STRATEGIC PLAN 2015-19

Message from the Chair and President . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Context – Growth Targets and Market Segments, Next 5 Years . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

Context – Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Context – Stakeholder Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Integrating MITT’s Mission, Vision, Values and Strategic Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

Projected Student Growth: Head Count . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Projected Student Growth: Full Time Equivalent Seats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Strategic Priority 1: Student-Centred Learner Experience Leading to Employment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Strategic Priority 2: Valuing Our Employees and Excellence in Teaching . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Strategic Priority 3: Partnerships with Industry, Business, Government and Educational Institutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

Strategic Priority 4: Program Development and Innovation in Delivery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Strategic Priority 5: Fiscal Sustainability, Accountability and Effective Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

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MESSAGE FROM THE CHAIR AND PRESIDENT

Paul Holden, President and CEO

John Schubert, Chair of the Board

Building from our history as Winnipeg Technical College, the new Manitoba Institute of Trades and Technology (MITT) is truly a revolution in education that provides both secondary and post-secondary students with applied skills training in trades, health care and human services, information technology and other technical fields .

The new Manitoba Institute of Trades and Technology is well positioned to offer a practical choice for high school and post-secondary students to pursue trades and technical training, with direct pathways into the workforce, or on to higher levels of education . It is a different way of thinking about education and how to access it, and it will create extraordinary opportunities for students and businesses alike .

With the passing of the Manitoba Institute of Trades and Technology Act by the Province on July 1, 2014, we have embarked on an intensive strategic planning process . Our new mandate will offer many opportunities and challenges .

A hallmark of the institute is our flexibility and ability to respond quickly . This hallmark was exemplified in our Governing Board and Executive Management Committee coming together with focus and purpose to set out the strategic direction for MITT over the next five years and beyond . MITT brought in expertise in strategic planning to assist us with leading practices and facilitate working sessions with the Board and Management, and we also engaged leaders in industry and education for stakeholder perspectives .

MITT will continue to engage our valued current and future partners in business, industry, government and other educational institutions in meeting the needs of the labour market . MITT is focused on our students – changing lives through quality technical education and training .

On behalf of the Board and all MITT staff, the entire team is genuinely excited and energized about our journey forward as the Manitoba Institute of Trades and Technology . The Strategic Plan 2015-19 provides clear purpose and direction to our operations and actions . We welcome you to discover how MITT can meet your education and training needs and aspirations .

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PROCESS• In April 2014, with the announcement of new legislation for Winnipeg Technical

College, the Governing Board and Executive Management immediately initiated a strategic planning process .

• In early May, following a Request for Proposals, Winnipeg Technical College engaged KPMG LLP (“KPMG”) to assist the strategic planning process . KPMG provided leading practices, research on other technical educational institutions in North America, and experienced facilitators and developers of strategic plans .

• Two focused strategic planning sessions were held with the Board and the Executive Management team in May and June of 2014 . In addition, the Executive Management team met a number of times with regards to strategic planning .

• KPMG also held confidential interviews with select industry and educational leaders during May and June . In addition, the Chair and the President engaged with many stakeholders throughout the process .

• In a short period of time, our team came together to develop the first 5-year Strategic Plan for the new Manitoba Institute of Trades and Technology .

BACKGROUNDIn 1983, the St . Vital, Assiniboine South, and Fort Garry School Divisions (later amalgamated into the Pembina Trails School Division) entered into an agreement with the Province of Manitoba to create the South Winnipeg Technical Vocational Centre, which opened in 1985 . In 1999, the institution was renamed Winnipeg Technical College (WTC), and over the last 29 years, the number and variety of programs and courses has grown to meet the needs of over 5000 full-time and part-time students each year .

WTC established four campuses in Winnipeg as well as a satellite location in the Assiniboine Park Conservatory, and also oversees the Osborne Village Resource Centre and six Adult Learning Centres throughout Winnipeg and in Portage la Prairie .

