Comprehensive Institutional Plan 2018–2021
Prepared for the Ministry of Advanced Education June 2018 Figures and Tables
Table 1: Expected Revenues and Expenses ...... 10
Table 2: Statement of Expected Cash Flows ...... 11 Ambrose University Figure 1: Operating Expenses by Function 2016-17 ...... 12 150 Ambrose Circle SW Calgary, AlbertaFigure 2: T3H Retention 0L5 2004-2015 ...... 15 www.ambrose.edu Table 3: Ambrose Headcount to 2020 ...... 16
Table 4: Ambrose FLE to 2020 ...... 18
Table 5: International Travel Study Opportunities 2012-16 ...... 24
22 COMPREHENSIVE INSTITUTIONAL PLAN 2014-2017 Table of Contents Executive Summary...... 2 Appendices...... 16
Accountability Statement...... 3 Appendix A: Financial and Budget Information...... 16 Overview...... 16 Institutional Context...... 4 Statements of Expected Revenues and Expenses...... 16 Mandate...... 4 Statement of Expected Cash Flows...... 17 Vision Statement...... 4 Revenues...... 17 Mission Statement...... 4 Tuition and Student Fees...... 18 Ambrose University Identity...... 4 Donations and Constituent Support...... 18 Institutional Ends...... 5 Government Operating Grant Funding...... 18 Consultation Process...... 5 Sales, Rent and Ancillary Services, Net...... 18 Accessibility, Affordability, Quality and Coordination Expenses...... 19 Goals, Priority Initiatives, Expected Outcomes and Deficits and Institutional Sustainability...... 20 Performance Measures...... 6 Appendix B: Enrolment Plan and Proposed 1. Accessibility...... 6 Programming Changes...... 21 Goal 1 Sexual Violence Prevention Policies...... 6 Continuing Education...... 21 Goal 2 Response to Truth and Reconciliation BA Psychology (4-year)...... 21 Commission...... 6 BA (Theatre)...... 21 Goal 3 Supports to Vulnerable Learners...... 7 BA Sociology (4 year)...... 21 Goal 4 Healthy Campus Initiative...... 8 BA Christian Humanities...... 21 Goal 5 Program Expansion...... 9 International Students...... 21 Goal 6 Continuing Education Initiatives...... 9 Fall Enrolment to 2021 (FLE)...... 22 2. Affordability...... 10 Appendix C: Research, Applied Research Goal 7 Financial Assistance...... 10 and Scholarly Activities...... 24 3. Quality...... 11 Introduction...... 24 Goal 8 Teaching Excellence...... 11 Institutional Infrastructure to Support Faculty Goal 9 Assessment of Residence Program...... 12 Research...... 24 Goal 10 Student-Faculty Interaction...... 12 Student Research...... 24 Goal 11 Scholarship Excellence...... 13 External Stakeholders and Practitioners...... 25 Next Steps...... 26 4. Coordination...... 14 Conclusion...... 26 Goal 12 Chaplaincy Education...... 14 Goal 13 Research Institutes...... 15 Appendix D: Community Outreach and Goal 14 Dual Credit Project...... 15 Underrepresented Learners...... 27 Indigenization Efforts...... 27 Mental Health Initiatives...... 27
Appendix E: Internationalization...... 28
Appendix F: Capital Plan...... 28
Appendix G: Information Technology...... 28
AMBROSE UNIVERSITY 1 Executive Summary
Ambrose is a young university in transition. In the coming in response to the Truth and Reconciliation Commission, year, Ambrose will celebrate its 10th year on its campus in enhance supports for vulnerable learners, expand the mental south-west Calgary. Since the merger of our two predecessor health initiative to a healthy campus initiative and continue post-secondary institutions in 2007, Ambrose has been on a with program expansion in priority areas. The proposed trajectory of growth toward our vision for higher education. psychology major is proceeding through the review process The 2018-2021 Comprehensive Institutional Plan restates with the Ministry and is currently with Campus Alberta and affirms the goals that guide us toward our mission. This Quality Council. The date for the anticipated launch is summary confirms the direction set by our 2017-2020 plan Fall 2019. and identifies additional institutional goals, particularly in Financial assistance to students continues to be a priority the areas of accessibility and quality. initiative to address the affordability of an education at Ambrose University values the opportunity to be an active Ambrose. The years of tuition freezes at public post-secondary partner in Campus Alberta. As an independent, faith-based institutions, which were not funded for Independent institution we are positioned to make a unique contribution Academic Institutions (IAIs), has widened the gap between to the provincial post-secondary environment. For example, Ambrose tuition and public institutions. We are exploring our Business program hosts an annual forum (The Soul of the potential of a needs based scholarship program to the Next Economy) that brings together business, the non- balance the rising tuition rates. profit sector, government and educational institutions with Teaching excellence and the exceptional student experience the express intent to explore corporate social responsibility. are consistent hallmarks of Ambrose, as evidenced by the The Canadian Poverty Institute is an inter-disciplinary group National Survey of Student Engagement (NSSE) engagement that seeks to heal poverty through teaching, research and data. The quality of our programs are enhanced by initiatives public education, and is integral to collaborative initiatives at that promote excellence in teaching and learning and the civic, provincial and national levels. Ambrose jazz music student-faculty engagement. A new goal in this CIP brings faculty are filling a gap in the local music scene by offering the focus on scholarship/research excellence that has already students 14 years and older an opportunity to develop as jazz been given to teaching excellence. We will continue with our performers and composers in our annual Jazz Camp. Faculty work assessing and building our Student Residence program. in Education currently offer continuing education courses to practicing elementary teachers in literacy, numeracy and Ambrose continues to coordinate with external communities music. With the encouragement of Alberta Education, we and stakeholders to advocate for chaplaincy education in have applied for a grant to add two more (blended face-face/ Alberta, promote our Research Institutes and develop dual online) courses focused on the Foundations of Leadership credit courses for high school students. and The Principalship leading to Leadership Certification Ambrose is challenged financially to meet the needs of a in Alberta. These courses serve those who currently hold a growing institution. Cash flow deficits over the next five M.Ed. and a senior administrative position in an Alberta year period will increase our dependence on short-term school. Finally, our Seminary program positioned us to borrowing and force the sale of land assets. The institution participate with Alberta Health Services to address the works closely with financial agencies to monitor the spiritual needs of the community by providing Continuing institution’s sustainability. Education through our Chaplaincy program. Over the next three years, Ambrose anticipates marginal The key institutional initiatives articulated in the 2017-2020 growth supported by a growing reputation for excellence plan remain priorities as we project our circumstances and in teaching and learning. plans forward. Accessibility to post-secondary education is addressed through six priority initiatives: introduce a Continuing Education strategy which incorporates the previous e-Learning strategy, continue work related to sexual violence prevention policies, further our progress
2 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 Accountability Statement
This Comprehensive Institutional Plan was prepared under the Board’s direction in accordance with legislation and associated ministerial guidelines, and in consideration of all policy decisions and material, economic or fiscal implications of which the Board is aware
Original signed by
Kenneth Stankievech Chair, Board of Governors
AMBROSE UNIVERSITY 3 Institutional Context
Ambrose University is an independent university affiliated Vision Statement with The Christian and Missionary Alliance and the Church Ambrose University will be a vibrant institution of of the Nazarene denominations. Ambrose provides 3- and exemplary quality, committed to the integration of Christian 4-year Bachelor of Arts, Bachelor of Science, Bachelor of faith and principles, and widely recognized and acclaimed Music and Bachelor of Business Administration degrees and for its pursuit of truth and its redemptive impact on a two-year Bachelor of Education (After Degree) Elementary church and society. approved by the Minister of Advanced Education. Ambrose also offers Master of Divinity, Master of Christian Studies, Mission Statement Master of Arts in Leadership and Ministry, Master of Arts in Ambrose University prepares men and women for wise, Intercultural Studies, Master of Arts in Biblical/Theological joyful and redemptive engagement in the church, society, Studies, Bachelor of Theology degrees and a range of and the created order through excellent Christian post- professional diplomas through its Faculty of Theology. secondary education.
