Justice Institute of British Columbia :ill<' ·, S! '~ ,) ·: 'l ' STRATEGIC PLAN 1994 -96 . ' Approved By: Justice Institute of British Columbia Board of Governors October 1993 Maureen Ferreira Sandra Enns Pat Ross Irwin DeVries Roy Uyeno representing JI support staff representing JI program directors and instructional staff representing JI Executive Committee member of the previous Strategic Planning Committee representing Administrative Services ' Larry Goble President Justice Institute of British Columbia STRATEGIC PLAN 1994 -96 ·liable ofCDtf~ntf. ..' STRATEGIC PLAN OVERVIEW . '' LOOKING TO THE FUTURE A VISION FOR THE FUTURE STRATEGIC GOALS AND ACTIONS A. Leadership and Governance B. Programs and Instructional/Student Services C. Management Model and Organizational Development D. Internal and External Communications E. Human Resource Development F. Information System Development G. Facilities and Equipment Development H. Financial Development 1 4 7 10 11 14 16 20 23 25 27 29 STRATEGIC PLAN OVERVIEW 1994-1996 Introduction The Strategic Plan is focused on the period from 1994 to 1996. During this period the demand for JI programs and services is anticipated to increase from 170,000 student training days to over 200,000 training days per year. At least 60% of the training will be delivered on a decentralized basis. With the move to the new campus in New Westminster in 1995, the JI will have excellent facilities from which to develop and deliver training programs and services throughout the province. The new facilities are a strong indication of the Provincial commitment to the Justice Institute. The Focus of the Plan Over the years the JI has been making adjustments to the types of programs and services it delivers. It has now evolved to the point where the management systems and organizational structure need to be updated to correspond to its current role. This will also enable the Institute to successfully respond to future challenges and opportunities. The volume of programs and services also has increased dramatically, creating growing demands for administrative and research support. Through the efforts and creativity of its staff and management, the JI has been able to increase enrollment without matching increases in its support budgets. The JI model can, and will, continue to provide the most economical training programs and services in the province. However, the constraints inherent in the current arrangements for funding of support services have reached the point where quality and effectiveness will be compromised unless more appropriate arrangements can be established. Given the above noted conditions, the current Strategic Plan concentrates on operational, organizational, and financial initiatives. JI Strategic Plan 1994-96 Strategic Plan Overview 1 Implementation Process The proposed strategic initiatives are scheduled to occur over the next two years, as illustrated on the Preliminary Action Timetable, with a progress review at the end of 1995 to establish action priorities for 1996 and initiate the development of a strategic plan for 1997 to 1999. A detailed action plan has been prepared for each of the major strategic initiatives, identifying the person or group with primary responsibility to see that the actions are carried out. In assigning responsibility, the Committee has tried to involve as wide a range of people as possible to spread the workload and provide opportunities for broad participation. Achieving Results JI Strategic Plan 1994-96 The Steering·Committee which has directed the preparation of this Strategic Plan Will meet regularly to monitor progress on the strategic initiatives and keep everyone informed about the results of implementation efforts. Strategic Plan Overview 2 - ....:..11m. 11111111111 fundl111 ......... Strategic ~N;=· f ~. ~ ~: {'~::.. ~~~: JI Strategic Plan 1994-96 - ..."""' for 11e11no11111J Initiative H ~ef ·~·~ Financial Emt•bliah.. ..~ Development Foundation 1unc1 a up11aw J.v... ""'•- ...."' I I _....,. Miion PriorlllM Strategic Plan Overview 3 LOOKING TO THE FUTURE Growth and Change People involved in the delivery of justice and public safety services work for provincial and federal departments, municipalities, private sector companies, and community service agencies. The number of employees and volunteers in all sectors is increasing due to the pressures of population growth, technological advances, and rising expectations regarding the quality and level of services. At the same time there is growing public pressure to provide services in the most costeffective manner possible, making it necessary to evolve new ways of delivering service. The demands being placed on those involved in justice and public safety services require continual upgrading of existing skills and expertise. Given these on-going societal and population changes in British Columbia, the demand for justice and public safety training will continue to both grow and change. The challenge will be to deliver more courses to more people while keeping costs at an acceptable level. Emphasis on Decentralized Delivery Many of those who seek training in these fields are already employed by service delivery agencies. This type of client will tend to increase in numbers as more maintenance and upgrading programs are