elan / 2007 - Kwantlen Polytechnic University...such as teamwork, problem-solving and analytical thinking, creative writing and global consciousness. Students are looking for institutions

Creating Our Future

Kwantlen University College / Action Plan /

2007

KStrategic Planning and Implementation Committe

e - September 2007

• TRANSITIONS PLANNING SECRETARIAT: Rob Adamoski • Ariana Arguello • Kathleen Bigsby • Mary Boni • Chris Burns • Dianne Crisp • Farhad Dastur • Bob Davis •

Gordon Farrell • Doug Fletcher • Colleen McGoff Dean • James Panabaker • Suzanne Pearce • Marsha Teichman • Tally Wade • Arthur Fallick • Carolyn Oliver • Gordon Lee • Grant

Allan • STRATEGIC ISSUE TEAMS: Farhad Dastur • Terri Van Steinburg • Zena Mitchell • Takashi Sato • Grant Allan • Wayne Tebb • Jody Gordon • Lesley Hemsworth • Robin

Russell • Linda Schwartz • Newton Wainman • Derek Nanson • Mary Jane Stenberg • Theresa Abraniuk • Laura Arneson • Margot Brown • Robert Buller • Julia Denker • Sibeal Foyle

• Meg Goodine • Mike Harris • John Kerti • Priscilla Lo • Cathy MacDonald • Alice Macpherson • Ronald McKeown • Bea Pires • Susan Powell • Kim Rose • Renu Seru • Robert Wood

• Cate Anderson • Brian Carr • Roy Daykin • Penney Grylls • Sean Kehler • Ann McBurnie • Kelly O’Neill • Catherine Rauk • Dianne Schultz • Nancy Train • Amanda Welton • Ravinder

Birk • George Broderick • Fraser Crinklaw • Ann Marie Davison • Catherine Dubé • Rob Fleming • Liberty Hansen • Celia Lam • Teresa McLeod • Karen Metzger • Ruth Mullane •

Debbie Smith • Adamira Tijerino • Katie Warfield • Arlene Whiffin • Harry Yang • Peter Chevrier • Mark Chiarello • Dianne Crisp • Dave Davidson • Gordon Farrell • Angela MacLean •

Karen Mayes • Jeff Norris • Charles Quist-Adade • Brian Woodcock • Geoff Dean • Steve Dooley • Melissa Drury • Barbara Duggan • Bevin Heath Ansley • Melinda Henson • Barbara

Thomas-Bruzzese • Rahim Virani • SOUNDING BOARDS: Brian Stacey ∙ Genni Gunn ∙ Maggie Fung ∙ Melinda Hogan ∙ Shannon Kloet ∙ Maureen Shaw ∙ Brenda Snaith ∙ Leslee

Birch ∙ Laurie Clancy ∙ Paula Hannas ∙ Craig Regan ∙ Ulrieke Birner ∙ Marnie McFarlane ∙ Jill Walker ∙ Kevin Hamilton ∙ Deborah Henderson ∙ Dean Roxby ∙ Jashpal Grewal ∙ Laurie Thiessen ∙

Dave Saunders • Gail Emanuels • Ann Moniz • Carolyn Robertson • David Wiens • Dianne Crisp • Kathy Wainman • Jimmy Hariyanto • Ronnie Skolnick • Wendy Agrey • Simone Le

Blanc • Silvana Sulstarova • Tricia Townsend • STRATEGIC PLANNING AND IMPLEMENTATION COMMITTEE (appointed): Bob Perkins • Caitlin Zotzman • Elise Le

Brun • Hasan Pasha • James Panabaker • John Marasigan • Joshua Mitchell • Kim Renwick • Kurt Penner • Marion Crook • Marsha Teichman • Mary Boni • Maurice Bedard • Moira De Silva

• Patricia Seto • Rob Adamoski • Robert Finlayson • Ronnie Skolnick • Scott Gowen • Susan Allan • Suzanne Pearce • Tom Radesh • Troy Simkus • Andrea Summers • Tung Chan • Denny

Hollick • DJ Lam • Grant Allan • Rob Fleming • Judith McGillivray • Elva Reid • David Ross • Lori Scanlan • Deborah Harkin • STEERING COMMITTEE: Arthur Fallick • David

Ross • Deborah Harkin • Gordon Lee • Grant Allan • Judith McGillivray • Kathleen Bigsby • PLANNING DIRECTORATE: Arthur Fallick • Kathleen Bigsby • Colleen McGoff-

Dean • Doug Fletcher • Chris Burns • Linda Gomes • Carolyn Oliver • Jo-Anne Rempel • Ariana Arguello • Katie Warfield • SPECIAL THANKS: Danielle Baxter • Shri Goundar •

Barbara Gorman • Bryan Hoff • Jamie Rothwell • David Nguyen • Leslee Birch • Stephanie Sun • Yvonne Theriault Hull • Thank you to Kwantlen Print Shop and Chartwell Dining

Service, both of which provided superior service to our requests. • Thanks also to all those who attended and contributed at the November 2006 dialogues and the March 2007 Ideas Fairs.

Thank You

The Creating Our Future planning process began with an open and imaginative question: what do we want to be? Some of the answers were already identified in Kwantlen documents--for instance, our institutional core values--and some we elaborated throughout the year long Creating Our Future process.

An essential component of our comprehensive planning process was to look at “the big picture” and then integrate all the factors that would affect “what Kwantlen needs to be” in order to succeed over the next decade. The factors we considered were both internal to Kwantlen and reflecting our values as well as external to the institution reflecting our position in the B.C. Lower Mainland.

The third section discusses the challenges of implementing change in an organization like Kwantlen, and sets out a strategy for the ongoing implementation and monitoring of the Action Plan.

Creating Our FutureOverviewOur Academic MilieuOur Core ValuesOur InstitutionKwantlen’s Institutional Building BlocksRecommendation to the PresidentCreating Our Future Planning Process

Shaping our FutureInstitutional Building Blocks

Kwantlen’s Learning Environment Kwantlen’s InfrastructureKwantlen’s Relationships with our Communities

From Ideas to ActionOur ContextInstitutional SustainabilityCapacity for ChangeImplementation StrategiesStaging of InitiativesIntegrated PlanningCatalytic Mechanisms

p. 4

p. 7

p. 15

2007 Creating Our Future p.3

What type of post-secondary institution does Kwantlen want to be?

