Council Meeting Agenda Monday, May 6th, 2019

5:30pm – 7:30pm SE2 324 Council Chambers

17.1 Call to Order

17.2 Acceptance of the Agenda

17.3 Student Building Presentation

17.4 Acceptance of the Minutes: 2019-04-23

17.5 Old Business

17.5.1 Executive Director’s Report (See attached)

17.5.2 Executive Updates (See attached)

17.5.3 Club Sanctioning - BCIT Motorsports

17.6 New Business

17.6.1 2019-2024 Strategic Vision - Tim D.

17.6.2 2019/2020 Strategic Objectives - Tim D.

17.6.3 2019/2020 Budget - Henry V.

17.6.4 2018/2019 Distinguished Set Rep Award Recipients - Matt H.

17.7 Open Forum

17.8 Reminders

17.8.1 School of Transportation, Construction & the Environment Set Rep Meeting: 2019-05-07 @ 17:30

in Council Chambers

17.8.2 School of Energy Set Rep Meeting: 2019-05-09 @ 17:30 in Council Chambers

17.8.3 Year End Party: 2019-05-25 @ 18:00 at Portside. Tickets on eventbrite.

17.9 Meeting Adjournment

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Council Meeting

Monday, May 6th, 2019 Minutes

Executives:

Miranda Campbell – Interim VP Campus Life Justin Cervantes – Chair, School of Computing & Academic Studies Christian Colquhoun – VP External Timothy David – President Carina Dung – Chair, Aerospace Campus Matt Hardwick – Chair, School of Business Cory Pope – Chair, School of Energy Chris Samra – Chair, Schools of Transportation, Construction & the Environment Eirylle Sanchez – VP Student Affairs Henry Vo – VP Finance & Administration Sasha Voznyuk – Chair, School of Health Sciences

Satellite Councillors:

Dawson Verboven – Downtown Campus

Staff: Roland Gagel - Controller Caroline Gagnon - Executive Director Stewart McGillivray – Government Relations Strategist Darla Williscroft – Administrative Coordinator

Regrets: Ravi Herath – Annacis Island

Councillors: Annabelle Angle Gagan Arora Ophelia Bar-Lev-Wise Sani Dzafic Hala Hassan Raynen Jamieson Nic Johnson Cailo Kapronczai LT Le

Alysha Mayenburg Evan Morrow Stephanie Mulder Steven Palfrey Louis Rivest Rose Salm Hunter Sones Don Starck

Absent: Tyler Alfreds Michael Girard Jean Marc Lafleur Adam Langenstein

Michael Martins Max Melling Paige Purcha Quinton Silzer Monique Tan

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17.1 Meeting Called to Order The Chairperson, Tim, calls the meeting to order at 17:51 (29 voting members, including Chair). 17.2 Acceptance of the Agenda Motion: Be it resolved that the agenda be accepted as distributed. Moved by: Chris Samra Seconded by: Matt Hardwick Amendment: Be it resolved that item 17.5.3 Club Sanctioning - BCIT Motorsports be added to the agenda. Moved by: Eirylle Sanchez Seconded by: Miranda Campbell 28/0/0 Carried Motion: Be it resolved that the agenda be accepted as distributed and amended. Moved by: Chris Samra Seconded by: Matt Hardwick 28/0/0 Carried 17.3 Student Building Presentation • Students from the Architectural Science program present their term project to

Council. 17.4 Acceptance of the Minutes: 2019-04-23 Motion: Be it resolved that the Council minutes from 2019-04-23 be accepted as distributed. Moved by: Don Starck Seconded by: Gagan Arora 28/0/0 Carried 17.5 Old Business

17.5.1 Executive Director’s Report • See attached. • Pavilion is open and has been well received. Only complaint so far has been to bring

back the hot dogs.

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17.5.2 Executive Updates • See attached. • Set Rep restructuring case has been completed and will be distributed to Council. The

incoming Chair, School of Business, will carry this forward into the next year. • Touched on Clubs Committee Policy and communicated this through Club President’s

forum. Clubs mingler was successful, would like to do the same again next year.

17.5.3 Club Sanctioning - BCIT Motorsports • Council had questions previously about liability and financing. The repair costs will be

financed by the School of Transportation therefore the SA will not be funding anything related to that. While in the shop, BCIT is responsible for students. Their track days have appropriate insurance separately from us.

Motion: Be it resolved that BCIT Motorsports be a sanctioned BCITSA club. Moved by: Eirylle Sanchez Seconded by: Steven Palfrey 25/1/2 Carried 17.6 New Business

17.6.1 2019-2024 Strategic Vision • See attached. Motion: Be it resolved that BCITSA accepts the 2019-2024 Strategic Vision as distributed. Moved by: Tim David Seconded by: Christian Colquhoun 27/0/1 Carried

17.6.2 2019/2020 Strategic Objectives • See attached. Motion: Be it resolved that BCITSA accepts the 2019/2020 Strategic Objectives as distributed. Moved by: Tim David Seconded by: Stephanie Mulder Discussion: • Who are we targeting as a “champion” for Entrepreneurship Services?

• Faculty. • What is the plan with the Entrepreneurship space?

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• We are sharing the space with BCIT. Their events are held at the library and in other locations around campus. Depends what the event is for and who they are targeting. Cannot promise that the space will always be alive as it is a specialized area.

• Is there a prescriptive method to balance the dollar costs of providing services to other campuses based on what they contribute? • Challenging to do as services are shared between all campuses. Resources are

being added in the form of staff hours to the satellite campuses. It would create silos and duplication if we provided services based on dollar amounts.

• Wellness programs look like they are moving online. • A lot of this is training in the form of information and awareness. This makes it

easier for students to access anywhere and on their own time. This is in addition to what we are currently doing.

• What does it mean by moving cultural events to Wellness? • It is a part of belonging, rather than an operational event. The Events department

are focused on logistics rather than event planning.

• Is it worth printing a monthly magazine versus having one online, environmentally speaking? • We are not printing as many as we used to. See students read them and put them

back on the shelves for another to read. Online is more alive as articles are being posted frequently. We are being contentious about how many we print.

• Career Track website remodel – has it been considered being implemented with myBCIT? • We would not have the flexibility even if BCIT allowed us to access their Banner

system. We are separate organizations with privacy concerns.

• Happy to see focus on satellite campuses. Can students print at satellite campuses currently? • We currently deliver printed items to student who submit them virtually.

