Institutional Priorities and Strategic Framework 2021-2024 - Office of the President
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Institutional
Priorities and
Strategic
Framework
2021-2024
Office of the
President
Vision: Impact, Ambition and
Transformation through Excellence,
Inclusion and Community:
Advancing Human and Societal
Health and Well-being
Land acknowledgement: McMaster University recognizes and
acknowledges that it is located on the traditional territories of the
Mississauga and Haudenosaunee nations, and within the lands
protected by the Dish With One Spoon wampum agreement.
Contents
President’s Message ...................................................... 3
Overview......................................................................... 4
Institutional Priorities .................................................... 5
Priority 1: Inclusive Excellence ................................... 6
Priority 2: Teaching and Learning ................................. 8
Priority 3: Research and Scholarship ......................... 11
Priority 4: Engaging Local, National, Indigenous,
and Global Communities ........................... 14
Priority 5: Operational Excellence .............................. 17
Sculpture of a boat-like form created by Ernest Daetwyler.
Located on front lawn of McMaster Museum.
The Boat Project/everythingwillbefine, commissioned for
the McMaster Museum of Art’s Artist Garden 2018-2020.
2
Students sit and
socialize in front of the
Sir William McMaster
statue in front of
University Hall.
The life-sized sculpture of
the University’s namesake
was a gift from the Alumni
Association to the University
in recognition of its 125th
anniversary in 2012.
President’s Message
The many discussions and consultations I statement, the vision statement links McMaster’s historical and
engaged in during 2020 with members of the continuing strengths and commitments with our intentions and
McMaster community and beyond provided goals for the future.
a great deal of feedback and thoughtful
commentary about our collective aspirations Despite the challenging times in which we all find ourselves, I
and goals. A clear picture emerged of am extremely optimistic about our University and all that we can
the commitment of members of our University to making a achieve together. As a number of colleagues have remarked to
positive impact on the world, developing the partnerships and me recently, it is time for us to start dreaming again. I invite all
collaborations needed to support our scholars and ensure that we members of our community to do exactly that.
are well positioned to tackle the major local and global issues we
face, and building a clear sense of community and belonging for The Strategic Plan which follows focuses our collective efforts
everyone. This collective sense of ambition and desire for positive, around five key institutional priorities and lays out a strategic
societal impact is captured in our refreshed vision statement: framework for addressing them. I intend this to be a living
document, reflective of our nimbleness and innovative approach,
Impact, Ambition and Transformation through Excellence, and look forward to working with the entire McMaster community
Inclusion and Community: Advancing Human and Societal to bring both our vision and strategic plan to life and increase our
Health and Well-being positive impact locally and globally.
This new vision statement is intended to capture both the depth
of our collective aspirations and desire for impact, as well as
our commitment to inclusive excellence and serving the global
community in all that we do. In referencing the current positioning David Farrar, President and Vice-Chancellor
3
Overview
Mission Statement: At McMaster our purpose is the discovery, communication and preservation of
knowledge. In our teaching, research, and scholarship, we are committed to creativity, innovation and
excellence. We value integrity, quality, inclusiveness and teamwork in everything we do. We inspire critical
thinking, personal growth, and a passion for lifelong learning. We serve the social, cultural, and economic
needs of our community and our society.
McMaster University is a research-intensive, student-centered Our vision is to use our collective skills, knowledge, and
institution dedicated to advancing human and societal health and understanding to improve the world and to make an impact in
well-being. We are a uniquely differentiated institution with a addressing the big issues we face ranging from climate change
global reputation for innovation in teaching and learning – closely to health and well-being, inequity, poverty, disease, and access to
aligned with world-leading research excellence that generates education, to name but a few. Across our Faculties, McMaster’s
significant knowledge, enables creativity, advances human researchers, scholars, teachers, and students have the knowledge,
understanding, and delivers positive societal and economic impact. creativity, and skill to work together across disciplinary boundaries
and knowledge systems to find solutions to these and other global
McMaster is focused on preparing our students to be engaged issues. In nurturing and supporting excellence across the institution
and thoughtful citizens, equipped with the skills, knowledge, and at all levels, we have the ability to emerge strongly from
resilience, and understanding needed to make a positive and the pandemic, to contribute to the local and global community in
effective contribution to the world. As we transition through significant and impactful ways, and to empower our students to
the current pandemic and evolve as an institution, we are well- transform our world.
equipped to continue to provide an outstanding, personalized
learning environment for our students, whether in the virtual
or the physical environment, and to take advantage of the many
opportunities for innovative interdisciplinary programming and
collaboration that is a McMaster hallmark. Our vision is to use our collective
skills, knowledge, and understanding
Across all six Faculties, we have the ability and the creativity
to partner and collaborate on the knowledge, discoveries, and to improve the world and to make an
innovation that are needed to make a positive and decisive impact impact in addressing the big issues
on our society and world. It is this nimbleness and engagement
we face ranging from climate change
across Faculties and academic disciplines, as well as across
borders as we collaborate with scholars and research teams from to health and well-being, inequity,
other universities and countries, that will support our successful poverty, disease, and access to
evolution into a post-pandemic world. Our recognition of the
importance and power of diversity at all levels of the University is
education, to name but a few.
a vital part of our strength, as is our approach to the building of
partnerships based on mutual respect and reciprocity, whether at
the local or the global level.
