DELIGHT IN DISCOVERY: Positioning Hart House for the Future A 5-Year Strategic Plan
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DELIGHT IN DISCOVERY:
Positioning Hart House
for the Future
_
A 5-Year Strategic Plan
2016-2020
Prepared in consultation withUniversity of Toronto / 7 Hart House Circle / www.harthouse.ca 2
DELIGHT IN DISCOVERY:
Positioning Hart House
for the Future
_
A 5-Year Strategic Plan
2016-2020
Executive Summary 1 Implementation 21
Background 5 Core Action 21
Hart House Profile 5 The First 90 Days 21
Scope of Work 5 “Running the Race” 22
Methodology 6 Defining Success 25
The “Stand” 7 Conclusion 28
Findings 8 Appendix 29
The Human Truth 8 Selected Bibliography 30
The Market Truth 10
The Social Truth 11
The Business Truth 13
“Delight in Discovery” 16
The Strategic Plan 18
Key Themes 18
Strategic Objectives 19
Foundational Pillars 20
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020EXECUTIVE SUMMARY
BACKGROUND before, students reported feeling pressure to
Hart House has been the co-curricular centre of forgo co-curricular interests and invest their
the University of Toronto for almost 100 years, time and energy into academic performance,
welcoming both campus and community to hoping to gain an edge over their competitors.
explore cultural, intellectual and recreational
activities – in the words of its founders, a site In addition to feeling overwhelmed by
for the pursuit of “high endeavour.” what they perceive as bleak or uncertain
professional opportunities after graduation,
Today, those students who find their way to many students also reported feeling socially
Hart House are encouraged to become more isolated and alone.
well-rounded individuals, compassionate
leaders, and engaged global citizens. Many of However, it is the very cognitive skills and
the House’s most engaged students have gone experiences that co-curricular learning
on to achieve significant professional success provides – creativity, collaboration,
and have effected significant positive change strategy, analysis, and problem-solving –
in their communities. that will best position students for success
beyond university.
However, as the conditions of society and
the labour market have changed, so too, has
the University experience, and Hart House
needs to ensure that it is continuing to serve
students of the University of Toronto in the
most appropriate manner. To that end, Hart
House retained the services of The Divinsky
Group to perform a thorough analysis of the
environment in which Hart House operates
in order to then identify effective strategy
options and recommendations for the 2016-
2020 operational period.
FINDINGS
Through a series of interviews, focus groups,
surveys, desk research and other means,
the Divinsky Group arrived at a number of
pivotal findings. Among these were a number
generated through their direct discussions
with students. For instance, in a globalized,
automated market with fewer jobs than ever
University of Toronto / 7 Hart House Circle / www.harthouse.ca
1THE STAND: “DELIGHT IN DISCOVERY” If fully realized, this “Stand” represents a
Upon reviewing and analyzing a number of galvanizing vision for Hart House that weaves
prevailing truths in the Hart House environment together the central themes and strategic
– including business, market, social and human objectives of its various business units and
truths – the Divinsky Group concluded that galvanizes them toward the delivery of a more
what Hart House must and does stand for in cohesive student experience.
the world – its “Stand” – is the opportunity
for students to take delight in exploration and If the “Stand” is being properly fulfilled, the
discovery for their own sake, without fear of following Key Themes should manifest and
competition or failure or judgement. repeat in different ways across all of Hart
House’s various program and operational units
Despite the complexity of its operations and and their work:
its manifold business and program lines, Hart
House, at its core, represents the opportunity Diversity: Students have an opportunity to
for students to have a place where the engage with those of different backgrounds,
pressures of expectations transform into the identities and experiences in ways that are
delight of discovery: the discovery of interests respectful and mutually enriching.
beyond their areas of academic study; of
untapped skills, talents and personal resources Exploration: Students are presented with an
that will serve them well, in both their private opportunity to investigate and experience
and professional lives; of new social circles new interests, talents and alternative ways
and collaborators; of different communities of thinking and doing in ways that are
and cultures, and multiple diverse perspectives inclusive, inviting and enjoyable.
that will help them to expand their world views.
The opportunity to delight in healthy debate, Engagement: Students learn to synthesize
constructive dialogue, and fresh ideas that newly discovered strengths and capacities
evolve and inform their pre-existing points of in order to effect meaningful change in the
view; in the discovery of their own, authentic local community and the world, either alone
voices and the fulfillment that comes from or with others.
using that voice to enrich others and contribute
to the greater good.
More than just personal development, Hart
House stands for the cultivation of engaged
local and global citizens who live lives that
matter – to themselves, their professions, and
to the their communities, both inside and
outside the University’s walls.
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020
2STRATEGIC OBJECTIVES stakeholders, including the formation of
To aid in the achievement of this larger strong and positive partnerships across
purpose, efforts must be made to cultivate the University of Toronto and the broader
the public profile of the House, while also community. Additionally, Hart House will
expanding its revenue streams, improving maintain meaningful ties to its graduates,
its infrastructure, and ensuring that all units offering ongoing opportunities to celebrate
of the House are working in a coordinated, their accomplishments, connect with and
collaborative manner. To this end, the House mentor existing students, and give back to
will pursue three key strategic objectives: the House via time or donations.
Experiential Excellence: Hart House
will work to provide students of all
backgrounds and identities with an
exemplary, inclusive and welcoming
experience of exploration and discovery
essential to their personal and
professional development; act as a
community-builder inside and outside
the University; and serve as a modern,
accessible, and preferred home for
students, staff, faculty, alumni and
members of the broader community.
