PARTICIPATION, PARTNERSHIP & PATHWAYS NORTH ISLAND COLLEGE 2011 – 2015 STRATEGIC PLAN
“Imagination gives potential its first tangible and observable form. We imagine what we would like to be and this image gives us a target to move towards.� Author unknown
How to contact us: www.nic.bc.ca | 1-800-715-0914 | 2300 Ryan Road, Courtenay, BC V9N 8N6
Table of Contents
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Message from the President
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Vision for the Future & Mission
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Values
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Process Overview
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College Overview
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Summary of Environmental Scan/Community Feedback
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Strategic Directions
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Strategic Direction #1: Responsive Curriculum
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Strategic Direction #2: Student Success
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Strategic Direction #3: Active Community Partner
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Strategic Direction #4: Strategic Partnerships
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Strategic Direction #5: Raising Awareness
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Strategic Direction #6: Employee Engagement
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Making it Happen
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Acknowledgements
Appendices (available online at nic.bc.ca/strategicplan) •
Environmental Scan
•
Operational Plans
NORTH ISLAND COLLEGE 2011 – 2015 STRATEGIC PLAN
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Message from the President The story of the North Island is one of innovation and change, challenge and success. For 35 years, North Island College has grown and adapted to serve the educational needs of the people and communities of the North Island region. North Island College, as a public, post secondary institution, offers programs and courses that serve the diverse needs of citizens of the North Island and beyond. We strive to develop the knowledge and skills required to strengthen our communities and to foster leadership and growth. We work with our community partners to create opportunities for rewarding careers for our students, to fulfill dreams, and to facilitate positive change. Our vision of North Island College as a premier community and destination college, that inspires and prepares students for success in a rapidly changing world is ambitious and future-focused. We want to expose not only students from our region, but also those from elsewhere in Canada and from throughout the world to the excellence and spectacular learning environment that is North Island College. Our vision will only be realized through the collective efforts of our employees and in collaboration with our educational and community partners. This Strategic Plan is enabled by the talent and commitment of North Island College employees, and our collective commitment to live our values and deliver the highest standards of quality. As a public institution dedicated to accessibility, student success, relevance and responsiveness, we will continue to build upon the direction of the Strategic Plan, with our operational and academic planning, and our public accountability. Thank you to all those involved in the development of North Island College’s 2011-2015 Strategic Plan. I trust you will find your voice and comments contained within this Plan, that you will embrace the directions and goals outlined within the Plan and that you will work with us to make our vision for the future a reality. While approval of the Plan may be the culmination of an extensive and inclusive process, my commitment to you is that North Island College will continue to listen, consult and respond to the future needs of the North Island region. Dr. Jan Lindsay President North Island College September 22, 2010
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Vision for the Future North Island College holds a vision of being a premier community and destination college, in a spectacular west-coast environment, that inspires and prepares students for success in a rapidly changing world. North Island College will fulfill its vision by being: a vibrant community of learners – embracing their goals and shaping their worlds; a gateway to education, work and life; a central force in improving the cultural and socio-economic well-being of the communities we serve; and, a respectful steward of our unique natural setting. Together we will create a workplace that inspires personal growth and delivers results to our students, partners and citizens.
Mission North Island College is committed to meeting the education and training needs of adults within its service region by: providing high quality, affordable higher education and skills training, collaborating with our partners to create pathways to learning, and empowering individuals to achieve their full potential.
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Values At North Island College, while our organizational roles differ, our values frame everything we do and express our commitment to our students, communities, residents of our region and ourselves. Student Success – We empower students to become self-reliant, lifelong learners capable of integrating what they learn with how they live and work. Access – We ensure access to learning opportunities, regardless of geographic, technological, financial, social, educational or historic barriers. Accountability – Our individual and organizational performance fosters public trust and community confidence. Quality – We are committed to continuous improvement and achieving the highest quality possible. Relevance and Responsiveness – We provide learning opportunities that are relevant to the lives and work of our students and delivered in a creative, flexible, timely and collaborative manner. Positive Organizational Culture – Ours is an organizational culture that operates in an open and honest manner, is based on mutual trust and respect, values creativity and responsible risk taking, encourages innovative, strategic thinking and affirms excellence. Social and Environmental Responsibility – We are actively engaged in the economic and social development of our communities and are active stewards of the unique natural environment in which we reside.
