Business Plan - Algonquin College
Business Plan2011-2012
2011/2012Business Plan OutlineMessage from the President3Vision, Mission & Values4Multi-Year Accountability Agreement (MYAA)5Factors Beyond of the Control of the College6Operational Outcomes, Major Actions and Measures7RecruitmentEnrolmentRetentionGraduation RateMobile LearningOnline LearningEmployee DevelopmentFinancial SustainabilityResources to Achieve Objectives25Budget AssumptionsRisksBudget ImpactSummary of Funded PositionsProjected Enrolment vs. Actual EnrolmentPro Forma Summary
Business Plan 2011/2012Message from the PresidentMessage from the PresidentThe 2011-2012 Business Plan is focused on eight strategic areas which are mission-criticalfor the College to achieve its overall goals and objectives as described in its current StrategicPlan 2008-2013, its transformation plan, as well as the Multi-Year Accountability Agreement.The eight strategic areas of focus are recruitment, enrolment, retention, graduation rate,mobile learning, online learning, employee development, and financial stability.In presenting this year’s Business Plan, we acknowledge that we are living in times ofsignificant financial uncertainty, changing demographics, skilled labour shortages, anda lack of clear direction for post-secondary institutions as they try to address the oftenconflicting needs and demands of their students. Today, demand exceeds our ability tosupply given fiscal constraints, particularly for the high-demand programs. Access alsoposes challenges as colleges try to allow as wide a range of students to attend as possible,which sometimes leads to increased retention problems and lowered graduation rates.Even new buildings, as great as they are to have, pose operating cost issues as funding for capital expenditures does not recognizeincreased operating costs. Algonquin is committed to becoming a digital college in a “Bricks and Clicks” environment where studentshave the choice of on-campus, hybrid, or online learning delivery modalities delivered increasingly through mobile devices, where“anytime, anyplace, anywhere” education and training are becoming a reality. Such delivery options are helping the College to addressAODA challenges, as well as giving options for students who cannot easily adjust their personal circumstances to fixed time-and-placetraditional timetables.The College is delivering more theory courses online but must rapidly expand its applied learning spaces so that its commitment to itsapplied learning mandate can be met. The College is also reaching out to international students who want a Canadian college experienceand as well, establishing learning partnerships in other countries which enhance the options for both foreign and domestic students.In addition, in recognition of the need for knowledge workers in this new economy, the College is expanding its opportunities for workerre-skilling, as well as for on the job re-training through corporate and contract training to ensure that existing workers have the skillset that the employers need to keep their businesses successful.Each area of the Business Plan is supported in the 2011-2012 budget and has clear metrics for achieving the outcomes. The College,supported by the Board of Governors, is committed to achieving the outcomes listed in this plan, as well as any new initiativesannounced by the government when it releases its new plan for post-secondary education in Ontario.Robert Gillett - President3
Business Plan 2011/2012Our Vision, Mission and Core ValuesOur Vision, mission and core valuesAlgonquin College’s organizational philosophy is defined by our vision, mission and core values. These critical elements describe who weare, what we want to achieve, and what will guide our decision-making on a daily basis. The vision sets out the ideal state that we want toachieve and the mission identifies our purpose, while the core values articulate our most fundamental beliefs and the behaviours expectedof employees and students. Combined, the vision, mission and values set the context for the development and evaluation of the StrategicPlan for 2008-2013 and for the long-term development of the College.OUR VISIONAlgonquin College will be a leading Canadian college recognized for its unique programs,services and support systems which lead to student success.OUR MISSIONAlgonquin College will prepare students to achieve academic and career success.OUR CORE VALUESCaringWe have a sincere and compassionate interest in the well-being of the individual.LearningWe believe in the pursuit of knowledge, personal growth and development.IntegrityWe believe in trust, openness, honesty and fairness in all relationships and transactions.RespectWe value the dignity and uniqueness of the individual.We value equity and diversity in our community.4
