2016 – 2020 STRATEGIC PLAN · Future Reporting and Assessment 39 Community Feedback 40...

PLAN 2020 2 0 1 6 – 2 0 2 0 S T R A T E G I C P L A N

N O R T H I S L A N D CO L L EG E

www.nic.bc.ca

/NIC

Plan2020

N O R T H ISL AN D CO L L E G E 2016 - 2020 S T R AT E G I C PL AN

North Island College’s journey since 1975 has been one of innovation, resourcefulness, dedication and success.

NIC Plan 2020 was created in consultation with our communities to ensure the College prepares students to achieve their goals.

This document outlines our priorities and goals, provides key research, explains how the plan was developed and shared across our region and highlights how we intend to measure our progress over the next five years.

It positions North Island College to tackle upcoming opportunities and challenges to deliver relevant and responsive education for generations to come.

N O R T H ISL AN D CO L L E G E | PL AN 2020 | w w w. n i c . b c .c a / NI C P l a n2020 1

Table of ContentsMessage from the President and Board Chair 3

About NIC 5

Mission, Vision and Values 6

Strategic Priorities 8

1: Student Experiences and Success 11

2: High-Quality, Relevant, Responsive Curriculum and Programs 12

3: Access to Learning and Services Across the Region 15

4: Aboriginal Education and Indigenization 16

5: International Education and Internationalization 19

6: People, Organization, Culture 20

7: Resources, Investment, Sustainability 22

8: Active Connections to Community 24

9: College Identity and Brand 26

Environmental Scan Summary 28

Process Overview 37

Background Information 38

Future Reporting and Assessment 39

Community Feedback 40

Acknowledgements 41

N O R T H ISL AN D CO L L E G E 2016 - 2020 S T R AT E G I C PL AN2


Message from the President and Board ChairNIC Plan 2020 directly addresses North Island College’s regional challenges and opportunities and distinguishes NIC’s role from other post-secondary institutions across BC.

It is the result of the hard work and dedication of our faculty, staff, administration and community members as we worked together over the past year to learn about our communities’ needs, to understand our challenges and to strategize the best ways to deliver programs and services in the next five years.

The plan identifies nine priorities with a central focus on supporting student experiences and success.

These priorities reflect our mandate as a publicly funded community college. They show North Island College is learning from communities and leading the way in providing enhanced service to students. The plan reinforces our efforts to increase access to programs and post-secondary institutions in all our regions and shows our commitment to be entrepreneurial and to leverage technology to deliver courses and programs closer to home.

More than 500 stakeholders and community members contributed to the creation of this plan, which serves the educational hopes and dreams of NIC students. We are grateful for their time, passion and insight.

We hope you see your thoughts reflected in these pages and we look forward to strengthening new and established relationships with our educational partners, First Nations, municipalities, employers, business groups, as well as past, current and future students.

We know the next five years will be an exciting time for the College and our communities, as we continue to deliver excellence in post-secondary education and training.

John Bowman

President and CEONorth Island College

Bruce Bell

Chair, Board of GovernorsNorth Island College


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Comox Valley Campus

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About NICNorth Island College is a comprehensive community college serving 159,000 residents on Vancouver Island and the central BC coast.

We are privileged to operate within the traditional territories of 35 First Nations inclusive of the Nuu-chah-nulth, Kwakwaka’wakw and Coast Salish traditions.

NIC was established in 1975 as a primarily distance education institution. It now serves students at Campbell River, Comox Valley, Port Alberni, and Mount Waddington campuses, as well as through many in-community programs delivered in partnership with remote communities across 80,000 km2 from Ucluelet on Vancouver Island’s West Coast to Bella Coola on the central mainland.

We are distinguished by our commitment to student success through strong partnership agreements with universities and colleges across BC, the US and around the world. NIC has been internationally recognized for its technology-enabled distance learning, and responsive in-community programs.