What type of post-secondary institution does Kwantlen need to be?

How does Kwantlen get from today to the desired outcomes by 2015?

Table of Contents

During the extensive consultation processes of Creating Our Future, the following set of institutional values were reviewed and consistently endorsed.

A commitment to transform the lives of our students, the people who work here and the people who live in our region

A commitment to excellence in teaching, scholarship, professionalism, creative artistry, skilled trades, and in the services we provide

A commitment to innovation in program design and delivery, scholarship, rewards and recognition, revenue generation, and regional development

A commitment to respect for each other, for the needs of our region, and for fellow institutions

These values speak directly to the preservation and enhancement of essential features of Kwantlen such as open access, laddering of programs, instruction in the trades, employee development, and the relevance and quality of the learning experience of our students. They underscore the image we want to convey as having responsive, flexible programming and delivery, and respect for the different needs and aspirations of our current and potential students.

Over this past year, more than 400 dedicated members of Kwantlen University College including employees, students, and members of the Board of Governors volunteered their imagination and knowledge to undertake a comprehensive, consultative and creative planning process to create our future. This Action Plan is designed to chart and guide the progress of the institution over the next decade or more.

Overview

The major challenges to realizing Kwantlen’s distinctive vision include ensuring the appropriate alignment of the core academic and service foundations, identifying and addressing impediments in the institutional culture that inhibit Kwantlen from harnessing its institutional energy, and developing a demonstrable commitment to accountability.

What does Kwantlen want to be?

Our Academic Milieu Our Core Values

Post-secondary education increasingly inhabits a dy-namic space built on four pillars: teaching and learn-ing, research and scholarship, community service, and an entrepreneurial approach to revenue generation. Institutions like Kwantlen are now expected to be more accountable to the public purse as employ-ers demand graduates with transdisciplinary skills such as teamwork, problem-solving and analytical thinking, creative writing and global consciousness. Students are looking for institutions with the flexibil-ity and range of programs that will help them build and change careers as their life and circumstances demand.

A key challenge for Kwantlen is to define our dis-tinctive niche and articulate what separates us from competing institutions in the region.


Creating Our Future has given Kwantlen the opportunity to examine a broad range of opera-tional and strategic issues and to challenge key assumptions that govern our planning and priori-tizing models. This self-assessment has produced thoughtful discussions on our role as a dual-sector, regional university and what we need to be doing to broaden our student base, recruit, retain and engage the highest calibre of employees, and embed the best principles of institutional sustainability into our organization. Various teams have proposed strate-gies that encourage multi-dimensional approaches to planning and problem-solving that will make the institution more data driven and accountable.

Kwantlen can take advantage of several opportuni-ties to create and shape the future of the institution. We have talented and committed employees. We are in a fast growing region that is fueling economic expansion, and our communities have high expecta-tions of what we can contribute.

Creating Our Future

Recommendation to the President

Kwantlen’s Learning Environment

Kwantlen’s Infrastructure

Kwantlen’s Relationships with our Communities

To sustain and to build its role as a progressive and responsive regional university, Kwantlen will require integrated planning, consultative communication and demonstrated leadership at all levels of the institution to ensure the alignment of our vision, our operating and administrative structures, and our institutional priorities.

The Strategic Planning and Implementation Committee recommends that the President, over the next four months, build a consensus among key internal stakeholders to integrate the strategic initiatives proposed in this Action Plan into a comprehensive planning process for the entire organization through divisional plans and resource allocation processes.

This consensus building process should involve the Board of Governors, the Executive Committee, Deans and Directors, the Kwantlen Faculty Association, the British Columbia Government Employees Union and the Kwantlen Student Association. This will enable Kwantlen to derive and maintain a singular, evidence-based and directional strategic plan that can be monitored, audited and evaluated to demonstrate and celebrate our successes.

Kwantlen’s Institutional Building Blocks


Kwantlen is poised to become a leading example of a distinctive type of university: a teaching-intensive, dual-sector, post-secondary institution with a regional focus. As it has both vocational/technical and academic programs, a dual-sector institution has potential for innovative, integrated, and cross-sectoral programs that provide flexible entry and re-entry points. It also has the ability to provide easy pathways among vocational/technical education, academic, and professional education.

Connecting with the external community provides students with experience that is both campus-based and real world focused, characterized by an increasingly flexible mix of face-to-face learning, resource based study and workplace exposure. The research thrust of the dual-sector institution is primarily in applied and professional disciplines focused in strategic areas that are related to identifiable strengths in the institution and to the needs of external stakeholders.

While our institution has had a very successful history from community college roots to degree granting status, sustaining this success in future years as a teaching-intensive, dual-sector regional university will require fundamental changes in several aspects of Kwantlen’s structure and operational processes.

The potential is enormous and the challenges, while not insurmountable, will require several years, persistent pursuit, a coherent and consistent vision, as well as commitment and leadership at all levels of the institution.

Our Institution

A Strategic Planning and Implementation Committee (SPI) comprised of a representational cross-section of the institution and appointed by the President has identified three core institutional building blocks for Kwantlen:

The SPI has drawn extensively on the work of five Strategic Issue Teams to identify “desired states” that describe what Kwantlen wants to be and needs to be to remain a leading-edge learning institution for the next decade and beyond.

The Strategic Issue Teams examined: Learning and Student Success, Accountability, Institutional Culture, Revenue Generation, and Community Connections.

The Action Plan also highlights a series of “catalytic mechanisms” that we believe can stretch the institution and promote innovation that takes us beyond current operating practices.

1. 2. 3.Transitions Planning Secretariat

Strategic Issues Teams

Strategic Planning and Implementation Committee

Creating Our Future Planning ProcessCreating Our Future brings together almost 12 months of extensive consultation into an Action Plan with an ongoing structure to monitor and evaluate its successful implementation.

TPS Report

Community forums

President’s

Commission

Feed

back

Action Plan

Ideas Fairs

SI Team reports

Soun

ding

Boa

rds

• Affirming core values• Discussing areas of challenge• Designing the planning framework• Brainstorming goals for the next 10 years• Devising consultation process• Outlining communications strategy

• Revealing current strengths• Revealing current challenges• Establishing desired outcomes• Setting implementable strategies• Proposing measures of attainment

• Synthesizing integration and strategies• Sequencing and prioritizing• Identifying catalytic mechanisms• Discussing significance of not implementing strategies• Establishing implementation plan

Fall 06 Spring 07 Summer 07 Fall 07Spring 06


Employees on each of our five campuses have had several opportunities, in a variety of formats, to provide ideas and suggest ways to navigate forward.



