georgian college annual report 2009-2010

8/9/2019 Georgian College Annual Report 2009-2010

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Georgian Co

2009-2010Annual Repo


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GEORGIANS MISSION

To provide our students with the knowledge, skills and work-reexperience required for successful careers and lifelong learni

On November 24, 2005, Georgian College's Board of Governors approv

2006-2010 Strategic Plan. The 2006-2010 Strategic Plan focuses on furt

strengthening our academic programs, which will be measured through

achievement of enrolment increases that are above the system averages.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.

This document is the final Annual Report to be submitted under the 200

Strategic Plan.


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I. Our Programs

Our 2006-2010 Strategic Plan states: We are dedicated to the successstudents. We are committed to understanding and meeting their learninsupporting their career goals. Our core business, teaching and learning,organized around our programs. Our strategic priorities are:

1. To ensure that our academic program mix focuses on programs thdemonstrate consistently strong demand from both prospective stemployers, are economically viable, and capitalize on our strengt

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

3. To identify academic programs where we have strong and distinccompetitive advantages, and provide enhanced support and resour

maximize their potential as centres of excellence.4. To support selected academic programs and initiatives through a

fundraising effort that involves staff, students and volunteers and professional fundraising standards.

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

6. To pursue targeted applied research opportunities that capitalize oprogram strengths and generate resources to directly support teachlearning.

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


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The 2009-2010 Operational Objectives for Our Programs were:

Operational Objectives Outcome Measures Operational Outcomes

Increase enrolments by6.5% for diplomaprograms, 4% forLaurentian Universityprograms, and 5% forapprenticeship programs.

Enrolment targets achievedas shown by OCAS auditdata for diploma programs,enrolment reports from theRegistrars Office foruniversity programs andseat purchase from MTCU

for apprenticeshipprograms.

Enrolment targets were exceeded. Full-tiprograms: 8.56% increase (9.25% includiInternational students); Full time universi5% increase; Part time university programincrease; Apprenticeship programs: 18.48

Increase enrolment inContinuing Education by2%.

Enrolment targets achievedas shown through reportsprovided by financialservices; measured bystudent contact hours.

A steering committee and project team wetake action on recommendations from an review of Continuing Education. Businesimprovement initiatives have been implemthe past year to achieve financial efficiencfunded courses increased by 1.17%. Qualmarketing improvements are expected to

overall results in 2010.Develop at least 2 newpost-secondary diplomaprograms, and 3 newuniversity partnershipprograms to launch in2010.

Board of Governorsapproval to launch twonew post-secondarydiploma programs.

Seventeen new post-secondary programs in 2009-10: New programsCivil Engineering Technology; Civil EngiTechnician Construction;Electrical Engineering Technician PoweDecorating; Mechanical Technician PreBookkeeping; Cabinetmaking Techniquesfrom tuition short); Gas Technician; WeldTechniques; Bookkeeping Fundamentals;Studies: Compensation and Benefits; BusSales; Fine Arts Drawing; Fine Arts PaintDecorating Basics; Mainframe ComputingOffice Studies.

Two new university partnership programslaunched, both with Laurentian Universitya Bachelor of Arts program in Anthropolofourth year of the Bachelor of Arts progra

In addition, the University Partnership Cewith the University of Torontos St. MichContinuing Education division, to offer a credit courses at the Barrie campus.

Develop and modifyprogram review andcurriculum development

Enhanced program reviewand renewal processes.

Improved retention

Georgian received the highest possible ratProgram Quality Assurance Process Audiprovincial review of the criteria is underw


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student engagement. working individually with at risk studencoordinators meeting with at risk studenDeans meeting students on academic warncompilation of midterm marks with plansdiscussed where applicable.

Under the direction of the Enrolment ManSteering Committee, a series ofStudent Eworkshops (a two year project), is nearingacross the College. Faculty, staff, and stud

programs participated in workshops. The will be completed during the summer of 2feed into broader College retention planniEnrolment Management Steering Commit

Support for students has increased by extecounseling and disability support to all ReCampuses. Food services are now availabat the Midland Campus with support from

Activity Fees.


