The 2015-16 Business Plan reflects ÌÇÐÄvlog¹ÙÍø’s commitment to quality and success. We’ve set goals for this fiscal year that will help move us towards accomplishing ÌÇÐÄvlog¹ÙÍø’s Key Indicators and align with our three Strategic Objectives: Great Teaching and Learning; Great Student Experiences and Great Foundations.
Business Plan 2015-16
ÌÇÐÄvlog¹ÙÍø’s Key Indicators
1. Core Literacies
In five years, every ÌÇÐÄvlog¹ÙÍø graduate will demonstrate competency in the ÌÇÐÄvlog¹ÙÍø Core Literacies.
| Initiatives for 2015-16 | Performance indicators/measurable outcomes |
|---|---|
| Map core literacies in all ÌÇÐÄvlog¹ÙÍø full-time programs. | Core literacies mapped in all ÌÇÐÄvlog¹ÙÍø full-time programs by March 2016. |
| Evaluate Introduction to ÌÇÐÄvlog¹ÙÍø Studies course and expand delivery as appropriate. | Introduction to ÌÇÐÄvlog¹ÙÍø Studies course evaluated by December 2015. Delivery expanded to one additional faculty by March 2016. |
| Pilot flexible approach to addressing curriculum gaps related to core literacies in one school in each faculty. | Flexible approach to addressing core literacies piloted in one school in each faculty by March 2016. |
| Implement enhanced curriculum approaches for first semester foundation courses. | Enhanced curriculum approaches implemented within first semester foundation courses by March 2016. |
2. Innovative Partnerships
In five years, ÌÇÐÄvlog¹ÙÍø will be the preferred partner for colleges and universities, offering the most innovative pathways for students in Ontario.
| Initiatives for 2015-16 | Performance indicators/measurable outcomes |
|---|---|
| Initiate development of two new joint degrees with university partners. | Curriculum framework developed for two new joint degrees with university partners. |
| Expand partnerships and pathways with Ontario universities and colleges. | Two new pathway proposals with university partners submitted to ONCAT and approved by March 2016. |
| Two college-to-college pathways established with partner institutions by March 2016. | |
| Continue provincial leadership with ONCAT. | At least one new ONCAT research funding proposal approved by March 2016. |
| One hundred new equivalencies added to ONCAT’s course-to-course database by March 2016. | |
| Expand research reach of the Centre for Research in Student Mobility. | At least one proposal approved for international funding for research by the Centre for Research in Student Mobility by March 2016. |
3. Cross-disciplinary, Experiential and Flexible Learning
In five years, every program will embed cross- disciplinary learning, experiential learning opportunities and flexible learning options that enable students to access courses offered in the day and evening, in person and online.
| Initiatives for 2015-16 | Performance indicators/measurable outcomes |
|---|---|
| Develop new experiential learning opportunities to address gaps identified. | Plan for work-integrated learning developed by December 2015. |
| Experiential and cross-disciplinary learning opportunity measures and targets established by July 2015. | |
| Student participation in applied research increased by 20% by March 2016. | |
| 100 students engaged in HELIX incubator activities by March 2016. | |
| Develop new cross-disciplinary learning opportunities in 50% of academic schools. | New cross-disciplinary learning opportunities developed in 50% of academic schools by March 2016. |
| Faculty skills/credentials database populated by March 2016. | |
| Increase flexible delivery options across all ÌÇÐÄvlog¹ÙÍø programs. | 10 online courses delivered through Ontario Online by September 2015. |
| 50 new Continuing Education course offerings launched on web-based platforms by March 2016. | |
| 10 courses re-designed for flexible delivery by March 2016. |
4. Integrated Student Services
In five years, every ÌÇÐÄvlog¹ÙÍø student will have access to ongoing and integrated advisory opportunities starting from their first contact to the day they graduate.