Ambrose is the result of the 2007 integration of Alliance Ambrose University Identity University College and Nazarene University College. This Ambrose University is a Christian post-secondary brought together two institutions with long records of educational institution that pursues the study of arts, educational service to their denominational constituencies sciences and theology alongside the study of professional to provide new and stronger academic programming to disciplines such as education, business and Christian ministry a broader public. In August 2008, Ambrose moved to in the quest for knowledge, wisdom, virtue and service. its 40-acre campus in southwest Calgary with capacity to accommodate 1,000 students in its growing program We seek to integrate faith and advanced learning, offerings. This Comprehensive Institutional Plan continues anchoring university education in the Christian to build on the achievements of the last several years to intellectual, theological, spiritual, and missional promote and foster excellence in teaching and scholarship traditions. which enriches the student experience. We educate students for personal formation, believing that scholarship is a means to wisdom Ambrose seeks to provide Albertans and a national and and virtue. international constituency with quality Christian post- secondary education that complements and supports other At Ambrose, faith seeks understanding; understanding institutions of higher education in the province. Further, produces virtue; virtue urges service. Ambrose endeavours to support the directions and Ambrose engages with the universal and global while initiatives set out by the Minister of Advanced Education. being rooted in the particular and local. Mandate We follow the broad tradition of Christian education As an independent academic institution, Ambrose does and belief even as we commit to our particular academic not have a mandate statement approved by the Minister. accrediting bodies and founding church denominations. Ambrose functions within the Roles and Mandates Policy We seek to understand the principles of goodness, truth, Framework (2007) defined as follows: and justice while acting as examples of them in our city, our nation, and the world. Independent Academic Institutions will provide primarily liberal arts, science and education baccalaureate programs. All of these commitments cohere and are enacted in They may offer graduate programming in niche areas where our corporate worship of the God whose being and demand warrants and in areas that do not duplicate existing creation we seek to know and love. graduate program offerings. Applied research and scholarly research activity may be conducted as a basis to enhance the instructional mandate of these institutions within degree program disciplines.
4 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 Consultation Process
Institutional Ends Ambrose University integrates Christ-centered living, This Comprehensive Institutional Plan integrates a dynamic learning and vibrant faith by embracing the number of internal planning processes and external following specific organizational ends: consultations. 1. Academic Achievement Internal planning begins with administrative units Ambrose is recognized as a leader in Christian evaluating current performance and strategizing for higher education whose graduates possess the ongoing improvement. This plan is informed by the knowledge, skills and attitudes necessary for Master Academic Plan and planning processes in competent service to church and society, and the Information Technology, Enrolment Management, pursuit of further academic learning. Advancement and Student Development. These plans are subject to consideration in the budget planning 2. Spiritual Development process at the Cabinet level. The Academic Policy and Ambrose is a vibrant Christian community whose Planning Committee, Faculty of Arts and Science, governors, faculty, staff and students demonstrate Faculty of Theology and General Faculties Council growing spiritual maturity. have approved key elements of the plan.
3. Affordability and Quality The development of the Mental Health Plan involved an Ambrose provides a broad range of affordable and extensive consultation process with internal stakeholders accredited student learning experiences. The Ambrose (faculty, staff, students, administration), as well as other community is known for and characterized by its Post-Secondary Institutions (PSI) in the Calgary region. embodiment and integration of its core values. Of particular importance, a forum was held on campus with representatives from faculty, staff and students 4. Constituency Partnership and Stewardship to collect feedback using the Canadian Association of Ambrose serves the missional aspirations of its College and University Student Services (CACUSS) partners and helps meet the needs of the global mental health framework; three focus groups, interviews community. Ambrose is a trustworthy steward of with Ambrose students and active participation in the all of its resources. Calgary Mental Health Regional Committee.
Within the wider Ambrose constituency, planning is informed by an ongoing pattern of formal and informal consultation and accountability with stakeholders and district and national bodies. Externally, the plan is informed by ongoing consultation and discussions with the Presidents, Vice Presidents Academic and Chief Financial Officers of the other Independent Academic Institutions and their counterparts in Campus Alberta.
All planning conforms to the policies and procedures of the Campus Alberta Quality Council, the Association of Theological Schools and the Association for Biblical Higher Education.
