With the foundations set by these leaders, Seneca is now one of Canada’s largest comprehensive institutions, providing a polytechnic education with more than 150 full- and 140 part-time program options at the certificate, diploma, degree and graduate certificate levels.

The factory and storefront classrooms have been replaced with campuses in Toronto, York Region and Peterborough that welcome 28,000 full-time students annually. Our alumni population is closing in on 200,000. And Seneca now welcomes 7,000 international students, and partners with institutions around the world to bring our curriculum and training to students everywhere.

Not bad for an empty box.

And while a milestone like a golden anniversary brings the opportunity to pause and reflect, there isn’t any time for complacency. As we cast an eye to the next 50 years, Seneca “5.0” will continue to champion a vision for education that prepares students for successful careers in a rapidly changing world. Our graduates will be equipped for the careers of tomorrow with the right skills, delivered effectively and with flexibility in sophisticated learning environments.

Today, Seneca is in the midst of two major capital builds, at King and Newnham campuses and expanding program options, with an emphasis on new degrees and graduates. This integrated growth, program development and planning does what Seneca has always done: offer students a broad-based education that helps them find personal fulfilment and professional success.

What constitutes success, however, is now more complicated to define than ever. Seneca graduates are entering a rapidly changing, hyper-connected and competitive workplace. They must possess many competencies that infuse “hard” and “soft” skills, be savvy navigators of social media and multicultural environments, builders of their own brands, while also demonstrating the resilience to rebound when plans go awry. This is not an easy balance to strike.

Developing not-so-soft skills

Seneca’s Vice-President, Academic Laurel Schollen is acutely aware of this delicate balance. Laurel, a biologist by training and 30-year veteran of the Ontario College system, rejoined Seneca in fall 2016 after previously serving as a professor, Associate Vice-President and Dean, as well as Vice-President, Academic at Fleming College.

One of Laurel’s biggest concerns is ensuring that Seneca is doing everything possible to prepare students for the rigours they will face as they begin their careers.

“We are trying to focus on career earlier during students’ time with us,” says Laurel. “Soft skills are becoming a part of the core literacies students obtain. They also must learn how to transfer what they learn across disciplines and practise it in the workplace.”

Researchers and academics interchange “soft skills” with terms like “21-century literacies,” “human skills” or “employability skills.” No matter what you call them, they are holding increasing value. Employers tend to agree, emphasizing their importance in their assessments of students completing co-ops, placements and other work integrated learning opportunities.

“It’s digital literacy, analysis, team building, conflict resolution, problem solving and communications, as well as social responsibility and global awareness,” says Laurel. “These are being seen more as literacies, and more companies are taking them seriously.”

Bringing great to the world

The question Seneca’s faculty and administrators continue to grapple with is how to provide the optimal learning environment to produce graduates who possess these traits. As Dr. Newnham showed 50 years ago, it begins with a plan.

This spring, Seneca’s Board of Governors approved the 2017- 2022 strategic plan. This plan builds on the school’s foundational aspiration to provide a great education to all Seneca students that includes a wide breadth of experiences and theoretical knowledge to help them navigate a dynamic and uncertain future. Once students graduate, they will be career-ready, but also:

“…prepared to be the fully participating citizens and, yes, the leaders our communities require whether around the corner or around the world…bringing great to the world.”

-SENECA STRATEGIC PLAN, 2017-2022

Fostering leaders requires an institution-wide commitment that begins before the first day of classes and continues through to convocation. It’s a commitment that manifests itself inside and outside the classroom and is demonstrated by Seneca’s community of advisors, counsellors, coaches, industry partners and mentors. It comes via curriculum, on-campus activities and developing a culture of success.

“But you can’t just teach it. You have to model it,” says Laurel. “We need to make students feel like they are a part of something bigger than just their academic pursuits.”

Laurel also notes the extraordinary influence of Seneca’s diverse students, who bring a wide range of experiences and perspectives to campus. The breadth and flexibility of Seneca’s programs can provide them with a strategy to, as the strategic plan puts it, “define their futures.”

“The biggest thing we can do for today’s student is to be flexible and teach them how to learn and relearn,” says Laurel. “Failure is OK, especially in areas like entrepreneurship or applied research. A poor result is still valuable. It informs your next steps. The analysis is what matters.”