| Initiatives for 2015-16 | Performance indicators/measurable outcomes |
|---|---|
| Implement new student advising model. | New student advising model launched in all faculties in Fall 2015. Evaluation of model commenced in Winter 2016. |
| Student Connect - Starfish software implemented across full-time programs by March 2016 to support new student advising model. | |
| Redesign student service model. | Phase One of new integrated student service model developed by March 2016. |
5. Smart Growth
In five years, our students will be learning in new facilities at our King Campus and in our new home for our Bachelor of Aviation Technology program.
| Initiatives for 2015-16 | Performance indicators/measurable outcomes |
|---|---|
| Move forward with King Campus Expansion. | Project RFP issued by March 2016. |
| Deliverables outlined in ÌÇÐÄvlog¹ÙÍø-ÌÇÐÄvlog¹ÙÍø Student Federation (SSF) Memorandum of Understanding (MOU) are achieved by March 2016. | |
| $3.5 million in funds secured through solicitation of cash, new pledge commitments, major gifts, and gifts-in-kind to support the King Campus Expansion Campaign by March 2016. | |
| Commence King Campus enabling works to enable access for construction vehicles by March 2016. |
6. i3 – Information, Integration and Innovation
In five years, we will have an integrated enterprise system in place to support streamlined business processes and improved services across student, financial and human resources systems.
| Initiatives for 2015-16 | Performance indicators/measurable outcomes |
|---|---|
| Ensure newly launched i3 core modules are optimized and integrated into college operations and processes. | All internal departments supported through transition and implementation of i3 core modules by March 2016. |
| Registrarial services re-engineered to feature i3 module integration by March 2016. | |
| i3-based Budget Tool optimized to provide additional analytics by March 2016. | |
| New business processes implemented to support rollout of new i3-based Customer Relationship Management tool by March 2016. |
Great Teaching and Learning
| Initiatives for 2015-16 | Performance indicators/measurable outcomes |
|---|---|
| Develop proposals for new program offerings. | 10 new program proposals developed and approved by Senior Executive Committee and presented to the Board of Governors by March 2016. |
| Develop curriculum and implement new programs. | 10 new programs ready for launch pending Ministry approval by March 2016. |
| Refresh and review existing program offerings. | 18 summative program reviews completed and an additional 18 launched by March 2016. |
| Revised program review process incorporating Productivity and Innovation Fund project findings and retention scorecards implemented by March 2016. | |
| Program prioritization reviews completed for the Faculty of Business by March 2016. | |
| Successful PEQAB consent renewal of Bachelor of Child Development completed by March 2016. | |
| Program hour alignment plan developed for all faculties by March 2016. | |
| Consultations held with the Teaching and Learning Centre to revise curricula in lower retention programs by March 2016. | |
| Formative program reviews for half of all full-time programs completed by July 2015. | |
| Develop and implement a quality framework for General Education and Liberal Studies options. | Solutions implemented to improve access for students by Fall 2015. |
| Strengthen first-semester retention rates. | Implementation of retention action plans for low performing programs commenced by December 2016. |
| Implement revised curriculum for the Faculty Development Program. | Revised Faculty Development Program implemented by March 2016. |
| Implement new faculty performance review and development process in one academic school. | New faculty performance review and development process implemented in one school by March 2016. |
| Pursue applied research initiatives for the mutual benefit of our students, partners, faculty and community. | ÌÇÐÄvlog¹ÙÍø Applied Research/Experiential Learning Showcase held in Spring 2015. |
| 100 faculty engaged in applied research activities by March 2016. | |
| 480 students engaged in applied research activities by March 2016. | |
| 20 new industry partners engaged in applied research projects by March 2016. | |
| Increase federal and provincial support for applied research in identified areas of expertise. | 10 new research grant applications submitted by March 2016, with 50 per cent success rate achieved. |
| Implement International Education Strategy. | Number of partners for ÌÇÐÄvlog¹ÙÍø's study/volunteer abroad program increased by March 2016. |
