CAMOSUN COLLEGE BOARD OF GOVERNORS & COLLEGE COMMUNITY: I am delighted to share with you the second annual Progress Report for Camosun’s 2016-2021 Strategic Plan. In this document you will find a high level overview of the achievements and initiatives that are underway for each of the goals attached to the four Corner Posts of the Strategic Plan. Strategic Plan Our Strategic Plan truly guides the initiatives and decisions of Camosun College; every new program, service and project is viewed through the lens of our Vision, Mission, Values and the Four Corner Posts. 2017/2018 As I review the successes of this academic year, I am so incredibly proud of our employees and students who have helped the college move forward with our ambitious commitments. What a year! PROGRESS REPORT Sherri Bell President 1 1 CORNER POST The Student Experience Goal 1 Ensure we have an environment in which students learn to learn; are engaged in community; and acquire skills and knowledge that effectively supports them in building their future. Goal 2 Develop a strong, college wide service philosophy and culture that puts students at the center of everything we do. Achieved: In progress: • Hired a Director of Student Affairs to lead a student centric model of supports. • Launched and working on the Applied Learning project to develop opportunities for faculty and students to enhance hands on integrated learning. • Hired a Student Support manager to proactively address student conduct issues. • Completed a Student Experience Survey. • Completed an MOU between the Registrars’ office and Camosun International to ensure the consistent application of admissions processes. • Refocussed disability supports to the new Centre for Accessible Learning. • After a hiatus of nearly ten years, achieved co-op accreditation status for 11 Arts and Science programs and 9 Business programs until 2023. • Launched web pages and guidelines in support of the college’s Sexualised Violence Policy. • Launched the 2.5 year Ellucian Colleague Renewal project. • Developed and implementing a new plan for Co-op and Career Services that includes new student and employer centered space. • Developing new web based supports for faculty in recognising and supporting students with disabilities. Key Performance Indicators: Overall student satisfaction rate. Source: BC Student Outcomes Survey 2013 2014 2015 2016 2017 Camosun 93% 92% 94% 91% 92% BC College Average 93% 93% 93% 92% 92% *Note: All institutions surveyed includes the public post-secondary institutions in British Columbia, EXCEPT for the Research Universities. 2 Key Performance Indicators: Percentage of students who felt supported in achieving their educational objective. Source: 2017 Student Experience Survey Supported Neutral Not Supported 61% 35% 4% Percentage of students satisfied with their overall educational experience. Source: 2017 Student Experience Survey Very Satisfied or Satisfied Neither Satisfied nor Dissatisfied Dissatisfied or Very Dissatisfied 82% 13% 5% Percentage of students satisfied with their co-op placement or work-related experience. Source: 2017 Student Experience Survey Very Satisfied or Satisfied Neither Satisfied nor Dissatisfied Dissatisfied or Very Dissatisfied 48% 45% 7% 3 2 CORNER POST Supporting People in an Engaged Community Goal 1 Recognize and celebrate diversity within the college community. Achieved: Key Performance Indicators: • Developed a Capability Framework that is grounded in principles of diversity, inclusion, Indigenization and Interculturalization • Opportunities for students and employees to engage in learning and planning to support diversity. • Rebranded and launched the Centre for Accessible Learning in the Lansdowne Learning Commons • Partnered with the college Pride Collective to have a presence at Pride Parade and painted rainbow sidewalks at both campuses • Examined space needs for our diverse population –e.g. Increased number of all gender washrooms on both campuses, created prayer rooms at both campuses 2017/18: Workshops and events were organized in the following areas: • Interculturalization/Internationalization • Centre for Accessibility • Mental Health & Wellbeing • Gender diversity • TELŦIN TŦE WILNEW (TTW) – Understanding Indigenous Peoples • United Nations Declaration on the Rights of Indigenous Peoples In progress: • Commenced a college-wide initiative to develop an Equity Diversity and Inclusion policy, strategy and structure (which will inform the mandate of the diversity committee) • Implementing more inclusive and consistent hiring practices • Developing and implementing an education and training program for workplace leaders that incorporates the college’s Capabilities Framework • Develop a website for employees that highlights accommodation and methodology on teaching and learning built around individual student needs 4 • The completion and implementation of the Equity, Diversity and Inclusion policy in 2018/19. 2017/18: Broad college-wide engagement in the initial stages of Equity, Diversity and Inclusion policy development. 2 CORNER POST Supporting People in an Engaged Community Achieved: • Completed or underway with 30 of 39 TRC Initiatives in Camosun’s 5 year plan • Completed the Indigenization of the HR onboarding/recruitment/hiring process Goal 2 Build on the support for the Indigenous peoples and communities in BC. Key Performance Indicators: Number of staff who have completed the full TTW training. Source: Internal Tracking Three years of data available Up to 2017 2017-18 • Completed the delivery of 9 additional sections of TTW with a total of 314 college employees having completed the education KPI presents the cumulative total number after each year. 232 314 • Created space for protocol and ceremony at the Interurban Campus Proportion of Indigenous students. • Indigenized delivery methods and completed multiple sections of carpentry in Indigenous communities • Completed Indigenization of Early