Strategic Plan 2016 - 2021
DRAFT FOR CONSULTATION
MAY 2016
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Table of Contents
Summary ............................................................................................................. 2
About this Document ....................................................................................... 3
Plan Development ............................................................................................ 3
The Journey to Our Plan ................................................................................. 3
2016 Strategic Priority .................................................................................... 3
New Plan Development ................................................................................. 4
Preliminary Exploration ................................................................................ 4
Consultation Process ...................................................................................... 5
Vision, Mission and Values ........................................................................... 5
Vision ................................................................................................................. 5
Mission .............................................................................................................. 5
Value Statements ............................................................................................. 5
Context, Demographics, and Economic Environment ......................... 6
College Context .............................................................................................. 6
Demographics ................................................................................................. 6
Economic Environment.................................................................................. 7
Areas of Excellence .......................................................................................... 7
Themes and Initiatives ................................................................................... 7
RRC’s Strategic Themes ............................................................................. 8
Strengthen Strategic Partnerships................................................................. 8
Foster Sustainable Growth ............................................................................ 8
Advance Indigenous Achievement ................................................................ 9
Elevate Student Success ............................................................................... 11
Next Steps - Consultation.............................................................................. 12
Timelines .......................................................................................................... 12
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Summary
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About this Document
Red River College (RRC) values the planning process. Planning is the map that
charts the future and guides decision-making in our organization. The Red River
College Strategic Plan 2016 – 2021 is a pivotal document for our post-secondary
institution. It is a high level cross-functional document that will provide support
and drive the achievement of our vision.
An important part of the Strategic Plan development is listening to our College
community. The energy from the feedback sessions at the Open Cafés has
highlighted the enthusiasm for what we can do to adapt and change to move the
College forward. The Open Cafés provided the opportunity to hear not only
strategic related ideas but also valuable operational related suggestions.
We heard from over 290 staff and faculty at RRC and collected more than 1674
points of feedback. These data points informed common areas of focus that
have been developed into themes and initiatives in this document. The feedback
will also give direction to departments making us a more efficient institution.
This document, however, focuses on the strategic level feedback we have heard
from all of the conversations thus far.
The next stage of the consultation process is to make sure our plan is achievable,
results oriented and sized to our organization. Consultation sessions with staff
and faculty will be held throughout May to get feedback that will be used in the
final selection of the initiatives within this plan.
Plan Development
The Journey to Our Plan
RRC’s Strategic Plan 2012 – 2015 was an energetic and ambitious plan that
resulted in many successful initiatives important to achieving our vision and
driving the Manitoba economy. This plan focused on four themes: Fuel
Manitoba’s Economic Growth and Community Development; Lead Aboriginal
Achievement; Strengthen Student Achievement; and Improve the College’s
Triple Bottom Line: People, Planet and Profits.
2016 Strategic Priority
Although RRC has long supported the achievement of our Indigenous learners, it
was recognized that we needed to do more. President’s Council determined that
we should focus our efforts on Indigenous achievement by making it a priority
for 2016.
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The primary goal for 2016 is to build on a solid foundation for the advancement
of Indigenous achievement. Through the strong leadership of the Vice President
of Community Development and the Dean of the School of Indigenous Education
and Community Relations, this priority will provide direction on the processes we
need to have a stronger Indigenous voice at the College.
New Plan Development
The development of a new five-year Strategic Plan is well underway with the
direction of the Strategic Plan Governance Committee, a subcommittee of
President’s Council. Chaired by the Vice President, Student Services and
Planning, the role of this committee is to oversee and promote the strategic
planning process and the subsequent implementation of the College’s Strategic
Plan.
Members of the Strategic Plan Governance Committee include:
Dr. Mark Aquash
Ashley Blackman
Darka Burczynski
Neil Cooke
Sherrie Novak
Maura Leahy
Cindee Laverge
Christine Payne
Marni Russell
RaeAnn Thibeault
Graham Thomson
Gabrielle Vigelius
Preliminary Exploration
Community feedback in the initial development of our themes was broad and
inclusive. After analysis, focus of the broad areas came from the Manitoba
Business Leaders Index, internal and external consultation for the Academic and
Research Plan, the Premier’s State of the Province address, Higher Education
Strategic Associate’s Key Challenges for RRC paper, the Global Philanthropic
Campaign Study, RRC President’s Council Emerging Issues, Manitoba’s PostSecondary Education Strategy, Board of Governor’s feedback, previous plan
themes, RRC’s International Education Plan and the Indigenous Achievement
Framework.
