Georgian College

2009-2010
Annual Report

To provide our students with the 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 Governors approved the

2006-2010 Strategic Plan. The 2006-2010 Strategic Plan focuses on further
strengthening 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.

This document is the final Annual Report to be submitted under the 2006-2010
Strategic Plan.

Georgian College 2009-2010 Annual Report 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.”

Georgian College 2009-2010 Annual Report 2

The 2009-2010 Operational Objectives for “Our Programs” were:

Operational Objectives Outcome Measures Operational Outcomes

Increase enrolments by Enrolment targets achieved Enrolment targets were exceeded. Full-time diploma
6.5% for diploma as shown by OCAS audit programs: 8.56% increase (9.25% including
programs, 4% for data for diploma programs, International students); Full time university programs:
Laurentian University enrolment reports from the 5% increase; Part time university programs: 6.6%
programs, and 5% for Registrar’s Office for increase; Apprenticeship programs: 18.48% increase.
apprenticeship programs. university programs and
seat purchase from MTCU
for apprenticeship
programs.
Increase enrolment in Enrolment targets achieved A steering committee and project team were formed to
Continuing Education by as shown through reports take action on recommendations from an independent
2%. provided by financial review of Continuing Education. Business process
services; measured by improvement initiatives have been implemented over
student contact hours. the past year to achieve financial efficiencies. Part-time
funded courses increased by 1.17%. Quality and
marketing improvements are expected to yield improved
overall results in 2010.
Develop at least 2 new Board of Governors Seventeen new post-secondary programs were launched
post-secondary diploma approval to launch two in 2009-10: New programs
programs, and 3 new new post-secondary Civil Engineering Technology; Civil Engineering
university partnership diploma programs. Technician – Construction;
programs to launch in Electrical Engineering Technician – Power; Interior
2010. Decorating; Mechanical Technician – Precision Skills;
Bookkeeping; Cabinetmaking Techniques (changed
from tuition short); Gas Technician; Welding
Techniques; Bookkeeping Fundamentals; Business
Studies: Compensation and Benefits; Business Studies:
Sales; Fine Arts Drawing; Fine Arts Painting; Interior
Decorating Basics; Mainframe Computing; Medical
Office Studies.

Two new university partnership programs were

launched, both with Laurentian University, in 2009-10:
a Bachelor of Arts program in Anthropology and the
fourth year of the Bachelor of Arts program in History.
In addition, the University Partnership Centre partnered
with the University of Toronto’s St. Michael’s College,
Continuing Education division, to offer a series of non-
credit courses at the Barrie campus.
Develop and modify Enhanced program review Georgian received the highest possible rating under the
program review and and renewal processes. Program Quality Assurance Process Audit (PQAPA). A
curriculum development Improved retention. provincial review of the criteria is underway and
practices to ensure Georgian’s Vice President-Academic and Dean, Centre
alignment with criteria for Teaching and Learning and Liberal Arts have been
that facilitate asked to participate.
accountability and result
in Program Quality
Assurance compliance.
Develop retention Improved retention. Retention strategies led by the Academic Leadership
strategies focused on Team have been implemented, including: faculty

Georgian College 2009-2010 Annual Report 3

Operational Objectives Outcome Measures Operational Outcomes
student engagement. working individually with “at risk” students;
coordinators meeting with “at risk” students; Associate
Deans meeting students on academic warning;
compilation of midterm marks with plans of action
discussed where applicable.

Under the direction of the Enrolment Management

Steering Committee, a series of Student Experience
workshops (a two year project), is nearing completion
across the College. Faculty, staff, and students in all
programs participated in workshops. The final report
will be completed during the summer of 2010 and will
feed into broader College retention planning through the
Enrolment Management Steering Committee this Fall.

Support for students has increased by extending

counseling and disability support to all Regional
Campuses. Food services are now available to students
at the Midland Campus with support from the Student
Activity Fees.

Georgian College 2009-2010 Annual Report 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.”

