1
Contents
1 Centennial & The City
Introduction
What is a Strategic Master Plan? 5
Centennial College Today
The Vision 6
Signature Learning Experience 8
Centennial College Today 10
Centennial College Growth 12
World In Motion: Internal &
External Conditions
The City’s Shifting Modal Split 14
Neighbouring Zones to Connect With 16
New Developments In The East 17
Growth & Campus Capacities 18
A Collaborative Effort 19
2 Principles & Strategies
The Master Planning Strategies 21
Leverage New Transit Initiatives 22
Seek Co-Development Opportunities 25
Intensify The Academic Village 30
3 Progress Campus &
Ashtonbee Campus
Progress Campus 35
Analysis
Progress Campus: Site Conditions 36
Applying The Principles 41
Leverage
Connect the Campus to Transit Hubs & Trails 42
Plan Mixed-Use Communities Around the Transit Hub 43
Overlap the Co-Development Hub & the Academic
Village 44
Seek
Identify Potential Locations for Mixed-Use
Commercial Zones 45
Create a Gateway Building 46
Precedents & Inspiration:
Architectural Urbanism 48
Connectivity to the Campus 49
Ecological Innovation 50
Cross-Programmatic Connections 51
Synergistic Parking Strategies 52
Active Landscapes 53
The Progress Hub 54
Phase 1: Establish the Infrastructural Network &
Develop the Connector Spine 74
Phase 2: Use Transit-Oriented Mixed-Use Development
Initiatives to Consolidate the Co-development Hub &
the Centennical Commons 75
Intensify
Phase 3: Expand Beyond the Bow-Tie 76
Phase 4: Capitalize on Investments in Land 77
Future Developments on Progress Campus 78
Ashtonbee Campus 81
Analysis
Ashtonbee Campus: Site Conditions 82
Applying The Principles 90
Leverage
Connecting With Transit Hubs & Multi-Use Trails 91
Seek
Seek Co-Development Opportunities: Eglinton’s
Transforming Golden Mile 92
Enhance Institutional & Co-development Gateways 93
Decant Parking 94
3.4 Acres for New Program Initiatives & a New Public
Realm 95
Precedents & Inspiration:
Industrial Vibrancy 96
Invest in Centennial - Develop 4 Key Sites 97
Intensify
Renovate & Extend the Main Building Spine 98
Establish a New Circulation Network to Guide Future
Campus Developments 99
Develop the Ashtonbee Road Spine & Intensify the
Academic Village 100
A New Identity for Ashtonbee 101
The Future Of Centennial College 102
Next Steps 104
4 The Green Agenda
Embedding Green Initiatives Within
Centennial College’s Master Plan 109
City 110
Campus & District 112
Building 118
Appendices
Appendix 1:
Centennial College Today 130
Appendix 2:
Connections to the City: LRT vs Subway 136
Appendix 3:
New Developments in the East 137
Appendix 4:
Changing Demographics 140
5
This Strategic Master Plan provides an
overview of the potential of the diverse
land holdings of Centennial College and
creates a set of initiatives within which
to plan growth of academic offerings and
accommodation of an expanding student
body.
Rather than providing prescriptive
solutions, this document sets up a flexible
framework for integrating development
opportunities that include academic,
residential and commercial development
across the major campuses of Centennial
College. Rather than seeing each campus
in isolation the Master Plan looks across
the campuses for opportunities for
adjacent commercial co-development that
both compliments student activities and
provides strategic funding partners in co-
development.
Each initiative described in this document
requires further detailed analysis and
design that is based on the opportunity
at hand. The Plan is based on the unique
qualities of Centennial and its academic
and vocational offerings within a growing
Ontario.
Introduction
What is a Strategic Master Plan?
