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Strategic Plan 2014-2019: Our Future

Academic Early Alert System // In Progress

The college continues to focus on student success and has recently implemented an Academic Early Alert system to identify at-risk students within one or two weeks of starting the semester and offering students with an early referral to academic support services.

Academic Programming Sustainability // Completed

Implemented an Academic Sustainability Policy and process to evaluate and develop innovative, relevant programming content and delivery methods continuing to meet the needs of our students and communities. Successfully expanded program mix with 29 new programs during Strategic Plan period and 4 currently in development.

Active Learning & Accessible Spaces // In Progress

The college is developing an Active Learning Classroom strategy that outlines stakeholder needs, regulatory requirements (i.e. AODA) and supporting evidence to support student-centered, technology-rich learning environments.  The creation of a classroom technology standard will provide a comfortable, modern, flexible, easy-to-use, and reliable teaching-learning environment that accommodates a variety of instructional methods with an ability to reconfigure classrooms to meet changing needs. 

Advancing Teaching & Learning Effectiveness // Completed

The School of Contemporary Teaching and Learning was established and annually expanded service offerings.  New services included Curriculum development, Program Development, eLearning support, Multimedia services, Faculty Coaching and Faculty Development and Inclusivity training.  Implemented a Full-Time Faculty Development Program (2 year duration) to ensure all faculty have required educational requirements as well as a Part-Time Faculty Development Program with Faculty Coaches hosting PD sessions and the creation of a Survival Guide.  A formal teacher certification program is still in progress. 

Applied Research & SEARC Business Development // In Progress

A new applied research plan is being developed to reflect emerging trends in funding and in the college environment.  A review of the college's applied research model and structure has occurred to outline strengths, weaknesses, opportunities and threats with the purpose to recommend an improved model to manage and promote research at SLC.  The development of an implementation plan is currently in progress.  In addition, a review of the program model for the Sustainable Energy Applied Research Centre (SEARC) has occurred to renew SEARC's mandate and strategic direction within the context of the Centre's history, governance model, operational model, and new opportunities in Ontario's energy and sustainability sectors.

Behavioural Intervention Team // In Progress

To improve the safety of our campuses, a specialty trained Behavioural Intervention Team was created to monitor potential disruptive, problematic, or concerning behavior. The team uses an established protocol to conduct investigations, perform threat assessments, and determine the best mechanisms for support, intervention, warning/notification, and response. The team will deploy its resources, and the resources of the community, and coordinates follow-up.

Career Services // Completed

Launched Career Services on the Kingston campus to assist students in choosing the right career path and program as well as assist them to begin, transition or advance their careers.   Career Services provides career readiness resources, self-assessments, workshops, career fairs, mock interviews and job networking opportunities.  Students can access information on college programs, graduate employability, current junior salary levels, and labour market information.

Centre for Behavioural Studies // Completed

The Centre for Behavioural Studies provides students with real world learning opportunities as a 'living lab' to observe real clients and provide supervised intervention. The Centre also provides placement opportunities in treatment and applied research settings, conducting applied research and further strengthening this program cluster's professional and community leadership.

College Wellness // In Progress

A college-wide wellness strategy is in development to enable all community members to flourish and enhance their resiliency for strong physical and mental health.

Contemporary Educator Toolbox // Completed

With the introduction of new services provided by a Multi-media Specialist, a toolbox of five new multimedia tools was created for Faculty.  The multimedia tools were also utilized in the creation of five new online courses.

Course Outline Mapping & Management System // In Progress

A management system is being implemented to create an automated, centralized repository for course outlines which will provide reliable, attainable and error-free information and to ensure that student pathways are easily attainable.  The system will also help Faculty review course outlines more efficiently and help guide their design strategies (i.e. select appropriate assessment strategies to meet specific vocational learning outcomes).

Downtown Campus // In Progress

In collaboration with the City of Kingston, a joint opportunities office has been approved to explore the feasibility of establishing a downtown campus of the college, with a prime focus being Tourism, Hospitality and the Culinary Arts. The Downtown Campus would support economic development for the City and provide a more diverse learning experience for students.

Employee Engagement & Development // Completed

An Employee Engagement Survey was conducted in 2016 with an overall engagement score of 84% (top 10% of a Canada-wide benchmark).  This initiative enhanced  Professional Development programs to support the skill development of faculty and staff, developed an onboarding program for new employees, an orientation program for new managers (Management Essentials) and a leadership program to enhance the leadership skills at our college.  The College is currently in the process of developing an Organizational Development Strategy including Succession Planning.