introduced. The traditional college model of regional delivery and semester based programs cannot meet the needs of this clientele. They cannot afford to be absent from their job for extended periods and/ or travel long distances to gain access to instruction. The JI has recognized this requirement and has responded with short duration courses, a number of decentralized services, and a year round operating schedule. However, the demand for decentralized instruction is likely to increase, making it necessary for the JI to become even more innovative in the use of open learning techniques and technologies. JI Strategic Plan 1994-96 Looking to the Future ' A Trend Towards Employment Readiness and PreEmployment Training Over the past few years there has been increasing interest in adopting an employment readiness approach to justice and public safety training - an approach which has been supported by the JI. A number of programs delivered through the academies have shifted from a post-employment to an employment readiness and preemployment basis and more changes of a similar nature are anticipated. This trend seems to be related to both budgetary pressures and a desire to reflect the evolving "professionalism" of justice and public safety training. H this trend continues, it could affect the nature of the contractual arrangements between the JI and its major clients, and shift the post-employment training focus more towards maintenance and upgrading programs. More Inter-Academy Collaboration At one time, the different service agencies in justice and public safety tended to operate independently of each other with relatively well defined mandates and jurisdictions. Today these jurisdictional boundaries are becoming less distinct and there are many more agencies and people involved. Personnel from different agencies, both public and private, have to coordinate their activities in order to provide effective services in a much more complex societal context. This has led to an increasing need for coordination at the training level as well. The make-up of the JI has enabled joint programs and courses, such as the First Responders Program, to be developed through inter-Academy collaboration. This type of development will likely increase in the future. Growing Need for Enhanced Management Training The increasing scale and complexity of justice and public safety services has altered the management demands of the traditional organizations. Top executive positions now require a high level of organizational, political, and personnel management skills in addition to hands-on knowledge and experience. As a result, advanced management training will become increasingly important and will require close collaboration among different post secondary institutions to provide the necessary breadth of instruction and education for these roles. JI Strategic Plan 1994-96 looking to the Future 5 Expanding Oientele Another feature of today's justice and public safety environment is the proliferation of agencies which provide services to augment those provided by the traditional justice and public safety organiz.ations. Private security agencies, counseling services, referral agencies, and specialized treatment facilities are only a few of the organizations which employ individuals who require training in particular aspects of justice and public safety. The growth in demand for this type of training has been dramatic as illustrated in the enrollment pattern over the past few years, for the programs offered by the Interdisciplinary Studies Division of the JI. Some of the programs, such as conflict resolution, have attracted people from outside the justice and public safety field who find that the skills learned are applicable to many other types of situations involving negotiation and/or mediation. As the justice and public safety field continues to evolve we are likely to see more agencies and services being developed, thereby making training demands even more diverse than they are at the present time. Increasing Value of Applied Research In order to remain effective in this increasingly complex environment, institutions like the JI will have to become more involved in research activities to test the effectiveness of their training programs and to anticipate future training needs. Without adequate research, it will be very difficult to know if the resources allocated to training are well spent and it will be almost impossible to adjust training programs in time to meet the changing demands of the field. The JI is fortunate in that many of its major clients also have a vested interest in effective research allowing all parties to benefit from a joint venture approach to specific research projects. JI Strategic Plan 1994-96 Looking to the Future 6 A VISION FOR THE FUTURE As illustrated in the previous section, the requirements for justice and public safety training will continue to grow and become more varied in response to increasing complexity of service demands in the province and its communities. Effective development and delivery of training programs for this sector will require close collaboration among different types of services and a comprehensive province wide delivery strategy tailored to the needs of the organizations and individuals involved. The Justice