STRATEGIC PLAN (2017-2022)

DISCOVER, ENGAGE, INSPIRE

As a globally diverse and vibrant community of world-class scholars, accomplished students and highly professional staff, we are committed to an ethos of local involvement, global engagement and intercultural awareness. We endeavour to deliver the best educational experience possible, and to provide a positive, inclusive and mutually supportive environment for all.

Our Strategic Plan – Discover, Engage, Inspire – which was developed in consultation with faculty, students and staff, sets out our vision, mission, values and priorities for the next five years.

STRATEGIC PLAN 2017–2022

The Irving K. Barber School of Arts and Sciences (IKBSAS) is the largest Faculty on UBC’s Okanagan campus and was established in 2005 with a generous donation from Dr. Irving K. Barber. It is also the only Faculty on both campuses with a mandate to bring the fields of Arts and Science together, under one roof. We are, thus, a diverse and unique community of scholarship and learning that not only straddles, but also integrates, the humanities, social sciences and natural sciences. We take pride in our special role at UBC.

As a globally diverse and vibrant community of world-class scholars, accomplished students, and highly professional staff, we are committed to an ethos of local involvement, global engagement and intercultural awareness. We endeavour to deliver the best educational experience possible, and to provide a positive, inclusive and mutually supportive environment for all.

Since our inception, we have established globally reputable strength in the following areas of scholarship:

  • Forensic psychology
  • Health and well-being
  • Mathematical optimization
  • Community-engaged research
  • Environment and biodiversity
  • Political economy of socioeconomic development and public policy

We are also building national strength in other areas, including:

  • Data science
  • Medical physics
  • Media studies and related technologies
  • Urban studies
  • Labour, migration and race
  • Critical social theory
  • Neuroscience
  • Healthy aging and chronic disease prevention
  • Global change and risk management
  • Plant bio-systems
  • Chemical biology
  • Trauma
  • Critical tourism
  • Molecular and material science

The vast array of innovative programs that we offer provides our students and faculty with excellent opportunities for teaching, learning and scholarship. These programs engage the complex realities of our world and foster positive innovations locally, nationally and internationally. Most importantly, they inspire our students, faculty, staff and alumni to make significant contributions in various areas of human endeavour.

IKBSAS is honoured to have the opportunity to engage in these exciting and life-changing experiences on unceded Syilx territory in the beautiful Okanagan. We are very grateful to our host communities for their generosity and valuable partnership.

Vision

Our vision is to assume prominence as a research-intensive Faculty that enhances UBC’s position as a top-tier, world-class university in the humanities, natural sciences and social sciences, and to be a destination of choice for a diverse community of high-caliber students, faculty and staff.

Mission

In pursuit of this vision, our mission is to:

  • Attract, cultivate and sustain a globally competitive group of researchers capable of making significant impacts on scholarship in their fields
  • Provide the highest quality learning experiences for students through excellent programs that integrate teaching and research
  • Contribute to society through cutting-edge, curiosity-driven problem-solving, disciplinary and interdisciplinary intellectual engagement
  • Be a global leader in respectfully acknowledging our Indigenous host communities and engaging with them in mutually productive partnership
  • Create an environment that promotes personal and professional success for faculty, staff and students
  • Foster and be an inclusive community of locally and globally aware, connected and engaged citizens

Our vision, mission and strategic plan are anchored in, and will be guided by, a set of shared core values and principles. They are:

  • Excellence in research, teaching and creative scholarship
  • Inclusiveness and diversity of peoples, backgrounds, approaches and ideas
  • Support for, and receptivity to, innovation and alternative perspectives
  • Mutual support, respect, civility and collegiality
  • Commitment to a positive working environment
  • Individual and collective responsibility and accountability
  • Transparent and participatory governance
  • Commitment to enhancing societal good

In support of these values and principles, which are reflected in the Statement of Founding Principles of the Irving K. Barber School of Arts and Sciences, and in the spirit of shared responsibility and accountability, we all (faculty, staff and students) commit to:

i. facilitating the realization of our mission, vision and objectives; and
ii. upholding and defending our values and principles.

Our strategic plan — Discover, Engage, Inspire — is informed by UBC’s overall vision, mission and related initiatives, as well as by our campus’ specific aspirations, as articulated in its visioning document, Aspire. The plan provides concrete directions for ensuring that the goals outlined in these institutional and campus-level commitments are realized within the unique context of the Irving K. Barber School of Arts and Sciences.

