Implementation and Accountability
Since the formal launch of Shaping UBC’s Next Century in spring 2018, the university has taken several steps to translate the plan’s strategies into action. This includes a process that continues to engage the UBC community in implementation planning and provides regular updates on progress.
Implementation: structure and process
The strategic plan implementation process is informed by community advice, along with appropriate oversight from UBC’s Board of Governors, Senates, President and Executive.
- Responsibility for each core area of the strategic plan has been assigned to members of the UBC Executive:
- People and Places: The VP Human Resources and VP Students;
- Research Excellence: The VP Research and Innovation;
- Transformative Learning: The Provosts on both campuses; and
- Local and Global Engagement: The VP External and the Vice-Provost, International.
These executives are responsible for the implementation of the strategies within their assigned core areas, as well as seeking input from key groups with roles related to these areas.
- The Coordinating Committee —co-chaired by the Provost and Vice-President, Academic, and the Vice-President, Research and Innovation — ensures that the implementation process is open, inclusive and collaborative. The committee is responsible for presenting community feedback to the UBC Executive as a whole.
- The Strategic Plan Implementation Advisory Committee (SPIAC) provides ongoing advice to the UBC Executive on processes and priorities for implementation. It comprises faculty representation from Senate and the Faculty Association, and representatives drawn from across senior faculty administration, student leadership, staff, the Board of Governors, CUPE 2950, and the alumni association. While the makeup of the table will remain the same, members will serve terms to ensure a diversity of views is included.
Each year, the university will focus its attention and resources on supporting new priorities that have been identified through consultation and discussion with student and alumni leadership, staff and faculty, executives and Deans. Each responsible executive solicits feedback from a variety of stakeholders regarding the strategic plan’s priorities and processes, and directs it to the Coordinating Committee, which uses this information to develop concrete implementation plans for the UBC Executive to review.
Funding opportunities will be made available each year for change initiatives and pilots that align with the priority strategies for the year ahead. Faculties, academic units and portfolios will be invited to submit proposals in response to open calls and other requests relating to priority strategies within the plan.
We have listed the plan’s four core areas below, along with the projects underway to support each of the plan’s 20 strategies. Our progress in bringing the plan to life is tracked through progress dashboards while the annual community report will include progress against agreed metrics, expectations and public accountability requirements.
For the latest updates, please visit our News & Updates section.
- Progress Dashboard: People and Places (PDF)
- Progress Dashboard: Research Excellence (PDF)
- Progress Dashboard: Transformative Learning (PDF)
- Progress Dashboard: Local and Global Engagement (PDF)
- PEOPLE AND PLACES
- Strategy 1: Great People
- Strategy 2: Inspiring Spaces
- Strategy 3: Thriving Communities
- Enhancing Graduate Student Community
- Implementation Phase 1: Conflict Engagement Framework
- Rapid Transit Project Office
- Wellbeing Strategy
- Integrate Wellbeing in HR Practices Within and Across UBC
- Student Housing
- Conflict Theatre
- Implementation of Policy #131 – Sexual Assault and Other Sexual Misconduct
- Child Care Expansion Plan
- Strategy 4: Inclusive Excellence
- Strategy 5: Systems Renewal
- RESEARCH EXCELLENCE
- Strategy 6: Collaborative Clusters
- Strategy 7: Research Support
- Strategy 8: Student Research
- Strategy 9: Knowledge Exchange
- Strategy 10: Research Culture
- TRANSFORMATIVE LEARNING
- Strategy 11: Education Renewal
- Strategy 12: Program Redesign
- Strategy 13: Practical Learning
- Strategy 14: Interdisciplinary Education
- Strategy 15: Student Experience
- LOCAL AND GLOBAL ENGAGEMENT
- Strategy 16: Public Relevance
- Strategy 17: Indigenous Engagement
- Building UBC’s Response to the Truth and Reconciliation Commission Calls to Action
- Development of a Dual Credit Transfer Course: Strengthening Transitions From High School To NITEP – UBC’s Indigenous Teacher Education Program
- A National Indigenous Forestry School
- Improving Collections Access for Indigenous People
- Indigenous Strategic Plan
- UBCO Response to the Truth and Reconciliation Commission Recommendations
- Indigenous Language Proficiency Degree Framework
- Aboriginal Access Program
- Strategy 18: Alumni Engagement
- Strategy 19: Global Networks
- Strategy 20: Coordinated Engagement