georgian college annual report 2008-2009

8/14/2019 Georgian College Annual Report 2008-2009

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Georgian College2008-2009

Annual Report

To provide our students withthe knowledge, skills,

and work-related experience required for

successful careers and lifelong learning.


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GEORGIANS MISSION

To provide our students with the knowledge, skills and work-related

experience required for successful careers and lifelong learning.

On November 24, 2005, Georgian College's Board of Governor's approved the

2006-2010 Strategic Plan. The Strategic Plan focuses on the further strengthening

of our academic programs, which will be measured through the achievement of

enrolment increases that are above the system averages. To do so, we must:

- remain dedicated to the success of our students;- provide an environment of continuous improvement;- be an agent for public policy and continue to recruit;- develop and retain faculty and staff who are student-centred.

Our Strategic Plan is based on four pillars:

Our Programs Our Performance Our Place Our People.


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I. Our Programs

Our 2006-2010 Strategic Plan states: We are dedicated to the success of ourstudents. We are committed to understanding and meeting their learning needs and

supporting their career goals. Our core business, teaching and learning, isorganized around our programs. Our strategic priorities are:

1. To ensure that our academic program mix focuses on programs thatdemonstrate consistently strong demand from both prospective students andemployers, are economically viable, and capitalize on our strengths.

2. To ensure our curriculum is current and relevant and to internationalize ourcurriculum, where appropriate.

3. To identify academic programs where we have strong and distinctcompetitive advantages and provide enhanced support and resources tomaximize their potential as centres of excellence.

4. To support selected academic programs and initiatives through a coordinatedfundraising effort that involves staff, students and volunteers and adheres toprofessional fundraising standards.

5. To offer a co-ordinated mix of student services that clearly demonstratestheir contribution to student success.

6. To pursue targeted applied research opportunities that capitalize on ourprogram strengths and generate resources to directly support teaching andlearning.

7. To achieve annual enrolment targets in all program areas, supported by theimplementation of a comprehensive Enrolment Management Plan.


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The 2008-2009 Operational Objectives for Our Programs were:

Operational Objectives Outcome Measures Operational Outcomes

Increase enrolment by 5

percent for full timediploma programs, 10percent for universityprograms, and 10 percentfor apprenticeshipprograms.

Enrolment targets met as

shown by OCAS auditdata for diplomaprograms, enrolmentreports from theRegistrars Office foruniversity programs, andseat purchase fromMTCU for apprenticeshipprograms.

Diploma programs: 6.57%

increase (7.11% includingSecond Career Strategy).University programs:14.64% increase.Apprenticeship programs:10.2% increase.

Complete strategic plansfor each of the UniversityPartnership Centre, Part-time Studies, andApprenticeship.

Strategic Plans forUniversity PartnershipCentre, Part-time Studies,and Apprenticeship.

The University PartnershipCentre completed itsOperational Review duringthe winter; the final reportthat includes a number ofstrategic recommendationswill be distributed in April2009. An extensive reviewof Georgians ContinuingEducation activity was

completed in March 2009and outlined a number ofstrategic recommendationsthat have formed thefoundation for theStrategic Vision forGeorgians ContinuingEducation Work for2009/2010.

Develop at least two newpost-secondary diplomaprograms to launch in2009.

Board of Governorsapproval to launch twonew post-secondaryprograms.

8 new programs approvedto be launched Fall 2009: Mechanical Technician

Precision Skills Gas Technician Welding Techniques


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Cabinet MakingTechniques

Interior Decorating

Civil EngineeringTechnician Construction

Civil EngineeringTechnology

Electrical EngineeringTechnician Power

Develop and modifyprogram review andcurriculum development

practices that align withaccountability criteria andresult in Program QualityAssurance Process Audit(PQAPA) compliance.

Enhanced programreview and renewalprocesses.

Work began and continuesunder the leadership of theCentre for Teaching and

Learning to ensure that allprograms are meetingprovincial standards andaudit requirements. TheProgram QualityAssurance Process Audit(PQAPA) will beconducted in 2009-10.Stakeholder groups have

been consulted and actionis underway on all facets.


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II. Our Performance

Our 2006-2010 Strategic Plan states: We believe that our staff and students wishto excel and contribute to their maximum potential. We must provide an

environment that promotes continuous improvement if we are to continue to berecognized provincially, nationally and internationally as a leader in postsecondaryeducation.

