The 2016-17 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 2016-17
Great Teaching and Learning
| Initiatives for 2016-17 | Performance indicators/measurable outcomes To be achieved by March 2017 (unless otherwise stated) |
|---|---|
| Map core literacies in ÌÇÐÄvlog¹ÙÍø full-time programs. | Core literacies mapped with online exemplars in one program (at minimum) in each school. |
| Enhance approach to student orientation in full-time programs to focus on key components that new, incoming students need to know for success in their studies. | 10 new programs ready for launch pending Ministry approval by March 2016. |
| Outside of the classroom orientation programming enhanced to support new in-class programming. | |
| Continue to build an academic foundation and community capable of developing, delivering and sustaining high-quality bachelor’s degrees.. | Development completed for four new bachelor’s degrees, including joint degrees. |
| Skills and credentials documented for all faculty teaching in degree programs consistent with PEQAB standards. | |
| Expand partnerships and pathways with Ontario universities and other colleges. | Partnership framework, governance model and program plan completed for the York-ÌÇÐÄvlog¹ÙÍø Partnership. |
| Two new pathway proposals with university partners approved by ONCAT and agreements signed with partner institutions. | |
| Two college-to-college pathways approved by ONCAT and agreements signed with partner institutions. | |
| Continue provincial leadership role with ONCAT. | At minimum, one ONCAT research funding proposal approved. |
| Expand reach of the Centre for Research in Student Mobility. | At minimum, one research proposal approved for international funding. |
| Implement and develop new experiential learning opportunities to address gaps identified. | Outreach and engagement activities increased to students interested in participating in applied research. |
| 750 students have participated in at least one seminar for youth entrepreneurship within the HELIX incubator. | |
| Develop new cross-disciplinary learning opportunities in all academic schools. | New cross-disciplinary learning opportunities developed in all academic schools. |
| Increase flexible delivery options across all ÌÇÐÄvlog¹ÙÍø programs. | 40 new online courses offered through eCampus Ontario portal. |
| 55 new Continuing Education course offerings launched on web-based platforms. | |
| 40 courses re-designed for flexible delivery, including hybrid. | |
| Develop proposals for new program offerings. | 10 new program proposals developed and approved by Senior Executive Committee and presented to the Board of Governors. |
| Develop curriculum and implement new programs. | Five new programs ready for launch pending Ministry approval. |
| Refresh and review existing program offerings. | 17 summative program reviews completed. |
| Formative reviews for 75 programs completed. | |
| Self-study summative reviews for six degree programs completed. | |
| Strengthen first-semester retention rates. | Evaluate success of retention action plans for low-performing programs and next steps determined. |
| Implement new faculty development framework in half of all academic schools. | New faculty development process implemented in 10 academic schools. |
| Online modules for each Teaching Standard of Practice launched. | |
| Increase number of applied research initiatives | Applied research opportunities in partnership with 30 new industry partners. |
| Applied Research Project Showcase held at each major campus. | |
| One faculty-led research initiative per academic faculty launched. | |
| Applied Research-led awareness building workshop held. | |
| Increase federal and provincial support for applied research in identified areas of expertise. | 10 new research grant applications submitted with 50 per cent success rate achieved. |
| Continue strategic approach to international education recruitment and initiatives | Number of partner organizations for study/volunteer abroad program increased by five, targeting one new partner in Africa, the Americas, Australia, Asia and Europe. |
| Five new international markets entered into as part of the diversification recruitment strategy, targeting one new country in Africa, the Americas, Asia, Europe and the Middle East. | |
| Five ongoing multi-year projects in place with an additional two projects in negotiation phase. | |
| Central tracking system for student and faculty study/work abroad opportunities implemented by December 2016. | |
| Enhance processes and practices on assessment, testing and English course content. | Process mapping commenced by December 2016. Investigate strategies for enhancing English/communication courses by December 2016. |
Great Student Experiences
| Initiatives for 2016-17 | Performance indicators/measurable outcomes To be achieved by March 2017 (unless otherwise stated) |
|---|---|