Institutional Building Blocks





Our institutional infrastructure — physical, operational and cultural — supports the integration of academic and vocational education, the broad range of undergraduate offerings, and the development of value-added research and entrepreneurial activity, as well as helping to define and shape the cultural milieu and character of the institution.

Participants in Creating Our Future, including at various times, members of the Transitions Planning Secretariat, the Strategic Issue Teams and Sounding Boards, and the Strategic Planning and Implementation Committee, have suggested that Kwantlen’s current infrastructure and policy framework needs to evolve to address student demography, the shifting post-secondary environment, provincial fiscal and political realities, and the mission, vision and values that have been articulated for the institution.

Connections to community are integral components of our operations, from networking with decision-makers to creating opportunities for community-based student placement. As Kwantlen embarks on its next twenty-five years, the many rich and valued partnerships that have been established with the communities we serve need to be developed and nurtured so they are integrated, systematic, consistent and sustainable.

The Strategic Issue Team that examined Kwantlen’s Community Connections identified a set of desired outcomes and implementable strategies around six core themes: Promotion and Marketing, Alumni Connections, Branding, Community Relations, Competition/Partners, and Enhancing Credibility. Other Teams noted the need to develop partnerships for Kwantlen research, for enriching classroom learning, and for establishing joint ventures that would enable Kwantlen to better serve the educational needs of our region.

As the SPI committee analyzed the wealth of material received from the five Strategic Issue Teams, it concluded that there are three major building blocks at Kwantlen:

Kwantlen’s Learning EnvironmentKwantlen’s InfrastructureKwantlen’s Relationships with our Communities

Each of these building blocks both supports and is dependent upon the strengths of the other two.

After several months of reading, research, analysis and reflection, including extensive dialogue with faculty, students, staff, and administrators, the Strategic Issue Team that examined Learning and Student Success produced A Manifesto for Transformational Change for the Strategic Planning and Implementation Committee. This inventory of current strengths, challenges, outcomes and implementable strategies provides a significant part of the road map to realize our goal of preparing Kwantlen’s students to become critical thinkers with employable skills and attitudes that foster adaptability.


What does Kwantlen need to be?

Shaping Our Future

Kwantlen’s Learning EnvironmentKwantlen provides a learning environment that inspires inquiry, collaboration, creativity, and application.

Enhance opportunities for students’ academic and social engagement through such diverse mechanisms as appro-priate use of the cohort model, providing students with physical spaces and facilities, departmental “pods,” etc.

Engage our internal and external communities to ex-change knowledge that contributes to building sustainable communities.

Provide incentives and recognition to support innovation and enhancement in teaching and learning, research and scholarship.

Promote all aspects of scholarship to inspire and support inquiry within educational programs and services.

Create centres of excellence that align existing strengths in our programs to innovation, entrepreneurship and stewardship opportunities in our region.

Suggested Measurement Tools

Monitor student engagement through an annual student survey.

Each education division and relevant service units will report annually examples of academic and social engagement.Each education division will report annually instances of col-laborations in program development, delivery, research, and learning activities.Each education division, the Vice-President, Learning, the Centre for Academic Growth, and the ORS will report annually the incentives and recognition provided to support innova-tion and enhancement in teaching and learning, research and scholarship.Each education division will report annually the innovations and enhancements implemented in teaching and learning, research and scholarship.The percentage of students living outside Kwantlen’s region who say that Kwantlen is their first-choice institution will be reported annually.Student registration numbers, course registrations and creden-tials completed will be reported annually.At least one innovative instructional design will be piloted, evaluated and shared each year.

Legend: achieved / in progress / to be done

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Kwantlen’s Learning EnvironmentKwantlen provides the environment and means to transform the lives of its learners, employees, and communities.

Fund and implement an ongoing series of research projects aimed at developing and maintaining a well-informed understanding of the current and future educational needs of our learners and the communities Kwantlen serves.

Dedicate adequate resources to build courses, programs and student services that respond innovatively to meet the emerging needs of our diverse student body and of our region.

Establish and maintain a timely and trans-parent process, based on multiple strategic factors, for determining program priorities.

Attract underserved student markets by imple-menting programs and services that meet and support their educational needs.

Increase the number and amount of, and broad-en the eligibility criteria for, student scholarships and bursaries.


Publish annual information updates describing learner and community needs identified through research. Publish actions taken as a result of the information learned.Monitor how well services, resources and facilities meet student needs and determine student opin-ions regarding flexibility and variety of programs through annual surveys of students.Monitor course completion and term-to-term retention to assess efficacy of advising, placement and counseling services.Report annually both the number and amount of scholarships and bursaries distributed to Kwantlen students each year.Increase the proportion of Kwantlen’s student body aged 25 and over to 35% of all registered students.Monitor adequacy and relevance of employee learning opportunities through an annual survey.Report number of international exchanges under-taken by Kwantlen students and faculty each year.

Increase awareness of international culture, val-ues and learning among students and employ-ees at Kwantlen.

Provide learning resources and campus facilities that meet the needs of the various types of students Kwantlen currently serves and wishes to serve in the future.

Provide enough relevant opportunities at Kwantlen for learning and transformation, both professional and personal, for the different stages of an employee’s career.

Implement a Research and Scholarship Plan that will act as a catalyst for capacity building, revenue generation, and contribution to the so-cial, economic and cultural vitality of the region.

Develop and enact a framework for implement-ing proactive advising, placement and counsel-ing services that include effective and accessible testing services.



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Kwantlen’s InfrastructureOperational structures and processes demonstrably support our learning and community goals in a sustainable manner.

Create a Service Council that brings together representatives from service and academic areas with the common goals of increasing student recruitment and retention, and recognizing and promoting best practices in service delivery.

Implement a comprehensive accountability framework to facili-tate steady and measurable improvement in Kwantlen’s internal accountability and quality improvement processes.

Develop and maintain fully integrated and collaborative insti-tutional planning processes that ensure timely, effective and appropriate responses to change throughout the organization.

Implement a clear and thoroughly researched plan to increase Kwantlen’s annual revenues by at least 25% over 2006/07 levels within 10 years from a combination of internal and external tradi-tional and non-traditional entrepreneurial activities.

