Strategic Plan 2017-2022 - Bringing great to the world - Seneca College
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Strategic Plan 2017–2022
Bringing great to the world
A strategic plan is both directional and aspirational. sophisticated skills underpinned by theoretical
It charts a high-level course while setting longer- knowledge. It is polytechnic education,
term goals that are navigational beacons on the enriched by technology-enabled learning.
horizon. At Seneca, students, employees and
partners look to the Strategic Plan to understand our As much as the high-quality professional and
journey and for the context of decisions we make. career-based training that we offer matters, our
focus is equally on a broad-based education that
The plan must be firmly rooted in our enduring will help our students navigate the dynamism,
values. Those values are important touchstones even uncertainty, of the future with confidence.
providing consistency and continuity. However,
the increasing pace of change is a reminder that Today, a Seneca education is a global education.
as much as any plan attempts to anticipate and Reflecting the diversity of the greater Toronto
shape the future, we need to be flexible and region, joined by thousands of international
responsive to adapt to our shifting environment. students from 140 countries, Seneca’s students
bring a global perspective to the classroom
For Seneca, operating in a time of intense and the campus. Increasingly, our students and
competition, changing demographics, faculty are learning and teaching abroad.
rapidly evolving technology and restrained
government funding, the need to be nimble By program’s end, our graduates are career-
and innovative has never been greater. ready, stepping directly from the convocation
stage into the world that awaits them. The Seneca
Our core mission – providing a great education graduate is prepared to be the fully participating
for our students – remains our lodestar. That citizen and, yes, the leader that our communities
has been fundamental to Seneca since we require whether around the corner or around the
opened our doors in 1967. A Seneca education world. More than 190,000 Seneca alumni prove
is a valuable combination of practical and that every day. They bring great to the world.
The Consultation Process
The Strategic Plan, with the Academic Plan As well, the Aboriginal Education Council, chairs
embedded in it, is the product of extensive internal of the Program Advisory Committees, secondary
and external consultation. Town halls were held at school teachers and students, industry partners,
the four largest campuses for students as well as thought leaders in education and government
focus groups and meetings with student leaders representatives shared their perspectives. Before
and class visits. Employees had an opportunity approving the plan in June 2017, the Board of
to contribute either through one of more than 30 Governors held two strategic planning sessions
consultation sessions held across Seneca or online. both to hear the results of the consultations and
More than 800 students and employees participated. to add their own perspective to the discussions.
Strategic Plan 2017–2022 1The changing landscape of higher education
Pick up any newsletter or journal about higher about changes in the labour market, continued
education today and you will find at least one article innovation in program delivery and credential
or commentary about major changes underway in options, and ongoing program review and renewal.
postsecondary education. Although it is sometimes
difficult to separate trend from fad, and fact As an employer, Seneca is experiencing the same
from hyperbole, higher education is indisputably wave of baby boomer retirements that is affecting
evolving at an accelerating rate. Where there can all workplaces. We continue to focus on fostering
be less consensus is why that change is happening a high level of employee engagement, meeting
and how the drivers of change in the rest of the the challenge of renewing our own workforce by
world are affecting higher education in Ontario. recruiting, developing and retaining employees.
Highlighted below are four areas of significant A changing student population
change influencing Seneca’s direction. What unites
all of them is the thread of internationalization, The number of students graduating from Ontario
a reminder that both directly and indirectly, high schools will continue to decline, bringing
sometimes positively and other times negatively, to a halt the steady growth that drove the
we are living in a shrinking world. expansion of postsecondary education in the
province for decades. At the same time, continued
strong demand for Canadian education from
The world of work around the world, combined with a favourable
Much has been written about the skills mismatch climate in this country for immigrants, has led
in Canada – the challenge of connecting the to a surge in international student enrolment,
educational experience gained by postsecondary particularly in the large urban areas.
students to the requirements of the labour market.
