Town Hall MeetingsApril 27, 2015

NOTL Campus Welland Campus 9:30 – 11:00 am 2:00 – 3:30 pm Yerich Auditorium (E101) AHI Auditorium (AH141)

Teresa Quinlin, Vice PresidentBusiness Development

Katerina Gonzalez, ManagerPlanning and Institutional Research

Agenda

1. Background2. Why and why now?3. Customized model for NC4. Tier 1 criteria5. Tier 1 statistics6. Lean pilots7. Where to find Tier 1 results8. Next steps

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1. BackgroundBegan in Oct 2013 with announcement from the President:

The new planning process focuses on gathering quality data about programs and services within a framework that allows a focus on strategic reallocation and continuous improvement by

• developing metrics for evaluating our programs and services

• identifying areas of strength for investment and enhancement

• highlighting areas and processes requiring improvement

Message from Dan Patterson, Oct 9, 2013https://communications.niagaracollege.ca/content/Home/Info/tabid/2416/EntryId/1968/Message-from-Dan-Patterson-Major-planning-initiatives-and-interim-executive-team-appointments.aspx

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2. Why and why now?• Timing is right since NC is in a strong financial position

• Taking stock: significant enrolment and physical growth ($90M capital redevelopment)

• Changing HE landscape– Declining demographics– Increasing competition– Fiscal restraint– Differentiation framework

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What sets Transform NC apart from similar planning initiatives

• Primarily driven by continuous improvement and the strategic prioritization of our programs and services - not one-time budgetary requirements or other short-term factors

• Our unique process was designed with a longer view, and the frameworks developed through this process are intended for ongoing use

• NC is being proactive in looking at long-term sustainability

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3. Customized Model for NC

3 year cycle triggered by new Strategic Plan

*Compliance Assist (Campus Labs)http://www.campuslabs.com/products/compliance-assist/

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4. Tier 1 CriteriaStep 1 Allocations – Scores (App A)

•Current state score: 10% with the lowest scores were allocated to “revise/reallocate”

•Significant future opportunity: Programs/service streams that self-identified a significant strategic opportunity were allocated to “enhance/invest”

•Significant future challenge: Programs/service streams that self-identified a significant strategic challenge were allocated to “revise/reallocate”

•Based on the submissions, some programs/service streams were allocated into a combined category: “enhance/revise”

•All other were allocated to the “maintain” category Transform NC Town Hall meetings - April

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Significant opportunities/challenges self-identified by each program or service area were further reviewed for alignment with the following College priorities, as identified in its strategic planning and mandate documents:

Services:1. Increasing student enrolment2. Increasing student retention3. Achieving operational excellence - lean4. Unparalleled student experience (KPI)

• Extended service hours • Enhanced service delivery methods,

including:– face-to-face interactions– online services for students– self-service options

Programs:1. Increasing student enrolment2. Increasing student retention3. Provision of work integrated learning experiences

Note: Significant opportunities that identified new programs as a way of increasing student enrolments proceeded to Tier 2 only if they aligned with the Strategic Mandate Agreement (SMA)

See App B for a complete list of AcademicDivisions

Step 2 Prioritization – Alignment with Strategic Objectives

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Step 3 Prioritization – Selection of high priority streams

• Of the service streams continuing to Tier 2 after step 2, each Service Division selected one stream, the highest priority stream, to be considered for Tier 2 review

• See App C for a complete list of Service Divisions

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Step 4 Prioritization – College Operations Group (COG) Prioritization

Streams remaining after Step 3 were prioritized by COG at its April 15, 2015 meeting, using the following criteria:

•Alignment with the College’s strategic priority of increasing student enrolments

•If aligned, the magnitude of the impact (i.e., strategic to the College)

The three highest priority streams continued to Tier 2 review

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5. Tier 1 Statistics# programs in

Tier 1# programs after

Step 1# programs after Step 2

Academic Programs

128 (excluding

Apprenticeship programs)

55 36 (23 programs or

program clusters)

*A separate Tier 1 report was prepared for Niagara College’s 9 apprenticeship programs (App D):

•Automotive Service Technician Apprenticeship•Baker Apprenticeship•Baker-Patissier Apprenticeship•Cabinetmaker Apprenticeship•Cook Apprenticeship•General Machinist Apprenticeship•Hairstylist Apprenticeship•Metal Fabricator (Fitter) Apprenticeship•Welder Apprenticeship April 27, 2015 11

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Tier 1 Statistics (cont’d)# streams in

Tier 1# streams

after Step 1# streams

after Step 2# streams

after Step 3

Service streams

130(including Access

cluster)

83 56 14

*A separate report was prepared for 8 access programs/services:

•Employment Ontario ProgrammingEmployment ServicesAcademic UpgradingOntario Self-Employment Benefit ProgramYouth Employment FundSummer Jobs ServicePre-ApprenticeshipsCanada-Ontario Job GrantLiteracy and Basic Skills

# streams after Step 4

3

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6. Lean Pilots

Service Division Service StreamStudent Services Academic Advising

Human Resources Employee Pre-boarding

Facilities Management Services

Operations Stream

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Criteria for selecting pilots

• Current state results reported in Tier 1 • In consultation with the service areas and

consultants PriceWaterhouseCoopers (PwC)

• Considerations included: – Increasing demand – Multiple touch points– Bottlenecks– Low automation, etc.per Tier 1 metrics for services

Lean Approach DefinedWhat it is•One approach to achieving operational excellence•Examines an existing process to generate more capacity / throughput, efficiency (streamlining)•Frees up valuable staff time to focus on higher-value activities

What it is notUnlike an operating model review, does not examine:•How the service should be delivered•How different functions should work together •How to manage different stakeholders

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7. Where to find Tier 1 results

• Login to Blackboard• Go to My Blackboard• Choose My Organizations• Choose Transform NC• Select Tier 1 Results

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8. Next Steps

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Task TimelinesTier 2 review – academic programs Apr 27 – Jun 3, 2015Tier 2 review – service streams Apr 27 – Jun 15, 2015Tier 2 review – apprenticeship programs Apr 27 – Jun 15, 2015Tier 2 review – access cluster Apr 27 – Jun 15, 2015Lean pilots – service streams Jun 2 – Jun 30, 2015Executive Team reviews recommendations August 2015Report to Board of Governors September 2015

Next Steps (cont’d)

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• Now that the prioritization framework is completed, the Transform NC steering committee will reconvene in the fall to develop a continuous improvement framework

• All programs and services – regardless of category – can use Tier 1 results to guide their continuous improvement efforts

• The information generated through Transform NC, along with the results of the Key Performance Indicator (KPI) survey are valuable resources as we strive to provide unparalleled student experience and satisfaction

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Questions/Discussion

Thank you!

App A: Tier 1 FrameworkCRITERIA PROGRAMS SERVICES1. Relevancy • Student Demand for Programs

• Employer Demand or Further Education

• Essentiality• Alignment with College

priorities• Demand for Service

2. Capacity • $ Contribution• % Contribution

• Technology Enablement (e.g., automation)• Complexity (touch points)• Process Efficiency (e.g., bottlenecks)• Cost Effectiveness (e.g., operating cost/SF)

3. Satisfaction • Student Satisfaction• Graduate Satisfaction• Student Retention/Persistence

• User Satisfaction with Service- KPI Survey- Internal Surveys

4. Future opportunities • Strategic opportunities • Strategic opportunities

5. Future challenges • Strategic challenges • Strategic challengesTransform NC Town Hall meetings - April

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App B: Academic ProgramsSix Divisions, each of which offers one or more academic programs,

for a total of 128 programs across all Divisions (excludes apprenticeship)

1. Academic and Liberal Studies 4. Community and Health Studies

2. Business, Hospitality, Environment 5. Media, Trades and Technology

3. Canadian Food and Wine Institute 6. International Division(English for Academic Preparation)

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App C: Services17 Divisions, each of which was sub-divided into service streams,

for a total of 130 streams across all Divisions (includes access cluster)

1. Ancillary Services 9. Human Resources

2. Athletics and Recreation 10. Information Technology

3. Campus Safety and Parking 11. International Division

4. Centre for Academic Excellence 12. Library and Campus Stores

5. Enrolment and Registration 13. Marketing and Recruitment

6. Facilities Management Services 14. Planning and Institutional Research

7. Foundation and Alumni 15. Research and Innovation

8. Human Resources 16. Student Services

17. Workforce & Business Development

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App D: Apprenticeship ProgramsAll nine apprenticeship programs were reviewed in Tier 1,

all are continuing to Tier 2 review as a cluster

1. Automotive Service Technician 5. Cook Apprenticeship

2. Baker Apprenticeship 6. General Machinist Apprenticeship

3. Baker-Patissier Apprenticeship 7. Hairstylist Apprenticeship

4. Cabinetmaker Apprenticeship 8. Metal Fabricator (Fitter)

9. Welder Apprenticeship

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App E: Access ClusterAll 8 access program and services were reviewed in Tier 1,

all are continuing to Tier 2 review as a cluster

1. Academic Upgrading (AU) 5. Ontario Self-Employment Benefit

2. Canada-Ontario Job Grant 6. Pre-Apprenticeships

3. Employment Services 7. Summer Jobs Service

4. Literacy and Basic Skills (LBS) 8. Ontario Youth Employment Benefit

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