STUDENTS' ASSOCIATION

5 YEAR STRATEGIC PLAN

5 YEAR STRATEGIC PLAN

In 2014-15 the Students’ Association Board completed a new Strategic Plan (2015-2020).  Taking input from students and the board there was a committee to gather, organize and write the strategic plan.  The Strat Plan helps set goals for the executives and board, focuses the energies of the staff and ultimately helps point and guide us into the future. 
 
The Strat Plan is broken down into 5 years with different focuses and objectives for each year; YEAR 1 (2015-16) COMMUNICATION, YEAR 2 (2016-17) SERVICES & SPACES, YEAR 3 (2017-18) PHILANTHROPY, YEAR 4 (2018-19) ADVOCACY, and YEAR 5 (2019-20) STAFF.  The plan is reviewed and updated or modified as we move through the years.
YEAR 2 / 2016/17 - Current Year
Communication Services and Spaces  Philanthropy Advocacy Staff
Increase communication
with college – SAME, sitting
on committees.
Improve SA spaces, office, making them more inviting.

Develop/write plan for philanthropy.

Government relations training at home.

Mock lobby/board
meeting event.

Hold events to increase
awareness of advocacy –
minimum one this year.
Student space in STTC. Review funding;
endowment/scholarships.

Write a policy based on student needs.

Health, dental and mental health support.

Survey students to determine awareness of
advocacy – minimum 1
survey before the event,
and 1 survey after event.
More quiet study space at NDC/EDC where students can also eat food. Engage external partnerships.

Research provincial advocacy.

Part time students on health and dental plan.

Using communications tools
found effective in year 1 to
communicate with students.
Continue working with the college to provide proactive mental health service, and other joint ventures. Review federal advocacy.

More mental health events to reduce stigma all year long – minimum one event each term.

Review SA services to ensure
meeting current and future
student needs.
Recearch municipal advocacy.
Review staff and exec positions ensure meeting current and future student needs.
YEAR 1 / 2015/16
Communication Services and Spaces  Philanthropy Advocacy Staff
Increase Awareness in the studentbody of existing scholarships survey at the beginning of the year and the end of the year. Improve SA spaces, office, making them more inviting.

Research endowment for student scholarships.

Do a review of CASA’s membership status.

Events coordinator to manage all volunteers to promote surveys and events.

Organize a scholarship workshop at beginning of year. Student space in STTC.

Government Relations training at home

Increased online presence.

Survey to see what type of scholarships students need. Look to find more quiet study space at NDC/EDC where students can also eat food.

Find, research, and write a topic for lobbying based on survey results – finding correlations within survey results

Lockers Lounge upgrade complete.

Use the Projector and other media to announce survey results. Start working with the college to provide proactive mental health service, and other joint ventures.

More mental health events to reduce stigma all year long – minimum one event each term.

Doing lots of surveys – 3 minimum about scholarships, minimum 6 surveys in total throughout year.
Communication to [potential] students using outside media.
YEAR 3 / 2017/18
Communication Services and Spaces  Philanthropy Advocacy Staff

Evaluate effectiveness of communications tools currently used.

Celebrate SA spaces, office, making them more inviting

Implement philanthropy plan to create a student endowment – fundraise
$250,000.

Advocacy committee to present their written policies at AGM

Increase mental health events to reduce stigma all year long – minimum 1 ongoing event, and 3 standalone events this year.

Using communications tools found effective in year 1 to communicate with students.

Celebrate spaces; student space in STTC, study spaces.

Use an external consulting firm to help create/implement plan.

 

Help achieve endowment goals.

Evaluate staff and exec positions ensure meeting current and future student needs.

Use endowment to hire students.

Review gaps in staff positions that will affect budget.

Evaluate college partnerships; mental health service, other joint ventures.

Use endowment to support athletics at the SA.

Review staff salary gaps.

Celebrate and review utilization of study spaces at NDC/EDC where students congregate.

Generate scholarships from student endowment increasing to new programs –all full-time programs, create framework for awarding scholarships.
YEAR 4 / 2018/19
Communication Services and Spaces  Philanthropy Advocacy Staff

Evaluate effectiveness of communications tools currently used.

Finish philanthropy goal before December 31, 2018 – $250,000.

Starting January 1 2019 communicate successfulness of philanthropy to external partners.

After January 1 2019 host an advocacy awareness event.

Using communications tools found effective in year 1 to communicate with students.

Implement philanthropy plan to create a sustainable student endowment

Meet with local MP’s, MLA’s and city counselors to address student concerns – at least 6 meetings all year with MP’s, MLA’s and/or counselors.

Increase mental health events to reduce stigma all year long – 1 ongoing event per term and 1 standalone event per term.

Review scholarships from student endowment increasing to new programs –all full-time programs, create framework for awarding scholarships

Participate in a national CASA campaign.

Government relations involvement.

 

YEAR 5 / 2019/20
Communication Services and Spaces  Philanthropy Advocacy Staff

Survey students to see how well we have been doing so far – minimum 6 surveys

  • Survey students to see what should be in the new strategic plan
  • Evaluate effectiveness of current communications tools being used

Review Philanthropy achievements and goals to gauge effectiveness

Review our advocacy plans and achievements to gauge effectiveness.

Increase mental health events to reduce stigma all year long. 1 ongoing event per term and 1 standalone event per term this year.

Create a new strategic plan.

Review staff positions ensuring no gaps.

Have a strategic plan committee transition binder, so the incoming people creating the strategic plan have knowledge of the previous process.

Review bylaws.