Business Plan [PDF] - Centennial College | Community Colleges ...

CENTENNIAL COLLEGE Business Plan 2007–2008 DRAFT Futurebound

Mission and Vision Our mission is to educate students for career success Our vision is to transform lives and communities through learning

We support the career and personal development of our learners in every decision we make. We value and support one another in a process of continuous learning and improvement. We create a positive environment for effective learning within a context of global citizenship and social justice. We value the diverse profiles of our learners. Our curriculum, teaching and support services are characterized by knowledgeable and enthusiastic teachers, teaching strategies that suit learners’ needs and an atmosphere of dignity and mutual respect. We strive for excellence. Scholarly debate and applied research contribute to the quality and distinctiveness of our learning environment and advance our instructional and curriculum expertise. We encourage and engage in evidence-based deliberation with open minds in an atmosphere of mutual respect. We consult with and consider carefully the views of internal and external stakeholders who have an important perspective on an issue. We are accountable to our learners, our communities and the general public for the quality of the learning experiences we provide, for the resources we use and for the manner in which we treat all people. We build evaluation into all of our work so that we improve continuously. Academic Framework

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.

Statement of Diversity
Centennial College and its Board of Governors value and embrace diversity, equity and inclusion as fundamental to our mission to educate students for career success within a context of global citizenship and social justice.
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

Core Businesses
Centennial College provides its students with high-quality post-secondary education through relevant and accessible programs. Centennial offers its students the choice of one-year certificate, two-year diploma, three-year diploma and four-year degree programs. Centennial is organized into eight separate schools:
School of Academic Studies, Access Programs, English and General Education
School of Business
School of Community and Health Studies
School of Communication, Media and Design
School of Continuing Education
School of Engineering Technology and Applied Sciences (SETAS)
School of Hospitality, Tourism and Culture
School of Transportation
Centennial welcomes a diverse mix of students with varying academic backgrounds, including recent graduates of high school programs, students transferring from another college or university and mature students.
FUNDED POST-SECONDARY EDUCATION Apprenticeship is a proven, industry-based learning system that combines on-the-job experience with technical training. Apprenticeship in Ontario is the responsibility of the provincial government, which offers curricula in a variety of fields. Apprentices work with a qualified tradesperson until they pass the required exams and complete their workplace training. Apprentices then earn a Certificate of Qualification that allows them to work on their own. Centennial College provides a variety of apprenticeship training programs to Toronto communities in the fields of transportation and child and youth worker education. The college is also actively involved in delivering pre-apprenticeship training for students who need to upgrade their skills before they can enter an apprenticeship program. APPRENTICESHIP TRAINING

Core Businesses Centennial College provides training for literacy, ESL, numeracy and other skills necessary to prepare learners for career education or to assist them to enter or re-enter the workforce. Basic skills training focuses on goal-directed, learner-centred literacy training that helps learners acquire the essential skills necessary to obtain employment, enrol in further training or education or achieve personal independence. In addition, the college provides a variety of employment preparation services, including employment resource centres for youth and adults, job search workshops and one-on-one employment advice. BASIC AND ESSENTIAL SKILLS TRAINING While Centennial’s primary objective is to accommodate students from Ontario, the college also has an international strategy whereby it seeks global opportunities to enhance its reputation as a leader in education around the world. Centennial recognizes and values the unique contributions international students make to our diverse and multicultural community. The number of international students who have chosen to enrol in Centennial programs has increased significantly in recent years, and interest from international students continues to grow. In addition to making significant cultural contributions, international students tuition provides an important source of revenue for the college. The college reinvests this revenue to provide overall educational advancements and facility improvements. Centennial also seeks opportunities to support its internationalization strategy, which includes partnering with international public and private institutions to deliver applied education globally and locally. INTERNATIONAL EDUCATION

Core Businesses Centennial College provides part-time programs targeted to improve the skill levels of the workforce and prepare adult learners for the latest industry requirements. Lifelong learning is essential in our rapidly changing world. The School of Continuing Education offers the latest programs through progressive, collaborative teaching techniques and real-world practical experiences. The School of Continuing Education offers programs in business, communication arts, community and consumer services, engineering technology, health sciences and transportation, some leading to certificates and diplomas, others to external certification/qualification. CONTINUING EDUCATION In the corporate training area, we deliver to a wide customer constituency, both domestically and abroad. Our programs build on Centennial’s reputation of delivering applied skills–based programs to a diverse constituency. Our programs are taught by faculty with strong connections to industry. We offer a range of learning solutions to respond to client demand. CORPORATE TRAINING

