Georgian College Annual Report 2008-2009
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Georgian College 2008-2009 Annual Report
To provide our students withthe knowledge, skills, and work-related experience required for successful careers and lifelong learning.
GEORGIAN’S 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.
1
I.
Our Programs
Our 2006-2010 Strategic Plan states: “We are dedicated to the success of our students. We are committed to understanding and meeting their learning needs and supporting their career goals. Our core business, teaching and learning, is organized around our programs. Our strategic priorities are: 1.
To ensure that our academic program mix focuses on programs that demonstrate consistently strong demand from both prospective students and employers, are economically viable, and capitalize on our strengths.
2.
To ensure our curriculum is current and relevant and to internationalize our curriculum, where appropriate.
3.
To identify academic programs where we have strong and distinct competitive advantages and provide enhanced support and resources to maximize their potential as centres of excellence.
4.
To support selected academic programs and initiatives through a coordinated fundraising effort that involves staff, students and volunteers and adheres to professional fundraising standards.
5.
To offer a co-ordinated mix of student services that clearly demonstrates their contribution to student success.
6.
To pursue targeted applied research opportunities that capitalize on our program strengths and generate resources to directly support teaching and learning.
7.
To achieve annual enrolment targets in all program areas, supported by the implementation of a comprehensive Enrolment Management Plan.”
2
The 2008-2009 Operational Objectives for “Our Programs” were: Operational Objectives Increase enrolment by 5 percent for full time diploma programs, 10 percent for university programs, and 10 percent for apprenticeship programs.
Outcome Measures Enrolment targets met as shown by OCAS audit data for diploma programs, enrolment reports from the Registrar’s Office for university programs, and seat purchase from MTCU for apprenticeship programs. Complete strategic plans Strategic Plans for for each of the University University Partnership Partnership Centre, Part- Centre, Part-time Studies, time Studies, and and Apprenticeship. Apprenticeship.
Operational Outcomes Diploma programs: 6.57% increase (7.11% including Second Career Strategy). University programs: 14.64% increase. Apprenticeship programs: 10.2% increase.
Develop at least two new post-secondary diploma programs to launch in 2009.
8 new programs approved to be launched Fall 2009: Mechanical Technician – Precision Skills Gas Technician Welding Techniques
Board of Governors approval to launch two new post-secondary programs.
The University Partnership Centre completed its Operational Review during the winter; the final report that includes a number of strategic recommendations will be distributed in April 2009. An extensive review of Georgian’s Continuing Education activity was completed in March 2009 and outlined a number of strategic recommendations that have formed the foundation for the Strategic Vision for Georgian’s Continuing Education Work for 2009/2010.
3
Operational Objectives
Outcome Measures
Develop and modify Enhanced program program review and review and renewal curriculum development processes. practices that align with accountability criteria and result in Program Quality Assurance Process Audit (PQAPA) compliance.
Operational Outcomes Cabinet Making Techniques Interior Decorating Civil Engineering Technician – Construction Civil Engineering Technology Electrical Engineering Technician – Power Work began and continues under the leadership of the Centre for Teaching and Learning to ensure that all programs are meeting provincial standards and audit requirements. The Program Quality Assurance Process Audit (PQAPA) will be conducted in 2009-10. Stakeholder groups have been consulted and action is underway on all facets.
4
II. Our Performance Our 2006-2010 Strategic Plan states: “We believe that our staff and students wish to excel and contribute to their maximum potential. We must provide an environment that promotes continuous improvement if we are to continue to be recognized provincially, nationally and internationally as a leader in postsecondary education. Our strategic priorities are: 8.
To set clear performance goals that are challenging but achievable, demonstrate continuous improvement, measure our results, and hold ourselves 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, to increase 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 community stakeholders.
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 Georgian and the college system.”
5
The 2008-2009 Operational Objectives for “Our Performance” were: Operational Objectives Develop an enrolment management plan to include marketing/recruitment and retention targets and strategies.
Outcome Measures Plan developed.
Operational Outcomes Enrolment Management Team meets every 2 weeks; enrolment targets developed and aligned with budget; comprehensive supporting marketing strategy developed by semester; retention strategies developed and shared with staff. Student focus groups conducted to identify new retention strategies (still being conducted). Each academic area is concentrating on meeting with at-risk students TO encourage them to access appropriate services.