Operational Excellence: Hart House’s many
business lines and departments will all
understand their own areas of contribution
to the overall mission of the House,
and will collaborate intentionally and
harmoniously with each other to achieve
operational efficiencies and provide a
streamlined student experience. Hart
House will maintain, repair and upgrade
infrastructure in order to provide the best
possible experience for all users.
Reputational Experience: Hart House
will develop strong communication and
marketing strategies to increase its brand
awareness with all current and potential
University of Toronto / 7 Hart House Circle / www.harthouse.ca
3IMPLEMENTATION • Year 4: Continue implementation of
The 5-Year Strategic Plan will steer the plan, further expand support base for
operations of Hart House from 2016 to 2020, infrastructure renewal fundraising campaign,
inclusive. Each year of the Plan will build upon review/refine metrics against Strategic
the previous year and establish a foundation Objectives and Aspirational Targets
for the following one. Priorities over the course • Year 5: Continue towards experiential,
of the Plan will include raising awareness operational and reputational excellence
of the Plan among stakeholders; improving in all areas; reach infrastructure renewal
administrative processes; investing in the fundraising goals; and celebrate and
sustainability of the House and expanding communicate achievements
and diversifying its sources of revenue; and
deepening Hart House’s tri-campus presence; CONCLUSION
expanding student engagement in the broader The University has an obligation to prepare
community. These and other priorities will form students for the evolving world in which they
the basis for key impact metrics that will be will live and work, and Hart House is well-
gathered throughout the term of the Plan as a positioned to support this effort through its
means of tracking success. sustained focus on student engagement in the
arts & culture, debates & dialogue, recreation
The specific focuses of each of the five years & wellness, and community-engaged learning.
of the Strategic Plan will include: As a site of discovery, Hart House supports
students in their acquisition of untapped
• Year 1: Create awareness of Stand and skills and personal resources that will prove
Strategic Plan, begin development of essential in their private and professional
comprehensive branding and marketing lives beyond U of T; the development of
strategy and establish parameters of multi- competencies to better understand and
year investment plan for infrastructure and embrace difference – of identity, of position,
accessibility improvements of perspective – that will enable students to
• Year 2: Expand programming reflective engage more effectively with a diverse world;
of the Plan's Key Themes, begin and the discovery of their own, unique voices
implementation of community partnership that, together, can enrich the University and
plan and identify new revenue-generating the world beyond its walls.
opportunities
• Year 3: Use data from Years 1-3 to refine
and streamline Hart House programs,
policies and initiatives; ensure students
from previously underrepresented
communities are fully supported in their
engagement at Hart House
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020
4BACKGROUND
HART HOUSE PROFILE needs of the broader community, and the
Hart House has been the co-curricular centre of social and vocational realities facing today’s
the University of Toronto for almost 100 years, and tomorrow’s graduates.
welcoming both campus and community to
explore cultural, intellectual and recreational SCOPE OF WORK
activities – in the words of its founders, a site The Divinsky Group was asked to perform
for the pursuit of “high endeavour.” a thorough analysis of the environment
in which Hart House operates in order to
Open 365 days of the year, Hart House then identify effective strategy options
combines impressive study, social and dining and recommendations for the 2016-2020
spaces with an acclaimed art gallery, theatre, operational period.
and modern athletic and aquatic facilities
housed within a stunning neo-Gothic building. The Divinsky Group was responsible for:
But more than an architecturally and program- • developing a comprehensive stakeholder
rich student space, Hart House is a proud consultation framework;
champion of education outside the lecture hall.
• meaningfully engaging Hart House
stakeholders, including student and senior
At a time when there is growing recognition
members, staff, alumni, partners and donors;
that academic achievement alone is no
guarantee of success beyond university, • and collecting and subjecting data to
Hart House is ideally situated to play a rigorous and transparent analysis.
vital developmental role by complementing
students’ classroom education with: volunteer In addition, the Divinsky Group was tasked
leadership opportunities; the exploration with identifying the “Stand” of Hart
of complex social and political issues; House: that is, what Hart House stands
the exchange of diverse narratives and for in the world. To arrive at that “Stand”
perceptions; the development of a global recommendation, the Divinsky Group
consciousness; as well as opportunities for reviewed copious numbers of documents
community service, artistic development, and and background information, considered
athletic achievement. the inputs it had gathered from various
stakeholders, and assessed what it had
As Hart House approaches its 100-year observed firsthand through field research.
anniversary, it must ensure that it is The Group’s findings and recommendations
responding effectively to the changing lives were then reviewed, analyzed and expanded
of students. For this reason Hart House has upon together with Hart House. A number
decided to develop a 5-Year Strategic Plan of Key Themes, Strategic Objectives and
which honours the founding principles of the Foundational Pillars were identified that
House, yet also responds proactively to the would be essential to the House’s next five
changing landscape of the marketplace, the
University of Toronto / 7 Hart House Circle / www.harthouse.ca
5years, and Key Metrics were identified that, if 9. Convened two Ingenuity Parties: one with
achieved, would be indices of success. Alumni, Staff and Faculty, and one with
Student Leaders; and
The results are summarized in the current 10. Spent significant time on-site observing
document. users and staff operations.