Financial Strength // Completed

The college achieved its financial strength objectives with a $21.5M increase in accumulated surplus and exceeded Ministry targets for all financial health indicators.  The college implemented a corporate planning program, risk management program and long-term financial and capital planning to ensure prudent financial decisions.  A new strategic procurement framework resulted in a centralized purchasing structure with a total cost savings of $990K and additional rebates of $365K during the Strategic Plan period.  The college implemented cost reduction initiatives including the implementation of virtual meeting technology to reduce travel budgets and leveraging key technologies to reduce IT capital costs for computer labs and offices.

Hello Future Project // Completed

The Hello Future Project is the largest build in the history of the college including:

  • Upgrading the Health Sciences Clinical Simulation Labs on all three campuses with  forward thinking technology.
  • The first two floors of Glengarry Hall on the Kingston campus have been renovated which included a new Innovation Hub and a Welcome Centre for students.
  • Construction of a Student Life and Innovation Centre, which will add 80,000 square feet to the footprint of the Kingston campus and includes a new double gym, fitness centre, student lounge, private study rooms, a consolidated space for student services, an expanded Indigenous Centre, upgraded academic space and labs, and a large-venue space for student-run conferences.  The lower level of SHAC was converted to an Indigenous Gathering Space, Music and Digital Media Centre, Fitness and Health Promotion Lab and classrooms. The new Student Life and Innovation Centre is targeting LEED™ Gold.
  • The renovation of the circa 1840 Newcourt House Regency home into the targeted LEED™ certified Behavioral Sciences Centre.

Hybrid Learning Initiative // Completed

This initiative created resources and training programs for faculty to create hybrid courses.  The college developed or redesigned approximately 150 online courses since 2014.  The college has utilized content within the program to complete a series of externally funded projects from the Ministry which included 11 new online courses.

Indigenous Learner Program // In Progress

An online Kick Start program has been created to assist Indigenous learners in transitioning into post-secondary education.  A multi-year plan with key milestones will be developed to address the Truth and Reconciliation Commission and CICan's Indigenous Education Protocol recommendations.

Innovation Hub // Completed

The creation of the Innovation Hub on the Kingston campus has offered students and community partners with a creative space for collaboration.  The Innovation Hub will foster growth of the innovative capacity including creativity, critical thinking, self-reflection, collaboration and social impact.  Innovation training and activities will be delivered on all three campuses.  Highlights of events include:

  • Launch Lab, a regional innovation centre with Ontario Network of Entrepreneurs, provided advisory services, offered training and provided access to market intelligence reports to students and community partners on a weekly basis.
  • The creation of the Cusp Innovation Boot Camp which is a course on innovation to develop skills and mindset to support and build innovative capacity.
  • Utilized the Hub as a real-world learning experience for 20 Advertising & Marketing Communication students as an Agency Simulation.

International Education // Completed

The college's vision aspires to be a globally recognized college and has expanded its operations, programs and support services  with a focus towards:

  • Providing access to St. Lawrence College programs to international students
  • Providing international educational opportunities to St. Lawrence College students and graduates
  • Providing international professional development opportunities to St. Lawrence College faculty and staff
  • Supporting community immigration and globalization strategies
  • The college has exceeded its enrollment targets and is focused on diversifying its student population by opening new offices in Malaysia, Mexico, North and South China, Eastern Europe and Central Asia as well as increased the number of partnerships in China.

Internationalization Change Management Plan // In Progress

To ensure the success of our students, a change management plan is being developed and implemented to:

  • Support faculty and staff to enhance the cultural diversity for our students to gain global competencies and be equipped to work in a globalized workforce
  • Internationalize and interculturalize curriculum and teaching at the program and course level
  • Improve services to address the unique needs of a culturally diverse student population.

Learning Management System & Learning Technologies: Training & Support // Completed

In response to student feedback requesting organized, consistent and timely course-related information that is easy-to-find, new services were created by eLearning Specialists to provide training and additional resources for faculty to enhance teaching outcomes through the use of BlackBoard, our college's Learning Management System.  This also included the increased use of video management tools.