WTC provided a personalized learning experience in state-of-the-art facilities, offering secondary and post-secondary employment-focused programs in the areas of Health Care and Human Services, Information and Business Technology, Skilled Trades and other fields . In addition to core programs, WTC offered corporate training and continuing education, international programming, and English as an Additional Language classes .

WTC forged articulation agreements and Memorandums of Understanding with a number of institutions, which provided WTC students with direct pathways to further education, and access to joint certificates, diplomas, and applied degrees .

Under legislation enacted June 12, 2014, WTC became the Manitoba Institute of Trades and Technology (MITT), a stand-alone hybrid institution continuing to provide both secondary and post-secondary skills training .

Under the new Act, the mandate of the Institute is to:

• Provide high school and post-secondary education and training activities in the fields of technology and vocational training as well as adult education

• Assist individuals in finding and keeping employment

• Respond to Manitoba’s labour market needs .

MITT has an opportunity for an expanded role in providing jobs and skills training, helping MITT establish stronger ties with industry and other educational institutions . MITT plays a key role in the education system, providing a pathway to further education at universities and colleges, or a direct pathway to employment . MITT can expand access for Manitoba high school students, and there will be greater recognition for MITT certificates and diplomas . MITT intends to further attract international and out-of-province students, and to partner with the Division scolaire franco manitobaine and our Aboriginal community .

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CONTEXT – GROWTH TARGETS AND MARKET SEGMENTS, NEXT 5 YEARSAs MITT, we carry over many of WTC’s strengths – first and foremost is our dedicated people . MITT is a unique model combining secondary and post-secondary education . MITT inherits WTC’s desirable main campus location in south Winnipeg, with quality buildings, facilities and equipment . MITT has well-established relationships with government, industry and educational institutions . MITT has a solid financial base, with core funding from the Province of Manitoba . MITT has growing enrolment and offers a range of certificate and diploma programs, and is also recognized for apprenticeship training and partnerships with industry . Annual surveys of students indicate consistently very high satisfaction rates with their learning experience, instructors and facilities . There is also a long-standing connection with Pembina Trails School Division and other school divisions . MITT’s relative size enables the institute to be flexible and responsive to rapidly-changing labour market needs .

PROJECTED GROWTH• Projected overall growth in enrolment is conservatively estimated at 2% to

4% annually, or higher . This will be dependent upon additional infrastructure investment in trades and technical labs .

• Growth is expected to be driven from international students and high school students:

– Secondary: additional 440 students over 5 years from current level after first year transition– International: 15-20% annual increase over 5 years, then plateau

MARKET SEGMENTS AND VALUE PROPOSITION• Students

– High School: diploma, graduating credits, dual credit– Post-Secondary: career training, shorter-term focus, economical,

certificate, diploma, job– International: citizenship, language training, dual credit, diploma, certificate– Corporate: up-skill, customized training, responsive, cost-effective– Aboriginal: skills training, certificate, diploma, support – Francophone: trade and technology training in French

• Employers: meet immediate needs, nimble, responsive, economical

• Government: flexible, adaptive, fill skills training gaps relatively quickly, pathways

• Other Educational Institutions: pathway to further education, mutual benefits

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CONTEXT – ENVIRONMENTDEMOGRAPHIC TRENDS• According to Manitoba Bureau of Statistics, the Province is expected to have

an average annual growth rate of 1 .2% (14,800 people per year) to 2020 . The projected population in 2020 is 1,385,000, with 56% in the Winnipeg region .

• The fastest growing areas are southern and southeastern Manitoba (1 .8% annually) . Within Winnipeg, the fastest growth is in the south part of the city .

• International migration continues to be the main source of population growth, but is expected to level off somewhat from 2010 levels .

• Manitoba currently has one of youngest median ages in Canada at 37 .7 years, which is projected to be essentially unchanged by 2020 .

ECONOMIC OUTLOOK• The Manitoba economy is among the most diversified in Canada, providing economic

stability and employment opportunities across a broad range of industries . Manitoba also has one of the lowest unemployment rates of Canadian provinces .

• According to recent forecasts, Manitoba is expected to continue to experience moderate growth in the medium term, with GDP growth rates near the national average .

