June 23, 2011

Update Letter No. 11 on Integrated Planning from the President and Vice-Chancellor

 

March 1, 2011

Update Letter No. 10 on Integrated Planning from the President and Vice-Chancellor

I am pleased to present a second draft of Trent’s First Integrated Plan entitled:

Toward a Sustainable Future: The First Integrated Plan for Trent University
 (2010-2015)

Quality feedback received since December 2010 has been used to produce this second draft, which is now offered as a ‘stronger’ document for this phase of Trent’s integrated planning work. The intention is to move this document through Trent’s governance bodies this spring – Senate meetings in March, April and May, Board of Governors meetings in March, April and June. Additional feedback and continued discussion are certainly possible in advance of these meetings.

If any member of the community would like to review the feedback received so far, please let me know. Constructive feedback received on this new draft will be made publicly available by the President’s Office.

Many word changes and specific suggestions were recommended, and are now incorporated into the document. One additional year (to 2015) has been added to the planning cycle. Timelines for many activities have been adjusted, and are now envisioned to occur in ‘annual phases’ as part of a phased-in approach to 2014. Brief additions have been made to the section describing overall context, and the Measures of Success Appendix.

Perhaps the most significant change in this second draft, compared to the December version, is the identification of four Institutional Priorities for this coming year:

• Commitment to Academic Excellence
• Commitment to Strategic Enrolment Management
• Commitment to Achieving Financial Stability
• Commitment to Strengthening Community Engagement

Each of these Institutional Priorities has a number of recommended activities; some of the Priority Actions in the previous draft are now embedded in the larger context of one of these four Institutional Priorities. Subsequently, Key Actions are recommended for consideration in the annual ‘phases’ of later years of the planning cycle. I expect that such an approach will provide greater opportunity for engagement and successful implementation during this planning cycle.

Other changes in this second draft include:

• Clarification of the role of integrated planning versus commonly understood approaches to stand-alone Academic Plans and Business Plans (in essence, integrated planning balances elements of academic and business planning through the selection of priorities)
• A reduction in scope – but with some merging of actions:
• The deletion of the ‘classroom management initiative’
• The deletion of the ‘certificate programming initiative’
• ‘Chairs and professorships’ are to be considered part of the Academic Plan rather than as a separate initiative
• The ‘community engagement strategy’ is now part of the Commitment to Strengthening Community Engagement (not a separate initiative)
• The deletion of the ‘integrated web presence’ (this is part of the existing work plan for IT)
• The deletion of the ‘position allocation subcommittee’ (this was created in January 2011)
• The collection of three separate administrative review activities, now including the addition of graduate student ‘services’ and overall ‘best-practices’, into one Review of Administrative Systems and Organizational Processes as part of the Commitment to Achieving Financial Stability
• A stronger commitment to the ‘identity’ of Oshawa, inclusion as a priority in the Academic Plan, reference to territorial management and the Oshawa Five Year Plan
• Addition of greater detail in the Key Action associated with Colleges through an emphasis on the role of Colleges in engagement, and the introduction of an approach to measure ‘relevance’
• Addition of the notion that Trent should use a dedicated ‘point-person’ for integrated planning (this could include an even broader ‘coordination’ mandate with Deans and Chairs as part of unit-level planning)
• Greater emphasis on potential of on-line learning and on-line course development
• Addition of the importance of ‘better understanding student needs’
• Emphasis on a ‘culture of student satisfaction’, ‘educationally purposeful communities’ and ‘student success based on engagement’ in several Key Actions
• Revision of the ‘graduate studies’ Key Action with suggested wording adapted from feedback received from the Graduate Studies Committee
• Expansion of the ‘Scholarly Cohort Mentoring Model’ Key Action to include more comprehensive service to faculty (e.g., in dissemination of results)
• The addition of important elements (e.g., the Career Centre, ‘living’ aspect of student experience) to be considered in the Key Action on the Learning Commons
• An emphasis on ‘academic merit’ in considerations of academic programming
• Added context for the Key Action on Aboriginal outreach
• The broadening of three ‘community’ initiatives into one Commitment to Strengthen Community Engagement
• The emphasis, in several areas of the Plan and in appropriate Key Actions, that Trent University is committed to activities that are consistent with existing university strengths, building on past accomplishments and identifying ways to meet future needs, and the highest university academic and intellectual standards.