Our strategic priorities are:

8. To set clear performance goals that are challenging but achievable,demonstrate continuous improvement, measure our results, and holdourselves accountable.

9. To provide timely feedback to staff on their performance.10. To benchmark Georgian to relevant competitors on key measurements to

ensure that we are competitive and excel.

11. To manage all College operations in a fiscally responsible manner, toincrease revenues from non-government sources, to build financial reserves,and to plan a balanced or surplus budget every year.

12. To cultivate and nurture relationships with industry and educational partners,donors, alumni, Advisory Committee members, and other communitystakeholders.

13. To be responsive to government priorities and, through our staff, students,alumni, Advisory Committee members and other community stakeholders,work collaboratively to influence public policy as advocates for Georgianand the college system.


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The 2008-2009 Operational Objectives for Our Performance were:


Develop an enrolmentmanagement plan to include

marketing/recruitment andretention targets andstrategies.

Plan developed. Enrolment ManagementTeam meets every 2

weeks; enrolment targetsdeveloped and alignedwith budget;comprehensivesupporting marketingstrategy developed bysemester; retentionstrategies developed andshared with staff.

Student focus groupsconducted to identifynew retention strategies(still being conducted).

Each academic area isconcentrating onmeeting with at-riskstudents TO encouragethem to accessappropriate services.

Formal comprehensivegrowth plan still indevelopment stage.

Meet the objectives set out inthe Multi-yearAccountability Agreement

with the Ministry ofTraining, Colleges andUniversities.

As outlined in the Multi-Year AccountabilityAgreement.

The Multi-YearAccountabilityAgreement Report Back

will be submitted to theMinistry by the deadlineof July 31/09.

Pilot a new budget allocationmodel in parallel with thecurrent model.

New budget allocationmodel implemented andevaluated.

Development of thiscomplex modelprogressed through


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2008/09 but was notconcluded. Userconsultation and further

development willcontinue in 2009/10.Achieve targets for theAnnual College Scorecard.

As outlined in theAnnual CollegeScorecard.

The Annual CollegeScorecard for 2008/09 isbeing prepared fordistribution to all staff,the board of directors,and advisory committeesby September 2009.


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III. Our Place

Our 2006-2010 Strategic Plan states: We understand that the College is an agentfor public policy and that we exist to meet a broad base of educational and training

needs. We will be responsive to the communities we serve and provide theinfrastructure to do so in an effective manner. Our strategic priorities are:

14. To increase access to higher education pathways for a diverse studentpopulation.

15. To maintain our commitment to workplace experience as a key componentto our students academic development.

16. To capitalize on opportunities to use technology more effectively andefficiently for all College activities.

17. To inform and educate our staff, students and community stakeholders aboutenvironmental issues and to demonstrate our commitment to these issuesthrough our actions.

18. To anchor the geographic territory we serve by ensuring our regionalcampuses remain viable and are based in facilities over which we have long-term control, either through ownership or innovative partnerships.

19. To establish baseline standards for all College facilities and to set andenforce standards for the effective and efficient utilization of all Collegespace.


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The 2008-2009 Operational Objectives for Our Place were:


Increase the number ofstudents enteringGeorgian programs usingnon-traditional pathways,particularly ofunderrepresented groups.

Increased enrolments. Opened new NativeEducation Centre inOwen Sound. Ongoingcommunity building withElders and AETC.Through the fundingreceived through theAccess to Opportunityfunding, we have beenable to have reportswritten through our

current StudentInformation System (SIS)to now track Aboriginalstudents from the point ofOCAS application rightthrough to graduation.These reports will beaccessible for our Fall 09intake.

Special First Generationfunding received ($231k)for 15-month project toassist targeted group toapply and succeed inpostsecondary studies.

Women In Skilled Tradesfunding secured for

General Contracting($198k).

SuccessfullyIMPLEMENT the secondstages of a multi-yearenvironmental strategy for

Increased waste diversionrate by 50 percent by2009/10 and increasedrecycling capture rate as

An organic recyclingprogram has been startedin College kitchens.


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the College. measured by annual wasteaudit.

Reduced productconsumption andpackaging waste to offsetincreased costs.

Improved environmentalliteracy throughout allcollege programs.

Recycling programexpanded to includereceptacles for paper

products.

