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A SOCIAL CULTURAL AND ECONOMIC INNOVATION NETWORK AT ALGOMA UNIVERSITY AN EXECUTIVE BRIEFING REPORTAPRIL 2021
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 3Will work together with the city, the community, and all partners entrusted to care for our unique site to promote a safe, inclusive, and welcoming environment that facilitates research and education excellence, and creativity.ALGOMA UNIVERSITY CAMPUS MASTER PLAN, 2020
4 |LAND ACKNOWLEDGEMENTANISHINAABEMOWINNasdwaamdaanaan sa wi yaa’iing omaa akiing Anishinaabek ko gaa-dibendamowaad, Ketegaunseebee miinawa Batchewana Ojibway manpii sa Robinson-Huron Treaty of 1850 ezhnikaadeg, miinwaa go Aapita-wemtigozhiiwag.Manpii gdaa’aami gchitwaa akiing wii-gnawenjigaadeg sa, wi gkinoomaagoziwin Ogimaa Shingwaak gaa-onmaandang abinoonjiinyag onji miinwaa go gewek nendaadzisgog mishi.ENGLISHWe acknowledge that we are on the traditional lands of the Anishinaabek Nation, in the area of the Robinson-Huron Treaty of 1850, also home to the Métis. We are on sacred lands set aside for education as envisioned by Chief Shingwauk for our children and for those as yet unborn.FRENCHNous reconnaissons que nous sommes sur les terres traditionnelles de la nation Anishinaabek, dans la région du Traité Robinson-Huron de 1850, où vivent également les Métis. Nous sommes sur des terres sacrées réservées à l’éducation, comme l’avait envisagé le Chef Shingwauk pour nos enfants et pour ceux qui ne sont pas encore nés.
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 5ACKNOWLEDGEMENTSPROJECT TEAM - a joint-collaborative effort between faculty and staff. In particular, Drs. Aaron Gordon and Jody Rebek, Paul Quesnele, Samara Al-ani, and Taylor Jaehrling.ALGOMA LEADERSHIP TEAM - The executive group is comprised of senior leaders from both the academic and non-academic groups at Algoma University. The leadership group will make nal decisions on proposed recommendations.Special thanks to the Algoma University Board of Governors, the Algoma University Communications team, and all contributing faculty, staff and students for their valuable feedback and collaboration through the Social, Cultural and Economic Innovation planning process;The intentions of this report would not be made possible without the dialogue, contributions and time commitments given by all those stakeholders who met with the project team. In particular, the City of Sault Ste. Marie, StartUp SSM, City of Brampton, NORDIK, The Pivotal Point, The Stratagem Group, Entrepreneurship + Practice + Innovation Centre (EPIC), and The McConnell Foundation.
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A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 7I. Introduction A. Project History / Background p. 9B. Project Scope p. 10C. Strategic Alignment p. 12II. Need for Action p. 15A. Opportunity p. 16B. Research Methodology p. 18C. Findings – Data Analysis p. 19III. Vision / Mission / Values p. 27IV. Recommendations A. SCEI Model p. 30 Project Flow Chart p. 31B. Perspectives p. 32 Summary External Stakeholder Interviews p. 34 Leadership Recommendations p. 36 Community Solutions Flow Chart p. 37C. Recommended Approach p. 38 True Living Document p. 40V. Next Steps p. 42VI. Appendix p. 42TABLE OF CONTENTS
8 |i. INTRODUCTION
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 9A. PROJECT HISTORY / BACKGROUND In 2019, the Academic Planning and Priorities Committee (APPCOM) engaged stakeholders from the City of Brampton to better understand how Algoma University (as they expanded programming in the city) could further support the external needs of the community, through the Brampton campus. The data collected from these conversations provided APPCOM with a thematic mapping exercise, which highlighted 4 key areas - Social, Cultural, Economic, and Innovation. Nearing the end of 2019, Algoma University began to develop the brand for the Centre for Social, Cultural and Economic Innovation (SCEI). By 2020, Algoma University was also garnering interest from its Sault Ste. Marie external stakeholders/partners around these 4 key themes. It was clear that a unique focus on these areas were not restricted to the community needs of Brampton, but also to both Sault Ste. Marie and Timmins. Toward the end of 2020, Algoma University partnered with the City of Sault Ste. Marie to adopt and exercise the CItyStudio model, an effective model for linking important community projects to experiential learning opportunities for students and university programming. In 2021, a faculty-led team has been conducting further consultations and data collection on identifying a model for a Social, Cultural and Economic Innovation network at Algoma University. In addition, a City Studios Coordinator has been hired and will work closely with the exploratory team helping the university rene the concept. In consideration of Algoma University’s Special Mission and Strategic Plan, a set of recommendations have been identied in light of the consultations and data collected for operationalizing a Social, Cultural and Economic Innovation network across Algoma University’s communities.
