СŶƵ

Strategic Plan 2022–2027

What We Do. Who We Are. This is СŶƵ.

Four diverse students walking together and talking animatedly

Welcome

At the heart of СŶƵ – the centre of our СŶƵ circle – are our people. Our employees who are united in their focus on students; who, through every action, create a welcoming and inclusive environment; who continuously innovate and trailblaze through challenges that come their way and who are passionate in their work and in working together as a team.

Our people are also our students, who are core to everything we do as a college. As our students evolve in their needs and goals, we evolve with them. And our people include the community around us, the industries we support and our commitment to the overall well-being of those with whom we live and work.

СŶƵ’s 2022 – 2027 Strategic Plan is centred on our people. Developed through extensive consultations with our employees, our students and our community partners, the Plan builds on our unique and strong organizational culture and charts our way forward, leveraging past achievements and core strengths. The events of the COVID pandemic have impacted all parts of the world – including СŶƵ.

Through all of the change, СŶƵ remains unwavering in our focus on students, on being welcoming and passionate in all that we do and in continuing to trailblaze new paths through innovative and creative work. Our organizational culture is a core part of our new Strategic Plan and a key differentiator that drives our success.

Sean Kennedy's signature
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Message from the Chair of the Board of Governors

Wendy Wing
Wendy Wing, Chair СŶƵ
Board of Governors
I have seen the unique and powerful strengths of this organization.

СŶƵ’s focus and commitment on the success of its students and graduates has been strengthened even more since the onset of the COVID-19 pandemic in 2020. Faced with unprecedented challenges, СŶƵ competently leveraged its organizational strengths to ensure students were supported and continued on the path towards achieving their dreams. The development of СŶƵ’s 2022–2027 Strategic Plan was built on this same strong foundation of organization-wide support for students, innovation and evolution in teaching and learning, connections to community and industry and a commitment to equity, diversity and inclusion.

The Plan sets out defined strategic directions that point to a bold future while considering the needs of all stakeholders – the СŶƵ team, its students and the community it supports locally, provincially, nationally and around the world. From my history with СŶƵ, I have seen the unique and powerful strengths of this organization and СŶƵ is well-positioned to continue to play a vital role in the support of industry, providing paths to employment for its students and supporting the evolving needs of the communities it supports locally and beyond.

On behalf of the Board of Governors, we are proud of СŶƵ’s culture of commitment, dedication and innovation and we congratulate President Sean Kennedy and his team on the creation of a bold strategic plan that sets out the path to a prosperous future.

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Message from the СŶƵ Student Administrative Council President

Sam Jemison
Sam Jemison, President СŶƵ Student Administrative Council

Students are coming to Niagara to advance and enhance their lives, and to achieve their biggest dreams. This plan has a sharpened focus to aid them in doing just that, and in a very fulsome way that caters to the diversity of the students that СŶƵ serves. On behalf of СŶƵSAC, it has been so exciting to help shape this plan's creation along the way, and we look forward to seeing the enhancements this will help promote in student life on and off campus!

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About the Strategic Plan

At СŶƵ (СŶƵ), we have a story to tell. Actually, we have over 100,000 stories to tell. But before we can tell these stories of СŶƵ student and alumni success, we have to set the stage. Provide the back story, if you will.

We need to affirm and share who we are and how we work to help make these stories happen. We need to assess our course; where we’re headed, how we’ll get there; to ensure that we provide what is needed to continue moving forward together to make students’ dreams come true.

This is our СŶƵ story.

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A woman wearing a СŶƵ lab coat and a man wearing a СŶƵ shirt stand back to back with arms crossed

Vision

Enriching lives and fulfilling dreams.

Mission

To provide outstanding applied education and training for a changing world.

There is a driving force behind each and every student and alumni success story. It’s who we are and how we work – as individuals, as a team, as СŶƵ.