Business Plan 2011/2012Multi-Year Accountability Agreement (MYAA) for 2010-2011Multi-Year Accountability Agreement (MYAA) for 2010-2011The 15 system-wide indicators are as ent – HeadcountUnderrepresented StudentsCompliance with the Student Access Guarantee (SAG) in 2010-2011Participation in the Credit Transfer SystemClass SizeeLearningInternationalSupply Chain Compliance/Broader Public Sector Accountability ActSpace UtilizationStudent SatisfactionGraduation RateGraduate Employment RateStudent RetentionQuality of the Learning EnvironmentTen Percent Reduction in Executive Office Costs for 2011-2012The Ministry has recently released reporting requirements for the Multi-Year Accountability Agreements for 2010-11, including a deadlineof September 30, 2011. The Business Plan will be updated upon receipt of the enrolment and performance data from the Ministry that willpermit completion of the MYAA Report Back for 2010-2011.5
Business Plan 2011/2012Factors Beyond the Control of the CollegeFactors Outside the Control of the College Tuition feesOperating fundingCapital fundingShifting student demand and enrolment patternsAccreditation requirements of external agenciesMTCU directionsChanges in government directionsChanges in technology requirementsCost of unfunded maintenanceCost of technology upgradesChange in student profileIncrease in number of disabled studentsUnion challengesIncreased cost of accountability initiativesStudent technology expectationsCost of bandwidth increases6
Business Plan 2011/2012Operational Outcomes, Major Actions and Measures / RecruitmentOperational Outcomes, Major Actions and Measures1. RecruitmentThe College will increase the number of applications for programs outside of the top sixty high demand programs by 10%.Goals1.1 Continue to seek productivityimprovements in all areas ofCollege operations.1.2 Increase College recruitmentefforts to targeted groups wheregrowth is possible and there aregood employment prospects.InitiativesMeasuresIntroduce follow-up client surveyas standard operating process forrecruitment presentations.200 client surveys completed.Pilot Recruitments Salesforce CRMand email marketing automation.Results presented to PEC by December 31, 2011.Automate production of printedmonographs using GeneSIS data.Project completed by December 31, 2011.Implement College Recruitmentand Marketing Plans.Increase to 42% in first choice Fall semesterapplications in target areas.Increase by 7% applications for programs outsidethe top sixty high demand programs. Increaseapplications for all other programs by 3%.Increase by 15% the number of unique websitevisits to program websites outside the top sixtyhigh demand programs. Increase by 6% thenumber of unique website visits to all otherprogram websites, school websites and theprospective student website.Annual Recruitment Plans presented andapproved by the College Enrolment ManagementCommittee by October 31, 2011.Stage 3 of College branding exercisecompleted by July 31, 2011.71.3 Identify post-secondary bestpractices in recruitment, marketingand communications.Best practices reports draftedannually.5 Best practices reports submitted to theCollege Enrolment Management Committee byDecember 31, 2011.1.4 Commit to the introduction ofnew technologies in the recruitmentof prospective students.Develop a College virtual tourenvironment.Phase 1 of Virtual Tour microsite launched byJuly 31, 2011.Review College website informationarchitecture and identify benefits ofmoving to portal environment forprospective students, currentstudents, employees and alumni.Website Information Architecture and PortalStrategy presented to CTC by Dec. 31, 2011.Develop online recruitment virtualopen house capabilities.Host minimum of 5 online recruitment virtualopen houses.
Business Plan 2011/2012Operational Outcomes, Major Actions and Measures / Enrolment2. EnrolmentThe College will find unique ways to create more access to the top sixty high demand programs while also increasing enrolment inthe middle ninety programs by 10%.GoalsInitiativesMeasures2.1 Support the academic area’sinitiatives related to CurriculumDesign and Strategic EnrolmentManagement.Identify the implications for academicscheduling of: Common core courses Smart Classroom 2.0 Mobile program conversion SPSP recommendations re: programsImplications identified and evaluated and aplan developed to accommodate appropriatechanges in academic offerings and deliverymodalities by October, 2011.2.2 College-wide StrategicEnrolment Management Plan andstructure developed and in place.Develop and implement a strategic enrolmentmanagement plan.Framework ready by September, 2011.Develop an optimal growth model (to includeWFUs and premiums attached to International,Second Career and WSIB).Increase the projected average WFUs for theCollege within two years from 1.20 to 1.24.2.3 Increase