BUSINESS PLAN INITIATIVES 2007–2008 Futurebound

Learning excellence Signature Learning Experience 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
GNED 500 implemented in 5 programs in summer 2007, 21 programs in fall 2007 and 42 programs in winter 2008
A full implementation plan created for the inclusion of GNED 500 in the remaining programs
Two speaking events facilitated per year
E-portfolio recommendations made and presented to stakeholders
Develop the GNED 500 course for phased-in implementation in all college programs
Promote GNED 500 across the college
Review schools’ academic plans and provide feedback about the integration of SLE throughout the curriculum
Implement a professional development program for all employees to better understand equity and diversity
Contact other educational institutions to investigate e-portfolio technology to be used in SLE
Planned Accomplishments Key Activities 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.

Learning excellence Enhance academic quality and occupational relevance Related Strategies Obtain official certification of programs by professional and industry associations; Implement faculty evaluation and administrative staff performance management; Enhance utilization of Program Advisory Committees
Improvements in KPI monitored and documented for the programs that have completed the comprehensive review process
Self-reflection completed by approximately two-thirds of full-time and half of contract faculty, with goals identified for continued development
Professional development availability for faculty increased
New myCentennial features in place in 2007
Number of partnerships in SETAS with industry and professional associations increased
Continue cyclical, comprehensive program review of 15 identified programs
Develop a policy on academic integrity and honesty
Engage in PD to assist faculty in maintaining expertise in their profession as well as in teaching/learning, curriculum development, cross-cultural awareness, and all diversity-related initiatives
Introduce new features into myCentennial student portal to give more ability to users
Create database of industry partners and professional associations in SETAS
Planned Accomplishments Key Activities Being aware of the importance of quality and relevance to our academic programs, we are committed to implementing a comprehensive program review that will enhance academic standards to prepare highly skilled graduates for the workplace. Our yearly and cyclical program reviews are designed to qualify learning outcomes and enhance students’ learning experience and success. While the yearly review addresses immediate issues, the cyclical comprehensive review, which occurs in a five-year circle, evaluates program performance in relation to stated target, goals and relevance using key performance indicators (KPI). We believe that academic integrity and honesty are fundamental values of teaching and learning and will therefore develop policies to ensure the continued adherence to these values by faculty, students, staff and administrators. In recognition of the fact that continuous professional development is essential for both faculty and institutional effectiveness, Centennial supports continued faculty growth through the self-reflective practice. This practice enhances the quality of instruction, ensures occupational relevance of our programs and sustains a culture of collaboration, applied research, scholarship and excellence. This year, more than two-thirds of faculty and almost half of contract faculty will engage in professional development (PD) to enhance the body of knowledge in their respective fields.

Learning excellence Enhance academic quality and occupational relevance 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
Blackboard used by 70% of faculty
First annual college-wide research symposium held in 2008
Research portal to assist faculty in research policy, grant application process, research methodology and research project management created
Delphi computerized booking system introduced and included in the curriculum
Volume of international partnership activity in the School of Hospitality, Tourism and Culture increased
Increase the number of faculty actively using Blackboard for classroom learning environment and content delivery
Support faculty in applied research activities
Expand external funding to support new applied research projects
Enhance industry and international connections in the School of Hospitality, Tourism and Culture
Planned Accomplishments Key Activities 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.

Learning excellence Increase program choice and availability 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
Launch of Bridging to Nursing, Advanced Care Paramedic, Business Foundations, Biomedical Engineering Technology, Software Engineering Technology, Health Informatics Technology, Integrated Energy Systems, Interactive Game Software Development, Wireless Communication Technology
Launch of Truck and Coach Technician and Automotive Service Technician pre-apprenticeship programs in School of Transportation for fall 2007
Number of ITI students who complete their studies at Centennial increased
Continue to develop new programs that meet industry demand and fit Centennial’s long-term vision and strategic directions
Seek to expand CE outreach by exploring off-site locations in the GTA
Identify more pre-apprenticeship program opportunities
Deliver different modes of CE courses (daytime, intensive) to meet needs of ITI students
Develop bridging programs and pathways
Planned Accomplishments Key Activities 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.

