GOAL

Our first goal links directly to our mission: to benefit the Ontario and society as a whole. The following objectives address the needs of the 21st century work force. First, the greatest job growth is in areas that demand a solid grounding in mathematics, science, and technology. Second, many of the new industries are related to emerging areas of science and technology that are interdisciplinary. Finally, even in the midst of such changes, every student at Canadian College of Business, Science & Technology will gain the enriching and broadening academic and co-curricular experiences that have been the hallmark of the college education.

Objectives:
1.1 Provide an excellent foundation in the fundamental principles and areas of creativity and enrichment that are at the core of learning.

Strategies: Continuously assess and improve the general education program; assess curricular outcomes and revise accordingly; assess the first-year experience and revise accordingly; increase the use of instructional technology; particularly on-line instruction for remedial courses.

1.2 Provide active, discovery-based learning experiences

Strategies: increase participation in the enterprise programs including disciplines and corporate sponsors; develop fast-track (honors) program so undergraduates can get ready for a professional masters degree; provide every interested student with an opportunity to work with faculty to develop new programs; reward and recognize individuals who successfully generate monies in support of these activities.

1.3 Offer programs in new and emerging areas.

Strategies: network with all of our stakeholders, e.g., advisory boards, alumni, industry, to identify emerging areas; seek support for emerging areas and pursue all existing state funding opportunities; create interdisciplinary teams in both undergraduate education and research; offer flexible undergraduate degree programs and fast-track professional masters degrees; structure a system in which cooperation between units is rewarded.

1.4 Repackage programs to keep current with the trends in science and technologies;

Strategies: look at base line statistics to identify programs and establish criteria for rightsizing; benchmark with external competitors; look at overall quality, visibility, critical need and future demand.

1.5 Strengthen our international programs;

Strategies: integrate the international experience in all educational programs; strengthen the modern language instructional facility; ensure a strong international cultural enrichment program; establish meaningful partnerships with universities and companies abroad with both virtual and real exchanges; enhance the English as a Foreign Language and culture awareness programs.

1.6 Develop unparalleled classrooms, learning laboratories, and centers that make the best use of information technology, with anywhere, anytime computing and communication.

Strategies: optimize mix of centralized and decentralized computing infrastructure; make high-tech instructional technologies available in all classrooms and laboratories and provide instructional support for its implementation; implement wireless network connectivity in college commons areas such as the Library and lecture halls; explore comprehensive laptop environment.

Expand our scholarship activities, sustaining successful existing programs while pursuing new endeavors in carefully targeted areas.

Our national recognition and reputation must be based on scholarship and research. The goal of reaching national prominence can best be achieved by selecting and promoting a few strategic platforms that can be supported nation-wide. Platforms will provide a network structure that links faculty, staff, departments, educational programs, and strong disciplinary cores, which fuel the development of new interdisciplinary science and technologies. The platforms focus the needs of the 21st century workforce. We have to consider these and other national priorities in further narrowing our focus.

Objectives:

2.1 Increase the number of interdisciplinary efforts in a few, well-focused platforms that will lead to world-class recognition;

Strategies: from cross-departmental, faculty teams in our areas of focus; obtain endowed chairs in key areas; ensure that interdisciplinary work is properly recognized and rewarded

2.2 Increase the percentage and number of graduate students who are supported externally;

Strategies: reward faculty who support graduate students; give the recruitment of graduate students highest priority; provide competitive compensation and benefit packages to attract and retain quality graduate students.

achieve the best size and blend for our educational programs, which includes a diverse student body, faculty, and staff. Graduate students need to grow of the total student population, including a growth in the number of Post Graduate programs. Industry and businesses of Ontario need, and will continue to need, more engineers than are being graduated from Ontario schools. We needs to invest in increased capacity at Canadian College of Business, Science & Technology to educate engineers and graduates in areas of high demand. Funding permits, Canadian College of Business, Science & Technology will market and grow programs targeted to industry needs. In addition, we must take every step to encourage that Canadian College of Business, Science & Technology will be a diverse campus.

Objectives:

3.1 Determine the right mix of graduate/undergraduate students for the benefit of all of our stakeholders.

Strategies: Develop a resource model that can explore the financial consequences of curriculum, staffing, workload, average class size, scholarship, research, and both undergraduate and graduate enrollment decisions in terms of their short- and long-term impact.

3.2 Aggressively support and implement strategies to increase the diversity of our student body.

Strategies: Coordinate all efforts to recruit under-represented students, with a target of increasing the number of women students to those of our benchmarks; and, similarly, increase the number of minority students to those of our benchmarks.

3.3 Manage and optimize enrollments within disciplines, for the benefit of all of our stakeholders.

Strategies:

• coordinate and align academic and enrollment management efforts;
• align financial aid with enrollment policy;
• increase the effectiveness of financial aid by developing new programs, such as targeting national merit scholars;

• have industry and business leaders be advocates for increased State appropriations for programs relevant to the economic vitality of Ontario
• convince State government leaders to provide significant increases in general fund appropriations to increase Ontario capacity to educate graduates.