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Process Overview In December 2009, the North Island College Board of Governors initiated a strategic planning process to guide the college’s development to the year 2015. The college evaluated the existing landscape, explored new opportunities, and ultimately clarified the institution’s vision and direction for the coming years, using a very inclusive information gathering process. To guide the process, a Steering Committee comprised of the senior leadership team was established, as was a Strategic Planning Advisory Committee, comprised of volunteer representatives from across all college programs, service areas, campuses, and centres. Extensive surveying was conducted with the following populations and the results were used to inform the planning process: High school students in Districts #70, 71, 72 and 85 in grades 10, 11 and 12; NIC employees; and Current NIC students. Preliminary employee meetings were held at each of the campuses in early February 2010, followed shortly thereafter by a college-wide employee visioning day on February 18th, which provided over 150 employees with the opportunity to come together to share ideas and develop a collective vision for the future of North Island College. Environmental scanning was also initiated, to pull together demographic, economic and social trend information for the North Island region and the specific communities we serve. To complement the environmental scanning process, community stakeholder meetings were held, to gather anecdotal information to provide insight into community needs, and assist in determining how best North Island College could serve our communities and fulfill our mandate. A Community Stakeholder Meeting was held on March 17, 2010 and attracted over 70 participants from throughout the college’s region, including elected officials, service providers, business leaders, and community agencies/ organizations. A second meeting was held in Port Hardy on April 7, 2010. The college community was informed and consulted at every milestone. Drafts of the vision statement were circulated regularly, as were drafts of the preliminary strategic directions. Comments and feedback were encouraged, and were incorporated into later drafts. The Strategic Plan was finalized and approved by the North Island College Board of Governors on September 22, 2010. The ongoing process of engagement, review and adjustment will continue, enabling us to work together to build upon our previous successes and tackle all new challenges. The 2011-2015 Strategic Plan is posted on our web page at www.nic.bc.ca/strategicplan. NORTH ISLAND COLLEGE 2011 – 2015 STRATEGIC PLAN
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College Overview North Island College’s primary service area encompasses the geographic region covered by School Districts 49, 70, 71, 72, 84, and 85, which includes northern Vancouver Island and the BC mainland coast from Desolation Sound to Klemtu. North Island College serves a population of approximately 150,000, within a geographic region of 80,000 square kilometres. Founded in 1975, North Island College is a publicly funded, board-governed post-secondary institution formally mandated by the Province of British Columbia to provide comprehensive: courses of study at the first and second year levels of a baccalaureate degree program, courses of study for an applied baccalaureate degree program post-secondary education or training, adult basic education, and continuing education. In support of its mandate, North Island College offers the following credentials: Certificates Diplomas (2-year) Associate Degrees (2-year) Applied Baccalaureate Degrees (4-year) Collaborative Baccalaureate Degrees (4-year) Post Degree Diplomas (1-year) North Island College also serves the community by providing contract training, professional and personal development, and international education.
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• Klemtu Bella Coola centre
Port Hardy campus
Campbell River campus Cortes Island centre Gold River centre
North Island College Campuses & Centres
Comox Valley campus
Port Alberni campus Ucluelet centre
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Summary of Environmental Scan / Community Feedback What Population Growth Can We Expect? The total population for the North Island College region has steadily increased from 2006 to 2010 and is projected to continue to increase by approximately 0.8% annually from 2010 to 2016. Population Projections (2006–2016) for North Island College Catchment Area 2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
165,000
163756 162341
160,000
159851
160941
158391 157127
155,000
155955 154791 153513
150,000
149698
151092
145,000
140,000
Source: BC Stats. PEOPLE 34
While the population is growing, it is also aging. The population of traditional post-secondary participants (18-24 years of age) is nearing its peak in 2012, after which it is projected to decline.