Formal comprehensive growth plan still in development stage. Meet the objectives set out in As outlined in the Multi- The Multi-Year the Multi-year Year Accountability Accountability Accountability Agreement Agreement. Agreement Report Back with the Ministry of will be submitted to the Training, Colleges and Ministry by the deadline Universities. of July 31/09. Pilot a new budget allocation New budget allocation Development of this model in parallel with the model implemented and complex model current model. evaluated. progressed through 6
Operational Objectives
Outcome Measures
Achieve targets for the Annual College Scorecard.
As outlined in the Annual College Scorecard.
Operational Outcomes 2008/09 but was not concluded. User consultation and further development will continue in 2009/10. The Annual College Scorecard for 2008/09 is being prepared for distribution to all staff, the board of directors, and advisory committees by September 2009.
7
III. Our Place Our 2006-2010 Strategic Plan states: “We understand that the College is an agent for 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 the infrastructure to do so in an effective manner. Our strategic priorities are: 14.
To increase access to higher education pathways for a diverse student population.
15.
To maintain our commitment to workplace experience as a key component to our students’ academic development.
16.
To capitalize on opportunities to use technology more effectively and efficiently for all College activities.
17.
To inform and educate our staff, students and community stakeholders about environmental issues and to demonstrate our commitment to these issues through our actions.
18.
To anchor the geographic territory we serve by ensuring our regional campuses remain viable and are based in facilities over which we have longterm control, either through ownership or innovative partnerships.
19.
To establish baseline standards for all College facilities and to set and enforce standards for the effective and efficient utilization of all College space.”
8
The 2008-2009 Operational Objectives for “Our Place” were: Operational Objectives Increase the number of students entering Georgian programs using non-traditional pathways, particularly of underrepresented groups.
Outcome Measures Increased enrolments.
Operational Outcomes Opened new Native Education Centre in Owen Sound. Ongoing community building with Elders and AETC. Through the funding received through the Access to Opportunity funding, we have been able to have reports written through our current Student Information System (SIS) to now track Aboriginal students from the point of OCAS application right through to graduation. These reports will be accessible for our Fall ’09 intake. Special First Generation funding received ($231k) for 15-month project to assist targeted group to apply and succeed in postsecondary studies.
Successfully IMPLEMENT the second stages of a multi-year environmental strategy for
Increased waste diversion rate by 50 percent by 2009/10 and increased recycling capture rate as
Women In Skilled Trades funding secured for General Contracting ($198k). An organic recycling program has been started in College kitchens.
9
Operational Objectives the College.
Outcome Measures Operational Outcomes measured by annual waste Recycling program audit. expanded to include receptacles for paper Reduced product products. consumption and packaging waste to offset Implemented doubleincreased costs. sided printing as the default on all College Improved environmental printers. literacy throughout all college programs. Non-smoking Task Force has recommended increased restrictions for 2009-10 (approved by College Council). Received the “Green Marine” designation at the Owen Sound Campus. Switched to “green” office products Converted to 30% postconsumer paper stock. Switched to biodegradable take-out containers.
Complete feasibility studies for permanent campuses in Collingwood and New Tecumseth (Alliston).
Installed additional bicycle racks. Business cases developed. Collingwood: A number of different possible locations have been studied; a viable business case has not yet been developed. Alternatives are still under 10
Operational Objectives
Complete the installation of marine simulators in Owen Sound and the refurbishment of the campus.
Outcome Measures
Projects completed on time and on budget.
Operational Outcomes consideration.
Alliston: determined that it is premature to develop a business case for a permanent campus; two part-time courses were launched in January 2009 (Bookkeeping and Bartending). Project completed on time and on budget ($7.8M). Space was refurbished to provide greatly improved space for student services, faculty offices, and computer laboratories, as well as an enlarged Aboriginal Centre and additional classrooms. The installation of one Class A marine simulator, three Class B simulators, and one Class C simulator was completed. In November 2008, the Centre officially opened.
11
IV: Our People Our 2006-2010 Strategic Plan states: “A fundamental and unique feature of Georgian 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 the success of our students and stakeholders is paramount to our success, serves to differentiate us from other educational institutions. Our strategic priorities are: 20.
To recruit, develop, and retain staff who are student-centred and to provide them 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 maintenance of strong relationships with industry and educational partners, donors, alumni, Advisory Committee members, and other community stakeholders.
