of our programs. We must help our graduates move ahead by improving course relevance to give them better employment opportunities. The long-range planning task force established by the Board of Governors has presented its report. It was very ably chaired by Governor John Johnson of Brantford and consisted of representatives from the Board, faculty and staff. This look at the future - and what it might hold for the college and its people - provides invaluable insights into the world of tomorrow. It will take time to develop and initiate changes in programming and delivery, but we feel confident that Mohawk can meet the challenge. The task force's work will help President Keith Mcintyre and his staff ensure that both

full-time and part-time students are offered the most up-todate, relevant, post-secondary education and training the college can provide. An interesting study is underway in Brantford, where the Board sees the need and the opportunity, for a major expansion of college facilities in that city. Governor Bob Kennedy is playing a leadership role encouraging local and provincial authorities to work together on this worthwhile project. A new consolidated campus incorporating some university facilities is being envisaged as possibly the most effective way to serve the community. The cooperation of many people and agencies will be needed, but the Board feels strongly that the time is right for this kind of initiative. In 1985, the college extended post-secondary diploma programs to Brantford. The time is approaching when more advanced educational opportunities must be made available to people right in the community. Mohawk sees this as the natural evolution of its role in Brantford. The Board is very much in favour of this type of continuing progress. On behalf of the Board of Governors, I salute all of the people involved in making Mohawk College a top-notch institution. And to our President and all staff members, a sincere thank you for a job well done.

P. Dawson, Chairman, Board of Governors

THE PRESIDENT'S REPORT Two years have passed since Mohawk College published "Proftle 1985". During that time substantial economic changes have taken place in Hamilton and Brantford, the principal urban areas served by the college. Therefore, it is appropriate to reflect on the progress made by Mohawk during 1986 and 1987 under the leadership of Mr. Peter Dawson, chairman of the Board of Governors. Mr. Dawson. a dedicated and unstinting worker for Mohawk for many years, was assisted by Vice-Chairmen Robert Kennedy and Carolyn Milne. The major factors which generated the turbulent and wrenching times of the early 1980's are behind us - the deep economic recession and the government funding shortfalls to name a few. It has been an upbeat period compared to those years. The new smoke-free policy went into effect following 18 months of planning and promotion. Students and staff cooperated fully to make the policy effective. I am pleased the college was able to provide leadership so early on this important health-related social issue. The provincial government provided an additional $60 million over and above our regular operating grants in 1986 to improve the quality of education at the community colleges through a new approach to teaching workload contained in a new negotiated collective agreement. Mohawk was able to hire more than 70 new staff members - principally teachers reducing class size and the teaching load of many of our teachers. The throne speech and provincial budget re-established education at the college level as a high priority. Additional funding has been provided for construction and renovation of facilities. However, the updating of existing equipment and the purchase of new equipment for our shops, labs and studios continues to be a major funding challenge. Governor Noel Thomas, Vice-President of Technology at Dofasco Inc.,

is helping Mohawk to overcome this deficiency through the Mohawk College Foundation. The Foundation raised over $50,000 from Mohawk College employees in the college's first internal fundraising campaign. Government regulations require each college Board of Governors to conduct an operational review of all activities, programs and functions of the college over a three-year period. The Board of Governors established a new Operational Review Committee under second Vice-Chairman Carolyn Milne. Four pilot operational review projects are underway: The Cooperative Education Division, The Physical Plant Depanment, The Advisory Committee process and the utilization of part-time sessional employees. Mohawk College is developing and expressing an updated management philosophy so that our beliefs, values and processes of decision-making can accommodate a greater degree of involvement and participation by all college employees. All department chairmen participated in a management development program operated by the six community colleges in the Western Ontario region. Training programs are being developed for new management employees. Also, new policies and procedures are being developed by Human Resources and Instructional Resources to address staff renewal, instructional development, professional development, early retirement, job sharing, etc. A new Board of Governors' Staff Affairs subcommittee, under the leadership of Governor Frank DeNardis, is overseeing this important area. After nearly two years of deliberations, the Board of Governors' Long Range Planning Task Force concluded its work under the Chairmanship of Governor John Johnson. The Task Force's report is being distributed to all management employees. They will be encouraged to engage in dialogue and debate about its contents throughout the fall of 1987. We will be analyzing our college's strengths, weaknesses, challenges and opportunities. I have no doubt that many of the Report's recommendations will alter the future direction of our college. Strategic planning is needed for an institution to be in control of its future. I am looking forward, enthusiastically, to helping Mohawk reach its potential in the coming decade.

