2015-2016 Centennial College Business Plan
2015-2016
Centennial College Business Plan
Business Plan 2015-2016
1
Contents Executive Summary ...................................................................................................................................... 2
Commitment I: Bring the New Essential Skills to a Global Community ................................................... 4
Commitment II: Drive Innovation and Entrepreneurship ......................................................................... 5
Commitment III: Offer the Map and the Compass .................................................................................... 8
Commitment IV: Redefine the Relationship between Education, Experience and Employment ......... 11
Commitment V: Make a Bigger Promise to Students ............................................................................... 13
Commitment VI: Ensure Smart Stewardship and the Truly Sustainable College .................................. 18
Commitment VII: Lead the Conversation .................................................................................................. 21
Commitment VIII: Offer a Signature Employee Experience .................................................................... 23
Business Plan 2015-2016
2
Executive Summary Our 2015- 2016 Business Plan builds upon the strategic intentions set out in last year‟s Plan and
reported on in our 2014-2015 Annual Report, all of which are based on Our Book of Commitments,
Second Edition. Our initiatives also capitalize on bold new goals and opportunities identified
through the insight and dedication of our Board, employees, students and stakeholders.
Innovation remains a crucial theme, as does the commitment to enhancing the experience of all of
our learners, students, employees and employers, within and beyond the classroom locally and
globally. The enrichment of learning through technology is an ongoing priority, as is developing
and implementing effective metrics and processes to monitor and continually improve our efforts in
every way we can.
We will continue to reach out to the wider world – through initiatives in global citizenship and
education, enhanced partnerships with industry and community partners and by building our
brand, telling Centennial‟s unique story more effectively and powerfully as we prepare for our 50th
Anniversary celebrations in 2016.
Our Book of Commitments, Second Edition lays out a dynamic strategy that inspires and guides us.
This second Business Plan of the five year cycle demonstrates our collective passion and courage to
fulfill, enrich and expand on each of our commitments. This year, we will:
Bring the new essential skills to a global community by taking into consideration the changing
needs of our learner demographics, our industry sector partners, the evolving labour market and
the global economy. We will engage our students in experiential, work-integrated learning
wherever and whenever possible. We will enhance our efforts to produce graduates with the
essential skills they need to be effective, innovative and entrepreneurial employees and business
owners, as well as compassionate, engaged global citizens. We will refine the direction of our Office
for Global Citizenship, Education and Inclusion and create a College Global Citizenship and Inclusion
Educational Program. We will continue to open our doors to the world and provide opportunities
for more of our students and employees to experience that world.
Drive innovation and entrepreneurship by fully aligning Applied Research, Innovation and
Entrepreneurship Services (ARIES) (inclusive of the Applied Research and Innovation Centre (ARIC),
the Centre of Entrepreneurship (COE) and our new youth accelerator, ACCEL), creating system
efficiencies, broadening our capacity to provide concierge services to internal and external
stakeholders and strengthening the regional economy by supporting business productivity and the
creation of new jobs. We will further support our faculty and staff in their engagement in the
scholarship of teaching and learning to create even more impactful learning experiences.
Offer the map and the compass by continuing to provide a comprehensive choice of learning
offerings and pathways through our emerging Centre for Advising and Pathways. We will embrace
a developmental advisory framework to ensure that all of our learners, regardless of academic
history, entry points, or planned exit points, are fully supported for optimal, flexible engagement
and success. We will leverage technology in the learning process by increasing our delivery of online
and hybrid courses and by providing innovative solutions to increase recruitment, retention,
transition and ultimately, academic success.
Business Plan 2015-2016
3
Redefine the relationship between education, experience and employment by adopting an
Enhanced Program Advisory Committee model to optimize industry engagement. Our Career
Services and all Schools and relevant departments will continue to implement the Graduate
Employment Strategy and we will empower the new office of Strategic Initiatives and External
Relations (SIER) to catalyze and coordinate a system-wide approach to industry/community
engagement. We will build our Downsview Aerospace Campus and accelerate the future creation of
the Downsview Aerospace Innovation Research (DAIR) Hub.
Make a bigger promise to students by reinvesting in human resources to achieve academic and
service excellence by hiring 38 new full-time staff (12 full-time faculty, 14 full-time support and 12
full-time administrative staff) and by increasing sessional and part-time faculty salary rates by 8
percent as part of a broad strategy to enhance non-full-time Academic faculty compensation and
employment conditions. Through a culture of academic integrity and enterprise, we will ensure that
we obtain optimal accreditation results for all mandatory and voluntary external reviews, on top of
creating nine new programs. We will transform the School of Continuing Education, resulting in
academic school integration and a new customized approach to part-time studies and continuing
education. We will focus on programming that enhances mental health and well-being and we will
continue through the visionary leadership of our Board of Governors and Executive Team to invest
in major strategic facility plans and campus renovations, investing $23.3 million.