AMBROSE UNIVERSITY 5 Accessibility, Affordability, Quality and Coordination Goals, Priority Initiatives, Expected Outcomes and Performance Measures
1. Accessibility
Type Description Expected Completion Date Goal 1 Develop and approve sexual violence Sexual Violence prevention policy and procedure, and Prevention Policies post to website Priority Initiative 1.1 Create a permanent sexual violence 2018-19 prevention task force (HR, Student Development, Faculty and Students) Priority Initiative 1.2 Develop and implement sexual 2018-21 violence prevention training and educational awareness opportunities Expected Outcome 1 Enhanced awareness and training for Ongoing the entire Ambrose community and improved access to support for victims Performance Measure 1.1 Regular reporting to Senior Administration 2018 -20 of activities focused on reducing stigma, dispelling myths and reducing incidents Performance Measure 1.2 All faculty and staff receive annual 2018 -20 sexual violence and prevention training
Type Description Expected Completion Date Goal 2 A President’s Commission has developed a Response to Truth and plan that will guide the Ambrose response Reconciliation Commission to the TRC’s Calls to Action Priority Initiative 2.1 Implement recommendations identified in 2018-21 the report from the President’s Commission Priority Initiative 2.2 Mutually beneficial relationships with 2018-21 Indigenous Peoples Expected Outcome 2 Establish an implementation committee 2018-19 to lead the initiatives that will continue to unfold through 2018-21 Performance Measure 2.1 Review of policies and procedures with Fall 2019 reference to the UN Declaration on the Rights of Indigenous Peoples Performance Measure 2.2 Identification of key learning outcomes in Spring 2019 collaboration with Aboriginal advisors Performance Measure 2.3 Aboriginal Advisory Council in place Fall 2019
6 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 Type Description Expected Completion Date Goal 3 Accessibility and Support Services Supports to Vulnerable will provide enhanced support for Learners student success Priority Initiative 3.1 Accessibility and Support Services will Ongoing ensure that implementation of universal design for learning provides supports for students that have documented learning disabilities Priority Initiative 3.2 All students with documented disabilities Ongoing will receive appropriate accommodations and supports Priority Initiative 3.3 Evaluate implementation of student Winter 2019 support tool: Ambrose Aware Expected Outcome 3 Increased student use of support services Ongoing as indicted by NSSE results Performance Measure 3.1 NSSE 14 b First year (FY) 3.3 2019 Survey Senior Year (SR) 3.2 Performance Measure 3.2 NSSE 14 c First year (FY) 3.0 2019 Survey Senior Year (SR) 2.8
This table provides context for the above performance measures. NSSE Question 2015 2016 2017 Goal Canada 2017 14 b Providing support to help FY 3.1 3.2 3.2 3.3 2.8 students succeed academically SR 3.1 3.2 3.0 3.2 2.6 14 c Using learning support services FY 2.9 2.8 2.9 3.0 2.8 SR 2.5 2.7 2.6 2.8 2.5
AMBROSE UNIVERSITY 7 Type Description Expected Completion Date Goal 4 Enhance mental well-being for all Ambrose Healthy Campus students including mental, spiritual, relational Initiative and physical health Priority Initiative 4.1 Develop an Ambrose specific mental health Fall 2018 strategy in alignment with the Alberta Post- Secondary Mental Health and Addiction Framework and other initiatives facilitated by recent government grant Priority Initiative 4.2 Analyze, report and develop recommendations Fall 2019 on data collected from the recent student Wellness Survey to develop the mental health strategic plan Priority Initiative 4.3 Work with other Post-Secondary Institutions Winter 2019 in Calgary around Healthy Campus Alberta Expected Outcome 4 Enhanced levels of psychological thriving Ongoing for Ambrose students Performance Measure 4.1 Indication of student thriving above 80% 2019-21 as measured by the Thriving Survey Performance Measure 4.2 Regular administration and improved 2019-21 measures of mental health as measured by the National College Health Assessment (NCHA)* *Our first administration of this assessment will be next academic year. Comparison with results from comparable institutions will used to set benchmarks.
8 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 Type Description Expected Completion Date Goal 5 Program expansion Program Expansion Priority Initiative 5.1 Build additional wet lab to accommodate Fall 2019 increased numbers of biology students Priority Initiative 5.2 Social science offerings will be expanded 2019 by offering a major in Psychology beginning the fall of 2019 and exploring the feasibility of a major in Sociology in the fall of 2020 Priority Initiative 5.3 Explore potential for a Bachelor of Winter 2020 Humanities or Philosophy degree Priority Initiative 5.4 Increase course offerings in spring semester Ongoing to accommodate program expansion Expected Outcome 5 Program expansion will provide new opportunities Ongoing for learners in social science and natural science Performance Measure 5.1 40 Psychology Major students Fall 2019 Performance Measure 5.2 Initiate program proposal for new Fall 2020 BA in Christian Humanities Performance Measure 5.3 Increase spring enrolments from 60 FLE Spring 2019 to 75 FLE
Type Description Expected Completion Date Goal 6 A Continuing Education strategy will enhance Continuing Education access to Ambrose programs. It is the next step Initiatives of program development that incorporates the previous e-Learning Strategy Priority Initiative 6.1 Add 1 more multi-access space to accommodate 2018-19 further development of e-Learning strategies Priority Initiative 6.2 Develop ‘Ambrose At Large’ website to 2018-19 accommodate registrations for Continuing Education courses Expected Outcome 6 Wider access to Ambrose courses Winter 2019 Performance Measure 6 2 new classes offered as Continuing Education Winter 2019
AMBROSE UNIVERSITY 9 2. Affordability
Type Description Expected Completion Date Goal 7 Remove financial barriers to assist students Financial Assistance in pursuing an Ambrose education Priority Initiative 7.1 Use data from the Ruffalo Noel Levitz Price 2018-19 Sensitivity Research to develop a strategic approach to tuition costs to inform tuition rates and a needs-based student aid program Priority Initiative 7.2 Dedicate 5 scholarships for recruitment 2019-20 into small programs Expected Outcome 7 A strategic approach to affordability that Ongoing addresses concerns that cost may be a barrier to Ambrose fulfilling its mission Performance Measure 7.1 Increase the average award per 2018-19 undergraduate student Performance Measure 7.2 5 new students in small programs 2018-19 will receive scholarship Performance Measure 7.3 Student loan repayment continues Ongoing above 80%
10 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 3. Quality
