BUSINESS PLAN 2021-2022 - centennialcollege.ca - Centennial College
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BUSINESS
PLAN2021-2022
centennialcollege.ca
MISSION
Educating students for career success
VISION
Transforming lives and communities through learning
Contents
Land Acknowledgement 3
Executive Summary: Stability and Transformational Mandate 4
Our 3-Year Strategy Will Have Us: 9
1 - Devoted To All Things Student 9
2 - Focused On Academic and Teaching Excellence 10
3 - Leading In Institutional Effectiveness 11
Academic Plan 12
Our Initiatives at a Glance 14
Conclusion 15
LAND ACKNOWLEDGEMENT
TABLE OF
Centennial College is proud to be a part of a rich history of education in this province
and in this city. We acknowledge that we are on the treaty lands and territory of the
CONTENTS
Mississaugas of the Credit First Nation and pay tribute to their legacy and the legacy of all
First Peoples of Canada, as we strengthen ties with the communities we serve and build
the future through learning and through our graduates.
Today, the traditional meeting place of Toronto is still home to many Indigenous People
from across Turtle Island and we are grateful to have the opportunity to work in the
communities that have grown in the treaty lands of the Mississaugas. We acknowledge
that we are all treaty people and accept our responsibility to honour all our relations.
Centennial College – Business Plan 2021-2022 3
EXECUTIVE SUMMARY: STABILITY
AND TRANSFORMATIONAL MANDATE
Grounded in the principles of community, global citizenship, inclusion, and social justice, Centennial remains
steadfast in its mission and vision to educate students for career success as we transform lives and communities
through learning. Over the past year, the disruptive impacts of the COVID-19 pandemic, economic uncertainty
and increasing competition have strengthened the need for a renewed and focused agenda for the College.
Surrounded by changes of extraordinary speed and scale, it is imperative for us to take meaningful action now to
achieve financial sustainability; ensure academic continuity; safeguard student and staff wellbeing; and increase
operational effectiveness.
To meet these challenges head-on and position the College to thrive in a post-COVID world, we are resetting our
institutional direction with an ambitious college-wide transformation plan and a new academic plan. These strategic
commitments involve making infrastructure and alignment changes, shifting our behaviour, changing how we lead,
teach, learn and support each other, and developing new incentives to sustain new ways of working that ultimately
benefit our students. The Transformation is built upon the three pillars of our Triple E Strategy:
Enrolment: Inviting students into our learning community (particularly those from historically
1 marginalized and disadvantaged populations) and enabling them to thrive.
Employment: Ensuring our students fulfill their employment and higher education aspirations
2 and contribute to the advancement of society.
Empowerment: Enriching how we do things to create the best possible student experience
3 and the optimal work environment.
Underpinned by this framework, the Transformation co-created
three- and seven-year strategies to ensure the College thrives
through these disruptive times, with the ability to offer students the
Centennial advantage formula: academic excellence today, career
success tomorrow, and global leadership for life.
Centennial College – Business Plan 2021-2022 4
In three years, we will be devoted to all things student; focused on academic and teaching excellence and innovation
with new and compelling offerings; and leading in institutional effectiveness by simplifying and prioritizing how we
work. Building on these strong foundations, we can then take flight and soar to realize our seven-year vision. At this
stage, we will deliver an environment in which students can thrive; redefine what it means to be learner-centred
and industry-focused; provide a highly integrated, seamless student experience; and offer a rich menu of “anytime,
anywhere” digital learning options and credentials, as well as an even greater transformational learning experience.
We will also have reimagined our learning environment and transformed the employee lifecycle and ways of working.
A detailed strategic map outlines ten new Priority Enablers bookended by the student journey, prioritizing outcomes
that evolve the activity-based focus of Our Book of Commitments.
Centennial College – Business Plan 2021-2022 5
TRANSFORMATION JOURNEY MAP Centennial College – Business Plan 2021-2022 6
These Priority Enablers will drive Centennial’s excellence in the following six areas: student-centricity; agile learning;
environmental stewardship and Indigenous education; social justice and social entrepreneurship and innovation; GTA
employer relations; and an inclusive employment culture.
A reconfigured internal governance structure and Executive Team will provide the new infrastructure to realize our Six
Areas of Excellence. Strategic responsibilities will be realigned across seven executive portfolios: Academic; Student
Experience and Success; People and Equity; Finance, Business Development and Corporate Services; Strategic
Enrolment Management; Strategy, Alignment and Analytics; and Industry, Employment and Community Relations.
