Acadia 2025 Community Consultation Draft · The Acadia 2025 planning process began in March 2018 with a Town Hall presentation and publication of a Strategic Framework document. It

ACADIA 2025: TRANSFORMING LIVES FOR A TRANSFORMING WORLD

Acadia Strategic Plan 2019-24 Community Consultation Draft

October 28, 2019

Acadia University is located Mi’kma’ki, the ancestral and unceded territory of the Mi’kmaq people.

Acadia 2025: Community Consultation Draft - Oct 28, 2019 Page 1

“The future isn’t what it used to be.”

It might seem strange to open a university strategic plan with a quote from Yogi Berra, yet his famous words have never been more appropriate than they are today. The rate of change in society has never been faster, and is increasing with every year that passes. Global climate change combined with the evolution of “exponential” technologies are increasing the degree of economic and social change at a rate never before seen in human history. This social change, particularly in relation to reconciliation with Indigenous peoples, and the increasing diversity of our population, is redefining the narratives used to describe our society and global political priorities.

When Acadia University received its first class of students in January 1839, those students knew that, barring the outbreak of war, the world would not change dramatically between their matriculation and their graduation. Today, students entering university know that the world they will graduate into will be significantly different, and that they will need to be prepared for dealing with rapid, continuous change and disruption throughout their lives.

Since its founding over 180 years ago, Acadia has built a reputation for providing the finest undergraduate education experience available anywhere. Today, it is a renowned university that personifies the very essence of a liberal education for our 21st century society and economy. Acadia not only fulfils the core mandate of universities around the world, namely to preserve and create knowledge through research and teaching, but also delivers on that mandate within a stimulating and enriched learning environment that is uniquely beneficial to its students.

Acadia’s approach of educating the whole person has never been more relevant than it is in today’s rapidly changing society, where an increasingly complex combination of skills, knowledge and capabilities are required in order to succeed and thrive. Critical thinking, creativity, problem-solving, self-motivation, resilience, determination, numeracy, literacy, and the ability to work both individually and in teams are essential components of the character that an Acadia education builds. In today’s world, managing change, experiential learning, digital and technological competencies, international experiences, and active learning prepare students for the world of work and the global society of the 21st century.

The goal of Acadia’s strategic plan is to guide our decision-making over the coming years in order to strengthen our academic offerings and the student experience within the context of the enormous changes that are occurring in our world. We know that doing this in a time of financial stringency is very challenging, but without a strategy the task of identifying priorities is difficult and often results in simply treading water rather than moving ahead. In developing this strategic plan, we are very conscious that everything we do going forward must adhere to the fundamental principles of balanced budgets and no increase in Acadia’s debt load. Therefore, we need to be able to identify priorities for directing our efforts within the current financial situation as well as increasing revenues and, where appropriate, reallocating resources to move forward on our strategic directions and goals.

I wish to thank every member of the extended Acadia community who contributed their ideas, challenged our assumptions, and helped develop this draft plan for extended community consultation. Over the coming weeks we will engage the community to get your feedback on this draft plan, as well as that of the Senate and the Board of Governors. In this final phase of the planning process, I look forward to the discussions that will help shape the final version of a plan that will guide our thinking and deployment of resources over the coming years, and position us for long-term success. Peter J. Ricketts, Ph.D. President and Vice-Chancellor



Acadia’s most recent strategic plan was published in 2006, two years before the worldwide financial crisis crippled economies and only two years after the launch of Facebook, the unofficial birth of social media. If we think about this for a moment, our world and the expectations of post-secondary institutions have so fundamentally changed that as the end of the first quarter of the 21st century draws near, a new strategic plan for Acadia is an inescapable imperative if we are to reflect the time in which we live, the new realities in which we operate, and the academic space we will need to occupy in order to remain relevant and sustainable.

The Acadia 2025 planning process began in March 2018 with a Town Hall presentation and publication of a Strategic Framework document. It then proceeded through three stages: Ideas for Acadia, Strategic Directions, and Plan Development.

The ideation stage saw the creation of the Acadia Ideabook, a product of consultations and input from over 200 individual and group submissions. A Strategic Planning Task Force comprising members from across the Acadia community and external representation was then established to engage in a community consultation process to identify key strategic directions.

ENVIRONMENTAL CONTEXT AND IMPERATIVES

The Task Force reviewed the community input secured during the Ideas for Acadia phase of the strategic planning process, and engaged in further consultation and research to refine our institutional mission, vision and values, and establish what our strategic directions should be. In developing the strategic directions and accompanying goals, certain parameters prescribed by external and internal realities were set. These may not all be unique to Acadia, but their combination is. At Acadia, we are acutely aware of how much where we are located influences what we offer students, how we are perceived on an international scale, and why the Acadia experience is a differentiator for our alumni. We are also aware of how big our impact can be on issues like environmental sustainability, truth and reconciliation, accessibility and inclusivity, and regional economic development simply by making deliberate and informed decisions.

