Georgian 2010-11 Business Plan With Budget MTCU Submission

8/9/2019 Georgian 2010-11 Business Plan With Budget MTCU Submission

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2010 – 2011 Business Pl



2010-2011 Business Plan

Executive Summary

On March 25, 2010, Georgian College’s Board of Governors approved Vision 20

College’s 2010‐2015 Strategic Plan. In pursuing our mission and vision over th

ears, we will build on our theme of “connectedness” through the following five

rioriti

y

p

es:

• Advance Student Access and Success

• d LearningInspire Extraordinary Teaching an

• Champion Employee Engagement

• nectionsStrengthen Community and Industry Con

• Build Sustainability through Innovation

The Strategic Plan provides the framework for the 2010‐2011 Business Plan. T

Plan is consistent with the Strategic Plan’s priorities and goals and is designed

requirements of the Ministry of Training, Colleges and Universities’ Governanc

Accountability Operating Procedure for Business Plans. The Business Plan uses

ollowing categories to address the information requirements detailed in the op

rocedure:

f

p

Operational Objectives: The goals and objectives to be achieved.

riority Actions: The major actions the college will take during the year to a

perational outcom

P

o es.

OutcomeMeasures: How the college will know that it has achieved its outco



2010-2011 Business Plan

Our Mission

To inspire innovation, transform lives and connect communities

through the power of education.

Our Vision

We will be the most personally connected learning organization in

Canada — a catalyst for individual, organizational and community

transformation.

Through partnerships, we will connect people from all walks of life t

extraordinary learning experiences that will inspire innovation and

prepare them for life and career success. With a reputation for

excellence, Georgian graduates will be in demand by employers and

will contribute in many ways to the economic vitality, sustainabilitand quality of life of their communities.

Our learners and employees will feel a lifelong connection to Georgia

because of the positive difference we have made to their lives.

Our Values

Together, we will advance our mission and vision by living the

following values:

Conne rationctedness, Engagement and Collabo



Strategic Priority: Advance

Student

Access

and

Success We are committed to meeting the needs of our diverse population of learners thexpanded academic pathways, student engagement and support services.

S

tra gte ic Goals (to be achieved by 2015):

1. Fulfill our student access mandate by strategically managing all enrolmein alignment with government priorities while balancing our financial, phuman resources and improving student retention every year.

2. Understand and serve the changing needs of an increasingly diverse poplearners.

3. Expand academic pathways and alternative learning opportunities, inclucontinuing education programming and technology‐enabled learning.

4. Partner with a variety of universities to build on the mandate of the UnivPartnership Centre to increase academic pathways and expand the numcollege and university degrees.

5. Partner with the Anishnabe Education and Training Circle to collaboratenurture and advance targeted outreach and programming initiatives aimmeeting the objectives of aboriginal learners.

2010-2011 Operational Objectives for

“Advance Student Access and Success”

Goal Objectives Priority Actions Outcome M

1. Grow overall Collegeenrolment by 5%.

Increase apprenticeshipenrolment by 4%.Increase fully‐fundedcontinuing educationactivity by 2%. Increaseinternational enrolment

Develop a StrategicEnrolment Management

approach by reviewingcontinuing educationstrategies, developing andimplementing student retention strategies, anddeveloping and

Enrolment tarachieved as de

by audited stunumbers by sefrom MTCU anpurchase repofunded StudenHours report




“Advance Student Access and Success”

Goal

Objectives

Priority Actions

Outcome

M

2. Establish a researchframework to understandthe needs of our changingstudent population.

Analyze existing student demographic data andtrends to createpopulation profile.

Analyze and implement recommendations and

strategies from theStudent ExperienceProject.

Documented rframework reapproved by SLeadership TeJanuary 2011

Student Exper

Project reportby March 31, 2

3. Develop a multi‐yearstrategy to ensureoptimum, ongoingacademic pathways and

alternative learningopportunities.

