Camosun College Board of Governors and College Community: I am delighted to share with you the first annual Progress Report for Camosun’s 20162021 Strategic Plan. In this document you will find a sampling of the achievements and initiatives that are underway for each of the goals attached to the four Corner Posts of the Strategic Plan. I say “sampling” because there are multiple layers of work being undertaken that could be reported in detail however, the purpose of this report is to provide a high level overview. Strategic Plan PROGRESS REPORT 2016/2017 I am proud to say that the Strategic Plan truly guides the initiatives and decisions of Camosun College; every new program, service and project is viewed the lens of our Vision, Mission, Values and the Four Corner Posts. We have gotten off to a great start in working towards achieving all the Strategic Plan goals and will continue to do so in the coming year. In the meantime, I hope you find this report useful and are as pleased as I am with the progress achieved in this past year. Sherri Bell President 1 1 CORNER POST The Student Experience Goal 2 Develop a strong, college wide service philosophy and culture that puts students at the center of everything we do. 2 CORNER POST Supporting People in an Engaged Community Achieved: Key Performance Indicators: Achieved: • Implemented a new Student Support Model that addresses behaviour, conduct and safety issues Overall student satisfaction rate. • Moved forward on individual diversity issues; e.g. gender neutral washrooms on both campuses, additional support materials for instructors regarding disabilities, inter-cultural workshops • Continued implementation of our Mental Health strategy • Implemented a new registration model that puts students at the center • Developed a three year, student-centric division plan • Consultation for the new Health Building included a strong focus on student needs • Increased student participation and input into college decisions including policy development Source: BC Student Outcomes Survey 2012 2013 2014 2015 2016 Camosun 93% 93% 92% 94% 91% BC College Average 93% 93% 93% 93% 92% *Note: All institutions surveyed includes the public post-secondary institutions in British Columbia, EXCEPT for the Research Universities. • Supported a Creativity and Innovation Project that will inform the diversity priorities Goal 1 Recognize and celebrate diversity within the college community. Key Performance Indicators: Establishment of priorities to support diversity. NEW Number of opportunities students and staff have to engage in planning and projects supporting diversity. In progress: • Examination of hiring practices FALL 2017 Student Experience Survey: In progress: In order to obtain more meaningful data we are creating our own student survey. • Rebuild applied learning model within the Student Experience and Education divisions • Percentage of students who felt supported in achieving their educational objective • Full implementation of safety process, mental health strategies, registration model and student services model • Percentage of students satisfied with their overall educational experience • Increased collaboration between the Registrar’s office and Camosun International 2 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. • Review the mandate of the Diversity Committee • Examine space needs of our diverse population • Enact focus groups on diversity issues • Percentage of students satisfied with their co-op placement or work-related experience 3 2 Supporting People in an Engaged Community CORNER POST Achieved: Key Performance Indicators: Achieved: • 17 of 39 TRC Initiatives in Camosun’s 5 year plan are completed or underway Number of staff who have completed the full TTW training. • Achieved our initial goal target of 15% of the student population • 800 employees attended Conversations Day which focussed on TRC Two years of data available CORNER POST • Increased number of TTW offerings from three to eight Source: Internal Tracking KPI presents the cumulative total number after each year. Up to 2016 179 2016-17 232 • Held the 2nd Annual Orange Shirt Day • Hired CETL faculty to focus on indigenizing curriculum • Created Indigenous Director position In progress: Proportion of i) Indigenous students and ii) Indigenous employees at Camosun compared to the rate of Indigenous population in nearby districts. (Esquimalt, Juan de Fuca, Victoria, Saanich, Gulf Islands. Indigenous population from the 2011 National Household Survey (NHS) is 4.2% Source: Internal Tracking 2014-15 Students 6.2% 2015-16 Students 5.8% • The new HR onboarding/recruitment/ hiring process will be indigenized 2014-15 Staff* 3.3% 2015-16 Staff* 3.3% • Continue indigenization of programming NEW Staff Engagement Survey: I see the effects of the College’s Indigenization Plan in my workplace. Goal 3 Build internationalization opportunities for the college. Key