6
The Vision
1. School of Engineering Technology & Applied Science, Science & Technology Centre; 2. School of Community & Health Studies,
Progress Campus; 3. Vinayaka Centennial Canadian Business School; 4. School of Communications, Media & Design, Centre for Creative
Communication; 5. Ashtonbee Campus - School of Transportation; 6. School of Hospitality & Tourism, Progress Campus; 7. School of
Transportation, Ashtonbee Campus; 8. School of Business, Progress Campus; 9-10. School of Community & Health Studies, Science
& Technology Centre; 11. School of Advancement, Progress Campus; 12. School of Continuing Education, Progress Campus; 13. Police
Foundations, Progress Campus; 14. Student Services, Progress Campus; 15. Executive Team, Progress Campus; 16. School of Engineering
Technology & Applied Sciences, Science & Technology Centre; 17. Joint Centennial College and University of Toronto Scarborough
Campus Programs; 18. Medical Robotics & Automation, Post Diploma Program; 19. Student Life, Science & Technology Centre; 20.
Library & Academic Facility, Progress Campus
Transforming Lives & Communities Through Learning
Centennial College is growing quickly. A diverse and inclusive institution,
it appeals to numerous communities across Toronto, and has recently
seen a dramatic rise in international enrolments, in addition to continuing
growth in domestic applications.
Increasing demand for college programs that prepare students for
opportunities in the global marketplace has led to efforts to promote
connectivity beyond the physical campus, extending to online social
networks that provide students with leadership platforms to engage with
both local and global communities.
This message of connectivity needs to inform and shape a long-term
master plan strategy that will aid Centennial College in developing a
sustainable, institutional, and transit-oriented community.
8
Signature Learning Experience
Create an Inclusive & Collaborative Learning Environment
Centennial’s reach extends far beyond the
boundaries of the GTA and the College
has been experiencing a dramatic rise in
international student enrolment in recent
years.
An International Education Office has been set
up at Progress Campus to assist students with
adapting to life abroad and to offer information
and counselling to current students. But to
reach out to a broader global community
and to foster multicultural diversity on their
Canadian campuses, Centennial has also set up
new education and resource centres in major
cities throughout the world. They facilitate the
application process to help potential applicants
understand the programs and student life being
offered by the College.
Centennial also offers international training
and development programs overseas in
China, Dubai and India. These programs
have been developed to i) provide training in
Canada to faculty from international colleges
and universities; ii) offer customized study
programs for students being sponsored by their
business/industry/government overseas; and
iii) helping developing countries set up training
centres and colleges that address their needs.
Building a strong campus community that
encourages inclusiveness and collaborative
education within a pluralistic framework is
essential to Centennial’s Signature Learning
Experience.
CREATE AN INCLUSIVE & COLLABORATIVE LEARNING ENVIRONMENT
SIGNATURE LEARNING EXPERIENCE
CHENNAI, INDIA
CHINA
ISTANBUL, TURKEYTORONTO, CANADA
Centennial College Main Campuses:
Progress, Ashtonbee, Science & Technology
Centre, Centre for Creative Communications &
the Guild Inn
DUBAI, UAE
Exchange program with the Canadian University of Dubai
Potential exchange programs or satellite campuses
Academic co-operative agreements with
Bahçeşehir, KÜltÜr, izmir & Doğuş Universities
Istanbul International Education Resource Center
Vinayaka Centennial Canadian Business School
9
Signature Learning Experience
Reaching Out Locally & Globally -
A Social Network With A Cause
More students, especially those coming
from overseas, are choosing Centennial
because of our unique pledge to teach
global citizenship, preparing them for
work anywhere and educating them for
a changing world. - Ann Buller
10
Centennial College Today
Science & Technology Centre
Progress Campus
Centre For Creative Communications
Total Campus Area: 370,300 Sqm (91.5 Acres)
Total Academic Space: 76,489.5 Nasm
Total Students Enrolled, Fall 2010: 15,200
Please see Appendix 1 for overviews of individual campus site conditions and programs.
11
Centennial College Today
Science & Technology Centre
Ashtonbee Campus
Progress Campus
The Guild Inn
Centre For Creative Communications
Scattered across Toronto East, most of Centennial’s
campuses have an enviable connection to the
green parks and ravines that surround them, often
featuring local trail networks.
