COMPREHENSIVE INSTITUTIONAL PLAN

Transcription

1 COMPREHENSIVE INSTITUTIONAL PLAN COMPREHENSIVE INSTITUTIONAL PLAN ANY TIME, ANY PLACE, ANY PATH, ANY PACE.

2 ii bowvalleycollege.ca

3 CONTENTS Executive Summary 2 Comprehensive Institutional Plan at a Glance 4 Chair and President's Message 5 Institutional Context 6 Mandate 7 Plan Development 8 Environment Scan 10 Goals, Priorities, Outcomes, and Performance Measures 14 Learning Partner for Life 15 Excellence in Applied Education 16 Community Connectedness 17 Diversity Advantage 18 Capacity for the Future 19 Applied Research 20 Enrolment Plan 21 Performance Measures 22 Financial and Budget Information 24 Investment Priorities 25 Budget Assumptions 26 Statement of Operations 30 Statement of Cashflow 31 Capital Plan 31 Internationalization 33 Resource Implications 34 Appendices 36 Guiding Values and Learning Philosophy 36 Learning Outcomes 38 Strategic Monitoring 39 Risk Register 40 Comprehensive Institutional Plan

4 EXECUTIVE SUMMARY Over the next three years, we will emphasize creating pathways to learning and the workplace. We will invest in curricula development to deepen and broaden our programming mix as well as foster and strengthen relationships with employers and industry. Already, the College contributes to a broad network of pathways to facilitate learner mobility and success. We will build on our partnerships with school districts in the Calgary region and throughout southern Alberta, so more high school learners can take College credit programming while completing their high school diplomas. We are emphasizing advanced foundational programming (English Language Learning and Academic Upgrading) to prepare more learners for our career programs. Further along the pathway spectrum, we are investing in program development to create post-diploma certificate programs that ensure ongoing professional competency within a diversified economy. These post-diplomas and specializations will be targeted to learners already in possession of diplomas or degrees. We will also open pathways into new career programming, with emphasis on information, communications, and design technologies. At the other end of the pathway spectrum, we will create a new business development department to engage and deepen relationships with employers and industry. We will make targeted investments to bring customized training solutions and non-credit certificates to workplaces and deliver new competencies required by a 21st century workforce. Our operating budget is a breakeven budget with revenues equal to expenses for a nil surplus. The two forecast years show deficits of $2.0 million ( ) and $2.6 million ( ). The College will work diligently toward balanced budgets and a sustainable funding model for future years. The balanced budget was achieved through a zero-based approach on a number of line items, and by ensuring that reductions in revenues were offset by a reduction in expenses on a department-by-department basis. Compensation costs have increased due to collective bargaining agreements settled with AUPE and the College s faculty in Compensation will also increase in based on known step and benefit increases. Net assets will be utilized where appropriate to target one-time or time-limited strategic priorities, with the expectation that these investments for the future will result in revenue and enrolment growth over time. While difficult decisions have been made to address current funding limitations and enrolment will be constrained in certain programs in the near term, the College will strive to find effective solutions to the challenges of future-year budget deficits. Our objective is to deliver progressive, innovative, high-quality programs that meet the current and future needs of Albertans. We are a resilient learning community, and with the continued support of our partners and the Government of Alberta, we are optimistic about the role Bow Valley College will play in delivering quality education in a modern Alberta economy. 2 bowvalleycollege.ca

5 Learning Partner for Life New models of learning partnerships: Build new systems of learning that engage employers, learners, and the College directly in the learning process and outcomes Lifetime attachments: Create the systems, policies, practices, and programming that will lead to a lifetime attachment for learners, alumni, employees, and communities Affordable learning: Build new strategies through advancement and partnerships to open the doors to learners with challenges Learning-centred customization: Further develop pathways, programming, services, and curricula design that promote a distributed, flexible, interactive, unbundled, and supportive environment Excellence in Applied Education Access mission: Evolve access designed to engage the maximum number of potential participants, including Aboriginal peoples Franchise model: Develop systems and criteria to maximize delivery of the Bow Valley College credential and learning experience through partnering or franchising agreements locally and internationally Pathways: Build upon the current systems of transfer, articulation, advanced placement, and dual credit programs to create seamless options for lifelong learners Credential learning: Develop innovative models to recognize, credential, and bridge learning from informal and formal sources Training source: Become the strategic source for professional development and training for professional organizations, accreditation bodies, employers, unions, and regulatory agencies Integrated learning: Foster a community of learning and service that champions a shared focus on holistic education and learner engagement Community Connectedness Community relationships: Build strategic relationships that extend our reach into the community and engage stakeholders in our College community to enhance the learning experience and create opportunities for service learning Community service: Generate opportunities for learners and staff to work in service of community as part of their learning for life International education: Create linkages between international markets and our College community and foster and support learning opportunities abroad that enrich learning experiences and outcomes Diversity Advantage Celebrate: Promote our current strengths in our internal and external communities Workforce training: Be a leader in the delivery of inclusive supports, training, services, advocacy, and employer engagement Multi-language options: Explore and expand possibilities of offering services and programming in multiple languages Capacity for the Future Exploit technology: Change the way learning and services are delivered beginning with mobile technology and other advances to keep on the cutting edge Well-qualified and engaged people: Recruit, retain, and develop our people and foster an organization where people embrace new opportunities and continue to learn Financial sustainability: Raise, steward, and advance the resources the College will need through new financial models and partnerships Applied Research Technology and learning: Improve capacity in teaching and learning General workforce development through foundational learning and assessment Health workforce development and deployment: Build expertise and capacity in knowledge transfer and skills acquisition for efficient, effective health services delivery Immigrant advancement: Develop and share our expertise in immigrant and intercultural advancement Comprehensive Institutional Plan