10 |B. PROJECT SCOPEThe purpose of the Center for Social, Cultural and Economic Innovation is to develop a collaborative innovation, learning and interactive problem-solving environment run under the leadership of a multidisciplinary team that will bring together students, faculty, industry and community partners in entrepreneurial education, research and technological development, and active learning projects. The intended outcome of this process has been to facilitate engagements across a spectrum of stakeholders to consider the creation of an academic structure populated by academic stakeholders.The Centre for Social, Cultural and Economic Innovation prepares the next generation of community leaders, entrepreneurs and innovators by providing space for social, cultural, scientic and economic experimentation and innovation through partnership and collaboration. In addition, the sustained operation of the Center for Social, Cultural and Economic Innovation is specically designed to feed a steady supply of highly qualied entrepreneurs into local and regional businesses, thereby contributing to increased creation of new and innovative businesses, job creation, immigration and retention of new inhabitants, and increased local and regional economic prosperity.The Social, Cultural and Economic Innovation network intends to manifest Algoma University’s Special Mission through the advancement of cross cultural collaborations and unique approaches to problem solving by advancing Algoma University’s surrounding communities.
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12 |C. STRATEGIC ALIGNMENT The Social, Cultural and Economic Innovation network aims to align with Algoma University’s Strategic Plan and Special Mission. This model aims to align with all ve strategic priorities set out by Algoma University. 3VIBRANT PROGRAMSAn integrated suite of programming that is current, relevant, attractive, and aligned with students’ needs and expectations.12CAMPUS CULTUREA dynamic hub for community and student life with spaces and activities that support inspired and engaged learning and a strong sense of pride. This strategic direction will be achieved in close collaboration with student leadership to ensure all decisions reect students’ needs.RESEARCH AND INNOVATION A culture of research and innovation that leverages existing strengths and produces an exceptional student experience while contributing to the community sustainability and region.
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 134 5ANISHINAABE INENDAMOWINA recognized leader in Anishinaabe learning through partnerships, the incorporation of Anishinaabe language and culture throughout the institution, and advancement on Algoma University’s Special Mission.INSTITUTIONAL EXCELLENCEA talented community of lifelong learners in which students, faculty, staff, and administration work together to engage in planning, professional development, and the generation of revenue that supports scal stability and clear institutional identity.
