Acadia Transforming lives for a transforming world
Operational Plan
Table of Contents
3 President’s Message 5 Acadia 2025: Planning Process 6 Acadia 2025: Transforming Lives for a Transforming World 7 Acadia 2025: Organizational Framework 8 Strategic Directions, Goals and Objectives 18 Phased Implementation Plan for Acadia 2025
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President’s Message “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. Global climate change combined with the evolution of “exponential” technologies such as Artificial Intelligence 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 are redefining the narratives used to describe our society and global political, social and economic priorities. Today, students entering university know that the world they will graduate into will be significantly different from when they started their studies, and that they will need to be prepared for dealing with rapid, continuous change and disruption throughout their lives. This is the first generation of students who will graduate into a world that is physically transforming at a rate never before seen in the human experience. Not only the human world is changing, but the planet itself is transforming before our eyes. 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 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. Because we care deeply for our students, an Acadia education is not simply a transactional experience, it is a transformational experience; and that is what is needed for graduates to be prepared to thrive in a transforming world.
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 transforming world, managing change, experiential learning, digital and technological competencies, international experiences, engagement with truth and reconciliation, and active learning prepare students for the world of work and the global society of the 21st century. At Acadia, students learn how to live and thrive in community. Acadia 2025 recommits our university to the region through collaboration, outreach, partnerships. Acadia prides itself on having one of the best town-gown relationships in Canada, and we are grateful for the support of the communities of Wolfville and the surrounding Valley region. We recognize the important role that Acadia plays in making our region one of
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the most attractive places in Canada to live, work,
situation as well as increasing revenues and, where
learn and play. Acadia’s growing partnership with the
appropriate, reallocating resources to move forward on
Mi’kmaw communities of our region is one of the most
our strategic directions and goals.
exciting areas of development as we seek to make our contribution to truth and reconciliation.
I wish to thank every member of the extended Acadia
As a learning community, we care deeply for our
assumptions, and helped develop this plan. Acadia 2025
students, our employees and our planet. Environmental
will provide the guidance and direction that will ensure
stewardship has always been a fundamental value of
that the liberal education that has been the central
Acadia, and in today’s growing climate emergency,
core of the Acadia experience for over 180 years will
it has never been more important to ensure that we
continue to be relevant to educating students for the
learn, teach, and practice our commitment to the
rapidly changing world of the 21st century, and that the
environment and sustainability of our world. Developing
transformative experience that characterizes an Acadia
and implementing a strategic plan in a time of financial
education will flourish well into the future.
community who contributed their ideas, challenged our
stringency is very challenging, but without a strategy the task of identifying priorities to direct scarce resources is difficult and often results in simply treading water rather than moving ahead. We are very conscious that everything we do going forward must adhere to fundamental principles of balanced budgets and no increase in debt. Therefore, we have identified priorities
Dr. Peter J. Ricketts
for directing our efforts within the current financial
President and Vice-Chancellor
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Acadia 2025 Planning Process
Foundational Statements
The Acadia 2025 planning process began in March
Acadia that have been tested time and again. Each of
2018 with a Town Hall presentation and publication of
Acadia’s mission, vision and values statements have been
a Strategic Framework document. It then proceeded
nuanced and updated to create strategic statements for
through three stages: Ideas for Acadia, Strategic
Acadia 2025, but they remain true to the reasons why
Directions, and Plan Development.
the institution was founded more than 180 years ago.
The framework within which the strategic plan is considered are the overall principles and ideals of the
Informed by the Acadia 2025 consultations. • Ideas for Acadia: The ideation stage saw the creation of the Acadia Ideabook, a product of consultations and input from over 200 individual and group submissions. • Strategic Directions: A Strategic Planning Task Force comprising members from across the Acadia community and external representation engaged in a community-wide consultation process to identify key strategic directions for shaping the plan. The Task Force report, Acadia 2025: Charting a Course, 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. • Plan Development: A number of working groups comprising members of the Task Force and the Acadia leadership team produced an initial draft plan which was refined and re-drafted after further consultation with the Board of Governors, the Senate, and the Acadia community. • Plan Finalization: The final draft plan was subjected to a further consultation phase and was approved by the Board of Governors at its meeting on March 6, 2020 and approved in principle by the Senate on March 9, 2020.
Strategic Directions, Goals And Objectives In 2025 Acadia will be a university that is clearly differentiated within the Canadian post-secondary landscape. Its faculty will be known as leading researchers in their disciplines and the value to students, alumni, and potential employers of its liberal education model will be widely recognized. It will be an acknowledged leader in reducing its environmental footprint and will be known as a leader in teaching all students how to be stewards of our environment. Acadia will be an excellent place to work and its campus culture rooted in inclusivity and equity will provide students with a learning environment in which they can excel. Beyond its campus, Acadia will be known by its Mi’kmaq neighbours and Canada’s Indigenous Peoples as a place where truth and reconciliation matters and by regional entrepreneurs, artists, athletes as a place where they can achieve their dreams of success. Acadia will be a model partner to the Valley region and its communities, welcoming community members to participate fully in its campus and rewarding its students for engaged learning. To achieve this bold vision, Acadia 2025 has five overarching Strategic Directions that are of equal and interchangeable value, each with supporting Goals, Objectives and Key Performance Indicators (KPIs). Acadia 2025 is a strategic framework designed to guide decisionmaking, priority-setting, and, finally, resource allocation. Resource scarcity in universities places a premium on the quality of every decision and its direct connection to institutional outcomes. Choices ranging from capital improvements to new faculty hires to student recruitment plans need to be made in the context of both long- and short-term institutional goals.