Motion: Be it resolved that BCITSA accepts the 2019/2020 Strategic Objectives as distributed. Moved by: Tim David Seconded by: Stephanie Mulder 26/2/0 Carried

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17.6.3 2019/2020 Budget • See attached. Motion: Be it resolved, as a Resolution of Council pursuant to Bylaw 17.1 of the Society, and by a majority of the Councillors present and entitled to vote at a meeting of the Council of the Society duly called and validly constituted, that we hereby authorize the directors of the Society, and we hereby confer a general power on the directors of the Society, to do any or all of the following on behalf of and in the name of the Society, for the period of one year after the date these resolutions are passed: 1. borrow money in such manner and amount, on such security, from such sources and upon such terms and conditions as the directors think fit, up to an aggregate amount of $1,600,000 2. grant or issue mortgages, debentures, security agreements and other security and debt obligations as security for or to evidence any liability or obligation of the Society, including to mortgage, charge, whether by a specific or floating charge, or give other security on any or all of the property, assets or undertaking of the Society, both present and after-acquired; and 3. the directors of the Society or any one director or officer of the Society who is appointed by the directors, is hereby authorized to negotiate, settle and determine the terms and conditions of all loans, mortgages, general security agreements, debentures and other documents and security, and to grant, issue, execute and deliver all such documents and instruments on behalf of the Society. Moved by: Henry Vo Seconded by: Matt Hardwick Discussion: • Why are we considering this motion?

• The loan amount represents the capital amount for Pavilion. The income from Pavilion is to repay this loan. As Pavilion is a joint partnership with BCIT, they are obligated for half of the loan. The budget is already reflecting the interest amount and loan payment schedule built into it. The motion is what the bank requested for their legal and audit requirements.

• Does this have an impact on investments? • Nothing to do with what we are investing in. This is to make us have the authority

to tie up any and all assets with the bank in terms of security of debt obligations.

• Does this mean that the $1.6 million loan can be used for whatever the directors would like?

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• It is in the budget for the specific amount for Pavilion. It is to allow one person to sign off on the document itself.

• What are the terms of the loan? • Do not actually know if they will issue the loan to us, presuming they will. Made

reasonable assumptions in the budget with a conservative percentage to account for this.

• What is the point of a loan if it has already been paid for? • The interest expense gets charged back to Pavilion which BCIT will also contribute

to.

• Will the terms come back to Council once we receive them? • It could, but the way the motion is worded it would not. An Executive would need

to sign off on it on behalf of Council. Not a lot to negotiate for the loan itself. • We are also looking to take out the Student Centre loan with Vancity in the future.

This helps further solidify the relationship. • $1.6 million is not a large loan. The Student Centre loan is quite large and we will

shop around for a good rate accordingly. Other banks are more interested in taking the building loan as it is supported by dedicated funds and a referendum.

Motion: Be it resolved, as a Resolution of Council pursuant to Bylaw 17.1 of the Society, and by a majority of the Councillors present and entitled to vote at a meeting of the Council of the Society duly called and validly constituted, that we hereby authorize the directors of the Society, and we hereby confer a general power on the directors of the Society, to do any or all of the following on behalf of and in the name of the Society, for the period of one year after the date these resolutions are passed: 1. borrow money in such manner and amount, on such security, from such sources and upon such terms and conditions as the directors think fit, up to an aggregate amount of $1,600,000 2. grant or issue mortgages, debentures, security agreements and other security and debt obligations as security for or to evidence any liability or obligation of the Society, including to mortgage, charge, whether by a specific or floating charge, or give other security on any or all of the property, assets or undertaking of the Society, both present and after-acquired; and 3. the directors of the Society or any one director or officer of the Society who is appointed by the directors, is hereby authorized to negotiate, settle and determine the terms and conditions of all loans, mortgages, general security agreements, debentures and other documents and security, and to grant, issue, execute and deliver all such documents and instruments on behalf of the Society.

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Moved by: Henry Vo Seconded by: Matt Hardwick 26/1/1 Carried Motion: Be it resolved that BCITSA accepts the 2019/2020 capital and operating budget as distributed. Moved by: Henry Vo Seconded by: Carina Dung Discussion: • What is Ctrl P?

• It is the old name of our Campus Print & Copy. It is considered more of a service than an operation. Revenues are going up.

• With the incoming loans, what is going to be our debt ratio for the SA? • We have bank covenants that we need to maintain; loans will not be issued if we

do not meet them. Refers to debt ratios found in 2017-2018 Annual Report.

• Why was the Frosh Fest removed? • A BCIT Orientation line was created.

• We are paying a fee to someone who manages the capital levy, is that reflected in the

expenses? • It is indirectly reflected in the revenues. In the future it should be noted as a

separate line in there. Have not received any bills for this yet.

• Clubs run their own finances. We allocate money in revenue and the same in expenses so it nets out to 0. Have no idea what Clubs are going to do year to year as they mange their own bank accounts and only operate with what is in there.

• Is the $86,000 discrepancy between projected and actual the amount that is in their accounts unspent? • Yes. We make sure that the money is in their accounts before we sign off on the

cheques.

• Why is the fall orientation budget lower than last year? • It is just what Marketing estimated for their budget, have not heard about cutting

any services. With just a $600 difference it is probably due to projections.

• What is the rationale for the new POS system? • To run the same system throughout our operations.

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• Why is there that much money in the investment account? • As we collect the money from the new building fund it is transferred into this

account. The interest and dividends generated is not able to be spent against anything else. Not relevant to the operational side of the SA.

• Are there any red flags or positives in here we should look for? • We previously were hamstrung by a lack of space. With the renovations, we were

able to become what we currently are. Since we acquired the third floor as well, it has really allowed us to grow and provide increased services for the benefit of students now and in the future.

• Why does the Chair of Business have a larger budget? • Direct cost associated with having more Set Reps.

• The Student Initiative Fund is the still same. Does it ever increase?

• No. The funds are matched with BCIT; we were lobbying for non-School of Business competition funding, which we received $50,000. The funding is adequate.

• What is external lobbying? • It is for lobbying the government or external campaigning. We decreased it as we

did not spend the account previously. It also gives the Advocacy and Policy Committee a chance to use.

• Why is the catering budget so low this year? • It used to sit in the pub, but has been moved out into its own department.

• Reduced the Student Space amount by $600,000.

• It was directly related to the Entrepreneurship Centre as it is considered a student space.

• We have been limited in what the Committee can purchase. The Committee needs to have a discussion to see if we still have a use for this fund.

• What are the principal payments? • The repayment of debt back to the bank.

• The grants revenue budget is significantly less.

• The Entrepreneurship Centre received a grant from BCIT and we recognized it.

• Every time someone taps a card payment, it is a significant expense to our income statement. There is a cost to retailers to use cards; most charge the difference back to customers. We are currently looking around for better merchant fees.

• Bursaries and Awards budget does not seem to reflect what we spent this year.

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• We overspent last year because we forgot to pay the SASI fund; our calendar year and BCIT’s calendar year do not align. We got two bills in this year as they did not invoice us previously. Clubs also run through this account, and it is impossible to know what they will distribute in the year.

• Same applies to the Social Events item regarding Clubs.