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A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 15II. THE NEED FOR ACTIONA multitude of sector-specic stakeholders, comprised of municipalities, government, private sector, and nonprot were engaged through dialogue and surveyed. As such, signicant interest in partnering with Algoma University for assistance with post-COVID recovery efforts, utilize faculty research expertise and student engagement to address organizational problems stemming from social, cultural, economic, and innovative barriers were identied. A SCEI network will exercise the CityStudio Model, build and support NORDIK’s important work, and further provide an opportunity to house and manage stakeholder partnerships to enhance: Professional development opportunities for community partners Continuing education Advance experiential learning opportunities for students Support students in interdisciplinary programming with necessary practitioner skills Cultural solutions in partnership with community needs Research, development and dissemination
16 |A. OPPORTUNITYThe following areas of opportunity were identied:ACADEMIC Easier access to experiential learning opportunities for programs Connecting research to community organizations’ needs Building closer relations between academics and indigenous communities / organizations Pedagogical enhancements through community and indigenous relations / supportsCOMMUNITY Addressing post-COVID needs through: Innovative approaches Utilization of research Continuing education First Nations partnerships Entrepreneurial solutions Onsite / Offsite employee training Municipality can better understand community organizations’ needs through the City Studios model with Algoma University.ADMINISTRATIVE Opportunity to raise the institutional prole in the local communities of Sault Ste. Marie, Brampton and Timmins by collaborating with the municipalities to address issues and needs from research-based, practical approaches. Assist in meeting the SMA3 objectives: Skills and job outcomes: Graduate Employment Earnings - through enhancing employment readiness programming through experiential learning opportunities through the Centre for SCEI Experiential Learning - course-based EL opportunities and internships through City Studios projects run through the Centre for SCEI Advancing university Special Mission through SCEI with indigenous communities / organizations SCEI network services will provide nancial resources and further the sustainability of the university
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18 |B. RESEARCH METHODOLOGYDue to the short time frame, a mixed methods approach was used to gather perspectives from key indigenous and non-indigenous stakeholders, faculty, and students. Quantitative - Likert Scale surveys Qualitative - Long/short answer responses InterviewsThree groups were targeted for data collection: Faculty, Students, and External Stakeholders. Faculty surveys were initially vetted by faculty members of the Academic Planning and Priorities committee. Upon revisions, surveys were emailed to all Full time and Part time faculty. Student surveys were initially vetted by student representatives. Upon revisions, surveys were emailed to all Full time and Part time faculty. Stakeholder surveys were initially vetted by partners external to Algoma University. Upon revisions, surveys were emailed to stakeholders representing municipalities in both Northern and Southern Ontario, government, nonprot, and private sector. Audiences targeted: Faculty members - 34 Responses 2 Demographic questions 10 Likert Scale questions 3 Long/Short answer questions Students - 22 Responses 3 Demographic questions 17 Likert Scale questions 3 Long/Short answer questions External Stakeholders - 12 Responses 2 Demographic questions 5 matrix Likert Scale questions 4 Long/Short answer questions Survey data was analyzed using Google Forms and AtlasTi
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 19C. FINDINGS - DATA ANALYSISFACULTY SUMMARY AGREED/STRONGLY AGREEDAgreed/strongly agreed that entrepreneurship opportunities for students and working with community will better prepare them for their post-graduation endeavour.Agreed/strongly agreed that additional experiential learning opportunities and resources is benecial for their programs and a support of external and internal partners would enhance their research goals and enhance their academic programming success.Agreed/strongly agreed that integrating innovative ideas identied priority by the community, knowledge of local workforce, and increased experiential learning opportunities would benet their program.Agreed/strongly agreed that cultural diversity/vitality, social well-being, social justice & social development, critical & creative thinking, special mission for indigenous education, and post-COVID recovery are important for rening SCEI vision/mission.Agreed/strongly agreed that research / experimentation / innovation, community well-being, holistic wellness, economic prosperity, ecological well-being, and entrepreneurship are important for rening the SCEI vision/mission.Half indicated they would contribute to building the SCEI network.75%70%70%65%60%50%