Institute is uniquely suited to meet this challenge. To provide a focus for the Strategic Plan and assist the Justice Institute in confirming its mandate within the overall post-secondary education system in British Columbia, a clear and succinct description of the JI role has been prepared. The proposed VISION statement reflects the aspirations and priorities expressed during the strategic planning study. The JI envisions its role as the institution designated by the Province to coordinate the development of all post' secondary justice and public safety training programs for the Province of British Columbia, and to deliver ' programs in a flexible and cost effective manner in collaboration with other post-secondary institutions and agencies as appropriate. JI Strategic Plan 1994-96 A Vision for the Future 7 J._. >if i•uao.:l. -. ~:1 ~-H~'b'T:o·:····_~f -1:~: ~ .. T·.· s . ·111..r.ft .A i,,:v -ARA. U V-..n.L ·- -''0:-'.·· ~- x JI Mission The JI, a post secondary education institution, enhances the quality of justice and public safety by developing and delivering training programs and educational services to practitioners and the public JI Goals ''' The ,,MisSw~ and , Ooais of th.ti ·J,t 'were A To develop and deliver training programs, services, and products consistent with the identified needs of the Ministries responsible for justice and public . safety. Executive Cmnntittee • during the planning A To promote, develop, and deliver, other justice, public safety and related human services educational and training programs, services, and products to ma om0$$1()h Piper government ministries, private agencies, .whtcb was·tlistrlbuted • . · . *"" . community groups, and interested individuals. tfu:o.ugbout tlt.e .~ Ins.ntute to a 'number · of staff' goups. This · A To assist Ministries responsible for justice and public safety in developing training standards. re-viewed ·ana,re-dm&ed ~-~the i .· . ..'{,J .::i!tnn::i::ed' :::~!s~~:~~~o.rates resulted from ~the rev.iew ':'~~, • w·· /: ," . , m 1>'.t;· .·~, ~;~1f: ,~o; A To assist Ministries responsible for justice and public safety in defining training needs and priorities. E ..... A To share services, resources, and expertise within the JI, and engage in partnerships with other organizations to ensure effective standards development, training needs analysis, and program delivery. A To demonstrate leadership and creativity in the development of instructional methods and technology for justice, public safety, and related human services education. A To maintain a learning environment which encourages creative interaction among and between JI staff, clients, and students. A To effectively communicate JI training and educational opportunities to current and potential clients and customers. JI Strategic Plan 1994-96 , A Vision for the Future 8 THESE CORE VALUES SUPPORT OUR MISSION STATEMENT QUALITY COMMITMENT TO JUSTICE, PUBLIC SAFETY AND HUMAN SERVICE PROFESSIONALS The Justice Institute recognizes the ethnic, physical and geographic diversity of those we serve and train, and will strive always to respect their values, views and achievements, and to provide courteous, friendly and efficient service. ICOMMITMENT ro STAFF The Justice Institute believes that human resources are the key to a successful organization. We commit to the support of our staff through the provision of a thorough orientation, leadership by example, recognition of achievement, opportunities for staff development, and the encouragement of open communication throughout the organization. We support ethnic diversity, staff autonomy and initiative by ensuring a friendly, safe, helpful and humanistic environment. IINTEGRITY The Justice Institute is committed to provide the highest standard in service delivery, professional ethics and confidentiality. This reflects in the loyalty given by Justice Institute staff to clientele, and pride shown in quality products. This professional image projected by staff also demonstrates integrity to and concern for human rights, justice, safety and the protection of the environment. IINNOVATION The Justice Institute is a dynamic organization. As leaders in the field of justice, public safety and human service education, we explore new technologies and innovations in teaching. We seek continued partnerships with a wide range of organizations and agencies, and other educators. We emphasize practical, innovative, accessible and portable ideas, programs and products to meet the needs of our clientele. ICOMMITMENT TO CLIENTS AND PUBLIC The Justice Institute recognizes the responsibility to provide knowledge and understanding of justice, public safety and human service issues to our clients and the public through interdisciplinary training and educational opportunities. IINTERDEPENDENCE The Justice Institute is a unique organization committed to supporting the identity of each academy and division. The Justice Institute encourages cooperative efforts among the academies and divisions, and coordinates and integrates the training and services offered. JI Strategic Plan 1994-96 A Vision for the Future 9 STRATEGIC GOALS & ACTIONS Introduction Strategic Initiatives During the strategic plan study, a series of internal meetings and workshops were conducted by Steering Committee members, so that as many people