Bachelor of Commerce (Digital Marketing) - Postsecondary ...

Executive Summary
2012/13 Strategic Plan Implementation
Policy Successes Achieved Challenges & Emerging Issues
A-05
Vision
and
Mission
(page
10)
Strategic Developments
‣ The Board of Governors has determined it necessary to review the College’s
strategic architecture with a view to contemporizing it.
‣ Concurrently, the senior leadership will assume leadership for an exercise to
make core organizational values explicit. The product, a future values
statement, will act as a filter at the College for strategy and decisions.
‣ An Enterprise Risk Assessment Framework and tools will be introduced to
enhance priority-setting and effectively manage risk and opportunity.
‣ Decisions taken in the organization regarding new academic program
approval and existing program continuance will be enabled by a rigorous
stage-gate approach which will provide an up-front understanding involving
idea to interest, interest to market, business plan, and program delivery
decision points.
‣ The College will begin to wind-down its Strategic Enrolment Management
(SEM) Initiative as it begins this year to operationalize key recruitment,
retention and learning strategies. Business Process Improvement and
Culture Alignment Initiatives will continue as a means of anchoring gains
made by SEM.
‣ The College will conclude a review of its advisory/operations committee
structure to ensure that moving forward it optimally supports the review and
advice functions of College Council and the Senior Leadership Council (to the
President), and supports effective and efficient operationalization of the
College’s Mission, Strategic Directions, and Foundational Strategic Initiatives.
‣ A Reputation Recovery Initiative to address the recent “Fleming Drive”
incident will be targeted to employees, other stakeholders and the general
public.
Pursue excellence in learning, teaching and service
‣ The Centre for Academic Excellence completed 23 program reviews in 2011.
Another 27 program reviews will be completed in 2012 including several
programs classified as Centres of Excellence.
‣ New, innovative academic programming as well as program renewal
continues to be a high priority. Ten new programs are planned to commence
in 2012/13. Additional, strategic academic resources have also been added
to enable increased growth in program development and approvals going
forward.
‣ The external environment can be expected to
become increasingly turbulent in the mid-term
requiring the College to be appropriately nimble
and adaptive.
‣ Transitions will be a hallmark of College life for
employees going forward necessitating ongoing
change management.
‣ Government funding will become increasingly
constrained necessitating pursuit of new funding
sources and ongoing innovation.
‣ Our traditional 17 - 24 year old cohort is
beginning a period of decline, which means that
the College now more than ever will depend on
thoughtful strategy and effective execution.
‣ The College learning environment will rapidly
change in terms of its student age, culture
composition, student preferences and needs.
The College will be challenged to remain
responsive.
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