Discover, Engage, Inspire seeks to enhance our mission and to reflect our values in the following broad areas of activity, while remaining a living document that allows for flexibility in the context of changing circumstances and unanticipated opportunities:

1) Research, scholarship and creative activity
2) Undergraduate education
3) Graduate education
4) Human resource planning, renewal and development
5) Governance, community and workplace satisfaction
6) Fiscal sustainability and administrative efficiency
7) External community engagement and partnerships
8) Fund development

This strategic plan will be complemented by an implementation plan and by a performance report framework. The implementation plan translates strategic actions into specific initiatives that facilitate achievement of particular objectives. The performance report framework, on the other hand, provides a template for assessing progress on the initiatives and the outcomes of strategic actions in relation to their associated priorities and objectives. The performance report will be disseminated to members of the Faculty on an annual basis.

Note: The Dean has overall responsibility and accountability for all the priorities, objectives and actions in this plan, even where s/he is not specifically mentioned as a lead/champion. All faculty, staff and students also have individual roles to play in facilitating the realization of our objectives.

PRIORITY 1.1: CONSOLIDATE AND ENHANCE CLUSTERS OF ESTABLISHED AND EMERGING RESEARCH STRENGTH, WHILE FACILITATING SCHOLARLY ACTIVITIES THAT DO NOT FIT INTO THE CLUSTERS

Objective: Leverage a critical mass of expertise in areas of national/international repute for academic and societal impact through collaborative work.

Action Timeline Lead(s)/Champion(s)
Complete process of identifying and prioritizing the Faculty’s areas of established and emerging strength, based on appropriate measures of scholarly excellence. Fall 2017 Heads and Associate Dean Research, Graduate and Post-doctoral Studies (RGPS)
Facilitate synergies and partnerships across campus, UBC, Canada and globally that attract researchers from elsewhere and link us to national and global networks of excellence. Fall 2017 and ongoing Heads, Associate Deans
Pursue faculty renewal in areas of established and emerging strength. Fall 2017 Heads, Leadership Team
Develop a framework and promote initiatives that enable us to increase and support post-doctoral fellows in our Faculty. Fall 2017: Set framework

Ongoing

Heads, Associate Dean (RGPS), Graduate Programs and Post-doctoral Planning and Awards Committee (GPP-PAC)
Facilitate appointment of Chairs (e.g., CRC, Industrial Research Chairs and donor-supported Chairs). Ongoing Heads, Associate Dean (RGPS), Research Development and Infrastructure Planning Committee (RDIPC)
Promote and sustain a robust research culture that enhances national and international reputation. Ongoing Heads, Associate Dean (RGPS), RDIPC

 

PRIORITY 1.2: INCREASE THE SIZE, PARTICIPATION RATES AND SUCCESS RATES OF TRI-COUNCIL AND NON-TRI-COUNCIL RESEARCH FUNDING

Objective: Ensure that we increase the proportion of research funding that we contribute to UBC’s total, on an annual basis, thereby sustaining and enhancing our research strength and facilitating support for scholarly activities.

Action Timeline Lead(s)/Champion(s)
Foster intra-Faculty, interdisciplinary collaborations for competitive funding opportunities (e.g., CFI, CECR, CERC, NCE Hub, CREATE, SSHRC-IDGs, SSHRC-PGs/PDGs, MITACS, etc.). Ongoing Heads, Associate Dean (RGPS)
Facilitate applications for, and success of, both individual and collaborative grants, in collaboration with the Office of Research Services and other campus and off-campus partners. Ongoing Heads, Associate Dean (RGPS)
Develop and implement an incentive structure for collaborative research in areas of established and emerging strength (e.g., matching fund model). Spring 2017 and ongoing Associate Dean (RGPS), RDIPC
Provide/enhance dedicated financial and administrative resources for grant coordination, facilitation and post-award support. Spring 2017 and ongoing Associate Dean (RGPS)
Revise curriculum to balance enrolment growth, innovative delivery models and pedagogical support, in order to allow room for research while maintaining program integrity. Per scheduled self-study/external review schedules Heads, Associate Deans (SPPG, RGPS, TLC)
Develop and implement transparent guidelines that allow the balancing of research, teaching and service responsibilities of faculty so that the Faculty’s overall performance in these areas is strengthened. Fall 2017 Heads

 

PRIORITY 1.3: PROVIDE ADEQUATE AND APPROPRIATE RESEARCH INFRASTRUCTURE (SPACE AND EQUIPMENT)

Objective: Ensure that we have the space necessary for faculty members, students and other highly qualified personnel to undertake high-quality scholarly activities; attract high-caliber faculty appointees; enhance our chances in research grant competitions that require us to demonstrate availability of appropriate space.