Yet that is precisely where colleges have always While growth in high school graduates is predicted
excelled. We use the insights and experience to resume in the greater Toronto region in a
of our Program Advisory Committees and our few years, most other parts of the province
expert faculty to create curriculum and learning will continue to see a decline, challenging the
experiences that meet the needs of employers, sustainability of public sector institutions in
reflect the reality of today’s workplaces and those regions and intensifying the competition
anticipate where tomorrow’s careers will be for students. At Seneca, we have seen a rise in
made. A large majority of our students benefit the number of mature students and expect that
from work-integrated learning opportunities trend will continue. This reinforces the need for
from cooperative work terms to internships and more flexibility, and delivering programs in ways
placements to applied research projects. and at times that meet the needs of learners who
might be working, or have demanding family
A bigger challenge is trying to anticipate the shifts responsibilities, while they are returning to school.
in the kind of skills in demand at any given time,
and the changing nature of work itself as relentless Another reality affecting all of postsecondary
automation and unstoppable globalization continues education is the increase in students reporting
to reshape the essence of many occupations. As mental health issues. Providing appropriate
well, in many areas of the labour market demand supports through counselling and other assistance
for contractors and the self-employed continues is challenging in the absence of sufficient funding
to grow, leading to the rise of the “gig” economy. and available community services, yet we are
That is not just a lifestyle issue: it drives changes committed to offering those supports that are
in curriculum and other learning opportunities vital to help all of our students achieve success.
to reflect the reality that our graduates will need
entrepreneurial skills to be successful in virtually Technology
every occupation. We see signs of growing The impact of fast-changing technology is all-
demand for shorter-term credentials with more pervasive in postsecondary education, as it is in
focus on skills needed immediately in the work most facets of our working and personal lives.
force. Seneca’s response: constant vigilance
Strategic Plan 2017–2022 2Technology consumes an ever-greater share of the funding formula for all publicly assisted
budgets and mindshare – from the challenge of postsecondary institutions – a recognition that
maintaining currency in applications and hardware the public funding for education can no longer be
to meeting the expectations of globally connected based on the assumption that domestic enrolment
students and employees, from harnessing the would continue to grow unabated. Nonetheless,
power of data analytics to anticipating how artificial the long-term sustainability of the postsecondary
intelligence will change education. At Seneca, we system continues to be a challenge as feeder
are meeting that challenge with an unmatched populations shrink in rural and northern Ontario.
cluster of information technology and engineering
programs, and with sophisticated facilities and Partly as a response, the provincial government
infrastructure throughout our campuses. has started to nudge the system towards greater
differentiation among institutions through the
Online education continues to grow as both signing of Strategic Mandate Agreements with all
a standalone option and blended with more publicly assisted postsecondary institutions. For
traditional approaches to teaching and learning. its part, Seneca’s differentiation can be measured
It is particularly attractive for mature students, in several ways. We are among a handful of
including those returning to postsecondary polytechnic institutions that offer a considerable
education to update their skills, retrain or number of honours bachelor degrees and graduate
continue their professional development while certificates that are applied education at its best.
they are still working. While Seneca is a leader in We are maintaining our leadership in pathways by
continuing and online education, both are areas of expanding partnerships with colleges to offer degree
increasing competition from established and new and diploma completion to their students, building
market entrants from every part of the world. a hub-and-spoke model that benefits students from
across the province. Seneca has a highly diversified
Evolving government policy approach to international education, including
growing our global educational consulting services
The balance of Seneca’s revenue, between funding in addition to our significant international student
provided by public grants and funding generated population and many international institutional
by tuition fees, has swung dramatically in recent partnerships. Finally, we have a strong focus
years. The direct operating grants from the Ontario on helping our graduates develop the skills and
government received by Seneca now represent competencies to be engaged and contributing
roughly one-third of our total revenue, far outpaced citizens through Seneca’s core literacies, the
by tuition from domestic and international students. essential skill set required for success today.
