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We will be focused on the needs of students and employers in the labour market
The job market is ever changing, and we want to be more responsive to the needs of both our graduates and employers - growing our enrolment and increasing our contribution to the economy. We will seek to provide the talent businesses are looking for, by providing top-quality programs that produce graduates who have the transferrable skills sought after by employers throughout their careers, and by responding to changes in the labour market in real-time. Students will benefit from an increase in hands-on skills training and experience, soft skills, as well as the knowledge and supports they need.
%
of students and recent grads in Canada said experiential learning led to an easier transition from school to a successful career in a 2016 Abacus Data report.
To achieve this commitment, by 2024 Fleming will:
◼︎ Create a dynamic new Jobs-First Five-Year Academic Plan with a laser-focus on quality programs, skills development and flexible delivery models to meet the needs of the current and future job market.
◼︎ Establish a Fleming Jobs Council including external program advisors who can share current job market trends, develop labour market data and provide a regular feedback loop between Fleming, employers and students to ensure graduates are sought after.
◼︎ Establish a new Student-Employers Partnerships Network to increase the hands-on experience so essential to ensuring graduates are job ready.
◼︎ Create an Advanced Skills Training Program that will see students divide their time between the classroom and apprenticeship-style training in the workplace to create a ready-made workforce.
◼︎ Develop a Student Success Strategy to increase retention, graduation rates and employment by working together to develop individual success plans to help people identify and meet goals at all stages of their life.
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We will be true partners in our communities
Fleming College will partner with our communities, the province and Canada to make a positive impact, and be dedicated economic and social development partners by advancing the future of our communities. Fleming will partner to help create a magnet effect for the region. We will do this by partnering on city building, leveraging our alumni networks and developing and attracting talent, industry, economic prosperity and social benefits that will establish the Greater Peterborough Area as a destination of choice.
Fleming’s total annual impact on the regional economy is $497.5M – about 6% of the gross regional product.
To achieve this commitment, by 2024 Fleming will
◼︎ Be the go-to institution for quality new and future-oriented education for our community, Ontario and beyond. We will seek out opportunities to partner with industry and governments at all levels.
◼︎ Diversify our streams of funding so that we will remain a sustainable public institution on which our students and communities rely.
◼︎ Create an Applied Research Development Strategy to expand research activities into all Fleming programs so that we are stretching and contributing to innovation in Canada.
◼︎ Enhance pathways for students between Fleming College and other post-secondary institutions so that students receive the customized education they need.
◼︎ Expand our partnerships to boost community innovation and leverage the many talents of alumni, to support small business and entrepreneurs.
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We will empower our staff
We will invest in our people so that they can provide the best possible experience and job training for students, while participating in a positive, equitable and supportive workplace culture where the ideas and talents of all who contribute to Fleming’s vision are respected and heard.
%
of executives and 88% of employees believe a distinct corporate culture is important to a business’s success - Forbes magazine 2018
To achieve this commitment, by 2024 Fleming will:
◼︎ Support an Employee-Management Engagement Strategy to work toward an energized workplace culture so that together we can provide the best education, leadership and research practices needed to fulfil our mission.
◼︎ Be recognized as one of Canada’s top employers because of our new focus on a shared culture of quality, respect, transparency, accountability, collaboration, accessibility and inclusion.
◼︎ Invest in our people by creating an Employee Success Strategy that will provide professional development opportunities and the equipment and technology needed to provide the best experience for students and staff.
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We will embrace technology and digital tools
In this time of unprecedented technological growth, fulfilling our mission for our organization, our employees, our students and the employers we serve will only be possible if we embrace innovation. Where possible, we will invest in the latest technology and digital tools so that everyone can benefit from the new opportunities that exist to prepare our students for the future workplace and operate our college efficiently.
%
of all Canadian jobs will be disrupted by automation in the next 10 years. – RBC’s 2018 Human’s Wanted report
To achieve this commitment, by 2024 Fleming will:
◼︎ Create a Tech Development Centre to conduct an inventory of the technology and digital tools that currently exist at Fleming and consult with industry to guide the expansion of technology for staff and students.
◼︎Use the latest data-driven technology to create a Job Market Analytics program to better understand the job market and outcomes for graduates to inform program development.
◼︎ Implement a Digital and Communications Transformation Strategy to improve business processes and engage with our audiences through effective communications and marketing.
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We will be a welcoming place for all
Fleming wants all staff and students to feel supported. We will ensure we are meeting the needs of diverse populations, and enriching our communities by listening and learning from each other’s perspectives. In this vein, we are committed to working with Indigenous communities to integrate Indigenous knowledge and experience into our curriculum.
An estimated 350,000 Indigenous youth turn 15 in 2016-26 – creating an unprecedented opportunity to fill crucial labour shortages in Canada – 2018 OECD report.