24.
To implement strategies that support working collaboratively across departments within the College.
25.
To acknowledge and reward individuals and teams who exceed expected results.”
12
The 2008-2009 Operational Objectives for “Our People” were: Operational Objectives Increase staff participation in training and development.
Outcome Measures Increased participation in professional development activities for all categories of staff.
Operational Outcomes 2,981 Georgian staff participated in in-house workshops at Georgian that were organized by the Centre for Teaching and Learning and/or Organizational Planning and Development, up from 2,423 the year before; this is an increase of 23%.
Expand the implementation of the Organizational Health and Wellness Strategy.
Decreased short-term disability.
The short term disability rate increased slightly from 2007/08 but has decreased 5.2% since 2005/06.
Increased use of Employee Assistance Program. Improved staff satisfaction.
In 2008/09, 124 cases were opened under the Employee Assistance Plan, representing a utilization rate of 18.1%. This is an increase from 2007/08, when 95 cases were opened, representing a utilization rate of 13.9%. Organizational Health and Wellness annual plan being fully implemented. Purchased 12 new defibrillators so all College locations are 13
Operational Objectives
Outcome Measures
Operational Outcomes equipped. Non-Smoking Task Force continues to meet; increased restrictions to be implemented in June 2009. “Take Back Your Lunch” campaign launched. College received a “Gold Medal” at the regional Healthy Workplace event in November.
Implement diverse Enhanced security at all communications systems campuses. to promptly and effectively reach multiple campus stakeholders during a Code Red emergency.
The Staff Satisfaction Survey is administered every two years; the next survey will be conducted in 2009/10. Diverse communication strategy developed and implemented, including: “Code Red” warning lights in all classrooms and public areas; automatic messages over all College computer screens; text messaging to College community. Testing and training on all systems continues. In the process of implementing PA systems on all campuses. 14
Operational Objectives Finalize and implement staff recognition policy.
Outcome Measures Approved College recognition policy. Improved staff satisfaction.
Operational Outcomes Policy finalized and approved at College Council on March 18, 2009. Staff satisfaction is measured via the Staff Satisfaction Survey to be administered in 2009/10.
15
To provide our students withthe knowledge, skills, and work-related experience required for successful careers and lifelong learning.
GEORGIAN’S 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.
1
I.
Our Programs
Our 2006-2010 Strategic Plan states: “We are dedicated to the success of our students. We are committed to understanding and meeting their learning needs and supporting their career goals. Our core business, teaching and learning, is organized around our programs. Our strategic priorities are: 1.
To ensure that our academic program mix focuses on programs that demonstrate consistently strong demand from both prospective students and employers, are economically viable, and capitalize on our strengths.
2.
To ensure our curriculum is current and relevant and to internationalize our curriculum, where appropriate.
3.
To identify academic programs where we have strong and distinct competitive advantages and provide enhanced support and resources to maximize their potential as centres of excellence.
4.
To support selected academic programs and initiatives through a coordinated fundraising effort that involves staff, students and volunteers and adheres to professional fundraising standards.
5.
To offer a co-ordinated mix of student services that clearly demonstrates their contribution to student success.
6.
To pursue targeted applied research opportunities that capitalize on our program strengths and generate resources to directly support teaching and learning.
7.
To achieve annual enrolment targets in all program areas, supported by the implementation of a comprehensive Enrolment Management Plan.”
2
The 2008-2009 Operational Objectives for “Our Programs” were: Operational Objectives Increase enrolment by 5 percent for full time diploma programs, 10 percent for university programs, and 10 percent for apprenticeship programs.
Outcome Measures Enrolment targets met as shown by OCAS audit data for diploma programs, enrolment reports from the Registrar’s Office for university programs, and seat purchase from MTCU for apprenticeship programs. Complete strategic plans Strategic Plans for for each of the University University Partnership Partnership Centre, Part- Centre, Part-time Studies, time Studies, and and Apprenticeship. Apprenticeship.
Operational Outcomes Diploma programs: 6.57% increase (7.11% including Second Career Strategy). University programs: 14.64% increase. Apprenticeship programs: 10.2% increase.
Develop at least two new post-secondary diploma programs to launch in 2009.