As a result of this feedback, we have developed the following themes:
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Strengthen Strategic Partnerships
Foster Sustainable Growth
Advance Indigenous Achievement
Elevate Student Success
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Consultation Process
Open Cafés were hosted at eight campus locations to pose the question:
“What is the one thing we can do to make a difference over the next five years
that would have the greatest impact in helping us achieve our vision?”
Open Cafés were designed around the ‘Open Space’ model that was developed
by Harrison Owen in 1982. 1 An informal environment was created around the
concept of the Parisian Café where participants could talk about the themes that
most interested them. The opportunity for people to have discussions around
their individual interests and passions generated thoughtful feedback from fully
engaged participants.
This consultation process gathered valuable feedback that will shape the
direction of next Strategic Plan.
Vision, Mission and Values
As part of the development of our new Strategic Plan, new Vision, Mission and
Value statements have been drafted for College consideration.
Vision
RRC will be recognized globally for excellence in applied learning, research, and
innovation.
Mission
Together, we learn, teach, challenge, innovate, and find solutions to build a
better future.
Value Statements
Learning
We practice learner-centred teaching and engage in a culture of continuous
learning.
Respect
We demonstrate fairness, courtesy, and compassion in all our interactions.
Inclusiveness
We foster an environment where all feel valued, respected and involved to
contribute to an inclusive and diverse organization.
Integrity
We conduct ourselves honestly and ethically in managing the resources and
information entrusted to us.
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Open Café model was introduced at President’s Council workshops with Pat Sanaghan in 2015.
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Sustainability
We commit to the three pillars of sustainability: social, environmental, and
economic.
Service to Community
We engage with and contribute to the external community to enhance quality of
life.
Context, Demographics, and Economic
Environment
College Context
RRC is Manitoba’s largest institute of applied learning and the province’s only
polytechnic, offering more than 200 full- and part-time degrees, diploma and
certificate programs. Based in Winnipeg with eight Campuses in Manitoba, RRC
has more than 30,000 enrolments in a broad range of programming from
apprenticeship training to baccalaureate degrees and graduate certificates. With
a 95% graduation employment rate, RRC graduates are career-ready and possess
the skills required to quickly become leaders in their chosen fields.
At RRC, we take pride in our students’ achievements. They are the reason we are
here. Our goal is to provide the highest quality education available — leading our
learners to achieve their goals. We strive to keep our curriculum on the cutting
edge by using state-of-the-art equipment and through partnerships with
communities and industry.
Our aim is to steadily meet and foresee the job market’s evolving requirements.
We employ committed staff and faculty dedicated to ensuring each student is
armed with the knowledge and skills to succeed in today’s multi-skilled
workforce.
RRC’s Strategic Plan is being developed taking into account two strong forces:
demographics and the economy.
Demographics
Canada’s eastern provincial populations are aging and there is a need to support
a growing number of older citizens. With the declining numbers of youth and
working age people participating in post-secondary learning, their labour market
needs will not be met. Manitoba is not facing this fate at the same rate due to
two populations: Indigenous peoples and new immigrants. The former reflects
higher birthrates and the latter a testimony to the success of Provincial policy.
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However, the two populations with the strongest growth are also those with the
highest labour market vulnerabilities – for the Indigenous population due to the
low levels of education attainment and the immigrant populations due to
underemployment. For members of these populations, these measures point to
profound limitations on their prospects. For Manitobans, improving these
outcomes also promises significant improvements for our overall social and
economic well-being.
Economic Environment
Aggregate demand in the economy remains strong, and the Province has
weathered the downturn better than many. But the looming issue for the
economy as a whole is lagging productivity and innovation. Productivity is the
secret ingredient that allows incomes and social well-being to rise without
putting negative pressures on the economy. In the face of globalization,
technological change, and the challenges of global warming, productivity and
innovation need to improve.
Areas of Excellence
Red River College is known for being a leader in many areas of applied learning,
research, and innovation. We are a driver of the Manitoba economy and are
critical to providing the skilled graduates our province needs in our fast paced
competitive global environment. We match industry problems and needs with
College expertise, resources, capabilities and facilities. This coordinated effort
delivers practical solutions and innovation industry, while enriching the
experiences of student, faculty and staff.