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How is the Occupational and Economic Structure Changing? There has been a significant shift in the distribution of occupational structures in the North Island region since 2001, from a traditional resource based structure to one that utilizes and supports a professional and advanced skills labour force. Between 2001 and 2006 a fundamental shift occurred away from the Intermediate and Lesser Skilled Occupations toward the three areas of Management, Professional Occupations and Technical & Skilled Trades. For example, in 2006, the distribution of management-related occupations for the North Island region exceeded the BC average (18.3% compared to 10.5%), whereas in 2001, the North Island region was below the provincial average (8.9% compared to 10.8%). Comparitive Distribution of Occupations by Percentage: North Island vs. British Columbia / 2006 vs. 2001
2006
2006
2001 52.2%
2001 47.0%
46.0%
36.1% 29.7%
27.7% 29.1%
26.8%
23.8% 18.3%
8.9%
11.3%
14.4% 10.5%
NORTH ISL AND
15.4% 10.8%
BRITISH COLUMBIA
Management Professional Occupations Technical & Skilled Trades Intermediate and Lesser Skilled Occupations
(See table on next page for more detail)
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How is the Occupational and Economic Structure Changing? (continued) The transformation of this region into a knowledge based economy is further reflected by a dramatic decrease in intermediate and lesser skilled occupations on the North Island. In 2006, the distribution fell well below the BC average (29.7% compared to 46.0%), whereas in 2001, the North Island region was above the BC average (52.2% compared to the BC average of 47.0%). OCCUPATION
2006
2001
North IslANd
BrItIsh ColumBIA
North IslANd
BrItIsh ColumBIA
18.3
10.5
8.9
10.8
Business & Finance
2.8
2.5
1.3
2.5
Natural & Applied Science
3.5
1.5
1.7
3.2
Health
5.6
3.4
2.2
2.6
Social Sciences
3.4
2.9
1.5
2.1
Teachers
6.8
2.7
3.6
3.7
Management Professional occupations in:
Art & Culture
1.7
1.3
0.9
1.4
23.8
14.4
11.3
15.4
Finance & Insurance Admin
3.1
2.2
1.5
1.5
Techs in Sciences
6.9
3.7
3.6
2.9
Techs in Health
2.4
2.2
1.4
1.3
Paraprofs in Social Sciences, Educ.
4.8
1.5
2.5
2.2
Techs in Art, Culture & Rec.
3.7
2.0
1.6
1.9
Skilled Sales & Service
8.4
4.7
3.8
4.6
Trades, Transport & Equip Operators
7.0
12.8
13.2
12.3
Total (Professional occupations) Technical Trades & High Skilled in:
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Total (Technical Trades & High skilled)
36.1
29.1
27.7
26.8
Intermediate & Lesser Skills Occupations
29.7
46.0
52.2
47.0
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2008/09
989
691
COMOX VALLEY
CAMPBELL RIVER
PORT ALBERNI
140
130
104
165
PORT HARDY
162
412
375
336
301
2005/06
220
682
2006/07
616
798
2007/08
708
1,094
2009/10
1,016
1,378
Fall & Winter Semesters
1,203
1,503
1,427
Student Headcount in Credit Programs by Campus (As at Winter Stable Enrollment Date) 1,476
1,797
1,634
What Enrollment Trends are we Seeing?
CENTRES
The North Island College Full Time Student (FTE) utilization rate increased dramatically in 2009/2010 to an overall 85.1% utilization rate. This is a 12.3% increase over the previous year. This upward trend is also demonstrated by student headcounts, where the number of students attending credit courses during the Fall and Winter semesters of the 2009/10 academic year increased 13.0% from the previous year.
1,903
1,922
1,852
1,870
2,178
Student Headcount in Credit Programs by Division (Fall Winter 2005/06 to Fall/Winter 2009/2010) Fall & Winter Semesters 2009/10 2008/09
986
2007/08
Academic
Developmental, Aboriginal & IE
Health, Human Services & ABT
Trades, Technical & Tourism
114
219
164
240
182
382
353
320
432
345
542
596
2005/06
579
720
696
814
801
767
780
2006/07
Apprenticeships
While growth was experienced across all program areas in 2009/10, growth was strongest in the academic and developmental areas, and declined slightly in apprenticeships. NORTH ISLAND COLLEGE 2011 – 2015 STRATEGIC PLAN
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What are the Current and Future Workforce Demands? While three-quarters of projected total job openings in the future are expected to require some post-secondary or university education, 36.6% of 18 year olds in the NIC region did not graduate from high school in 2007/08, compared to the provincial average of 26.2%. Furthermore, 16.6% of 25-54 year olds in the NIC region have not completed secondary school, compared to the BC average of 11.1%. The average family income for the NIC region is $67,432, well below the BC average of $80,511 and 1.2% of 19-24 year olds that are employable in the NIC region receive income assistance, compared to the BC average of 0.8%. The North Island College region has the fourth highest unemployment rate in the province.