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Acadia 2025: Transforming Lives for a Transforming World Institutional Context: Foundational Statements The framework within which the strategic plan is
of knowledge, experiential learning, community engagement, environmental stewardship and global citizenship, and engaged research and innovation delivered by a passionate, dedicated and nurturing community within a beautiful and historic campus environment.
considered are the overall principles and ideals of the
Strategic Values
Acadia that have been tested time and again. Each
• Caring for Our Students
of Acadia’s mission, vision and values statements
• Educating the Whole Person
have been nuanced and updated to create strategic
• Critical Thinking, Creativity, Emotional Intelligence,
statements for Acadia 2025, but they remain true to the reasons why the institution was founded more than 180 years ago. Informed by the Acadia 2025 consultations.
Resilience, Entrepreneurial Spirit and Technological Competence • Global Citizenship and Responsibility • Passionate Community Engagement
Strategic Vision Acadia University is the top choice for students seeking a transformative university experience dedicated to unleashing their potential to prepare them for a transforming world.
• Diversity, Inclusivity, Equity and Respect • Excellence in Academic, Research, Scholarly, Professional and Personal Achievement • Environmental Stewardship and Sustainability • Truth and Reconciliation with Indigenous Peoples of Canada • Concern for Social Justice the Common Good
Strategic Mission Acadia University provides an unparalleled learning experience through a liberal education model based on personalized attention, expanding the boundaries
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• Engaged Partnerships and Outreach for Regional Development • Authentic Relationships with Community and Alumni • Responsible Management and Allocation of Resources
Acadia 2025: Organizational Framework Strategic Theme: Transforming Lives for a Transforming World STRATEGIC VISION
Acadia University is the top choice for students seeking a transformative university experience dedicated to unleashing their potential to prepare them for a transforming world.
STRATEGIC MISSION
Acadia University provides an unparalleled learning experience through a liberal education model based on personalized attention, expanding the boundaries of knowledge, experiential learning, community engagement, environmental stewardship and global citizenship, and engaged research and innovation delivered by a passionate, dedicated and nurturing community within a beautiful and historic campus environment.
STRATEGIC DIRECTION AND GOALS Caring for our students and employees
Caring for our planet
Revitalizing our academic core
Maximizing our impact regionally and globally
Sustaining our institutional future
Goals:
Goals:
Goals:
Goals:
Goals:
ransformational student T experiences focused on academic and personal success
Environmental stewardship and sustainability are signature institutional features of Acadia
Embrace a 21stcentury liberal education model that is central to Acadia’s vision and mission
New partnerships and collaboration to drive regional development and educational opportunities
Achieve optimal rates of student enrolment to ensure institutional and campus community sustainability
Make measurable progress and establish a target date for achieving net carbon neutrality
Enhanced support for teaching and learning excellence
Leadership and impact in environmental, rural and coastal research and innovation
An inclusive and supportive community campus culture A campus culture passionate about professionalism, inclusion, service excellence, and leadership Caring for our community’s safety, health and wellness
Acadia’s research is impactful regionally, nationally and globally
Establish a culture of sustained fundraising and giving Enhance infrastructure renewal and campus development to meet priority needs
Msit No’kmaq - advancing acadia’s contributions to truth, reconciliation and decolonization
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Strategic Directions, Goals and Objectives
students with the ability to capture and describe their academic, experiential, and engaged learning experiences, skills, and capabilities; improving data and information management systems to provide accurate and timely information to support enrolment management (recruitment
caring for our students and employees
and retention) decision-making; and collaborating with our Maple League colleagues to leverage the advantages that our human-scale learning environments offer in providing an extraordinary student experience. At the same time, Acadia’s students must become more
Caring For Our Students and Employees: By Enriching the Acadia Learning and Working Experience
globally aware through international learning experiences.
