Capacity Quality Sustainability

Transcription

1 Capacity Quality Sustainability Strategic Plan Conestoga College Institute of Technology and Advanced Learning

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3 Strategic Plan Vision Recognition for excellence in polytechnic education Mission Champion innovation in education and research Serve community needs and priorities Inspire individuals to achieve their potential Values Access Education and training opportunities for individuals across the communities we serve Respect A welcoming environment that promotes fairness, individual rights and dignity Quality Excellence in the design and delivery of programs and services Innovation Creative solutions to meet the needs of our students, partners and community Community Responsible employer, active partner and engaged corporate citizen Strategic Priorities Capacity We will meet the needs of students, our community and Canada s changing workplace through: Increased opportunities for students through a comprehensive range of programs, including careerfocused degrees New and expanded partnerships for research, innovation and regional program delivery Enhanced recognition of polytechnic education as a driver for success and prosperity Quality We will demonstrate excellence and continuous improvement to promote student success and satisfaction through: Work-integrated, technology-enabled learning for student success Ongoing quality assurance for program excellence Continued transformation of learning spaces, recreation facilities and services Sustainability We will support our institutional goals and ensure our sustainability through: Expansion of partnership and development opportunities Exploration of new initiatives for additional revenue generation Optimization of program hours, space utilization, scheduling and staffing Conestoga College Strategic Plan 1

4 Message from the President and Chair of the Board of Governors Connect life and learning that s the Conestoga promise. For almost 50 years now, the college has delivered on that promise through career-focused education and training that supports individual success, community engagement and regional prosperity. In that time, we ve grown and adapted to meet the changing needs of our students, our partners, our community and our world. We ve evolved from a tiny community college to a multi-campus institute for polytechnic education, delivering a comprehensive range of experiential learning programs for an increasingly diverse group of learners. Our applied research initiatives support a growing group of industry and community partners in their efforts to innovate, improve and address real-world needs and opportunities. The Strategic Plan provides a framework for the next stage in our journey as Conestoga continues to build on our existing strengths to foster social and economic development, serve our region s dynamic labour market needs, and provide individuals from across our community with the opportunity to achieve career and life success. This plan builds on the achievements we have realized in the last three years, the greatest period of expansion in Conestoga s history. With the support of our government, industry and community partners, we ve successfully developed new, state-of-the-art facilities in Cambridge and Waterloo and at the main Doon campus in Kitchener, as well as a Skills Training Centre in Ingersoll and a Motive Power Skills Training Centre in Guelph. We ve partnered with Wilfrid Laurier University to provide more post-secondary options to students in Brantford. We ve introduced new degree, diploma and graduate certificate programs that prepare our students to meet the needs of our changing economy. We have established new strengths in applied research for business and workforce development in such key sectors as manufacturing, entrepreneurship and seniors care. But there are still many exciting developments ahead as we continue our transformation as a world-class institute for career-focused learning and applied research. We have recently concluded a Strategic Mandate Agreement with the Government of Ontario that positions Conestoga to become a provincial leader in college-based degree programming and a pre-eminent centre for education in engineering, trades, health and community services, with increased capacity across a comprehensive range of programming and applied research initiatives to better meet the needs of our students and the growing communities we serve. With the support of our partners, we will develop and refurbish our facilities and construct a new, $18M Recreation & Wellness Centre to meet student needs. We will promote student and graduate success through the delivery of high quality programs and services, and ensure Conestoga s sustainability through sound financial management and additional revenue generation. The importance of career-focused education in Canada s future prosperity has never been higher, as we work to align the skills of workers with the needs of the changing labour market. We invite you to engage with us on the exciting course we have set for Conestoga s future. Thanks to the many individuals who have contributed to the development of this plan. Your input and commitment to the process have been greatly appreciated. John Tibbits President Frank Boutzis Chair, Board of Governors 2

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6 About the Plan The process to transform Conestoga into a world-class institute for polytechnic education dates back to 2003, when the Ontario government identified the college as one of three in Ontario to be designated as Institutes of Technology and Advanced Learning (ITALs). The ITALs would feature a diversified program mix to provide more flexibility and more choices for students, including pathways and degree programming. They would develop programs to respond to the specific needs and opportunities in the communities they served and work in close partnership with local industry, building applied research capacity and involvement, and thus contributing to business success and economic prosperity. This vision for polytechnic education, combined with recognition of the need for substantial enrolment growth to meet local labour force demands and student expectations, has been the guiding force for Conestoga s development for more than a decade. The substantial progress made to date provides a solid foundation for this strategic plan, the next step in Conestoga s polytechnic transformation. The period of reflection and discussion that has resulted in the Strategic Plan began approximately 18 months ago when Conestoga and Ontario s other postsecondary institutions began the process of developing Strategic Mandate Agreements. The revised mandate, vision and priority objectives for Conestoga that emerged through this process are reflected in the new plan, and have helped set the course for our future. Over the past year, we have renewed our commitment to clearly defining the pillars of polytechnic education, and the advantages it provides to learners and to our community. We have examined changing workplace realities, employer demands and client expectations. 4

