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2010 – 2011 Business Plan

2010 – 2011 Business Plan

2010 ­ 2011 Business Plan Executive Summary On March 25, 2010, Georgian College’s Board of

2010 ­ 2011 Business Plan

Executive Summary

On March 25, 2010, Georgian College’s Board of Governors approved Vision 2015, Georgian College’s 2010‐2015 Strategic Plan. In pursuing our mission and vision over the next five

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

p

rioriti

es:

Advance Student Access and Success

Inspire Extraordinary Teaching and Learning

Champion Employee Engagement

Strengthen Community and Industry Connections

Build Sustainability through Innovation

The Strategic Plan provides the framework for the 2010‐2011 Business Plan. The Business Plan is consistent with the Strategic Plan’s priorities and goals and is designed to meet the requirements of the Ministry of Training, Colleges and Universities’ Governance and Accountability Operating Procedure for Business Plans. The Business Plan uses the f ollowing categories to address the information requirements detailed in the operating p rocedure:

Operational Objectives: The goals and objectives to be achieved.

P riority Actions: The major actions the college will take during the year to achieve those

o

perational outcom

es.

Outcome Measures: How the college will know that it has achieved its outcomes at the end of the year.

2010 ­ 2011 Business Plan Our Mission To inspire innovation, transform lives and connect communities

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 to 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, sustainability and quality of life of their communities.

Our learners and employees will feel a lifelong connection to Georgian 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:

Connectedness, Engagement and Collaboration

Innovation and Entrepreneurship

Strength through Diversity

Continuous Quality Improvement

Respect for People and the Environment

Strategic Priority:

Advance Student Access and Success

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

S tra teg ic Goals (to be achieved by 2015):

1.

Fulfill our student access mandate by strategically managing all enrolment growth in alignment with government priorities while balancing our financial, physical and human resources and improving student retention every year.

2.

Understand and serve the changing needs of an increasingly diverse population of learners.

3.

Expand academic pathways and alternative learning opportunities, including continuing education programming and technology‐enabled learning.

4.

Partner with a variety of universities to build on the mandate of the University Partnership Centre to increase academic pathways and expand the number of college and university degrees.

5.

Partner with the Anishnabe Education and Training Circle to collaborate, articulate, nurture and advance targeted outreach and programming initiatives aimed at meeting the objectives of aboriginal learners.

 

2010­ 2011 Operational Objectives for “Advance Student Access and Success”

 

Goal

Objectives

Priority Action s

Outcome Measures

1.

Grow overall College enrolment by 5%. Increase apprenticeship enrolment by 4%. Increase fully‐funded continuing education activity by 2%. Increase international enrolment by 5% domestically. Increase student retention by 1% per year.

Develop a Strategic Enrolment Management approach by reviewing continuing education strategies, developing and implementing student retention strategies, and developing and implementing the 2010‐ 11 Corporate Marketing Recruitment and Communications Plan in support of achieving targeted enrolment objectives.

Enrolment targets achieved as demonstrated by audited student numbers by semester from MTCU and seat purchase report and fully‐ funded Student Contact Hours report from the Office of the Registrar. Continuing education efficiency report prepared by October 31, 2010.

 

2010­ 2011 Operational Objectives for “Advance Student Access and Success”

 

Goal

Objectives

Priority Actions

Outcome Measures

2.

Establish a research framework to understand

Analyze existing student demographic data and

Documented research framework reviewed and approved by Senior

the needs of our changing student population.

trends to create population profile.

Analyze and implement recommendations and strategies from the Student Experience Project.

Leadership Team by January 2011.

Student Experience Project report completed by March 31, 2011.

3.

Develop a multi‐year strategy to ensure optimum, ongoing academic pathways and alternative learning opportunities.

Form project team to develop alternative learning strategies. Expand Ontario Learn offerings. Review Continuing Education product mix.

Strategy framework approved by Senior Leadership Team by January 2011.

4.

Review and revise the University Partnership Centre (UPC) Operational Plan to align with current strategic directions.

Review UPC partnerships. Ensure financial agreements are viable. Expand the number of College degrees.

Two new partnership initiatives established. UPC Operational Plan revised.

5.

Implement Georgian’s Post Secondary Education and Training Plan.

Implement targeted Aboriginal programs in Health and Technology.