We proudly serve more than 9,000 students annually who rely on NIC for upgrading, business, health, community care, trades and technology, university transfer, fine arts and design courses and programs, as well as short-term contract training and a wide range of professional and personal development courses.


Mission, Vision and ValuesThroughout this plan, our vision, mission and values remain focused on student success.

Vision

North Island College’s vision is to be a premier community and destination college, in a spectacular west-coast environment, that inspires and prepares students for success in a rapidly changing world.

Mission

North Island College is committed to meeting the education and training needs of adults within our service region by providing high quality, affordable higher education and skills training, collaborating with our partners to create pathways to learning, and empowering individuals to achieve their full potential.

Values

Student success, access to learning and services, accountability, quality, relevance and responsiveness, a positive organizational culture, and social and environmental responsibility frame our commitment to our students and communities.


Orientation Day, Port Alberni campus

North Island College celebrates students and their educational choices at campuses in Port Alberni, the Comox Valley, Campbell River and Mount Waddington every year. The day prepares students for success and sets the tone for the year to come.


Strategic PrioritiesNorth Island College’s strategic priorities and goals were created after extensive consultation with more than 500 employees and community members across the region.

The consultations confirmed student experiences and success will remain our central focus over the next five years. The nine strategic priorities are:

• Student experiences and success

• High-quality, relevant, responsive curriculum and programs

• Access to learning and services across the region

• Aboriginal education and Indigenization

• International education and internationalization

• People, organization, culture

• Resources, investment, sustainability

• Active connections to community

• College identity and brand

Each priority is supported by several detailed goal statements in the following pages.


Student Experiences and Success

International Education and

Internationalization

High Quality, Relevant,

Responsive Curriculum

and Programs

Access toLearning

and Services Across the Region

Aboriginal Education

and Indigenization

ActiveConnections

to Community

CollegeIdentity

and Brand

Resources,

Investment, Sustainability

People,

Organization, Culture

At North Island College, student success is at the centre

of all we do. Each of our priorities and goals empowers students and

builds a strong foundation for success in all our communities -

one student, one program and one community

at a time.


Dawn Tisdale, Bachelor of Science in Nursing

In 2015, Dawn was elected president of the Canadian Nursing Students’ Association (CNSA), the voice of nearly 30,000 Canadian student nurses. She credits NIC for integrating Indigenous teachings and ways of knowing into its nursing curriculum and inspiring her to lobby for similar change to nursing curriculums across Canada.


Strategic Priority #1: Student Experiences and Success• Develop definitions of student success that reflect student perspectives for use

in planning and decision-making.

• Create and implement new approaches to increase informal learning and campus life.

• Enable more students to participate in workplace-based and experiential learning opportunities.

• Facilitate and support student leadership and connections at the program, campus, college and community levels.

• Enable students to develop intercultural fluency and competencies.

“Student success is different for each of us; it encompasses

elements of workplace readiness, academic success, personal

growth and increased social agency. This strategic priority is

echoed throughout the plan, reinforcing how student

experiences and success are central to NIC’s vision.”

Jessica Sandy College Plan Committee member

Executive Director, North Island Students’ Union


Strategic Priority #2: High Quality, Relevant, Responsive Curriculum and Programs• Develop and implement the Multi-Year Program Planning (MYPP) process.

• Enhance program partnerships and pathways with other post-secondary education institutions provincially, nationally and internationally.

• Increase the number and broaden the range of dual credit programs provided in partnership with secondary schools.

“A strong curriculum, developed in consultation with NIC’s

educational partners, provides our students opportunities

for success. It strengthens student outcomes,

builds competencies in our communities

and supports local economies.”

Lisa Domae College Plan Committee member

NIC Vice President, Learning and Students


Educational Partnerships

NIC is among BC’s most active institutions in creating innovative admission agreements with partners such as UVic, VIU, UNBC and many other post-secondary institutions across Canada. The agreements attract students who want to study and learn at NIC before moving to urban universities.