| Two new international markets entered as part of recruitment strategy by March 2016. | |
| Two new international training projects completed by March 2016. | |
| Launch ÌÇÐÄvlog¹ÙÍø International (Mobility) initiative to provide global experiences for students and faculty. | Tools and processes completed to increase student and faculty study/work abroad opportunities by March 2016. |
| Creation of central tracking system for all international initiatives to provide global experiences for students and faculty completed by December 2015. |
Great Student Experiences
| Initiatives for 2015-16 | Performance indicators/measurable outcomes |
|---|---|
| Pilot mandatory offering of Experience ÌÇÐÄvlog¹ÙÍø at one campus. | Mandatory offering of Experience ÌÇÐÄvlog¹ÙÍø piloted at one campus by March 2016. |
| Investigate creation of ÌÇÐÄvlog¹ÙÍø Newcomers’ Centre to engage newer immigrants and professionally-trained individuals. | Report on feasibility of Newcomers’ Centre delivered by March 2016. |
| Enhance student housing offerings. | Renovations and improvements to Newnham and King residences completed by March 2016. |
| Collaborate with the ÌÇÐÄvlog¹ÙÍø Student Federation and the ÌÇÐÄvlog¹ÙÍø Athletic Association to initiate functional planning for a new Student Life complex at the Newnham Campus. | Functional space planning process underway by March 2016. |
| Improve service offerings for students to deliver better student experiences. | Service Advisory Committee established; new opportunities for performance improvement identified by March 2016. |
| Intercampus shuttle bus service capacity increased beginning in Summer 2015 term. | |
| Provide information to students and employees via mobile technology. | ÌÇÐÄvlog¹ÙÍøMobile app enhanced by March 2016. |
Great Foundations
| Initiatives for 2015-16 | Performance indicators/measurable outcomes |
|---|---|
| Replace aging information technology infrastructure, including network equipment and operational systems. | Capacity to critical services such as wireless access points, Blackboard, printing and email increased by March 2016. |
| Local Area Network (LAN) infrastructure upgrades and modernization completed by March 2016. | |
| Continue to build culture of philanthropy to support ÌÇÐÄvlog¹ÙÍø students. | At least $590,000 in renewable funds raised through annual fundraising appeals. |
| Expand brand awareness and profile of the College to support key performance indicators. | Number of direct and non-direct applicants selecting ÌÇÐÄvlog¹ÙÍø as first choice increased by March 2016. |
| Two new recruitment-focused events hosted including Spring Open House and College Dialogue by March 2016. | |
| Improve internal processes, procedures and reporting tied to facilities management and capital planning. | College Space and Planning Committee’s governance process developed by March 2016. Facilities Management website enhanced by March 2016. |
| College’s Maintenance Management system stabilized and optimized by March 2016. | |
| Vendors of Record (VORs) established for the College’s usage of consultants, general contractors and tradespeople by March 2016. | |
| Deliver enhanced and integrated resources and supports to ÌÇÐÄvlog¹ÙÍø staff and faculty. | New Human Resources Information System (HRIS) modules launched and stabilized by March 2016. |
| Review of HR processes commenced by Fall 2015. | |
| New tools launched to support succession planning by March 2016. | |
| Build leadership capacity within our organization. | Administrative performance management system and processes evaluated and enhanced by March 2016. |
| Support development of first Enterprise Risk Management Plan (ERM). | Enterprise Risk Management Plan approved by Board of Governors by June 2015. |
| Implement new Sexual Assault and Sexual Violence Policy and Protocols. | College policies/processes reviewed and revised as per Provincial Sexual Assault and Sexual Violence Policy and Protocols by Fall 2015. |
| Educational materials developed to communicate new policies and protocols to ÌÇÐÄvlog¹ÙÍø community. | |
| Review and enhance privacy policy to ensure currency. | Review completed in Fall 2015 and Privacy Office resources strengthened. |
| Ensure AODA compliance across all college areas. | Compliance achieved across all college areas by March 2016. |
| Launch customer service initiative to improve financial and budgetary literacy across college departments. | Established service level agreements in place by March 2016. |
| Sustain student database infrastructure to ensure successful transition to new integrated system. | ARIES student system preserved and modernized by March 2016. |