METHODOLOGY
Notwithstanding the generality of the
foregoing, working in collaboration with the
senior leadership of Hart House, the Divinsky
Group took the following steps:
1. Reviewed President Gertler’s priorities,
Student Life strategy and objectives;
2. Reviewed Hart House documentation:
previous Strategic Plans, business plans,
audience analysis, communications,
programs, and fundraising plans;
3. Completed an assessment of current
economic realities and trends as they
pertain to students’ future employability;
4. Completed a review of both academic and
non-academic literature concerning key
social and economic challenges facing
young people today, including, but not
limited to, social anxiety and mental health;
5. Held more than 25 one-on-one and group
interviews with internal and external
stakeholders, including students, senior
members of Hart House, staff, faculty and
senior administrators;
6. Completed an on-campus “street survey”
of students in three different locations;
7. Held a consultation with the Hart House
Board of Stewards;
8. Held a consultation with Hart House
Student Ambassadors;
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020
6THE “STAND”
Hart House has worked with The Divinsky Group to formulate a Strategic Plan based around
a “Stand.” The Stand is a short clear statement on the goal and purpose of Hart House; it
explains what Hart House stands for in the world. All the work that Hart House does must
support the Stand.
Diagram #1
TRUTHS: BUSINESS, SOCIAL, MARKET & HUMAN
The mandate of Realities of the
BUSINESS TRUTH MARKET TRUTH
the business labour market
STAND
How we foster
What gives us
SOCIAL TRUTH a sense of HUMAN TRUTH
meaning
belonging
This Stand emerges from four core truths: a human truth, which is relatable and meaningful for
students; a market truth, which responds to the realities of the labour market; a social truth,
which locates Hart House within the needs of its community; and a business truth, which
clarifies the mandate and work of the House.
University of Toronto / 7 Hart House Circle / www.harthouse.ca
7FINDINGS
THE HUMAN TRUTH University’s student body, also find it
The Human Truth is that which gives us a challenging to cultivate a sense of personal
sense of authentic meaning and purpose connection with their cohorts.
in the world. For Hart House, it reflects the
experiences that individual students have had, Prioritization: Students report feeling too
informs the choices they make, and indicates short on time and “bandwidth” to meet
how their needs will be met. It must be deeply the rigour and intensity of their academic
understandable, relatable and inspirational. program requirements. Expected to
channel their best efforts into academic
Students Today achievement, students all-to-often forgo
In order to understand the Human Truth of opportunities to realize personal growth
Hart House, it is essential to first understand beyond the lecture hall or laboratory. This
the realities of students’ lives. Students lack of time is only compounded by the
reported experiencing significant social additional time and energy that many
distress due to the unrelenting pressures students must put into working part time
of performance combined with concerns jobs or commuting long distances to support
about the future and generalized feelings of their studies. Without sufficient social and
isolation. Moreover, students’ perception of cultural engagement, and the time to nurture
the precariousness of their situation appears their personal interests and talents, students
to be interfering with their learning and the can feel lonely and uninspired.
successful achievement of their full potential.
Data collected from students across the Uncertainty: One of the contributing factors
University of Toronto highlighted five major in students’ generalized anxiety is their
areas of anxiety or concern: lack of certainty about what the future
holds for them both professionally and
Isolation: A number of factors, including personally. Particularly for students from
dependency on digital/social media relatively non-privileged backgrounds, there
and widespread political and cultural is a worry that their efforts at university
uncertainty in an ever-shrinking global will not translate into the kind of post-
community, have resulted in a student graduation success that will enable them
body that is anxious in both academic and to retire their student debt loads and
recreational settings, leading to feelings achieve professional success. There is also
of isolation and disconnection. Students a widespread confusion among students as
who commute to campus find it difficult to which path(s) to pursue after university,
to cultivate a sense of community, or because yesterday’s “guaranteed path to
pursue activities and interests outside the success” may no longer exist when they are
classroom, adding barriers to socialization. finally ready to enter the job market. Some
International students, who comprise students also described a sort of existential
an increasingly large portion of the angst that goes beyond simple concerns
about economic opportunities to encompass
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020
8persistent worries about global security graduation labour market.
threats, dwindling resources, environmental Vocation: Students crave purpose-driven lives.
degradation, and political upheaval. More than roles and responsibilities that are
functional, they seek meaningful careers in
Competition: Students feel they are in the marketplace that combine appropriate
a constant competition with their peers, financial remuneration with social impact.
pointing to limited acceptance rates to At the same time, they are being bombarded
university, limited space in academic by reports that there are fewer jobs awaiting
programs, bell-curve grading, and the graduates than ever before.
anticipation of an over-crowded post-
Diagram #2
PRECARIAT LIFE
Uncertain, lonely and anxious
UNRELENTING COMPETITIVENESS
The pressures for individual success
are intense and unforgiving
ALGORITHMS
The new matchmakers and distributors
YOU FEEL ALONE.
The Human Truth is that for some students, these anxieties, singularly or collectively, can
create an often stressful university experience that undermines their enthusiasm for, or delight
in, the process of learning. Yet, paradoxically, it is this very enthusiasm for exploration which
helps unearth our passions, hone our deepest strengths, grow our social capital, reinforce our
self-confidence, and prepare us for work that gives us personal meaning and allows us to give
back to our communities.