Distributed Learning, Remote Web-Based Science Lab

North Island College has pioneered distance education delivery for 40 years. The Remote Web-based Science Lab has been internationally recognized for its ability to allow students around the world to control live labs in real time over the Internet.


Strategic Priority #3: Access to Learning and Services Across the Region• Ensure all program admission requirements and processes support access

and student success.

• Strengthen and diversify in-community program delivery.

• Increase integration and support for use of appropriate educational technology in the teaching and learning process (e.g. ITV, online).

“North Island College students and our regional

needs are so diverse; removing barriers to access and

strengthening our in-community programming

holds tremendous potential for the future.”

Sarah Deagle College Plan Committee member

Assistant Registrar, NIC Student Services


Strategic Priority #4:

Aboriginal Education and Indigenization• Develop and implement an Aboriginal Education Policy and action plans in

alignment with the BC Aboriginal Education and Training Policy and the Colleges and Institutes Canada (CICan) Indigenous Education Protocol commitments.

• Communicate that Indigenous education is a priority.

• Ensure governance structures that recognize and respect Indigenous peoples.

• Implement intellectual and cultural traditions of Indigenous peoples throughout curriculum and learning.

• Increase the number of Indigenous employees.

• Support students and employees to increase understanding and reciprocity among Indigenous and non-Indigenous people.

• Enhance Indigenous-centred services, learning environments, student and community spaces and learner success.

• Build relationships with and be accountable to Indigenous communities.

“These priorities identify important approaches required

to address the learning needs of Aboriginal students and

affirm our commitment to best serve our communities. They

directly align with the CICan Indigenous Education Protocol,

signed by NIC and our First Nations partners in the region.”

Kelly Shopland College Plan Committee member

Interim Manager, NIC Aboriginal Education


NIC Signs Ground-Breaking Indigenous Education Protocol

In May 2015, NIC and the regional Indigenous communities signed a historic Indigenous Education Protocol at a ceremony hosted by the K’ómoks First Nation. The Colleges and Institutes Canada (CICan) protocol provides a vision of how NIC can better serve First Nations in the region.


International Education Community

International students from Brazil, India, China and more than 30 other countries connect interculturally on campus, in the community and in their field of study while studying at North Island College.



International Education and Internationalization• Achieve sustainable growth in international student enrolment.

• Build capacity in the College and communities, to meet the needs of international students.

• Internationalize the teaching and learning process, curriculum and programs.

• Develop and support internationalization at home and education abroad opportunities for students.

• Develop and implement international contract training, projects and applied research.

“The evolution of International Education at NIC

has created a diverse learning environment consistent

with the global economy. Our students expand their

views with peers from around the world, while

preparing for local and global careers.”

Bill Parkinson College Plan Committee member

NIC School of Business Instructor and Department Chair



People, Organization, Culture• Facilitate shared leadership, dialogue, team learning and involvement across the College.

• Foster an open organizational culture that supports and celebrates diversity and learning.

• Enhance support for faculty, staff and administrative professional development.

• Encourage the scholarship of teaching and learning.

• Review and implement employee succession planning strategies.

• Develop and implement initiatives to enhance college, department and team effectiveness.

“This plan nurtures our employees’ capabilities,

provides opportunities for their development and growth

and builds on our shared responsibilities. It allows the

entire college community to be successful together.”

Alex Borthwick College Plan Committee member

Assistant Director, NIC Human Resources


Employee Recognition

North Island College faculty and staff contributed greatly to this plan. Every college employee plays a role in the success of students. There are many unsung heroes behind the scenes who provide the facilities, IT, accounting services and other supports foundational to student success.

N O R T H ISL AN D CO L L E G E 2016 - 2020 S T R AT E G I C PL AN2 2


Resources, Investment, Sustainability• Create and implement a multi-year, comprehensive Resource Development Strategy.

• Develop and implement plans for a capital fundraising campaign with the NIC Foundation.