Our vision for the future is ambitious. By building on our strengths, we will focus
on the following areas of excellence:
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Social Impact and Innovation
Indigenous Achievement
Interdisciplinary Learning
Clean, Green and Extreme Technologies
Themes and Initiatives
RRC’s Strategic Plan is based on strategic themes that provide structure, support
and boundaries for our plan. These high-level strategies form the basis for our
plan from which initiatives have been developed. These themes are areas RRC
must excel in for us to achieve our vision.
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RRC’s Strategic Themes
Strengthen Strategic Partnerships
Developing strategic partnerships with industry and community-based
organizations is core to ensuring that our programs meet the changing needs of
employers. They provide opportunities for our students, faculty and staff to work
with partners locally, nationally, and internationally. Strategic partnerships are
critical to achieving our vision and mission.
Partnerships can bring many benefits for our students, the College, society and
external organizations. External partnerships require forethought, involve
complex decision-making and can present ethical dilemmas. We need a way to
determine which organizations, both domestic and international, we should
partner with. We will follow through by developing criteria for assessing the
benefits and costs of the partnership, a process for engaging partners, a protocol
for working with partners and sharing this information across the College.
RRC will deliver educational programming in many ways and formats by forging
new internal partnerships between departments. We can develop new programs
and/or new solutions to challenges the College faces. We want to determine
criteria for assessing the benefits and costs of new internal partnerships; a
process for engaging and a protocol for working with internal partners; and
sharing information about these partners across the College.
To gain the mutual benefits of partnerships while minimizing the costs, we will:
1. Develop a framework for cultivating and working with
internal partners
2. Develop a framework for cultivating and working with
external partners
Foster Sustainable Growth
Sustainability encompasses three ideas: the environment, social, and economic
well-being. Sustainability starts with taking measures that contribute to the
viability of the institution. During the Open Cafés, we heard many ideas and
concerns about sustainability. There was recognition that both individuals and
communities benefit from their RRC educational experiences. RRC is important
to the Provincial economy and through our programming, we provide businesses
with highly trained and skilled employees to drive businesses forward. Already
known as a “Greenest Employer”, RRC recognizes that we must educate,
practice, and help develop more sustainable practices. As a publicly funded
institution, we need to ensure our growth is reflective of the needs of our
Province and is planned and sustainable.
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The fundamental premise of a college like RRC is that education matters. But,
that also means that staff and faculty alike, need their own opportunities to
learn and develop. These opportunities might include more formal education,
professional development, and improvement of practices around leadership. We
need to develop a new approach to professional development. This approach
should take into account where individual employees are in their careers at the
College.
By being proactive in aligning our culture, building leadership capacity and
evolving our approach to staff development, we will help enable employees to
achieve their goals through this plan.
In a changing environment, the College wants to be more systematic in
identifying the source of problems and finding ways to eliminate them. Since
2000, the range of services and programs offered by the College has grown
extensively with a variety of approaches to costs and revenues. As a result of this
growth, some of the assumptions may no longer be appropriate. It is difficult to
make fair and effective decisions if the basis of assessing costs and benefits is
distorted by assumptions that may no longer be true. Ongoing improvement of
our educational quality is the sustainable way of elevating the educational
experience of learners. We need to continue to develop quality practices,
implement process improvements and share the knowledge gained.
There also is an emerging College consensus that RRC needs to enhance service
to industry and opportunities for potential students by identifying new revenue
opportunities.
Our growth will be planned around the three pillars of sustainability: social,
environment and financial. We will:
1. Invest in the growth of our staff, faculty and leaders to
enrich the culture of the College
2. Continue to advance sustainability by engaging students,
staff, and instructors
3. Develop a culture of process and quality improvements
4. Develop a model for the effective analysis and utilization
of resources
5. Identify new revenue generating opportunities
Advance Indigenous Achievement
Indigenous Achievement is the 2016 Strategic Priority and this priority will
continue to be the emphasis of the Red River College Strategic Plan for 2016 2021. RRC will aspire to deliver excellence in Indigenous achievement through
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partnerships and networks, incorporating Indigenous knowledge, philosophies,
perspectives and content with innovative and relevant programming. It is
through a respectful, student-centred and culturally safe learning environment
that quality programming will be delivered to address Indigenous achievement.