| Implement new student advising model. | New student advising model launched in all full-time faculties, including development of evaluation by January 2017. |
| Enhance service offerings for students. | Phase Two completed of new integrated student service model including implementation of automated queuing system. |
| Plan developed by Service Advisory Committee to support new service organizational structure. | |
| Launch Virtual Newcomers’ Centre to engage newer immigrants and professionally-trained individuals. | Web-based Virtual Newcomers’ Centre launched. |
| Enhance student housing offerings. | Renovations and improvements to Newnham (78 suites) and King (43 suites) residences completed by September 2016. |
| Continue planning for new and enhanced Student Life facilities at the Newnham Campus. | Functional space planning process completed and plans developed to implement recommendations. |
| Renovation of Student Health Centre completed by August 2016. | |
| Improve student study spaces across ÌÇÐÄvlog¹ÙÍø campuses. | More than 120 enhanced ‘wired’ study carrels made available to ÌÇÐÄvlog¹ÙÍø students. |
Great Foundations
| Initiatives for 2016-17 | Performance indicators/measurable outcomes To be achieved by March 2017 (unless otherwise stated) |
|---|---|
| Move forward with King Campus Expansion. | Operational plans and agreements developed and finalized in conjunction with ÌÇÐÄvlog¹ÙÍø Student Federation (SSF) and Student Athletic Association (SAA). |
| Approximately $3 million in fundraising secured in support of King Campus Expansion and other priorities. | |
| Dufferin St. intersection improvements at King Campus entrances completed by August 2016. | |
| Sewage treatment plant capacity optimization project at King Campus completed by September 2016. | |
| Financial close with preferred consortium reached for King Campus new building and associated parking and site improvements achieved by September 2016. | |
| Ensure i3 core modules are optimized and integrated into college operations and processes. | i3 Student system enhanced to provide full mobile student experience. Initial roll-out scheduled for May 2016. |
| Existing Class Scheduling system upgraded, enterprise level scheduling capabilities implemented and real time integration with Student System established. | |
| New improved multi-channel campaign management functionality for CRM system implemented. | |
| i3 Student system stabilization and optimization completed. | |
| i3 Human Resources system redesigned for improved user experience. | |
| i3 Budget Tool and Budget Display systems redesigned for improved user experience. | |
| Faculty of Continuing Education and Training (FCET) website redesigned and enhanced. | |
| Enhance information technology infrastructure, including network equipment and operational systems. | Existing wireless network upgraded to further enhance the performance, capabilities and availability. |
| Telephone systems at Newmarket and Scarborough campuses upgraded to enhance integration with ÌÇÐÄvlog¹ÙÍø telephony solution and expanded ability to use ÌÇÐÄvlog¹ÙÍø five-digit extensions. | |
| Continue to build culture of philanthropy to support ÌÇÐÄvlog¹ÙÍø students. | At least $520,000 in renewable funds raised through annual fundraising appeals in support of Campaign for Students and United Way. |
| Central resource for tracking new funding opportunities across the institution developed by fall 2016. | |
| Expand ÌÇÐÄvlog¹ÙÍø’s brand awareness and profile to support key performance indicators. | First-choice applications increased including improved performance of recently launched programs. |
| Complete master brand positioning exercise to launch a new communications platform by fall 2016. | |
| Implement new Sexual Assault and Sexual Violence Policy and Protocols. | Review completed of current ÌÇÐÄvlog¹ÙÍø policies to ensure alignment with new protocols by December 2016. |
| Review institutional policies and procedures to ensure strategic risks are effectively managed. | Policy audit and development updates completed in preparation for submission to Ontario College Quality Assurance Service (OCQAS) by December 2016. |
| Audit and review of institutional policies and procedures completed by June 2016. Policy template developed and approved by March 2017. | |
| Improve internal processes, procedures and reporting tied to facilities management and capital planning. | RFPs issued to potential Vendors of Record (VORs) for the College’s usage of consultants, general contractors and tradespeople. |
| Standard Operating Procedures (SOPs) developed and implemented for each division across ÌÇÐÄvlog¹ÙÍø. | |
| Deliver enhanced and integrated resources and supports to ÌÇÐÄvlog¹ÙÍø staff and faculty. | Phase II rollout of New Human Resources Information System (HRIS) modules completed. |
| Review of HR processes completed. | |
| Workforce health and safety monitoring module launched. | |
| Enhance data-driven decision-making across the institution. | Integrated KPI data dashboard to support sustainable growth developed. |