Given the distribution of campuses and the distances
between them, the College is seeking to consolidate
programs within each campus to reduce the need for
students to travel between campuses.
Each campus has a unique set of conditions that
either limit, or allow for future development. Satellite
sites are also currently under consideration for the
expansion of current programs, including the Culture
and Heritage Institute at the Guild.
Currently accommodated in four major
campuses, Centennial College is spread across
the Greater Toronto Area in primarily suburban
locations. Actual footprints on Centennial’s
campuses occupy a relatively small portion
of their sites, creating opportunities for
strategic intensification and restructuring.
Each campus has a unique identity and urban
context, creating opportunities for connectivity
and integration with their neighbouring
communities. Of Centennial’s 5 locations across
Toronto, Progress & Ashtonbee campuses
were identified as priorities by the Educational
Consulting Services Corporation (ECS), with
the support of Centennial College. They each
possess great potential for growth & expansion.
12
Centennial College Growth
Estimated Growth by 2011 was 29.1% Four Years Ago.
Actual Centennial Growth Rates Far Exceed Expectations.
Student Enrolment from 1966 - Present
Source: CAAT II Enrolment Report, Centennial College Financial Planning Department
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Updated student enrolment figures from March
2011 demonstrate that actual full time student
enrolment numbers continuously exceed
previous growth projections, which means that
Centennial is growing far more quickly than
they had ever imagined.
Strong International student growth is
expected to continue and Centennial’s Financial
Planning Department foresees continued
enrolment growth in all program clusters.
Constraints in space have led to the
programming of classes that would normally
have been scheduled during the daytime to be
shifted either to evening or to weekend time-
slots at both Progress Campus and the Science
and Technology Centre.
The rapid growth is also redefining how
programs are redistributed across Centennial’s
campuses, and the College is seeking smart
relationships that will encourage new synergies
and support the clustering of programs to
support shared resources.
Source: Strategic Space Plan: Centennial College Draft
Report, Educational Consulting Services Corp, September
2010
13
Centennial College Growth
Student Enrolment from 1966 - Present
Source: CAAT II Enrolment Report, Centennial College Financial Planning Department
Full-Time Student Enrolment
Projected Full-Time Student Enrolment Growth in 2006
Projected Full-Time Student Enrolment Growth, as of March 2011
Note: Recent enrolment growth is attributed to the continuing rise in international visa student
numbers, as well as "Second Career" participants.
Figures do not include part-time enrolments.
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14
Future LRT Transit Connections
The City’s Shifting Modal Split
The campuses are all served by major roads
and infrastructure. Under the current Metrolinx
and City of Toronto transit plans, all four
campuses and Centennial’s satellite site at
the Guild Inn stand to benefit from new and
improved transit stops at each location.
The future development of transit-oriented
‘hubs’ surrounding these transit stops will
catalyze movement across the city enhancing
accessibility to the college and increasing the
visibility of the campuses. Therefore, the city’s
transit plans should be strategically factored
into future plans for the college, allowing the
college to reach out to a wider student pool
while reducing reliance on automotive forms of
transportation.
These connections to the city would benefit
the College by helping to integrate a diverse
student body – many of whom having only
recently immigrated to Canada – with
surrounding communities, but also by allowing
the communities to take part in Centennial’s
many cultural and educational initiatives.
Currently, the College’s on-campus residence
can only support 330 of its 15,200 students.
The remaining students commute from across
the GTA and 23.2% arrive from surrounding
regions.
42% of students spend more than 6 hours
commuting each week, and while the
automobile is the predominant form of
transportation in the Scarborough area, more
than 82% of students currently use alternative
modes of transportation. These would include
taking transit, cycling and car pooling.
There are plans underway to expand the transit
network across the city and Centennial must
tap into new transit developments by taking
a proactive role in ensuring that new transit
lines reach each of their campuses to provide
frequent and efficient connections for students,
faculty and staff and that the design of the
stops and stations is conducive to a transit-
oriented College and mixed-use development.*
*Please see Appendix 2 for an overview of potential
changes to the transit system.