Through consultations, the Task Force learned that there are eight imperatives that have to be respected within our strategic directions:

Imperative One: Commitment to a Transformative Liberal Education Model

Acadia’s commitment to a liberal education remains steadfast. We believe that a university education delivered through a rigorous and rich curriculum focused on critical thinking, problem solving and analytic capabilities, technological savvy, and applied and integrative learning across all major fields, both pre-professional and liberal arts and sciences; together with a strong component of personal and community engagement, results in graduates who are prepared for success and leadership in today’s rapidly changing world.

Imperative Two: A Resilient, Steadfast and Responsive Institution

Throughout its 182-year history, Acadia has only survived due to the resilience, creativity and entrepreneurial spirit of its founders and subsequent generations of leaders, faculty, staff,


students, and alumni. Much of what differentiates Acadia are those things our relatively small size enables, including the nimbleness to innovate and adapt to change in both the academic and administrative sectors of the institution. Our scale also means no one that works at Acadia is far removed from the current challenges we need to confront, which means it is evident where and how each of us can contribute to support and enact change.

Imperative Three: Acadia’s Unique Location in Mi’kma’ki

Overlooking the highest tides in the world in the Bay of Fundy, Acadia’s’ unique geographic location in Nova Scotia is a defining feature of the Acadia experience. Today, we also recognize that Acadia University is located in Mi’kma’ki, the ancestral and unceded territory of the Mi’kmaq nation. We fly the Grand Council Flag of the Mi’kmaq nation permanently atop University Hall alongside the flags of Canada and Nova Scotia. We value the seven sacred truths of Love, Wisdom, Truth, Honesty, Respect, Humility, and Courage, and we respect and honour the culture, traditions, and traditional knowledge of the Mi’kmaw people. We recognize these as small, but meaningful steps in reconciliation and our continued efforts to build a strong relationship between Acadia and the Mi’kmaq nation, especially the communities of Glooscap, Annapolis Valley, Bear River, and Acadia within the Mi’kmaq districts of Sipekne’katik and Kespukwitk, two of the seven districts of Mi’kma’ki.

Imperative Four: Student Recruitment, Retention, and Graduation

Without students, the academic raison d’être of the university ceases to exist. Recruitment of new domestic students has become increasingly difficult in the last decade as the demographics of Canada’s population has produced a decline in the number of traditional university aged people (typically the 18 to 25 year old cohort), especially in less populated parts of the country, such as Atlantic Canada. Universities have significantly increased their focus on the recruitment of international students to offset the decline in domestic recruitment, however, international recruitment cannot be pursued solely for financial reasons: international student presence on campus must be undertaken with the same focus as all student recruitment, that being the best interests of the students and the student community. The retention of students is also important, because attrition not only means a loss of financial revenues (including lost tuition and fees) but also a loss of resources spent to recruit those students; and more importantly, it reflects a lack of student success. Ultimately, our goal is to see as many of our students as possible graduate and go on to live successful, productive, and healthy lives.

Imperative Five: An Engaged and Supportive Alumni

Acadia has the most passionate and dedicated alumni of any university in Canada. Our alumni cherish and respect their past and strongly believe that Acadia created opportunities for them to be successful in their careers and their personal lives and to become responsible, contributing citizens of the world. Many of our alumni are already generous donors to Acadia, as is the Alumni Association which has provided significant support to the Campaign for Acadia and provides targeted financial support on an annual basis. Many of our alumni seek out opportunities to remain active in the life of the university as a continuation of scholarly, social, and professional growth. A strong alumni network strengthens the Acadia legacy and facilitates important, lifelong


connections within the global network of Acadia graduates, students, staff, and friends.

Imperative Six: Fiscal Sustainability

Balancing Acadia’s budget from year to year continues to be an ongoing struggle and under the current funding arrangement with the provincial government, this is not going to change substantially. A fundamental imperative is to ensure that our Strategic Plan places Acadia in a more secure financial environment over the next five years than it is at present. Increasing student enrolment is an essential part of any strategy to generate revenues, but improving success in securing external funding, whether for research or for academic initiatives, is also important. Therefore, for the five years over which Acadia 2025 will be implemented, our strategies must incorporate four key considerations:

• Working within existing resource capabilities. • Identifying initiatives that generate new revenues. • Reallocating existing resources where possible to support strategic initiatives. • Releasing existing resources through new efficiencies.

The Campaign for Acadia is providing significant new resources to support strategic initiatives, and the success of this $75 million fundraising campaign is critically important.

Imperative Seven: Sustaining our Unique Campus Infrastructure

The historic importance and the beauty of the physical setting of Acadia’s campus is part of the differentiated and unique learning experience that Acadia provides. We will continue efforts to refurbish academic and living spaces in a manner that is fiscally and environmentally responsible, coupled with an explicit focus on enhanced accessibility and efforts to expand usage of our facilities throughout the year. At the same time, we will create a more environmentally sustainable campus, seeking to reduce inefficiencies and our carbon footprint, and look for ways to honour and recognize the Indigenous territory in which we are situated.