University of Toronto / 7 Hart House Circle / www.harthouse.ca
9THE MARKET TRUTH and the cost of living is rising, yet the
The Market Truth reflects the realities of the number of available, permanent positions
labour market and the broader political and continues to decline.5
economic realities of the world outside the
university. It examines the conditions that Stability: As stable employment declines
students will be facing after graduation and how graduates are pursuing more precarious
they can be best equipped to respond to them. work that is part time, short-term or ad hoc
without the health/dental/stock benefits
Work in the 21st Century provided by more permanent positions.6
On its own, a traditional post-secondary
education is no longer enough to prepare
graduates for a rapidly changing working
Diagram #3
world. Current graduates are facing a labour
market that is facing the following challenges:
THE CHANGING NATURE OF WORK
Globalization: Cost-cutting has resulted in The decline in
the pursuit of lower labour costs and the predictable work and
relocation of business practices offshore.1 the rise of opportunities
for work that requires
Cognitive
cognitive and manual
Evolving Technologies: Predictable work agility requires a new
requiring either physical or cognitive
Brawn – Brain
set of attributes for
labour is declining, as jobs with a tomorrow’s workers:
high degree of routine are replaced by • Creativity
algorithms, while unpredictable work • Curiosity
Manual
requiring physical or cognitive agility is • Resilience
expanding. This shift in work patterns is • Adaptability
• Collaboration
even impacting educated, professional
• Analysis
workers including accountants, lawyers, • Problem Solving
technicians and doctors.2 Process – Personal • Imagination
Predictable Non-predictable • Learning how to Learn
Productivity: Companies are now able to
produce more with far fewer direct full-
time employees3, and studies show that by
2020, 47% of current jobs will be made The Market Truth is that graduates who
completely redundant – a great many are currently entering the workforce are
corresponding to middle income earners.4 confronting more precarious lives with the
disappearance of the traditional middle-
Demographics: Populations are increasing zone employment market. They must have
and diversifying, people are living longer, the agility to apply their skills to a variety of
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020
1
(Frey 2013) 2
(Ford 2016) 3
(Thompson 2015) 10
4
(Frey 2013) 5
(Fallows 2016) 6
(Ford 2016)fields and the adaptability to work alongside Clubs and Teams: Voluntary participation
a diverse pool of workers. Job seekers who on clubs and teams makes it possible
combine formal study with well-developed for students to meet and explore new
conceptual and critical thinking skills will be or common interests with less pressure
best-positioned for success in the job market. than in the lecture hall. However, these
Despite the evolving nature of the labour experiences can tend to be limited in
market, creativity, collaboration, strategy, focus and subject matter in ways that do
analysis and problem solving cannot be not always create maximum opportunity for
outsourced or made obsolete. The acquisition unbridled exploration and discovery.
of such skills now represents students’ best
chance at future success. Colleges: Each of U of T’s seven colleges is
culturally unique and provides students with
THE SOCIAL TRUTH counselling, accommodation, orientation
The Social Truth is that which draws us and social events. They are integral to
together into community, and enables us to campus life, yet some students reported that
foster a sense of belonging to a group, cause they can inadvertently inhibit interaction
or purpose greater than ourselves. It also with students beyond their membership.
shines a light on current challenges facing Additionally, the belonging afforded by a
all of us, and offers us collective hope for well-defined college culture can also be
confronting them successfully, together. experienced by some as pressure to conform.
Campus Profile Hart House: Hart House has an
Students are searching for sites of belonging opportunity to inhabit that place for
and exploration that will simultaneously expand students at the University of Toronto
their breadth of experience (see horizontal where they can simultaneously have their
axis on the diagram below), and enhance confidence boosted and encounter a broad
their overall state of mind by transforming and welcoming social and educational
anxiety into confidence (see vertical axis on the student experience without corresponding
diagram below). At the University of Toronto, pressures to perform or conform to others’
some of those sites where students undertake expectations. It is an opportunity waiting
their search include: to be seized.
(See diagram #4 on the next page)
Classes: The classroom, while providing
a platform for students to engage
intellectually, is focused almost exclusively
on academic performance, which for some
students can lead to competitiveness and
anxiety due to the pressure to perform.
University of Toronto / 7 Hart House Circle / www.harthouse.ca
11Diagram #4
Confident
Voluntary AN OPPORTUNITY FOR HART HOUSE
Performance Hart House? Hart House has an opportunity to simultaneously
Clubs/Teams
boost students' confidence and provide a broad
State of and welcoming social and educational student
Mind experience in partnership with others who deliver
Academic
Classes Colleges learning-focused initiatives both in and out of
Departments the classroom. This is an opportunity that is
Social
Pressured to Pressure waiting to be seized.
Perform
Anxious
Limited Breadth of Enriched
Experience
The Social Truth is that a diverse student body is at the greatest advantage in environments
that embrace difference in every exchange and collaboration, that provide broad and varied
educational experiences and that create inclusive space for voluntary exploration and
experimentation free from judgement and the pressure to perform.
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020
12THE BUSINESS TRUTH relationship with Hart House instead
The Business Truth is the House’s “value of a transformational one. Hart House
proposition”; an encapsulation of the House’s is understood by most students as a
programming and operational mandates, and collection of functional units such as the
how well they are being met. It also speaks to the gym, cafeteria and theatre.
House’s success in meeting its business-related
challenges and seizing on new opportunities. “Fading Glory”: Hart House has an
eroding infrastructure, inadequate
Challenges wireless capabilities, and accessibility
Hart House must address a number of issues in need of resolution. Hart House
challenges in order to achieve its full is not routinely experienced as a place of
potential. These include a number of outstanding service, or of excellence. Not
problematic perceptions of Hart House as it only do students with identifiable physical
currently operates, as reported to The Divinsky limitations have difficulty accessing some
Group by various stakeholders: of Hart House’s physical spaces, but some
students feel excluded from engaging
“Hidden Gem”: While the architectural fully in the House because the building in
beauty of Hart House inspires awe, its current state does not align with their
students can feel intimidated and sense of personal identity. For instance,
unwelcomed by its grandeur. Its primary there are no all-gender change rooms in
audiences are either unaware of its the fitness centre for use by gender non-
existence, or believe they would not conforming students.
belong. Hart House’s offerings are well-
loved and cherished by its devotees, “Why Should I Give?”: Hart House has
but this current audience is too small worked hard to develop its revenue
to support its ongoing activities and streams, but the capital repairs required
livelihood. The House offers a wide range for Hart House to continue serving its
of activities and services; however, in the stakeholders demand a dramatic increase
absence of a clearly articulated mission, in sustainable funding. Hart House has
Hart House has created the impression had limited success in attracting external
that it seeks to be all things to all people. donors for several reasons. These include:
This perception, in turn, has limited the the unique challenges of identifying a
House’s ability to communicate its larger donor base for a student-focused centre
purpose to the majority of students. that belongs to everyone; alumni's
tendency to donate to their former
“Place not a Space”: Despite a core faculties, colleges or programs; the non-
audience of students and alumni who engagement of non-advancement related
have a deep emotional attachment to units of the House in fundraising activities;
the House and its offerings, the majority and, most significantly, the lack of a clear
of stakeholders have a transactional “value proposition” for Hart House.
