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shapingUBC’s next centuryStrategic Plan 2018–20281UBC’s strategic plan 2018

visionInspiring people, ideas and actions for a better world2UBC’s strategic pla n 2018

purposePursuing excellence in research, learning and engagementto foster global citizenship and advance a sustainable and justsociety across British Columbia, Canada and the world1UBC’s strategic plan 2018

valuesExcellenceA profound and aspirational value: the quality of striving to be,and being, outstandingIntegrityA moral value: the quality of being honest, ethical and truthfulRespectAn essential and learned value: regard felt or shown towardsdifferent people, ideas and actions2UBC’s strategic planpla n 2018

Academic freedomA unique value of the academy: a scholar’s freedom toexpress ideas through respectful discourse and the pursuitof open discussion, without risk of censureAccountabilityA personal and public value: being responsible for ourconduct and actions and delivering upon our respectiveand reciprocal commitments3UBC’s strategic plan 2018

A N OT E FROM T HE PRESIDE NT AND VICE -CH A N C E L LO RWelcome to Shaping UBC’s Next Century—the strategicsustainability and wellbeing. Our relationship withplan of the University of British Columbia (UBC), launchedIndigenous people and communities is central to theat a time of renewal as we embark on our next centuryuniversity; we hold profound commitments toas a leading public university.reciprocity, knowledge curation and development.The planning process over the last year has given UBCShaping UBC’s Next Century sets out our collectivecommunity members the opportunity to sharevision and purpose, as well as our goals and strategies forperspectives on what defines UBC and to exchange ideasthe years ahead. It will guide our decisions, actions andabout our role in the world. Shaping UBC’s Next Centuryinteractions into the future, and will create a frameworkbuilds on the university’s previous strategic plan, Place andfor resource allocation across the university. As always,Promise, and focuses on three themes that we believepeople remain the cornerstone of UBC. The plan reflectsare critical to society today: Inclusion, Collaboration andour commitment to their health, learning and success,Innovation.without which we will not fulfil our collective potential.This plan describes the strong connections between thesethemes and the core areas that continue to define what wedo as a public university: People and Places, ResearchExcellence, Transformative Learning and Local and GlobalEngagement. It also emphasizes our enduring focuson academic excellence and on Indigenous engagement,4UBC’s strategic pla n 2018We want to inspire the very best in our students, faculty,staff, alumni and partners, and we recognize the degreeto which we continue to be inspired by the individuals andthe communities with whom we work.

In reading the plan, you will see that it outlines our Innovative pedagogy—enriching experiential learningambitions through a series of 20 strategies. Recognizingand research opportunities as ways to master valuablethe scale of the task at hand, we have identified five areascompetencies.that we feel have significant transformational potential: Collaborative clusters—interdisciplinary researchclusters focusing on problems of societal importance. Great people—nurturing our global community offaculty, staff and students. Enhancing inclusion within theUBC community and deepening our engagement withIndigenous partners. Indigenous engagement—supporting the objectives andactions of the renewed 2018 Indigenous Strategic Plan.This area also represents our shared commitment as auniversity community, articulating the commitments that form UBC’s response to the Truth and ReconciliationCommission of Canada. You can learn more here.5UBC’s strategic plan 2018 Thriving campus communities—focusing on thewellbeing of our UBC community, including sustainabilityand connectivity to our campuses.

This is our moment to harness the energies and strengthsof an extraordinary institution to affect sustainableand positive change, both locally and globally. Our visionof Inspiring people, ideas and actions for a better worldreflects our strongly held belief that, personally andcollectively, we have the desire, capacity and responsibilityto make this happen. This is our moment to inspire.I am proud of the way our community has come togetherto create the direction and spirit so evident in this plan.To the many thousands of individuals—students, faculty,staff, alumni and university partners—who contributedtheir perspectives and passion to this effort, I offer mydeepest thanks.Professor Santa J. OnoPresident and Vice-Chancellor6UBC’s strategic pla n 2018

