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C. Progress Towards Achieving Board Ends and College Strategic Directions
C.1 Vision and Mission (Policy A-05) (cont’d)
The Enterprise Business Process Improvement Initiative, launched last year, advanced
improvements to the College’s student timetabling process; the equipment and facilities
process; aspects of the international student admission process; and a project to more
effectively link academic data to facilities and IT enabling plans. Carry over work into the
upcoming year will include: development and implementation of a charter for the
Delegations of Authority project and implementation of a project to more effectively link
academic data to other enabling areas’ planning. Other projects may be undertaken as
appropriate and where capacity exists to entertain further requests. The Delegations of
Authority project will help to formalize the mechanisms at the College allowing managers to
act on behalf of the College - providing them the formal authority to commit the organization
and/or incur liabilities for it.
A Culture Alignment Initiative will be continuing to focus the College upon the systematic
and regular assessment and alignment of the College culture with future challenges and
opportunities. Specific actions that are being introduced through the initiative relate to:
programs of change leadership and management; effective organizational communication
and accountability; the optimization of horizontal collaboration; enhanced employee
engagement; and results-based measurement systems and tools for executive and
operational decision-making and planning.
A Committee Structure Review Task Force has been working to develop and recommend a
lean advisory/operations committee structure going forward which both optimally supports
the review and advice functions of College Council and Senior Leadership Council (to the
President), and effective and efficient operationalization of the College’s Mission, Strategic
Directions, and Foundational Strategic Initiatives. Task force recommendations are
anticipated early Summer 2012. A secondary focus has been one of researching and
recommending an approach that can be taken by the College to use meetings in a way that
best respects people’s time while at the same time advancing the goals of the organization.
C.1.1. Pursue excellence in learning, teaching and service
Enrolment across the system is expected to flatten and then decline in the absence of
innovations that colleges may be prepared to take to grow. Fanshawe intends to grow through
specific actions intended to enhance excellence in learning, teaching, and service. Specific
actions Fanshawe College intends to take to meet this Board End relate to: quality improvement
and program optimization, technological innovation, effective student supports, and a safe and
enriched learning and working environment. The following examples are illustrative of the
College’s planned efforts.
Quality Improvements and Program Optimization
The Centre for Academic Excellence completed 23 program reviews in 2011. Another 27
program reviews are scheduled for 2012 including several programs classified as Centres of
Excellence that will have an enhanced program review. Each program review has a
requirement to complete a one year follow up to review how the recommendations made by
the program review panel are being implemented. The program review process will ensure
that the College is complying with both MTCU and Board guidelines for having all programs
reviewed every five years for full-time post-secondary programs and seven years for
continuing education programs.
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