Action Timeline Lead(s)/Champion(s)
Establish a transparent, fair and equitable space allocation policy that creates incentives for high-quality scholarship in areas of strategic priority, and rewards research excellence. Fall 2018 Associate Dean (RGPS), Heads
Promote a model and culture of shared research space allocation and utilization. Ongoing Heads
Establish a fund development strategy that identifies opportunities for space expansion in areas of established and emerging scholarly strength to be pursued in collaboration with industry/community partners. Winter 2018 and ongoing Associate Director (Development and Alumni Engagement), Heads
Create and grow a dedicated research infrastructure support and contingency fund from the ICR allocation and operating budget to help meet space needs. Fall 2017 Leadership Team
Continue to work with campus partners to facilitate appropriate allocation of space for IKBSAS research facilities, within UBCO’s current and future footprint. Ongoing Associate Dean (RGPS), Director (Administration and Operations)
Work with other campus partners to undertake a research space audit; identify current and future needs; and set criteria for assessment of research space utilization, prioritization and allocation in relation to our strategic plan and areas of scholarly strength. Winter 2018 Associate Dean (RGPS), RDIPC
Advocate (in collaboration with other campus partners, including Faculties, Office of the Provost, office of the VPRI and Enrolment Services) a review of the current class scheduling model to explore opportunities for redirecting space towards research needs. Spring/Summer 2017 Dean, Associate Dean (RGPS)
Develop a multi-year strategic research equipment/infrastructure maintenance and expansion plan. Winter/Spring 2018 Leadership Team, RDIPC

PRIORITY 2.1: DEVELOP AND SUSTAIN HIGH-QUALITY PROGRAMS WITH RESPONSIVE, DYNAMIC, EFFICIENT AND RELEVANT CURRICULA

Objective: Offer programs that are nationally and internationally competitive and attractive.

Action Timeline Lead(s)/Champion(s)
Complete a comprehensive review of the BA degree and a redesign of the curriculum. Winter 2017: Establish Joint Steering Committee with FCCS and initiate action

Spring 2019: Exercise completed

Fall 2019: Implement revised BA degree

Fall 2019: Incorporate enhanced writing, numeracy and digital literacy competencies across the curriculum

Fall 2019: Integrate and promote interdisciplinary and intercultural competencies as a fundamental part of the curriculum in all programs

Steering Committee, Associate Dean Teaching, Learning, and Curriculum (TLC), Heads, Undergraduate Programs Planning and Coordination Committee (UPPCC), Curriculum Review Committee (CRC)
Complete a comprehensive review of the BSc requirements. Spring/Summer 2017: Initiate action

Spring 2019: Exercise completed

Fall 2019: Implement revised BSc degree

Fall 2019: Incorporate enhanced writing, numeracy and digital literacy competencies across the curriculum

Fall 2019: Integrate and promote interdisciplinary and intercultural competencies as a fundamental part of the curriculum in all programs

Associate Dean (TLC), Steering Committee, Heads, UPPCC, CRC
Assume a leadership role within UBC in indigenizing our curriculum, as part of our contribution to the larger goal of indigenizing the academy. Spring/Summer 2017 and ongoing Associate Dean (TLC), CRC, Colleagues with expertise
Carry out regularly scheduled external reviews/accreditation of departments and/or programs. Ongoing, as scheduled

End of 2020/21 academic year: complete all external and accreditation reviews for all our programs and departments

Associate Dean (TLC), Heads
Develop and communicate a transparent framework for ensuring program integrity, promoting efficiency in program delivery, assessing program viability, and determining program continuance. Spring 2018: Establish criteria

Fall 2018: Implement framework

Associate Dean Strategic Personnel Planning and Development (SPPD), Associate Dean Undergraduate Recruitment, Services and Success (URSS), Associate Dean (TLC)/Leadership Team, UPPCC, CRC
Develop/sustain and communicate about innovative, robust and attractive programs and learning-support initiatives. Ongoing Faculty members, Heads, Associate Dean (URSS)
Review and implement an efficient course scheduling, timetabling and classroom allocation model in collaboration with Enrolment Services and other Faculties. Summer/Fall 2017: Review