These structural changes will create a highly collaborative, one-tiered executive shaped around strategic institutional
priorities, with Vice Presidents engaged in the co-creation of strategic portfolio goals. A RACI1 responsibility assignment
matrix will further clarify and define cross-functional roles, accountabilities and responsibilities.
A transformation realization plan and tracker are currently in development. These tracking tools will outline expected
benefits and outcomes, define how and when they will be measured, and identify target improvements.
Our way forward centres on students, supported by our people. With clearly defined goals in place, rethinking how we
lead, manage and steward Centennial’s resources will allow us to build a secure, sustainable and rewarding future for
our students, our institution and the communities we so proudly serve.
1
RACI is an acronym derived from four levels of task assignment and stands for: Responsible, Accountable, Consulted, and Informed. It is used for clarifying and defining roles and responsibilities in cross-functional or
departmental projects and processes.
Centennial College – Business Plan 2021-2022 7
Supported by our 2021-22 Budget, the College’s Business
Plan initiates the realization of our 3-Year Strategy through
seven Wildly Important Goals (WIGs):
Increase domestic and international enrolment year over year (with
1 particular focus on diversifying national markets) as per the annual
budget and the three-year plan to support our desired return to pre-
COVID-19 total enrolment by 2023-24.
Bolster persistence in order to achieve an institutional graduation
2 rate of at least 75%.
Realize non-enrolment budget lines (recalibrated within the
3 pandemic environment), including funding expectations from the
private sector and not-for-profit sources.
Achieve an institutional graduate employment rate in a related field
4 of at least 69%.
Achieve 30% completion of the Transformation through delivery
5 of program-level infrastructure (master plan, progress dashboard,
communications strategy, core hires).
Achieve at least 25% completion of commitments within both
6 the Indigenous Strategic Framework (ISF) and Anti-Black Racism
Taskforce (ABRT).
Portfolio teams will (a) build out their long-term strategic plans so
7 that the College “takes flight and soars” and realizes its 6 areas of
excellence and (b) executes on first-year objectives (e.g., Academic
Plan, Human Resources, Student Success, etc.).
Each of these Institutional WIGs is backed by several Portfolio WIGs that delve further into the operational initiatives
supporting each. Each division, department, committee or task force will know their role, their accountabilities and
their objectives in supporting our journey.
Centennial College – Business Plan 2021-2022 8
OUR 3-YEAR STRATEGY WILL HAVE US:
1 Devoted To All Things Student
Our aim over this next year is to continue enabling pathways for marginalized and underserved populations and
cultivate a sense of community through engagement and experience. Building awareness and differentiating the
College in the current marketplace is no easy feat. What will continue to set Centennial apart are our partnerships with
industry and growing reputation among employers and putting the student first in all we determine and do.This in turn
will include proactive communication and issue resolution through a number of streamlined processes and system
enhancements. Graduate employment and student satisfaction are metrics as well as goals, and our alumni are both
proof of the College’s quality, as well as an ever-growing network of professionals and potential partners.
Centennial’s Portfolio WIGs are devoted to all things student by:
▸ Redefining classrooms without walls or borders and ▸ Making “learning how to learn” foundational in how
educating global citizens in global classrooms for a we create and deliver curricula;
global economy; ▸ Developing a comprehensive financial literacy
▸ Creating a virtual campus to provide an even more program for our students’ many financial needs;
dynamic and inclusive digital learning experience; ▸ Facilitating student autonomy and control over
▸ Bolstering a sense of belonging, sociocultural their digital identity and achieved credentials by
development, and acculturation for both domestic providing a digital wallet to students and alumni;
and international students through co-curricular ▸ Implementing a centralized student issues
programs; database to elevate standards for service
▸ Coordinating and launching a comprehensive excellence and identify system biases and barriers.
branding, marketing and recruitment strategy to ▸ Incorporating new features into virtual registration
maximize enrolment in the College’s fully online for a student-centric, college-wide, end-to-end
programs; registration process;
▸ Redesigning our website with renewed focus on ▸ Developing communication and fundraising
providing relevant information to prospective strategies and virtual and digital opportunities
students, first and foremost; to actively engage alumni and the community
▸ Strengthening links for students and alumni with in supporting the culture of philanthropy at
employers, particularly for students from historically Centennial College and in turn promote student
marginalized populations and communities, success, especially for those from marginalized and
through more employer partnerships, experiential underserved backgrounds.
learning, and entrepreneurship and employment
opportunities;
Centennial College – Business Plan 2021-2022 9
2 Focused On Academic and Teaching Excellence
Many of Centennial’s students come from historically marginalized and underserved populations and choose to pursue
opportunities expecting that their credentials will lead to meaningful work and transformed circumstances.
