Achieving VisionCOMPLETING OUR PLAN: 2007

May 15, 2006

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

Achieving Vision

Agenda:

• Celebrating Achievements

• President’s Council on Quality Performance

• Enrolment Trends

• Budget 2006-07

• Moving Forward

Celebrating Achievements

• 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

–Early intervention

–4,000 Personalized Learning Strategies

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!!!

President’s Council on Quality Performance

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

}ongoing

President’s Council on Quality Performance

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

–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

Key Performance Indicators

Example: KPI (FT only) 03/04 04/05 05/0607 Cumulative

Target

Employer Satisfaction93.0% 91.9% 89.8% 1%

Graduate Employment Rate90.6% 90.7% 91.1% .5%

Graduate Satisfaction80.6% 80.7% 80.3% 1%

Graduation Rate50.9%

54.3%55.8%

1% MetGOOD

Overall student satisfaction68.0% 67.9% 76.3%

2% MetVERY GOOD

Capstone 14: Overall, your program is giving you knowledge and skills that will be useful in your future career

80.0% 80.2% 85.5%2% Met

VERY GOOD

Capstone 26: The overall quality of learning experience in this program 70.9% 71.0% 78.0%

2% MetVERY GOOD

Capstone 45: The overall quality of the services in the college 59.4% 59.0% 70.1%

1% METEXCELLENT

Capstone 44: The overall quality of the facilities / resources in the college 61.6% 61.6% 71.4%

2% METEXCELLENT

Enrolment Trends

Continuing EducationIn 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.

Fall 2004 Actual Fall 2005 Projected

% +/-vs F2004

Fall 2005 Actual % +/-vs F2004

New Full Time Post Secondary Programs (included below)

Advanced Security Management 30 20

Autism and Behavioural Sciences 30 29

General Arts & Science Pre-Health 30 73

Event Management 30 Postponed

Heating Refrigeration & Air Conditioning

40 57

Total New Programs 160 179

Full Time Post Secondary Programs (includes New Programs from above)

Full Time

Applied Arts 2,360 2,400 1.7 2,272 -3.7

Business 1,809 1,900 5.0 1,840 1.7

Engineering Technology 2,323 2,400 3.3 2,453 5.6

Health & Human Services 2,292 2,500 9.1 2,366 3.2

Total Full Time 8,784 9,200 4.7 8,931 1.7

Other Full Time Post Secondary

Part Time Domestic 569 530 -6.9 658 15.6

International FT 284 270 -4.9 244 -14.1

International PT 67 40 -40.3 55 -17.9

International Total 351 310 -11.7 299 -14.8

Co-op Students 451 460 5.7 446 -1.1

Total Other Post Secondary 1,371 1,300 -4.1 1,403 2.3

Apprenticeship Programs (enrolments for the fiscal year)

Technology 2,810 2,533

Human Services 150 128

Brantford 250 200

Total Apprenticeship 2,421 3,210 32.6 2,861 18.2

Total Full Time Post Secondary and Apprenticeship 12,576 13,710 9.0 13,195 4.9

Enrolment TrendsNovember 1st Audit Date Full-Time Postsecondary Enrolments

(excludes International Students and Students on Work Term Placement)

Date

PS Diploma/CertificateApplied Degree

SmallBusinessManagement

DegreeNursing

MedicalRadiationSciences

TotalVarianceFromPrevious Year

VarianceBetweenNov. 1/02 andNov. 1/05

Nov. 1, 2002 8,442 95 204 - 8,741

Nov. 1, 2003 8,488 95 337 - 8,920 2.0%

Nov. 1, 2004 8,162 91 413 118 8,784 -1.5%

Nov. 1, 2005 8,280 Included in PS 407 244 8,931 1.7% 2.2%

Enrolment TrendsPostsecondary Full-Time FTE Enrolments

(excluding International Students and Students on Work Term Placements)