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Major Roads & Infrastructure
Current Public Transit Links
Future LRT Transit Connections
Future Centennial College Transit Hubs
Current Multi-Use Trails
15
Major Multi-Use Trail Developments
improvement of signalized intersections, public
space and landscaping along this green path.
Since more than 35% of the student population
lives in Scarborough3, promoting the use of
this trail network as an alternative mode of
local transportation, which is cheaper, healthier
and more environmentally friendly, is a realistic
option.
1-3 Source: Centennial College Student Demographics
(Based on 2009-2010 Data)
New multi-use trails have recently been
developed along the Hydro Corridor, providing
a strong link across eastern Toronto that
connects to the city’s existing trail network.
Centennial’s Scarborough campuses all find
themselves conveniently located within close
proximity to this major multi-use trail.
Multi-use trails along the Hydro Corridor
provide a safe cycling and pedestrian route in
a park-like setting, and Centennial should take
full advantage of the opportunity to promote
connections to their campuses through the
CCC CAMPUS
STC CAMPUSPROGRESS CAMPUS
ASHTONBEE CAMPUS
Current Multi-Use Trails
Future Multi-Use Trails
Future Signalized Cross-Walks
16
Neighbouring Zones to Connect With
Centennial is not growing in isolation. It is
part of an established suburban pattern that
holds numerous potential relationships to be
pursued.
Transit investment is a trigger of development
by making surrounding properties more
attractive for mixed-use and allowing residents
and businesses to better connect with the rest
of the city.
While Scarborough’s residential
neighbourhoods are well established, there
are 5 major concurrent areas of active re-
developments that are emerging within some
of the mixed-use & industrial zones close to the
Centennial campuses - all of which fall within
close proximity of the proposed future Transit
investment.
CCC CAMPUS
STC CAMPUSPROGRESS CAMPUS
ASHTONBEE CAMPUS
Residential Zones
Industrial Zones
Mixed-Use/Commercial Zonesvv
17
Major Developments that Centennial College Should
Seek to Leverage Include:*
New Developments in the East
1 UTSC Expansion & Pan Am 2015
2 Scarborough Centre Development
3 Markham-Ellesmere Revitalization
4 Guild Inn Cultural Precinct
5 Eglinton’s Rezoned Golden Mile
*Please see Appendix 3 for overviews of the new developments in the east.
5
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23
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Industrial Zones
Mixed-Use/Commercial Zonesvv
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STC CAMPUSPROGRESS CAMPUS
ASHTONBEE CAMPUS
18
Growth & Campus Capacities
Full-time international student enrolments are expected to
double by 2015, rising to 3290.
Domestic student enrolments were expected to exceed capac-
ity at fewer than 14,000 students in 2013.
There are currently 15,200 full-time students; therefore the
college is currently operating over-capacity.
Current facilities provide 70 GSF per full-time student, which is
45% below the Ontario College System average.
To meet the Ontario college system average
area per student figure, based on current
student numbers, Centennial College would
require an additional Progress Campus.
Source:
Note: Overviews of changing student demographics can be found in Appendix 4
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19
Centennial
Board of
Governors
Private
Sector
Partners
KPMB in
association with
GCI
Centennial
President &
Senior
Administration
City
Community
Academic
Stakeholders
TTC &
Metrolinx
Project
Team
Centennial
City of
Toronto
Core
Team
A Collaborative Effort
Planning for Centennial College’s future
development should not occur in isolation.
To tap into the numerous co-development
opportunities in surrounding neighbourhoods,
the next step for the College, would be
to establish a strong dialogue with key
stakeholders in both public and private sectors.
A 21st century institution does not exist in
a vacuum. Essential to the prosperity of a
progressive institution is mutually beneficial
engagement with the city and community that
it is a part of. Collaboration with stakeholders
early in the development process would ensure
that synergistic opportunities are recognized
and challenging issues are addressed in a
timely fashion and incorporated, and most
importantly, that a coherent plan is developed
and carried forward, that receives support from
all parties that are represented in the Core
Team.