4
Institutional Priorities
McMaster’s Strategic Plan is based around five key priorities:
1 2 3
Inclusive Excellence Teaching and Learning Research and Scholarship
Aspire to embed an inclusive Further advance and support innovation Be the go-to place for world-class
approach that intentionally in teaching and learning, within and researchers and collaborators who
engages and respects beyond the classroom, and across share our values and commitment to
a diversity of peoples, disciplines and Faculties, to elevate working together across disciplines,
perspectives, and ways of teaching as a professional discipline, sectors, and borders to develop
knowing, in everything we do. and equip our students with the knowledge, tackle global issues, and
knowledge and skills needed to make a advance human understanding.
transformative impact on our world.
These priorities form the
foundational elements of
our plan with each priority
becoming a strategic
goal with associated
4 5 objectives, activities, and
metrics. It is intended to
Engaging Local, National, Operational Excellence
be a living and evolving
Indigenous and Enable the administrative
document and will serve
Global Communitites operations of the University to
most effectively support the as McMaster’s agenda
Further develop and expand our
institutional vision and aspirations and accountability
network of longstanding and respectful
of our community of researchers,
partnerships with communities, statement for the next
scholars, teachers, and learners.
partners, research collaborators, and
supporters for the benefit of all. three years.
5
Pictured here,
students sit and reflect
in the Nina de Villiers
Rose Garden.
A joint effort of McMaster
University, McMaster Students
Union and many friends, this
garden is a symbol of our
commitment to harmony and
respect of all.
Priority 1: Inclusive Excellence
Goal: Aspire to embed an inclusive approach that intentionally engages and respects a diversity of peoples,
perspectives, and ways of knowing, in everything we do.
Inclusive Excellence is an approach that recognizes that a diversity (2) enhancing data-informed and evidence-based planning and
of peoples, perspectives, knowledges, and ways of knowing must practice; (3) improving inclusivity of curriculum and scholarship; (4)
be intentionally and authentically engaged to achieve McMaster’s enhancing inclusive leadership capabilities; (5) enhancing support,
vision for excellence and transformational impact through student consultation and engagement of historically underrepresented
learning, scholarly research, and global and local community and underserved students, faculty and staff; and (6) enhancing
engagement. In aspiring and working to be an inclusive community recruitment and retention of historically underrepresented
we recognize that diversity is our strength and that better outcomes students, faculty, and staff.
and greater impact are achieved as our diversity is increased.
Alongside this institutional strategy, and recognizing the unique
To secure and sustain the requisite diversity for educational and position of Indigenous peoples within our community and society,
academic excellence, the University has already established a as well as the obligations arising from McMaster’s commitment to
robust EDI Strategy and is implementing a comprehensive Action respond to the recommendations of the Truth and Reconciliation
Plan with a three year time horizon. Strategic actions, which aim to Commission of Canada, an Indigenous Education and Research
achieve four broad goals, have been identified across six thematic strategy is being developed under the leadership of the Indigenous
objectives: (1) enhancing campus-wide understanding and efficacy; Education Council.
6
OBJECTIVE ACTIVITIES ASSESSMENT METRICS
Systems and Structures - • Enhance the campus community • The extent to which EDI priorities and goals are integrated
Establish and enact organizational understanding of inclusive excellence in institutional strategic documents and implemented across
systems, structures, policies, as an institutional imperative, and unit portfolios with adequate resources.
and processes that mobilize improve campus-wide EDI efficacy.
• The proportion of current board and senate members,
and sustain Equity, Diversity and
• Enhance inclusive leadership executive officers and senior academic/administrative
Inclusion (EDI) commitments and
capabilities by establishing baseline leaders who self-identify as members of Equity Deserving
resources through leadership,
EDI training requirements and offering Groups (EDG) and the proportion who complete the baseline
governance, and accountability.
ongoing professional development. EDI training designed for senior leadership and governing
bodies.
• Enhance systems and resources to
support data-informed and evidence- • The extent to which EDI efforts are resourced and set up for
based EDI-related planning, decision- success, measured by the proportion of human and financial
making, and practice. resources allocated to advancing strategic EDI priorities and
goals.
Enhance and Innovate - • Enhance inclusivity and opportunities • The extent to which students have opportunities to develop
Develop and advance research for interdisciplinarity in curricula and EDI-related academic and professional skills, measured
and academic programs, scholarship across Departments and as the proportion of IQAP submissions that address EDI in
teaching and learning practices, Faculties. curriculum design, the proportion of courses with critical
and broader educational social inquiry/practice learning outcomes, and student
opportunities, in a manner that enrolment in these courses.
exemplifies inclusive excellence,
• The extent to which EDG scholars and EDI-related
interdisciplinary approaches,
scholarship are recognized and rewarded in the research
societal relevance, and impact in
eco-system, measured by the proportion of Tri-agency grants
diverse local, regional, national,
and chairs awarded to members of EDGs and the proportion
and global communities.
that support EDI-related research methods and impacts.
