2021 / 2022 AURORA COLLEGE CORPORATE PLAN
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AURORA COLLEGE CORPORATE PLAN 2021 / 2022
TABLE OF
CONTENTS
Introduction................................................................................................................. 1 Strategic Direction..................................................................................................... 15
Aurora College 3-Year Strategic Plan......................................................................... 3 Strategic Priorities.....................................................................................................16
Vision............................................................................................................................................................ 3 2020/2021 Outcomes................................................................................................................................16
Mission......................................................................................................................................................... 3 2021-2022 Priorities...................................................................................................................................20
Values........................................................................................................................................................... 4 Performance Measures............................................................................................. 22
Addressing Territorial Needs...................................................................................... 5 Service Standards..................................................................................................................................... 22
Economic and Social Recovery.................................................................................................................. 5 Balanced Score Card................................................................................................................................. 23
NWT Post-Secondary Education Strategic Framework 2019-2029.......................................................... 6 Reporting on Key Performance Indicators............................................................................................... 23
Legislated Requirements............................................................................................................................ 6 Future Key Performance Indicators.......................................................................................................... 25
Transformation into a Polytechnic University.............................................................7 Aurora College Operating Budget 2021/2022..........................................................27
Academic Program Management............................................................................................................... 8 Revenue Sources....................................................................................................................................... 27
Accountability.............................................................................................................................................. 8 Expenditures.............................................................................................................................................. 29
Governance................................................................................................................................................. 8 Budget Summary – By Function...............................................................................................................30
Operations................................................................................................................................................... 8 Budget Summary – By Expense Category................................................................................................31
Recruitment and Retention of Students..................................................................................................... 8 Budget – Aurora College Segmented....................................................................................................... 32
Budget - Projected Accumulated Surplus................................................................................................33
Aurora College Transformation Implementation Plan................................................ 9
Budget – Positions.....................................................................................................................................34
Phase 1: Strengthening the Foundation and Planning for Change......................................................... 10
Phase 2: Transformational Change........................................................................................................... 10 Aurora College Capital Budget 2021/2022.............................................................. 35
Phase 3: Polytechnic University Launched.............................................................................................. 10 Revenue Sources....................................................................................................................................... 35
Expenditures.............................................................................................................................................. 35
Challenges and Opportunities....................................................................................11
Budget Summary.......................................................................................................................................36
Responding to the Impacts of the COVID-19 Pandemic........................................................................... 11
Strengthening the Relationship between Aurora College and the GNWT.............................................. 11
Strengthening the Organizational Design.................................................................................................12
Building Post-Secondary Partnerships.......................................................................................................13
Indigenous Engagement Approach...........................................................................................................13
Co-Investment Partnerships......................................................................................................................14
II AURORA COLLEGE | CORPORATE PLAN 2021-2022 AURORA COLLEGE | CORPORATE PLAN 2021-2022 IIIINTRODUCTION
As Aurora College advances toward becoming a polytechnic As the research division of
Aurora College, the mandate
on track to achieve their
education and career goals.
leveraging the personal
connection that defines the
university, it is making changes to help ensure a clear, consistent and of the Aurora Research Aurora College will continue learning environment at Aurora
Institute (ARI) is to improve to look for immediate changes College. Even when course
prudent planning approach, including timely reporting focused on the quality of life for NWT that increase opportunities for material and engagement is
residents by applying scientific, success for students. primarily online, one-on-one
transparency and accountability. Although such changes are being technological and Indigenous phone conversations between
One of the defining features of
made incrementally over several years, changes to the Aurora College knowledge to solve Northern
problems and advance social the past and current academic
a student and their instructor,
emails with customized step-
year is the continued response
Corporate Plan 2021/2022 (Corporate Plan) already reflects many and economic goals. Aurora
to the COVID-19 pandemic. It
by-step instructions and
College has research facilities adequate flexibility for students
improvements. across the NWT, including the continues to be our priority to
provide quality education, while
in scheduling when they
Western Arctic Research Centre engage remain key to student
at the Aurora Campus, the ensuring the safety of students, success. Aurora College
The Corporate Plan is a Strengthening the Foundation what, how and when changes South Slave Research Centre at employees and communities. remains confident that our
strategic document that and Planning for Change will take place to ensure the Thebacha Campus and the response to the pandemic has
outlines the institution’s articulates how the first phase an effective, efficient and Aurora College successfully
North Slave Research Centre and will continue to exemplify
business activities, strategic of the transformation will unfold sustainable institution. shifted from purely distance
at the Yellowknife North Slave the strength of the Aurora
issues, previous performance from 2020 to 2023. This is the learning to some in-person
Campus. College team and the potential
and future objectives. The second of three Corporate Aurora College is a public delivery over the past academic
year. Supporting students to become a world-class
overarching intent is to inform Plans under the strategic plan college in the Northwest As Aurora College further
during the pandemic has polytechnic university.
the Legislative Assembly of the and highlights corresponding Territories (NWT) and is advances in the transformation
Northwest Territories and the priorities for the 2021/2022 mandated to deliver a broad into a polytechnic university, meant not only building
public of progress over the past academic year. spectrum of adult and it remains dedicated to our capacity to offer online
academic year (July 1 to June post-secondary education supporting students to stay learning, it has also meant
30) and to present measurable Transformational change is programs to meet the needs of
financial and strategic a significant undertaking, as individuals, communities and
objectives for the upcoming it reshapes an institution’s the labour market. This includes
academic year. strategy, operations and the delivery of certificate,
culture. During transformational college and university-level
Aurora College is currently change, every aspect of the programs, and granting of
going through the process of institution is considered, and prescribed university degrees
transforming into a polytechnic changes are typically more and applied bachelor’s degrees
university, which is expected fundamental. Although the by university partners. Our
to formally launch in May 2025. Corporate Plan is critical programs and services are
The transformation process will in the overall transparency delivered through three
result in an effective, efficient and accountability of the campus locations and 21
and sustainable polytechnic institution, there is wide ranging community learning centres
university. The Aurora information available to the located across the NWT.
