MITT Strat Plan_Approved

STRATEGIC PLAN
2015-19



Message from the Chair and President . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Background. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Context – Growth Targets and Market Segments, Next 5 Years. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Context – Environment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Context – Stakeholder Feedback. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Integrating MITT’s Mission, Vision, Values and Strategic Priorities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Projected Student Growth: Head Count. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Projected Student Growth: Full Time Equivalent Seats. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Strategic Priority 1: Student-Centred Learner Experience Leading to Employment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Strategic Priority 2: Valuing Our Employees and Excellence in Teaching. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Strategic Priority 3: Partnerships with Industry, Business, Government and Educational Institutions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Strategic Priority 4: Program Development and Innovation in Delivery. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Strategic Priority 5: Fiscal Sustainability, Accountability and Effective Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

4 | STRATEGIC PLAN MESSAGE FROM THE CHAIR AND PRESIDENT

Building from our history as Winnipeg Technical College, the new Manitoba Institute of Trades and Technology (MITT) is truly a revolution in education that provides both
secondary and post-secondary students with applied skills training in trades, health care and human services, information technology and other technical fields.

The new Manitoba Institute of Trades and Technology is well positioned to offer a practical choice for high school and post-secondary students to pursue trades and
technical training, with direct pathways into the workforce, or on to higher levels of education. It is a different way of thinking about education and how to access it, and it
will create extraordinary opportunities for students and businesses alike.

With the passing of the Manitoba Institute of Trades and Technology Act by the Province on July 1, 2014, we have embarked on an intensive strategic planning process. Our
new mandate will offer many opportunities and challenges.

A hallmark of the institute is our flexibility and ability to respond quickly. This hallmark was exemplified in our Governing Board and Executive Management Committee
coming together with focus and purpose to set out the strategic direction for MITT over the next five years and beyond. MITT brought in expertise in strategic planning to
assist us with leading practices and facilitate working sessions with the Board and Management, and we also engaged leaders in industry and education for stakeholder
perspectives.

MITT will continue to engage our valued current and future partners in business, industry, government and other educational institutions in meeting the needs of the labour
market. MITT is focused on our students – changing lives through quality technical education and training.

On behalf of the Board and all MITT staff, the entire team is genuinely excited and energized about our journey forward as the Manitoba Institute of Trades and Technology.
The Strategic Plan 2015-19 provides clear purpose and direction to our operations and actions. We welcome you to discover how MITT can meet your education and training
needs and aspirations.

John Schubert, Paul Holden,
Chair of the Board President and CEO

PROCESS

• In April 2014, with the announcement of new legislation for Winnipeg Technical • Two focused strategic planning sessions were held with the Board and the
College, the Governing Board and Executive Management immediately initiated a Executive Management team in May and June of 2014. In addition, the Executive
strategic planning process. Management team met a number of times with regards to strategic planning.

• In early May, following a Request for Proposals, Winnipeg Technical College • KPMG also held confidential interviews with select industry and educational
engaged KPMG LLP (“KPMG”) to assist the strategic planning process. KPMG leaders during May and June. In addition, the Chair and the President engaged
provided leading practices, research on other technical educational institutions with many stakeholders throughout the process.
in North America, and experienced facilitators and developers of strategic plans.
• In a short period of time, our team came together to develop the first 5-year
Strategic Plan for the new Manitoba Institute of Trades and Technology.

BACKGROUND

In 1983, the St. Vital, Assiniboine South, and Fort Garry School Divisions (later amalgamated into the Pembina Trails School Division) entered into an agreement with the 5 | 2015-19
Province of Manitoba to create the South Winnipeg Technical Vocational Centre, which opened in 1985. In 1999, the institution was renamed Winnipeg Technical College
(WTC), and over the last 29 years, the number and variety of programs and courses has grown to meet the needs of over 5000 full-time and part-time students each year.

WTC established four campuses in Winnipeg as well as a satellite location in the Assiniboine Park Conservatory, and also oversees the Osborne Village Resource Centre and
six Adult Learning Centres throughout Winnipeg and in Portage la Prairie.

WTC provided a personalized learning experience in state-of-the-art facilities, offering secondary and post-secondary employment-focused programs in the areas of Health
Care and Human Services, Information and Business Technology, Skilled Trades and other fields. In addition to core programs, WTC offered corporate training and continuing
education, international programming, and English as an Additional Language classes.

WTC 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.

Under legislation enacted June 12, 2014, WTC became the Manitoba Institute of Trades and Technology (MITT), a stand-alone hybrid institution continuing to provide both
secondary and post-secondary skills training.

Under the new Act, the mandate of the Institute is to:
• Provide high school and post-secondary education and training activities in the fields of technology and vocational training as well as adult education
• Assist individuals in finding and keeping employment
• Respond to Manitoba’s labour market needs.