Keith Mcintyre, President

OUR COMMUNITY AND OUR MISSION Mohawk College's "community" comprises a large area of southern Ontario between the tip of Lake Ontario and Lake Erie. The region - designated by the Ministry of Colleges and Universities - consists of the Regional Municipalities of Hamilton-Wentworth, the Haldimand portion of HaldimandNorfolk, and Brant County. There are approximately 600,000 people from a wide diversity of cultures in the area. We serve an enormous range of communities; from the heavily industrialized urban centers of Hamilton and Brantford to the rural parts of Brant and Wentworth Counties and Haldimand. Mohawk College has to have flexibility and energy to provide a wide-ranging mix of part-time and fulltime courses and programs to meet the needs of people in these dynamic communities. We have responded to the mushrooming use of high technology in business and industry by emphasizing advanced technology in our training and educational programs. The fastest growing job sector in our society is the service industry. There has been a growing need for programs an'd courses to produce graduates for both large and small businesses and industries.Our college faces a constant challenge to provide a high standard of education and training to meet the requirements of the wide-spread community that we serve. We have built a highly qualified faculty group and have acquired an enormous range of up-to-date equipment in our laboratories, shops and studios at more than 20 campuses and teaching centres in Area 9,. In response to the challenge, the college has developed programs and courses that fall into several categories: -full-time diploma programs of two or three years' duration in the Faculties of Business and Communications; Community Studies and Health Care; Engineering and Health Technology; Skills Development; Brant Campuses and Part-time Studies to produce graduates for job level entry -certificate programs up to a year in duration of varying length tailored for the manufacturing and service industries to supply skilled workers -apprenticeship training in conjunction with the Skills Development Branch of the Ministry of Colleges and Universities and employers sponsoring programs

-industrial crafrsmen internship programs, in conjunction with the Hamilton-Wentworth Community Industrial Training Council and the Brantford Industrial Training Advisory Committee -adult retraining and upgrading courses of varying lengths in alliance with the Canada Employment and Immigration Commission for job retraining programs and to prepare people for entry into certificate and diploma programs -part-time adult education ranging from certificate and diploma programs, to post-professional credit courses and general interest courses offered during evenings, weekends and daytime -specialized contraa training for business and industry in such areas as management training and high technology skills upgrading Our official designation is Mohawk College of Applied Arts and Technology. However, the popular designation is "community college". We're involved in community affairs in more than an educational sense. Our campuses and centres throughout Area 9 are used for seminars and public meetings, cultural, recreational and sporting events. Also, we provide daycare services for infants and toddlers. The most precious resource of a community is its human resources. Well-educated, well-trained and well-informed people with a sense of social commitment and the skills necessary to keep our infrastructure running smoothly. Mohawk College's expertise helps the communities it serves get a return on their public investment. Community Relations Community Relations is responsible for promotion and advertising, media relations, special events, Part-time Studies catalogues, Mohawk College publications, the Art Gallery and fielding enquiries from the public. Mohawk College stays informed about the changing needs of business, industry and service through participating in more than 75 program advisory committees. Consisting of employers and graduates of the programs, they meet regularly to advise on such matters as program content, equipment, scholarships, placement of graduates and other related topics.

The committees form an important part of the academic planning process and are one of the main reasons that our programs continue to be relevant to the needs of both our students and employers. The department director, and assistant, attend all meetings and offer direction to every committee. Our advisory committees, which include representatives from Hamilton-Wentworth, Haldimand, Brant County and more distant locations outside Area 9 benefit from the wisdom and expertise of more than 800 participants. Also, we are responsible for two education information centres located in the Hamilton Public Library in Jackson Square and at the Haldimand campus in Hagersville. Each centre provides courses and information. Art Gallery

The Mohawk College Art Gallery, at our Fennell Campus, is open to the public as well as staff and students. There are monthly shows and exhibits by local, national and international artists. The shows exhibit a wide range of media, thereby adding to the cultural enrichment of the college and community. Co-operative Education Mohawk College is committed to providing work experience for students through the integration of its academic programs with business, industrial and government employers. Since Mohawk's introduction of co-operative education to

