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

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E. Capital Projects (Policy D-12) E.2 Capital Projects (cont’d) (vii) Centre for Advanced Manufacturing - An economic summit hosted by the London Economic Development Corporation in September 2009 identified the importance of advanced manufacturing and the role of the Western University (WU) and Fanshawe College to London’s future economy. This summit led the City of London to invite both WU and Fanshawe to join the City in a joint venture partnership for the purpose of developing Phase 4 of the Innovation Park, located on the northeast corner of the Veterans Memorial Parkway and Bradley Avenue intersection, into the Advanced Manufacturing Park. The City has donated and agreed to transfer approximately four hectares (ten acres) to Fanshawe, and eleven hectares (28 acres) to WU for the purpose of continuing their research efforts and creating incubator facilities relating to advanced manufacturing through substantial site development within the next fifteen years. This partnership between the College, the City and WU will bring integrated research and training facilities together with leading edge manufacturing facilities creating new opportunities in “green” technology in the City and region. In 2010 the College and WU concluded a joint campus master planning exercise for the two properties and installation of site services are underway. Costs associated with these initial site planning activities will be absorbed within this capital plan. Specific Fanshawe College uses for this site have not as yet been identified. Development on this property is considered a longer-term initiative. However, there have been recent conversations between Western University and the College regarding possible joint projects on this site. (viii) Aerospace Canada International (Phase 2) - It is anticipated that to fully develop facilities for aviation programming a further investment will be needed. Details are yet to be refined. (ix) Wellness/Fitness Centre - The College and the Fanshawe Student Union have been exploring the concept of developing an expanded wellness and fitness centre on the London campus. Preliminary investigations are underway. This is a longerterm project with significant funding anticipated from student fees. E.3 Significant Assumptions and Management of Risks Significant Assumptions and Management of Risks Whenever renovations are undertaken on existing spaces there is always the risk of cost overruns resulting from unknown factors that may be found behind existing walls and ceilings. To mitigate this risk, each Capital Plan project cost estimate contains a contingency amount that would be used should the need arise. Often the contingency is not fully required and can be redirected to other projects having costs that exceed initial estimates. - 53 -
E. Capital Projects (Policy D-12) E.3 Significant Assumptions and Management of Risks (cont’d) When developing any capital project in preparation for proceeding to tender, the College’s architects and consulting engineers work together to develop cost estimates based on the scope of the project and their best assessment of current market conditions. In some instances, a cost consultant, whose job is to do construction project estimating, is retained to conduct a relatively detailed cost analysis. The actual cost of the project is determined through tender. This detailed planning process involving experts usually results in tenders consistent with the College’s cost estimates. Occasionally, tender amounts exceed the College’s cost estimates. In these circumstances, plans are modified and components are adjusted to ensure that the project falls within the financial budgets identified. If this is not possible, then the project will not proceed until such time as alternate sources of funding are identified. There is some risk associated with a small portion of the sources of financing related to these capital projects. In particular, the very nature of a fundraising campaign carries an element of risk, especially in difficult economic times. However, given the ongoing support the College receives from the community and results of fundraising efforts to date, there is confidence that the fundraising component of this plan will be successfully achieved. Should it become necessary to do so, the timing of a number of the projects will be delayed to match funding availability. Where funding agreements are required, they are negotiated keeping in mind appropriate risk management for the College. However, these agreements must at the same time be balanced with the funder’s own risk management requirements. The funding agreements with the City of London and MTCU for the School of Applied and Performance Arts are recent examples. Agreements with donors that involve the transfer of real property to the College similarly must be negotiated keeping in mind the best interests of the College, which may from time to time involve the College declining a donation. Decades of underfunding, exacerbated by competing demands to maintain the quality education and educational facilities, has led to the build-up of a significant deferred maintenance/ infrastructure renewal problem system-wide. While government has recently attempted to reduce the impact of this chronic problem somewhat through funding targeted towards infrastructure renewal, the extent of funding remains below what is necessary to maintain the facilities within normally accepted industry-established standards. In an effort to mitigate the level of risk associated with the unfunded facilities infrastructure renewal, the College has supplemented these government targeted funds with College operating funds directed towards renewing more critical facilities infrastructure, such as building envelope and major electrical/ mechanical systems, that would otherwise cause significant, costly challenges should failure occur (e.g., boiler system failure resulting in no heating during winter months). To do so, the College has had to forego other necessary, but less urgent, facilities infrastructure renewal, such as painting, carpeting, ceiling tile replacement, etc. Furthermore, as indicated earlier, the Board established in 2005 a Capital Reserve for the purpose of investing into renewal of aging College facilities infrastructure. As of March 31, 2012 this Capital Reserve sits at $6.2 million. - 54 -
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Bachelor of Commerce (Digital Marke
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1. Organization and Program Informa
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1.2 Table of Contents Section 1. In
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Section 11. Academic Freedom and In
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Executive Summary This application
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accordingly. The table below applie
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Program Abstract The Bachelor of Co
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2. Degree Level A Bachelor of Comme
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17. Evaluate and select marketing m
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1. Depth and Breadth of Knowledge (
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management and e-commerce strategie
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1. Depth and Breadth of Knowledge (
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2. Conceptual & Methodological Awar
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2. Conceptual & Methodological Awar
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14. Apply management-level decision
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4. Application of Knowledge 4a. The
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4. Application of Knowledge (cont
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practices. 4. Application of Knowle
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4b. The ability to use a basic rang
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logic and reasoning. 4. Application
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decision models. 5. Professional Ca