Type Description Expected Completion Date Goal 8 Excellence in Teaching and Teaching Excellence Student Achievement Priority Initiative 8.1 The Teaching and Learning Committee will Ongoing implement teaching quality standards, an orientation and mentorship program to assist faculty as they move toward developing innovation and excellence in teaching Priority Initiative 8.2 Encourage students to participate in a Ongoing least two High Impact Practices Priority Initiative 8.3 Design Faculty Annual Report template Fall 2019 to accommodate evidence of meeting teaching quality standards Expected Outcome 8 Ambrose will be known for excellence in Ongoing teaching and student achievement Performance Measure 8.1 NSSE Engagement Indicator – Effective Ongoing Teaching Practices 41.0 or higher Performance Measure 8.2 NSSE – Participation in at least 2 HIPs Ongoing (Senior) at 80% or higher Performance Measure 8.3 New Faculty Annual Report template Ongoing to facilitate tracking and assessment of our teaching quality standards
This table provides context for the above performance measures. NSSE Question 2015 2016 2017 Goal Canada 2017 NSSE – Effective Teaching Practices (Senior) 40.2 44.1 40.2 41.0 34.9 NSSE – Participation in at least 2 HIPs (Senior) 75% 82% 71% 80% 52%
AMBROSE UNIVERSITY 11 Type Description Expected Completion Date Goal 9 Residence Life will provide enhanced Assessment of opportunities for all residence students Residence Program to thrive spiritually, academically, psychologically and socially Priority Initiative 9.1 Conduct a comprehensive program Winter 2019 review of residence life Priority Initiative 9.2 Revise qualifications for Residence Director Fall 2018 will include MA in Higher Education or comparable degree Priority Initiative 9.3 Articulation of student learning outcomes Fall 2019 and assessment in residence life Expected Outcome 9 Growth in number of residence students Fall 2018-2020 Performance Measure 9 Indication of student “fit” above 90% as Ongoing measured by the Thriving Survey
Type Description Expected Completion Date Goal 10 Create opportunities for student-faculty Student-Faculty Interaction interaction Priority Initiative 10.1 Create a culture that encourages faculty Ongoing interaction with students on academic, career and wider issues Priority Initiative 10.2 The Ambrose Research Conference and various March 2019 program initiatives will continue to encourage research projects that include students Expected Outcome 10 Ambrose will continue to be recognized for Ongoing high quality student-faculty interactions as a key valued-added element of the Ambrose experience Performance Measure 10.1 NSSE Engagement Indicator – Student-Faculty 2019 and Ongoing Interaction (Senior) 28.0 or higher Performance Measure 10.2 NSSE Research with a Faculty Member Senior 2019 and Ongoing (Done or in progress + Plan to do) 45 % or higher Performance Measure 10.3 Inventory of the activities on campus 2019
This table provides context for the above performance measures. NSSE Question 2015 2016 2017 Goal Canada 2017 NSSE – Student-Faculty Interaction (Senior) 27.2 24.3 25.3 28.0 18.1 NSSE – Research with a Faculty Member (Senior) 46% 41% 41% 45% 36%
12 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 Type Description Expected Completion Date Goal 11 Excellence in scholarship and research Scholarship Excellence Priority Initiative 11 Explore development of a Research Winter 2019 Office to support faculty applications for external grants Expected Outcome 11 Ambrose will be known for excellence Ongoing in scholarship Performance Measure 11 Collectively faculty will report 2 new Winter 2019 grant applications, 2 new publications and 1 new research project (data collected from CAQC Annual Report and Faculty of Theology Annual Reports)
Overall Measures of Quality These measure are used to assess overall quality rather than specific initiatives. NSSE Question 2015 2016 2017 Goal Canada 2017 NSSE – Evaluate your entire educational 90% 93% 97% 90% 79% experience (Senior)
NSSE – Same Institution Again (Senior) 89% 89% 95% 90% 80%
AMBROSE UNIVERSITY 13 4. Coordination
Type Description Expected Completion Date Goal 12 To provide a program to develop spiritual Chaplaincy Education care professionals in collaboration with other Alberta seminaries and Alberta Health Services (AHS) Priority Initiative 12.1 Continue to provide registration services Ongoing for students for Clinical Pastoral Education practicums in AHS and to provide financial processing for spiritual care education at AHS facilities Priority Initiative 12.2 Action recommendations from Fall 2019 Feasibility Plan completed in winter 2018 Priority Initiative 12.3 Develop advanced modules of 2018-19 course-based spiritual care training Expected Outcome 12 Open new opportunities for chaplaincy Ongoing training for various vocational settings Performance Measure 12 10-12 students in course-based spiritual 2019-20 care training (in MA Leadership and Ministry or MDiv programs)
14 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 Type Description Expected Completion Date Goal 13 To facilitate the mobilization of knowledge Research Institutes identified through the 3 Institutes among policy-makers, practitioners and academics Priority Initiative 13.1 In partnership with the Canadian Observatory 2019 on Homelessness at York University, establish a national Poverty Hub as an online repository of relevant research regarding the causes, impacts and solutions to poverty Priority Initiative 13.2 In partnership with a coalition of key justice Beginning in 2018 service organizations in Calgary, conduct research into barriers to accessing justice services by low-income individuals. (Funded by the Law Foundation of Ontario) Expected Outcome 13.1 Improved collaboration among professionals, Ongoing researchers and practitioners in the field of poverty reduction Expected Outcome 13.2 Implementation of recommendations to 2019 enhance service coordination and integration within the justice sector in Alberta result in increased access to justice services for low- income individuals Performance Measure 13.1 300 new resources added annually to 2018-21 the Poverty Hub Performance Measure 13.2 Recommendations for service reform 2019-20 are adopted and implemented by partner justice service organizations
Type Description Expected Completion Date Goal 14 Collaboration with Palliser Regional Schools Dual Credit Project to provide dual credit for high school students taking Ambrose religion and business courses Priority Initiative 14.1 Continue dual credit agreement with 2018-19 Palliser Regional Schools Expected Outcome 14 Open new opportunities for high school Ongoing students to begin post-secondary studies Performance Measure 14 20 students enrolled under the dual 2018-19 credit agreement
AMBROSE UNIVERSITY 15 Appendices
Appendix A: Financial and Budget Information
Overview The financial information that follows includes the Board of The 2018-19 budget reflects a commitment to the mission Governors’ approved budget for the fiscal year, from May 1, of the University while recognizing the significant financial 2018 to April 30, 2019, and identifies significant assumptions constraints under which Ambrose operates. Both accounting underlying the budget, including key drivers of revenue and and cash flow deficits are projected for all three years. expense items. Forecasts for 2019-20 and 2020-21 are based Ambrose has depleted all of its reserves and will rely on on extrapolations of the budget amounts for 2018-19, borrowing to fund cash flow and sustain operations until reflecting assumptions regarding changes in enrolment proceeds from the sale of excess land are realized. levels and revenue and expense items.