6 COMPREHENSIVE INSTITUTIONAL PLAN AT A GLANCE Learning any time, any place, any path, any pace. Assessment and career development services Education, training, and credential Learnware, consultancy, and applied research LIVE A BETTER LIFE LEARN A BETTER LIVING Learners The Community Workforce Preparation (training and retraining) Workforce Enhancement (lifelong career development) Workplace Learning (organizational contracts) Primary Investor Individuals Tuition Individuals Subsidy, Tuition, and Contracts Individuals Tuition Employers Contracts Product Strategy Build learning options to foster community vitality Expand career and access options supported by career development and applied research Build flexible new offerings for working learners Help clients define need then develop and deliver or broker solutions Promotional Strategy Implement distinct promotional strategies Target promotions to grow and optimize enrolment and reach in the region Implement distinct promotional strategies Maintain and build strategic relationships with business and employers Delivery Strategy Multiple options yearround (time, place, delivery strategies) Blended delivery integrated with the workplace Multiple options yearround (time, place, delivery strategies) In the worksite and online Facility Needs Downtown campus and community partners Downtown campuses expansion and sites in our region and others Maximize campus utilization and use of partners facilities and rural sites Our clients worksites and online 4

7 CHAIR AND PRESIDENT S MESSAGE Bow Valley College extends congratulations to Alberta s new government. We are extremely well positioned to play an important role in delivering quality post-secondary education in southern Alberta. We look forward to partnering across ministries to advance government s priorities within the context of our mandate. Together, we will deliver practical and relevant adult education outcomes that align with government strategies, community aspirations, employer needs, and learner potential. This Comprehensive Institutional Plan continues to progress Bow Valley College toward our vision for outcomes-focused, competency-based applied education delivered any time, any place, any path, and at any pace. This is learning that fits into busy lives, suits diverse learning styles, and gives access to learning content and resources where and when needed. Over the course of this plan, we will build on our strong foundation to implement the next phase of development toward our strategic vision by investing in three development and growth priorities: Building new pathways into entry career programs, career majors, post-diploma certificates, workplace certifications, other academic programming, and the workplace; Investing in curricula development to introduce new career program majors, specializations, and programming areas; and Enhancing our relationships with workplaces to deliver the kinds of training they most need, facilitate customized training solutions that respond to market diversification, and support continuing professional competence. Meeting these priority goals will require an ongoing responsible financial management and operational focus throughout the plan. We are seeking efficiencies throughout our operations and have taken difficult decisions regarding program priorities. We will make targeted one-time investments from Internally Restricted Net Assets to support the above development and growth priorities by assuring our technology capacity, developing curricula and rich learning resources, and supporting initiatives that diversify our revenue streams. Our objective is to generate further investment options, to grow revenue over time and to contribute to sustainable funding for Bow Valley College. This three-year plan will also place more emphasis on career programs and creating career-ready graduates that have relevant skills on day one and can adapt as the economy changes, delivering discipline specific skills and the broad practical skills of which employers are expecting from their workforces, and creating a uniquely nurturing learning environment that supports learners achievement. We are also committed to achieving outcomes through targeted and efficient use of public resources while generating a significant return on taxpayer investment. Government sees a 17 per cent return on investment in Bow Valley College over the working lives of our career-ready graduates. This is realized in enhanced personal tax contributions, a reduction in social program reliance, and increased social engagement. In many ways, Bow Valley College is an essential contributor to the regional and provincial economies as well as an important force in uplifting communities. With present financial resource constraints, we expect enrolment growth in some career programs, in which learner and labour market demand are greatest, and shrink in other program areas of the College. Given the reality of the financial constraints under which we are operating, overall we expect College enrolment to make modest gains in year one and to hold steady in years two and three of this plan. The key regret of this plan is that we will continue to turn away many qualified applicants at a time when the overall demand for post secondary education is increasing, exacerbated by the current economic downturn. Our Board remains concerned about existing College capacity (both physical infrastructure and online) going unutilized, representing a missed opportunity to address labour force requirements of Alberta s fastest growing city and regional economy. This Comprehensive Institutional Plan draws on the collective wisdom of our Board of Governors, College leadership teams, our stakeholders, and our community supporters. It reflects Bow Valley College s focus on a transformative learning experience, to offering employers a different kind of graduate, to contributing to a diversified modern economy in Alberta, to engaging in our community and to being a progressive partner with our sister post-secondary institutions. David Collyer BOARD CHAIR Sharon Carry PRESIDENT AND CEO ACCOUNTABILITY STATEMENT This Comprehensive Institutional Plan was prepared under the Board s direction in accordance with legislation and associated ministerial guidelines, and in consideration of all policy decisions and material, economic, or fiscal implications of which the Board is aware. David Collyer BOARD CHAIR Comprehensive Institutional Plan

