Centennial College Annual Report

2008Centennial College Annual Report Centennial College Annual Report  2008-09  Table of Contents Remarks from President Ann Buller............................................................. 3 Our Mission and Vision ................................................................................ 4 Academic Framework ................................................................................. 5 Statement of Diversity .................................................................................. 7 Strategic Directions ...................................................................................... 9 Addressing Ontario’s Skills Shortage...................................................... 10 Learning Excellence and Student Success............................................. 10 Student College Experience ................................................................... 22 Organizational Strength .......................................................................... 23 Resource Development and Financial Stability....................................... 29 Looking to the Future ................................................................................ 30 2 Centennial College Annual Report  2008-09  Remarks from President Ann Buller I am pleased to present the Annual Report for the 2008-2009 year. Centennial’s many accomplishments demonstrate how we achieved our mission to educate students for career success and our vision to transform lives and communities through learning. Over the past year, Centennial College undertook several initiatives related to learning excellence and student success. The launch of our Signature Learning Experience (SLE) was supported with staff development, a new website and an advertising campaign. Furthermore, we continued to improve our program review processes, introduced new programs to meet the needs of our learners and partners, and expanded applied research projects. Centennial continues to lead in creating opportunities and pathways for underrepresented students through initiatives such as the First Generation Project. We also developed programs to improve access for aboriginal students, low-income youth, students with disabilities, and internationally trained immigrants. To improve our retention rates, we introduced early identification and specialized counselling interventions, as well as increased financial support for low-income students. We want our students to succeed and to enjoy their educational experience from first contact through to graduation. This past year, the Student Hub at the Progress campus was completed, funding for the new library and academic space at Progress was secured, and enrolment services technology was upgraded. The College remains fiscally responsible, achieving a balanced budget that serviced its debt obligations and funded its capital expenditure requirements. Increased academic and international revenues, longterm debt retirement, exceptional growth of our Endowment Fund and government funding helped the College close the 2008-09 fiscal year with a small surplus for the seventh consecutive year. I am pleased to announce the completion of Our Book of Commitments, our new strategic plan. Developed through consultation sessions with students, faculty and staff from across the College, Our Book of Commitments clearly charts our direction for the next five years. I believe that this document reflects our identity as an institution and presents a clear roadmap for Centennial’s future. I would like to thank everyone who participated in the strategic plan renewal process this year. Their contributions helped to shape this vital document and I hope they share my immense pride in the finished product. Thanks to the commitment of our faculty and staff, and the implementation of innovative programs, procedures and policies, Centennial College is well-positioned to face the challenges of the coming year and beyond. Yours truly, Ann Buller President and CEO 3 Centennial College Annual Report  2008-09  Our Mission and Vision Our mission is educating students for career success. Our vision is transforming lives and communities through learning. We believe that learning has the power to change lives in simple and profound ways. We will help to create a future where everyone has the opportunity to transform their lives and their communities through learning that is relevant to them. 4 Centennial College Annual Report  2008-09  Academic Framework Our academic framework is a statement of direction for Centennial College as an academic institution. • • • • It articulates our academic values and principles and governs academic decision making. It applies to all of our learners and employees and encompasses all of our activities. It provides us with a commonly understood and agreed upon direction for the future as we strive to serve our communities. Achieving the goals in our academic framework will enable us to become a true community of learners. We support the career and personal development of our learners in every decision we make. We value and support one another in a process of continuous learning and improvement. We create a positive environment for effective learning within a context of global citizenship and social justice. We value the diverse profiles of our learners. Our curriculum, teaching and support services are characterized by knowledgeable and enthusiastic teachers, teaching strategies that suit learner needs and an atmosphere of dignity and mutual respect. We strive for excellence. Scholarly debate and applied research contribute to the quality and distinctiveness of our learning environment and advance our instructional and curriculum expertise. We encourage and engage in evidence-based deliberation with open minds in an atmosphere of mutual respect. We consult with and consider carefully the views of internal and external stakeholders who have an important perspective on an issue. We are accountable to our learners, our communities and the general public for the quality of the learning experiences we provide, for the resources we use and for the manner in which we treat all people. We build evaluation into all of our work so that we improve continuously. To advance our mission, Centennial College strives to adhere to the following principles: • Commit to Student Success: We foster excellence in our students and employees by providing an equitable foundation that values their experiences and unique needs. We engage and support learners in attaining clear, high standards so that they emerge from Centennial College positioned for a successful career. Commit to Access: We support broad access to a college education by providing clear pathways and supports to enable secondary school students to meet the requirements of post-secondary programs. Pursue Excellence: We pursue excellence as a learning organization through innovation, applied research, critical analysis, rigour and currency. • • 5 Centennial College Annual Report  2008-09  • • • • Be Inclusive: We offer a distinctive, inclusive educational experience that builds on a foundation of global citizenship, social justice and diversity. Integrate Technology: We are guided by the needs of learners and the learning organization in our use of technology. Promote Communities of Learning: We are committed to creating communities of learning through reflective practice, continuous improvement and lifelong learning. Encourage Partnerships: We encourage sustainable relationships that enrich student learning, augment job readiness and provide our graduates with the knowledge and skills to succeed in work and society. We seek a range of partners who are sensitive to socio-cultural needs, support our institutional objectives and contribute to our community. 