Review and monitor practices throughout Kwantlen to improve processes and identify efficiencies while improving organizational effectiveness and adaptive capacity.


Monitor students’ opinion of the quality of services through annual student surveys.Implement a service review process analogous to the program review process.Accountability process activity reports will be published annually.Report implementation of continuous quality improvement processes (e.g. process mapping).One year after receiving additional funding, a service area must formally report on how servic-es have improved as a result.Report annually measures indicating efficient use of resources: e.g. proportion of educational activity taking place on weekends, May – August; available seats filled.Report annually amount of revenue gener-ated by entrepreneurial activities (revenue from sources other than government base funding and student tuition for base funded programs).

Allocate financial and human resources to meet identified needs aligned with strategic priorities.

Maintain the Kwantlen Foundation as a stable, independent, long-term entity.

Develop comprehensive plans to ensure effective management and business continuity in the event of a major unanticipated disruption.



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The physical and technological environment de-monstrably supports our learning and community goals in a sustainable manner.

Design or re-design our physical infrastructure so that it matches or exceeds the best practices in post-secondary education in Canada.

Model practices that contribute to environmental sustainability.

Provide the technological capacity to support student-centred services and program delivery that match or exceed the best practices in post-secondary education.


Monitor student and employee opinions about physical infrastructure, facilities, and technology services through annual surveys.Increase the number of fully on-line courses and courses with on-line support.Consumption of electricity based on per square metre usage will be reduced from the 2000 level by 45% by 2010.Consumption of natural gas based on per square metre usage will be reduced from the 2000 level by 25% by 2010.


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Kwantlen is achieving impressive results in some aspects of promoting sustainability (http://www.kwantlen.ca/facilities/energy.html), but we still have a considerable journey before us. One critical step in this process will be to define a vision of our organization as operationally and environmentally sustainable and then explore what we would do that is different from what we do now. This type of approach will require a willingness to: ask searching questions about what we do and why we do it; engage our students in different kinds of learning; and embrace the many ways of knowing that should shape our contribution to meeting the economic, socio-cultural and environmental challenges of our region.





The cultural milieu demonstrably supports our learning and community goals in a sustainable manner.

Suggested Measurement ToolsCapture employee perceptions and ex-periences regarding employee workload issues, work-life balance, retention, leadership, communication, and job satisfaction through an annual survey.Conduct regular audits of the campus climate through employee interviews (regular and exit) in addition to the an-nual survey.Institutional data about employee reten-tion and recruitment will be reported annually.Monitor annually divisional plans for in-clusion/consideration of factors related to workplace culture.

Implement an all-inclusive strategy that will attract, sup-port and retain skilled employees at Kwantlen; this will include flexible benefit packages, collective agreement provisions, supportive culture, organizational flexibility, communications, and a rewarding environment.



Develop flexible operational practices that embody pro-fessional respect, collaboration and teamwork and make effective use of the talents of highly skilled employees throughout the organization.

Recognizing that people’s needs change over their working lives, design workload models for all employee groups that provide flexibility, developing knowledge and skills, and life - work balance.

Implement practices that nurture a culture of recogni-tion and celebration within Kwantlen.

Develop a collaboratively designed, transparent, internal communication plan that reflects the impor-tance of information to organizational operations.

Kwantlen’s Relationships with our CommunitiesKwantlen is a hub and a network partner for learning, social and civic leadership in our region and is recognized as a leader in re-sponsive educational programming and services.

Establish a single strong identity that reflects Kwantlen’s distinctive mission and characteristics as a dual-sector institution. The identity will be supported by clear and consistent key messages.

Promote Kwantlen’s successes in learning, social and civic leadership with our community partners.

Explore new educational markets for profes-sional and other continuing studies and cultivate community partnerships to attract an expanded student clientele.

Build positive awareness of Kwantlen’s programs among diverse external communities.


The level of awareness and understanding of Kwantlen and its programs by external com-munity members, and their opinions regarding flexibility and variety of our programs will be monitored through a survey of external com-munities conducted every second year.The Office of Research & Scholarship will annually collect and report information about collaborative research projects.At least one professional studies program will be implemented each year.The number and frequency of external organi-zations using Kwantlen services and facilities will be reported annually.Each education division and relevant service unit will report on its successful learning part-nerships annually.

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Kwantlen’s Relationships with our CommunitiesKwantlen makes available opportunities and experiences that foster enduring connections with our communities.

Develop and implement a transparent and comprehensive plan for Kwantlen’s external communication, in collaboration with programs, that is consistent with our vision, goals and priorities.

Establish a comprehensive Alumni program as a cornerstone for developing Kwantlen’s multi-faceted relationship with its communities.

Implement a coordinated approach to building and maintaining lasting, collaborative relationships at the departmental and in-stitutional levels with business, educational institutions, govern-ments and other appropriate organizations in Kwantlen’s region.

Celebrate Kwantlen’s Relationships with our Communities with events on and off campus.


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Monitor the degree of satisfaction Kwantlen’s com-munity and industry partners have with their relation-ship to Kwantlen through a survey conducted every second year.Programs will report annually on the nature of their relationships with community and industry partners; these relationships will be of material benefit to Kwantlen.Alumni attendance at Kwantlen functions, donations, support at Kwantlen events, participation in advisory committees, and support for student educational expe-rience will be reported annually.Participation from employers and community/service groups at Kwantlen functions, donations, support at Kwantlen events, participation in advisory committees, and support for student educational experience will be reported annually.Contributions to Kwantlen and to our external com-munities will be recognized internally each year.Events on and off campus that celebrate Kwantlen’s Relationships with our Communities will be reported annually

“Why am I involved with this? Because I feel that this time this is going to make a difference.”

Sounding Board Member

“This was a real opportunity to bring a variety of perspec-tives together to see what Kwantlen’s future might look like. It was a really dynamic group that was really positive.”

Chris BurnsTransitions Planning Secretariat

I am creating.


From Ideas to Action

How does Kwantlen get from today to the desired outcomes by 2015?

The bigger picture: Our Context

Unemployment rates in BC are not expected to change in the next 5 years as the size of the labour force is increasing at the same pace as labour market capacity. Therefore the tradi-tional counter-cyclical relationship between enrolment numbers and the unemployment rate is unlikely to increase Kwantlen enrol-ments in the future.

