Strategic Initiative 3

Institutional Sustainability

Accountability: Vice-President Advancement, Vice-President Finance and Administration, Vice-President Academic and Research

University-wide Initiatives

1. Cultivate our ‘people capacity’ with students, staff, faculty

Leads:

VPAR, VPFA, Senior Director Human Resources, Senior Director Student Services, Senior Advisor Teaching & Learning

Values:

Exercising ethical wisdom, demonstrating resilience

Progress Indicators:

  • human resources strategy, including operations planning, executive leadership, senior leadership, management, staff and faculty human resource plans

  • Healthy Workplace initiative

2. Cultivate and diversify our revenue and fundraising capacity and sophistication through development and delivery of an integrated Advancement plan that enables achievement of the Strategic Plan goals and objectives


Leads:

VP Advancement, Advancement Leaders Team (Alumni, Development, Advancement Services, Principal Gifts, External Affairs), Deans, Facilitative Leader International, Executive Management Group

Values:

Action-oriented engagement of our alumni and community, exercising ethical wisdom, demonstrating resilience


Progress Indicators:

  • percentage growth in alumni engagement and participation measured through internal data points and external survey

  • percentage growth in number and value of gifts revenues generated through Advancement fundraising programs (including measurement of percentage of gifts directed to university priorities)

  • achievement of donor acquisition, retention and upgrade goals

  • introduction of formal planned giving program

  • increased activity and success with government funding sources

  • improved alignment of major and principal gifts with government funding

3. Cultivate and protect our revenue capacity through focus on strategic enrolment management


Leads:

VPAR, Registrar, Deans, Undergraduate and Graduate Recruitment & Marketing, Advancement (Alumni Engagement, Development & External Affairs), Facilitative Leader International, Executive Management Group

Values:

Exercising ethical wisdom, demonstrating resilience, action-oriented engagement of our alumni and community


Progress Indicators:

  • percentage growth targets for strategic enrolment management (applications, acceptance rates, retention year over year, graduation rates)

  • achievement of enrolment targets across programs and faculties with desired admissions, criteria and goals

4. Cultivate excellence in our operational capacities through excellence in fiscal management, revenue generation and business process improvement. Create a risk intelligent culture through mitigation and education, preserving and enhancing physical infrastructure and information technology to enhance learning and working environments.

Leads:

VPFA, Senior Director Financial Services, Senior Director ITSS, Senior Director Facilities Management

Values:

Exercising ethical wisdom, demonstrating resilience


Progress Indicators:

  • alignment of finance decisions with strategic priorities

  • increasing annual investment in capital renewal and information technology; Facility Condition Index

  • major capital projects plan

5. Establish overarching and coordinated information reporting strategy to support evidence-based decision-making

Leads:

VPFA, Senior Director Financial Services, Senior Director ITSS, (new position), Director, Institutional Analysis and Planning

Values:

Exercising ethical wisdom

Progress Indicators:

  • overarching reporting and analytics strategy and process development

  • number of dashboards and increased access and analysis

Saint Mary’s University has a distinctive record of excellent fiscal management. We have stayed on budget while delivering excellent programs and services to students and we have done this consistently throughout our history. We have proven ourselves to be a nimble, well run, and innovative university – our staff play an important role in building this reputation.

Saint Mary’s University has been recognized for its commitment to: teaching excellence, diversity, accessibility, and community. Going forward, we will develop a clear identity for Saint Mary’s that reflects these attributes. We will ensure our identity is broadly understood through investing in telling our story. Saint Mary’s University aims to be within the top five universities in our comparator group as ranked annually by Maclean’s Magazine. The University’s performance in the faculty excellence categories continues to drive our ranking, recently giving us second place in faculty awards, and fourth in social sciences grants. We continue to track in the top half of universities in our category in areas of student support.

In the past decade, donors, government and alumni have helped propel significant investments in our physical infrastructure. The result is a beautiful campus with excellent spaces designed for learning and research. We will continue to invest in campus infrastructure to attract students and professors and in order to build new space for the innovative enterprises and discoveries.

Strategic enrolment management has been a key focus for Saint Mary’s. We have students from 119 countries, we actively recruit in 30 countries, and we have engaged partners to work with the University in 30 more – this has been the result of hard work. There are very few institutions who are operating at this level. With more than 50,000 alumni in over 110 countries, we are actively engaging around the world with our alumni and other supporters.

We will increase the number of relationships and the depth of our engagement with alumni and donors. We will build a stronger culture of philanthropy for the future, and create more opportunities for investment and partnerships.