Imperative Eight: Technological Enhancement

A hidden aspect of our physical plant is our digital infrastructure. It is critically important for both pedagogical and risk management reasons that this infrastructure receive priority attention. Acadia has survived with aging and outdated IT capabilities in many areas, and this constitutes a significant part of our inherent “deferred infrastructure deficit”.

Successful strategies require accurate and timely data and the ability to generate necessary information to inform good decision-making. Furthermore, enhanced technological capabilities in artificial intelligence and other forms of exponential technologies is impacting the way in which universities do business. Therefore, our strategies must incorporate four key considerations:

• Identifying the information we require to deliver on the goals. • Generating the data necessary for research and analysis. • Adopting IT systems capable of generating information that informs good decision-making

required to deliver on the goals of the strategic plan and support the operational needs of


the university.

CAMPAIGN FOR ACADIA PILLARS Community discussions leading up to the 2018 launch of the $75 million Campaign for Acadia identified four distinct priorities for the strategic allocation of campaign funds in pursuit of Acadia’s mission. Given that Campaign for Acadia will be completed within the timeframe of the Acadia 2025 and will be a major source of funds for strategic initiatives, these priorities appropriately translate into four key pillars for the Acadia 2025 Strategic Plan:

• Transform: by building an extraordinary student experience that fosters success and is both transformative and accessible.

• Inspire: through exceptional teaching and engagement from faculty and staff who are dedicated to student success

• Discover: through innovative research and inquiry that engages students and community for the betterment of society

• Build: by preserving the rich and proud heritage of our beautiful and historic campus, while promoting new horizons through the enhancement of our physical and financial infrastructure for the benefit of students, faculty, staff and the community.

These four pillars encompass the major areas of fundraising for Campaign for Acadia, incorporating the student experience, teaching, research and campus facilities and infrastructure. Resources from the Campaign and the post-Campaign period will be directed to these areas during the period of the Acadia 2025 strategic plan, and, therefore, they will be critical in supporting the plan’s directions, goals and actions during its period of implementation.

STRATEGIC DIRECTIONS

Consultations included an interactive website, online surveys, face-to-face meetings with individuals, groups and departments; preparation of discussion papers and draft reports, and meetings with the Board of Governors. Through these consultations, the Task Force identified eight strategic directions that the Acadia community feels can leverage our existing strengths. These were presented in the Task Force report, Acadia 2025: Charting a Course, which identified where we must concentrate new efforts such that by 2025, Acadia further differentiates itself from its competitors in a manner that amplifies the university’s contribution to regional and provincial social, cultural and economic prosperity.

Following the Board Retreat in June, the Task Force worked with the university leadership team and student leaders to further develop the strategic directions and draft the plan. Working groups were formed to focus on each strategic direction and develop specific goals and actions, referencing back to actions identified in the Acadia Ideabook.

The eight strategic directions are as follows:

1. Caring for Our Students – Enriching the Acadia Learning Experience


2. Caring for Our Employees – Enriching the Acadia Working Experience 3. Caring for Our Planet – Leading in Environmental Stewardship and Sustainability 4. Revitalizing our Academic Core – Compelling and Impactful Programs to Prepare Graduates

for 21st Century Careers 5. Engaging our Region – Collaborative Efforts to Support Community, Cultural, and Economic

Development 6. Maximising Our Impact Regionally and Globally – Through Engaged Research and

Innovation 7. Sustaining Our Institutional Future – Through Optimising Enrolment and Fundraising 8. Sustaining Our Built Heritage – Renewing and Enhancing Our Campus Infrastructure

Following the identification and description of the strategic directions, the plan itself was developed including the identification of goals and the establishment of key objectives to deliver on the goals. Figure 1 below shows an overview of the Acadia 2025 strategic plan structure.

FIGURE 1

STRATEGIC PILLARS, DIRECTIONS AND GOALSSTRATEGIC PILLARS

CARING FOR OURPLANET- LEADING INENVIRONMENTALSTEWARDSHIP ANDSUSTAINABILITY

Inspire Discover Build

STRATEGIC DIRECTIONS

Transform

CARING FOR OURSTUDENTS- ENRICHING THEACADIAEXPERIENCE

CARING FOR OUREMPLOYEES- ENRICHING THEACADIA WORKINGEXPERIENCE

REVITALISING OURACADEMIC CORE- COMPELLINGAND IMPACTFULPROGRAMS TOPREPAREGRADUATES FOR21ST CENTURYCAREERS

ENGAGING OURREGION -COLLABORATIVEEFFORTS TOSUPPORTCOMMUNITY, CULTURAL, ANDECONOMICDEVELOPMENT

MAXIMISING OURIMPACTREGIONALLY ANDGLOBALLY- THROUGHENGAGEDRESEARCH ANDINNOVATION

SUSTAINING OURINSTITUTIONALFUTURE -THROUGHOPTIMISINGENROLMENT ANDFUNDRAISING

SUSTAINING OURBUILT HERITAGE- RENEWING ANDENHANCING OURCAMPUSINFRASTRUCTURE


The strategic directions have been grouped under the four pillars to create a clear structure for the strategic Plan. The Campaign for Acadia pillars provide an over-arching framework within which the strategic directions that emerged from the Acadia 2025 community consultations are organised.

