Strategy

Steering Committee

The process we will undergo for budget adjustments is defined by a multi-pronged and blended strategy, driven by our need to work together effectively toward deliberate decisions that will strengthen our focus as a university.

The four quadrants are central to this strategy, and are led by members of the steering committee. Each quadrant will have timelines, targets and project teams but will work together very closely. The blended model ensures that budget adjustments taking place across all four quadrants is co-ordinated, considered in relation to one another, and overseen by the steering committee. 

The third integrated plan, the transparent activity-based budget system (TABBS), the service and process enhancement project (SPEP) and our strategic enrolment management (SEM) will all serve as tools to support the budget adjustments process.

At this stage in the process, there have been no decisions made in most of the quadrants. However, examples of work that might take place within each of the quadrants are:

  • Central administrative: actions in this quadrant are related to finding savings the entire university benefits from through items such as RenewUs, utilities, salaries, library acquisitions, etc.
  • Distributed administrative: actions in this quadrant will include finding savings and efficiencies across functions and within colleges/schools/units related to specific services and processes such as those raised through the Service and Process Enhancement Project (SPEP) including communications reorganization, travel and expenses and e-procurement.
  • Distributed academic: work done in this quadrant will involve academic changes that are enacted within individual colleges, units, or programs or by small groups of them. Such changes may involve changes to programs, courses, and modes or methods of delivery. This would include elements such as distributed learning, partnering with regional colleges, college/school-specific initiatives, improvements to the teaching and learning experience through combining courses or programs.
  • Central academic: actions in this quadrant will involve university-wide review and prioritization of programs as well as any centrally co-ordinated changes in methods of delivery. For example, during the development of the third integrated plan a proposal was made for the university to move to a full trimester system; this is an example of an initiative which, if it would make better use of resources, would be co-ordinated in quadrant four.  Also, university-wide program prioritization and review will need to be considered in this quadrant and research and leadership provided for the review and decision process.

Actions undertaken in both the central and distributed academic quadrants will be considered very carefully in collaboration with the work in other quadrants, and especially in collaboration with University Council. Initiatives will be based on a central program prioritization approach, innovation opportunities, and optimal use of resources and would be carried out in a collaborative fashion with local leaders and with University Council utilizing central support and information, including about methodologies used at other universities.