College 3-Year Strategic Plan: public that sheds light on the
1 AURORA COLLEGE | CORPORATE PLAN 2021-2022 AURORA COLLEGE | CORPORATE PLAN 2021-2022 2AURORA COLLEGE
3-YEAR STRATEGIC PLAN
Strengthening the Foundation and Planning for Change: VALUES
Aurora College 3-Year Strategic Plan 2020-2023 provides
direction for the institution as it transforms into a
polytechnic university. RESPECT
We care for one another and foster relationships based on trust, respect
The transformation process and sets the context for key industry, organizations, non- and fairness. We respect others and the land, water, air and animals.
is divided into three phases. transformational changes that governmental organizations,
This helps to ensure the work will be implemented in Phase 2. affiliated academic institutions
is being completed in the and members of the public.
right order and at the right The Aurora College team
and students at all campuses Participants were asked to
time. It also helps signal what INCLUSIVENESS AND DIVERSITY
the focus will be at any given and community learning discover (appreciate what is),
We foster a culture of equity and inclusion that celebrates different
time. The 3-Year Strategic centres played a central role dream (imagine what might be),
ways of being, knowing and doing.
Plan outlines an approach to in shaping the 3-Year Strategic design (determine what should
strengthening the foundation Plan. Engagements were also be) and deliver (create what will
in Phase 1 of the transformation held with several community be).
leaders, businesses,
INNOVATION
VISION We inspire and nurture innovative thinking, continuous discovery
and creative expression.
Through the transformation of Aurora College into a polytechnic university, we will
establish a university in the North and for the North that creates equitable opportunities
for residents across the Northwest Territories to reach their full potential.
ACADEMIC INTEGRITY
MISSION We hold ourselves to high standards of ethical behaviour and take
responsibility for our actions. We recognize and protect the right of the
Demonstrate leadership in the delivery of relevant and meaningful education individual to search for knowledge, wherever knowledge is to be found.
and research rooted in strong connections to Northern land, tradition, community
and people.
3 AURORA COLLEGE | CORPORATE PLAN 2021-2022 AURORA COLLEGE | CORPORATE PLAN 2021-2022 4ADDRESSING
TERRITORIAL NEEDS
Aurora College is the only Employment (Minister) in in a thoughtful manner, anticipated to significantly It also provides a guide the Minister, including the
public post-secondary the overall post-secondary robust federal infrastructure increase external investment or framework for setting means to ensure transparency
education institution in education system. The spending can not only boost and the number of Northern goals, making decisions and and accountability across
the NWT and remains Government of the Northwest short-term employment, research projects. coordinating work related to the system. It also creates
accountable to the public Territories (GNWT), through wages and overall economic post-secondary education and a pathway for the creation
for its contribution to social the Minister, informs the production, it can also lay a The federal government is research. The GNWT vision of new institutions and new
and economic development. strategic decisions at Aurora lasting foundation for inclusive supporting wide-ranging for post-secondary education degree-level programming in
However, Aurora College also College and establishes the prosperity. initiatives that will stimulate is that every resident of the the NWT. As the Department
benefits from recent changes parameters for an effective, post-COVID-19 economic and Northwest Territories has an of Education, Culture and
in the evolution of the overall efficient and sustainable A key feature of the social recovery. Together, the equitable opportunity to reach Employment (Department)
post-secondary education institution. Central to this transformation will be combined short and long- their full potential by obtaining supports and implements the
system. is the NWT Post-Secondary increased access to quality term benefits of establishing a post-secondary education direction of the Minister, the
Education Strategic post-secondary education a polytechnic university could from institutions that are Post-Secondary Education Act
When the new Post- Framework 2019-2029 (NWT opportunities for all residents. make the transformation a student centred, accessible, also guides the relationship
Secondary Education Act Strategic Framework). This is to be achieved through focal point for drawing post- high quality, relevant and between Aurora College and
comes into force in 2022, a reconfiguration of how the COVID-19 investment to accountable. the Department.