The Centennial College Strategic Master Plan
is an overview of the guiding principles that
will allow the College to proceed with its high
demand for new and improved facilities in a
coherent, well conceived, and flexible manner.
Finding intelligent, creative, and context-
specific opportunities for fusing Centennial’s
development strategy with neighbouring
expansion and revitalization plans leads to
the following guiding principles that can lead
to the creation of a sustainable, institutional
and transit-oriented communities for each of
Centennial Colleges campuses.
The key concepts of
1 Leverage new transit initiatives
2 Seek co-development opportunities
3 Intensify the academic village
express this dynamic interaction between the
campuses and their surrounding contexts.
21
2 Principles & Strategies
1 LEVERAGE New Transit Investments
2 SEEK Co-Development Opportunities
3 INTENSIFY The Academic Village
The Master Planning Strategy
22
Centennial College must actively engage with
transit planners and become a player in the
city’s “world in motion”. Orientation towards
Centennial’s campuses from transit lines
should be shaped by the College to ensure that
new transit hubs will support co-development
initiatives In adjacent areas while raising the
profile of the College.
Studies of the stimulative effect of improved
transit and changes in modal split, such
as those observed on the Yonge Street
Corridor, have demonstrated that enhancing
connectivity by improving pedestrian access
to transit at stops and stations can create the
conditions for increased economic activity.
In Richmond Hill Centre and Langstaff/
Longbridge, the number of people and jobs per
hectare, within a 500m diameter of proposed
transit hubs, is expected to increase by more
than 1100%.
1. Yonge Subway Extension: concept plan & profile, Toronto - TTC; 2. Yonge Subway Extension comparison of the development potential
within a 500 metre study area surrounding future transit hubs, Toronto - TTC.
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LEVERAGE New Transit Initiatives
Strategy 1.1: Introduce Transit Hubs to Stimulate
Economic Activity
23
2 3
1. York University’s Secondary Plan Update Background Document and Transportation Master Plan, Toronto , Brook McIlroy Inc; 2-3 York
University Station Transit Hub, Toronto - Fosters + Partners
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York University provides a prime example of
intelligent long-term transit-oriented planning
for a post-secondary institution.
Planning for more than 2 decades, York
strategically oriented its mixed-use and
academic developments around future transit
hubs.
Mixed-use areas are focused around transit
stations and in areas with land use transitions,
such as along Pond Road and in the northwest
area of the campus.
Two new subway stations will provide the
University, not only with increased access to
transit, but also a sense of arrival and identity.
The new line will be in operation by 2015.
1
LEVERAGE
Strategy 1.2: Plan Mixed-Use Development Around
Transit Hubs
24
YORK UNIVERSITY'S PARKING STRATEGY
INSERTION OF NEW PARKING BUILDINGS
ENHANCED TRANSIT CONNECTIONS
40% INCREASE IN BUS USAGE
30% REDUCTION IN PARKING REQUIREMENTS
+
=
&
With Centennial’s expanding reach to both
local and global communities, the College can
continue to expect steady growth in student
numbers.
Better transit connections suggests that the
modal split will alter to favour increased transit
usage. Even as student numbers increase,
parking requirements would likely decline,
which would allow the College to decant
surface parking from their site and invest
intensifying their existing campuses.
Despite rising student
numbers, York's parking
figures continue to decline
due to enhanced transit
services.
LEVERAGE
Strategy 1.3: Decant parking into concentrated parking
structures to plan for changes in the modal
split and allow for site densification over
time.
Parking Permits/1000 Students
Daily Buses
25
1 2
4 5 6
1. Marine Gateway, Vancouver - Perkins + Will; 2. Canada’s National Ballet School with Radio City Condominiums in the background; 3.
Ashtonbee Campus Training Partners; 4. Guild Inn, Toronto; 5. Ryerson Master Plan, Toronto - KPMB Architects
Centennial College has an opportunity to
leverage transit development investments
and while drawing support from all levels of
government and forging partnerships with
the private sector.