The provincial government also recently overhauled
Values
Seneca’s values start with centering all aspects of Innovating
our operations, inside and outside the classroom, on From the day our first students walked through
student success. While that may seem obvious, and our doors in 1967, we understood that the
is a starting point broadly shared in the education world is in constant evolution. We are always
system at all levels, we affirm being student- improving, innovating and looking ahead.
centered, and focused on the success of our students
and our graduates, as the foundation of our values. Community
We build bridges and networks within our
We also highlight these as our core values: Respect, institution, to our community and across the world.
Excellence, Innovating, Community, Diversity. And, we give back, building and strengthening
the communities where we live and work.
Respect
It is a simple axiom: in everything we do, in all Diversity
ways, we treat each other with respect. Seneca celebrates its extraordinary diversity
as an enriching strength and a competitive
Excellence advantage in today’s global economy.
While we will always be flexible in our approach,
we never compromise on quality and standards.
Strategic Plan 2017–2022 3Defining Tomorrow
In this Strategic Plan, we took the advice of our Leading by example
students, employees and partners to develop a
comprehensive set of objectives. As reflected in From all groups we consulted came a consistent
our values, everything we do at Seneca starts message: we need to model the behaviour we want
with our students: how we help them achieve and expect of our students. That starts with our
their goals, support them inside and outside insistence on a climate of respect in all that we do. It
the classroom, provide a teaching and learning goes further. Our faculty were especially articulate
environment that helps them develop the skills about the need to be exemplars for the skills our
they will use in their careers and in life. graduates will need to forge successful careers, and
productive lives. Connecting with the community,
Through our extensive internal and giving back, encouraging a culture of philanthropy,
external consultations, common themes embedding respect for our environment in all
emerged that have shaped this plan. we do: our work is not just about enabling our
graduates to make a living, but also to make a life.
Leading through excellence
There is a strong pride in the leadership role Leading in collaboration
Seneca plays in the postsecondary system. The We lead the postsecondary system in pathways
focus on quality, the innovation in teaching and for our students and in partnerships. We are
learning, the determination to improve continuously building on that leadership in the communities we
… Seneca is known for the excellence of both serve by forging even stronger partnerships with
our experienced and connected faculty and our our students, employees, industry, community
programs, rooted in the needs of industry and organizations and other educational institutions. In
communities. We proudly say that the proof of that an increasingly transparent and connected world,
excellence is in our graduates. This will continue. the ability to work and communicate seamlessly
across boundaries, whether those are inside
or external to Seneca, is no longer optional.
A Polytechnic Education fostered through both apprenticeships in the skilled
trades and work-integrated learning opportunities
In partnership with similar institutions in the – these are hallmarks of polytechnic education.”
province, Seneca has approached the provincial
government to formally recognize polytechnic Seneca believes polytechnics are playing a leadership
institutions as part of the postsecondary system in role in the evolution of higher education in Ontario:
Ontario. Similar recognition of the differentiation the expansion of career-based degrees, the growth
in higher education has already happened in in graduate certificates and the superior work-
British Columbia, Alberta and Saskatchewan. integrated learning opportunities are all evidence
of the importance of these unique institutions.
Polytechnics Canada, the national association
of polytechnics representing 13 institutions We are also ready to play a larger role as the
across Canada including six in Ontario, postsecondary system continues to respond to
defines polytechnics this way: demographic and financial realities. As we have
already started to do with Cambrian and Canadore
“A polytechnic education combines the practical colleges, two great institutions based in Sudbury
approach of a college education and the depth and North Bay respectively, we are working with our
of study usually associated with a university colleagues in small, northern, and rural colleges to
program. Polytechnic graduates obtain degree-level offer degree and diploma completion opportunities
programming, certificate, diploma, apprenticeship to students. Seneca takes great pride in being the
and post-graduate credentials. The competitive leader in college-university transfer options, and is
advantage of a polytechnic education is the committed to building college-college partnerships
seamless transition from education to employment, of equal and enduring value to students.