• We spent double what we budgeted in Repair and Maintenance. Would it be more conservative to add more into the budget for this? • Daycare was largely in there as it was the first year of operations. Some of the

facilities are getting older, like the stores.

• Why is it for $1,300 for each new computer? • Hardware, installation, networking and maintenance with our IT provider.

• Do we retain ownership of the new catering oven if and when we leave SE40?

• Yes, it would be under our ownership.

Motion: Be it resolved that BCITSA accepts the 2019/2020 capital and operating budget as distributed. Moved by: Henry Vo Seconded by: Carina Dung 28/0/0 Carried

17.6.4 2018/2019 Distinguished Set Rep Award Recipients • From those nominated, there is a Set Rep selected from each School who goes above

and beyond. They receive an award of $500. • The award recipients for 2018/2019 are as follows:

• School of Business: Julianne Wong • School of Computing & Academic Studies: Thomas Bui • School of Energy: Jake Konrad • School of Health Sciences: Alysha Mayenburg • School of Transportation, Construction & the Environment: Megan Savinkoff

17.7 Open Forum • MechExpo in SE2 and SW9 on 2019-05-10.

• Civil Engineering Expo is in SE2 on 2019-05-08.

• The main year end party will be at Portside Pub instead of a boat cruise as it was a

struggle to sell the tickets last year. Tickets can be purchased online through Eventbrite.

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• Is there an opportunity for students to design SA products? • Currently most of students who wish to be involved and creative support LINK.

We hope to implement experiential learning in the future. 17.8 Reminders

17.8.1 School of Transportation, Construction & the Environment Set Rep Meeting: 2019-05-07 @ 17:30 in Council Chambers

17.8.2 School of Energy Set Rep Meeting: 2019-05-09 @ 17:30 in Council

Chambers 17.8.3 Year End Party: 2019-05-25 @ 18:00 at Portside. Tickets on Eventbrite.

17.9 Meeting Adjournment It was moved by Cory Pope and seconded by Don Starck that the meeting be adjourned. 23/4/1 Carried The meeting was adjourned at 19:43.

Council Meeting Tuesday, April 23rd, 2019

5:30pm – 7:30pm

Item 17.5.1: Executive Director’s Report

• NE1 – Pavilion: Pavilion opened its door to students on Monday April 29th. In general, the student’s reaction is very positive. The team is still working out the various issues that come with opening a new operation. Due to challenges with the old equipment kept in the hot food section, we were not able to open it until Friday, May 2. We believe that this new operation will provide a better food experience for years to come.

• Opening of Summit Centre: On May 1, we officially opened the Summit Centre. The centre has been operating since August 2018 and many students have benefited from our various programs. The centre was created in partnership with BCIT.

• Catering: As you may know, BCIT has expended its catering offering to include BCITSA Catering. Since our official opening, we have seen an increase in bookings. As such, it is causing for us to review our processes. With summer being quieter, it will give us time to work on refining our processes.

Upcoming: Events: https://www.bcitsa.ca/campus-life/events/

• Breakfast Club: Tuesday, May 7 at 8am, Burnaby • Professional Headshot Day; Tuesday, May 7 at 11:30, ATC • Employer Info Session: Sun Life Financial, Tuesday, May 7 at 4:30pm, Burnaby • Entrepreneurial Services - Marketing Strategies: Ask an Expert Workshop, Tuesday, May 7 at 5:30pm,

Burnaby • Employer Info Session: Canadian Linen, Wednesday, May 8 at 4:30pm, Burnaby • Workshop: How to Ace your Job Interview, Thursday, May 9 at 3pm, DTC • Free Massages at the Zen Lounge: Burnaby May 9 at 10am, Burnaby • Diversity Circles Lunch & Learn in recognition of the International Day Against Homophobia, Transphobia

and Biphobia, Wednesday, May 15 at 11:30am, Burnaby • Entrepreneurial Services – Trades: Just Sayin’ Entrepreneur Panel Series, Wednesday, May 15 at 2pm,

Burnaby • Workshop: How to get your Resume Notice, Thursday, May 16 at 3pm, DTC • International Day Against Homophobia, Transphobia and Biphobia Resource Fair and Breakfast Buffet:

Friday, May 17 at 8am, Burnaby • Free Massages at the Zen Lounge: Burnaby May 17 at 10am, Burnaby • Build your Own Business (Trades Business Focused Workshop): Wednesday, May 22 at 2pm, Burnaby • Workshop: How to Write Impressive Cover Letters, Thursday, May 23 at 3pm, DTC • Free Massages at the Zen Lounge: Burnaby May 24 at 10am, Burnaby • Workshop: Effective Job Search, Thursday, May 30 at 3pm, DTC • Free Massages at the Zen Lounge: Burnaby May 31 at 10am, Burnaby

Objective Updates for May 6thName Position Objectives Objective Accomplishments

Timothy David President

Create new student introduction video

A video was completed for the Student Elections called the 73 Questions. This was accomplished through Rajita Dang and the Marketing Team. The purpose of the viseo was to promote the Student Executive role and it's responsibilities.

Work with different interest groups on campus to develop operational plan for equal and inclusive opportunities for all students

IxL Leadership Conference 2019:The successful launch of our second IxL Conference has been adopted into the operational plan and various incoming student executives have voiced their interest in continuing the production for 2020.

24/7 Online Counselling:The implementation of ThinkBlot's online counselling addresses the need for more counselling services for our students. It addresses the need for additional services for students that are unavailable between standard business hours with no additional cost to the students at large.

Provide information sessions and networking opportunities between all student representatives sitting on the different boards at BCIT

Audit & Finance Committee:For the first time in BCITSA history, we have student representation on the Board of Governor's Audit and Finance Committee. This committee oversees and reviews all spending on BCIT's operation. The continuity of this representation is currently being planned with the new incoming President.

Henry Vo VP Finance & Administration

Planning and executing the year end party

The year end party is a wrap. This year we decided to do a bunch of events across our different campuses. This provided more involvement for other campuses. This year for the Burnaby Campus, we have 2 session of exam stress packages. We also have a year end party May 25th @ portside.

Bring a Barber on to Campus Completed.Update the Investment Policy and start investment process with Controller Updated the investment policy.

Eirylle Sanchez VP Student Affairs

Continue the "Gender Equity Awareness" campaign from the previous year to educate students on the challenges women experience in the workplace.

Gender Equity Awareness has evolved into all year events and workshops. Work with incumbents to hold women focused events in Fall.

Work with Career Services, International Student Services, and relevant clubs to promote and develop workshops and presentations targeted to International Students to improve soft skills that are not developed through their program curriculum.

Collected data and feedback from International Students and Advocacy on possible services to introduce. Creating proposal for career-related services.

Objective Updates for May 6thName Position Objectives Objective Accomplishments

Eirylle Sanchez VP Student AffairsWork with Indigenous Services to create an awareness campaign of their services, and their background to educate the BCIT student community.

