Great Foundations
| Initiatives for 2016-17 | Performance indicators/measurable outcomes To be achieved by March 2017 (unless otherwise stated) |
|---|---|
| Move forward with King Campus Expansion. | Operational plans and agreements developed and finalized in conjunction with Seneca Student Federation (SSF) and Student Athletic Association (SAA). |
| Approximately $3 million in fundraising secured in support of King Campus Expansion and other priorities. | |
| Dufferin St. intersection improvements at King Campus entrances completed by August 2016. | |
| Sewage treatment plant capacity optimization project at King Campus completed by September 2016. | |
| Financial close with preferred consortium reached for King Campus new building and associated parking and site improvements achieved by September 2016. | |
| Ensure i3 core modules are optimized and integrated into college operations and processes. | i3 Student system enhanced to provide full mobile student experience. Initial roll-out scheduled for May 2016. |
| Existing Class Scheduling system upgraded, enterprise level scheduling capabilities implemented and real time integration with Student System established. | |
| New improved multi-channel campaign management functionality for CRM system implemented. | |
| i3 Student system stabilization and optimization completed. | |
| i3 Human Resources system redesigned for improved user experience. | |
| i3 Budget Tool and Budget Display systems redesigned for improved user experience. | |
| Faculty of Continuing Education and Training (FCET) website redesigned and enhanced. | |
| Enhance information technology infrastructure, including network equipment and operational systems. | Existing wireless network upgraded to further enhance the performance, capabilities and availability. |
| Telephone systems at Newmarket and Scarborough campuses upgraded to enhance integration with Seneca telephony solution and expanded ability to use Seneca five-digit extensions. | |
| Continue to build culture of philanthropy to support Seneca students. | At least $520,000 in renewable funds raised through annual fundraising appeals in support of Campaign for Students and United Way. |
| Central resource for tracking new funding opportunities across the institution developed by fall 2016. | |
| Expand Seneca’s brand awareness and profile to support key performance indicators. | First-choice applications increased including improved performance of recently launched programs. |
| Complete master brand positioning exercise to launch a new communications platform by fall 2016. | |
| Implement new Sexual Assault and Sexual Violence Policy and Protocols. | Review completed of current Seneca policies to ensure alignment with new protocols by December 2016. |
| Review institutional policies and procedures to ensure strategic risks are effectively managed. | Policy audit and development updates completed in preparation for submission to Ontario College Quality Assurance Service (OCQAS) by December 2016. |
| Audit and review of institutional policies and procedures completed by June 2016. Policy template developed and approved by March 2017. | |
| Improve internal processes, procedures and reporting tied to facilities management and capital planning. | RFPs issued to potential Vendors of Record (VORs) for the College’s usage of consultants, general contractors and tradespeople. |
| Standard Operating Procedures (SOPs) developed and implemented for each division across Seneca. | |
| Deliver enhanced and integrated resources and supports to Seneca staff and faculty. | Phase II rollout of New Human Resources Information System (HRIS) modules completed. |
| Review of HR processes completed. | |
| Workforce health and safety monitoring module launched. | |
| Enhance data-driven decision-making across the institution. | Integrated KPI data dashboard to support sustainable growth developed. |