BUSINESS PLAN

Transcription

1 BUSINESS PLAN In Collaboration with the Town of Olds, Mountain View County and the University of Alberta

2 Executive Summary The Community Learning Campus The Community Learning Campus (CLC) is an innovative approach to high school, post-secondary, and community education, which addresses specific rural needs by sharing resources and working jointly with a variety of community groups and agencies. The CLC is a joint venture between Olds College (OC) and Chinook s Edge School Division (CESD), in collaboration with the Town of Olds, Mountain View County and the University of Alberta. The Business Plan for the Community Learning Campus was prepared under the direction of the CLC Governance Team, in accordance with the responsibilities specified in the Community Learning Campus Joint Venture Agreement between Olds College and Chinook s Edge School Division No. 73. The focus of the CLC is the success of students from both Olds College and Chinook s Edge School Division. The CLC offers integrated programming with an emphasis on personalized learning. All learners will reinforce the commitment of the stakeholders to the CLC vision to be indisputably recognized as a leading educational environment in personalizing success for all learners in their community. Vision Indisputably recognized as a leading education environment in personalizing success for all learners in their community. Mission Create a universally recognized model for enhancing rural community capacity, through meaningful partnerships that guarantees seamless, quality, accessible and innovative education for all learners. Outcomes Provide reciprocal and seamless transfer between high school, post-secondary and community Personalize learning to meet diverse needs Create a campus that promotes sustainability Advance rural community development Values Advancement of personal growth Commitment to communities without boundaries Enrichment through inclusive social networks Dedication to rural development 1 P age

3 Context The completion of the expansion to the Fitness Centre in created the opportunity for continued growth in CLC operations will see the implementation of the plan for the High Performance Centre. This is also the final year of the Provincial Dual Credit Strategy, and the CLC is well positioned to influence the next phase of provincial implementation. Facility usage and sustainability continues to be a high priority for the CLC. Business Plan Development Process This Business Plan strives to meet the four CLC Outcomes. These outcomes are: Provide reciprocal and seamless transfer between high school, post-secondary, and community. Personalize learning to meet diverse needs Create a campus that promotes sustainability Advance rural community development In May of 2015, the CLC Governance Team provided input on each of the CLC outcomes to help drive the development of the Business Plan. The CLC outcomes are connected to the Chinook s Edge School Division 3 Year Plan and to the Olds College Comprehensive Institutional Plan. Actions and strategies, performance measures, and key responsibilities are delineated for each CLC outcome. An interim report on progress towards these outcomes is provided annually to the CLC Governance Team in March, and a final results report is presented following the end of the academic year. Operating Budget Operationally, the budget summary for the fiscal year forecasts a small surplus. Over the next several months, sustainability of the CLC will be a key focus as some grants are nearing completion and we look for new ways to generate revenue and/or reduce expenditures Budget Summary CLC Facilities CLC Operations, Learning, and Administration CLC Fitness, Health, and Wellness Total Revenue $ 1,287,983 $ 322,300 $ 552,500 $ 2,162,783 Expenses $ 1,309,730 $ 338,500 $ 496,110 $ 2,144,340 Net $ (21,747) $ (16,200) $ 56,390 $ 18,443 2 P age

4 CLC Outcome #1: Provide reciprocal and seamless transfer between high school, post-secondary and community. Goal - Every student is successful o Students achieve learning outcomes. o Students and communities have access to safe and healthy learning environments Connection to Olds College CIP Outcomes Accessibility, Centre of Specialization, Responsiveness, Accountability, Sustainability Advance Dual Credit Opportunities Expand into new career pathways with additional partners Market dual credit opportunities to high schools (school visits, , Twitter). Deepen integration of CLC into CESD Career Connections and High School Plus programs. Provincial advocacy during the last year of the current strategy through the hosting of a Provincial Symposium EVIDENCE Target: 25 dual credit seats available per semester with at least one new course in each semester. Track number of students who successfully complete programs. Collect qualitative data from student feedback surveys. CLC Learning participation in CESD Career Connections meetings. Improved CESD High School completion rates (3 year rate) (Baseline October 2011: 73.3%. May 2013: 78.2%, May 2014: 81.1%; May 2015: 81%). Increased % of CESD learners who make the transition from high school to post-secondary within 6 years of entering grade 10 (baseline October 2011: 50.9%. May 2013: 53.7%, May 2014: 53.3%, May 2015: 57.6). Provincial Symposium held October 29, 2015 Learning Deeper integration of physical literacy into regional communities Increased awareness of Olds College programs to high school students. Track participation levels of clinics and classes with data mapping. Formulate a K-12 connection with each Olds College program. Tracking of CESD student enrolment to Olds College programs through Registrar s Office. Olds College programs highlighted through CESD Career Connections program. Athletics, Fitness and Recreation Learning 3 P age

5 CLC Outcome #2: Personalize learning to meet diverse needs. Goal- Every student is successful o Students achieve learning outcomes. o Students and communities have access to safe and healthy learning environments. Connection to Olds College CIP Accessibility, Responsiveness, Accountability Develop and market online/ mobile delivery in new pathways (entrepreneurial, short courses, Hospitality and Tourism) High Performance program implementation PERFORMANCE MEASURES Development of Tourism and Hospitality pathway. Track enrolment in Entrepreneurship Certificate courses Target one new dual credit course in Horticulture Track usage of HPC for Olds High School PE classes Track usage of Olds College Sport Management and Equine classes begin in Fall 2015 Track usage of coordinated training for Broncos and Spartan athletes Learning Athletics, Fitness and Recreation Outcome #3: Create a campus that promotes sustainability o Students and communities have access to safe and healthy learning environments.. Connection to Olds College CIP Accessibility, Sustainability, Accountability, Responsiveness Develop transparent structures and processes that will help sustain the CLC. Operational Handbook Implementation of new budgeting and financial procedures Create a 3 year Business Plan for the High Performance Centre Explore collaborative initiatives with the OC Corporate Enterprise and Sustainability and with OC Guest Experience Create a capital plan PERFORMANCE MEASURES Annual renewal of Operational Handbook Prepare for transition to Olds College s ERP implementation of PeopleSoft. Roster of Regional, Provincial and National Sport Organizations as well as user groups developed for HPC Develop multi-year agreements with local, regional, provincial affiliations for HPC Capital plan created for short term and long term renewals. Track usage rates of facilities to determine possible efficiencies in usage. CLC Manager/ Learning/ Athletics, Fitness and Recreation 4 P age

6 CLC Outcome #4: Advance Rural Community Development o Students and communities have access to safe and healthy learning environments. Connection to Olds College CIP Accountability, Accessibility, Responsiveness Enhance collaborative initiatives: Enhanced relationships between the Joint Venture partners and their external partners and connections Seek opportunities for engagement with stakeholders Explore economic impact tracking for the community and the region Maintain capacity for physical literacy and performance through the CLC Fitness and High Performance Centres. PERFORMANCE MEASURES Commitment by CLC committees to communicate back to their respective organizations: Work with any new members to CLC Governance Team. Engage with three new stakeholders by June 30, Track tours and visiting groups to the CLC. Annually report on the social impact of the CLC Target economic impact tracking on three events in (Mud Run, ACAC Men s Basketball Championships, ASAA Boys and Girls Provincial Championships) Development of a plan for the next phase of outdoor spaces Engage local, regional, and provincial sport organizations for site visit of HPC Expanding the promotion of the HPC to local, regional, and provincial organizations. CLC Manager/ Learning/ Athletics, Fitness and Recreation CLC Manager and Athletics, Fitness and Recreation 5 P age