8STRATEGIC PLAN2015/2021 - YEAR IN REVIEW - Manitoba Institute of ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
STRATEGIC
AMENDED JUNE 2018
PLAN2015/2021
YEAR IN
REVIEW
CONTENTS
Message from the Chair and President 2
Process 3
Background and History 4
Context – Growth Targets and Market Segments 5
Context – Environment 6
Context – Stakeholder Feedback (2014) 7
Integrating MITT’s Mission, Vision, Values and Strategic Priorities 8
MITT’s Enrolment Profile 9
Strategic Priority 1: Student-Centred Learner Experience Leading to Employment 10
Strategic Priority 2: Valuing Our Employees and Excellence in Teaching 11
Strategic Priority 3: Partnerships with Industry, Business, Government and Educational Institutions 12
Strategic Priority 4: Program Development and Innovation in Delivery 13
Strategic Priority 5: Fiscal Sustainability, Accountability and Effective Management. 14
Summary 15
STRATEGIC
AMENDED JUNE 2018
PLAN 2015/2021
2015-2021 STRATEGIC PLAN | PAGE 1MESSAGE
FROM THE CHAIR AND PRESIDENT
In 2014, with the passing of the Manitoba Institute of Trades and Technology Act by the Province,
the board and administration of the newly established MITT seized the opportunity to play
an expanded role in Manitoba’s post-secondary education system while at the same time
continuing to innovate its secondary pathway programs. This role as a unique hybrid institution
was grounded in a flexible and collaborative approach, strong partnerships with industry, and a
deep commitment to our students; hallmarks of the institution’s history as Winnipeg Technical
College, and a solid foundation upon which to grow.
Since then, MITT has grown to become a leading provider of secondary and post-secondary
trades and technical training, with more than 25 certificate, diploma and apprenticeship-
accredited programs, as well as continuing education and lifelong learning programs. In
addition, MITT offers accredited English language training and administers the largest network
of Adult Learning Centres in the province.
With a keen focus on our mandate, strategic plan and priorities, we have continued to vigorously
engage our valued partners in business, industry, government and education, while building
connections for students with prospective employers and providing robust academic supports
and resources to ensure our students’ success in the classroom and the workplace. In this way,
MITT is truly Industry Driven and Student Focused.
On behalf of the
board and all
MITT staff, we
invite you to learn
more about MITT’s
purpose and
John Schubert Ray Karasevich direction through
Chair of the Board President and CEO
our 2015-2021
Strategic Plan.
2015-2021 STRATEGIC PLAN | PAGE 2PROCESS
• In April 2014, with the announcement of new • The strategic plan evaluation involved internal
legislation for Winnipeg Technical College, the and external stakeholders, and comprised
Governing Board and Executive Management of electronic surveys, facilitated sessions
immediately initiated a strategic planning with stakeholder groups, and extensive data
process. collection. The evaluation focused on the
relevance of MITT’s strategic priorities and
• Focused strategic planning sessions were held
goals today, the clarity of content and format,
with the Board and the Executive Management
and progress made against identified goals and
team in May and June of 2014.
objectives.
• Confidential interviews were also held with
• The results of the strategic plan evaluation were
select industry and educational leaders during
presented to the board in October 2017. The
May and June and additional stakeholders were
overarching finding of the evaluation was that
engaged throughout the process.
MITT’s strategic plan is still relevant today and
• The first 5-year Strategic Plan for the new still resonates with stakeholders.
Manitoba Institute of Trades and Technology was
• As a result of the evaluation, Key Performance
launched in September 2014.
Indicators have been updated for all strategic
• In 2017, in light of MITT’s extensive growth priorities, along with the look and feel of the
and evolution, the board and senior leadership document, and the board has renewed MITT’s
engaged in an evaluation of the strategic plan. Strategic Plan until June 2021.