8 new programs approved to be launched Fall 2009: Mechanical Technician – Precision Skills Gas Technician Welding Techniques
Board of Governors approval to launch two new post-secondary programs.
The University Partnership Centre completed its Operational Review during the winter; the final report that includes a number of strategic recommendations will be distributed in April 2009. An extensive review of Georgian’s Continuing Education activity was completed in March 2009 and outlined a number of strategic recommendations that have formed the foundation for the Strategic Vision for Georgian’s Continuing Education Work for 2009/2010.
3
Operational Objectives
Outcome Measures
Develop and modify Enhanced program program review and review and renewal curriculum development processes. practices that align with accountability criteria and result in Program Quality Assurance Process Audit (PQAPA) compliance.
Operational Outcomes Cabinet Making Techniques Interior Decorating Civil Engineering Technician – Construction Civil Engineering Technology Electrical Engineering Technician – Power Work began and continues under the leadership of the Centre for Teaching and Learning to ensure that all programs are meeting provincial standards and audit requirements. The Program Quality Assurance Process Audit (PQAPA) will be conducted in 2009-10. Stakeholder groups have been consulted and action is underway on all facets.
4
II. Our Performance Our 2006-2010 Strategic Plan states: “We believe that our staff and students wish to excel and contribute to their maximum potential. We must provide an environment that promotes continuous improvement if we are to continue to be recognized provincially, nationally and internationally as a leader in postsecondary education. Our strategic priorities are: 8.
To set clear performance goals that are challenging but achievable, demonstrate continuous improvement, measure our results, and hold ourselves 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, to increase 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 community stakeholders.
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 Georgian and the college system.”
5
The 2008-2009 Operational Objectives for “Our Performance” were: Operational Objectives Develop an enrolment management plan to include marketing/recruitment and retention targets and strategies.
Outcome Measures Plan developed.
Operational Outcomes Enrolment Management Team meets every 2 weeks; enrolment targets developed and aligned with budget; comprehensive supporting marketing strategy developed by semester; retention strategies developed and shared with staff. Student focus groups conducted to identify new retention strategies (still being conducted). Each academic area is concentrating on meeting with at-risk students TO encourage them to access appropriate services.
Formal comprehensive growth plan still in development stage. Meet the objectives set out in As outlined in the Multi- The Multi-Year the Multi-year Year Accountability Accountability Accountability Agreement Agreement. Agreement Report Back with the Ministry of will be submitted to the Training, Colleges and Ministry by the deadline Universities. of July 31/09. Pilot a new budget allocation New budget allocation Development of this model in parallel with the model implemented and complex model current model. evaluated. progressed through 6
Operational Objectives
Outcome Measures
Achieve targets for the Annual College Scorecard.
As outlined in the Annual College Scorecard.
Operational Outcomes 2008/09 but was not concluded. User consultation and further development will continue in 2009/10. The Annual College Scorecard for 2008/09 is being prepared for distribution to all staff, the board of directors, and advisory committees by September 2009.
7
III. Our Place Our 2006-2010 Strategic Plan states: “We understand that the College is an agent for 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 the infrastructure to do so in an effective manner. Our strategic priorities are: 14.
To increase access to higher education pathways for a diverse student population.
15.
To maintain our commitment to workplace experience as a key component to our students’ academic development.
16.
To capitalize on opportunities to use technology more effectively and efficiently for all College activities.
17.
To inform and educate our staff, students and community stakeholders about environmental issues and to demonstrate our commitment to these issues through our actions.
18.
To anchor the geographic territory we serve by ensuring our regional campuses remain viable and are based in facilities over which we have longterm control, either through ownership or innovative partnerships.
19.
To establish baseline standards for all College facilities and to set and enforce standards for the effective and efficient utilization of all College space.”
8
The 2008-2009 Operational Objectives for “Our Place” were: Operational Objectives Increase the number of students entering Georgian programs using non-traditional pathways, particularly of underrepresented groups.
Outcome Measures Increased enrolments.
Operational Outcomes Opened new Native Education Centre in Owen Sound. Ongoing community building with Elders and AETC. Through the funding received through the Access to Opportunity funding, we have been able to have reports written through our current Student Information System (SIS) to now track Aboriginal students from the point of OCAS application right through to graduation. These reports will be accessible for our Fall ’09 intake. Special First Generation funding received ($231k) for 15-month project to assist targeted group to apply and succeed in postsecondary studies.