Learning excellence Prepare Centennial students for global workplace
Six courses per semester offered in India via Blackboard
Learning events organized through our Centre for Organizational Learning and Training for faculty and staff to explore impact of internationalization on curriculum
Two additional articulation agreements with international post-secondary institutions developed
International website with enhanced visuals and functionality
Implement Blackboard and WebFrog applications in the classroom in India and China
Continue to identify gaps in curriculum and enhance learning strategies to better support international students
Increase articulation agreements with post-secondary institutions in USA, Australia and India
Redevelop Web presence for international students
Planned Accomplishments Key Activities 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 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.

Access and student success Provide opportunities for under-represented students 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
Local Aboriginal communities consulted to develop strategies to support their needs
Youth program implemented in summer 2007, with at least 100 participants
A sustainable FG students strategy that includes community partnerships, outreach, responsive services and on-going support
Educational success of students with learning disabilities tracked and documented based on self-disclosure
Develop the Aboriginal students action plan
Expand free summer training to students from the Malvern, Kingston/Galloway and Scarborough Village communities
Continue first generation students pilot project to identify, attract and support students who are the first generation of their families to attend post-secondary education
Develop early intervention strategies for students with learning disabilities
Planned Accomplishments Key Activities
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.

Access and student success Provide opportunities for new immigrants Related Strategies Provide advice and counselling to new Canadians entering Centennial; Support and promote transfer credit recognition; Develop occupation-specific ESL courses and programs; Increase availability of co-op programs and on-campus employment to help new immigrant students gain Canadian work experience
FFTO accreditation pilot phase and phase 1 completed for 13 SETAS programs in 2007
Fast track/bridging programs launched in fall 2007 for:
Automotive Service Technician Pre-apprenticeship
Truck and Coach Technician Pre-apprenticeship
Massage Therapy Bridging
Number of new Canadians taking CE courses/diplomas/certifications increased
Implement the FTTO program
Participate in CIITE transfer credit project
Implement provincially funded pilot bridging program for ITI
Increase the number of articulation agreements with outside certification bodies to allow new Canadians to obtain industry-recognized certification through CE courses
Planned Accomplishments Key Activities We will create an enabling environment for new immigrants enroled in Centennial programs by providing advice and counselling to enhance their access to Canadian education. Given that a number of new immigrants admitted to our programs lack sufficient English language skills, Centennial is committed to the development of occupation-specific ESL courses and programs to improve retention and facilitate new immigrants’ timely graduation. Being aware of the benefit of such courses and programs to the new immigrant student population, the college will actively seek external funding for such programs. A major obstacle faced by internationally trained immigrants is the recognition of their credentials in Canada. To ease this problem, we will have more articulation agreements with independent certification agencies to effect certification through CE courses. Along the same lines, since new immigrants often lack the crucial Canadian experience needed to gain employment, Centennial will ensure that new immigrants get more opportunities for co-op and campus employment to satisfy this need. A key initiative to facilitate the success of new immigrants on campus is the implementation of the Fast Track to Technology Occupations (FTTO) program, which is a collaborative effort between Centennial and Sheridan College that is supported financially by the Ontario Ministry of Citizenship and Immigration. The increasing proportion of new immigrants in our student population makes this initiative an important tool for the academic success of new immigrants. Centennial also remains a lead college in the Colleges Integrating Immigrants to Employment (CIITE) initiative.

Access and student success Improve student success 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
Web-based language learning tool and Web-based language assessment tools launched in 2007 – 08
Comprehensive review of English and general education curriculum completed
Student success and retention within the college enhanced
Transfer credit database created to assist in the admission and retention of students
Student and graduate satisfaction increased
College-wide student success committee formed to create strategies and best practices for student engagement and success
Implement Web-based language learning technology for ESL learners and introduce a new Web-based language assessment tool
Undertake a comprehensive review of English and general education courses across the college
Develop a withdrawal/exit interview process and related tools to identify factors affecting retention
Continue the enhancement of the transfer credit process
Research best practices in the design of student orientation programs and develop a new college-wide student success plan
Planned Accomplishments Key Activities The annual and comprehensive reviews of programs are not only geared toward assessing program quality and relevance but also toward improving student success and retention. To improve retention and student success, Centennial is committed to providing assistance to students to help them adjust to the requirements of a college education and to persist to completion. Two such initiatives are the implementation of the Web-based language learning technology, which is specifically designed to assist ESL students to excel academically, and the development of an exit/withdrawal survey, which is aimed at improving retention. Additionally, we are committed to exploring new, effective models of student orientation programs that can form the basis for a successful college experience for new students. As a measure of institutional success, Centennial seeks continuous improvement in its KPI results in all areas of student and graduate satisfaction.