• Increase business partnerships, entrepreneurial development and involvement in social innovation.

• Develop and communicate a 10-year Investment Plan to address long-term infrastructure and other resource needs.

“Our internal and external environments determine

our priorities and ensure our goals are well researched

and achievable over the next five years.”

Wes Skulmoski Manager, NIC Institutional Research & Planning

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Supporting Students, North Island College Foundation

Starting in 2017, 25 NIC students will have their tuition paid each year thanks to the generosity and community-mindedness of Catherine Mary (Mamie) Aitken. The largest donation in its history, the NIC Foundation will receive the interest income on $1.5 million annually to distribute in the form of student awards and scholarships.



Active Connections to Community• Increase connections with school districts, secondary schools, teachers,

students and parents.

• Strengthen relationships with business, industry and other organizations in support of student learning and applied research.

• Collaborate with Island Health to optimize the benefits accruing from the North Island Hospitals.

• Increase collaboration with ElderCollege to achieve shared goals.

• Facilitate and support development and operation of Regional Learning Councils (Alberni Valley, Mount Waddington, the West Coast and Campbell River).

• Increase organizational capacity for applied research.

• Participate in community as an active steward of the unique natural environment in which we reside.

“As a community college it is our

responsibility to provide information and

resources in a way that benefits students and the

community, personally and respectfully. We need to

inspire growth, support imagination

and encourage enthusiasm.”

Jack Campbell College Plan Committee member

Facilities Operations, Level 2


Connecting Communities, Global Leaders of Tomorrow

North Island College connects industry and employers through mentorship, internship and applied research programs, which provide students with work-based learning opportunities before graduation. The Global Leaders of Tomorrow program operates in partnership with the Comox Valley Chamber of Commerce and pairs business students with community mentors for career success.


“North Island College isn’t just a place you come to. It’s a place

where you become a future nurse, an artist, an apprentice,

a cook, a critical thinker, a caring citizen and so much more.

It is part of our identity and it’s important

to celebrate and share our stories.”

Kathie Bell College Plan Committee member

Department Chair Support & Administration Support, Offiice of the Vice President, Learning & Students

Strategic Priority #9 College Identity and Brand• Review and refresh the NIC identity and brand.

• Develop and implement a multi-year college-wide marketing and communication plan.

• Promote and celebrate the work and expertise of NIC faculty, staff and administrators internally and within the community.


Celebrating our accomplishments

Every North Island College student and employee has a story to share. Whether they’ve travelled the world to attend class at NIC or accomplished amazing feats in their professional or personal lives, North Island College people tell our story wherever they go.


Environmental Scan SummaryOverview

NIC’s Department of Institutional Research and Planning conducted an Environmental Scan to support NIC Plan 2020.

The comprehensive 95-page Environmental Scan is available at: www.nic.bc.ca/NICPlan2020.

The following pages provide a summary of the scan’s five main themes, including:

• Geography, Population and Demographics 29

• Labour Market Projections 30

• Revenue, Expenditures and Funding 31

• Student Enrolment and Demographics 33

• Planning and Operational Context 34


Geography, Population and Demographics

While the population in the NIC region is expected to grow slightly over the next four years, our region is also aging. By 2020, the number of 18 to 24 year olds, who make up nearly half of NIC’s credit enrolment, will shrink slightly from eight to seven per cent of the region’s total population while the senior population will grow three per cent. Youth, 17 years old and younger, continue to make up one fifth of the region’s population.

Population Projections by Age Group, NIC Region and BC, 2015-2020

Custom table created by BC Stats using P.E.O.P.L.E. 2012.

Meanwhile, high school graduation and post-secondary completion rates in NIC’s catchment area have historically been low. About 26 per cent of 18 year olds do not graduate high school and 41 per cent of 25-64 year olds have no post-secondary credentials.

The region’s average family income, at $72,299, is substantially lower than BC’s average family income of $91,967.

