elan / 2007 - Kwantlen Polytechnic ... such as teamwork, problem-solving and analytical thinking,...

Click here to load reader

download elan / 2007 - Kwantlen Polytechnic ... such as teamwork, problem-solving and analytical thinking, creative

of 30

  • date post

    19-Jul-2020
  • Category

    Documents

  • view

    0
  • download

    0

Embed Size (px)

Transcript of elan / 2007 - Kwantlen Polytechnic ... such as teamwork, problem-solving and analytical thinking,...

  • Cre atin

    g O ur F

    utu re

    Kw ant

    len Un

    ive rsit

    y C olle

    ge /

    Act ion

    Pla n

    / 2 007

    KStrategic Planning and Implementation Committee - 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 Future Overview Our Academic Milieu Our Core Values Our Institution Kwantlen’s Institutional Building Blocks Recommendation to the President Creating Our Future Planning Process

    Shaping our Future Institutional Building Blocks

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

    From Ideas to Action Our Context Institutional Sustainability Capacity for Change Implementation Strategies Staging of Initiatives Integrated Planning Catalytic 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.

    2007 Creating Our Future p.4

    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