Georgian College

Georgian College Strategic Plan 2022-2024 Booklet

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Page 11 of 13

12 Georgian Agile culture of innovation STRATEGIES • Model and support teams that are collaborative, digitally-enabled, open to experimentation and ready to embrace change • Empower students and employees to be changemakers SUCCESS OUTCOMES • Designed innovation management platform to jumpstart innovation programs* • Incentivized and rewarded innovative thinking and actions • Created agile/innovation leadership competency model, aligned with College Employer Council (CEC) framework* • Established Ashoka Changemaker Index baseline with targets to increase year over year Environmental accountability STRATEGIES • Model environmental accountability by achieving energy, water and waste targets • Take action to combat climate change and its impact as per the United Nations Sustainable Development Goals (UNSDG) SUCCESS OUTCOMES • Engaged the college community in the development and operationalization of college environmental sustainability plan by end of 2023 • Established efficiency benchmarks and targets with a focus on conservation Operational excellence and financial sustainability STRATEGIES • Ensure effective and efficient workflows and decision-making to enhance the student, employee and community partner experience • Guide college resources responsibly to ensure and model financial and operational accountability • Prioritize and implement campus facilities renewal projects by greatest impact SUCCESS OUTCOMES • Developed and implemented college leadership scorecard to focus and direct efforts on the most critical priorities • Continued to evolve and use criteria- based decision-making framework to assess investment opportunities; focused on strategic initiatives and longer-term financial planning • Re-balanced program offerings annually based on demand and performance results • Met or exceeded Ministry of Colleges and Universities (MCU) metrics for college- wide financial performance • Developed high-level facilities plan based on 5 to 10 year enrolment projections, strategic priorities and postsecondary system competitors with a focus on addressing deferred maintenance pressures and space inefficiencies by June 2022 STRATEGIC PLAN | STRONG FOUNDATIONS

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