Table of Contents Message from the Chair of the Board of Governors ...... 1 Message from the President ...... 2 Section 1: Report on 2011/12 Goals and Performance ...... 3 ADVANCE STUDENT ACCESS AND SUCCESS ...... 3 Strategic Goals ...... 3 2011/12 Objective: Implement Strategic Enrolment Management ...... 3 INSPIRE EXTRAORDINARY TEACHING AND LEARNING ...... 5 Strategic Goals ...... 5 2011/12 Objective: Enhance Quality of the Learning Environment ...... 5 CHAMPION EMPLOYEE ENGAGEMENT ...... 7 Strategic Goals ...... 7 2011/12 Objective: Develop Organizational Capacity for Growth ...... 7 STRENGTHEN COMMUNITY AND INDUSTRY CONNECTIONS ...... 8 Strategic Goals ...... 8 2011/12 Objective: Community and Industry Partnerships ...... 8 BUILD SUSTAINABILITY THROUGH INNOVATION...... 10 Strategic Goals ...... 10 2011/12 Objective: Ensure Fiscal and Environmental Sustainability ...... 10 Section 2: Analysis of College’s Financial Performance ...... 12 Section 3: Subsidiaries and Foundations ...... 14 Appendix A: Multi-Year Accountability Agreement Report ...... 15 Appendix B: Audited Financial Statements ...... 16 Appendix C: KPI Performance Report ...... 51 Appendix D: Summary of Advertising and Marketing Complaints Received ...... 52 Appendix E: University Partnership Centre Report ...... 53 Appendix F: Board of Governors ...... 57 Appendix G: College Council ...... 58

Message from the Chair of the Board of Governors

On behalf of the Georgian Board of Governors, it is my pleasure to present the college’s 2011/12 Annual Report.

The Board’s Vision 2015 Strategic Plan provides the groundwork for an exciting and ambitious course of action in keeping with Georgian’s mission to “inspire innovation, transform lives, and connect communities through the power of education.” Since its inception in 1967, Georgian has earned an exceptional reputation within the communities it serves. We continue to strive to be a key contributor to the success of our communities and those who live and work in them.

As highlighted in this report, our uncompromising commitment to being a leading corporate citizen has resulted in numerous exceptional accomplishments in the past year. We are gratified to see the hard work of our employees and graduates has again been recognized from outside our walls. For the fifth time in 10 years, we have been named one of Canada’s Top 100 Employers in a nationwide competition sponsored by MediaCorp Publishing. We have also been named one of Canada’s Greenest Employers for three straight years; and, for the first time, one of Canada’s Most Family Friendly Employers. As always, the Board is delighted to acknowledge that such successes are attributable to the extraordinary abilities and dedication of all our employees. The college also earned the highest ranking in the world’s largest international student satisfaction survey, making international students at the college the most satisfied with their experience not just in , but worldwide.

Our graduates – more than 58,000 to date – are making their own contributions in many varied workplaces across Canada and beyond. They, in turn, are inspiring innovation and connecting communities. Many of them are running their own successful businesses and, in turn, hiring Georgian co-op students and graduates.

We are particularly proud of Business Administration alumnus Geoffrey Stephens who was honoured with a 2011 Colleges Ontario Premier’s Award this year past for his outstanding leadership and business achievements. He credits his education at Georgian College with providing him the skills he needs to thrive in the corporate world.

During my time on the Board I have witnessed first-hand the emerging mosaic of Georgian as the college welcomes a growing diversity of students, whether they be Aboriginal, new Canadians, first-generation post-secondary students, or international students. I am excited for the future as we anticipate a new generation of students who will redefine Georgian while also leaving their own mark on the world.

Charlotte Wallis Chair Georgian College Board of Governors

Georgian College, 1 Georgian Drive, , Ontario L4M 3X9, [email protected] Page 1 1

Message from the President

I am always eager to discover what our college community and our stakeholders view to be our strengths. During research for the revision of our corporate branding, unveiled this spring, we learned that Georgian is in fact valued somewhat differently than we thought. We asked students, alumni and community members how they perceive Georgian. We have always known that they see us as a friendly and supportive institution that cares deeply for our students. What they told us is that in addition, they view Georgian as a strong and leading force in their lives.