Statements of Expected Revenues and Expenses
2018-19 2019-20 2020-21 Budget Forecast Forecast Revenue Tuition and student fees $ 8,901,201 $ 9,395,000 $ 9,984,000 Donations and constituent support 2,903,372 3,019,000 3,252,000 Government operating grant funding 3,009,506 2,957,000 3,016,000 Sales, rent, and ancillary, net 1,096,052 1,170,000 1,197,000 Endowment and other 478,711 484,000 490,000 Total revenue 16,388,842 17,025,000 17,939,000
Expenses Employee compensation, benefits and other 10,959,524 11,349,000 11,744,000 Operating supplies 1,513,457 1,545,000 1,592,000 Facilities 988,720 1,019,000 1,050,000 Scholarships and bursaries 980,950 998,000 1,016,000 Communications, advertising and events 784,459 809,000 833,000 Interest 781,907 758,000 709,000 Travel and hospitality 357,058 367,000 378,000 Annuity payments 314,800 283,000 255,000 Professional and other fees 302,623 312,000 321,000 16,983,498 17,440,000 17,898,000
Surplus (deficit) of revenue over expenses before the following (594,656 ) (415,000 ) 41,000 Amortization of capital assets (1,600,000 ) (1,525,000 ) (1,490,000 ) Amortization of deferred capital contributions 550,000 567,000 570,000
Net deficit $ (1,644,656 ) $ (1,373,000 ) $ (879,000 )
16 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 Statement of Expected Cash Flows
2018-19 2019-20 2020-21 Budget Forecast Forecast Cash flow from operations: Net surplus (deficit) $ (1,644,656 ) $ (1,373,000 ) $ (879,000 ) Adjust for non-cash items Amortization of capital assets 1,600,000 1,525,000 1,490,000 Amortization of deferred capital contributions (550,000 ) (567,000 ) (570,000 ) Cash flow from operations (594,656 ) (415,000 ) 41,000
Cash flow from financing and investing activities: Repayment of long-term debt (567,728 ) (592,000 ) (618,000 )
Net annual cash flow1 $ (1,162,384 ) $ (1,007,000 ) $ (577,000 )
1 Excluding the effects of changes in non-cash working capital and short-term borrowing
Revenues Anticipated annual increases in revenue over the 2018-19 through 2020-21 period are as follows:
2018-19 2019-20 2020-21 Budget Forecast Forecast Tuition and student fees 7% 6% 6% Donations and constituent support 3% 4% 8% Government operating funding2 2% 2% 2% Sales, rent and ancillary services, net 0% 7% 2%
2 Excluding non-recurring transactions
AMBROSE UNIVERSITY 17 Tuition and Student Fees Tuition and student fee revenue is projected to grow as a result of higher enrolment levels and higher tuition rates. Revenue from tuition and student fees represents 54% – 56% of total revenue over the 2018-21 time period. Overall enrolment growth, measured in credit hours sold, of 3.4% is budgeted for 2018-19. Of credit hours sold annually, 75% is in Arts & Science.
Increase in Credit Hours Sold 2018-19 2019-20 2020-21 Budget Forecast Forecast Arts & Science 1% 2% 2% Education 23% 0% 0% Seminary 2% 2% 2%
Tuition rates for 2018-19 are as follows: Rate per Credit Hour 2017-18 2018-19 Actual Budget Increase Arts & Science $ 364 $ 380 $ 16 4.4% Education 375 390 15 4.0% Seminary 400 420 20 5.0%
Further tuition rate increases of 4% annually are included Government Operating Grant Funding in the projections for 2019-21. Mandatory student fees The Province of Alberta base operating grant has been have been frozen at 2014-15 amounts and no increase is budgeted to increase 2% per year for each of the 3 years included in the projections for 2018-21. Beginning in presented. Despite these increases, government operating 2017-18, Ambrose added a 50% tuition rate premium for grant funding represents only 18% of total revenue during non-Canadian undergraduate students. the 2018-21 time period.
Donations and Constituent Support Sales, Rent and Ancillary Services, Net Donations and constituent support continues to be Sales, rent and ancillary services net revenue represents a significant part of the revenue required to fund income from student housing and food services, as well Ambrose operations, representing 18% of total revenue as third party rentals and catering services. for 2018-21 time period. These amounts include unrestricted and restricted donations from individuals, churches, denominations, businesses and estates. Donations from non-institutional sources are forecasted to increase 20% per year over the 2018-21 time period as a result of implementation of new fundraising initiatives and strategies.
18 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 Expenses The Statement of Expected Revenues and Expenses above includes expenses categorized by nature. Expenses categorized by function are as follows:
2018-19 2019-20 2020-21 Budget Forecast Forecast Academic $ 5,949,818 $ 6,158,000 $ 6,374,000 Student services, including scholarships 3,599,676 3,726,000 3,856,000 Facilities 3,484,584 3,511,000 3,519,000 Institutional support 2,447,570 2,533,000 2,622,000 Academic support 854,727 885,000 916,000 Other 314,800 283,000 255,000 Externally restricted 332,323 344,000 356,000 Total $ 16,983,498 $ 17,440,000 $ 17,898,000
Share of 2018-19 Operating Other Expenses by Function 2% Externally Restricted Academic 2% Support 5% Academic 35% Institutional Support 14%
Facilities 21%
Student Services, including scholarships 21%
Employee compensation and benefits represent the largest Employee costs, as well as expenses for such items as area of expenditure for Ambrose at 65% of cash operating interest, utilities, property taxes, insurance, software expenses. Increased expenditures for employee compensation licenses and others are not easy to influence in the short- and benefits is the result of filling vacant positions in term. Ambrose has adopted a measured approach to the academic and support areas as well as new positions spending with a focus on long-term institutional heath corresponding to growth in the institution over the three and sustainability. Short-term, reactionary cuts to years. Additional growth in projected expenditures is a result spending have not been adopted as this is anticipated of increases in compensation levels. None of Ambrose’s to be counter-productive. employees are subject to collective agreements.
AMBROSE UNIVERSITY 19 Deficits and Institutional Sustainability Ambrose is anticipating deficits, from both an accounting and cash flow perspective for each of the years from 2018 through 2021. Ambrose’s ability to continue as a going concern during this period is dependent upon the support of its lender and Ambrose being able to obtain additional borrowing until proceeds are realized through the sale of land. Short-term borrowing has been secured for the period from May through September of 2018.
Ambrose anticipates receiving significant proceeds from the sale of up to 14 acres of undeveloped land adjacent to the campus. The process leading up to the sale involves land use redesignation and subdivision both of which are subject to a lengthy planning and approval process. It is anticipated that this process will take 16 – 20 months. Proceeds from the sale of land will be used to repay short-term borrowing and replenish working capital, with the remainder used to reduce outstanding debt or invested with the investment income used to service the outstanding debt.
Over the longer term, Ambrose’s ability to continue as a going concern on a sustainable basis requires positive cash flows sufficient to meet its borrowing obligations, including repayment of short and long-term debt. This may arise from a number of circumstances: • Continued student enrolment growth with incremental tuition revenue exceeding the incremental academic costs; • Growth in donation and constituent support; • Donations toward repayment of long-term debt; • Increased government operating grant funding commensurate with the size and role of the institution within Campus Alberta.
20 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 Appendix B: Enrolment Plan and Proposed Programming Changes
Continuing Education BA Christian Humanities Requests from students for workshops, advanced content Discussion is underway about the potential of a robust and workplace specific courses have increased over the past interdisciplinary Christian Humanities degree program that three years, so learning opportunities are being offered to would intentionally integrate philosophy, history, English provide current students, alumni and community members and Christian studies. The curriculum would focus on the wider access to Ambrose and its programs. A strategy will careful analysis and understanding of a variety of texts and be developed to increase flexibility in course scheduling by develop student capacity in research and effective writing. incorporating recently developed e-learning courses and This is an area of faculty strength and the major question to multi-access spaces. be addressed is the degree of student demand.