Event cancelled. Incoming VP Student Experience interested in pursuing this initiative to work with Kickstart.

Update all BCITSA language regarding Indigenous Services from "Aboriginal" to "Indigenous" to be more inclusive of the Indigenous community.

Completed.

Christian Colquhoun VP External

Work with the Alumni Association to improve current student and alumni engagement

Worked with the Alumni Association all year on various events. Started the process of updating the Memorandum of Understanding between the two groups in order to operationalize data sharing, event information, consignment sales, and a few other operations. Started the foundation of a major partnership project between the SA and AA that will be developed by Steven in the upcoming year. I am proud to announce that the partnership between the SA and AA is stronger than ever.

While working with various stakeholder groups, develop short and long-term strategies that the BCITSA can take to advance the Open Educational Resources issue forward

This is the objective I did not accomplish quite as much as I had hoped. I am still in the process of working with James Rout to ensure that BCITSA staff and Student Executive have a permanent position on the Open Educational Resource working group.

Educate students on the BCIT campus about the upcoming Provincial Proportional Representation referendum and promote student involvement in the voting process

This objective ended up expanding into three seperate informational campaigns, two debates, and relationship-building with local politicians. The BCITSA created guides on how to vote, what policies were being promoted by various politicans, and fielded questions from students throughout the three voting periods. We successfully coordinated a debate betwen two MLAs on the issue of proportional representation. A second debate was planned with NDP leader Jagmeet Singh but was unfortunately cancelled due to an inch and a half of snow. Janet Routledge, Burnaby North MLA has agreed to work closely with next year's executive and to hold an event in September for all students to come ask questions about the provincial government.

Matt Hardwick Chair of Business

Insure that inclusive community oriented events are held within the School of Business

Organized and facilitated BCIT and the SA's first ever clothing swap. Raised $120 for Covenant House and donated over 250 items of clothing to One Love Society. Acquired $1000 in funding for the Sun Run initiative and coordinated SoB running team

Objective Updates for May 6thName Position Objectives Objective Accomplishments

Matt Hardwick Chair of Business

Work with student clubs to promote cross program collaboration

Worked with Enactus staff to promote entrepreneurship services. Introduced the SA to Nine Dynamics and Titan, an AI focused investment program which was brought to the Financial Management club and promoted in an event designed to educate students on safe investing.

Advocate to BCIT the need for increased compost and recycling bins

Advocated to BCIT to increase compost and recycling bins. Promoted sustainability across all initiatives and assisted in the creation of the new VP Equity and Sustainability.

Revamp Set Rep program

Created proposal for Set Rep program to be transferred over to Hunter Sones during transition. The proposal is strictly operational and addresses the issues and potential with the current program.

Promote career services and entrepreneurship workshopsSat on the strategic planning committee for the new Summit Centre.

Cory Pope Chair of Energy

Connect students in Engineering, Trades & Architecture programs together through networking and inclusive opportunities No accomplishments made on this.

Work with BCIT to promote existing programs to international students for their success and achievement No accomplishments made on thisWorked with Dean of the School of energy to move the location of the MECH EXPO

MECH Expo will be hosted in SW9 and SE2 Great hall to allow for better spacing between projects

Worked with School of energy Faculty and students to compile a list of courses that should be re-structured, or removed to create a more compelling cirriculum

MECH faculty met with third and fourth year students to hear concerns. There is high potential for the mech faculty to rearrange the third year cirriculum in order to reduce the length of the second semester from 20 weeks to 15 weeks starting next year.

Link with Learner Services to investigate possible gap in services Completed

Justin Cervantes Chair of Computing & Academic Studies

Host the LAN Party as a social and community event

Organized the LAN Party in November 2018, with over 130 tournament participants. We ran League of Legends, DOTA2, and Fortnite tournaments with a board game room as well. We raised over $2,000 in profit (which went back to the student events fund).

Organize an industry event to promote leadership and forward thinking in the computing community

Completed in August. Hosted the event "Young Leaders in Emerging Technologies" where technology related club executives from UBC, SFU, UVic and BCIT met at the BCIT DTC Tech Hub to discuss how emerging technologies (specifically blockchain) will impact our careers. Keynotes obtained were the Executive Consultant for Blockchain Solutions from IBM and the Internship Program Lead from SAP.

Objective Updates for May 6thName Position Objectives Objective AccomplishmentsJustin Cervantes Chair of Computing &

Academic Studies

Promote health and wellness (social and physical) for students by advocating for a SoCAS-sponsored Sun Run team

Completed this objective. The outcome was 4 schools participating in the initiative, with 69 students joining a BCIT/SA sponsored team. A full After Action Report has been submitted to council.

Submit a proposal to the CIO for 5 summer jobs for SoCAS students where students are competing for positions by hackathon

The proposal was submitted. The CIO remains impressed and this initiative remains on his radar with recent budget allowing him to make this a reality. For the moment there is no progress until this bubbles up as a priority for the CIO. Moving forward, I will either keep this as an objective in my new role or transition this to new Chair.

Sasha Voznyuk Chair of Health Science

Facilitate interdisciplinary cohesion and partnerships through meaningful exposure to other students' fields of study within health sciences, workshops and seminars with other health professionals, and collaboration with faculty on how to improve interprofessional education.

Sat on the Interprofessional Education (IPE) Committee. Advocated for meet and greet with SoHS leadership and faculty at Fall 2019 orientation sessions. Promoted discussion over shared topics at set rep meetings, including food services, counselling services, HSC, Student Success, and crisis intervention. There was an overall lack of interest in Power Hours/workshops/seminars.

Enhance student input regarding the design and execution of the new Health Sciences Centre.

Provided student input through the Health Sciences Centre (HSC) working group, collaborated with Stantec architects and BCIT facilities, including arranging for sessions with students and presentations at set rep meeting. Worked together with hired consultant regarding logistical/operational impact on future SoHS students. These relationships will be carried over to incoming SoHS.

Promote student wellness by advocating for improved accessibility to mental and physical health workshops and programs.

Worked with Health and Wellness department on exploring options for a peer support program at BCIT. Collected data from UBC and Kwantlen programs, proposed idea to Student Wellbeing Steering Committee (SWSC). BCIT has been offered funding for a peer program by BC government; refining this program will be transitioned to incoming Chair of Health. Provided student input in SWSC, arranged for counselling services to speak at set rep meeting, advocated for expanded health/counselling hours, sat on the Pink Shirt Day Committee. Was unable to coordinate Mental Health First Aid in Spring 2019 due to scheduling conflicts; will likely take place in Fall 2019.

