Strategic Plan
Vancouver Community College
Planning for the Future: An overview

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Vancou�er
Commun,ty ­
College

Our opportunity for renewal is now. We must embrace new initiatives, boost development and awareness
and move ahead with organizational change.

Five Strategic Goals for Five Critical Years:
□

Balance and revitalize VCC's education portfolio

□ Provide focused high-quality education and services
□ Maintain financial viability
□ Build alliances in key sectors
□ Increase visibility in the communities we serve

A New Vision of Vancouver Community College

We will develop focused Schools for learners to access a continuum of high-quality learning
opportunities, from entry-level to diplomas and/or degrees through to ongoing life-long professional
development.

Our Schools and Centres:
□

School of Health Sciences

□

School of Hospitality & Business

□

School of Arts, Sciences & Language Studies

□

School of Music

□

School of Instructor Education

□

Centre for Transportation Trades

□

Centre for Professional & Continuing Studies

For each of these Schools and Centres we will:
-Position it as an integral part of the training and education system in British Columbia; establish a
physical presence to support an expanded number and breadth of programs.

VANCOUVER­
COMMUNITYW

COLLEGE

VANCOUVER COMMUNITY COLLEGE
3 YEAR STRATEGIC PLAN - Presented to the
College Board December 5, 2002

Goa/, 1:Balance and revitalize VCC's education portfolio
Objective
Balance and revitalize College
programs, based on long-term
strategic directions

Activities
Develop a dynamic and future-focused educational plan that reflects VCC's
strategic direction
Implement educational plan to re-profile and reallocate, to reflect both strategic
positioning and fiscal viability

Sponsor
VP Education
VP Access&
Education Services

Create an on-going process to review VCC's educational plan for relevance,
financial viability, student focus, and other appropriate fit

Support innovation

Develop increased opportunities
for students

Review and refocus educational plan on an annual basis
Establish an Innovation Fund

VPs and CFO

Develop a best practices/pilot model approach to new initiatives to balance
investment and risk
Revitalize existing programming and develop new programming

Deans

Eliminate transfer barriers and increase student mobility by
increasing collaboration between departments and Schools to coordinate
curriculum, entry requirements, outcomes, and standards
Review effectiveness of placement/assessment to ensure student success and
appropriate fit
Develop new course schedules and structures to meet student demand - more
flexible timing of offerings; more focused, shorter, options for students

Deans, Registrar
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