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LETTER FROM THE CHAIR, BOARD OF GOVERNORS“I am proud of the passionate people at AlgonquinCollege Most of all, I am inspired by our students,who so proudly represent our College every day inthe greater community. ”The Ottawa Campus DARE District.As we navigated through the second yearof the COVID-19 pandemic, I was struck bythe unwavering dedication of AlgonquinCollege employees toward our learners.From our executive team to our peoplein the classroom and on the frontline, ouremployees exemplified our core values ofCaring, Learning, Integrity and Respect.This year, the resiliency and ingenuity of ourcolleagues were more evident than ever.Despite turbulent times, employees were ableto create new opportunities for our learnersand develop the connections that are neededto support the prosperity of our community.Even with certain restrictions and protocolsin place, we had the pleasure of hostingJill Dunlop, Ontario Minister of Collegesand Universities, and Jeremy Roberts,Ottawa West-Nepean Minister of ProvincialParliament, to share the passion and explorethe innovation of our people who ng, enriched work-integratedlearning experiences and delivered sectorbased education and training throughout theyear.8ALGONQUIN COLLEGE ANNUAL REPORT 2021-2022The President and his team have continuedtheir ongoing commitment to integrateTruth, Reconciliation and Indigenization intothe College’s culture; Indigenous elders andcommunity members gathered with employeesto improve their understanding of Indigenousculture and guide the development of a newIndigenization Strategic Framework whileIndigenous practices have been incorporatedinto the Board of Governors’ meetings.Last year, the College invested in major capitalprojects, including the next phase of a newStudent Information System, the R3 Project,to modernize its legacy systems over the nextthree years. In a new agreement, the Collegealso collaborated with the Algonquin Students’Association to complete construction andopen the brand-new Jack Doyle Athletics andRecreation Centre, significantly increasing thephysical capacity for student fitness, varsityteam athletics and recreational activities toenhance student life.The College improved accessibility on campuswith renovation projects to update pedestrianlinks, entrances and doorways. With theCity of Ottawa, the College introduced anabove-grade pedestrian bridge that will soon link theAlgonquin Centre for Construction Excellence facilitywith a new OC Transpo bus rapid transit station, part ofthe Light Rail Transit Stage 2.New programs were introduced that addressed currentday challenges and micro-credentials were launchedto respond to sectors in need, such as manufacturing,health and cybersecurity. The Perth Campus launchedan innovative two-year Practical Nursing programthat includes realistic patient scenarios in a campusSimulation Lab and the Forestry program in Pembrokebenefited from added investment this year, wherelearners continue to be involved in community projects,including planting 30,000 trees in Algonquin Park.A significant milestone was reached through it all, thecompletion of the Algonquin College 50 5 StrategicPlan and the Board approval of a new Strategic Plan2022-2025, Becoming Again, that outlines the strategicdirections that will guide the College forward. ThePlan gives us a solid framework to continue our role asleaders in Ontario’s college system.Algonquin College is fortunate to be on a sound,sustainable path forward. The Finance and AdministrativeServices team is conscientious and thorough, closelymonitoring investments and resources needed to keepthe College on a solid financial footing.This will be my last year serving on our Board ofGovernors as I will be retiring from my role as Chairwith the completion of this term in August. It hasbeen an absolute pleasure to work with my fellowboard members. They represent people from acrossindustry sectors, from all walks of life; I have been ableto witness their dedication to Algonquin College, thelearners and the employees.Working with such a dedicatedteam of Governors and our Collegeemployees has been truly inspiring.I am proud of the passionate people at AlgonquinCollege, the leadership of our President and CEO, ClaudeBrulé and the highly skilled Executive Team. Most of all,I am inspired by our students, who so proudly representour College every day in the greater community.Jay McLarenChair, Board of GovernorsALGONQUIN COLLEGE ANNUAL REPORT 2021-20229