20 |C. FINDINGS - DATA ANALYSIS ...CONTINUEDSTUDENT SUMMARY AGREED/STRONGLY AGREEDAgreed/strongly agreed that job placements, co-op, and volunteer / unpaid positions are important experiential learning opportunities. Agreed/strongly agreed that mentorship, professional networking, and conferences / student led events are important experiential learning opportunities..Agreed/strongly agreed to be part of case studies, community-based research, and personal research symposium or poster opportunities.Agreed/strongly agreed that experiential, innovative, and interdisciplinary learning are important for career success. Agreed/strongly agreed that they want to be part of solving community problems and would benet from applying the skills they learn in the classroom to a real-world setting..Agreed/strongly agreed that cross-cultural learning, international learning / exchange opportunities, and learning Indigenous culture and world are important learning opportunities.77%75%62%84%70%84%
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 21 STUDENT SUMMARY AGREED/STRONGLY AGREED ...CONTINUEDAgreed/strongly agreed that Algoma University effectively enforces academic integrity, academic integrity is important for career success, and students are aware of Algoma University’s academic integrity policy and procedures.Agreed/strongly agreed they want opportunities to engage with indigenous communities and are aware of Algoma University’s special mission and its’ connection to Chief Shingwauk.Agreed/strongly agreed that Algoma University excels at cultivating cross-cultural learning and international learning opportunity would improve communication skills.Agreed/strongly agreed that research / experimentation / innovation, community well-being, holistic wellness, economic prosperity, ecological well-being, and entrepreneurship are important for rening the SCEI vision / mission. Agreed/strongly agreed that cultural diversity/vitality, social well-being, social justice & social development, critical & creative thinking, special mission for indigenous education, and post-COVID recovery are important for rening SCEI vision/mission88%76%60%70%65%
22 |FINDINGS - DATA ANALYSIS...CONTINUEDSTAKEHOLDERS SUMMARY In partnership with our Stakeholders, SCEI aims to offer specialized supports to external partners:(See bar graph on next page) Offering Experiential Learning Opportunities to Algoma University students: (75%) Many external partners are most willing to give experiential learning opportunities to 3rd and 4th year students and Graduate Certicate Students. Nearly 60% (58%) would give experiential learning opportunities to 1st and 2nd year students
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 23RESEARCHCONTINUING EDUCATIONNETWORKING/ COLLABORATIONFUNDING APPLICATION SUPPORTMICROCREDENTIALSMARKETING SUPPORTADMINISTRATIVE SUPPORTTECHNICAL SUPPORT100%75%50%25%91% 91% 90% 41% 41% 25% 8% 8%AREAS IN WHICH EXTERNAL PARTNERS REQUIRE SPECIALIZED SUPPORT THAT COULD BE OFFERED BY SCEI
24 |EXTERNAL STAKEHOLDER INTEREST TO COLLABORATIVELY WORK WITH AU MEMBERS100%75%50%25%NORDIK91%FACULTY83%SHINGWAUK KINOOMAAGE GAMIG83%EXPERIENTIAL LEARNING TEAM75%CITYSTUDIO INNOVATION HUB75%UNDERGRADUATE58%ALUMNI58%VARSITY ATHLETICS16%SHINGWAUK RESIDENTIAL SCHOOLS CENTRE75%
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 25EXTERNAL STAKEHOLDER INTEREST IN SUPPORT FROM FACULTY EXPERTISE IN THE FOLLOWING AREAS80%60%40%20%COMPUTER SCIENCE / TECHNOLOGY75% 66%COMMUNITY ECONOMIC SOCIAL DEVELOPMENT66%BUSINESS / ECONOMICS / FINANCE66%58% 42%BIOLOGY / HEALTH SCIENCES25%25%SOCIAL WORK / PSYCHOLOGY / SOCIOLOGY50%ANISHINAABE STUDIES / ANISHINAABE LANGUAGEENVIRONMENTAL SCIENCE / GEOGRAPHY AND GEOLOGYMUSIC / ARTS AND HISTORY / MODERN LANGUAGESPOLITICAL SCIENCE / LAW AND JUSTICE
26 |26 |III. VISION / MISSION / VALUESThis preliminary mission and vision will further develop SCEI and serve engagement of cultural partners in a more robust strategic planning process once leadership is in place.
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 27VISIONDescriptive Vision (Original)Algoma University’s Centre for Social, Cultural, and Economic Innovation is dedicated to developing new and renewed approaches to systemic problems, solutions, and challenges that impact our social, cultural, and economic well being. Guided by Algoma’s Special Mission to provide cross-cultural learning between Indigenous and other cultures, the Centre will foster holistic approaches to research, land relations, collaborations, and actions that contribute to the well being, prosperity, and development of the local and global communities.VisionTransformative learning, cultural connections, and collaborative actions for the well being, and prosperity of our communities.What was clear across all data sets from students, faculty and stakeholders was that SCEI would enhance student learning, employment opportunities, mentorship, and skill development.