Ensure smart stewardship and the truly sustainable College by further integrating business and
financial planning processes to ensure efficiencies that will result in a projected budget surplus of
$2.1 million in the 2015-16 fiscal year. We will continue to move forward with the IMPACT campaign,
the College‟s largest fundraising effort in its history. With the help of well over 115 volunteers, -the
campaign will bring in an additional $7.8 million in cash and pledged funds to assist our students
through our scholarship program and the enhancement of our facilities. We will increase our overall
enrolments by 1.8%.
Lead the conversation by publishing innovative measures of economic and social impact and by further
supporting the timely use of paid and unpaid media and events to tell our story. We will build our capacity
as Centennial College ambassadors - ensuring that more of our voices and stories are seen and heard.
We will implement a broad-based public relations plan to leverage advertising with editorial content,
media coverage of events and programs to increase Centennial’s brand awareness.
Offer a signature employee experience by continuing to invest in our people. We will implement
training for all managers on mental health in the workplace under the new proposed standards for
providing a psychologically safe environment. We will offer a Leadership credential for our
employees inclusive of many of the opportunities we provide for our students.
As we all strive to fulfill our commitments to our community and to one another, we help our
students to fulfill their potential and their dreams. This year will be one of consolidation as well as
fresh vision and renewed drive to ensure that our learners and myriad partners continue to see
Centennial College as an international leader in post-secondary education and in global citizenship.
We are committed to finding solutions to our world‟s biggest challenges by ensuring that our
graduates are prepared for meaningful work and meaningful lives, and by providing an
environment where learners become leaders.
Business Plan 2015-2016
4
Commitment I: Bring the New Essential Skills to a Global Community Centennial College is committed in 2015-16 to building on the introduction, delivery and integration
of the new essential skills that were identified as central to our strategic plan - our Book of
Commitments, Second Edition and highlighted in our 2014-15 Business Plan, including global
citizenship, social justice, personal resiliency, collaboration, innovation and entrepreneurship within
an ethical framework of empathy, civility, and social responsibility.
We will continue to find new ways to embed these essential skills into the student experience, both
across the curriculum for all learners and by advancing initiatives in key co-curricular areas and areas
that increase global connections.
Priority Action 2015-2016 Performance Measure 2015-2016
Introduce, deliver and embed the new essential skills
Begin formal integration and evaluation of
new essential skills (NES) into existing
programs using the evidence-based
comprehensive program quality review
(CPQR) process
New skills and outcomes implemented in 25
programs undergoing CPQR
Identify and integrate NES into curriculum
for all new programs going through the
program innovation and development (PID)
process.
Relevant and appropriate NES embedded in
100% of programs going through review by
March 31, 2016
Promote awareness of library resources
concerning the NES through impactful online
Library guides
Three online Library guides developed and
posted by December 15, 2015
Deliver and evaluate one module of
GNED500 as a massive open online course
(MOOC) component
Report on MOOC participant survey findings
completed by March 31, 2016
Target a broader audience for NES EES One NES module created and delivered by
You-Tube by March 31, 2016
Expand outreach of and access to NES related
to Global Citizenship and Equity (GCE) to a
broader audience
75% satisfaction rates in student feedback
surveys of GNED500 online achieved, report
analyzing comparative findings of online and
traditional modes of delivery produced by
March 31, 2016
Business Plan 2015-2016
5
Priority Action 2015-2016 Performance Measure 2015-2016
Increase global connections for learners
Increase competency, experience and
awareness of global citizenship, social
justice and equity through GEO (Global
Experiences Opportunities)
GCELE (Global Citizenship and Equity
Learning Experiences) increased to 200
student participants, 60 staff members, 200
study board students
Integrate the new essential skills in co-curricular learning and student and community
engagement
Explore the development of a College-wide
creed that encourages reflective practice,
academic integrity, empathy, civility and
social responsibility
Creed developed and implemented
through broad stakeholder consultation by
August 31, 2016
Develop and implement the Co-op
revitalization plan
Co-op review findings widely shared,
revitalization plan developed in
collaboration with the three schools and
the Academic Excellence unit, co-op
curriculum reviewed, NES reflected in
course outlines and learning resources for
both diploma and degree programs by
March 31, 2016
Commitment II: Drive Innovation and Entrepreneurship Our second commitment is to bring the value of innovation and positive change into all aspects of
the learning experience. This involves equipping students with innovation, applied research,
entrepreneurship and intrapreneurship skills both inside and outside the classroom, and throughout
our educational service and support areas such as our libraries, Centre of Entrepreneurship, Career
Centre and Applied Research and Innovation Centre. We will work in collaboration with external
partners regionally and internationally.
We will continue to accelerate our institutional capacities in innovation, entrepreneurship, research
and the scholarship of teaching and learning. We will seek new ways to engage all of our partners,
including Alumni and those in industry, government and the community in order to build and
maintain a robust economy and a more just and inclusive society. We will use rigorous performance
metrics and reporting tools that seek to measure our impact, and help us to be more effective, more
innovative and collaborative.
