International Strategic Plan Refresh Day Two

International Strategic Plan Refresh Day Two

Advisory Committee Director, International (Ernest Mulvey) Manager, Marketing and Recruitment (Nadia Ramseier) Manager, International Student Integration (Anna Choudhury) Manager, Projects and Partnerships (Christine Peachey) Faculty (Sherry Poirier) Faculty (Kerry Surman) Faculty (Sean Howe) Faculty (Chris Melmoth) Support (Brenda Brouwer) Support (Mark Moses) 2

Advisory Committee Representative from Language Institute (David Deveau) Representative from School of Business (Dave Donaldson) Representative from Media (Robyn Heaton) Representative from Hospitality (Altaf Sovani) Representative from Register (Krista Pearson) Representative from Student Services (Ben Bridgstock) Representative from Ancillary Services (Brent Brownlee) Representative from Student Association (Himalay Keekani) Representative from Student Association (Nikita Persaud) 3

Working Group Ernest Mulvey Carolyn Lepage Sarah Aikin-Ayre Rebecca Volk Chris Lackner Elizabeth Tyrie 4

Timeline Three All Day Meetings Day One Introduce Framework Construct Current Strategy Cascade Day Two postponed Review Corridor Funding Model Frame Strategic Choices Draft Cascades for Each Possibility Day Two Frame Strategic Choices Draft Cascades for Each Possibility Day Three (Half Day Review Feedback from Stakeholders Specify Conditions for Each Possibility Design Tests Day Four (Half Day) Revise Strategic Possibilities Make Strategic Choice Present to BoG Deadline By September 31 November 6 December 11 January 12 TBD TBD 5

Timeline Three All Day Meetings Day One Introduce Framework Construct Current Strategy Cascade Day Two postponed Review Corridor Funding Model Frame Strategic Choices Draft Cascades for Each Possibility Day Two Re-introduce Framework Review Current Strategy Cascade Frame Strategic Choices Day Three Review Feedback from Stakeholders on Strategic Choices Draft Cascades for Each Possibility Specify Conditions for Each Possibility Design Tests Day Four (Half Day) Review Feedback from Stakeholders on Cascades Revise Strategic Possibilities Make Strategic Choice Present to BoG Deadline By September 31 November 6 Thursday, March 1 Thursday, April 12 Friday, May 25 TBD 6

Timeline Page Two Deadline Public Consultations Kick Off Introduce Framework Present Current Cascade By End of September Community Engagement Solicit Feedback on Draft Cascades By Beginning of November Community Engagement Solicit Feedback on Strategic Choices By Beginning of November 7

PURPOSE AND GOALS Review the current International Strategic Plan Map against the current state Seek ways for the Algonquin College to be exceptional in its International Strategy Make strategic choices 8

STRATEGY DEVELOPMENT 9

What is Strategy? Strategy is a set of choices that enable an organization to win with its customers and against its competition. 10

#1 Strategy Is About Making Choices To win, a company must choose to do some things and not others. 11

#2 Strategy Is About Increasing the Odds There is no such thing as a PERFECT strategy. 12

#3 Every Strategy Worth Having Starts With Customers A rich understanding of customers is crucial to both where-to-play and how-to-win choices. 13

#4 Successful Strategy Making Combines Rigor and Creativity Strategy should be creative and scientific it involves generating and testing hypotheses. 14

Strategic Framework What is our guiding aspiration? The purpose of the effort: Our vision The right playing field: Where we will compete: our geographies, product categories, consumer segments, channels, stages of production Where will we play? How will we succeed? The reinforcing activities: Our capabilities that must be in place to succeed Our specific configuration The unique way we will succeed: Our value proposition Our competitive advantage What capabilities must we have? What management systems do we need? The support systems: Systems, structures, and measures required to support our choices 15

Strategy Development Process Option 1 Option 2 Opportunity Option 3 Option 4 What Would Have to Be True? Option 5 Decide Tests Barriers 16

Background DropBox Essential Reading 17

CURRENT STRATEGY CASCADE 18

Lines of Business On-Shore Contract Training ESL PSE Mobility Off-Shore Campuses & Partnerships Licensed PSE Program Contract Training Mobility 19

