College Student Alliance
Strategic Framework
2013-20145*
* to be reviewed every year before May Conference 2015
Vision
The College Student Alliance will be the influential voice for Ontario college students.
Mission
Strong Students. Strong Leaders. Strong Colleges.
Values
Our 5 Pillars of focus are:
Affordability: Tuition Fees, Per-Student Funding, OSAP
Accessibility: Early Outreach, Needs Based Financial Aid, Student Employment
Accountability: MYAA’s, Curriculum, Ancillary Fees
Transferability: Credit Transfer System, Online Learning, System Design
Quality: Support services, Infrastructure, Teaching Quality
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Background
In the fall of 2012 an organizational survey was conducted with a cross section of CSA
member presidents, corporate partners, post-secondary education stakeholders as well as
various government liaisons. The purpose of the survey was to gain input on the organization
from a using a SWOT analysis: strengths, weaknesses, opportunities and threats. The findings
were then shared with the membership along with possible solutions in the areas that the
survey showed where we were missing the mark and most vulnerable as well as areas where
we had opportunities for growth and effectiveness.
The feedback gravitated to four main areas of concentration: Organizational, Member
Engagement Advocacy and Communication. The following information addresses the findings
of the survey and the organization’s action plan to address threats and weaknesses as well as
opportunities and strengths going forward.
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This Strategic Framework, with member approval, will serve as guidelines in which the CSA
actions, member engagement and advocacy efforts will be measured
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Organizational
We will continue to analyze our organizational structure and refine our constitution and policies
to reflect the current and future direction of the organization. Organizational change should
reflect an effort to improve the financial stability of the organization as well as optimize its ability
to carry out the Vision and Mission of the CSA. Additionally we will examine in detail such
member activities as fee structures, election processes and regional alignments to best serve
the organization and its members
Member Engagement
The survey results indicated a desire for more member engagement and a closer working
relationship between the CSA Board of Directors, Secretariat and individual member SA’s. The
Strategic Framework will detail measurable steps towards a closer relationship between all
parties to: better inform and engage individual SA board members, gain firsthand knowledge of
campus specific issues that CSA could assist with, determine viable means of better informing
students on campus of post-secondary education issues that affect them, jointly work on
enhancing the profile of the SA’s advocacy work on behalf of their students and the provincial
efforts through the CSA. The resulting methods and systems put in place will be reviewed and
updated by the membership annually to ensure relevance and allow for new ideas.
Advocacy
Determine and implement new communication strategies to better inform and engage members
of advocacy issues and efforts outside of conferences. Provide a communication means for
member feedback on advocacy issues to CSA Secretariat and Board of Directors. Explore
initiatives that provide more in-depth engagement by members more interested in advocacy
both at the provincial and community levels. Continue to provide regular updates for all
members on current issues, actions and results in a manner that is clear and usable for
redirection to their students on campus.
Communication
Continue to improve and expand the effective use of all media resources with an emphasis on
social media to communicate with the membership, stakeholders and students. Emphasis
should be consistently given to highlight the leading role CSA takes in post-secondary
advocacy. Explore new communication tools to reach members in multiple formats. Provide
regular updates and continue to increase and refine our communication strategies to members,
media and the PSE sector ultimately enhancing the professionalism and impact of the CSA.
Explore member specific communication opportunities including campus to campus and person
to person.
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ORGANIZATIONAL GOAL 1: Evaluate Board of Directors election process
ACTION TO BE TAKEN
WHO IS ACCOUNTABLE?
WHAT IS THE
TIMELINE?
Review current election process
BoD
July 2013
After initial research by CSA BoD an Elections
Review Committee (ERC) will be formed
consisting of members to assess initial findings
and form recommendations (in partnership with
BoD) for elections processes to present to the
membership
BoD & ERC
October 2013
Create a clear and understandable elections
policy, process and candidate package to be
approved by the membership
BoD & ERC
February 2014
ORGANIZATIONAL GOAL 2: Conduct analysis of the Board of Directors roles and
responsibilities
ACTION TO BE TAKEN
WHO IS ACCOUNTABLE?
