Professional Documents
Culture Documents
COLLEGE
Business Plan
2007–2008
DRAFT
Futurebound
Mission and Vision
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Academic Framework
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Academic Framework
To advance our mission, Centennial College strives to adhere to the
following principles:
Commit to Student Success: We foster excellence in our students and
employees by providing an equitable foundation that values their
experiences and unique needs. We engage and support learners in
attaining clear, high standards so that they emerge from Centennial
College positioned for a successful career.
Commit to Access: We support broad access to a college education by
providing clear pathways and supports to meet the requirements of post-
secondary programs.
Pursue Excellence: We pursue excellence as a learning organization
through innovation, applied research, critical analysis, rigour and currency.
Be Inclusive: We offer a distinctive, inclusive educational experience that
builds on a foundation of global citizenship, social justice and diversity.
Integrate Technology: We are guided by the needs of learners and the
learning organization in our use of technology.
Promote Communities of Learning: We are committed to creating
communities of learning through reflective practice, continuous
improvement and lifelong learning.
Encourage Partnerships: We encourage sustainable relationships that
enrich student learning, augment job readiness, and provide our
graduates with the knowledge and skills to succeed in work and society.
We seek a range of partners who are sensitive to socio-cultural needs,
support our institutional objectives and contribute to our community
development goals.
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Statement of Diversity
Our commitment:
• A safe, secure, inclusive and accessible
environment for learning, teaching and working
• Curriculum and instruction that reflect diversity
and promote equity and inclusion
• Equitable and accessible opportunities for
student success
• Building knowledge and evaluating effectiveness
• Human resource management systems, policies
and practices that reflect diversity and promote
equity and inclusion
• Training and staff development in equity and
diversity
• Accessible and inclusive college communication
• Strategic engagement with diverse communities
• Relationships and partnerships that align with our
mission, vision and values
• Committing financial and human resources to
promote diversity, equity and inclusion
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Core Businesses
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BUSINESS
PLAN
INITIATIVES
2007–2008
Futurebound
Learning excellence
Signature Learning Experience
As part of our commitment to excellence, Centennial developed a Signature Learning Experience (SLE), designed to provide a
unique learning experience for our students and to distinguish Centennial College as a leading post-secondary institution. The
SLE will provide a holistic learning experience centred on diversity, social justice, environment and technology that will set
Centennial graduates apart and make them more employable and productive in the global work environment. A key component
of the SLE initiative is the exposure of Centennial students to a diverse environment that will enhance their educational
experience and provide opportunities for them to function productively in an international context.
To further the SLE objective, Centennial developed a general education course (GNED 500) containing SLE principles and
values. This course will be added to 5 programs in summer 2007, 21 programs in fall 2007 and an additional 42 programs in
winter 2008.
The promotion and support of diversity and social justice are central to the vision of the college; the SLE sets Centennial College
apart from the other community colleges because it helps students to reach their full potential. We believe that with our collective
ability to embrace change and leverage diversity through the SLE, Centennial College, as the oldest community college in
Ontario, will be a model for scholarly excellence, the promotion of social responsibility and the open exchange of ideas.
Related Strategies
Offer a unique learning experience that will distinguish Centennial graduates in the workplace in Ontario, Canada and the world;
Create a college environment that will support SLE and develop the college community on SLE principles
The use of technology in today’s classroom has necessitated a paradigm shift in instructional methods in order to meet the
demands of employers in an increasingly technological workplace. In keeping with this trend, Centennial encourages faculty to
integrate Web-based learning components such as Blackboard into the management of course materials.
The college supports faculty to engage in collaborative research activities to enhance instruction through applied research. In
pursuit of this objective, Centennial will institute an annual college-wide research symposium in spring 2008. In addition, we will
develop a research portal to provide an accommodating environment for faculty to enhance their research productivity.
In November 2006, the new School of Hospitality, Tourism and Culture was announced; it is designed to meet the growing
demands of the industry for quality graduates and to offer our students a variety of program choices in these fields. Our new
school will introduce Delphi, a computerized booking system currently used by 87% of the world’s accommodation industry. New
international institutional partnerships for Culture and Heritage Tourism programs will give our students much-needed
international exposure to remain competitive and relevant in the global workplace.