Finally, I would like to thank you for the many thoughtful, constructive and helpful contributions received since December. I believe, with this second draft, we have reached an important milestone in Trent’s history by identifying Institutional Priorities and Key Actions for the planning cycle (2010-2015). Of course, flexibility and an on-going commitment to the process are hallmarks of good university integrated planning processes. I hope you will continue to work with me and others to ensure we do all that is possible to secure a sustainable future for Trent University.

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Toward a Sustainable Future: The First Integrated Plan for Trent University (2010-2014)

President Franklin is seeking feedback from the University Community on the draft integrated plan. Tell us what you think.

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December 17, 2010

Update Letter No. 9 on Integrated Planning from the President and Vice-Chancellor

I am pleased to present a draft integrated planning document entitled:
Toward a Sustainable Future: The First Integrated Plan for Trent University (2010-2014)

This draft of Trent’s First Integrated Plan builds on the many outstanding submissions in the unit-level integrated planning effort last spring, and continues the renewal of Trent’s planning processes expressed in the synthesis document “Values, Vision, Renewal – to Action” distributed in August 2010 (see http://www.trentu.ca/planning/).

Toward a Sustainable Future: The First Integrated Plan for Trent University (2010- 2014) organizes the integration of business and academic planning around three Integrated Planning Themes and 30 Priority Actions. An Action Leader, timelines, and specific measures of success are associated with each Priority Action. In addition, the President will direct an overall Review of Administrative Systems and Organizational Processes as part of the institution-wide effort to move toward a sustainable future based on achieving financial stability, enhancing the Trent Experience, and strengthening community engagement. Trent’s First Integrated Plan should not be considered a comprehensive summary of all activities on campus, but instead identifies priorities while recognizing the need for flexibility to address possible changing environmental factors over this planning cycle.

Toward a Sustainable Future: The First Integrated Plan for Trent University (2010- 2014) is intended to stimulate collegial discussion, and to lead to quality decisions on priorities, strategies and actions that will position Trent to fulfill its overall strategic intent – to foster our role as a university that offers high-quality, challenging and distinctive academic programming; to continue to develop our national and international research record and reputation; to be financially stable; and to be organizationally and administratively responsive to changes in external and internal climates. A number of consultative opportunities will be available in the New Year to discuss this draft of Trent’s First Integrated Plan and to help bring the document to completion for governance approvals. The President/Vice-President Executive Committee, the Provost’s Planning Group, and the Extended Management Committee will each have a leadership role in this process.

I hope you will join me in these discussions and work to ensure that the institution has the most effective and responsive Integrated Plan possible. This is a time of important change and thoughtful balance in actions to clarify, and make possible, a sustainable future for Trent University.

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22 September 2010

Update on Integrated Planning Following the August Joint President/Vice-President Executive Committee and Provost’s Planning Group Planning Retreat

From the Office of the Provost and Vice President Academic

Colleagues:

This update provides a brief review of the joint President/Vice-President Executive Committee (PVP) and Provost’s Planning Group (PPG) Planning Retreat held at the end of August 2010 to consider the content and next steps of the integrated planning process.

The Planning Retreat considered the 75 unit-level plans that were submitted from across the University in June 2010. As a new member of the university community I was impressed with the range of ideas and initiatives in these unit-level plans and the strong commitment to innovation and shaping of Trent’s future.  It is our responsibility now to do justice to the many good ideas, initiatives, and significant needs expressed in plans. Together with unit-level plans, three other major documents were considered at the Planning Retreat:

1) A synthesis document entitled Values, Vision, Renewal – to Action (see Update No. 7 on Integrated Planning from the President and Vice-Chancellor);

2) A draft Terms of Reference for Senior Administrative Committees document (see Update No 8 on Integrated Planning from the President and Vice-Chancellor); and

3) The Multi-Year Enrolment and Retention Plan (approved by Senate in April 2010 and the Board of Governors in June 2010)

The over-riding goal of integrated planning is to align the necessary resources and structures to guide the institution in making strategic decisions on actions and increase the potential to achieve a stable future. Trent now has an opportunity to commit to actions at the institutional and unit-levels that support our Vision, and will advance the Mission and Strategic Directions.