organizations such as Collège Economic and social institution operates, including the NWT. While this would
nordique francophone and recovery increased opportunities primarily be from the federal Flowing from the vision are The Aurora College Act
Dechinta Centre of Research for residents in every NWT government the College may five goals that continue establishes Aurora College
and Learning will have the The process of developing community. also draw attention from to influence the strategy, as a public post-secondary
opportunity to pursue formal a polytechnic university will wide-ranging sources. As a operations and culture at education institution in
recognition as post-secondary benefit the economic and Aurora College currently post-secondary education Aurora College: the NWT and sets several
institutions in the NWT. In social development of all serves a student population institution, Aurora College can specific requirements
NWT communities, both over that is more than 50 per • Prioritize student success
recognition of the significant draw large-scale investment around transparency and
role each organization will the short and long-term. In cent Indigenous and from the private and non- accountability. It also
• Increase access to post-
play in the future economic the short-term, investments oversees several academic governmental sectors. secondary education establishes the role of the
and social development of in infrastructure and human and research programs in opportunities Minister, Board of Governors
the NWT, Aurora College has resources may provide a partnership with Indigenous Post-Secondary and President with regard
formalized a relationship of timely opportunity to support governments. Aurora College Education Strategic • Remain responsive to labour
to the operation of Aurora
NWT communities and operates across a network of 3 Framework 2019-2029 demands in the NWT
collaboration that includes College. As such, it guides the
ongoing discussions of regional employment. Over campuses and 21 community • Remain responsive to local activities identified under the
the long-term, increasing learning centres and work is As noted in the NWT Post-
how the establishment of and regional needs Corporate Plan.
the number of skilled underway to help expand its Secondary Education
a polytechnic university
workers remains critical to reach in all NWT communities. Strategic Framework 2019- • Support growth of the As a public corporation,
can expand diverse post-
the territory’s productivity, 2029, a shared vision is knowledge economy Aurora College adheres to the
secondary education
innovation and economic Enhancement and expansion fundamentally important requirements of the Financial
opportunities for NWT
of Aurora Research Institute in making changes to post- Legislated Requirements
residents. competitiveness. Administration Act, which
is a key component of the secondary education happen. provides the framework for
The Post-Secondary
Another benefit of the Post- A highly skilled work force transformation. It will continue It inspires individuals and Education Act frames the accountability, transparency
Secondary Education Act is also more resilient to as a research division of the organizations connected to and fiscal responsibility with
broader post-secondary
will be a well defined and change and better equipped polytechnic university that post-secondary education respect to public money.
education system in the NWT.
important role for the Minister to contribute to social and prioritizes Northern research, to commit to the change. It establishes a clear role for
of Education, Culture and economic recovery. If done but enhancements are
5 AURORA COLLEGE | CORPORATE PLAN 2021-2022 AURORA COLLEGE | CORPORATE PLAN 2021-2022 6TRANSFORMATION INTO A
POLYTECHNIC UNIVERSITY
Although the transformation of Aurora College into a Academic Program Management
polytechnic university is often presented as one project, The Academic Program Management working group and project teams at Aurora College are
focused on academic excellence and have made significant progress on developing the first
it is in fact more than 100 projects to be completed over three-year Academic Plan for the institution. The Academic Plan is a critical milestone and will
approximately 8 years. ensure that planning and resources support the overall success of the institution. Additional work is
underway to create clear and transparent policies around the creation, suspension and termination
of programs.
These projects will lead to The transformation is be doing the majority of
the completion of key and supported financially through transformation planning and Accountability
critical milestones in the GNWT base funding as well implementation but must, The Accountability working group and project teams at Aurora College are building systems to
transformation process. as by drawing on the Aurora at the same time, continue maintain and build transparency and accountability across the institution. Currently they are
College accumulated surplus. delivering quality programs focused on developing a set of measures to track success. A ‘balanced scorecard’ approach is
The Aurora College and supporting students. To
Transformation Team (ACT The federal government and being taken as was highlighted in the 2020-2021 Corporate Plan.
support direct involvement of
Team) is currently based in private sector organizations Aurora College employees in Governance
the Department of Education, are also engaged with Aurora transformation, five working
Culture and Employment. The College around opportunities groups have been formed. The ACT Team coordinates and supports key changes to Legislation and government policies.
primary function of the ACT to co-invest in the Each working group oversees The current focus is on ensuring the institution can meet the quality assurance requirements of a
Team is to coordinate and development of a polytechnic multiple project teams post-secondary university as defined in the Post-Secondary Education Act, prior to becoming a
support Aurora College and university. focused on achieving the university. Current planning is also underway to ensure a return to board governance in 2022.
other GNWT departments that transformation milestones
are working collaboratively As the transformation process Operations
advances, Aurora College outlined on the Aurora College
to strengthen and transform Transformation website.
employees will increasingly The Operations working group and project teams at Aurora College are focused on ensuring that
Aurora College.
current policies and operations reflect best practices and post-secondary institution industry
standards. In addition, ensuring that the institution has the right tools to make informed decisions
about operations, facilities and recruitment has been a priority.
Details about the milestones and our progress can be tracked via the Aurora
College Transformation website: Recruitment and Retention of Students
Timeline: www.ece.gov.nt.ca/aurora-transformation/en/Timeline
The Recruitment and Retention of Students working group and project teams at Aurora College
Progress Tracker: www.ece.gov.nt.ca/aurora-transformation/en/transformation-progress-tracker are focused on developing a plan that improves the student experience both in and out of the
classroom, from the first time they contact the College until they become alumni after graduation.