28 |MISSIONDiverse Perspectives, Radical Solutions MISSION A: Through cultural collaboration, SCEI facilitates powerful, meaningful experiences for students and stakeholders, to generate impactful solutions for our communities.VALUESThe culture of SCEI must stem from our unique Special Mission and cultural values, to create a powerful and purposeful culture for entrepreneurial engagement and cultural social innovations. Recommended using the “Ethical Space” to form the principles that can serve as a foundation for the culture (Indigenous Circle of Experts, 2018, page 18).Values help instill behaviours and stem from Grandfather teachings (Benton-Banai, 1988). Values provide the frame-work for a purposeful culture (i.e., supporting context, capabilities, customers, caring; See Appendix). Stating them is not enough - a cultural change effort is needed.An intended culture needs to be put in place collaboratively. The culture must stem from our unique Special Mission and cultural values, to create a powerful and purposeful culture for entrepreneurial engagement and cultural social innovations.
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 29“Spaces to share knowledge, culture, and resources - should include comfortable space, kitchen, garden, spaces for making things, spaces for discussion / sharing information, stories, food, creative works - the importance of sharing food together (year-end potlucks are fairly common at Algoma Sault campus)” (Pinheiro, 2021).Algoma University values and responds to the unique context and developmental goals of Northern Ontario.Algoma University values the historical our site. Algoma University values a supportiveexperiential learning environment.Algoma University values community partnerships and intercultural exchange.VISIONtransformative education through a student-centred approach to teaching and learning.MISSIONAlgoma University values excellence in scholarship, creativity, and research. Algoma University values and integrates Anishinaabe worldviews.Algoma University values respect, diversity, and adherence to academic freedom.Algoma University provides arst-class university education in Northern Ontario and beyond.GwekwaadiziwinMnaadendimowinZaagidiwinAakodewewinNibwaakaawinDibadendizawinDebwewin“BIMOSEN ANISHINAABE MIIKANA”“WALKING THE ANISHINAABE ROAD OF LIFE”Benton-Banai (1988)
30 |REFINE CREATEDEVELOP INNOVATEIV. RECOMMENDATIONSBALANCEA. PROPOSED SCEI CYCLESTART-UP CULTURE Consult & Collaborate Indigenous Connections ResearchRESPONSIVE PROGRAMMING Faculties & Programs - Certicates Work-Integrated Learning, Experiential Learning, Continuing Ed., and professional development Team ChallengeRESULTS IP Transfer/ Commercialize Pilot/Implement Policy Reform Brick & Mortar Milestones & Metrics Community solutions/celebrationsLAUNCH PROJECT Plan & Acquire Funds Community Partner Supports MentorshipA recommended model is presented here. It illustrates an ongoing process linking community, faculty and students in both learning and solutions contributing to cultural and community innovations/prosperity.
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 31PROJECT FLOW CHARTEXTERNAL COMMUNITYSOCIAL, CULTURAL & ECONOMIC INNOVATION PROJECTSPROJECTASSESSMENTPROCESSSTUDENTSPROJECTS /RESEARCH AND FACULTYADVISORYCOMMITTEECIRCLE OF PARTNERSCONTINUING EDUCATION / PDCROSS CULTURAL EDUCATIONSINTERDISCIPLINARY PROGRAMMINGENTREPRENEURSHIPENHANCEMENT PROJECTS / INITIATIVESThis represents how people would be engaged in the process. Projects can ow from an inside-out (starting with students) or an outside-in approach (stimulated by external partners).
32 |B. PERSPECTIVESReponses from surveys provided the following ndings:FACULTY A critical success factor will the ability to develop and sustain relationships, both internal and external to the university; Important to ensure projects contribute to addressing the social needs outside the university; Work closely with existing partners to prevent duplication; Creating student-awareness of SCEI and it’s value-added across the student body; Deliver and communicate results and community impact, to ensure SCEI is not viewed as a revenue stream; There must be industry alignment and achievement of economic benets; Capacity and resources must be carefully allocated, and recognize existing supports (e.g., NORDIK); Learn from past attempts to develop institutes (e.g., Invasive Species and Health Informatics); A focus for the centre is key to help engage stakeholders in a meaningful way.