Chris SamraChair of

Transportation, Construction &

Environment

Connect students in Engineering, Trades & Architecture programs together through networking and inclusive opportunities

Conversations have begun regarding creating trades council members

Objective Updates for May 6thName Position Objectives Objective Accomplishments

Chris SamraChair of

Transportation, Construction &

EnvironmentCreate more Parking Spaces for hybrid/electrical Vehicles After requesting, the older spaces have been fixed and new

spaces will be incorporated with the plan created for BCIT’s future.Passive Design Completed.

Carina Dung Chair of Aerospace Technology Campus

Promote the Clubs program on campus to encourage students to connect and gain out of classroom experiences

-Had a group of students take the lead on revamping the Maximum Altitude Club here at ATC. Club should hit the ground running after the students are back from their Spring Break (June 24th).

Enhance student wellness on campus through programs and services (ie. doggie de-stress, paint nights, etc.)

-Due to some unfortunate circumstances, we were unable to have doggy de-stress day this year. Will be working with Andrea to make sure it still happens after my term ends.-Brought a Japadog foodtruck to campus to provide the students and staff with a second food service option. The plan is to have this become a regular thing on campus; however, according to Jimmy Kim, there is currently a bit of an obstacle as businesses have to apply for a license in order to operate in the city of Richmond.

Bring basic student amenities on campus (ie. bookstore) -In the editing stages of the proposal for having a bookstore on campus. Proposal will be sent out before the end of next week.

Encourage networking and build sense of community through inclusive opportunities and events on campus

-Restructured the set-rep program at ATC to a more comfortable setting. Through this, I was able to create a more intimate setting where new friendships were made. -Collaborated with Trina Prince and Daniel Hannington to organize an end-of-year event at ATC that included a free BBQ, inflatable game, and a basketball tounament. The tournout was better than expected -- with a student population of approximatey 270 students, we were able to feed just over 200 of them. Additionally, the basketball tournament was extremely popular with a crowd gathering around the court to spectate. Overall, this event allowed students to come together, make new connections, and just have fun.

RAISING THE BARBCITSA Strategic Vision

2019 - 2024

The BCIT Student Association (BCITSA or Association) has been providing student-centered services for over 50 years. The BCITSA is a charitable not-for-profit organization that responds quickly and efficiently to student needs. Governed by a dedicated and forward-thinking Student Executive Board and Council, the Association has never lacked ideas to enhance student life. It is this energy that ensures the Association remains relevant to students while constantly reinventing itself. Through a series of strategic plans, BCITSA has evolved into a robust and vibrant Association. These successive strategic plans have guided our Executive Board, management, and all staff members to better understand the overall direction of the Association. Complemented with yearly operational plans reviewed by Council, the elaboration of past and current strategic plans has been the reason for the Association’s success. This new Strategic Plan: Raising the Bar, 2019-2024, will provide continuity to this exciting journey that we have been on. It will allow the Association to truly refine itself as we look to the next five years.

MISSION

To be an advocate for students and provide services which are student-centered, responsive, and proactive in supporting and enhancing the quality of student life.

VISION

An inclusive community of students empowered to succeed.

VALUES

Safety, inclusivity, & accessibility

Sustainability

Transparency

Growth

Innovation

ORG

ANIZ

ATIO

NAL

PRO

FILE

To enable the provision of these aforementioned services, significant capital investments have been made. The new SA Centre in SE2 was constructed and houses our Student Services (Student Development, Career Services, Wellness, Clubs support). Additionally, the newly remodeled 3rd floor is now home to our new Council Chambers, a multi-faith contemplation room, and the SA administrative and Executive offices. Students are also now benefiting from the newly renovated Campus Pub – Habitat. These new services are in addition to our existing services; Stand South and Central stores, Geared Up, Campus Print & Copy, numerous scholarships, clubs support and meeting space, and meeting rooms for students. Over the past 5 years, BCITSA invested over $6 million in capital to improve the student experience. This growth has created a momentum which has propelled the Association forward. It is with the hard work and enthusiasm of the people working at BCITSA, including the 5 elected Student Executive Boards governing the Association, that this was all possible.

BCITSA’s mission is to be an advocate for students and provide services which are student-centered, responsive, and proactive in supporting and enhancing the quality of student life at BCIT. With a governing Board of Directors which is comprised of 12 elected Student Executives, 2 Satellite Councillors, and approximately 30 Councillors, this Council provides guidance and oversight to ensure we remain steadfast to our goals.

With the guidance of past strategic plans, BCITSA has been successful in advancing its mission of enhancing student life. During our last strategic plan, 2014-2019 Redefining our Future, the Association has grown its services to include the following programs and services:

A new Government Relations branch to

our existing Advocacy Services

The passing of a referendum for the

construction of a new student centre.

Relevant Entrepreneurial Services housed

in the newly constructed

Summit Centre

Comprehensive Career Services supporting students from all the

different BCIT Schools

Newly developed Wellness Programs

adding another layer to the improved

Extended Health and Dental Plan

An exciting collaboration with BCIT

reinventing food services with the amalgamation of the NE1 Stand North &

food services forming the new Pavilion

Two additional childcare centres totalling 62 spaces

for children of BCIT students and staff

a timeline of BCIT Student Association Achievements

MILESTONES

20142015

20162017

20182019

SEPTEMBEROpened new Student and Career Services Centre – SA Centre (SE2, 2nd floor)

JULYHired new Government Relations Strategist

MAY Improved representation for satellite students with the creation of 2 new Satellite Councillor positions

Opened the newly renovated student pub - Habitat

Created BCITSA Entrepreneurial Services, which are available to both students & alumni

SEPTEMBER

Constructed new contemplation room & Council Chambers

JANUARY

Completed construction of BCITSA administrative office (SE2, 3rd floor)

JANUARY

Successful Referendum for a new Student Centre; scheduled to start construction in 2022

MARCH

Constructed 2 new childcare centres adding 37 spaces to our existing 25 spaces

NOVEMBER

Created a new Health and Wellness Department

JUNE

Completed construction of the new Entrepreneurship Centre – Summit Centre (SE14)

AUGUST

Opened the new food services location – Pavilion – in partnership with BCIT (NE1)

Launched campus-wide catering services at SE40

APRIL

Organized our first campus-wide leadership conference - IxL

MARCHAPRILCreated BCITSA Career Services

Modified the Link Newspaper to the Link Magazine

ENVIRONMENTAL IMPLICATIONS

This is a style of running a non-profit organization where the elected board of directors (Board) defines the vision, mission, and values.

In a governance model board, the Board does not implement programs, but instead grants power to the executive director to hire staff and ensure day-to-day operations are handled successfuly.

These past years, the Board has fully moved to a governance model which allows Board members to focus on advocating for student issues.

WHAT IS A

GOVERNANCE BOARD?

Having an elected Board which changes annually represents both benefits and challenges. The constant need to improve the status quo that comes with each board is the foundation of the Association’s growth. It could be viewed as challenging to incorporate new ideas into an approved strategic vision, however the Association has always embraced new ideas by aligning them awith existing focuses.