In 2005-06, Kwantlen had 4,276 students aged 25 and over. Enroling just 5% of the region’s population aged 25 – 54 in 2011 would give Kwantlen 19,606 students.

Grade XII projected enrolments in British Columbia overall show a decline of 8% be-tween 2005 and 2015. In Kwantlen’s region Grade XII predicted enrolments range from 10,801 to 10,316 between 2005 and 2015.

In the next 8 years, Kwantlen will need to replace 458 employees, almost 30% of the current total; 315 of these are faculty. This is both a challenge and an opportunity for Kwantlen.

New President at Kwantlen

Canada Line completion 2009

2006 2007 2008 2009 2010

Golden Ears bridge - opens Summer 2009

Employment and Labour Market Projections Lower Mainland in milllions

Employment

•Labour Market

1.321.35

1.371.38

1.37••1.4

•1.431.44

•1.47

Kwantlen Region Population Projections • 366,207

371,459•376,914 •381,917

•387,007

18 - 24 years

79,858 80,127 80,354 80,255 80,286

Provincial Election

Number of Kwantlen Employees Turning 60 Each Year

•47

3744

56 45

Projected Grade XII Enrolments inKwantlen’s Region

10,582

10,740 10,77110,801

10,767

Review of Canada Student Loan Program

Auditor General Review of Trades

Training in BC

25-54 years


The challenge for livable regions and sustainable cities...

KFA and BCEGU Collective

Agreements

•

• •

•

• •

•

•

1.29

•

• •

Improvements in transportation infra-structure in Kwantlen’s region (the Golden Ears Bridge, rapid transit, and the Gateway project which includes widening River Road and twinning the Port Mann bridge), will greatly increase potential students’ ease of access to Kwantlen campuses and to other institutions thus affecting enrolments at Kwantlen.

The proportion of post-secondary institutions’ revenues coming from the provincial govern-ment has dropped from 58.1% in 1993-94 to 45.6% in 2003-04; this is consistent with the trend in most jurisdictions across North America. In addition, the Ministry of Advanced Education’s share of the provincial budget has dropped from 8.1% in 1995-96 to 7.3% in 2005-06.

In 2006, there were 977,400 immigrants in Greater Vancouver, 43% of the population. In 2011 immigrants will make up 46% of the region’s population. Predictions for 2017 are that 49% of the region’s projected population of 2,879,000 will be immigrants. Immigrants accounted for over 90% of net labour force growth in the 1990s; this proportion is ex-pected to increase.

Port Mann Bridge twin-ning - completion 2013

2011 2012 2013 2014 2015

1.411.44

1.471.5

1.53•1.5

•1.53

•1.56

•1.59• 1.62

•392,111•396,648 • 400,925

•405,389

•409,825

80,282 80,719 81,026 81,296 80,697

Provincial Election

Evergreen Line 2011

5051

6273

77

10,79910,768

10,645

10,420 10,316

LEARNERS WITHOUT BORDERS

Other Events influencing Our Context

Online enrolment grew at a rate of 23% between 2002 and 2005 while enrolment in all US higher education grew at a rate of 1% during the same period.


Exploring energy alternatives

KFA Collective Agreement

BCGEU Collective Agreement

• •

• •

•• •

•• •

“There was great energy and passion evident during last week’s initial session. I looked forward to using that momentum to collaboratively create a dynamic and usable action plan for all of us at Kwantlen. It was no small task, but I was sure we could do it!”Lesley HemsworthStrategic Issue Team Co-Chair

“It’s been great to meet people from other departments. You know, there’s a real sense of camaraderie here. You get to hear differ-ent perspectives from different departments: from faculty, to staff to administration. I thought it was a really enlightening process.”

Liberty HansenStrategic Issue Team Member



A character in Ernest Hemingway’s novel, The Sun Also Rises (1926), is asked how he went bankrupt. Two ways, he says: gradually and then suddenly.

Kwantlen has come a long way since 1981: so far, so fast, so successful the twenty-fifth anniversary slogan reminded us.

The anticipated legislative change to our mandate and the shifts in our environ-ment portrayed on the previous pages il-lustrate a dramatically changing world we need to understand and plan for if we are to sustain our successes into the future. In this highly competitive environment, a common vision and purpose is needed and effective integration of all facets of the institution is required to ensure ef-ficiency and quality.

Institutional Sustainability

Equally important for Kwantlen is a long-range strategy that articulates how we will position ourselves to broaden our student base as our traditional market becomes in-adequate to sustain recruitment targets, and what we propose to do differently to meet the demands of a shifting labour market for recurrent education and training opportuni-ties. This strategy must also address our need to generate revenue beyond that pro-vided by government grants if we are to be able to develop needed new programs and services and support existing ones.

The Creating Our Future planning process sets out key strategic directions aligned to administrative and policy frameworks that are designed to maintain educational quality while increasing flexibility and responsive-ness and thus give Kwantlen the competitive advantage it needs. This requires flexible program development and delivery to

respond to a social context that includes a more diverse learner base, greater demands for workplace-relevant learning, and the in-tegration of mediated learning technologies.

Distinctive institutions attract and retain talented people and bring vitality and resil-ience to communities. To achieve this, and to meet the learning demands of current and new learners, this Action Plan recom-mends that Kwantlen cultivate entrepre-neurial attributes, evidence-based and timely decision-making, broad-based account-ability, operational flexibility and a culture of consultation. By nurturing Relationships with our Communities that are purposeful and sustained, Kwantlen will be positioned as a respected contributing member of the social, cultural and economic fabric of the region.

Capacity for Change

Conventional wisdom suggests that there are limitations to the amount of change that an organization can take on at any given time without seriously compromising its ability to withstand the effects of that change. What is being proposed in this Action Plan respects the suggestion of an upper limit of about 15% change per year, preferring instead to advocate more for realignment and operational transformation than wholesale structural change.

Considerable discussion took place among the members of the Strategic Planning and Implementation Committee on the implications of not implementing the recommended goals and strategies. They expressed a strong desire to see the institu-tion embracing a decision-making model that is more evidence-based, accountable and multi-dimensional in its approach to problem-solving. The discussions failed to reach consensus on the specific scope and composition of the group to be charged

with ensuring the ongoing implementation of the Action Plan, however, the SPI committee grounded their deliberations in the context of best practices emerging from the literature.