Year Two implementation completed by March 31,

2011.

Strategic Priority:

Inspire Extraordinary Teaching and Learning

W e create innovative, quality learning opportunities that prepare students for life and

c

areer success.

S

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

1.

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

2.

Enhance interdisciplinary learning by exploring opportunities for students to study outside their specific program.

3.

Foster innovative teaching practices and curric ulum design through the orientation, development and engagement of faculty and st aff.

4.

Expand targeted alternative delivery options.

 

5.

Focus on entrepreneurship, innovation and small/medium enterprise as a common Georgian learning experience through curriculum renewal.

6.

Develop a philosophy of citizenry in our students through service learning.

 

2010­ 2011 Operational Objectives for “Inspire Extraordinary Teaching and Learning”

Goal

Objectives

Priority Action s

Outcome Measures

1.

Continue to establish the infrastructure and business strategies for applied research and be prepared to respond to emerging applied research opportunities.

Establish an applied research steering committee; develop a strategic plan for applied research; open the new Centre for Applied Research and Innovation.

Participate in at least two externally funded research projects by March 31,

2011.

2.

Establish benchmarks for Study Abroad activity.

Review and inventory all Study Abroad programs across the College.

Report submitted by March 31, 2011.

3.

Demonstrate a culture of innovation for teaching practice and curriculum design.

Review faculty orientation practices; improve engagement of part‐time faculty; establish teacher competencies for eLearning; continue integration of information

Framework to measure

innovation that includes teaching practice and curriculum design developed by March 31,

 

2011.

 

2010­ 2011 Operational Objectives for “Inspire Extrao rdinary Teaching and Learning”

Goal

Objectives

Priority Acti ons

Outcome Measures

   

literacy outcomes throughout the curriculum.

 

4.

Develop a plan for alternative delivery

Expand Ontario Learn and

Report on alternative delivery that includes

options, including piloting selected initiatives.

develop additional online courses.

Develop and support AskOn, the College’s virtual reference service; introduce video‐streaming as a replacement format for VHS and DVD.

piloting selected initiatives developed by March 31,

2011.

5.

Develop an entrepreneurship strategy.

Complete an environmental scan; develop programs.

Programs designed and approved by March 31,

2011.

6.

Develop a philosophy of student citizenry.

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

Report on student citizenry completed by March 31, 2011.

Strategic Priority:

Champion Employee Engagement

We believe our employees are at the core of Georgian’s success. We strive to create an environment where all employees are connected with our organization’s mission, where o ur interactions are positive and supportive, and where employee contributions are r ecognized and celebrated.

S tra teg ic Goals (to be achieved by 2015):

1.

Connect employees to our mission, vision, value

s and strateg

ic direction.

2.

Celebrate the contributions and successes of r employees.

ou

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 emplo yees.

6.

Enhance our culture through continuous improvement and lifelong learning.

 

2010­ 2011 Operational Objectives for “Champion Employee Engagement”

 

Goal

Objectives

Priority Actions

Outcome Measures

1.

Improve employee engagement and internal communication processes.

Capitalize on opportunities to promote and communicate the strategic direction.

Develop and implement an employee engagement strategy.

Improved employee engagement survey results in Fall 2011.

Progress report delivered by March 31, 2011.

2.

Create a leadership culture that recognizes and celebrates employee contributions.

Develop and implement a strategy to improve and make consistent staff recognition across all campuses.

Employee recognition program/procedure revised by January 2011.

Improved employee engagement survey results in Fall 2011.

5.

Promote employee health and wellness.

Design and implement Healthy Workplace initiatives.

Improved employee engagement survey results in Fall 2011.

 

2010­ 2011 Operational Objectives for “Champion Employee Engagement”

 

Goal

Objectives

Priority Actions

Outcome Measures

6.

S upport employee learning a nd development.

Develop college‐wide guidelines for professional development opportunities. Track campus‐wide participation in college‐sponsored professional development activities.

Guidelines developed and communicated for the allocation of Professional Development funds and resources.

Number of workplace learning events in 2010‐

11.

 

Improved employee engagement survey results in Fall 2011.

Strategic Priority:

Strengthen Community and Industry Connections

W e will connect with community partners and employers through partnerships that s upport student learning and that contribute to a highly skilled workforce.