7 We have developed new insights on important issues related to student success, and on how we must evolve to continue to meet learner needs as well as the broader needs of the communities we serve. Many individuals and groups have been involved in the development of this plan and its strategic priorities. Consultations with Conestoga s academic and service areas, with our Board of Governors and our student groups, have generated input that will shape the course of Conestoga s future. The Strategic Plan sets out the priorities and directions that will guide our academic, business and operational plans for the next three years. We will measure our progress in terms of these priorities as Conestoga strives to achieve recognition for excellence in polytechnic education. Conestoga College Strategic Plan 5

8 Environmental Scan Summary The Strategic Plan is closely aligned to our Strategic Mandate Agreement with Ontario s Ministry of Training, Colleges and Universities, and will guide our course over the next three years. To ensure that our growth and development address the changing needs and expectations of our learners and our community, Conestoga s senior management group conducted a detailed analysis of current economic and demographic trends, the changing labour market, and Ontario government priorities for post-secondary education. We explored the strengths and emerging opportunities unique to the regions we serve and identified key areas of development to meet the evolving needs of learners and our growing community. The local economy Our community Our region is among Ontario s largest and fastest growing, with a population predicted to exceed 1 million by 2036, much of the growth fuelled by immigration. More than half of the foreign-born population in our community arrived in Canada between 2006 and 2011, with the most common source countries being the UK, Portugal and India. The local population is younger than the provincial average, with a higher than average percentage between the ages of 20 and 29. The number of youth between 15 and 24 in the region is expected to exceed 120,000 by Our region has a complex and highly diversified economy, with particular strengths in such areas as technology and manufacturing, business and financial services, research and development, health care and life sciences, including agriculture. Advanced manufacturing here generates approximately $6 billion each year from such diverse sectors as automation, robotics, automotive, aerospace, food processing, plastics and fabricated metals. The local tech and digital media sector generates more than $30 billion in annual revenue, with 863 new start-up companies established in the local community since Increases in small to medium-sized businesses, as well as recovery and resurgence within the area s diversified manufacturing sector, have resulted in largely stable employment levels. 6

9 Our students Canada s changing workplace Technological advances are transforming industries and changing the nature of work in the region and across the province, resulting in a growing mismatch between available jobs and the skills and experience of available workers. A survey released in January 2014 by the Canadian Education and Research Institute for Counselling (CERIC) indicates that the greatest challenge currently facing Canadian businesses is the shortage of skilled workers. The survey shows that seven out of 10 executives say they have trouble finding employees with the right skills: those in the manufacturing, health-care and public administration sectors reported having the most difficulty in recruiting the talent they need. Ontario alone is losing out on $24.3 billion in economic activity and $3.7 billion in provincial tax revenues annually because employers cannot find people with the skills they need to innovate and grow in today s economy, according to a 2013 report from the Conference Board of Canada. In his 2014 report, The Great Canadian Skills Mismatch, Rick Miner predicts that Canada will need almost 2 million more workers by 2031, with a projected skills shortage of 2.3 million resulting from a mismatch between available workers and the skill sets employers need. Enrolment at Ontario s public colleges is at an all-time high, with more than 220,000 students enrolled in all programs. The number of university graduates applying to college has increased 40 per cent in the last five years. International student enrolment continues to grow across the Ontario college system. In Fall 2013, almost 1,100 international students attended Conestoga, more than double the Fall 2010 total. Approximately one-third of Conestoga students are part of the first generation in their families to enrol in post-secondary education, and 6 per cent of our students are new Canadians. The average age of applicants to Conestoga s full-time programs is 23: only 46 per cent of Fall 2013 applicants applied directly from secondary school. Almost 80 per cent of Conestoga students indicate that employment or career preparation is their main goal in enrolling in their program. Seventeen per cent indicate that they are in their current program to prepare for further college or university study. Sixty-five per cent of Conestoga s Continuing Education (CE) students have a previous postsecondary certificate, diploma or degree, and 83 per cent are employed. The majority of CE students are pursuing additional education either to improve in their current career or prepare for a career change. Almost 50 per cent of the local adult population has accessed Conestoga s education and training services. Conestoga s degree programs play an essential role in the local education mix: four area universities provide limited access for local students in many degree programs given exclusive admission standards. For additional information, including a summary of government policies and directions related to post-secondary education, see Investing in a Stronger Workforce, the 2014 provincial budget submission from Colleges Ontario. Conestoga College Strategic Plan 7