As an independent organization, BCITSA functions well within the BCIT system. The amiable nature of the relationship between BCIT and BCITSA provides a constructive platform to advance the Association’s goals while advocating for the betterment of students’ issues. Fostering a collaborative approach with BCIT becomes instrumental when forging the future of the Association.

Though independent, BCITSA will always remain connected to BCIT. Demonstrating this inter-connection, students and the BCIT community still confuse BCITSA services for BCIT’s. As a result, there is an ongoing challenge for BCITSA to define ourselves to our members as a wholly separate organization from BCIT. Students use our services, yet they may not know exactly who is behind each operation.

Since the beginning of our last strategic

plan, the Association’s workforce increased

by 40%

2014

2019

This connection to BCIT impacts how the Association operates in many ways:

• While BCITSA is agile and quick to adapt, BCIT may not be.

• BCIT imposes a vigorous schedule to students limiting available time for students to participate in extra-curricular activities.

• BCIT’s open-door model for part-time students caused a significant increase of part-time students presenting both opportunities and challenges.

• In recent years, the number of international students has increased posing different pressures to our service delivery model.

• The satellite nature of BCIT creates a gap in service provision for these campuses, reducing opportunities for those students.

While these changes occur, BCITSA is often not a part of the discussions that may directly impact the Association’s operations. Though we have seen some improvement, BCITSA is still dependent on being included when decisions are made by the Institute.

BCITSA is known as a vibrant and responsive organization that is able to adapt to students’ needs.

One of the greatest strengths of the Association is our staff; the Association would not be where it is without their commitment and “can-do” attitude. Over the years, BCITSA has developed a culture which is able to quickly adapt to organizational change and external pressures.

As such, it has put pressure on internal processes and has presented certain challenges such as the siloization of certain departments as we have expanded across the BCIT Campuses. We are no longer able to house all services under one roof and this decentralization of services has presented

new operational challenges.The diversity, eclectic nature, and speed in which our services and operations have grown have resulted in the adoption of processes that can be divergent across the Association. Though our “can-do” culture is the foundation of the Association’s success, it will be essential to create systems and processes that can support the long-term goals of the whole Association as we move forward.

The complexity of our diverse operations will remain a challenge to consider when establishing a new visioning statement; however, this diversity and increase in workforce also allows the Association to move issues forward faster.

METHODOLOGYIt was important to engage the various student and staff communities in the creation of this strategic plan.

After the collection of data, it was apparent that four organizational wide strategies prevailed:

• Satellite Campuses

• Student Services

• Engagement

• People & Association

From these strategies, various goals were identified, prioritized by our Executive Board, and then approved by Council.

These strategies and goals now create the road map for the next 5 years, while preparing the Association for our new Student Centre.

These strategies will guide the different operational plans approved by Council annually.

a general survey

went to all students

104 provided helpful

information

12 focus

groups were

organized

STUDENT SERVICES

BCITSA delivers relevant student services while remaining true to its mission of being student-centered, responsive, and proactive. The Association works with various partners to expand its offerings while continuously evaluating services, thus ensuring continuous relevance and excellence in delivery. This is accomplished by:

2.

• Ensuring BCITSA Entrepreneurship Services are recognized & utilized by the BCIT community. While continuing to offer exploration & education programs on entrepreneurship and intrapreneurship, we will develop an acceleration component to our programing

• Offering experiential opportunities for students complementing their career development. By doing so, students enhance essential skills for employability

• Ensuring that student services are inclusive & accessible to our culturally rich & diverse student population

ENGAGEMENT

BCITSA engages with its members by providing opportunities to be involved. This is accomplished by:

3.

• Utilizing creative marketing initiatives and strategies that are responding to students’ needs

• Increasing students’ involvement in the Association representation system

PEOPLE AND ASSOCIATION

BCITSA’s internal ecosystem is a cumulation of ever-evolving processes, employees’ strengths, and meaningful interactions. The strength of the Association is its people while its path is its processes. The combination of both makes the association relevant to its members. This is accomplished by:

4.

• Providing developmental opportunities for employees, fostering a culture of professional growth based on personal and organizational goals

• Celebrating successes and recognizing employee excellence

• Cultivating cohesiveness between departments to preserve our unique organizational culture

SATELLITE CAMPUSES1.

Students on all campuses benefit from similar levels of service to complement their learning experience. This is accomplished by:

• Creating opportunities & community on campus through the delivery of relevant student services

• Advocating for the delivery of necessary services to meet the need of students to create of sense of community

• Providing further assistance to student clubs and advancing their achievements

• Operating retail and ancillary operations which meet the various needs of students while supporting organizational goals

• Advocating for students on the advancement of relevant issues impacting their journey

• Providing a full suite of wellness services focusing on the 8 dimensions of wellbeing while improving students’ health awareness

• Developing and refining internal processes to streamline operational requirements and improve efficiencies

• Fostering sustainable external relationships enhancing the Association’s offerings

• Upgrading technology to digitize processes and service delivery

www.bcitsa.ca

Designed and published by: BCITSA © 2019

BCIT Student Association 3700 Willingdon Ave. (SE2)

Burnaby, BC, V5G 3H2604.432.8600 info@bcitsa.ca

ANNACIS | DOWNTOWN | AEROSPACE | MARINE | BURNABY

Objectives ActionsExpand Zen Lounge Massage Outreach Clinic to provide more opportunities for DTC and part-time students to access services.

Expand Breakfast Club program to include regular service delivery at all campuses.

Expand Paint Night program to include service delivery for DTC and part-time students.

Expand Doggy De-Stress Program to include events at ATC, AIC, and BMC.

Review Student Services marketing strategy at DTC.

Increase staff presence at DTC.

Ensure increased presence of Career Specialists during periods of high usage.

Ensure Student Development programming is accessible at DTC.

Devise customized approaches to program delivery at DTC.

Increase offering of Entrepreneurship Services at DTC.

Offer online options to make services more accessible to students.

Promote and market Entrepreneurship Services at satellite campuses to increase usership.

Enhance delivery of retail services at satellite campuses.

Conduct a feasibility study to determine what format retail services, including food services, could be delivered in each campus under current conditions.

Target communication by creation of unique satellite campus webpages.

Create stand-alone microsite for each satellite campus with relevant and specific information as well as a general listing of all available services. Poster campaign on each campus, and possibly the Agenda, to highlight the campus-specific webpages.

Objectives ActionsImprove presence and awareness of Advocacy services at satellite campuses.

Increase Advocacy office hours to twice a month at each campus, providing in-person services.

Restructure Advocacy services to provide more specific support for each satellite campus.

Divide responsibilities of Advocates to create stronger connections with faculty and staff at each campus.