2015-2021 STRATEGIC PLAN | PAGE 3BACKGROUND AND HISTORY
In 1983, the St Vital, Assiniboine South, and Fort Under legislation enacted June 12, 2014, WTC
Garry School Divisions (later amalgamated into became the Manitoba Institute of Trades and
the Pembina Trails School Division) entered into an Technology (MITT), a stand-alone hybrid institution
agreement with the Province of Manitoba to create continuing to provide both secondary and post-
the South Winnipeg Technical Vocational Centre, secondary skills training.
which opened in 1985. In 1999, the institution
Under the new Act, the mandate of the Institute
was renamed Winnipeg Technical College (WTC),
is to:
and by 2014, the number and variety of programs
and courses had grown to meet the needs of • Provide high school and post-secondary
approximately 4000 full-time and part-time education and training activities in the fields of
students each year. technology and vocational training as well as
adult education;
WTC established four campuses in Winnipeg as
well as a satellite location in the Assiniboine Park • Assist individuals in finding and keeping
Conservatory, and also oversaw the Osborne employment;
Village Resource Centre and six Adult Learning • Respond to Manitoba’s labour market needs.
Centres throughout Winnipeg and in Portage
la Prairie. Since 2014, MITT has established over a dozen
new post-secondary certificate and diploma
The institution provided a personalized learning programs and expanded access to technical and
experience in state-of-the-art facilities, offering trades training for Manitoba high school students.
secondary and post-secondary employment- It provides a unique, practical choice for career-
focused programs in the areas of Health Care focused students to pursue trades and technical
and Human Services, Information and Business training, with exceptional flexibility to earn dual
Technology, Skilled Trades and other fields. In credits, complete pre-employment requirements
addition to core programs, WTC offered corporate faster, and transition seamlessly into advanced
training and continuing education, international training at MITT or elsewhere.
programming, and English as an Additional
Language classes.
It also 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.
MITT plays a key role in the education system,
providing skills training leading to employment
through its strong ties with industry.
2015-2021 STRATEGIC PLAN | PAGE 4CONTEXT
GROWTH TARGETS AND MARKET SEGMENTS
As 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
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 MARKET SEGMENTS AND
VALUE PROPOSITION
• Projected overall growth in enrolment is
conservatively estimated at 2% to 4% annually, • Students
or higher. This will be dependent upon additional
° High School: diploma, graduating credits,
infrastructure investment in trades and
dual credit
technical labs.
° Post-Secondary: career training, shorter-term
• Growth is expected to be driven from
focus, economical, certificate, diploma, job
international students and high school students:
° International: language training, diploma,
° Secondary: additional 440 students over certificate
5 years from current level after first year
transition ° Corporate: up-skill, customized training,
responsive, cost-effective
° International: 15-20% annual increase over
5 years, then plateau ° Indigenous: 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
2015-2021 STRATEGIC PLAN | PAGE 5CONTEXT
ENVIRONMENT
DEMOGRAPHIC TRENDS ENVIRONMENTAL INFLUENCES
• According to Manitoba Bureau of Statistics, the • The education system needs to improve student
Province is expected to have an average annual mobility within and between post-secondary
growth rate of 1.2% (14,800 people per year) institutions to simplify pathways for learners.
to 2020. The projected population in 2020 is Technical educational institutions play a critical
1,385,000, with 56% in the Winnipeg region. role in facilitating pathways.
• The fastest growing areas are southern and • Labour demands are changing; companies act
south-eastern Manitoba (1.8% annually). Within fast and expect flexibility, diversity and job-ready
Winnipeg, the fastest growth is in the south part individuals.
of the city. • The development of online and e-learning
• International migration continues to be the main capabilities in delivery and connectivity are
source of population growth, but is expected to increasingly available.
level off somewhat from 2010 levels. • Government and industry funders expect to see
• Manitoba currently has one of youngest median international training aligned with needs of
ages in Canada at 37.7 years, which is projected regional business.
to be essentially unchanged by 2020. • There is greater attention to turning education
into opportunity for traditionally under-
ECONOMIC OUTLOOK represented groups in the labour market.
• The Manitoba economy is among the most • Emerging job sectors include: information
diversified in Canada, providing economic technology, construction trades, service trades,
stability and employment opportunities across a health care, mining, utilities, professional and
broad range of industries. Manitoba also has one scientific services, environmental technologies,
of the lowest unemployment rates of Canadian and others.
provinces.
• Student expectations are high (as they should
• According to recent forecasts, Manitoba is be) for getting skills training that leads to
expected to continue to experience moderate employment.
growth in the medium term, with GDP growth
• In Canada and many other countries, there
rates near the national average.
are revenue pressures and accountability
demands from government funders, partners,
stakeholders and communities.