Students, parents, employers and community leaders all turn to Georgian for its leadership, its expertise and its extraordinary network of connections. They all said that Georgian is a powerful entity in their lives and the lives of others.

Georgian has achieved many significant accomplishments this past year. I am pleased to highlight some of our recent successes in this 2011/12 Annual Report.

For more than four decades, we have provided the communities that we serve with outstanding learning opportunities. More than 58,000 students have crossed over the stage at convocation and moved on to make their own mark in life. Our seven campuses are larger and busier than ever, with full- time enrolment of 11,000. As we move past the impact of the 2008 recession, I am proud to say that our students are better equipped than ever to tackle new opportunities and to move the Ontario economy forward.

Certainly, we have the strongest mix of faculty, support staff and administrators of any Ontario community college. As we head into 2012/13, Georgian students have before them an unprecedented range of learning facilities. We have opened the John Di Poce South Georgian Bay Campus in Collingwood. In Barrie, we opened the 172,000-square-foot Sadlon Centre for Health and Wellness in September 2011 and the Henry Bernick Entrepreneurship Centre will open in May 2012. All of these projects have been supported in various and important ways through generous donations from government, individuals and businesses. We are grateful for their continued confidence in Georgian.

Georgian’s values and achievements provide the foundation for our success in the future. Above all else, we will remain true to our legacy of powerful leadership in our communities and in the lives of our students.

Brian Tamblyn President and Chief Executive Officer Georgian College

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Section 1: Report on 2011/12 Goals and Performance

ADVANCE STUDENT ACCESS AND SUCCESS

Strategic Goals . Fulfill our student access mandate by strategically managing all enrolment growth in alignment with government priorities while balancing our financial, physical and human resources and improving student retention every year. . Understand and serve the changing needs of an increasingly diverse population of learners. . Expand academic pathways and alternative learning opportunities, including continuing education programming and technology-enabled learning. . Partner with a variety of universities to build on the mandate of the University Partnership Centre to increase academic pathways and expand the number of college and university degrees. . Partner with the Anishnabe Education and Training Circle to collaborate, articulate, nurture and advance targeted outreach and programming initiatives aimed at meeting the objectives of Aboriginal learners.

2011/12 Objective: Implement Strategic Enrolment Management

Initiatives Analysis of Performance Implement Banner The first phase of the Banner Relationship Management (BRM) software Relationship Management project was successfully completed and new student recruitment (BRM) software. campaigns were launched. The project is on budget and on schedule to significantly enhance the college’s enrolment management capabilities. Renew Georgian’s Web Progress was made towards modernizing the college’s web services. A Services strategies. new web platform was piloted and selected. A dedicated employee intranet was developed to enhance internal communication and document management and will be launched in 2012. Several college web pages were refreshed with the new Georgian brand. Planning is underway for an enhanced student intranet and integration of web services. Grow enrolment through new Thirteen new full-time programs were launched in 2011/12 and targets programs, student retention for both domestic and international enrolment were achieved and/or and international student exceeded. Efforts to grow international included hiring a new regional recruitment. manager for Latin America and developing several new partnerships for student recruitment and pathways in China. Articulations were implemented with Institutes of Technology Ireland, a consortium of 13 institutions. Enrolment for students of Aboriginal ancestry increased.

