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

C. Progress Towards Achieving Board Ends and College Strategic Directions
C.1 Vision and Mission (Policy A-05) (cont’d)
The School of Building Technology initiated a project to map the Architectural Technology
program learning outcomes against the European Credit Transfer and Accumulation
Structure (ECTS) of the Bologna Process that defines transfer for higher education in the
European Higher Education Area (EHEA). This project received a grant from the College
University Consortium Committee (CUCC) to map the Fanshawe College three year
advanced diploma in Architectural Technology against the learning outcomes needed to
enter the master’s degree in Architecture at the Victoria University of Wellington (VUW) in
New Zealand using ECTS. The resulting framework provides the basis, during 2012/13, to
map our other advanced diplomas for equivalency against the first cycle degree
requirements under the Bologna Process. This is truly an international collaboration since
the Irish Institutes of Technology have agreed to assist the College in mapping the learning
outcomes between our program with the EHEA standards to the VUW Master’s degree.
Fanshawe College is providing leadership support for the refinement and update of the
existing Facilities Condition Assessment System with Colleges Ontario and Ontario Colleges
Facilities Management Association (OCFMA). In addition, Fanshawe is providing lead
support to Colleges Ontario with the planning, development and implementation of the
Colleges Ontario Facilities Space Standards and Inventory Classification System to support
effective planning and utilization of a 10 year capital plan to be provided to MTCU by
Colleges Ontario.
As a result of the outcomes and recommendations from all SEM teams, a large number of
new marketing and communications activities have been prioritized with feedback from
across the College. For example, the College will increase its marketing of new academic
programs with the development of a new program marketing tool kit focused on maximum
publicity and promotion. In order to do this, the College will redirect existing marketing
resources from activities deemed to be of lower priority, for example reduced marketing
resources will be invested in marketing for undersubscribed or hard-to-fill programs. This is
a bold, but necessary redirect of resources to where they can have the greatest impact on
enrolment growth. Research by the College through Strategy and Planning supports this
decision.
Increased collaboration between College recruiters and academic leaders will occur
including consultation with the recruiters as new programs are being considered. Recruiters
are often the first point of contact for the College and they received hundreds of queries and
suggestions each year about program viability or program interest as they visit over 80
towns and cities and communicate with prospective learners around the world. Both
domestic and international recruiters will be consulted and a forum for exchange with
academic leaders will be conducted through the College’s Marketing Advisory Committee.
The School of Design is enhancing the class representative system with the goal of greater
involvement by students and faculty in working together to ensure an excellent educational
experience.
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