BA Psychology (4-year) International Students The Bachelor of Arts in Psychology will focus on the International students (not including permanent residences) systematic study of human behaviour with an emphasis on represent 3.78% (n = 32) of the undergraduate students and the integration of knowledge, including theories and best 4.5% (n = 13) of the seminary for a total of 3.96% (n=45) practices, and application directed at individual, group and of the total number of students at Ambrose (n=1135). The systems change. As such, the program structure enables projected international student enrolment for next year is flat students to demonstrate an appropriate knowledge base in the at 4%. At present, there are no initiatives to more actively discipline of psychology, the capacity to engage in scientific recruit international students. The following chart highlights inquiry and critical thinking, understanding of ethical and undergraduate international student registration by program. socially responsible behaviour in a pluralistic society, effective communication skills and professional development skills for the workplace. The program proposal was submitted to Undergraduate International Students F16 -W17 Advanced Education in March 2018 and is currently before by Program CAQC for an expected implementation in fall 2019. Arts & Science # of Students % of Program
BA (Theatre) Behavioral Studies 7 4.52% A two-year Diploma in Acting was launched in the fall of Biology 3 2.48% 2015. This program is designed to induct students into the Business 9 9.89% art and industry of theatre preparing students for careers English 2 6.90% as professional actors, directors and playwrights. It also provides a strong foundation for a variety of roles in theatre General Studies 2 4.44% management. A careful evaluation of the first two years of this History 1 2.86% program has indicated potential for developing this program Music 2 4.65% as a Bachelor of Arts. A program proposal is currently under discussion with a collaborative partner and projected for 26 submission in the winter of 2019.
School of Ministry # of Students % of Program BA Sociology (4-year) Bachelor of Theology 1 14.29% A Bachelor of Arts major in sociology has been in discussion for a number of years. This program will train students to Church Ministries 1 3.03% systematically gather, analyze and disseminate information Intercultural Ministries* 3 23.08% surrounding the complex and significant topics that permeate contemporary society. This training also consists of ongoing Youth 1 3.45% and rigorous interaction and grappling within a broad 6 Christian framework, including the subsequent implications *Intercultural Ministries is a small enrolment program that is attractive to for empirically-based and compassionate action in society. international students and is the only program with more that 15% enrolment by international students. This program does not cap enrolment and is accessible A program proposal is close to completion with a proposed to Alberta students wanting to enroll. implementation in the fall of 2021.
AMBROSE UNIVERSITY 21 Fall Enrolment to 2021 (FLE)
2016 2017 2018 2019 2020 2021 Faculty of Arts and Science Humanities Christian Studies 12.6 10.5 12 12 13 13 English Literature 24 23.4 25 25 26 26 General Studies 35.5 23.6 30 30 30 30 History 29.2 22.9 25 25 26 26 Total Humanities 101.3 80.4 92 92 95 95
Social Science Behavioural Science 122.2 133.3 140 109 110 100 Psychology 40 50 50 Sociology 15 Total Social Science 122.2 133.3 140 149 160 165
Science Biology 88.6 96.7 105 115 125 150
Education 64.2 79.6 80 80 80 800 Music 35.6 28.9 30 30 32 32 Business 74.1 74.7 75 76 80 80 Diploma in Acting 11.5 5.7 8 12 12 15 University Studies 1.6 2.4 2 2 2 2 Unclassified 5.2 7.2 5 5 5 7
Total Arts and Science 512.4 529.6 547 566 586 601
22 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 Fall Enrolment to 2021 (FLE)
2016 2017 2018 2019 2020 2021 Faculty of Theology School of Ministry Bachelor of Theology 4.9 4.1 2 0 0 0 Family / Children 8.7 6.9 8 8 8 8 Church 27.3 24.9 25 25 25 26 Intercultural 16.9 17.5 18 19 20 20 Youth 19.7 18.7 20 22 22 23 Post-Professional 0.9 0.4 0 0 0 0 AIM/Access 2 2.3 0 0 0 0 Total School of Ministry 80.4 74.8 73 74 75 77
Seminary Certificates 0.2 1.6 1 1 1 1 Diplomas 5.6 3.4 3 4 4 4 MA Biblical & Theological Studies 1.9 1.7 3 3 3 3 M Christian Studies 5 4.8 5 5 5 5 MA Intercultural Ministries 2.8 3.2 3 3 3 3 MA Intercultural Ministries - online 0.4 0.4 1 1 1 1 MA Leadership & Ministry 8.8 13.2 10 10 10 10 MA Leadership & Ministry - online 2 2.8 3 4 4 4 MDiv 23.6 22.8 23 23 24 24 Open Studies / Visiting 9.2 8.8 9 9 9 9 Total Ambrose Seminary 57.2 59.5 60 60 64 65
Chinese School of Theology at Ambrose Seminary (CCSTAS) Diplomas 4.8 3.8 5 5 5 5 M Christian Studies 5.6 4.0 4 4 4 4 MDiv 11.2 8.6 9 9 10 10 Total CCSTAS 21.6 16.4 18 18 19 19
Total Seminary Programs 81.1 79.1 79 81 83 83
Total Ambrose 673.9 683.5 699 721 744 761
AMBROSE UNIVERSITY 23 Appendix C: Research, Applied Research and Scholarly Activities
Introduction There is strong uptake on each of these initiatives among Ambrose University – a teaching-based university with faculty thus far, with much anticipation that this supportive undergraduate Arts and Science programs, an undergraduate infrastructure will foster increased scholarly output among School of Ministry and a graduate level Seminary – is in its Ambrose faculty – evident recently, for example, with 20 formative years as an institution to support and develop a peer-reviewed articles, chapters, books or compositions robust research program. We have an emerging and growing published this past year among our approximately 45 faculty array of research success among faculty and students, members (publications in biology, business, Christian studies, evident in both discovery and applied forms of research. The English, music, psychology, sociology, theatre and theology). structures which support, evaluate, protect and promote Faculty research has recently appeared in publications by research and scholarly activity are built upon the basis of the Oxford University Press, McGill-Queen’s University Press, Ambrose Research Mandate, which affirms that, “research Routledge, Brill, Baker and Pickwick. Topics include life and scholarly activity complement the primary instructional stories among troubled youth, slavery, flourishing churches role of faculty, enriching classroom teaching and creating and neighbourhoods, online education, character formation a scholarly atmosphere on campus”. Moreover, it defines and employee recognition in organizations, among other “our role as researchers whose scholarship contributes to our subjects. academic disciplines, our church constituencies, the public In various ways, these research activities dovetail well with of Alberta and Canada and the international partners we present provincial outcome goals of a strong economy and serve”. The following overview captures our three strategic supporting healthy Albertans in all of our communities. research priorities (and supporting infrastructure) in Several of our faculty actively present their research and connection with Ambrose University’s institutional goals consult with market leaders and practitioners, linking research and current provincial outcomes: strengthen the institutional findings with practical application. Understandably, research infrastructure to support faculty research, provide high- at Ambrose is not of the scale or scope of larger research-based level research and dissemination opportunities for students institutions, but, as a teaching-based university of this size, and support research that benefits external stakeholders we have a solid research culture and a promising and practitioners. infrastructure to develop upon moving forward. Institutional Infrastructure to Support Faculty Student Research Research In line with current provincial outcome objectives of a Ambrose continues to progress in its institutional strong economy and