internationalstudent enrolment to become 4thlargest Ontario College by 2013.Develop an International student enrolmentplan to guide recruitment activities.Plan developed by June 30, 2011.Increase International student enrolment inFTPS and ESL programs through expansionof pathway agreements with international partners and increased use of web recruitment.1047 FTE International post-secondarystudents enrolled by March 31, 2012.2.4 Expand opportunities toprovide staff, students andclients with international andinter-cultural experiencesIncrease the overseas presence of theAlgonquin Language Institute.ESL assessment and delivery launchedby March 31, 2012 at one new overseascampus.Deliver international programs in partnershipwith off-shore institutions.Two new programs offered in partnershipwith off-shore institutions by March 31,2012.2.5 Expand applied research opportunities for staff, faculty andstudents.Engage faculty and clients to work towardsmore applied research projects involvingstudents.500 students engaged in applied researchprojects by March 31, 2012.2.6 Create an Algonquin CollegePersonal Development Institute(PDI).Implement PDI business plan.PDI business plan Phase 1 implemented.Secured 1.5 M in revenue byMarch 31, 2012.2511 FTE ESL students enrolled by March 31,2012.8
Business Plan 2011/2012Operational Outcomes, Major Actions and Measures / Retention3. RetentionThe College will increase its semester retention rate from 81.9% to 83%.Goals3.1 Increase student retention to83% and graduation rateto 64%.MeasuresProvide initiatives which enhance facultycompetence for dealing with retentionchallenges.Deliver PD for faculty based on theProfessor of the 21st Century to helpincrease student engagement andincreased retention.Implement the Student Success Centre, includingStudent Success Specialists and AcademicAdvisors, as well as key additional servicesduring peak times.Client service enhancements in place andclient demand tracked. Design plansfinalized for Student Success Centre inStudent Commons.3.2 Work collaboratively withStudent Success Specialists andAcademic Advisors to promotestudent retention.Provide one-stop service where students go forhelp and information, as well as student successstrategies.Services tracked and measured againstimproved enrolment and retention targets.3.3 Work collaboratively withappropriate college departmentsand individuals to promotestudent retention.Academic identification and tracking ofstudents at risk established within the first 3weeks of class. Student Services will provide theappropriate follow-up services (some of whichare available online) to students identified atrisk, within the first 5 weeks of class.Analysis of results of outreach contacts toat-risk students and subsequent academicperformance provided within three weeksof term end.Enhance Client Service and “closing” ratesthrough the expansion of the electronic LateApplication Process and online fee deferrals.Increase of 10% in “closing” rates ofLate Applications.Increase the number of students involved involunteering experiences on campus to helpimprove student retention and utilizeCommunity Learning.Number of ongoing student volunteersincreased from 25 to 50 byDecember, 2011.Increase services provided in the StudentSuccess Centre, including Student SuccessSpecialists, Academic Advisors, IEC rep andother key services during peak times.Monitor student activity. Developan at-risk student list and follow-upon requests for assistance.Foster cross-learning amongst thevarious services; clarify the roles of StudentSuccess Specialists, Academic Advisors,Coordinators; and Counsellors; and providedata for ongoing update of ASK Algonquin(FAQ) application.ASK Algonquin implemented as a mobileapplication and updated on a regularbasis, by tracking of questions being askedat the Student Success Centre and throughLive Chat.3.4 Enhance serviceprovided to students viathe Student Success Deskby opening the StudentSuccess Centre inappropriate space.9Initiatives
Business Plan 2011/2012Operational Outcomes, Major Actions and Measures / RetentionGoals3.5 Define and promote theOne-Stop Service model,engaging other related servicesin the discussion.InitiativesMeasuresOne-Stop Service model defined fortelephone, virtual and in-person service.One-Stop Service model defined for telephone,virtual and in-person service, with consequentbusiness and software requirements documentedby October, 2011.With allocation of Advancement resourcesfor web development and social media, implement a Student Services web presenceto ensure direct access to One-Stop Servicefor all Student Services departments.Fully integrated Student Services web presence,enabling one-stop online service implemented byNovember, 2011.Develop short videos to market online theStudent Support Services in the Residence.This will help