PROGRAMMING
 What is the compelling vision that is emerging in the programming priority?
 Narrow focus on “professional” programming
 Cap Year not consistent with other themes
 Other points tightly linked to career development and specific pathways
 Create demand
 Looking to attract and retain students with offerings that are both unique and relevant
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Cap Year:
o Cohort
o Communicating intention of Cap Year
How could the Cap Year be visually mapped for students?
o Illustrating pathways
o Themes within Cap Year great focus
Compelling piece is the Cap Year—offers some very exciting possibilities
STUENDENT SUCCESS
 Given the plan:
o Students could be managed and supported more than ever
o Success requires a lot of different inputs—people training, technology and other
resources
1. Capilano University reflects the concerns and diversity of a global community. It is a place
where, mentored by instructors, students learn with and from each other, supported by an
active administration , to complete degrees and prepare for future studies
2. Create a supportive environment that allows the diversity of the student body to learn together
and to reach completing their academic goals
UNIVERSITY EXPERIENCE
 Capilano must be:
o A campus that everyone will genuinely want to be a part of
o More than a two-year experience
o A complete university experience, not an introduction to university experience
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Stay the day—have it here! It’s home
Programs have their space—create an identity
o Possibly buildings being renamed to program/faculty
“uniformed learning”
o Being part of a club
o Continuity with wellness
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It’s the ability to learn things outside of classroom (chatting with colleagues/faculty)
Creativity spaces; programming to make that happen
Like Starbucks—work, home, school (3rd realm)
PEDAGOGY
 What is the compelling vision of this priority?
o Expanding experiential learning
o What are projected trends
o Broaden our view, enlarge geographic view
o Partnerships with private and other public entities
o Creating partnerships to expand opportunities
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What is the compelling vision that is emerging within the strategic plan
Compelling vision:
o Experienced and engaged
o Purposefully connect
o Engagement with material—possible to re-assess delivery model?
 Student Success: There are many ways to think of student success, especially for populations to
which we have a special commitment such as aboriginal, first generation, and mature students.
 Completion: Build a culture of completion whereby students are supported in their efforts to
reach academic goals, emphasize and resource transfer into Cap through post-secondary
partnerships, include transfer from Cap as a form of completion in our SEM strategy, and
promote students coming to Cap to get a Cap degree.
o Initiate a new marketing strategy. Spring 2015
o Engage with post-secondary institutions throughout BC to define transfer opportunities
for students to complete their studies at Cap and, if appropriate, elsewhere. Target =
Fall 2015
o Create entry points for all degrees at year three to facilitate transfer from other postsecondary institutions. Spring 2016
o Increase degree completion rates to those comparable with other universities. Summer
2017
 Diversity: Maintain and expand Cap’s support of diversity as a key feature of student success:
target resources for under-represented populations in an effort to support their recruitment
and retention; work with aboriginal communities to better serve indigenous students; and
integrate international student success measures with other efforts across the campuses.
o Complete an Aboriginal Learning Plan that includes realistic benchmarks for the next
three years. January 2015.
o Define under-represented populations for integration into the Cap recruitment and
retention process. Summer 2015
o Integrate international and domestic student success measures across campus. Fall
2015
 Learning Commons: Commit to the establishment of a learning commons through revitalization
of our library, providing a comprehensive approach to learning services, and integrating
academic support and communications structures that addresses ll student needs from skills
development to graduate research practices.
o Develop a phased implementation plan for the Capilano Learning Commons and its
integration with other university areas. Spring 2015
o Complete the Capilano Learning Commons Plan, including capital support and
sustainability. Fall 2016
 Peer-to-Peer: Establish a peer-to-peer program whereby students help students negotiate their
academic and non-academic university experience, emphasizing and cultivating student
facilitation, mentoring, shared participation in success strategies, and complementing Cap’s
high-touch commitment within and beyond the classroom.
o Collaboratively research and develop peer-to-peer pilot project that includes training
and implementation. Spring 2015 for a Fall 2015 launch
 Proactive Support: Coordinate student academic and non-academic services to anticipates
diverse and changing needs: develop a comprehensive early alert system for identifying and
supporting students in need; identify and address student success barriers at the course and
program levels; and, address communication gaps across all campuses that stand in the way of
student access to support services.
o Develop an early alert system for all students. Spring 2015
o Conduct a review current communication strengths and weaknesses, and develop a
student communication plan. Spring 2015
o Implement both an early alert system and a communication plan for the university
community, including training and support service. Fall 2015
 Strategic Enrollment Management (SEM): Establish and support a university-wide strategic
enrollment management agenda that includes coordinating all facets of recruitment, acceptance
(university and program), financial aid, registration, retention, transition, and graduation.
o Develop a comprehensive strategic enrollment management plan and implementation
strategy. Spring 2015
o Phased implementation of strategic enrolment plan. Fall 2015
o Assess and revise strategic enrolment plan. Summer 2016
 Programming: There is a broad transformation underway in post-secondary education. Much
that we do at Cap reflects aspects of this transformation. However, much remains to be done to
fulfill the goals of our vision of this transformation as articulated in the university’s Academic
Plan.
 Cap Year: Design and pilot unique first year experiences, including implementation plans
and ongoing review, that is aligned with Capilano’s values and goals, representative of
our approach to undergraduate education, and showcases our strengths as a
community of learners
o Establish a Cap Year Committee to define the parameters of a Cap Year and
distribute RFP. Target = December 2014
o The Cap Year Committee will review, assess, and recommend no more than
three Cap Years to be piloted for Fall 2015. Target = January 2015
o The Cap Year Committee will assess all pilots to make recommendations
regarding full implementation. Target = January and June 2016
 Credentials: Build on existing strengths in high-potential areas, provide programming
that canot be found elsewhere, continue and expand our emphasis on professional
program preparation, offer high-quality credentials that are directly linked to desired
outcomes, and demonstrate ongoing demand.
o Strike a committee to develop credential criteria and review process that can be
used across the university. Target = January 2016