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C. Progress Towards Achieving Board Ends and College Strategic Directions
C.1 Vision and Mission (Policy A-05)
The Board’s Vision and Mission Policy A-05 is the highest level Ends statement and reflects the
results our communities require from the College and how they will be better because we are
here. The following three College Strategic Directions support the achievement of this End:
‣ Pursue excellence in learning, teaching, and service;
‣ Foster a workplace where employees are proud to contribute and grow; and
‣ Engage in applied research and scholarly activity.
Strategic Developments Supporting the College’s Strategic Statements
It has been approximately 10 years since the College’s Vision and Mission statement have
been formally revisited and modified to reflect new and emerging realities. With an
appreciation that the College is entering into a relatively unstable period characterized by
demographic shifts and increased competition, the Board has determined it necessary to
review the College’s strategic architecture with a view to contemporizing it. This review will
position the College to sustain and even grow enrolment.
The strategic architecture renewal exercise will last until the Summer 2013. The Board will
lead the development work and ultimately approve the new Vision and Mission Statements.
The College’s senior leadership will be responsible for developing a suite of calibrated
Strategic Directions for which Board endorsement will be sought. By June 2012, it is
expected that the Board will be positioned to notionally approve a new Vision Statement.
The notional Vision Statement will anchor the development of the Mission and the
calibration of Strategic Directions leading to final approvals and endorsements of all by June
2013.
All organizations have values, however, often these values are not explicit. Values are
important because they comprise those beliefs, so strongly held, that drive people’s
behaviours and dictate how people will interact with and treat each other. Values also help
to produce coordinated action married with passionate resolve. They also provide direction
and the energy source for the Vision. If explicit, they ultimately act as a filter for strategy
and decisions. With this in mind, and with Board support, senior leaders have assumed
leadership for the formalization of a College Values Statement which will better enable the
development of strategy and decision-making. Employees across the College have been
invited to participate in the process of helping to describe the College’s explicit core values
(those values that are deeply ingrained). Validation of the core values with appropriate staff
and stakeholders will occur as the process unfolds. The need to identify aspirational values,
which may not currently be core, but which may be equally or more important to cultivate to
better prepare Fanshawe to address new and emerging environmental threats and
opportunities, may also need to occur.
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