• The extent to which EDG faculty and staff are recognized
and rewarded in teaching and service, measured by the
proportion of EDGs awarded University teaching and service
honorifics.
Community Building - Build and • Enhance opportunities for meaningful • The extent to which community members feel a sense
support a community continuously consultation with, engagement of, of dignity and belonging, measured by self-reported
developing attitudes, knowledge, and provision of support to historically experiences of respect, inclusion and equity.
and skills to foster positive underrepresented and underserved
• The extent to which managers are equipped to advance EDI,
interpersonal and intergroup students, faculty and staff.
and the extent to which community members are equipped
relations, a culture of respect and
to foster respectful, inclusive and equitable relationships,
inclusion, and a climate where
measured by the proportion of individuals who participate in
all members of the community
baseline EDI training designed for those groups.
experience dignity and belonging.
Promote Diversity - Attract and • Enhance the recruitment and retention • The extent to which admissions and employment policies
engage a campus community of of historically underrepresented and practices integrate EDI principles and priorities, and
learners, scholars, practitioners, students, faculty and staff through decision-makers/adjudicators are equipped to identify and
and leaders that reflects local and targeted initiatives, including the remove barriers to student access and success, as well as
national demographic diversity, Black Academic Excellence hiring in employee recruitment, progression and retention policies
including groups historically and initiative, the student access strategy, and practices.
contemporarily underrepresented, and the targeted hiring of Indigenous
• The extent to which EDG students and employees have
underutilized, and underserved in faculty and staff in alignment with the
opportunities to enter, advance and succeed in the
higher education. Indigenous Education and Research
University, measured by recruitment, progression and
strategy.
retention data.
7
Pictured here,
students collaborate
at a whiteboard in
the Economics Lab.
Students are encouraged
to collaborate and share
ideas across disciplines
and Faculties.
Priority 2: Teaching and Learning
Goal: further advance and support innovation in teaching and learning, within and beyond the classroom,
and across disciplines and Faculties, to elevate teaching as a professional discipline and equip our students
with the knowledge and skills needed to make a transformative impact on our world.
The response to COVID-19 has necessitated major changes to and interdisciplinarity, and provide innovative and varied
the teaching and learning environment. While McMaster remains approaches to inclusive and scholarly teaching that are focused
focused on ensuring that faculty, staff, and students have the on creativity, risk-taking, and reflection, and elevate teaching as a
technological and other supports they need to succeed in this professional discipline.
changed learning environment, this is also an opportunity to
harness the positive aspects and technological advances that have Ultimately, we are preparing our students to make a positive impact
been made as we focus on active learning and ensuring the best on the world, recognizing that one of the major contributions to
possible educational experience for our students. The Teaching and society that McMaster can make within Canada and beyond is
Learning Strategy will address this in further detail, but our overall graduating students who can serve as thoughtful and resilient
goal is to define and expand experienced-based learning, locally global citizens and can make, advocate for, or support effective and
and globally, both curricular and co-curricular, through partnerships positive change in the world.
8
OBJECTIVE ACTIVITIES ASSESSMENT METRICS
Continue to engage in Partnered • Design and implement structures that enable students • Numbers of Interdisciplinary and Inter-
and Interdisciplinary Learning, to be active partners in the learning process and Faculty Degree Programs developed and
exemplifying an environment engaged through peer support, mentorship, teaching, implemented.
that is inclusive of diverse research, and community learning.
• Student reflections, feedback and
perspectives across disciplines
• Identify and remove structural barriers (policies, assessment of interdisciplinary learning
and embraces global insights in all
processes, practices) to interdisciplinary learning experiences.
aspects of the learning experience
across the University and find ways to enable, support,
and that engages students as • Agreement of a McMaster definition of
recognize and reward interdisciplinary teaching and
partners and active participants in “experience-based learning” and increased
learning.
the learning process, eliciting their numbers of students who are provided with
deep curiosity to explore beyond • Apply an EDI lens to teaching and learning activities, experience-based learning opportunities.
traditional disciplinary boundaries including developing strategies to ensure diverse
and supporting them to become perspectives and expansive ways of knowing are
globally engaged citizens. respected and valued.
• Develop an agreed McMaster definition of
“experience-based learning” and seek to expand
experience-based learning, locally and globally,
providing for a range of approaches to teaching and
learning that are focused on skills development,
application, and reflection.
Focus on the continued • Implement increased opportunities for first year students • Numbers of first-year programs that allow for
development of Holistic, to engage in small group learning experiences, high a small group learning experience.
