VCC Business Plan 2013/ /16 1

Transcription

1 VCC Business Plan 2013/ /16 1

2 Table of Contents: Message from the President 3 Factors that Influenced our Business Plan 5 Key Performance Indicators 7 Key Initiatives for 2013/14 Relevant and quality education 9 Diverse and sustainable sources of revenue per cent enrolment 12 *VCC rate exceeds the sector average 2 VCC Business Plan 2013/ /16

3 Message from the President: Vancouver Community College (VCC) operates in an environment of ever-changing labour market and educational needs. To ensure our college addresses these challenges in the best way we can, we developed a three-year Strategic Plan ( ) and created our first Education Plan. Next we turn our attention to producing an annual Business Plan which establishes a defined agenda for our work this fiscal year (2013/14). This Business Plan is informed by our four strategic goals: 1) student access and success; 2) operational excellence; 3) partnerships and collaboration; and 4) increasing our brand appeal. The Plan also focuses on the need for our college to address three key issues this year that are critical to our long-term success: 1. Improve the relevance and quality of our educational offerings; 2. Develop new sources of revenue to ensure long-term sustainability; and 3. Achieve 100% of our enrolment target. In this document, we outline our key initiatives to address each pressing issue, and describe how we will measure success at the end of this fiscal year. The Business Plan also indicates what we anticipate will be the continuing impact of these initiatives in 2014/15 and 2015/16. We also identify the role that partnerships and collaboration -- with industry and other institutions will play in helping us tackle these challenges to our college s long-term sustainability. This is an exciting time for VCC: a period of tremendous growth and renewal. In each of our schools we are undertaking improvements in curriculum and technology to better prepare our students for the world of work. We are strengthening VCC s connections with industry and the community to ensure our education is relevant for today s and tomorrow s needs. We are building bridges so that students can more easily move from one educational institution to another. VCC is also developing a more comprehensive approach to our access program offerings so that some of our students can be better supported as they work to upgrade their knowledge and basic skills. Lastly, we are making improvements in our administration and operations to work more effectively and efficiently with the resources we have. VCC aims to be a true community college one that is responsive to community needs and serves with pride and distinction the many people, businesses and industries of the community. We remain guided by our absolute commitment to our students, no matter what their background, preparation or life experience. Our goal is to provide them with relevant, high-quality education that will help them achieve whatever their career or job aspirations may be. Sincerely Kathy Kinloch VCC Business Plan 2013/ /16 3

4 Focus for 2013/14: 4 VCC Business Plan 2013/ /16

5 Factors that influenced our plan: Labour Market Changes We are driven by labour market needs and we rely on our partnerships with different industries to shape curriculum, address skill shortages and identify future needs. It is critical that VCC plan for what s ahead, and to do that we must ensure our programs are evolving, relevant and always of the highest quality. We know that, over the next decade, 77 per cent of all jobs will require some post-secondary education. Skills requirements While we are aggressively addressing the need for more skilled tradespeople and career professionals, we are also ensuring our students are equipped with essential skills. Essential skills are those skills that help people continue to learn and adapt throughout their lives. These include reading and understanding text and numbers in instructions and business documents; analytical skills; computer use; oral communication; and the ability to work with others. Demographic shifts British Columbia s population is expected to increase by 17% by 2020 with most of the growth in the Vancouver region. The majority of that population growth is expected to result from migration rather than natural increases. Catering to an increasingly diverse population of learners will shape future VCC programs and services. Other demographic shifts, such as an aging workforce in VCC, will mean an increased focus on succession planning for the College. Participation rates Increasing the participation and success rate of Aboriginal learners is a key goal for VCC. Today, almost half the Aboriginal population is under the age of 25. This represents enormous potential and challenges, especially given that about half of all Aboriginal students do not complete high school. Need for new revenue sources VCC is significantly reliant on government funding when compared with other colleges in B.C. Our goal is to reduce this reliance in anticipation of flat or decreased government funding in the coming years. There are a variety of ways we can improve our fiscal picture while continuing to support innovation and growth including: (1) attracting more international students; (2) expanding our contract training; (3) enhancing our role as a consultant to other countries that are building their post-secondary sectors; (4) maximizing our revenue from our ancillary services; (5) containing costs; (6) improving enrolment and course offerings; and (7) engaging in strategic partnerships. Technological changes Rapid changes in technology, both in the classroom and in the workplace, are shaping our Education Plan. VCC needs to invest more in technology. At the same time, we need to provide more training and support to faculty to help them adapt to these changes and meet the expectations from students and industry. VCC Business Plan 2013/ /16 5

