Growing. Olds College Strategic Plan

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1 Growing 2025 Olds College Strategic Plan 1

2 Contents 04 Message from the President 06 Our Social Purpose 08 The Olds College Story: Landscape & Destination Strategic Drivers 12 Be a college known for academic excellence and student success 14 Achieve 2,000 full load equivalents (FLE s) and increase non-fle enrolment by 50% 16 Increase applied research activity by 100% 18 Be a leader in smart agriculture 20 Increase earned revenue investment by 60% 22 Be recognized as an employer of choice 24 Be a smart campus 26 Aligned for Success 2 Olds College 3

3 Message from the President At Olds College we believe that agriculture is a key industry to our country s success. It is served by a breadth of disciplines and Olds College has an important role to play in advancing the education, skills development and innovation required. This is consistent with our provincial mandate and is supported by our social purpose for being a College focused on agriculture and related fields within the Province of Alberta. Our strategic plan articulates that purpose and the drivers that will enable our focus toward it. For over a century Olds College has been an institution where lifelong learners have come to learn about the latest technology and practice. We began as an education institution and demonstration farm where technology and production practices were tried and exhibited for an industry that needed to become more efficient and competitive. Today, Olds College remains an education institution that uses its 2,000 acres and field to fork enterprise to support hands-on learning and applied research. Through the proliferation of technology, big data and the application of tools such as digital sensors, controls, artificial intelligence and machine learning, we believe that our post-secondary environment can be an aggregator of knowledge, expertise and communities for teaching and learning, skills development and applied research. We will accomplish this by establishing a leading demonstration farm and learning environment, focused on the future of agriculture. The strategic drivers in our plan provide the College with a clear path forward to do this. During the development of our strategic plan, internal and external stakeholders were consulted. Each strategic driver was created to align and support Alberta s Adult Learning System Principles. Olds College will continue to grow its programming and applied research environments in support of what industry requires today and in the future. By doing so we are ensuring that our learning environments and programming support the development of a highly skilled and relevant workforce for Alberta and Canada. We will coordinate with our community, industry partners and Campus Alberta to enhance access to education and training opportunities for our students and lifelong learners. We will do so while focusing on academic excellence and innovation in order to ensure quality of instruction and affordability for all potential students across our Province. Olds College is growing. We are growing our programming, applied research and partnerships to create an innovative learning environment centered around collaboration between our students, lifelong learners and the agriculture and technology industries. I invite you to join us on the path to growing Olds College. Stuart Cullum, President Olds College 4 Olds College 5

4 Our Social Purpose: "Transforming agriculture for a better world" At Olds College this is our social purpose. Everything we do at Olds College is done to advance all aspects of the agriculture industry. By transforming the agriculture industry, we will make the world a better place. All of our programs and actions align to our social purpose. It is the why behind everything we do. ag ri cul ture: the science, art or practice of cultivating the soil, producing crops, and raising livestock and in various degrees the preparation and marketing of the resulting products. Agriculture (2018 Definition). Retrieved from 6 Olds College 7