Our vision is to enrich the lives and fulfill the dreams of every student and we do this by providing outstanding applied education and training for a changing world. Driving our actions and decisions every day is our organizational culture. These are our guiding principles, and unite us in the way we strive toward our vision and operate within our mission. This is the essence of СŶƵ. It underpins our commitment to students, has been core to our success and will fuel our prosperity.

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Who We Are & How We Work

СŶƵ SAC staff member shows a new student instructions on her phone

Student-Focused

Our students are at the centre of all that we do.

Trailblazing

Acting swiftly as innovators to seize opportunities.

Woman wearing lab jacket, hair net and gloves tending to room of cannabis plants
Two diverse students wearing СŶƵ shirts take a selfie in a vineyard

Welcoming

Committed to diversity, inclusivity and understanding.

Passionate

Grow, advance and showcase our students, campuses and employees.

Happy smiling woman in flowered blue dress
A chart describing who we are and how we work. Long description available below.
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Our Focus & Our Actions

The СŶƵ Strategic Plan sets out key areas of focus that provide direction to our longer-term view. Supporting each area of focus are actions that will lead us to achieving our vision.

Key Areas of Focus

Wholistic Student Experience

We are focused on the well-being of the whole student; pursuing services and experiences that support mental, physical, emotional and spiritual health for all students.

Academic Excellence

Academic excellence and constant innovation in our academic delivery and learning experiences is at the core of who we are and what we do.

Global Reach

We are Canada’s leading global college; engaging, celebrating and bringing together diverse cultures to prepare world-ready graduates.

Alumni and Partner Engagement

We actively seek, build and support partnerships with our local and global communities, other postsecondary institutions and government to drive the achievement of mutual goals.

Social Inclusion and Environmental Sustainability

We recognize and are committed to taking actions for the betterment of our communities, our environment and society as a whole.

Organizational Excellence

We are committed to excellence in the operation of our college, the development of our people and our continued financial and operational sustainability.

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How We Developed the Plan

The process to develop СŶƵ's next strategic plan began in late 2020 and continued, amid the pandemic, throughout 2021.

Led by a cross-functional Strategic Planning Team, the collaborative process included a critical component of consultation across the organization with staff, faculty, students, alumni, senior leadership, Board of Governors, as well as external organizations and community leaders.

Timeline

2020
Conversations with President Sean Kennedy
November – December
College Management Team
December
2021
Executive Team
  • Engaged throughout the process at key phases.
January
Academic Coordinators
March
Day of Reflection
April
Open Forum
  • Questions and surveys on Strategic Plan website.
April – October
Internal Consultations and Surveys
  • Internal consultations with academic and departmental areas.
  • Student and alumni surveys.
June – September
СŶƵ's Board of Governors Strategic Retreat
September
External Partner Engagement
October
Niagara Day
October
Draft Presented to СŶƵ's Board of Governors
December
2022
Plan Approved by СŶƵ's Board of Governors
February
The Strategic Planning Team met weekly throughout the development process.

Consultation Process

Consultations began with a Conversation Tour with President Sean Kennedy, during which participants, consisting of staff, faculty, and administrators, shared what they were most proud of, what their dreams are for СŶƵ, and their ideas to help move СŶƵ toward its shared goals.

These conversations sparked the beginnings of meaningful conversations across the college and set the stage for a range of engagement activities that took place throughout the planning cycle: online surveys, college events (virtual), facilitated planning sessions (virtual and in-person) and meetings (virtual and in-person).

The foundation of the engagement process was based on giving space to all people to connect, share their stories and ideas about СŶƵ, and to imagine its future as it moves towards 2030.

The consultations engaged more than 25 distinct groups representing staff, faculty, students, alumni, senior leadership, Board of Governors, as well as external organizations and community leaders.