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5. Professional Capacity/ Autonomy
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3. Admission, Promotion & Graduatio
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3.6 Advanced Standing Policies and
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Figure 3.1 Degree Completion Transf
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Fig. 3.2 Degree Completion Transfer
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4. Program Content The Lawrence Kin
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Four-year degrees with minimum 120
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program for both BMK and BAM gradua
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Marketing. This rearrangement will
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Recommendations Give students hands
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following courses: Global Strategy
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Program Advisory Committee Member P
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11. Analyze domestic and internatio
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Marketing 1 Microeconomics Business
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espect to various legal and ethical
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Digital Marketing This course will
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implementation and evaluation and c
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The following Course Schedules 2 li
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Year 3 Sem. 5 Sem. 6 Principles of
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4.6 Work Experience Co‐operative
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Figure 4.1 Employer’s Evaluation
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4.7 Course Outlines The course outl
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3. 4. Enhance business opportunitie
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18. Create and apply digital market
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2. Develop strategies that will ach
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15. 16. Develop a business plan bas
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GAP ANALYSIS - Degree vs. Advanced
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14. Apply management-level decision
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3. Enhance business opportunities b
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17. 18. 19. 20. 21. Evaluate and se
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5. Program Delivery The Lawrence Ki
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Figure 5.2 - Student Feedback Surve
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group with all of the material give
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6. Capacity to Deliver Fanshawe Col
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Information literacy instruction is
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Periodicals Subscription Databases
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Print Monograph Holdings for Select
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6.1.3 Enhancements to Co‐operativ
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6.2.3 Professional Development for
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Kinlin School of Business, and thre
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6.6.1 CVs of Faculty Delivering Cor
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7. Credential Recognition The Bache
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8. Regulation & Accreditation The C
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Bachelor of Commerce (Digital Marke
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9. Nomenclature The Bachelor of Com
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10. Program Evaluation Fanshawe Col
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11. Academic Freedom & Integrity Fa
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12. Student Protection In a recent
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Figure 12.1 (continued) Continued n
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13. Economic Need Fanshawe College
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Figure 13.1 University Application
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14. Duplication Humber is currently
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Section 15. Optional Materials The
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Figure 15.1 Year 2 LEVEL THREE LEVE
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Figure 15.1 Year 4 LEVEL SEVEN LEVE
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Section 16. Policies Fanshawe Colle
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Fanshawe College Lawrence Kinlin Sc
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Chapter 4. Prospective Students Sur
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Introduction This study was conduct
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Executive Summary Report A. Backgro
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Today, London is a site of choice f
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B. Overall Summary of Research Find
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When Prospective Students were aske
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program (15.4%) and International B
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Chart 2. Attitudes about a College
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One concern that several employers
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College Applications Trends by Busi
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“Regionally, we are the largest c
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Student Interest in LKSB Proposed B
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Chart 10. Alumni ‐ Interest in De
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Chart 11. Marketing Application Tre
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Chart 13. Employer ‐ Importance o
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Accounting Application Trends The f
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The program was less appealing to P
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However, an analysis of Statistics
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HR Management Specializations with
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Labour Market Needs Provincial and
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International Business Management A
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Student Interest in LKSB Proposed B
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two‐thirds of employers were fami
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though. I also hope that courses ta
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C. Conclusion and Recommendations T
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Emphasizing LKSB’s key strength -
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As a core program offered in most u
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LKSB is considering a number of spe
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B. Detailed Findings Overall Percep
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“The bar to get into Ivey is very
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optimal if we could provide ongoing
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you. A broader look at the world. A
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Potential Challenges in Offering th
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their buy in, but it wouldn’t be
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pathways within their region. The c
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yet whether it is practical to deli
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Chapter 2. Competitive Analysis A.
