JI Strategic Plan Wa y The JI 11/1/01 Ah ead 11:54 AM Page 1 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 Columbia, internationally recognized for our expertise and leadership in – • Conflict resolution, mediation, negotiation • education • training • Court services operations: sheriffs, registry, management • Emergency management, emergency social services, • professional standards and practices in justice, public safety and human services. strategic plan • Corrections and community justice: adult and youth mission – our purpose To enhance the quality of life for all by educating and training those who make communities safer. search and rescue the JI way– what we value and how we do our work • We are learning centred, quality driven and committed to continuous improvement. • We 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. • Emergency vehicle operation, advanced driver training, • We communicate openly and work collabora- accident investigation • Fire: recruit, officer, industrial, marine, hazmat tively and cooperatively throughout the Institute to build trust and strengthen the organization. • Paramedics, emergency medical services, resuscitation • Policing, law enforcement, private security • Victim services, child welfare, family violence, youth at risk, community safety • We are ethical and treat all people with fairness, integrity, and respect. • We foster innovation and an entrepreneurial spirit. 20 0 1 - 20 0 4 • We integrate our structures and processes to enhance efficiency and effectiveness. THE KEY TRENDS Significant social, economic and technological forces are changing society, work, education and training. In this context, the JI involved staff, students, employers and community representatives in a participative process to determine trends most likely to impact the JI. The key trends identified through this process set the context • We are fiscally responsible, m o re n ew changing • Student debt • Workplace skills • Government and poverty • Concern about personal security and public safety • Information technology • Aging population/ retirements • Distance education • Partnerships policies • Male/female ratios • Expectations of value/service • Expectations of the training experience • Image and reputation of the professions we serve • Retraining for the JI’s future success, and they will be reviewed • Diversity • Expectations of annually for modification on an as-needed basis 24/7 flexibility • Accountability to reflect any significant shifts in the forces. • Upgrading of skills • Forms of work • Life long learning • Search for work/ life balance • Competition less • Government funding • Availability of qualified and/ or interested applicants focusing our resources on our core competencies. • We are accountable for our performance and results. 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 13500 - 256th Street Maple Ridge, BC Canada V4R 1E2 Driver Training Site Boundary Bay Airport Delta, BC www.jibc.bc.ca JI Strategic Plan 11/1/01 11:54 AM Page 2 K E Y A C T I O N A R E A S A N D S T R A T E G I E S – what we must achieve 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 activities Sustain our ongoing financial viability Assure our accountability through the measurement and reporting of our performance and results 1.1 Develop and implement marketing and communications plans. 2.1 Develop and implement a program evaluation method. 3.1 Develop and implement a facilities master plan to support educational growth. 4.1 Evaluate and improve our service on an ongoing basis. 5.1 Develop and implement a plan to improve internal communications. 6.1 Develop and implement a strategic recruitment and retention model. 7.1 Identify core competencies. 9.1 Establish and build contingency funds. 10.1 Identify, agree upon and use key performance indicators. 5.2 Identify and implement opportunities for continuous improvement. 6.2 Create and implement an annual performance development review process. 1.2 Benchmark best practices. 1.3 Produce publishable research. 1.4 Build our role as a resource on policy, standards and best practices. 2.2 Evaluate and resource alternative delivery modes. 2.3 Expand on-line learning. 3.2 Identify and develop partnership opportunities. 2.4 Identify, establish and implement new program opportunities. 3.3 Increase the integration of technologies in our programs and services. 1.5 Protect and strengthen our intellectual property, standards and certifications. implementation & monitoring 4.2 Coordinate and upgrade our student services. 4.3 Increase financial aid opportunities. 3.4 Increase success in JI fundraising activities. 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. 7.2 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. 9.2 Increase the diversity of revenue sources. 9.3 Develop risk management strategies. 10.2 Improve tracking mechanisms and reporting systems. 10.3 Sustain quality initiatives. 6.4 Support the ongoing skills development of our employees. www.jibc.bc.ca To ensure that the strategies approved by throughout the Institute. Local operational plans tency, 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 directions,producing achievable results be scrutinized to insure that there are no gaps objectives will be reviewed 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 JI’s Strategic Plan collate and review the plans to ensure consis- key action areas, nor that any specific plans review and resource allocation cycle.