Implemented double-sided printing as thedefault on all Collegeprinters.

Non-smoking Task Forcehas recommendedincreased restrictions for

2009-10 (approved byCollege Council).

Received the GreenMarine designation atthe Owen Sound Campus.

Switched to greenoffice products

Converted to 30% post-consumer paper stock.

Switched to bio-degradable take-outcontainers.

Installed additionalbicycle racks.

Complete feasibility

studies for permanentcampuses in Collingwoodand New Tecumseth(Alliston).

Business cases developed. Collingwood: A number

of different possiblelocations have beenstudied; a viable businesscase has not yet beendeveloped. Alternativesare still under


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consideration.

Alliston: determined thatit is premature to developa business case for apermanent campus; twopart-time courses werelaunched in January 2009(Bookkeeping andBartending).

Complete the installationof marine simulators in

Owen Sound and therefurbishment of thecampus.

Projects completed ontime and on budget.

Project completed on timeand on budget ($7.8M).

Space was refurbished toprovide greatly improvedspace for student services,faculty offices, andcomputer laboratories, aswell as an enlargedAboriginal Centre andadditional classrooms.The installation of one

Class A marine simulator,three Class B simulators,and one Class C simulatorwas completed. InNovember 2008, theCentre officially opened.


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IV: Our People

Our 2006-2010 Strategic Plan states: A fundamental and unique feature ofGeorgian College is the positive and supportive manner which characterizes our

interactions with our employees, our students, and our community stakeholders.This friendly, caring atmosphere, combined with our understanding that thesuccess of our students and stakeholders is paramount to our success, serves todifferentiate us from other educational institutions. Our strategic priorities are:

20. To recruit, develop, and retain staff who are student-centred and to providethem with the necessary tools and resources to be successful in their jobs.

21. To actively advance diversity in our workforce and student body.22. To promote work/life balance for all staff.23. To ensure that staff understand their roles and responsibilities as they relate

to broader organizational goals, including the development and maintenanceof strong relationships with industry and educational partners, donors,alumni, Advisory Committee members, and other community stakeholders.

24. To implement strategies that support working collaboratively acrossdepartments within the College.

25. To acknowledge and reward individuals and teams who exceed expectedresults.


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The 2008-2009 Operational Objectives for Our People were:


Increase staff participationin training anddevelopment.

Increased participation inprofessionaldevelopment activitiesfor all categories of staff.

2,981 Georgian staffparticipated in in-houseworkshops at Georgianthat were organized by theCentre for Teaching andLearning and/orOrganizational Planningand Development, upfrom 2,423 the yearbefore; this is an increaseof 23%.

Expand theimplementation of theOrganizational Health andWellness Strategy.

Decreased short-termdisability.

Increased use ofEmployee AssistanceProgram.

Improved staffsatisfaction.

The short term disabilityrate increased slightlyfrom 2007/08 but hasdecreased 5.2% since2005/06.

In 2008/09, 124 caseswere opened under theEmployee AssistancePlan, representing autilization rate of 18.1%.This is an increase from2007/08, when 95 caseswere opened, representinga utilization rate of13.9%.

Organizational Health and

Wellness annual planbeing fully implemented.

Purchased 12 newdefibrillators so allCollege locations are


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equipped.

Non-Smoking Task Force

continues to meet;increased restrictions tobe implemented in June2009.

Take Back Your Lunchcampaign launched.

College received a GoldMedal at the regional

Healthy Workplace eventin November.

The Staff SatisfactionSurvey is administeredevery two years; the nextsurvey will be conductedin 2009/10.

Implement diverse

communications systemsto promptly and effectivelyreach multiple campusstakeholders during a CodeRed emergency.

Enhanced security at all

campuses.

Diverse communication

strategy developed andimplemented, including:Code Red warninglights in all classroomsand public areas;automatic messages overall College computerscreens; text messaging toCollege community.

Testing and training on allsystems continues.

In the process ofimplementing PA systemson all campuses.


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Finalize and implementstaff recognition policy.

Approved Collegerecognition policy.

Improved staffsatisfaction.

Policy finalized andapproved at CollegeCouncil on March 18,

2009.

Staff satisfaction ismeasured via the StaffSatisfaction Survey to beadministered in 2009/10.

georgian college annual report 2008-2009

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