as possible could discuss management, operational, and resource related issues and concerns. In addition a series of interviews were conducted with the major clients and members of the Policy Advisory Committee. The information gathered during this process has helped to identify specific strategic goals and implementation actions to help the Justice Institute fulfill its mandate and resolve current concerns and issues. The goals and actions have been organized into eight Strategic Initiatives to focus the implementation process. A. Leadership and Governance B. Programs and Instructional/Student Services C. Management Model and Organizational Development D. Internal and External Communications E. Human Resource Development F. Information System Development G. Facilities and Equipment Development H. Financial Development Action Tables JI Strategic Plan 1994-96 The Action Tables provided for each of the eight Strategic Initiatives, identify specific activities with identifiable results. For each action a person or group has been assigned primary responsibility to coordinate efforts and collaborate with others so that the desired results are achieved by a specified date. Strategic Goals &: Actions 10 STRATEGIC INITIA1fIVE "A" LEADERSHIP AND GOVERNANCE , : Many of the initiatives identified in this strategic plan > are intended to ensure that the JI continues to provide , ~··' effective leadership in justic::e and public safety training '"'-'"'°'*'{ in concert with the Ministries and agencies which are .. -~<:' involved in providing thes;e services to the community. \.:.,,. "'·; i . In order to introduce and manage change in a pro-active , :~;)t rather than reactive manner and achieve the JI Vision, ·'tfy;" the following goals have been established. :;·iilJ;'t_ 1. Discuss and confirm the mandate and role of the JI within the post-secondary system with the Ministry of Skills Training and Labour (MSTL). 2. Discuss and confirm mandate and role of the JI with academy clients. 3. Continue to work with academy clients to identify and address training issues. 4. Clarify, for staff and clients, the role of the Board in providing governance for the JI. 5. Identify key justice and public safety training issues in BC and address them with community organizations, groups,. and individuals. 6. Promote the involvement of women, First Nations people, and minority groups. JI Strategic Plan 1994-96 Initiative "A" : Leadership & Govemanace 11 A. ctions Updating the JI Role Al Meet with MSTL to confirm JI mandate and establish satisfactory &t Mandate Target Primary Completion Responsibility Date Board Chair January &: President 1994 funding arrart2ements A2 Identify and provide specific Chairs of On-going,3 opportunities for the Chair and other Program Cttee sessions per board members to meet with staff and of Board, JI year (May, client groups to share information on Social Cttee, Sept., Dec.) the role of the board. &:Program Directors Cttee A3 Produce a document for staff and President March 1994 clients that outlines the role of the JI and Board. Anticipating Training Needs &t Issues JI Strategic Plan 1994-96 A4 Establish a reporting procedure and March31 on Program mechanisms to ensure that training Directors an annual opportunities that surface in basis instructional situations are conveyed to Directors for communication with clients. AS Establish a process for regular Executive June1994 reviews of course content to ensure Cttee relevance to clients' needs. A6 Prepare a proposal for an "Issues Library June1994 Monitoring Program" to track and analyze emerging justice and public safety training issues, and submit to Executive Committee A7 Organize an annual workshop event Dean of Ed December around "Emerging Justice &: Public Serv 1994 (with Program Safety Issues" involving all &: then annually Academies and soliciting attendance Directors from the community. Cttee) AB Identify new strategies to strengthen Executive December 1994 links with a wide variety of Cttee community organizations and groups (with Program involved with justice and public Directors Cttee) safety. Initiative "A" : Leadership &: Govemanace u Delivery Innovations Broadening Participation A9 Establish an annual workshop for Program clients, in collaboration with the Directors Open Leaming Agency and the Media Centre, to review and explore alternate training technologies and distance leamine: techniaues. AlO Develop a proposal to re-establish JI Dean of Ed public...,. Serv Al 1 Identify new opportunities for Executive Cttee contract and fee-for-service training to both the public and private sector in a flexible and cost effective manner and discuss with Board Directors and A12 Increase cooperative training initiatives with other post-secondary Deans and trainine: a2encies. A13 Develop an awareness training program for all staff regarding employment equity June19'J4 June19'J4 December 1994 June19'J4 & then annually Bursar September (Human 1994 Resouree Officer) Bursar A14 Develop a proposal to promote January 1994 broader application of employment i in I em lo ent ractices. March 1994 AlS Develop a market strategy to enhance Program Committee of training opportunities for target Board JI Strategic Plan 1994-96 Initiative "A" : Leadership & Govemanace 13 STRATEGIC INITIATIVE "B" PROGRAMS AND INSTRUCTIONAL/STUDENT SERVICES 2. Establish an institute-wide approach to development and implementation of new programs and initiatives. 