As part of the 3-year Strategy, the College will focus on revolutionizing teaching and learning and reimagining academic
programs and microcredentials aligned with a new Academic Plan. In a post-COVID world, we will continue to enhance
teaching and learning innovation and excellence in our online and face-to-face classrooms and labs and advance
scholarship and applied research. Centennial will design new academic programs, credentials, and microcredentials
that respond to industry and employer needs and a new world of work and learning. We will stand out as the truly
‘green’ College by focusing on environmental stewardship, land-based and Indigenous ways of knowing, being, doing
and valuing, and an activist focus on disrupting all forms of injustice, racism, exclusion and bias.
Through the outstanding quality, currency and relevance of our academic
programs, we are building leaders and change-makers by:
▸ Identifying and recreating program offerings to be ▸ Enhancing student and alumni choice and
fully online and fully accessible to learners locally mobility by increasing the number of pathways to
and globally; and through our academic programs and on to
▸ Leveraging design principles and specialized a wide variety of cross-institutional and industry
industry-specific technologies, platforms, and credentials;
applications that are inclusive of and accessible to ▸ Embracing the open-access revolution, creating,
all students anytime, anywhere; adopting and adapting Open Educational
▸ Empowering students from across Canada and Resources;
around the world to choose from HyFlex delivery ▸ Dismantling systemic racism and discriminatory
modes that fit their learning styles and preferences, practices and approaches, including a specific
including microcredentials, upskilling and reskilling; focus on anti-Indigenous and anti-Black racism by
▸ Advancing a culture of innovation in research and challenging and disrupting inequitable employment
scholarship by creating and piloting an Indigenous impacts on graduates;
Research Methods course for faculty and staff; ▸ Actualizing the imperative of Truth and
▸ Meeting or exceeding the needs of industry and Reconciliation across our academic programs,
employers by modifying and creating new programs systems, and structures;
focused on the future of work; ▸ Revising and co-creating program curricula and
▸ Scaffolding throughout program courses the New learning materials to meaningfully integrate
Essential Skills that employers want and need, Indigenous ways of knowing, doing, and being; and
such as collaboration and teamwork, digital and ▸ Making inclusive, equitable, and accessible learning
technology fluency, and global citizenship; the norm in all that we do.
Centennial College – Business Plan 2021-2022 103 Leading In Institutional Effectiveness
Our student experience, exceptional academic excellence and program quality, and services are all facilitated through
our people. At Centennial, we continue to hone our leadership abilities in the sector and in institutional effectiveness.
We accomplish this by setting clear, strategic goals and by executing them in an environment of accountability,
inclusivity, and high performance. Progressively agile teams lead the way for critical functions such as stress-tested
risk and resiliency planning, durable decision support processes, evidence-based decision-making.
Centennial staff are held to the same high standards as the pedagogy we deliver to our students – we practice what
we teach. As a learning-centred college, we will balance our focus on measurable results, processes, learning and
professional development for staff with engagement and empowerment, celebrated accomplishments, wellness
and relationships.
Fostering a dynamic and fulfilling working environment of common values
are at the heart of the following:
▸ Enhancing the rich diversity of international ▸ Delivering software enhancements that improve
enrolment by recovering and expanding the critical student, financial, and human resources’
College’s international enrolment market share features, decision-making and services;
post-COVID-19. ▸ Reducing risk to College assets and information by
▸ Identifying predictive factors that impact the increasing cyber security penetration testing and
student journey and persistence in the College; incident response capabilities;
▸ Increasing bursary and endowment funding to ▸ Continuing to execute strategies based on the key
support learners to enter and complete their findings in the IT Service Review;
program regardless of financial constraints; ▸ Migrating to a shared next-generation Library
▸ Enhancing Canada’s aerospace sector by formally Services Platform (LSP) with College Libraries
establishing the Aerospace Hub at Downsview Park, Ontario partners;
including the Innovation Centre; ▸ Developing and implementing a flexible work
▸ Working towards environmental sustainability by program or policy for the College’s new normal; and
establishing the EaRTH District and Centennial’s ▸ Expanding the College’s wellness framework as a
Clean Technology Facility; collaborative effort and establishing the standard
▸ Defining and executing effective projects within the for mental health in the workplace.