To achieve this commitment, by 2024 Fleming will:
◼︎ Establish a Student Experience Strategy to ensure an outstanding student experience and success for students upon graduation.
◼︎ Strengthen our relationship with Indigenous Peoples by helping to create opportunities in post-secondary education, and actively participating in the process of reconciliation.
◼︎ While growing our domestic enrolment, create an Internationalization Strategy that includes expanded spaces for international students, and creates study abroad opportunities.
◼︎ Ensure we are meeting the needs of diverse populations among our employees and students in culturally safe and inclusive ways, and providing an accessible campus.
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Our Vision
Creating prosperity and transforming communities through education and innovation.
Our Mission
To empower our students with the innovative education, research and real-world experiences they need to build better lives, better communities and a better world.
Our Values
◼︎ Responsiveness
◼︎ Innovation
◼︎ Collaboration
◼︎ Inclusiveness
◼︎ Accountability
Accountability in Action
Goals, as identified in Fleming College’s Strategic Plan 2019-2024, have been assigned to the President’s Senior Management Team. Each Senior Manager has been tasked with the implementation of specific goals as outlined in their respective mandate letter (listed below). In addition to their individual responsibilities, our Senior Managers will work in partnership across all portfolios to bring a variety of strengths and skills to achieve each goal and ultimately, realise the successful implementation of the Strategic Plan.
Revised mandate letters coming soon. Thank you for your patience. Inquiries can be directed to president@flemingcollege.ca
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In 2018-19, we made history by launching Fleming’s most extensive listening campaign. With a new President in place, Fleming launched two new, regular feedback channels: a listening tour by the President and a staff engagement survey, which generated a 70 per cent response rate in its inaugural edition. The listening activities that followed engaged close to 1, 500 people and gathered more than 325 stakeholder views. We took time to digest and distil that feedback, and then validated the plan with many of these same participants.
Town Hall Launch, in-person and livestreamed to all campuses, engaging students, staff, alumni, community leaders, and partners
17 facilitated feedback sessions with multiple stakeholder groups in Peterborough, Lindsay, Haliburton and Cobourg
Online survey
3 Thought Leaders Public Presentations and 4 Workshops
2 Board of Governors planning sessions
4 Strategic Planning Steering Committee meetings
Several roundtable review sessions with employers and alumni
We are launching forward into our sixth decade at a time when the economy is shifting quickly in part because of changing demographics and technological disruption, two factors which combined are fundamentally changing the labour market required to grow Ontario’s and Canada’s economy. As a result, Fleming College has a fresh, new opportunity to provide both the education students need to thrive in an uncertain future as well as the skilled, flexible and talented workforce needed to fuel the economy.
We acknowledge that we are providing this fundamental service to students, communities and the province on the traditional lands of the Anishinaabe and Mississauga peoples. Through this plan, we aim to strengthen relationships with Indigenous Peoples.
Our commitment to build on our relationships more broadly will also shape the experience we provide to students, the work environment available to staff, and our responsiveness to the needs of our communities and to the province.
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Fleming College President Maureen Adamson would like to thank and acknowledge the members of both the Strategic Planning Committee and the Strategic Planning Core Secretariat. Our future is in good hands because of their invaluable input.
Strategic Planning Committee:
Maureen Adamson President, Committee Chair
Jason Jackson Academic Chair, School of Trades and Technology, Committee Co-Chair
Rhonda Barnet President and COO, Steelworks Design Inc.
Rhonda Keenan President and CEO, Peterborough & the Kawarthas Economic Development
Laura Coles Support Staff, Office of Applied Research, Frost
Sandra Dupret Dean, Haliburton School of Art + Design and General Arts & Sciences
Greg Jefford Fleming Administrative Staff Association
Roni Srdic Registrar
Thomas Luloff Faculty Union, Frost
Wael Nawara Faculty, School of Business, Sutherland
Kejil Patel Frost Student
Heather Sago Faculty, School of Community Development and Justice, Sutherland
Shelley Schell Support Staff, Haliburton School of Art + Design
Emily Scott Sutherland Student
Elizabeth Stone Faculty, General Arts & Sciences and former Chair of the Indigenous Education Council
Lynda Staples Accessibility Facilitator
Marcia Steeves Support Staff Union, Sutherland
Resource for Strategic Planning Steering Committee:
Paula Walton Strategic Planning and Special Projects, Office of the President
Strategic Planning Core Secretariat:
Maureen Adamson President, Committee Chair
Jason Jackson Academic Chair, School of Trades and Technology, Committee Co-Chair
Sherry Gosselin Director, Project Management Office and Institutional Research Office
Linda Poirier Director, Strategic Planning and Program Development
Drew Van Parys Executive Director, Marketing and Recruitment
Molly Westland Director, Academic Quality, Planning & Operations
We couldn’t have done this without you. Now let’s make it happen, together.