many students prepare betterfor move-in as well as give information tostudents before they move in (e.g. International students).Videos descriptive of Student Support Servicesin Residence launched online by mid-April. Trackthe number of hits.Develop and deliver a CSD Podcast providing information on the services in an online“learning-on-demand” format. Deliverywill be interactive with “avatars” so thatnew and returning students will be familiarwith the CSD offerings.Measure volume of usage on the site. Solicitfeedback from students on the prototype andimplement changes as required.3.6 Explore and evaluate newmodel for Health Services withimplementation date Fall,2013.Hire interim Health Services Administratorfor transition years 2011-2013.Administrator hired by July, 2011 and plandeveloped to address space and service levelissues in Health Services by December, 2011,for implementation in 2012/13.3.7 Begin to introduce morepost-admission testing toameliorate the admissionprocess.Using Accuplacer, support post-admissiontesting by introducing new inclusive(accessible) and innovative practices forpost-admission Math and English diagnostictesting to support student success.Track and report success rates for studentsidentified as “at risk” and implement supportinitiatives.3.8 Integrated communicationsstrategy for new and returningstudents to increase the likelihood of their success.Cross-College collaboration to develop anew template for ACSIS that will serve asthe student portal (One-Stop Shopping).The look, feel and functionality of ACSISwill be updated and expanded to ensure newAlgonquin students are better informed of andhave access to both online andface-to-face services.3.9 Enhance support for students and clients who requireservices at non-traditionaltimes.Strategy developed and implemented tomaximize the effectiveness of in-personand online student support (evenings,weekends, summer and online).Student support services available to 7:30 pmMonday to Thursday, and to 4:30 p.m.on Friday, and weekend hours.Every Student Support Service has a specific emailinquiry link. Inquiries are tracked and actioned.Online, live agent support available during normaloperational hours, and online FAQ’s available andin place for September, 2011.10
Business Plan 2011/2012Operational Outcomes, Major Actions and Measures / RetentionGoals3.10 A comprehensivepan-College retention planwill address, measure andevaluate key determinantsof student success.3.11 Promote student retentionand increase graduation ratethrough bursaries andscholarships.3.12 Define and promotethe One-Stop Service model,engaging other related servicesin the discussion to improveretention.11InitiativesMeasuresDevelop a customized retention plan for eachFaculty /School by June, 2011.First phase of retention plan customizedfor each Faculty by June, 2011, withspecific target metrics for improvement.Develop College-wide support for retentionstrategy.All College Departments havecommunicated their understandingand commitment to support appropriateefforts within the College retention planto achieve retention target.High enrollment and high failure rate coursesdeveloped in modular format to assist withcredit recovery options and as alternativesfor traditional in class delivery.Convert 20 high enrolment/high failurerate courses to fully online modular formatdelivery by December, 2011.Improve pass rate (student success) of targetedcourses where failure rate exceeds 30%.Increase the pass rate by 10% for allcourses that have a failure rate higherthan 30% to achieve 70% pass rate.Augment the quality assurance processes fortargeted programs with an independentexternal review.All targeted program reviews include anexternal review component.Resource the roll-out of academic advisingCollege-wide.Select College coordinators, support staffand faculty assigned release time toroll-out College-wide academic advising.Pilot post-admission success testing for allstudents for January, 2012 intakes.Post-admission success testing developedand piloted and impacts measured.Increase endowments through the renewal ofpledges and the creation of new awards andscholarships. 1.2 M (matched) raised byMarch 31, 2012.Increase annual awards and scholarshipsthrough the renewal of pledges and the creationof new awards and scholarships. 250K in annual awards and scholarshipsby March 31, 2012.Analyze international student retention anddevelop and execute a plan to improve retention.Increased retention by 40 students over2010/11- level.Increase the retention of Aboriginal and FirstGeneration students.Increased retention by 5% from currentKPIs of Aboriginal and First Generationstudents.Implement a student service focused webpresence to ensure direct access toone-stop service.Student Services website and Phase 1of Student Portal launched byAugust 31, 2011.
