the JI way-

The Justice Institute has developed a Strategic Plan to define its vision for the future
and create a clear sense of direction and unity of purpose for the Institute.

vision-how we will be seen

areas of expertise

A learning centred organization, based in British

• Conflict resolution, mediation, negotiation

Columbia, internationally recognized for our expertise

• Corrections and community justice: adult and youth

and leadership in -

in justice, public safety and human services.

mission-our purpose
To enhance the quality of life for all
by educating and training those
who make communities safer.

how 1.ve do our u1ork
• We are learning centred, quality driven
and committed to continuous improvement.

• Court services operations: sheriffs, registry, management

•education
• training
• professional standards and practices

u11Jat we value and

• Emergency management, emergency social services,
search and rescue
• Emergency vehicle operation, advanced driver training,
accident investigation
• Fire: recruit, officer, industrial, marine, hazmat

•

7

~ e combine professional expertise, work

experience and instructional skills to design and
deliver programs that are practical and relevant.
• We provide a safe and healthy working and
learning environment.
• We communicate openly and work collaboratively and cooperatively throughout the Institute
to build trust and strengthen the organization.

• Paramedics, emergency medical services, resuscitation
• We are ethical and treat all people with
fairness, integrity, and respect.

• Policing, law enforcement, private security
• Victim services, child welfare, family violence, youth at risk,
community safety

• We foster innovation and an
entrepreneurial spirit.
• We integrate our structures and

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~

•

more

new

changing

• Student debt
and poverty

• Workplace skills
• Partnerships

• Government
policies

• Concern about
personal security
and public safety

• Forms of work

• Male/female ratios

• Life long learning

• Expectations of
value/service

• Information
technology
Aging population/
retirements
• Distance education

• Search for work/
life balance
• Competition

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• Retraining
• Diversity
• Expectations of
24n flexibility
• Accountability
• Upgrading of skills

• Government
funding
• Availability of
qualified and/
or interested
applicants

t

Expectations of the
training experience
Image and
reputation of
the professions
we serve

processes to enhance efficiency
and effectiveness.
• We are fiscally responsible,
focusing our resources on
our core competencies.

JI

• We are accountable
for our performance
and results .

_1USl1CE
INSltfUTE
OFB.C.
The Justice Institute of BC
715 McBride Boulevard,
New Westminster, BC Canada V3L 5T4
Tel 604.525.5422 Fax 604.528.5518
Fire & Safety Training Centre
Boundary Bay Airport
Maple Ridge, BC Canada V4R 1 E2
Driver Training Site
Boundary Bay Airport
Delta, BC

www.jibc.bc.ca

I

I

K E Y AC T I 0 N ARE A S AN D S T RAT E G I E S - what we m,ust achieve
j

I

1.0

2.0

3.0

4.0

5.0

6.0

7.0

8.0

9.0

10.0

Advance our
global reputation
and leadership in
justice, public
safety and human
services education
and training

Develop and
deliver quality,
competencybased
programming
through a variety
of delivery
methods

Establish the
facilities,
partnerships and
technologies
required for our
programs

Enhance the
quality of our
service to
students, clients
and each other

Strengthen the
operating style
and work
environment
reflected in
"The JI Way"

Develop and
implement
strategies to
support our
human resources

Allocate resources
to our core
competencies

Expand our
entrepreneurial
revenue
generating
activ'ties

Sustain our
ongoing
financial
viab'lity

Assure our
accountability
through the
measurement and
reporting of our
performance
and results

'

'

v

•

1.1 Develop and
implement
marke~ing and
communications plans.
l.2 Benchmark
best practices.
1.3 Produce

2.1 Develop and
implement a
program evaluation method.
2.2 Evaluate and
resource alternative delivery
modes.

publishable
research.

2.3 Expand on-line

1.4 Build our role

2.4 Identify,
establish and
implement
new program
opportunities.

as a resource
on policy,
standards and
best practices.

learning.

1.5 Protect and
strengthen our
intellectual
property,
standards and
certifications.

implementation
& monitoring

3.1 Develop and
implement a
facilities master
plan to support
educational
growth.

3.2 Identify and
develop
partnership
opportunities.

4.1 Evaluate and
improve our
service on an
ongoing basis.

4.2 Coordinate and
upgrade our
student services.

4.3 Increase
financial aid
opportunities.

3.3 Increase the
integration of
technologies in
our programs
and services.
3.4 Increase success
in JI fundraising
activities.

'

'

5.1 Develop and
implement a
plan to improve
internal
communications.

6.1 Develop and
implement a
strategic
recruitment and
retention model.

5.2 Identify and

6.2 Create and
implement
an annual
performance
development
review process.

implement
opportunities
for continuous
improvement.
5.3 Improve
efficiency and
effectiveness.
5.4 Increase our
ability to work
collaboratively
& cooperatively.
5.5 Improve understanding of each
other and our
work.

6.3 Implement an
employee
recognition
program.

'

7. 1 Identify core
competencies.

...,,._') Develop and
implement
resource allocation decision
processes.

7.3 Identify and
consolidate
non-core
activities, outsourcing where
appropriate.

'

8.1 Implement
business
development
strategies.
8.2 Establish and
utilize business
project evaluation
and selection
criteria.

i

'

9.1 Establish and
build contingency funds.

10.1 Identify, agree
upon and use
key performance indicators.

9.2 Increase the

10.2 Improve
tracking
mechanisms
and reporting
systems.

diversity of
revenue sources.

9.3 Develop risk
management
strategies.

10.3 Sustain quality
initiatives.

JI

6.4 Support the
ongoing skills
development of
our employees.

-~
OFB.C.
www.j i be. be.ca

To ensure that the strategies approved by

throughout the Institute. Local operational plans

tcncy, completeness and the complementary

lead to conflicting directions. Regular status

the Board achieve the intended results, each

will include priorities that fit with the Institute's

nature of the individual plans. All plans will

reports will be presented to the Board. Major

academy, division and department prepares a

strategic directioni;, producing achievable results

be scrutinized to insure that there are no gaps

objectives will be re\iewed annually, so that

local operational plan. These local plans facili-

in the key action areas. Management teams will

in activity or intended outcomes among the

the Institute develops a regular planning,

tate the achievement of the )I's Strategic Plan

collate and review the plans to ensure consis-

key action areas, nor that any specific plans

review and resource allocation cycle.