One of the distinguishing features of Acadia is that we
and experience will accelerate campus efforts to embrace
truly and deeply care about our students and for each
diversity, inclusivity, and equity for all.
revitalizing our academic core
maximizing our impact they are valued and treated as individuals. Acadia prides
This deliberate effort to increase cultural, political, and economic awareness through research, scholarly work,
other as a learning community. Given Acadia’s small
size, students and employees are not merely numbers,
Objectives: • I mplement a comprehensive Strategic Enrolment
itself on being a community where everyone supports
Management and Student Affairs (SEMSA) approach to
each other, but especially where we all support and
support student academic and personal development
sustaining our institutional future educational experience, whether it be in small classes
care for the welfare and success of our students. This is a key part of Acadia’s commitment to a personalized
•A dvance student employment and career success through improved career counseling and employment services and the provision of tools (such as an
where professors know all their students by name, or
e-portfolio) to provide students with the ability to capture
whether it is from the individual support and mentoring
and describe their academic, experiential and engaged
of students by professors and staff alike. At Acadia,
learning experiences, skills, and capabilities
caring for students learn how to live and thrive in a community. This our planet extraordinary learning environment can only be delivered
when our employees are fully committed to that goal and are supported in delivering outstanding educational and professional services to our students.
• I mproved data and information management systems to provide accurate and timely information to support enrolment management decision-making • I ncrease opportunities for students to gain international experiences. •C ollaborate with the Maple League to support increased
Goal: Transformational Student Experiences That
student success, retention, and engagement
Focus On Student Academic And Personal Success The Acadia learning environment is one that is increasingly
Key Performance Indicators:
rare within Canadian university education, and it is shared
• I ncrease rates of student retention and graduation
by all Acadia students and not just select groups or
• I ncrease student satisfaction through improved and
cohorts. Inside and outside the classroom, students who choose Acadia will benefit from the implementation of a comprehensive Strategic Enrolment Management and Student Affairs (SEMSA) approach to support student
streamlined service delivery and student information systems • I ncrease in number of students with employment placement on graduation
academic and personal development. This includes
•D ouble the number of students who study abroad or
advancing student employment and career success
have some formal international experience as part of
through improved career counseling and employment
their academic program
services; providing tools (such as an e-portfolio) to provide
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Goal: An Inclusive and Supportive Campus
our students get the support they need to succeed not
Community Culture
only as students, but as adults in an increasingly complex
Acadia’s student population is increasingly diverse, so
and changing world. Diversity within our employee
our community needs to support and foster a genuine
population must also be a priority consistent with the
environment of inclusivity and equity. Within Canada,
NSERC Dimensions Charter and our workplace must be
increasing access and support for Indigenous students,
equitable, inclusive, and free from barriers, harassment,
African-Canadian students, and students from minority
and discrimination.
and disadvantaged communities must be a priority. As
Objectives:
domestic high school graduating class numbers flatten-
•P romote a culture of leadership and excellence with
out, international students will become an increasingly
increased opportunities for professional development for
important percentage of our first-year class.
staff as well as faculty •M ake progress towards increasing equity and diversity
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 • Work with the Post-Secondary Accessibility Working Group (PSAWG) and the Rick Hansen Foundation to develop an accessible campus strategy • Undertake Initiatives to promote respect, inclusivity, and
in Acadia’s workforce and hiring practices, including gender, sexual orientation, and visible minorities. • I dentify new approaches to improve efficiencies, effectiveness and excellence in service delivery •M ake progress on addressing optimum staffing levels in areas of greatest need through strategic investment where resources permit. •C ollaborate with the Maple League in supporting professional development and engagement between the four universities
professional collegiality across our campus community in collaboration with employee groups and the ASU
Key Performance Indicators: •N umber of employees engaging in PD and leadership
Key Performance Indicators: • Increase in the diversity of Acadia students, faculty, and staff • Increase the number of Indigenous students • Increase in the number of students from minority and
initiatives •M eet or exceed expectations for employment equity and diversity • I ncrease levels of job satisfaction among Acadia employees
disadvantaged communities • Compliance with requirements of Nova Scotia’s Accessibility Legislation
Goal: Caring For Our Community’s Safety, Health And Wellness Acadia prides itself on being a safe and supportive
Goal: A Campus Culture That Is Passionate About
campus community, and we are located in a safe and
Professionalism, Inclusion, Service Excellence, And
welcoming town and region. Yet we know that young
Leadership
people, and those of university age in particular, are facing
The delivery of a transformational student learning
an unprecedented level of mental health issues. One in
experience only comes about because of a highly
five Canadians live with mental illness with an estimated
skilled, passionate and caring workforce, comprised
cost to Canadian workplaces of $50 billion annually not
of individuals who are dedicated to the success
including an estimated $6.3B in lost productivity. Also,
and wellbeing of our students. Educating the whole
sexual assault is a scourge upon our society, and is of
student means that Acadia’s employees care about
particular importance in universities given demographic
each student as a complete person, where academic,
characteristics and diversity of campus communities. We
personal, spiritual, and physical health and wellbeing are
support federal and provincial initiatives to eliminate sexual
paramount. Acadia’s employees are all leaders because
violence on campus and support victims and survivors.
