Start here to get there

A five-year plan for progressive change, innovation, and inclusion.



Group photo of students standing in front of Henlow campus building.

Message from the Chair & President and CEO

Reflecting on the time between our previous five-year strategic plan and now, response to change has been the pervasive theme for the Manitoba Institute of Trades and Technology (MITT). Industry and government have referred to us as nimble. That quality allows us to anticipate and react quickly so we can always be at our best. It is also why students, staff, and partners put their trust in MITT.

We will continue to forge and deepen the relationships necessary to provide our students the best possible education and career prospects at graduation. We will continue to develop opportunities for our students and staff through key institutional partnerships and innovative thinking. We will challenge ourselves to incorporate new technologies and new ideas into every aspect of our operations so that our students, our staff, and key stakeholders see us as their learning partner for life.

Our vision is to be an inclusive bridge to success, providing practical, timely, and career-focused education and training for students and contributing to the economic, social, and technological progress of Manitoba.

During the next five years, we will measure our success, adapting as we go, as we have always done, so that we continue to be market-driven and bridge our students to success.

Ken Webb, P.Eng.,

Chair, MITT Board of Governors

Ray Karasevich, EdD,

President & CEO

MITT Today

Our team has worked incredibly hard since 2015 to get where we are today: a small, dynamic institution, which acts as a hub for practical and industry-infused education, training and lifelong learning.

Culinary Students prepping food in a restaurant kitchen setting.

30+ programs

Students posing for camera at the MITT Convocation ceremony.

17% of domestic students identify as indigenous

CAD students sitting in their classroom chatting with their teacher.

$37M budget

Three MITT students standing in front of the Henlow Campus building.

4,000 students

90%* student satisfaction rating

*Results from 2019 Metric Marketing survey of more than 1,500 MITT alumni.

The Strategic Planning process

Welding students standing at a table welding a piece of metal.

Everything we do at MITT begins with engagement of our partners and our stakeholders. They are the engine and the end goal driving our ambition these past 40 years so getting their input on where we are at today and where we can go, together, was essential to our planning process.

MITT engaged students, staff, industry and community partners, alumni, and its Board of Governors in a series of consultative activities—interviews, surveys, focus groups, and town halls—in early 2021.

The result was a comprehensive picture of how mitt operates as both an institution and learning community.

Results from community engagement process

What students had to say

Welding students standing at a table welding a piece of metal.

Here are some of the highlights of what students value most about their MITT experience:

  • The practical and career-focused education programs we offer.
  • The ability to develop skills they need to start their careers, learn or upgrade a specific skill, and learn about new and interesting ideas and concepts in their fields of study.
  • The confidence they gain in their respective career futures by attending MITT.
  • The short and focused programs MITT offers.
  • A desire from many international students to stay in Canada upon completing their studies at MITT.

What staff had to say

Hairstyling students watching their instructor working on a Mannequin.

Highlights from our employee feedback sessions include:

  • Staff overwhelmingly embrace MITT’s entrepreneurial and fast-paced organizational culture.
  • Staff have more experience today working with international students on a regular basis.
  • A critical need to acquire advanced management information systems and employ more data-driven institutional planning to support our continued success.
  • A strong commitment to continuously improving MITT’s equity, diversity, and inclusion (EDI) initiatives.

What industry and partners had to say

Graphic Print and Design students sitting in their classroom, working at their computers while the instuctor is teaching the class.

Here are some of the highlight areas from our industry consultation:

  • They have a high degree of satisfaction with their relationships with MITT.
  • They favour MITT students for work practicum placements, and MITT graduates for jobs, due to their strong career-focused education and employment-ready skills.
  • They are experiencing a rapid shift in their respective industries due to the digital revolution facing society.
  • They want to employ more underrepresented individuals from populations, including Indigenous Peoples and women in the trades and information technology fields.

Strategic themes

The five strategic themes guiding our actions throughout the lifespan of our strategic plan reflect feedback from stakeholder communities and support its mission, vision, values, and institutional mandate. They are also based upon our proven strengths and areas we know we can and need to build upon to maintain and further our reputation as a school providing world-class career training.

Each theme includes an overarching strategic objective with its own series of key performance indicators (KPIs) to track progress.

Industry Driven Student Focused Pie Chart
  • Focus areas:

    • Lean into technology program development
    • Augment traditional trades education with digital materials
    • Continue to build Indigenous partnership programs delivery model
    • Expand MITT learning on-ramps
    • Build collaborative learning commons and collision spaces
  • Focus areas:

    • Expand student financial, academic and social supports
    • Enhance lifelong student engagement strategies
    • Invest in technology to enhance student experience
    • Diversify international student recruitment
    • Continuously improve institutional equity diversity and inclusion (EDI) initiatives
  • Focus areas:

    • Further develop MITT’s collaboration channels
    • Promote shared-value engagement with all orders of government
    • Establish Indigenous Advisory Circle
    • Enhance MITT’s industry market intelligence
  • Focus areas:

    • Encourage staff wellness
    • Develop leaders at all levels
    • Ensure competitive compensation, benefits, and workplace policies
    • Support all staff to increase intercultural awareness and competence
    • Preserve MITT’s unique culture as an entrepreneurial learning organization
  • Focus areas:

    • Diversify income streams
    • Invest in improved management information systems and data-driven institutional planning
    • Develop a Green MITT strategy to accelerate sustainable campuses
    • Create primary surpluses to invest in strategic priorities
    • Empower capital planning and learning infrastructure renewal at the program level


Through hard work and innovation MITT is now recognized as a highly reputable, successful post-secondary institution across Manitoba, Canada, and beyond, but our goal is to be recognized in more places around the world as a world–class training and educational institute.

We are confident that our plan to focus our efforts in the coming years to excel in the five key areas contained in this strategic plan will lift MITT to the next level of excellence. It will guide us to provide more exceptional career opportunities for our students. It will help garner the respect and appreciation of those who rely upon us to send out highly trained, job–ready students into the world in an ever-widening growing range of industry fields.

Students, parents, educators, MITT staff, industry, partners, stakeholders, Indigenous leaders and innovators, communities and government: we invite you to join us on the exciting journey that lies ahead.