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12018-2023 STRATEGIC PLANLEADTRANSFORMDIFFERENTIATE2018-2023 STRATEGIC PLAN
22018-2023 STRATEGIC PLANIn a rapidly evolving world that often pushes the boundaries of possibility,conventional practices in postsecondary education are not enough.It will take a bold approach, the courage to transcend traditionand a pioneering spirit to reimagine our future.LEADTRANSFORMDIFFERENTIATE
32018-2023 STRATEGIC PLANCONTENTSLead. Transform. Differentiate. 4Planning for Change 6Developing our Plan 8Vision, Mission and Values 12Strategic Pillars, Priorities & Foundations 14Career-Ready Citizens 16Accessible Education 20Healthy and Inclusive Community 25The 21st Century Institution 30Honouring our Indigenous Roots 35Building on our Strengths 36
42018-2023 STRATEGIC PLANLEAD. TRANSFORM. DIFFERENTIATE.Our 2018-2023 Strategic Plan inspires us to lead, transform anddifferentiate, setting aspirational goals that will set Humberapart. It also responds to the powerful winds of change that areblowing across the world, revolutionizing the way that we learn,work and play.Through this ambitious plan, Humber will become an agent ofchange, shaping the future of our students and our society.Yet, every step forward will be rooted in the strength of our past.For more than 50 years, Humber has created an outstandingenvironment for teaching and learning, preparing highly-skilledand knowledgeable graduates for leadership and success. Andthat will not change. We will continue to educate innovators andcritical thinkers, sought after for the excellence of their academicqualifications and the value of their career-ready skills. But we willdo it in new and dynamic ways.With this strategic plan, we are transforming the educationalexperience at Humber. Our students will be immersed in experientiallearning and programs that deliver the employability skills andcultivate entrepreneurial attitudes that drive progress. We willdeepen learning opportunities through strong, sustainable partnerships with industry, community and alumni, and capitalize on ourworld-class Centres of Innovation to open new avenues for creativecollaboration and applied research.Brien Gray, Chair, Board of GovernorsContinue reading on the next page
52018-2023 STRATEGIC PLANHumber has long been committed to improving access to highereducation. Drawing on our extensive experience as a polytechnic,we are providing national leadership in developing a coordinatedsystem of programs and learning pathways that maximize choice,flexibility and mobility for students. Recognizing that diversity isour strength, we are also cultivating a rich learning environmentthat is grounded in the fundamental values of equity, respectand inclusion. We are further supporting these efforts by infusinghealth and sustainability into the decisions we make, expandingour focus on the success and well-being of our students,employees and community.The 2018-2023 Strategic Plan is bold and far-reaching and wethank everyone who participated to develop this extraordinaryroadmap. We invite all of our faculty, students, staff, communityand industry partners to accept the challenge to lead, transformand differentiate. Join us as we take Humber to new heights.Brien GrayChair, Board of GovernorsChris WhitakerPresident & CEOChris Whitaker, President & CEO
62018-2023 STRATEGIC PLANPLANNINGFOR CHANGEAs Ontario’s largest college,Humber is distinctive inmany ways. Our leadership inpolytechnic education, the depthand breadth of our programmingand our highly diverse studentpopulation differentiate us fromour peers. With links to morethan 160 countries, we havecreated a vibrant and multifacetededucational environment, wherestudents thrive and succeed.LEADTRANSFORMDIFFERENTIATE
72018-2023 STRATEGIC PLANOur new strategic plan is robust and ambitious. It builds on our existingstrengths and prepares us for the many forces of change that will impacthigher education over the next five years. In developing Humber’s strategicplan, we took into consideration a number of closely interconnected factors.EuropeCentral & South AmericaCaribbeanAfricaMiddle East10%9%9%8%7%12%44%Southeast AsiaSouth AsiaLike many countries around the world, Canada’s youth population is declining.This decline has been countered by growing international migration. Thearea surrounding Humber’s North Campus is particularly diverse and hometo a large number of newcomers. Increasingly, Humber is also the collegeof choice for international students.Graph 2. Full-time students by country of origin(Outside Canada)33 k30 kEnrolmentThe characteristics of our student population are changing. Traditionally,students began their college careers directly from high school. Today,a growing number of students enter college with previous postsecondaryor work experience and many are balancing schooling with other responsibilities, such as jobs and family. These students come to Humber toenhance their skills, improve their job prospects or move into a new career.40 k20 k10 k0196719922017YearGraph 1. 