Culture and Community
We will model innovation through creative responses to challenging environmental, social and economic problems. To do so will mean that we are open to possibility, take changes on new ventures and on innovative ideas, and expect a mixture of success and failture as a rite of passage.
We will know we are successful if, by 2016, we have:
- Engaged a significant proportion of faculty, staff and students in
activities designed to increase intercultural awareness and
understanding and improve intercultural competencies.
- Baseline Data: TBD
- Increased the number of self-identified Aboriginal employees from the current 2.6 to 4%.
- Baseline Data: 2.6% in 2010/11 (Human Resources)
- Status: 4.3% in 2011/12 (Human Resources
- Implemented a Campus Climate Survey to assess the level of ‘welcome’ our campus environment provides to its increasingly diverse population.
- Set 2020 targets for diversity among the student and employee populations.
- Set 2020 targets for retention and graduation rates for provincial, international and out of province undergraduate and graduate students.
- Demonstrably increased our sustainability activities, on target
toward a Sustainability Tracking, Assessment and Rating System (STARS)
rating of silver by 2020.
- Baseline Data:Bronze Rating, Score of 34.8 (2010/11)
Increase the number of self-identified Aboriginal faculty and staff
- Leader: Joan Greyeyes, special advisor, Aboriginal Initiatives
- Terms of Reference: Expected early 2013
Model sustainability
- Leader: Colin Tennent, associate vice-president, facilities management
- Terms of Reference: Expected early 2013
Development of a new financial management framework
- Leaders: Laura Kennedy, associate vice-president, financial services and Mary Buhr, dean, College of Agriculture and Bioresources
- Terms of Reference