Margaret Wheatley argues that most com-munication and change in organizations do not occur in neat increments, but rather “in the tangled web of relationships.” Enormous struggles happen when change is delivered rather than when people are involved in their creation. “If people are involved, they will cre-ate a future that already has them in it.” They operate in an environment whose significance they share. The benefits and pitfalls of aligning or not aligning institutional structures and processes within an integrated planning framework are well documented. In a recent Harvard Business Review article, John P. Kotter posits several reasons why transformation efforts designed to guide effective change in organizations are prone to failure. They range from not estab-

lishing a great enough sense of urgency, to lacking or under-communicating a vision, to not anchor-ing changes sufficiently within the corporation’s culture.

In a similar vein, Michael Mankins and Richard Steele argue that a set of simple rules can turn “great strategy into great performance.” The es-sential message is that organizations that create tight links between their strategies, plans and performance often experience a positive cultural multiplier effect, but too often, organizations do not track performance against long term plans. This performance gap creates a lasting impact on capabilities and competitiveness.


Peter Senge’s change puzzle matrix clev-erly illustrates how six critical components (Trust, Vision, Skills, Resources, Results, Action Plan) combine to produce effec-tive change within an organization (the top line of the matrix). However, leaving out one of the critical factors produces significantly different results (the column on the right).

Each of the examples cited reinforce the core message brought forward by the Creat-ing Our Future groups that for Kwantlen to remain a leading edge, dual-sector, and regionally responsive institution will require integrated planning, clear communication and demonstrated leadership at all levels of the institution to ensure alignment between our vision, sustainable operational structures and our institutional priorities.

Equally important is the process identified by the SPI committee for continuing ap-praisal of the extent to which the proposed goals and strategies are being effectively implemented and communicated.

Trust

Trust

Trust

Trust

Trust

Trust

Vision

Vision

Vision

Vision

Vision

Vision

Skills

Skills

Skills

Skills

Skills

Skills

Resources

Resources

Resources

Resources

Resources

Resources

Results

Results

Results

Results

Results

Results

ActionPlan

ActionPlan

ActionPlan

ActionPlan

ActionPlan

ActionPlan

Change

Sabotage

Confusion

Anxiety

Anger

Sporadic Change

False Starts

The Change Puzzle Peter Senge


Implementation Strategies

Of particular concern to Kwantlen employees, often expressed during Creating Our Future, is the impression that the institution does not always fully capitalize on the suggestions and commit-ment of its membership. Implementation CommitteeThe SPI committee recommends that a cross-institutional committee be appointed by the President with the following responsibilities:

To monitor the achievement of the goals (using the suggested measurement tools) articulated for Kwantlen through Creating Our Future;

To monitor relevant environmental circum-stances, and correlate them with the attainment of goals; and,

To report on both to Kwantlen’s internal com-munity at least once each year.

Operational responsibility for the committee’s operations will rest with the Vice-President, Stra-tegic Services. The implementation committee will report to Kwantlen’s senior leadership, deans and directors.

Suggested Measurement ToolsTools to measure the achievement of the “desired states” articulated by the SPI have been provided with each one. The SPI suggests that these can be used or modified as the implementation committee sees fit. We recognize that the measures may evolve to accommodate changing circumstances.

Staging the InitiativesThe strategies to achieve the “desired states” articu-lated by the SPI and the Strategic Issue Teams are presented as a set of staged initiatives. We believe that this will best allow Kwantlen’s employees to shape how they will be integrated within the institu-tion and communicated beyond it.

As the strategies recommended in the Creating Our Future Action Plan are integrated into divisional and departmental plans, their implementation may be earlier or later than indicated on the following pages. Changing internal and external conditions may also affect the timing of their implementation. The suggested staging of the initiatives is our best attempt to emphasize the importance of moving quickly to implement them while acknowledging the institution’s capacity to absorb new initiatives, and balancing the cost and revenue generation implica-tions of the different strategies.


Integrated Institutional PlanningAs our institution grows in complexity, it becomes increasingly important to ensure an or-ganizational and administrative structure where educational planning does not occur in isolation from, or parallel to, the other areas of infra-structure and service planning. Integrated stra-tegic and operational planning that is coupled with transparent and skilled communication will ensure that difficult decisions about resource allocation and institutional priorities will be informed, if not always universally welcomed. This commitment to integrated planning will also lessen the extent to which energy, resources and goodwill become dissipated when plans and processes are disconnected.

The strategic directions proposed by Creating Our Future will have a significant impact on the character and culture of our institution. Chang-ing that character and culture of Kwantlen will no doubt produce varying degrees of discom-fort for our internal and external communities as uncertainties surface during what is likely to be an extended period of transformation. Strong leadership and a commitment to open and transparent communication will be im-portant to ensure that this transformation is inclusive, respectful and successful.

Note: this timeline includes staging from 2008-2011 rather than 2015 because of the difficulty of predicting environmental context beyond a given future point.

2008 2009 2010 2011Kwantlen’s Learning EnvironmentKwantlen provides a learn-ing environment that inspires inquiry, collaboration, creativity, and application.

Promote all aspects of scholarship to inspire and support inquiry for the development and delivery of educational programs and services within the learning environment.Enhance opportunities for students’ academic and social engagement through such diverse mechanisms as appropriate use of the cohort model, providing students with physical spaces and facilities, departmental “pods,” etc.

Engage our internal and external communities to exchange knowledge that contributes to building sustain-able communities.Provide incentives and recognition to support innovation and enhancement in teaching and learning, re-search and scholarship.

Create Centres of Excellence that align existing strengths in our pro-grams to innovation, entrepreneurship and stewardship opportunities in our region.

Kwantlen provides the environ-ment and the means to trans-form the lives of its learners, employees and communities.

Dedicate adequate resources to build courses, programs and student services that respond innovatively to meet the emerging needs of our diverse student body and of our region.Establish and maintain a timely and transparent process, based on multiple strategic factors, for determining program priorities.Seek out and provide adequate and appropriate opportunities at Kwantlen for learning and transformation, both professional and personal, for the different stages of an employee’s career.Implement a Research and Scholarship Plan that will act as a catalyst for capacity building, revenue generation, and contribution to the social, economic and cultural vitality of the region.