WHAT IS THE
TIMELINE?
Conduct SWOT analysis of CSA BoD roles and
responsibilities with membership
GM, MSM & CM
July 2013
After initial research the GM, MSM & CM will
Create a CSA Board Structure Committee (BSC)
made up of a representation of members create
recommendations that will be presented to the
membership for further input prior to final
changes and implementation
GM, MSM, CM & BSC
October 2013/February
2014
ORGANIZATIONAL GOAL 3: Evaluate regional structure of how members are
grouped ex. North, Southwest, East, Central
ACTION TO BE TAKEN
WHO IS ACCOUNTABLE?
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WHAT IS THE
TIMELINE?
Create an Organizational Assessment Committee
(OAC) to research and evaluate the current
regional structure of CSA member SA’s
Solicit feedback and ideas from membership as
part of the process
GM, MSM & 1 BoD
October 2013/February
2014
Present findings of the OAC to the membership
presenting recommendations that will benefit all
member student associations’ needs.
GM, MSM, BoD & OAC
February 2014
MEMBER ENGAGEMENT GOAL 1: Provide members with tailored CSA
experience
ACTION TO BE TAKEN
WHO IS ACCOUNTABLE?
WHAT IS THE
TIMELINE?
Determine individual Member Engagement Plan
based on their unique needs
MSM, CM & CI
(with input from RD’s)
July 2013
Support member student associations with on
campus presence and with participation during
their Board Orientation and throughout the year
(in-person, CSA Swag, contests, etc)
MSM, GM & BoD
Ongoing
Provide a series of CSA resources that SAs can
select that will best suit the needs of their SA. This
should include Secretariat position overviews and
contact information for new student leaders
Secretariat
Ongoing
MEMBER ENGAGEMENT GOAL 2: Face to face engagement
ACTION TO BE TAKEN
WHO IS ACCOUNTABLE?
WHAT IS THE
TIMELINE?
Have a minimum of one (1) campus visit per
semester with additional at request
Secretariat & BoD
Ongoing
Attend membership transition workshops at
request
Secretariat & BoD
Ongoing
Create new membership opportunities in
stakeholder activities – ex. Mini conferences –
non CSA conference attendance for members
Secretariat
Ongoing
MEMBER ENGAGEMENT GOAL 3: Reformat Regional Conferences
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ACTION TO BE TAKEN
WHO IS ACCOUNTABLE?
WHAT IS THE
TIMELINE?
Create regional conference framework (guidelines
on planning a regional)
Secretariat & BoD
May 2013
Institute new format that will include member
feedback
BoD
July/August 2013
ACTION TO BE TAKEN
WHO IS ACCOUNTABLE?
WHAT IS THE
TIMELINE?
Create video blogs to communicate current
advocacy issues and progress – can then be used
by SA’s for campus use
Secretariat & BoD
August 2013
Include advocacy 'executive summary' in member
newsletter
Secretariat
September 2013
ADVOCACY GOAL 1: Regular advocacy updates
ADVOCACY GOAL 2: Provide municipal advocacy support
ACTION TO BE TAKEN
WHO IS ACCOUNTABLE?
WHAT IS THE
TIMELINE?
Provide student associations with a Municipal
Resource Kit with specific information for their
community
DOA, MSM, CM & CI
October 2013
Explore the opportunity to hold issue specific
workshops that can accessed in person or by
other means (ex. Video, podcast) ex. Office of the
Ombudsman
GM & BoD
February 2014
ACTION TO BE TAKEN
WHO IS ACCOUNTABLE?
WHAT IS THE
TIMELINE?