8 INSTITUTIONAL CONTEXT Vision To be an innovative world-class college, rooted in communities enabling people to Learn a better living TM and Live a better life. Mission Where people live and work, Bow Valley College will contribute to the vitality of communities and the strength of the economy through innovative adult education programs and services which equip people for successful living, lifelong learning, and work in a global, knowledge-based economy. Centres for Excellence Centre for Excellence in Foundational Learning Centre for Excellence in Immigrant and Intercultural Advancement Schools Chiu School of Business School of Health, Justice, and Human Services Client Focus Immigrants Rural Communities International Learners At-Risk Youth Under- and Unemployed Front-Line Workers Aboriginal Communities Post-Secondary Graduates Persons with Disabilities Encore Career Learners Correctional Inmates High School Non-Completers and Graduates Values Excellence Accountability Integrity Teamwork and Trust Learner- and Learning-Centred Concern for People Respect for Diversity Strategies to Achieve our Any Time, Any Place, Any Path, and Any Pace Vision for Learning Being a Learning Partner for Life Delivering Excellence in Applied Education Optimizing our Community Connectedness Advancing our Diversity Advantage Growing our Capacity for the Future Locations Airdrie Banff Calgary North Campus South Campus West Campus Calgary Correctional Centre Calgary Remand Centre Canmore Cochrane High River Okotoks Siksika Nation Rocky Mountain House Strathmore Three Hills Treaty 7 First Nations Program Areas Nursing and Health Business Justice Studies Human Services Bridging Programs Academic Upgrading Adult Learning Facilitation Curriculum Development and elearning Community Services and Education Technology and Design Literacy and Essential Skills English Language Learning Career Development Services International and Intercultural Communications 6

9 MANDATE Bow Valley College is a public, board-governed college operating as a comprehensive community institution under the Post-secondary Learning Act of Alberta. Operating in Calgary and throughout the surrounding region, our multi-campus college provides broad programming, including certificates, diplomas, foundational learning, and upgrading programs. Our programs and services are learner-centred, outcomefocused, and designed to provide graduates with opportunities to improve their lives, prepare for further education, and advance their careers. Bow Valley College responds to regional, community, industry, and learner demand. Our career certificate and diploma programs are primarily focused on business; administration; health; human services; legal and security; early learning and education; and information, communications, and design technologies. Our extensive foundational learning programs include adult literacy, essential skills, academic upgrading, and English as a second language, offered either independently or integrated with skills training and career development support. As a comprehensive community college with regional stewardship responsibilities, we work with community-based adult learning partners to meet literacy and foundational learning needs and ensure access to a full spectrum of learning opportunities in the city and surrounding region. As a Campus Alberta partner, we collaborate with other educational organizations, post-secondary institutions, governments, business, and community agencies to contribute our organizational expertise to the economic and social well-being of our province. Bow Valley College is committed to expanding access for adults of varied social, cultural, economic, geographic, and academic backgrounds. As an access college, we have a special focus on creating educational opportunities for immigrants, Aboriginal peoples, international learners, persons with disabilities, older workers, at-risk youth, and the unemployed and underemployed. Our curriculum and support services reflect the diversity of our learners. We emphasize small classes, highquality instruction, applied learning, focused work experience, and extensive learner support services. Bow Valley College offers credit and non-credit instruction year-round, on a full-time, part-time, and distributed learning basis, both independently and through partnerships and collaboration. To meet emerging workforce needs, our programs, curricula, and educational services are also customized to meet the specific requirements of industries, educators, communities, and workplaces locally, provincially, nationally, and internationally. Bow Valley College pursues applied research activities to enhance teaching and learning and foster innovation in support of industry sectors where our academic expertise enables such a contribution. The College is known for and engaged nationally in the research, development, and commercialization of assessment and training tools used to measure and enhance the essential skills of adults in educational and workplace settings. Bow Valley College is dedicated to providing people in our city and region with access to high-quality, efficient and effective lifelong learning opportunities and to the responsible educational, fiscal, and environmental stewardship of resources. Approved by Dave Hancock, Q.C. Premier and Minister of Innovation and Advanced Education April 28, 2014 Comprehensive Institutional Plan