6 Centennial College Annual Report  2008-09  Statement of Diversity Centennial College and its Board of Governors value and embrace diversity, equity and inclusion as fundamental to our mission to educate students for career success within a context of global citizenship and social justice. We recognize that historical and persistent inequities and barriers to equitable participation exist and are well documented in society and within the College. We believe individual and systemic biases contribute to the marginalization of designated groups. These biases include race, sex, gender, sexual orientation, age, disability, ancestry, nationality, place of origin, colour, ethnicity, culture, linguistic origin, citizenship, creed (religion, faith), marital status, socio-economic class, family status, receipt of public assistance, or record of offence. We acknowledge that resolving First Nations sovereignty issues is fundamental to pursuing equity and social justice within Canada. We acknowledge the richness and diversity of the community we serve. As our community has evolved and our staff and student population have changed, we have implemented policies and practices to address issues of inclusion. In moving forward, we will build on this work to embed commitment to diversity, equity and inclusion in every aspect of what we do. Our Guiding Principles We believe social justice requires that we value diversity, equity and inclusion. We believe that the principles and practices of diversity, equity and inclusion strengthen the social and economic development, growth and well-being of our student population, our employees and our local and international communities. We uphold our social responsibility to contribute to a society that is equitable, fair and just. In accordance with our mission, vision and values, we will demonstrate leadership in eliminating barriers and implementing and promoting diversity through our academic framework, policies, special initiatives and proactive measures. We are committed to eliminating all forms of harassment and discrimination. We will prevent, remedy and redress these inequities. We will create an environment of inclusion in our teaching, learning, employment and support services so that we can fully serve our communities and prepare our students to excel in the workplace and in society. We will be accountable for the changes we need to make. We will continue to comply with existing federal and provincial legislative requirements. We will continue to develop and implement goals, policies, competencies and special initiatives founded upon principles of social justice to promote equity and inclusion. We will collect data to track our progress and regularly evaluate the effectiveness of the initiatives we undertake, and we will communicate the outcomes to our community. 7 Centennial College Annual Report  2008-09  Our Commitment • • • • • • • • • • A safe, secure, inclusive and accessible environment for learning, teaching and working Curriculum and instruction that reflect diversity and promote equity and inclusion Equitable and accessible opportunities for student success Building knowledge and evaluating effectiveness Human resource management systems, policies and practices that reflect diversity and promote equity and inclusion Training and staff development in equity and diversity Accessible and inclusive College communication Strategic engagement with diverse communities Relationships and partnerships that align with our mission, vision and values Committing financial and human resources to promote diversity, equity and inclusion 8 Centennial College Annual Report  2008-09  Strategic Directions In accordance with the strategic direction from the Board of Governors, we identified five strategic directions for 2008- 2009: Addressing Ontario’s Skills Shortage We aim to meet the needs of everyone in our community for vocational education. Expanding apprenticeship and co-op opportunities and supporting excellent Second Career options responsive to newcomers and the unemployed are key components of our planned Comprehensive Skills Development Centre. Learning Excellence and Student Success We aim to achieve high academic standards. We support co-operative applied research, technology innovation with partners, and program offerings that are responsive to the needs of a knowledge economy. We seek to expand educational opportunities for local, national and international learners seeking diploma- and degree-level education. Student College Experience We strive to provide excellent service to our learners, our employers, our graduates, our clients, our partners and the public. We actively look for ways in which we can use our resources to improve efficiency and effectiveness. Organizational Strength We value and respect our diversity. We seek to continuously improve our campus environment and to distinguish and advance Centennial College in line with our mission to educate students for career success. We want to develop new strategic partnerships with industry, educational institutions, government and community organizations and nurture existing ones. We work to continuously improve Centennial as a workplace. Resource Development and Financial Stability We plan to achieve long-term financial stability through balanced budgets, resource development and business process improvements. 9 Centennial College Annual Report  2008-09  Strategic Direction #1: Addressing Ontario’s Skills Shortage The Conference Board of Canada has estimated that, by 2025, Ontario could face a shortfall of 364,000 workers due to the aging population and the slowing of population growth. Centennial, in partnership with the Ministry of Training, Colleges and Universities, initiated special projects and programs to address the skills shortage. 2008 -09 Achievements • Centennial established the Employment Training Centre, as a result of new funding initiatives by the Ministry of Training, Colleges and Universities (MTCU), to address the needs of laid off workers receiving EI benefits. In the fall of 2008, 19 students were enrolled utilizing Second Career or Skills Development funding and 142 are enrolled for winter 2009. Second Career Information Sessions draw 30-50 attendees per week. An Employment Training Centre brochure was created to promote broader College offerings including Employment Resources, Job Connect, and Industry Training. The following programs plan to provide an additional intake as part of Second Career Initiatives: General Arts and Science have a Science Option approved for May 2009; Social Service Worker and Medical Lab Assistant are pending approval for January 2010. 2008–09 STRATEGIC GOALS 1. Address Ontario’s Skills Shortage • • • Strategic Direction #2: Learning Excellence and Student Success Implement Signature Learning Experience Global Citizenship from Social Analysis to Social Action is now a core component of Centennial’s unique Signature Learning Experience (SLE). The Global Citizenship curriculum has been integrated across all College programs and is supported by intensive faculty development. The School of Community and Health Studies is piloting a Blackboard e-portfolio tool to assist students and staff in their creation of equity competencies portfolios. 2008–09 STRATEGIC GOALS 1. Signature Learning Experience 2. Enhance Academic Quality and Occupational Relevance 3. Increase Program Choice and Availability 4. Applied Research and Innovation 5. Prepare Centennial Students for Global Workplace 6. Provide Opportunities for Underrepresented Students 7. Improve Student Success 8. Provide Opportunities for New Immigrants 9. Help Relieve Financial Strain on Students 10 Centennial College Annual Report  2008-09  2008-09 Achievements • The School of Advancement and The Centre for Organizational Learning and Teaching (COLT) provided specialized training for faculty in preparation to teach the Global Citizenship from Social Analysis to Social Action (GNED 500) course as a component of the SLE. A shorter, intensive GNED 500 training session was offered twice to staff, providing a course learning opportunity that is similar to that experienced by Centennial students. Information sessions about SLE implementation and the role of humanracebook.com were held at Centennial Day 2009, as well as at school/departmental meetings and College Council throughout the year. COLT worked with the School of Community and Health Studies (SCHS) to lead the September 2009 roll out of the Student Portfolio. To support students and staff in the creation of an equity competencies portfolio, a cross-college group identified criteria for an e-portfolio. The group recommended the use of the Blackboard e-portfolio product. A test environment is being created to assess feasibility. This project is aligned with the e-learning framework development project. The School of Advancement has integrated the GNED 500 course into all model routes for two and three year diploma programs and fast track programs. Based on the School of Advancement major review undertaken in 2008 – 2009, global citizenship and equity principles will be embedded in the General Arts and Science programs. • • • • • Enhance Academic Quality and Occupational Relevance Centennial College was one of only four colleges in Ontario to have met all five of the rigorous provincial program quality audit criteria established by the provincial process known as PQAPA (Program Quality Assurance Process Audit). In addition, Centennial received a very high overall rating of 4 out of 5. A rating of 4 indicates that quality initiatives are planned and tracked, systematically rooted in quality criteria, and the College has begun to develop quality metrics. 