SEEK Co-Development Opportunities
Strategy 2.1: Create gateways through co-development &
increase Centennial’s visibility on a city-scale
by initiating community partnerships.
26
When developing student accommodation,
Centennial should seek to provide a diverse mix
of housing options and living arrangements
to serve a demographically diverse staff and
student body by working with private sector
partners. The provision of basic services
associated with this housing within walking
distance of the of the campuses will contribute
to sustainable growth that both serves the
College’s needs and benefits from its presence.
Simon Fraser University’s (SFU) UniverCity
Master Plan is a model sustainable community
that incorporates a commercial core,
community facilities, and an extensive network
of pedestrian paths and bike trails with the
demands of SFU’s expanding student body.
Mixed-use and transit-oriented, UniverCity
upholds SFU’s 4 Principles of Sustainability:
Environment, Equity, Economy and Education.
The 1996 Official Community Plan (OCP) had
envisioned a dense, mixed-use community on
approximately 65 hectares of land surrounding
the SFU campus. It allows for up to 4536
residential units in 2 distinct neighbourhoods,
each with its own elementary school and
neighbourhood park.
UniverCity is currently home to approximately
3,000 residents and is planned to
accommodate more than 10,000 when fully
built out.
1 2
3 4
1. UniverCity, Simon Fraser University; 2. Woodsworth College Student Residence, University of Toronto, Toronto - architects Alliance; 3.
Pond Road Student Residence, York University, Toronto - architects Alliance; 4. Simmons Hall Student Residence, MIT, Boston - Steven Holl
Strategy 2.2: Develop residential communities with a variety
of housing types, including townhouses, mid/
high-rise towers & mixed-use blocks
SEEK
27
SEEK
In approaching new development opportunities,
Centennial should seek to densify and urbanize
its campuses by layering a mix of programs
that make efficient use of its land holdings
while creating a more vibrant and continuously
active campus environment. By moving beyond
the single use paradigm and overreliance on
single occupant vehicle access that defines
many suburban campuses, and developing
more compact and diverse campus settings that
overlap and integrate with private development,
Centennial can leverage relationships with
the private sector that simultaneously help
to subsidize expansion costs and nurture
attractive and active campus communities that
host academic, commercial, residential and
recreational programs.
Ryerson University has made a virtue of a
necessity. Its campus exploited the advantage of
developing within a rapidly growing high density
urban neighbourhood that was within walking
distance of many of Toronto’s most important
retail, business and cultural districts.
This has enabled Ryerson to develop a strategy
for working with the private sector to to meet
the University’s needs while occupying bulidngs
that have active street levele commercial
uses, and allow for overbuilding with high rise
components of private market housing or office
uses sitting atop the academic podium. This form
of co-development will will help to pay for the
University’s expansion.
Centennial can adopt a similar approach for its
campuses. Since it is itself a major land holder
and its surrounding neighbourhoods are on
the verge of major transformation related to
transportation initiatives and increased real
estate activity it has an opportunjity to take a
much stronger leading role in shaping future
development to take full advantage of these
synergistic opportunities.
1. Ryerson University Co-development Implementation Strategy, Toronto - KPMB Architects
Strategy 2.3: Develop private sector partnerships to help
exploit unused density within the Academic
Village while funding expansion.
1
28
Returns on capital investments
30 M30 M
30M30M
14 M14 M
8 M8 M
8 M
sponsors
8 M
sponsors
90 M600-800 M
IMPACTS700 MOther
infras. 70 MReal estate
FUTUREPROJECTS
240 M
95 M + 8,2 M/year
42 M + 6,6 M/year
20 M/year
40 M +1M/year
40 M
200 M
260 M
M
CENTENNIAL COLLEGE STRATEGIC MASTER PLAN: SEEK Co-development OpportunitiesKuwabara Payne McKenna Blumberg Architects · Greenberg Consultants Inc
BOOK 2: PRINCIPLES & STRATEGIESDecember 2010 13
QUARTIER INTERNATIONAL DE MONTREAL - Daoust Lestage
SYNERGETIC ASSOCIATION OF THE MULTIPLE INTERVENTIONS GENERATED SIGNIFICANT RETURNS ON INVESTMENT.SEEK
40 M + 1 M/year
20 M/year
42 M + 6,6 M/year
95 M + 8,2 M/year
Centennial has the opportunity to use its
master plan to foster excellent urban design
within its campuses and their surrounding
neighbourhoods, generating attractive and
active mixed-use communites that in turn
increase the value of surrounding real estate.