7UBC’s strategic plan 2018

IN T RO D U CT I O NThe process of developing UBC’s new strategic plan has helpedto forge a consensus about the directions we will take as a publicinstitution. Throughout 2017, thousands of members of theUBC community came together through group discussions, openhouses and online to provide input that helped inform the plan.That input was further shaped by a representative SteeringCommittee, multiple working groups, alumni UBC, the Deans,the Executive and diverse university committees. We have alsoengaged extensively with external partners along the way.UBC has benefited greatly from the contributions and commitmentof these individuals and groups and will further benefit from ourcontinued work together as we move into implementation.8UBC’s strategic pla n 2018

We begin by acknowledging that UBC’s two mainShaping UBC’s Next Century builds on the successes of thecampuses are located on the traditional, ancestral andpast. The university recently celebrated its centennial,unceded territories of the x mə0– k əy̌əm (Musqueam) andmarking 100 years of excellence in research, education andSyilx (Okanagan) peoples, and that UBC’s activities takeservice in British Columbia and beyond. UBC’s previousplace on Indigenous lands throughout British Columbia andstrategic plan sparked significant academic achievements,beyond. In recent years, the work of the Truth andwith deepening commitments to Indigenous people andReconciliation Commission of Canada and the publicationcommunities, sustainability and alumni engagement. Itof its Final Report and Calls to Action, and the developmentchannelled institutional attention and activity towardof the United Nations Declaration on the Rights of Indigenousinternational collaboration, intercultural understandingPeoples, have brought attention to the ways in whichand outstanding work environments. Collectively, theseCanadian educational and other institutions have failedaccomplishments position us well to embrace theand oppressed Indigenous people. At this historic juncture,opportunities and navigate the challenges that lie ahead.UBC renews its commitments, articulated in the 2009The locations of our campuses and multiple learning andAboriginal Strategic Plan, to addressing this history andresearch sites at the western edge of Canada enable freshcharting a way forward that provides a basis for productiveperspectives in a fast-changing global landscape. Theseco-existence and a more equitable future. Specificare reinforced by the relative youth of UBC in the world ofmeasures are identified throughout this plan, and thesehigher education.wware being reviewed and revised in the context of the2018 Indigenous Strategic Plan.As a public institution, we are proud to play a pivotal rolein British Columbia, shaping and participating in thedevelopment of its people, society and economic growth.At the same time, UBC is a globally renowned university,contributing world-leading research, providing distinctiveexcellence in education, attracting outstanding people9UBC’s strategic plan 2018

domestically and internationally, and collaborating withand actions in a visioning exercise entitled Aspire,pre-eminent universities and organizations around thea foundational document for both the campus and ourworld. The founders of UBC understood the university’sinstitutional planning.potential as a place of engagement; a place where relevant,innovative and impactful research would be conducted; aplace where pressing societal issues would be examined,deliberated and resolved; and a place where criticalthinking would always be welcomed and informed citizensshaped. We strive to fulfil this potential in all that we do,locally, regionally, nationally and across the world.This plan identifies key areas in which to focus our efforts,and provides support for decision-making and resourceallocation across the university. It allows us to see moreclearly our roles in context and creates a basis for externaldialogue and engagement. Importantly, it helps us definethe outcomes against which we can be held accountableand the metrics by which to assess our progress.We recognize that successful implementation will requiresustained leadership, activity and resources. This plan isbuilt upon the strengths of all members of the UBCcommunity—students, faculty, staff, alumni and partners—and it is dependent on their continued engagement andcontributions. UBC is intent on ensuring that the necessarysupports are in place to help us fulfil the goals andpriorities outlined in Shaping UBC’s Next Century.In developing this plan, we have renewed our vision andpurpose as a university. These reflect an ongoingcommitment to excellence in the academic mission, tocitizenship and to positive change. We emphasizethe people, ideas and actions that enable us, personallyand collectively, to achieve these aims and achieveShaping UBC’s Next Century also offers connectionsinspirational impact. We also highlight the interconnected-across—and reinforcement for—the many strategic plansness of UBC’s activities, internally and externally withthat articulate ambitions and guide activity in constituentour local and global partners. Our efforts in the pastparts of UBC, including faculties and university-widedecade to improve Indigenous relationships, sustainabilityinitiatives. In 2014, UBC Okanagan articulated its goalsand alumni engagement, framed through Place and10UBC’s strategic plan 2018