What questions did СŶƵ
ask during consultations?
We are flexible and adaptable but also great at finding creative solutions to challenges.
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What We Asked During Consultations

I'm proud of the innovation at СŶƵ.
Conversation Tour November – December 2020
  • What's your point of pride?
  • What's your big idea?
College Management Team December 2020
  • What themes do you agree are important to keep integral to our work after COVID-19?
  • What will position the college to be successful during the post-COVID recovery?
Academic Coordinators March 2021
  • Imagine that you are being interviewed by someone who is asking what the College is like in 2030. Record your ideas in the present tense as if the vision is already realized.
Day of Reflection April 2021
  • What are the key opportunities for the College in the year ahead?
  • To ensure success, what will the College need to pay particular attention to in the years ahead?
Internal Consultations September 2021
  • When you think about your connection to the College, what are you most proud of?
  • What are your group’s/department’s greatest strengths?
  • What is one big idea you’d like to share that would support your group’s/department’s purpose and direction and/or the College as a whole?
  • What needs do you think will become more significant at the College in the next few years that your group/department can assist with, support or lead?
  • Complete this sentence: “If there was one thing I could change about the College that would positively impact my group/department, it would be...”
External Partners October 2021
  • СŶƵ initiated conversations with external organizations and community leaders in Niagara, including mayors, Chief Administrative Officers, senior leadership teams, and Chambers of Commerce.
  • The objective of engagement was to share СŶƵ's strategic planning process and key strategic areas of focus for 2022-2027, while providing a forum for questions, feedback, and ideas around mutually-beneficial partnership opportunities.
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Surveys

Academic Areas and Departments

17 90 Minute Virtual Consultation Sessions
320 Survey Responses Collected
250 Total Participants
12 Academic Areas and Departmental Units
Surveys included all academic areas (Academic and Liberal Studies; Business; Tourism and Environment; Canadian Food and Wine Institute; Community and Health Studies, Media, Trades and Technology), all departmental units, (Operations, International, Research and Exernal Relations, Student Success), Student Administrative Council, Centre for Academic Excellence and Indigenous Education.

Students and Alumni

455 Completed Student Surveys Received
782 Completed Alumni Surveys Received
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We work well together. We share resources, we collaborate on projects, and we have genuine respect for each other.
I'm proud of being connected to an organization that contributes so much to the social and economic well-being of my community.
My department is forward thinking and passionate. I know that my department is extremely committed to student success.
I feel a sense of pride and the willingness to help the students as best as possible so they can achieve their goals.
I believe that our programs show that we are invested in the future of the industries and trades and the environment.
I've grown my career here and learned a lot about myself through my experience with СŶƵ.
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Environmental Scan

It is a time of renewed examination of our students and our community around us.

Individual images of СŶƵ staff connected to each other by small СŶƵ logos

Given the events of the pandemic that hit the world in 2020, it is tempting to look at the environment in which we operate in terms of “before” and “after” COVID. While every industry was impacted by the conditions caused by the COVID pandemic, it is safe to say that the world of education has never been so severely disrupted. The COVID pandemic created a new world to which education has to adapt in order to survive AND thrive, but the conditions that existed before we even heard the word “COVID” are still prevalent and must be considered as part of СŶƵ’s 2022 - 2027 Strategic Plan. So, not “before” and “after” but instead a blend; a renewed examination of our students, our work environment and our community around us, the conditions of the competitive environment in which we operate and the world of technology that aids us. We consider the longer-term, ongoing trends and factor in how they’ve been impacted by the recent disruption of a global pandemic.

Individual images of СŶƵ staff and students connected to each other by small СŶƵ logos
We are adaptive.
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Students

We are diverse.

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Technology

We are experience.

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Competition

We are leaders.

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Community

We are collaborative.

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Download and Read the Strategic Plan

The 2022–2027 СŶƵ Strategic Plan is available as an online book below, and can be downloaded in PDF format (link opens in a new tab).

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Previous Strategic Plan: 2017–2021

Take a look back at our last Strategic Plan from 2017–2021. Read the plan as an online book through the button below and explore the ways that СŶƵ – and the world – have changed.

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