Strategic plan 2023-2028
Strategic planning
Strategic orientation
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7. Physical Wellness
Strategic objective
7.1. Develop a food security model that aim to promote healthy eating to fight hunger and food waste while allowing students to focus on their studies.
Intention
7.1.1. Creating and sustaining opportunities for students and staff engage in programming or initiatives related to sustainable food production
Intervention
7.1.1.1. Move the green house from Campbell's Bay down to the main campus allowing for a larger scale of urban gardening initiatives
Important
Priority
7.1.1.2. Nutrition based education allowing students to learning about healthy eating, decrease food waste, increase food security and provide students a space to become more confident and self sufficient
Important
Priority
Intention
7.1.2. Every students in need is provided with options to access food whenever they are at the College.
Intervention
7.1.2.1. Purchase of 2 community fridge (partnership with the Foundation)
Important
Priority
7.1.2.2. Take part in the collaboration project with PESO to access funding with regards to replenishing the community fridges
Important
Priority
7.1.2.3. Provide access to students to our community garden and interior garden towers and increase the availability to fresh vegetables, fruits and herbs at no cost.
Normal
Priority
7.1.2.4. Look at various opportunity to provide meals to our student population (student athletes while travelling, Indigenous gathering Centre)
Important
Priority
7.1.2.5. Provide students with employment opportunity for our summer garden
Normal
Priority
Strategic objective
7.2. Develop an affordable student housing model for students attending Heritage College
Intention
7.2.1. Diversify and innovate to improve the quality, safety, affordability and location of available accommodation for all students across the city
Intervention
7.2.1.1. Actively promote and advertise affordable alternative accommodation options to encourage a better balance of student housing choice across the region
Important
Priority
7.2.1.2. Enhance communication and transparency regarding housing options and costs by providing clear and up-to-date information on the college website, student portals, and other communication channels
Important
Priority
Intention
7.2.2. Increase the availability of affordable housing options for students by partnering with local housing authorities, developers, and landlords to develop affordable housing units near campus
Intervention
7.2.2.1. Develop a realistic and affordable student housing model with other partners
Important
Priority
Intention
7.2.3. Implement a financial aid program specifically designed to assist students with housing costs
Intervention
7.2.3.1. Find funding opportunities within our community of partners
None
Priority
Strategic objective
7.3. Physical Wellness
Intention
7.3.1. Establish financial sponsorships with external partners to ensure the sustainability of the Varsity service offering
Intervention
7.3.1.1. Create Summer Day Camps for Summer 2025 Reach out to vetted local companies for partnership plans. Goal is to attain $30,000 as of June 2025.
7.3.1.2. Create sponsorship plan to share with the Heritage Community
7.3.1.3. Creating an online platform to receive donations and collaborate with the Foundation to support our other students at Heritage.
7.3.1.4. Promote Wellness and Physical Activities for all employees.
Important
Priority
Strategic objective
7.4. Physical Wellness at the Fitness Center
Intention
7.4.1. Establishing a sign-in format that digitalizing details and follows Law 25 with student confidentiality.
Intervention
7.4.1.1. Getting a laptop at the Fitness Center to collect the information of the students sign-in with only their Student ID rather than adding their name.
7.4.1.2. Gathering a software that will able our staff at the FC to scan the student ID and display if the student is a current student & collects login information.
Strategic objective
7.5. Student transportation needs can be address by developing and implementing transportation programs and policies that encompass all modes of commuting to campus will allow students to focus more on their studies rather than worrying about how they can afford to commute to and from college."
Intention
7.5.1. Clearly articulate a plan that articulates the long-term vision and strategic direction for that alignes with our mission, vision, and values. This serves as the guiding star for all interventions.
Intervention
7.5.1.1. A plan is developed with specific goals, objectives, and performance indicators that align with the strategic orientation. This co-created action plan with interventions is developed with input from diverse perspectives which regularly monitor progress, adjusts as needed, and celebrate milestones.
Intention
7.5.2. The College will create a sustainable Student and Staff Transportation list of resources that describes a pathway to local travel and mobility resources within all the regions that bring students and staff to Heritage College which includes commuting to and from our campus and affiliate locations, fieldwork, sports teams travel, and meetings., and collaborating with other Quebec-based institutions; it does not include air travel, which is not generally a sustainable option for local trips. This guidance also applies to travelling locally once you have reached a nonlocal destination.
Intervention
7.5.2.1. A updatable resource list and pathway to services that is co-constructed, and validated and well-publicized.
Intention
7.5.3. To create and support a list of sustainable travel resources for students and staff. The list may include pathways to: remote conferencing, biking, public transit, carpooling, electric vehicles, car rentals, accessibility, student discounts, parking grants, etc...
Intervention
7.5.3.1. A list that is co-constructed, and established and well-publicised. Statistics are Kept to monitor the usage.
7.5.3.2. Increase the College contribution of the semester pass to better support student and encourage the use of public transportation
7.5.3.3. Look at various opportunity to support transportation to and from Campus with Cegep de l'Outaouais and local partners (STO)