University of Toronto / 7 Hart House Circle / www.harthouse.ca
13“Too Many Silos”: After almost a century, Diversity and Inclusion: In a recent
several of the various programming and survey of highly engaged students, Hart
business units within Hart House have House found that the average Hart House
extremely well-established reputations student was an undergraduate student
and brand identities. The downside of this in her third year who is involved with
generally positive finding is that, given the Hart House through a club or committee.
broad range of these units’ mandates and in She is an able-bodied, non-religious,
the absence of a clearly articulated strategic heterosexual Caucasian who lives off-
vision for the House as a whole, the House campus and commutes to university. Her
can tend towards internal fragmentation and parents’/guardians’ combined income is
fail to fully realize potential organizational between $50,000 and $100,000 and
efficiencies. Opportunities for enhanced one or both of her parents/guardians
collaboration abound. attended university (although not at U
of T).3 Although many students will see
Opportunities for Growth themselves represented in some or all
Stakeholders view Hart House as well- of that description, many students will
situated to complement academic study, not. Hart House must be committed
foster a greater sense of community on to becoming an even more welcoming,
campus, and help students maximize mutually respectful space for students
their potential. By growing and enhancing of all heritages, sexual identities, gender
opportunities in the following areas, Hart expressions and political leanings to
House can better achieve its potential: engage, collaborate, discuss, dine and
debate. Hart House must work toward
Social/Co-curricular Activities: Hart becoming a place of belonging for all;
House provides opportunities for students serving as an inclusive space where
to assemble recreationally or work students learn to navigate difference and
collaboratively to organize symposia, explore their common interests.
art installations, theatrical and musical
performances, public talks and debate, and Community Engagement: Hart House
to engage in social activism and physical Committees are increasingly encouraged to
fitness. In addition to collaboration, Hart pursue community engagement activities
House activities nurture creativity, problem as part of their regular mandates. As
solving, strategic thinking, and project they further develop their strengths in
management skills. It is vitally important community-engaged learning, these
that Hart House make these opportunities Committees will provide students with
better known to, and accessible to, all more opportunities to participate and
University of Toronto students. make a difference locally, gain valuable
and transferable experience, and also
gain insights about themselves and the
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020
3
Hart House Highly Engaged
Student Survey, Spring 2016 14communities they are serving.
Mentorship: Hart House facilitates
informal mentorship opportunities with U
of T alumni and professional community
members who can provide guidance and
support to graduating students. The House
has an opportunity to expand these informal
opportunities and create more formal
mechanisms for engagement between
students and alumni of the University.
Self-Discovery: The House offers numerous
drop-in and fee-based recreational and
cultural classes that invite students
to explore their personal interests and
passions in a supportive environment
without fear of judgement, social pressure,
or formal evaluation.
The Business Truth is that to be valuable Hart
House must be the champion of students. It
must provide experiences that cultivate the
attributes required for the future of work and
to live lives that matter. The House must be
a space where students have opportunities
to expand their skill sets, discover and
pursue their talents, and participate actively
in projects of social consequence while
immersing themselves in an environment as
diverse as the world beyond academia. In
order to do this Hart House must expand its
reach to all University of Toronto students,
become a more welcoming and inclusive
space, work more collaboratively, and ensure
sustainable funding for both its future
programming and its infrastructure.
University of Toronto / 7 Hart House Circle / www.harthouse.ca
15DELIGHT IN DISCOVERY
Hart House is in need of a central purpose or Human Truth). Where these four truths intersect
thread that weaves together the key themes reveals the organization’s Stand, or rather, what
underlying its work and the Strategic Objectives Hart House stands for in the world.
of its various units and galvanizes them toward
one common goal. This central purpose must Despite the complexity of its operations and
simultaneously fulfil the mandate of the House its manifold business and program lines, Hart
(i.e., the Business Truth), respond to the realities House, at its core, represents the opportunity
of the market (i.e., the Market Truth), respond for students to have a place where the pressures
to the needs of its community (i.e., the Social of expectations transform into the delight of
Truth), and authentically inspire in students a discovery: the discovery of interests beyond their
sense of relatable, personal meaning (i.e., the areas of academic study; of untapped skills,
Diagram #5
To be valuable to Success after
all students, Hart graduation will
House must be require creativity,
BUSINESS TRUTH the champion of MARKET TRUTH
adaptability, and
all students agility
STAND
Students benefit The more we explore,
from diverse, discover, learn and
SOCIAL TRUTH inclusive spaces give back, the better HUMAN TRUTH
free from judgement our lives and our
and pressure world
These four Truths intersect to reveal the organization’s Stand, or rather, what Hart House stands
for in the world.