14,270
Natural & Applied Sciences & Related 7,240
Sales & Service Business, Finance & Administration Social Sciences, Eduction, Govt. Service & Religion 2,070
6,350
5,030
Health Processing, Manufacturing & Utilities Primary Industry
3,660
4,890 1,990
2008
3,420
6,960
6,080
4,720
3,480
4,430
3,200
11,240
11,760
14,170
20,610
21,670
Labour force participation data indicates that 11.6% of those employed within the NIC region work in the primary goods sector, compared to 4.4% for BC overall. Similarly, the participation rate for the manufactured goods sector exceeds the provincial average (7.8% versus 7.6%).
Management Arts, Culture, Recreation & Sports Trades, Transport, Equipment Operators & related
2013 (estimated)
Over the next four years, health occupations are projected to experience the largest average annual percentage change, while occupations in sales, service, business and finance are expected to increase by over 1500 positions.
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Key Trends and Pressures Community Stakeholder meetings and the data gathered for the Environmental Scan revealed the following key trends: A significant demographic shift is occurring as the region’s population ages, the baby boom generation retires, with fewer members of the younger generation available to fill employment vacancies. Strong employment demand exists in the health care sector. There exists a need for responsive programming and flexible access to education. There exists a need for increased collaboration and partnerships between NIC and other secondary and post-secondary institutions, to respond adequately to our region’s educational requirements. North Island College should take a leadership role in this regard. Our learners are a diverse population. There exists a need to focus more extensively on reaching out to First Nations, which may mean offering programming in aboriginal communities. There exists increasing competition within the post-secondary system resulting from increasing market penetration by private and other public post-secondary institutions. Our communities expressed a strong desire for North Island College to engage the community, in the broader sense, more effectively and extensively. There exists a need to market NIC and the importance of education more effectively. The expansion of technology into education, commerce and service delivery will continue. There exists a need for North Island College to partner with existing organizations, business and community to address all of the above . There exists an eagerness for North Island College to act as a bridge between business, organizational and community sectors, to take on the role of community builder.
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Strategic Directions North Island College has identified six over-arching Strategic Directions that are fundamental to the College achieving its vision: developing responsive curriculum and services supporting student success increasing participation through active community partnership expanding opportunities through regional and international partnership promoting awareness of the value of education enhancing employee engagement.
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Strategic Direction #1 – Responsive Curriculum North Island College will develop dynamic and responsive curriculum and educational services to attract, engage and retain a diverse range of students to be successful in a rapidly changing world. Specifically we will: Establish a Program Development and a President’s Strategic Activity Fund to support curriculum, program and services development Increase connections at the program level with community agencies, employers, articulation and professional bodies to advise on program relevancy Internationalize curriculum and increase international programs to expand the global awareness of our students Create Centres of Excellence aligned with North Island College strengths that promote regional interests and economic activity Establish a schedule of base and rotational program offerings for each campus that serves regional community needs.
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Strategic Direction #2 – Student Success North Island College will improve our ability to support the diverse needs of our students and their engagement in learning. Specifically we will: Increase access to post-secondary education through flexible delivery of services and programs Expand services specifically designed to promote the success of aboriginal students Implement strategic enrolment and retention strategies Work with our students and community partners to enhance campus life at each of our campuses Work with community partners to improve transport to and between campuses Assess the feasibility of on-campus and off-campus student housing options and proceed as appropriate.
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Strategic Direction #3 – Active Community Partner North Island College will work with our communities as an active partner to increase opportunities for involvement and participation, and for proactively sharing resources for mutual benefit. Specifically we will: Increase our connection to community by expanding use of service learning, internship, employment resource centres, and practicum training Enhance financial sustainability through careful stewardship of our resources and expansion of revenue generation activities that support our educational goals Increase our fundraising capacity to support student bursaries, scholarships and capital projects Seek to involve a broader base of community members in college activities Work with our communities to promote awareness of the beauty of our natural setting and support implementation of environmentally sustainable practices.
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Strategic Direction #4 – Strategic Partnerships North Island College will strengthen and expand partnership opportunities with aboriginal, business communities and educational organizations regionally and internationally to deliver outstanding results. Specifically we will: Partner with Aboriginal communities to address their local education and training needs through programming that recognizes their history and culture Increase degree and diploma opportunities through expansion of partnerships with Vancouver Island and Emily Carr Universities and development of new partnerships with other universities or institutes Increase partnership agreements with international universities and colleges to support student and employee exchange and development of joint curriculum and research projects Work with community partners to expand applied research that enhances development and growth of our communities.