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Initiatives Analysis of Performance Anishnaabemowin as a Second Language program was developed as well as a partnership with Skills Canada, Beausoleil First Nation and Georgian for a one week learning camp at Georgian campuses for youth from Beausoleil. Georgian was awarded a pre-apprenticeship contract for Midland campus and the blended apprenticeship/diploma Cook level 1 program was reinstated. Develop long-range plan for Continued dialogue with the Ministry and community partners to University Partnership Centre. explore a long-term vision for degree studies in our region. A degree development plan was implemented and research completed to explore new college degree opportunities to complement the college’s program mix. Planned launch of new degrees in 2013 is on track. Open Centre for Health & The Sadlon Centre for Health and Wellness and John Di Poce South Wellness and John Di Poce Georgian Bay Campus were opened in fall 2011, and both projects were South Georgian Bay Campus. delivered on time and on budget. The profile of the John Di Poce South Georgian Bay Campus was increased through the development and implementation of the Community Advisory Committee, a Thought Leadership event and fundraising efforts of the campaign cabinet. Research was completed for new programs at the John Di Poce South Georgian Bay Campus. Continue outreach and meet The Postsecondary Education and Training plan goals and objectives the objectives of Aboriginal were met. Native Way training was delivered through facilitated learners while encouraging workshops internally with departments and schools. Aboriginal culture knowledge sharing. has been woven into college events, such as the sunrise ceremony at the opening of the Sadlon Centre for Health and Wellness, drumming at convocation on various campuses, the cenotaph dedication and the Aboriginal Authors’ event. An expanded Aboriginal Centre opened in the Sadlon Centre for Health and Wellness.

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INSPIRE EXTRAORDINARY TEACHING AND LEARNING

Strategic Goals . Advance our commitment to integrated learning by combining the best in-class, work-related and applied research experiences for our students. . Enhance interdisciplinary learning by exploring opportunities for students to study outside their specific program. . Foster innovative teaching practices and curriculum design through the orientation, development and engagement of faculty and staff. . Expand targeted alternative delivery options. . Focus on entrepreneurship, innovation and small/medium enterprise as a common Georgian learning experience through curriculum renewal. . Develop a philosophy of citizenry in our students through service learning.

2011/12 Objective: Enhance Quality of the Learning Environment

Initiatives Analysis of Performance Implement Entrepreneurship Two new Entrepreneurship programs were developed and approved for and Community Service launch in 2012 and plans were completed to open the new Henry Learning as signature learning Bernick Centre for Entrepreneurship. Georgian hosted a series of experiences. Thought Leadership community engagement events to explore the theme of entrepreneurship at all seven campuses. A framework and implementation plan for Community Service Learning was developed. Several pilots were launched and a number of initiatives across the college are currently underway. Grow OntarioLearn and online Georgian continues to grow online learning options for students with ten delivery. new programs developed for OntarioLearn. A strong focus on faculty training resulted in 28 faculty developing Georgian online courses for future delivery. Fifty-two faculty completed the Designing for Online Learning five-part series. Develop long-term plan for A multi-year plan for applied research at Georgian was developed and applied research. approved and all applied research initiatives are on track and on budget. Efforts to enhance visibility of the Centre for Applied Research and Innovation are underway with a new, more prominent, office location and marketing and communication materials under development. Enhance pathways and Georgian faculty participated in several provincial pathways projects and flexibility through common led initiatives for apprenticeship and dental and access to the Police courses and interdisciplinary Studies degree. studies. Georgian also participated in a provincial research project that focused

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Initiatives Analysis of Performance on the experience of students transferring to Georgian from other colleges and universities. Technology for classroom-to-classroom video conferencing was introduced at the John Di Poce South Georgian Bay Campus and will allow increased opportunities for the delivery of common courses to regional campuses. Action key recommendations A First Year Experience Committee was created to consider best from the Student Experience practices, recommendations and research and to approve the student Forum Report to enhance engagement index and related communication materials. student engagement, Dean’s Councils were established and an inventory of recognition events satisfaction and retention. is in process. Georgian participated in the Ontario Government co-sponsored International Student Barometer that measures the International student expectations and satisfaction in learning, academics, living, arrival and support services. Among over 200 participating institutions from 16 countries (including 10 Ontario colleges), Georgian received the highest international student satisfaction ranking. These results will be reviewed in parallel with the Ontario College KPI data to evaluate opportunities for continuous improvement in the delivery of programs and services to international and domestic students.