Business Plan 2015-2016
6
Priority Action 2015-2016 Performance Measure 2015-2016
Equip learners with innovation and entrepreneurship skill and experience
Begin formal integration and evaluation of
innovation and entrepreneurship skills into
existing programs using CPQR process
100% of programs undergoing CPQR
identified to integrate entrepreneurship and
innovation skills, 30% of all programs have
experiential opportunities for students
related to innovation, entrepreneurship and
social enterprise, 10% of diploma and
advanced diploma programs have integrated
innovation, social enterprise and/or
entrepreneurship learning outcomes, all
CPQR reports include environmental scan and
action plans for entrepreneurship and
innovations skills integration
Identify innovation and entrepreneurship
skills and integrate them into curriculum for
all new programs going through PID
Innovation, social enterprise and/or
entrepreneurship outcomes embedded in
100% of new programs
Enhance library capacity to support/ facilitate
development of entrepreneurship and
innovation skills by initiating the first phase
of a makerspace service
First phase of makerspace, including 3D
printer and associated
technology/equipment, launched at one
campus library, report on utilization of 3D
printer completed by March 31, 2016
Strengthen institutional capacity in innovation, research, scholarship of teaching and learning and
entrepreneurship
Adopt sustainable scholarship framework
and develop school action plans
Action plans for building scholarship capacity
completed by March 31, 2016, repository of
baseline data (2010-2014) concerning staff
scholarly work completed by March 31, 2016,
50% of all degree faculty and 30% of full-
time faculty in advanced diploma programs
engaged in scholarly activities
Business Plan 2015-2016
7
Priority Action 2015-2016 Performance Measure 2015-2016
Expand capacity for scholarship 100% of new degree faculty are hired based
on revised job postings, Centre of
Organizational Learning and Teaching (COLT)
Annual Scholarly Report completed by March
31, 2016, Implementation Plan completed for
peer review journal by March 31, 2016
Renew and expand knowledge dissemination
efforts through research on global
citizenship, social justice, inclusion and equity
education
GCELE research project report published via
four major social media outlets
Increase faculty and staff engagement in
publication of Global Citizenship and Equity
GCE scholarly articles
50% of scholarly articles in the Global
Citizenship (GC) Digest are faculty authored,
redesigned GC Digest distributed via multiple
social media outlets
Strengthen our relationship with businesses, community and sector leaders and organizations
Revitalize Corporate Training Corporate training environment assessed,
new, focused approach to industry, training
delivery and client selection developed, new
marketing/brand presence developed
Drive the Alumni Directional Plan to expand
our reach within our Alumni Community,
through Chapters as well as other strategic
initiatives
Alumni Advisory Committee created, second
Chapter – School of Transportation – created
Expand our capacity in applied research, with
a dual focus on commercialization and social
innovation
Private sector commitments for innovation
and entrepreneurship increased by $1.6
million over three years, student and
faculty/staff participation in applied research
increased by 15% year-over-year
Grow our youth incubator/accelerator –
ACCEL – to enable more students, graduates
and their partners to create products, services
and approaches for economic prosperity and
social inclusion
60 youth-led businesses launched by March
31, 2016
Business Plan 2015-2016
8
Priority Action 2015-2016 Performance Measure 2015-2016
Design and pilot a soft-landing business
incubation program to reach out to
international alumni, to encourage ongoing
relationships and to increase connectivity
with offshore businesses and industries
Six soft-landed businesses successfully
incubated over an 18-month pilot period,
sustainability model built
Boost third-party certification by achieving
third-party accreditation for Centre of
Entrepreneurship by the Canadian
Association of Business Incubators
Centre of Entrepreneurship accredited by
Canadian Association of Business Incubators
by March 31, 2016
Commitment III: Offer the Map and the Compass Today‟s learner is on a unique path, and achievement takes many forms. We are committed to
fulfilling the bold promise of the Centennial College Centre for Advising and Pathways to making
learning even more accessible, achievable, relevant and portable for all of our students, across all
Schools and Departments.
Our 2015-16 initiatives aim for increased individualization of advising, continued leveraging of
technology in the design, delivery and management of courses and other tools and spaces for
learning, as well as the expansion of interdisciplinary activities. Consistent monitoring and reporting
will allow us to grow our support for students and educators alike, to celebrate our achievements
and to better understand and share best practices.
