A summary of Mt.A’s new developments and proposed future for the university
On Jan. 19, Mt.A released its new strategic plan, entitled “Broad Minds. Bold Futures. Lifelong Connections.” Penned by the Strategic Planning Facilitation Team (SPFT) and endorsed by the Mt.A Board of Regents, it uses various input from students and community members, collected from town-hall style meetings, surveys, emails and consultations.The strategic plan has taken years to develop, with the first meeting of the SPFT being held in Oct. 2024. The plan was approved in fall of last year, and is now being publicized by the University.“What our strategic plan does is articulate both our foundational commitments, who we are and who we will be, and the focal areas for change, development, and advancement.” said vice-chancellor and President Ian Sutherland, in their message for the Strategic Plan.
The plan is divided into three main components: vision, commitments, and strategic direction. These three categories work together to highlight different strategic aspects of the “move from vision to action” promised by the plan.
The vision section of the plan seeks to answer the question of ‘why,’ by pointing to future-readiness for students, and the holistic approach to student thriving. It also encapsulates the teaching environment Mt.A hopes to build upon, as “a future-ready institution where students and employees thrive and lifelong relationships flourish.” This means building lifelong connections through deeper engagement with the community of Tantramar, Indigenous communities, and alumni.
The commitments section sets out the guide to implement the values and goals guiding the University’s decisions, saying Mt.A promotes “a transformative student experience.” These commitments focus on areas such as environmental sustainability, something student activists have voiced criticism on.
The strategic directions portion of the plan focuses on the imperatives necessary to enact positive impact across areas of identified need, such as “student life and success,” “community, culture and wellbeing,” “future focused liberal arts and sciences,” and “operational and digital transformation.”
The vision component describes the reasons for creating this plan: preparing students to be the leaders of tomorrow. This means instilling critical thinking skills and adaptability through learning. To support students, the plan proposes accessible student opportunities for academics, extra-curriculars, and careers. Looking to the employees of the University, the plan promotes personal wellness. Additionally, saying success for employees requires “efficient and intentional ways of doing day-to-day business and effective communication across the University.”
The University has also committed to several initiatives, some of which include creating immersive and dynamic student experiences, and acknowledging systemic barriers and responding to these concerns. Others involve adapting to new technological trends in order to increase organizational excellence, and managing resources to maintain fiscal and environmental sustainability. For the strategic directions and imperatives portion of the plan, focus shifts to actionable steps Mt.A can take to better several areas of university life and community wellbeing. From creating “sector-leading first-year programs that recognize and develop students’ diverse strengths, identities, and prior learning.” To collaborate on “equitable systems and relationships that honour the knowledge, leadership, and rights of diverse communities.” The plan additionally proposes building “a campus masterplan embodying accessibility and net-zero goals.”
In order to implement these changes, the University has announced there will be a Strategic Plan Implementation Group, who will represent the values of the plan across various areas of university life, and report on progress. The plan proposes continual re-evaluation in 18 months, three years, and a full review in five years. An open line of communication between the group, the President’s Cabinet and Council, as well as the Senate is meant to provide feedback and accountability as Mt.A moves towards these goals over the next few years. As best said by Dr. Sutherland, “The change we want is focused on being an ever more supportive community, an organisation of agility, a university proactively oriented to the future with student needs as our cornerstone. As a community, it means increased intentionality in well-being, equity and accessibility, professional development, and career orientation.”