each one of them steps up to take the lead on helping
Organizations that embrace health and wellness programs
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are leaders in avoiding the high costs of poor health and
Goal: Msit No’kmaq - Advancing Acadia’s
all universities are acutely aware of the important link
Contributions To Truth, Reconciliation And
between student health (both physical and mental) and
Decolonization
their academic and personal success. Acadia’s leadership
In 2017, the President’s Advisory Council on
in combatting smoking, drug use, and inappropriate
Decolonization released a series of actions that will help
consumption of alcohol, as well as our commitment to
Acadia respond to the recommendation of Canada’s
healthy eating and diet are well established, and we are one
Truth and Reconciliation Commission. The newly formed
of the few universities in Canada to have our own organic
Acadia Indigenous Education Advisory Council is
farm that supplies produce directly to our food services on
positioned to guide progress on several fronts including
campus. Acadia was the first university in The Maritimes to
the establishment of an Indigenous gathering space,
be officially designated as a “Fair Trade” campus.
increasing Indigenous representation among faculty and staff, introducing Indigenous ways of knowing into
Acadia’s is proud to be the smallest university and only one
curricula, and increasing the partnership and synergies
of eleven with over 100 Academic All-Canadians and boasts
between Acadia and its Mi’kmaq community neighbours.
the highest proportion of varsity athletes achieving this
Collaborations within the Maple League add an important
status of excellence in academic and athletic performance.
layer of opportunity for further development.
At Acadia, health and fitness is not just for student-athletes. Confronting the health and wellness needs of Acadia’s
Objectives:
campus community and developing a proactive strategy to
•C ontinue to implement the recommendations of the
promote physical, mental, and emotional well-being is critical
President’s Advisory Council on Decolonization in
to ensure that we truly do educate the whole student within
collaboration with the Acadia Indigenous Education
a safe and supportive environment.
Advisory Council •W ork with the Maple League to support Indigenous
Objectives: • Valuing the “whole person” through a culture of Health and Wellness throughout our campus community • Ensuring a safe, healthy and respectful learning and work environment for all students and employees • Work with the Acadia Students Union (ASU) and support government programs to address sexual violence and
student experiences across our respective communities •D evelop new partnerships and collaborations with regional Mi’kmaq communities •S eek external sources of funding to support truth, reconciliation and decolonization, and create more appropriate space for Acadia’s Indigenous student centre (Welkaqnik)
mental health issues within the student community • Work with ASU and Acadia Food Services to increase the use of locally grown, sustainable food on campus and continue to support the Acadia Farm and the Wolfville Farmers Market • Work with Acadia Athletics and Recreation to promote greater fitness and wellness across campus and a more physically active community for employees and students
Key Performance Indicators: • I ncreased satisfaction of Indigenous students as measured by internal surveys • I ncrease in number of Indigenous faculty and staff • I ncreased number of partnership activities with Mi’kmaq communities •E xternal funding to support Indigenization initiatives on campus
Key Performance Indicators: • Increased number of employees engaging in health and wellness activities • Reduced rates of employee physical and mental health illness • Reduction in student absence/withdrawal due to physical and mental health issues that can be supported through campus programs and support services
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sustaining our institutional future appropriate globally recognized Sustainability Goals are but
caring for our planet
two examples of how learning communities can embed transformative measures of environmental sustainability into the campus community and culture. Objectives:
Caring For Our Planet: By Leading, Educating and Researching in Environmental Stewardship, Climate Change and Sustainability In 2019, the United Nations reported in its Emissions Gap Report that global greenhouse gas emissions rose to record levels. Climate change experts predict that at this rate our planet’s temperature will rise by 3 to 5º C with disastrous consequences. The IPCC special reports on the implications of a 1.5ºC increase in global temperature (2018) and on the oceans and cryosphere (2019) have provided further scientific proof of the existence of a climate emergency. There is simply no more time to delay the action necessary to reduce emissions, and while governments and industry have the primary role, it is important that organizations and individuals do their part, and that our students are educated about the crucial importance of environmental stewardship, climate change and sustainability. Today’s students are graduating into a world that is not only changing socially, culturally, economically and technologically at an increasing pace, but due to climate change it is also changing physically in a way that no previous generation has experienced. It is imperative that progressive educational institutions make environmental responsibility and sustainability as core elements in curricula, programming and institutional practice; and make progress towards becoming net-zero carbon emitters. Goal: Environmental Stewardship And Sustainability are Signature Institutional Features of Acadia University Acadia is uniquely positioned to attract students, faculty, and community partners based on its existing environmental leadership but an all-out effort across campus to broaden and strengthen this commitment to our environment represent an opportunity for growth in research, enrolment, and institutional reputation. Embracing Indigenous traditional knowledge about
•P romote awareness of climate change, environmental stewardship, and sustainability as focal elements of every part of our institution and community • I ncorporate Indigenous Traditional Knowledge of sustainability and environmental stewardship across the campus •B uild environmental responsibility and sustainability into all aspects of campus development, planning and infrastructure renewal: oA lign with applicable UN Sustainability Development Goals (SDGs) as guiding principles for Acadia’s development oA dopt an appropriate Sustainability Performance Index Key Performance Indicators: • I ncremental increases in Acadia’s compliance with selected UN SDGs and in adopted Sustainability Performance standards •N umber of environmental and sustainability initiatives and activities across all units and areas of the university • I ncreased use and recognition of Indigenous traditional knowledge and ways of knowing across the university Goal: Make Measurable Progress And Establish A Target Date For Achieving Net Carbon Neutrality While building institutional capacity and commitment to address climate change through research and education is important, Acadia has to join the worldwide movement to reduce its carbon footprint. Old and aging infrastructure with outdated mechanical systems present significant barriers but building environmental responsibility and responsibility into all aspects of campus development, planning, and renewal as opportunities arise will be critically important. We have examples of this commitment such as the K.C. Irving Environmental Sciences Centre and more recently the Huestis Innovation Pavilion and Science Complex re-development, but a concerted effort beyond infrastructure replacement will be required to make real, measurable progress.