supporting healthy Albertans in all infrastructure to support faculty research. Each faculty of our communities, Ambrose sees student research as member is given $2,000 in Professional Development funds an important element to prepare Ambrose students well each year. In addition, faculty can apply for up to $6,000 toward these ends. Developing the skills and capacities to in internal research grants (total of $35,000 is awarded each conduct original research, to think carefully and critically year). Ambrose also has a longstanding sabbatical policy about complex issues and to disseminate new knowledge, where every six years faculty are eligible for a six-month strengthens students’ abilities to obtain jobs post-graduation sabbatical for 100% salary or a full year sabbatical at 85% and to thrive professionally, personally and relationally. salary, or every three years faculty can apply for a six-month A few markers stand out that reveal our efforts and sabbatical at 85% salary. In addition, tenured faculty are effectiveness in this regard. eligible for the “Sustaining Scholarship Program” that permits applications for a two year course release of one to two Opportunities for student research is emerging as a strength courses per annum, to help facilitate time-sensitive research of the Ambrose experience. The National Survey of Student projects. In addition, the “Scholarship Assistance Program” Engagement (NSSE) identifies six High-Impact Practices it permits all faculty members to apply for a one-course views as “life-changing” and key to student success, one of release to advance a research project. which is “research with faculty.” Of the senior students from Ambrose who participated in the NSSE survey, 41% recently
24 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 responded that they were currently working, had worked or various partners (e.g., Social Sciences and Humanities were planning to “work with a faculty member on a research Research Council, Stronger Philanthropy and Cardus) to project”. This compares to 36% in Canadian institutions strengthen our capacity to do excellent research and share our as a whole, 34% in Alberta institutions and 31% in the research in ways that benefit the organizations/industries and independent sector. In addition, 90-95% of Ambrose students communities that our research intersects with. Further, our (depending on their year of program) say they have worked Institutes are premised on providing students with first-hand collaboratively on research projects (ahead of peer institutions research training and experience. Below, we feature some of in Alberta, Canada and the independent sector). 75-95% of the research within our Canadian Poverty Institute, followed Ambrose students (depending on their year of program) also by a high level overview of the other two Institutes. say they have given one or more presentations in their courses The Canadian Poverty Institute (http://www.poverty (well ahead of peer institutions in Alberta, Canada and the institute.ca/) – an interdisciplinary initiative with business independent sector). Skills such as working in teams and administration, history, sociology, psychology and theology giving oral presentations, are instrumental for the work world – is working on several projects. These include: (a) “1000 and to positively contribute to one’s local community. Voices”, aimed at providing programs, services, supports, In addition to original student research that takes place meeting space and office support for community initiatives; across many courses, Ambrose’s primary outlet for student (b) a multidimensional definition of child poverty in Canada research is the annual Ambrose Research Conference (ARC). that accounts for factors such as material, economic, social/ ARC 2018, with the theme “The World after Tomorrow,” cultural, psychological, spiritual and moral needs; (c) included 20 sessions spread over one day, including over 40 an energy roundtable, which is a collaboration between oral presentations and 20 poster presentations across an array government, energy providers and non-profit organizations of academic programs (biology, business, Christian studies, to reduce energy poverty and develop policy and strategy English, music, psychology, sociology, theatre and theology). recommendations for government and industry; (d) the In early April 2018, students presented original research on a justice sector and vulnerable Albertans project, examining range of pressing issues to our economy and to supporting a the justice sector service system in Alberta to identify healthy and vibrant society. These topics included crime and barriers to service coordination and integration and develop deviance, poverty, social inequality, medicine, environment, recommendations for more effective service integration; gender, fine arts, literature, immigration, organizational and (e) the neighborhood change project, examining health, education, entrepreneurs and international supply the relationship between income inequality, average chains and human rights. The culmination of student research neighbourhood income and isolation/inclusion presented at ARC continues to be instrumental for ongoing and participation in community-based organizations. success among students across disciplines. They carry their The current research at the Jaffray Institute for Global research into graduate school and the workforce, from the Initiatives (http://jaffrayglobal.com/) explores the role research lab to the business world, to journalism, to law, to of churches and para-church organizations in immigrant, performing arts and more. refugee and marginalized people’s settlement and integration External Stakeholders and Practitioners process in Calgary. This institute is also examining how a young adult’s intercultural sojourn during their university Ambrose is uniquely positioned to support our economy years shapes long-term career choices. and healthy Albertans in all of our communities with three research institutes: Canadian Poverty Institute, Jaffray The Flourishing Congregations Institute (www.flourishing Institute for Global Initiatives and Flourishing Congregations congregations.org) is presently in the middle of a Social Institute. These institutes are dedicated to research that Sciences and Humanities Research Council-funded national simultaneously contributes to current academic discussions study on what contributes to a flourishing congregation, with and directly benefits external stakeholders and practitioners. an eye toward the positive impact that healthy congregations All three Institutes attract notable funding dollars from have for thriving individuals and neighborhoods.
AMBROSE UNIVERSITY 25 Together these initiatives build on some of our research Next Steps and teaching strengths as an institution. These institutes Under the guidance of the Vice-President of Academic leverage existing and new partnerships with various external Affairs and the Ambrose Research Committee, Ambrose stakeholders (e.g., these institutes have nearly forty financial, continues to work towards the following medium-range goals: educational, research and front line agency partners), enhance • Explore the possibility of a Research Office, which our focus on applied research training and excellence, would further the infrastructural supports for research meaningfully contribute to significant provincial, national among Ambrose faculty and students, and the three and global conversations about “real world” contemporary research institutes. challenges and opportunities and help to make positive social contributions by linking research findings to policy • Develop training opportunities, particularly for tenure and practitioner domains (e.g. directors of these institutes track faculty, to strengthen their research productivity are regularly invited to present research findings with policy (e.g., sessions on funding, getting published or the makers in their respective domains). research ethics process).
