Strategic Planning Process
What is the strategic plan?
The institutional strategic plan defines:
Goals
The goals of the university as a whole.
Objectives
The measurable objectives we establish in support of those goals.
Strategies
The strategies that we will use to reach those goals.
The Strategic Plan articulates what makes the University of Calgary distinct from other Universities and other organizations with the same goals and lays out our priorities for spending, focus and resource allocation. In performing these tasks, it defines the shared mission and vision for our university.
Our previous strategic plan, Eyes High, set out a goal of becoming a top-five research university and ran from 2017-2022. The next strategic plan will run from 2023-2030.
How it fits with other plans
The University of Calgary is a complex environment where tens of thousands of people work towards collective, shared and individual goals.
No one strategic plan covers the entire range of work done at the University of Calgary and plans are constantly being updated to reflect evolving landscapes, priorities and understanding of best practice. Collectively, our plans define our academic, research and operational environment, as well as our connections to the broader community.
Institutional Strategies to address core commitments
Strategies that address core commitments agreed to by the University’s Board of Governors and General Faculties Council. All of our work is – and all other plans are – considered and interpreted in their context.
Strategic Plan
The goals of the University as a whole, how we measure progress and the strategies that we use to reach those goals – what makes the University of Calgary distinct.
Operational Plans, Portfolio Plans, Faculty Plans
The operational, portfolio and faculty plans outline area-specific targets as well as how we meet the objectives set out in our institutional strategies and strategic plan.
Planning is an ongoing exercise
Due to the breadth, size and scope of activities at a major research university such as ours, there is never a time when planning is “done”. It is a fluid process where plans are updated at regular intervals. When updated, plans look to each other to inform their contents – and the university’s institutional strategic plan is no exception.