Date

Full-TimePS Diploma/Certificate

Applied Degree

SmallBusiness

Management

DegreeNursing

MedicalRadiationSciences

TotalFTE

VarianceFrom

Previous Year

2002-03 9,231 83 192 - 9,506 -

2003-04 9,099 80 311 - 9,490 -0.2%

2004-05 8,682 75 409 118 9,166 -3.5%

2005-06 8,869 Included inPS

407 197 9,473 3.3%

Projected2006-07

8,666 Included inPS

454 407 9,527 0.5%

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

2006-07 Budget: Four Assumptions

1. Slip Year Funding will continue 06/072. Enrolment Range -2% to 2%

• Revenue based on 0% enrolment change year over year• Contingency built into budget to cover full variance

3. 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: Revenues

Grants48%

Tuitions19%

Ancillary9%

Apprenticeship6%

Corp.&Community Training5%

Other Grants & Misc.6%

Flowthrough4%

International3%

2006-07 Budget: Major Expenditures& Adjustments

2005-2006 “Approved”

Budget

2005-2006 Third Qtr Review

2006-2007 Budget Plan

Salary & Benefits

$66.6 mil $69 mil $74.18 mil

• $7.58 mil increase• 11.4% increase

2006-07 Budget: Staffing Notes/Strategies

• 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: ExpensesNote: Compensation includes Full & Part-Time salaries as projected for all

operational areas including areas funded by Flowthrough

Compensation69%

Flowthrough (non salary)

3%

Ancillary incl Cost of Sales*

6%

Info Tech*4%

Capital & Non Capital 1%

Utilities4%

Other13%

Moving Forward: Staffing Trends

2006-07 Budget: Major Expenditures& Adjustments

• 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

Budget: Change to Work Environment

• 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

• 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

• 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 hour

bench-marking – Revising/aligning Counselling role– Review of English Second Language (ESL)

Budget: Risk & Risk Mitigation

• 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

Moving Forward: Ten Strategic Priorities

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

}minimum

Moving Forward: Ten Strategic Priorities

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: Campus Master Plan

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 Fennell

Moving Forward: Master Campus Plan Stoney Creek

8. Leverage Leadership in Technology and Apprenticeship

STARRT FINANCIALS PHASE 1 PHASE 1 PHASE 1 PHASE 2 PHASE 2

REVENUE SOURCES 04-05 05-06 06-07 07-08 & 08-09 08-09 & 09-10 TOTAL %

Government of Ontario (confirmed)

$700,000 $1,450,000 $2,150,000

Government of Ontario (supplement)

$5,000,000 $5,000,000 $10,000,000

Subtotal Ontario (total) $12,150,000 38.0%

Government of Canada $4,000,000 $4,000,000 $8,000,000 25.0%

City of Hamilton $2,150,000 $2,150,000 6.7%

SUBTOTAL GOVERNMENT $700,000 $1,450,000 $2,150,000 $9,000,000 $9,000,000 $22,300,000 69.7%

Principle Partner $1,000,000 $1,000,000

Principle Partner $1,000,000 $1,000,000

Principle Partner $550,000 $550,000

Fundraising Campaign $2,700,000 $2,700,000

Mohawk College Reserves $4,450,000 $4,450,000

SUBTOTAL FUNDRAISING/ RESERVES

$8,150,000 $1,000,000 $550,000 $9,700,000 30.3%

TOTAL REVENUESTOTAL BY PHASE

$700,000 $1,450,000 $10,300,000$12,450,000

$10,000,000 $9,550,000$19,550,000

$32,000,000 100.0%

NOW!

Announcing: STARRT Institute Phase 1

Moving Forward: Ten Strategic Priorities

9. Fundraising:

• Mohawk Nourishes Student Success- Grow Bursary OTSS matched endowment to $10 million

• STARRT Institute capital campaign- Raise more than $5.5 million

10. Realize Brantford Potential:

• 5 year Business Plan by January 2007

Moving Forward: Ten Strategic Priorities

Thank You

It’s Been Challenging

It’s Been Productive

We are Moving to be

One of Canada’s

Top Colleges