Form project team todevelop alternativelearning strategies.Expand Ontario Learn

offerings. ReviewContinuing Educationproduct mix.

Strategy framapproved by SLeadership TeJanuary 2011

4. Review and revise theUniversity PartnershipCentre (UPC) OperationalPlan to align with current

strategic directions.

Review UPC partnerships.Ensure financialagreements are viable.Expand the number of

College degrees.

Two new partinitiatives estaUPC Operatiorevised.

5. Implement Georgian’sPost Secondary Educationand Training Plan.

Implement targetedAboriginal programs inHealth and Technology.

Year Two impcompleted by 2011.



Strategic Priority: Inspire

Extraordinary

Teaching

and

Learning

e create innovative, quality learning opportunities that prepare students for areer success.

Wc

S


1. Advance our commitment to integrated learning by combining the best work‐related and applied research experiences for our students.

2. Enhance interdisciplinary learning by exploring opportunities for studeoutside their specific program.

ulum design through theaff.

3. Foster innovative teaching practices and curricdevelopment and engagement of faculty and st

4. Expand targeted alternative delivery options.5. Focus on entrepreneurship, innovation and small/medium enterprise a

Georgian learning experience through curriculum renewal.

6. Develop a philosophy of citizenry in our students through service learni


“Inspire Extraordinary

Teaching

and

Learning”

Goal Objectives Priority Actions Outcome

1. Continue to establish theinfrastructure andbusiness strategies forapplied research and beprepared to respond to

emerging applied researchopportunities.

Establish an appliedresearch steeringcommittee; develop astrategic plan for appliedresearch; open the new

Centre for AppliedResearch and Innovation.

Participate iexternally fuprojects by M2011.

2. Establish benchmarks forStudy Abroad activity.

Review and inventory allStudy Abroad programsacross the College.

Report submMarch 31, 20




“Inspire Extrao and Learning” rdinary Teaching

Goal

Objectives

Priority Actions

Outcome

literacy outcomesthroughout thecurriculum.

4. Develop a plan foralternative deliveryoptions, including piloting

selected initiatives.

Expand Ontario Learn anddevelop additional onlinecourses.

Develop and support AskOn, the College’svirtual reference service;introduce video‐streamingas a replacement format

VD.for VHS and D

Report on altdelivery thatpiloting sele

developed b2011.

5. Develop anentrepreneurship strategy.

Complete anenvironmental scan;develop programs.

Programs deapproved by2011.

6. Develop a philosophy of student citizenry.

Investigate a pilot program in student citizenry; potential for“Day of Service”.

Report on stcitizenry comMarch 31, 20



Strategic Priority: Champion

Employee

Engagement We believe our employees are at the core of Georgian’s success. We strive to crenvironment where all employees are connected with our organization’s missi

ur interactions are positive and supportive, and where employee contributionecognized and celebrated.

or

S


ic direction1. Connect employees to our mission, vision, valueou

s and strateg r employees.2. Celebrate the contributions and successes of 3. Foster positive employee and labour relations.4. Strengthen our workforce through diversity.5. Promote the physical, mental and emotional health and wellness of our 6. Enhance our culture through continuous improvement and lifelong lear


“Champion Employee Engagement”

Goal Objectives Priority Actions Outcome

1. Improve employeeengagement and internal

communication processes.

Capitalize onopportunities to promote

and communicate thestrategic direction.

Develop and implement anemployee engagement strategy.

Improved emengagement

in Fall 2011

Progress repby March 31

2. Create a leadership culturethat recognizes andcelebrates employee

ontributions.c

Develop and implement astrategy to improve andmake consistent staff recognition across all

ampuses.c

Employee reprogram/prrevised by Ja

Improved emengagementin Fall 2011

5 P l h l h D i d i l I d




“Champion Employee Engagement”

Goal

Objectives

Priority Actions

Outcome

6. Sa

upport employee learningnd development.

Develop college‐wideguidelines for professionaldevelopment opportunities. Track campus‐wide participationin college‐sponsored

professional development activities.