Priority Action 2015-2016 Performance Measure 2015-2016
Establish the Centennial College Centre for Advising and Pathways
Launch a Developmental Advising model
(including roles, professional development
and database procedures) for both generalist
and specialist advisors
Model incorporated in functions of all
advisors (including resources for referrals and
suggested guiding questions), professional
development framework created to build
capacity for development (including student
learning and development theories),
database to coordinate and store seamless
flow of information created
Support the roll-out of the Centre for
Advising and Pathways and intersections with
the advising model
Framework developed to define purpose,
roles and responsibilities
Business Plan 2015-2016
9
Priority Action 2015-2016 Performance Measure 2015-2016
Implement Phase 1 of the Centre for Advising
and Pathway‟s plan
70% completion rates achieved by students
in Foundations, and General Arts and Science
programs, Centre for Advising and Pathways
accessed by 5% of the student population
through advising
Meet student service requirements online
and face-to-face
20% of response rate related to service
satisfaction
Integrate Phase 2 of 2 of the Development
Advising Framework with the supports of the
"Centre"
100% of advising team oriented to
framework
Increase the number of new
pathways/articulations and number of new
industry/professional association partnerships
One new agreement with professional
association or industry partner developed per
school by March 31, 2016
Formulate omnibus agreements with priority
Universities for degree completion in
alignment with our provincial Strategic
Mandate Agreement (SMA) and programs
areas of strength
One university omnibus agreement
developed by March 31, 2016, two
Memorandums of Understanding (MOUs)
created with educational institutions with
our Centre for Advising and Pathways
repository
Enhance Learning Centre programming
within the Developmental Advising
Framework
50% students completed programming with
the Developmental Advising Framework and
continue on their model route
Make learning, credentials, skills and experiences more accessible and portable
Further develop programming for emerging
new occupations in alignment with areas of
program growth and existing strengths
Two new programs for emerging occupations
identified by March 31, 2016, four new
programs approved by March 31, 2016
Expand number of relevant degree offerings
based on Degree Decision-Making
Framework and SMA
One additional degree submitted to the Post-
Secondary Education Quality Assessment
Board (PEQAB), two program application
summaries approved by the Ministry
Continue to expand learning opportunities in
non-traditional sites within communities
Three programs identified and developed for
delivery at three community-based learning
sites by Winter 2016, two New Essential Skills
modules within two NIAs (Neighbourhood
Improvement Areas) delivered
Business Plan 2015-2016
10
Priority Action 2015-2016 Performance Measure 2015-2016
Leverage technology tools to design, deliver and manage learning and enhance decision-making
Increase our institutional delivery of
online and blended courses by
identifying, developing and evaluating
mode of course delivery using CPQR and
PID
Number of online or blended course
registrants, programs and courses
increased by 5%, year 1 of 3-year online
or hybrid implementation process
completed by March 31, 2016
Continue to build capacity based on a
sustainable E-Learning Developmental
Model
E-Learning Development Plan completed
by March 31, 2016, 25 E-Learning
Champions identified, 100% usage for e-
Centennial
Evaluate effectiveness of the technology-
enhanced learning experience and its
impact from the student perspective
Retention rates remain comparable
between the same courses delivered as
online or hybrid and face-to-face
Continue to strengthen digital library
collections with a focus on e-books and
streamed video
5% growth in digital collections (e-books
and streamed video), new library website
launched by March 31 2016, 40 new iPads
available, mobile "text" virtual reference
service through askON consortium
initiative launched Winter 2016
Create Communities of Learning to
support "learning for all" strategy,
explore concept of using the Libraries
web site as a portal or service site
Strategy and recommendations
developed in partnership with key
stakeholders drafted by December 2015
Create a second edition of Strategic
Technology Plan
Plan aligned to Our Book of
Commitments 2nd Edition developed
through an effective consultation process
Add new pages (Executive Dashboard
and Admission Live Dashboard) to the
newly launched Corporate Planning and
Institutional Research (CPIR) Dashboard
to enhance evidence-informed decision
making
Two new dashboard pages developed
and launched by Fall 2015
Restructure the Integrated Planning Tool
(IPT) with additional key planning
functions
Retention and Satisfaction metrics
included in IPT by Summer 2015, Risk
Registration Section included in IPT by
Fall 2015, user-friendly functions
enhanced by Summer 2015
Business Plan 2015-2016
11
Priority Action 2015-2016 Performance Measure 2015-2016
Support the development of the
Academic Resource Planning (ARP) Tool
specifically through enrolment planning
process
Enrolment planning process reviewed
and enhancements to ARP completed by
September 2015
Expand integrated and interdisciplinary programming
Increase student learning experiences
through the application of Framework
for Inter-professional/ Education
10 new inter-professional or
interdisciplinary activities integrated into
curriculum across schools
Expand programming that is integrated
and interdisciplinary
Minimum of four new programs have
integrated cross-school interdisciplinary
components, approval processes
completed and submitted to Credentials
Validation Service (CVS)
Commitment IV: Redefine the Relationship between Education,
Experience and Employment Our 2015-16 Business Plan focuses on initiatives that exemplify and expand on Centennial College‟s
established strengths as a partner with both industry and community and as an engine of excellence
and innovation in experiential learning.
We will cement our leadership in the creation of a rich cycle of learning and real-world application
through new projects that integrate work and learning. We will also continue to seek, identify and
create new opportunities in priority sectors for students before and after graduation.
Of course, student life encompasses far more than classroom and work experiences, and our 2015-16
initiatives include enhanced programs for peer engagement, leadership and service opportunities.