Successfully IMPLEMENT the second stages of a multi-year environmental strategy for
Increased waste diversion rate by 50 percent by 2009/10 and increased recycling capture rate as
Women In Skilled Trades funding secured for General Contracting ($198k). An organic recycling program has been started in College kitchens.
9
Operational Objectives the College.
Outcome Measures Operational Outcomes measured by annual waste Recycling program audit. expanded to include receptacles for paper Reduced product products. consumption and packaging waste to offset Implemented doubleincreased costs. sided printing as the default on all College Improved environmental printers. literacy throughout all college programs. Non-smoking Task Force has recommended increased restrictions for 2009-10 (approved by College Council). Received the “Green Marine” designation at the Owen Sound Campus. Switched to “green” office products Converted to 30% postconsumer paper stock. Switched to biodegradable take-out containers.
Complete feasibility studies for permanent campuses in Collingwood and New Tecumseth (Alliston).
Installed additional bicycle racks. Business cases developed. Collingwood: A number of different possible locations have been studied; a viable business case has not yet been developed. Alternatives are still under 10
Operational Objectives
Complete the installation of marine simulators in Owen Sound and the refurbishment of the campus.
Outcome Measures
Projects completed on time and on budget.
Operational Outcomes consideration.
Alliston: determined that it is premature to develop a business case for a permanent campus; two part-time courses were launched in January 2009 (Bookkeeping and Bartending). Project completed on time and on budget ($7.8M). Space was refurbished to provide greatly improved space for student services, faculty offices, and computer laboratories, as well as an enlarged Aboriginal Centre and additional classrooms. The installation of one Class A marine simulator, three Class B simulators, and one Class C simulator was completed. In November 2008, the Centre officially opened.
11
IV: Our People Our 2006-2010 Strategic Plan states: “A fundamental and unique feature of Georgian 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 the success of our students and stakeholders is paramount to our success, serves to differentiate us from other educational institutions. Our strategic priorities are: 20.
To recruit, develop, and retain staff who are student-centred and to provide them 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 maintenance of strong relationships with industry and educational partners, donors, alumni, Advisory Committee members, and other community stakeholders.
24.
To implement strategies that support working collaboratively across departments within the College.
25.
To acknowledge and reward individuals and teams who exceed expected results.”
12
The 2008-2009 Operational Objectives for “Our People” were: Operational Objectives Increase staff participation in training and development.
Outcome Measures Increased participation in professional development activities for all categories of staff.
Operational Outcomes 2,981 Georgian staff participated in in-house workshops at Georgian that were organized by the Centre for Teaching and Learning and/or Organizational Planning and Development, up from 2,423 the year before; this is an increase of 23%.
Expand the implementation of the Organizational Health and Wellness Strategy.
Decreased short-term disability.
The short term disability rate increased slightly from 2007/08 but has decreased 5.2% since 2005/06.
Increased use of Employee Assistance Program. Improved staff satisfaction.
In 2008/09, 124 cases were opened under the Employee Assistance Plan, representing a utilization rate of 18.1%. This is an increase from 2007/08, when 95 cases were opened, representing a utilization rate of 13.9%. Organizational Health and Wellness annual plan being fully implemented. Purchased 12 new defibrillators so all College locations are 13
Operational Objectives
Outcome Measures
Operational Outcomes equipped. Non-Smoking Task Force continues to meet; increased restrictions to be implemented in June 2009. “Take Back Your Lunch” campaign launched. College received a “Gold Medal” at the regional Healthy Workplace event in November.
Implement diverse Enhanced security at all communications systems campuses. to promptly and effectively reach multiple campus stakeholders during a Code Red emergency.
The Staff Satisfaction Survey is administered every two years; the next survey will be conducted in 2009/10. Diverse communication strategy developed and implemented, including: “Code Red” warning lights in all classrooms and public areas; automatic messages over all College computer screens; text messaging to College community. Testing and training on all systems continues. In the process of implementing PA systems on all campuses. 14
Operational Objectives Finalize and implement staff recognition policy.
Outcome Measures Approved College recognition policy. Improved staff satisfaction.
Operational Outcomes Policy finalized and approved at College Council on March 18, 2009. Staff satisfaction is measured via the Staff Satisfaction Survey to be administered in 2009/10.
15
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