Fall 2018: Implement

Associate Dean (SPDD), Associate Dean (TLC), Heads, UPPC
Develop, implement and communicate a feasible, optimal and sustainable student recruitment and growth plan that fully realizes our enrolment capacity. Fall 2017: Start

Spring 2018: Complete

Ongoing review

Associate Dean (URSS), Heads, Communications Manager, UPPCC
Strengthen collaboration with Student Recruitment and Advising, International Student Initiative, and post-secondary sources of transfer students. Ongoing Associate Dean (URSS), Heads

 

PRIORITY 2.2: PROMOTE, SUPPORT AND RECOGNIZE HIGH-QUALITY TEACHING AND DIVERSE AND INNOVATIVE PEDAGOGIES

Objective: Ensure that teaching and learning activities keep pace with the times, and are maintained at, or exceed, best international practices/standards.

Action Timeline Lead(s)/Champion(s)
Develop/enhance and promote engaging, flexible and experiential learning opportunities for students, in collaboration with the Inter-Faculty Co-op Office and other partners. Ongoing Faculty members, Heads, Associate Dean (TLC)
Development, communication and support for a system of regular formative evaluations of teaching. Fall 2017: Begin consultations with the Centre for Teaching and Learning and Departments

Spring 2018: The framework for these processes and system(s) will be in place, and will be regularly reviewed thereafter

Fall 2018: All departmental guidelines completed

Associate Dean (TLC), Heads, Teaching and Learning Committee
Promote and recognize teaching excellence and innovation. Fall 2017: Establish annual Faculty recognition awards for teaching excellence and innovation

Winter 2018: First call for nominations

End of Summer 2018: Present first awards at IKBSAS annual family picnic

Fall 2018: Identify and establish clearly defined processes for nominating colleagues for national awards for excellence in teaching and pedagogical innovation

Associate Dean (TLC), Teaching and Learning Committee
Review Teaching and Innovation Award terms of reference to support both individual and collaborative initiatives, while leveraging resources for larger externally-supported initiatives (e.g., ALT-Fund). Fall 2017 Associate Dean (TLC), Teaching and Learning Committee
Create and support, in collaboration with the CTL, a Barber School community of practice for knowledge sharing. Winter 2018 Associate Dean (TLC), Associate Dean (SPPD), Teaching and Learning Committee

 

PRIORITY 2.3: ATTRACT AND GROW COMMUNITY OF HIGH-QUALITY DOMESTIC AND INTERNATIONAL STUDENTS

Objective: Make us a destination of choice for excellent students, and build a community that nurtures the next generation of knowledge creators and societal leaders.

Action Timeline Lead(s)/Champion(s)
Establish and pursue recruitment strategies that are deliberate, effective and appropriate to each field and program. Fall 2017 and ongoing Heads, faculty members, GPP-PAC, Communications Manager
Bring visibility to the quality of our programs, faculty and other benefits. Fall 2017 and ongoing Communications Manager, Heads, Associate Dean (RGPS)
Pursue initiatives that support students and enhance their success in and out of the classroom. Summer 2017 Associate Dean (URSS), Associate Dean (TLC), Heads

PRIORITY 3.1: REVIEW EXISTING GRADUATE PROGRAMS, CURRICULA AND DEGREE OFFERINGS (DISCIPLINARY AND IGS), AND ESTABLISH A FRAMEWORK FOR PROGRAM APPROVAL/CONTINUANCE, GROWTH AND SUSTAINABILITY

Objective: Enhance and develop high-quality, competitive, responsive and relevant programs.