6 Community engagement We engage with our community (e.g., business/industry, non-profits, social service agencies, etc.) more than any other college in B.C. in a way that enhances the depth and richness of education for our students. We know there are even more opportunities to train our students while also making a positive difference in the community in which we operate. Seamless education Lastly, our work is influenced by the need to create a more seamless system of education for the thousands of people who pass through our classrooms. Partnerships with other colleges, institutions, universities and high schools will help us build the bridges that enable our learners to move within the educational system in a way that maximizes student potential. 6 VCC Business Plan 2013/ /16

7 Key performance indicators How will we know we have been successful? Overall, this business plan is designed to help VCC achieve its strategic goals and the critical objectives for this year: 1) improving the quality of our educational offerings; 2) growth in new sources of revenue to ensure long-term sustainability; and 3) 100 per cent enrolment. We will use the key performance indicators set out below to measure our success in reaching these objectives. Each of the key initiatives described in the Appendix to this document will be targeted to achieving these key performance indicators and will have associated measures of success. RELEVANT, QUALITY EDUCATION IMPROVING THE QUALITY OF OUR EDUCATION OFFERINGS KPI 2013/ / /2016 Education revitalization and Quality Assurance Framework Quality assurance framework adopted Program review and renewal undertaken for 4-5 programs Phase 1 of quality assurance framework implemented Program review and renewal undertaken for 4-5 programs Quality assurance framework fully implemented Program review and renewal undertaken for 4-5 programs Levels of satisfaction among students and industry PAC feedback/evaluation mechanism developed Improved scores from PAC feedback/evaluation Improved scores from PAC feedback/evaluation Maintain or improve key student scores Maintain or improve key student satisfaction scores Maintain or improve key student satisfaction scores DIVERSIFIED SOURCES OF REVENUE GROWTH IN NEW SOURCES OF REVENUE TO ENSURE LONG-TERM SUSTAINABILITY KPI 2013/ / /2016 Earned revenue as a percentage of total revenue Earned revenue as a percentage of total revenue increased to 35% Earned revenue as a percentage of total revenue increased to 37% Earned revenue as a percentage of total revenue increased to 40% 100% ENROLMENT KPI 2013/ / /2016 Domestic enrolment Achieve 100% domestic enrolment Achieve 103% domestic enrolment Maintain 103% domestic enrolment International enrolment Increase international enrolment by 10% over 2012/2013 Increase international enrolment by 15% over 2013/2014 Achieve 25% increase in international enrolment over previous year Aboriginal enrolment Aboriginal participation represents 2.9% of domestic enrolment Aboriginal participation represents 3.9% of domestic enrolment Aboriginal participation represents 4.9% of domestic enrolment VCC Business Plan 2013/ /16 7

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9 1. Relevant and quality education: Action Success Indicator 13/14 Success Indicator 14/15 Success Indicator 15/16 Develop and implement Education technology strategy Education technology strategy Education technology strategy technological commitments from developed; 25% of appropriate implementation in progress fully implemented; 100% of the Education Plan. curriculum content available funding sources identified; appropriate curriculum content through online/hybrid/mobile Additional curriculum content now also available learning. available online/hybrid/mobile online/hybrid/mobile technology. learning. Implement Education Revitalization and Quality Assurance framework Ed Co reviewed policy deficits and forwarded select policies to Board; Streamlined program and course development process piloted; Programs reviewed: Culinary; Office Admin (CS); Interior Design (CS); College Prep English; Medical Transcriptionist; Ed Co followed up recs from program renewals dating back to 2006; PAC membership reviewed and adoption of agenda/minute templates and feedback mechanisms in terms of feedback given; Both program level and sector level PACs ensure occupational and sector feedback. Educational leadership training developed to support present and future Ed Co members; PACS provided evaluation/feedback; A further 4-5 programs review/renewal undertaken; Program mix reviewed and adjusted. A further 4-5 Program review/renewal undertaken; Program mix reviewed and adjusted. Integrate VCC s access and Created an organizational unit to New organizational unit is fully Further development of the community engaged learning better integrate access and operational with revenue targets access unit with increased volume programs upgrading programs, improve including those for community- and ratings of KPI s; Improved pathways to credentialed VCC engagement projects (2), Applied conversion rates. programs, and improve links with research projects funded (2), other post-secondary programs or Aboriginal programs & services. entrance to the labour market. Develop and implement an Internationalization strategy Internationalization strategy fully International content present in Internationalization strategy. developed and early implemented; Phase 1 of study all programs; 1% of VCC students implementation started. abroad implemented. in study abroad. Academic Partnerships - VCC developed ESL training Held initial consultations on co- Implemented the co-admission Postsecondary: Implement services for SFU; Started formal admission project with SFU School project; Began collaborative specific programs and pathways laddering of VCC Dance students for Contemporary Arts and VCC s development of applied programs related to the MOU among to SFU for BFA; Approved School Music ; Prepared new in Health, Hospitality and Design SFU/BCIT/VCC VCC/BCIT concept plan for a integrated English language with SFU and BCIT; Ongoing shared transportation facility; programs for BCIT and SFU; planning and business case Plan established for Shared Heavy Implement HD/CT move to shared development for VCC DTN Duty/Commercial Transport facility; Did capital planning for Campus with partners. sharing with BCIT; Concept plan partnered motive power facility developed for VCC DTN and with BCIT; Concept plan approved Broadway Campus. and initial design underway for VCC DTN Campus and formal partnerships determined. VCC Business Plan 2013/ /16 9