3. Provide physical facilities and support services conducive to student learning. 4. Seek student input and feedback on a variety of issues on an on-going basis. 5. Provide professional, courteous, and efficient services to students. 6. Provide a high quality of educational, financial, and administrative support for JI academies and divisions. JI Strategic Plan 1994-96 Initiative "B" : Programs & Instructional Student Services 14 .· ;~,etiO:l\:$ ·~ ;z_ Eight specific actions have been identified to further the ~~~{t ,: ··. . . i development of programs and instructional/ student ·. ~J)~ t;,,~ j;V '· ,. ; · . ; :; '.' services. They include initiatives to enhance ~ .: ·' opportunities within existing programs as well as .. ,,,.,,,.. exploration of new opportunities for decentralized , );''., . <: delivery and distance learning. Developing Programs and Services Bl B2 B3 B4 BS B6 B7 BS JI Strategic Plan 1994-96 Target Primary Completion Actions Date R.esoonslbllitv Identify additional strategies to Executive December strengthen links with a wide variety Cttee; Program 1995 of community organizations and Directors Cttee groups involved with justice and public safetv Marketing Review process of marketing JI January 1994 products and prepare a Marketing Cttee Plan to improve effectiveness and meet objectives. October Identify courses offered by Program 1994 Directors academies/divisions which would be considered equivalent for internal transfer credit, and management and other priority courses offered by the JI which may be eligible for transfer credits to other institutions. Prepare a proposal for a transfer credit policy and submit to the Executive. Assess need for a centralized career Dean of Ed June1994 Serv counseling function at the JI and submit findings and recommendations to the Executive. October Investigate issues, options and Executive 1994 strategies related to prior learning assessments Info Systems June1994 Investigate applications of Cttee technologies in other training environments that would have potential for improving JI programs and decentralized delivery and submit findin~ to Executive. February Explore ways to make programs more Program Directors 1994 sensitive to employment equity objectives and recommend strategies to Executive President March 1994 Develop program to provide training in emplovment eauitv practices. Initiative "B" : Programs & Instructional Student Services 15 STRATEGIC INITIATIVE "C" MANAGEMENT MODEL AND ORGANIZATIONAL DEVELOPMENT C~Cials ··<~,WWJ~·.i;~;i~Wj-,. The support and commitment of JI personnel are critical · .!._;.) · · .. to the realization of the JI Vision. One of the ways to I~_:;.;;~~~;;.~~' ~: %·.· : ~obilize ~e creati~e forces and energy of the people "J~;·'i"(~mt;C·i · d, .;:· ". ,, · . . ,. ,. ,. involved m the JI 1S to have a management system and ~~~ "'.·if,: ." ' , ,_,, organizational structure which facilitates effective · w:~- . ~'"".. :::=;.~;t j['t:ij,. participation in development and delivery decisions. 1 ;:· :··:•tAf:)'{ The following goals have been identified to help guide ;, :..., ..;.jKy~;;.m ", iti the process of refinement and change which is part of 'f <:.~ "" ~<'t .,~·>'' the strategic plan implementation. 1. Update existing management model and organizational structure. 2. Expand functions of Finance and Administration to provide adequate management of: personnel, facilities, equipment, information, and finances. 3. Ensure that committees are meeting the needs of the JI. 4. Encourage cross-divisional interaction on a professional level (e.g. personnel transfers between academies for specific projects) 5. Acknowledge staff participation in committees as an integral part of job responsibilities. JI Strategic Plan 1994-96 Initiative "C": Management Model&: Organiz.ational Development 16 h&etiott:S '.?0 : The primary strategic initiative for the development of ~t · ., .~kw.;''''' · management.systems and organizational structure is to ¥· k, __ , , . ·w= :WJftfr\,:d prepare and implement proposals for change. This will ~~~~i ~~ ;,;~t !.. >:::.'*"t ~& ~,. involve consideration of the way in which the JI makes *•":> : The formal introduction of a new management model and organizational structure for the JI will take some time to complete. During the course of the study, a number of opportunities for more immediate changes have been , : identified. Given that these changes could be instituted ' prior to completion of the overall model, they have been designated as "interim" changes for which specific actions . have been identified. Actions Management Model Ct Establish a task group to coordinate efforts on development of proposed Development C2 C3 C4 C5 C6 Target Completion Date January 1994 model, including identification of differences between present operations and future o rations at new cam us. Canvass staff regarding aspirations for Program March 1994 participation in JI decision-making Directors Cttee processes. &t Admin Serv Cttee Executive March 1994 Oarify process for approval ()f new JI ~including process for dealing with ired su rt services Review status of IDS within Board &t January President 1994 or