2008-09 Achievements • The PQAPA Task Force has continued to meet and has formed sub-groups that are working on tasks to complete the specific recommendations made through the audit process regarding academic quality, the expansion of Foundations programs and the implementation of reflective practice as a faculty and staff learning strategy. For a complete list of recommendations, please visit http://www.ocqas.org/pqapa.html COLT, through the new program development process and the comprehensive program review process, is working with school teams to address issues of academic quality and embed new policies and practices. This includes the expansion of Foundations programs to a total of four across our schools. Foundations programs in all schools will ensure that Centennial has created opportunities for all students to access programs • 11 Centennial College Annual Report  2008-09  that they desire by equipping them with the skills and knowledge needed to enter those programs. The Foundations programs fill in educational gaps allowing students to scaffold into the programs of their choice. • Presentations on reflective practice were delivered to schools/departments, and expanded on at the Centennial College Support Staff Learning Event 2009. The Leadership Forum participants also addressed Reflective Practice in their roles in May 2008. A standardized Student Handbook was developed for all schools. A new Comprehensive Review Guidelines document was developed and implemented. A new Equity Framework document was developed. A new Process Advisory Committee (PAC) Process map was developed. The following programs received accreditation in 2008-2009: 1. English for Academic Purposes Program (EAPP) was accredited by Language Canada in February 2009 2. The Pharmacy Technician Program achieved the maximum three year accreditation in 2008 from the Canadian Council for Accreditation of Pharmacy Programs 3. Accreditation has been received from Transport Canada for 18 months experience and technical examinations 4. Five-year re-accreditation was obtained for the Autobody Repair Techniques program and the Motorcycle & Powersports program in October 2008 from CNAB (CARS National Accreditation Board) 5. The School of Engineering Technology and Applied Science (SETAS) saw 13 technician/technology programs receive accreditation in May 2009. The Architectural Technology program received accreditation in June 2009. Nine more programs in SETAS will undergo the accreditation process in this upcoming academic year. • The School of Hospitality, Tourism and Culture (SHTC) created a program partnership in Ooty, India with Monarch College. Students complete two years in Ooty and then come to Canada for a third year plus placement. The Art and Design Foundations (ADF) program was expanded from the Delhi Campus to Noida, Hyderabad and Mumbai campuses. The Digital Animation (DA) program was expanded to Noida and Hyderabad and will be started in Mumbai in the coming academic year. Presently, 322 students are enrolled in these offshore operations. Centennial has five DA professors providing the lead instruction and curriculum delivery. The Canada Green Building Council recognized Centennial as one of the premier Colleges in Canada to teach the pilot course in the “Leadership in Energy and Environmental Design (LEED) Green Building Rating System”. Patrick Kelly, Chair, • • • • • • • 12 Centennial College Annual Report  2008-09  School of Engineering Technology and Applied Science and the full- and part-time faculty in Architectural Technology secured this vital contract. • The Business Development Division conducted a curriculum review and adjusted continuing education (CE) offerings in engineering course programming in accordance with changing market needs. CE also met specific industry requirements via customized curriculum and delivery methods for a variety of corporate clients including: Toronto Transit Commission, Canadian National Railway, Yamaha Canada, and Maple Lodge Farms. The CE Provincial Survey results show a high level of satisfaction among CE students: 1. Quality of instructors at Centennial – 95% of respondents were very satisfied or satisfied 2. Quality of courses at Centennial – 96% of respondents were very satisfied or satisfied 3. Facilities and Services – 93% of respondents were very satisfied or satisfied 4. Helpfulness of staff at Centennial – 92% of respondents were very satisfied or satisfied. Areas of the survey where CE students’ ratings were 85% or less will undergo a more detailed review, and the CE Management Team will form a plan of action for improvement in these areas in the 2009-2010 fiscal year. • Increase Program Choice and Availability Centennial is a leader in offering programs responsive to the occupational and social needs of all learners, with new or enhanced program offerings in many of the Schools across campus. Innovative partnerships with the University of Toronto Scarborough and Ryerson University increase options for communications and health sciences students. In addition to approvals for four new apprenticeship programs, the School of Transportation also received funding to modernize equipment and labs. 2008-09 Achievements PROGRAMS DEVELOPED OR LAUNCHED IN 2008-2009  Esthetician Diploma SCHS Diploma SETAS Energy Systems Engineering Technician Advanced SETAS Energy Systems Engineering Technology Diploma Graduate SETAS Bioinformatics for Software Professionals Certificate Advertising Media Management Graduate School of Communications, Media Certificate & Design Graduate SHTC Event Management- Festival and Conference Certificate Diploma SHTC Hospitality Management – Food and Beverage Fall 2008 Fall 2008 Fall 2008 Fall 2008 Fall 2008 Fall 2008 Fall 2008 13 Centennial College Annual Report  2008-09  Tourism Management – Cultural & Heritage Tourism Hospitality Management -Hotel & Resort Management Payroll Management Food Service Worker Sports Journalism Diploma Diploma Graduate Certificate Certificate SHTC SHTC School of Business SCHS School of Communications, Media & Design (SCMD) School of Business SCHS SCHS SETAS School of Communications, Media & Design (SCMD) SHTC School of Business School of Business School of Business School of Business School of Business School of Business School of Business SETAS/School of Communications, Media & Design School of Business Fall 2008 Fall 2008 Fall 2008 Winter 2009 Winter 2009 Summer 2009 Fall 2009 Fall 2009 Fall 2009 Fall 2009 Fall 2009 Fall 2009 Fall 2009 Fall 2009 Fall 2009 Fall 2009 Fall 2009 Fall 2009 Winter 2010 Graduate Certificate PROGRAMS TO BE LAUNCHED IN 2009 – 10  Contact Centre Operations Certificate Community Service & Child Studies Foundations Spa Management Technology Foundations Children’s Entertainment Writing, Production and Management Hospitality Foundations Strategic Management Financial Planning Court Support Services Financial Fraud Investigation Financial Services – 1 Year Financial Services – 2 Years Total Benefit Management Media Engineering Design Integration Customer care professionals Certificate Graduate Certificate Certificate Graduate Certificate Certificate Graduate Certificate Graduate Certificate Certificate Graduate Certificate Certificate Diploma Graduate Certificate Graduate Certificate • The following programs are in development: • • The School of Advancement is currently developing a program in Global Citizenship and Equity. The School of Communications, Media and Design (SCMD) continued to work with the University of Toronto Scarborough (UTSC) through the College University Consortium Council on a journalism “boot camp” for foreign trained journalists in the GTA. SCMD is continuing to develop a Communications and Media Foundations program with a launch date of fall 2010. The SCHS continued discussions with UTSC regarding the existing degree in Paramedicine. Curriculum changes and modifications are being examined that would allow for three streams for degree completion: Biology, Psychology and Business Management. • • 14 Centennial College Annual Report  2008-09  • The RPN to BScN Bridging program in development with Ryerson University will include a part time hybrid (online/classroom) format to be held at Regional Access Centres beyond the GTA. The School of Transportation continues to develop a Modified Apprenticeship Program for Coach and Bus Technicians. New programs are being developed for delivery at the GM Training Center to increase corporate training days. The School of