environmental sustainability and stewardship; and adopting
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Objectives:
critical thinking, social perceptiveness, and complex
• Update the Acadia Sustainability Assessment and
problem solving to remain competitive and resilient in
include a campus carbon-footprint analysis in order
the labour market.” Regardless of their specific program
to determine an appropriate target date for achieving
or area of studies, Acadia students learn these skills
carbon neutrality, ideally by 2030:
due to the rich research environment in which our
o Develop an appropriate monitoring system to measure
undergraduates are taught and the engaged community
carbon footprint reduction
experience that is part of the Acadia experience.
• Incorporate sustainability and carbon footprint reduction into all infrastructure investments and activities at Acadia • Find new opportunities for increased use of alternative energy production and energy efficiencies
Goal: Embrace The 21st Century Liberal Education Model That is Central to Acadia’s Mission The Liberal Education model that is the core of Acadia’s academic excellence and success has never been more
Key Performance Indicators:
relevant than it is in today’s rapidly transforming world,
• Continued improvements in energy efficiencies across
where the ability to adapt and evolve will be important
campus
criteria for success. The learning environment at Acadia
• New external funding to support sustainability and
is ideal for all students seeking to develop the portfolio
carbon footprint reduction at Acadia
of skills cited by RBC. Faculty and staff awareness of
caring for our students and achieving carbon neutrality employees
and support for furthering Acadia’s differentiation is
• Progress in carbon footprint reduction over the life of the plan and determination of an optimum date for
high and represents an opportunity to move forward on several fronts including removing barriers to increasing interdisciplinary learning; identifying new interdisciplinary or multi-Faculty programs; embedding research and experiential learning as hallmarks of Acadia’s
revitalizing our academic core
undergraduate experience; building environmental stewardship and responsibility into the academic core; and embracing Indigenous traditional knowledge and ways of knowing.
Revitalizing Our Academic Core: Through Compelling and Impactful Programs, Experiential Learning and Inspired Teaching to Prepare Graduates for 21st Century Careers
maximizing our impact
When Acadia joined with its Maple League partners to
sustaining our the four partners established the key differentiators that institutional future make our teaching and learning environments different
formally launch the Maple League of Universities in 2016,
from what has become the norm in Canadian postsecondary education. Top among these is the ease with
caring for colleagues, alumni and community members during their our planet learning process. Student proximity to and engagement which students engage directly with their professors,
in faculty research is another, as is the ability for students to engage in experiential learning in all programs, and to become part of one of Canada’s most highly community engaged universities. In its 2018 Humans Wanted: How Canadian youth can thrive in the age of disruption, RBC said “they will need a portfolio of human skills such as
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Objectives: •E nsure that Acadia’s liberal education experience focusses upon academic and research excellence and remains at the leading edge of undergraduate education in Canada •R emove institutional barriers and increase opportunities for interdisciplinary learning: oD evelop new strategic interdisciplinary/multi-Faculty programs with a focus on positively influencing student recruitment •E mbed High Impact Practices (HIPs) as hallmarks of an Acadia undergraduate experience, including research, experiential learning, international experiences, community engaged learning, innovation, and entrepreneurship experiences: oE very Acadia Undergraduate Student will have at least one research experience upon graduation oE very Acadia Undergraduate Student will have at least
one additional HIP experience upon graduation o Increase opportunities for student participation in
teaching, active learning and High Impact Practices (HIPs)
international experiences abroad and international
• Develop an online learning strategy for Acadia
student engagement on campus
• Increase internal recognition of teaching excellence,
• Incorporate Indigenous Traditional Knowledge and ways of knowing across the curriculum • Build environmental responsibility and stewardship, and concern for climate change and sustainability into the academic core • Engage Alumni directly in supporting student success and mentorship
support faculty for external teaching awards, and seek funding to support teaching and learning professorships at Acadia • Work with the Maple League on collaborative initiatives to support teaching and learning excellence Key Performance Indicators: • Successful establishment of a teaching and learning
caring for our students and and programs and associated revenues employees • New learning spaces with appropriate technology and centre
Key Performance Indicators: • Number of students registered in new multi-Faculty thematic programs and courses • Number of new thematic and relevant interdisciplinary programs • Increase the number of students participating in formal research and other HIPs • Number of students engaging directly with alumni
• Increase in the number of registrations in online courses
to support innovative learning for students and High Impact Practices in teaching
revitalizing our academic core
• Increase in the number of Acadia faculty winning external teaching awards
mentors and employers Goal: Enhanced Support For Teaching and Learning Excellence Adapting to changing technology and learning practices
