strategic plan 2011-2015 - centennial college · strategic plan 2011-2015 navigating through a...

The Future of Learning

centennialcollege.ca/empsi

Strategic Plan 2011-2015

Navigating Through a Changing World!

School of Community and Health Studies

3 EMPSI Strategic Plan 2011-15

CONTENT

Executive Summary .............................................................. 4

Background ........................................................................... 5

Mission and Vision Statement ............................................. 6

Core Values ........................................................................... 6

Goal1 .................................................................................. 8-9

Goal 2 ............................................................................. 10-11

Goal 3 ............................................................................. 12-13

Goal 4 ............................................................................. 14-15


4centennialcollege.ca/empsi EMPSI Strategic Plan 2011-15

As the world becomes smaller, our role in it – and the role of our students – must become larger. To this end we will strive to become an internationally recognized leader in education….1

On October 20, 2010, Centennial College, School of Community and Health Studies (SCHS) hosted its first Emergency Management and Public Safety Institute (EMPSI) strategic planning session involving leaders and experts working in the fields of emergency management and public safety.

The insights and information shared during the facilitated morning session were collected and served to inform the 2011- 2015 SCHS Emergency Management and Public Safety Strategic Plan. As the implementation process rolls out, the information will guide and shape our steps, offering new ideas and approaches to higher education in the field of emergency management, public health and safety.

The facilitated discussion allowed us to identify the following goals:

• Build a sustainable, multi-sectoral network for the institute;

• Build innovative, integrated and educational training programs linked to employers’ needs and those of the community;

• Establish a comprehensive strategy for the standardization of core competencies, knowledge and best practices;

• Build research and innovation capacity in the area of emergency management, public health and safety.

We will use our collective strength and efforts ultimately toward building more resilience. It is our hope that we can achieve this objective collectively through our strategic alliances and partnerships as we continue to strengthen the Institute.

Threats and risks to Canadians are becoming increasingly complex and can escalate quickly in scope and severity, resulting in the need for organizations in all sectors and communities to be prepared to address these threats, and to provide more vigilant safety and security measures against external and internal risks.

These new and emerging needs have heightened the recognition of and demand for professionals with academic credentials. EMPSI will be at the leading-edge of new flexible educational programs and initiatives to prepare leaders for success having gained a high level of knowledge, skills and practice ready to meet diverse challenges in our complex environment faced by growing threats. The Institute is committed to education, through the development of many programs and pathways that includes:

• Degree

• Certificates

• Professional Development

• Applied Research

The EMPSI Strategic Plan 2011-15 provides a framework that further defines our long-term commitment. The plan will be updated annually, and will be reviewed with the EMPSI Steering Committee to ensure continuous alignment with our mission, vision and values.

eXecuTiVe suMMarY

1Our Book of Commitments, June 2009, Centennial College

5 EMPSI Strategic Plan 2011-15 centennialcollege.ca/empsi

On September 13, 2010, Centennial College hosted its first Meet-and-Greet Breakfast. This event provided an opportunity for all to offer their feedback on the development of EMPSI and to express interest in becoming a member of the Steering Committee.

The development of the Institute is congruent with and supportive of Centennial College’s vision, “Transforming Lives and Communities through Learning.” 2 Centennial College has an exceptional portfolio of exemplars specific to applied research activities that pertain specifically to emergency, disaster management and public safety. In addition, we provide interprofessional stimulating learning opportunities for our students in many programs through our large-scale disaster simulations and unique e-learning opportunities.

We are recognized as leaders for innovation with a commitment to quality assurance and maintaining the relevancy of our programs. Centennial College is increasing its capacity for applied research in the areas of healthcare, educational technology, emergency management, public health and safety.

To ensure that the Institute’s mandate is pertinent and responsive to our communities’ needs in addressing the many facets of emergency management, public health and safety, we require the leadership and guidance of professionals and experts from a diverse range of disciplines and sectors that have the knowledge and experience to play an integral role in the development and advancement of our Institute.