MITT has an opportunity for an expanded role in providing jobs and skills training, helping MITT establish stronger ties with industry and other educational institutions. MITT
plays a key role in the education system, providing a pathway to further education at universities and colleges, or a direct pathway to employment. MITT can expand access
for Manitoba high school students, and there will be greater recognition for MITT certificates and diplomas. MITT intends to further attract international and out-of-province
students, and to partner with the Division scolaire franco manitobaine and our Aboriginal community.

6 | STRATEGIC PLAN CONTEXT – GROWTH TARGETS AND MARKET
SEGMENTS, NEXT 5 YEARS

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 a solid financial base, with core funding from the Province of Manitoba. 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 • Students
4% annually, or higher. This will be dependent upon additional infrastructure – High School: diploma, graduating credits, dual credit
investment in trades and technical labs. – P ost-Secondary: career training, shorter-term focus, economical,
certificate, diploma, job
• Growth is expected to be driven from international students and high school – International: citizenship, language training, dual credit, diploma, certificate
students: – Corporate: up-skill, customized training, responsive, cost-effective
– Secondary: additional 440 students over 5 years from current level after – Aboriginal: skills training, certificate, diploma, support
first year transition – Francophone: trade and technology training in French
– International: 15-20% annual increase over 5 years, then plateau
• 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

CONTEXT – ENVIRONMENT

DEMOGRAPHIC TRENDS ENVIRONMENTAL INFLUENCES 7 | 2015-19

• According to Manitoba Bureau of Statistics, the Province is expected to have • The education system needs to improve student mobility within and between
an average annual growth rate of 1.2% (14,800 people per year) to 2020. The post-secondary institutions to simplify pathways for learners. Technical
projected population in 2020 is 1,385,000, with 56% in the Winnipeg region. educational institutions play a critical role in facilitating pathways.

• The fastest growing areas are southern and southeastern Manitoba (1.8% • Labour demands are changing; companies act fast and expect flexibility, diversity
annually). Within Winnipeg, the fastest growth is in the south part of the city. and job-ready individuals.

• International migration continues to be the main source of population growth, • The development of online and e-learning capabilities in delivery and connectivity
but is expected to level off somewhat from 2010 levels. are increasingly available.

• Manitoba currently has one of youngest median ages in Canada at 37.7 years, • Government and industry funders expect to see international training aligned
which is projected to be essentially unchanged by 2020. with needs of regional business.

ECONOMIC OUTLOOK • There is greater attention to turning education into opportunity for traditionally
under-represented groups in the labour market.
• The Manitoba economy is among the most diversified in Canada, providing economic
stability and employment opportunities across a broad range of industries. • Emerging job sectors include: information technology, construction trades,
Manitoba also has one of the lowest unemployment rates of Canadian provinces. service trades, health care, mining, utilities, professional and scientific services,
environmental technologies, and others.
• According to recent forecasts, Manitoba is expected to continue to experience
moderate growth in the medium term, with GDP growth rates near the • Student expectations are high (as they should be) for getting skills training that
national average. leads to employment.

• In Canada and many other countries, there are revenue pressures and
accountability demands from government funders, partners, stakeholders
and communities.

CONTEXT – STAKEHOLDER FEEDBACK

8 | STRATEGIC PLAN Overall, generally positive comments about WTC/MITT, and favourable experiences with those
who have interacted with the institute.

• Currently under-utilized, not much known about the institute. • There is a place for MITT in the education system and MITT is well positioned to
fill this space as a choice for students seeking technical education and training
• Recognized as a unique model of technical/vocational training for secondary and for employment.
post-secondary students.
• New legislation provides recognition, definition and opportunity for MITT.
• Position in the education system as a bridge to jobs or to further education at
universities and colleges. • In the new economy, MITT can provide faster, just-in-time training to meet
rapidly-changing industry needs.
• Relatively small size, nimble, flexible, responsive.
• MITT’s relative size enables it to partner with industry and corporations to provide
• Advantages cited for students include: quick turnaround time for students customized, responsive training.
who desire a short-term or focused course/certificate, economical choice,
apprenticeship and modular training approach, relevant job-ready training. • MITT’s focus on technical education provides a vehicle for promoting trades and
technology in the business community, and to ratchet up technical training.
• Provides relevant training and certificate programs that are recognized by
industry in the province. • Youth are more tech-savvy than in any previous generation, and can work and
adapt with technology and change.
• Very difficult to plan and anticipate long-term labour needs; industry changes
and demands for labour evolves quickly and institutions need to adapt to • Engage and encourage the Aboriginal community at the high school level,
this reality. incorporate culture, showcase success.

• Industry requires good quality entry-level people with technical skills. People • More international students is positive – source of revenue-generation for the
can quickly move up with on-the-job training and experience. institute, and economic benefits for Manitoba.