10 PLAN DEVELOPMENT This Comprehensive Institutional Plan responds to the strategies set out in our long-term strategic plan for any time, any place, any path, and any pace learning. Our board-led and community-based strategic planning process collected conceptual and practical ideas from 2,000 Albertans, including learners, faculty and staff, civic and industry leaders, government officials, philanthropic investors, and partners. Their contributions informed a strategic framework for this and successive Comprehensive Institutional Plans. External Consultations Through the course of our work, we engage a broad range of stakeholders, including governments, other Campus Alberta partners, community learning and literacy organizations, Aboriginal communities and leaders, immigrant-serving agencies, school districts, economic development offices, industry and community leaders, and philanthropic investors. We update our partners on our progress with implementing our comprehensive community college mandate, receive diverse input into our planning, and identify opportunities for collaboration and capacity-building. Recent Initiatives Resulting from External Consultations Enhanced Learning Outcomes Established the Talisman Energy Hub in Social Enterprise and the BMO Centre for Experiential Learning, supporting learner development, soft skill acquisition, and community consciousness through immersive learning environments, student mentoring, and student business competitions Established the RBC Business Accelerator Centre to provide entrepreneurs with the essential foundational skills needed for business development, financial management, and other key aspects of developing and operating a business Campus Alberta Collaborations: Learning Opportunities Working with Olds College to offer learners opportunities to take Business Administration and Fashion and Merchandising courses as part of a diploma program Partnering with NorQuest College to exchange program curricula Partnering with Lethbridge College to explore transferring two certificate programs to Bow Valley College, contingent on Government of Alberta support Aboriginal Community Support Established the Alberta Aboriginal Construction Careers Centre, a two-year pilot program that supports Aboriginal workers with developing skills and employment opportunities in the construction industry, in partnership with NorQuest College, the Government of Alberta, Aboriginal communities, and the construction industry Celebrated 18 Early Learning and Child Care graduates in Stoney Nakoda; three First Nations bands facilitated the success of this program and its learners Collaborated with Indspire, a national Aboriginal organization, to host the SOAR General Assembly, a congregation of Aboriginal high school learners and other young adults considering career and adult learning opportunities The College hosted a Canada Day Pow Wow on Prince s Island in partnership with the City of Calgary in 2014 and will do so again in 2015 Enhanced Access Launched a unique match saving bursary pilot program to assist learners with overcoming financial barriers while providing financial management training in collaboration with Momentum Launched an initiative to engage the philanthropic community in targeting investments that address barriers to learning and viable employment affecting women Coordinated an additional housing partnership with the YWCA for a total of 30 self-contained housing opportunities for single Bow Valley College learners 8 bowvalleycollege.ca

11 Open Pathways, at Home and Abroad Delivering high school upgrading to community members that fall under Alberta Education funding, in partnership with the Canadian Rockies School Division Delivering high school upgrading and facilitating access to university and college correspondence courses to athletes aged in partnership with the Winsport Junior Cross-Country Ski Team Delivering dual credit opportunities in business and health with five school divisions in the Calgary region and southern Alberta as well as online Establishing several transfer and articulation agreements with Campus Alberta partners to promote learner mobility and advanced credit where competencies are already mastered Collaborated with Caribbean Community (CARICOM) Youth Skills Development initiative to provide Test of Workplace Essential Skills (TOWES) training in St Vincent, Grenadines, and Dominica Campus Alberta South Partnership Collaborating with three partner institutions on Bow Valley College s campus to create integrated learning opportunities and one service system, where feasible Campus Alberta Policy Discussions Supporting provincial policy discussions through president and board chair s contributions to Campus Alberta Strategic Directions Committee ecampusalberta Contributing to online learning curriculum and courses with all 26 members of Campus Alberta Internal Consultations The Board of Governors sets the priority directions for the Comprehensive Institutional Plan at its autumn retreat and approves components of the plan over the spring months before approving the full plan at its meeting in May. College committees with cross-institutional leaders and representatives provided input into the operational, programming, enrolment, and financial planning elements of this Comprehensive Institutional Plan. Learners influence planning processes through representation on the Board of Governors and Academic Council. Additionally, members of the College s Executive Team meet with the students council to consult on tuition, fees, and planning priorities. The College s two bargaining units also provide input into College strategic directions through regular meetings with the Executive Team. Division and department leaders consult in their areas and facilitate the collaborative development of departmental and divisional planning, both of which respond to and influence College planning and deliberations. ApplyAlberta Leading in ApplyAlberta to ensure a central access point for prospective learners to apply to programs of study at one or more of Alberta s post-secondary institutions Library Services Participating in five library collaborations: The Alberta Library The Lois Hole Digital Library Alberta Association of Academic Libraries The Calgary Library Prairie and Pacific Libraries Sharing collections to benefit learners, staff, faculty, and researchers with accessing information and resources Emergency and Risk Management and Legislative Compliance Participating in risk management collaborations and capacity-building committees Comprehensive Institutional Plan