Centennial College’s 2010-11 Business Plan highlights initiatives focusing on learning and engagement, including the establishment of the Institute, as well as emergency planning exercises for the College.

The Institute brings together an integrated network of community stakeholders. We will work collectively and collaboratively to determine the needs of the community and advance the fields of emergency management, public health and safety leadership knowledge and skills.

BacKground

2Centennial College Business Plan 2010 – 2011


Providing leading edge integrated educational curriculum to prepare future leaders in community and organizational resilience.

M s oi is n

c Vo er a L u se

Caring• Engagement• Opportunities

• Success

Capacity Enhancement• Innovation and Technology• Infrastructure• Research Initiatives• Scholarship

Capability• Knowledge Building• Strategic Partnerships• Collaboration• Recognition and Influence

Commitment• Leadership• Preparedness• Resilience• Sustainability

V oi is n

Inspiring leadership through strategic integrated networks of learning.


In 2007, Centennial College started to review its existing strategic plan and conducted an environmental scan to build a base for a new Strategic Plan. The results were presented to the College Executive Team and the entire college community. Based on the feedback ‘The Book of Commitments” was created. Nine commitments were identified3

As a key part of the planning exercise, throughout the process, we have strived to be consistent with and supportive of the Centennial College’s Strategic Plan, “The Book of Commitments”(First Edition – June 2009”) ensuring documented alignment linked to EMPSI’s vision, goals and multi-years objectives as followed:

our coMMiTMenTs

commitment #1: in creating good global citizens, be recognized as just that

We will strive to become recognized as an ‘Inclusive Global Institute in the Emergency Management and Public safety Field.

commitment #2: prepare people for the new world that awaits

We will be at the forefront of applied education, academic and career success

commitment #3: Be a community leader, build sustainability and growth

We will play an integral, active role, building sustainability and growth.

commitment #4: Help students grow into leaders

Leaders are not born they are created by the right environment, we will through innovative learning, professional development and corporate training give our students confidence and abilities to lead others.

commitment #5: Forge many roads to success

There is no single path to success. We recognize this. We will continue to find new routes, students pathways, students’ success and flexible programming.

commitment #6: stand behind our promise to student

We will invest in learning excellence by providing students opportunities to continually hone their craft through scholarly pursuit, standing for commitment to students, school, industry and the community.

commitment #7: Be one of canada’s best employers

We will be an environment that challenges employees to be their best and to make a difference. We will be an inclusive, engaging work environment built on valuing diversity and respect for all people.

commitment #8: Build the bottom line

To become better and offer more to our students, we must grow. We will continue to find ways to grow, be sustainable and to be accountable for resources and use them appropriately.

commitment #9: Tell a great story

We have a wonderful story to tell. We need to be sure it is told in compelling way and so we will tell our story in a way that makes the community, the nation and the world sit up and take notice.

3 The Book of Commitments (First Edition – June 2009 and as set out in the Centennial College’s Business Plan)


our goaLs

Build a Sustainable Multi-Sectoral Network Institute

The Institute will bring together experts and stakeholders representing all sectors who will form an integrated network of collaborators. It will be driven by the adaptive changing needs of the community both locally and globally; fostering leadership, building internal and external capacity in emergency management, public health and safety and enhancing organizational and community resilience. Sustainability will take into consideration leading-edge human, financial, time and technical resources.

Strategic alignment

• Be a community leader

• Build the bottom line

• Be recognized for creating good global citizens

• Tell a great story

Main multi-year objectives

• Align and secure the resources

• Build and enhance an integrated network of partnerships

• Acquire recognition from stakeholders

• Establish a comprehensive communication program


initiatives Measures of success

•Build capacity, capabilities, utilizing business and operating principles

•Develop an action plan

•Build sustainable management principles and operations

•Capitalize on internal and external level of commitment and partnerships from municipality / organizations / industry and government to provide sustainable support

•Establish formal relationships with private, public and NFP sectors for commitments received both in kind and financial