ENVIRONMENTAL INFLUENCES• The education system needs to improve student mobility within and between

post-secondary institutions to simplify pathways for learners . Technical educational institutions play a critical role in facilitating pathways .

• Labour demands are changing; companies act fast and expect flexibility, diversity and job-ready individuals .

• The development of online and e-learning capabilities in delivery and connectivity are increasingly available .

• Government and industry funders expect to see international training aligned with needs of regional business .

• There is greater attention to turning education into opportunity for traditionally under-represented groups in the labour market .

• Emerging job sectors include: information technology, construction trades, service trades, health care, mining, utilities, professional and scientific services, environmental technologies, and others .

• Student expectations are high (as they should be) for getting skills training that leads to employment .

• In Canada and many other countries, there are revenue pressures and accountability demands from government funders, partners, stakeholders and communities .

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CONTEXT – STAKEHOLDER FEEDBACK Overall, generally positive comments about WTC/MITT, and favourable experiences with those who have interacted with the institute.

• Currently under-utilized, not much known about the institute .

• Recognized as a unique model of technical/vocational training for secondary and post-secondary students .

• Position in the education system as a bridge to jobs or to further education at universities and colleges .

• Relatively small size, nimble, flexible, responsive .

• Advantages cited for students include: quick turnaround time for students who desire a short-term or focused course/certificate, economical choice, apprenticeship and modular training approach, relevant job-ready training .

• Provides relevant training and certificate programs that are recognized by industry in the province .

• Very difficult to plan and anticipate long-term labour needs; industry changes and demands for labour evolves quickly and institutions need to adapt to this reality .

• Industry requires good quality entry-level people with technical skills . People can quickly move up with on-the-job training and experience .

• Youth/students in Manitoba need better information, real data and guidance on career options .

• The education system as a whole needs to better understand job opportunities in the future, identify job needs and investment including capital funding . Better communications between business and educational institutions is required .

• MITT creates a high school and post-secondary continuum pathway .

• There is a place for MITT in the education system and MITT is well positioned to fill this space as a choice for students seeking technical education and training for employment .

• New legislation provides recognition, definition and opportunity for MITT .

• In the new economy, MITT can provide faster, just-in-time training to meet rapidly-changing industry needs .

• MITT’s relative size enables it to partner with industry and corporations to provide customized, responsive training .

• MITT’s focus on technical education provides a vehicle for promoting trades and technology in the business community, and to ratchet up technical training .

• Youth are more tech-savvy than in any previous generation, and can work and adapt with technology and change .

• Engage and encourage the Aboriginal community at the high school level, incorporate culture, showcase success .

• More international students is positive – source of revenue-generation for the institute, and economic benefits for Manitoba .

• Sector opportunities that were mentioned included: information technology, construction trades, auto mechanics, hospitality services, environmental technologies .

• “It’s all about partnerships .” MITT is small enough to be agile, with capacity to be innovative .

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INTEGRATING MITT’S MISSION, VISION, VALUES AND STRATEGIC PRIORITIES

MITT STRATEGIC PLAN 2015–19 MISSIONMITT provides innovative pathways to quality high school, post-secondary education, and apprenticeship training in partnership with industry and the communities we serve .

MITT is dedicated to ensuring that graduates can successfully transition to employment or further education .

VISIONTo revolutionize technical career education by changing how education and work intersect .

VALUESSTUDENT-CENTREDEncouraging the personal and professional growth of individuals and their pathways to employment in a student-centred environment .

ACADEMIC EXCELLENCE AND INNOVATIONStriving for excellence and high standards in technical education, and encouraging innovation, creativity and entrepreneurship .

RESPECT AND DIVERSITYEmbracing diversity and providing our students, staff and partners an inclusive, safe and respectful environment .

SUPPORT EMPLOYEESValuing, respecting and investing in our teachers and employees .

PRUDENT MANAGEMENTEnsuring fiscal responsibility, accountability, and corporate social responsibility .

PARTNERSHIPSBuilding partnerships with industry, business, government, other educational institutions and community .