12 ENVIRONMENT SCAN In the spring of 2015, Albertans elected a new majority government, led by Premier Rachel Notley. This is a time of uncertainty, change, and dialogue as Albertans and their government design a new future together. As a nimble and responsive organization, Bow Valley College will be a reliable partner in preparing a skilled workforce for a diversified 21st century economy as well as encouraging inclusive workplaces and engaged communities. Low Oil Price Environment Tests Alberta s Resilience Our province is facing a fiscal challenge. Significant decline in energy prices and royalties has strained our fiscal foundation. In response, government is focused on economic diversification and a different tax structure to improve fiscal sustainability. The previous government forecast GDP to grow by 0.4 per cent in 2015 and 1.7 per cent in Otherwise, the average annual growth rate since 2010 was four per cent 1. More recent forecasts indicate the province could experience a mild recession, suggesting more effort is required to decouple our province s economic vitality from energy prices. With fewer employment opportunities available, more Albertans will retool and upskill 2. Slower Economic Growth Places Additional Access Demand on Bow Valley College Campus Alberta institutions tend to see stronger enrolment growth when the economy cools, and more Albertans recognize Bow Valley College as most suited to meet their needs. Following the recession, full load equivalent (FLE) enrolment in Campus Alberta expanded by 5.2 per cent in year-over-year. At the same time, Bow Valley College s FLE enrolment grew by 16.7 per cent year-over-year. In the years following the recession, Bow Valley College continued to experience strong enrolment growth. Since , our enrolment expanded by 25 per cent, making Bow Valley College the fastest growing and largest college in Alberta. Today, we serve over 15,000 learners annually. The current economic slowdown is expected to elevate unemployment in Alberta from 4.7 per cent in 2014 to 6 per cent by the end of As a result and consistent with historical patterns, we anticipate additional demand for access to college programming and Bow Valley College certificates and diplomas in particular as more Albertans seek to build resilience against a tightening labour market. However, current funding constraints already mean that we cannot meet current levels of demand. In Fall 2014 and Winter 2015, we turned away 950 and 900 qualified applicants. Already, we have waitlists in several career programs for Fall The College cannot serve many more additional learners, which is reflected in our three-year enrolment plan, without new and ongoing investments from government. 10

13 Agenda for Finding Efficiencies Maximized Our tremendous enrolment growth occurred simultaneously with a period of constrained public investments in Campus Alberta institutions. The previous Alberta government made several funding changes since , introducing both cuts and new allocations as resources permitted. On the basis of per full load equivalents as reported in , Bow Valley College s operating grant is the lowest of all the colleges, 49% lower in fact than the college with the next lowest level of funding. Our ability then to serve more students by drawing on efficiencies has diminished. With more public funding cuts expected in the years ahead, including a projected 1.4 per cent and 1.7 per cent cut to our Campus Alberta Grant over the next two years, our path forward will be difficult. We have also absorbed cuts to our Skills Investment Plan (SIP) funding in recent years, including an approximate six per cent reduction in The Alberta government pays tuition and fees of eligible learners through Alberta Works as well as sets funding allocations and program and eligibility criteria, which in turn drive associated enrolments. Cuts to SIP place additional cost pressures on the College to meet its statutory obligation 4 to provide foundational learning. The College has made a conscious effort to invest in foundational learning, representing a net draw of approximately $2.9 million per annum against our Campus Alberta Grant. More recently, we understand that a tuition increase of 2.2 per cent and tuition market modifiers, set to take effect, are at risk as the new government considers how to implement its election commitments. The combination of these two tuition adjustments could represent a decline in tuition revenue of up to $1.1 million in and $1.7 million in and We have historically managed fiscal constraints yet promoted growth through five key strategies: Diverting resources to support our priorities; Optimizing our programming mix; Filling program seats to optimum levels; Implementing operational efficiencies; and Streamlining staffing based on operational and financial necessity. These served our College and community well in the past, and we have done our part with serving the ministry s goal for a more financially sustainable system. In fact, we have built up our internally restricted net assets over the years through prudent financial management in order to target one-time or time-limited investments to achieve our vision. However, on the basis of per full load equivalents, Bow Valley College s operating grant is the lowest of all colleges. Our ability then to serve more students by drawing on efficiencies has been maximized. In this Comprehensive Institutional Plan, we present a balanced budget in yet forecast deficits of $2.0 million and $2.6 million in years two and three of our operating plan. We will resolve those deficits, as we are required to do by law, but expect to reduce or hold enrolment constant in some access programs in order to expand enrolment in career programs for which industry demand is greatest. We expect overall enrolment to grow modestly in year one and hold steady in years two and three of this plan. Importantly, Bow Valley College registered 1,850 turn-aways of qualified applicants in due to insufficient government resources to augment their tuition. With fewer employment opportunities available, more Albertans retool and upskill, and more recognize Bow Valley College as best suited to meet their needs. Comprehensive Institutional Plan