Action Timeline Lead(s)/Champion(s)
Develop and communicate a program assessment and approval framework. Spring/Summer 2017 Associate Dean (RGPS), Associate Dean (TLC), Leadership Team, GPP-PAC
Determine viability or otherwise of existing programs. Ongoing Associate Dean (RGPS), Associate Dean (TLC), Leadership Team, GPP-PAC
Strengthen programs in areas of existing and emerging research strength by matching degree program offerings (e.g., Masters or doctoral) to demonstrated capacity for quality and competitiveness. Ongoing Heads, Associate Dean (RGPS), GPP-PAC, CRC
Identify IGS Themes based on strength and CoGS criteria, and determine most effective structure and most efficient model of program delivery. Fall 2017 Associate Dean (RGPS), Heads, GPP-PAC, CRC
Pursue sunset option for non-viable, low-quality, non-competitive programs. Ongoing Associate Dean (RGPS), Heads, GPP-PAC, CRC
Ensure that each graduate program has credible depth and scope of offerings, and that directed studies courses are used appropriately and as necessary for a student’s program of study. Ongoing Associate Dean (RGPS), Heads, GPP-PAC, CRC
Explore shared curriculum planning and integrated delivery (e.g., cross-listing/team teaching) where appropriate, feasible and efficient. Ongoing Associate Dean (RGPS), Associate Dean (TLC), Heads, GPP-PAC, CRC
Develop, communicate and implement appropriate funding model for graduate programs, including allocation of graduate teaching assistantships. Spring/Fall 2017 Associate Dean (RGPS), Associate Dean (SPPD), Heads
Explore, proactively respond to student demand, and initiate viable new programs in areas where we have existing or emerging strength. Ongoing Heads

 

PRIORITY 3.2: ENHANCE ADMINISTRATIVE SUPPORT AND COORDINATION FOR GRADUATE PROGRAMS

Objective: Implement a robust and efficient structure of graduate program administration, with appropriate supports and oversights at departmental and Faculty levels.

Action Timeline Lead(s)/Champion(s)
Develop, communicate and sustain the highest level of expectations, responsibilities and accountability for delivery and supervision of programs. Summer/Fall 2017: Start and ongoing Graduate Program Coordinators, Associate Dean (RGPS)
Establish a feasible structure and procedures for governance and administration of disciplinary and interdisciplinary graduate studies within the Faculty that align with relevant university policies and guidelines. Fall 2017 Associate Dean (RGPS), GPP-PAC
Streamline relationships and channels of communication among departments, Dean’s Office and the College of Graduate Studies. Spring 2017 and ongoing Associate Dean (RGPS), Heads, Graduate Program Coordinators
Develop and communicate a multi-year strategic enrolment management plan for each graduate program or department that reflects its scholarly strengths and capacity to provide high-quality supervision and competitive financial support. Summer 2017 Associate Dean (RGPS), Associate Dean (SPPD), Heads
Develop and communicate an appropriate, equitable and transparent system of graduate teaching assignments (workload), supervision and recognition. Fall 2017 Heads

 

PRIORITY 3.3: ATTRACT AND GROW A COMMUNITY OF HIGH-QUALITY DOMESTIC AND INTERNATIONAL STUDENTS

Objective: Make us a destination of choice for excellent students, and build a community that nurtures the next generation of knowledge creators and societal leaders.

Action Timeline Lead(s)/Champion(s)
Establish and pursue recruitment strategies that are deliberate, effective and appropriate to each field and program. Fall 2017 and ongoing Heads, faculty members, GPP-PAC, Communications Manager
Bring visibility to the quality of our programs, faculty and related benefits. Fall 2017 and ongoing Communications Manager, Heads, Associate Dean (RGPS)
Establish a model of graduate student funding, in order to provide a competitive minimum level of financial support for all graduate students that is appropriate for their programs of study and in line with the Faculty’s and department’s enrolment management plan. Summer 2017 Associate Dean (RGPS), Associate Dean (SPPD), Heads

PRIORITY 4.1: ATTRACT AND RETAIN DIVERSE, HIGH-QUALITY FACULTY AND STAFF

Objective: Be a partner/destination/employer of choice for a diverse community of high-caliber faculty, staff, reputable collaborators and eminent global research networks.

Action Timeline Lead(s)/Champion(s)
Align our hiring plans with established and emerging research strengths, while allowing flexibility to take timely advantage of unanticipated opportunities. Ongoing Heads and other members of Leadership Team
Develop and implement hiring practices and other initiatives that enable us to attract, support and retain a diverse community of high-quality support staff who will enhance our profile as a research intensive Faculty. Ongoing Heads and other members of Leadership Team
Identify and pursue, as appropriate, shared staff and joint/associate member faculty appointment options within departments and across the Faculty and campus. Ongoing Heads and other members of Leadership Team
Pursue deliberate efforts to identify and take advantage of opportunities to retain and attract leaders in areas of established and emerging strength (e.g. UBC Excellence Fund, CRC program, endowed chairs). Ongoing Heads and other members of Leadership Team
Establish criteria for, and support, appropriate faculty and staff complements for departments/programs, including the relative balance of appointments in the educational leadership, professoriate, BCGEU and M&P streams. Ongoing Heads and other members of Leadership Team
Establish appropriate criteria for allocating resources for teaching assistant support that balance our obligations to undergraduate program integrity, quality of the learning experience, and support for graduate program growth and competitiveness. Fall 2017 Associate Dean (SPPD), Associate Dean (RGPS), Heads
Establish clear guidelines for supplementing tenure and tenure-track faculty with appropriate complement of faculty members without review (e.g., sessional lecturers, 12-month lecturer, visiting scholars, graduate student instructors) to ensure we always have a critical mass of core faculty to maintain program integrity. Fall 2017 Associate Dean (SPPD), Heads