50 years of full-time enrolment at HumberThe concept of diversity encompasses acceptance and respect, whileembracing individual differences. Humber’s diverse student and employeepopulation reflects the many dimensions of race, ethnicity, gender, sexualorientation, socio-economic status, age, physical abilities, religious beliefs,political beliefs, and other ideologies. The cultural diversity that exists atHumber is an important resource for learning and personal growth, preparingstudents to work with a diverse workforce and enhancing both creativityand social acceptance.These factors have profound implications for Humber and the futureof higher education. Our strategic priorities and supporting actions reflect thechanging environment and respond to the complex, evolvingLEADneeds of our students.TRANSFORMDIFFERENTIATE
82018-2023 STRATEGIC PLANDEVELOPINGOUR PLANLed by the Strategic PlanningSteering Committee, weembarked upon a year-longstakeholder consultation toimagine a bold, new future forHumber. We redefined ourmission, vision and valuesto reflect our commitment tothe transformative power ofpolytechnic education. We alsoestablished the strategic priorities that will define our visionand direct our actions throughto 2023.Strategic Plan student consultationLEADTRANSFORMDIFFERENTIATE
92018-2023 STRATEGIC PLANIt is essential that our strategic plan works for our entire community. Our collegegoals and the road map that will get us there need to reflect the aspirations of ourstudents, faculty, staff and partners.Chris Whitaker, President & CEO, Humber College, 2012-presentLEADTRANSFORMDIFFERENTIATE
102018-2023 STRATEGIC PLANA collaborative journeyMore than 1,350 students, faculty, staff,board members,and industry and community partners engagedin our planning process, participating in town hall eventsand online surveys. They told us what made them proud to be partof Humber and shared their ideas for the future of our college.LEADTRANSFORMDIFFERENTIATE
112018-2023 STRATEGIC PLANWhat we heardFive years from now, my Humber will Be a globally recognized source of critical thinkers, creators and businessand community leaders who fearlessly drive innovation (Humber faculty).Ensure that the skills and knowledge we are taught in the classroom are connectedto what employers need in their workforce. Our professors will be well-informed aboutthe directions and needs of their sectors and will help us develop the requiredcompetencies for our fields and the skills to sell ourselvesto these employers (Humber student).Prepare students who have the technical acumenand cultural and social awareness that are essential to successfulindustries (Industry partner).Excerpts from Humber’s 2018-2023 strategic planning consultationsLEADTRANSFORMDIFFERENTIATE
122018-2023 STRATEGIC PLANVISIONTransforming postsecondary educationthrough global, polytechnic leadership.MISSIONHumber develops global citizens with theknowledge and skills to lead and innovate.LEADTRANSFORMDIFFERENTIATE
132018-2023 STRATEGIC PLANVALUESCourageWe are bold in charting a new course in high quality education.InnovationWe drive innovation and creative enterprise.EquityWe cultivate an environment where all individuals can achieve their full potential.Health & Well-beingWe nurture the health and well-being of our communities.SustainabilityWe preserve our collective future.LEADTRANSFORMDIFFERENTIATE
142018-2023 STRATEGIC PLANSTRATEGICPILLARS, PRIORITIES& FOUNDATIONSThe 2018-2023 Strategic Planprovides a thoughtfulframework for transformingpostsecondary education. Threestrategic pillars set Humber’sbroad directions to developcareer-ready citizens, provideaccessible education, and builda healthy and inclusive community. These pillars are alignedwith strategic priorities andsupporting actions whichdefine our future and identifythe initiatives which will allow usto achieve our ambitious vision.LEADTRANSFORMDIFFERENTIATE
152018-2023 STRATEGIC PLANPILLAR 1PILLAR 2PILLAR 3Career-ReadyCitizensAccessibleEducationHealthy andInclusive CommunityTransform education bycreating opportunities forall students to participate inmeaningful experientiallearning, with a focus onwork-integrated learningand applied research.Lead the province in developing programs, credentialsand pathways that enhancestudent choice, mobility andaccess to higher education.Optimize student successby embedding healthand well-being into allaspects of campus culture.Establish strong, sustainablecollaborations with industry,community, internationaland alumni partners thatcreate unique learningexperiences for ourstudents and reciprocalbenefits for our partners.Empower students bytransforming the learningenvironment to offer morechoices in how, what, whenand where they learn.Expand and enhanceIndigenous programming,methodology, research,practice and delivery.Continue to build a diverseand inclusive communityof exceptional students,faculty and staff.Provide national leadershipin developing sustainablecampuses.
