2018 2019 Environmental Scan
Transcript of 2018 2019 Environmental Scan
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2018 – 2019Environmental Scan
November 23, 2017
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Outline
• Context Setting
• Planning Framework
• Supporting Students, Faculty and Employees
• Indigenous Commitment
• Enrolment Trends
• Economic Sustainability
• Continued Success
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Presentation Schedule
Senate Retreat (Preliminary) August 28, 2017
President’s Council September 7, 2017
Planning and Priorities October 16, 2017
Planning and Priorities brings comments to Senate November 2, 2017
Finance Committee of the Board of Governors November 23, 2017
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Purpose
Within the context of budgeting, the Environmental Scan:• Informs planning and strategic decision making
• Disseminates data from central sources to budget holders and stakeholders
• Establishes community consideration of constraints and opportunities
• Highlights and reinforces alignment and support of the Academic Plan and integrated plans
• Provides opportunities for dialogue and clarification
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Creates line-of-sight for VIU employees to take actions to support student and employee success
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VIU’s Visionary Goal
As a trusted educational partner in the promotion ofsustainable cultural, economic, environmental and social well-being, we inspire our students, faculty and staff, ourcommunities and the people of Vancouver Island and coastalBritish Columbia through our commitment to excellence inlearning, student success, respectful discourse, Indigenousways of knowing and personal well-being.
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VIU’s Niche
Adjacent to the rugged coastline of the Salish Sea and within the
traditional territories of the Coast Salish People, Vancouver Island
University is proud of its unique history and culture as a teaching
university that:
• welcomes and celebrates learners, from local, regional and international
communities, and non-traditional students, as the heart of the institution;
• supports and celebrates student success;
• provides high quality teaching, affordable high quality programs and multiple
ways of knowing;6
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VIU’s Niche (con’t)
• promotes campus communities offering small class sizes that encourage
rewarding faculty/student engagement;
• supports Indigenous learners and connections to Indigenous communities;
• fosters a global awareness within the campus and external communities;
• and promotes community engagement for students and faculty that
fosters scholarship, research and creative activity.
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(Written in 2013)
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Value-Based
LearningWe support student success, access to education, appropriate development and use of technologies, collaboration and engagement with communities, development of literacies, communication and exchange of ideas across disciplines and locations, exploration and application of new thought and pursuit of lifelong learning
RespectWe promote respectful engagement and support for internal and external relationships, and are committed to promoting respectful, informed discourse about reciprocity and reconciliation as identified by the Truth and Reconciliation Commission of Canada Calls to Action
DiscoveryWe promote respectful, ethical, transformative learning and research, scholarship and creative activity by fostering open inquiry that engages learners and supports contributions to knowledge
EngagementWe value respectful on-going cooperation and collaboration that builds relationships with our partners in education, with communities in our region and with colleagues throughout the world
AchievementWe believe in the potential of our community of learners and are committed to promoting the excellence and success of our students, faculty, staff and alumni
DiversityWe value human diversity in all its dimensions and are committed to achieving and ensuring learning and working environments that are equitable, diverse and inclusive
Celebration We recognise and actively celebrate the achievements of all our students, faculty, staff, alumni and communities we serve
Sustainability and Well-being
We foster sustainability in our institution through progressive sustainable operational practices, promotion of environmental awareness, delivery of supporting pedagogy, and provision for wellness in our employees and students 9
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Empowering Former Youth in Care“Education can mean the difference between a life in poverty or a life of prosperity. It’s an important equalizer because when we lift people up, all our communities benefit” – Melanie Mark, Advanced Education, Skills and Training Minister
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Planning Framework
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VIU Integrated Planning informs Budget (CRP)
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Regional Action Plans
Enrolment Management Plan
Teaching, Learning and Administrative Systems Renewal - AURORA
Campus Master Plan (Updated 2017)
5-Year Capital Plan (Annual)
Aboriginal Education Plan
VIU People Strategy (to be completed)
Consolidated Resource
Plan (CRP)2018-2019
ACADEMIC PLAN: Access to Excellence(Updated 2016)
VIU Mandate, Visionary Purpose, Niche and Values
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The VIU Academic Plan: Access to ExcellenceStudent
engagement, learning, and
success
Academic community
Indigenous commitment*
Program quality
Community engagement
Institutional effectiveness
13*formally added in 2016 update
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Academic Priorities Implementing the Academic Plan: Access to Excellence
Advancing VIU as a university that promotes and fosters well-being
Implementing and reporting to Senate the 2015 SPA recommendations
Implementing and reporting to Senate the VIU Aboriginal Education Plan
Expanding experiential education opportunities (including co-op, work term,
community-based and applied research, and Co-Curricular Record opportunities)
Diversifying the number of International students by Faculty
Adopting and implementing the Strategic Plan: Scholarship, Research and
Creative Activity14
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Academic Priorities cont. Encourage and promote reconciliation with our partners and within the
institution
Increasing retention rates through student-centric teaching, learning, academic
services, and co-curricular engagement
Revision of policies and procedures related to Academic Appeals and Academic
Integrity
Respond to Quality Assurance Process Audit
Promote adoption of the Truth and Reconciliation Calls to Action identified in
Access to Excellence15
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Regional Priorities and Opportunities
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Cowichan Campus
• Aboriginal• Trades• Increase of
Academic Programming
• Dual Credit
Powell River
• Aboriginal• International
Student Programming
• Dual Credit
Deep Bay
• Focus on Research and Educational Hub
• Centre for Healthy Aging
• Milner Gardens• MABR
Oceanside
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Administration and Finance Key Priorities(Facilities and Ancillary Services, IT, Finance and MARCOMM)
• Integrated for Leverage (Marketing, Analytics, Recruiting and Communications) MARCOMM
• For Student and Employee Success (AURORA and Borealis)Digital Transformation
• In Support of Teaching and Learning (HSC, AMTR and Geo-Exchange)
Physical Infrastructureand Systems
• Institutional Operational Sustainability and Environmental Stewardship
Sustainability and Stewardship
• (New) Income Generating Initiative Support and DevelopmentPlanning and Revenue
• Increasing Clarity, Effectiveness, Efficiencies and QualityPolicy and Process
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Supporting Students, Faculty, and Employees
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Physical Infrastructure
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Capital Projects – UNDERWAY!