Access and student success Help relieve financial strain on students 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
$2,500 tuition bursaries offered to students in their first year
Access to student funding improved
New bursaries for School of Community and Health Studies students offered by fall 2007
Scholarships and bursary programs for new students expanded
Provide bursary support for youth from at risk communities program graduates wishing to enter Centennial programs
Implement FG student bursaries to help them afford college education
Enhance online capabilities for the distribution of all bursaries
Enhance fundraising and donor communications through key annual signature events such as golf tournament, awards evening
Support the MTCU’s student access guarantee
Planned Accomplishments Key Activities 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.

Student college experience Enhance student experience 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
New student orientation model recommended and implemented
New myCentennial features in place in September 2007
Banner 7 upgrade and knowledge transfer implemented by March 2008
AIS payment options and instructions to students expanded
Customer service improved, number of lost calls decreased and line-ups shortened
Research best practices and develop a new college-wide orientation model
Introduce new features into myCentennial, including the ability for users to create groups and personalize the look and feel
Upgrade Banner 7 with additional system functionality
Review and revise payment options in AIS
Expand the capabilities of alternate offer function in AIS
Develop a plan for renewal of the enrolment services call centre operations
Planned Accomplishments Key Activities 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.

Organizational strength Strengthen partnerships Related Strategies Continue to work in partnership with community organizations on program development and delivery
Community outreach improved through provincially and federally funded projects and programs
Pathways project with York region school boards implemented for 175 alternative education students in grades 9 to 12
Awareness of Centennial College increased and relationships with feeder schools deepened
Alumni success better promoted in college and community publications and media
Applied research activities with industry and community partners increased
Alumni mentorship program developed and new alumni newsletter expanded
Continue to play a leading role in the existing and new higher education programs, including youth at risk initiative, FG students pilot, CIITE, FTTO, Literacy and Basic Skills Program
Expand active participation in vocational/technical pathways projects
Guide the development, implementation and evaluation of relationship-building activities and conversion plans with top feeder high schools
Organize recognition events for donors, prospective donors and partners
Enhance relationship with our alumni
Planned Accomplishments Key Activities As one of the leading post-secondary institutions in the GTA, Centennial participates in a variety of partnerships to provide opportunities for its students, faculty and staff. At the student level, we continue to seek new opportunities to provide practical experience through co-op programs with area employers. Our strong partnership with MTCU, Colleges Ontario and industry also provides faculty, staff and the administration with opportunities to engage in collaborative research, to obtain funding and to enhance student learning and students’ experience. Centennial has participated in vocational/technical pathways projects through the Specialist High Skills Majors initiative and dual credit pilot programs. We plan to implement a similar pathways project with York Region District School Board in May 2007. This year, Centennial is partnering with Scarborough-area secondary schools to identify FG students in grades 10 to 12 with a view to encouraging them and their parents to consider post-secondary education at Centennial, making them aware of opportunities for financial support through bursary awards and of specially tailored mentoring and tutorship programs. Centennial is partnered with nine other colleges in the Colleges Ontario Industry Innovation Network to increase college-industry collaborations for innovation and technology transfer.

Organizational strength Develop an inclusive workplace 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
A healthy and safe learning, teaching and working environment for the Centennial community
More effective policy implementation to support equity and inclusion in Centennial College.
Four to six core leadership competencies that will be used for recruitment, training and development purposes
Career planning workshops in fall 2007
Employment opportunities workshops to increase the diversity of faculty hiring pool and Program Advisory Committee membership
Provide due diligence strategies and training to all staff on the prevention of workplace discrimination, harassment policy, emergency preparedness, violence prevention
Create central coordinating point for policies and procedures in the Office of Policies, Pathways and Grants
Develop a code of expectations for all employees to communicate the behaviours we expect to be demonstrated by all employees
Design and deliver workshops on employment opportunities at Centennial College
Planned Accomplishments Key Activities It is our objective to provide an environment that is enabling, inclusive and supportive for our students, faculty and staff. We are also committed to respecting and protecting the fundamental rights of each member of the community; Centennial does not tolerate discrimination on the basis of either race, colour, religion, ethnicity or national origin. With an equitable hiring process and outreach initiatives, we hope to attract diverse candidates for the vacant faculty and staff positions to support our diversity initiatives. We aspire to be a model of excellence for attracting and leveraging global staff diversity that truly reflects the character of our community. In an effort to consolidate the gains already made in this area, Centennial will develop and conduct workshops and establish a code of expectations for employees that expresses the values of our academic framework and statement of diversity. One of the major components of a strong diversity initiative is the development of a sound and viable policy that reflects the central mission and objectives of the college. This year, we will redesign and update our policies on diversity as an affirmation of our commitment to embracing a caring and just community.