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56%

65+

25-64

20202015

18-24

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90%

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70%

60%

50%

40%

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0%NIC

REGIONNIC

REGIONBRITISH

COLUMBIABRITISH

COLUMBIA


Labour Market Projections

Labour market projections in the Vancouver Island / Coastal development region expect 147,000 job openings by 2022, with more than 76 per cent of jobs required to replace retiring workers. Trades will contribute over 14,000 job openings in the region by 2020. However, the five fastest growing occupations are all health related.

Labour Market Projections

Skill Level

NOC* Occupational GroupExpan-

sionReplacement

Total Job Openings

Wage p/hr (Median)

A

301 Professional occupations in nursing 2,280 3,220 5,500 $36.50

062 Retail and wholesale trade managers 990 3,940 4,930 $25.00

403Secondary and elementary school teach-ers and educational counsellors

830 3,250 4,080 $33.00

B

421Paraprofessional occupations in legal, social, community and education services 2,130 2,800 4,930 $20.70

122 Administrative and regulatory occupations 820 4,000 4,820 $23.10

124Office administrative assistants – general, legal and medical 650 2,700 3,350 $21.60

C

642 Retail salespersons 1,740 4,070 5,810 $14.00

141 General office workers 1,470 3,650 5,120 $18.00

341Assisting occupations in support of health services 2,070 2,690 4,760 $21.00

D

673 Cleaners 840 3,730 4,570 $17.00

661 Cashiers 750 1,150 1,900 $11.80

671Food counter attendants, kitchen helpers and related support occupations 860 540 1,400 $11.00

Skill Level A Requires University Degree; Skill Level B Requires College Education or Apprenticeship Training; Skill Level C Requires High School and/or Occupation-Specific Training; Skill Level D Requires Less than High School.

*As defined by Employment and Social Development Canada, the National Occupational Classification (NOC), provides standardized language to describe work performed by Canadians in the labour market.


Revenue, Expenditures and Funding

NIC faces a number of funding and fiscal capacity challenges.

In 2013/14, NIC’s base operating grant from the Ministry of Advanced Education (provincial grant) was $21.8 million for 2,198 full-time students and the Industry Training Authority (ITA) provided $2.83 million for 724 trades, technology and apprenticeship seats.

BC Base Operating Grant Funding Per Capita to Rural Colleges (Regional Population), 2013/14

As shown in the chart above, NIC’s base operating grant from the Ministry of Advanced Education in 2013/14 was also $78 below the per capita average of $217 for rural colleges. When multiplied by the region’s 159,000 people, this represents a difference of $12.4 million.

Provincial government base operating funding to post-secondary institutions is based on a “block” grant system. The total population of a college region was not a factor in establishing the original levels of block funding per institution when the system was introduced in the late 1990s.

The per capita gap between NIC’s base funding and other rural colleges is an historical phenomenon which can be traced to the College’s evolution from a primarily distance education provider prior to 1992, with more than 20 small centres across the North Island, to a full-service community college operating larger campus facilities in several communities.

Any increases that can be achieved to NIC’s base operating grant funding over time would greatly assist NIC in fulfilling the educational needs of its region.

Selkirk College

Northwest Community College

Northern Lights College

College of the Rockies

College of New Caledonia

Average

North Island College

$0 $50

$314

$236

$231

$217

$217

$139

$200

$100 $150 $200 $250 $300 $350


Revenue, Expenditures and Funding (continued)

NIC receives 72 per cent of its revenue from provincial sources. A review of 2012/13 audited financial statements for BC public post-secondary institutions revealed NIC’s dependence on provincial government funding as second in BC. Student tuition and other fees account for 15 per cent of NIC’s overall revenues.

Revenues and Expenditures from Financial Statements, March 31, 2014

72%

69% 24%7%

15%12%

1%

$40,992,704

$40,9 8 9,329

REVENUES

EXPENDITURES

REVENUESProvince of BC

Student Fees

Other

Contract Services

EXPENDITURESSalaries & Benefits

Other Expenses

Amortization


Student Enrolment and Demographics

More than 9,100 students took courses at NIC in the 2013/14 fiscal year, with 4,685 students enrolled in at least one credit course and 4,425 students who enrolled in non-credit, short-duration continuing education courses.