5 Landscape and Destination for 2025 At Olds College we recognize that the world is changing. Global demand for food production is increasing as populations around the world continue to grow. The United Nations estimates that the world needs to produce at least 50% more food to feed 9 billion people by Canada is the fifth largest exporter of agricultural and agri-food products. According to the Canadian Agri-Food Trade Alliance, Canada exports $56 billion a year in agricultural and agrifood products. Approximately half of everything we produce is exported as either primary commodities or processed food and beverage products. In Alberta, the agriculture industry is the third largest exporter of agri-food products in Canada. As Alberta looks to diversify our economy from the highs and lows of the energy sector, there is increased focus to support and develop the agriculture industry. This growth will be supported by the growing labour force, as a result of the population projection that Alberta will see. The Government of Alberta projects we will add close to 1.8 million residents over the next 25 years, 47% will be from international migration. Global market demand for agriculture and related products and services is increasing. With this increased demand comes the requirement for the agriculture industry to produce more food using less resources. To do this, we must be part of the solution to develop practices that optimize technology and science to increase the quality and quantity of agricultural production. We see a world that is benefitting from our innovations. A world that is focused on sharing knowledge on new agriculture practices and technology to end hunger and achieve food security for all countries. A world that is working together to promote sustainable agriculture. We see an agriculture industry that can compete on a global scale. An industry that is known for sustainable management of resources and innovative production that allows us to produce more, using less. We see an economy in Alberta that is better leveraging its agriculture industry. An industry that will generate dynamic new opportunities for our workforce as value-added jobs are created and stay right here in Alberta; employing more Albertans and creating enhanced productivity. We see a student experience at Olds College that is uniquely our own: an experience that is hands on with 21st century technology. A student experience that provides lifelong learners with access to the latest technology and ideas. The College must continue to develop and push into the world of agriculture technology and smart agriculture practices. The Olds College Strategic Plan provides the roadmap for us to clearly see our path forward and continue to be a leader in the agriculture sector. We will continue to be connected to the family farm and industry, but in a 21st century way. Our strategy is ambitious. We recognize the need for the College to stay relevant. To respond to new technology, global demand, growing populations and the needs of our students and lifelong learners. We know that in order to be successful we must grow, and continue to evolve in a way that supports our province, our economy, and our learners. We know that by working together, we can transform agriculture for a better world. 3 rd 50% $56,000,000, ,800,000 Food production must increase by at least 50% to feed 9 billion people by 2050 Canada exports $56 billion per year in agricultural and agri-food products Alberta agriculture industry is the third largest exporter of agri-food products in Canada Alberta is projected to add close to 1.8 million residents in 25 years, 47% from international migration 8 Olds College 9

6 Olds College 2025 Strategic Drivers Driver #4 Be a leader in smart agriculture. Driver #1 Be a college known for academic excellence and student success. Driver #5 Increase earned revenue/investment by 60%. Driver #2 Achieve 2,000 full load equivalents (FLE s) and increase non-fle enrolment by 50%. Driver #6 Be recognized as an employer of choice. Driver #3 Increase applied research activity by 100%. Driver #7 Be a smart campus. 10 Olds College 11

7 Objectives to guide us Our programs and course content are relevant to the evolving needs of industry. Strategic Driver #1 Be a college known for academic excellence and student success. Recognition and respect for gender equity, diversity and inclusion. All students have access to a broad range of extracurricular activities. Our learning spaces promote specialized teaching and learning. Our pedagogy is responsive to the evolving needs of learners. Student Health & Wellness supports are available for all students. Priority actions that will achieve our objectives Implement a program development and maintenance framework. Implement a curriculum development framework. Develop and implement an action plan for our Indigenous Strategy. Establish a Co-Curricular Record (CCR) program. Develop and deliver a campus functional plan. Establish a teaching and learning centre of innovation. Expanding service hours to include evening and summer availability. What does success look like? Student supports that promote a culture of wellness, success, student safety and sexual violence prevention have been implemented. 90% of academic staff participate in pedagogy related professional development each year. 92% of students would recommend Olds College to a friend. 40% of students create a co-curricular record. Become a signatory of the Colleges and Institutes Canada (CICan) Indigenous Protocol. 100% of Program Curriculum Committees and Industry Advisory Committees are in operation. 100% of our full time students and 100% of our staff will participate in the Respect Program. 12 Olds College 13

8 Objectives to guide us Increase corporate training by 100%. International students comprise 10% of credit enrolment. Expand dual credit programming to 450 students annually. Increase Continuing Education enrolment by 100%. Develop and maintain a total of 30 credit programs. Increase capacity of five existing programs by 50%. Priority actions that will achieve our objectives Develop and deliver a campus functional plan. Implement and maintain a Business Development Plan. What does success look like? Reduce the cost of program delivery per FLE. Generate 3,500 value added applications annually in support of SEM planning. Achieve overall student satisfaction rate of 90%. 200 international students (FLEs). Corporate training and Continuing Education net revenue exceeds $350,000. Identify 20 prospective new credit programs. Strategic Driver #2 Achieve 2,000 full load equivalents (FLE s) and increase non-fle enrolment by 50%. Develop and implement instructional efficiencies. Utilize and maintain a Strategic Enrolment Management (SEM) framework. Implement a comprehensive brand and marketing plan. 14 Olds College 15