Outcomes of the Retreat:

1. An initial review of all unit-level plans was completed which identified several potential new initiatives. This initial review considered ideas in the unit-level plans that were consistent with the following broad criteria: initiatives that will have a positive impact on enrolment and retention; initiatives with positive financial implications; initiatives that provide new opportunities to support Vision, Mission and Strategic Directions.
2. In September, the deans will consult with departments and individuals on all initiatives that were identified in this initial review for possible further development. Deans will report back to PPG in early October, clarifying additional details regarding these initiatives.
3. Deans will also review all unit-level plans for a complete list of ideas that could be identified for further development. 
4. Concurrently, a review of administrative unit plans with appropriate management teams will be led by the responsible Vice-President in each of their portfolios.  Where academic and administrative initiatives appear to intersect, the appropriate executive team members will review these ideas together.
5. Overall unit-level plans will not be approved in this process, but initiatives and ideas that are considered appropriate for inclusion in the integrated plan will then be assigned to specific ad hoc working committees to be further developed with a goal of implementation in the coming years. 
6. A multiyear budget framework will be synthesised during the month of October, with the goal of finalizing this component of the integrated plan in advance of the usual detailed annual (2011-2012) operating budget discussions.
7. The draft institutional integrated plan will be prepared, for circulation in December, 2010.
8. Work toward the second round of unit planning will begin in spring 2011 for a submission date in late spring.

The integrated planning process has already made progress in identifying an overall strategic intent for Trent University – to foster our role as a university that offers high quality, challenging and distinctive academic programming; to continue to develop our national and international research record and reputation; to be financially stable; and to be organizationally and administratively responsive to changes in external and internal climates (Values, Vision, Renewal – to Action, pg. 4). It is our firm belief that an integrated plan for Trent will identify resources, prioritize actions, introduce business planning principles, and monitor measures of success for the next three years of this planning cycle.

 

15 September 2010

Update Letter No. 8 on Integrated Planning from the President and Vice-Chancellor

A Draft Master Terms of Reference document is now available on the integrated planning website to describe the roles of five senior administrative committees at Trent University for 2010-11

The five senior administrative committees include the President/Vice-President Executive Committee (PVP), Provost's Planning Group (PPG), Extended Management Committee (EMC), Provost and Vice-President Academic Advisory Committee (VPAAC), and Faculty Board. The Draft Master Terms of Reference document outlines the general process for administrative decision-making at Trent University and provides, for each committee, the associated terms of reference, membership and meeting schedules for 2010-11 (revised where appropriate).

One of the goals in producing the Draft Master Terms of Reference document was to identify areas of overlap and/or duplication, as well as to strengthen the current governance system relative to enhancing existing governance practices and taking into account the the need to respond to Trent University's overall strategic intent.

The University carries out much of its administrative work thorough a series of internal governance committees, ultimately seeking and achieving approvals in a shared governance structure with final, but distinct, authority resting with the Board of Governors and the Senate. The Board of Governors is the body of the University having custody and control of the University's property and finances and is responsible for setting the strategic directions of the institution; whereas Senate has ultimate responsibility for all matters of educational policy at the University. All of these internal governance committees, and the senior administrative committees, are designed to support and inform the decision-making authority of the senior governance bodies.

The Draft Master Terms of Reference document provides the terms of reference for these governance-level committees (together with an excerpt from the current Faculty Council Constitution) as context in understanding the function, terms of reference, and membership for Trent's senior administrative committees.

31 August 2010

Update Letter No. 7 on Integrated Planning from the President and Vice-Chancellor

I am writing to update the Trent community on the next phase of integrated planning and to highlight the document entitled:

Values, Vision, Renewal – to Action:
The Planning Context for Trent University’s First Integrated Plan

This document is now available on the website and will soon be in printed form in numerous locations across campus. The document summarizes briefly the renewal processes and outcomes of the past year by highlighting some of the changes that have been introduced and provides an overall interpretation and synthesis of Trent’s strategic intent as expressed in the new Vision, Mission, and Strategic Directions.

The next phase of integrated planning is based on the unit-level plans that were submitted in June. The Provost’s Planning Group has been reading and synthesizing these plans with the intention of developing themes and priorities for initiatives that will serve to form the basis of the institutional integrated plan. The first draft of the institutional integrated plan is scheduled for circulation in December 2010.