Canadian colleges in 1969, with 24 Industrial Management Technology students, a steady growth of co-op programs has been maintained. Today more than 2,400 students are enrolled in 20 co-operative programs in technology, business and skills training. Semesters of study at the college alternate with semesters of work Greater employment opportunities are a spinoff of the personal development of the students as they gain experience. Their skills develop as they comprehend the relationships between the various subjects they are taught and the practical application of that knowledge in the field. Mohawk's co-operative education influence has extended beyond its regional, provincial and national boundaries. Not only is there demand for our students throughout Canada, but the college has assisted in the development of co-op at many institutes across the country by providing local workshops on co-op as well as guidance and training by Mohawk. Mohawk College is represented at the World Assembly for Co-operative Education including the most recent in Amsterdam. President Keith Mcintyre represents Canada's co-op colleges on the World Council with colleagues from many of the world's best known co-op colleges and universities. Mohawk College will host the 1989 World Conference on cooperative education in Hamilton from August 26 - September 1. Both Mohawk and the region will gain worldwide recognition from the conference which is expecting representatives from 30-35 countries.

AREA9

ACADEMIC DIRECTIONS situation; but also, and increasingly more importantly, all of our graduates must possess flexibility, the ability to think critically, and to synthesize and select information. In an era when specific skills rapidly become obsolete, often just a short time after graduation, the importance of critical thinking, of the ability to communicate in both oral and written modes, and of human relations skills is underscored. Through a holistic approach to a Mohawk education, we seek to incorporate these values and skills in our graduates. Life-long learning has become a reality for all of us. As technology and skills sets change, more and more students are returning to Mohawk College to enhance present skills or to learn new ones. The importance of the part-time Ieamer (part-time learners outnumber full-time learners by approximately five to one) is reflected in our emphasis on an increased provision of resources for our part-time learners. The development and offering of post-diploma certificate programs in such diverse areas as Oncology Nursing and Business Management reflects the ongoing educational needs of our graduates. A new diploma program in Small Business Management will begin in 1988. It will offer modularized curriculum on a flexible part-time self-paced learning basis in direct response to the needs of the business entrepreneur.

As a community college, Mohawk College continues to

provide relevant, educational opportunities for members of its community in a way which reflects and responds to the needs of both learners and area business and industry. Our challenge continues to be the retooling of our program profile and curricula to ensure that current, career-related, educational opportunities are available to our learners through a variety of flexible, educational delivery modes. As the largest college in the province in co-op educational

technology and technician training, Mohawk College recognizes that our graduates must not only possess specific skills which make them immediately viable in an employment

At the same time, we are challenged to provide retraining and skills upgrading opportunities for people who have been laid off from their present employer and/or are seeking new career directions. An example of an outstanding co-operative effort is the liaison between Mohawk College and Steelworkers Local 1005 in the provision of new skill training for laid-off steelworkers. A major realignment of the academic Faculties during 198687 recognized such academic directions as the growing bond between many of the health care and social service agency programs. Our multi-disciplinary program in Gerontology is the first of an anticipated broad menu of programs and courses specifically geared to deal with studies in aging and an aging population. The mix of students at Mohawk College is likewise "aging". Many students are "mature". They require flexible access to Mohawk programs and courses, and recognition for the years

of experience which they bring to their program of studies. Therefore, the college is implementing a policy for recognition of experiential learning, and is accelerating its goal of packaging curriculum in modules which can be studied at home at the learner's own pace. The co-op technology programs at Mohawk College continue to provide a unique educational opportunity which merges the theoretical knowledge learned in the college with practical, up-to-date, hands-on experience gained during work terms. We are currendy emphasizing the need to provide professional development opportunities for faculty members in these programs. This will provide our Faculty with firsthand knowledge of technological change which can then be incorporated into our programs. During the past year, we had the unprecedented opportunity of hiring a substantial number of new faculty members. They bring with them an exceptional opportunity for renewal and creative excitement in each of our academic programs. The juxtaposition of the current and up-to-date background of the new faculty members, with the seasoned professionalism of our experienced faculty members has resulted in a critical

review of many of our programs and strengthening of our curriculum. A systematic and in-depth review of the quality, objectives and success as measured in graduate and employer satisfaction for each diploma program has commenced and is being implemented with enthusiasm. At the same time, faculty members are working on professional development plans which meet professional, program and personal needs. The emphasis on responsive, up-to-date, flexible programming and on the professional development and updating of faculty, are indicative of Mohawk's ongoing commitment to excellence in education for learners, business and industry.