Performance Indicators: • International tuition revenues close to matching domestic tuition revenues • Continued growth in international development project activity with two new projects in Kenya, one in Egypt, and one in Jordan; projects completed in Kenya; two underway in Tanzania and one in Mozambique • Significant opportunities developed for Camosun faculty and students to participate in our overseas development projects and exchange partnerships FALL 2017 Student Experience Survey: Number of students who indicated that their experience at Camosun improved their understanding of Indigenous issues and culture 2014 2015 2016 89% 84% 93% International student satisfaction rate with the employability skills they learned in Camosun’s classes. Source: iGraduate Survey 2014 2015 2016 84% 80% 87% In progress: • Develop structure/guidelines for development and enhancement of field schools • Increase the number of Camosun students participating in field schools, exchanges and international projects • Increase internationalization support within schools 2016 Census released end of 2017 *Head Count International student satisfaction rate with Camosun College’s career services. Source: iGraduate Survey • Development of intercultural training and faculty support capacity Total number of international students Source: Internal Tracking 2012-13 2013-14 2014-15 2015-16 2016-17 776 1144 1493 1618 1988 Camosun College International Student Counts 800 700 600 500 400 300 200 100 0 • Continue to increase number of TTW course offerings • Create an Indigenous space in the new Health Building 4 2 Supporting People in an Engaged Community Goal 2 Build on the support for the Indigenous peoples and communities in BC. 800 700 600 500 400 300 200 100 0 756 758 755 753 589 606 560 480 514 2013-14-AY 2014-15-AY 2015-16-AY 2016-17-AY * Represents 70+ countries 274 147 70 China India Other* 5 3 Creativity & Innovation CORNER POST Goal 1 Actively engage the college community in recognizing and building on innovation and creativity. 4 CORNER POST Sustainability for the Environment & Society Achieved: Key Performance Indicators: Achieved: • Awarded 16 Creativity and Innovation staff projects 2015 Staff Engagement Survey • Replacement of multiple boilers, chillers, and other upgrades (new windows and window treatments) across both sites, which will result in reducing our greenhouse gas (GHG) emissions, improving energy efficiency, and reducing (per unit) utility costs for the College • Completed extensive faculty consultation regarding applied learning • Developed a framework for applied learning that includes applied research and social innovation In progress: • Rebrand and increase the profile of applied learning • Implementation of applied learning plan • Prepare to launch Interaction Lab • Focus the 2018 Creativity and Innovation awards on the Interaction Lab • My department values a diversity of ideas and approaches – 86% reported this occurs with high or medium frequency • My department values innovation – 88% reported this occurs with high or medium frequency Staff Engagement Survey will be re-administered in 2017. FALL 2017 Student Experience Survey: Percentage of students who felt that their experience at Camosun College included problem solving where they were encouraged to provide a creative and innovative approach in the classroom or with an assignment. • Worked with the CRD to complete a Water Audit with the aim of reducing Camosun’s water consumption and waste • Camosun Print Shop now uses only 100% recycled paper for letter and legal sized copy paper. All printers on campus are set up to print double-sided Key Performance Indicators: GHG Emission Source Data, 2010-2016 (tCO2e) Total Emissions 2010 2011 2012 2013 2014 2015 2016 2034 2084 1843 1771 1442 1608 1586 Rate of people using single driver automobiles. Source: Ancillary Services Parking Survey and counts 2011 (survey) 2012 (counts) 2013 (survey) 2014 (counts) 2015 (survey) 57% 38% 47% 37% 41% NEW In progress: • Refresh of the Sustainability Plan is underway, with input from stakeholders across the College and incorporating a student liaison • The Camosun Sustainability Advisory Council has convened, with the aim of leading and refreshing sustainability initiatives • Leveraging an ASDT (provincial purchasing initiative), Camosun will replace outdated printers and move to multi-function devices 6 Goal 1 Provide leadership and support on key social, environmental and economic issues impacting the college. Diversion rate of materials away from the landfill or incinerator, by: recycling, composting, reusing, donating, or re-selling. (Source: Sustainability Office, Facilities Services) FALL 2017 Student Experience Survey: • How important is environmental sustainability to you? • To what degree has Camosun’s sustainability culture influenced your understanding and actions with respect to sustainability? 7 8