Hospitality, Tourism and Culture (SHTC) is developing new programs in Commercial Baking and International Culinary Cuisine. SETAS delivered new program notifications to College Council for winter 2009 start. These include: Food Science Technology, Medical Robotics and Automation, and Construction Management. • • • • • The following programs and Schools saw an increase in the breadth of apprenticeship training offerings: • • A Developmental Service Worker apprenticeship was approved for winter 2009. Two new sections (Sept. 2009 and May 2010) were added to the Automotive Service Technician Co-op Diploma Apprenticeship program with a new partner, Toronto Auto Dealers Association. Funding was secured for an additional three years for the Chrysler AST Co-op Diploma program and added an additional section per year. Fall 2009 will see three skilled trades programs introduced: two electrician programs and one refrigeration and air conditioning program. • • • In February 2009, the Honourable John Milloy, Minister of Training, Colleges and Universities, held a media conference at the School of Transportation to announce $1.8 million in additional funding for Centennial’s transportation apprenticeship program. The School of Transportation will use the money it receives to modernize training equipment and upgrade labs. Applied Research and Innovation Market driven, applied research activity creates maximum return on investment for business, industry and government by accelerating innovation, knowledge and technology transfer and putting research into practice. The inclusion of staff and students in applied research facilitates real world training and produces the highly skilled workforce essential for future innovation and prosperity in Ontario and worldwide. Achievements 2008-09 • The College was involved in the following new research activities in 2008 – 2009: • • Ideas at Work funded by HealthForce Ontario Bridge Training for Internationally Educated Pharmacy Technicians funded by the Ministry of Citizenship and Immigration 15 Centennial College Annual Report  2008-09  • • Feasibility Study on a Web-based Central Repository for Occupation Specific Language Training funded by Citizenship and Immigration Canada Influence of Therapeutic Massage on the Physiology and Metabolism of Muscle and the Central Nervous System: Evaluation by Magnetic Resonance Spectroscopy (MRS) and Functional Magnetic Resonance Imaging (fMRI) in Healthy Subjects and Subjects with Subacute Low Back Pain funded by the Holistic Health Research Foundation of Canada • The Applied Research and Innovation Centre (ARIC) Fellowship Fund is a competitive Centennial fund that encourages and supports faculty to engage in applied research. In 2008-2009 the following projects were funded: • • • • • • • • • • Institutional Praxis – Implementing a Reflective Practice Process at Centennial College Surveying the Impact of UNESCO Heritage Site Designation on Cultural & Heritage Sites Critical Incident Reflections: A Study of New Immigrant College Students Mindfulness and Meditation in Social Service Work Evaluating the Effectiveness of a Peer Coaching Model for Learning Management Systems Technology Integration in Instruction Maximizing Simulation Efforts in College Environments: Merging Technology for Improved Student Success Online Distance Learning Using SecondLife Application Measuring Faculty Utilization of Key Performance Indicator (KPI) Data – Phase 2 &3 Assessing Effectiveness of At-Risk Student Interventions Tracking Pharmacy Technician Student Competencies • ARIC’s advocacy work with the Colleges Ontario Network for Industry Innovation (CONII) and Colleges Ontario led to the announcement of $10 million in new funding by the province for college-industry innovation over the next three years. Centennial achieved NSERC (Natural Sciences and Engineering Research Council of Canada) eligibility. ARIC was asked to full proposal for a $2.4 million, multi-year grant from the NSERC College Community Innovation (CCI) program. The project is titled “Mobilizing Technology Solutions to Enhance Emergency and Disaster Preparedness, Response and Recovery” leveraging Centennial’s research expertise in emergency/disaster simulation, response and recovery. In January 2009 Premier McGuinty and Minister of Research and Innovation Wilkinson chose Centennial to announce new funding for 10 Ontario innovative companies including REGEN Inc. long term industry research partner with SETAS and ARIC. • • • 16 Centennial College Annual Report  2008-09  Prepare Centennial Students for Global Workplace Just as our students come from everywhere, they expect to be equipped to work anywhere in the world. Internationally-recognized experts who are enriching a curriculum focused on global citizenship are exposing learners to diverse models. Opportunities for international internships, co-op placements and exchanges equip Centennial graduates for the 21st century workplace in Canada and abroad. 2008-09 Achievements • • Information Technology set up a web conferencing tool that will be utilized to facilitate communication between Centennial students and overseas employers. The School of Transportation (SoT) has steadily increased international enrolments in the Aviation and Automotive programs in an effort to obtain internationally recognized accreditations. The School of Hospitality, Tourism and Culture (SHTC) created new articulation agreements with Royal Roads, the University of Guelph and the University of Southern New Hampshire. The Business Development Division increased the availability of articulation agreements with overseas institutions. The following are a selection of signed agreements: • • INSTITUTE/COUNTRY  Beijing Institute of Technology, China Jiangsu Education Services for International Exchange Dalian University, China Harbin Normal University, China Harbin University of Science and Technology, China Jiangsu Int’l Foundation for Excellence Education (JIFEE) Nanjing Institute of Technology, China Conalep Tlaxcala, Mexico Conalep – Head Office, Mexico University of Petroleum & Energy Studies, India SIGNING DATE  June 2008 July 2008 Oct. 2008 Oct. 2008 Jan. 2009 Feb. 2009 Mar 2009 Sep 2008 Sep 2008 Nov 2008 PROGRAM  Business Teachers' Training Business & Hospitality Animation Business Degree Programs Engineering Technology Corp. Training Engineering, Energy All current and new Memorandums of Understanding and Articulation agreements increase the number of potential co-op and work experience opportunities available for domestic and international students. 17 Centennial College Annual Report  2008-09  Provide Opportunities for Underrepresented Students Centennial continues to lead in creating opportunities and pathways for under-represented populations including aboriginal students, youth from underserved neighbourhoods and students with disabilities to enter, stay, and succeed. Among the pathways are early intervention to offer financial support, specialized transitional programs, and mentorship. 2008-09 Achievements • The Helping Youth Pursue Education (HYPE) program continued to build upon its participation and extended its capacity to a maximum of 120 participants: 20 high school aged; 100 college eligible. With the support of the TD Financial Group, this program will grow to 160 participants in 2009-10. The First Generation Student (FGS) program will continue into 2009-10 with current funding. Approximately 1400 Centennial students are now self-identified and recorded on the FGS database. The program saw a number of new initiatives: setting up a mentoring agreement with the Toronto District School Board for three high schools, launching Centennial lunch and learn sessions, being involved in Centennial Discover and Connect Days, providing support for Grade 7 and 8 Career Conference Days and Grade 10 Careers Class recruitment activity. The FGS program worked with Student Financial Services to promote Aboriginal bursaries and establish a database for those who applied for the bursary. The Centre for Students with Disabilities (CSD) received funding from the Ministry of Training, Colleges and Universities to continue to offer the Successful Transitions, Advocacy, Research and Training (START) Smart program. This summer transition program was introduced in 2006 for students with learning disabilities. The START Smart program was designed through extensive collaboration between students with learning disabilities and the entire CSD team at Centennial. The outcomes of the program include enabling and empowering students with learning disabilities to transition into and through Centennial. Preliminary observations indicate that the more “connected” these students are, the higher the chances of their success and retention. The School of Business' Play It Smart program wrapped up on March 29 after a successful year of community outreach. The Play it Smart pilot program offered a mix of school tutoring in English, math and science, as well as some basketball instruction and house league play on the professional court at the Ashtonbee campus. The free 20week program, which ran every Sunday morning from September until the last weekend in March, involved more than 100 children between the ages of 7 and 13 from the Malvern neighbourhood in northeast Scarborough. Community engagement has expanded with the formation of a Community Outreach Office. Along with the HYPE and FGS projects, the focus of this office includes outreach to the community through venues such as the Neighbourhood Action Partnerships, collaborative initiatives such as the Pro-Tech multi-media centres, ongoing involvement • • • • • 18 Centennial College Annual Report  2008-09  in several Youth Challenge Fund initiatives, and participation in the United Waysponsored Communities of Practice for Educational attainment. • Centennial became a member of the “Council of Educators”, a group formed as a result of the Mayor’s Panel on Making a Safe City Safer. The body provides a forum where colleges, universities, and community educators share information, learn from each other, and work together to make their programs for marginalized youth more effective. As the Council matures, it is expected to provide a vehicle for evaluation, assessing cost-effectiveness, and for sharing best practices. Provide Opportunities for New Immigrants Centennial College recognizes the potential of immigrants to enrich the life of the College and community and provides advising, comprehensive counselling, document review and other program supports to integrate internationally trained immigrants (ITIs) as quickly as possible. Options include the Foundations programs, now available across the College, and bridging and fast-track programs for internationally trained professionals. 2008-09 Achievements • The Advising Office was formed three years ago to respond to the specific needs of internationally trained individuals (ITIs). The Advising Team expanded from three to five advisors in 2008-09, with support from the Colleges Integrating Immigrants to Employment, and met with more than 900 ITIs. The School of Advancement was instrumental in the design and development of Foundation programs for all schools at the College. The Foundation programs offer eight hours of language instruction in each semester enabling students to develop in all four skill areas: reading, writing, listening and speaking. The School of Community and Health Studies (SCHS) continued to develop the Bridge to Practice for Internationally Educated Practical Nurses funded by the Ministry of Citizenship and Immigration ($354,553). Also in development was the Bridge Training for Internationally Educated Pharmacy Technicians funded by the Ministry of Citizenship and Immigration ($378,821). The School of Engineering Technology and Applied Science (SETAS) was granted an extension to the Fast Track to Technology Occupations (FTTO). Technology Foundations program will provide additional opportunities for new immigrants to upgrade their skills to enter into fast track programs. The Business Development Division arranged articulation agreements with Teachers of English as a Second Language (TESL) Canada and the Ontario Retirement Communities Association. This will provide opportunities for ITIs to access the skills and training required to successfully gain employment in the Canadian labour market. An articulation agreement was also reached with Microskills Center that also engages and supports new immigrants. • • • • 19 Centennial College Annual Report  2008-09  • CE Chairs began reviewing ITI academic documents to ensure that the ITI client is placed on the appropriate CE learning path for purposes of advanced credit standing and registration in appropriate courses to meet their employment goals. CE successfully secured funding from the Ministry of Citizenship and Immigration of Ontario and Citizenship and Immigration Canada for a program targeting immigrants with a financial background. The goal was to prepare these clients for the Canadian Securities Institute examination. During the program, partnerships were established with Job Connect, ACCESS, Sun Life Insurance, and CIBC to facilitate job placement in industry. • Improve Student Success Building on our success in retaining students with early identification and specialized counselling program interventions, the Counselling Team provided leadership by actively promoting their services throughout the College, with particular attention to students with disabilities. Our International Student Services were expanded to include comprehensive orientation and mentorship opportunities for all international students. 2008-09 Achievements • The Business Development Division supported international student achievements through a number of new success initiatives. A highlight of initiatives is provided below: • A Peer Ambassador program matches international students with domestic counterparts. The program created opportunities for students to meet peers from different cultural backgrounds and academic programs. • Canadian Workplace Orientation Program provides coaching sessions for international students enrolled in co-op programs. The coaching sessions are designed to increase international students’ success rate in securing a co-op placement in their area of specialization. Of the 221 international students in coop programs, 54% attended the fall session. The success of this program will be evaluated in winter 2010 when the first group of students are in their co-op semester. • Expanded International Student Services include an airport pickup service from January 2009, a buddy phone system in the fall of 2008, a home-stay program with airport pickup in winter 2009, and an enhanced orientation package including a learning styles inventory, orientation to the transit system, medical and religious information and academic supports. An effort was made to reduce student withdrawal from all programs and increase retention. Re-orientation with the withdrawal process took place in order to address processing issues, allow for a last minute intervention in hopes of encouraging the student to reconsider their withdrawal decision, and gather accurate data to better understand and address the underlying reasons for student withdrawal. As a result the number of sign offs have been reduced. Counsellors who met with students withdrawing for non-academic reasons have been able to explain/facilitate a return to • 20 Centennial College Annual Report  2008-09  school for some students, including future re-admits and program transfers. The process is under review by the Strategic Enrollment Management Executive Team within the Retention Framework Process. • The Counselling Team held ‘Start Out Strong’ Workshops for the nursing program. At Progress, the Child and Youth Worker program's first year students meet with a counselor as part of an academic assignment. Both initiatives are examples of early identification/intervention efforts and seek to support student success in academic schools. The Counselling Team offered a series of workshops throughout the year on a variety of study skills such as improving memory/concentration, studying smarter not harder, taking notes and reading text, transferring to university, managing time well, and stress management. The Centre for Students with Disabilities (CSD) put in place a range of platforms to support student success in academic schools, including: (1) meeting with prospective students with disabilities to discuss program suitability, assess needs, discuss transition issues, determine appropriate academic accommodations and discuss support and strategies for success prior to the start of classes; (2) development of a student “Success Plan” which includes the individual student profile and referral to the Adaptive Technologist and Learning Strategist; (3) development and implementation of individual and small group assistance with compensatory learning strategies, self advocacy skills, adaptive technology training, and strategies for success based on disability and individual needs; (4) providing up-to-date Psychoeducational Assessments to identify current strengths/weaknesses and needs. Specific supports were put in place for apprentices with disabilities, following government funding. The Centre for Students with Disabilities (CSD) is