Business Plan 2015-2016
12
Priority Action 2015-2016 Performance Measure 2015-2016
Invest in meaningful industry and community relationships and expand experiential learning
opportunities
Develop and begin implementation of a
new academic Work Integrated Learning
(WIL) model
100% of new programs going through
PID have identified opportunities for
experiential learning, 100% of programs
undergoing CPQR process include analysis
of experiential learning opportunities in
curriculum
Implement new Program Advisory
Committee (PAC) model
100% of PACs revised with current
membership, two PAC recognition events
hosted across the institution by March 31,
2016
Enhance the academic components of the
Co-op Model
100% of WIL (Work-Integrated Learning)
experiences include learning outcomes
Identify priority sectors to enhance
industry relations and establish an
integrated system for maximizing
opportunities for industry engagement
and graduate employment
Priority sectors identified, industry
partnerships established and enhanced
across sectors, internal and external
consultations for the priority sector and
industry relations framework completed,
College-wide database created by March
31, 2016
Coordinate the implementation of the
Graduate Employment Strategy
Implementation plan delivered in
coordination with all departments and
schools, Career Services Departmental
Plan delivered in alignment with the
Graduate Employment Strategy
Implement Employer Engagement
Strategy for Career Services and Co-op
department
Work plan for Employer Relations staff
developed and aligned with strategy,
new employers registered on portal and
actively engaged with service increased
by 3%, Co-op placements across program
areas increased by 2%
Business Plan 2015-2016
13
Commitment V: Make a Bigger Promise to Students Centennial College has never shied away from making big promises to our students, who are at the
heart of everything we do within both the institution and the larger world. In 2015-16, we make and
deliver on new, bigger promises and focus on new ways to support existing commitments.
Academic integrity is a key promise for both students and faculty, as is enhances the quality of the
educational experience for all concerned. Responsiveness to the needs of all of our learners remains
a fundamental element of our plans. We will continue our efforts to engage meaningfully in all
areas of the learning lifecycle. This includes initiatives for improvement in areas from enrolment
services to capital investment in the physical environment, as well as easing barriers to student
financial assistance, health and wellness. We will further support the ability of students to fully
participate in conversations that are central to their success both at Centennial and beyond.
Priority Action 2015-2016 Performance Measure 2015-2016
Enhance the quality and integrity of the learning experience for students and faculty
Adopt a model of academic integrity Eight welcome back faculty meetings
integrating academic integrity held by
March 31, 2016
Further enhance the currency and
relevancy of programs using the revised
and embedded practices for effective
PAC management and recognition
75% of PAC respondents indicate
satisfaction with program currency and
relevance
Engage in ongoing accreditation and
external program review (required and
voluntary)
Six additional accreditations by external
bodies achieved
Improve student retention and
persistence
College-wide retention rates for students
advancing increased by 5% from
semester 1 Fall 2015 to semester 2 Winter
2016
Provide professional development
opportunities related to "high impact"
learning practices
10% of all faculty (N=46) enrolled in
professional development opportunities
related to "high impact" learning
Identify new accountability metrics for
the quality of the learning experience
and plot its effectiveness
75% of final semester student
respondents indicate satisfaction with the
quality of the learning experience
Business Plan 2015-2016
14
Priority Action 2015-2016 Performance Measure 2015-2016
Improve student retention and
satisfaction by creating a new section in
Integrated Planning Tool (IPT) to store all
submission data, streamline with Business
Planning Process and College-wide
retention strategies, including early
identification and predictive modelling
Planning cycle reviewed and streamlined
with Business Planning Process by Spring
2015, a new section, Retention and
Satisfaction, created by Summer 2015
Lead internationalization of learning environment within a framework for education, knowledge
capacity building, research dissemination and community outreach
Define our differentiated approach to
internationalization within the Global
Citizenship Equity and Inclusion (GCE & I)
Framework
White Paper created by March 31, 2016,
action plan completed for Phase 1 of
implementation of the GCE & I
Framework by March 31, 2016
Continue to integrate GCE learning
outcomes across programs using CPQR
process
96% of program offerings with GCE
learning outcomes integrated
Integrate GCE experiential learning
opportunities into curriculum with
formalized local community
organizations and participate in Global
Academy
100% of academic schools represented in
the Global Academy, two additional
community partnerships formalized
Increase engagement in GCE skills
acquisition for portfolio exemplars
50% of graduates indicate GCE skills
acquired on their LinkedIn Profile (i.e.
