institutional accountability plan and report 2012/13 2015/16 · 2012/13 – 2015/16 . royal roads...

Institutional Accountability Plan

and Report

2012/13 – 2015/16

Royal Roads University 2

Table of Contents

Letter from the Board Chair and President ..................................................................................... 4

Institutional Overview .................................................................................................................... 6

Royal Roads University Profile .................................................................................................. 6

Program Offerings ...................................................................................................................... 7

Market Assessment and Environmental Scan ............................................................................... 10

Strategic Direction ........................................................................................................................ 12

Growth and Diversification Strategy ........................................................................................ 14 Academic Quality and Research ............................................................................................... 15

Building and Sustaining Capacity ............................................................................................. 19

Goals and Performance Measures ................................................................................................. 22

Performance Measures, Targets and Results ............................................................................ 24

Financial Health & Performance .................................................................................................. 31


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Institutional Overview

Royal Roads University connects students to people, ideas, and experiences

that can change their lives and the world.

Royal Roads University graduate

Royal Roads University Profile

Mandate

To offer certificate, diploma and degree programs at the undergraduate and graduate levels in

solely the applied and professional fields

To provide continuing education in response to the needs of the local community

To maintain teaching excellence and research activities that support the university’s

programs in response to the labour market needs of British Columbia

Vision

We connect people, ideas and experiences to change lives and the world.

Mission

We are leaders and partners creating an enduring prosperity. Transformation in career and life

results from our teaching and research applied to solve problems and create opportunities in the

world.

Values

Diverse by appreciating and celebrating the diversity of students, faculty and staff.

Relevant in our application to the real world.

Inspiring an unparalleled education meets an unparalleled environment, both online and on

campus.

Collaborative through our cohort learning model.

Enabling by facilitating life-changing experiences.

Committed through our personal approach to learning.

Sustainable by contributing to economic prosperity, social advancement and environmental

sustainability in all the communities to which we belong.

Inclusive by means of our flexible admissions.


Program Offerings

Royal Roads programs are currently organized under two faculties: the Faculty of Social and

Applied Science, and the Faculty of Management. Key areas of focus are:

1. Faculty of Social and Applied Science:

Leadership, including specialties in health leadership

Communications and culture

Education and technology

Environment and sustainability

Humanitarian studies, including specialties in disaster and emergency management,

justice studies, and peace and conflict management

Interdisciplinary studies, including a doctoral program

2. Faculty of Management:

Business and management, commerce programs, and global management

Tourism and hospitality management

Royal Roads primary and core identity is as a graduate university, with domestic students in

blended programs. The university’s core competence, expertise and focus will continue in the

social science fields, such as leadership and management. We offer differentiated value to the

market and customers through interdisciplinary and applied programs.

Royal Roads is market responsive and operates in a business-like manner. Flexible admissions

policies and delivery models are tailored to working professionals and their employers. Royal

Roads provides education and training solutions to students that are current, applied and

immediately relevant to their real workplace environments. We contribute to economic

prosperity, social advancement, and environmental sustainability in all of the communities to

which we belong.

Programs are offered in a wide array of delivery models that provide significant choice and

convenience for people in the work force, from offshore to on campus, as well as online and

blended (both on campus and online delivery) models. Many of Royal Roads’ programs offer

accelerated learning, and are of shorter duration than traditional universities, allowing students to

apply their learning in the workplace sooner.

Royal Roads University’s current suite of programs is set out in the tables that follow.


1 Doctor of Social Sciences

2 MA in Conflict Analysis and Management

3 MA in Disaster and Emergency Management

4 MA in Educational Leadership and Management

5 MA in Environment and Management

6 MA in Environmental Education and Communication

7 MA in Environmental Practice

8 MA in Human Security and Peacebuilding

9 MA in Intercultural and International Communication

10 MA in Interdisciplinary Studies

11 MA in Leadership

12 MA in Leadership (Health Specialization)

13 MA in Learning and Technology

14 MA in Professional Communication

15 MA in Tourism Management

16 MBA in Executive Management

17 MBA in Executive Management (Management Consulting Specialization)

18 Masters of Global Management

19 MSc in Environment and Management

20 MSc in Environmental Practice

Graduate Degrees

1 Graduate Diploma in Conflict Analysis and Management

2 Graduate Diploma in Disaster and Emergency Management

3 Graduate Diploma in Environmental Education and Communication

4 Graduate Diploma in Human Security and Peacebuilding

5 Graduate Diploma in Learning and Technology

6 Graduate Certificate in Environmental Education and Communication

7 Graduate Certificate in Executive Coaching

8 Graduate Certificate in Health Systems Leadership

9 Graduate Certificate in Instructional Design

10 Graduate Certificate in Leadership and Management

11 Graduate Certificate in Professional Communication Management

12 Graduate Certificate in Project Management

13 Graduate Certificate in Strategic Human Resources Management

14 Graduate Certificate in Sustainable Community Development

15 Graduate Certificate in Values-Based Leadership

Graduate Diplomas

and Certificates

1 BA in Environmental Practice

2 BA in Interdisciplinary Studies

3 BA in International Hotel Management

4 BA in Global Tourism Management

5 BA in Justice Studies

6 BA in Professional Communication

7 Bachelor of Business Administration - Sustainability and International Business

8 Bachelor of Commerce in Entrepreneurial Management

9 BSc in Environmental Management

10 BSc in Environmental Practice

11 BSc in Environmental Science

Undergraduate

Degrees


More information about Royal Roads University programs is available at:

http://www.royalroads.ca/all-programs

1 Diploma in Interdisciplinary Studies

2 Diploma in Tourism and Hospitality Management (Offshore program)

3 Certificate in Environmental Practice

Undergraduate

Diplomas and

Certificates

http://www.royalroads.ca/all-programs


Market Assessment and Environmental Scan

As part of the completion of the 2011/12 strategic business planning process, the university

completed an assessment of its place in the global, Canadian and B.C. educational marketplace.

Highlights include:

Globalization, knowledge-based economies, changing government expectations and funding,

and demographic shifts present challenges and opportunities for the labour force and for

educational institutions

Post-secondary education and lifelong learning opportunities remain a key source of

competitive advantage for societies and economies and remain in high demand worldwide

Royal Roads is relatively small, but has a strong reputation for both quality and cost

effectiveness, with a distinct opportunity to increase capability to manage a changing,

diverse, intergenerational workplace

Competition for increased international enrolments is intense as institutions mobilize in

pursuit of opportunities to attract a larger number of international students

Statistics Canada reports that within 10 years (by 2021) one in four workers will be 55 and older.

Within one generation (by 2031), the ratio of workers to retirees will decrease from six to one, to

three to one, and about one in three people in the labour force will be foreign born, if recent

immigration levels continue.

As noted by the Research Universities’ Council of British Columbia in their 2011 Strategic

Priorities:

In B.C.’s small, open economy, the ability to develop and apply new

knowledge and develop a skilled workforce is essential. This is becoming

even more critical as B.C., along with many other jurisdictions, will face

labour market shortages as a result of its aging population and changing

economy. Over one million jobs will need to be filled in B.C. over the next

decade, of which 850,000 will require a post secondary education.

Increasing the number of students pursuing an undergraduate education and

expanding graduate education opportunities will be critical to the Province’s

success in meeting labour market demand and in leveraging B.C.’s

competitiveness and productivity.

The Government of British Columbia’s Labour Market Outlook 2010-2020 includes these

highlights:

Tight labour market conditions, with demand for workers exceeding supply, emerge at the

provincial level by 2016

Demand for workers in B.C. is expected to grow by an annual average rate of 1.4%, with

1,027,400 job openings over the 10-year period


Only half of these openings may be filled by B.C. high school graduates; new migrants to

B.C. are expected to fill one-third of job openings

Approximately 78% of job openings over the 10-year period from 2010 to 2020 are expected

to require some post-secondary education and training or a university degree

Occupations with the strongest demand outlooks include:

management

business, finance and administration

sales and service

arts, culture, recreation and sport

health

natural and applied sciences

Over the next decade, British Columbia will need advanced skills and

knowledge to drive a growing and more diverse economy. Emerging sectors

such as green technology, digital technology and digital media will flourish, as

will innovation within large existing sectors such as natural resources. With

growing trade relationships across the Asia Pacific and around the world,

British Columbia will continue to grow as a global economy.

Skills for Growth - British Columbia’s Labour Market Strategy to 2020

Additionally, as outlined in the International Education Strategy component of the BC Jobs

Plan, the Government of British Columbia sees international education as a key driver for

prosperity and global relationships. Royal Roads will be a strong contributor to realizing

government goals and priorities such as realizing B.C. community benefits, quality outcomes and

experiences for international students and a globally oriented post-secondary education system.

The Royal Roads strategy, as set out below, will allow the university to reach new markets, to

serve new students and employers, and to contribute further to the realization of the B.C.

government's goals for labour market development.


Strategic Direction

In January 2012, Royal Roads University articulated its strategic positioning, based on the 2011

Board of Governors re-affirmation of the strategic direction of growth and diversification for the

university. Four themes are central to this direction:

Growth in all areas including domestic enrolments, offshore enrolments, custom and contract

training and research funding

Increase in the international component, both in program content and international students

studying in Canada at Royal Roads, and in offshore delivery models

Maintenance of program and research relevance and quality

Achievement of a larger critical mass to enhance organizational sustainability, stability and

quality

The following diagram represents the goals of the university in terms of primary business

outcomes and enabling objectives related to building and sustaining capacity.