now able to: o Gain a better understanding of the needs of apprentices with disabilities o Provide a plan for enhanced disability support o Partner with faculty to enhance opportunities for success o Provide early intervention strategies for apprenticeship students with disabilities o Provide up-to-date Psychoeducational Assessments to identify current strengths/weaknesses and needs o Development of a coaching program (peer, graduate and faculty) to enhance academic success o Providing laptops and adaptive technology for apprentices with disabilities who require assistive technology assistance o Track all apprentices with disabilities who have registered with our office and encourage connection with the CSD services and supports o Measure student outcomes The new Dean of Students completed a series of campus-based student feedback sessions, generating a rich body of students’ views, thoughts and ideas about academic provision and college services. This will become a regular event. • • • • 21 Centennial College Annual Report  2008-09  • Enhancements to the transfer credit database continued but with lower priority than in prior years. With new functionality coming in Banner 8 (Oct 2009), the ability to import catalog extracts from other Banner institutions to assist in matching equivalencies will be available; therefore, the upgrade to Banner 8 is a priority. Help Relieve Financial Strain on Students A central component of student retention is to assist students to meet the financial costs of postsecondary education. Centennial and its Office of Development and Alumni Engagement have led in innovative initiatives to improve access for low income students at risk. 2008-09 Achievements • Student Financial Services (SFS) provided 20 new HYPE entrants each with a Community Youth Initiative Bursary in the amount of $1,500, as well as five returning HYPE students with a Community Youth Initiative Bursary in the amount of $1000. A total expenditure of $35,000 was made to support students from at-risk communities. The Ministry matched Centennial’s bursary fund to provide 46 returning Ontario First Generation (OFG) students with $1,000 each. Centennial also created a new bursary program – First in my Family – providing $1,000 for 33 first year OFG students. Working with the IT department, Enrolment Services developed the capacity to provide multiple on-line bursaries to assist distribution of bursary support to students. This will be implemented once the Banner upgrade is complete. Centennial adhered to the Ministry mandate of providing the Student Access Guarantee to every student identified by the Ministry download system. This bursary opportunity was implemented directly to students without the added barrier of a student application process. To date, $574,185 has been awarded to 817 students with an additional summer allocation of $150,000 dependent upon Ministry notification. Centennial implemented a Centennial College Access Guarantee to further support the Student Access Guarantee. This opportunity permitted 1,381 students to access $372,721 in book bursaries, to date, and an additional $300,000 was set aside for the summer semester as required. In an effort to reduce student financial strain, the Office of Development and Alumni Engagement reported the following: • • • • • • Increased endowment by 42% Saw an increase of 20% in scholarship recipients (214 from 179) Saw an increase of 30% in scholarship revenue (cash value of $168K from $130K) Saw an increase of 23% in bursary disbursement (204 students from 166) Saw an increase of 23% in bursary revenue (to $102K from $83K) Saw an increase of 131% in Ontario Government matching fund ceiling (to $502K from a base of $217K). • • • • • 22 Centennial College Annual Report  2008-09  Strategic Direction #3: Student College Experience Enhance Student Experience Centennial College is committed to improving the student experience from first contact through to graduation. Upgrades to admissions and enrolment services ease the entry process; the recently completed Student Hub provides one-stop administrative services and library and athletic upgrades are anticipated in 2009-10. 2008-09 Achievements • • The Athletics and Wellness Centre construction project is underway with the construction contract awarded in April 2009. Construction is to begin in early June 2009. The Student Hub project at Progress Campus was successfully completed in early November 2008 and is now fully functioning. As part of the new Hub, and dedication to reducing line-ups and improving student wait times, a Q-Matic reservation system was installed to expedite access to multiple services. In the first seven months of operation, 41,000 students received service. Diamond and Schmitt were selected in March 2009 as the successful architects for the state of the art Library and Academic Space at Progress campus. The design of the facility is currently underway and the tender package for construction is expected to be issued by end of August 2009. In May 2009, the College secured a $35 million infrastructure investment to construct a new library and academic space at Progress Campus. An upgrade to the Ontario College Application Service (OCAS) admissions module software was completed in late November 2008. Enrolment Services are now able to offer alternate program choices at other campuses using an automated process. The Enrolment Services Call Center went live March 12 with a new and improved call flow. This new call flow is designed to reduce the amount of time it takes for callers to get to an agent. Enrolment Services reinstated and updated their department SharePoint site. SharePoint is used to post announcements, registration information including open/closed programs, web registration information, registration deadlines, FAQs regarding program admission, Student Financial Services deadlines and information, and College events. The School of Engineering and Technology (SETAS) partnered with The Ontario Association of Certified Engineering Technicians and Technologists (OACETT) to open pathways to professional association for SETAS graduates. OACETT lectures to promote student memberships and professional designation to students 2008–09 STRATEGIC GOALS 1. Enhance Student Experience • • • • • • 23 Centennial College Annual Report  2008-09  Strategic Direction #4: Organizational Strength 2008–09 STRATEGIC GOALS 1. Strengthen Partnerships 2. Develop an Inclusive Workplace 3. Increase Organizational Capability Through People Development and Empowerment 4. Improve Accountability within College 5. Ensure Strong Recognition of Centennial College Strengthen Partnerships Ontario’s first College is a model for partnerships— collaboration with other institutions and agencies, with government and the private sector—that enhance the quality of the student, staff and faculty experience, GTA businesses and our community. 2008-09 Achievements • Participation in all Centre for Organizational Learning and Teaching (COLT) sponsored 6. Increase Use of Information Analysis and learning events, held internally, increased by Pl i i D i i M ki P 20% over that of the previous year. Additionally, the number of school/departmental events provided by COLT increased. • A contingent of eight new managers was sent to the system-wide Ontario College Administrative Staff Association (OCASA) management development program in October 2008. The School of Community and Health Studies (SCHS) continued to prepare a detailed market analysis of the education and health sectors in preparation for the establishment of the Emergency Preparedness Institute. An Emergency Management Program, an online undergraduate course, and a game called ‘Disaster Strikes’ was developed for interprofessional emergency preparation education. The SCHS continued to work on the IDEAS at Work project, an educational module aimed at health care professionals with the anticipated outcome of improving collaboration in disaster response. The School of Transportation (SoT) partnered with the York Region District School Board and the York Catholic District School Board to add a new Ontario Youth Apprenticeship Program (OYAP) Automotive Service Technician program. The SoT was also successful in partnering with Algonquin College to teach the first year Aviation program common core curriculum, and reached an articulation agreement with Georges Vanier High School for the Aviation program’s “Theory of Flight” course. The School of Hospitality, Tourism and Culture continues to pursue UNESCO Global Alliance for Cultural Diversity partnership status. Completion of this partnership status will occur in the fall of 2009. The Centre for