Business Plan 2011/2012Operational Outcomes, Major Actions and Measures / Graduation Rate4. Graduation RateThe College will increase its graduation rate from 62.9% to 64% by 2011.GoalsInitiativesMeasures4.1 Participate in the Data Collection and ReportingProvincial Credit Transfer Project by scoping therequirements for the preliminary data systemchanges to facilitate the tracking of transferstudents and to build toward long-termaccountability system for credit transfer. Systemmust ensure measurable and auditable dataincluding making provisions for the use of theOEN in connection with the credit transfer system.Undertake credit transfer activities inaccordance with the MTCU and AlgonquinCollege contractual agreement datedJanuary 17, 2011. Complete eligible activitiesas outlined in the Credit Transfer InstitutionalGrants Transfer Payment Agreement andtimelines.Completion of activitiesby June 30, 2011.4.2 Target specific programs with retention/graduation concerns and establish successstrategies to address concerns or phase outprograms.Success strategies are defined and a planproposed to resource, implement or phase out10 programs with the lowest retention andgraduate rate.Plans implemented.12
Business Plan 2011/2012Operational Outcomes, Major Actions and Measures / Mobile Learning5. Mobile LearningThe College will continue to embrace the trend to mobile access by ensuring that all licensed software can be downloaded to mobiledevices and that new apps are created to facilitate mobile access, learning and service acquisition.GoalsInitiatives5.1 Student mobile computing will be partof all College programs by 2015.Measures27 programs with mobile learning launchedfor September, 2011.27 programs launched bySeptember, 2011.Phase 2 Mobile Learning rollout to includean additional 40-50 programs to transitionto a mobile format as determined byDeans’ Council.Specific identification of 50 Phase2 programs by October, 2011 forSeptember, 2012 implementation.Strategy for infrastructure and technologyacquisition and faculty PD/training requirements for Phases 2 and 3 to be developed inconsultation with Phase 1 faculty.Mobile learning Phases 2 and 3roll-out strategy presented to PECby October, 2011.5.2 Develop a strategy for increased use ofstudent mobile computing to support theCollege’s direction of going mobile by 2013.Mobile website strategy developed.Mobile website strategy presentedto CTC by June 30, 2011.Phase 2 of mobile app developmentcompleted. (Including ASK Algonquin).Phase 2 of mobile appdevelopment completed anddeployed by August 31, 2011.5.3 Target specific programs with retention/graduation concerns and establish successstrategies to address concerns or phase outprograms.Success strategies are defined and a planproposed to resource, implement or phaseout 10 programs with the lowest retentionand graduation rates.Plan implemented.6. Online LearningThe College will expand its online learning offerings through hybrid and full online modules by reviewing and adapting 20% of all coursesand programs in each of the next five years.Goals6.1 Commit to creating astudent-centred, flexible learningenvironment enhanced throughthe virtual delivery of programsand services within a mobileenvironment by September, 2013.13InitiativesMeasuresTop 40 programs reviewed and assessed fordevelopment of online courses.25 additional, fully online programsidentified for development by 2012.Convert 3 high enrolment in-class programs to fullyonline offerings to better meet student demands.3 new programs developed for full-timeonline offering by December, 2011.Identify suitable courses for hybrid andonline development.100 hybrid and 20 online coursesdeveloped by December, 2011.Re-design the College’s technical support modelto address the needs of the mobile client.Technical support model re-designedand implemented by December, 2011.
Business Plan 2011/2012Operational Outcomes, Major Actions and Measures / Online LearningGoals6.2 The Academic Area willlead in the development ofnew standards and processesfor ensuring that the learningenvironment and technologysupports for students andfaculty are of the highestquality.InitiativesMeasuresUnder the leadership of Deans’ Council,the Learning Environment Quality (LEQ)committee will be re-established and willprovide guidance and recommendationrelated to the standards and servicesupport requirements for all learningenvironments and common study spaces.This will include the required technologiesand SLA’s required to support traditional,mobile, and digital learning environments.LEQ standards report presented to PEC byNovember, 2011.6.3 Provide integratedcommunications to new andreturning students to increasethe likelihood of their success.Expand the use of Salesforce/Marketobroadcast email functionality to StudentServices and additional interested Collegedepartments.CRM based broadcast email functionalityimplemented within Student Services byAugust, 2011.6.4 Improve the access andquality of the College’s onlineinformation.Expand the College’s Social Media efforts.College Social Media Strategy drafted andpresented to PEC by September 30, 2011.A detailed faculty/ student technology supports(FSTS) report on the level of service area supportrequirements to accommodate traditional, mobileand digital learners presented to PEC by November,2011, for inclusion in budget and business plansfor 2012/13.LEQ report used by the College Space andInfrastructure Committee to determine priorityinvestments for 2012/2013.Prospective Student Facebook level of engagementincreases from 700 to 1500 monthly active users.Referrals to College website by Social Mediaincrease by 25%.2 Academic Program Blogs launched bydepartments by November, 2011.6.5 Assess current EnterpriseResource Planning (ERP) andcorporate systems and developa strategy for the acquisition ordevelopment of new systems.Assess new corporate systems modelsincluding Software –As-A-Service (SaaS),open–source ERP systems and consumerbased apps and develop an acquisitionand/or development strategy.New corporate systems models assessed andstrategy developed by March 31, 2012.14