IMPLEMENTATION OVERVIEW AND GOVERNANCE

The implementation process of a strategic plan is as important as its development. The Acadia 2025 Implementation Process will ensure effective execution of action plans and monitoring of progress toward goals and objectives throughout the period of the plan. ACADIA 2025 IMPLEMENTATION PLAN Overall responsibility rests with the President and Vice-Chancellor who is accountable to the Board of Governors for the successful implementation of the Strategic Plan. PRESIDENT’S EXECUTIVE COUNCIL The President’s Executive Council (PEC), formerly Executive Team, will be the administrative oversight body to ensure that all aspects of the plan are implemented as completely and as effectively as possible, and for monitoring the overall progress of Acadia 2025. The Provost, Vice-Presidents and Vice-Provost will be responsible for those areas of the Strategic Plan that fall under their respective portfolios, and for ensuring collaboration across institutional sectors. The PEC will also be responsible for ensuring that the financial aspects of the plan are managed effectively and within the available budget. The PEC is comprised of the President (Chair), Provost, Vice-Presidents, Vice-Provost, Associate Vice-President, Executive Director to the President for Communications and Government Relations, and the Executive Assistant to the President. STRATEGIC LEADERSHIP COUNCIL The Strategic Leadership Council (SLC), formerly Leadership Forum, will be responsible to the President for the operational management and implementation of Acadia 2025. The SLC will engage the Acadia community (faculty, staff, administration, students and alumni) through the Acadia Leader Program and the creation of Strategic Impact Groups (SIGs) to generate new ideas for the implementation of specific goals and strategies. Members of the external community will also be included as and where appropriate. The Acadia 2025 Task Force will be engaged in working groups reporting up to the SLC. Membership of the Steering Committee will be expanded to increase representation from students and staff. The SLC comprises the President (Chair), PEC members, the Deans of the Faculties, and the Executive Directors and Directors of the major administrative units on campus. ACADIA 2025 OPERATIONAL PLAN The SLC will prepare an Operational Plan which will identify strategic actions to implement the


goals and objectives of Acadia 2025, together with specific indicators by which to monitor and measure progress. The Operational Plan will be a living document that will evolve during the implementation of Acadia 2025. The SLC will prepare an annual report on the implementation of Acadia 2025 which will be submitted to the PEC for review and then presented to the annual June meeting of the Board of Governors. Any proposed amendments to the Acadia 2025 plan will be included in the annual report to the Board. THE SENATE Any academic changes or initiatives emerging from the implementation of Acadia 2025 that require the approval of the Senate will be subject to the authority of the Senate as is the case for any academic matters. Such initiatives will be developed and brought to Senate for consideration in the normal manner for academic programs, policies and regulations. Senate will also be informed on the progress of the plan implementation. THE BOARD OF GOVERNORS The President will provide regular Acadia 2025 progress reports to the Board and any initiatives requiring Board approval will be brought to the Board in accordance with normal governance procedures, including any budgetary proposals related to the implementation of the strategic plan. The Board will also receive an annual report on the plan at the June meeting. PHASED IMPLEMENTATION The implementation of Acadia 2025 will be done in a phased approach to ensure that all aspects of the plan are developed and implemented within the fundamental principles of balanced budgets and no increase in Acadia’s debt load.

This will require an up-front emphasis on those aspects of the plan that we can work on within existing financial restrictions and those components of the plan that are aimed at generating new revenues. Other aspects of the plan will be implemented subject to availability of resources and capabilities. It is understood that some parts of the plan involve stretch goals and objectives and may not be implemented due to lack of resources or will be only partially implemented in accordance with available resources.

The planned phased implementation of Acadia 2025 is shown in Figure 2 below.