2015-2021 STRATEGIC PLAN | PAGE 6CONTEXT
STAKEHOLDER FEEDBACK (2014)
Overall, generally positive comments about • MITT creates a high school and post-secondary
WTC/MITT, and favourable experiences with those continuum pathway.
who have interacted with the institute. • There is a place for MITT in the education system
• Currently under-utilized, not much known about and MITT is well positioned to fill this space as a
the institute. choice for students seeking technical education
and training
• Recognized as a unique model of technical/
vocational training for secondary and post- • New legislation provides recognition, definition
secondary students. and opportunity for MITT.
• Position in the education system as a bridge to • In the new economy, MITT can provide faster,
jobs or to further education at universities and just-in-time training to meet rapidly-changing
colleges. industry needs.
• Relatively small size, nimble, flexible, • MITT’s relative size enables it to partner with
responsive. industry and corporations to provide customized,
responsive training
• Advantages cited for students include: quick
turnaround time for students who desire a • MITT’s focus on technical education provides
short-term or focused course/certificate, a vehicle for promoting trades and technology
economical choice, apprenticeship and modular in the business community, and to ratchet up
training approach, relevant job-ready training. technical training.
• Provides relevant training and certificate • Youth are more tech-savvy than in any previous
programs that are recognized by industry in the generation, and can work and adapt with
province. technology and change.
• Very difficult to plan and anticipate long-term • Engage and encourage the Indigenous
labour needs; industry changes and demands community at the high school level, incorporate
for labour evolves quickly and institutions need culture, showcase success.
to adapt to this reality. • More international students is positive – source
• Industry requires good quality entry-level people of revenue-generation for the institute, and
with technical skills. People can quickly move up economic benefits for Manitoba.
with on-the-job training and experience. • Sector opportunities that were mentioned
• Youth/students in Manitoba need better included: information technology, construction
information, real data and guidance on career trades, auto mechanics, hospitality services,
options. environmental technologies.
• The education system as a whole needs to better • “It’s all about partnerships.” MITT is small
understand job opportunities in the future, enough to be agile, with capacity to be
identify job needs and investment including innovative.
capital funding. Better communications
between business and educational institutions
is required.
2015-2021 STRATEGIC PLAN | PAGE 7INTEGRATING MITT’S MISSION, VISION, VALUES
AND STRATEGIC PRIORITIES
MITT STRATEGIC PLAN SUPPORT EMPLOYEES
2015–2021 Valuing, respecting and investing in our teachers
and employees.
MISSION
PRUDENT MANAGEMENT
MITT provides innovative pathways to quality
Ensuring fiscal responsibility, accountability, and
high school, post-secondary education, and
corporate social responsibility.
apprenticeship training in partnership with
industry and the communities we serve. PARTNERSHIPS
MITT is dedicated to ensuring that graduates can Building partnerships with industry, business,
successfully transition to employment or further government, other educational institutions and
education. community.
CONNECTION TO LABOUR MARKET
VISION Reaching out and responding to industry and the
To be a bridge to success in life, school, and work needs of the labour market.
by delivering industry-driven, student-focused,
lifelong learning opportunities.
STRATEGIC PRIORITIES
• Student-Centred Learner Experience Leading to
VALUES Employment
STUDENT-CENTRED
• Valuing Our Employees and Excellence in
Encouraging the personal and professional growth
Teaching
of individuals and their pathways to employment in
a student-centred environment. • Partnerships with Industry, Business,
Government and Educational Institutions
ACADEMIC EXCELLENCE AND INNOVATION
Striving for excellence and high standards in • Program Development and Innovation in Delivery
technical education, and encouraging innovation, • Fiscal Sustainability, Accountability and Effective
creativity and entrepreneurship. Management
RESPECT AND DIVERSITY
Embracing diversity and providing our students,
staff and partners an inclusive, safe and respectful
environment.
