A business plan is a document that outlines the goals, strategies, and financial projections of a new or existing business. It typically includes sections such as an executive summary, company description, market analysis, organization and management structure, product or service offerings, marketing and sales strategies, and financial forecasts. The purpose of a business plan is to provide a roadmap for the business and to attract investors or secure funding.

1. CENTENNIAL
COLLEGE
Business Plan
2007–2008
DRAFT
Futurebound

2. 2
Mission and Vision
Our mission is to educate
students for career success
Our vision is to transform
lives and communities
through learning

3. 3
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

4. 4
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.

5. 5
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

6. 6
FUNDED POST-SECONDARY EDUCATION
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.
APPRENTICESHIP TRAINING
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.
Core Businesses

7. 7
BASIC AND ESSENTIAL SKILLS TRAINING
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.
INTERNATIONAL EDUCATION
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.
Core Businesses

8. 8
CONTINUING EDUCATION
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.
CORPORATE TRAINING
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.
Core Businesses

9. BUSINESS
PLAN
INITIATIVES
2007–2008
Futurebound

10. 10
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
Key Activities Planned Accomplishments
• 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
• 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
Learning excellence
Signature Learning Experience

11. 11
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.
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
Key Activities Planned Accomplishments
• 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
• 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
Learning excellence
Enhance academic quality and occupational relevance

12. 12
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
Key Activities Planned Accomplishments
• 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
• 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
Learning excellence
Enhance academic quality and occupational relevance

13. 13
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
Key Activities Planned Accomplishments
• 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
• 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
Learning excellence
Increase program choice and availability

14. 14
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
Key Activities Planned Accomplishments
• 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
• 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
Learning excellence
Prepare Centennial students for global workplace

15. 15
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
Key Activities Planned Accomplishments
• 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
• 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
Access and student success
Provide opportunities for under-represented students

16. 16
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.
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
Key Activities Planned Accomplishments
• 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
• 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
Access and student success
Provide opportunities for new immigrants

17. 17
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.
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
Key Activities Planned Accomplishments
• 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
• 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
Access and student success
Improve student success

18. 18
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
Key Activities Planned Accomplishments
• 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
• $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
Access and student success
Help relieve financial strain on students

19. 19
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
Key Activities Planned Accomplishments
• 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
• 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
Student college experience
Enhance student experience

20. 20
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.
Related Strategies
Continue to work in partnership with community organizations on program development and delivery
Key Activities Planned Accomplishments
• 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
• 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
Organizational strength
Strengthen partnerships

21. 21
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.
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
Key Activities Planned Accomplishments
• 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
• 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
Organizational strength
Develop an inclusive workplace

22. 22
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.
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
Key Activities Planned Accomplishments
• 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
• 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
Organizational strength
Increase organizational capability through people development

23. 23
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.
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
Key Activities Planned Accomplishments
• 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
• 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
Organizational strength
Improve accountability within the college

24. 24
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
Key Activities Planned Accomplishments
• 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
 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
Organizational strength
Ensure strong recognition of Centennial College

25. 25
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
Key Activities Planned Accomplishments
• 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
• 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
Organizational strength
Increase use of information analysis and planning in decision making

26. 26
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.
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
Key Activities Planned Accomplishments
• 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
• 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
Resource development and financial stability
Create additional revenue

27. 27
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.
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
Key Activities Planned Accomplishments
• 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
• 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
Resource development and financial stability
Achieve an annual balanced budget