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CHAMPION EMPLOYEE ENGAGEMENT

Strategic Goals . Connect employees to our mission, vision, values and strategic direction. . Celebrate the contributions and successes of our employees. . Foster positive employee and labour relations. . Strengthen our workforce through diversity. . Promote the physical, mental and emotional health and wellness of our employees. . Enhance our culture through continuous improvement and lifelong learning.

2011/12 Objective: Develop Organizational Capacity for Growth

Initiatives Analysis of Performance Renew Georgian’s Human A new strategic plan for Human Resources and Organizational Resources strategies, policies Development was developed in consultation with stakeholders and staff. and procedures. Implement a Talent A Talent Management/Succession Planning reference group was Management Framework. established and a leadership capability model approved for the college, in alignment with recommendations from the College Employer Council. Plans are underway to institutionalize the new model, beginning with Administrators in fall 2012. Enhance leadership and A “Leadership Dialogue” series of professional development events was management development. aligned with strategic priorities. In addition, regular management update meetings were held to roll out policy changes and provide key updates. Georgian partnered with other colleges to offer a cost-effective three day development conference for new managers. Enhance employee The 2012 Employee Engagement survey was administered in engagement and capacity for February/March. The survey participation rate increased from 45% in change. 2009 to 54% in 2012. Employee engagement results increased slightly from previous years. Pre- and post-survey communication plans included consultations with various college stakeholders. Areas for actionable improvement were identified from the survey. Strengthen our workforce Georgian’s Employee Equity plan was approved by the Federal Contractor through diversity and ensure Program. Georgian launched a speaker series in March 2012 as part of Georgian is inclusive for all Diversity Week to focus on the theme of Respect. A Diversity and staff and students. Inclusion workshop was delivered to all managers as part of a Leadership Dialogue in February 2012.

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STRENGTHEN COMMUNITY AND INDUSTRY CONNECTIONS

Strategic Goals

. Act as a catalyst for community economic development across all campuses. . Expand our partnerships with business and industry to support student learning through work placements, applied research and innovation. . Define and communicate our value proposition and differentiation through a branding strategy. . Engage our students, employees, alumni, governors, partners, donors, advisory committees and other stakeholders as ambassadors and champions. . Strengthen our global connections through increased international recruitment and partnership development.

2011/12 Objective: Community and Industry Partnerships

Initiatives Analysis of Performance Complete the Power of Fundraising target of $4 million exceeded ($8.9 million raised). The Board Education Campaign and approved the continuation of the Power of Education campaign and new develop and implement a fundraising plan. New Board Development Committee established and new fundraising framework. actively engaged. Strategic plan for Alumni Association complete. Implement Community A new Community Advisory Committee model was implemented and Advisory Committee model advisory committees are now established at all Georgian campuses. and address themes Community Advisory Committees were actively involved in hosting the identified through Thought Thought Leadership community engagement events at each of Georgian’s Leadership. seven campuses. A website, email communication and binder summarizing Thought Leadership activity were created to communicate results internally and externally. Define mandate, strategies A review of Georgian’s regional campus model was completed and and programming for opportunities for improvement are being implemented. A consistent regional campuses. approach to centralized scheduling of regional campus space was implemented. A review of the student support model for regional campuses is underway. Develop plan for Georgian surpassed its target for international enrolment, increasing full- internationalization and time and co-op enrolment by 11.6%, from 466 in 2010/11 to 520 in partnership development. 2011/12. More than a dozen Memoranda of Understanding were signed with institutions in China with the objective of providing credit transfer for students from China to Georgian. A focus on recruitment in China and Latin America is increasing both international student enrolment and diversity/balance as it relates to country of origin.

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Initiatives Analysis of Performance Georgian continues to build intercultural competence and to provide effective orientation and support to international students. Various departments received cross-cultural communication training.

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BUILD SUSTAINABILITY THROUGH INNOVATION

Strategic Goals . Enhance financial sustainability through non-government and philanthropic sources. . Pursue an organizational effectiveness strategy to streamline our business processes, leverage technology and optimize our space utilization. . Strengthen Georgian’s position as the hub of post-secondary education in Central Ontario. . Promote environmental sustainability on our campuses and across our curriculum.