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020
16talents and personal resources that will serve them well, in both their private and professional lives; of new social circles and collaborators; of different communities and cultures, and multiple diverse perspectives that will help them to expand their world views. Hart House is a place where students have the opportunity to delight in healthy debate, constructive dialogue, and fresh ideas that evolve and inform their pre-existing points of view; to discover their own, authentic voice and the fulfillment that comes from using that voice to enrich others and contribute to the greater good. More than just personal development, Hart House stands for the cultivation of engaged local and global citizens who live lives that matter – to themselves, their professions, and to their communities, both inside and outside the University’s walls. Hart House must work with others to create a non-competitive environment where students – including those who are typically under- represented – experience the freedom to dabble, to try new things, to explore. The success of Hart House will be in transforming stress into delight, and pressure into discovery. HART HOUSE STANDS FOR DELIGHT IN DISCOVERY. University of Toronto / 7 Hart House Circle / www.harthouse.ca 17
THE STRATEGIC PLAN
The Strategic Plan for Hart House emerges of the Stand into manageable and measurable
from the “Delight in Discovery” Stand. The programs and priorities; and Foundational
principal elements of the Plan include a Pillars that are the essential bedrock upon
number of Key Themes that when present in which the fulfilment of the entire Plan depends.
House programming or operational decisions
are indicators of Stand compliance; Strategic Schematically, these elements stand together
Objectives to help transform the grand vision as shown in the following diagram:
Diagram #6
STAND
DELIGHT IN
DISCOVERY
KEY THEMES
DIVERSITY EXPLORATION ENGAGEMENT
STRATEGIC OBJECTIVES
EXPERIENTIAL OPERATIONAL REPUTATIONAL
EXCELLENCE EXCELLENCE EXCELLENCE
FOUNDATIONAL PILLARS
PEOPLE INFRASTRUCTURE FUNDING
KEY THEMES creative ideas, proposals and opportunities will
As Hart House seeks to achieve the full present themselves for consideration. In order
meaning and potential impact of its “Delight in to help distinguish the best ideas from the
Discovery” Stand over the next five years, many rest, and to help ensure that the programmatic
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020
18and operational decisions made by the House also inspire and guide the various business
are both consistent with and reinforcing of units and departments of Hart House to work
that Stand, it is important to identify recurring collaboratively and intentionally to create
themes (“Key Themes”) that, if present, would integrated programs, processes and policies
seem to recommend the further exploration that will embody the core work of the Stand in
of the proposals in question, and, conversely, all their efforts. The result should be a more
whose absence should signal reason to proceed coherent and cohesive student experience.
only with caution.
STRATEGIC OBJECTIVES
In the same way that certain melodies will Strategic Objectives are “long-term
repeat throughout the score of a play or organizational goals that help to convert a
the soundtrack of a film to denote different mission statement from a broad vision into
characters or emotions, if Hart House is more specific plans and projects.”4 The
successfully living up to the potential of its consultants recommend that Hart House
“Delight in Discovery” Stand and staying prioritize the following Strategic Objectives
“on plan,” the following Key Themes should to fully realize the Stand and nurture the
manifest and repeat in different ways across development of the Key Themes across U of
all of its various program and operational units T’s three campuses:
and their work:
Experiential Excellence: Hart House will
Diversity: Students have an opportunity to work to provide students of all backgrounds
engage with those of different backgrounds, and identities with an exemplary, inclusive
identities and experiences in ways that and welcoming experience of exploration
are respectful, meaningfully inclusive and and discovery essential to their personal
mutually enriching. and professional development; act as a
community-builder inside and outside
Exploration: Students are presented with an the University; and serve as a modern,
opportunity to investigate and experience accessible, and preferred home for
new interests, talents and alternative ways students, staff, faculty, alumni and
of thinking and doing in ways that are members of the broader community.
inclusive, inviting and enjoyable.
Operational Excellence: Hart House’s
Engagement: Students learn to synthesize many business lines and departments will
newly discovered strengths and capacities understand their own areas of contribution
in order to effect meaningful change in to the overall mission of the House,
the local community and the world, either and will collaborate intentionally and
alone or with others. harmoniously with each other to achieve
operational efficiencies and provide a
These same Key Themes – which are mutually streamlined student experience.
reinforcing and interconnected – should
University of Toronto / 7 Hart House Circle / www.harthouse.ca
19 4
(Petryni n.d.)Hart House will maintain, repair and a place that celebrates and promotes
upgrade infrastructure in order to provide diversity, exploration and engagement
the best possible experience for all users. through its programs and services.
Reputational Excellence: Hart House Infrastructure: As noted above, Hart House
will develop strong communication and is a century-old building that requires a
marketing strategies to increase its brand significant amount of care, attention and
awareness with all current and potential financial investment if it is to meet the needs
stakeholders, including the formation of of today’s and tomorrow’s students. Capital
strong and positive partnerships across improvements – both minor and major in
the University of Toronto and the broader magnitude – must be made throughout
community. Additionally, Hart House will the next five years if Hart House is to have
maintain meaningful ties to graduates, any hope of fulfilling its full potential as a
offering ongoing opportunities to celebrate dynamic, inclusive place where students are
their accomplishments, connect with and able to take “Delight in Discovery”.
mentor existing students, and give back to
the House via time or donations. Funding: Nothing happens without money.