The Board has approved an international policy which will better position the university to

pursue the growth and diversity agenda. The growth agenda is critical to ensure that Royal

Roads can sustain and enhance its relevance to the changing needs of the British Columbia


labour market. These changes include dealing with inescapable demographic realities – the

workforce is projected to both grow older and experience shrinking capacity in the near future,

which will result in shortages of both labour and skills. The workforce is becoming increasingly

diverse and intergenerational. Royal Roads is responding to the globalization of the economy,

and the volatility of markets, disruptive technological change and innovative business models.

To realize the university’s targets and to be sustainable and competitive, Royal Roads will build

on its strength as well as diversify and expand its markets (domestic and international) and

program offerings, according to the strategic direction and Board-approved policy.

Royal Roads University will significantly increase the number of Canadian students enrolling in

domestic programs delivered face-to-face on campus. It is critical to clearly understand the

future needs of the domestic labour market in order to develop new programs and attract more

enrolments from Canadian and international students, as discussed below.

To achieve the 2016 growth targets and position for continued future growth, and to remain

relevant and strategically aligned with the needs of the B.C. labour market in a changing global

economy, the university will continue to enhance its international dimensions and increase

international targets. This will change the mix of students to include more international and

more undergraduate students. The university’s internationalization strategy, supplemented by

the partnership established with Study Group and other strategic international partners, will

facilitate these outcomes as recently directed by the Royal Roads University Board:

Internationalizing programs and cohorts will produce more globally competent leaders

Enrolling more demographically diverse cohorts will assist leaders in preparing to manage

increasingly intergenerational workplaces

To support growth, the university’s business model and program mix will change, but Royal

Roads’ core identity will remain primarily focused on being a graduate university, with domestic

students in blended programs. The university will invest in a number of strategic areas including

marketing, programs, people, infrastructure, IT, and make changes/improvements to structure,

policy, process, student services and culture.

Royal Roads will manage growth and change within the university’s financial framework with

due regard for affordability and sustainability.

The university will continue to be business-model focused for all programs and initiatives. As

the university matures, it will leverage current programs and processes, to continuously develop

new versions, and look for new opportunities that successfully build on existing platforms. This

will allow the university to expand its offerings, and to explore lower cost options that are based

on volume and/or lower margins. Royal Roads will look for new educationally linked

opportunities to support the university’s mandate that offer other potential, related sources of

revenues.

Where possible, the university will develop long-term strategic alliances and partnerships, to

complement educational delivery and expertise. Royal Roads will also seek out the most cost-

effective models for support services such as homestay, accommodation, food services and

maintenance.


Growth and Diversification Strategy

Royal Roads will pursue its objectives and realize its growth agenda by:

strengthening, clarifying and promoting its brand and distinctive value proposition

repositioning program offerings to ensure they are relevant to market demand, including

launching new programs, redesigning or repurposing existing programs and/or exiting

programs that are not in sufficient demand

pursuing increased domestic enrolments in domestic programs, the core of Royal Roads’

business

recruiting an increased number of international students studying on campus at Royal Roads

reforming and expanding the offshore delivery model, shifting to new business channels

including an accreditation approach

creating strategic partnerships, domestically and internationally

increasing business in non-credit, contract and customized training solutions

The centre of gravity at Royal Roads has always been, and will remain, the provision of first-

class, graduate, blended education to highly motivated students. Within the framework of Royal

Roads’ academic strengths the university will continue to innovate strategically to serve these

people effectively, efficiently, and with academic programming of the highest quality.

Brand and Market Positioning

Royal Roads unique model offers, and the brand promises, distinctive value to employers and

employees, and the Province of B.C.:

A prestigious institution with a proud history and a dynamic alumni network in leadership

and management positions across B.C. and Canada, and the world

Market-responsive programs

A focus on peer-based team learning

A focus on the workplace as the context for learning and for the application of knowledge

Full-time and associate faculty with real-life experience thus creating a real-world connection

for the students – learning beyond the textbook; Royal Roads has some 55 core faculty and

over 100 active associate professors with distinguished academic and professional careers

Flexible admissions policies that recognize workplace experience and accomplishments, as

well as traditional academic entry standards

Convenient delivery models combining online and on-campus learning experiences

An interdisciplinary approach that enables people to manage across issues and functions

Competency and skills building as well as enhancing knowledge

Applied research into workplace and marketplace issues


Highly personalized, high quality, transformative experience

Royal Roads will contribute to economic prosperity, social advancement, and environmental

sustainability in all of the communities to which the university belongs, and will help address

pressing problems in private, public, and third-sector workplaces in B.C., Canada and the world.

Surveys of alumni indicate that students choose Royal Roads for the flexibility of entrance

requirements and/or convenience of delivery. Alumni testify that they get much more than they

expected -a profound, challenging, life changing educational experience that positions them for

future personal and professional success. In 2012, Royal Roads launched an award-winning

brand that reflects the alumni expectation and experience, and its profound value.

Academic Quality and Research

Programs and Models

In structure, programming, delivery, responsiveness, and impact, Royal Roads is a university for

the future. Through delivery of the highest quality of educational experience, students are

offered the opportunity to experience and effect transformative change in themselves, their

workplaces, and their communities.