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II. Our Performance

Our 2006-2010 Strategic Plan states: We believe that our staff and stuto excel and contribute to their maximum potential. We must provide aenvironment that promotes continuous improvement if we are to continurecognized provincially, nationally and internationally as a leader in poseducation.

Our strategic priorities are:

8. To set clear performance goals that are challenging but achievabldemonstrate continuous improvement, measure our results, and hourselves accountable.

9. To provide timely feedback to staff on their performance.10.

To benchmark Georgian to relevant competitors on key measuremensure that we are competitive and excel.

11. To manage all College operations in a fiscally responsible manneincrease revenues from non-government sources, to build financiaand to plan a balanced or surplus budget every year.

12. To cultivate and nurture relationships with industry and educationdonors, alumni, Advisory Committee members, and other commustakeholders.

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


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The 2009-2010 Operational Objectives for Our Performance wer


Achieve $4 million targetin fundraising revenueand $650,000 goal forawards and scholarships.

Target achieved. Achieved revenues far exceeded the targe$11,222,032 was achieved in fundraising (surpassing the $4 million target) and $1,0raised for awards and scholarship goal (su$650,000 target).

Meet the objectives setout in the Multi-Year

Accountability Plan withthe Ministry of Training,Colleges andUniversities.

The MYAAs were in effectfrom 2006 -07 to 2008-09.

MTCU is currentlydeveloping the 2009-10Multi-Year AccountabilityTransition Year ReportBack templates andprocesses.

The Multi-Year Accountability AgreemenYear Report Back will be submitted to the

September 2010.

Review and containoperating expenses.

Purchasing Procedurerevised as necessary.

Budget reviews completed.

The Colleges purchasing procedure has bto reflect the latest requirements from the Finance regarding procurement practices

Public Sector.

Budget reviews were held with budget hoevery department in the College at the endand third quarters. No major issues were process with regard to expenditure contro

Achieve targets for theannual CollegeScorecard.

As outlined in the AnnualCollege Scorecard.

Georgian identified 18 key indicators thatgoals to be in place for the length of the 2Strategic Plan. The Annual College Score2009/10 will be prepared in 2010 for distr

staff, the board of governors, and advisory

Assess employeesatisfaction andengagement; compareresults against previoussurveys.

Improved engagement andsatisfaction levels.

Identification of priorityareas for EmployeeEngagement Action Teamto address.

A revised employee engagement survey wadministered to all employees in the fall oPriority areas for action have been identifbeing communicated to employees. Additbeing collected to design appropriate stra


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III. Our Place

Our 2006-2010 Strategic Plan states: We understand that the College ifor public policy and that we exist to meet a broad base of educational aneeds. We will be responsive to the communities we serve and provideinfrastructure to do so in an effective manner. Our strategic priorities ar

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

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

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

17. To inform and educate our staff, students and community stakehoenvironmental issues and to demonstrate our commitment to thesthrough our actions.

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

19. To establish baseline standards for all College facilities and to setenforce standards for the effective and efficient utilization of all Cspace.


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The 2009-2010 Operational Objectives for Our Place were:

Operational Objectives Outcome Measures Operational Outcom

Provide pathways andtargeted services for non-secondary students, non-traditional students, andstudents from under-represented populationsthrough:

Continuing to launchfoundation programs. Assessing and

implementingalternative deliverystrategies.

Expanding School-College-Work offerings.

Supporting theprovincial SecondCareer initiative andCIITE (CollegesIntegrating Immigrantsto Employment).

Increased enrolments. Nine Certificates of Achievement wthrough Continuing Education and 4programs were offered at new camp

Enrolments increased from 210 to 3delivery and the number of courses increased from 74 to 87 through On

Funding doubled since 08-09 for ScWork Initiative projects through theRegional Planning Team. The numbcredit sections also doubled from 13number of dual credit students has aGeorgian now offers programming ocampuses and will expand to 7 camp11.

Georgian has admitted 415 Second C

students since the programs incepti2008. SC students are performing acwell as, or are outperforming, traditThis success is partially attributed tosupports and resources provided by other employment organizations. Thoccupation-specific language trainincompleted for CIITE and two more approved. A 1.0 FTE Advisor to Int

trained individuals was established (FTE previously).