Vice-President, Academic

EDUCATION -

FUTURE CHALLENGES A number of Steering and Review committees are in place to ensure that the college uses its resources as efficiently and effectively as possible to meet its priorities. Examples are: the Operational Review Committee which will oversee a program of comprehensive reviews of all college operations over the next three years, the Budget Review Committee which recommends allocation of financial resources and the Computer Steering Committee which helps identify future computing needs. The college's total operating budget has increased from $54 million in 1985 to just under $70 million in 1987. Salaries consume close to 80% of this amount because education is, first and foremost, a people business. Our full-time staff complement has now grown to over 1,100 compared to 1,000 in 1985. This growth in full-time employees has helped to improve the quality of education and to serve employers in our area through contract training. The college provides for ongoing professional development opportunities to help employees meet their full career potential.

In Profile 1985, I reported how the college had very significant growth in the previous five years with only minimal real increases in financial and other resources. The last two years have seen a steadier growth in numbers and an increase in the scope and complexity in all of our activities. The challenge of coping with this diversity and maintaining quality in our programs has continued to strain our resources. The college is facing the challenges of reducing faculty workloads to help enhance the quality of education; of adjusting from the traditional government retraining programs to those organized through the Canadian Job Strategies; introducing new technologies and the use of computers into academic programs; offering academic programs at new locations and in non-traditional time periods and revising administrative and corporate procedures to meet higher accountability standards.

The college has invested significantly in both microcomputer and mainframe computer technology to keep the content of our academic programs current and relevant to increasing technological demands. The college has over 400 microcomputer work stations and three advanced mainframe systems. Plans are being developed to establish a computer networking system to extend computer resources to all college locations and utilize computing hardware and sofrware resources more effectively. Operating the college in an efficient manner is important and so is the provision of an environment that assures the best possible quality of student life and the best physical environment for learning and working. Providing this positive environment at the 25 different campuses and centres covering over one million square feet of space is a major challenge for our physical resource services. The Consumer Services Division operates a number of important services. Food services, under contract from Beaver Foods, are provided at six campuses. The campus stores provide books and learning materials at competitive prices. As a service to community organizations the college rents its space at minimal cost. The college Student Centre provides students

with a unique location for social interaction. The Centre's high quality conference space, backed by catering and recreational facilities, offers a professional convention environment for local business and industry. The increasing diversity of our funding and revenue sources has required the college to develop and adapt a number of improved administrative systems. Delivering programs under both traditional grant funding as well as under contract requires significant detail in the tracking of costs by separate activity. The current and future development of the financial, purchasing, administrative and other related information systems will enable the college to meet the challenge of providing full financial information to all college managers and external clients.

County area. Overcoming constraints for providing our students with exposure to state-of-the-art equipment means that we must rely increasingly on our friends in business and commerce to cooperate with us. A newly formed Development Division will be working actively to promote these partnerships. In a rapidly developing society where technological and social change are occurring daily, Mohawk plays a pivotal role in helping our community prepare to face these challenges. Mohawk is striving to provide the best quality education for all of its students.

The college's future challenges will include the organization of its resources for growth, particularly in the Brantford-Brant

Tony Whitworth, Vice-President, Finance & Resources HISTORICAL AND PROJECfED PART-TIME REGISTRATIONS

1986/87 MOHAWK COLLEGE STIJDENT POPULATION No. of Students Nov. 1,1986 Full-Time Post Secondary 2,795*** Technology Business 2,002 1,042 Applied Arts Health Sciences 1,236 Total Full-Time Post Secondary 7,075 Full-Time Retraining Full-Time Apprencticeship Full-Time T.U.P./O.B.S. CJ.S. (Indirect Purchase) Total Full-Time Part-Time (Registrations)* Part-Time Retraining T.I.B.I. O.S. Incentives Part -Time Apprenticeship Other Part-Time Total Part-Time

994 251 122 80 8,522

Total Students Annually

Co-op Students Nov. 1,1986 2,091··· 324

58,300

60,000 56,600/ 55,000

~11

48,888

50,000

7,220•• 3,582 1,109 781 286 12,978

2,415

44,002 44,4o/ 45,000 39,333/

40,000

35,000

Futures 1,695 Aaual *For the 12 month period April1 , 1986 to March 31 , 1987. • *Estimate only. •••Includes !.C.!. students.