izational structure Bursar January Review functions and reporting 1994 structure of Receptionist and Room Bookin sitions Info Syst Cttee September Explore is.mes around computeriz.ed 1994 assignment of centrally administered student identification number and recommend implementation options to Executive. JI Strategic Plan 1994-96 Initiative "C" : Management Model &t Organizational Development 17 CJ Review current registration procedures. Info Syst Cttee September Investigate need for a JI registrar and &: Exec Cttee 1994 examine potential for computerized central registration system for all JI students and recommend implementation options to Executive. C8 Review need for student library cards Head September and submit recommendations on options Librarian 1994 to Executive C9 Examine potential benefits of Bursar&: January externally contracted support services Excellence 1994 such as food and janitorial services and Cttee submit recommendations for guidelines &: procedures to Executive (e.g. criteria for service, bidding procedures, cross academy selection panel, etc.) CtO Prepare proposal for revisions to President; March1994 management system and Bursar; Dean organizational model, and determine ofEdServ priorities for new services and staffimt. Ct 1 Formalize management and President and March 1994 organizational changes. Board Review and Update C12 Have Chairs of all committees meet to review terms of reference, structure and the JI Committee reporting relationships of all JI System committees. C13 Establish new committee svstem model C14 Establish committee membership criteria for expertise and representation C15 Adjust committee structure and membership C16 Have chairs of appropriate committees involved with Board subcommittees C17 Plan succession for Cttee chairs Interim Management & Organizational Changes President January 1994 President Committee Chairs March 1994 June1994 President; Executive Chair of JI Board June1994 September 1994 Committee Chairs March 1994 C18 Identify functions within Fin. &: Admin and Ed Serv which are part of Support Services (e.g. First Nations Advisor, printing functions) President March 1994 C19 Create the following new positions: • Personnel Officer • MIS Officer • Facilities Manager • Information Officer C20 Establish scope and job description for new positions C21 Revise reporting structure within Finance&: Administration to reflect new p05itions Bursar April 1994 Bursar January 1994 February 1994 Bursar JI Strategic Plan 1994-96 Initiative "C'' : Management Model &: Organizational Development 18 C22 Arrange to have chairs of Program Directors' Cttee and Admin Services Cttee sit on Exec Cttee C23 Arrange to have Strategic Planning Conunittee meet quarterly to review President January 1994 President March 1994 r----- JI Strategic Plan 1994-96 Initiative "C" : Management Model &: Organizational Development 19 STRATEGIC INITIATIVE "D" INTERNAL & EXTERNAL COMMUNICATION 2. Improve vertical and horizontal communication. 3. Improve communications across committees. 4. Use more interactive communication. 5. Establish broad-based external communications plan. } :-.~· ·-.~m~·t·~.-~.:~:-; JI Strategic Plan 1994-96 6. Encourage cross-academy interaction at Academy /Division meetings Initiative "D": Internal & External Communication 20 ' ··· "' Several different types of communications initiatives ·· have been identified to help achieve the communications ~==' goals. For implementation purposes they have been · · grouped according to the nature of the activity as follows: Documents, Displays, Meetings/Events, and Surveys. Documents Displays JI Strategic Plan 1994-96 Target Primary Completion Responsibility Date Information September Officer 1994 President September 1994 Actions Dl Develop standardized and manageable literature package on JI 02 Prepare monthly summaries of key issues of JI Board and each committee and circulate to all staff and Board 03 Issue quarterly bulletins with President April 1994 Strategic Plan updates to staff and &t then clients auarterly 04 Produre an annual bulletin to President; June1994& communicate priorities for new services Bursar; Dean then and staffing to all levels of staff, JI ofEdServ annually Board, Executive Cttee and PAC 05 Send letter to each individual and President January committee listing actions which are 1994 their responsibility under Strategic Plan, and request quarterly progress reports. 06 Place an artists' rendering of new Room Booking January campus in all classrooms with notice Cttee 1994 which confirms JI commitment to maintain existing site until move and provides instructions for communication on problems with existing facility 07 Develop a Strategic Plan wall chart President April 1994 for both buildings on the present site and enter Quarterly prOl?reSS uodates Excellence 08 Explore ideas around provision of January 1994 student information boards in each Cttee building and submit proposal to Executive Information April 1994 D9 Set up and maintain student Officer information boards in both buildil\25 010 Install an "ideas" bulletin board on the Information March 1995 computer network in new facility Systems Cttee Initiative "D": Internal & External Communication 21 Meetings & Events 011 Prepare for and schedule one or two AdminServ February workshops