• Health and Science Centre • Phase 1 - $37.5M (approx.)
• Phase 2 - $50M (forecast)
• Automotive and Marine Trades Redevelopment Project• $20M
• Project AURORA • Teaching, Learning and Administrative systems replacement
• Minimal IT Infrastructure Support
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Both supported by Federal infrastructure funds, Province of BC and Capital Campaign
$4.5M capital funding support from AVED; balance must be generated internally
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Health and Science Centre• April 30, 2018 –
scheduled date of substantial completion
• Co-locates chemistry and health programs
• Includes new lab and classroom space, student commons, as well as office space
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Automotive and Marine Trades Redevelopment
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Automotive and Marine Trades Redevelopment
• April 30, 2018 – scheduled date of substantial completion
• Complete redevelopment of the existing Automotive Facility
• New Trades Discovery Centre including shared spaces for all trades and a new Carpentry Shop
• Renovated Motorcycle and Marine Shop
• New addition for an LNG (Liquefied Natural Gas engine) space at Building 23
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Digital Infrastructure
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Project AURORA Status
• Business Process Mapping (in progress)
• Data Dictionary (in progress)
• Exploring Change workshops (complete)
• Project team resourcing (in progress)
• Benefits Realization (in planning)
• Implementation support services obtained (complete)
• Vendor selection (complete)
• Project Initiated 25
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Vendor – Unit4
Why is this the best choice for VIU?• Student-centric design• Built for the Cloud• Best met VIU’s requirements• Flexibility• User interface• Communication functionality• Workflow tools• Competitively priced
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AURORA – August 2017 Timeline
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Project Borealis
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Emerging on the Horizon…
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Project BorealisAddressing the Digital Infrastructure Situation
To date:
• In the past three years, $1.5M capital support from AVED has been garnered to support remediation.
More to do:
• 81% of VIU desktops are past vendor warranty level and industry standard replacement age*
• 80% of VIU is serviced by a past end-of-life telecom system*
• 80% of VIU server infrastructure is past vendor warranty level and industry standard replacement age**
29*Source: Asset Inventory System**Source: Server Tracker Inventory
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Digital Infrastructure Maintenance
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Meanwhile, in the 2016-2017 fiscal year:
19,000 completed
service requests
33 current active
projects*
27 projects in
queue
9 upgraded computer
labs
*a project is defined as effort greater than 100 dedicated hours to complete
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Student-Facing
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Student Affairs – Co-op and Internships
Education Advising contacts
with students:
11,400
Top athletics
program in BC for the
11th year in a row
2048 Counselling
appointments
2000+ students accessed
the medical clinic since the 2015 opening
2400 students participated in
activities organized by
Campus Recreation
32Source: 2017 Student Affairs
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Library
Initiatives and Collaborations
• Outreach research help at Shq'apthut 2-3 days per week
• Stress busters initiatives during exams
• Six new technology-enabled group study rooms had 8000+ bookings
• In-facility, student-facing partnerships with the Writing Centre, International Education English language tutors, the IT help desk and others
• Significantly grew VIU's institutional repository for scholarship and research
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Questions Answered:
7000+
Classes Taught: 229
Total Students Taught:5000+
Almost 6000 Photo
ID Cards Issued
90% of students surveyed highly rank
both the importance of, and their satisfaction with, VIU library as a location conducive to study, collaboration,
and research
85% of survey respondents reported
that their library-instructed information
literacy classes had practical application
2016 Annual Survey, VIU Library
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Indigenous Commitment
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A2E – Access to Excellence
A2E is a partnership with MasterCard and Rideau Hall Foundation
• Goal is to provide scholarships for 250 Indigenous students - provided scholarships over five years (2017-22)
• Four Indigenous Education Navigators hired to support students with access and retention
• Two Indigenous Employment Navigators hired to support students transition to employment
• Promoting Youth Leadership35
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Indigenous Commitment
• Centre for Pre-Confederation Treaties and Reconciliation• Fulbright Canada Jarislowsky Visiting Research Chair in Aboriginal
Studies• VIU in partnership with The Laurier Institution and CBC Radio One Ideas,