maximizing our impact
is at the root of teaching innovation. Acadia has demonstrated its leadership in this area and its faculty continue to be among the most innovative teachers and researchers in their disciplines. But more can be done. On-line learning is an increasingly important aspect of the student experience and Open Acadia is uniquely positioned to make a more significant contribution to the campus by becoming a Centre for Teaching and Learning while continuing to provide its distance and non-credit programs. Developing an on-line learning strategy will be key. In addition, more can be done internally to recognize academic innovators and collaborations with our Maple League partners provide exciting new opportunities to support and celebrate teaching and learning excellence. 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
sustaining our institutional future
Maximizing Our Impact Regionally and Globally: Through Engaged Research, Innovation, and Collaborative Initiatives for Community Cultural and Economic Development Overlooking the highest tides in the world in the Bay
caring for Blomidon and theour Minas planet Basin, Acadia’s’ unique
of Fundy and the majestic coastal landscape of Cape geographic location in Nova Scotia is a defining feature of the Acadia experience. Acadia is blessed to be located in a region that is blossoming economically and socially, and to be part of such a beautiful community as the Town of Wolfville, Canada’s quintessential university town. Today, we also recognize that Acadia University is located in Mi’kma’ki, the ancestral and unceded territory of the Mi’kmaq nation. 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
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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
cultural development in Wolfville and its surrounding communities •S trategically align Acadia’s external facing units to
of Sipekne’katik and Kespukwitk, two of the seven
maximize economic and social development and
districts of Mi’kma’ki.
research opportunities to: oD eepen Acadia’s collaborations with economic
Acadia’s contribution to the growth and prosperity of our region is significant, and we also recognize the enormous contributions of our region and surrounding communities,
development organizations, government agencies and industry associations o I ncrease support from the Office of Industry
as well as those of our provincial and federal
and Community Engagement and the Acadia
governments, in supporting Acadia. Acadia supports
Entrepreneurship Centre for start-ups, new, and
and actively contributes to the goals of the Atlantic
established companies interested in engagement
Growth Strategy, the One Nova Scotia Report, and the
opportunities
priorities established under the 2019-24 Memorandum
•D evelop a “Great Valley Initiative” (GVI) in partnership
of Understanding between the Council of Nova Scotia
with the Nova Scotia Community College (NSCC) and
University Presidents (CONSUP) and the Province of Nova
working with regional K-12 schools and organizations to
Scotia. We will continue to play an increasingly important
increase learning opportunities for the Valley Region and
role in the economic, social and cultural development of our region, our province and our country.
build strong learning communities • I ncrease number of students engaged in internships with industry, co-op programs and other work-
Goal: New Partnerships and Collaborations to
integrated learning opportunities
Drive Regional Development and Educational Opportunities
Key Performance Indicators:
Acadia remains committed to making progress on our
•N umber of new collaborative community development
contributions to the One NS and Atlantic Growth Strategy R&D goals. Acadia’s list of engaged learning experiences, both credit and non-credit, continues to grow. Every discipline on campus has an academic connection with the community and Nova Scotia’s K-12 system and
and educational initiatives with Wolfville and the Valley communities •N umber of students engaged in internships with industry (e.g. MITACS) and Co-op programs • I ncrease number of formal collaborations with NSCC,
Acadia alumni recognize this as a competitive institutional
K-12 schools, regional economic development
strength. However, the benefit received by Acadia’s
organizations
external partners through this engagement is at least
•T argeted programs designed to reach Indigenous,
equally valuable. Across Canada, there is no university-
African Nova Scotian and marginalized youth with the
town model that can compare and there is a willingness
goal of increasing enrolment
by the community, the University, and its student body to further enhance this relationship.
Goal: Acadia is Recognized for Leadership and Impact in Environmental, Rural and Coastal
Objectives:
Research and Innovation
• Create the Most Integrated University-Town Model in
Acadia’s 2015 strategic research plan established
Canada
Acadia’s credentials in rural and coastal research through
o Maximize collaboration opportunities with the Town of
faculty expertise, capacity, and commitment while setting
Wolfville and the ASU under our 2017 Memorandum
a plan for future research focus. Furthermore, Acadia has
of Understanding to build a vibrant, sustainable
a long-standing tradition of excellence in environmental
learning community
and sustainability research. Tidal energy, healthy living
o New collaborative community initiatives and partnerships to support economic, social and
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for aging populations, and food and beverage analysis are among the many areas of research in which Acadia
researchers are having an impact. Agri-food and agri-
excellent researchers and brilliant academics are not being
technology are emerging areas of research strength at
heard loudly enough. Reversing this will be a priority.