Benefits of a Polytechnic (in all official NWT languages): Much of this work will be captured in the Strategic Enrolment Management Plan.
www.ece.gov.nt.ca/aurora-transformation/en/ (bottom left of page)
Implementation Plan:
www.ece.gov.nt.ca/aurora-transformation/en/aurora-college-transformation-implementation-plan
Additional Documents: www.ece.gov.nt.ca/aurora-transformation/en/resources
7 AURORA COLLEGE | CORPORATE PLAN 2021-2022 AURORA COLLEGE | CORPORATE PLAN 2021-2022 8AURORA COLLEGE
TRANSFORMATION
IMPLEMENTATION PLAN
Aurora College underwent a Foundational Review between Phase 1: Strengthening
the Foundation and
Phase 2:
Transformational Change
Phase 3: Polytechnic
University Launched
2017 and 2018 that concluded with the Government Planning for Change
It is during this phase that Operating as a polytechnic
Response to the Findings and Recommendations of the Early milestones that have the College will return to university under a new
Aurora College Foundational Review (Government been completed include
development of the NWT Post-
board governance, a facilities
plan will be finalized and a
governance structure, the
institution will continue
Response). Secondary Education Strategic
Framework, 2019-2029 which
new organizational design
presented that reflects a
to develop and expand
programming, human
was released in August of polytechnic university model. resources and infrastructure.
The Government future, and will be able to do October 2024 and a formal 2019 and outlines the vision Changes with regard to Phase 3 will end when all
Response agreed with so in the NWT. launch of the institution in and goals for post-secondary facilities and organization commitments have been met,
the recommendation that May 2025. education in the NWT. design will be incremental and all major projects have
addressing current gaps in The path forward for Aurora
starting in Phase 2. concluded.
performance and realizing College continues to be The transformation of Aurora An Academic Advisory
untapped opportunities grounded in the commitments College is being done in Council is providing guidance Aurora College will
requires the transformation made in the Government three phases and informed during the transformation. also undergo a quality
of Aurora College into a Response, and the timelines by ongoing engagement with Engagement on a new assurance review in Phase
polytechnic university. and critical milestones Indigenous governments, governance model for Aurora 2 prior to completing the
in the transformation are campus communities, College and the polytechnic transformation. When it
The transformation was seen articulated in the Aurora industry, College employees, university that will inform comes into force in 2022, the
as an opportunity to deliver College Transformation students and the public. amendments to the Aurora procedures outlined in the
world-class programming and Implementation Plan The current focus is on College Act has been Post-Secondary Education
to transform Aurora College (Implementation Plan). The strengthening the foundation completed. Act and regulations will guide
into a destination university in Implementation Plan provides of Aurora College and the quality assurance review
the North and for the North. a clear understanding of planning for change – a The Implementation Plan, process.
More Northerners will be able the path to establishing a collaboration between the Aurora College three-year
to develop the skills needed polytechnic university, with GNWT and Aurora College. Strategic Plan and Initial Areas
for the Northern jobs of the most changes completed by of Teaching and Research
Specialization for the
Polytechnic University were
all released in October 2020.
Further milestones that will be
met in this phase include the
development of a 3-Year Aurora
College Academic Plan.
9 AURORA COLLEGE | CORPORATE PLAN 2021-2022 AURORA COLLEGE | CORPORATE PLAN 2021-2022 10CHALLENGES
AND OPPORTUNITIES Strengthening the
Organizational Design
create new opportunities
for employees at the
polytechnic university. The
of Teaching and Learning
in the next three years and
will focus on promoting
Responding to the Strengthening the in the number or scope of As transformation moves into overarching aim of changes academic excellence through
Impacts of the COVID-19 Relationship between collaborations, rather an Phase 2 of the process, the to organizational design will professional development
Pandemic Aurora College and the increased collaboration College foresees the need for be to create a foundation for of faculty and staff in the
GNWT over time. An arm’s length new and increased capacity. the continued growth of the practices of adult education,
As anticipated at the start relationship will not Following anticipated institution in an effective, instructional design,
of the 2020/2021 academic One defining feature of the diminish the central role the proposed amendments to the efficient and sustainable educational technology
year, the Covid-19 pandemic transformation of Aurora polytechnic university can Aurora College Act in 2021, manner. and promoting proven
has impacted post-secondary College into a polytechnic play in realizing the GNWT’s the College will increasingly ways to engage students
education institutions in a university will be the change priorities for economic and operate at arm’s length from As outlined in the 2020-2021 in learning. Centres for
variety of ways, including the to the way Aurora College social development. the GNWT. Corporate Plan, leadership teaching and learning have
ways teaching and research works with the GNWT. A at Aurora College and the evolved over time across
are conducted. In particular, polytechnic university will be As the GNWT advances A critical milestone in the GNWT have been working on post-secondary institutions
an increased reliance on expected to operate at arm’s work to develop the overall transformation process and establishing an Administration and are now seen as hubs
online learning systems and a length from government in post-secondary education a key step toward increasing and Advancement branch of teaching innovation that
reduction in research activity line with national standards system, address labour market the capacity of Aurora College at Aurora College. Over the help to shape organizational
has occurred. and best practice for post- demands, implement the will be the introduction of a course of the 2021/2022 culture. They also play a
secondary education research priorities highlighted new organizational design for academic year, changes
Over the course of the significant role in helping
institutions. This requires in the GNWT Knowledge the polytechnic university. As will be made specifically
academic year, online to achieve the strategic
changes to both Aurora Agenda and foster growth outlined in the Implementation to strengthen and create
and face-to-face learning goals of the institution.