34,840/

32,2;3/' 29,067/

30,000

3,908 5,727 3,973 234 45,186 59,028

26,27y 25,000 21

25,2~

-;;:;

20,000 -

15,000 -

1975176 76/77 77/78 78179 79/80 80/ 8 1 8 1/ 82 82/83 83/ 84 84/85 85/ 86 86187 87/ 88 -

Actual Projected -

FINANCIAL STATEMENTS Fiscal Year Ended March 31, 1986 REVENUE

$61,391,000

Operating Grants $46,907,000 (76.4%)

Student Tuition Fees $6,317,000 (10.3%)

Specially Funded Programs $6,343,000 ( 10.3%) Miscellaneous Revenue (ind recoveries & Investment income) $1,352,000 (2.2%)

EXPENDITURES BY FUNCTION

BY OBJECT Academic AdminServ Student Serv Prog & ProfDev Physical Res

Academic $39,464,000 (64. 1%)

Physical Resources $5,822,000 (9.5%)

Program & Professional Development (ind AV. IRC. Library. Pro Dev) $2,136,000 (3.5%)

Equipme nt and Building $1,953,000 (3.2%)

$61,523,000

Student Services (incl Registrars) $7,543,000 (12.2%)

$35,961,000 2,722,000 6,502,000 1,366,000 1,466,000

Salaries and Benefits $48,017,000 (78.0%)

Travel and Conferences $902,000 ( 1.5%)

STUDENT LIFE A VALUABLE COMPLEMENT TO THE CLASSROOM and staff, administration and the alumni. Together they decide how these revenues should be spent. The student government, intramurals and intercollegiate athletics, the alumni association, the new Student Centre, and many student activities are funded by the student activity fee. The Students' Representative Council, the student government, provides 18 students with the opportunity to direct a wide variety of operations and activities with a net cash flow of more than $350,000 a year. In addition, hundreds more students participate in the SRC's ancillary operations which include the student newspaper, radio and television stations and clubs. The athletics program, which offers 17 varsity sports involving more than 300 students each year and 45 intramural and recreational activities involving more than 2,500 students, helps students develop an appreciation for team work and good sportsmanship, as well as individual athletic skills. Here, again, the students are intimately involved in organizing and running these programs through membership on the nineperson Students' Athletics Committee.

It is often said that what students learn outside the classroom can be as important as what they learn in the formal classroom setting. At Mohawk College, this is more than just a trite axiom. For nearly a decade, the college has been committed to a student life program which affords students the opportunity to develop their skills as leaders, managers and team players all vital skills in today's society and in today's highly competitive job market. The key to the success of this program is the Students' Union Corporation (SUC), an internal college agency which collects and disburses the student activity fees paid by all full- and part-time students. Students are represented on the SUC board of directors, along with representatives of the faculty

With the increasing emphasis on lifelong learning and professional development Mohawk now attracts some 59,000 part-time students a year to its evening and weekend classes. Thus, a new challenge for the college is to provide a fuller range of services and opportunities to help part-time students reach their educational goals. To assist in this endeavour, a newly-formed Part-Time Studies Student Association will be organized with student representatives from the various PartTime Studies departments. The $3.4 million, 41 ,000 sq. ft. Mohawk College Student Centre provides students and alumni a first-class facility to help meet co-curricular needs of students and provides a very congenial meeting place for alumni. The Mohawk College Alumni Association is continuing to offer graduates a mechanism to keep their ties with the college by offeiing new and exciting services. The elected board of directors of the Association and the Alumni Officer work very closely to initiate new activities that meet the needs of alumni and also complement the college's goals. With more than 20,000 members, the college is very pleased and

proud of our alumni and the work of the Mohawk College Alumni Association.

highly desirable employees to small and large corporations throughout Canada.

Since Mohawk College is one of the largest co-operative education institutions in Canada, many new challenges and positive spinoff's accrue to students enrolled in co-op programs. Interchanging in college semesters with 4-month paid work terms provides students the opportunity to apply their recently acquired knowledge. Other advantages such as personal growth and development, excellent graduate placement, higher initial salaries and paid work terms, help make co-op students valuable ambassadors of Mohawk and

Mohawk College remains firmly committed to a strong student life program in the years ahead. Through this program, Mohawk puts into practice its philosophy of offering a well-rounded education to its students.