Invest sufficient resources in strategically directed, ongoing research to develop and maintain a well-in-formed understanding of the current and future educational needs of our learners and the communities Kwantlen serves.Implement proactive advising, placement and counseling services that include effective and accessible test-ing services.Improve student access to scholarships and bursaries.Attract underserved student markets by implementing programs and services that meet and support their educational needs.

Advance opportunities for greater awareness of international culture, values and learning among students and employees at Kwantlen.Provide learning resources and campus facilities that meet the needs of the various types of students Kwantlen currently serves and wishes to serve in the future.

Kwantlen’s InfrastructureThe physical and technologi-cal environment demonstrably supports our learning and com-munity goals in a sustainable manner.

Model practices that contribute to environmental sustainability.Design or re-design our physical infrastructure so that it matches or exceeds the best practices in post-secondary education in Canada.

Provide the technological capacity to support student-centred services and program delivery that match or exceed the best practices in post-secondary education.

Staging of Initiatives


2008 2009 2010 2011The operational structures and processes demonstrably support our learning and community goals in a sustainable manner.

Create a Service Council that brings together representatives from service and academic areas with the common goals of increasing student recruit-ment and retention, and recognizing and promoting best practices in service delivery.Implement a comprehensive accountability framework to facilitate steady and measurable improvement in Kwantlen’s internal accountability and quality improvement processes.Allocate financial and human resources to meet identified needs aligned with strategic priorities.Develop and maintain fully integrated and collaborative institutional planning processes that ensure timely, effective and appropriate responses to change throughout the organization.

Review and monitor practices throughout Kwantlen to improve processes and identify efficiencies while improving organizational effectiveness and adaptive capacity.Develop comprehensive plans to ensure effective management and business continuity in the event of a major unan-ticipated disruption.

Implement a clear and thoroughly researched plan to increase Kwantlen’s an-nual revenues by at least 25% from a combination of traditional and non-tra-ditional entrepreneurial activities.Maintain the Kwantlen Foundation as a stable, independent, long-term entity.

The cultural milieu demonstra-bly supports our learning and community goals in a sustainable manner.

Implement practices that nurture a culture of recognition and celebration within Kwantlen.Recognizing that people’s needs change over their working lives, design workload models for all employee groups that provide flexibility, developing knowledge and skills, and life - work balance.Implement an all-inclusive strategy that will attract, support and retain skilled employees at Kwantlen; this will include flexible benefit packages, collec-tive agreement provisions, supportive culture, organizational flexibility, communications, and a rewarding environment.

Develop flexible operational practices that embody professional respect, collaboration and teamwork and make effec-tive use of the talents of highly skilled employees throughout the organization.Develop a collaboratively designed, transparent, internal communication plan that reflects the importance of infor-mation to organizational operations.

Kwantlen’s Relationships with our CommunitiesKwantlen is a hub and a network partner for learning, social and civic leadership in our region and is recognized as a leader in responsive educational program-ming and services.

Promote Kwantlen’s successes in research and scholarship with our community partners.Establish a single strong identity that reflects Kwantlen’s distinctive mission and characteristics as a dual-sector institution. The identity will be sup-ported by clear and consistent key messages.Explore new educational markets for professional and other continuing studies and cultivate community partnerships to attract an expanded student clientele.

Build positive awareness of Kwantlen’s programs among diverse external communities.Kwantlen makes available op-portunities and experiences that foster enduring connections with our communities.

Develop and implement a transparent and comprehensive plan for Kwantlen’s external communication, in collaboration with programs, that is consis-tent with our vision, goals and priorities.

Establish a comprehensive Alumni program as a cornerstone for developing Kwantlen’s multi-faceted relationship with its communities.Implement a coordinated approach to building and maintaining lasting, collaborative relationships at the departmen-tal and institutional levels with business, educational institutions, governments and other appropriate organizations in Kwantlen’s region.

Celebrate Kwantlen’s Relationships with our Communities with events on and off campus.

Kwantlen’s Infrastructure (con’t)Staging of Initiatives


From Ideas to Action:Integrated Planning and Catalytic Mechanisms


The Creating Our Future Action Plan sets out key strategic directions aligned to new or improved ad-ministrative and policy frameworks that are designed to position Kwantlen as a dynamic and regionally responsive learning institution. A core recommen-dation of the Action Plan is an integrated planning framework built on a multi-year Academic Plan that brings together the various divisional and program

plans around a common vision and a clear set of academic priorities. With the core academic focus articulated, those parts of the institution responsible for services and infrastructure delivery (e.g. Finance, Facilities, Student Services, Technology, Human Re-sources etc.) can ensure that their operational plans and planning processes are aligned with the aca-demic priorities, allowing the institution to develop

an integrated Strategic Plan that is aligned with the vision for the institution established by the Board of Governors. These mission-critical plans, based on institutional priorities can be integrated into a comprehensive Action Plan for the institution with a built-in monitoring and evaluation framework.

It is clear from our consulta-tion process that while the driver for success must be the educational foundation of the institution, essential services and infrastructure to support the academic vision must be explicitly incorpo-rated into the planning and implementation of current and new program priorities.

Equally important for a dy-namic dual-sector institution is a comprehensive Action Plan that articulates how Kwantlen will contribute significantly to the social, cul-tural, and economic vitality of the region.

CommunicationPlans

FinancialPlan

CommunityPlan

LibraryPlan

FacilitiesPlan

Student ServicesPlan

AccountabilityPlan

Information Technology Plan

Human ResourcesPlan

Academic PlanPriorities/Vision

StrategicPlan

KwantlenAction Plan

InstitutionalVision

(Board)


Integrated Planning

Catalytic mechanisms are galvanizing, non bureau-cratic means of propelling organizations away from the status quo by motivating employees to take initia-tive and exercise creativity to achieve success in turn-ing strategic goals into sustained results. (Jim Collins – HBR July-Aug 1999).

The SPI sees integrated institutional planning as essential if Kwantlen is to effectively harness its resources to create a truly distinctive, dual-sector, tertiary institution well connected to its commu-nities. Five strategies are identified as potential catalytic mechanisms that will enable Kwantlen to achieve our desired outcomes by 2015. Their imple-mentation will make it easier to enact the remaining proposed strategic initiatives.

All of these strategies

stretch the institution and promote innovation that takes us beyond current operating practices.

enable the institution to better use the tremen-dous talent pool that exists at Kwantlen.

have the potential to broaden our student base and retain more of our students for a longer time.

expand use of our resources: personnel, facilities and infrastructure.

facilitate strong Relationships with our Communi-ties.