OUR CONTEXTAs welcome symbols of spring, robinsinherently know that warm weatherrarely arrives all at once. Enjoying theThePandemicResponsefreshly thawing earth and the bountyit brings, these industrious birds areCurrent students and Resident Advisors at Algonquin College Residence.often the first visible in spring. Theyknow what to do if flurries persistbefore the spring season arrives infull. Using their ingenuity, they adapt,staying nourished on budding berriesand gathering materials to build a nestand a future for the next generation.At the start of the year, the spread of coronavirus hadslowed, and the threat of new variants had waned. It wasa time for fresh beginnings.On April 27, 2020, the Government of Ontario issued AFramework for Re-opening Our Province with a threestage plan and as of July 2020, Algonquin Collegecampus locations began to pilot resumption of on-sitelearning activities while continuing the delivery of mostprograms remotely. The Integrated College DevelopmentPlanning Committee (ICDP) oversaw the development ofa coordinated strategy for the College’s administrativeand academic leaders to achieve a coordinated, coherentand safe campus reintegration and gradual renewal of inperson, on-campus activities. The College aligned withthe government of Ontario’s three-step plan to remobilizebusinesses, services and public spaces. The ICDPdeveloped the Transitional Return to Campus Plan withguiding principles for employees to increase in-person oncampus activities. The plan was dynamic, evolving withup-to-date information for learners, employees and thegreater community.“The health and safety of our learners and employeesremained the top priority. A crucial step in rallyinga unified response to the pandemic involvedcomprehensive College communications. Our learnersand employees stayed well informed with tes. Our people monitored the constantlyevolving situation and regularly updated plans. FromHealth Services to the Library or tutoring, learnersand employees could see what was offered remotely,on campus, or both, through hybrid delivery.Between the stress of normal family life, COVID, and both my wife andI being in school full time, we have felt the weight of life Thank you foryour thoughtfulness and for your kindness. ”LEARNER AND RECIPIENT, ALGONQUIN COLLEGE BURSARY10ALGONQUIN COLLEGE ANNUAL REPORT 2021-2022ALGONQUIN COLLEGE ANNUAL REPORT 2021-202211

OUR CONTEXT THE PANDEMIC RESPONSE“I am a mother of 3 young children and I chose to return to school The generosity of the donor will greatly help I have been putting allmy focus into helping my kids, while maintaining a 4.0 GPA. ”LEARNER AND RECIPIENT, ALGONQUIN COLLEGE BURSARYAs of September, when proof of vaccination became mandatory for enteringdesignated buildings in Ontario, Algonquin College used the AC Mobile SafetyApplication available for learner and employee smartphone download. The appprovides a quick and easy way for people to present their proof of vaccinationsand receive emergency notifications, health protocols, safety procedures and tips.As a result of these multi-channel efforts, Algonquin College populations boasted aremarkably high vaccination rate and participated in activities on campus.Students find out about the many services available to themspeaking with College experts at Campus Connect in the Student Commons.The College launched two portals, one customized for learners and the other foremployees, loaded with extensive resources, including essential web pages, links,downloads and updates – all available in one place. The portals provided virtuallyeverything each group needed to know – with step-by-step instructions – to complywith provincial mandates, local Public Health recommendations and the College’shealth and safety guidelines.College communications were frequent, consistently clear and caring. The Collegeextended resources for mental health and well-being, recognizing that the pandemicimpacted us all and some of us more acutely. Each portal became a hub, featuring tipsand the essential information to help cope during the pandemic, including guides topromote self-care and wellness through coaching, skills-building, counselling and mostimportantly, 24/7 services and local crisis line support for populations at each regionalcampus in Ottawa, Perth and Pembroke.Beyond the recovery of the prior year, the College began to thrive, continuing to deliverand enhance high-quality, flexible learning experiences with real-world, experientiallearning for students to move ahead, progressing to reach their goals toward graduation– even as the pandemic lingered.As one variant slowed in the fall and another emerged over the winter months, theCollege kept learners and employees well-informed of protocols, provincial andregional guidelines. Our people proactively planned the College response at eachphase, updating guidelines and exploring innovative ways to advance and enhanceteaching and learning with enriched virtual experiences.The College moved forward with renewed plans for a bountiful 2022. The Collegeis taking the best of our lessons learned through the pandemic, demonstratinginnovation, delivering enriched virtual learning experiences and modelling newways of work – all to support our employees in their work and our learners who aretransforming their hopes and dreams into lifelong success.The breadth of services and supports available reflected many people’s efforts.Our people worked diligently to research, coordinate, create and curate timelyinformation and resources. Our dedicated employees went above and beyond,answering when learners and colleagues reached out throughout the year. Ourpeople also organized a wide range of virtual social activities events and volunteeropportunities to connect across the College, introducing memorable moments, funand relaxation to share smiles day-to-day.Resident Advisors and employees welcome students to the Ottawa Campus.12ALGONQUIN COLLEGE ANNUAL REPORT 2021-2022ALGONQUIN COLLEGE ANNUAL REPORT 2021-202213