badges)
Increase dialogue on and understanding
of related issues
Two strategies per school to address
barriers impacting student success and
inclusive learning environments
developed
Expand the mechanisms that support
College's Education Plan across schools
100% of staff receive awareness training
on the issues of GCE & I
Business Plan 2015-2016
15
Priority Action 2015-2016 Performance Measure 2015-2016
Respond to the needs of our diverse learners
Complete GCE & I Framework and
implementation plan across all academic
schools and service departments
Three interventions and strategies
identified for each academic school and
service department for implementation in
2015-2016
Continuously and strategically invest in our environment and services
Continue to renovate the interior of our
campuses
Six general purpose classrooms will be
reconfigured to accommodate needed
increase in space
Renovate Dehaviland building at
Downsview Park to provide space to
accommodate increase in Aerospace
program, space for Bombardier training
and facilities that provide flexibility and
are built to today‟s learning and teaching
standards
Positive feedback from students,
community and industry leaders,
enrolment retention and growth in
program
Build a new residence at the Progress
Campus to address the declining
condition of the existing facility and the
increasingly inconsistent quality of off-
campus rental housing
Management of approved budget and
schedule
Initiate Feasibility Study for Dome Sports
Facility at Progress Campus
Feasibility Study and business plan
submitted by Fall 2015
Implement One Card Initiative that will
allow students or staff to user their card
for door access, parking, printing,
vending, meals, gym access and other
services
RFP issued, vendor selected, OneCard
office set up
Improve turnaround for development
and implementation of new and
renewing student bursaries and
scholarships
Additional Bursary Clerk added to
Student Financial Services (SFS) to
manage increased requests for new
opportunities, a 10% increase in
scholarship and bursary volumes achieved
Business Plan 2015-2016
16
Priority Action 2015-2016 Performance Measure 2015-2016
Banner utilization optimized,
Implementation of BDM (Banner
Document Management)
Paper student records reduced, continue
current paper forms integration with
electronic documents tied to the student
record and immediately available to
those authorized
Create new or improve existing Client
Relationship Management (CRM) solution
to fully manage the technology and the
integration with our communications
plan
CRM utilized and tied to communications
plan in Enrolment Services (ES)
Provide support for new Ministry and
Ontario College Application Service
(OCAS) initiatives (OEN and XML) for
future development of and
enhancements to QNomy, advising
strategy, counseling database, and other
strategic developments that connect with
the Banner Student system, implement
and roll out Banner XE Event, ES Systems
resource required by October 31, 2015
Additional ES Systems support provided
Implement the Mental Health and
Wellness Strategy
Deliverables implemented as outlined in
the strategy: An early warning system, a
policy and educational plan for universal
instructional design created, a protocol
for students in distress, crisis and
emergency, a procedure for supporting
students through addictions, a one-stop
mental health resource website and a co-
curricular learning objective framework
Establish the foundations for the co-
curricular learning environment, from
intentional objectives through to
assessment, where students are provided
with the "map and compass" for their
transition in, through and out of school
Framework and strategy launched,
including threads for various student
types and the new essential skills for
implementation in subsequent years
Business Plan 2015-2016
17
Priority Action 2015-2016 Performance Measure 2015-2016
Intensify efforts and significantly
contribute to the awareness of respect
and equity values of the College
In partnership with the Equity Office, the
needs for equity specific programming at
each campus were assessed by the
Student Relations office while programs
and initiatives were designed for each,
including a revised workshop and
seminar delivery process to ensure that
student attendance at active programs is
complemented by passive programs, a
series of new lunch and learns and
documentary days launched at each
campus. The Student Relations office also
leads revisions to policies related to
sexual assault and harassment, which will
be assessed through campus climate
surveys and focus groups
Review Student Relations operations Revised mandate and scope of operations
complemented by new branding
initiatives implemented by Winter 2016
Review Enrolment Services functional
structure, service scope, roles and
responsibilities
Revised Enrolment Services Structure and
new Registrar and Admission Manager
PDFs
Deepen our focus on the entire student life cycle
Connect with students at all three stages
in the cycle: Prospect, active student, and
alumni
Continue to enhance the College
website, program database and
myCentennial by March 31, 2016, online
social engagement increased by 2% on
key social media platforms
Continued development and
implementation of extended orientation
through the evaluation of Engagement
Week and its expansion
Three full and distinct Transition Weeks
for Fall and Winter Semesters defined,
planned and executed in 2015-2016
Assess and develop a systematic approach
to student involvement in feedback and
consultation
Student focus groups conducted and
recommendations developed into a
report to inform planning for the
transition in, through, and out, and
articulate how students can and should
be involved in further student life-cycle
planning
Business Plan 2015-2016
18
Commitment VI: Ensure Smart Stewardship and the Truly Sustainable
College Our promises to our students, employees and community extend to ensuring that Centennial is a
fiscally healthy institution that carefully and consistently plans for responsible and sustainable
growth into the future. We continue to focus on bringing our experience and best practices to the
world, and to bringing the best the world has to offer in socially and environmentally responsible
innovation to our students, educators and partners alike.
In 2015-16 we will build on last year‟s ambitious initiatives the areas of creating efficiencies,
environmental sustainability including waste management and leading edge transportation options
and of risk management. We will continue to shape rigorous models for monitoring and reporting
on our efforts both for our own improvement and to establish ourselves as a leader in these areas.
We will continue to accelerate our IMPACT campaign to raise $40 million in scholarships and
investments over five years.