transformation program that do not disrupt services
for students and staff;
Centennial College – Business Plan 2021-2022 11The College’s 3-Year Strategy is the inspiration behind the 2021-22 Business Plan as we focus first on stability and
setting a strong foundation from which to progress into our 7-Year Strategy and beyond. The restrictions imposed by
a projected $44.6 million deficit as outlined in the College’s 2021-22 Budget do not curtail our devotion to all things
student. They do not diminish our focus on academic and teaching excellence, nor do they impede our leadership in
institutional effectiveness. Rather, with the turmoil left in the wake of the global COVID-19 pandemic, these pillars of
sustainability become even more critical in ensuring our long-term success.
The 2021-22 Business Plan also reinforces our newly launched Academic Plan:
Academic Plan
In January 2021, Centennial launched our bold new Academic Plan 2021-2025: Building Leaders and Changemakers.
Structured around the College’s “3 E” framework: Enrolment, Employment, and Empowerment, the Academic Plan
is woven throughout Centennial’s Transformation Roadmap, and aligned closely with Centennial’s Strategic Plan
(Our Book of Commitments, Third Edition) and the Indigenous Strategic Framework. The Academic Plan was shaped
by extensive consultations with our community and stakeholders, including faculty, staff, students, administrators,
Indigenous colleagues and leaders, industry partners and employers, as well as members of the College’s Executive
Team, College Council, and Board of Governors Learning and Engagement Committees.
Centennial College – Business Plan 2021-2022 12The “Wildly Important Goals” in the Academic Plan are focused in the areas of:
▸ Creating highly flexible, accessible and ▸ Fostering digital inclusion and digital/technology
internationalized programs and delivery fluency
approaches/modalities aligned with the future of ▸ Advancing and enabling innovation in research,
work and industry needs scholarship and faculty development.
▸ Actualizing Truth and Reconciliation, decolonization,
and Indigenization; and disrupting systemic bias
and racism, with particular focus on combatting
anti-Black and anti-Indigenous racism (ABR/AIR)
Centennial’s renewed Academic Plan will provide a tangible roadmap for the future of work and learning in a world
where higher education – like virtually every industry and sector – has been radically changed. Building Leaders and
Change-makers is a compelling call to action, positioning the College for even greater success in preparing our diverse
and internationalized students for meaningful work and meaningful lives. This transformative guiding document will
form the basis for Academic Division Business Planning in the years to come.
Through the intersection of our Academic Plan, our 3- and 7-year strategies, and our 2021-22 Budget, our annual
Business Plan will bring to life our Vision to Transform Lives and Communities Through Learning through several bold
and impactful initiatives as described only in part above. Behind the scenes, 136 operational initiatives through all
corners of the College underscore our longer-term strategic objectives and our Wildly Important Goals:
Centennial College – Business Plan 2021-2022 13Our Initiatives at a Glance
48 54
38
34 51
47
All Things Academic Institutional
Sudent Excellence Effectiveness
Enrolment Employment Empowerment
38
32
21 21
16
5
3
Increase Bolster Realize Graduate Transformation IS F/ABRT Taking
Enrolment Persistence Budget Employment Flight
Note: ISF stands for Indigenous Strategic Framework and ABRT stands for Anti-Black Racism Taskforce
Centennial College – Business Plan 2021-2022 14Conclusion
The College’s business plan is a collective effort and
a true testament of our being “stronger together.”
Beyond documenting our noble intentions, it is our
pledge to achieving strong international and domestic
enrolment, superlative academic delivery, and
financial sustainability - achievements that ultimately
serve our students while flying the Centennial banner
for academic excellence today, career success for
tomorrow, and global leadership for life.
We may have started the new decade with an
unforeseen disruptor; indeed, some things may still
seem uncertain, more than one year after we pivoted
our ways of being and doing. Nevertheless, our
approach to decision-making, evaluation techniques
and business processes have emerged all the
stronger and all the more disciplined. By staying true
to the path, climbing steadily together, stability and
success are well within reach. The powerful gusts
of wind of the previous year that transformed our
landscape and atmosphere serve now only to move
us forward and lift us higher.
Centennial College – Business Plan 2021-2022 15Progress Downsview
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