College and the GNWT of the knowledge economy, Plan, the initial polytechnic capacity in this area.
opportunities have evolved as Building the capacities
in terms of how strategic there will be increasing university organizational
COVID-19 and public health associated with a Centre for
priorities are aligned and opportunities for partnership. design will be developed Aurora College has also
restrictions have changed. Teaching and Learning will
implemented through Aurora College looks forward this year, but changes will be introduced a Centre for
also help meet the quality
education and research to ongoing engagements introduced incrementally over Teaching and Learning
Starting in the 2021/2022 assurance requirements
programs. with multiple GNWT several years. The polytechnic pilot project to advance the
academic year, Aurora College for establishment of a
departments around new and university organizational Aurora College strategic
will resume most in-person Aurora College has evolved polytechnic university.
emerging opportunities for design will provide a goal of academic excellence
programming at a level over 50 years and the as articulated in the Aurora
collaboration. roadmap for change in this
comparable to pre-pandemic current transformation into College Strategic Plan:
area, however refinements
years. However, a wide range a polytechnic university is Strengthening the Foundation
will continue to be made
of public health protocols will the most significant change and Planning for Change
in response to new and
remain in place as required by undertaken to-date. It will (2020-2023). The Centre for
emerging opportunities.
the Office of the Chief Public have implications for strategy, Teaching and Learning will
Health Officer. The priority operations and organizational Organization design includes support faculty throughout
continues to be to ensure that culture both with Aurora changes to the structure, Aurora College, including
students receive high quality College and the GNWT. operations and organizational the three campuses and 21
education, while ensuring the culture. As Aurora College community learning centres.
safety of students, employees However, changes in the evolves into a new kind This 18-month pilot will lay the
and communities. relationship are primary of institution, it will build foundation for the permanent
around how we work together. on current strengths and establishment of a Centre
It does not mean a reduction
11 AURORA COLLEGE | CORPORATE PLAN 2021-2022 AURORA COLLEGE | CORPORATE PLAN 2021-2022 12Building Post-Secondary the Council does meet and Indigenous Engagement This approach is not an Co-Investment • Education Authorities
Partnerships discuss issues collectively, Approach agreement or contract; rather Partnerships (School Boards).
the majority of support from it is a public statement of
Building new and more Council Members comes from Continued engagement with how the GNWT and Aurora The polytechnic university will Through renewed or new
diverse partnerships with direct interaction between Indigenous governments College aspire to engage with be an innovative institution co-investment partnership
other post-secondary staff in specialized areas. and communities in the Indigenous governments. It as reflected in its strategy, agreements, Aurora College
education institutions will be a The College continues to design and implementation is a living document that will operations and organizational will frame how it collaborates
key part of increasing access gain great value from these of teaching and research continue to be updated based culture. Such innovation will around teaching and research.
to quality post-secondary relationships and are working programs at Aurora College on feedback from Indigenous extend to how the polytechnic Such agreements will, in
educations opportunities for to explore the potential for will continue throughout governments for duration of university collaborates with most instances, continue
Northerners. new kinds of partnerships in the transformation. A key the transformation. partners to maximize post- past the launch of the
the delivery of education and part of strengthening the secondary education and polytechnic university as
Over the past academic year, foundation of Aurora College It is hoped that engagement research opportunities across ongoing collaboration will be
research programs following
Aurora College has entered is strengthening these will occur in the spirit of the NWT. a hallmark of the institution’s
the launch of the polytechnic
into a Memorandum of relationships and exploring collaboration and a shared success.
university in 2025.
Understanding with Collège new and innovative ways of commitment to provide all The term “co-investment
nordique francophone and The Academic Advisory collaborating. residents with increased partner” means any
Dechinta Centre for Research Council includes post- opportunities to gain a quality organization with a common
and Learning. Through regular secondary institutions from Knowledge shared by post-secondary education. interest in post-secondary
meetings, we are gaining across Canada that have Indigenous governments education or research that,
a better understanding of undergone transformative will help to strengthen through a formal agreement,
our respective strengths processes or have a strong Aurora College and create a contributes knowledge,
and beginning to identify interest in the North, polytechnic university that resources or funding to
opportunities for increased including: is reflective of the people it the polytechnic university.
collaboration. serves. For engagement to be Examples of past, current
• Wilfrid Laurier University genuine it must occur on the and potential co-investment
Recognizing the benefits (ON); right topics, in the right way partners include:
to working collaboratively and at the right time.
to strengthen and expand • Ryerson University (ON); • GNWT departments;
post-secondary education The United Nations
• University of Alberta; • Federal government
and research opportunities Declaration on the Rights
across the North the College of Indigenous Peoples and departments;
• Southern Alberta Institute
continues ongoing dialogue of Technology; the Truth and Reconciliation • Indigenous governments;
with Yukon University and Commission of Canada:
Nunavut Arctic College. We • Saskatchewan Polytechnic; Calls to Action provide the • Communities;
hope to increase the level of basis for how the GNWT and
scope of engagements over • Kwantlen Polytechnic Aurora College will engage • Industry;
the upcoming academic year. University (BC) ; Indigenous government
• Local businesses;
• Ontario Tech University; throughout the transformation
The Academic Advisory process. Wording from
and • Non-governmental
Council is a temporary these documents has organizations;
body established to provide • Yukon University been incorporated and
technical academic advice will guide the conduct of • Post-secondary
during the first phase of the all staff involved with the institutions; and
transformation. Although transformation.