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11 Vision Recognition for excellence in polytechnic education As a leader in polytechnic education, Conestoga is committed to meeting the needs of learners, businesses and our community to promote economic prosperity throughout our region and across Ontario. Our career-focused education and training programs are tailored to meet today s labour force needs and prepare students for success in the knowledge economy. Our solutions-focused applied research activities create opportunities for students to gain real-world experience while supporting our businesses and community partners in their efforts to innovate, improve their products and processes, and become more competitive. Foundations of Polytechnic Education: Career-focused degrees, diplomas, apprenticeships Active learning Access and pathways Community partnerships & applied research As a member institution of Polytechnics Canada, Conestoga is proud to work with our industry and community partners to propel business innovation and entrepreneurship to create jobs for tomorrow. Conestoga College Strategic Plan 9

12 Mission To champion innovation and excellence in careerfocused education, training and applied research. To serve the ever-changing needs of our diverse and growing community. To inspire students and employees to strive towards their highest potential. 10

13 Values Access We provide education and training opportunities for a broad range of individuals across the communities we serve. Respect We cultivate a welcoming environment that promotes fairness and supports the rights and dignity of everyone. Quality We are dedicated to excellence in the design and delivery of programs and services. Innovation We are committed to finding creative solutions to meet the current and emerging needs of our students, our partners and our community. Community We serve our community as a responsible employer, active partner and engaged corporate citizen. Conestoga College Strategic Plan 11

14 Strategic Priorities Ensuring quality in education and services Building capacity to support prosperous communities Promoting sustainability through fiscal responsibility 12

15 Between 2014 and 2017, Conestoga will support innovation and economic development by building on our existing areas of strength and creating strategic centres of excellence to meet the needs of students, our community and Canada s changing workplace. Building capacity to support prosperous communities We will: Become a destination of choice for career-focused degrees Provide access to education and training for a diverse range of learners through comprehensive programming that includes established pathways for student success Expand opportunities for international students, new Canadians, and under-represented and at-risk populations Increase applied research activities and impact to meet realworld needs and drive productivity, innovation and prosperity Our strategies: Build on existing community and sector partnerships in engineering and manufacturing, food processing, trades, health and community services and business for the development of facilities, programming and opportunities for students Expand opportunities for local and regional programming through academic and community partnerships Create broader recognition and understanding of the importance of polytechnic education in the achievement of individual success and community prosperity Develop our centres for innovation and excellence through government, industry, community and academic partnerships By 2017, we will demonstrate: Leadership in career-focused degree programming through nine additional degree programs in Engineering, Business, Health and Community Services, as well as the enhancement of pathways through integrated program clusters New opportunities for applied learning in communities such as Brantford and Guelph to address student and labour market needs Centres of innovation and excellence that serve as catalysts for industry, workforce and community development in such areas as Smart Manufacturing, Healthy Communities, Food Innovation and Digital Media Increased enrolment that will result in more graduates with the skills and knowledge required to make positive contributions to their communities and workplaces in the region, across Canada, and around the world Conestoga College Strategic Plan 13

16 Ensuring quality in education and services Between 2014 and 2017, Conestoga will demonstrate excellence and continuous improvement in the design and delivery of programs and services, providing a rich and supportive environment that promotes student and client success and satisfaction. We will: Deliver a comprehensive range of quality programs, including apprenticeships, certificates, diplomas and degrees that are relevant to current and emerging labour force needs Engage and empower learners through innovative teaching, work-integrated and technology-enabled learning and flexible delivery methods Promote student success and satisfaction through a continuum of academic and support services Provide a quality learning environment through the development and renewal of facilities to address evolving needs Our strategies: Evaluate and strengthen programming through an established quality assurance framework and process Expand the use of technology to extend and improve access to programming, learning opportunities and services Provide additional opportunities for work-integrated learning experiences that provide benefits both for students and for local employers By 2017, we will demonstrate: Increased student and client success and satisfaction resulting from the implementation of Conestoga s Continuous Quality Improvement (CCQI) initiative to enhance quality in programming and services Leadership in the integration of active learning experiences within full-time program curricula through simulation, co-operative education, field placements, applied research and other workintegrated learning initiatives Enhancement of the learning experience for students through teaching innovations, including the integration of technology in all full-time programs Transformation of learning spaces, recreational facilities and services to provide students and clients with a quality learning and working environment Support and foster teaching innovations through the provision of resources and development opportunities for faculty Engage with students, employees and stakeholders in the ongoing review and improvement of facilities and services 14

