The world all around us is changing and Camosun College is no exception. The college’s Strategic Plan guides our work to support reconciliation with Indigenous people, shapes our actions to create a more sustainable campus and ensures our community is inclusive and respectful for every student and employee. New programs, projects and services are all viewed through the lens of our Vision, Mission, Values and the Four Corner Posts. Strategic Plan PROGRESS REPORT 2018/2019 The third annual Progress Report shows how the lifechanging education and skills training delivered by the college supports businesses, industries and employers. In a changing world, we cannot afford to sit still. Ensuring that our programs and courses remain relevant, responsive and applied is a challenge that the college is up to. I am proud of our graduates. Camosun students thrive in a changing world because they are equipped with the skills and knowledge to create a future that supports communities, families and helps build a strong economy. Sherri Bell President 1 1 CORNER POST The Student Experience students learn to learn; are engaged in community; and acquire skills and knowledge that effectively supports them in building their futures Goal 2 Develop a strong, college wide service philosophy and culture that puts students at the center of everything we do Achieved: Key Performance Indicators: • Completed phase 2 of the Applied Learning project including development of a framework and on-line faculty resources Percentage of students who felt supported in achieving their educational objective. Source: Student Experience Survey • The Ellucian project is mid-way with extensive work completed on data governance and training Year Supported Neutral Not Supported • Opened the new Career Lab at Interurban and launched My BluePrint and Orbis, web based career tools 2017 61% 35% 4% 2018 83% 11% 5% • Revamped Safety Net which ensures a coordinated approach to complex student issues Target: Increase satisfaction rates by 2% per year • Achieved • Completed and launched web support for faculty in recognizing and supporting students with disabilities Percentage of students satisfied with their overall educational experience Source: Student Experience Survey • Completed the annual Student Experience survey Year • Completed key work on Universal design for learning principles Very Satisfied or Satisfied Neither Satisfied or Dissatisfied Dissatisfied or Very Dissatisfied 2017 82% 13% 5% 2018 86% 8% 5% • Established a new Student Affairs department • Hired a new VP Student Experience In progress: • Establishing a mapping project for all applied learning opportunities • Launching a five-year plan to improve and consolidate services to students • Developing a student wellness plan • Reorganizing the Centre for Accessible Learning to play a more integrated role in college planning • Planning for the implementation of collaboration spaces 2 Goal 1 Ensure we have an environment in which Target: Increase satisfaction rates by 2% per year • Achieved Percentage of students satisfied with their co-op placement or work-related experience Source: Student Experience Survey Year Very Satisfied or Satisfied Neither Satisfied or Dissatisfied Dissatisfied or Very Dissatisfied 2017 48% 45% 7% 2018 54% 43% 11% Target: Increase satisfaction rates by 2% per year • Achieved Key Performance Indicators: Overall student satisfaction rate. Source: BC Student Outcomes Survey 2013 2014 2015 2016 2017 2018 Camosun 93% 92% 94% 91% 92% 90% BC College Average 93% 93% 93% 92% 92% 92% Target: Meet or exceed the BC provincial average • Working towards achieving NEW! Percentage of students who indicate that Camosun has provided opportunity to apply real world learning Source: Student Experience Survey Year Very Satisfied or Satisfied Neither Satisfied or Dissatisfied Dissatisfied or Very Dissatisfied 2018 79% 14% 7% Target: Increase satisfaction rates by 2% per year NEW! Percentage of students who feel they belong at Camosun Source: Student Experience Survey Year Very Satisfied or Satisfied Neither Satisfied or Dissatisfied Dissatisfied or Very Dissatisfied 2018 78% 17% 5% Target: Increase satisfaction rates by 2% per year 3 2 CORNER POST Supporting People in an Engaged Community Goal 1 Recognize and celebrate diversity within the college community. Achieved: In progress: • Developed and approved an Equity, Diversity, and Inclusion policy based on extensive college-wide engagement • Creating new content for the College’s Leading for Engagement and Performance program • Strengthened the College’s hiring practices through a new principle-based Recruitment and Selection policy and hiring toolkit that