St. Lawrence College Business Plan Dream it. Then live it.

Transcription

1 St. Lawrence College Business Plan Dream it. Then live it.

2 Business Plan St Lawrence College s Business Plan outlines the college s annual action plan aimed at achieving the goals of our new Strategic Plan ( ). Our vision To Be a Great Learning College will be further realized by the annual objectives laid out in this plan. Our strategic plan puts learning at the centre of all we do and our strategic objectives of Learning Excellence, Community Engagement and Institutional Strength will be achieved through concrete and measurable action. The St Lawrence College community has been dreaming it and living it for over forty years. We are proud of our history of providing access to excellent programs that meet the learning needs of our students and our communities. When you ask our students, they will tell you that their experience at St Lawrence College means that anything is possible for them, and a promising future is not only what they expect, but is within their reach. Our annual Key Performance Indicators reveal that our students get jobs, and that their employers are extremely satisfied with the skills our students bring to the workforce. Students and employers alike know that we are student focused and that we give our learners the support, the encouragement and the tools they need to achieve and live their dreams. Over the past few years, we have achieved a level of financial stability that allows us to dream even bigger. In we will continue to invest in areas that ultimately ensure a rich student experience. Continuous investment in innovative programming; providing multiple pathways to obtaining an education and the creation of centres of excellence will be among this year s priorities. The learning environment will be enhanced through student success initiatives and by making major investments in infrastructure at all three campuses. We will collaborate with community partners to harness capacities through business development, and we expect to make a significant economic and social contribution to our communities through solution focused applied research. Key to our ability to achieving these goals is to invest in the development of our most important asset our people by extending opportunities to them to achieve their personal and professional goals. I look forward to working with you as we embark on this new plan. The Business Plan respects the need to plan responsibly. However, ours is a dynamic working environment, and I encourage you to innovate, take risks and embrace the opportunities that this plan presents. 1 Chris Whitaker President and CEO Vision: To be a great learning college Mission: To meet the learning needs of our students and our communities

3 1. ACHIEVING LEARNING EXCELLENCE As a Great Learning College we define Learning Excellence through the success of our learners. Success is achieved in large part through the college s ability to provide pathways and access to opportunities that learners find relevant and enriching. We will focus on outstanding program quality, flexible and innovative delivery models, and a commitment to a rich learning environment and experience. The learning experience is enhanced by programs that support learner retention and by ensuring excellence in customer service. We will know that we are successful by the feedback we receive from our learners through Key Performance Indicators, Graduation Rates, and Employer Satisfaction. In we will apply our efforts toward this goal in the following ways: 2 GOAL 1.1. Improve Student Success through the prioritization and coordinated delivery of key student success initiatives as defined in the student retention plan 1.1a. Develop and document services inventory and service delivery matrix for academic and student success programs/ initiatives by the 3rd quarter. 1.1b. Identify and begin implementation of a coordinated services pilot project for student retention by the 3rd quarter. 1.1c. Develop and implement student roadmap to success guide and service catalog the 4th quarter. /VPS&EA (R) Dean of Arts/D Student Services/Registrar

4 GOAL 1.2 Continue implementation of the revised course outline format 1.2a. 10% of course outlines will be converted to the new template by Sept Additional 3% converted by Mar (A)VPA (R)Brockville Campus Dean (Lead) 1.2b. A minimum of three training sessions for faculty and academic administrators will be conducted on course outline standards at each campus by Sept c. A revised academic policy for course outline standards approved by Academic Council by Dec Review and revise Academic and Student Policies 1.2d. Develop and implement a management system for course outline access and renewal by Mar Review existing policies; identify policy gaps; develop policy where required; and complete by March Establish framework for policy review. (R) Dean of Arts, Academic Deans, Registrar, Director Student Services Improve customer service satisfaction 1.4 Development and implementation of an integrated services strategy that consolidates, standardizes and leverages web-centric self-service models (A) VPS&EA (R) Director, Student Services, Registrar, Manager, IT Applications 1.5 Inventory and review academic partnerships and articulation agreements 1.5 Confirm known partnerships and agreements ensuring accurate data for Career Guide. Compliance with Binding Policy relating to Advertising and Marketing Guidelines. (R) Brockville Campus Dean (Lead)

5 GOAL 1.6 Based on the exploration and research conducted in , develop criteria and benchmarks for potential centres of excellence 1.6 Policy and process for centres of excellence designation established (R) All Deans 1.7 Complement the advancement of CofE through applied research 1.7 Identify and charter select applied research projects through the College s membership in Colleges Ontario Network for Industry Innovation (CONII) (R) Director, Research 1.8 Explore potential niche programming within the context of a complementary multi-year strategic enrolment plan 1.8 Implement recommendations from the annual New Program Review Team / VP S&EA (R) Program Review Team 1.9 Invest in Distance Education 1.10 Implement utilization of course equivalencies functionality within PeopleSoft 1.9 Implement Business Plan for Distance Education 1.10 Functionality implemented by Mar 11 (R) D School of PT Studies, (R) Registrar Manager, IT Applications Launch 8 new alternative delivery initiatives 1.11 Eight new alternative delivery initiatives launched in academic year (R) All Deans

6 2. DEVELOPING COMMUNITY ENGAGEMENT As a Great Learning College we define Community Engagement as success in developing and maintaining effective partnerships within our communities and our region with key government, business and individual influencers. Through these synergistic alliances we will identify opportunities that create and support learning and business development opportunities, with a focus on relevance to college programming, destination careers, and to personal and professional growth. In we will apply our efforts toward this goal as follows: GOAL 2.1 Complete the business development strategy 2.1 Align resources and deliver 1 new sustainable, non-funded revenue stream. 2.2 Develop an integrated contact management system in support of advancing external relations and partner development 2.2 System in place by Dec (R) Director Alumni and Foundation 2.3 Enhance brand identity and prospect decision making 2.3 Implementation of social networking functionality and website improvements March (R) Manager, Marketing and Communications 5 3. BUILDING INSTITUTIONAL STRENGTH As a Great Learning College we define Institutional Strength based on the dual criteria of efficiency and effectiveness. Efficiency requires us to maintain a strong focus on financial sustainability, business process development and public accountability. Effectiveness is achieved through sound decision making, consistent focus on continuous improvement of systems and services, and effective feedback mechanisms. Providing faculty and staff with opportunities to develop professionally -both formally and informally- is key to effective achievement of our mission. Institutional strength is the foundation of all that we do and will be measured by how well we realize the following goals: GOAL 3.1 Develop overarching institutional policy framework 3.2 Complete Knowledge Infrastructure Program Projects and Wind Turbine Shop 3.1 Review existing policies; identify policy gaps; develop policy where required; and implement policy framework by March All projects completed by March 2011 (A) President and CEO (R) EA to President and CEO (R) Director Facility Management Services

7 GOAL 3.3 Launch a fundraising campaign in support of the Cornwall Campus Revitalization 3.3 Secure $4.5M in pledges by end of FY 2012 (R) Director Alumni and Foundation 3.4 Continue implementation of HR audit recommendations 3.4a. HR Policy and procedures reviewed and updated by end of FY 2011 (R) Director HR and OD 3.4b. Conduct review of key HR processes (hiring/payroll) Develop and implement improved processes by end of FY c. Conduct departmental analysis of HR roles and resources by end of FY Conduct employee satisfaction/climate survey 3.5 Develop and conduct survey by Nov 2010 (R) Director HR and OD 3.6 Review performance management process 3.6 Implement improved PM process for Admin staff by end of FY 2011 (R) Director HR and OD 6