9 Objectives to guide us Develop an applied research specialization in agriculture technology. Increase student learning integration with industry through applied research activities. Maintain support to startups and small/ medium enterprises. Achieve $4 million annually in applied research funding: operating: 3 million, capital/infrastructure: 1 million. Build enduring relationships with industry, public sector, post-secondary institutions and academic stakeholders. Achieve a balance of support to companies of all sizes. Achieve a net cost of 10% or less. Priority actions that will achieve our objectives Enhance expertise and capabilities related to agriculture technology. What does success look like? 50% increase in products or processes developed or improved. 100% increase of companies supported by OCCI. 100% increase in student involvement in applied research. 75% increase grant and industry revenue. Secure a minimum of ten $100,000 projects. Expand multi-year contractual arrangements. Strategic Driver #3 Increase applied research activity by 100%. Enhance research infrastructure. Employ a dedicated grant writer and business development officer. Develop partnerships with postsecondary institutions. Develop and maintain an Olds College Centre for Innovation (OCCI) Business Plan. 16 Olds College 17

10 Strategic Driver #4 Be a leader in smart agriculture. Objectives to guide us Transformation of the farm into a future state learning environment (Olds College Smart Farm) and integrate learning outcomes across all relevant programming. 100% of agriculture technology faculty engaged in research. Establish the Olds College Smart Ag Ecosystem with strong participation by industry stakeholders and other post-secondary institutions. Develop and launch 40 new non-credit courses. Develop and launch a new program in agriculture technology with three provincially approved credentials. Integrate smart agriculture educational outcomes into all agriculture credit programs. Priority actions that will achieve our objectives Hire a Farm Integration Coordinator to support student learning integration. Develop and implement a smart agriculture marketing and communications plan. Integrate resource, capital and business operating plans. Actively demonstrate and integrate smart agriculture within a student learning environment. Establish the Werklund Growth Centre. Provide smart agriculture professional development to faculty and staff. Acquire additional land to scale smart agriculture opportunities. What does success look like? Agriculture technology program launched with three new credentials. 100% increase in student involvement in applied research. 50 companies collaborating in the Olds College Smart Farm. 75% students engaged on the Olds College Smart Farm. 18 Olds College 19

11 Strategic Driver #5 Increase earned revenue/investment by 60%. Objectives to guide us Secure $60 million in cumulative investment/donation revenue. Increase international tuition revenue based on 200 international full load equivalent students. Continuing Education and corporate training will generate $3.5 million annually. Increase Conference and Event Services revenue by 60%. Priority actions that will achieve our objectives Generate $125 million in external funding requests. Develop a comprehensive development and campaign plan. Enhance efficiencies and invest in College systems. Develop an international recruitment, marketing and partnership plan. Increase online offerings and corporate training. Transform Conference and Event Services delivery model. Provide appropriate supports for the success of international students. What does success look like? Generate $1.6 million from Conference and Event Services revenue with a net 10% contribution. Achieve a net contribution of 10% from Continuing Education and corporate training and contribute at least $350,000. Source 1,000 international student applications per year to generate $2.7 million in tuition revenue. Generate $7 million in cumulative applied research infrastructure. Receive 100 donations of $100,000 and greater. 20 Olds College 21

12 Objectives to guide us Our social purpose is a defining reason employees select and stay at Olds College. Strategic Driver #6 Be recognized as an employer of choice. Enhance the culture of professional and personal development. Total rewards package that is equitable and competitive. Olds College is a diverse, respectful and healthy place to work. Achieve employee engagement consistent with high performing post-secondary institutions. Service centered model for Human Resources (HR) delivery. Priority actions that will achieve our objectives Create a staff recognition program. Conduct bi-annual internal and external compensation reviews. Implement recruitment tools to select best fit colleagues. Establish onboarding, orientation and training standards focused on continuous professional development. Develop and implement employee engagement action plans. Implement a Performance Management System that includes development plans. Implement an employee centered brand, communication and engagement strategy. What does success look like? Recognized as an employer of choice from an external validator. Employee engagement and enablement scores greater than 75%. Achieve 50th percentile of compensation against comparable employers. Reduce time lost due to accident, illness and discretionary absence by 20%. 15% of College employees are awarded an additional accreditation annually. 100% of our staff will participate in the Respect Program. Regular reviews of health and wellness supports for employees - including a specific focus on mental health and wellness. 22 Olds College 23