S tra teg ic Goals (to be achieved by 2015):

1.

Act as a catalyst for community economic development across all campuses.

2.

Expand our partnerships with business and industry to support student learning through work placements, applied research and innovation.

3.

Define and communicate our value proposition and differentiation through a branding strategy.

4.

Engage our students, employees, alumni, governors, partners, donors, advisory committees and other stakeholders as ambassadors and champions.

5.

Strengthen our global connections through increased international recruitment and partnership development.

 

2010­ 2011 Operational Objectives for “Strengthen Community and Industry Connections”

Goal

Objectives

Priority Ac tions

Outcome Measures

1

 

Recruit new VP

 

E nhance partnership d evelopment activities.

Community & Business Development.

Conduct stakeholder engagement events in each campus community.

New portfolio establi shed and staffed by Fall 2010 .

Thought Leadership events held in all seven campus communities by December 2010.

Create a development plan for each community to enhance business connections.

Development plans created for each community for 2011‐2012 by January 31, 2011.

Complete construction of the Collingwood campus.

Collingwood campus to be materially complete by March 31, 2011.

2

Focus on targeted business partnership opportunities.

Develop relationship between Georgian and Spring Board Innovation Inc.

Relationship established; Georgian participation on Spring Board’s Board of Directors.

 

2010­ 2011 Operational Objectives for “Strengthen Community and Industry Connections”

Goal

Objectives

 

Priority Actions

Outcome Measures

3.

Develop a new branding strategy.

Complete research and consultation process to arrive at a new positioning statement for Georgian.

Branding strategy developed and approved by March 31, 2011.

4.

Create a culture of “connectedness”.

Reinforce and visibly reward a culture of “connectedness” through all communication media; implement an aggressive and expanded Alumni engagement strategy.

Develop engagement strategy for Advisory Committees.

Amount of positive media coverage.

Engagement strategy developed.

5.

Grow international recruitment and development by 5% respectively.

Identify opportunities; implement international

International student enrolment and revenue

p

rojects and enrolment

from international

s

trategies.

development initiatives increased by 5% respectively.

Strategic Priority:

Build Sustainability through Innovation

W e are dedicated to creating solutions that will ensure our financial and environmental

s ustainability.

S tra teg ic Goals (to be achieved by 2015):

1.

Enhance financial sustainability through non‐government and philanthropic sources.

2.

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

3.

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

4.

Promote environmental sustainability on our campuses and across our curriculum.

 

2010­ 2011 Operational Objectives for “Build Sustainability through Innovation”

Goal

Objectives

Priority Actions

Outcome Measures

1.

Grow overall contributions from non‐ government sources by

Increase external focus on partnership and fundraising activities.

Achieve revenue targe ts for 2010‐11.

5%.

Develop and implement the annual fundraising plan by the Office of Development and Alumni Relations.

$24 million raised by March 31, 2011.

Complete the Power of Education Campaign by August 31, 2011.

Pursue capital funding for the Health and Wellness project.

2.

Implement a quality improvement strategy that includes a new framework for integrated planning.

Develop and communicate a new integrated planning framework.

Integrated Planning Framework is developed and communicated.

Implement targeted business process

Business process improvement project

 

2010­ 2011 Operational Objectives for “Build Sust ainability through Innov ation”

Goal

Objectives

Priority Actions

Outcome Measures

   

improvement initiatives, beginning with Academic Officers and Deans’ Assistants.

teams established.

3.

Continue to position Georgian in our campus communities and be open to explore opportunities for new regional sites, supported by a strong business case.

Secure ownership for all properties in the communities where we offer our programs and services.

100% owned facilities in each of our eight locations.

Enrolment growth across all campuses for the 2010‐ 11 fiscal year.

Ensure the appropriate program mix in those communities.

4.

Implement phase 2 of the multi‐year environmental sustainability strategy.

Reduce the overall amount of waste generated by the college and divert 50% of the waste, based on the 2008 baseline waste audit year, through awareness, education, improved signage and collection systems.

Achieve annual targets in plan by March 31, 2011.

Ensure that each Georgian graduate has the skills and knowledge to make sound environmental decisions by integrating environmental learning activities into programs.

Ensure that College services and products are environmentally sensitive.