13 AURORA COLLEGE | CORPORATE PLAN 2021-2022 AURORA COLLEGE | CORPORATE PLAN 2021-2022 14STRATEGIC DIRECTION STRATEGIC PRIORITIES
Strengthening the Foundation 2020/2021 Outcomes
and Planning for Change:
Aurora College 3-Year
Strategic Plan 2020-2023 ACADEMIC AND RESEARCH EXCELLENCE STATUS
includes four strategic pillars
that set the direction for 1.1 We will form an Aurora College Transformation Academic Achieved – Working group has formed and
Aurora College and represent Program Management working group to support the design and work is underway.
implementation of changes in this area.
the primary areas of activity
for the next three years. 1.2 We will pilot a new team within the Education and Training Achieved – A core team has been
Division that will be focused on supporting academic assembled under the Centre for Teaching
Academic Learning excellence with the view to establishing a Centre for Teaching and Learning and work has started.
Woven throughout each and Research Centred and Learning over the next three years.
of these pillars is Aurora Excellence
College’s unwavering 1.3 We will continue to develop and refine policies and processes Achieved – Multiple areas for improvement
related to academic program management, including have been identified and work is underway,
commitment to provide refinements to the processes for program review and including the implementation of a plan to
high-quality education in subsequent programming decisions. review all degree and diploma programs.
a welcoming and inclusive 1.4 We will develop new procedures for curricular development, Not Achieved – Preliminary planning is still
environment; an environment approval, implementation and change, including around the use taking place and work is anticipated to get
that supports academic of learning outcomes and their assessment. underway in 2021/2022.
success as well as personal 1.5 We will continue to implement an Equity, Diversity and Partially Achieved – Advancements have
well-being. Inclusiveness (EDI) Plan, including updates to the Aurora taken place in development of an EDI
College Traditional Knowledge Policy. Plan, and work on this will continue into
These pillars are
Organizational Connections 2021/2022.
Effectiveness
interconnected, with work 1.6 We will complete an assessment of the education, training and Not Achieved – This work will continue in
professional development needs of the Aurora College Team. 2021/2022 under the Centre for Teaching
in one area supporting and Learning .
work in each of the other
1.7 We will implement the necessary policies and processes to Partially Achieved – The development
areas. They establish a support the regular development of a 3-Year Academic Plan that of a 3-Year Academic Plan is on track to
broad frame for strategic is scheduled to be released in August 2021. be completed in August 2021. However,
priorities and outcomes that policies and processes will be completed
will define the path toward at the same time as the Academic Plan to
reflect lessons learned.
a strong foundation for
transformational change to a 1.8 We will take steps to increase the capacity of the Research Achieved – Positions established and
Division to more effectively coordinate and support research staffed.
polytechnic university. activities. This will be done primarily through the hiring of a new
director position for the Western Arctic Research Centre and
implementation of modifications to the responsibilities of other
positions within the Division.
1.9 We will establish three new research chair positions in the Achieved – Positions have been established
Research Division. Each will be focused on subject matter and staffing is nearly complete for all three.
complementary to the Initial Areas of Teaching and Research
Specialization for the Polytechnic University and will provide
mentorship and support as Aurora College strengthens its
culture of research and research informed teaching.
1.10 We will introduce new supports to ensure our students can Achieved – New supports are in place at
succeed in a program offered through distance learning. different points in the student lifecycle to
help strengthen distance learning.
15 AURORA COLLEGE | CORPORATE PLAN 2021-2022 AURORA COLLEGE | CORPORATE PLAN 2021-2022 16LEARNING CENTRED STATUS CONNECTIONS STATUS
2.1. We will form an Aurora College Transformation Student Achieved – Working group has formed and 3.1 We will implement our approach to Indigenous engagement Achieved – Engagements have taken place
Recruitment and Retention working group to support the design work is underway. that incorporates the Truth and Reconciliation Commission with Indigenous governments following the
and implementation of changes in this area. (TRC) Calls to Action and the United Nations Declaration on approach.
the Right of Indigenous Persons (UNDRIP) to help inform the
2.2 We will begin development of a strategic framework to deepen Not Achieved – Work in this area will now transformation initiative.
the institution’s commitment to achieving equitable Indigenous follow proposed changes to the Aurora
student participation and success rates in post- secondary College Act, including the proposed 3.2 We will engage with the GNWT, Indigenous governments, Achieved -Multiple engagements have
education. establishment of an Indigenous Knowledge federal government, industry and other post-secondary taken place and will continue into
Holders Council. education institutions to explore the potential for co- 2021/2022.
investment partnerships that contribute knowledge, expertise,
2.3 We will continue development of a Strategic Enrolment Achieved - Progress has been made and human resources, facilities, equipment or funding to Aurora
Management Plan for Aurora College. we are on track to complete a plan in College.
2021/2022.
3.3 Through a memorandum of understanding between Aurora Achieved – A trilateral memorandum of
2.4 We will begin a comprehensive review of the student Not Achieved – This work will now begin in College, Dechinta Centre for Research and Learning and understanding has been signed.
registration policies and process with the aim of implementing 2021/2022. Collège nordique francophone we will explore the potential
improvements starting in the next enrolment cycle. for greater collaboration between northern post- secondary
2.5 We will identify new ways of attaining feedback from students Not Achieved – This work will now begin in education institutions.
in order to support continuous quality improvement of our 2021/2022. 3.4 We will continue to work with our eight institutional Achieved – A meeting of the Aurora
programs and services. partners from across Canada as part of the Aurora College College Transformation Academic Advisory
2.6 We will continue to leverage the new Student Information Achieved – The College continues to Transformation Academic Advisory Council and draw upon their Council took place in 2020/2021 and was
System to provide more timely and detailed updates on the leverage the new Student Information wide-ranging knowledge and experience in post-secondary followed-up with bilateral engagements
institution. System in operations and planning. education. with each member institution.