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 33PARTNERS SCEI has signicant potential to enhance indigenous and cultural relationships with Algoma University; A network of innovation, entrepreneurship, technologies, and approaches would support both the university and community partners; Galvanize the community around locally relevant and globally competitive new ideas and ventures; Consider establishing a ‘shared vision’ between the university and community partners; Greater clarity on the focus of SCEI will enhance the students’ experience in organizations.STUDENTS Entrepreneurship opportunities and learning can be leveraged for student enhancement; Experiential learning opportunities will provide students with real-world knowledge and compliment in-class learning; Opportunities for more internships, co-op and job experiences that lead to full-time employment; SCEI will create collaborative environments to further close generation gaps; Students will be better equipped to succeed beyond graduation.
34 |SUMMARY EXTERNAL STAKEHOLDER INTERVIEWSCOMMUNITY DEVELOPMENT Network focus is community improvementPresent ideas to external partnersAdvancing ideas into businessMore liveable communityStronger connection to the city to retain studentsSSM as a centre of development and entrepreneurshipCommunity services - partner with incubators by helping them recruit internsCentre for gathering ideas and creativitySTUDENT SUCCESS Students will feel positive about their contribution to the community and more likely to stayBusiness ideas developed by students and potential entrepreneurial venturesCreating leadershipEngaging students with business owners will support entrepreneurshipInteraction with community results in better communication skills and leadership developmentGraduate with experienceACADEMIC DEVELOPMENT Graduate programs developmentPrograms would be more attractive for future studentsStrengthen programs that need implementing like engineeringAlgoma U nurtures a culture of entrepreneurshipEvolve academic programsBring programs together
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 35BARRIERS Lack of supportUniversity is not capable of supporting small businessNo capacity for students to do the research requiredCareful of replicating something that is already presentEngage partners to achieve the desired outcomeSmall student population might limit engagementHow each partner will provide for that desired outcomeFaculty oppositionCollaboration with many external partners can be challengingHOW TO INVOLVE INDIGENOUS COMMUNITIESStart an advisory committeeCreate a BoardSpecial topic courses for indigenous programsStretch the course into an experimental classWHAT WILL MAKE THE NETWORK SUCCESSFULKnow exactly what the network will be known forBuild reputation of what you want to be known forFinancial sustainability through investorsFind at least one project that the network can assist withFind new territory and new opportunities and bring people with different perspectives together
36 |LEADERSHIP RECOMMENDATIONS Housed under academic unit (based off of the survey and qualitative data) Recommend Endowed Chair Consider focal point Develop School of X - Could be School of Cultural Solutions or Interdisciplinary Entrepreneurship Build the necessary culture (see Appendix) Recognize NORDIK’s Contributions City Studio Launch Share Resources to connect network of: Communications Finance & Grant Support (until the Research Ofce position exists) Human Resources (see Appendix) Continue to expand research with indigenous stakeholders, particularly using an Appreciative Inquiry approach and indigenous methodologies.