•

•

•

•

•

Redefining Workloads for all Employee Groups

Many reasons drive the re-design of workload models for all of Kwantlen’s employee groups to allow qualified employees to move be-tween different roles and parts of the institution as demand, interests, and strategy warrant. Recognizing that people’s needs change over their working lives, we must address employees’ need for life - work balance and find ways to re-energize long-time employees.

We must also recognize that a dual-sector institution with a strong community focus needs to allow for different configurations of em-ployees’ responsibilities - service to community, teaching, research and scholarship, administration – as best suit employees’ talents, interests, and growing knowledge and skills, and the changing needs of the insti-tution. Flexibility is required to retain needed employees and to meet the needs of diverse student populations.


Catalytic Mechanisms

Re-focusing Program Development, Configuration, and Delivery Modes

To attract and retain underserved student markets in our com-munities, particularly those aged 25 – 54, Kwantlen needs to implement programs and services that meet and support their educational needs (e.g. Weekend University, intersession, advanced and post-baccalaureate credentials, short courses, mixed mode de-livery etc.). This will entail re-thinking how students are admitted, how services are delivered, and probably require a new system of management with a fresh model for how targets, responsibilities, revenues and costs are allocated and tracked.


A Service Council

A Service Council would bring together rep-resentatives from service and academic areas with the common goals of increasing student recruitment and retention, and recognizing and promoting best practices in program development and service delivery. The Service Council would underline the essential role played by student support services in the academic enterprise, facilitate sharing of knowledge and experience when planning new initiatives, and integrate the services Kwantlen offers to students. Reviewing current practices from this integrated perspective will result in efficiencies in some areas that can free resources for new initiatives.

Such effective integration of academic and service components is essential to support proactive strategies needed to improve the performance of students and retain higher risk students.

An Accountability Framework

The proposed internal Accountability Framework would identify measurable results and best prac-tices, and have a public reporting component. It will provide the transparent and relevant informa-tion that people operating within and across all levels of the institution need in order to make systematic decisions. Much of the data necessary for informed reflection, the enhancement of pro-cesses, and the quality of service that we provide is already available within the organization.

The recent implementation of a comprehensive Program Review process is an important part of Kwantlen’s Accountability Framework. An analo-gous process for services should be a high priority, along with the ongoing measurement and report-ing on the achievement of the goals of Creating Our Future.

Clear accountability has the following potential benefits: gains in effectiveness and efficiency, improved outcomes, better service to students and community, broader under-standing of critical success factors, closer alignment of actions with intentions, transparency, trust, and positive action.

Centres of Excellence

Focusing individual programs and clusters of related programs at a single campus has great potential. Centres of excellence can attract a targeted audience and streamline operations to efficiently serve specific populations. Work environments are conducive to discipline-specific flexible structures for learning, and provide a locus for students. They also incubate business and community partnerships and research opportunities providing opportunities for faculty and students to engage in “real world” problem solving.

Centres of excellence extend an enhanced notion of life-long learning to community, corporate, and public service sectors, as programs can function at multiple levels, including community programming (CE); undergradu-ate programs (2-year, 4-year, both discipline-focused and integrated); professional development; and “demonstration spaces,” e.g. artist residencies, research institutes. The intentional collegiality of faculty clusters provides the potential for developing interdisciplinary collaboration, encourages innovation, facilitates conversation on teaching and learning, and enhances the possibility of developing unique and signature programs.

Catalytic Mechanisms

Selected ReferencesCollins, J. (1999). Turning Goals into Results: The Power of Catalytic Mechanisms. Harvard Business Review, Vol. 77 Issue 4. p. 70. Retrieved from http://ezproxy.kwantlen.ca:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=1980080&site=ehost-live

Holl, F. B. (2003). Assessment of Infrastructure and Policy Issues for the Kwantlen University College Twenty Year Plan. Final Report. Prepared for Vice-President Learning and Provost.

Kotter, J. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, Vol. 73 Issue 2. pp. 59-67. Retrieved from http://ezproxy.kwantlen.ca:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=9503281992&site=ehost-live

Mankins, Michael C. & Steele, Richard. (2005). Turning Great Strategy into Great Performance. Harvard Business Review, July-August 2005. Retrieved from:http://www.marakon.com/ida_050701_mankins_01.html

Senge, P. (2005). The Change Puzzle. Retrieved from:www.Ncamichigan.org/fall_conference05wrapup.shtml

Wheatley, M. & Kellner-Rogers, M. (1998). Bringing Life to Organizational Change. Journal for Strategic Performance Measurement, April/May 1998. Retrieved from:http://www.margaretwheatley.com/articles/life.html

Data Sources for “Our Context”


Employment and Labour Market projections for the Lower Mainland 2006 – 2015, The Context for Change, Urban Futures Insti-tute Report 63, Vancouver, February 2005

Kwantlen Region Population Projections 2006 – 2015, P.E.O.P.L.E. 31, BC Stats, 2006

Grade XII Enrolment Projections Kwantlen’s Region, Projection Report for Public School Headcount Enrolments 2005/06, B.C. Ministry of Education, 2006

Kwantlen Employees Turning 60 Each Year. Kwantlen Human Resources database, March 2007

Immigration Projections, Population by Immigration Status, Canada, provinces and regions, 2001 – 2017, Demography Division, Statistics Canada (Catalogue # 91-541-XIE)

Online enrolments in higher education in the US 2002 – 2005, Sloan Consortium, 2005

BC Government funding to PSE 1993 – 2005, Campus 2020 and the Future of British Columbia’s Post-Secondary Education: Critical Response and Policy Perspectives, Centre for Policy Studies in Higher Education and Training, Summer 2007

For the entire Kwantlen Action Plan and all related documentation and research visit:

http://www.kwantlen.ca/creatingourfuture/

Please provide your feed-back on the Creating Our Future Action Plan through the “Action Plan Survey” which will be distributed to all Kwantlen employees the first week of September 2007.

Public forums will be held on the various Kwantlen campuses the second week of September 2007. This is an opportunity to share your ideas about the Action Plan. Discussions will be from 11:30 am-1:30 pm. See below for locations.

T W T FNewton110

Clover-dale 1854

Langley1055

Richmond2250

Surrey G1205 A

M

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