Business Plan 2011/2012Operational Outcomes, Major Actions and Measures / Employee Development7. Employee DevelopmentThe College will, through professional development, training, mentorship, and coaching, prepare its employees for new ways of deliveringeducation and training and for leadership opportunities in the College.GoalsInitiatives7.1 Maximize professional developmentopportunities, (including mentoring, jobshadowing, cross-training) for each employeewho expresses an interest in additionaldevelopment.Examine all leadership training initiatives toalign with the College’s succession planningand business plan objectives.Identify employees who haveexpressed interest and offerappropriate training, mentoring,coaching and one-time specialassignments.7.2 Ensure all full-time and part-timeemployees are appropriately trainedincluding mandatory AODA and WHMIStraining.AODA and WHMIS training have been addedto new employee orientation. Monitorcompliance on a weekly basis.100% of all full-time employeeshave completed this training.7.3 Examine the requirements for AODAEmployment Accessibility Standard.HR to take lead role in establishing the AODAEmployment Accessibility Standard WorkingGroup Committee.Government compliance achievedfor all AODA requirements. Reporttraining progress using AODAannual accessibility report.7.4 As part of the succession plan, identifypositions that require a critical skill set thatare at-risk due to limited human resourcecapacity and determine the essential skillset of each, thereby ensuring sustainabilityof operations.Implement cross-training for “at risk”positions with backup plans foreach position.Positions identified and crosstraining initiatives are in placeComplete Phase 1 of the Succession Planfor the remainder of the College andLaunch Phase 2 call. Self Assessment. Manager Assessment. Employee/Manager MeetingPerformance Development PlanPhase 1 completed.Phase 2 launched.7.5 Build the capacity to ensure internalresources are prepared for additionalleadership roles.Complete the administrative evaluations andprovide relevant workshops through Centrefor Organizational Learning to align withthe College’s business plan and successionopportunities.Phase 1 completed.Phase 2 launched.7.6 Foster an environment whereopportunities to lead are available toall employees.Increase leadership capacity and capabilitieswithin the College by supporting thoseexpressing interest via the TalentAssessment.Employees provided withopportunities for the following: Leadership training, asavailable. Taking a leadership rolein special projects and/orassignments.Provide employees with the opportunityto lead a special project and/orassignment.15Measures
Business Plan 2011/2012Operational Outcomes, Major Actions and Measures / Employee DevelopmentGoalsInitiativesMeasures7.7 Establish facultycredential and experiencehiring guidelines.Establish and communicate facultycredential and experience hiring guidelinesto appropriate individuals anddepartments for hiring for Fall 2011.New faculty credential and experience hiringguidelines established by April, 2011.7.8 Professional developmentand technological trainingopportunities will align withthe strategic directions ofthe College.Develop a specific training strategy tomeet the needs of the College’s digitalprogramming and mobile learninginitiatives.Training modules available to staff and faculty bySeptember, 2011 with additional modules deployedby December 31, 2011.Professional Development with a focus on diversity,digital programming and mobile learning availablebeginning September 1, 2011.Develop and deploy College trainingprograms/courses for WordPress CMSand social media best practices, incollaboration with the COL.Curricula for Beginner, Intermediate and Advancedlevels of WordPress and social media presented toCOL by August 31, 2011.Provide professional developmentopportunities in the use of online toolsand resources with a focus on collaborativetools, and social networking.Pilot the use of Salesforce Chatter within theAdvancement Division and present findings to CTCby December 31, 2011.All recruiters attend the provincialrecruitment Annual Business Meeting.100% attendance.25 cross College staff registered for each stream(WordPress & Social Media) by March 31, 2012.100% of recruitment staff, satellite Collegerecruiters, and FLMOs have complete
Implement PDI business plan. PDI business plan Phase 1 implemented. Secured 1.5 M in revenue by March 31, 2012. Business Plan 2011/2012 Operational Outcomes, Major actions and Measures / enrolment 2. Enrolment The College will find unique ways to create more access to the top sixty high demand programs while also increasing enrolment in
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others are just rough paths. Details are given in a document called the Hazard Directory. 1.3 Signals Most running lines have signals to control the trains. Generally, signals are operated from a signal box and have an identifying number displayed on them. Signals are usually attached to posts alongside the track but can also be found on overhead gantries or on the ground. Modern signals tend .