2.7 We will launch a new website for Aurora College that will Achieved– The new website has been 3.5 We will increase the scope and volume of our public Achieved – There has been an increase of
enhance the accessibility of information to prospective and launched. communications to increase awareness of Aurora College communications, particularly following the
current students. operations and our progress in the transformation to a launch of new websites for Aurora College
polytechnic university. and the Aurora College Transformation.
2.8 We will make changes to better align the course calendar Partially Achieved – The College has been
specific to trades, apprenticeships and industrial training with working with the Department to develop
the needs of apprentices and their employers. and new calendar, but work is not yet
complete.
2.9 We will begin mapping student pathways, including the Achieved – Work in this area has made
coordination and coherence of post-secondary learning substantial progress and will continue into
opportunities and student supports at campuses, community 2021/2022.
learning centres and within the secondary school system.
17 AURORA COLLEGE | CORPORATE PLAN 2021-2022 AURORA COLLEGE | CORPORATE PLAN 2021-2022 18ORGANIZATIONAL EFFECTIVENESS STATUS 2021/2022 Priorities
4.1 We will work with the Department in finalizing the Aurora Achieved – Worked with the Department
College Transformation Implementation Plan. to finalize and release the Aurora College
Transformation Implementation Plan. ACADEMIC AND RESEARCH EXCELLENCE
4.2 We will form an Aurora College Transformation Operations Achieved - Working Group has formed and 1.1 We will implement the necessary policies and processes to support the regular development of a 3-Year
Working Group to support the design and implementation of work is underway. Academic Plan that is scheduled to be released in August 2021.
changes in this area.
4.3 We will form an Aurora College Transformation Accountability Achieved - Working Group has formed and 1.2 We will complete an assessment of the education, training and professional development needs of the Aurora
Working Group to support the design and implementation of work is underway. College Team.
changes in this area. 1.3 We will develop new procedures for curricular development, approval, implementation and change, including
4.4 We will continue to develop a coherent set of service standards Not Achieved – Work on a coherent set of around the use of learning outcomes and their assessment.
that can be applied across all facets of the institution. service standards will begin in 2021/2022.
1.4 We will enhance support for teaching and learning by investigating different modalities including Universal
4.5 We will continue to develop a Balanced Score Card to Achieved – Work has advanced and several Design for Learning (UDL).
support continuous quality improvement and help to increase indicators have been developed and
transparency and accountability. several and now under development. 1.5 We will incorporate and respect Indigenous, traditional and local knowledge into our teaching and research.
4.6 We will develop a plan to create a new Administration Division Partially Achieved – Planning has advanced 1.6 We will enhance teaching through professional development, continuous learning and self-reflection.
to strengthen the central corporate functions of the institution, but is not complete.
including finance, technology support, student recruitment and 1.7 We will ensure assessment and evaluation techniques are appropriate for learners.
communications.
1.8 We will create a new service standards document for the licensing of research.
4.7 We will present a new organizational structure for Aurora Partially Achieved – Planning has advanced
College that supports the operational needs of the polytechnic but is not complete. 1.9 We will begin work to expand research facilities at the Western Arctic Research Centre in Inuvik. In particular,
university and reflects the initial areas of teaching and research work will begin to replace the existing warehouse facilities. This will support the continued growth of research
specialization. capacity at Aurora College.
4.8 We will conduct a gap analysis to determine areas where Not Achieved – This work will now begin in
significant policy changes are required. 2021/2022.
4.9 We will develop a schedule for the review of all Aurora College Partially Achieved – This work has started
policies. and will be completed in 2021/2022. LEARNING CENTRED
4.10 The success of strategic, operational and organizational culture Partially Achieved - This work has started
changes to Aurora College during transformation will be highly and will be completed in 2021/2022. 2.1 We will make changes to better align the course calendar specific to trades, apprenticeships and industrial
dependent on an approach to continuous quality improvement training with the needs of apprentices and their employers.
being reflected in all policies and processes. We will address
this through the policy gap analysis and review. 2.2 We will identify new ways of attaining feedback from students in order to support continuous quality
improvement of our programs and services.
4.11 We will continue to implement improvements to the Student Achieved – Some improvements have
Information System, including changes to policies and been completed and will continue to be 2.3 We will begin a comprehensive review of the student registration policies and process with the aim of
processes that help to ensure the accuracy and timeliness of implemented in 2021-2022. implementing improvements starting in the next enrolment cycle.
information going in and out of the system. 2.4 We will continue to recruit, develop and retain a College team that is skilled, knowledgeable and caring.
2.5 We will strengthen and expand a holistic set of student supports.
2.6 We will continue to work towards student supports that are consistent across campuses and community
learning centres.
2.7 We will continue to work towards providing equitable and meaningful opportunities for Indigenous students.
2.8 We will maintain small classroom sizes and ensure faculty are accessible.
19 AURORA COLLEGE | CORPORATE PLAN 2021-2022 AURORA COLLEGE | CORPORATE PLAN 2021-2022 20PERFORMANCE
CONNECTIONS
3.1 We will maintain external connections and continue to grow external partnerships with Indigenous
governments and communities.
MEASURES
3.2 We will maintain external connections and continue to grow external partnerships with JK-12 education bodies
to strengthen student pathways to post-secondary education.