The following table shows student headcount in credit courses for the past five years, broken out by major program area.

NIC Student Headcount in Credit Courses by Program Area, 2009/10 – 2013/14

0

500

1,000

1,500

2009/10 2010/11 2011/12 2012/13 2013/14

2,000

2,500

University Studies

Fine Arts and Design

Access andUpgrading

Business and Tourism

Nursing and Health Related

Vocational Education

and Training

Trades and Apprenticeships


Planning and Operational Context

NIC’s Environmental Scan highlights key factors NIC must adjust to as new challenges and opportunities arise. While some of these can be managed internally, other factors are outside of the College’s control.

EXTERNAL FACTORS

Geography - NIC serves a vast and diverse region which includes 35 First Nations, five regional districts and six school districts spread over 80,000 km2 on BC’s coast. Each of the communities in NIC’s service area has important social, labour market and educational needs not revealed through standard data sources. NIC depends on its relationships with local stakeholders to identify the needs of residents, businesses, and organizations who sustain coastal communities.

Funding - NIC receives 72 per cent of its revenue from provinicial sources. A review of 2012/13 audited financial statements for BC public post-secondary institutions revealed NIC’s dependence on provincial government funding as second in BC. Student tuition and other fees account for 15 per cent of NIC’s overall revenues.

Labour market outlook - The Vancouver Island / Coastal development region expects over 147,000 job openings by 2022; the five occupations forecasted to expand the fastest are health related. Trades are expected to contribute over 14,000 job openings by 2020.

High school graduation rates - Almost 26 per cent of 18 year olds across the region do not graduate from high school. There are substantial differences in high school graduation rates between the region’s school districts: approximately 20 per cent in the Comox Valley and Campbell River versus an average of 37 per cent in Alberni and Vancouver Island North.

Post-secondary completion rates - The percentage of 25 to 64 year olds in the region with no post-secondary credential is 41 per cent compared to 35 per cent provincially.

Aging regional population - Between 2015 and 2020, there will be 11.5 per cent fewer 18 to 24 year olds in the region; by 2020, 23 per cent of the region’s population is expected to be 65+ (versus 19 per cent provincially).


INTERNAL FACTORS

Student satisfaction - NIC annually outperforms rural colleges and provincial averages in the BC Student Outcomes survey. Student satisfaction, quality of instruction, skill development and usefulness of knowledge and job-perfromance skills all rate high.

Aboriginal education - Thirteen per cent of NIC’s student population is of self-declared Aboriginal ancestry, exceeding the proportion of Aboriginal people (12 per cent) living within the NIC region. Aboriginal youth are one of the fastest growing segments in Canada.

International education - The number of international students in credit courses almost tripled between 2009/10 and 2013/14. International revenue allowed NIC to offer an additional 48 sections of academic programming for domestic students between 2010/11 and 2013/14. International education has the potential to generate significant enrolment and revenue growth for NIC.

In-Community delivery model - NIC is meeting the needs of rural and remote communities through a regional delivery model, centring on in-community program delivery.

Community and industry relevance - As a rural college, NIC has embraced its role as a community capacity-builder and–through partnership and collaboration with First Nations, community and industry–works to grow local economic and social development. In 2013/14, more than 90 training programs were delivered across the region in response to industry needs and over 400 remote learners were served across the North Island and Central Coast regions, extending as far north as Bella Coola and Bella Bella.

Educational partnerships - NIC is among the most active post-secondary institutions in BC in seeking collaborations and partnerships with secondary and other post-secondary institutions. Our partnerships include regional, provincial, national and international agreements. The College is currently pursuing a range of domestic and international partnerships that will further strengthen our ability to attract and support students.