Together, in partnership with Indigenous communities, families and students,
RRC will address applied learning, facilitate needs and ultimately improve
retention and success rates. RRC will seek to infuse the Indigenous voice along
with guidance of an Indigenous Strategic Council into all programs and support
services of the organization.
A scholarly approach will be used that addresses best practices, methods and
systems. This approach will identify appropriate priorities for success along with
advancing Indigenous achievement to guide the internal implementation
committee. The four Quadrants of the RRC Indigenous Achievement Plan are not
only driven by Indigenous forums and assessments of the past, but are also
inclusive of recent initiatives that have brought Indigenous education into the
national spotlight. RRC is a partner, co-signer or supporter of these initiatives.
The RRC Indigenous Achievement Plan specifically addresses:
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Truth and Reconciliation Commission of Canada: Calls to
Action;
Manitoba Aboriginal Language Strategy;
Manitoba Collaborative Indigenous Education Blueprint;
Colleges and Institutes Canada (CICAN) Indigenous
Education Protocol;
National Research Centre of the Truth and Reconciliation
Commission.
Ultimately, it is through taking on greater responsibility with Indigenous
communities as self-determining partners along with valuing and
embracing the seven sacred teachings (Wisdom, Love, Respect, Courage,
Honesty, Humility and Truth) that RRC will address Indigenous
transitions, outreach, engagement, access, innovation, teaching, learning,
research and success.
By providing culturally relevant program opportunities and supports for
our Indigenous youth to ensure their success, we will:
1. Create an environment that supports Indigenous
Achievement
2. Build and strengthen relationships and partnerships with
Indigenous communities
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3. Infuse Indigenous knowledge, languages and intellectual
traditions, models and approaches into curriculum and
pedagogy
4. Expand our Indigenous student support model
Elevate Student Success
Students are constantly changing due to societal and technical developments.
While adults need to adapt to a new technology, students having grown up with
the same technology think of it as natural. Beloit College Mindset List points out,
“students entering college that were born in 1997 and have always had Google
and Email” treat texting as their default communications medium [1]. For
teachers, it can be a challenge inspiring these students to move beyond the
Web. Meanwhile education as we know it, may be undergoing a fundamental
shift in how education is provided, assessed, and priced. This shift may also bring
about a change in student expectations. Therefore, understanding the student
perspective is fundamental to good communications and great teaching.
We recognize that not all students are equally prepared for college studies.
Moreover, learners are not always matched to the program that is most
appropriate for them. RRC made a clear statement of the importance of student
success in the Strategic Plan 2012 – 2015. A Strategic Enrolment Management
(SEM) plan was developed to focus on improving the student experience both in
and out of the classroom. RRC’s SEM Plan supports initiatives that focus on
student success throughout the student lifecycle.
Not only do we need to understand the cultural touchstones of our students, we
need to support the diverse needs of our student body including immigrant,
international and Indigenous learners. The link between understanding our
students and supporting our faculty in classroom experiences is also vital. RRC’s
faculty is pivotal in the classroom experience of our diverse learners. They are
the key to our students’ success. Supporting the changing classroom
environment will ensure our faculty can continue to meet the needs of our
learners.
A key initiative in the Strategic Plan 2012 – 2015 was the development of
College-Wide Learning Outcomes (CWLO). The outcomes reflect the importance
of the soft skills required by employers. The articulation of the CWLOs in our
curriculum will ensure our graduates are prepared for the workplace of
tomorrow.
[1]
https://www.beloit.edu/mindset/2019/
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To ensure our students and faculty are well-supported and ready to succeed at
RRC, we will:
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Engage with our learners to know and understand who we are teaching
Develop a supportive student readiness model
Promote and support teaching excellence
Implement College-Wide Learning Outcomes
Next Steps - Consultation
We are seeking your input and feedback on the draft Strategic Plan.
Consultation meetings will take place with a variety of stakeholders during May.
All stakeholders are invited to share their feedback by:
1. Participating in a consultation meeting
2. Visiting our College Planning Blog – www.rrc.ca/collegeplanning
3. Emailing your feedback to [email protected]
Timelines
Date:
Action
May 4
Present the Consultation Report to President’s Council
May
Present the Consultation Report to staff and faculty
June
Development of key performance indicators (KPIs) or critical success
factors
Present final plan to BOG for approval
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June/July
Complete design and graphic work on the plan
June/July
Develop a communication and implementation strategy