17 Between 2014 and 2017, Conestoga will optimize the use of resources and explore opportunities for additional revenue generation to support our institutional goals and contribute to our sustainability. Promoting sustainability through fiscal responsibility We will: Improve the efficiency and effectiveness of the design and delivery of programs, courses and services Invest in an engaged and productive workforce through employee recruitment, retention and development Increase revenue through the expansion of partnership and development opportunities and the securing of alternative revenue sources through such initiatives as increased international enrolment, IELTS testing, corporate training and continuing education Achieve cost-efficiencies through evidence-based planning and decision-making Our strategies: Develop integrated processes for monitoring and improving the performance of programs, courses and services against established program sustainability expectations Achieve optimal organizational performance through effective human resource utilization and employee development initiatives By 2017, we will demonstrate: Balanced budgets or surpluses that are invested in infrastructure development and renewal, student success and other strategic priorities Optimization of program hours, space utilization, scheduling and staffing Engaged employees committed to student success and satisfaction and the achievement of Conestoga s strategic priorities Additional revenue generated through new opportunities and expanded partnerships Optimize development and innovation initiatives through a framework for professional currency and scholarship Engage partners and stakeholders for the development of high-priority infrastructure projects such as new centres for innovation and excellence in Smart Manufacturing, Food Innovation and Digital Media Strengthen Conestoga s business planning and resource allocation models to support the achievement of strategic priorities Conestoga College Strategic Plan 15

18 About ConestogaConestoga s campuses and training centres in Kitchener, Waterloo, Conestoga is Ontario s fastest growing college and a leader in polytechnic education, providing a full range of career-focused education, training and applied research programs to prepare students for success in the new knowledge economy and promote economic prosperity throughout our region and across Ontario. Conestoga s campuses and training centres in Kitchener, Waterloo, Cambridge, Guelph, Stratford, Ingersoll and Brantford provide a growing number of students with local access to full- and part-time programming. Fall 2013 full-time enrolment of almost 11,000 represents a 90 per cent increase since 2005, compared to an average of 39 per cent growth across the Ontario college system. Continuing education programs attract more than 30,000 enrolments each year. As the region s only provider of polytechnic education, Conestoga plays an integral role in the success of our community: 65 per cent of our graduates remain in the area after completing their education, contributing more than $1 billion each year to the local economy. Almost 50 per cent of the local adult population has accessed our services. Conestoga delivers more than 200 career-focused programs, and has more degree offerings than any other college outside of the Greater Toronto Area, including the only college-based, accredited engineering degrees in Ontario. The college is one of the province s top two providers of apprenticeship training and a leader in the provision of Second Career and academic upgrading programs. Our comprehensive range of programming meets the needs of a variety of learners, providing multiple entry points and established pathways to ensure that individuals across our community can access the education they need for their chosen careers. Articulation agreements with 64 colleges and universities around the world provide our students with ready access to additional post-secondary opportunities. Labs equipped with the latest technology, project-based courses, field and clinical experiences, international exchange, applied research and co-op opportunities engage our students as they learn to connect theory, research and practice. Our focus on technology-enhanced learning through online and mobile technologies ensures that students are prepared to excel in our increasingly digital world. Conestoga s commitment to student success includes a full range of support and career advising services available to students throughout their learning journey. Conestoga s applied research initiative supports student learning and helps area businesses grow, innovate and improve their productivity. Conestoga is tri-council approved, eligible for funding from the Natural Sciences and Engineering Research Council (NSERC), the Social Sciences and Humanities Research Council (SSHRC), and the Canadian Institutes of Health Research (CIHR), and is the first college in Canada to host a CIHR Industrial Research Chair for Colleges. In , Conestoga supported 68 local enterprises through applied research initiatives. More than 1000 students and 54 faculty and staff members were engaged in applied research projects. Active community, industry and academic partnerships provide support for Conestoga students, programs and facilities. Approximately 1,000 community and business leaders provide input and direction on programming through advisory committees and consortia. Conestoga has a proven track record of continuous improvement and success. Our students consistently achieve top honours in local, provincial and international competitions. Our graduate employment and graduate satisfaction rates are among the highest of all Ontario s colleges. Our employer satisfaction rating has exceeded 90 per cent every year since the provincial Key Performance Indicators survey initiated. OSAP loan default rates for Conestoga graduates are consistently among the very lowest in the province. As a true polytechnic, Conestoga is uniquely positioned to create value for our local community and for Ontario as the result of our commitment to the delivery of a comprehensive range of accessible, career-focused education programs that will contribute to individual success, business competitiveness and regional prosperity. 16

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