Guidelines dcommunicatallocation ofDevelopmenresources.

Number of w

learning eve11.

Improved emengagementin Fall 2011



Strategic Priority: Strengthen Community and Industry Connections

e will connect with community partners and employers through partnershipupport student learning and that contribute to a highly skilled workforce.

Ws

S


1. Act as a catalyst for community economic development across all campu

2. Expand our partnerships with business and industry to support studentthrough work placements, applied research and innovation.

3. Define and communicate our value proposition and differentiation throbranding strategy.

4. Engage our students, employees, alumni, governors, partners, donors, a

committees and other stakeholders as ambassadors and champions.5. Strengthen our global connections through increased international recr

partnership development.


“Strengthen Community and Industry Connections”

Goal

Objectives

Priority Actions

Outcome

M

1 Ed

nhance partnershipevelopment activities.

Recruit new VPssCommunity & Busine

Development.

Conduct stakeholderengagement events ineach campus community.

Create a development planfor each community toenhance businessconnections.

Complete construction of

New portfolio and staffed by

Thought Leadevents held incampus commDecember 201

Development created for eaccommunity foby January 31,

Collingwood c




“Strengthen Community and Industry Connections”

Goal

Objectives

Priority Actions

Outcome

M

3. Develop a new brandingstrategy.

Complete research andconsultation process toarrive at a new positioning

n.statement for Georgia

Branding stratdeveloped andby March 31, 2

4. Create a culture of connectedness”.“

Reinforce and visiblyreward a culture of

“connectedness” throughall communication media;implement an aggressiveand expanded Alumniengagement strategy.

Develop engagement strategy for Advisory

Committees.

Amount of poscoverage.

Engagement sdeveloped.

5. Grow internationalrecruitment anddevelopment by 5%respectively.

Identify opportunities;implement international

rojects and enrolment trategies.

ps

International senrolment andfrom internatidevelopment iincreased by 5respectively.



Strategic Priority: Build Sustainability through Innovation

e are dedicated to creating solutions that will ensure our financial and enviroustainability.

Ws

S


1. Enhance financial sustainability through non‐government and philanthrsources.

2. Pursue an organizational effectiveness strategy to streamline our businprocesses, leverage technology and optimize our space utilization.

3. Strengthen Georgian’s position as the hub of post‐secondary education Ontario.

4.

Promote environmental sustainability on our campuses and across our


“Build Sustainability through Innovation”

Goal Objectives Priority Actions Outcome M

1. Grow overall

contributions from non‐government sources by

%.5

Increase external focus on

partnership andfundraising activities.

Develop and implement the annual fundraisingplan by the Office of Development and AlumniRelations.

Complete the Power of Education Campaign byAugust 31, 2011.

Pursue capital funding forthe Health and Wellness

Achieve reven

for 2010‐11.$24 million raMarch 31, 201




“Build Sust atiainability through Innov on”

Goal

Objectives

Priority Actions

Outcome

M

improvement initiatives,beginning with AcademicOfficers and Deans’Assistants.

teams establis

3. Continue to positionGeorgian in our campus

communities and be opento explore opportunitiesfor new regional sites,supported by a strongbusiness case.

Secure ownership for allproperties in the

communities where weoffer our programs andservices.

Ensure the appropriateprogram mix in thosecommunities.

100% owned feach of our eig

Enrolment groall campuses f11 fiscal year.

4. Implement phase 2 of the

multi‐year environmentalsustainability strategy.

Reduce the overall amount

of waste generated by thecollege and divert 50% of the waste, based on the2008 baseline waste audit year, through awareness,education, improvedsignage and collectionsystems.

Ensure that each Georgiangraduate has the skills andknowledge to make soundenvironmental decisionsby integratingenvironmental learningactivities into programs.

Ensure that Collegeservices and products areenvironmentallysensitive.

Achieve annua

plan by March





































Documents

Georgian 2010-11 Business Plan With Budget MTCU Submission