Royal Roads is, and will continue to be, a special-purpose university according to its legislative

mandate (programs and research in the applied and professional fields, serving labour market

needs). Domestic academic programs are the core of Royal Roads’ mandate, operations, and

revenue base but over the next few years Royal Roads will diversify its program offerings to

achieve a more balanced student population and program mix. Royal Roads will remain

primarily a graduate university (master’s level and above), primarily blended (a mix of on-

campus and online delivery) and primarily domestic students.

The current mix will change to include more undergraduate programming, more international

students and more on-campus programming. This is a significant transition but will result in a

more robust institution and graduates that are well prepared to operate in a rich multi-cultural

global context.

At present Royal Roads offers more than 40 certificate, diploma, and degree programs. Some of

Royal Roads’ programs are stand-alone. Many, however, are characterized by degrees of

articulation, in that they share course resources and “ladder” into other programs. The team-

based, interdisciplinary, blended delivery model produces university graduates at a very high

level of educational quality, in less time, with less disruption of careers and family lives, and at a

substantially lower per-student cost than conventional universities’ delivery model.


Quality

As a public institution, Royal Roads will meet government targets and performance measures.

As summarized in this document, the university continues to meet or exceed performance

measures set out by the Ministry.

Student satisfaction > 90%

Student assessment of skill development > 85%

Student assessment of quality of instruction > 90%

Royal Roads University will also aim to maintain or improve on National Survey of Student

Engagement (NSSE) and other surveys scores related to quality and relevance of its programs.

Additionally, the university will target student attrition of less than 5%.

Faculty

A large part of Royal Roads’ academic reputation rests on the work of core and associate faculty,

and on the richness of experience, both academic and professional, that they bring to the

university’s students. Together with the intense group learning experience generated through

Royal Roads’ distinctive model of team-based blended education, core and associate faculty

expertise provides a solid foundation for quality and relevance of academic programs.

Royal Roads is fortunate to have outstanding faculty members who, in addition to being highly

regarded teachers and mentors, are known for success in national research funding competitions.

They also carry out contract research with organizations, businesses, communities, First Nations,

educational units, and others. These faculty members mentor students as part of their degree

requirements at the graduate level, an applied research project in the form of a major paper,

thesis, organizational leadership project or organizational management project. When students

have completed an applied research project relevant to their workplace under the supervision of

skilled faculty researchers, they have not only had their academic programs measurably enriched,

but are more valuable to their employers. The research realm, ranging from peer-reviewed

research to contract research, establishes and enhances the critical link between the research

endeavour, the learning provided to students, and continuous pedagogical innovation for the

university. Royal Roads’ capacity to respond to changing conditions and opportunities is

limited by the capacity of the university’s faculty. Royal Roads will invest in its faculty capacity

by:

Increasing the number of core faculty positions

Improving professional development opportunities for academic leaders

Keeping faculty current in the integration of technology, teaching skills, innovative pedagogy

and their own scholarly work

Assisting faculty in the transition to a richer intercultural and international campus and

building connection with the external community


Curricular and Pedagogical Renewal

Royal Roads academic operations are tightly connected with marketing and business

development, ensuring close day-to-day coordination between market intelligence and

educational offerings. This ensures that programs are moved expeditiously through the academic

approval process in order to launch new and renewed offerings in a nimble and flexible manner

while enhancing the academic quality that has become a hallmark of the university’s offerings

and a major source of alumni loyalty.

The amount of time required to respond to new markets with new programs has be reduced

dramatically. Maximizing teaching resources across faculties and schools, Royal Roads takes an

integrated approach to academic program renewal. Instructional designers are brought into the

course development process at an earlier stage than previously, thereby providing faculty with

immediate assistance as they work to ensure offerings stay current. Further efficiencies will be

realized through collaboration to develop learning materials with other post-secondary

institutions where appropriate.

Learning Technology and Practice

Recognizing the central underpinning role of instructional technology in Royal Roads’ core

business, the university ensures that students are provided with intellectually rich and up-to-date

materials, and delivers these effectively, dependably, and securely. IT services, the Centre for

Teaching and Educational Technologies (CTET), and the library collaborate in the evaluation

and renewal of educational technologies. Evaluations focus on pedagogical effectiveness, cost

effectiveness, robustness, and suitability to individual program markets.

The Learning and Innovation Centre (LIC), the university’s first major capital investment on the

campus which opened in May 2011, features the best in learning technology. Initiatives

underway, capitalizing on the resources available in this new building, include programs

encouraging faculty to reflect on their own teaching facilitation methods with a view to

continuous improvement and collaboration with colleagues engaged in similar projects. CTET

launches courses aimed specifically at improving the ability of faculty to engage in innovative

pedagogy. As new technologies emerge, their value will be assessed as they are offered to

faculty to explore new ways of connecting with, and staying connected to students. After careful

examination of benefits and costs, technologies will be adopted to assist Royal Roads in

remaining a leader in this area.