per year for clerical and Cttee 1994 support staff to address JI operational issues 012 Prepare for and schedule one or two February Program workshops per year for instructional 1994 Directors Cttee staff to address JI ooerational issues 013 Develop a schedule for annual Social Cttee January Academy Open Houses 1994 014 Establish practice of holding staff Directors January 1994 meetines at least once a month Surveys March 1994 015 Revise program evaluations to include Program Directors concerns related to CWTent facility and provide feedback to Bursar for action Program 016 Develop survey instruments for staff June19'J.4 and student surveys relating to tasks Directors Cttee D17and 019. Chair, 017 Conduct quarterly, on-site, survey of June1994 Program Dir students regarding existing facility and support services and submit results Cttee to Executive President 018 Conduct an annual survey for clients January 1994&: and public to determine perceptions annually about JI. Bursar 019 Conduct twice yearly survey of staff June&: December regarding existing facility and support services and submit results to Executive JI Strategic Plan 1994-96 Initiative ''D": Internal &: External Communication 22 STRATEGIC INITIATIVE "E" HUMAN RESOURCE DEVELOPMENT S~ ,·- >·o:als r · ~?t!t''fF'. : In order to reinforce the JI commitment to staff, the •, ·, ;' ; ' following goals have been proposed. :-:... :·. ~·- ;w ·).- > ~ 1. Improve staff morale. ~--6- ~ i% ,,,. 2. Institute a process to provide adequate levels of staffing. 3. Review and improve quality and quantity of staff development and programs. JI Strategic Plan 1994-96 Initiative "E": Human Resources Development 23 w::A.etioiiiUK_:~,., _ A number of the proposed communications and ~~ ·.i)tfj''"\~,< .,~~ ~,,,, '.. ,'~~~: w.~. ·: ' ~: ~anag~ment actions should he!~ to achieve the goal of improving staff morale. In addition, some of the financial tu:::,.>\,;"' ';:,"' · :. :.·; -acti~ns are aimed a~ helping to provide adeq1;1ate levels of filF''~•·-:· "'~; · ";·'""~- s~affing. Th~ fol~owing staff ~evelo~~ent action~ are. filt Lw ~--, .· ·· 0'.Y'~ _ directed primarily at enhancing training and onentation ii-':: . :·,:~ .,," .,~1'_,,,'k,.::'ttti( opportunities. , Enhancing Training & Orientation Et E2 E3 E4 ES E6 E7 E8 E9 JI Strategic Plan 1994-96 Target Primary Completion Responsibility Date President; January Human Res 1995 Actions Develop and establish a program to provide problem solving, delegation, &: change management training to all Mgr manasrers Develop and establish a program to Bursar; Dean June1994 provide customer service training and of Ed Services conununications procedures for JI reception and l'e2istration staff Bursar; Dean December Develop and establish a program to provide training for all levels of JI of Ed Services 1994 staff on providing quality client service Develop and establish a program to Roy Uyeno September provide budget development and 1994 administration training for Directors, Program Directors, &: others Develop and implement a Workplace Board January Harassment Policy 1994 Review &: update integrated Faculty Program January Development Pro21'8m Directors 1994 Review and improve PPR system and Bursar; Human June1994 Res Mgr establish timely &: re211lar monitoring Identify criteria for, and expand Excellence January recognition of, contributed 1994 Cttee services/significant achievements on a more freauent basis Bursar Review &: update orientation program January 1994 for new staff Initiative ''E": Human Resources Development 24 STRATEGIC INITIATIVE "F" INFORMATION SYSTEM DEVELOPMENT -';..; _An effective and accessible information system is critical _: to the smooth operation of the JI. The following goals _, _ , have been proposed for improving the JI Information >>.:; .- System. .~:~:};..;: .·. ~ 1. Ensure that relevant and appropriate management information is collected and distributed in an efficient manner. 2. Facilitate timely sharing of information throughout the organization. 3. Maintain up-to-date training and reference information to support program development and delivery. JI Strategic Plan 1994-96 Initiative "F': Information System Development 25 [t\et:lo:ft's ·r '?"'·: An effective information system is critical to the ' successful implementation of management system ' improvements and achievement of communication goals . .,:. ,. :~ : Before making significant changes to the information system or purchasing new equipment and computer $1 .y~~ '·~, -~r software, it is important to have a clear picture of the way ~ ~ ~,<, . that the system should work to serve the needs of the JI. , ''1.· ,, ~-:_~~ :it: "'!_, • , ; The following actions reflect this approach. ,. if'"' . .. "·' :'<' '' ,,.. Target Primary Completion Responsibility Date Improving Information and Records Management Ft F2 F3 F4 FS JI Strategic Plan 199.t.96 Actions President Conduct infonnation needs analysis to December determine internal communication 1994 needs, problems, and issues and prepare an Infonnation Management Plan consistent with the overall management model and communications sroals. Information Develop a centralized JI information June 1995 Officer clearin2house. President Review and update fonnat of monthly January 1995 management reports in accordance with Information Mana2ement Plan Prepare a Records Management Plan President January 1994 includin2 JI archival S?;Uidelines. March 1994 Admin Initiate process of aggressive cleaning up, weeding out and archiving of old Services Cttee files and storage areas in accordance with the Records Manaszement Plan Initiative "F': Information System Development 26 STRATEGIC INITIATIVE "G" FACILITIES & EQUIPMENT DEVELOPMENT J With the design of the new JI campus in New ,: Westminster well underway, facility related concerns .