Hold an annual Advocacy Development Workshop
give consideration to timing. i.e. separate or
combined with conferences
GM, DOA & MSM
October 2013
ADVOCACY GOAL 3: Provide advocacy training
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Provide speaking points or an FAQ resource on
current and reoccurring PSE issues
DOA, RPA & CM
Ongoing
Provide effective media training focusing on all
types of media (interviews, press releases etc.)
CM
October 2013
COMMUNICATION GOAL 1: Regular CSA updates
ACTION TO BE TAKEN
WHO IS
ACCOUNTABLE?
WHAT IS THE
TIMELINE?
Rebrand CSA monthly Newsletter
CM & CI
October 2013
Refine newsletter to primarily highlight SA
accomplishments and promote CSA achievements
and ongoing initiatives
CM & CI
October 2013
Continue Secretariat phone check-ins with
members
Secretariat & BoD
Ongoing
COMMUNICATION GOAL 2: Student friendly communications
ACTION TO BE TAKEN
WHO IS
ACCOUNTABLE?
WHAT IS THE
TIMELINE?
Develop a comprehensive communication plan to
target students, public and stakeholders’ needs
CM, GM & MSM
February 2014
Provide student friendly updates using
communications tools
Secretariat
Ongoing
Hold promotional give-a-ways and contests for
students (not SA's) during campus visits
Secretariat
Ongoing
Continue to use social media outlets for students
to post comments and inquiries to the CSA
CM & Secretariat
Ongoing
COMMUNICATION GOAL 3: Update and utilize online resources
ACTION TO BE TAKEN
WHO IS
ACCOUNTABLE?
WHAT IS THE
TIMELINE?
Consistently update website to reflect current
trends
GM, CM & MSM
May 2013
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Revamp members’ portal to be more effective
GM, CM & MSM
May 2013
Utilize all media, including social media, in all
promotions, events and contests
BoD, CM & Secretariat
Ongoing
Create a best practice resource library (online and
potentially in a wiki format)
MSM, CM & CI
October 2013
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Appendix: SWOT Analysis
We will present a summary of the survey findings. We will change the headings to reflect the most
helpful/beneficial way of gathering and interpreting our findings.
STRENGTHS
WEAKNESSES
Marketing/Outreach
Relationships with government
Resources for student leaders
Lobbying efforts
Clear and frequent communication with
membership
Need better communication with Northern schools
More on campus communications with members
Communication with media should be enhanced
Focus is on Presidents and not the board
Serving Our Members
Provide training to our members – supportive
BoD should be more representative of membership
Operations/Processes:
Campaigns
Communication channels
Conference structure
Conference sessions
Committees
Leadership:
Secretariat structure – available, resourceful,
engaged
There aren’t clear guidelines/leadership for BoD
Low membership and engagement in East region
OPPORTUNITIES
THREATS
Regulatory/Legal
Realign membership to Northern and Southern
Becoming a national organization
CSA presence in each region – satellite office
Playing it safe, not open to change
Lack of CSA campus presence
Need more media focus
Lack of relevancy from stakeholders
Environmental
Actively seek out non member SAs
Collaboration with other membership
organizations Amicus/COCA
Member disengagement/retention
Failure to adapt to change
Economics
Seeking out alternative funding
Fee – SAs want to know how funds are spent
Demographic
Reaching out to general student population
Student apathy
Northern SAs
Technology:
Stay up-to-date with technology
Growing too much, too fast
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Acronyms used in Strategic Framework
BoD
Board of Directors (CSA)
ERC
Elections Review Committee
GM
General Manager (CSA)
MSM
Member Support Manager (CSA)
DOA
Director of Advocacy (CSA)
RPA
Research & Policy Analyst (CSA)
CM
Communications Manager (CSA)
CI
Communications Intern (CSA)
BSC
Board Structure Committee
SWOT
Strengths, Weaknesses, Opportunities, Threats
OAC
Organizational Assessment Committee
MRK
Municipal Resource Kit
MEP
Member Engagement Plan
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