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for career preparation, highlightin
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Leadership and Management. Of these
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C. Detailed Findings Section 1. Com
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Specifics of College Business Degre
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University Business Degree Program
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iii. Summary of Diploma and Postg
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A greater proportion of women than
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Chart 6. Proportion of Business Pro
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Accounting The application trend fo
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Finance/Financial Services/Financia
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College is attracting 17% of enroll
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Chapter 3. Current Business Student
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interested in university are less i
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Over half of Current Students (57%)
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Almost one‐third (29%) of Student
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Table 5. Considering a Degree by De
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Factors of Importance in Choosing a
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Section 3. Interest in Lawrence Kin
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Appeal of Marketing Degree Based on
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Appeal of Accounting Degree Based o
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Appeal of Enterprise Management Deg
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Appeal of Human Resources Managemen
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Importance vs. Appeal of Features o
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Overall, over two‐thirds of Curre
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Three‐quarters of Current Student
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Chapter 4. Prospective Students Sur
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B. Executive Summary Strong Interes
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C. Detailed Findings Section 1. Pro
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As expected, each group generally r
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Section 2. Interest in a Business D
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PSE Considerations for a Business D
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Reasons for Interest in a Degree Th
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Not surprisingly, those currently e
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Those who are employed are more lik
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In terms of future interest in appl
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Appeal of Human Resources Managemen
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Appeal of Enterprise Management Deg
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Fifty‐five percent of Prospective
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B. Executive Summary Moderate Level
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C. Detailed Findings Section 1. Pro
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Section 2. Interest in a Business D
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Factors of Importance in Choosing a
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Section 5. Satisfaction with Lawren
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Section 6. Online Delivery Methods
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E. D. Openended Comments from Alu
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school full time. I would be intere
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The Government of Canada, through a
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Figure 1 ‐ Employer Size 30 27.7
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needs, with almost half unable to c
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C. Detailed Findings Section 1. Lab
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The Ontario Public Accounting Act w
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In the Kitchener‐Waterloo‐Barri
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Future Shortages In terms of future
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Section 3. Marketing Outlook This s
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Regional Of the total Sales, Market
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Table 8 - Other Marketing Shortages
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In open‐ended comments, a wide ra
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Factors that are expected to limit
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Employers who responded to this que
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Table 14 - Most Significant Future
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Section 5. Business Management Outl
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above average, primarily because of
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Table 17 - Business Management Shor
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Table 20 - Business Management Spec
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Excel is a huge issue. It is critic
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specialization opportunities, and t
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Figure 20 -Need for Fanshawe Busine
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Section 8. Employer Perceptions of
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Figure 24 - Prefer University Gradu
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Figure 26 - Pay Differential, Unive
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(Table 24). Almost all those who re
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offering at Phoenix University and
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Over one‐third of those who are i
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Those who are interested in part‐
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Table 10. Satisfaction with Online
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Appendix C. Details of University D
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Table 5a. College 2‐year Diploma
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Appendix F. Postgraduate Certific
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APPENDIX B 2012‐2013 Annual Repor
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EXECUTIVE SUMMARY
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Executive Summary 2012/13 Strategic
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Executive Summary 2012/13 Strategic
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SECTION A Government Issues
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A. Government Issues A.1 Government
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SECTION B Board Directions
Page 423 and 424: B. Board Directions Meeting Labour
Page 426 and 427: C. Progress Towards Achieving Board
Page 450: SECTION D Financial Planning / Fina
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Page 455 and 456: D. Financial Planning/Financial Con
Page 457 and 458: D. Financial Planning/Financial Con
Page 460: SECTION E Capital Projects
Page 463 and 464: E. Capital Projects (Policy D-12) E
Page 471 and 472: E. Capital Projects (Policy D-12) -
Page 473: E. Capital Projects (Policy D-12) E
Page 478: SECTION F Appendices
Page 481 and 482: F. Appendices F.2 Financial Project
Page 483 and 484: F. Appendices F.3 Summary of Planni
Page 485 and 486: F. Appendices F.4 Budget Unit Summa
Page 488 and 489: APPENDIX C Course Information Sheet
Page 490 and 491: APPENDIX D Information Technology S
Page 492 and 493: Activity Statements - Enabling Mult
Page 498 and 499: APPENDIX E Faculty CVs Bachelor of
Page 500 and 501: APPENDIX F University Endorsements
Page 505: COLLEGE OF MANAGEMENT AND ECONOMICS
Page 509 and 510: APPENDIX G Request for Exception to
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