• tended to focus on the provision of appropriate ·: accommodation during the period up to the planned ; move in 1995. Accordingly, the following goals have been ~ proposed. 1. Maintain a high standard of buildings and grounds maintenance prior to move to new JI. 2. Support the new facility planning process now underway. JI Strategic Plan 1994-96 Initiative ''G": Facilities & Equipment Development 27 "" ; Given that the new campus will be available for · occupancy in 1995, facility and equipment decisions need , to be made with this event in mind. It is also considered ·~- , ,.;fl~,,~ ~ j important that the existing facilities be maintained in an ::;_,~,;_~· · appropriate manner during the period up to the move. « ~i;W@,,~ The following actions are proposed to achieve these goals. Maintaining Existing Site & Facilities G1 G2 ~ G4 Coordinating Furniture & Equipment Purchases GS G6 GJ JI Strategic Plan 1994-96 Target Primary Completion A ctions Responsibility Date Develop a checklist and conduct P.Ross, P. January quarterly inspections of all classrooms Crosby-Jones; I. 1994& and public areas using checklist fonnat Devries quarterly and forward to Bursar /Media Centre for action Gather information about existing use Bursar January of cafeteria and develop action plan 1994 for food service delivery assuming closure of cafeteria Review MacDonald Hall reception Excellence January area and suggest strategies to improve Cttee 1994 receotion function for students Make changes to facilities as required Bursar February to accommodate interim needs. 1994 Establish standards for office, classroom, and computer equipment to ensure that purchases are consistent with standards for new facility. Bursar Purchase asset management software and hardware Develop and implement a furniture & equipment inventory management system using new software Bursar January Bursar June1994 Initiative "G": Facilities & Equipment Development 28 January 1994 1994 STRATEGIC INITIATIVE "H" FINANCIAL DEVELOPMENT : " '"' . In order to obtain sufficient financial resources to fund r(;,9:a1it~,,,. :--~/ : · &<®tl'?<~I!,' r~ , ·~ · initiatives which will accomplish the JI Mission and to ijflltt'.;,'~:·.:, use the funds in the most efficient manner possible, the .. ·: ·Jtti®i •{- :. . . . . .:- following goals have been proposed . 1. Obtain sufficient funds to support a high quality of educational, financial, and administrative support for JI academies and divisions. 2. Obtain appropriate instructional funding from MSTL for fee-for-service programs not covered by major client contracts. 3. Expand the financial resource base of the JI. JI Strategic Plan 1994-96 Initiative '1i": Fmancial Development 29 . ·,. . ,. ·,._,. ..., A target date of January 1994 has been set for establishing ~Aetio;il:S '. · ~ ·· · · ··..· ·· · .. , · · · . appropriate funding arrangements with MSTL, as noted in . the Leadership & Governance Initiative "A". This is one . of the key factors which will help ensure that there are ·.L,. ·adequate financial resources available to operate with ' sufficient staff, provide appropriate support services to · w""' ' clients and students, and deliver effective and high quality ~ . , ·· programs and services. Other actions required to achieve ~H the stated financial goals include effective cost estimating ,,, . '.~·-:'~;~ for client contracts and active pursuit of additional ..·.w:-..: '..' _;; • · .: revenue from a variety of sources. ;>; : · ,. '>;: Target Primary Negotiating Funding with Hl MSTL H2 H3 Launching a JI Foundation January 1994 January 1994 January 1994 Prepare constitution and policies and formally establish a JI Foundation. Board; Bursar January 1994 HS Prepare a fund raising strategy to raise $1 million prior to opening of the new facility in New Westminster Identify corporate and other sponsors and initiate the fund raisin2 campahm Foundation March 1994 Foundation March 1994 Investigate funding sources and criteria for developing new instructional technologies and distribute report to all academies and divisions. Submit proposals for funding to develop new technologies for instruction Foundation and Chair of Info. Systems Cttee March 1994 Academies; Executive April 1994 H7 HS JI Strategic Plan 1994-96 Date H4 H6 Pursuing Other Funding Sources Actions R.es1>onsibillty Review current allocation of the President; general support grant and develop a Bursar; Dean projection of expenses and revenue of Ed Serv based on proposed delivery concept and mana2ement model. Submit funding proposal to MSTL JI Board based on the amounts defined in the projected estimates Negotiate a mutually agreeable JI Board funding arrangement with MSTL which will enable the JI to fulfill its mandate in a cost effective and flexible manner. Completion Initiative ''H": F'mancial Development 30