Strategic planning is the process where an organization works together to articulate a common vision, values, priorities, and goals based on collective experience, shared aspirations and an understanding of current and evolving internal and external contexts (Falkenberg & Cannon, 2021).

    Our strategic plan will be one of the University’s most important navigational tools to:

    • Inform short- and long-term goals
    • Establish benchmarks to measure progress
    • Establish public accountability reporting
    • Determine how resources and energies are directed

    The plan will communicate where we should be in the future (using a five-year horizon) and will guide the University’s decision-making. A new strategic plan will help us capitalize on opportunities to grow and thrive – opportunities that we as a community have decided are important to us.

    Why now?

    Our current strategic plan is over 10 years old and much has happened in that time, including:

    • A downtown campus and significant campus transformation
    • Increase in enrolment, international students, and research funding
    • Major faculty hiring, new programs, research centres, and partnerships
    • New president and other changes in leadership
    • Provincial approach to accountability and overall decrease in funding
    • Demand for work-integrated and experiential learning
    • Urgent need for action on equity, diversity and inclusion, and Truth and Reconciliation 
    • Threats of climate change and environmental degradation
    • Evolving regional and civic strategic planning focusing on regional economic diversification, labour-force stability and new strategic visions
    • COVID-19

    It is an opportune time to build a strategic plan as the University maps out its future, and this is a prime opportunity to engage in learning about who we are, who we want to be as a community, and what we can learn from other institutions.

    Values, Context and Aspirations

    In Spring ‘21, we began research and preliminary consultation on strategic planning processes. We also consulted with Dr. Dru Marshall, Past Provost and Vice-President, Academic at the University of Calgary, who recommended that we gather feedback on three foundational considerations as we begin the planning process.

    Three foundational considerations:

    • Identifying a core set of values and principles that planning should operate from
    • Shaping the process based on institutional context
    • Articulating aspirations for the process

    We collected this information from the Board of Governors, Senate and the University's senior management team to begin the planning process. We are asking you to complete this same survey as part of the draft position paper feedback. The following slides summarize what we’ve heard from the consultations so far.

    Guiding Principles

    Based on feedback gained so far, we’ve generated these draft principles to guide the planning process:

    • Be inclusive, engage the campus and community
    • Ensure lived experiences and goals of diverse communities are key to planning so that the ultimate strategic plan fosters an increasingly just, inclusive, equitable, and welcoming campus
    • Provide opportunities for the campus community to listen, learn and share
    • Strive for transparency through extensive and timely communications and numerous opportunities for input and feedback. 
    • Emphasize a process that encourages collective learning, supported by research and analyses drawing on multiple sources and forms of data.  
    • Build stronger community engagement through this process
    • Be inspirational, focus on excellence, impact, and growth
    • Be practical and recognize that in some cases a phased approach may be necessary