Transformational, and impact learning practices, and interdisciplinary learning
• Expanded suite of teaching development
Personalized Student to foster curiosity and possibility.
opportunities related to student mental
Experiences, recognizing that
• Remove barriers and promote flexibility and choice health, inclusion, and accessibility.
our graduate and undergraduate
for students upon entry into programs and throughout
students are at the core of our • Increased number of students living in
program progression to allow for a personalized
community and are critically residence as additional residence spaces
educational experience.
important in advancing the become available; increased number of
positive impact of our University • Enhance and expand teaching development co-op/internship opportunities; increased
through their engagement as opportunities for educators around student mental health, number of work-abroad opportunities;
students in research, creative inclusion, accessibility, and safety needs (e.g., course increased number of volunteer opportunities
projects, social and commercial design, compassionate response to student needs). and students employed on campus (work-
innovation, and the development study and co-op).
• Support students in their personal and professional
of local and global connections, development beyond the classroom, through co-op • Enhanced careers support and advice
and post-graduation as they and internship opportunities, including on campus and available centrally and within Faculties and
make use of the knowledge and international work placements, opportunities to lead Departments, including making use of the
skills acquired at McMaster. and participate in clubs and societies, to launch their expertise and support of McMaster’s alumni
The development of a holistic own ventures, to live and act as mentors in on-campus and broader community of supporters.
student experience, beginning residences, to volunteer within the community, and to
• Completion of the Student Activities and
in the first-year and extending participate as members of varsity and intramural teams.
Fitness Expansion, providing 100,000 square
beyond the classroom, is intended
• Explore expanded ways to support students as they feet of fitness, study, event, lounge, prayer
to promote personal growth,
prepare to enter the job market and begin their careers, and meeting space; completion of the Main
support health and well-being, and
ensuring that they are equipped with the skills to be Street and Graduate Student Residences;
enhance a sense of belonging and
successful in the evolving modern workplace, as well and completion of the McLean Centre
connectedness in our community.
as the more traditional core learning outcomes. for Collaborative Discovery, including
collaborative, academic, innovation, and
• Focus on the development of modern, inspiring physical
community space.
spaces that enable and promote connectedness
and community within the student body, and support
academic success, personal growth, and health and
well-being across our diverse student body.
9
OBJECTIVE ACTIVITIES ASSESSMENT METRICS
Support and advance Inclusive • Refine policies and processes to demonstrate that • Policies reviewed and updated to more
and Scholarly Teaching, valuing teaching is valued and recognized as a professional clearly recognize and value teaching.
and recognizing teaching as practice, including the establishment of a knowledge
• Development of a process to share
a foundational aspect of the translation and exchange process to support research-
educational research and scholarly literature
McMaster experience and based teaching practice.
on teaching to support practical advances to
encouraging creativity, risk taking,
• As our learning environments and teaching approaches teaching processes.
and originality in our teaching
continue to evolve, further promote innovation and
practices. Continue to focus on • Development of meaningful, authentic means
improvement in the assessment and evaluation of
the critically important integration of assessments that promote learning and
student learning, as well as in the evaluation of the
of research and teaching at foster collaborative projects and evaluations,
quality, relevance, and impact of teaching.
all levels across the University and provide means to recognize the quality
and embed EDI principles into and impact of teaching.
teaching excellence.
Focus on the development of • Develop best practices for learning that are focused • Development of best practices that allow
Active and Flexible Learning on the intentional consideration and integration of on- for the intentional integration of on-campus,
Spaces, ensuring that whether in campus learning spaces (classrooms, labs, libraries, blended, and online learning spaces.
an online, face-to-face, or blended studios), online learning spaces, and community
• Development and implementation of
format, we use learning spaces spaces for learning.
McMaster’s first Digital Learning Strategy.
with intention and purpose.
• Design all new physical and virtual spaces to be
Beginning with learning outcomes
universally accessible: designed to be supportive,
our goal is to align our spaces to
barrier-free, mental health positive, and adherent
support those outcomes, ensuring
to policies relating to health, safety, accessibility,
accessibility and inclusivity in
and inclusion, and engage members of relevant
order to meet the diverse needs of
communities in design discussions wherever
our community members.
appropriate.
Recognizing the ways that
• Develop and implement a clear Digital Learning
online and virtual classrooms
Strategy that enhances and complements the face-to-
have changed the teaching and
face learning experience.
learning environment for both
our educators and our students,
use evidenced based research to
make decisions about tools and
platforms to optimize learning in
the digital environment.
DeGroote School of
Business students confer
with Dr. Catherine Connelly,
Canada Research Chair in
Organizational Behaviour.
10Pictured here, Ph.D. Dr. Vargas-Baca’s group has pioneered
candidate Peter Ho, the systematic study of the application
works in Dr. Ignacio of the supramolecular interactions
Vargas-Baca’s Lab in the formed by atoms of sulfur, selenium
Department of Chemistry and tellurium to construct functional
& Chemical Biology. multimolecular structures. Knowledge
derived from this work is highly relevant
to applications in areas as diverse as
chemical synthesis, optical technologies,
electronics and inorganic polymers.