2015-2021 STRATEGIC PLAN | PAGE 8MITT’S ENROLMENT PROFILE
2016-17 HEADCOUNT
Secondary 328
Post-Secondary 1162
English Language Training 1542
Adult Learning Centres 593
YouthBuild 28
ConEd & Apprenticeship 140
Total 3793
Over the next five academic years (by September Target growth areas include domestic and
2023) the target for total headcount is anticipated Indigenous student enrolment, modest growth
to result in a 15% increase over the 2016-17 in international enrolment, increasing secondary
enrolment profile, using a Strategic Enrolment pathway opportunities, and program innovations
Management (SEM) approach. The SEM leading to new credentials.
perspective is a comprehensive approach that
integrates the student experience, academic
planning, functional operations and institutional
“It is an approach with
vision into a cohesive strategy. focus on getting the
To achieve this growth MITT will utilize a SEM
plan that can be defined as:
right STUDENTS into
• A holistic and integrated approach that balances
the right PROGRAMS,
the needs of the student/s and the institution; at the right TIME with
• An approach that strategically addresses the
tactics that lead to institutional sustainability
the right SUPPORTS
through student success; to obtain the right
• An approach that actively contributes to the
concept of life-long learning.
RESULTS.”
Mark Derro
Vice President, Academic
2015-2021 STRATEGIC PLAN | PAGE 9STRATEGIC PRIORITY 1
STUDENT-CENTRED LEARNER EXPERIENCE
LEADING TO EMPLOYMENT
STRATEGIES KEY PERFORMANCE INDICATORS
• International Student Strategy–development of • Per cent of graduates with a job within six
an integrated strategy to attract and support months of graduating, and per cent staying in
international students Manitoba
• Indigenous Inclusion Strategy–development of a • Per cent of graduates enrolled in further
strategy to partner with First Nations, Métis and education within one year of graduating through
Inuit communities for technical education and articulation agreements or credit transfer
training • Enrolment and graduation targets met for
• High School Development Strategy–new the following target groups: International,
mandate provides wider access to attracting Indigenous, ALCs, as well as for specifically
high school students across the province defined program clusters
• Post-Secondary Student Strategy–build on • Number of technical high school diplomas and
current programs and develop new certificate per cent of high school graduates continuing to
programs to meet demand and establish unique MITT and/or other further education
diplomas to Manitoba • Number of apprentices trained
• Apprenticeship Training Strategy–build on • Number of students completing English
current successful programs and modular Language programs and progressing to further
approach PSE and/or employment
• Ensuring our English Language programs • International student strategy developed
enable our students to gain increased
• Indigenous Inclusion strategy developed
proficiency in the English language and prepare
them for further post-secondary education and • Indigenous employment targets met
employment • Satisfaction survey shows optimal student and
graduate satisfaction for all student groups
2015-2021 STRATEGIC PLAN | PAGE 10STRATEGIC PRIORITY 2
VALUING OUR EMPLOYEES AND
EXCELLENCE IN TEACHING
STRATEGIES KEY PERFORMANCE INDICATORS
• Invest in the health, safety and professional • Dollars and time invested in professional
growth of our employees. development
• Develop a comprehensive retention, recruitment • Rate of employee turnover
and attraction policy for teaching and other staff. • Employee satisfaction survey shows optimal
• Engage our academics in collectively developing employee satisfaction
innovative learning, utilizing available • Number of employees participating in PD
technology, and teaching in appropriate learning
• Serious incident reporting
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.
2015-2021 STRATEGIC PLAN | PAGE 11STRATEGIC PRIORITY 3
PARTNERSHIPS WITH INDUSTRY, BUSINESS,
GOVERNMENT AND EDUCATIONAL INSTITUTIONS
STRATEGIES KEY PERFORMANCE INDICATORS
• Transferability of credits/credentials and • Number of articulation agreements with other
articulation agreements with other educational educational institutions, percent of programs
institutions to facilitate pathways. with articulation agreements, and report on
• Building partnerships with industry to respond results linked to these agreements
to the needs of the labour market (identifying • Quality of joint programs based on objective data
specific skills requirements in the context of including student surveys
available capacity). • Number of agreements with school divisions and
• Rebuild our corporate strategy for customized number of students resulting
training for corporations. • Number of partnerships with industry, expansion
• Actively pursue funding opportunities with of existing partnerships
various levels of government as it relates to • Increased mobility of ALC grads into MITT
program development and capital expansion. programs
• Continue to foster our excellent relationships • Annual report on government funding and
with the Province of Manitoba and ensure collaboration with government
alignment with Provincial education and labour
• Revenues from partnerships with government
market strategies.
and industry
• Develop a renewed strategy for engaging school
• Qualitative assessment of partner and employer
divisions who are vital partners in our high
satisfaction
school program.