Acadia that derive directly from the unique circumstances of Acadia’s coastal and rural location. With growing
The academic collaborations made possible by the
national concern about rural communities and economies
Maple League mean Acadia researchers can harness
combined with evidence that climate change will impact
new opportunities through academic and research
coastal communities more dramatically, Acadia’s
partnerships. Promoting and showcasing this work to
researchers are poised to expand their influence.
external communities will attract student interest and raise the profile of Acadia’s faculty with potential external
Objectives:
funders. A more concerted effort to nominate students
• Engage with regional organizations and communities
and faculty for awards and prizes will, likewise, create
to further develop partnerships for research, innovation
interest in Acadia’s research program and individual
and entrepreneurship in environmental, coastal and rural
faculty. A robust, well-recognized research program will
needs and opportunities
enhance the undergraduate student experience, making
• Highlight Acadia’s signature world class facilities, such as the K.C. Irving Environmental Science Centre, the
already sought-after graduates even more attractive to potential employers and graduate programs.
David Huestis Innovation Pavilion, and the Acadia Entrepreneurship Centre to increase opportunities for world-class research and innovation with industry and community partners • 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 commercialization initiatives with industry and community partners Key Performance Indicators: • Acadia leads among undergraduate universities in industry and community partnerships in environmental, rural and coastal research • Increased collaborative research and innovation projects with regional industries • Increase in external funding for faculty and students engaged in applied research, innovation, and commercialization initiatives
Objectives: •P romote and showcase faculty and student research across campus and to the external community •N omination of high performing faculty and students for awards and prizes related to research contributions and impact
Goal: Acadia’s Research is Impactful Regionally,
•E ncourage the development of research teams and
Nationally and Globally
other collaborative initiatives internally and within the
In the tradition of liberal education, Acadia’s faculty
Maple League and with other academic institutions and
perform research in all disciplines and have been
organizations to enhance Acadia’s strategic research
successful in securing the necessary external funding. At
strengths and harness new opportunities
the same time, institutions outside the U-15 have faced
• I ncrease external research funding through increased
significant headwinds given the Tri-Council bias toward
mentorship and support for faculty applications, and
Canada’s largest institutions. The consequence of this is
seek funding for new research professorships to support
that, with a few notable exceptions at Acadia, the voices of
graduate and undergraduate programs
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caring for our students and • Take a leading role on research initiatives in the Maple League employees
Goal: Achieve Optimal Rates of Student Enrolment to Ensure Institutional and Campus Community
Key Performance Indicators:
Sustainability
• Increase in the number of faculty and students
Undergraduate student enrolment growth will be
revitalizing our and grants academic core • Increase in the number of students and faculty engaged nominated for and receiving external research awards
in collaborative research with Maple League partners • Acadia ranks in the top 50 post-secondary research
maximizing institutions in Canada our impact
necessary to sustain Acadia’s financial future. With provincial funding increases capped at modest levels for the foreseeable future, student tuition revenue through increased enrolment is one of the few significant means to offset rising costs. A challenge for all institutions is the general decline in enrolment in the Arts, precisely at a time when the RBC report cited earlier says graduates will need critical thinking and communications skills more than
sustaining our institutional future
ever. Acadia can capitalize on the capacity and faculty strength it has within its Arts program with a view to achieving long-term stability in Arts enrolment. Optimizing enrolment (matching program capacity with
caring for our planet
Sustaining Our Institutional Future: Through Optimizing Enrolment, Fundraising and Campus Infrastructure Renewal Institutional sustainability takes on many meanings in today’s world. Achieving greater financial security is a top priority for Acadia as we seek to improve our revenue base, without which we will not have the resources to maintain our current level of operations let alone invest in new areas of development. Optimizing enrolment is, therefore, a critical component of our ability to sustain ourselves as a viable institution, as is the need to maintain an effective level of fundraising at all times. However, institutional sustainability also involves environmental stewardship, and ensuring that we do everything we can to become more energy efficient, more effective in our use of resources, and work towards net-carbon neutrality. While some of these initiatives cost more money up-front, they also bring long-term savings, as seen in our recent successes in lowering energy and water consumption, reducing single-use plastics on campus, composting and recycling, and committing to fair trade. For a university like Acadia, institutional sustainability also includes conserving and enhancing our historic infrastructure, ensuring that we preserve the unique architectural heritage and natural beauty of our campus.
demand) in order to preserve the essence of what defines an Acadia student experience will be a priority. This will require intense focus on several fronts: recruiting the right students to Acadia, pursuing diversity including international student and domestic students from underrepresented groups, and dramatically improving Acadia’s retention rate. Objectives: • I n a controlled and measured approach, increase overall undergraduate enrolment by at least 10% by the conclusion of the Acadia 2025 Plan • I ncrease African Nova Scotian and Indigenous student enrolment as a percentage of domestic student enrolment • I ncrease international student enrolment to at least 20 percent of the overall undergraduate enrolment • I ncrease 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 Key Performance Indicators: • I ncrease overall undergraduate enrolment by at least 10% by 2025 with international student enrolment at least 20% of total enrolment • I ncrease student retention and graduation rates to exceed national averages for Maritime universities with the goals of being in the top quartile for all Canadian universities
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• Increased Indigenous and African Nova Scotian student recruitment, retention and graduation rates
Acadia’s newer buildings are nearing the time when they require significant upgrades to key components such as roofing, HVAC systems and insulation. Increased
Goal: Build a Culture Of Fundraising to Continue
research and innovation activities have also intensified,
Beyond the Successful Completion of Campaign
placing more pressure on existing laboratory and research
for Acadia
space and in some cases demanding an expansion.