Priority 3: Research and Scholarship
Goal: be the go-to place for world-class researchers and collaborators who share our values and
commitment to working together across disciplines, sectors, and borders to develop knowledge, tackle
global issues, and advance human understanding.
The ongoing pandemic has brought into sharp focus the importance Initiative, with the initial focus on Canada’s Global Nexus for
of accurate data and research, and the need for interdisciplinary Pandemics and Biological Threats, in which all six Faculties are
approaches to solve the biggest problems facing our world. involved, provides a path to focus our revenue-generation efforts
McMaster has the ability and ambition to make a transformative, in support of our researchers and demonstrate the global impact
positive impact at the local, regional, national, and global level of the work undertaken in labs, libraries, and offices across our
in areas ranging from physical and mental health to pandemic campus and with our partners.
preparedness, climate change, social justice, Indigenous Ways of
Knowing, and advanced manufacturing (to name just a few). Our Our scholarship encompasses fundamental research, artistic and
goal is to be a global leader, recognized for our ability to solve cultural endeavours, and community-based and interdisciplinary
the complex issues facing our world; using our knowledge and collaborations, all of which contribute to the body of human
creativity to enable a fairer, more equitable future for everyone. knowledge and to our broader understanding of our world and the
The impact of our research and scholarship, particularly as it global issues we face. Our intention is to develop ambitious and
relates to the UN Sustainable Development Goals, a series of strategic goals for our research and scholarship over the coming
critically important, interconnected goals, is a key area of focus months and to further extend our institutional networks, impact,
across the campus. The launch of the Brighter World Research and influence.
11OBJECTIVE ACTIVITIES ASSESSMENT METRICS
Global Leadership and Impact - Redefine • Building on our rich history of research excellence, • Advancement of EDI goals; increased
how McMaster engages in research and develop and support an environment that enables number of highly cited researchers;
scholarship to enable us to work together basic and applied reseach to excel across increased number of prestigious national
across disciplines, tackle major global disciplines, knowledge systems, sectors, and and international awards.
issues, advance our global leadership and borders, that enables us to tackle major global
• High-performing, globally recognized
the positive impact of our research, and issues, and to recruit and retain the highest calibre
research centres and institutes;
expand the body of human knowledge and faculty and gradute students.
opportunities for interdisciplinary
understanding.
• Create structures that allow our research centres graduate programs; seamless integration
and institutes to build capacity, attract faculty, of research and teaching; increased
and design academic programs to ensure a collaborations with academic, industry,
seamlessness between teaching and research. and government partners.
• Build flexibility into Tenure & Promotion and Career • Increased funding received from federal
Progress Merit structures to encourage and granting agencies; increased multi-
recognize researchers and scholars who move disciplinary and multi-institutional grant
across disciplines to advance the output and impact applications, and strategic partnership
of their work through interdisciplinary institutes. development; greater success in
major innovative, comprehensive and
• Invest resources in research administration (MILO,
competitive funding competitions.
ROADS, HRS) to maximize the institutional support
and reduce the administrative burden for our • Creation of mentorship programs;
researchers. increased investment in Indigenous
Undergraduate Summer Research
• Design pathways for Indigenous undergraduate
Scholars Program.
students – who wish to pursue a research path – to
facilitate entry into graduate programs.
Be a driver of Economic Prosperity • Create a seed fund to support early stage start-ups • Increased number and quality of start-
and Social Innovation coming out of research. ups and licenses; increased opportunities
for additional follow-on financing.
• Develop mechanisms to support student and
faculty entrepeneurs throughout the entire • Increased number of spin-offs; job
innovation pipeline – from idea to implementation creation and growth for Hamilton region;
– and help bridge to scale-up within McMaster increased inventions and copyright
Innovation Park’s space and capacity. Provide disclosures submitted and patents filed;
sufficient flexibility in enrolment and support enhanced opportunites for partnerships
for graduate student entrepreneurs to allow the and private sector funding.
development of start-ups and social innovation • Increased social innovation projects and
initiatives at different points within academic partnerships with community partners
careers, including mid-degree. and entities.
• Develop a process for allocating space and/ • Streamlined activities and access to
or resources on the strength of the potential experts/mentors to expand number of
for commercial or innovation success and ventures; increased community outreach
opportunities for diverse teams of researchers. and alumni engagement.
• Invest resources to expand mentorship and • Recognition of contributions to the body
Entrepreneur-in-Residence programs to increase of human knowledge through citations,
opportunities for impact. increase in peer reviewed publications,
artistic and cultural performances, and
• Coordinate all mentorship networks and engage
social impact.
alumni to support innovation initiatives.
• Recognize and resource foundational research as
critical to knowledge transfer, social innovation,
commercialization, and the advancement of our
society and strengthening of civil life.