14 ENVIRONMENT SCAN Bow Valley College: Indispensible to Labour Force Development The Calgary Economic Region holds four per cent of Canada s population but garnered more than 10 per cent of Canada s job growth since December This level of job growth is driving more people to the Calgary region from other provinces and international jurisdictions. Calgary s population is forecast to increase by 120,500 by Over this period net migration is expected to drive 59 per cent of growth (71,000) while natural increase is forecast to drive the remaining 41 per cent (49,500) 6. In 2013, the majority (57.9 per cent) of Alberta s labour force had a post-secondary credential. This includes 35 per cent who had a certificate and diploma and 23.9 per cent who had a bachelor s or graduate degree 7. It is Bow Valley College that stands at the centre of these converging trends reshaping our province, economy, and communities. With a new government in Alberta, we understand that there will be shifts in policy and new expectations placed on us to support Campus Alberta and the government s plan. We are a nimble College and will align to government priorities and prepare the workforce for a diversified economy. Bow Valley College has infrastructure capacity to support enrolment growth, help meet labour force requirements, and contribute to economic diversification. Ensuring homegrown work-ready graduates help Alberta succeed We remain committed to developing a resilient workforce for a 21st century economy. To do this efficiently, we focus on developing program specializations. After a common foundational year, learners specialize in year two of the program. This enables us to make curriculum tweaks quickly and align with emerging trends in the fast-paced labour market. In addition, the College offers work placements in most programs and incorporates soft skill development, like teamwork and intercultural competence, into program curricula. Our model of applied learning provides discipline specific theory with the broad practical skills for which employers are calling. Ninety-three per cent of our career graduates go onto work in related fields, and 80 per cent stay to live and work in Calgary and the surrounding region 8. While we nurture and develop work-ready graduates, we also engage employers and employees in promoting continuing professional competence. We will place a renewed focus on creating new partnerships and partner with industry to facilitate workforce development. We will promote and reposition our non-credit courses in the marketplace and design new courses, including post-diploma certificates in health and business, that promote ongoing professional competence. We will define achievable targets to enhance our revenue generation and lesson our dependence on government funding. As an access College, by mandate we engage underrepresented populations by focusing on essential skills development, responsive environments, and transitions to the workplace. Underrepresented populations include people with disabilities, Aboriginal peoples, and newcomers to Canada. Successful and broad engagement promotes greater social and economic inclusion and positions Alberta to make real gains against a persistently low post-secondary education participation rate and high demand for labour and skills. Bow Valley College engages Aboriginal peoples and communities through three strategies: 1. Embedding Aboriginal culture and traditional teachings into appropriate programming; 2. Supporting Aboriginal communities with building and strengthening their own adult education models and programming; and 3. Enrolling and supporting Aboriginal learners in regular programming. 12 bowvalleycollege.ca

15 Bow Valley College in a new partnership with NorQuest College, Aboriginal communities and agencies, construction industry partners, and the Government of Alberta is working to address employment barriers to Aboriginal peoples participation in the construction industry. We work with Aboriginal clients to facilitate skill and career development and connect trained and qualified Aboriginal workers to construction-related careers. In addition to supporting Alberta s economy, connecting more Aboriginal people to well-paying careers strengthens families and uplifts communities. Helping migrants to Alberta succeed Alberta also attracts migrants from other provinces, many of whom already have post-secondary education credentials. Our any time, any place, any path, and any pace learning vision allows learners at various stages of life, including those already in the workforce and those re-entering it after an absence, to upskill or reskill and respond to the changing labour needs of the provincial economy. Helping immigrants to Alberta succeed; helping Alberta succeed Newcomers remain underrepresented and/or underutilized in Alberta s workforce, to the detriment of our province and communities. As the largest provider of English Language Learning in the western provinces, we respond to a broad range of language abilities and clients. Our expertise and capacity allow us to offer targeted training to diverse newcomer populations. Our Directions for Immigrants in Trades and Professional Careers service, funded by the Government of Alberta and Government of Canada, helps internationally educated professionals secure professional employment and gain accreditation. Clients have access to a resource centre, workshops, one-on-one career coaching, workplace communication sessions, networking opportunities, and study groups to prepare them to challenge accreditation exams in regulated professions. Study group clients have achieved a 78 per cent pass rate. Our Corporate Readiness Training Program (CRTP) blends English Language Learning, employment preparation, and Canadian workplace experience. Our industry partners play a vital role in the success of the program and, indeed, that of our clients. Simply put, when internationally trained professionals have both Canadian workplace experience and a Canadian reference, they have a pivot point from which to transition to careers congruent with their skills and potential. Indeed, seven out of 10 of our CRTP clients secure work in their fields following program completion. Communities rise. Calgary rises. Alberta rises with Bow Valley College. WORKS CITED 1 Government of Alberta. (2015). Fiscal Plan. Budget p Arcand, A., Wiebe, R., McIntyre, J., Bougas, C. (2015, May 14). Metropolitan Outlook 1. Economic Insights into 13 Canadian Metropolitan Economies: Spring The Conference Board of Canada: Ottawa 3 Toombs, A., (2015, March 31). ATB downgrades outlook for Alberta Economy. Calgary Herald. 4 Government of Alberta. Post-secondary Learning Act, Sec. 45(2) 6 Alberta Human Services. (2015). Calgary & Area Labour Market Report Fourth Quarter p Alberta Innovation and Advanced Education. (2014) Campus Alberta Planning Resource: A Profile of Alberta s Advanced Learning System p EMSI. (2013). Demonstrating the Value of Bow Valley College: Analysis of the Economic Impact and Return on Investment of Education. Moscow, ID: Economic Modelling Specialists Intl., p. 9 5 Alberta Human Services. (2015). Calgary & Area Labour Market Report Fourth Quarter p. 63 Comprehensive Institutional Plan