Priority Action 2015-2016 Performance Measure 2015-2016
Generate revenue and attract more private sector investment
Increase overall enrolment by 1.8% (three
semesters)
Overall enrolment increased by 1.8%
(three semesters)
Increase the number of pathways and
Continuing Education (CE) enrolment
through a re-visioning process and
academic school integration
Minimum of one new integrated
pathway per school identified
Continue phase 1 and begin phase 2 of CE
Revitalization project with a focus on
program mix, delivery, service quality,
relevance and currency
50% of CE revitalization process,
including developed action plans with
recommendations completed by March
31, 2016
Diversify International Business
Development Portfolio in both the
Industry Sectors (specifically in
Automotive, Steel, Aerospace, Hospitality
and Tourism, Health Services and Security
Services) and the Geographic Locations
(specifically the Middle East, the Asia-
Pacific region, Australia, China, Africa
and South America)
Marketing material to assist with
diversification strategy created, revenue
increased 8.2% over 2014-2015 actuals,
profit contribution increased 10% over
2014-2015 actuals, five new contacts or
partnerships to advance International
Business Development‟s objectives
established and developed
Business Plan 2015-2016
19
Priority Action 2015-2016 Performance Measure 2015-2016
Generate revenue for ongoing financial
sustainability of International Education
Budgeted international enrolment
targets of 14,164 (Semester 1, including
5,105 English Language Learners (ELL)
and 9,058 Returners), struck a balance in
diversification of 33% India, 33% China
and 33% other regions, being mindful of
fluctuations in enrolment to mitigate
risk, armchair recruitment (Social Media
& Digital Strategies) to support
recruitment diversity increased, revenue
increased, risk management software
introduced
Target raise of $7.8M with respect to our
Impact Campaign
$7.8M raised in cash and pledged
revenue
Increase sustainability and generate efficiencies
Demonstrate the College‟s commitment
to sustainability by continuing to install
electric vehicle charging stations,
installing water fountains with bottle
fillers and enhancing the College‟s
recycling and solid waste management
program as per Ministry of Environment
Ontario Regulations 102/94 and 103/94 to
implement and maintain materials source
separation
Multi-year plan to make electrical vehicle
charging stations available in parking
areas at all campuses developed, plan to
replace all drinking fountains with bottle
filler stations developed, new
comprehensive recycling and solid waste
reduction management program
developed, marketed to stakeholders and
monitored and through waste audits as
per regulation
Provide additional prospect information
online, thereby reducing the amount of
printed material we produce and
distribute
Production of print publications such as
catalogs or calendars, Viewbooks and
others reduced by 3%, use of 100%
environmentally-friendly paper increased,
online program database enhanced to
ensure it provides a rich experience for
prospects, number of videos and
testimonials increased by March 31, 2016
Business Plan 2015-2016
20
Priority Action 2015-2016 Performance Measure 2015-2016
Create and implement phases 2-4 in our
Enterprise Risk Management (ERM)
Framework, a leading-edge risk
management protocol
All College managers consulted with to
finalize program/department/school Risk
Registers, first annual report on ERM for
Executive Team on key risks and
mitigation plans prepared for review and
approval, ERM report submitted to Board
of Governors, College managers
supported in the adoption and
application of the risk assessment process
for prioritized strategic and operational
risks, risk conversations held in all
programs/departments/school and
committee meetings, ERM Process
embedded within strategic and
operational planning and decision
making activities
Improve financial control functions by
creating a 5-year pro-forma budget
forecast tool with simulation exercises to
provide more accurate budget projection
and build in a program costing
methodology
5-year pro-forma budget forecast tool
created by August 2015, program costing
methodology built by Fall 2015
Research and consolidate background
and strategic information on government
policies, priorities, programs,
departments, influencers and key players,
to be shared with internal stakeholders
to inform and support decision-making
Environmental Scan and Market Research
Report completed by Fall 2015, declining
trend in CE enrolment stopped,
relationships with government ministries
and departments enhanced, framework
developed by March 2016, key
government priorities, policies and
programs (federal, provincial and
municipal) identified and aligned with
College strategic plan and sectorial
framework
Implement Single Sign-On / Identity
Management System
Infrastructure and applications
implemented to support the integration
of multiple systems requiring user
authentication, password policy created
Business Plan 2015-2016
21
Commitment VII: Lead the Conversation Centennial College has a unique and compelling story, and we are committed to telling it in ways
that reach beyond traditional communities and that will evolve and remain relevant and effective in
an ever changing and increasingly connected world.
Our 2015-16 initiatives in this area are multi-pronged, from paid advertising to increase visits to our
website, from ensuring that our students, faculty and staff are submitted for awards and
recognition locally, provincially, nationally and internationally to empowering the Centennial
community of employees, students, alumni, partners and governors to become ambassadors and
lead the conversation by sharing Centennial‟s best practices broadly.
Our forthcoming 50th anniversary provides an exceptional opportunity to tell our story, and we will
leverage events leading up to that celebration to further engage all members of our community.
Each component of this celebration will help weave an intricate picture that shows how Centennial
has become an economic and social anchor in the eastern Greater Toronto Area by continually
embracing changes in demographics, industry and technology.
