2015-2016 - Centennial College · Centre and Applied Research and Innovation Centre. We will work in collaboration with external partners regionally and internationally. We will continue

2015-2016

Centennial College Business Plan

Business Plan 2015-2016

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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


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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.


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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.


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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


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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.


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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


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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


8


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.


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


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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


10


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


11


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.


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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%


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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.


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


14


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


15


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


16


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


17


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


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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.


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


19


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


20


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


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.


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


22


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


23


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.


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%


24


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

Documents

2015-2016 - Centennial College · Centre and Applied Research and Innovation Centre. We will work in collaboration with external partners regionally and internationally. We will continue