Increase awareness of theUniversity PartnershipCentre in our localcommunities, withgovernment decision makers,and with potential partners

Improved awareness;additional partners.

Georgian completed an extensive pucampaign with the objective of increcommunity awareness of the UniverPartnership Centre. Over the past 2 were distributed in Simcoe County nreaching over 100,000 homes. This with a radio and television campaig

brand is prominently displayed in thMolson Centre. UPC continues to spspeaker series, learning in retiremennumerous other cultural and intellecthe local community.

Establish a permanentcampus in Collingwood.

Business case and, iffeasible, implementation

Funding proposals were written and2009-10; early in the 2010-11 fiscal


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Operational Objectives Outcome Measures Operational Outcom

materials testing, and instrumentatiobased applied research laboratory; InTechnology Lab; Student focus roomclassrooms.

Commence the building ofthe Health and WellnessCentre, Barrie campus.

Project progress on time andon budget.

The construction of the Centre for HWellness was initiated in 2009; by t2009/10 fiscal year, most of the strubeen erected and the project wais slibudget. It is expected to be completeplanned due date of March 31, 2011

Balance the pressure to growand the capacity to buildwith fiscal and operatingconstraints.

Processes implemented. The College has begun constructionacademic building in its history to baccommodate high enrolment growtlack of an appropriate level of provigrant funding to support this growthable to conclude fiscal 2009/10 withdeficit. The budget set for 2010/11 deficit that is small enough to avoidCollege into a deficit recovery posit

College was able to avoid any reducprograms and services to its growingstudents.


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IV: Our People

Our 2006-2010 Strategic Plan states: A fundamental and unique featurGeorgian College is the positive and supportive manner which characterinteractions with our employees, our students, and our community stakeThis friendly, caring atmosphere, combined with our understanding thatsuccess of our students and stakeholders is paramount to our success, sedifferentiate us from other educational institutions. Our strategic priorit

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

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 t

to broader organizational goals, including the development and mof strong relationships with industry and educational partners, donalumni, Advisory Committee members, and other community stak

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

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


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The 2009-2010 Operational Objectives for Our People were:


Develop and implementformal talentmanagement andsuccession strategy by:

Enhancing leadershipdevelopmentopportunities through

expanding and trackingparticipation in theAspiring Leaders andGeorgian ManagementInstitute programsacross campuses.

Continuing to monitorand implement talentmanagement best

practices across sectors.Further enhancing BoardPolicy IV E - ExecutiveBackup.

Strategy developed andimplemented.

Increased participation inleadership developmentactivities for all categoriesof staff.

The Aspiring Leaders program was deliveOwen Sound (12 employees) and Barrie cemployees). 43 administrative staff particGeorgian Management Institute.

Human Resources implemented various tamanagement activities, including providin

and selection services to managers, educaon the selection process and procedures, amanagers on options for highly performin

Succession Plan and Talent Management prepared for the Board Executive and a repolicy is under development.

Maintain and promote asafe and healthyenvironment on allcampus sites for thecollege community by:

Allocating resources toinitiatives that supportHealth and Safetypriorities.

Overseeing compliancewith Ministry of Labourregulations for Healthand Safety

Creating a workplaceculture that places a highpriority on health andsafety

Promoting work/lifebalance and individualhealth and well being.

Board reports from Healthand Safety that detailobligations, resultsachieved, comparativedata, and recommendations

for continuousimprovement.

Activity reports fromOrganizational Planningand Developmentregarding participation inworkplace healthinitiatives.

A full-time position in Health and Safety The College implemented programs and pensure compliance with Occupational HeaLegislation, and launched the College SafCommittee to ensure that health and safet

developed with College-wide input and di

The College has expanded training opportstaff by launching two more on-line modu(Ergonomics and Orientation to Health an

Georgian was awarded a gold level awardSimcoe County Workplace Wellness Netwoutstanding work in the area of smoking cactive living, and healthy eating. Employe

Owen Sound campus participated in a comworkplace wellness program including heassessments, individual counseling, lunchand fitness classes.

Georgian continues to support staff with fmembership subsidies and an EAP progra


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georgian college annual report 2009-2010

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