Georgian College 2009-2010 Annual Report 5

The 2009-2010 Operational Objectives for “Our Performance” were:

Operational Objectives Outcome Measures Operational Outcomes

Achieve $4 million target Target achieved. Achieved revenues far exceeded the targets.
in fundraising revenue $11,222,032 was achieved in fundraising revenue
and $650,000 goal for (surpassing the $4 million target) and $1,077,541 was
awards and scholarships. raised for awards and scholarship goal (surpassing the
$650,000 target).
Meet the objectives set The MYAAs were in effect The Multi-Year Accountability Agreement Transition
out in the Multi-Year from 2006 -07 to 2008-09. Year Report Back will be submitted to the Ministry in
Accountability Plan with MTCU is currently September 2010.
the Ministry of Training, developing the 2009-10
Colleges and Multi-Year Accountability
Universities. Transition Year Report
Back templates and
processes.
Review and contain Purchasing Procedure The College’s purchasing procedure has been modified
operating expenses. revised as necessary. to reflect the latest requirements from the Ministry of
Budget reviews completed. Finance regarding procurement practices for the Broader
Public Sector.

Budget reviews were held with budget holders from

every department in the College at the end of the second
and third quarters. No major issues were revealed in this
process with regard to expenditure control.
Achieve targets for the As outlined in the Annual Georgian identified 18 key indicators that best define the
annual College College Scorecard. goals to be in place for the length of the 2006-2010
Scorecard. Strategic Plan. The Annual College Scorecard for
2009/10 will be prepared in 2010 for distribution to
staff, the board of governors, and advisory committees.
Assess employee Improved engagement and A revised employee engagement survey was
satisfaction and satisfaction levels. administered to all employees in the fall of 2009.
engagement; compare Identification of priority Priority areas for action have been identified and are
results against previous areas for Employee being communicated to employees. Additional input is
surveys. Engagement Action Team being collected to design appropriate strategies.
to address.

Georgian College 2009-2010 Annual Report 6

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 long-
term 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.”

Georgian College 2009-2010 Annual Report 7

The 2009-2010 Operational Objectives for “Our Place” were:
Operational Objectives
Provide pathways and
targeted services for non-
secondary students, non-
traditional students, and
students from under-
represented populations
through:
• Continuing to launch
foundation programs.
• Assessing and
implementing
alternative delivery
strategies.
• Expanding School-
College-Work offerings.
• Supporting the
provincial Second
Career initiative and
CIITE (Colleges
Integrating Immigrants
to Employment).
Increase awareness of the
University Partnership
Centre in our local
communities, with
government decision makers,
and with potential partners
Establish a permanent
campus in Collingwood.
Establish the Centre for
Sustainable Technologies,
Barrie campus.
Georgian College 2009-2010 Annual Report
Outcome Measures Operational Outcomes
Increased enrolments. Nine Certificates of Achievement were launched
through Continuing Education and 4 existing
programs were offered at new campus sites.
Enrolments increased from 210 to 309 in online
delivery and the number of courses offered
increased from 74 to 87 through Ontario Learn.
Funding doubled since 08-09 for School-College-
Work Initiative projects through the Central Lakes
Regional Planning Team. The number of dual
credit sections also doubled from 13 to 25, and the
number of dual credit students has almost doubled.
Georgian now offers programming on six
campuses and will expand to 7 campuses in 2010-
11.
Georgian has admitted 415 Second Career (SC)
students since the program’s inception in Fall
2008. SC students are performing academically as
well as, or are outperforming, traditional students.
This success is partially attributed to additional
supports and resources provided by Georgian and
other employment organizations. The first
occupation-specific language training course is
completed for CIITE and two more have been
approved. A 1.0 FTE Advisor to Internationally-
trained individuals was established (up from .05
FTE previously).
Improved awareness; Georgian completed an extensive public relations
additional partners. campaign with the objective of increasing the
community awareness of the University
Partnership Centre. Over the past 2 years, 8 inserts
were distributed in Simcoe County newspapers,
reaching over 100,000 homes. This was supported
with a radio and television campaign. The UPC
brand is prominently displayed in the Barrie
Molson Centre. UPC continues to sponsor the
speaker series, learning in retirement, and
numerous other cultural and intellectual events in
the local community.
Business case and, if Funding proposals were written and submitted in
feasible, implementation 2009-10; early in the 2010-11 fiscal year, funding
plan. was granted for a 20,000 square foot campus in
Collingwood from the Federal Economic
Development Agency for Southern Ontario,
Community Adjustment Fund.
Building completed on time The 18,000 square foot Centre for Sustainable
and on budget. Technologies was officially opened on September
17, 2009. The Centre contains 153 student
workstations; labs for specialized studies including
design, high-voltage electrical, surveying,
8
 Operational Objectives
Commence the building of
the Health and Wellness
Centre, Barrie campus.
Balance the pressure to grow
and the capacity to build
with fiscal and operating
constraints.
Georgian College 2009-2010 Annual Report
Outcome Measures
Project progress on time and
on budget.
Processes implemented.
Operational Outcomes
materials testing, and instrumentation; industry-
based applied research laboratory; Innovative
Technology Lab; Student focus room; and several
classrooms.
The construction of the Centre for Health and
Wellness was initiated in 2009; by the end of the
2009/10 fiscal year, most of the structural steel had
been erected and the project wais slightly under
budget. It is expected to be completed by the
planned due date of March 31, 2011.
The College has begun construction of the largest
academic building in its history to be able to
accommodate high enrolment growth. Despite the
lack of an appropriate level of provincial operating
grant funding to support this growth, Georgian was
able to conclude fiscal 2009/10 with a small
deficit. The budget set for 2010/11 contains a
deficit that is small enough to avoid putting the
College into a deficit recovery position. The
College was able to avoid any reductions to
programs and services to its growing population of
students.
9
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.”