Strategic Plan 2017–2022 4Our Objectives
Our consultations yielded rich insights, drawing • Great student experiences
on the experiences of hundreds of students, Deliverables:
employees and partners to construct a plan right • Opportunities for cross-disciplinary learning,
for the times. In the spirit of the consultations, entrepreneurial skill development, and work
where we posed questions to engage the integrated learning
participants in conversations about our strategic • A comprehensive range of connected student
purpose and direction, here are three questions support services
about our strategic direction and our responses.
What does engaged citizenship look
How can we prepare Seneca students for like in the 21st century, and how can
successful futures in a rapidly evolving Seneca make sure its graduates are
world and economy? ready to participate and lead in their
Our work starts with an enduring commitment to communities?
our students: Whatever your educational aspirations Our consultations underscored the importance
or entrepreneurial ambitions, however far along of equipping our students with a broad set of
you are in your search for a career that you can be skills and experiences to be successful. Whether
passionate about, Seneca will help you define your it was employers describing the ideal graduate,
future. We do that through high-quality programs or faculty emphasizing the importance of
delivered by outstanding faculty working with ethics, professionalism and the core literacies,
outstanding, supportive staff. We prepare you for the words of our founding president Dr. William
the accelerating pace of change and tomorrow’s T. Newnham ring as true today as they were
world of work by offering programs with a wide 50 years ago: “The Seneca graduate will
range of experiential learning opportunities, a make an informed and perceptive citizen.”
cross-disciplinary approach and our key core
literacies underpinning the curriculum. We have a In virtually every conversation we had there
broad range of support services including tutoring, was emphatic support for continuing to stress
mentoring and leadership development available Seneca’s core literacies, a group of 10 key areas
to our students. We will help you get ready. of knowledge that comprise the essential skill
set for the successful graduate. It is part of the
• High-quality programs providing relevant career tool kit that will help our students not simply
and life skills navigate but thrive in a world of change.
Deliverables:
• New and renewed programs to meet the • Exemplify Seneca’s core literacies
demand for a highly skilled workforce and fill Deliverables:
emerging labour market needs
• Evidence of core literacies being taught,
• Rigorous curriculum design, quality assurance practised and assessed in our programs
and program review processes
• Opportunities for students and faculty to
• Teaching excellence develop the core literacies in context
Deliverables: • Provide opportunities to develop
• Current and connected faculty who professionalism, confidence and character
are active in their academic and Deliverables:
professional communities
• Broaden the opportunities for students to
• A commitment to Seneca’s Teaching develop leadership skills
Standards, authentic assessments,
• Expand international and volunteer learning
contextual learning activities, and the
opportunities for students and employees
thoughtful use of technology tools
Strategic Plan 2017–2022 5• Reflect in all we do a deep respect for the others, by bringing true value to our partnerships
diversity of our community and each other – both inside and outside of Seneca – and by
Deliverables: always continuing to improve what we do.
