Cambrian College Of Applied Arts And Technology

This strategic plan outlines a vision for Cambrian College's future growth and prosperity, emphasizing the need for widespread commitment and integration into daily operations. The plan aims to define the college's direction for the next 5 to 10 years, fostering collective input from all stakeholders to attract students, ensure continued success, and prepare the institution for its upcoming 50th anniversary.

This document provides an overview of Cambrian College, highlighting its 50-year history and focus on innovation. It details the college's diverse student body, its commitment to providing high-quality, hands-on training that leads to successful careers, and its status as a top 50 research college with strong industry partnerships. The college also emphasizes its dedication to fostering an inclusive community and supporting indigenous learners through the Wahb nodi Centre, ultimately prioritizing student success.

The 2025-2030 Strategic Plan for Cambrian College focuses on empowering people and shaping futures through education, innovation, and community engagement in Northern Ontario. The plan prioritizes delivering education that fosters creativity, resilience, and personal growth, forging strategic partnerships, and creating an inclusive experience. Key goals include evolving programs, advancing teaching practices, enhancing student support, expanding industry connections, building capacity in innovation and applied research, deepening ties with regional and Indigenous partners, streamlining the student journey, and fostering a high-performing team environment.

The Board received a presentation on the Draft Strategy Framework, providing feedback and recommendations for restructuring wording in purpose statements and highlighting Indigenous values. The proposed fees for 2025-2026, including international tuition and ancillary fees, were presented and reviewed. The Board then moved into an in-camera meeting.

The Board of Governors meeting included discussions and approvals for new programs, specifically the Nutrition and Food Services Diploma and the Data Analytics Graduate Certificate. Program suspensions were approved for ten programs due to low enrollment. A bylaw amendment was approved to change the representation of seats, ensuring all sectors across the community are represented. The 2025/2026 Operating and Capital Budgets were approved, including a deficit budget of 1.4 million due to constraints in international enrollment. The Strategic Plan Monitoring Report highlighted progress on strategic plan objectives over the last five years, including achievements in teaching and learning, industry partnerships, modernization, Indigenous cultures, applied research, college well-being, global thinking, and campus sustainability. The meeting concluded with a Board In Camera Meeting.