Related Strategies
Align curriculum renewal and development with industry trends; Expand field experience opportunities for students; Use
technology to enhance effectiveness of teaching and learning; Expand applied research to enrich teaching and learning;
Establish a permanent applied research capacity across the college
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Learning excellence
Increase program choice and availability
The development of new programs to meet the emerging demands of the workplace remains a top priority of Centennial
College. In fall 2007, ten new programs will be launched. These include two pre-apprenticeship programs in the School of
Transportation – Truck and Coach Technician and Automotive Service Technician – that are designed to address the
occupational needs of the transportation industry.
With the rising demand for continuing education (CE) in the GTA and surrounding areas, we will seek opportunities to make CE
more accessible by evaluating possible CE locations in the GTA and by facilitating a flexible schedule in the delivery of courses
to attract internationally trained immigrants (ITI).
We are also committed to increasing distance learning opportunities in the CE programs while providing an enabling
environment for the timely completion of studies through CE. With the creation of opportunities to bridge programs this year, we
aim to provide avenues for students to continue their studies at Centennial to achieve their educational goals and objectives.
Related Strategies
Increase the breadth of apprenticeship training offerings; Increase the choice of joint programs and articulations with post-
secondary institutions and professional associations; Expand program offerings in high-demand, career-specific areas
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Learning excellence
Prepare Centennial students for global workplace
The new Canadian University of Dubai (CUD), which started as a pilot program in fall 2006, offers both diploma and university
degree programs and provides students with opportunities to earn transferable credits to Canadian and other North American
institutions through special articulation agreements. By teaching at CUD, Centennial faculty from the Toronto campuses gain
invaluable international experience and exposure to prepare students for the global workplace.
Centennial’s partnership with Vinayaka Missions University in India has led to the establishment of Vinayaka Centennial
Business School (VCBS). In 2007, VCBS will offer a joint MBA program; students will complete their first year at VCBS in the
first year of Vinayaka’s MBA program and their second year in Toronto in one of Centennial’s post-graduate programs. An
important aspect of this program is that students will gain three months of work experience in Canada in their field of study.
With the increasing use of technology in the classroom, Centennial will ensure the use of the latest instructional technology –
such as Web-enabled learning-management and Web conferencing systems – on its international campuses as a course
management tool and means of instruction.
Centennial remains committed to cross-cultural interaction and improving the cross-cultural capacity of its faculty, staff and
students as an integral component of its international curriculum.
Related Strategies
Increase opportunities for international students to study at Centennial and for Centennial students to study abroad; Develop
partnerships with international educational institutions to provide a full roster of programming; Utilize Centennial faculty
members and management in international projects to enhance their diversity awareness and to provide them with
professional development opportunities
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Access and student success
Provide opportunities for under-represented students
Centennial is committed to providing a college education to students who otherwise would not have the opportunity to participate
in higher education. Our objective is to make college education accessible and affordable for under-represented students while
providing the support mechanisms they need to complete their studies. In keeping with our vision of “transforming lives and
communities through education,” we recently broadened the definition of under-represented students to include the following:
Aboriginal students; first generation (FG) students (students who are the first to attend higher education in their
family); students with disabilities; single-parent students; internationally trained immigrants; students from “at risk”
communities or low-income families; mature students
Centennial College does not have a significant Aboriginal student population at present. However we continuously explore
opportunities to expand our outreach to this community.
Building on our success from previous years, we will expand summer training for students from “at risk” communities.
Our first generation students pilot project is currently underway with an expanded scope, thanks to the additional funding from
the Ministry of Training, Colleges & Universities (MTCU). We will also be adding transition programs for students with learning
disabilities to help them achieve more success in their transition to college and work.
Related Strategies
Enhance community relations to support Centennial’s diverse population; Develop relationships with high schools to encourage
pathways for those students who might otherwise not enter post-secondary education
Related Strategies
Improve effectiveness of English language skills assessment and provide students with adequate support; Increase program
admission, transfer and graduation options; Introduce early intervention programs; Develop study methods and practices that
address the special needs of our diverse students; Strengthen curriculum for improved workplace preparation of students
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Access and student success
Help relieve financial strain on students
With a significant number of our students coming from low-income families, we are committed to provide financial support for our
students so they can afford a college education. To this end, we will continue to support FG students on campus through bursary
awards. In 2005–06 school year, 10 students were awarded $2,500 each toward their tuition. Additionally, we are engaged in a
unique project to identify FG students in two Scarborough-area secondary schools with a view to supporting their admission to
Centennial and providing bursary and academic support programs.
