Bachelor of Commerce (Digital Marketing) - Postsecondary ...
Bachelor of Commerce (Digital Marketing) - Postsecondary ... 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. i
Executive Summary 2012/13 Strategic Plan Implementation (cont’d) Policy Successes Achieved Challenges & Emerging Issues A-05 Vision and Mission (cont’d) Pursue excellence in learning, teaching and service (cont’d) ‣ The College has endeavored to stay ahead of the curve this year through strategic investment in and deployment of: leading instructional and administrative technologies; e-learning; and student services technology. ‣ Numerous organizational development actions are being taken to ensure that changes being introduced across the College are effectively managed in terms of both work and people factors. ‣ Many actions are being taken to enhance even further the safe and enriching physical learning and working experience for staff and students including: emergency preparedness initiatives; implementation of ‘high-value’ HR systems and processes; and implementation of evidence-based methods to optimize scarce academic space. ‣ Many new initiatives are in place to respond to the unique learning needs and supports required by international, at-risk, non-direct and mature students. ‣ The College is ramping up its efforts on the sustainability front with a view to achieving a bronze rating from the Sustainability Tracking Assessment and Rating System (STARS) from the Association for the Advancement of Sustainability in Higher Education (AASHE) on or before March 2013. Foster a workplace where employees are proud to contribute and grow ‣ Staff from across the College will participate in a range of formal and informal learning/development opportunities. ‣ A new “Fanshawe People” section on the College’s internal staff portal was launched featuring staff stories, announcements, upcoming events, interesting information, and staff volunteer activities. ‣ Our Leadership Talent Strategy will be fine-tuned and adjusted to ensure that competencies adequately align with challenges and opportunities to be faced by the College in the mid to long-term. ‣ There remains a significant amount of high priority equipment that is not funded – efforts will continue to identify sources of funding. ‣ Alternate program delivery methods and the identification of new academic and student service space will be essential as the College strives to maximize enrolment while continuing to respond to industry demand and government initiatives. ii
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Executive Summary<br />
2012/13 Strategic Plan Implementation (cont’d)<br />
Policy Successes Achieved Challenges & Emerging Issues<br />
A-05<br />
Vision<br />
and<br />
Mission<br />
(cont’d)<br />
Pursue excellence in learning, teaching and service (cont’d)<br />
‣ The College has endeavored to stay ahead <strong>of</strong> the curve this year through<br />
strategic investment in and deployment <strong>of</strong>: leading instructional and<br />
administrative technologies; e-learning; and student services technology.<br />
‣ Numerous organizational development actions are being taken to ensure that<br />
changes being introduced across the College are effectively managed in<br />
terms <strong>of</strong> both work and people factors.<br />
‣ Many actions are being taken to enhance even further the safe and enriching<br />
physical learning and working experience for staff and students including:<br />
emergency preparedness initiatives; implementation <strong>of</strong> ‘high-value’ HR<br />
systems and processes; and implementation <strong>of</strong> evidence-based methods to<br />
optimize scarce academic space.<br />
‣ Many new initiatives are in place to respond to the unique learning needs and<br />
supports required by international, at-risk, non-direct and mature students.<br />
‣ The College is ramping up its efforts on the sustainability front with a view to<br />
achieving a bronze rating from the Sustainability Tracking Assessment and<br />
Rating System (STARS) from the Association for the Advancement <strong>of</strong><br />
Sustainability in Higher Education (AASHE) on or before March 2013.<br />
Foster a workplace where employees are proud to contribute and<br />
grow<br />
‣ Staff from across the College will participate in a range <strong>of</strong> formal and informal<br />
learning/development opportunities.<br />
‣ A new “Fanshawe People” section on the College’s internal staff portal was<br />
launched featuring staff stories, announcements, upcoming events,<br />
interesting information, and staff volunteer activities.<br />
‣ Our Leadership Talent Strategy will be fine-tuned and adjusted to ensure that<br />
competencies adequately align with challenges and opportunities to be faced<br />
by the College in the mid to long-term.<br />
‣ There remains a significant amount <strong>of</strong> high<br />
priority equipment that is not funded – efforts will<br />
continue to identify sources <strong>of</strong> funding.<br />
‣ Alternate program delivery methods and the<br />
identification <strong>of</strong> new academic and student<br />
service space will be essential as the College<br />
strives to maximize enrolment while continuing to<br />
respond to industry demand and government<br />
initiatives.<br />
ii
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