An essential part of the journey toward implementing the
3.3 We will maintain external connections and continue to grow external partnerships with industry regarding
3-Year Strategic Plan and transforming Aurora College
program design and research. into a polytechnic university is an enhanced performance
3.4 We will continue to increase the number of learning opportunities/experiences for students. measurement system.
Coherent performance Developing meaningful measurement. As such,
measures will increase and effective performance their development and
ORGANIZATIONAL EFFECTIVENESS transparency and drive measures is itself a significant implementation are
continuous quality undertaking as part of the themselves incremental steps
4.1 We will continue to develop Balanced Score Card to support continuous quality improvement and help to
increase transparency and accountability. improvement. successful implementation of in the transformation process.
the 3-Year Strategic Plan. Progress will take time, but
4.2 We will present a new organizational structure for Aurora College that supports the operational needs of the Performance measurement the result will support the
polytechnic university and reflects the initial areas of teaching and research specialization. will intertwine all aspects of Services Standards and a foundation of an effective,
4.3 We will continue to develop a coherent set of service standards that can be applied across all facets of the our institution, from student Balanced Scorecard will be efficient and sustainable
institution. support to program delivery core elements of Aurora polytechnic university.
4.4 We will conduct a policy gap analysis. to finance and administration. College’s performance
4.5 We will develop the Continuous Quality Improvement Process (CQI) for the learning environment.
4.6 We will review our budgeting process to ensure resource needs are better understood and addressed. Service Standards across all facets of the • We are responsive to multiple
institution. They will be publicly ways of being, knowing and
Service standards are available and serve as a baseline doing;
commitments between for many of the institution’s key
Aurora College and those it performance indicators (KPIs) • We are professional; and
serves. Each standard may to be featured in future Aurora • We are reliable and
provide definitions, indicators College Corporate Plans. consistent.
of service quality and their
levels, or specify a time period As a starting point to developing
for delivery, such as the a comprehensive set of Service
standard on handling student Standards we commit that:
applications, requests or
• We care about our
questions.
prospective, current and past
As part of the ongoing work students; members of the
to improve organizational Aurora College Team; and
effectiveness, Aurora College co-investment partners;
will continue to develop
• We make all people feel
a coherent set of Service
valued;
Standards that can be applied
21 AURORA COLLEGE | CORPORATE PLAN 2021-2022 AURORA COLLEGE | CORPORATE PLAN 2021-2022 22Balanced Score Card TERRITORIAL IMPACT - Percent of students who are NWT residents
The Accountability Working and effects of our actions university, the working group
Group is working to is required. This approach is focusing on establishing 2017/2018 2018/2019 2019/2020 TARGET
implement a Balanced Score quantifies progress toward such a system. There are
Card. maintaining the Service wide-ranging operational and
Self-Declared NWT
Standards and meeting organizational culture changes 16 % 16 % 20 % 80 %
Balanced Score Card is an Resident
strategic planning objectives. that have begun across the
approach to presenting institution for this approach Self-Declared
Key Performance Indicators Balanced Score Card links
2% 2% 1% 15 %
to be effective and become Non-NWT Resident
(KPIs) that is consistent strategic objectives and entrenched in how we work.
with a growing number of goals with key performance Did Not Declare 82 % 82 % 79 % 5%
post-secondary education indicators in a manner that Balanced Scorecard is
institutions, both nationally can be easily understood and working to ensure that NOTE: This is a voluntary disclosure on the application form. Through improvements to the student application
and internationally. It addressed through processes reporting indicators are process Aurora College will strive to gain a clearer picture of our student demographics.
recognizes that to improve of continuous quality balanced to reflect the
performance a balance of improvement. At this stage in importance of all priorities
relevant information that the transformation of Aurora and strategic pillars.
reflects both the causes College into a polytechnic EQUITY AND DIVERSITY - Percent of students who self-identify as Indigenous
Reporting on Key Performance Indicators 2017/2018 2018/2019 2019/2020 TARGET
The KPIs listed below reflect data that are currently available along with targets that help to Self-Declared
characterize short-term success and drive continuous quality improvement. 57 % 62 % 59 % 70 %
Indigenous
Self-Declared
STUDENT LEARNING 19 % 17 % 20 % 25 %
Non-Indigenous
2020/2021 Did Not Declare 24 % 21 % 21 % 5%
2017/2018 2018/2019 2019/2020 TARGET
ESTIMATE
NOTE: This is a voluntary disclosure on the application form. Through improvements to the student application
Full-Time Head 486 469 374 449 process Aurora College will strive to gain a clearer picture of our student demographics. Clearer data is important
527 to our success
Count -8 % change -4 % change -20 % change +20 % change
Part-Time Head 1,523 1,359 1,128 1,300
1,462
Count +4 % change -11 % change -17 % change +15 % change EQUITY AND DIVERSITY - Percent of employees who self-identify as Indigenous
NOTE: Head Counts are a snapshot of how many students are enrolled at Aurora College at a specific point in
time. Data for the past 2020/2021 reflect one impact of COVID-19 pandemic. 2017/2018 2018/2019 2019/2020 2020/2021 TARGET
Self-Declared
36.8 % 37.7 % 38.7 % 37.9 % 50 %
Indigenous
NOTE: This is a voluntary disclosure at time of hiring.
23 AURORA COLLEGE | CORPORATE PLAN 2021-2022 AURORA COLLEGE | CORPORATE PLAN 2021-2022 24You can also read