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Strategic Direction #5 – Raising Awareness Working with our communities North Island College will explore new and innovative ways to effectively promote post secondary education throughout our region. Specifically we will: Collaborate with regional organizations to promote North Island College and the region as a quality education and outdoor lifestyle destination Engage North Island College students and alumni to connect with our community and to participate in North Island College promotional activities Work with community partners to develop a comprehensive educational campaign, inclusive of social media technology, to raise awareness in the North Island region of the value of post secondary education Work with community partners to promote pathways from secondary school to college, further education, training and employment Work with ElderCollege to inspire and support lifelong learning.
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Strategic Direction #6 – Employee Engagement North Island College will strengthen and develop employee skills and enhance employee engagement. Specifically we will: Integrate the College’s values into all aspects of hiring, performance management and professional development Increase employee involvement in decision making through open sharing of information and use of inclusive consultation processes Expand training offerings for employees through an institutional model that links training to skill development, career paths and college strategic directions Use a comprehensive performance management approach to provide timely and useful feedback to employees Enhance recruitment and orientation of employees through improved communication and use of technology.
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Making it Happen Successful implementation of the Strategic Plan will ultimately be determined by our ability to secure the necessary financial and human resources and to sustain the focus, effort and energy required to bring the Plan to life. Many steps have already been taken to bring together resources and to align our efforts with the vision and strategic directions outlined in the Strategic Plan. As soon as the College’s vision and strategic directions were determined, all divisions and departments were asked to embark on the development of tactical plans spanning the 2011 to 2015 timeframe and more specific operational plans for the first year implementation activities. A very high level of involvement and collaboration occurred throughout and across the divisions and departments as the tactical and operational plans were developed. These plans are now complete and posted on the College website at www.nic.bc.ca/strategicplan. Both a President’s Strategic Activity Fund and a New Program Development Fund have been developed and the criteria for application have been communicated throughout the college. These funds will provide support for development of innovative, interdisciplinary or community linked initiatives and the development of new programs. Throughout the four year timeframe of the Strategic Plan the development of the college’s annual budget will be guided by the tactical and operational plans of the College divisions and departments. The operational plans will be updated annually and the outcomes achieved will be reported to the College Board. A Strategic Plan is a living, breathing document, subject to review and change as new developments occur in the surrounding environment. While we must not lose sight of our major goals we must also remain flexible and ready to respond to new opportunities as they arise. To this end, we will continue to involve employees, students, and community partners in ongoing consultations on the strategic direction of North Island College, for it is only in staying connected to the needs and wants of our communities that we can respond effectively.
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Acknowledgements North Island College wishes to acknowledge all members of the college community and the external community for their involvement in the strategic planning process and contribution to the development of the Strategic Plan. In particular, North Island College wishes to acknowledge the following for their contributions during the development of the 2011-2015 Strategic Plan: Members of the Strategic Planning Advisory Committee: Laurie Bird Treena Nadon Norma Pelletier Kevin Walters Duane Riddoch
Jeff Wharton Richard Stride David Kruyt Jane Vadheim Bill Lucas
Cheryl O’Connell Karen McComber Garry McLeod
Members of the Strategic Planning Steering Committee: Jan Lindsay, President Arlene Herman, Vice President, Education Carol Baert, Vice President, Finance and Facilities Lisa Domae, Vice President, Student and Educational Services and Planning Mark Herringer, Executive Director, International Education Jennifer Holden, Director, Human Resources and Organizational Development Susan Auchterlonie, Director, College and Community Relations Sue Bate, Executive Assistant to the President Members of the Board of Governors Judith Round, Chair Bruce Calder, Vice Chair Violet Mundy Cathy Reyno Eric Buelow
Michael Schnurr Chris Castro Don Sharpe Patricia Corbett-Labatt Betty Tate
Allyson Hamilton Scott Kenny David Kruyt Jan Lindsay, President
How to contact us: www.nic.bc.ca | 1-800-715-0914 | 2300 Ryan Road, Courtenay, BC V9N 8N6 NORTH ISLAND COLLEGE 2011 – 2015 STRATEGIC PLAN
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1-800-715-0914 | nic.bc.ca