Be the residential campus that provides the sense of diverse community and student experiences that strive to develop the whole person.

Canadian College of Business, Science & Technology needs to identify its competitive niche in an environment where the e-commerce markets try to segregate ´knowledge delivery, ´knowledge creation, and the ´social aspects of a traditional college education. Fewer institutions will offer robust residential programs devoted to the student-centered development of educated citizens and leaders. Canadian College of Business, Science & Technology must relocate to a location where undergraduate and graduate students have the developmental experience of living and studying in a small, residential setting among a true community of scholars.

Objectives:

4.1 Become recognized for high quality student life activities

Strategies: initiate and fund student centered outdoor activities such as an ´Outside Club focused on outdoor recreation and relocate to a better location, particularly the waterfront and cross-country ski trails; create an integrated center for student life programs that includes advising; integrate the administration of student life programs including academic, residential, co-curricular, counseling, and career center activities; develop proactive programs to foster student success; reinforce the traditions of the past and begin new traditions that will instill a sense of community and pride; foster student leadership and self-managed teams in co-curricular and classroom activities; offer exciting intramural and varsity athletics programs.

4.2 Provide and promote cultural and artistic experiences.

Strategies: coordinate cultural and artistic activities to maximize their impact on students; increase the support of cultural and artistic experiences through outside funding sources.

4.3 Provide an attractive campus environment.

Strategies: promote campus beautification efforts; establish an inviting campus entrance;

4.4 Provide outstanding residence hall options such as suites, etc.

Provide an optimized administrative framework, with sound physical, technological, and financial bases, consistent with an international institution of choice.

One of the greatest assets at Canadian College of Business, Science & Technology is our people. We would do them, and the institution as a whole, a disservice if we did not maximize their potential and provide a sound framework in which to work. If we are to become an international university of choice, it will be because our people will make it happen. Appropriate compensation, possibilities for professional advancement, and professional respect are all necessary ingredients for a quality workplace.

Too often the administrative framework of an institution remains stagnant. As the world around us changes, so must we. We need to continue to pursue innovative processes that will enable the University of tomorrow to move forward into the 21st century. Canadian College of Business, Science & Technology must promote an outlook that encourages organizational agility and flexibility. We especially want to ensure that we implement practices that benefit Canadian College of Business, Science & Technology community and to tear down the barriers, which prevent us from working as a team.

Objectives:

5.1 Continue to improve operational methods, simplify processes, remove bureaucratic barriers and empower our people.

Strategies: set up a problem-solving team who will make a self-improvement do-list for administration and continuously work across units to make procedural improvements; evaluate and redesign systems to be more efficient and customer-service oriented, both for internal and external customers; encourage cross-training to ensure the coverage of critical services; recognize and reward the support of and the participation in faculty and staff development activities; implement processes to optimize communication between students, faculty, staff, and administration.

5.2 Optimize the financial structure to provide for adequate checks and balances, and most, importantly, to best support the education and development of students.

Strategies: implement efficient, cost-saving practices; develop an university resource model that can explore the financial consequences of curriculum, staffing, workload, average class size, scholarship, research, and both undergraduate and graduate enrollment decisions in terms of their short- and long-term impact; develop a budget model that combines positive feedback, internal quantitative productivity measures, quality measures, and benchmarking, in order to allocate resources based on unit contributions to the strategic plan.

5.3 Increase the financial resource base.

Strategies: Increase student enrollment in short term Improve relations with industries captions to increase funding increase number of endowed chairs; increase the extramural funding for education and research.

5.4 Provide well-maintained physical facilities with up-to-date technological features.

Strategies: evaluate and redesign physical facilities to be more efficient, technologically up-to-date, and customer-oriented; improve the space allocation process for more effective utilization; implement the ever-present sharing of resources, laboratories, and equipment.

5.5 Provide an outstanding work environment and support opportunities for all members of the Canadian College of Business, Science & Technology community.

Strategies: provide competitive compensation and family-friendly benefit packages to attract and retain quality faculty, staff, and students; insure the availability of resources to retain the best faculty and staff without penalizing others; provide day-care opportunities on campus; expand professional development of faculty and staff to ensure they have the necessary tools to carry out their mission effectively; actively recruit diverse faculty and staff.

Support economic development, public sector outreach, and distance education appropriate for a technological institution.

6.1. Develop distance learning programs that contributes to the financial well being of our institution, especially by partnering with industry and state agencies.

Strategies:

• look at distance education and residential markets under separate administrative structures;
• explore satellite campus.

Build our reputation beyond the borders of Ontario and American Continent such that Canadian College of Business, Science & Technology becomes an International university of choice.

7.1 Develop a pervasive marketing plan that emphasizes quality.

7.2 Develop a compelling statement to other institutions that emphasizes a high quality environment of learning and scholarship.

7.3 Pursue aggressive targeted marketing for programs with potential and need.

Strategies: develop a marketing plan that is in line with the strategic plan; Increase the visibility and enhance the image of quality and selectivity (hard to get into but once in, the quality of our programs, faculty and staff will ensure your success) develop first-class web presence; form a marketing advisory board.