Priority Action 2015-2016 Performance Measure 2015-2016
Build our brand and reputation as a global difference maker, leader and innovator
Create leading edge and unique
communication vehicles targeting all key
constituents locally and worldwide,
through advertising, digital/social media
and public relations
Top of mind awareness maintained
amongst prospective students and other
key stakeholders, measured through
proprietary research and other analytics,
unique visits to the College website
increased by 2%, created, published and
promoted 52 success stories annually to
celebrate the success of students,
graduates, industry partners, faculty/staff
& entrepreneurs
Develop and implement a broad-based
public relations plan to leverage paid
advertising with editorial content, media
coverage of events and programs and
recognition of awards and successes
Analysis following completion of the plan
conducted to assess increased awareness
of Centennial College programs
Garner recognition for Centennial's staff,
students and programs by submitting
nominations for municipal, industry,
national and international awards
New opportunities for award recognition
with industry explored and nominations
for municipal, provincial, national and
international awards submitted
Increase Centennial College's brand
presence in the vicinity of its four
campuses
Increased visual signage through renewal
of existing signs and new and innovative
signage
Business Plan 2015-2016
22
Priority Action 2015-2016 Performance Measure 2015-2016
Celebrate Centennial‟s 50th anniversary
with a signature “Shark Tank” pitch
event engaging alumni, students,
employees, partners and the community
Inaugural pitch event planned and
successfully conducted in 2015-16
Celebrate the 50th Anniversary of
Ontario's first College through a series of
initiatives and events which tell the
Centennial story
A plan of action for a series of initiatives
and events designated by schools and
departments across the College
completed in 2015-16
Update the branding to recognize the
50th Anniversary for Centennial College
The College's anniversary branding will
be prepared to be reflected on
Centennial's properties, including print
and online publications, SWAG and other
items for the start of the anniversary year
Share Centennial's best practices in
Institutional Research and Planning
functions in Provincial committees
Two best practice presentations
conducted at national and provincial
conferences by March 31, 2016, lead role
in Provincial committees taken by Fall
2015
Foster growth of the priority sectors for
Centennial College and lead the
conversation
Downsview Aerospace Innovation
Research (DAIR) consortium formalized
by Summer 2015, Aerospace Innovation
Centre designed by March 31, 2016,
Aerospace Hub funding sources
identified and formally engaged by
December 2015, Cybersecurity Centre of
Excellence working group created by Fall
2015, business plan for a Cybersecurity
Centre of Excellence presented for
approval to executive team by March 31,
2016
Business Plan 2015-2016
23
Priority Action 2015-2016 Performance Measure 2015-2016
Continue implementation of Recruitment
Revitalization Strategy to increase
enrolment of non-direct and direct
applicants via a strategic approach to
recruitment
Contact with top Feeder Schools and
prospects through social and print media
enhanced (Print-On-Demand using
TypeFocus explored), number of inquiries
and leads from top feeder schools
increased by 5%, applications increased
by 2%, enrolment from top feeder
schools increased by 2%, use of social
media increased and enhanced through
several social touch points encouraged
and utilized by the Digital Student
Engagement Recruiter, new initiatives
including virtual class visits, virtual
education fairs, blogs and high use of
Facebook, Twitter, Instagram, Google+
and others explored
Commitment VIII: Offer a Signature Employee Experience The efforts we make to fully engage and support our students must be matched by the
engagement and support of all of our employees if Centennial College is to sustain our standards of
excellence into a productive and innovative future. Our 2015-16 initiatives continue our investment
in providing leadership, learning and growth opportunities for everyone.
Specific initiatives will also focus on making our work environment as healthy, safe and inclusive as
possible.
Priority Action 2015-2016 Performance Measure 2015-2016
Engage our people by fostering a culture of learning, respect, gratitude and recognition
Develop a reflective practice tool for all
support staff and administrators and
embed into all existing and new Centre
for Organizational Learning and
Teaching (COLT) program offerings
All College support staff and
administrators have access to a reflective
practice tool, launch of „internal‟ Chair
Leadership program integrating
reflective practice
Implement additional employee
engagement team activities and support
learning opportunities for all
Employee Engagement results improved
by 2%
Business Plan 2015-2016
24
Priority Action 2015-2016 Performance Measure 2015-2016
Increase our capacity in Emergency
Management consistent with the
College's Incident Management System
(IMS) and various legislative priorities
Emergency Management (EM) and
Compliance capacity improved through
Review of Violence Prevention Policy and
support structures as well as
implementation of Provincial sexual
assault framework, additional training of
staff and managers completed, audit
under bill 168 completed
Design and begin the implementation of
a Mental Health in the workplace
program, under the new proposed
standard for psychological safe
environment (a new voluntary standard
that is recognized Canada wide and has
been adopted by several organizations)
Mental Health strategy for Centennial
College managers and staff developed,
working with our consulting partners,
including Shepell and Canadian Mental
Health Association, all managers trained
on mental health awareness, program
development and supports through our
providers, comprehensive awareness and
program strategy developed
Expand engagement communications
through the sharing of positive stories
across the institution
Publication of two Engagement minutes
and two Goosebump moments each
semester as vehicles of positive stories
related to the accomplishments of staff
Enhance peer to peer recognition
programs launched early in 2015
Develop and implement a migration plan
to shift the new coffee voucher
recognition program from a paper-based
to an online recognition program
Develop next steps towards engagement
based on results of 2014-15 survey results
Analysis and communication of survey
results by HR, ten presentations including
Leadership and Management Forum as
well as presentations for schools and
department held, coordination of action
planning for all departments, schools and
of institutional responses for the College
Launch of Leadership Passport for
employees
Two Leadership workshop sessions
hosted in May/June period, as well as one
in each of the Fall and Winter Semesters
for initial pilot group, invitation to
second set of cohort participants in
March 2016
Implementation and coordination of the
Day of Service across the institution
Facilitate the connection of our employee
community with the volunteer sector