Achieving Vision: Completing Our Strategic Plan for Educational Excellence and Leadership

1. Achieving Vision COMPLETING OUR PLAN: 2007 May 15, 2006

2. Vision:Inspiring learning, leadership and citizenship Mission:Students and learning are at the heart of all we do… Values: Foster academic excellence, innovation and reasoned risk taking Embrace diversity Be accountable in everything we do Act with integrity and promote respect for all

3. Achieving Vision Agenda: Celebrating Achievements President’s Council on Quality Performance Enrolment Trends Budget 2006-07 Moving Forward

4. Floods, Katrina & Work Stoppage Update Strategic Plan Program Mapping - 2/3 done FIT - Freshman Integrated Tracking Hamilton-Wentworth District Articulation Bachelor of Technology Degrees with McMaster University Celebrating Achievements • Early intervention • 4,000 Personalized Learning Strategies

5. Celebrating Achievements • Bridging for Internationally Educated Nurses (BIEN) • Research: GM, Nursing and Access • Career Awareness: Grades 6, 7 and 8 • Health • Technology • Aboriginal Welcome • School Within A College - Brantford • Raised $1.4 million in pledges and donations • Endowments now total $7.6 million • Conferences, workshops, Ministers, MPPs, MPs, potential Prime Ministers ETC!!!

6. Employee Satisfaction and Performance Internal communications Administrative 360º feedback process - launched Faculty and support staff feedback - collaborate with both unions - implementation - fall 2006 Policy and procedure development: 4 categories Board - done Academic and Student Success Human Resources Corporate Underestimated scope of work: Process + Product Key President’s Council on Quality Performance } ongoing

7. Academic Quality Two-semesters of teaching: Spring 05 - 80 Faculty; Spring 06 - 90% Faculty Student Success - Fall + Winter Academic Quality Sub Committee: Lead Internal Consultations, Visited other Colleges - Canada + US Reported December 05 New Organization: announced January 06, effective May 06 President’s Council on Quality Performance • Streamlined SRLT to priorities • new C.I.O. + 10 IT staff • Associate Deans • new guidelines for Coordinators • new academic support structure • new Student Success Officer role • Next Steps • Review service course delivery: consultation/scope/criteria

8. Key Performance Indicators

9. Enrolment Trends Continuing Education In addition, there were 44,240 continuing education course registrations (including funded and non-funded registrations) representing 25,067 individuals during 2005-06 fiscal year, as compared to 43,810 course registrations, representing 24,886 individuals, during the 2004-05 fiscal year.

10. November 1st Audit Date Full-Time Postsecondary Enrolments (excludes International Students and Students on Work Term Placement) Enrolment Trends

11. Postsecondary Full-Time FTE Enrolments (excluding International Students and Students on Work Term Placements) Enrolment Trends Variance between 2002-03 and 2006-07 = 0.1% FTE = Total enrolments over three terms (Fall, Winter, S/Summer) 2 Switching work to improve quality

12. Slip Year Funding will continue 06/07 Enrolment Range -2% to 2% Revenue based on 0% enrolment change year over year Contingency built into budget to cover full variance Quality Improvement Fund (Interim Accountability Agreement) $4.8 mil flowed in 2005-06 will flow in 2006-07 to cover increased salary costs due to hiring in 2005-06 4. Arbitration Outcome unknown Budget includes final offer Additional arbitration expenses will not be known until July 2006 at the earliest 2006-07 Budget: Four Assumptions

13. 2006-07 Budget: Revenues

14. 2006-07 Budget: Major Expenditures& Adjustments • $7.58 mil increase • 11.4% increase

15. Maintained all full-time staff Work requirement reviewed as a result of retirements to cover new work (where possible) Delayed new hires (as appropriate through-out the year) Reduced part-time staff 2006-07 Budget: Staffing Notes/Strategies

16. 2006-07 Budget: ExpensesNote: Compensation includes Full & Part-Time salaries as projected for alloperational areas including areas funded by Flowthrough

17. Moving Forward: Staffing Trends

18. 2 semester teaching ~ $1.4 million Pension increase predicted in Jan 07 fiscal impact + $250k Support Staff reclassification contingency + $100k Utilities – managed efficiencies to maintain costs at 05/06 levels (one time only in 06/07) Termination Gratuities, sick leave, collective bargaining + $500k 2006-07 Budget: Major Expenditures& Adjustments

19. Administration Re-organization transition completed May 1, 2006 (except for Finance & Admin – Aug 1/06) Not replacing 4 administrative positions Budget: Change to Work Environment

20. Support Staff Not replacing 2 Support Staff from a discontinued Federal Project Implementing new job classification system Beginning to implement a standard academic structure in 06/07 (including 7 Student Success Officers) 10 new Information Technology positions over 05/06 Budget: Change to Work Environment

21. Faculty 90% implementation of 2 semester teaching Standardized complementary functions Revised Co-ordinator role Standardized Co-ordinator Allowances Reduced General Education offerings Clustered course offerings where appropriate Realized hour reductions due to program hourbench-marking Revising/aligning Counselling role Review of English Second Language (ESL) Budget: Change to Work Environment

22. Corridor Funding model is introduced in 06/07 fiscal year Enrolment targets are either under or overachieved Criteria for Quality Improvement Fund (QIF) Spending Arbitration Award Budget: Risk & Risk Mitigation

23. 1. Realize improved Key Performance Indicator results: meet or exceed provincial average improve graduate satisfaction: 1% graduate employment: .5% employer satisfaction: 1% 2. Focus on Student Access and Success: launch Centre of Excellence initiate Steering Committee complete community/stakeholder assessment align staffing launching Academic Administration Council complete multi-year Academic Plan Moving Forward: Ten Strategic Priorities } minimum

24. 3. Clarify Staff Roles: Coordinators and Associate Deans completed Implement support staff reclassification system 4. Focus on Staff Development: more professional opportunities for all staff August ‘Our Turn To Learn’ 5. Improve/Clarify Decision Making Processes: more research/data to drive decisions 6. Improve Information Technology/IT Services: hired 10 new staff new CIO to be selected shortly IT Vision + Plan - ASAP Moving Forward: Ten Strategic Priorities

25. 7. Complete Master Campus Plan: move forward to develop implementation timelines and funding the Master Campus Plan can be viewed, interchangeably, as: A roadmap for the development and/or improvement of campus facilities leading to the enhancement of student learning, quality of student life, and staff working environment A reference to validate that capital projects and campus development initiatives contribute to the realization of the College’s strategic goals, academic plans and operational objectives A resource to describe space needs and promote a response to these needs both internally and externally Moving Forward: Campus Master Plan

26. Moving Forward: Campus Master Plan Fennell

27. Moving Forward: Master Campus Plan Stoney Creek

28. 8. Leverage Leadership in Technology and Apprenticeship NOW! Announcing: STARRT Institute Phase 1

29. 9. Fundraising: Mohawk Nourishes Student Success Grow Bursary OTSS matched endowment to $10 million STARRT Institute capital campaign Raise more than $5.5 million Moving Forward: Ten Strategic Priorities

30. Moving Forward: Ten Strategic Priorities 10. Realize Brantford Potential: • 5 year Business Plan by January 2007

31. Thank You It’s Been Challenging It’s Been Productive We are Moving to be One of Canada’s Top Colleges