13 Objectives to guide us Web enabled campus enterprises and ancillary services. Strategic Driver #7 Be a smart campus. Become a net zero campus by investing in energy efficient infrastructure and buildings; and generate enough carbon credits to offset the annual carbon emissions associated with campus operations. Deploy a campus wide fully integrated building management system. Integrate campus systems. Develop a Campus Master Plan that serves as a comprehensive framework for the campus including buildings, infrastructure and land use. Priority actions that will achieve our objectives Develop an e-commerce strategy and integration plan. Implement a post-modern enterprise resource planning system. Complete a needs analysis to build a strategy and road map (room automation, space utilization, net-zero campus, room standardization). Implement a space utilization platform. Implement a backend building utilization platform with data analytics ability. Modernize existing legacy building controls (HVAC, door access, lighting). What does success look like? Except point of sales (POS) transactions, all other enterprise and ancillary business is online. Efficient business processes and workflows. 100% of space allocation and bookings are through an integrated space utilization platform. Be net zero with carbon emissions associated with campus operations. Have a living comprehensive Campus Master Plan. 100% of building renovations, new builds and improvements are done with building automation systems and environmentally friendly to a recognized standard (LEED). 24 Olds College 25

14 Aligned for Success Our strategic drivers have been designed to support the Olds College Board of Governors ends and Alberta s Adult Learning System Principles. Board of Governors Ends Policy The Board of Governors has approved five ends (written policies). The ends provide meaningful results that the College is working to achieve. Alberta s Adult Learning System Principles Accessibility: every Albertan should have the same opportunity to get a post-secondary education. Strategic Driver Be a college known for academic excellence and student success. Achieve 2,000 full load equivalents (FLE s) and increase non-fle enrolment by 50%. Board Ends E1: Learners E1: Learners E2: Qualified People E3: New Knowledge, Technology, Products E4: Alberta Leads in Agriculture Adult Learning Principles Accessibility Accountability Quality Accessibility Affordability Quality Coordination Mega-End: Alberta's agriculture community has the talent, knowledge and thought leadership to lead globally. This result will be produced in a manner that demonstrates stewardship and sustainability. E1: Learners have the relevant, transferable and diverse skills to achieve success. 1. Learners are employment-ready. 2. Learners have hands-on experience. 3. Learners are connected to industry. 4. Learners have an outstanding and enduring student experience. E2: There is an increase in the number of people qualified to serve the global economy. 1. Learners acquire an entrepreneurial mindset. 2. The labour force is prepared for next generation agriculture and related industries. E3: New knowledge, products and technology are created, demonstrated and transferred to industry and learners. 1. Smart agriculture applied research solutions are created to impact production and environmental issues. E4: Alberta leads in agriculture. 1. The importance and holistic nature of the agriculture industry is recognized as being essential to the preservation and betterment of life. 2. Alberta is a region for agricultural innovation. i. Alberta leads in smart agriculture technology. Affordability: every Albertan should have the same opportunity to get a post-secondary education, regardless of financial circumstances. Coordination: Albertans should get full advantage from a diverse postsecondary system. Accountability: post-secondary education providers must be accountable to students, the government and Albertans. Quality: Albertans should get the best education possible here at home. Increase applied research activity by 100%. Be a leader in smart agriculture. Increase earned revenue/ investment by 60%. Be recognized as an employer of choice. Be a smart campus. E3: New Knowledge, Technology, Products E4: Alberta Leads in Agriculture E1: Learners E2: Qualified People E3: New Knowledge, Technology, Products E4: Alberta Leads in Agriculture E1: Learners E2: Qualified People E3: New Knowledge, Technology, Products E4: Alberta Leads in Agriculture E2: Qualified People E3: New Knowledge, Technology, Products E4: Alberta Leads in Agriculture Accessibility Affordability Quality Coordination Accessibility Affordability Quality Coordination Accountability Affordability Coordination Accountability Quality Accountability Affordability Quality 26 Olds College 27

15 28 Olds College Experience more: oldscollege.ca