HISTORICAL AND PROJECTED NOV 1, FULL-TIME MOHAWK COLLEGE ENROLMENTS

9.000 -

- - - - - - - --

H.OOO

7.000

5.000

/ / r [/

6.000

4.000 -

1986 FULL-TIME AND PART-TIME STIJDENTS MOHAWK COLLEGE S1UDENT ENROLLMENT EXPRESSED AS A PERCENTAGE OF ALL COLLEGE TOTAL % (SOURCE, M.C.U., O.C.I.S. SURVEY NOVEMBER 1986)

- - - -- - - - -- -

r---

---

,.---

Cal Haddad Vice- President, Student Services

TOTAL

FUll·TlME

FUll·TlME POSf·SECONDARY

f.---"" 1-

,--

1 - - - - -- - - -- - - - - -- -

II -

10-

8 -

r=-=----- --

1---

-~ 3.000

2.000

1,000

---- ~

TRAINING

AI' PRENTICESHlP

YEAR RETRAINING APPRENT1CE F.T.P.S. TOTAl.

1977

1.050 2&)

4.299 5.548

1978

1979

1980

1,151

1,240

1,312

312 4,366

319 4.835 6.394

322 5. 226 6.860

5.829

19Rl 1.1 70

282 5.668 7,120

1982 1.287

299 6,365 7,951

•1 m:luding special B.I.L.D .. T.U.P., and C.J.S.

1984 1.354" 1,390" 288 239 6.939 6.787 B. SR I 8.416 1983

1985 1986 1,475" 1.196" 252 251 6.949 7.075 8.676 8.522

;:::

=I ENROllMENT •••ESTIMATE FOR THE PERIOD FALL 1985 TO SUMMER 1986 ONLY .. EXCLUDING C.J.S. • INCLUDING I.C.I

MARKETING AND CONTRACT SERVICES DIVISION location, training is available to assist individual business organizations, and construction and manufacturing firms. Often participants are eligible for financial assistance from the provincial and federal government. Ontario's Training Strategy (OTS) The Ontario Government has designated a comprehensive training strategy made up of services essential to the economic development of the province. To ensure that these services are available to all pans of the province, the Ministry of Skills Development has utilized the college systems to implement this strategy through Ontario Skills Development Offices. Mohawk has opened such offices at 350 King Street East (First Place) in Hamilton and 38 Darling Street, Suite 303, Brantford, and is delivering the following services from these locations: -A Training Consulting Service provides quality consulting on training matters for business. It provides expert advice and information on human resource development needed by Ontario firms, particularly small and medium- sized firms

Over the past year, Mohawk College has pursued an aggressive policy of contract training and education for business, industry and social service organizations. These new energies are built upon past accomplishments and have brought progressive initiatives across the entire spectrum of educational programs. This has been in response to the new Ontario Training Strategy of the provincial government and the new Canadian jobs Strategy of the Federal Government. The college's effortS in this regard have proved to be a valuable adjunct to the development of human resources in the area. Mohawk College offers a variety of services and programs to individuals, employees and organizations on a client-centered basis through the Marketing and Contract Services Division. On-the-job, in the plant, in the college, or at any suitable

-Training Incentives for firms encourages greater participation in training by offsetting instructional costs. Firms undertaking investments in technology are assisted in keeping their workers and managers up-to-date. Small and medium-sized firms are the principal beneficiaries -Access Programs enhance awareness of training services and overcome major barriers to training. Examples: allowances for child care and transportation; an information hodine for employers; a major commitment to overcome literacy and numeracy barriers, particularly as they relate to work - Trades Updating Program provides short-term training opportunities for individuals in the skilled trades. The program is designed to maintain competitive updating skills for trades journeymen During the first six months of the opening of these offices, over 400 companies participated in the new Ontario Training Strategy through Mohawk College.

The Canadian Jobs Strategy

International Education

Today's highly competitive and rapidly changing job marketplace has left many Canadians unable to find satisfying and lasting employment. At the same time, many employers are unable to hire the people with the specific employment skills needed. This Federal Job Strategy offers a flexible and comprehensive set of programs designed to bring together the needs of employees and employers and to open up new work opportunities through training and on-the-job experiences.