• Youth/students in Manitoba need better information, real data and guidance on • Sector opportunities that were mentioned included: information
career options. technology, construction trades, auto mechanics, hospitality services,
environmental technologies.
• The education system as a whole needs to better understand job opportunities
in the future, identify job needs and investment including capital funding. Better • “It’s all about partnerships.” MITT is small enough to be agile, with capacity to
communications between business and educational institutions is required. be innovative.

• MITT creates a high school and post-secondary continuum pathway.

INTEGRATING MITT’S MISSION, VISION, VALUES
AND STRATEGIC PRIORITIES

MITT STRATEGIC PLAN 2015–19 VISION

MISSION To revolutionize technical career education by changing how education and
work intersect.
MITT provides innovative pathways to quality high school, post-secondary
education, and apprenticeship training in partnership with industry and the
communities we serve.

MITT is dedicated to ensuring that graduates can successfully transition
to employment or further education.

VALUES SUPPORT EMPLOYEES 9 | 2015-19

STUDENT-CENTRED Valuing, respecting and investing in our teachers and employees.

Encouraging the personal and professional growth of individuals and their pathways PRUDENT MANAGEMENT
to employment in a student-centred environment.
Ensuring fiscal responsibility, accountability, and corporate social responsibility.
ACADEMIC EXCELLENCE AND INNOVATION
PARTNERSHIPS
Striving for excellence and high standards in technical education, and encouraging
innovation, creativity and entrepreneurship. Building partnerships with industry, business, government, other educational
institutions and community.
RESPECT AND DIVERSITY
CONNECTION TO LABOUR MARKET
Embracing diversity and providing our students, staff and partners an inclusive,
safe and respectful environment. Reaching out and responding to industry and the needs of the labour market.

STRATEGIC PRIORITIES

• Student-Centred Learner Experience Leading to Employment
• Valuing Our Employees and Excellence in Teaching
• Partnerships with Industry, Business, Government and Educational Institutions
• Program Development and Innovation in Delivery
• Fiscal Sustainability, Accountability and Effective Management

PROJECTED STUDENT GROWTH

HEAD COUNTS

2019/2020

2018/2019

2017/2018

Year 2016/2017

2015/2016

10 | STRATEGIC PLAN 2014/2015

2013/2014 1000 2000 3000 4000 5000 6000 7000 8000
0
PS International Core
Student Enrolment Enterprise
English Additional Language
Secondary PTSD/LRSD Secondary Domestic Schools PS Domestic
Secondary DSFM & AIP of Choice PS International Cohorts
Secondary Immersion *includes 12 FT Sanford & DSFM International ELP

Secondary International

PROJECTED STUDENT GROWTH

FULL TIME EQUIVALENT SEATS

2019/2020

2018/2019

2017/2018

Year 2016/2017

2015/2016

2014/2015 11 | 2015-19

2013/2014 500 1000 1500 2000 2500 3000
0
International ELP
Student Enrolment Enterprise
*does not include additional 68 non FTE
Secondary PTSD/LRSD Secondary Domestic Schools PS Domestic English Additional Language
Secondary DSFM & AIP of Choice PS International Core
Secondary Immersion *includes 12 FT Sanford & DSFM PS International Cohorts

Secondary International

STRATEGIC PRIORITY 1
STUDENT-CENTRED LEARNER EXPERIENCE
LEADING TO EMPLOYMENT

12 | STRATEGIC PLAN STRATEGIES KEY PERFORMANCE INDICATORS

• International Student Strategy – development of an integrated strategy to attract • Percent of graduates with a job within six months of graduating, and percent
and support international students. staying in Manitoba

• Aboriginal Student Strategy – development of a strategy to partner with First • Percent of graduates enrolled in further education within one year of graduating
Nations, Métis and Inuit communities for technical education and training.
• Growth in enrolment overall and in key target groups including: international
• High School Development Strategy – new mandate provides wider access to students, Aboriginal students, high school students
attracting high school students across the province.
• Number of technical high school diplomas and percent of high school graduates
• Post-Secondary Student Strategy – build on current programs and develop new continuing to MITT and/or other further education
certificate programs to meet demand and establish unique diplomas to Manitoba.
• Number of apprentices trained
• Apprenticeship Training Strategy – build on current successful programs and
modular approach. • Number of students completing EAL programs

• Ensuring our English as an Additional Language (EAL) programs enable our • International student strategy developed by 2015
students to gain increased proficiency in the English language and prepare them
for further post-secondary education and employment. • Aboriginal student strategy developed by 2015

• Satisfaction survey of graduates

STRATEGIC PRIORITY 2 13 | 2015-19
VALUING OUR EMPLOYEES AND EXCELLENCE
IN TEACHING

STRATEGIES KEY PERFORMANCE INDICATORS

• Invest in the health, safety and professional growth of our employees. • Dollars and time invested in professional development

• Develop a comprehensive retention, recruitment and attraction policy for • Development of a revised HR policy to encourage retention, recruitment
teaching and other staff. and attraction

• Engage our academics in collectively developing innovative learning, utilizing • Number of employees (full-time equivalents) and rate of employee turnover
available technology, and teaching in appropriate learning spaces.
• Employee survey, engagement measures
• Establish a Performance Management strategy to provide a positive, balanced,
two-way approach for performance evaluations, for the benefit of the institute, • Student achievement measures tied to performance evaluations
our employees and our students.