The Campaign for Acadia has been tremendously
The pressure to meet new demands while faced with
successful due to the hard work of Acadia’s fundraising
a significant accumulated deferred maintenance deficit
team and the generosity of donors and supporters.
is an almost impossible problem to solve. In addition,
Launched earlier than anticipated, it has proven the
Acadia’s hidden infrastructure – its information and data
benefits to students, faculty, and staff of a sustained
management systems – has fallen well behind currently
fundraising model. Reaching or exceeding the campaign’s
available technologies. A key strategy is to address
$75M goal will deliver significant benefits through
these deficiencies over time and within the availability of
improved infrastructure and financial support for students
resources, while being innovative in seeking new ways to
and faculty. Following the completion of the Campaign.
finance infrastructure improvements.
Acadia must maintain an appropriate level of ongoing fundraising capacity in order to ensure that we maintain
Objectives:
our donor community and sustain external revenue
•R evise and update the Acadia Campus Master Plan to
growth for the university.
Align with the Priorities of Acadia 2025 •C ontinue fundraising for infrastructure priorities with
Objectives:
emphasis upon:
• Successfully complete Campaign for Acadia by reaching
oS UB Renewal/Centre for Student Success
or exceeding the $75 million goal • Develop an ongoing fundraising strategy to be in place following completion of Campaign for Acadia • Set annual goals for ongoing fundraising
oR enewal of the Vaughan Memorial Library and BAC •G enerate and allocate increased financial resources to deferred maintenance and IT infrastructure renewal oC ontinue strategic upgrading of information systems •D evelop a space policy that reflects current
Key Performance Indicators:
infrastructure capacity, academic and community
• Total raised in Campaign for Acadia equals or exceeds
priorities, and more efficient and effective allocation and
$75 million • Amount of funds raised annually after completion of the
use of space on campus in support of strategic goals and priorities
Campaign • Increase in number of active donors throughout the life of Acadia 2025
Key Performance Indicators: •C ompletion of updated Campus Master Plan by early 2021
Goal: Enhance Infrastructure Renewal And Campus Development To Meet Priority Needs Acadia is blessed with one of the most beautiful campuses in Canada if not the world, and we have an obligation to ensure that we pass it on to future generations. Acadia’s historic campus is beautiful, but its maintenance costs are higher per square foot of space than more modern campuses. Even some of
•K ey infrastructure renewal as identified by the Campaign for Acadia – Students’ Centre, Beveridge Arts Centre, Vaughan Memorial Library •P rogressive action on addressing accumulated deferred maintenance •F unds raised to support completion of new infrastructure projects and deferred maintenance •M ore efficient use of campus space
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Phased Implementation Plan For Acadia 2025
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 implementation of Acadia 2025 will be accomplished
the plan will be implemented subject to availability of
in a phased approach to ensure that all aspects of
resources and capabilities. It is understood that some
the plan are developed and implemented within the
parts of the plan involve stretch goals and objectives and
fundamental principles of balanced budgets and no
may not be implemented due to lack of resources or will
increase in Acadia’s debt load.
be only partially implemented in accordance with available resources. Three years into the plan, we will assess progress and make adjustments to the plan if necessary. The planned phased implementation of Acadia 2025 is shown below.
Acadia 2025: Phased Implementation Plan PHASE I: Student success and building resources 2019/20 - 2020/21
PHASE II: Building and sustaining 2021/22 – 2022/23 Mid-Plan Review June 2022
PHASE III: Investing for the future 2023/24 – 2024/25
Priority goals:
Priority goals:
Priority goals:
Transformational student experiences focused on academic and personal success
Enhanced support for teaching and learning excellence
Enhance infrastructure renewal and campus development to meet priority needs and reduce our accumulated deferred maintenance deficit
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
New partnerships and collaboration to drive regional development and educational opportunities Determine a date for and make measurable progress towards achieving net carbon neutrality
Establish a culture of sustained fundraising and giving Acadia’s research activities and outcomes are known regionally, nationally and globally
Environmental stewardship and sustainability are signature institutional features of Acadia University Msit No’kmaq - advancing Acadia’s contributions to truth, reconciliation and decolonisation
Incremental goals: • • • •
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An inclusive and supportive community campus culture A campus culture passionate about professionalism, inclusion, service excellence, and leadership Caring for our community health and wellness Acadia recognized for leadership and impact in rural and coastal research and innovation
Notes and ideas
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Office of the President 15 University Avenue Wolfville, Nova Scotia, Canada, B4P 2R6 acadia2025.acadiau.ca
Produced by University Communications November 2020