In Montreal, the Quartier International de
Montreal (QIM) was a public project that was
based on a partnership with private investors.
While government seed funding was provided
by a combination of federal, provincial and
municipal levels, another $16 million was
needed from private investors.
12 of 25 local businesses agreed to provide
funds to revitalize the neighbourhood, and the
QIM was able to generate a nine-fold return
on investment that helped to transform a
derelict neighbourhood into one of the city’s
most prestigious neighbourhoods in less than
5 years.
1 2
3
1-4 Quartier International de Montréal, Montréal - Daoust Lestage Inc. (1. The Initial Context; 2. Square Victoria; 3. Returns on Capital
Investment for QIM; 4. The Urban Design Concept)
Strategy 2.4: Use development initiatives for financial
leverage through urban design strategies
that enhance real estate value.
SEEK
4
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Given the widespread distribution of
Centennial’s campuses across Scarborough,
future plans should consider how the campuses
can better connect to each other and with the
city around them and how the strengthening
of links between the campuses can ultimately
benefit both the College and the city.
One example is the vision set out by the
Penn Connects master plan, which links the
University of Pennsylvania to the City of
Philadelphia and the City to the University.
Penn Connects seeks to bridge UPenn’s
campuses on opposite sides of the Schuylkill
River.
The eastern expansion of UPenn continues
the strong network of pedestrian pathways
building on urban design principles which have
shaped the existing main campus. The new
series of bridges/connections and gateways
will establish a expanded network, linking
the campus, City Center and neighbouring
communities.
1
2
3
1-3 University of Pennsylvania: PENN Connects, Philadelphia - Sasaki Associates. (1. Walnut Street acting as the main artery of the campus;
2. Campus vision: strong pedestrian networks between the 2 sides of the river; 3. Programmatic bridges strengthening connections
between the East and West Campuses and the city)
Strategy 2.5: Use connections between campuses to
reinforce the existing networks that link
neighbouring communities, green spaces and
mixed-use developments.
SEEK
30
The suburban layout of the existing campuses
with large areas devoted to surface parking has
endowed Centennial with a significant asset,
a land bank in which to grow. A reassessment
of these holdings reveals the opportunity to
colonize and reconfigure theseparking lots
into patterns that anticipate phased future
intensification and development.
With future transit networks extending across
Scarborough,transit use will increase and
parking requirements can be expected to
diminish over time, allowing each campus to
densify within property areas recovered from
surface parking.
INTENSIFY The Academic Village
Strategy 3.1: Intensify and pedestrianize the Academic
Village by expanding the network of
academic and student spaces.
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1. Concordia University, Montréal - KPMB Architects; 2. Centennial College’s Science & Technology Centre, Toronto - KPMB Architects; 3.
Centennial College’s New Library & Academic Facility, Toronto - Diamond & Schmitt Architects Inc
Building a network of open and accessible
spaces throughout the campus will enhance
the vibrancy and attraciveness of the Academic
Village.
Developing a rich program of activity across
the campus will ensure that spaces remain
continuously active 24/7.
Centennial is already moving in the right
direction by investing in new student spaces
across the Progress Campus. The College
should build on recent initiatives by extending
amenity spaces for students throughout the
campuses. In many cases these can be further
enhanced through private sector partnerships.
INTENSIFY
Strategy 3.2: Improve and activate student spaces to
enhance the learning environment and help
to build a strong sense of collegiality, identity
and a home away from home.
1
2
3
36
Progress Campus: Site Conditions
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