CONNECTION TO LABOUR MARKETReaching out and responding to industry and the needs of the labour market .

STRATEGIC PRIORITIES• Student-Centred Learner Experience Leading to Employment

• Valuing Our Employees and Excellence in Teaching

• Partnerships with Industry, Business, Government and Educational Institutions

• Program Development and Innovation in Delivery

• Fiscal Sustainability, Accountability and Effective Management

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PROJECTED STUDENT GROWTH

HEAD COUNTS

PS International Core

0 1000 2000 3000 4000 5000 6000 7000 8000

2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

2019/2020

Student Enrolment

Year

Secondary PTSD/LRSD

Secondary DSFM & AIP

Secondary Immersion

Secondary Domestic Schools of Choice *includes 12 FT Sanford & DSFM

Secondary International

PS Domestic

PS International Cohorts

International ELP

Enterprise

English Additional Language

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FULL TIME EQUIVALENT SEATS

Student Enrolment

Year

0 500 1000 1500 2000 2500 3000

2013/2014

2014/2015

2015/2016

2016/2017

2017/2018

2018/2019

2019/2020

Secondary PTSD/LRSD

Secondary DSFM & AIP

Secondary Immersion

Secondary Domestic Schools of Choice*includes 12 FT Sanford & DSFM

Secondary International

PS Domestic

PS International Core

PS International Cohorts

International ELP

Enterprise *does not include additional 68 non FTE

English Additional Language

PROJECTED STUDENT GROWTH

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STRATEGIC PRIORITY 1 STUDENT-CENTRED LEARNER EXPERIENCE LEADING TO EMPLOYMENTSTRATEGIES• International Student Strategy – development of an integrated strategy to attract

and support international students .

• Aboriginal Student Strategy – development of a strategy to partner with First Nations, Métis and Inuit communities for technical education and training .

• High School Development Strategy – new mandate provides wider access to attracting high school students across the province .

• Post-Secondary Student Strategy – build on current programs and develop new certificate programs to meet demand and establish unique diplomas to Manitoba .

• Apprenticeship Training Strategy – build on current successful programs and modular approach .

• Ensuring our English as an Additional Language (EAL) programs enable our students to gain increased proficiency in the English language and prepare them for further post-secondary education and employment .

KEY PERFORMANCE INDICATORS• Percent of graduates with a job within six months of graduating, and percent

staying in Manitoba

• Percent of graduates enrolled in further education within one year of graduating

• Growth in enrolment overall and in key target groups including: international students, Aboriginal students, high school students

• Number of technical high school diplomas and percent of high school graduates continuing to MITT and/or other further education

• Number of apprentices trained

• Number of students completing EAL programs

• International student strategy developed by 2015

• Aboriginal student strategy developed by 2015

• Satisfaction survey of graduates

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STRATEGIC PRIORITY 2 VALUING OUR EMPLOYEES AND EXCELLENCE IN TEACHINGSTRATEGIES• Invest in the health, safety and professional growth of our employees .

• Develop a comprehensive retention, recruitment and attraction policy for teaching and other staff .

• Engage our academics in collectively developing innovative learning, utilizing available technology, and teaching in appropriate learning spaces .

• Establish a Performance Management strategy to provide a positive, balanced, two-way approach for performance evaluations, for the benefit of the institute, our employees and our students .

KEY PERFORMANCE INDICATORS• Dollars and time invested in professional development

• Development of a revised HR policy to encourage retention, recruitment and attraction

• Number of employees (full-time equivalents) and rate of employee turnover

• Employee survey, engagement measures

• Student achievement measures tied to performance evaluations

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STRATEGIC PRIORITY 3 PARTNERSHIPS WITH INDUSTRY, BUSINESS, GOVERNMENT AND EDUCATIONAL INSTITUTIONSSTRATEGIES• Transferability of credits/credentials and articulation agreements with other

educational institutions to facilitate pathways .

• Building partnerships with industry to respond to the needs of the labour market (identifying specific skills requirements in the context of available capacity) .

• Rebuild our corporate strategy for customized training for corporations .