Students with Disabilities (CSD) engaged in a direct marketing campaign to high school special education departments to raise awareness of the summer transition program and supports available for students with disabilities. A letter introducing the Enhanced Services for Apprentices with Disabilities was also included in all mailings to prospective and active apprentices with Disabilities. • • • • • 24 Centennial College Annual Report  2008-09  • The Student Life Enhancement Division (SLED) Advising Team worked with its internal partners to ensure knowledge of the college application process and preparedness for college for those enrolled in HYPE program, ensure clear focus of program choice and next career undertaking for unemployed workers, provide clarifications on programs, admission requirements and highlight a range of possibilities to facilitate an informed decision-making process for recent immigrants. Enrolment Services established a priority outreach list for school visits by reviewing high school feeder reports and statistics. The reports were used to determine the priority of high school visits in the fall. Enrolment Services also worked with Academic schools on activities such as group tours for relevant feeder schools, and program specific events both on- and off-campus, e.g. Agincourt CI Accounting Conference and School of Business, Apprenticeship events at high schools and School of Transportation, Health Symposium and School of Health and Community Studies. The Office of Development and Alumni Engagement continued to lead the College’s Guild Inn initiative, coordinated college’s submissions to federal and provincial infrastructure initiatives (circa $60 million), established a corporate partnership for the School of Community and Health Sciences (SCHS), and collaborated on municipal funding initiatives for the HYPE program. Centennial College and GO Transit committed to a joint investment in training and education with the donation of a retired GO Bus to the School of Transportation. The bus will be used as a training tool for students in the Truck/Coach and Heavy Duty programs. This is the first time GO Transit has donated a vehicle to an educational institution for this purpose. In partnership with Centennial’s Energy Institute, India’s University of Petroleum & Energy signed a memorandum of understanding with Centennial College and the University of Waterloo for scientific research and education co-operation related to energy technology, security and infrastructure. ARIC, and SETAS’s Energy Institute, in partnership with green tech company REGEN Energy Inc., were nominated for a ‘Mind to Market Award’ and are currently leveraging $5.6 million in Federal and Provincial grants including ongoing research involving Centennial faculty and students. • • • • • Develop an Inclusive Workplace Centennial restructured the Office of Equity, and added resources in the form of a new Manager of Equity Education and allied research support. Through 2008-09, advisory committees have begun work to implement the Equity Action Plan consistent with audit priorities and policy review recommendations. 2008-09 Achievements • The Office of Equity saw staffing changes with the addition of a senior researcher and data management support. 25 Centennial College Annual Report  2008-09  • A self-identification survey was developed for data collection to provide a demographic snapshot of the workforce for purposes of identifying areas of progress and underrepresentation. An audit and review of dispute resolution policies and procedures on discrimination was conducted to ensure proper alignment with decision making processes and organizational culture. The Office of Equity established the Equity Steering Committee which met several times and will continue to work throughout the year. Research and development of an Institute for Global Citizenship and Equity Education continued with a scheduled launch date of fall 2009. Formal application for the International Scholars at Risk program has been made as part of the institute. • • • Increase Organizational Capability through People Development and Empowerment In addition to expanding, tracking and acknowledging the use of opportunities for faculty and staff development through the Centre for Organizational Learning and Teaching (COLT), the College aims for a workforce that reflects the profile of Centennial students. Two events, the annual Applied Research and Innovation Symposium and Centennial Learns, showcased the College’s increasing research capacity. 2008-09 Achievements • • • In a follow up to the target of 30 diversity hires Centennial set for 2008, 28 out of the targeted 30 have been hired. The College hosted the third Annual Applied Research and Innovation Symposium (ARIS) in June 2008, attended by faculty from across all disciplines and schools. The Association of Canadian Community Colleges (ACCC) selected Shyam Ranganathan, Dean of the School of Hospitality, Tourism and Culture, to participate in the Tourism and Culinary Trilateral North America Mobility Committee. The Provincial Awards Committee of the Ontario Association of Certified Engineering Technicians and Technologists (OACETT) selected Jag Mohan, Dean, School of Engineering, Technology and Applied Science, as this year’s recipient of the "Distinguished Service Award". The award recognizes the hard work Dean Mohan and his team have undertaken to secure accreditation for Centennial’s engineering programs, Jag Mohan’s role as the Chair of Heads of Technology in Ontario, and his advocacy for OACETT over the past couple of years. • Improve Accountability within the College Centennial is accountable to its learners, its community and to the general public for the quality of the learning experiences it provides, for the resources it uses and for the manner in which the College treats all people. Centennial measures its progress toward the achievement of the strategic and operational goals and reports the findings to its stakeholders. 26 Centennial College Annual Report  2008-09  2008-09 Achievements • The College implemented an integrated Attendance, Health and Wellness management system. The enhancement to the College’s management of WSIB claims, combined with the institution of enhancements to its return to work policy, cost the College approximately $185,000. It is estimated that the program has generated a return on investment of 400%. Total estimated savings are $1,020,925. An early intervention program was developed by Health, Safety and Wellness to ensure at risk employees were accommodated at their current position to reduce the use of sick days. Ergonomic assessments, previously contracted from outside sources, were brought in house. Health and Safety staff conducted 33 Ergonomic assessments at a total cost savings of $49,500. It is estimated that early intervention and accommodation resulted in decreased absenteeism, resulting in a cost saving of $132,000. Attendance policies and processes were reviewed, streamlined and their application was centrally monitored to ensure all employees could return to their jobs as soon as medically possible following an illness or injury. The streamlined process saved an estimated $456,375. • • Ensure Strong Recognition of Centennial College Centennial successfully works to develop communication strategies with all stakeholders, both internal and external, with the aim of disseminating information about programs and services that will help recruit and serve students, faculty and staff. This process of dissemination also helps to attract partnerships and collaborations with external organizations. 