The Strategic PlanOUR CONTEXTThis year Algonquin College celebrateda changing of the seasons with ourstrategicplanning.Asour50 5Strategic Plan 2017-2022 came to aclose, we reflected on how much we had20222025accomplished and triumphed, facingchallenges over the last few years.Westoodtogether,embracingBECOMING AGAINPresident and CEO Claude Brulé engages employees at AC Vision, a hybrid event held in September 2021.Indigenous Knowledge and practices toinform who we are and enhance whatwe do. We drew upon our foundationalAlgonquinCollegeLearner-drivenStrategy and People Plan to beginconsultations for a refreshed strategicplanning cycle.14ALGONQUIN COLLEGE ANNUAL REPORT 2021-2022As we looked forward in 2021-2022, we recognized theCollege’s growth will continue anew — past our last strategicplan and ever stronger into the future. With a spirit of renewaland reawakening, we set out to develop the AlgonquinCollege Strategic Plan 2022-2025, Becoming Again, tolead our way forward while addressing the changing needs ofthe populations and communities we serve.Collaboration was embedded in the Algonquin Collegestrategic planning process from the beginning, supportedby the leadership of the Board of Governors and theCollege’s Executive Team. A diverse Advisory Team fromacross the College community, chaired by the Dean ofour Pembroke, guided a third-party consulting firm toengage diverse populations and begin our discovery.this, the Team gathered the College’s aspirations todefine Who We Are Becoming, establishing the newplan’s strategic priorities, goals and key performanceindicators to monitor the College’s progress on thepath we take to get there. By completing the finalphase of the process, the Team delivered an actionableand refreshed three-year strategic plan.A robust strategic plan relies on the collaboration and insight ofgroups inside and outside the College. Our learners, employeesand partners who represent the communities we serve look toour strategic plan for direction and inspiration. The renewal ofour strategic plan was consultative with meaningful strategiesfor equity, diversity and inclusion and new ways of sharingIndigenous Knowledge to help focus our work.The plan followed four phases. First, the initial planningconfirmed the scope and protocols of the work,gathered the Team, shared an understanding of thecontext and established processes for an integrated,representative approach. Next, the process requireda definition of the current state, or Who We Are,describing where the College is starting from as welook forward over the next three years. Building onThe planning process was grounded in Two-Eyed Seeing,a research method developed by Albert Marshall, aMi’kmaq Elder, alongside researchers at Cape BretonUniversity. Through Two-Eyed Seeing, people view thestrengths of Indigenous Ways of Knowing through oneeye and Western Ways of Knowing through the other.When we use both eyes at once, we enhance our visionwith more depth and detail.ALGONQUIN COLLEGE ANNUAL REPORT 2021-202215

“OUR CONTEXT THE STRATEGIC PLAN 2022-2025This year has proved that we are more than well-equipped withthe knowledge, skills and abilities to succeed in every aspect ofour lives and our careers. .Imagine what else we can do. ”FIONA MCCARTHY KENNEDY, BACHELOR OF HOSPITALITY & TOURISM MANAGEMENTEach planning event opened with Indigenous Knowledge-sharing and introductionsof the planning team, who aligned the data collected with storytelling to view theCollege’s goals from new perspectives. Indigenous insights, wisdom and stories havebeen interwoven in the new plan to broaden perspectives. The planning processalso included the development of an Innovation and Entrepreneurship MindsetCompetencies Framework based on the Anishinaabe Medicine Wheel teachings,outlining the sequence of thinking, collaborating, doing and change-making to guidemany of Algonquin College’s future initiatives.The Innovation and Entrepreneurship Mindset Competencies Framework is based onAnishinaabe Medicine Wheel teachings. The framework sets forth a sequence of thinking,collaborating, doing and change-making that has informed and will continue to influence anumber of College initiatives, including the Learner-driven Strategy.From January to June 2021, collaborated to create a strategic plan that brings forththe many voices of our learners, employees and partners. The College gatheredinsights through varied touchpoints, conducting one-on-one interviews, groupsessions and a comprehensive online survey. More than 1,300 people shared theirperspectives, helping to shape the strategic plan and affirming the way forward. Wecommend and thank them for their outstanding work.When people participated in the planning activities to identify the areas of focusthat will help Algonquin College recover and thrive, two areas consistently rose tothe top: Learner-driven and People. Through consultation, our learners, employeesand partners unearthed the way forward. Algonquin College will focus on beingLearner-driven and the strengths of our People while we sustainably enhance theinnovation and quality of our programs, services and operations.The Becoming Again narrative sets the tone of the new plan by describing howthe Earth awakes from the Big Sleep, providing the opportunity to choose newways forward while letting go of barriers from the past. As we progress fromrecovery and prepare to thrive, the Algonquin College Strategic Plan 20222025, Becoming Again, provides us with our new path forward.“Never forget the strength and determination you tapped into tomake it through this year We persevered, and I believe that we’veemerged more compassionate, more creative, and above all, strongerthan before.”MADALYN HOWITT, VALEDICTORIAN, JOURNALISM PROGRAM,SCHOOL OF MEDIA & DESIGN AND LANGUAGE INSTITUTEThe large Indigenous garden planted in the Ishkodewan courtyard by the DARE District.16ALGONQUIN COLLEGE ANNUAL REPORT 2021-2022ALGONQUIN COLLEGE ANNUAL REPORT 2021-202217