Distributed learning - NIC has been an innovator for more than 40 years in providing distributed learning to meet the needs of learners living in small, remote communities. Blended learning, high definition interactive television (ITV), and NIC’s Remote Web-Based Science Lab (RWSL) integrate rapidly evolving online tools and educational technologies to provide students with flexible, distance access to courses, labs and programs.


Building on Success

North Island College’s Board of Governor members (L to R) Simon Mbah, Caitlin Hartnett, Cathy Reyno, Bruce Calder, Kathy Nelson, Derek Lamb, Bruce Bell, John Bowman, Roy Grant, Rhonda Johnson, Allyson Hamilton, Christine Hodgson, Vi Mundy, Peter Hoefgen, and Greg Phelps approved the NIC Plan 2020 strategic priorities and goals on June 25, 2015.


Process OverviewPlanning for Planning

NIC’s College Plan process began in October 2014, when the Board of Governors reviewed and approved the Planning Process Framework, which determined the plan’s purpose, structure, timeline, and guiding principles. They agreed NIC Plan 2020 would review NIC’s strategic priorities, goals, objectives and performance reporting tools, leaving NIC’s mission, vision and values intact. It would align annual reports with the Ministry of Advanced Education’s Institutional Accountability Plan and Reporting Cycle to inform department, school and regional campus plans. The draft was shared with all NIC employees at town hall forums and various committee meetings.

Creating a Team

NIC’s College Plan Committee was comprised of volunteer students, faculty, staff, community members, NIC board members and administration. The diverse group met eight times over the course of a year to develop, guide and provide crucial feedback.

Gathering Key Data

A new Environmental Scan pulled together demographic, economic and social trends in BC, Vancouver Island and the individual communities we serve. The detailed scan establishes our operational environment and sets an internal and external baseline to gauge our future success.

Consulting our Communities

In spring 2015, college-wide consultations and community stakeholder meetings were held to provide insight into community needs. Roughly 500 people provided input at campus forums, community town halls and meetings across the region, while an online survey enabled stakeholders to provide individual feedback.

Approval

NIC’s Board of Governors approved NIC Plan 2020’s priorities and goals on June 25, 2015.


Background Information

To view the detailed reports, including updates to key data as it is available, visit: www.nic.bc.ca/NICPlan2020

NIC Plan 2020 is founded on extensive research completed by North Island College in the past year.

Enviromental Scan

Key data on internal and external issues and trends affecting the College, which NIC considered in developing its plans, can be found in the Environmental Scan, or its summary, the Environmental Scan Highlights. To view either document online, visit: www.nic.bc.ca/NICPlan2020

Planning Process Framework

The Planning Process Framework communicated and guided NIC Plan 2020’s development and implementation.

College Plan Process Timeline

The College Plan Process Timeline guided the timeline for successful completion.


Future Reporting and Assessment

Each year, NIC will collect and analyze qualitative and quantitative information pertinent to the NIC Plan 2020’s priorities and goals. The information will be reported to the Ministry of Advanced Education, Board of Governors and NIC’s internal and external communities.

Many types of information, resources and processes will be used to support and evaluate NIC Plan 2020’s implementation and outcomes. These include:

• Existing Sources: On an annual basis, NIC is required to submit more than 30 separate reports to the BC Ministry of Advanced Education. Much of the information required to document and evaluate the NIC Plan 2020 will be drawn from these existing reports.

• New Research: To fully assess and report on NIC’s progress on NIC Plan 2020, the College will need to capture new data directly from students and employees. This data collection will take the form of college-wide surveys of students and staff in 2016 and again in 2019.

• Department / Program Plans and Reporting: In 2011, NIC established tactical and operational reporting programs to document program-level progress on strategic plans. This system, with slight modifications, continues through NIC Plan 2020.

This plan is subject to review and change as new developments in the surrounding environment occur and we secure the necessary resources to bring the plan to life.