 

PRIORITY 4.2: ESTABLISH A SYSTEM OF ONGOING PROFESSIONAL DEVELOPMENT, RECOGNITION AND SUCCESSION PLANNING FOR FACULTY, STAFF AND STUDENT LEADERS

Objective: Support faculty and staff in maintaining expected standards of performance, enhancing their expertise, and identifying future leaders. Provide mentorship and opportunities to develop their capacity for taking up leadership roles at the program, departmental, Faculty and university levels, and beyond.

Action Timeline Lead(s)/Champion(s)
Complement and enhance existing professional development opportunities for various categories of faculty and staff. Ongoing Heads and other members of the Leadership Team
Identify and mentor future leaders, and provide them with opportunities to develop their potential at various levels (program, departmental, Faculty). Ongoing Heads and other members of the Leadership Team
Develop/organize resources to guide and to support the work of academic and support staff leaders. Ongoing Heads and other members of the Leadership Team
Institute annual staff and faculty awards for teaching, research, service and community engagement that recognize the contributions of colleagues in these areas and bring visibility to their work. Fall 2017 Director (Administration and Operations), Associate Dean (SPPD), Associate Dean (TLC), Associate Dean (RGPS), Communications Manager, Awards and Recognitions Committee
Establish structure and procedures for UBCO, UBC and external award nominations in the areas of teaching, research and service (e.g., UBCO Staff Awards of Excellence, UBCO Scholar of the Year, UBC Student Development Awards, UBC President’s Service Award for Excellence, UBC Distinguished University Scholar, 3M Teaching Fellowships, Royal Society of Canada fellowships, Sloan Fellowships, Steacie Memorial Fellowships, etc.). Winter 2018 Director (Administration and Operations), Associate Dean (SPPD), Associate Dean (TLC), Associate Dean (RGPS), Communications Manager, Awards and Recognitions Committee

PRIORITY 5.1: FACILITATE TRANSPARENCY, DEVOLUTION AND PARTICIPATORY GOVERNANCE, WITH INDIVIDUAL AND COLLECTIVE ACCOUNTABILITY

Objective: Foster shared and collegial governance that balances privileges, responsibilities and accountabilities in the service of our collective vision and mission.

Action Timeline Lead(s)/Champion(s)
Develop/review structures, guidelines and procedures to promote a culture of participatory governance and equitable contribution to our community. Spring 2017: Revise Faculty Council Terms of Reference Faculty Council
Ad hoc Committee/
Faculty Council
Spring 2017: Finalize new governance structure (committees, guidelines, etc.) Leadership Team, Faculty Council
Winter 2018: Reorganize policies, guidelines, Faculty Council material, etc. on Faculty website for easy accessibility Communications Manager, Director (Administration and Operations)
Fall 2018: Establish a dedicated, Faculty-wide, non-teaching slot for Faculty Council/ Department/other meetings Associate Dean (SPPD)
Hold ourselves and one another to the expectations, accountabilities and responsibilities of our positions, as defined in our terms of employment, in order to achieve our mission. Ongoing All
Demonstrate collective and individual commitment to the principles of equity, fairness, transparency and collegiality in all policies, procedures and decisions. Ongoing All

 

PRIORITY 5.2: PROMOTE AND SUSTAIN A CARING CULTURE THAT DEMONSTRATES COMMITMENT TO EQUITY, DIVERSITY AND INCLUSION

Objective: To be a community that is welcoming and supportive of all those who work, study and engage with us.

