This page features the 2019 – 2024 Strategic Plan and will be updated when the 2024 – 2027 Strategic Planning process is complete
This Plan represents the combined efforts of the students, staff, faculty and Board of Renison University College and proudly supports our Mission and Leadership Statement:
Mission
Renison fosters an inclusive community of learners empowered through excellence in teaching and scholarship, to contribute positively in a diverse and complex world.
Leadership Statement
Prioritizing the best interest of our students, we work to uphold and promote the educational mission and ideals for our College. As people leaders, we embrace our responsibilities with compassion, competence, diligence, and integrity, appreciating that everyone’s contribution to the larger whole is both valuable and valued. We believe that leadership encompasses institutional vision, fiscal responsibility, care for the human being, and commitment to the quality of learning that takes place in our name.
GOAL ONE: PROGRAMS
Renison will offer innovative degree and community programs, which engage the world in the social, political, linguistic, cultural and spiritual sectors.
| GOAL | STATUS |
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| 1.1 Explore and where possible develop new degree options and programs in targeted areas outside of the Equity funding model. Implementation Timeline: Exploration 2019-2021; action 2021-2024 Implementation Contact: VP Academic & Dean and DAC |
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1.2 Explore and where possible develop three new Master’s degrees in partnership with UWaterloo faculties, and evaluate the possibility of expanding the MSW internationally. |
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| 1.3 Integrate SI as an ongoing program within the Culture and Language Studies Department. Implementation Timeline: 2019-2020 Implementation Contact: Chair CLS and Interim Director of SI, with VP Academic & Dean |
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| 1.4 Enhance and support community-driven, experiential learning, including ARTS CO- OP and service learning. Implementation Timeline: 2019-2020- ongoing Implementation Contact: Chair SDS with VP Academic & Dean |
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| 1.5 Conduct focused curricular reviews in each program area, both degree and community education. Implementation Timeline: Exploration 2019-2024; scheduled and ongoing Implementation Contact: VP Academic & Dean and DAC |
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| 1.6 Develop entry level on-line courses and modules in support of the EFAS program. Implementation Timeline: 2019-2021 Implementation Contact: VP Student Affairs and CAPE |
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| 1.7 Explore and where possible develop new community education programs with defined foci through existing and emerging partnerships. Implementation Timeline: Exploration 2019-2020; action 2021-2022 Implementation Contact: VP Student Affairs and CAPE |
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GOAL TWO: FACULTY AND STAFF
Renison will recruit and retain top tier faculty and staff uniquely suited to offer and support adaptive education in a rapidly changing global context.
| GOAL | STATUS |
|---|---|
| 2.1 Clarify, and where needed, redefine workloads and compensation. Implementation Timeline: Exploration 2019-2020 Implementation Contact: Director, Human Resources and President |
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| 2.2 Conduct transparent and equitable hiring of more staff and faculty (with particular attention to diversity) in support of new and expanding programs as part of the annual budgeting cycle. Implementation Timeline: Ongoing Implementation Contact: President with both VPs |
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| 2.3 Nurture high functioning workforce, including expanded opportunities for professional development and recognition for all staff. Implementation Timeline: Plan development 2019-2020 with ongoing practice Implementation Contact: Director, Human Resources with President |
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| 2.4 Expand opportunities for support of faculty research and the communication of the research activities in our various constituencies. Implementation Timeline: Ongoing Implementation Contact: VP Academic & Dean with President |
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| 2.5 Complete MOA processes with RAAS and continue development of the staff caucus. Implementation Timeline: 2019-2020 Implementation Contact: President |
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GOAL THREE: STUDENTS
Renison will nurture dynamic, learner centred community committed to student success.
| GOAL | STATUS |
|---|---|
| 3.1 Expand intentional recruitment in a) Indigenous and other historically marginalized communities, b) local, and c) targeted international locations, in support of SDS, SSW and ELI programs, leveraging digital means and capacity. Implementation Timeline: 2019-2020 (ongoing) Implementation Contact: Manager of Marketing & Recruitment with VPs |
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| 3.2 Continue to develop student support systems which will nurture student success, health and well-being. Implementation Timeline: Ongoing Implementation Contact: VP Student Affairs with VP Academic & Dean |
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| 3.3 Develop greater opportunities for admission and access to our programs through a variety of means, including expanding college pathway programs. Implementation Timeline: 2019-2021 Implementation Contact: VP Academic & Dean with Registrar |
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| 3.4 Expand opportunities for peer leadership and student employment at the College. Implementation Timeline: 2019-2021 (ongoing) Implementation Contact: VP Student Affairs & CAPE Council |
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| 3.5 Continue to strengthen our work with international students in support of the University’s internationalization goals. Implementation Timeline: Ongoing Implementation Contact: VP Student Affairs & CAPE Council |
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GOAL FOUR: INFRASTRUCTURE
Renison will refine and support a responsive infrastructure appropriate to the fulfillment of its educational mission and the well-being of our communities.
| GOAL | STATUS |
|---|---|
| 4.1 Improve use of technology in support of programs, classroom learning, on-line learning, international partnerships and engagements, marketing and recruitment, and College administrative systems. Implementation Timeline: Exploration 2019-2021 ongoing Implementation Contact: President with VPs and Chief Financial Officer |
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| 4.2 Refine and continue development of equity processes and practices for a safe and healthy workplace, with particular attention to inclusion of Indigenous voices across the College. Implementation Timeline: 2019-2022 Implementation Contact: President with Executive Council |
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| 4.3 Complete policy development in all areas of the College, including improvement in communication of those policies with ease of access. Implementation Timeline: 2019-2021 Implementation Contact: President |
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| 4.4 Undertake the third floor build for the Academic centre to address urgent and immediate space needs. Begin a process of planning for a larger build - including the addition of new residence spaces - to ensure current and emerging program needs can be met and that Renison remains competitive in the residence options available on campus for UWaterloo students. Implementation Timeline: 2019-2020; 2019-2024 (Stage 2) Implementation Contact: President with Director, Facilities, & Chief Financial Officer |
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| 4.5 Continue refinement of financial systems and budget model in support of efficient, effective, and transparent processes ensuring compliance with government regulations and GAAP Principles. Implementation Timeline: Ongoing Implementation Contact: Chief Financial Officer |
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| 4.6 Continue refinement of operational systems in support of an efficient, effective, user-friendly and safe workplace. Implementation Timeline: Exploration 2019-ongoing Implementation Contact: Director of Human Resources with the President |
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GOAL FIVE: EXTERNAL
Renison will re-imagine and support existing and emerging partnerships toward enhancing its capacity to educate and serve.
| GOALS | STATUS |
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| 5.1 Intentionally develop relationships with Indigenous communities toward greater realization of TRC- articulated goals within our College. Implementation Timeline: Ongoing Implementation Contact: President with Executive Council and TRC Task Force |
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| 5.2 Reformulate communication and external relations strategy, including movement toward increased integration and consistency between donor reporting and financial systems. Implementation Timeline: Exploration 2019-2021 Implementation Contact: Director of ERC, Chief Financial Officer, with President |
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| 5.3 Develop donor base and new models for funds development. Implementation Timeline: Ongoing Implementation Contact: Director, ERC |
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| 5.4 Collaboratively clarify and prioritize partnerships and fund-raising initiatives, to be developed in support of agreed areas of work. Implementation Timeline: 2019-2021 Implementation Contact: Director, ERC with President and VPs |
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| 5.5 Move toward a capital campaign in support of pressing building needs. Implementation Timeline: Planning 2019-2020; action 2021-2022 Implementation Contact: Director, ERC with President |
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