12OBJECTIVE ACTIVITIES ASSESSMENT METRICS
Collaboration and Partnership - Expand • Establish key international partnerships to • Increased ability to address UN
our international outreach, influence, and accelerate research excellence and exceptional Sustainable Development Goals; make a
impact through research partnerships, educational experiences. positive difference to the world, attract
collaborations, and exchanges, as well as global recognition, and enhance our
• Develop a strategy to increase the number of
through contributions to the body of human ability to attract international talent –
students and researchers who participate in
knowledge. faculty and students.
international partnership exchanges and research
collaborations. • Increased number of new international
partnerships; international grants;
• Capitalize on reputation, talent, and capacity
exchange programs for graduate and
of centres and institutes to develop innovative
undergraduate students; opportunities
international partnerships and academic
for co-supervision and co-authored
exchanges.
publications; rise in international
rankings.
• Graduate students with global
awareness, understanding, and immersive
cultural experiences – no matter their
discipline or chosen profession.
Pictured here, Thrombosis
and Atherosclerosis Research
Institute (TaARI) lab manager,
Dr. Dhruva Dwivedi, oversees
grad student Jaskirat Arora
inspecting lab experiment
samples.
13Pictured here, the annual
Community Engagement
and Volunteer Fair is
held in the McMaster
University Student Centre.
The fair is an opportunity for
undergraduate and graduate
students to learn about opportunities
to support local organizations that
can help develop skills and provide
valuable experience.
Priority 4: Engaging Local, National, Indigenous,
and Global Communities
Goal: Further develop and expand our network of longstanding and respectful partnerships with
communities, partners, research collaborators, and supporters for the benefit of all.
McMaster has a critically important and ongoing role to play in Although the restrictions on travel arising as a direct result of
the transformation of Hamilton, our region, and our country, and COVID-19 have changed the way we collaborate and engage at
an equally important role to play in fostering global partnerships an international level, international research collaborations and
and citizenship. Our goal is to continue to work in partnership partnerships continue to flourish as our researchers and scholars
with our City and our local Indigenous communities, and operate find ways to connect and continue their research in the virtual
as a trusted and respectful partner to the communities we serve, environment. We remain focused on building and expanding
both locally and globally, engaging in principled partnerships with effective international partnerships at the undergraduate, graduate,
communities to foster and promote community-based research and faculty level, and on further enhancing the global profile of the
and knowledge mobilization. We also seek to expand community University.
engaged and globally connected educational offerings, including
enhancing the opportunities available in a virtual environment. McMaster also remains deeply committed to building on our
Alongside this we are committed to teaching and modelling a longstanding partnership with Indigenous communities in the Dish
sense of positive global citizenship, engaging in discussions about with One Spoon territory and to working closely and respectfully
public policy, data and democracy, and fostering the skills of critical to advance our response to the recommendations of the Truth and
thinking and comprehension needed to evaluate information and Reconciliation Commission.
seek truth and accuracy.
14OBJECTIVE ACTIVITIES ASSESSMENT METRICS
Further advance the Principles of • Build collaborative relationships across sectors • Increased numbers of connections and
Community Engagement as the foundation ensuring that the principles of equity, reciprocity, partnerships based on the principles.
of community-campus partnerships, and sustainability are the foundation of the
• Alignment of funding opportunities and
developing the many connections relationships.
distribution strategies with partnership
between the University and the greater
• Improve campus communications to lessen development and collaborations.
Hamilton community and local Indigenous
duplication of effort and to coordinate requests and
communities, expanding the number of • Appropriate recognition of work done by
responses to community priorities.
principled partnerships with communities, faculty, staff, students, and community
ensuring that they address both • Develop connections between researchers and partners that aligns with the principles.
community and University priorities, and community partners and continue to identify and
• Enhanced communication about the
fostering and promoting community-based work toward eliminating barriers to community-
impact and outcomes of McMaster’s
research and knowledge mobilization. based research and knowledge mobilization.
community engagement initiatives locally,
• Strengthen McMaster’s role as a national leader nationally, and globally.
in community engagement, social innovation, and
social impact, ensuring ongoing collaboration
with universities, colleges, and relevant networks
and organizations to share best practices and
coordinate efforts to address societal challenges.
In support of our goal of developing our • Enhance and develop experiential and community • Increased numbers of curricular and
students as engaged and thoughtful engaged learning experiences, including co-curricular community engaged
global citizens, support and expand developing, designing, and curating community and globally connected experiences
curricular and co-curricular experiential informed educational resources for remote and available to students in both the remote
and community engaged and globally in-person experiential and community learning. and in-person learning environment.
connected educational offerings,
• Promote curricular and co-curricular experiential • Develop a portfolio of collaborative
including enhancing the opportunities
and community engaged learning opportunities, on-line international learning (COIL)
available in a virtual environment.
with the goal of ensuring that all students have opportunities; engage with and
access to quality experiential and community contribute to the eMOVIES initiative
engaged learning opportunities. in Latin America.
• Engage in activities that promote the
internationalization of our curriculum including
engaging with international partners to give
lectures and host events, and promoting campus-
wide opportunities for cross-Faculty dialogue to
facilitate knowledge dissemination and foster
interdisciplinary international interactions.