•Participate and contribute with industry regulators to enhance current standards such as DRI Canada, best practices. CSA Z1600 or BSI 25999

•Lead and coordinate a comprehensive strategic integrated approach to emergency management and business continuity planning (BCP) both internally and externally

•Integrate risk and performance management to ensure constructive and effective continuous development process

•Promote academic excellence through the establishment of effective collaborative partnerships and alliances

•Increase alliance, commitment and support

•Provide programs with flexible models of delivery to meet partners and key stakeholders needs

•Increase access to graduate credentials and degrees through joint and articulated programming

•Offer post-graduate, undergraduate degree and professional/training development

•Increase and provide pathways and bridging


our goaLs

Build innovative integrated multidisciplinary educational and training programs linked to employers’ and community needs

We will provide leading edge curriculum through multiple / flexible pathways and formats developed for the needs of industry and community. The Institute is committed to maintain and extend its leadership through education, applied research and the development of best practices in emergency management, public health and safety.

Strategic Alignment


• Help students grow into leaders

• Be one of Canada’s best recognized Emergency Management and Public Safety Institute

• Prepare people for the new world that awaits (applied education, academic and career success)

• Forge many roads to success (student pathways, student success, flexible programming)

• Stand behind our promise to students (quality of student academic experience)

• Build the bottom line (balance budget, strategic enrolment an growth)

Main Multi-Year Objectives

• Foster engagement of leaders and experts building collaborative multidisciplinary partnerships and networks

• Build partnerships within and external to Centennial for program and project development and research opportunities

• Develop and deliver academic programs utilizing creative, flexible and multiple pathways and formats

• Integrate interdisciplinary and ‘all-hazards’ approaches to theoretical and practical elements of courses that adapt to environmental and global changes

• Establish a leadership position both within and external to Centennial College with a focus on innovation, research and interprofessional learning and practices



•Strength commitment of stakeholders that elicits their input on the significance, function and mutual benefits of the program

•Identify opportunities for input that capitalize on capabilities and strength of strategic partners in the development of innovative multi-disciplinary educational, professional development and training programs

•Evidence of support and level of engagement of private and public sectors etc.

•Develop, implement and evaluate comprehensive quality assurance processes to ensure academic andservice excellence

•Key Performance Indicators, retention and graduation data

•Effectiveness of action plans from annual and comprehensive reviews

•Accreditation status

•Create the infrastructure to support development of professional development and training

•Develop a process or tool for the identification of professional development and training programs based on community, employers and organization needs; marketing and recruitment strategy

•List of resources to support the infrastructure (human, financial etc)

•Develop relevant, innovative, and flexible programming in response to community, organizations and employers’ need aligned with trends, issues and changes within the field of emergency management, public health and safety

•Complete a needs analysis (environmental scan)

•Conduct literature review to determine trends, issues and changes within the field

•Incorporate international and national legislation, standards and regulations into curriculum

•Expand e-learning and hybrid models to meet stakeholders needs


our goaLs

Establish a comprehensive strategy for the standardization of core competencies, knowledge and best practices

We will take a leadership role in the development of a collaborative process that will result in a set of standardized core competencies identifying knowledge, skills and attitudes required for professionals in the field of emergency management. These core competencies will be used as the foundation in the development of curricula, in the evaluation of performance and recruitment within the workforce

Strategic Alignment

• Be a recognized leader (in education and practice)

• Stand behind our promise to students

• Prepare people for the new world that awaits


• Develop new core competencies for emergency management

• Integrate core competencies into curriculum and evaluations for student practice



•Elaborate and participate in a collaborative process for the development of new core competencies, establishment of criteria and systematic tools

•Complete literature review, data collection and analyses

•Develop tools and methods to identify and measure core competencies

•Engage with multi-disciplinary partners, stakeholders and community in order to ensure broad endorsement

•Participation of multi-disciplinary partners in the establishment of a process, (example: IDEAS projects)

•Engage collaborative multi-disciplinary partners in the expert review of the competencies that will lead to consistent and wide utilization and eventual standardization

•Provide opportunities and mechanisms for partner and community feedback regarding the core competencies

•Foster quality education, training and professional development programs linking individual and professional competencies solidify with evidence-based practices

•Provide educational opportunities to stakeholders and community partners to increase the knowledge and application of core competencies into practice.