16 GOALS, PRIORITIES, OUTCOMES, AND PERFORMANCE MEASURES Priority measures for success for this plan include: Implement significant operational restructuring detailed in this plan by the end of year 1; Enhance and promote our product line to engage industry partners in workplace learning, and identify annual growth targets; Advance our learning partner for life initiatives to deliver the next competency needed of the workforce; and Return net revenue to the College and achieve annual growth targets. 14

17 Learning Partner for Life Strategic Vision Strategic Objectives Strategic Initiatives Year 1 Year 2 Year 3 New Models of Learning Partnerships: build new systems of learning that engage employers, learners, and the College directly in the learning process and outcomes Lifetime Attachments: create the systems, policies, practices, and programming that will lead to a lifetime attachment for learners, alumni, employees, and communities Create and resource a Corporate Business Development department to provide coordination and support in generating entrepreneurial activities Support development of Alberta Aboriginal Construction Career Project Create return to learning opportunities that deepen skillsets and promote continuing professional competence Reorganize academic units as applicable to further engage mandate, programming, and scope Expand career certificate and diploma enrolment Identify product line and perform market research to identify and fill important gaps Partner with industry and employers to offer a broad range of workforce training and development opportunities Deepen relationships with clients and stakeholders, with emphasis on establishing continuous flows of Aboriginal persons deployment into construction careers Promote business development to transition from a pilot to a sustainable service Introduce Immigration Practitioner and another new noncredit professional development program or course cluster Implement the post-diploma in Health and Human Services Management Certificate and one other post-credential certificate by Develop a stronger profile of those continuing education courses for which demand potential is highest Establish a new career institute to advance programming depth and specialization, applied inquiry, and industry engagement Explore and develop new programs, emphasizing information, communications, and design technologies Maximize enrolment within existing resource structure Expand career enrolment to 70% of total College enrolment by 2020 Expand new majors of the Business Administration Diploma Affordable Learning: build new strategies through advancement and partnerships to open the doors to learners with challenges Learning-Centred Customization: further develop pathways, programming, services, and curricula design that promote a distributed, flexible, interactive, unbundled, and supportive environment Advance learner persistence by ensuring access to a broad range of supports Meet students needs for enhanced flexibility Transfer two programs from Lethbridge College to Bow Valley College, contingent on government support Focus student awards on retention and academic excellence Attain Quest for Best scholarship and awards goal, and implement 1,000 Women Rise to address barriers to learning and the workplace Restructure remaining career programs to course-based structure and self-registration Revise curriculum, policies, timetabling, scheduling, and related systems to align with standardized course structure and self-registration Realize a 10% increase in net revenue in non-credit customized learning for third-party organizations in each year of next three Unbundle learning to foster à la carte education from multiple programs and/or institutions that lead to credentials Comprehensive Institutional Plan