Organizational strength Increase organizational capability through people development Related Strategies Develop leadership competencies to serve as the cornerstone of the leadership development program; Keep faculty and employees up to date on new technology and systems by providing training opportunities such as Web-based training and self-assessment tools; Provide programs and learning opportunities to foster and improve professional development
New professional development policy completed and communicated to the college
Coordinated program of leadership development introduced by offering two specific learning events related to competency development
Equity and inclusion retreat held in fall 2007
At least two professional development workshops and seminars conducted
Two business plan writing workshops conducted in fall 2007
College-wide scholarly activities symposium held in spring 2008
Review and update professional development policies and processes
Develop a program for leadership development for those in leadership roles, based on the Centennial leadership competencies
Design and develop a leadership retreat on equity and inclusion
Organize business plan writing workshops
Develop workshops, seminars, online tutorials, college-wide scholarly activities symposium
Planned Accomplishments Key Activities Centennial College encourages its faculty and staff to continuously challenge themselves through professional development and self-reflective practice and to engage in research and professional activities that enhance the body of knowledge in their respective areas of expertise. To this end, we plan to invite deans, chairs and coordinators to develop a process that will be useful not only in the recruitment of faculty but also in the training of diverse faculty members and in ensuring that faculty have the opportunity for development. An integral part of this effort is the concurrent development of a philosophy and guiding principle to support faculty and staff as they seek professional enhancement to augment their capabilities. As part of its resolve to improve organizational efficiency, Centennial will develop an overarching professional development policy and process to ensure continued growth and productivity of faculty and staff. Centennial will initiate two business planning workshops in fall 2007 for deans, chairs and directors to ensure a quality process and a final product that reflects the overall business priorities of the college.

Organizational strength Improve accountability within the college 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
Centennial Balanced Scorecard completed
Two additional processes reviewed in Learning and Resource Centre and Human Resources departments
Performance management plans evaluated to confirm integration of strategic plan, school business plan and budget goals
Attendance/disability management policies and procedures and medical accommodation policy implemented
Develop college-level and departmental-level Balanced Scorecard measurements based on BSC committee results
Continue to review two key processes every year to identify areas for improvement
Set, monitor and evaluate performance management plans based on connection to college strategies and plans
Complete the consultations with all stakeholder groups regarding attendance management and sick leave policies and procedures
Planned Accomplishments Key Activities Centennial College contracted a consulting firm to support the Balanced Scorecard (BSC) initiatives from last year. Four BSC committees were established to map four key business processes to identify opportunities for enhancement. During the final stage of this process, each committee developed several measurement indicators to feed Centennial’s Balanced Scorecard. With the full implementation of the Balanced Scorecard at all levels, we aim to assess performance at the various levels of the college, including the schools and departments, in 2007. The Earned Revenue Based Budgeting (ERBB) model was implemented in 2006. This system enhances accountability because it is based on a budgeting model that distributes the college’s operating revenues to academic programs according to the revenues each program has generated. The utility of this model stems from its ability to increase budget transparency, predictability, functionality and accountability. The evaluation of performance management plans in relation to their integration with the budgetary goals and business and strategy plans will strengthen accountability and ensure the implementation of the strategic goals and objectives vital to effective operation and management.

Organizational strength Ensure strong recognition of Centennial College 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
Our positioning, "The future of learning," and our vision, "Transforming lives and communities through learning," depicted in our actions and our interactions with the community
Centennial College’s recognition enhanced with guidance counsellors, students, parents and all key influencers
Recognition of schools’ brands increased
On-campus events held in May 2007, November 2007 and March 2008
Communications plans developed and implemented
Maintain competitive edge on website capabilities and functionality by building in industry best practices
Review and update school websites to reflect current programs and materials
Develop marketing initiatives to support all schools
Continue on-campus visits/events with TDSB and expand to York Region and First Nations community organizations
Develop and implement prospective student conversion program using email and web links
Launch new advertising campaign
Planned Accomplishments Key Activities 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.