162018-2023 STRATEGIC PLANPillar 1CAREER-READY CITIZENSIt is critical that we prepare our students to succeed ina global, knowledge-based economy that is technologydriven and changing at an unparalleled rate. These changeshave disrupted the nature of work and are putting upwardpressure on the knowledge and skill requirements of thelabour market. Humber is addressing these challenges witha dynamic blend of academic and experiential programsthat deeply engage students in their learning and empowerthem to think critically, make bold choices and becomeleaders of change.LEADTRANSFORMDIFFERENTIATE
172018-2023 STRATEGIC PLANCAREER-READY CITIZENSExperiential Learning: We are investing in high-impact experiential learning that will equip students with authentic work experience, 21st centuryemployability skills and a network of potential employers. Students will beguaranteed relevant, practice-based learning opportunities that respond tothe current and emerging needs of the labour market.Experience has shown that student learning is enhanced when it includesopportunities for applied research, discovery and curiosity. By integratingapplied research into program curricula and experiential learning, we willcultivate the creativity and innovation literacy that make our graduatesuniquely employable.Partnerships: We are strengthening our network of strong, sustainablepartnerships with industry and community organizations to ensure our programs are current and relevant, further expand our capacity for experientiallearning and applied research, and provide our students with a seamlesstransition from education to employment.
182018-2023 STRATEGIC PLANCAREER-READY CITIZENSSTRATEGIC PRIORITY #1Transform education by creating opportunities for all students to participate in meaningful experientiallearning, with a focus on work-integrated learning and applied research.SUPPORTING ACTIONS Integrate core, 21st century global citizenship and employability skills into all program curricula. xpand the value and availability of experiential learning by establishing a tiered organizational frameworkEto promote, develop, implement and manage experiential learning opportunities. ngage students in innovation by leveraging our world-class Centres of Innovation network to promote andEsupport interdisciplinary, multi-school applied research. Create a closer integration of applied research, program curriculum and experiential learning outcomes. Prepare students for changing work environments by teaching and engaging them in new digital technologies.LEADTRANSFORMDIFFERENTIATE
192018-2023 STRATEGIC PLANCAREER-READY CITIZENSSTRATEGIC PRIORITY #2Establish strong, sustainable collaborations with industry, community, international and alumni partnersthat create unique learning experiences for our students and reciprocal benefits for our partners.SUPPORTING ACTIONS ngage and support industry and community providers of experiential learning through clearly defined rolesEand responsibilities, a seamless Humber experience, and mutually beneficial communication and interaction. romote excellence in teaching and learning by fostering balanced and diverse faculty teams with expertisePin industry, teaching, applied research and partnership.LEADTRANSFORMDIFFERENTIATE
202018-2023 STRATEGIC PLANPillar 2ACCESSIBLE EDUCATIONAs students increasingly juggle work, family and financialresponsibilities, their learning needs and expectationsare changing. Conventional models of higher education nolonger satisfy these needs and are leaving many studentsbehind. In response to this growing reality, Humber is transforming the educational landscape by pioneering exciting,new approaches that will give students more choice andflexibility in their learning. We are leading the way to a futurewhere higher education is accessible to all.LEADTRANSFORMDIFFERENTIATE
212018-2023 STRATEGIC PLANACCESSIBLE EDUCATIONPathways to Learning: Humber offers an unrivalled continuum of learningpathways to help students progress through degree and graduate certificatecompletion. Drawing on this strength, Humber will provide leadership across thecollege system to develop new pathways and institutional collaborations thatwill improve access to postsecondary education and enhance student mobility.Innovative Learning Options: We are creating innovative courses andprograms that are modular, adaptive and personalized to help studentscustomize their education to their evolving needs. These new approacheswill be enabled by leading-edge technologies, learner-centred processesand progressive system partnerships to enhance Humber’s differentiatedlearning program.Indigenous Achievement: Humber aspires to create an accessible, culturally meaningful environment where Indigenous students can thrive. Thatpath begins with recognizing the historical and current context for Indigenouspeoples. Humber is committed to enriching our campus communities byintegrating Indigenous knowledge into the classroom and curriculum andoffering support and services that deliver the best learning experience forIndigenous students.