Action Timeline Lead(s)/Champion(s)
Provide a working and learning environment for all our students, faculty and staff that fosters a positive professional, educational and social experience. Ongoing All
Individually and collectively promote and demonstrate our commitment to the principles of equity, diversity and inclusion. Summer 2017 All
Establish and implement guidelines for recognition of career and individual milestones and for support during critical personal events. Spring 2017 Director (Administration and Operations)

PRIORITY 6.1: DEVELOP AND MAINTAIN A SUSTAINABLE BUDGET THAT SUPPORTS OUR STRATEGIC PRIORITIES

Objective: Ensure the long-term viability of our operations and the achievement of our strategic objectives.

Action Timeline Lead(s)/Champion(s)
Maintain appropriate faculty/staff/student ratios that ensure program integrity while providing the resources necessary for pursuing our mission and strategic objectives. Ongoing Heads, Associate Dean (SPPD)
Build middle-level managerial capacity to support departments so Heads can focus on strategic academic leadership and initiatives. Fall 2022: Have, at least, four in place Leadership Team
Uphold the highest standards of performance and equity in individual contributions to overall mission and performance assessments practices. Ongoing Heads and other members of Leadership Team
Establish an internal budget allocation model that reflects a balance among the following: rewarding departments/programs/research areas for their contributions to overall revenue; our values as outlined in this document; program integrity and viability; and long-term strategic planning. Fall 2017 Leadership Team
Expand/develop alternative revenue-generating opportunities. Ongoing Leadership Team
Review and improve existing workflow and administrative practices, curricula and pedagogical models. Ongoing Director (Administration and Operations), Heads, Managers
Where appropriate, consolidate and intensify spaces (teaching, learning, research, administrative) within the Faculty and departments to promote efficiency in the use of resources, facilitate easy and convenient access to services, and ensure visibility and identity. Ongoing Heads, Associate Dean (TLC), Associate Dean (RGPS), Director (Administration and Operations)
Establish a system of support staff back-up and cross-learning to foster professional development and efficiency in service provision. Ongoing Heads, Associate Dean (SPPD), Director (Administration and Operations)

PRIORITY 7.1: DEVELOP AND IMPLEMENT COMMUNITY AND ALUMNI ENGAGEMENT STRATEGY

Objective: Facilitate a focused approach to community engagement that is mutually beneficial; related to our teaching and scholarly mission; both intentional and responsive to opportunities; and respectful of appropriate protocols in our interaction with partners.

Action Timeline Lead(s)/Champion(s)
Seek funding, learning and scholarly partnership opportunities, locally and beyond. Ongoing Heads, Associate Director (Development and Alumni Engagement), Communications Manager
Pursue ‘Go-Local’ summer programming activities and intensify/expand Co-op placements and internships. Ongoing Associate Dean (TLC), Heads
Establish Community Advisory Board that will serve as a bridge to the community and a facilitator for exploring external partnership opportunities. Fall 2017 Leadership Team
Develop a database of alumni. Winter 2018 Communications Manager, Heads, Graduate Coordinators
Build a strong affinity for the IKBSAS among its alumni in ways that advance our strategic objectives. Ongoing Associate Dean (URSS), Heads, Communications Manager

PRIORITY 8.1: DEVELOP A FUND DEVELOPMENT AND PRIORITIZATION STRATEGY IN COLLABORATION WITH THE DEVELOPMENT OFFICE

Objective: Ensure coherence in, and coordination of, fund-development activities across the Faculty and increase donor support for priority initiatives as laid out in our strategic plan (e.g., graduate and undergraduate student support, infrastructure and equipment, innovative learning and scholarly activities).

Action Timeline Lead(s)/Champion(s)
Establish a Faculty-level fund development strategy that establishes the unique value proposition that the Barber School offers (in terms of teaching, learning, scholarship and community engagement), and which leaves room for us to take advantage of unanticipated opportunities. Spring/Summer 2017 Leadership Team
Develop departmental-level fund development strategy. Fall 2017 Heads, Associate Director (Development and Alumni Engagement)
Establish criteria for, identify, prioritize and cost faculty- and departmental-level fund development initiatives in areas of established and emerging strength (teaching, learning, research and community engagement). Fall 2017 Leadership Team, Heads and Associate Director (Development and Alumni Engagement)
Cultivate and maintain relationships that grow the size and range of donor support and partnerships in areas of strategic priority. Ongoing All
Strengthen partnership with Development and Alumni Engagement Office in support of above initiatives. Ongoing Leadership Team