February 14, 1983

 

Strategic and Operational Plan

Assumptions -

This is the first of several working docu-
ments on the College's Strategic and Opera-
tional Plan as promised by Bill Day in the
February 7 issue of the Mad Hatter.

Any comments or review statements of the
following assumptions should be made through
your Dean or the office of Ed Redmond by
February 28, 1983.

ASSUMPTIONS - THEIR ROLE AND USE IN THE
PLANNING PROCESS

In the development of the Strategic Plan,

the use of Planning Assumptions becomes the
cornerstone on which the plan is based.
Planning Assumptions describe the major en-
vironmental factors expected to present op-
portunities or problems over the period being
planned for, and may be described as ‘themes
established to guide the basic thinking and
direction for the planning process’.

Two sets of Planning Assumptions are required
for the development of the Strategic Plan,
namely:

i. Specified Assumptions (Ministry);
ii. Institutional Assumptions (Douglas
College).

Specified Assumptions are those identified
by the Minister of Education and must be in-
corporated into the planning process.
Specifically, the Specified Assumptions in-
clude:

ij. Restraint will prevail.
ii. Greater productivity is attainable.
iii. Colleges have the capacity to produce
greater revenue.
iv. Facilities expenditure will be limited.
v. Colleges have the capacity to shift
programs.
vi. The demand for services will be greater
than the supply.

The Specified Assumptions have been reviewed
by the College Management Group and it has
been determined that the following inter-
pretations apply to Douglas College:

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DOUGLAS COLLEGE LIBRARY
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Their Role aoe Use

. RESTRAINT WILL PREVAIL FOR ALL OF THE
FIVE YEARS, 1983-88, WITH THE RESULT
THAT MINISTRY GRANTS FOR THE SYSTEM MAY
REMAIN AT A CONSTANT LEVEL.

This does not "guarantee" a level of

funding for any specific institution,
but is recommended as a framework for
institutional planning.

. GREATER PRODUCTIVITY IS ATTAINABLE BY

DOUGLAS COLLEGE.

This productivity is attainable either
by providing more services with constant
dollars, or by providina the same ser-
vices with fewer dollars. These formu-
lations could apply to separate activi-
ties of the College, and therefore can
be simultaneously correct for the instit-

-ution as a whole.
. INSTITUTIONS HAVE THE CAPACITY TO PRO-

DUCE GREATER REVENUES FROM SOURCES OTHER
THAN MINISTRY GRANTS.

Such as:

- contracting of instruction, both local
and international ;

- higher tuition fees;

- user fees;

- fees for ancillary services;

- grants-in-aid;

- rental of facilities

. FACILITIES EXPENDITURE WILL BE LIMITED

OVER THE FIVE YEARS.

Limited acquisition of satellite property
and facilities - Maple Ridge, and per-
haps Coquitlam, site acquisition.

. COLLEGES HAVE A CAPACITY OVER THE LONG

TERM TO SHIFT PROGRAMS SO THAT GREATER
EMPHASIS IS GIVEN TO PRIORITY PROGRAMS.

"Shift" is defined as the discontinuance

of present activities and the undertaking
of new programs that have national, pro-

vincial, area, and College priorities.

. DEMAND FOR COLLEGE SERVICES WILL BE
GREATER THAN THE POSSIBLE SUPPLY.