External Reviews & Advisory Councils

To achieve the strategic five-year goals of growth and cost effectiveness, Royal Roads

continually examines its program offerings, and makes changes to them. As the surrounding

markets shift, Royal Roads will consider renewing some programs, winding down others, and

introducing new ones in response to demand. Royal Roads also looks for opportunities for

further integration and synergies across programs and degrees.

A central part of the academic quality assurance process is the university’s commitment to

continuous quality improvement, and the protocol for academic program reviews, as described


above. Carrying out program reviews, in accordance with this protocol, and acting upon them, is

crucial to maintain the university’s “exempt” status with the provincial Degree Quality

Assurance Board. Quality assurance for offshore programs is as important as that for domestic

programs.

One of the central questions asked of external review teams engaged in the examination of

academic programs is this: in light of the university’s strategic emphases, current and projected

market, and business model, should the program under review be continued, revised, or ended?

External reviews, together with input from advisory councils, play an important role in ensuring

that curricula remain relevant and current, and that they meet the needs of the labour market.

Over the next three years, the majority of the university’s degree and certificate programs will

undergo external reviews; over the next five years, all of them will have undergone review. The

results of these reviews will inform academic and business planning.

Royal Roads’ applied and professional programs are rooted in academic excellence and best

practices. To assist the university in ensuring they are current and closely aligned with the needs

of the marketplace, advisory councils comprising senior academics, practitioners, and other

individuals who are active, knowledgeable and influential in related fields have been appointed.

These committees provide guidance on strategic, industry, and operational issues related to

programs and academic quality. They are also called upon to assist with marketing Royal Roads

and its programs and building strategic alliances with government, business and industry, all in

support of Royal Roads’ strategic objectives.

Research

In B.C.’s small, open economy, the ability to develop and apply new knowledge

and develop a skilled workforce is essential.

The Research Universities’ Council of British Columbia, 2011.

Royal Roads was established “to maintain teaching excellence and research activities that

support the university's programs in response to the labour market needs of British Columbia”

(The Royal Roads University Act, 1995). Research, anchored in the labour market, ensures an

education that is immediately applicable to the complex challenges of today’s workplaces and

communities.

Research at Royal Roads addresses critical issues of our time. Engagement with stakeholders,

organizations, and communities is a defining feature. Faculty and student research, regardless of

which of the schools or degree program they originate from, falls into one or more overarching

theme areas:

Sustainable communities, livelihoods, and the environment

Innovative learning

Thriving organizations

In a competitive post-secondary marketplace, a portion of the Royal Roads reputation derives

from research successes. Universities with excellent research profiles are widely regarded as

more prestigious – and therefore more attractive to students and donors – than institutions with

poor track records or little visibility in the research domain. Simply put, in the academic


economy, degrees from prestigious schools have a higher value. This is particularly true at the

graduate level, and in professional graduate programs such as the MBA.

It is also important that applied research remains an activity that satisfies key stakeholders –

students, potential students, employers, policymakers, and the broader public. In particular,

research must serve to improve the quality of teaching at Royal Roads.

The university’s business model requires that research activities not create pressure on core

financial resources. Meeting these highly challenging research goals demands careful planning to

ensure activities are closely aligned with research themes, and that they contribute measurably to

degree programs or to advancing the university’s educational model and market competitiveness

with new and more effective pedagogical tools.

Royal Roads has four Canada Research Chairs:

Sustainable Community Development – Dr. Ann Dale (recipient of 2012 Canada Council for

the Arts Molson Prize for the Social Sciences)

Innovative Learning and Public Ethnography – Dr. Phillip Vannini

Innovative Learning and Technology – Dr. George Veletsianos (starting 2013/14)

Sustainability Research Effectiveness – Appointment expected to be confirmed in the fall of

2013

Additionally, Royal Roads has three institutes/centres that have a research component:

1. Centre for Health Leadership and Research

2. Institute for Values-Based Leadership

3. Centre for Livelihoods and Ecology

Building and Sustaining Capacity

Strategic Human Resources

Current uncertainties in the external environment affect the university’s strategic approach to

human resources management: cost pressures, labour market conditions, the challenges posed by

the public-sector compensation framework, and the implications of related employee and labour

relations. Combine these factors with the imperative to articulate an integrated strategic human

resources plan and develop an appropriate staff and faculty complement, organized and aligned

to meet the objectives set out in the strategic direction.

In order to address human resources opportunities and challenges, the university will concentrate

on an integration of strategic goals and staff values, beliefs and behaviours, as well as strategic

human resources investments focused clearly on the leadership and management of change.

Reflecting on the university’s vision, mission and values statements, the workforce is aligned to

meet Royal Roads’ strategic objectives through a commitment to service, sustainability,

integrity, excellence, and employee satisfaction.