host an annual speakers’ series focused on reconciliation and engagement with Canada’s Indigenous peoples
• Federal Deputy Minister University Champion Program – Ms. Diane Lafleur, ADM of Indigenous and Northern Affairs
• Office of Aboriginal Education and other VIU partnerships with dozens of First Nations
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Indigenous Commitment
• Aboriginal University Bridging Program (AUBP)
• Pursuit of the indigenization of curriculum (Aboriginal Education Plan)
• First Nations Studies Program
• Shq’apthut – A Gathering Place
• Elders in Residence as full faculty members
• Youth in Care (high impact) & Canada Learning Bond (high impact)
• Truth and Reconciliation Report – response in Academic Plan Update
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Enrolment Trending
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Enrolment – Total FTEs – Fiscal Year
39Source: 2016/17 Final FTE Report (blue sheets)
6,009 5,873 5,874 5,885 5,818
1,157 1,096 1,142 1,118 1,230
1,200 1,359 1,394 1,548 1,591
8,366 8,327 8,410 8,551 8,639
-
3,000
6,000
9,000
2012/13 2013/14 2014/15 2015/16 2016/17
International ITA Domestic
STUDENT FTEsDomestic, Industry Training Authority (ITA), and international FTEs by fiscal year
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Enrolment - International
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Source: OUPA D5 datapoint (June 11, 2017)
70
123
359
233
303
91
136
347
308
316
66
134
310
341
358
0 150 300 450
Hospitality Management Diploma
Bachelor of Arts
English as a Second Language
Master of Business Administration
Bachelor of Business Administration
2016/17 2015/16
2014/15
TOP PROGRAMS FOR INTERNATIONAL STUDENTSTop five programs for International student FTEs by fiscal year
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Recruitment and Retention – Bachelor
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57% 58%60%
63%
70%
43% 44%46% 46%
38% 39%41%
2010/11 2011/12 2012/13 2013/14 2014/15
Yr1-Yr2 Yr2-Yr3 Yr3-Yr4
First-to-second, second-to-third, and third-to-fourth year retention and graduation rates for bachelor students by cohort entry year
Source: General 10-Year Student Program Retention DataPoint (May 1, 2017)
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Academic Year – Mid-June SnapshotCapacity, Met Demand, and Unmet Demand
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-
10,000
20,000
30,000
40,000
50,000
60,000
Capacity Met Demand (Filled Seats) Unmet Demand (Waitlisted)2013 2014 2015 2016 2017
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2017 Fall Semester – Mid-June SnapshotCapacity, Met Demand, and Unmet Demand
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-
10,000
20,000
30,000
40,000
50,000
60,000
Capacity Met Demand (Filled Seats) Unmet Demand (Waitlisted)2013 2014 2015 2016 2017
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2017 Spring Semester – Mid-June SnapshotCapacity, Met Demand, and Unmet Demand
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-
10,000
20,000
30,000
40,000
50,000
60,000
Capacity Met Demand (Filled Seats) Unmet Demand (Waitlisted)2013 2014 2015 2016 2017
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Economic Sustainability - Resourcing Our Future
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2016-2017 All Funds/No Deficit
46Source: VIU Audited Financial Statements
$120
$125
$130
$135
$140
$145
2012/13 2013/14 2014/15 2015/16 2016/17
Mill
ion
s
Expenses Revenue
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Revenue by Category 2016/17
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NDP Election Platform Related to PSIs
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NDP Student Loans / Grants One-time $1,000 award to grads of occupation/trades programs
New grad scholarship fund ($50m)
Interest free student loans
Access + Affordability Cap tuition (rate not specified)
Support UPASS
Change regulatory framework to allow on campus housing
Co-ops + Work Experience Connecting students + manufacturers to meet demand
Skill Upgrading
Eliminate fees for ABE + ESL
Aboriginal Education Co-develop language curriculum
Priority access to training programs
Tech \ New Economy Tech + innovation centre’s at PSI’s
$100m expand tech related programs
Chief Talent Officer
Investment in ‘Creative BC”
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Advancement
Annual Donations Alumni Giving
49Source: VIU Advancement and Alumni Office
$1.5 $1.5
$2.0 $2.0
$2.9
$-
$0.5
$1.0
$1.5
$2.0
$2.5
$3.0
2012/13 2013/14 2014/15 2015/16 2016/17
Mill
ion
s
$12,800
$77,665
$104,825
$89,199 $90,527
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
2012/13 2013/14 2014/15 2015/16 2016/17
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Continued Success
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Continued Success
• Academic Plan: Promoting and Celebrating Access to Excellence implementation
• Recruitment, enrolment, and retention institutional focus
• Enabling student, faculty and staff success
• Planning and budgeting
• Resources aligned with Academic Plan and integrated plans
• Summative Program Assessment recommendation implementation
• Diversification, innovation and extension of income streams
• Renewal of infrastructure
• Digital - Project AURORA…Borealis
• Physical 51
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Questions?52