2011/12 Objective: Ensure Fiscal and Environmental Sustainability

Initiatives Analysis of Performance Continue to identify non- The Sadlon Centre for Health and Wellness campaign raised $13.5 government and philanthropic million and is on track to raise $14.2 million in total. The John Di Poce funding. South Georgian Bay campus raised 80% of its $750,000 goal and is targeted for completion in the summer of 2012. campus exceeded its $2.5 million goal. Georgian received $4.5 million in donations and pledges from four major donors. International business development activities gathered a net profit of $62,000 through two short-term faculty training programs. Kempenfelt Conference Centre exceeded its net revenue target. New product and marketing initiatives contributed to increased business. Streamline business processes Georgian launched an initiative to focus on college-wide business and leverage technology to process improvement initiatives. A Manager of Business Process reduce workload and ensure Improvement was hired in January and projects are underway to future sustainability. streamline processes that will free up operational capacity. Develop integrated planning The timing of the college’s annual planning processes was streamlined to processes. ensure the 2012/13 strategy map and business plan were approved earlier in the fiscal year. Promote a culture of financial Regular fiscal updates were provided at the Leadership Dialogues. accountability throughout the A new revenue allocation model was developed and presented to all institution. budget managers. Purchasing department has educated requisitioning staff on the requirements of the Purchasing Procedure/Procurement Directive. A procedure on Business Related Expenses was drafted for review by the Senior Leadership Team. The new agreement resulting from the request for proposals for credit and debit card services was completed and implemented in December

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Initiatives Analysis of Performance 2011.

Implement Year Two of Year Two objectives of the Environmental Sustainability Plan were Georgian’s Environmental completed, including: Sustainability Plan.  Annual waste audit performed with improvements noted in year-over- year landfill diversion.  New hydration station installed.  Sadlon Centre for Health and Wellness completed at LEED standard.  Worked with students to develop pedestrian- friendly master plan. Implement key initiatives to Developed a five-year financial plan in response to the fiscal challenges attain and maintain financial currently faced by the college. sustainability.

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Section 2: Analysis of College’s Financial Performance

GEORGIAN COLLEGE COMPARISON OF REVENUES & EXPENSES '10-11 TO '11-12

REVENUES 10- 11 11- 12

Grants Operating 70,854,884 69,168,568

Grants Capital - 340,900

Tuition and Other Student Fees 52,672,030 57,366,633

Ancillary 19,913,484 19,452,654

Other 11,468,676 17,766,064

Amortization of Deferred Capital Contributions 3,761,341 4,993,150

TOTAL REVENUE 158,670,414 169,087,968

EXPENDITURES 10-11 11-12

Salaries & Wages 83,040,401 86,909,152

Employee Benefits 15,952,344 17,299,576

Supplies 15,662,197 16,659,743

Utilities Maintenance and Taxes 9,372,959 10,878,689

Furniture and Equipment 3,564,217 7,851,678

Ancillary Services 6,670,987 7,015,748

Other Expense 13,552,278 13,587,599

Amortization of Capital Assets 7,900,152 8,760,077

TOTAL EXPENDITURES 155,715,536 168,962,262

SURPLUS / (DEFICIT) 2,954,878 125,706

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Comparison of Revenues 80,000,000

70,000,000

60,000,000

50,000,000

40,000,000

30,000,000

20,000,000 10-11 10,000,000 11-12 -

Comparison of Expenses 100,000,000 90,000,000 80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10-11 10,000,000 11-12 -

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Section 3: Subsidiaries and Foundations

IRDI Technologies Inc.: IRDI Technologies Inc. was involved in a contract with the National Research Council Canada to develop and modify a Nickel Vapour Deposition process to produce flexible thin wall tubes. This contract was completed as of June 30, 2006. To date there has been no additional activity in this Subsidiary. There is $100 of common shares issued to the college.