10 2. Diverse and sustainable sources of revenue: Action Success Indicator 13/14 Success Indicator 14/15 Success Indicator 15/16 Sustain current contracts while Secured ESL contract; Delivered Delivered ESL contracts ($5m; Delivered ESL contracts ($5m; growing contract training. LMA contracts ($1m); Developed LMA contracts ($1m); Grew LMA contracts ($1m); Grew Plan for contract training growth. contract training ($200k in contract training ($500k added additional revenue). revenue). Expand international enrolment. Increased international enrolment Increase international enrolment Achieve goal of 25% increase in by 10% over 2012/13; expand by 15% over 2013/14. international enrolment over the seats in programs that can previous year. accommodate more international students (culinary; hair design; skin and body, etc) Achieve 100% domestic Achieved 100% domestic 100%+ domestic enrolment in 100%+ domestic enrolment in enrolment. enrolment in career-oriented career-oriented programs; Tuition career-oriented programs; Tuition programs. fees for new programs better fees for new programs better achieve cost recovery. achieve cost recovery. Increase capacity to deliver CIC-ESL contract awarded to VCC; Continue to secure government Continue to secure government federal, provincial and Secure targeted Provincial contracts; Earned revenue target contracts; Earned revenue target international contracts. contracts; Earned revenue target of $6 million. of $7 million. of $5 million. Improve capacity of ancillary services to generate revenue. Generated profit of $280k. Generated profit of $500k. Sustained profit levels. 10 VCC Business Plan 2013/ /16

11 3. 100% enrolment: Action Success Indicator 13/14 Success Indicator 14/15 Success Indicator 15/16 Redesign Enrolment Services. Strategic enrolment management Phase 1 Strategic enrolment New Enrolment Services area and strategy developed and adopted management strategy systems launched; 95% levels of in consultation with the VP; implemented; Service centre for satisfaction with services and Student satisfaction enrolment students with wait times reduced support; Student mobile self- survey improves to 85% (from to less than 10 minutes; 90% service; Highly responsive systems 80%); Wait times for service levels of satisfaction with services in place; Online applications under 15 minutes; Online and support; Online applications increased to 50%; Increased by applications increased to 35% increased to 40%; Moved 20% of another 20% people using the (currently 30%); Introduced self- people from in-person self-serve application process. serve kiosk for applications. applications to self-serve kiosk. Improve Aboriginal participation. Scholarship program launched; Increased opportunities for Improved Aboriginal student Implemented 2 program offerings Aboriginal students in VCC completion of VCC education. with Vancouver School Board. programs. Implement Academic Partnership College entrance scholarships Established five new courses; Additional new courses added; with VSB (specific programs and with VSB begun; Started selection Expanded range of supported VCC offered dual credential trade pathways for aboriginal students of target VCC Schools and trade high schools in VSB system; First programs with VSB schools; as outlined in MOA between programs to develop first cohort of VSB/VCC Aboriginal Expanded Aboriginal laddering VCC/VSB.) VCC/VSB Aboriginal student students completed certificates. programs to all VSB students. pathways. Develop and launch a fresh, Ads launched in new venues; Further increased pool of Continued growth in pool of distinctive advertising campaign. Increased pool of potential potential students measured potential students as measured students measured through through Increased website traffic by increased website traffic (see increased website traffic (see (see below) and inquiries; below); Achieved enrolment below) and inquiries; Achieved Achieved enrolment targets. targets. 100% AEIT enrolment. Develop and/or redesign marketing and recruitment materials. Priority materials (recruitment) are redesigned; Developed new marketing materials for key program areas. Templates created for departmental use; 75% of materials produced by VCC have a consistent and vibrant look, feel 100% of materials produced by VCC have a consistent and vibrant look, feel and quality to the design and information. and quality to the design and information. Completely redesign VCC s Increased traffic to the website by All programs or departments have Increase traffic to the website by external website with improved 20% over 2012/13; Student marketing information on the 10% over 14/15; Achieved visuals, navigation and marketing enrolment growth to achieve website; Increase traffic to the enrolment targets. appeal. 100% AEIT enrolment. website by 20% over 13/14; Achieved enrolment targets. VCC Business Plan 2013/ /16 11