222018-2023 STRATEGIC PLANACCESSIBLE EDUCATIONSTRATEGIC PRIORITY #3Lead in the development of programs, credentials and pathways that enhance student choice, mobilityand access to higher education.SUPPORTING ACTIONS xpand mobility by developing new pathway partnerships and system collaborations with other postsecondaryEinstitutions. evelop a unique mix of credential and non-credential programs that meet the needs of our students,Dcommunities and the labour market.LEADTRANSFORMDIFFERENTIATE
232018-2023 STRATEGIC PLANACCESSIBLE EDUCATIONSTRATEGIC PRIORITY #4Empower students by transforming the learning environment to offer more choices in how, what, whenand where they learn.SUPPORTING ACTIONS Develop personalized and adaptive learning experiences that facilitate student success and engagement. Improve accessibility for all students by adopting universal design principles in teaching and learning.LEADTRANSFORMDIFFERENTIATE
242018-2023 STRATEGIC PLANACCESSIBLE EDUCATIONSTRATEGIC PRIORITY #5Expand and enhance Indigenous programming, methodology, research, practice and delivery.SUPPORTING ACTIONS I mplement the Indigenous Education Plan, which outlines programs and services in support of Indigenouslearners and communities. onour authentic Indigenous voices by enacting the Protocol for Indigenous Community Engagement, whichHadvances cross-cultural engagement, mutual respect and understanding.LEADTRANSFORMDIFFERENTIATE
252018-2023 STRATEGIC PLANPillar 3HEALTHY AND INCLUSIVECOMMUNITYTransforming education is a powerful vision that must beanchored in the strength of our people. As we strive toreach our strategic goals, we understand that true innovationwill be shaped by the unique perspectives and contributionsof our diverse campus communities and that well-being hasa profound effect on achievement and engagement, particularly in times of great change.LEADTRANSFORMDIFFERENTIATE
262018-2023 STRATEGIC PLANHEALTHY AND INCLUSIVE COMMUNITYHealth and Wellness: Humber is deeply committed to health and wellnessas the cornerstone of success for our students, faculty and staff. Our holisticapproach recognizes the multidimensional nature of well-being and will beintegrated across campus life. From our focus on excellence and our progressive program options, to our sustainability commitments and extensivesocial and support services, positive well-being is a core priority and sharedresponsibility for everyone at Humber.Equity, Diversity, Inclusion: We will enhance Humber’s distinctive learningenvironment with a heightened emphasis on equity, diversity and inclusion.Through the pursuit of inclusive excellence, we will establish a supportivecampus culture, rich in diversity of thought and identity, that empowers intellectual engagement, creativity and critical thinking. Increasing the diversityof our faculty and staff will further this goal by ensuring that students aresupported by strong role models and mentors that reflect their diversebackgrounds and experiences.Sustainability: We are passionate about preserving our collective futureby taking responsibility for the social, economic and environmental impactof the decisions we make today and in the future. Widely respected as atrailblazer in sustainability, Humber will focus on three key areas – environmental stewardship, social equity, and economic performance – to providenational leadership in shaping the future of sustainability.
272018-2023 STRATEGIC PLANHEALTHY AND INCLUSIVE COMMUNITYSTRATEGIC PRIORITY #6Optimize student success by embedding health and well-being into all aspects of campus culture.SUPPORTING ACTIONS Adopt the Okanagan Charter, an international charter to advance health promotion in colleges and universities. Through research and outreach, identify students at risk of attrition and provide early intervention. Enhance our vibrant campus communities by supporting students’ needs for social and cultural opportunities.LEADTRANSFORMDIFFERENTIATE
282018-2023 STRATEGIC PLANHEALTHY AND INCLUSIVE COMMUNITYSTRATEGIC PRIORITY #7Continue to build a diverse and inclusive community of exceptional students, faculty and staff.SUPPORTING ACTIONS stablish and implement an institutional framework and strategy for equity, diversity and inclusion thatEaddresses the needs of both students and employees. I nspire excellence by developing an employee engagement plan that promotes well-being, enhancesmotivation and facilitates a commitment to organizational goals and values. ncourage new and existing employees to achieve their highest potential by implementing Humber’sETalent Management Strategy.LEADTRANSFORMDIFFERENTIATE
292018-2023 STRATEGIC PLANHEALTHY AND INCLUSIVE COMMUNITYSTRATEGIC PRIORITY #8Provide natio
It is essential that our strategic plan works for our entire community. Our college goals and the road map that will get us there need to reflect the aspirations of our students, faculty, staff and partners. Chris Whitaker, President & CEO, Humber College, 2012-presen
