Framework has designed, led and implemented initiatives encompassing academic planning, student recruitment, succession planning, ancillary services planning, leadership coaching, diversified revenue strategy development, board visioning, organizational restructuring, program expansion, image and branding, satisfaction surveying and policy renewal.
This depth of experience across the sector makes Framework a strong and valuable partner. From single meeting facilitations through to multi-year transformations, we’ve helped our clients become recognized benchmarks of excellence.
- Kindergarten to Grade 12 (public and private)
- Higher Education
- Community colleges
- Polytechnic institutions
- Research-based universities
- On-line and distance education institutions
- Continuing education
- Canadian Centre for the Study of Higher Education
Framework Partners’ Involvement
Calgary French & International School
Program, Facility, and Funding Transformation
Framework led three volunteer boards and numerous committees and staff through the conception and realization of not only a new vision for the school but also the design, financing and construction of a new $20 million facility over a four year period.
Efforts included organizational restructuring and repositioning, major fund-raising, expansion of the program, image and branding, marketing, strategy, recruitment and succession planning, and policy renewal. The project was delivered on time and on budget, with a high degree of parent satisfaction and community collaboration.
CFIS was a benchmark used by the City of Calgary and the Provincial Government as a P3 (Public, Private Partnership) success. In recognition of Framework’s leadership role, Framework was nominated for The Conference Board of Canada’s Global Best Award for Partnerships in Business and Education in 2004.
University of Calgary
Strategic Planning and Institutional Transformation Based on Key Learner Needs
Designed and successfully led University of Calgary’s Board, 16 Faculties, General Faculties Council, Senate and Senior Administration through a multi-phase, multi-team initiative that established a distinctive institutional vision and market focus, strategic direction including areas of focus, curriculum redesign, technology strategy, recruitment strategy and action priorities based on extensive community and stakeholder engagement. A core component of this transformation work was a learner needs-based segmentation that further provided the basis for redesigning student recruitment, admission and retention strategies.
This effort also led to the redesign of key processes, practices, curriculum and policies. The results of this strategic planning effort received unanimous approval by all Faculty governing bodies and the Board of Governors. This was the first initiative of its kind at a Canadian university and one of the first in North America.