2015-2021 STRATEGIC PLAN | PAGE 12STRATEGIC PRIORITY 4
PROGRAM DEVELOPMENT AND
INNOVATION IN DELIVERY
STRATEGIES KEY PERFORMANCE INDICATORS
• MITT will develop a multi-year plan that • Annual review of Academic Plan by all
positions the institution to meet the needs of stakeholders
industry, students, and stakeholders. • Number of new programs developed and
• Introduce e-learning and online program number of graduates
delivery, starting with the selection of pilot • Number of customized programs with industry,
programs. business, and Indigenous partners and
• Development of new programs in areas of corresponding number of graduates,
industry demand in consultation with industry graduate rates
and business. • Growth in annual net revenue from industry,
• Customized industry/business programming business, and Indigenous partner programs
specific to individual company needs and • In-field employment training outcomes met
opportunities.
• Employer and student satisfaction with work-
• Within our Indigenous Inclusion strategy, integrated learning
develop specialized Indigenous programming
• Establishment of international partnerships for
that meets the training and cultural needs of
offshore training
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.
2015-2021 STRATEGIC PLAN | PAGE 13STRATEGIC PRIORITY 5
FISCAL SUSTAINABILITY, ACCOUNTABILITY
AND EFFECTIVE MANAGEMENT
STRATEGIES KEY PERFORMANCE INDICATORS
• Ensure prudent fiscal management and • Annual audited financial statements
budgeting through constant attention to finances • Balanced budgets, annual operating
and operations. expenditures not to exceed revenues
• Accountability, transparency and reporting of • Annual budget and comparisons of actual
finances and operations. results to budget and explanation of material
• Develop and implement a long-term capital variances
plan for MITT, including prioritization of capital • Risk mitigation measures monitored annually
projects. at a minimum
• Housing and residence development and • Annual compliance reports demonstrate a high
assistance for international and out-of-city standard of legislative compliance consistent
students. with other colleges in Manitoba
• Alternative revenue strategy for growing • Annual Report on finances and operations,
revenues outside of annual, stable core funding including highlights from Management and
from the Province of Manitoba. reporting of key performance indicators
• Develop a Donor Relations strategy to attract and trends
and receive funding for scholarships, bursaries • Development of a long-term capital plan
and other types of student support from
• Percent of out-of-city students assisted in
organizations and individuals in the community
finding accommodations near place of study
and alumni from around the world.
• Development of a Donor Relations strategy
• Level and growth of alternative revenues
2015-2021 STRATEGIC PLAN | PAGE 14SUMMARY
In 2014, the Manitoba 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 still relevant today and
are an important filter for actions and activities
undertaken at MITT.
We remain committed to the journey and
to MITT’s position as a unique technical
education and training model and an
enabling pathway to employment
or to further education.
STRATEGIC
AMENDED JUNE 2018
PLAN 2015/2021
2015-2021 STRATEGIC PLAN | PAGE 15LOCATIONS GENERAL INQUIRIES
130 Henlow Bay English Language Institute T 204 989 6500
Winnipeg, MB R3Y 1G4 67 Scurfield Boulevard E recruitment@mitt.ca (domestic)
T 204 989 6500 Winnipeg, MB R3Y 1G4 E international@mitt.ca (international)
T 204 989 7740 For program information, please visit
7 Fultz Boulevard
mitt.ca/programs
Winnipeg, MB R3Y 1G4
English Language Centre
T 204 989 6500
609 Erin Street HOURS OF OPERATION
Winnipeg, MB R3G 2W1
14 Fultz Boulevard Monday to Friday
T 204 989 6434
Winnipeg, MB R3Y 0L6 8:30 am to 4:30 pm
T 204 989 6500
YouthBuild
1551 Pembina Highway Social Enterprise Centre
Winnipeg, MB R3T 2E5 Suite #308-765 Main Street
T 204 989 6500 Winnipeg, MB R2W 3N5
T 204 615 4930
Visit Us!
MITT offers regularly scheduled tours of all our campuses! Get a behind-the-scenes look
at over 25 exciting programs, meet our friendly recruiters and explore our many services
and amenities on-campus. For upcoming tour dates and bookings,
please email recruitment@mitt.ca or call 204 989 6500.
© MITT I Sept 2018
MITT.caYou can also read
