2020 – 2023 STRATEGIC PLAN

Red River College Students’ Association Strategic Plan

In 2020-21 the Students’ Association Board completed our 2020-2023 Strategic Plan. Taking input from student leaders, students and the board, there was a committee to gather, organize and write the strategic plan. The Strat Plan helps set goals and make decisions for the executives and board. It also focuses the energies of the staff and volunteers who help steer, implement, and guide us into the future.

The Strat Plan encompasses five core pillar objectives, which, in a combined way, helps focus and create tangible goals with metrics to move the RRCSA toward achieving its mission and vision. Keeping the pillars as our guide, the annual association goals and plans are reviewed, updated or modified as we move through the years.

Five organizational pillars identified within our strategic plan are:

Engagement
Advocacy
Governance
Diversity
Reconciliation

The Students’ Association Board approved the 2020-2023 Strategic Plan on September 30, 2020.

Since 1963, when the first Students’ Association was formed at Red River College Polytechnic, students at this institution have been organizing to make student life better.

On June 10, 1974, the SA was incorporated by an act of the Manitoba Legislature, making it an independent legal and business entity. With approximately 22,000 students annually, the Red River College Students’ Association (RRCSA) administers numerous programs and services for its members, including extended health and dental plan coverage, a discounted Universal Bus Pass (RRC U-Pass) program, various resource centers, grade and disciplinary appeal assistance, a food bank, scholarships and administration of campus clubs. The RRCSA also operates several businesses, including The Cave, The Ox, The Mercantile, and STTC coffee shop.

In 2020-21 the Students’ Association Board completed a new Strategic Plan (2020-2023). 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 three years with five different focuses and objectives, which, in a combined way, puts tangible goals and metrics in place for how RRCSA will move toward achieving its mission and vision. The plan is reviewed and updated or modified as we move through the years.
Five organizational pillars that were identified during the 2019 strategic plan review process are: Engagement Advocacy Governance Diversity Reconciliation

The SA exists for its members, so if you have any concerns, problems or suggestions, please visit our Notre Dame Campus office at CM-20 or call us at 204-632-2375 or The Roblin Centre (Exchange District Campus) office – P-110 or call us at 204-949-8475.

The RRCSA shall create, support and build a strong sense of community engagement within the primary and regional campuses, and for our continuing and distance education students through multiple channels, to foster a better- connected college community.

Through our RRC Students’ Association Mission, Vision, and Values statement, the RRCSA will reflect these statements which declare that students are the purpose of our work, it is our responsibility to help them. To assist the students to the best of our abilities, we must open the lines of communication, so our members can bring us their needs and wants conveniently.

By creating a more engaged membership, we will be better informed about the services our students desire, and our students will be more informed about the services we provide. Without student engagement, we are unable to fulfill the needs of our membership.

Core Objectives:

1. The RRCSA shall build a presence through consistent branding, promote a sense of recognition throughout the college community and create awareness of all RRCSA programs, services and resources.

2.The RRCSA shall create opportunities for the membership to participate in decision-making and direction-setting processes of the organization.

3.The RRCSA shall provide opportunities for students to engage with our organization, maintaining transparency, answering student questions, and providing opportunities for input and feedback, considering their input.

4.The RRCSA shall foster meaningful conversations with the membership as relationship building happens through effective communication.

5. The RRCSA shall foster an environment where students know what services are available to them including the student leadership opportunities with the SA.

Advocacy refers to the RRCSA’s ability to represent the unique needs of its members to potential decision-makers, including the college, and all levels of government. The SA shall look to work with individuals, organizations, and stakeholders to advocate for issues that have an
impact on post-secondary students.

The RRCSA shall work to create and strengthen relationships with stakeholders in post-secondary education. The RRCSA shall advocate for the individual student, but never to the harm of the
larger student body or the Association. All advocacy efforts by the RRCSA shall remain strictly non-partisan.

Core Objectives:

1.The RRCSA’s internal advocacy efforts shall be focused on issues specific to Red River College students. The RRCSA shall work with the college administration to solve student issues and shall strengthen the relationship between the Association and the institution.

2.The RRCSA’s shall seek partnerships with external advocacy organizations, where possible. The RRCSA shall work to build and maintain relationships with post-secondary stakeholders external to the college.

3.The RRCSA shall seek student involvement in advocacy initiatives. The RRCSA’s advocacy priorities shall be created based on the consultation of our members.