includes specific content related to reducing bias and maximizing inclusiveness • Launched a capability-based Workplace Leader development program (LEAP - Leading for Engagement and Performance) • Camosun’s Conversations Day, Walls Optional, and the Creativity and Innovation Projects all focussed on Equity, Diversity, and Inclusion this year • Participated in multiple college-wide diversity related activities and themed days (e.g. Orange Shirt Day, Let’s Talk Day, Anti-Bullying Day, etc.) • Developing policy including a learning accommodations policy to support students and employees with disability-related barriers; and a policy to guide and support Indigenization for the College • Developing an employee-focussed mental wellness strategy • Conducting a review of Camosun’s Respect in the Workplace program • Delivering diversity related workshops such as: Respect in the Workplace, TELŦIN TŦE WILNEW (TTW), Difficult Conversations, and Supporting Instructors with Culturally & Linguistically Diverse Learners • Offering an expanded range of indigenization and intercultural-related workshops through the Centre for Excellence in Teaching and Learning during spring 2019 • Participated in the Pride Parade in partnership with the College Pride Collective Key Performance Indicators: • Increased College resources to support interculturalization, indigenization, and accessible learning Equity, Diversity and Inclusion Policy Development Engagement 2018/19 Student surveys completed 308 Student focus groups 4 Employee surveys completed 161 Employee focus groups 4 As the policy is developed and approved by the Board, this is a one-year measurement of engagement 4 Key Performance Indicators: HR Learning for Engagement and Performance Program based on Capabilities Framework % of program materials developed and available 2018/19 50% % of program materials scheduled for 2019/20 delivery 25% % of program materials scheduled for 2020/21 delivery 25% Target: 75% in 2019/20, 100% in 2020/21 Number of staff who have completed the full TTW training. Source: Internal Tracking # of Employees Completed Up to 2017 232 Up to 2018 314 Up to 2019 413 Target: All employees * Also a measurement used for Corner Post 2, Goal 2 5 2 CORNER POST Supporting People in an Engaged Community Goal 2 Build on the support for the Indigenous peoples and communities in BC. Achieved: Key Performance Indicators: • Completed the inclusion of Indigenous Education coursework in each of Criminal Justice Diploma, Social Work Preparation and most Health programs Proportion of Indigenous students. • Created an Indigenous gathering space within the new Health building • Education Council approved the Indigenization Coordinator’s membership on Education Council • Education Council approved that all curriculum developed has responded to the call for Indigenization In progress: • Developing Indigenous research protocols within the Research Ethics Board • Developing a strategic plan to guide the development of new Indigenous programs Source: 2016 Statistics Canada Census: Greater Victoria Indigenous Population is 6.1% Students 2015-16 2016-17 2017-18 5.8% 6.3% 6.4% Target: Continue to exceed the GV Indigenous population • Achieved Number of students who indicated that their experience at Camosun improved their understanding of Indigenous issues and culture. Source: Student Experience Survey Positively Neutral Not At All 2017 31% 40% 29% 2018 50% 27% 23% • Developing an Indigenization policy to ensure continuing standards and benchmarks for Indigenization work at the College • Continuing to work with the Ara Institute in New Zealand and South Oahu University to create a three nation model of joint delivery between three Indigenous Education programs in the area of cultural and community leadership Target: Increase positive response by 2% per year • Achieved 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 Target: Increase by 2% *Next survey will be 2020. 6 2 CORNER POST Supporting People in an Engaged Community Achieved: Goal 3 Build internationalization opportunities for the college. Key Performance Indicators: • Created guidelines to enhance the development of field schools • In cooperation with the Education Division, hired faculty member to provide internationalization support to schools and support faculty training and support • Increased diversity of International student body International Student Counts by Country India China Vietnam Other 800 700 600 In progress: 500 • Continuing to increase faculty, staff and student opportunities for off-shore programming 400 • Continuing to increase diverse international student body 200 • Continuing to increase field school and study abroad enrollments 100 • Overseeing a balanced growth in the international student numbers 0 2014-15 2015-16 2016-17 2017-18 2018-19 Academic Year Target: to increase diversity • Achieved –from 70 to 79 countries NEW! Key Performance Indicators: Total Number of study abroad enrollments Total number of international students Source: Internal Tracking 2015-16 2016-17 2017-18 2018-19 1618 1988 2090 2246 Target: Small increase in student numbers • Achieved 300 Source: Internal Tracking Year Outgoing Short term Field School Total 2016–17 23 8 0 31 2017–18 25 12 15 52 2018–19 10 11 31 57 *Next survey will be 2020. 