Actions will guide the development of the overall integrated human resources strategy and

specific enabling initiatives, by setting out the strategic principles and thrusts in the following

areas:

Effective and affordable organizational structures

Leadership and management development

Recruiting and Retention

Compensation and Incentives

Performance Management and Professional Development

Staff Engagement and Alignment

Technology

The strategic use of technology is another means to distinguish Royal Roads in a highly

competitive marketplace. Technology is also an important asset in marketing the university’s

programs, attracting and retaining prospective students, providing enhanced and flexible learning

experiences, and keeping in touch with alumni.

Technology is changing at a rapid pace. Mobile computing and the use of social media dominate

the landscape right now but no-one would have predicted the consumer game changer that the

Apple iPad and its competitors constituted. As a result, a flexible approach to technological

innovation is being considered. Cloud computing is becoming increasingly mainstream and users

are becoming used to accessing these services. The role of modern academic libraries is

changing rapidly as more information resources are delivered online. Increasing globalization

continues to affect the way we work, collaborate and communicate, with advances in technology

providing opportunities to enhance delivery models and curriculum in response to evolving

student expectations.

Royal Roads is responding to the opportunities and challenges in this environment. A number of

strategies and initiatives will be implemented as Royal Roads endeavors to attract and retain

students and alumni by ensuring that individuals stay connected, and broaden the reach of

learning support services. The creation of learning environments that promote active and

collaborative learning, critical thinking, and knowledge creation continue to be explored as we

facilitate the development of current literacy among students and faculty.

Within the context of a challenging and constantly changing technology environment, Royal

Roads will manage the overall cost of its enterprise IT solutions carefully. Royal Roads will be

strategic as it invests scarce resources in mission critical infrastructure and applications.

Campus Plan, Infrastructure and Sustainability

Royal Roads’ 5-year business plan contemplates significant student growth in domestic

programs, including in on-campus programs. In order to realize the university’s long-term vision

for the campus, significant investments in infrastructure are planned. The completion of the

Learning and Innovation Centre has been an important first step in this regard.


The university is reaching the limits of existing space capacity. The addition of new classroom

and office space, construction of new residences, and renovation, upgrades and expansion to re-

purpose existing facilities, including food services, will be required to support growth plans.

The Uplands Village Concept

The uplands zone of the campus has been identified as the logical site for the next generation of

development at Royal Roads including a new academic building, residence, and a welcome

centre. The uplands village will connect the university core with the surrounding community’s

infrastructure, services, and commercial activities.

Sustainability

The Campus Plan and the development and management of infrastructure will reflect Royal

Roads’ value around sustainability. New developments, like the LIC, will meet LEED Gold

standards. The university also has an obligation to maintain the campus which is a formally

recognized national historic site to an acceptable standard as it upholds its obligations and

reputation as responsible stewards of historic properties.

The university’s Sustainability Plan outlines a series of sustainability goals which will meet the

government’s objectives such as reducing expected greenhouse gas emissions in 2020 by 50%

from 2007 levels.

Community Relations and Advancement

Royal Roads has a large and diverse set of shareholders and stakeholders, including:

The Government of British Columbia

The Department of National Defence

University staff

Core and associate faculty

Students

Alumni

Educational partners

Aboriginal peoples

Communities of the West Shore

Friends and Fellows

The university will continue to manage its relationships with these individuals and groups both to

maximize their contribution to the success of the institution, and to ensure that their expectations

are met.


Goals and Performance Measures

Performance is measured and outcomes are reported in the context of the Ministry’s results-

based accountability framework for the provincial post-secondary system. Within this context,

the framework serves to benefit students by ensuring they receive quality education and

educational opportunities relevant to their needs and the needs of the labour market, as well as all

B.C. residents by ensuring the public post-secondary system's ongoing contribution to social and

economic development. A series of performance measures are tied to five key strategic

objectives – capacity, access, quality, relevance, and efficiency. For the 2012/13 fiscal year,

Royal Roads met or exceeded Ministry targets in each of these five key strategic areas.

For the purposes of aligning the university’s goals for the current three-year planning period with

the Ministry accountability framework, Royal Roads has mapped its strategic goals to provincial

objectives and measures in the following table.


Demand-driven growth in

high-quality, effective

education and research that

contribute to economic

prosperity, social

advancement, and

environmental sustainability

The university of choice for

relevant applied and

professional education

providing continuous

opportunities to learn and

transform lives and careers

A university with strong

partnerships, responsive to

our alumni and the

communities we serve

CAPACITY

QUALITY

CAPACITY

ACCESSIBILITY

Ministry ObjectivesRRU Goals Performance Measures

Total Student Spaces

Credentials Awarded

Student Assessment of Skill

Development

Number and Percent of

Students who are Aboriginal

Student Satisfaction with

Education

Student Assessment of the

Quality of Instruction

Student Assessment of the

Usefulness of Knowledge and

Skills in Performing Job

Unemployment Rate

Sponsored Research Funding

RELEVANCE

Become a financially

sustainable, high-

performance organization

A workplace of choice

supporting professional and

personal success

A leader for sustainable

leadership of our historic

lands

EFFICIENCY

Greenhouse Gas Emissions

RELEVANCEContinuing Education

Headcount

Financial health ratios

No deficits

Aboriginal Student Spaces

(FTEs)

Figure 1


Performance Measures, Targets and Results

The university’s capacity to meet or exceed performance targets is reflected in the following

tables. The data summarizes represents the results from the 2012/13 fiscal year and summarizes

targets up to fiscal year 2015/16, for the performance measures identified in Figure 1 above.