Learning and Care curriculum in partnership with Camosun College Daycare In progress: • Developed and implementing Indigenous content in each of Social Work preparation program, Criminal Justice Diploma, and within most Health programs. • Created plans underway with Indigenous gathering space at Interurban in the new Centre for Health and Wellness. • Continue to implement the remaining actions in the college’s TRC Call to Action. • Survey employees to obtain current data regarding indigenous ancestry. Source: 2011 National Household Survey (NHS): Greater Victoria Indigenous Population is 4.2% Students 2014-15 2015-16 2016-17 6.2% 5.8% 6.3% Number of students who indicated that their experience at Camosun improved their understanding of Indigenous issues and culture. Source: 2017 Student Experience Survey Positively Neutral Not At All 31% 40% 29% Employee response to statement: “I see the effects of the College’s Indigenization Plan in my workplace” Source: 2017 Employee Engagement Survey 2017 90% responded Medium and High 5 Achieved: • Created guidelines to enhance the development of field schools • Hired faculty member to provide internationalization support to schools and support faculty training and support Goal 3 Build internationalization opportunities for the college. Key Performance Indicators: Total number of international students Source: Internal Tracking 2013-14 2014-15 2015-16 2016-17 2017-18 ytd 1144 1493 1618 1988 2090 2016-17 2017-18 YTD • Continue to increase diverse international student numbers 800 • Continue to develop field school enrollments and policies 600 756 758 755 700 753 742 730 618 560 500 480 589 606 514 400 300 274 200 147 100 0 70 China India Other* * Represents 70+ countries 6 800 2015-16 • Continue to engage faculty, staff and students in off-shore programming opportunities 700 2013-14 2014-15 600 500 400 International Student Counts by Country 300 100 In progress: 0 • Hired Strategic Enrolment Manager to develop further source country diversity 200 2 CORNER POST Supporting People in an Engaged Community Key Performance Indicators: International student satisfaction rate with Camosun College’s career services. Source: iGraduate Survey Camosun International Students 2014-15 2015-16 2016-17 2017-18 89% 93% 84% 88% International student satisfaction rate with the employability skills they learned in Camosun’s classes. Source: iGraduate Survey Camosun International Students 2014-15 2015-16 2016-17 2017-18 84% 87% 88% 80% 7 3 Creativity & Innovation CORNER POST Goal 1 Actively engage the college community in recognizing and building on innovation and creativity. Achieved: Key Performance Indicators: • Created and completed the project to establish the Interaction Lab at the Interurban Campus My department values a diversity of ideas and approaches • Developed and completed the new organizational structure for Camosun Innovates Source: 2017 Employee Engagement Survey 2015 86% reported this occurs with high or medium frequency 2017 86% reported this occurs with high or medium frequency • Creation of an Applied Learning Steering Committee and college consultation • Hired a Coordinator, Applied Learning to create a philosophy and pedagogical foundation document to lead to specific curricular projects My department values innovation 2015 88% reported this occurs with high or medium frequency In progress: 2017 86% reported this occurs with high or medium frequency • Continue to consult with the college community to increase the uptake on applied learning as it relates to the students’ educational experience • Continue to support Creativity and Innovation projects 8 Source: 2017 Employee Engagement Survey Level of agreement with the following statement: My experience at Camosun has included creativity and innovation Source: 2017 Student Experience Survey Agree or Strongly Agree Neutral Disagree or Strongly Disagree 54% 37% 9% 9 4 CORNER POST Sustainability for the Environment & Society Goal 1 Provide leadership and support on key social, environmental and economic issues impacting the college. Achieved: Key Performance Indicators: • Implemented new printers that have reduced power consumption by 40% GHG Emission Source Data, 2011-2017 (tCO2e) • Re-established Sustainability Advisory Council 2011 2012 2013 2014 2015 2016 2017 2084 1843 1771 • Developed Student Outreach Team to convey sustainability messaging Total Emissions • Completed college-wide consultation re Sustainability Plan (surveys, Indigenous blessing ceremony, face-to-face workshops) *Note: the increase of GHG emissions from 2016 to 2017 is largely due to the failure of two heat pumps in the new CTEI building, the resulting reliance on a gas-fired boiler to heat the building, and a colder than average winter. • Replaced chillers in two Interurban buildings – outcome water savings 1500m3 or $4,800/year 1442 1608 1586 2115* Rate of people using single driver automobiles. In progress: • Student Champions continue to provide feedback on the Sustainability Plan • Switch to LED lighting for all Interurban exterior building lighting • Replace Huber Hall once-through cooler with closed loop system 10 Source: Ancillary Services Parking Survey and counts 2012 Count 2013 38% 2014 37% 47% Survey Diversion rate of materials away from the landfill or incinerator • Transportation Demand Management Plan under development Source: Sustainability Office, Facilities Services • Implement CRD Water Audit recommendations 2016 32% 2015 2016 44% 41% Key Performance Indicators: How important is environmental sustainability to you? Source: 2017 Student Experience Survey Extremely or Moderately Important Neutral Not Very Important/ Not At All Important 80% 15% 5% To what degree has Camosun’s sustainability culture influenced your understanding and actions with respect to sustainability? Source: 2017 Student Experience Survey Positively/Shaped in and Extremely Positive Way Neutral Very Little/ Not At All 48% 35% 17% 11 12