FIGURE 2

ACADIA 2025: PHASED IMPELEMENTATION PLAN

PHASE III: INVESTING FOR THE FUTURE

2022/23 – 2023/24

PRIORITY GOALS:• Provide an

Extraordinary. and Transformational Student Experience that Focuses on Improved Student Academic and Personal Success

• Achieve Optimal Rates of Student Enrolment to Ensure Institutional and Campus Community Sustainability

• Embrace a 21st Century Liberal Education Model that is Central to Acadia’s Mission

PRIORITY GOALS:• Enhance

Support for Teaching and Learning Excellence

• Every Acadia Undergraduate Student will have At Least One Research Experience upon Graduation

• Increase Global and International

Experiences for Our Students

• Revise and Update the Campus Master Plan to Align with the Principles and Priorities of Acadia 2025

• Create the Most Integrated University-Town Model in Canada

PRIORITY GOALS:• Enhance

Infrastructure Renewal to Meet Priority Needs and Reduce our Accumulated Deferred Maintenance Deficit

• Build a Culture of Fundraising to Continue Beyond the Successful Completion of

Campaign for Acadia

• Acadia Recognized for Leadership and Impact in Rural and Coastal Research and Innovation

• Acadia's Research Activities and Outcomes are Known Regionally, Nationally and Globally

PHASE II: BUILDING AND SUSTAINING

2020/21 – 2022/23

PHASE I: STUDENT SUCCESS AND BUILDING RESOURCES

2019/20 - 2020/22

INCREMENTAL GOALS: • Msit No’kmaq - Advancing Acadia’s Contributions to Truth,

Reconciliation and Decolonisation• Building a More Inclusive and Supportive Community• Caring for Our Community Health and Wellness• Environmental Stewardship as a Signature Institutional Feature

• Make Progress towards Achieving Carbon Neutrality• Create a Campus Culture that is Passionate About

Professionalism, Service Excellence, and Leadership• Grow Acadia’s Leadership Role in Driving Development and

Educational Opportunities within Our Region



INSTITUTIONAL CONTEXT: FOUNDATIONAL STATEMENTS

The framework within which the strategic plan is considered are the overall principles and ideals of the Acadia that have been tested time and again. Each of Acadia’s mission, vision and values statements have been nuanced and updated, but they remain true to the reasons why the institution was founded more than 180 years ago. Informed by the Acadia 2025 consultations, the statements appear below:

VISION

Acadia University provides the optimal setting for life-changing experiences – educating hearts and minds for our transforming world.

MISSION

Acadia University delivers students far more than an education for a career; it helps transform and prepare students for life in a rapidly changing world through a passionate community dedicated to

finding and unleashing their potential.

GUIDING VALUES

As a Scholarly and Professional University Community, we value:

• Educating the Whole Person • Being a Caring and Engaged

Community • Diversity, Inclusivity, Empathy and

Respect • Environmental Stewardship and

Sustainability • Concern for the Common Good and

the Welfare of Society at Large • Emotional Intelligence, Resilience,

Critical Thinking, Creativity and Entrepreneurship

• A Strong Sense of Global Citizenship

• Truth and Reconciliation with Indigenous peoples of Canada

• Partnerships, Collaboration and Outreach

• Excellence in Academic, Scholarly, Professional and Personal Achievement

• Authentic Relationships and Connections with Alumni

• Responsible and Disciplined Stewardship and Allocation of Resources

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PILLARS, DIRECTIONS, GOALS AND OBJECTIVES

PILLAR I: TRANSFORM STRATEGIC DIRECTION: CARING FOR OUR STUDENTS – ENRICHING THE ACADIA LEARNING EXPERIENCE

GOAL: PROVIDE AN EXTRAORDINARY AND TRANSFORMATIONAL STUDENT EXPERIENCE THAT FOCUSES ON IMPROVED STUDENT ACADEMIC AND PERSONAL SUCCESS Key Objectives:

• Implement a comprehensive Strategic Enrolment Management and Student Affairs (SEMSA) approach to support student academic and personal development

• Advance student employment and career success through improved career counseling and employment services

• Develop tools for students to capture and describe their academic, experiential and engaged learning experiences, skills, and capabilities, such as the development of an Acadia e-Portfolio

• Collaborate with the Maple League to support increased student success, retention, and engagement

POTENTIAL KPIS • Increase recruitment, admission, retention and graduation of students • Increase in efficiency and effectiveness of student service delivery • Increase student satisfaction with service delivery • Increase in number of students with employment placement on graduation

GOAL: BUILD A MORE INCLUSIVE AND SUPPORTIVE COMMUNITY

Key Objectives:

• Ensure that our student support services are responsive to the increasing diversity of our student community

• Increase access and support for Indigenous students, African-Canadian students, and students from minority and disadvantaged communities

• Promote greater integration of Health and Wellness throughout student life

• Work with the Post-Secondary Accessibility Working Group (PSAWG) and the Rick Hansen Foundation to develop an accessible campus strategy

POTENTIAL KPIS • Increase in diversity of the student population • Increase the number of Indigenous students

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• Increase in the number of students from minority and disadvantaged communities

• Compliance with requirements of Nova Scotia’s Accessibility Legislation GOAL: INCREASE GLOBAL AND INTERNATIONAL EXPERIENCES FOR OUR STUDENTS

Key Objectives:

• Greater co-ordination and collaboration across Acadia’s international activities

• Increase opportunities for student participation in international experiences and international student engagement on campus

• Enrich all students’ educational experience by creating more opportunities for domestic and international students to interact with each other