Buildings, and especially century-old
FOUNDATIONAL PILLARS heritage buildings, demand resources for
In order to achieve any of the goals set out in both present-day operations and long-
the Strategic Plan, Hart House must first have term restoration. The cost of staffing and
a solid foundation for its work. The following other budget lines is expected to continue
Foundational Pillars must be firmly in place, and to rise over the next five years. As an
be given regular reinforcement and attention, if institution whose two principal budget
Hart House is to realize its full strategic potential: sources are student ancillary fees and
business revenues, Hart House must make
People: Hart House will only ever be as a concerted effort to limit any requests
strong and effective an organization as to raise the former, but simultaneously
the people who are a part of it. Its staff raise the latter in such a way as to limit
must be and forever remain committed, interference with students’ ability to
enthusiastic and ready to embrace take “Delight in Discovery”. This will
creative and constructive change. Its be an unrelentingly difficult challenge,
student leaders must see themselves as but one with which Hart House must
lifelong brand ambassadors for taking remain seized. Correspondingly, Hart
“Delight in Discovery” at Hart House, to House must devote significantly more
the benefit of both today’s and tomorrow’s effort and persistence to raising annual
students. Its alumni and other senior and longer-term funding through creative
members must see themselves as Advancement efforts both alone and
essential contributors to a culture and in partnership with the Department of
University Advancement (DUA).
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020
20IMPLEMENTATION
In order to achieve the full potential of the THE FIRST 90 DAYS
Strategic Plan, a clear implementation plan The first three months of a new Strategic
including a tent pole core action, a 90-day "plan Plan are essential to its ultimate success.
within a plan", a road map for the next five years, Therefore, we are recommending a specific
and a clear articulation of how success will be 90-day approach that embodies the House’s
defined and measured will all be essential. “Delight in Discovery” Stand, reflects its
related Key Themes, and lays the groundwork
CORE ACTION for the achievement of its principal Strategic
A Core Action will galvanize the business units Objectives. We further recommend launching
of Hart House around an event or program which "Delight in Discovery" publicly in the Winter
exemplifies and amplifies stakeholder awareness Term beginning in January 2017. Specific
of the Stand, initiates and extends involvement actions for the first 90 days could include:
with Hart House, and creates active ambassadors
for the central tenets of the Strategic Plan. To • Laying Groundwork for Advancement:
maximize success, any Core Action must: Define advancement targets/goals for
each year, and develop a Partner &
• Respond to issues of vital concern to Donor prospect list alongside compelling,
students and to their desire to live lives customized “Cases for Investment.”
that matter, as well as to a wide range of • Improving In-House Partnerships: Host a
external stakeholders with an experiential series of collaborative business unit work
focus on delighting in discovery. sessions to develop approaches to effectively
• Invite participants to talk about and integrate the Key Themes and improve
identify creative solutions to issues of vital collaboration across the House.
concern to them, and also lay groundwork • Integrating the Stand: Translate "Delight
for the implementation of those ideas. in Discovery" into a creative narrative with
• Ensure that there is representation and supporting assets for both internal and external
accommodation of diverse stakeholders audiences. This should include drafting a
from inside and outside the University, core story or manifesto with complementary
including students, faculty, staff, campus branding and integration across events,
groups, community members and business webpages and promotional collateral.
leaders, experts, and policy advisors. • Introducing a Core Action: "Delight in
• Be both enjoyable and meaningfully Discovery" events have the potential
engaging to inspire participants to return. to bring together a diverse group of
• Be scalable to other venues across U internal and external collaborators to
of T’s three campuses and potentially engage creatively with the Stand. Such
replicable in other cities and locations events will maximize their alignment not
where U of T either has a presence or only with the Stand but also with the
seeks to generate interest. enumerated priorities of President Gertler
University of Toronto / 7 Hart House Circle / www.harthouse.ca
21if they include very intentional efforts to • Year 3 is when the House, like the
understand and respond creatively to a runner, should be fully hitting its stride;
timely and pressing issue or set of issues maintaining focus will be key to both
relevant to all stakeholders, resulting in ongoing and ultimate success;
the formation of a new diverse community • Year 4 is the home stretch, with the end
of interest. In addition to spurring of the 5-Years now fully in sight. At this
meaningful community engagement at point, as with a runner who prepares to
Hart House, such events should also aspire lean in to the tape, the House must make
to be self-financing. the extra effort to ensure that its goals will
be reached and success realized;
“RUNNING THE RACE”
• Year 5, if there are no stumbles, is when
A five-year implementation schedule is the House crosses the finish line; it fulfills
recommended for successfully integrating the full potential of the Plan and takes
and measuring the success of the "Delight in time to celebrate success.
Discovery" Stand. Each year of the Strategic
Plan builds on the work of the previous years
in order to expand and deepen understanding
of the important work of Hart House among
students, and other constituents. Actions
and priorities are recommended for each Diagram #7
calendar year in order to inform Hart House’s
annual business planning process and to help
promote internal coherence and strategic RUNNING THE RACE
consistency throughout the five-year period.
YEAR 1:
Start
Given Hart House's storied history as a leading
centre for sport and recreation, an analogy
YEAR 2:
to the different stages of a foot race may Acceleration
provide a helpful illustration of the anticipated
implementation of the 5-Year Strategic plan. YEAR 5:
Finish Line
• Year 1 of the Plan is like the start of the
race: a powerful, explosive start with the
ultimate goal clearly in sight will help set the YEAR 3:
Hitting Stride
course for the next five years; YEAR 4:
Home Stretch
• Year 2 is the acceleration phase.
Excitement builds as the Plan begins to
take its full shape and gives a hint of its
full potential;
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020
22More specifically, the multi-year implementation of the Hart House Strategic Plan will entail
the following flow of priorities, some of which will build year over year while others will stand
on their own:
YEAR PRIORITIES
Year One • Create awareness of Stand and Strategic Plan
“Start” • Begin development of comprehensive branding and marketing strategy for
Hart House consistent with “Delight in Discovery” Stand
• Establish parameters of multi-year investment plan for infrastructure and
accessibility improvements
• Launch infrastructure renewal fundraising campaign
• Develop, alone and in partnership with both internal and external
stakeholders, programming reflective of the Plan’s Key Themes (ie. Diversity,
Exploration, Engagement)
• Introduce galvanizing “Core Action” to embody Key Themes of Strategic Plan
• Assess/improve organizational harmony, governance structure, systems and
processes
• Improve profitability of all revenue-generating business lines
• Create and monitor baseline metrics
Year Two • Conclude and begin implementation of branding and marketing strategy, and
“Acceleration” increase showcasing of Hart House excellence
• Continue and expand programming reflective of the Plan’s Key Themes (ie.