Georgian College 2009-2010 Annual Report 10

The 2009-2010 Operational Objectives for “Our People” were:

Operational Objectives Outcome Measures Operational Outcomes

Develop and implement Strategy developed and The Aspiring Leaders program was delivered at the
formal talent implemented. Owen Sound (12 employees) and Barrie campuses (35
management and Increased participation in employees). 43 administrative staff participated in the
succession strategy by: leadership development Georgian Management Institute.
Enhancing leadership activities for all categories
development of staff. Human Resources implemented various talent
opportunities through management activities, including providing recruitment
expanding and tracking and selection services to managers, educating managers
participation in the on the selection process and procedures, and advising
“Aspiring Leaders” and managers on options for highly performing employees.
“Georgian Management
Institute” programs Succession Plan and Talent Management Report were
across campuses. prepared for the Board Executive and a related College
policy is under development.
Continuing to monitor
and implement talent
management best
practices across sectors.
Further enhancing Board
Policy IV E - Executive
Backup.
Maintain and promote a Board reports from Health A full-time position in Health and Safety was created.
safe and healthy and Safety that detail The College implemented programs and procedures to
environment on all obligations, results ensure compliance with Occupational Health and Safety
campus sites for the achieved, comparative Legislation, and launched the College Safety Advisory
college community by: data, and recommendations Committee to ensure that health and safety initiatives are
Allocating resources to for continuous developed with College-wide input and discussion.
initiatives that support improvement.
The College has expanded training opportunities for all
Health and Safety Activity reports from staff by launching two more on-line modules
priorities. Organizational Planning (Ergonomics and Orientation to Health and Safety)
Overseeing compliance and Development
regarding participation in Georgian was awarded a gold level award from the
with Ministry of Labour
workplace health Simcoe County Workplace Wellness Network for
regulations for Health
initiatives. outstanding work in the area of smoking cessation,
and Safety
active living, and healthy eating. Employees at the
Creating a workplace Owen Sound campus participated in a comprehensive
culture that places a high workplace wellness program including health risk
priority on health and assessments, individual counseling, lunch and learns,
safety and fitness classes.
Promoting work/life
Georgian continues to support staff with fitness
balance and individual
membership subsidies and an EAP program.
health and well being.

Georgian College 2009-2010 Annual Report 11