18 GOALS, PRIORITIES, OUTCOMES, AND PERFORMANCE MEASURES Excellence in Applied Education Strategic Vision Strategic Objectives Strategic Initiatives Year 1 Year 2 Year 3 Access Mission: evolve access designed to engage the maximum number of potential participants, including Aboriginal peoples Franchise Model: develop systems and criteria to maximize delivery of the Bow Valley College credential and learning experience through partnering or franchising agreements locally and internationally Pathways: build upon the current systems of transfer, articulation, advanced placement, and dual credit programs to create seamless options for our lifelong learners Credential Learning: develop innovative models to recognize, credential, and bridge learning from informal and formal sources Training Source: become the strategic source for professional development and training for professional organizations, accreditation bodies, employers, unions, and regulatory agencies Integrated Learning: foster a community of learning and service that champions a shared focus on holistic education and learner engagement Provide more direct pathways from foundational learning and English Language Learning to career programs Increase Aboriginal learner participation and persistence Facilitate opportunities for joint programming (locally or overseas), brokering partnerships, and other educational collaborations Expand dual credit opportunities Enhance capacity for learners to receive credit by demonstrating competence, however attained Expand the role of the College as a credentialing body Respond to new opportunities generated through corporate business development Ensure learners have the skills to access learning through various delivery methodologies Facilitate learner transitions into College career programming, including integrated pre-health and pre-business streams Drive access enrolment to 30% of total College enrolment Leverage support network and resources of Iniikokaan Aboriginal Centre Add an Aboriginal Justice major in the Justice Diploma Program Franchise another Bow Valley College credential in an international partnership Exchange one career program each with NorQuest College Establish two more dual credit partnerships with school boards Provide prior learning assessment and recognition opportunities in all programs Review Prior Learning Assessment and Recognition Policy Identify opportunities to create credentialing pathways for specific skill sets that otherwise lack an associated credential Introduce a stream of workplace productivity and safety certification courses in the Centre for Academic Foundations Optimize Testing Centre revenue generating potential by building capacity to serve external clients requiring larger and concurrent sittings Coordinate and manage industry and employer relationships to promote the College s profile and build capacity to respond to identified needs Identify immediate and medium-term opportunities, and position the College within industry and employer landscape as an attractive partner Raise the College s profile as a professional continuing competence training provider Enrol every career learner in at least one online course as a program requirement Pilot an ecampusalberta course other than one of our own in a Bow Valley College program 16 bowvalleycollege.ca

19 Community Connectedness Strategic Vision Strategic Objectives Strategic Initiatives Year 1 Year 2 Year 3 Community Relationships: build strategic relationships that extend our reach into the community and engage stakeholders in our College community to enhance the learning experience and create opportunities for service learning Community Service: generate opportunities for learners and staff to work in service of community as part of their learning for life International Education: create linkages between international markets and our College community and foster and support learning opportunities abroad that enrich learning experiences and outcomes Facilitate community engagement, build programming capacity, and attract partnerships that enhance learning Stimulate community engagement, volunteerism, opportunities for service learning Enrich the campus learning environment through integration of international students and study abroad opportunities Enhance offshore program delivery and partnership Secure locations in Canmore and Airdrie Introduce DiverseCity onboard, in a broad partnership, to connect qualified visible minority and underrepresented candidates to volunteer board positions Partner with Imagine Health Clinics to better meet the health and wellness needs of the College community and downtown residents Promote the downtown campuses as cultural destinations, emphasizing our array of open public art Launch co-op streams in career programs All career programs will incorporate an experiential learning component Adopt systems to issue co-curricular and competency-based learner transcripts Recognize community volunteerism and participation in employee performance appraisals and other mechanisms Increase international enrolment to 10% Provide one additional study abroad opportunity in a career program Provide at least one international internship opportunity in each career school Investigate teacher training opportunities in China and India Investigate and develop training opportunities in Africa, the Caribbean, and India Deliver Business Administration Diploma out of province to international students through a brokering agreement Comprehensive Institutional Plan

20 GOALS, PRIORITIES, OUTCOMES, AND PERFORMANCE MEASURES Diversity Advantage Strategic Vision Strategic Objectives Strategic Initiatives Year 1 Year 2 Year 3 Celebrate: promote our current strengths in our internal and external communities Workforce Training: be a leader in the delivery of inclusive supports, training, services, advocacy, and employer engagement Multi-Language Options: explore and expand possibilities of offering services and programming in multiple languages Further develop the Centre for Excellence in Immigrant and Intercultural Advancement Ensure College culture and practices promote inclusivity across the full spectrum of human diversity Build on service suite that promotes newcomers successful integration into the workplace Explore market demand for and partner with Francophone providers of French as an additional language programs or French career programming Maintain career and employment services for Francophone Albertans Create web-based language training tools, digital assets for communication and language development in the workplace Expand English Language Learning offerings to enhance entry to career programs Promote intercultural communication programs and services to new markets Incorporate principles of universal design, where appropriate, to promote an inclusive campus environment Implement Career Enhancement Language Development Series Develop opportunities to take English Language Learning and Intercultural Training courses and workshops to industry Develop, pilot, and evaluate new pathways for skilled immigrants to resume their careers in Alberta Respond to opportunities to promote pre-departure tests and assessments for prospective immigrants, including renewal of the Canadian Immigrant Integration Program Pursue a partnership in bilingual (French and English) provision of programming in a health field Secure new service contracts for Connexion Carrière and Directions for Immigrants 18 bowvalleycollege.ca