The Georgian College Foundation: The Georgian College Foundation is a non-profit corporation without share capital incorporated by letters patent under The Corporations Act (Ontario) on July 25, 1991, and prior to April 1, 2007 was responsible for long-term fund raising for The Georgian College of Applied Arts and Technology. Effective April 1, 2007, motions were passed by the Board of Governors of the college and the Board of Directors of The Georgian College Foundation for the college to assume the ongoing and future fundraising and philanthropic activities of the Foundation. The college will assume all of the Foundation’s existing and future property and assets, both realized and unrealized, in whole or in part, from time to time, when the assets, or any part of the assets can be transferred to the college without any adverse consequences to the Foundation or the college. In return, the college will assume all of the Foundation’s existing and future liabilities, both known and unknown. Also effective with this change, The Georgian College Foundation will be managed by a separate board under the control of the Board of Governors of the college. These financial statements will be consolidated with the statements of the college. The foundation continues to be active to capture any donations that may be bequeathed to The Georgian College Foundation instead of The Georgian College of Applied Arts and Technology.

Both the Subsidiary and Foundation are included in the Consolidated Financial Statements of Georgian College.

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Appendix A: Multi-Year Accountability Agreement Report

To be filed September 30, 2012 as per Ministry directive.

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Appendix B: Audited Financial Statements

Attached.

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Appendix C: KPI Performance Report

 Graduate Employment Rate: 2010-11 graduates six months after graduation  Graduate Satisfaction Survey: 2010-11 graduates six months after graduation  Employer Satisfaction Survey: Employers who have hired 2010-2011 graduates  Student Satisfaction Survey: June 2011, November 2011 and February 2012  Graduation Rate: Students who started one-year programs in 2008-09, two-year programs in 2007- 08, three-year programs in 2005-06, and four-year programs in 2004-05, and who had graduated by 2010-11 THIS YEAR: 2011-2012 KPI Survey Results Georgian Province KPI Measure KPI % change Provincial KPI % change from from Rank 2010-11 2010-11 Graduate Employment 86.8% +1.1% 7 83.0% 0.0% Graduate Satisfaction 80.4% -2.4% 7 78.9% -0.2% Employer Satisfaction 93.5% -0.3% 7 92.8% -0.4% Student Satisfaction 77.8% +0.6% 11 76.8% +0.7% Graduation Rate 62.6% +1.4% 21 65.0% +0.8%

LAST YEAR: 2010-2011 KPI Survey Results Georgian Province KPI Measure KPI % change Provincial KPI % change from from Rank 2009-10 2009-10 Graduate Employment 85.7% -1.4% 10 83.0% -1.8% Graduate Satisfaction 82.8% 1.8% 5 79.1% -0.7% Employer Satisfaction 93.8% 0.4% 12 93.2% 0.2% Student Satisfaction 77.2% -0.7% 12 76.1% -0.2% Graduation Rate 61.2% -1.3% 20 64.2% -0.9%

PREVIOUS YEAR: 2009-2010 KPI Survey Results Georgian Province KPI Measure KPI % change Provincial KPI % change from from Rank 2008-09 2008-09 Graduate Employment 87.1% -5.3% 5 84.8% -4.1% Graduate Satisfaction 81.0% -2.6% 10 79.8% -2.9% Employer Satisfaction 93.4% -0.9% 9 93.0% -0.3% Student Satisfaction 77.9% -2.4% 10 76.3% -2.1% Graduation Rate 62.5% 2.0% 17 65.1% 0.7%

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Appendix D: Summary of Advertising and Marketing Complaints Received

No complaints were received in 2011/12.

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Appendix E: University Partnership Centre Report

Established in 2001 and officially endorsed by the Ontario Ministry of Training, Colleges and Universities in 2003, Georgian College’s University Partnership Centre (UPC) has steadily grown and now enrols over 2,300 full- and part-time students. UPC’s mission is to provide learners with multiple pathways to degree and graduate studies through partnering with select universities, offering our own degrees in niche areas as well as graduate level certificate programs, and expediting transfer credit recognition through seamless pathways to degree completion and articulation agreements. The programs span across the social sciences and humanities, sciences, business and education at both the undergraduate and graduate levels.