POTENTIAL KPIS • Increase in the number of students participating in formal international

experiences • Increase in the number of faculty participating in international research and/or

academic partnerships • Increase in the number of internationalized academic programs on campus • Increased participation by all students in events and activities involving

international students STRATEGIC DIRECTION: CARING FOR OUR EMPLOYEES – ENRICHING THE ACADIA WORKING EXPERIENCE

GOAL: CREATE A CAMPUS CULTURE THAT IS PASSIONATE ABOUT PROFESSIONALISM, INCLUSION, SERVICE EXCELLENCE, AND LEADERSHIP

Key Objectives:

• Promote a culture of leadership and excellence with increased opportunities for professional development for staff as well as faculty

• Make progress towards equity and diversity in Acadia’s workforce

• Identify new approaches to improve efficiencies, effectiveness and excellence in service delivery

• Make progress on addressing optimum staffing levels in areas of greatest need through strategic investment where resources permit.

• Collaborate with the Maple League in supporting professional development and engagement between the four universities

POTENTIAL KPIS • Number of employees engaging in PD and leadership initiatives • Meet expectations for employment equity and diversity • Increase levels of job satisfaction among Acadia employees


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GOAL: CARING FOR OUR COMMUNITY HEALTH AND WELLNESS

Key Objectives:

• Promote a culture of Health and Wellness throughout our campus community

• Undertake Initiatives to promote respect, inclusivity and professional collegiality across our campus community

POTENTIAL KPIS • Number of employees engaging in health and wellness activities • Reduced rates of employee physical and mental health illness

STRATEGIC DIRECTION: CARING FOR OUR PLANET – LEADING IN ENVIRONMENTAL STEWARDSHIP AND SUSTAINABILITY

GOAL: ENVIRONMENTAL STEWARDSHIP IS A SIGNATURE INSTITUTIONAL FEATURE OF ACADIA

Key Objectives:

• Promote awareness of climate change, environmental stewardship, and sustainability as focal elements of every part of our institution and community

• Embrace Indigenous Traditional Knowledge of sustainability and environmental stewardship

• Build environmental responsibility and sustainability into all aspects of campus development, planning and infrastructure renewal

o Align with applicable UN Sustainability Development Goals (SDGs) as guiding principles for Acadia’s development and adopt an appropriate Sustainability Performance Index

POTENTIAL KPIS

• Incremental increases in Acadia’s compliance with selected UN SDGs • Acadia recognized as a university leader in environment and sustainability in

Nova Scotia and Canada • Increased environmental and sustainability initiatives and activities across all

units and areas of the university • Increased use and recognition of Indigenous traditional knowledge and ways of

knowing across the university • Progress in adopted performance standards

GOAL: MAKE PROGRESS TOWARDS ACHIEVING CARBON NEUTRALITY


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Key Objectives:

• Update the Acadia Sustainability Assessment and include a campus carbon-footprint analysis in order to determine an appropriate target date for achieving carbon neutrality

o Develop an appropriate monitoring system to measure carbon footprint reduction

• Incorporate sustainability and carbon footprint reduction into all infrastructure investments and activities at Acadia

• Find new opportunities for Increased the use of alternative energy production and energy efficiencies

POTENTIAL KPIS • Continued increases in energy efficiencies across campus • Identify new funding to support sustainability and carbon footprint reduction at

Acadia • Progress in carbon footprint reduction over the life of the plan and

determination of an optimum date for achieving carbon neutrality


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PILLAR II: INSPIRE

STRATEGIC DIRECTION: REVITALIZING OUR ACADEMIC CORE - COMPELLING AND IMPACTFUL PROGRAMS TO PREPARE GRADUATES FOR 21ST CENTURY CAREERS

GOAL: EMBRACE THE 21ST CENTURY LIBERAL EDUCATION MODEL THAT IS CENTRAL TO ACADIA’S MISSION Key Objectives:

• Ensure that Acadia’s liberal education experience remains at the leading edge of undergraduate education in Canada:

o Remove institutional barriers and increase opportunities for interdisciplinary learning

o Identify new strategic interdisciplinary/multi-Faculty programs with a focus on positively influencing student recruitment

o Embed research, experiential and engaged learning, and internationalisation as hallmarks of an Acadia undergraduate experience

o Embrace Indigenous Traditional Knowledge and ways of knowing

o Build environmental responsibility and stewardship into the academic core

• Engage Alumni directly in supporting student success and mentorship

POTENTIAL KPIS • Increase the number of students in formal experiential learning including work

integrated learning, international study/work abroad, community engaged learning, and innovation/entrepreneurship experiences

• Number of students registered in new multi-Faculty thematic programs and courses

• Number of new thematic and relevant interdisciplinary programs • Number of new liberal education innovations implemented and increase in

cross-campus academic collaboration • Number of students engaging directly with alumni

GOAL: ENHANCE SUPPORT FOR TEACHING AND LEARNING EXCELLENCE

Key Objectives:

• Realign Open Acadia into a Centre for Teaching and Learning to support teaching excellence and innovation, and high impact learning at Acadia

• Create new learning spaces to support innovative teaching, active learning and High Impact Practices (HIPs)


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• Develop an online learning strategy for Acadia

• Increase internal recognition of teaching excellence at Acadia and support faculty for external teaching awards

• Work with the Maple League on collaborative initiatives to support teaching and learning excellence

POTENTIAL KPIS • Successful establishment of a teaching and learning centre • Increase in the number of registrations in online courses and programs • New learning spaces with appropriate technology and to support innovative

learning for students and High Impact Practices in teaching • Increase in the number of Acadia faculty winning external teaching awards

GOAL: EVERY ACADIA UNDERGRADUATE STUDENT WILL HAVE AT LEAST ONE RESEARCH EXPERIENCE UPON GRADUATION

Key Objectives:

• Establish an Undergraduate Research Opportunities Program (UROP) at Acadia to link undergraduates across campus to opportunities for engaging in research on- and off-campus, and have that research experience formally recognized in their program of studies

• All academic programs have a recognized research component

POTENTIAL KPIS • Successful implementation of Acadia UROP • Increase number of undergraduates having formal research experience in their

program of studies

STRATEGIC DIRECTION: ENGAGING OUR REGION - COLLABORATIVE EFFORTS TO SUPPORT COMMUNITY, CULTURAL, AND ECONOMIC DEVELOPMENT

GOAL: CREATE THE MOST INTEGRATED UNIVERSITY-TOWN MODEL IN CANADA Key Objectives:

• Maximise collaboration opportunities with the Town of Wolfville and the Acadia Students’ Union (ASU) under our 2017 Memorandum of Understanding to build a sustainable learning community

• New collaborative community initiatives to support economic, social and cultural development in Wolfville and its surrounding communities


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POTENTIAL KPIS • National recognition of leadership in town-gown relations through awards,

publications and presentations • Successful implementation and renewal of Wolfville-Acadia-ASU Memorandum

of Understanding • Number of new collaborative community development initiatives

GOAL: MSIT NO’KMAQ - ADVANCING ACADIA’S CONTRIBUTIONS TO TRUTH, RECONCILIATION AND DECOLONIZATION

Key Objectives:

• Continue to implement the recommendations of the President’s Advisory Council on Decolonization in collaboration with the Acadia Indigenous Education Advisory Council

• Work with the Maple League to support Indigenous student experiences across our respective communities

• Develop new partnerships and collaborations with regional Mi’kmaq communities

POTENTIAL KPIS • Increased satisfaction of Indigenous students as measured by internal surveys • Increase in number of Indigenous faculty and staff • Increased number of partnership activities with Mi’kmaq communities • New space for Acadia’s Indigenous student centre -- Welkaqnik

GOAL: GROW ACADIA’S LEADERSHIP ROLE IN DRIVING DEVELOPMENT AND EDUCATIONAL OPPORTUNITIES WITHIN OUR REGION

Key Objectives:

• Strategically align Acadia’s external facing units to maximize economic and social development and research opportunities to:

o Deepen Acadia’s collaborations with economic development organizations, government agencies and industry associations

o Increase support from the Office of Industry and Community Engagement and the Acadia Entrepreneurship Centre for start-ups, new, and established companies interested in engagement opportunities

• Explore the potential for a “Great Valley Initiative” (GVI) with NSCC and regional K-12 schools to increase learning opportunities for the Valley Region and build strong learning communities

• Increase “Experience University” opportunities for Grades 9-11 and Indigenous and marginalised youth


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POTENTIAL KPIS • Increase communications with economic development organizations,

committee participation, and co-sponsored events and programs • Increase in campus entrepreneurial activities and facilities (e.g. STEAMSpace,

Rural Innovation Centre) • Maintain or increase number of students engaged in internships with industry

(e.g. MITACS) and Co-op programs • Increased collaboration with NSCC and regional K-12 schools • Number of new collaborative education programs initiated


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PILLAR III: DISCOVER

STRATEGIC DIRECTION: MAXIMISING OUR IMPACT REGIONALLY AND GLOBALLY - THROUGH ENGAGED RESEARCH AND INNOVATION

GOAL: ACADIA'S RESEARCH ACTIVITIES AND OUTCOMES ARE IMPACTFUL REGIONALLY, NATIONALLY AND GLOBALLY

Key Objectives:

• Promote and showcase faculty and student research across campus and to the external community

• Seek funding to support new research professorships to support graduate and undergraduate programs

• Encourage the development of research teams and other collaborative initiatives internally and within the Maple league and with other academic institutions and organisations to enhance Acadia’s strategic research strengths and harness new opportunities

• Increase external research funding through increased mentorship and support for faculty applications

• Take a leading role on research initiatives in the Maple League

• Nominate high performing faculty and students for awards and prizes related to research contributions and impact