Capacity: Is the post-secondary system of sufficient size to meet the needs of the province?

Ministry Objective CAPACITY

Performance Measure

Total Student Spaces

Ministry Target RRU Actual % of Ministry

Target

2011/12 Target & Actual 1,980 2,330 118%

2012/13 Target & Actual 1,980 2,440 123%

Performance Assessment Target Exceeded

Ministry RRU % of Ministry

Target

2013/14 Target 1,980 2,755 139%

2014/15 Target 1,980 3,272 165%

2015/16 Target TBD 3,597 TBD


Performance Measure

Credentials Awarded

2011/12 Actual 1,083

2012/13 Target 1,124

2012/13 Actual 1,176

Performance Assessment Target Achieved

2013/14 Target ≥1,254

2014/15 Target TBD

2015/16 Target TBD


Accessibility: Do all citizens have equitable and affordable access to public post-secondary

education?


Performance Measure

Sponsored Research Funding ($000)

2011/12 Actual $1,974

2012/13 RRU Target ≥ previous year

2012-13 Actual $1,497

Performance Assessment RRU Target Not Achieved




Ministry Objective ACCESSIBILITY

Performance Measure

Number of students who are Aboriginal

Percent of students who are Aboriginal

2011/12 Actual 138 4.2%

2012/13 Target ≥ previous year ≥ previous year

2012/13 Actual 153 4.2%

Performance Assessment

Target Exceeded Target Achieved

2013/14 Target ≥ 153 ≥ 4.2%




Quality: Is the public post-secondary system of sufficient quality to meet the needs of students,

employers, and citizens?

Ministry Objective ACCESSIBILITY

Performance Measure

Aboriginal student spaces

2011/12 Actual 71

2012/13 Target N/A

2012/13 Actual 86

Performance Assessment Not Assessed

2013/14 Target TBD

2014/15 Target TBD

2015/16 Target TBD

Ministry Objective QUALITY

Written Communication

Oral Communication Reading and Comprehension

Group Collaboration Critical Analysis

Problem Resolution Learn on Your Own

86.6% ± 3.5% 87.8% ± 3.4% 79.4% ± 4.3% 93.3% ± 2.6% 87.2% ± 3.4% 82.1% ± 4.0% 85.2% ± 3.7%

Performance Measure Student assessment of skill development

2011/12 Actual 87.2% ± 3.1%

2012/13 Target ≥ 85%

2012/13 Actual 86.0% ± 3.6%


Target Achieved

2013/14 Target

≥ 85% 2014/15 Target

2015/16 Target



Performance Measure

Student satisfaction with education

2011/12 Actual 93.0% ± 2.3%

2012/13 Target ≥ 90 %

2012/13 Actual 96.9 ± 1.8%


2013/14 Target

≥ 90 % 2014/15 Target

2015/16 Target


Performance Measure

Student assessment of the quality of instruction

2011/12 Actual 92.5% ± 2.4%

2012/13 Target ≥ 90 %

2012/13 Actual 93.9% ± 2.5%


2013/14 Target

≥ 90 % 2014/15 Target

2015/16 Target


Relevance: Is the public post-secondary system relevant and responsive to the needs of the

province by providing the appropriate scope and breadth of post-secondary education?

Ministry Objective RELEVANCE

Performance Measure

Student assessment of usefulness of knowledge and skills in performing job

2011/12 Actual 89.4% ± 3.3%

2012/13 Target ≥ 90 %

2012/13 Actual 87.6% ± 3.7%


2013/14 Target

≥ 90 % 2014/15 Target

2015/16 Target


Performance Measure

Unemployment Rate

2011/12 Actual 9.4% ± 2.8%

2012/13 Target ≤ 11.8 %

2012/13 Actual 3.8% ± 2.0%


2013/14 Target

Maintain unemployment rate of former RRU students below rate for persons with high school credentials or less

2014/15 Target

2015/16 Target


Efficiency: Are we meeting greenhouse gas emission reduction targets?