In 2011/12, the University Partnership Centre partners included Central Michigan University, , , , University of Ontario Institute of Technology and . Georgian also offered three college degrees in 2011/12.

Institution Program Model Central Michigan Master of Arts in Education – All on campus; cohort model; part- University Community College concentration time weekends. Laurentian Bachelor of Arts: majors in Three year degree: all on campus; University Anthropology, English, Gerontology, four year degree: plus one year in History, Law and Justice, Political Sudbury; ENGL Major and HIST Science, Psychology, and Sociology Major: four year program on campus; PSYC Major: four year specialization on campus.

Bachelor of Business Administration All on campus.

Bachelor of Social Work Three years on campus plus one year in Sudbury. Nipissing Master of Education All on campus; fall, winter, spring University intake; part-time weekends. University of Registered Practical Nursing to On-site delivery 50%, distance 50%. Ontario Institute Bachelors of Science in Nursing of Technology University of Master of Social Work for Working All on campus; 16 months for BSW Windsor Professionals graduates; 32 months for other honours degree graduates; weekends plus internships. York University Bachelor of Education Consecutive All on campus. (primary/junior and junior/intermediate)

Bachelor of Science in Nursing Two + two. Georgian College Bachelor of Applied Business – Four year degree; all on campus. Automotive Management Bachelor of Applied Business – Golf

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Institution Program Model Management Bachelor of Applied Human Services – Police Studies

Georgian has 408 degree articulation and transfer agreements for 92 of the college’s programs.

# of degrees Georgian Program available Aboriginal Community and Social Development 4 Aboriginal Education – Community and Social Development 3 Administration des Affaires – Marketing Automobile 6 Advanced Care Paramedic 1 Advertising 9 Architectural Technician 2 Architectural Technology 2 Automotive Business 1 Automotive Business AND Business Administration 1 Automotive Business AND Business Administration 1 Aviation Management 4 Business 12 Business – Accounting 9 Business – Accounting (non co-op) 3 Business - Logistics 5 Business – Marketing 10 Business – Marketing (non co-op) 3 Business (non co-op) 3 Business Administration 19 Business Administration - Accounting 14 Business Administration - Automotive Marketing 9 Business Administration – Human Resources 9 Business Administration – Marketing 13 Business Administration AND Automotive Business 1 Business Administration-Accounting 1 Business Administration-Human Resources 1 Business Administration-Marketing 1 Child and Youth Worker 7 Civil Engineering Technician - Construction 1 Civil Engineering Technology 3 Community and Justice Services 1 Computer Programmer 4

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# of degrees Georgian Program available Computer Programmer Analyst 10 Computer Systems Technician - Networking 4 Culinary Management 5 Dental Hygiene 7 Design and Visual Arts - General 3 Developmental Services Worker 10 Digital Photography and Imaging 2 Early Childhood Education 7 Electrical Engineering Technician 1 Electrical Engineering Technology 4 Environmental Technician 1 Environmental Technology 6 Esthetician 1 Event Management 1 Fine Arts 3 Fine Arts Advanced 7 Fundraising and Resource Development 1 General Arts and Science (1 year) 1 General Arts and Science (2 year) 6 Goldsmithing and Silversmithing 1 Golf Facilities Operation Management 2 Graphic Design 4 Graphic Design Production 4 Heating, Refrigeration & Air Conditioning Technician 1 Hospitality Administration – Hotel and Resort 8 Hospitality Management – Hotel and Resort 12 Human Resource Management 3 Interior Decorating 1 Interior Design (2 year) 2 Interior Design (3 year) 4 International Business Management 3 Jewellery and Metals 3 Law and Security Administration 7 Law Clerk 2 Marine Engineering Technology 2 Marine Technology – Navigation 2 Massage Therapy/Massage Therapy Fast Track 4 Mechanical Engineering Technology – Automotive Manufacturing 8 Mechanical Engineering Technology – Automotive Products Design 6 Mechanical Technician – Precision Skills 2