7 3 Creativity & Innovation CORNER POST Achieved: • Supported the creation of an Indigenous house-pole for the Centre for Trades Education and Innovation • Completed Phase One of the Applied Learning Project Actively Actively engage engagethe thecollege collegecommunity community in in recognizing recognizing andand building building on innovation on innovation and and creativity. creativity Key Performance Indicators: My department values innovation Source: 2017 Employee Engagement Survey • Increased the number of students engaged with Camosun Innovates 2015 88% reported this occurs with high or medium frequency In progress: 2017 • Making application for federal funding in the areas of augmented or artificial realities to support the capital needs of future programming 86% reported this occurs with high or medium frequency Target: Increase by 2% • The Applied Learning project continues as we work to build greater numbers of applied learning opportunities and structure My department values a diversity of ideas and approaches • Continuing to grow the number of students participating in Camosun Innovates projects, including Capstones, work opportunities, tours, and project identification • Launching of new Interactive Media Developer Program in fall of 2019 • Revisit Creativity and Innovation process 8 Goal Goal 11 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 Target: Increase by 2% Key Performance Indicators: 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 2017 54% 37% 9% 2018 59% 28% 14% Target: Increase Agree response by 2% per year • Achieved NEW! Total number of students in contact with Camosun Innovates Source: Internal Tracking 2018 1900 2019 2100 Target: Increase number of students in contact with Camosun Innovates by 5% • Achieved 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: • Installed LED lighting externally on all buildings at the Interurban campus GHG Emission Source Data • Replaced Huber Hall once-through cooler • Implemented water audit recommendations • Installed three Electric Vehicle (EV) Charging stations at Lansdowne • Installed high efficiency boilers in Campus Centre, Technologies Building and Interurban Child Care. • Installed new air handling units in Jack White Automotive Shop and Composite Lab 2014 2015 2016 2017 2018 1771 1442 1608 1586 2115 1990 Target: continue to reduce GHG emissions *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. • Finalized the Sustainability Plan Rate of people using single driver automobiles. • Finalized the Transportation Demand Management Strategy Source: Ancillary Services Parking Survey and counts • Developed a Park and Ride program for Camosun students In progress: • Switching to LED street and parking lot lighting for Markham Road and Parking lot 2 - Interurban 2012 Count 2013 38% 2015 37% 47% Survey 2014 2016 2017 44% 41% 2018 45% 41% Target: Reduce the percentage of single driver automobiles • Not achieved • Upgrading mechanical HVAC for Huber Hall Diversion rate of materials away from the landfill or incinerator • Developing a Clean Energy and Efficient Buildings post diploma program in renewable energy Source: Sustainability Office, Facilities Services • Creating an electric bus shuttle route for the Westshore to Lansdowne and Interurban campuses • Creating additional Park and Ride/Park and walk programs • Developing green meeting and event planning guidelines 10 Total Emissions 2013 2016 32% 2017 32% 2018 32% Target: Improve by 2% per year • Not achieved Key Performance Indicators: To what degree has Camosun’s sustainability culture influenced your understanding and actions with respect to sustainability? Source: Student Experience Survey Positively / Shaped in an extremely positive way Neutral Very little / Not at all 2017 48% 35% 17% 2018 66% 25% 9% NEW! Camosun has positively influenced my actions to advance sustainability. This includes respect and care for people, the land and environment, and future generations. Source: Student Experience Survey Agree Neutral Disagree 64% 25% 11% Target: Increase Agree response by 2% per year 11 12