Recognizing the unique position of • Continue to respond to and advance the • Successful hiring of increased
Indigenous peoples within our community recommendations of the Truth and Reconcilliation numbers of Indigenous faculty and
and society, support and advance the Commission of Canada with regard to addressing staff, and increased enrolment of
Indigenous Education and Research the systemic barriers experienced by Indigenous Indigenous students.
Strategy being developed under the learners, faculty and communities, including
• Evolution of the Indigenous Studies
leadership of the Indigenous Education advancing the enrolment and hiring of Indigenous
Program into a Department and the
Council. students, faculty, and staff across the University.
creation of a graduate program in
• Support the implementation and advancement of Indigenous Studies.
the Indigenous Education and Research Strategy
once finalized.
• Support the growth and advancement of the
Indigenous Studies Program, including its evolution
from a program to a Department, and the creation
of a graduate program in Indigenous Studies.
15OBJECTIVE ACTIVITIES ASSESSMENT METRICS
Continue to develop and advance our • Foster global citizenship among students, faculty, • Increased numbers of joint international
engagement with the global community staff, and administration through institutional programs, student exchange
guided by principles of integrity, participation in global initiatives, including arrangements, jointly-supervised Ph.D.
reciprocity, reflexivity, sustainability, international partnerships in support of research projects, and dual degree programs.
and transformation, through our course and academic excellence, and engagement in
• Development of a foundational Global
offerings, international exchange addressing global issues.
Engagement course available to all
opportunities, research collaborations, and
• Integrate global awareness in students’ learning students.
opportunities for knowledge dissemination,
and co-curricular experiences, both on campus and
and interdisciplinary international • Increase in faculty and student
through international mobility, including exchange
interactions. engagement in virtual global learning
programs, joint international programming, the
opportunities.
joint supervision of Ph.D. students, and related
international engagement for education. • Development of an institution-wide
strategy identifying key institutions,
• Develop a significant set of equitable merit-based
countries, and regions to engage with for
graduate scholarships for international graduate
mutual benefit.
students to expand the range of programs to which
international graduate students can be accepted • Enhanced communication about the
and supported, establish a competitive advantage impact and outcomes of McMaster’s
for McMaster, and promote the global diversity of global and community engagement
our graduate researchers. initiatives locally, nationally, and globally.
• Identify specific institutions, countries, and regions
that offer the best opportunities for sharing of
learning and knowledge, as well as enhancing
research, education, and social and economic
development.
• Support international research and scholarships,
including giving tangible evidence to staff and faculty
that international engagement is a valued activity.
16Pictured here, employees
take part in the annual
Inspiring from Within
Employee Development
conference.
The conference strengthens and
encourages the career and personal
growth of McMaster employees
by exploring ideas, suggestions
and strategies. It offers employees
the opportunity for professional
development, networking with
colleagues, and a chance to support
their personal well-being.
Priority 5: Operational Excellence
Goal: enable the administrative operations of the University to most effectively support the institutional
vision and aspirations of our community of researchers, scholars, teachers, and learners.
To ensure the best possible support for our faculty, staff and environmental stewardship, and accessibility across our campus
students, it is vital that we have professional, inclusive, and highly operations.
efficient administrative processes in place across all areas of the
University. Our goal is to modernize and streamline systems and We will also continue to support our staff in a way that is
processes in all areas and to enable the administrative areas of the responsive to the evolving needs of our diverse community,
University to be creative and innovative, responsive to changing advancing professional development, inclusive learning and
circumstances, and equipped with the training and resources growth, and supporting personal well-being and a sense of
needed to support and enable the work of our researchers, community and belonging. Recognizing the importance of our EDI
scholars, teachers, and learners. We will continue our renewal of and Indigenous Strategies, we are also committed to the continued
administrative processes across all areas of the University and will development of opportunities for ongoing education and leadership
seek to leverage and apply best practices, modernize processes, training for administrative leads and to implementing equitable
and enhance services, no matter where the work is performed. administrative processes that reflect and respect those strategies.
We will also continue and advance our focus on sustainability,
17OBJECTIVE ACTIVITIES ASSESSMENT METRICS
Integrated Planning - Through • Build out service delivery and governance • Refreshed Administration strategy.
integrated planning between platforms for core functional services on a cross-
• Benchmarks: service effectiveness and efficiency.
the administrative and campus basis, creating platforms and communities
academic leadership of the to facilitate integrated planning and action and
University, adopt a “One finding models that facilitate a decentralized
University” approach to ensure delivery model while ensuring comparative
that operational policies and effectiveness and efficiency among peers.
processes and organizational
• Invest in the professional development of
design are optimized to deliver
administrative staff across the campus and ensure
high quality, nimble, and efficent
that the organizational design facilitates high
support services to our diverse
quality service delivery.
community of researchers,
scholars, teachers, and learners. • Continue to play a leadership role in global and
national study groups and with selected partners to
identify and implement best practices.