•Knowledge sharing on the newly endorsed core competencies for emergency management

•Publish results of literature review

•Apply for external funding sources

•Participation in research projects


our goaLs

Build Research and Innovation Capacity in the area of Emergency Management, Public Health and Safety

We are taking a leadership position in research and innovation in the field of emergency management and public safety. We will collaborate with the Applied Research and Innovation Centre (ARIC), other Schools and with community and industry partners to contribute to the advancement of knowledge bringing evidence to practice involving students, practitioners, researchers and decision makers.

Strategic Alignment

• We will embrace global citizenship, social justice and equity


• Help students grow into leaders

• Stand behind our promise to students


• Conduct industry and community relevant applied research and innovation that supports educational and professional learning, and regional and national social and economic innovation

• Conduct educational research focused on curriculum development, and the creation, dissemination and transfer of knowledge within and across sectors

• Develop strategic partnerships nationally and internationally with other institutions

• Develop performance measures to enhance initiative and capacity

• Expand research that will validate best practices adapted to emerging trends

• Publish and disseminate findings in a variety of media, to a variety of audiences



•Collaborate with ARIC, community and industry partners to strategically seek out research opportunities that build on and expand current strengths and develop an emerging agenda for research and innovation

•Engage in research initiatives with partners

•Develop a repository of strategic alliances with local, provincial, national and international institutions

•Utilize research processes and build capacity with a goal of academic excellence and professional development through peer-reviewed publications, presentations and other forms of scholarly work

•Evidence of increasing research capacity and evidence of scholarly activities (poster and oral presentations)

•Participate in research funded projects through internal and external mechanisms

•Engagement of students as research assistants to enhance their research and develop leadership competencies

•Develop new knowledge in selected areas of research and innovation that is currently underdeveloped; conduct research and advocacy from a broad multi-disciplinary perspective on various themes and topics

•Develop and disseminate knowledge in the field of emergency management, public health and safety

•Advance evidence-based practice (incorporate into curriculum)

•Demonstrate scholarship in the field of Emergency Management, public health and safety

•Respond to ARIC fellowship applications and external grants

•Participate in external funding (i.e. CIIF, NSERC, Fed Dev etc. funding in innovative technologies) development opportunities

•Obtain internal and external research funding

•Evidence of student research leadership opportunities

•Increase opportunities for faculty researchers

•Disseminate and transfer knowledge to stakeholders through research findings and public education and through a wide variety of media, conferences, seminars, lectures and published material

•Generate reports and project evaluation findings

•Publish material

•Develop mechanisms for knowledge transfer (i.e. educational workshops, programs, etc)


Faced with interrelated challenges growing into threats on a global scale, the Institute will adapt and evolve by:

• Navigating through change and uncertainty by enhancing, sharing our understanding of resilience, vulnerability, innovation and sustainability.

• Preparing and inspiring future leaders that can adapt, thrive and prosper in a complex changing environment.

• Engaging students through practical experiences that build self-reliance, knowledge and ability, prepare them to manage and respond to scalable emergency/ crisis, and build their capacity to deal with change.

12/11



The Future of Learning

MOR

Morningside caMpus755 Morningside Ave., Toronto, Ontario, Canada (at the corner of Ellesmere Rd. and Morningside Ave., just 1 km south of Hwy. 401 at the Morningside exit).

contact us

By phone: 416-289-5000, ext. 8373 | Fax 416-289-5169 E-mail: [email protected] Web: centennialcollege.ca/empsi

Mailing address

Emergency Management & Public Safety Institute (EMPSI) Centennial College P.O. Box 631, Station A, Toronto, Ontario, Canada M1K 5E9

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