POTENTIAL KPIS • Increase in the number of faculty and students receiving external research

awards • Number of new successful of strategically focused research teams and

collaborations • Increase in the number of undergraduate students engaged in collaborative

research with Maple League partners • Increase in the number of community engaged research initiatives and research

partnerships • Acadia ranks in the top 50 post-secondary research institutions in Canada • Growth in number of faculty and students nominated for research awards

GOAL: ACADIA IS RECOGNIZED FOR LEADERSHIP AND IMPACT IN RURAL AND COASTAL RESEARCH AND INNOVATION

Key Objectives:

• Engage with regional organisations and communities to further develop partnerships for research, innovation and entrepreneurship in coastal and rural


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needs and opportunities

• Highlight Acadia’s signature world class facilities, such as the K.C. Irving Environmental Science Centre, the David Huestis Innovation Pavilion, and the Acadia Entrepreneurship Centre to increase opportunities for industry and community partnerships

• Continue to contribute to the Valley Region’s success in achieving the One Nova Scotia and Atlantic Growth Strategy goals

• Create new opportunities for students to engage in applied research and commercialisation initiatives with industry and community partners

POTENTIAL KPIS • Acadia leads in industry and community partnerships in rural and coastal

research • Increased collaborative research and innovation projects with regional

industries • Progress on Acadia’s contributions to the One NS and Atlantic Growth Strategy

R&D goals • Increase in external funding for faculty and students engaged in applied

research, innovation, and commercialization initiatives


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PILLAR IV: BUILD

STRATEGIC DIRECTION: SUSTAINING OUR INSTITUTIONAL FUTURE - THROUGH OPTIMISING ENROLMENT AND FUNDRAISING

GOAL: ACHIEVE OPTIMAL RATES OF STUDENT ENROLMENT TO ENSURE INSTITUTIONAL AND CAMPUS COMMUNITY SUSTAINABILITY

Key Objectives:

• In a controlled and measured approach, increase overall undergraduate enrolment by at least 10% by the conclusion of the Acadia 2025 Plan

• Increase African Nova Scotian and Indigenous student enrolment as a percentage of domestic student enrolment

• Increase international student enrolment to at least 20 percent of the overall undergraduate enrolment

• Increase student retention and graduation rates to exceed regional averages for Maritime universities with a longer-term goal of being in the top quartile for Canadian universities

POTENTIAL KPIS • Increased undergraduate student enrolment by at least 10% by 2025 • Increase proportion of international students to 20% of the total

undergraduate enrolment • Increased Indigenous and African Nova Scotian student recruitment, retention

and graduation rates • Top quartile in Canada retention rates

GOAL: BUILD A CULTURE OF FUNDRAISING TO CONTINUE BEYOND THE SUCCESSFUL COMPLETION OF CAMPAIGN FOR ACADIA

Key Objectives:

• Successfully complete Campaign for Acadia by reaching or exceeding the $75 million goal

• Develop an ongoing fundraising strategy to be in place following completion of Campaign for Acadia

POTENTIAL KPIS • Successful completion of Campaign for Acadia • Amount of funds raised annually after completion of the Campaign • Increase in number of active donors throughout the life of Acadia 2025


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STRATEGIC DIRECTION: SUSTAINING OUR BUILT HERITAGE – RENEWING AND ENHANCING OUR

CAMPUS INFRASTRUCTURE

GOAL: REVISE AND UPDATE THE CAMPUS MASTER PLAN TO ALIGN WITH THE PRIORITIES OF ACADIA 2025

Key Objectives:

• Use appropriate external expertise to engage the Board of Governors and the broader Acadia community in a review of the current Campus Master Plan

• Revise and update Campus Master Plan by 2021

POTENTIAL KPIS • Broad community engagement in the process • Completion of updated Campus Master Plan by early 2021. • Campus development in compliance with Acadia 2025 principles and priorities.

GOAL: ENHANCE INFRASTRUCTURE RENEWAL TO MEET PRIORITY NEEDS AND REDUCE OUR ACCUMULATED DEFERRED MAINTENANCE DEFICIT

Key Objectives:

• Continue fundraising for infrastructure priorities with emphasis upon:

o SUB Renewal/Centre for Student Success

o Renewal of the Vaughan Memorial Library and BAC

• Generate and allocate increased financial resources to deferred maintenance and IT infrastructure renewal

o Continue strategic upgrading of information systems

• Develop a space policy to improve the processes for space use and allocation in support of strategic goals and priorities

POTENTIAL KPIS • Significant progress on new priority infrastructure projects • Progressive action on addressing accumulated deferred maintenance • Funds raised to support completion of new infrastructure projects and deferred

maintenance • New space policy and process in place to improve efficient and effective

allocation and use of space on campus

Documents

Acadia 2025 Community Consultation Draft · The Acadia 2025 planning process began in March 2018 with a Town Hall presentation and publication of a Strategic Framework document. It