Advisory Committee Complete Copy in Word Format Revenue contribution positive student experience and enrolment growth International is leveraging College s capability to attract international students Obvious win revenue, increase in revenue, maintaining a quality of educational standards aspiration? Business development is not an obvious win Other colleges and post-secondary institutions Contribution revenue support financial back to the college Strong enrolment growth not a lot of awareness What is our winning IEC does initial process afterwards attempting international students are confused; at a certain point international students need to get services elsewhere. Then students are redirected back to the IEC CICan, CIBE other postsecondary institutions, pathways into credentials, short term training, development, Stage of production Other business development non-recruitment activities Confusing in the student lifecycle if there is a hand off sometimes the handoff does not happen Play around the world mainly India and China; internal clients as well Generally playing in emerging economies Emerging economies certain demographics not postsecondary first generation students customer is there a better alternative i.e. lack of seats in country Canadian credential, experience and opportunity Agents, attending educational fairs Where will we play? Currently competitive advantage is our location a lot of people are looking at affordability, smaller safer place: In Canada then Ottawa We do go to locations that don t have such high standards, integrity and quality they are looking for these things How will we win? Location to an extent, safety, diversity of programming, existing connections, responsiveness, infrastructure, reputation and brand recognition, Infrastructure (like a little city) Competitive advantage: close to Toronto, diversity What capabilities must we have? Demonstrate our core values Human resources and knowledge, direct and indirect marketing capabilities Framework of Franchise model Lean Management systems International barometer that collects satisfaction data but not sure follow up on the suggestions Satisfied: Arrival services, faculty, Dissatisfied: Library, LMS, ITS Not a seamless experience for onshore students Standard practice for admission, quality assurance, salesforce, licenses, registration and enrolment maximums not enablers of success How we measure our success enrolment and revenue Giving people time on their SWFs to attend financially supported embedded in the overall training of faculty and staff What management systems do we need? 20

Business Development Complete Copy in Word Format Designing and delivering high-quality training programs Chase business development Have repeat business Meet revenue targets Provide faculty and students with international experience increase their global competency Build Algonquin s profile in key markets Win bids What is our winning aspiration? Geography: US universities, and leading mainstream countries, private training companies, other consultants, CICan, CBIE, Languages Canada: View, Canada vs world, Ontario vs Canada, and Algonquin vs other Canadian colleges Customers: React pursue leads that come to us But not reactive in China. Hosting delegations Channel: Social Media (China, Kuwait), trade commissioners, conferences, delegations, RFP s, National Organizations (CBIE, CICan), strategic partnerships with other institutions, client referrals, agents How will we win? Products/Offerings: Provide services anywhere in which we respond to a contract request China, Mexico, Brazil, India, Kenya, Demark, France Any product or service from Algonquin College we can commercialize Export Algonquin s high-quality program credentials offshore Where will we play? Ethical, professional, transparent, and competent. Responsive timely in replying. Technical, vocational, polytechnic, digital, Ottawa based, Both low cost and differentiation Against large brand institutions compete against low cost. Against non-brand - differentiation View, Canada vs world, Ontario vs Canada, and Algonquin vs other Canadian colleges Customize, personalize training programs Build long lasting relationships often high touch Algonquin model What capabilities must we have? Facilities on Ottawa campus Internal operational flexibility Strong knowledge of specific market Very entrepreneurial, innovative, timely, strong internal teamwork. Good support from many internal college stakeholders in responding to proposals Zoom PeopleSoft Dropbox WeChat What management systems do we need? Salesforce Basecamp Introduction to Lean GeneSIS 21

Recruitment and Marketing Complete Copy in Word Format Grow in a sustainable, ethical manner through recruiting high quality students from diverse regions of the world Recruit in a transparent and ethical manner 2 year vs. 4 year programs- quicker to graduation About access, not exclusivity admission requirements make us more accessible % of international student vs. domestic population is low Net promoter score for students is high Relationship with agents agent net promoter score is high. Generally, applicant satisfaction with service high What is our winning aspiration? Geography: Emerging markets, USA, Europe Products/Offerings: Education as functionality, not prestige Channel: Social media, online, agents, education fairs, engagement with local community, in-market representatives, seminars to high schools and universities, publications, word-of- mouth, lead campaigns, third-party sites Customers: Parents, relatives, embassies, agents, not students bound for top universities not the most financially and academically strong Already here market differs from the still overseas market Stage of Production Generating awareness to inquiries to registration in the value stream. Where will we play? Responsible and accessible to agents, applicants, and students Canada brand as a high-quality education destination & ability to work while studying, after graduation & become an immigrant Low cost is local but for study abroad, Canada is affordable, Ottawa is low-cost city and Algonquin more affordable than universities How will we win? View, Canada vs world, Ontario vs Canada, and Algonquin vs other Canadian colleges Net promoter from past and current students Net promoter from agents Hands on, applied learning Class size, school size, city size What capabilities must we have? Hire fresh, competent staff good team and teamwork Applicant process, streamlined and faster service technological resources automate processes. Degree of autonomy in making decisions and innovating Willing to explore new training and strategies not dogmatic Managers try to encourage feedback surveys, listening tools Lean and lag measures International student barometer What management systems do we need? Introducing Lean \. CRM -Salesforce GeneSIS Hootsuite Leads, applicants, registered, students Web traffic Agent retention, agent satisfaction 22