StrategicPartnershipsfor ProsperityOUR CONTEXTWe learn from the natural world thatgrowth and prosperity rely on thesurrounding elements. The potential ofa seed lies dormant, coming to fruitionthrough the partnership and diversestrengths of the sun, soil and rain.At Algonquin College, our people work with world-classbusinesses and institutions to deliver learning experiencesthat empower our graduates and grow stronger Ontariocommunities. Working together, our College moves withindustry, staying current and relevant with sector insightsand resources that would otherwise be unavailable.At Algonquin College, we are proud to be a communityleader in building strong, strategic partnerships withworld-class businesses and institutions, bringing synergyto our efforts and expanding the College’s presencebeyond our four campuses, into the community. Thesepartnerships strengthen and prepare our learners throughreal-world, experiential learning opportunities; providethem with access to leading-edge innovations, equipmentand facilities that might not otherwise be available; andconnect them to co-op and employment opportunities toachieve their career dreams and lifelong success.The College builds a talent pool for our partners, developingcandidates with the specific skills, competencies andknowledge their industry demands. With the right talent,organizations can recover and thrive, helping communitiesand the Canadian economy prosper while gaining competitiveadvantage globally.This year, among our many engagements with organizationsoutside the College, we are pleased to have harnessed thestrengths of four long-term strategic partnerships acrossthe technology, healthcare and manufacturing sectorshighlighted here.18ALGONQUIN COLLEGE ANNUAL REPORT 2021-2022Launch event for the Algonquin College-Hub350 partnership on October 2, 2021.Hub350 is a brand new ecosystem for industry, academic and finance partners to coexist and collaborate in the heart of Kanata North.The Kanata North Business Association Hub350In October 2021, Algonquin College entered into a founding partnership agreementwith the Kanata North Business Association (KNBA) as a Shared Academic AnchorSponsor for Hub350. Located in the heart of Canada’s largest technology park,Hub350 is a collaborative community destination and innovation activity centre,connecting the private sector, investors and academia in a shared space.The partnership showcases Algonquin College programs and subject-matter experts,provides learners with onsite and hybrid training opportunities and introduces theCollege to more than 500 businesses, expanding connections for the Co-operativeEducation, Applied Research, Innovation and Entrepreneurship and Support Servicesteams, among other departments College-wide. Through the partnership, the Collegecan also participate in the Discover Kanata Career Fair, opening a talent pipeline fromAlgonquin College School of Advanced Technology programs and others, such asBusiness, Community Studies, Hospitality and Tourism programs.Hub350’s sponsors include Silicon Valley software leader Salesforce and Canadianindustry trailblazers Mitel, Ross Video and Wesley Clover. The University of Ottawa,Carleton University and Queen’s University have also joined the collaboration. TheKNBA is investing 3 million, and the province of Ontario is contributing 1.5 millionto this exciting partnership through the Eastern Ontario Development Fund.ALGONQUIN COLLEGE ANNUAL REPORT 2021-202219

“Architecture is an important part of a solution to our social andenvironmental issues and I aim to be a part of that solution.I am sure Algonquin College is leading me on the right path.”OUR CONTEXT STRATEGIC PARTNERSHIPS FOR PROSPERITYLEARNER AND RECIPIENT, ALGONQUIN COLLEGE BURSARYHealthCareCAN and the Algonquin College Campus of CareIn July 2021, Algonquin College and HealthCareCANsigned an agreement to extend and expand the College’scollaboration to build a Campus of Care for healthcareprofessionals. In 2017, the College and CHA Learning, theprofessional development division of HealthCareCAN,first entered into an agreement to deliver the HealthInformation Management and Food Service NutritionManagement online pr

We listened to our Student Leadership Pack, who shared their stories and embraced their culture at our College. The Office of Truth, Reconciliation& Indigenizationpiloted . has been a leader in helping to raise funds for the Algonquin Centre for Construction Excellence (ACCE), education, sports, seniors, health, the arts and mental health.