• Actively pursue funding opportunities with various levels of government as it relates to program development and capital expansion .

• Continue to foster our excellent relationships with the Province of Manitoba and ensure alignment with Provincial education and labour market strategies .

• Develop a renewed strategy for engaging school divisions who are vital partners in our high school program .

KEY PERFORMANCE INDICATORS• Number of articulation agreements with other educational institutions, percent

of programs with articulation agreements, and report on results linked to these agreements

• Number of agreements with school divisions and number of students resulting

• Number of partnerships with industry, expansion of existing partnerships

• Number of job placements

• Number of co-op placements

• Annual report on government funding and collaboration with government

• Revenues from partnerships with government and industry

• Qualitative assessment of partner and employer satisfaction

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STRATEGIC PRIORITY 4 PROGRAM DEVELOPMENT AND INNOVATION IN DELIVERY STRATEGIES• MITT will develop a multi-year academic plan that positions the institution to meet the needs of industry, students, and stakeholders .

• Introduce e-learning and online program delivery, starting with the selection of pilot programs .

• Development of new programs in areas of industry demand in consultation with industry and business .

• Customized industry/business programming specific to individual company needs and opportunities .

• Within our Aboriginal student strategy, develop specialized Aboriginal programming that meets the training and cultural needs of students .

• Development of unique diplomas to Manitoba .

• Investigate the establishment of international affiliates/satellites to facilitate access to our unique training programs outside of the Province of Manitoba .

• Co-op/practicum strategy to significantly increase placements of students with corporations .

KEY PERFORMANCE INDICATORS• Number of courses provided on-line and corresponding number of students experiencing e-learning

• Number of new programs developed and number of graduates

• Number of customized programs with industry/business/Aboriginal and corresponding number of graduates, graduate rates

• Percent of graduates enrolled in further education within one year of graduating

• Number of co-ops and practicum placements

• Establishment of an international affiliate/satellite

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STRATEGIC PRIORITY 5 FISCAL SUSTAINABILITY, ACCOUNTABILITY AND EFFECTIVE MANAGEMENTSTRATEGIES• Ensure prudent fiscal management and budgeting through constant attention to

finances and operations .

• Accountability, transparency and reporting of finances and operations .

• Develop and implement a long-term capital plan for MITT, including prioritization of capital projects .

• Housing and residence development and assistance for international and out-of-city students .

• Alternative revenue strategy for growing revenues outside of annual, stable core funding from the Province of Manitoba .

• Develop a Foundation strategy to attract and receive funding for scholarships, bursaries and other types of student support from organizations and individuals in the community and alumni from around the world .

KEY PERFORMANCE INDICATORS• Annual audited financial statements

• Balanced budgets, annual operating expenditures not to exceed revenues

• Annual budget and comparisons of actual results to budget and explanation of material variances

• Annual Report on finances and operations, including highlights from Management and reporting of key performance indicators and trends

• Development of a long-term capital plan

• Percent of out-of-city students assisted in finding accommodations near place of study

• Development of a Foundation strategy

• Level and growth of alternative revenues

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SUMMARYManitoba Institute of Trades and Technology has set out a new path with a guiding vision, mission and values and clear purpose and strategic priorities. Our vision, mission, values and priorities are an important filter for actions and activities undertaken at MITT. We are truly excited about the journey and MITT’s position as a unique technical education and training model and an enabling pathway to employment or to further education.

14 Fultz 14 Fultz Boulevard Winnipeg, Manitoba R3Y 1V3phone: 204.989.6508

Henlow Campus 130 Henlow Bay Winnipeg, Manitoba R3Y 1G4 phone: 204.989.6500

Pembina Campus 1551 Pembina Highway Winnipeg, Manitoba R3T 2E5 phone: 204.989.6566

Fultz Campus 7 Fultz Boulevard Winnipeg, Manitoba R3Y 1G4 phone: 204.989.6500

Erin Campus 609 Erin Street Winnipeg, Manitoba R3G 2W1 phone: 204.989.6434

MITT.CA