We will continue to involve employees, students and communities in ongoing consultations on NIC Plan 2020. By staying connected to our communities we can respond effectively and remain focused on achieving our goals.

To review the reporting data, visit: www.nic.bc.ca/NICPlan2020


Community FeedbackNIC Plan 2020 was developed to integrate community feedback. From early committee meetings to community-wide consultations, the plan was publicly available and widely discussed. More than 500 people attended 32 consultation meetings across the region, in addition to considerable media exposure and an online survey which gathered individual feedback from internal and external participants.

Date Meetings

April 8 Strathcona Regional District Board

April 16 North Island Students Union Executive, NIC Foundation Board of Directors

April 17 Education Council, North Island Employment Foundations Society

April 20 Comox Valley ElderCollege Executive Committee

April 21 Comox Valley Campus Forum (employees), Comox Valley Regional District Board

April 22 Campbell River Campus Forum (employees)

April 23 Port Alberni Campus Forum (employees)

April 28 Board of Education School District #70 (Port Alberni) Board of Education School District #71 (Comox Valley)

April 29 NIC Faculty Association

April 30 St. Joseph’s General Hospital Board

May 1 Aboriginal Education Advisory Council

May 5 Canadian Union of Public Employees Local 3479, Board of Education School District #72 (Campbell River)

May 7 Port Alberni Community Town Hall, Alberni Valley Learning Council

May 8 Emeritus Employees

May 11 Village of Cumberland Council, Campbell River City Council, Port Alberni City Council

May 13 Comox Valley Community Town Hall

May 14 Campbell River Chamber of Commerce, Campbell River Community Town Hall

May 19 Courtenay City Council

May 20 Comox Valley Chamber of Commerce Board, Comox Town Council, Community Futures Strathcona Board

May 28 Port Alberni Chamber of Commerce Board

June 1 Mount Waddington Community Town Hall and Learning Council


AcknowledgementsNorth Island College wishes to acknowledge the College community and our many partners for contributing to NIC’s 2016-2020 Strategic Plan. More than 500 people from across the region offered feedback online and in person throughout the planning process; their contribution is greatly appreciated. North Island College wishes to acknowledge the following people for their valued feedback and guidance.

College Plan Committee:

Janis AlmondAndris AplocinsSusan AuchterlonieAndrea BaluchiSue BateKathie BellTony BellaviaDarin BellhamAlex Borthwick John BowmanBruce Calder

Jack CampbellGregory CranSarah DeagleLisa DomaeMurray EricksonColin FowlerLuke GeorgeKathleen HaggithBrad HarsellRaeAnn HartmanCaitlin Hartnett

Randall HeidtVivian HermansenMark HerringerHeather HowieAlexandra Khan Bill Parkinson Norma PelletierGary PriestmanCathy ReynoJanie RoelantsPat Rokosh

Jessica SandyHeather ScarisbrickKelly ShoplandWes SkulmoskiNaomi Tabata Heather ThompsonNancy TwynamChris UdyKevin Walters

Performance Indicators / Measurement Working Group:

Sue Bate Kathie BellTony Bellavia

John BowmanColin FowlerAlana Gowdy

Peggy Nelson Cathy ReynoJanie Roelants

Wes Skulmoski Lesley-Anne Watts

Senior Leadership Team:

John Bowman, President Lisa Domae, VP, Learning & StudentsCarol Baert, VP, Finance & FacilitiesRandall Heidt, VP, Strategic InitiativesTony Bellavia, Assistant VP, Access and Regions

Mark Herringer, Executive Director, International Education

Susan Auchterlonie, Director, Community & College Relations

Ken Crewe, Director, Human ResourcesSue Bate, Executive Assistant, Office of the President

How to contact us: www.nic.bc.ca | 1-800-715-0914 | 2300 Ryan Road, Courtenay, BC V9N 8N6

2016 – 2020 STRATEGIC PLAN · Future Reporting and Assessment 39 Community Feedback 40...

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