14 | STRATEGIC PLAN STRATEGIC PRIORITY 3
PARTNERSHIPS WITH INDUSTRY, BUSINESS,
GOVERNMENT AND EDUCATIONAL INSTITUTIONS

STRATEGIES KEY PERFORMANCE INDICATORS

• Transferability of credits/credentials and articulation agreements with other • Number of articulation agreements with other educational institutions, percent
educational institutions to facilitate pathways. of programs with articulation agreements, and report on results linked to
these agreements
• Building partnerships with industry to respond to the needs of the labour market
(identifying specific skills requirements in the context of available capacity). • Number of agreements with school divisions and number of students resulting

• Rebuild our corporate strategy for customized training for corporations. • Number of partnerships with industry, expansion of existing partnerships

• Actively pursue funding opportunities with various levels of government as it • Number of job placements
relates to program development and capital expansion.
• Number of co-op placements
• Continue to foster our excellent relationships with the Province of Manitoba and
ensure alignment with Provincial education and labour market strategies. • Annual report on government funding and collaboration with government

• Develop a renewed strategy for engaging school divisions who are vital partners • Revenues from partnerships with government and industry
in our high school program.
• Qualitative assessment of partner and employer satisfaction

STRATEGIC PRIORITY 4 15 | 2015-19
PROGRAM DEVELOPMENT AND INNOVATION
IN DELIVERY

STRATEGIES

• MITT will develop a multi-year academic plan that positions the institution to meet the needs of industry, students, and stakeholders.
• Introduce e-learning and online program delivery, starting with the selection of pilot programs.
• Development of new programs in areas of industry demand in consultation with industry and business.
• Customized industry/business programming specific to individual company needs and opportunities.
• Within our Aboriginal student strategy, develop specialized Aboriginal programming that meets the training and cultural needs of 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.

KEY PERFORMANCE INDICATORS

• Number of courses provided on-line and corresponding number of students experiencing e-learning
• Number of new programs developed and number of graduates
• Number of customized programs with industry/business/Aboriginal and corresponding number of graduates, graduate rates
• Percent of graduates enrolled in further education within one year of graduating
• Number of co-ops and practicum placements
• Establishment of an international affiliate/satellite

STRATEGIC PRIORITY 5
FISCAL SUSTAINABILITY, ACCOUNTABILITY AND
EFFECTIVE MANAGEMENT

16 | STRATEGIC PLAN STRATEGIES KEY PERFORMANCE INDICATORS

• Ensure prudent fiscal management and budgeting through constant attention to • Annual audited financial statements
finances and operations.
• Balanced budgets, annual operating expenditures not to exceed revenues
• Accountability, transparency and reporting of finances and operations.
• Annual budget and comparisons of actual results to budget and explanation of
• Develop and implement a long-term capital plan for MITT, including prioritization material variances
of capital projects.
• Annual Report on finances and operations, including highlights from Management
• Housing and residence development and assistance for international and out-of- and reporting of key performance indicators and trends
city students.
• Development of a long-term capital plan
• Alternative revenue strategy for growing revenues outside of annual, stable core
funding from the Province of Manitoba. • Percent of out-of-city students assisted in finding accommodations near place
of study
• Develop a Foundation strategy to attract and receive funding for scholarships,
bursaries and other types of student support from organizations and individuals • Development of a Foundation strategy
in the community and alumni from around the world.
• Level and growth of alternative revenues

17 | 2015-19

SUMMARY

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 an important filter for actions and activities undertaken at MITT. We are
truly excited about the journey and MITT’s position as a unique technical education and
training model and an enabling pathway to employment or to further education.

MITT.CA

Henlow Campus Pembina Campus Fultz Campus Erin Campus 14 Fultz
130 Henlow Bay 1551 Pembina Highway 7 Fultz Boulevard 609 Erin Street 14 Fultz Boulevard
Winnipeg, Manitoba R3Y 1G4 Winnipeg, Manitoba R3T 2E5 Winnipeg, Manitoba R3Y 1G4 Winnipeg, Manitoba R3G 2W1 Winnipeg, Manitoba R3Y 1V3
phone: 204.989.6500 phone: 204.989.6566 phone: 204.989.6500 phone: 204.989.6434 phone: 204.989.6508