Beyond these institutes, research elsewhere bridges Ambrose • Build on the inaugural “Scholars’ Corner”, in with external stakeholders and practitioners. For instance, April 2018, to publicly recognize scholarly faculty in our History program are progressing on two achievements among Ambrose faculty. projects – one on memory in High River’s built environment (on the heels of the 2013 flood in southern Alberta) and Conclusion another on the lives of German refugees in the aftermath To summarize, research at Ambrose builds on our foundation of WWII. Our Business program hosts an annual as a teaching-based institution, which values and prioritizes conference, “Soul of the Next Economy,” where non-profit high quality research that animates student learning and sector, government, business and educational institutions benefits external stakeholders and partners. Our commitment converge to learn, connect and engage around innovation, to developing competent and well-trained student researchers collaboration and corporate social responsibility. Several (mainly undergraduate) – those who can gather, analyze and of our students (e.g., Behavioural Science, Education and present new knowledge in fresh, relevant and innovative ways School of Ministry) also complete practicum-based research – positions us in the post-secondary landscape to benefit a that involves volunteering, data collection and knowledge strong Alberta economy moving forward. The various dissemination with over 100 partnering agencies in Calgary research activities at Ambrose – notably among our three and many more across Canada and around the world. research institutes – help with locating this post-secondary institution as an important contributor to data collection on pressing concerns of contemporary life in Alberta (e.g., inequality). Our research activity also broadens the networking capacity between researchers, policy makers and frontline workers, plus knowledge dissemination to support healthy Albertans and communities. And, in all of this, Ambrose offers its faculty a supportive infrastructure to pursue these research priorities.
26 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 Appendix D: Community Outreach and Underrepresented Learners
Indigenization Efforts community event for the showing of Elder in the Making for The work of the Truth and Reconciliation Commission, to the Ambrose Faith in Film series and held a series of Book come to terms with the difficult legacy of Residential Schools, Talks. Recently, they applied for a grant to support our has placed the destructive nature of settler attitudes and work supporting teacher standard qualifications through approaches to Canada’s Indigenous people on the nation’s the development of Indigenous focused competency-based agenda in a powerful way. The Commission’s “94 Calls to teacher education. Action” outlines a path forward to deal with this legacy and to lead toward reconciliation. Many of the Calls to Action Mental Health Initiatives address governments at various levels but there are also Ambrose University is well positioned to contribute calls to universities and religious communities. Whether positively to the cultivation of healthy and thriving campus directly involved in the Residential School program or not, communities. These resilient and flourishing communities universities and churches participated in and even helped will in turn shape the holistic development of students as produce a colonial narrative that assigned Indigenous people contributing members of society. to a cultural inferiority which then authorized a variety of The mental well-being of Ambrose students is a high interventions which have ultimately been detrimental. priority for Ambrose University, yet the challenges are As a university and Christian community, we recognize these significant. In the winter of 2018, a mental health survey harms and recognize in ourselves the attitudes and ideas that indicated 42% of students self-identified as having a have justified them. From this recognition, we commit to mental illness and 26% reported being diagnosed with a repent, listen and be ready to enter into a new and respectful learning or physical disability or mental illness. Based on relationship with the Indigenous peoples. information shared by other Senior Student Service Officers in Campus Alberta about mental health well-being at other The TRC Calls to Action have identified curriculum as post-secondary institutions across Alberta, the statistics at an area requiring action. While a curricular response is Ambrose seem to mirror the experiences of other Albertan important for all students, it is particularly so for pre-service students. Therefore, Ambrose has made the development teachers and those whose professional work will bring of a comprehensive mental health strategy a top priority in them in contact with Indigenous communities. Ambrose is the medium term. In addition to the three surveys (2016, committed to developing a curriculum that addresses difficult 2017 and 2018), Ambrose has obtained a provincial grant truths related to the history of Canada and its relationship to support participation in the National College Health with Indigenous peoples. Beyond identifying these difficult Assessment survey again in 2019. This work is facilitated by truths, the curriculum will provide models for redemptive the hiring of a Mental Wellness Coordinator. The wellness engagement with Indigenous communities. This curriculum, gap analysis will be repeated in 2020 to identify improvement in collaboration with Aboriginal advisors, will seek to attributable to the implementation of the mental health integrate Indigenous knowledge. strategy. Ambrose University desires to be a leader in This past year, the Education program has led our initiatives fostering a caring community in which all learners have the that respond to the TRC Calls to Action. The Education opportunity to not only survive their university experience, faculty met with Siksika elders and school staff to consider but to thrive and flourish. the scope and sequence of Indigenous content in the pre- service education curriculum, participated in workshops led by Indigenous leaders, facilitated Elder led Blanket Exercises with Education students, held an Arts Program Day with an Indigenous focus, hosted guest speakers such as Cowboy Smith X, took students to the Glenbow Museum, hosted a
AMBROSE UNIVERSITY 27 Appendix E: Internationalization Appendix G: Information Technology Ambrose University’s approach to internationalization is to No expansion of technology resources are anticipated during broaden students’ global perspectives through international the 2018-21 time period aside from normal equipment curricular initiatives. The primary mechanism for achieving replenishment and replacement. These expenditures are part this outcome is international educational travel study of Ambrose’s operating budget. Additional resources will be programs. Typically, these travel studies are led by Ambrose devoted toward moving key systems to “the cloud” in 2018 faculty to explore themes related to a number of disciplines in part to enhance cyber security. allowing students to build upon their classroom knowledge and obtain first-hand perspectives in an international context.
Over the next three years, these disciplines will include programs led by biology, business, English, history and music faculty. These travel studies will also facilitate our meeting of the province’s Adult Learning System Vision principles of Accessibility and Quality. These service programs equip our students to not only understand the needs of global communities, but to appreciate how these needs are often universal in nature. In this manner, our students are better enabled to understand and serve local community needs. In addition, the travel studies enhance the quality of our students’ education through the acquisition of an international lens. In so doing, our graduates are better able to serve our economy and society.
Ambrose University is not currently engaged with international institutions for the purpose of delivering Alberta credentials or programming, neither do we have off-shore activity that requires the regular presence of staff or infrastructure.
Appendix F: Capital Plan Following up on the Campus Master Plan completed in 2015, Ambrose has obtained a preliminary cost estimate of an expanded campus with capacity for 50% more students. This plan includes academic spaces comprising classrooms and faculty offices, a performing arts centre, a second gymnasium, additional residences, and a new learning commons. This ambitious plan would require significant capital fundraising. In 2017, Ambrose engaged an outside firm to perform a feasibility study on such a capital campaign and it was determined that a capital campaign should be deferred until certain initiatives were undertaken within the Advancement division. At this point, a timeline for completion of these initiatives and the commencement of a capital campaign has not been established.
28 COMPREHENSIVE INSTITUTIONAL PLAN 2018-2021 Notes
AMBROSE UNIVERSITY Ambrose University 150 Ambrose Circle SW Calgary, Alberta T3H 0L5 www.ambrose.edu