For the 2007–08 fiscal year, we have earmarked approximately $2.5 million for financial assistance to our students and have
also provided easy online access to the Ontario Student Assistance Program (OSAP).
We continue to develop new bursaries and scholarships to meet the specific needs of our students and to support new
enrolment.
Related Strategies
Maximize external bursary and scholarship opportunities to students; Develop bursaries that meet the special needs of our
diverse students; Enhance effectiveness of financial aid processes to ensure timely distribution of resources
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Student college experience
Enhance student experience
Students’ college experience begins with their application to Centennial College; therefore, effective communications with and
orientation of new students remain central to students’ academic success. This involves the comprehensive orientation of
students to the opportunities and services available on campus and the timely resolution of scheduling and transfer credit issues.
With the increased role of technology in post-secondary education, Centennial will make the myCentennial student portal more
creative and appealing with new, user-friendly features that allow for students’ creativity and ingenuity.
The Academic Information Systems (AIS) module, which has been instrumental in the free flow of information, will be improved
to include more functions through a version upgrade. Specifically, the payment options and the alternate offer function will give
students more flexibility in the use of the system. A full communications plan was launched with the introduction of AIS, and this
plan will be enhanced this year.
Centennial will continue to expand its services to students, faculty and staff with increased efficiency in admission and
registration, in responding to inquiries and in service delivery.
Related Strategies
Continuously re-engineer business processes to introduce new services and improve service quality; Provide range of service
options accommodating the needs of our diverse students; Enhance facilities, programs and opportunities in support of social
and academic integration of our students; Enhance supplementary student services; Use technology to increase service access
options and availability
Related Strategies
Create an inclusive learning and working environment that welcomes and supports differences; Develop a capacity to work
collaboratively with all members of the college community; Enhance our workforce to value and reflect the diverse communities
we serve; Use feedback mechanisms such as employee engagement survey (EES) for continuous improvement initiatives
Related Strategies
Implement a Centennial College Balanced Scorecard; Introduce a business process review aimed at continuous improvement;
Ensure integration of strategic goals and business plan and budget objectives with employee performance agreements; Assign
accountability at the senior management, school and program cluster level
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Organizational strength
Ensure strong recognition of Centennial College
A strong recognition often results in higher enrolment and funding opportunities. Therefore, Centennial will intensify its efforts to
develop strategies and communication plans that target specific market segments, with a view to achieving higher enrolment and
generating more revenues to support student success and quality of service. Furthermore, the college will use its improved
website to disseminate information about its programs and services and as an effective marketing tool to recruit students, faculty
and staff and attract partnerships and collaborations with outside agencies.
A major component to ensuring strong recognition is the continued exposure of the college to under-represented groups and the
general community through planned visitation events. Through these visits and contacts, Centennial will have a unique
opportunity to showcase its programs and facilities to prospective students and build meaningful partnerships with school
counsellors, parents and prospective students.
Related Strategies
Build and leverage equity and recognition of the Centennial College brand; Develop specific communication plans targeting our
priority market segments; Use the college website as an effective information and enrolment tool; Further develop and
implement recognition programs
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Organizational strength
Increase use of information analysis and planning in decision making
The Corporate Planning Office webpage has been improved with the addition of two features: a KPI reports section and a
program review section. Additionally, academic information has been added in the program indicators database to provide support
to the program review process.
The outcomes of the key performance indicator survey and the employee engagement survey have enabled the college to make
informed decisions in the past and will continue to play a crucial role in the decision making process. The college will evaluate the
results of the fall 2006 EES and prepare a list of recommendations to direct action for an improved workplace. Additionally, the
KPI survey remains a vital instrument in measuring institutional- and school-level satisfaction; the college intends to utilize the
outcome of the next KPI survey to augment student satisfaction.
By December 2007, Centennial will have implemented version 7 of the Banner system and approved a recommendation on a new
reporting solution.
We are about to complete a strategic space plan that will help us to manage our enrolment growth through better utilization of our
existing space and addition of new space where and when necessary.
An area Centennial will seek to improve this year is the enrolment management for CE and apprenticeship programs, which will
provide a viable basis for structured planning and budgetary projections.
Related Strategies
Improve reporting capability by enriching report content and responding more quickly to the need for information; Create a central
repository for college information; Use program costing for resource allocation and efficiency; Manage integrated planning cycle
for strategic, business, academic and enrolment plans; Evaluate results and report annually
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