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 37 COMMUNITY SOLUTIONS FLOW CHARTCOMMUNITY SOLUTIONSRESEARCH ENTREPRENEURIAL VENTURESORG. CE, PD, CONSULTATIONINITIATION Advisory Committee (City Studio / NORDIK / Indigenous Partners) Identify issues/opportunities and prioritize Key Projects, Leads/sponsors, Key Faculty and External StakeholdersPLANNING Collaborative stakeholder input Project Charter Plan Developed Sign-off Co-op / Intern Course connection Co-op / Intern Course connection Course connection Exp. Learn Course connection Co-op/Intern Faculty LeadEXECUTION: STAGE ONE Needs Assessment /Research Project plan TCPS Research proposal REB Grants Needs assessment /market research Business Case Business Plan Project plan (training, research or PD) Contract with ClientMONITORING: STAGE TWO Project pilot Presentations Research projectconducted PublicationPresentations Creative dissemination Marketing Investors / nancing Project pilot or partnershipCLOSING Project report and project closing Outcomes - Celebrations and Communications Quality Improvement
38 |C. RECOMMENDED APPROACH Governance Structure Establish a Project Criteria Document SSM environmental scanning Faculty / Project alignment Indigenous Focus Group CityStudio website / communications plan Develop a Continuing Education process/plan Further / formalize relationship with NORDIK to enhance partnerships Interdisciplinary program MOA for PM GCERT integration Cultural strategy developed Needs Assessment SSM - Single Project / Classroom integration (within PM-GCERT) City Studios Brampton agreement Brampton environmental scanning Stakeholder relationships plan Continuing Education offering(s) with SSM external partner organizations Cultural strategy launch SSM - 2-3 Project / Classroom integrations Brampton - Single Project / Classroom integration (within PM-GCERT) Timmins environmental scanning Follow-up survey from Fall 2021 project/classroom integration Continuing Education offering(s) with Brampton external partner organizations Evaluation of culture, projects and external feedback (success /improve)SPRING / SUMMER 2021FALL 2021WINTER 2022
A Social Cultural and Economic Innovation Network at Algoma UniversityAn Executive Brieng Report| 39 SSM - 3+ Project / Classroom integrations Brampton - 2-3 Project / Classroom integrations City Studios Timmins agreement Follow-up survey from Winter 2022 project/classroom integration Review/revise Project Criteria Document (Continuous Improvement) Communicate project success and student outcomes Evaluate success / improvements SSM - 3+ Project / Classroom integrations Brampton - 3+ Project / Classroom integrations Timmins - Single Project / Classroom integration Follow-up survey from Spring/Summer 2022 project / classroom integration Continuing Education offering (s) with Timmins external partner organizationsSPRING / SUMMER 2022FALL 2022
40 |TRUE LIVING DOCUMENTThis report reects an exploratory process with stakeholders and partners, in response to Algoma University’s unique positioning across three geographical regions, Sault Ste. Marie, Brampton, and Timmins. It serves as a path to manifest Algoma University’s Special Mission and Strategic Plan in response to our various community needs. The ndings, vision, and recommendations in this report provide initial direction to further solidifying partner relationships and enhancing experiential learning opportunities and research for the university community and beyond.Continued dialogue with indigenous communities, partners, municipalities, faculty, and students is essential to the evolution of a Social, Cultural, and Economic Innovation network.
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42 |V. NEXT STEPSIt is the Special Mission of the University to, Be a teaching-oriented university that provides programs in liberal arts and sciences and professional programs, primarily at the undergraduate level, with a particular focus on the needs of Northern Ontario; and Cultivate cross-cultural learning between Aboriginal communities and other communities, in keeping with the history of Algoma University College and its geographic site.Interweaving knowledge to carve our path forward.“How to blend western indigenous, and other worldviews into problem solving. Bringing diversity into the problem solving model is something we should be doing” (Key Informant Meeting, 2020). “Starting with a small, beautiful project, challenge is trying to build an ambition/aspiration” and “Indigenous needs to have a signicant leadership role” (Key Informant Meeting, 2020).VI. APPENDIXLink here for Appendix
facebook.com/algomautwitter.com/algomauinstagram.com/algomauAlgoma University – Sault Ste. Marie 1520 Queen Street East, Sault Ste. Marie, ON P6A 2G4info@algomau.ca1.888.ALGOMA.Ualgomau.caAlgoma University – Brampton 24 Queen St. East, Brampton, ON L6V 1A3info@algomau.ca1.888.ALGOMA.Ualgomau.ca/bramptonAlgoma University – Timmins 4715 Highway 101 East, South Porcupine, ON P0N 1H0info@algomau.ca1.888.ALGOMA.Ualgomau.ca/timmins