2019-2020 BCITSA Strategic Objectives

Satellite Campuses

1. Creating opportunities and community on all campuses through the delivery of relevant Student Services

Enhance delivery of Entrepreneurship Services.

2. Advocating for the delivery of necessary services to meet the need of students to create of sense of community

Students on all campuses benefit from similar levels of service to complement their learning experience. This is accomplished by:

Expand Wellness service offerings at satellite campuses.

Enhance delivery of Career Services at DTC.

Increase presence of Student Services at DTC to improve service level.

Objectives ActionsExplore opportunities to broadcast events and/or services utilizing resources already available.Offer online resources to make services more accessible to part-time students.Work with a developer from BCIT's TMGT program to enhance the MatchBoard user experience by identifying and implementing system improvements.

Develop a plan for the expansion of BCITSA Entrepreneurship Services.

Define acceleration programming and determine the need and demand for acceleration programming at BCIT.

Work with at least three instructors while designing events to ensure relevancy. Invite at least one instructor "champion" to each event.

Connect with one lead contact or "champion" from each relevant School and invite at least one champion to each Entrepreneurial Services event.

Objectives ActionsProvide graduating students and alumni with work-integrated learning opportunities.

Pilot the Career Services Internship Program for graduating students and alumni. Develop a vision and four year plan for experiential learning that involves the entire Student Services department, linking overarching goals across the department.

Identify employer partners, faculty partners, and student groups to design an event tailored to the needs of these stakeholders.

Improve the LINK contributor experience and redefine the editorial experience. Increased communications and engagement plan for students via LINK newsletter.

Introduction of six Publications-hosted Professional Writing Workshops. Identify and explore potential partners on campus.

Student Services

2. Offering experiential opportunities for students complementing their career development. By doing so, students enhance essential skills for employability

Make services more accessible to students by digitizing processes and service delivery.

Broadcast information to promote BCITSA Entrepreneurial Services across the BCIT community.

BCITSA delivers relevant student services while remaining true to its mission of being student-centered, responsive, and proactive. The Association works with various partners to expand its offerings while continuously evaluating services, thus ensuring continuous relevance and excellence in delivery. This is accomplished by:

1. Ensuring BCITSA Entrepreneurship Services are recognized and utilized by the BCIT community. While continuing to offer exploration and education programs on entrepreneurship and intrapreneurship, we will develop an acceleration component to our programming

Develop and design targeted experiential learning opportunities for BCIT students that enhance soft skill development.

Objectives ActionsCreate an International Student Working Group with other PSI SAs (akin to U-Pass Working Group).

Look into existence of group and facilitate coordination.

Gather information through interviews and research to create simplified and coherent messaging for International students.Increase marketing effort across all campuses; overhaul and update of website to better showcase services; increase strategy when choosing and promoting events (e.g. Consent workshops) to ensure resources are allocated optimally by reviewing effectiveness of campaigns and events.

Create an Advocacy Services campaign directed to International students.

Build internal awareness of how the changing student demographic will affect the SA's delivery of Student Services.

Research trends in services for International students including Entrepreneurship, Wellness, Student Development, and Career Services.Increase Career Services online learning offerings.

Investigate premade soft skills and career development course offerings and determine their relevancy to BCIT students.

Improve efficiency of SA sponsored monthly cultural events.

Collaborate with BCIT International and School of Business to put on one large cultural festival per term.

Move cultural events to Wellness portfolio. Consultative process to migrate all cultural events to Wellness portfolio. Develop strategy and objectives for how and why we create these events.

Objectives ActionsContinue to support Enactus student projects with startup tools and resources.

Collaborate with the Enactus leadership team to identify opportunities to work together on relevant projects and events.

Create opportunities for Clubs to celebrate their successes and to learn how club involvement can increase employability.

Develop online microlearning modules on specific club-related topics.

Engage in a needs assessment and review online tools that can help Clubs to improve efficiency.

Objectives ActionsExpand student mental health literacy. Develop new mental health educational supports for students using

blended strategies to engage both online and in-person learners.

Ensure Wellness programs and services are rooted in the 8 Dimensions of Wellness model.

Review all programs and activities to ensure they are relevant to the 8 Dimensions of Wellness model.

Expand service delivery in financial, physical, and social dimensions of wellness.

Rebuild Crash Course Cooking Program with focus on skill building; students learn how to cook healthy meals on a budget.

Digitize elements of Student Services programming where possible and where it makes sense.

Digitize current Wellness program operational processes to improve efficiency.

Increase systemic interventions to create conditions for wellbeing within learning environments.

Increase community awareness of academic practices that enhance student wellbeing.

4. Providing further assistance to student clubs and advancing their achievements

3. Ensuring that student services are inclusive and accessible to our culturally rich and diverse student population

Continue to develop the knowledge and capacity of Clubs.

Develop a community of faculty advisors and Clubs on campus.

Ensure ongoing communication with faculty advisors and create opportunities for needs assessment and feedback.

5. Providing a full suite of wellness services focusing on the 8 Dimensions of Wellness while improving students’ health awareness

Continue to develop online services to ensure services are accessible to part-time students.

Increase awareness of Advocacy Services for diverse student populations at BCIT.

Objectives ActionsDevelop team training around the Employer Needs Assessment Tool in order to enhance relationships with employers and to ensure their needs are being met. Revise employer offerings to include recruitment events and experiential events.

Assess and revise suite of services for employers based on research outcomes. Increase employer awareness of services.

Streamline communications and roles between Career Specialists and Account Coordinator in order to ensure a smooth sales process and positive employer experience.

Create access to global career opportunities for students.

Develop a global employment service for students and alumni.

Assess Student Development programs to determine where to enhance existing programming.Revive Peak Leadership branding and website to make more appealing to students.Review sponsorship of Peak Program; develop sponsorship strategy.

Objectives ActionsConduct a demand and supply analysis for the Childcare Services.

Based on report, conduct feasibility study for future expansion.

Analyze Pavilion performance in April-June. Implement new lines of products and vendors, and improve operational efficiencies as determined by the findings. Operate Pavilion focusing on operational efficiencies, customer service, and staff training.Roll out online ordering and app-based loyalty program.

Enhance level of retail services for BCIT community - the Stands and Geared Up.

Operate the two Stands and Geared Up focusing on operational efficiencies, customer service, and staff training. Improve customer care and service of food

operations.Implement training manuals and processes that can be accessed through an online training support tool.

Update menus in food operations to included calorie counts, nutritional values, and allergy notifications.

Each menu item assessed to determine nutritional content; implement a legend to promote healthier choices.

Increase Print Shop services, and awareness of these services, at satellite campuses.

Offset staff to offer longer hours. Coordinate with faculty to open on selected weekends, as well as explore course printing bundles for students. Promotion campaign on satellite campuses to drive services (business cards, resumes, etc.) leading up to important events (e.g. Industry Days, etc.).