4.The RRCSA shall be focused on Analysis Driven Advocacy, and the advocacy priorities should be supported by reliable data, analysis and quantifiable research as effective advocacy is well-assessed and based on facts.

The RRCSA shall provide and maintain operations and services to Members of the SA in a responsible manner considering the interests of all the stakeholders. The RRCSA will provide and ensure that
all members are represented fairly when exercising powers prudently on their behalf through maintenance of functional Governance structures, systems and practices.

The SA will supply all members measures of Transparency, Equity and Inclusiveness, Accountability, Participation and Engagement.

The SA shall be responsible for addressing the present and future needs of the organization and its members. Operations and structures of the Association are conducted, as laid out in the Bylaws of the organization and follow the Mission, Vision, and Values of the RRCSA.

Core Objectives:

1.The RRCSA shall Be Accountable for the communication and definition of Decisions, Directions, and Delivery of Governance practices and structures held by the Association. The RRCSA will provide all members transparency into operations and actions of the Association;

2.The RRCSA shall Engage and Drive Participation efforts to include all members in the decision-making processes and operations of the SA. The SA will look to represent and include all members by providing opportunities in decision-making processes and operations.

3.The RRCSA shall Conduct business in an appropriate, responsible manner considering the interests and directives of members. The RRCSA shall ensure its Governance allows members to voice
their opinions, concerns, needs, and requests at all levels of organizational governance without hindrance.

4.The RRCSA shall Continually Support, Review and Restructure Governance Practices, Structures, and systems of the Organization to ensure all members are represented by supporting means of Good Governance.

5.The RRCSA shall Meet, Support, and Consult members and
stakeholders of the Association on decisions made by the Association.

The RRCSA will improve the students’ experience by boosting RRC’s applied learning environment with a heightened emphasis on social and cultural diversity.

RRCSA would nurture the diversity present on campus to provide more cultural exchange between the students. The SA will emphasize the importance of social and cultural diversity efforts on-campus by utilizing a wide range of communication strategies (primarily, events) that demonstrate the organizations’ support towards these diversity initiatives.

The Diversity pillar would ensure that the SA supports the growing diverse population of Red River College Polytechnic. Students coming from various countries like India, Brazil, and Vietnam to this diverse country and contributing to the diversity at Red River College Polytechnic will always welcome the support of their Students’ Association.

Core Objectives:

1.The RRCSA shall communicate with International Students regarding their requirements as they are transitioning to a new country with a new culture and environment, and it can be a tough task for them.

2.The RRCSA shall work on providing customer diversity (excellent customer experience across cultures). When the organizations’ representatives acknowledge and respect diversity, they have a more significant opportunity to attract students and increase their engagement on campus.

3.The RRCSA shall commit to engaging students on a range of diverse and inclusive platforms, supporting them and making them involved with the organization.

4. The RRCSA shall create and implement a communications strategy that further elevates diversity and inclusion as a key strategic priority and increases student engagement.

Through our RRC Students’ Association Mission, Vision, and Values statement, the RRCSA uses words like inclusive, courteous, responsible, positive, friendly, and treatment of individuals. These words look to ensure that the SA takes opportunities to understand, reflect and be accountable for our past and current actions.

Reconciliation needs to be a part of our thinking, actions and culture as we look back and forge ahead into the future. The SA acknowledges that the past actions of our country and people need to unite and reconcile with indigenous people.

The RRCSA is committed to implementing the recommendations of the Truth and Reconciliation Commission of Canada’s Calls to Action.

Core Objectives:

1. The RRCSA shall use land acknowledgements as an opportunity to create awareness and understanding with respect to our commitment to reconciliation.

2.The RRCSA shall commit to partnering with Indigenous Peoples, and expanding knowledge related to the rights and responsibilities of the peoples in this area and provide opportunities to involve and include indigenous events, ceremonies and cultural activities.

3. The RRCSA shall provide opportunities for indigenous students to lead, grow, and develop both personally and professionally.

4. The RRCSA shall provide education opportunities for students, management and staff on the history of Aboriginal peoples, including the history and legacy of residential schools, the United Nations Declaration on the Rights of Indigenous Peoples, Treaties and Aboriginal rights, Indigenous law, and Aboriginal–Crown relations.

5. The RRCSA shall commit to meaningful consultation and building respectful relationships with Indigenous peoples by meeting with indigenous students, departments and the community, guiding input into our programs, services and student experiences.

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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.

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 2 / 2016/17

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 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.