Transformative IT Structure • Develop a standardized, scalable, and integrated • Integrated service desks; networking tools; asset
- Working as a connected technology infrastructure as the foundation for management and IT career frameworks to facilitate
community, McMaster will transformative information technologies and community development.
deliver a seamless foundation services.
• Completion of critical infrastructure to support
of core and transformative
• Invest in strong data integrations and automation research and teaching/learning; robust information
information technologies
tools to create ‘delightful’ technologies and world- security and data protection.
and services, accelerating
class experiences for students, faculty, and staff.
the University’s teaching, • Delivery of transformative solutions such as
learning, and research mission 0365 applications; CRM; document management;
and enabling engagement, mobile applications; research technology and data
adaptability, and connections at governance.
all levels of the institution. • Benchmarks: IT and transformational expenditures;
maturity assessments.
Cultivate human potential by • Build out the suite of Human Resources • Refreshed HR Strategy, integrated with the EDI
enabling University strategy in philosophies, policies, and programs to support strategy.
a manner which is responsive an engaged and inclusive campus community that
• Completion of HR Review action plans.
to the evolving needs of our attracts, retains, and supports the high-calibre,
diverse community, delivering diverse talent needed to deliver the University’s • Benchmarks: Improved service effectiveness
service excellence, pursuing strategy. and efficiency; campus health and well-being;
opportunities for ongoing workforce planning; bargaining mandate
• Continue to develop and advance a diverse range
improvements to service delivery achievements; increased awareness of and
of professional development programs, leadership
models and empowering engagement with professional and personal
training, opportunities for inclusive learning
and supporting professional training programs.
and growth, and well-being initiatives and work
development, inclusive learning
to increase awareness of such programs and
and growth, and a sense of
opportunities.
community and personal well-
being. • Continue to implement and advance the various
action items identified by the HR Review,
modernizing and enhancing payroll, service
delivery models, and professionalizing HR support
across the campus.
• Review learnings from COVID-19 and retain
positive workplace flexibility practices and use of
technology in “back to campus” planning, and in
support of personal well-being for faculty and staff
across the institution.
18OBJECTIVE ACTIVITIES ASSESSMENT METRICS
Campus Environment - Provide • Design, construct and maintain signature buildings • Refreshed Facilities strategy.
a functional, accessible, to deliver contemporary research, teaching,
• Completion on budget and on schedule of approved
sustainable, and attractive learning, and administrative space that facilitates
capital projects.
campus environment that University strategy, delivers on our sustainability
promotes and supports goals, and supports the attraction of high-calibre • Benchmarks: service effectiveness, sustainability,
learning, teaching, research, faculty, staff, and students. and efficiency.
and community engagement,
• Advance and support the development of
together with a high-quality
McMaster Innovation Park consistent with
service and support to building
University research, innovation, commercialization,
occupants.
and revenue generation strategies.
Living Laboratory for • Work with stakeholders to consider • Refreshed Campus Master Plan.
Sustainability - Engage our recommendations for the sustainable use of West
• Sustainability Report.
community as we work to Campus.
transform our campus into a • Energy Management Plan Initiatives.
• Develop a sustainability plan and annual report
living laboratory for sustainability, • Benchmarks: GHG consumption; utility costs.
in a cross-campus collaboration evidencing
accessibility, and inclusion,
the University’s commitment to the relevant UN
focusing on carbon reduction,
Sustainable Development Goals and supporting
energy and waste management,
progress towards a carbon free campus.
with the ultimate goal of being a
carbon free campus.
Financial Stewardship and • Continue to build out the University’s capital • Board-approved Alternative Revenue Strategy with
Risk Mitigation - Develop planning processes to ensure the optimal use of relevant aspects activated.
and steward the University’s financial resources.
• Alongside the ongoing carbon reduction strategy,
financial assets, including the
• In addition to the fundraising and stewardship develop a formal strategy to allow the University to
development of alternative
initiatives led by University Advancement, develop meet its divestment goals, as well as promoting the
revenue strategies to optimize
the Alternative Revenue Strategy for the University, ongoing sustainability of the campus.
and enable institutional priorities.
including the development of the real estate
Ensure McMaster retains a • Benchmarks: Bond rating; Investment
portfolio, research commercialization initiative,
strong and sustainable financial Management performance; investment portfolio
and a sustainable and financially-responsible
position that takes account of carbon measurements; deferred liability funding.
development plan for McMaster Innovation Park
risk and engages appropriate • Completion of the review and development of an
that generates long-term value for the University,
mitigation strategies. implementation plan for risk management.
financially, reputationally, and academically.
• Execute ancillary service recovery plans post-
Through cross-campus pandemic, returning them to high-functioning student
collaboration ensure that and campus support services that contribute
financial systems are secure meaningfully to the University’s financial position.
and provide effective and
• Complete the review of the University’s approach
efficient service to the University
to risk management and related organizational
community.
structure, with the goal of ensuring that risk review
and mitigation is embedded within decision-making
practices.
19Office of the President, 1280 Main St. W. Hamilton, ON L8S 4L8 president.mcmaster.ca
You can also read