Through the Marketing and Contract Services Division, the college also participates actively in international education. The division places educators in less developed countries to help them achieve their educational objectives. Projects involving the overseas placement of Canadian educators have been carried out in Botswana, Kenya, Malawi and Montserrat. Arrangements are also made for other countries to send their teachers and administrators t0 Mohawk to learn our methods. Students are recruited from other countries through appropriate marketing initiatives. Groups of students from a number of countries, e.g. Kenya, Libya, Malaysia, Nigeria and Trinidad have successfully completed their studies at Mohawk

By implementing such innovative projects as Contemporary Office Systems, Museum Administration, Pre-Trades Training, Construction Trades for the homebuilding industry, Hospitality Services, and specially designed retraining programs for laid-off steelworkers, the college, in cooperation with local Canada Employment Centres, actively participated in implementing the Canadian Jobs Strategy in Area 9.

In conclusion, the goal of Marketing and Contract Services is to continue to cooperate with the Federal and Provincial Governments as they continue to implement new strategies that identify the needs of the work force, the unemployed and the international community in addressing training needs in this age of sweeping technological change.

lfj/L Jim Weber, Dean, Marketing & Contract Services

MOHAWK COLLEGE SPACE SUMMARY 1987 _,-, MAJOR CAMPUSES

CI1Y

OWNED OR LEASED

BrantÂˇColbome St. Brant-Elgin St. Brantdale Brantford General Hospital Chedoke Health Sciences Educational Centre Chedoke Medical Lab Fennell Campus Hamilton Industrial Training Centre Highview Mohawk Trail Campus Salttleet Campus Wentworth Campus

Brantford Brantford Hamilton Brantford

Leased Owned Leased Leased

10,960 81,539 13,495 19,544

Hamilton Hamilton Hamilton

Leased Leased Owned

88,661 40,135 595,947

Stoney Creek Hamilton Hamilton Stoney Creek Hamilton

Leased Leased Leased Leased Owned

30,360 44,316 14,811 100,618 40,364

OTHER TEACHING WCATIONS Brantford Y.M.C.A Civic General Hospital Civic Henderson Hospital Downtown Library Centre Dunnville East Kiwanis Centre Flamboro Downs Haldimand Campus McMaster Medical Centre New Credit Reserve St. Joseph's Hospital

Brantford Hamilton Hamilton Hamilton Dunnville Hamilton Flam borough Hagersville Hamilton Hagersville Hamilton

Leased Leased Leased Owned Leased Leased Leased Leased Leased Leased Leased

2,544 1,470 1,410 4,799 3,841 1,001 2,171 2,820 1,678 2,044 2,586

OTHER Ontario Skills Development Offices

Brantford Hamilton

Leased Leased

1,353 3,677

TOTAL

NETFWOR AREA IN SQ. FT.

1,112,144

EXECUTIVE OFFICERS OF MOHAWK COLLEGE Mr. K. L. Mcintyre President

Mr. S. K. Bantoft Director, Human Resources

Mr. C. W. Haddad Vice-President, Student Services

Mrs. E. H. Swanborough Director, Community Relations

Ms.

M. E. Hofstetter Vice-President, Academic

Mr. A ]. Tapajna Director, Planning

Dr. A ]. 'Whitwo rth Vice-President, Finance and Resources

Mr. ]. A Weber Dean, Marketing & Contract Services

Dr.]. I. Frid Dean, Program and Professional Development

DEANS AND DIRECfORS

Mr. H. Baste! Dean, Faculty of Engineering & Health Technology

Mr. D. Glover Director, Ancillary Services

Mr. D. Dean Dean, Pan- Time Studies

Mr. W. Hicks Director, Student Life

Mr. K. Nixon Dean, Faculty of Skills Development

Mr. ]. Peterson Director, Financial Services

Mr. C. R. Scharf Dean, Brant Campuses

Mr. G. Russell Director, Counselling and Career Development

Mr. L. Stanbridge Dean, Faculty of Community Studies and Health Care

Mr. B. Goodman Registrar

Mr. C. Tromm Dean, Faculty of Business and Communications

Mr. R. Heath Corporate Secretary

Dr. M. Bridge Director, Medical Services Mr. R. Court Director, Physical Resources

Mr. R. Dent Director, Computer Services Mr. C. Dickson Director, Co-operative Education and Placement

ONTARIO PUBUC SERVICE EMPLOYEES UNION

Faculty Mr. A Dalsto President, Local 240 Support Staff Mr. F. Brinkman President, Local 241