Student Services Complete Copy in Word Format Ensuring high persistence, retention, and graduation of international students Help other areas of the college to provide high-quality, appropriate service to international students What is our winning aspiration? RISIA certification for front line staff to ensure consistence visa and immigration advice to students. Welcome and integrate and retain students in their new environment Strong results in student satisfaction International students are highly-engaged and successful in Algonquin academic and social life Higher international student retention rates than domestic students Geography: Ottawa, Perth, Pembroke Online, face-to-face, print, phone, participation in committees Customers: Students, faculty and staff, recruitment, and other college departments + external clients such as IRCC, City of Ottawa, guardians, Homestay Channel: Convert, retain, graduate, alumni: registration to alumni in the value stream Products/Offerings: Pre-arrival, arrival, orientation, integration, academic success, personal success, accommodation, advising, visa and immigration services, employment support, letter and documentation support, events and activities, intercultural awareness support, emergency/urgent management support Where will we play? CRM allows for personalized communication through application portal Both low cost (compared to universities) but also differ from universities in program specialization High level of immigration advice supports international students to transition to permanent residence status Provide international students with assistance so they can achieve personal and academic goals By providing a high-level, personalized service Accessible information frequent communication through multiple channels and quick turn around to student electronic requests How will we win? What capabilities must we have? Algonquin is not stratified Willing to explore new training/strategies Staff are encouraged to give their input Algonquin is embedded in the community and serves the community, and builds goodwill with Ottawa IRRC (RISIA Certification) with staff. Process improvement and professional development. Time dedicated to continuous improvement. Ability to be nimble, re-prioritize, and react as situation evolves What management systems do we need? Lean Management CRM and Pardot GeneSIS Growth, enrolment, retention 23

Discussion What does it mean to be a global leader in personalized, digitally connected experiential learning considering the on-shore and off-shore international markets? What would be the key elements of success? What principles should govern Algonquin s approach to the on-shore or off-shore international markets? 24

Common Risks (External & Internal) EXTERNAL Political Economic / Market Demand Social Environmental Technological Legal / Policy Safety and Security Competition / Substitutes INTERNAL Management Preferences Strategy Organization Resources 25

Generative Discussion What are the potential risks and opportunities for Algonquin in pursuing the on-shore or off-shore international markets? 26

POTENTIAL BUSINESS SCENARIOS 27

Scenarios 1. Focus primarily on On-shore International Activity Grow international student population to 15%, 20%, 30%, 40%? 2. Focus on Transnational Education Opportunities Grow off-shore partnerships, branch campuses, franchises? 3. Focus on Student and Faculty Abroad Grow study and work abroad to 2.5%, 5%, 10%, 20%? 4. Focus on Profitable Lines of Business (on-shore and/or off-shore) 5. Focus on both On-shore and Off-shore Activities In all markets, select markets, markets aligned to program excellence? 28

FUTURE STRATEGY CASCADES 29

International Strategic Refresh Exercise - Playing to Win Worksheet Divide into groups Recruitment Services & Pedagogy Business Development o Onshore o Offshore o Mobility 30

International Strategic Refresh Exercise - Playing to Win Worksheet Now complete the first two boxes on the worksheet for International @ Algonquin College What is our winning aspiration Where will we play Capture the future state for each line of business Need an objective and dispassionate description 31

Sharing Your International @ Algonquin College 32

Next Steps Three All Day Meetings Day One Introduce Framework Construct Current Strategy Cascade By September 31 Day Two postponed Review Corridor Funding Model Frame Strategic Choices Draft Cascades for Each Possibility November 6 Day Two Re-introduce Framework Review Current Strategy Cascade Frame Strategic Choices Thursday, March 1 33

Next Steps Three All Day Meetings Day Three Review Feedback from Stakeholders on Strategic Choices Draft Cascades for Each Possibility Specify Conditions for Each Possibility Design Tests Thursday, April 12 Day Four (Half Day) Review Feedback from Stakeholders on Cascades Revise Strategic Possibilities Make Strategic Choice Friday, May 25 Present to BoG TBD 34