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# of degrees Georgian Program available Office Administration – Executive 3 Office Administration – Legal 3 Office Administration – Medical 4 Opticianry 4 Paramedic 5 Pharmacy Technician 1 Police Foundations 8 Power Engineering Technician 1 Power Engineering Technology 1 Practical Nursing 6 Professional Golf Management 5 Protection, Security and Investigation 2 Recreation and Leisure Services 2 Research Analyst 1 Snow Resort Operations 6 Social Service Worker 9 Tourism and Travel 8 Tourism Management 10 Veterinary Technician 3 Web Animation and Design 2

Georgian tracks the number of students moving from Georgian to Laurentian’s BA, BBA, and BSW programs as well as to York’s BScN program. In the 2011-12 Fall and Winter semesters, 156 students from Georgian programs attended York’s BScN program, while 249 students from Georgian programs attended Laurentian’s BA, BBA or BSW programs.

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Appendix F: Board of Governors

Georgian College Board of Governors, 2011/12 Board Members Occupation Term of Office Brian Tamblyn President and CEO June 1999 – June 29/12 Georgian College Charlotte Wallis – Chair Regional Vice President Sept 1/06 – Aug 31/12 RBC Insurance Gwen Strachan – Vice Chair Retired Provincial Commander Ontario Sept 1/07 – Aug 31/13 Provincial Police W.R. (Bill) Van Wyck – Vice Chair Owner Sept 1/08 – Aug 31/14 The W. R. Van Wyck Group Limited Peter Craig – Chair, Finance and President Sept 1/10 – Aug 31/13 Audit Committee Healthcare Media Partners Brandon Lander (ex officio) Vice President, Administrative Services June 1999 – Present and Secretary-Treasurer, Board of Governors Georgian College Jamie Crichton Vice President, Finance Sept 1/08 – Aug 31/14 Elcan Optical Technologies Chris Gariepy Vice President, International Sept 1/10 – Aug 31/13 Marketing & Client Services Global Electric Electronic Processing Terry Heittola (academic) Co-ordinator, General Education Sept 1/06 – Aug 31/12 Georgian College Sandra Horney Director, Corporate Services Sept 1/09 – Aug 31/12 Simcoe Muskoka District Health Unit Stephen Junkin (administration) Registrar Sept 1/08 – Aug 31/14 Georgian College Pamela Krause Barrister, Solicitor, Notary Sept 1/09 – Aug 31/12 Tom McBride President Sept 1/11 – Aug 31/14 McBride Financial Services Inc. Shaun McCracken (student) Laurentian Bachelor of Administration Sept 1/10 – Aug 31/13 student and graduate of Georgian’s Professional Golf Management program Doug McKee Retired Vice Principal and Teacher Sept 1/06 – Aug 31/12 Peel District Board of Education Bruce Naylor Retired Executive Sept 1/11 – Aug 31/14 Tippett Richardson Limited Dale Plett Recreation Manager Sept 1/11 – Aug 31/14 Rama First Nation Debbie-Jane Stansfield (support Academic Officer, School of Business, Sept 1/09 – Aug 31/12 staff) Georgian College Lori McPhee (ex-officio) Executive Assistant to the President Oct 2000 – Present and CEO and Board of Governors Georgian College

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Appendix G: College Council

College Council met five times during 2011-2012. College Council approved procedures as appropriate and received and reviewed reports concerning various operations and initiatives, including the following (list not inclusive):

 Environmental sustainability  Capital projects (Sadlon Centre for Health and Wellness; John Di Poce South Georgian Bay Campus construction)  Fundraising and awards  Employee equity procedure  Employee engagement  Copyright procedure  Corporate branding project  Enrolment management reports  Key Performance Indicator (KPI) reports  Academic and administrator technology  Cell telephone  Financial reports and fiscal updates

Georgian College By-law No. 13 presents the purpose, composition, meeting structure, and chair role of College Council.

Georgian College, 1 Georgian Drive, Barrie, Ontario L4M 3X9, [email protected] Page 58 5 8