1 Continuing Education Headcount includes free access to the public events. 2 Data extracted from SmartTool dataset

3 RRU baseline modified in 2011 with the commissioning and operationalization of the new Learning & Innovation

Centre (academic building)


Performance Measure

Continuing Education Headcount

1

Continuing Education Paid Enrolments

2011/12 Actual 4,932 4,225

2012/13 RRU Target 4,932 4,225

2012/13 Actual 4,910 4,226

Performance Assessment RRU Target Substantially

Achieved RRU Target Achieved

2013/14 RRU Target 5,000 4,304

2014/15 RRU Target TBD TBD

2015/16 RRU Target TBD TBD

Ministry Objective EFFICIENCY

Performance Measure

Greenhouse gas emissions

2

2011 Actual 1,550 metric tonnes3

2012 RRU Target Maintain or reduce emissions

2012 Actual 1,272 metric tonnes


2013 RRU Target

Maintain or reduce emissions 2014 RRU Target

2015 RRU Target


Affirmation of Royal Roads University’s Unique Value Proposition

As previously noted, Royal Roads faculty and programs are relevant and high quality – a

significant cadre of core and associate faculty bring timely, real-world experience to the

university’s programs. The university has distinct comparative and competitive advantages as

evidenced by the NSSE survey where Royal Roads leads the field in the categories of active

collaborative learning and academic rigor.

Evidence of Royal Roads’ success includes the 2012 ranking as first among Canadian public

universities in the areas of “level of academic challenge” and “active and collaborative learning”,

based on the National Survey of Student Engagement, and as published by Maclean’s magazine

in February 2013.

In terms of meeting government objectives and staying accountable to taxpayers, the university’s

fundamentals underpinning the business model remain strong, and Royal Roads consistently

meets or exceeds FTE and financial health ratio targets.

http://oncampus.macleans.ca/education/tag/nsse/

http://oncampus.macleans.ca/education/tag/nsse/


Financial Health & Performance

In 2004/05, the Ministry created a tool to monitor the financial health of post-secondary

educational institutions on an ongoing basis. The tool includes three ratios plus a composite

score:

The primary reserve ratio provides a measure of the university’s liquidity and margin against

adversity.

The equity ratio measures the university’s capital resources and ability to borrow.

The net income ratio measures the university’s ability to operate within its means.

The composite score is determined by converting each of the three ratios into a strength index

and then taking the weighted average of the three. The composite score rating scale follows:

Composite Score Range Rating

2.5 to 3.0 Excellent

1.5 to 2.4 Good

1.0 to 1.4 Fair

-1.0 to 0.9 Poor

Royal Roads has built and consistently maintained a strong financial position representing a

continued focus on fiscal responsibility. This focus is aligned with the university’s strategic

objectives as well as the Ministry’s efficiency objectives.

Restated due to adoption of public sector accounting standards

Ministry Objective EFFICIENCY

Performance Measure

Financial Health Ratios

Primary Reserve Ratio

Equity Ratio

Net Income Ratio

Composite Score

Rating

2011/12 Actual* 0.467 0.375 0.063 3.09 Excellent

2012/13 RRU Target 0.342 0.371 0.043 2.64 Excellent

2012/13Actual 0.535 0.403 0.059 3.40 Excellent


Target Achieved





Royal Roads considers financial performance and reporting an integral element to the overall

management of the university.

The audited financial statements for the fiscal year ending March 31, 2013 (as well as prior

years) are available on the university’s website at: http://www.royalroads.ca/about/plans-reports

In December 2012, the Board of Governors approved the university’s 5-year business plan. This

plan includes a growth and diversification strategy, in alignment with the government focus on a

high-quality, international education system for British Columbia.

The table below provides a high-level summary of projected financial performance up to

2015/16 extracted from the 5-year business plan.

The university is projecting a significant increase in tuition revenue over the next three years

mainly due to the launch of several new domestic academic programs as well as growth in the

existing programs. An increase in labour, non-labour and new investment costs is planned to

support these new programs and the increased enrolments. Overall, net income is projected to

increase by 2015/16 once enrolments in these new programs reach or are close to reaching steady

state.

2012/13

Actual

2013/14

Plan

2014/15

Plan

2015/16

Plan

Revenues

Tuition fees and Other Student Fees 32,093 35,070 41,450 46,264

Provincial grants 17,550 17,159 16,770 16,770

Other revenues 6,344 6,257 7,248 7,543

Deferred capital contributions 1,367 1,412 1,298 1,230

57,354 59,898 66,766 71,807

Expenses

Labour 37,643 39,777 44,696 47,012

Non-labour 14,828 14,894 16,594 18,103

52,471 54,671 61,290 65,115

Net income before new investments 4,883 5,227 5,476 6,692

New investments 1,492 2,234 2,246 1,911

NET INCOME 3,391 2,993 3,230 4,781

4 Non-consolidated financial information does not include the Royal Roads

University Foundation

Royal Roads University

Summary Financial Outlook (Non-consolidated)4

2013/14 to 2015/16

($000s)

http://www.royalroads.ca/about/plans-reports

institutional accountability plan and report 2012/13 2015/16 · 2012/13 – 2015/16 . royal roads...

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