• Embrace an inclusive and supportive
environment for students and employees • Lead in credit transfer and pathway options to,
from and within Seneca
• Ensure our curriculum, academic community,
and language reflect diverse ways of thinking Deliverables:
and being • Play a leadership role in the evolution of the
system by creating a hub-and-spoke model to
How can Seneca provide leadership in improve student mobility
postsecondary education that benefits • Expand partnerships, articulation agreements
our students, our employees, our and pathways with colleges and universities in
Canada and abroad
communities and our partners? • Build and strengthen student-centered
At Seneca, we believe in collaboration. Even in a partnerships with employers, communities,
highly competitive higher education market, we academic institutions and people
are proud to be the leader in transfer agreements Deliverables:
and pathways with colleges and universities
• Increase the participation of industry in applied
because they help students achieve their goals,
research and entrepreneurial activities
whether locally or abroad. Partnerships with
• Expand international partnerships to increase
employers are important to creating expanded opportunities for both students and employees
experiential learning opportunities and developing
applied research projects, equally benefitting the • Provide our employees an outstanding place to
communities we serve. Collaboration with our learn and work
students is vital to understanding how we can Deliverables:
enhance the learning and campus community • Enhance opportunities for cross-department
experience. And, it is the collaboration among our collaboration, communication and innovation
employees, within departments and across the • Increase learning and development options
institution, that creates the respectful teaching and for employees
learning environment that enables us to achieve our
• Maintain a solid and sustainable financial
shared goal of supporting our students’ success. foundation for the future
All of this rests on a solid financial base where our Deliverables:
approach to enrolment and revenue growth create • Smart growth in enrolment, revenues
opportunities to invest in our people, services and and assets
facilities. That is how we lead – by working with • Increasing self-sufficiency in capital projects
Indigenous Education for its support and ideas in the conception of
the building. Seneca is committed to supporting
The Truth and Reconciliation Commission (TRC) the TRC’s calls of action to the postsecondary
report has challenged all Canadians, and all community, and is actively working on expanding
Canadian institutions, to respond to generations our Indigenous focused curriculum in our nursing,
of discrimination and abuse of Indigenous early childhood education and journalism programs.
people with a positive and urgent response to
the TRC’s calls to action. The national system Our First Peoples@Seneca office supports hundreds
of colleges, polytechnics and institutes has of Indigenous students at Seneca with a variety
drawn up an Indigenous Educational Protocol of services and activities, including counselling,
that Seneca signed in a 2015 ceremony at our financial aid, social activities, an elder and
Newnham Campus, located on the traditional opportunities to engage in traditional ceremonies.
territory of the Mississaugas of the New Credit.
Seneca is working with colleges and universities
We have taken inspiration from the Indigenous across Ontario and Canada to share lessons
community in the design of our new Centre for and learnings on incorporating Indigenous
Innovation, Technology and Entrepreneurship teachings into our programs, and reflecting
(CITE). We thank our Aboriginal Education Council Indigenous culture and history at our campuses.
Strategic Plan 2017–2022 6Aiming for the Horizon
Our last Strategic Plan was founded on great • An international institution embracing and
teaching and learning, great student experiences reflecting globalism, citizenship and pluralism
and great foundations. Building on the • Building a stronger future for postsecondary
accomplishments of the intensely productive and students by being the preferred partner for
successful 2012-17 period, we enter our second colleges, universities and industry
half-century with a new ‘great’ underpinning our • Known for innovation to meet the dynamic needs
work: bringing great to the world. It is a simple of students, employers and the economy
statement that recognizes a fundamental truth: • Focused on renewing and strengthening our
our ambitions have no boundaries, and when our talent and infrastructure.
students aim for the horizon, great things happen.
While the core of our work will always be
We are excited by a future where Seneca is: offering a great teaching and learning experience
rooted in an advanced applied, broad-based
• The acknowledged leader in sophisticated career- education, we continue to evolve in exciting
based and professional polytechnic education, ways to serve new markets, a changing world
whose graduates are sought by employers of work and an expanding definition of student.
That is how we are defining tomorrow.
Measuring Success
An institution of the complexity and size of 3. Employee Engagement:
Seneca could have literally hundreds of metrics or Continuing to build a dedicated and committed
measures that would be indications of progress or workforce
achievement of our goals, big and small. As gauges 4. Enrolment Health:
of our success in meeting our goals, the Board of Smart growth in enrolment during a time of
Governors has selected these five key areas to track: demographic challenge
5. Financial Sustainability:
1. Academic Quality: Operating results that provide the necessary
Ensuring that Seneca’s strong reputation for resources to continue to offer great teaching
high-quality academic programs continues and learning
2. Student Satisfaction:
Meeting student needs both inside and outside
the classroom
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