2008-09 Achievements • Centennial’s external website underwent continuous improvement to stay current while improving usability. Absolute unique visitors to the www.CentennialCollege.ca site increased by 68% from April 2008 to April 2009 in comparison with previous year (April 2007-08). The student portal, my.CentennialCollege.ca, underwent a complete overhaul as well. Usage on this portal went up by 25% from April 2008 to April 2009 in comparison with previous year (April 2007-08). Join the humanracebook.com advertising launched the Signature Learning Experience to the GTA, differentiating Centennial College within its competitive set. An Ipsos Reid study conducted in February 2009 revealed that the humanracebook message resonated with the prospective groups surveyed. Marketing and Communications commenced a multiphase effort in forging strong connections with prospective students and current students through social media such as Facebook, Twitter, YouTube and blogs. Enrolment Services supported strong recognition for Centennial through a number of on-campus events. • • • 27 Centennial College Annual Report  2008-09  • May 2008 – Career Exploration Events: This event was open to students fro grades 7 and 8 and saw approximately 360 attend from York Region District School Board, the Toronto District School Board, and the Toronto Catholic District School Board. May 2008 – Central Region College Dialogue: Held at the Morningside campus, this event was attended by over 300 guidance councilors. June 2008 - Centennial hosted grade 11 & 12 at risk students from the Toronto District School Board and Toronto Catholic District School Boards thorough the Learning Partnership at the Centre for Creative Communications for a day of hands-on discovery. November 2008 – Discover Centennial: The annual open house, held across four campuses, saw approximately 1,700 attendees. March 2009 – Connect with Centennial: The annual spring conversion event saw an increase in attendance of 36% with approximately 3,000 attendees across the four campuses. Enrolment Services, through its Student Recruitment Office, made 467 off campus visits to schools and community agencies in 2008-09, speaking to over 15,000 prospective students, and provided individual on-campus tours to over 850 campus visitors. • • • • • Enrolment Services will continue on-campus visits and events with the Toronto District School Board and plans to expand to York Region and First Nations community organizations. • • The 2008-2009 Academic year enrolment for semesters beginning in summer 2008, fall 2008, and winter 2009, exceeded budget and exceeding last year’s enrolment overall. Total domestic full-time enrolments for the year 2008-09 were up 5.7% compared to 2007-08. Total semester one enrolments were up by 7.2% compared to 2007-08. The total domestic full-time enrolments exceeded budget by 2.6% and by 3.6% for semester one. International full-time visa and transfer enrolments were up by 19.6% and semester one enrolments in visa and transfer students were up by 25.2% compared to 2007-08. Total international full-time enrolments exceeded the budget by 13.1%. Total CE enrolments for the year 2008-09 are up 9.6% compared to 2007-08. • • Increase Use of Information Analysis and Planning in Decision Making Process The easy availability of high quality performance data is central to assessing institutional progress. In addition to technology upgrades to support more robust data storage and retrieval throughout the organization, a centralized project management tool was implemented for all Information Technology projects. 2008-09 Achievements 28 Centennial College Annual Report  2008-09  • In an effort to support operational and strategic decision making an institutional reporting structure was implemented. The Operational Data Store (ODS) reporting solution was implemented in Finance, and is almost compete in Human Resources; the Student phase is set to be implemented in 2009/2010. A necessary Banner upgrade was completed and as a result the Enterprise Data Warehouse (EDW) project has been deferred until 2010/2011. This upgrade also had an impact on deadlines surrounding the implementation of the ODS reporting solution. Eclipse, a project management tool for information technology projects, has been implemented. A training program and support strategy were developed and also implemented. Project management methodology will be developed in the next fiscal year. A new annual program review process was completed by Schools and the Corporate Planning Office for the 2007-08 academic year. The Corporate Planning Office developed a “Program Quality and Growth” matrix to map each program in four equal quadrants based on their past performance in application, enrolment, program quality and Key Performance Indicators (KPIs) data. The results were presented at the Leadership Forum and shared with program coordinators. Centennial saw a slow but steady improvement in its Student Satisfaction KPIs. KPI results increased by 1.3% over 2008 results with gains in all four capstone questions. Some key findings include: • • Centennial’s Student Satisfaction rate rose 1.3% over 2008 results with 74.6% of respondents indicating that they are satisfied or very satisfied. Centennial had a lower rating in the Employer Satisfaction survey; however, the gap between Centennial and the other GTA colleges is negligible. Centennial will work on improving this rating. Graduate satisfaction rates declined in four GTA colleges with Centennial’s decreasing only marginally by 0.6% • • • • • Centennial’s KPI Committee will continue to focus on increasing awareness of the KPIs, improve the logistics and administration of the survey, and direct energy and resources into areas where KPI results indicate improvement is required. 29 Centennial College Annual Report  2008-09  Strategic Direction #5: Resource Development and Financial Stability 2008–09 STRATEGIC GOALS 1. Achieve an Annual Balanced Budget Achieve an Annual Balanced Budget Centennial College is committed to maximizing its resources to support our mission of “educating students for career success” and our vision of “transforming lives and communities through learning”. It is critical that we achieve our balanced budget goal in order to generate cash flow to service Centennial’s debt obligations and fund the College’s capital expenditure requirements. Achievements 2008 – 2009 • The 2008-09 budget supported Centennial’s mission and vision and achieved its objectives. The principal goal of the budget was to enhance and maintain the occupational relevance of the College’s programs and its academic quality The College closed the 2008-09 fiscal year with a small surplus for the sixth consecutive year. Total academic Revenues were $138.2 million, representing an increase of 10.5% over last year. Total international revenue was $15.7 million, representing an increase of 15.9% over last year. The College retired $5.2 million in long-term debt during the year. The College successfully managed to secure $17 million in funding from Ontario Financing Authority for the construction of Athletic and Wellness Centre. The College’s Endowment Fund is $7.8 million representing an increase of 42.4% over last year. • • • • • • Looking to the Future Our Book of Commitments: Five Year Strategic Plan 2009-14 In 2007, Centennial College started to review its existing strategic plan and conducted an environmental scan to build a base for a new Strategic Plan. The results were presented to the College Executive Team and the whole College community for comment. Based on the feedback “The Book of Commitment” was created. Nine commitments were identified: In creating good global citizens, be recognized as just that. We will strive to become an internationally recognized leader in education that places a strong emphasis on global citizenship, social justice and equity. 30 Centennial College Annual Report  2008-09  Prepare people for the new world that awaits. Centennial will be at the forefront of applied education and, in doing so, meet both the economic and social inclusion needs of our communities. Be a community leader. Centennial will play an integral, active role within the communities we serve. We will make a difference in the lives of those around us and continue our leading-edge work to aid underrepresented groups, championing their cause to access and succeed in post-secondary education. Help students grow into leaders. Leaders are not born they are created by the right environment, and through mentors who give people the confidence and abilities to lead others. We will create such an environment and be those mentors. Forge many roads to success. There is no single path to success. We recognize this. Centennial will continue to find new routes for students to travel, and exciting ways to make their journey more rewarding. Stand behind our promise to students. We will guarantee the quality of Centennial’s programs and service delivery to ensure an outstanding and rewarding experience for our students. Be one of Canada’s best employers. We will be an environment that challenges employees to be their best, and to make a difference. We will be an inclusive, engaging work environment built on valuing diversity and respect for all people. Build the bottom line. To become better and offer more to our students, we must grow. We will continue to find ways to grow economically and be accountable for our resources and use them appropriately. Tell a great story. We have a wonderful story to tell. We need to be sure it is told in a compelling way and so we will tell our story in a way that makes the community, the nation and the world sit up and take notice. 31