Organizational strength Increase use of information analysis and planning in decision making 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
Recommendations and action plans for EES and KPI surveys established
Banner reporting capability enhanced with the implementation of the new reporting solution
Quarterly executive summary report completed by December 2007
2008 – 09 continuing education and apprenticeship enrolment budget targets prepared according to the new model
Evaluate EES and KPI survey results to direct action for improvement
Recommend a more effective reporting solution and implement it following the upgrade to Banner version 7
Develop a quarterly executive summary report that indicates college performance and integrate it with the BSC
Develop enrolment projection model for continuing education and apprenticeship programs
Planned Accomplishments Key Activities 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.

Resource development and financial stability Create additional revenue Related Strategies Create additional revenue by increasing apprenticeship activity, international education, ancillary continuing education and corporate training; Seek out external funding sources for relevant applied research grants
International enrolment and revenues increased
International student pool diversified by exploring new markets
CE revenue increased for 2007
Space utilization increased during the summer time with CE and contract training activities
Two applied research projects enter commercialization process
Revenue from fundraising activities increased to support key college projects
Strengthen international presence in Asia
Explore relationships in new markets: Russia, Nigeria, Brazil and Mexico
Develop and introduce relevant courses in all areas of CE
Offer daytime CE courses in summer semester
Identify educational outputs from applied research and scholarly activities that can generate revenue through marketable CE and corporate training activities
Renew college advancement function
Planned Accomplishments Key Activities With additional revenues needed to maintain high academic standards and improve services, Centennial College continues to seek avenues to generate revenues through international education, contract training, ancillary continuing education and partnerships in Canada and overseas. International education has been a major source of growth for Centennial. The international student population has increased significantly in the last four years, and we expect more increases in the coming years. We plan to increase our presence in several Asian countries, including Korea and Japan, and explore new opportunities in Africa, Russia and South America. As the demand for online education continues to grow, we plan to have three new online programs by March 2008 and increase extended learning activities in 2007 – 08. Additionally, we will develop online post-diploma and specialized programs to attract new students and increase enrolment. We will merge our international education, continuing education and corporate training activities under one leadership in order to share best practices and expand our business development success in international education to other areas. Our Advancement Office will be renewed with a specific focus on supporting key college projects.

Resource development and financial stability Achieve an annual balanced budget Related Strategies Ensure efficient, timely and transparent budgeting and reporting processes; Continue to invest in people, library resources, teaching laboratories, hardware and software to ensure that teaching facilities remain current; Provide a strategic investment fund in annual budgets
Operating and capital budgets concluded in timely manner to allow for effective implementation
Resource allocations made according to the strategic priorities of the college
Technology replacement plan completed by fall 2007
Financial contribution from continuing education courses improved
Continue to improve the budgeting process with contribution from budget holders
Continue to implement Earned Revenue Based Budgeting model and new capital space allocation methodology
Create a technology replacement plan in line with the new academic technology strategy
Increase class utilization in continuing education courses
Planned Accomplishments Key Activities We engage in sound financial practices through effective management of resources and efficient delivery of programs and services. In line with this commitment, Centennial has managed to achieve balanced budgets over the last five years. A crucial component of the balanced budget objective is the generation of new revenues to meet the challenges of achieving a balanced budget for the 2007 – 08 fiscal year. Additional revenues are expected from increased student enrolment on both the domestic and international fronts. Aware of the importance of capital projects in the continued pursuit of excellence, the college has allocated $8 million to capital expenditures. Of this amount, $2.4 million is dedicated to projects that will enhance academic quality, relevance and student success. Because of the urgent need to remain competitive technologically, an additional $3.6 million has been allocated to support technology infrastructure, hardware and software, including the version upgrade of our Banner enterprise system. A further $1.8 million is allocated to physical facilities maintenance and renewal. The remaining $0.2 million will be spent on safety/security and accessibility projects. The objective of achieving a balanced budget remains pivotal in all budgetary decisions, and Centennial is committed to sparing no effort in reaching this goal. Further commentary on 2007 – 08 budget is provided in the 2007 – 08 budget report document.

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