6. Providing innovative and first-rate career services to assist students and alumni connecting with industry and being successful in their employment

Enhance level of retail services for BCIT community - Pavilion.

7. Operating retail and ancillary operations which meet the various needs of students while supporting organizational goals

Better serve the BCIT community in need of childcare services.

Grow services for employers with a focus on helping employers to recruit BCIT students and alumni.

Further incorporate experiential opportunities into existing programming.

Objectives Actions

Present short but informative presentations on soft skills (ex: communication) to Set Reps.

Research and create impactful messaging regarding 1) Communication Skills, 2) Conflict Resolution, 3) Active Listening, 4) Know Your Rights.

Create a program for International and EAL students that explains cheating and plagiarism in a way that is more understandable and relatable.

Work with BCIT stakeholders to form action committee.

Provide better process for Executive events (lead time, planning, etc.) to ensure quality and leadership development.

Implement new Executive event booking protocol.

8. Advocating for students on the advancement of relevant issues impacting their journey

Objectives ActionsIncrease wellness literacy through online and in-person channels.

Assess the value of Career Track to students and services.

Review the communication strategy for Career Services and identify areas for improvement concerning the website, social media (LinkedIn), newsletter, and Career Track promotion.

Create the SA's first Entrepreneurship magazine, highlighting success stories and promoting services across all campuses.

Objectives ActionsProvide a more efficient response to issues raised during Set Rep meetings.

Advocates rotate attendance at meetings and act on issues with the approval of the Chair.

Better utilization of Set Reps as conduits of information.

Redevelop campaign for the onboarding of Set Reps. Launch new web-based tracking system. Develop strategy and communications plan for Set Rep engagement.

Communicating internally and externally the Association's position on issues relevant to students.

Determine issues that are relevant and create position statements reflective of Council's priorities.

Engagement

2. Increasing students’ involvement in the Association representation system

Increase student awareness and engagement with Student Services programming and services.

BCITSA engages with its members by providing opportunities to be involved. This is accomplished by:

1. Utilizing creative marketing initiatives and strategies that are responding to students’ needs

Objectives ActionsAudit current onboarding process to understand new hire experience and identify gaps. Centralize all new hire documentation and training in HRIS system (Avanti). Build out a 30/60/90 day new hire onboarding schedule to provide smooth transition into BCITSA organization. Survey new hires at the 90 day mark to quantify onboarding experience.

Create standardized onboarding package pertaining to marketing and events processes for relevant staff. Creation of process and protocol documents to be presented to new employees by Events and Marketing Managers; incorporate this into HR onboarding training.

Identify positions that are essential to BCITSA's business which who do not have immediate internal replacements.

Determine the immediacy, urgency, and impact of each possible vacancy based on position in organization, availability of skill set in the labour market, and potential time required to indoctrinate successor into the organization and the role. Ensure job-specific knowledge becomes organizational knowledge through job documentation and knowledge capturing processes.

Design an annual succession plan review process to add to, change, and evaluate the existing plan.

Create a vision and implementation plan that supports a streamlined approach to learning and instructional design across BCITSA.

Centralize the Association's internal training and development resources as an HR function. Create a knowledge centre for employees to access commonly required internal development such as how to have difficult conversations, how to provide performance feedback, emotional intelligence, active listening, leadership, supervisory skills, safe lifting, health and safety, etc.

Objectives ActionsLeverage employee engagement survey data to design thoughtful HR initiatives to improve attraction and retention of great employees.

Communicate results of survey and connect every new HR initiative to survey results to show action being taken on the responses that were provided.Partner with senior leadership to identify organizational-wide goals which we can strive to achieve as a group. Communicate progress on a regular basis and ensure organizational-wide awareness and participation. Celebrate as a group.Design and implement a program where peers can provide ad-hoc public and/or semi-public appreciation to their coworkers.

Develop and communicate an organizational-wide compensation philosophy.

Utilize industry leading compensation software and survey data to build a competitive and equitable pay structure. Benchmark each BCITSA role to the local market to ensure competitive pay. Internally benchmark each BCITSA role to ensure internal equity. Create job grades to manage internal equity structure.

Implement an organizational-wide recognition program to celebrate Association-wide accomplishments.

Design and build a comprehensive orientation and onboarding program for new hires.

2. Celebrating successes and recognizing employee excellence

BCITSA’s internal ecosystem is a cumulation of ever-evolving processes, employees’ strengths, and meaningful interactions. The strength of the Association is its people while its path is its processes. The combination of both makes the association relevant to its members. This is accomplished by:

1. Providing developmental opportunities for employees, fostering a culture of professional growth based on personal and organizational goals

People & Association

Develop a five year organizational succession plan.

Develop and define an approach to learning across the organization.

Objectives ActionsCompile departmental descriptions, photos, biographies of leadership team, and highlights of all of our events. Show how we demonstrate our mission, vision and values, and acknowledge the rich culture we have and are continuing to grow.

Champion the development of departmental values and vision statements. Support departments in describing their roles within the organization, summarizing their unique value proposition and offerings as content for the culture book and future strategic planning.

Create opportunities for all SA staff to participate in workshops and special events; when the SA designs initiatives, we consider how all departments can participate.

Create opportunities for staff located in SE40 and SE41 to be included in workshops and special events.

Objectives ActionsReduce the impact of turnover within the Student Services department by building a library of development resources across the department.

Using a variety of modalities, ensure training guides and modules are in place.

Streamline internal processes within the Student Services department.

Map out processes to identify opportunities to simplify and/or automate procedures and to ensure continuity.Develop an exhaustive program for new Student Centre to use as a framework for building development by including relevant stakeholders in this planning exercise.Complete lease and construction agreements with BCIT.Create project outline and schedule.

Assess student needs in regards to a new Wellness Centre.

Research the variety of wellness centre models in use across PSIs.

Objectives Actions

Identify funding and sponsorship opportunities that will enhance the development of Entrepreneurship Services.

Identify long-term sponsors and partners to enhance student offerings and services.

Streamline external communications to support our efforts in engaging employers and increasing revenues.

Purchase a CRM.

Objectives Actions

Implement the full suite of Avanti HR modules to digitize HR processes and improve HR service delivery.

Utilize the full functionality of the HR, training and development, onboarding, and recruitment modules.

Create a more efficient waitlist process for the Childcare Centres.

Create an automatic online system.

4. Developing and refining internal processes to streamline operational requirements and improve efficiencies

5. Fostering sustainable external relationships enhancing the Association’s offerings

6. Upgrading technology to digitize processes and service delivery

3. Cultivating cohesiveness between departments to preserve our unique organizational culture

Create cross-functional team building opportunities to help staff in all locations feel tied to the Association and feel unified in the purpose of their business function (stores, pub, catering, childcare, etc.).

Set up framework for new Student Centre.

Create a Cultural Onboarding Handbook for BCITSA's current and new employees.