Diversity, Exploration, Engagement)
• In particular, expand and increase student and community engagement in
House’s Core Action
• Develop and begin implementation of community partnership plan
• Continue with accessibility and infrastructure renewal projects
• Identify lead donor(s) for infrastructure renewal fundraising campaign
• Further improve profitability of all revenue-generating business lines, and
identify new revenue-generating opportunities
• Reinforce culture of assessment at Hart House
University of Toronto / 7 Hart House Circle / www.harthouse.ca
23Year Three • Maintain clear, strong marketing and brand presence
“Hitting Stride” • Continue implementation of community partnership plan
• Continue and expand programming reflective of the Plan’s Key Themes (ie.
Diversity, Exploration, Engagement)
• Continue and expand engagement in House’s Core Action
• Use data from Year 1-3 to refine and streamline Hart House programs,
policies, initiatives
• Ensure students from previously underrepresented communities are fully
supported in their engagement at Hart House
• Continue with accessibility and infrastructure renewal projects
• Further expand support base for infrastructure renewal fundraising campaign
• Develop and introduce new revenue-generating lines at Hart House
Year Four • Maintain clear, strong marketing and brand presence
“Home stretch” • Continue implementation of community partnership plan
• Continue and further expand programming reflective of the Plan’s Key Themes
(ie. Diversity, Exploration, Engagement)
• Continue and further expand engagement in House’s Core Action
• Use data from Years 1-4 to refine and streamline Hart House programs,
policies, initiatives
• Ensure students from previously underrepresented communities are fully
supported in their engagement at Hart House
• Enhance profitability of all revenue-generating lines at Hart House
• Further expand support base for infrastructure renewal fundraising campaign
• Review/redefine metrics against Strategic Objectives and Aspirational Targets
in anticipation of Year 5
Year Five • Maintain clear, strong marketing and brand presence
“Finish Line” • Continue towards experiential, operational and reputational excellence in all areas
• Reach infrastructure renewal fundraising goals
• Undertake comprehensive review of success in realizing all Strategic
Objectives and Aspirational Targets
• Begin planning for next multi-year cycle
• Showcase impact of Hart House engagement on U of T graduates in the
community and abroad
• Celebrate and communicate achievements
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020
24DEFINING SUCCESS departmental metrics will be collected and
Hart House will not be able to recognize its assessed in order to ensure reliable, consistent
success (or failure) at realizing the full potential data is available and goals are being met.
of the Stand unless it defines success carefully
from the outset. Specific, measurable goals Hart House will also continue to work closely
must be set with respect to achieving the full with the Office of Student Life as a member of
potential of the Stand, and specific means its evaluation team to ensure that its Strategic
established for the collection and analysis of Plan metrics and methods align with all other
the quantitive and qualitative data that will be pertinent data sources. Where possible, Hart
essential to this measurement and assessment. House will seek to benefit from the use of
relevant University-wide data regarding the
Establishing a Culture of Assessment student experience including but not limited
It is important to create an assessment to the Co-Curricular Record, the National
framework and culture at Hart House that Survey on Student Experience, the National
includes meaningful and straightforward metrics College Health Assessment, and the Multi-
for determining to what extent the Strategic Institutional Study of Leadership.
Objectives of the Plan are being met. Such
metrics must be able to point to what is working
and why, and to identify any areas where
adjustments or refinements should be made in
order to sure that the Objectives are met and the
Stand is successfully brought to life.
At present, virtually none of the data exists
that will be essential to tracking these metrics.
Therefore, from an assessment perspective,
the first year of the Strategic Plan must be
mainly focused on establishing a baseline for
each of the specific metrics listed so that the
House can ascertain how much room exists for
improvement in the area, and then establish
ambitious,yet realizable targets for the
remaining four years of the Plan. These targets
will in turn be integrated into Hart House’s
annual business planning process.
Across the House, a new culture of assessment
will be developed and guided by the Warden’s
Office. Going forward, on a monthly basis,
University of Toronto / 7 Hart House Circle / www.harthouse.ca
25Aspirational Targets • Operational Excellence: No more than
Even in the absence of baseline measures, the 50% of the revenue of the House is
House has identified three broad, aspirational derived from student fees;
targets to be achieved by the five-year mark • Reputational Excellence: 80% of the U of
of the Plan, one for each of the Strategic T student population associate Hart House
Objectives of the Plan. These are: with attributes consistent with the“Delight
in Discovery” Stand.
• Experiential Excellence: The demographics
of students highly-engaged at Hart House
are representative of the demographics
of the general student population of the
University of Toronto;
Diagram #8
ASPIRATIONAL TARGETS
No more than
Demographics
EXPERIENTIAL OPERATIONAL 50% of Hart
of Hart House
EXCELLENCE EXCELLENCE House revenue
consistent with
derived from
those of all UofT
student fees.
4 out of 5 UofT
students associate
Hart House
REPUTATIONAL
EXCELLENCE
with “Delight in
Discovery” stand
Delight in Discovery: Positioning Hart House for the Future / A 5-Year Strategic Plan 2016-2020
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