Literacy, Numeracy and Digital Fluency // In Progress

With an objective to increase student success rates, the college continues to focus on students' digital fluency, foundational literacy and numeracy skills to better prepare students for success in other courses, their programs as a whole, and their future work prospects.  An introductory communications course has been implemented and the college is currently assessing the implementation of the Ontario College Math Test as well as consolidating math courses into a reduced number of introductory and advanced courses.

Modernizing Learning Spaces // Completed

In response to student feedback, the college invested in modernizing spaces throughout our three campuses including:

  • New Library & Learning Commons (including student study spaces and upgraded technology)
  • Renovated cafeterias on Brockville & Cornwall campuses
  • Creation of new student study spaces on all three campuses
  • Renovated labs & classrooms

Online Student Experience // Completed

With the objective of increasing digital fluency skills for students, the college implemented one fully online course in all academic programs at the certificate, diploma and advanced diploma level.  This online experience will provide students with required competencies to successfully learn in this expanding program delivery modality.

Online Student Support Services // In Progress

Support services are being transformed to assist learners enrolled in hybrid and fully online learning with a standard of support comparable to that available for students in traditional, face-to-face program delivery.

Ontario Online Initiative // Completed

The college expanded its online course offering by acquiring new technology and collaborating with subject matter experts to create a series of new online courses in Instructional Design, eLearner Developer, Small Business Trades and Addictions & Mental Health.  Courses for the Police Foundations program are fully online for both full-time and part-time studies.

Placement Quality // Completed

Enhanced support services and resources for field placement sites, faculty and students to provide safe and effective placements ensuring academic standards, quality assurance and compliance with legal obligations.

Real World Learning // Completed

Continued to expand experiential, real world learning opportunities for students.  Faculty training and processes were designed to properly outline requirements to ensure quality and increase learning opportunities for our students.  New real world learning opportunities included the creation of SPARK Creative Communications as well as the Centre for Behavioural Studies as well as events to service real clients and using simulations that mirror real world applications.

Service Review & Continuous Improvement // Completed

The college improved services and processes which impact our students, through a continuous improvement initiative complementing our core value of “students first”.  A few highlights included enhancing student supports with the addition of the Student Rights & Responsibilities Officer to respond to student non-academic concerns, the introduction of Student Nights Against Procrastination (SNAP) as well as expanded Student Success Facilitation and tutoring services into evening hours.  New services were introduced to facilitate and promote attendance by students who, without supports, would not attend post-secondary education as well as provided transition workshops and supports.

SLC Energy/GHG Reduction Strategy // In Progress

An energy plan is being created to meet the Ministry's greenhouse gas reduction target of 37% by 2030 and 80% by 2050 in support of the provincial Climate Change Action Plan.

SMARTPriorities - Service Technology Innovations // In Progress

Providing technological enhancements focusing on process efficiencies, ensuring compliancy with new regulations and enhanced security features with Multi-Factor Authentication.

SPARK Creative Communications // Completed

Created the SPARK Creative Communications, a full-service creative communications agency providing  real world learning opportunities for students to work in the creative industry, collaborate with a multidisciplinary team and deliver industry standard, quality solutions for real clients.

Student Engagement Platform // In Progress

To enhance the student experience and support student success, an integrated Student Engagement platform has been launched.  This platform provides students with every co-curricular opportunity through one central location and will provide students with enhanced learning opportunities outside of the classroom.

Sustainability Plan // In Progress

The college has become a member of the globally recognized  Association for the Advancement of Sustainability for Higher Education (AASHE) and is employing the Sustainability Rating and Tracking System (STARS) to guide target setting and metrics for progress.  An initial gap analysis has been conducted to determine what has been done and what opportunities there are to move further along the Sustainability continuum.  A tri-campus energy compilation has also been completed to allow a comparison of greenhouse gas emissions, energy consumption and energy costs compared to a baseline year.

Uncommon Campaign // In Progress

The college is on track to achieve the largest tri-campus fundraising campaign of the College's history with a goal of $11.5M to support:

  • The development of a new physical space for the Centre for Behavioural Studies
  • The Student Life & Innovation Centre
  • Health Care Simulation Labs to increase capacity of training and provide training & skills upgrading for hospitals and health care centres
  • Bursaries & Scholarships to support the success of our students
  • The Evergreen Equipment Fund to upgrade technology & instructional equipment to ensure career-ready graduates.