25 June 2010

Trent University Approves new Mission, Endorses Strategic Directions Trent University today approved a new mission statement for the University and endorsed a report outlining strategic directions that will support the implementation of unit-based planning across the University.

18 May 2010

Update Letter No. 6 on Integrated Planning from the President and Vice-Chancellor

I am writing to update the Trent community on progress in the Vision, Mission and Strategic Directions review processes, on planning and implementing changes in academic administrative structures, and on the introduction of unit-level planning that will lead to an institutional integrated plan in the coming months. 

Vision, Mission and Strategic Directions

The review of Vision, Mission, and Strategic Directions has been completed with approval of the Vision for Trent University at the April Senate and Board meetings, and approval of Mission and endorsement of Strategic Directions at the Senate meeting in May. The Board will consider Mission and Strategic Directions at the June meeting, and it is expected that this will conclude the formal approval process.

Overall, the Vision for Trent University is a values-based expression of vision principles that will guide and provide context for university actions and operations in the current integrated planning cycle (2009-2014) and possibly beyond. The Vision for Trent University highlights the university’s on-going commitment and passion for teaching, research and the learning environment, which we share with other universities but are evoked at Trent with a powerful and unique sense of place and awareness of historic accomplishments. The review process has clarified what will be important, based on the values we share, and has documented the university’s broadly understood ‘raison d’etre’ – to build on the great strengths of the past, with a determination to succeed in the future. A significant challenge is to remain focussed on the unique ways Trent should respond to this broadly-based Vision of increasing comprehensiveness and stronger contributions, and of key areas of strength, while highlighting the exciting dynamic of learning through teaching, research, and engagement.

The Mission for Trent University is focussed on a limited number of time-limited, action-oriented ideas that will lead to specific goals, and a serious commitment to choices. Mission provides greater clarity on what we need to do to be the place we say we want to be; how to fulfill Vision, by specifying actions such as preparing students, celebrating excellence, developing partnerships, fostering sustainability, and promoting dialogue and innovation. The Strategic Directions are comprised of six broad priority areas, each with specific strategies and examples of existing or future actions: Graduate Studies, Internal/External Partnerships, Research, Student Engagement, Teaching and Learning, Trent in Oshawa. These Strategic Directions will help instill a clear commitment to specific actions and additional strategies, or themes, to be identified further during unit-level and institutional integrated planning.

These outcomes express an overall institutional strategic intent, and are a resounding confirmation of the importance of Vision renewal, and Mission and Strategic Directions review, in support of integrated planning at Trent University. Many individuals and groups have expressed heartfelt thanks for the process, which was cathartic and certainly helpful in this transition year. The outcomes reflect an outstanding balance of the unique and lasting values of Trent University; the sense of heritage and tradition at Trent, and the growing realization and awareness of future challenges and opportunities. The initiation of the first integrated planning cycle has been rewarded with a year of thoughtful engagement and important documentation in the form of university-wide strategic statements.

Unit-level Integrated Planning

The development of unit-level plans, based on Vision, Mission and Strategic Directions, and other planning material, such as the Multiyear Enrolment and Retention Plan (ERP), was launched in late April with the Provost’s Planning Group (PPG) template. Several workshops are planned in the coming weeks to help in the development of these plans. The deadline for the submission of unit-level plans is 30 June. The planning parameters are simple yet powerful:

• A brief statement of the unit-level mission and the unit’s core functions
• The ways in which the unit supports or complements the Vision, Mission and Strategic Directions of Trent University
• What the unit would like to be known for in 2014
• New initiatives, ongoing activities that are at risk, additional resources and anticipated sources, cooperation or collaboration with other units, measures of success, and relevant timelines.

Unit-level plans are basic planning elements to be used by the Provost’s Planning Group (PPG) and the President/Vice-President Executive Committee (PVP) in the next phase of integrated planning, leading to the development of an institutional integrated plan. One goal of institutional integrated planning is to articulate overall university priorities, or theme areas, to help maintain the strategic course of direction and respond to opportunity and challenge in a sustainable way. An institutional integrated plan will integrate administrative and academic plans, consider long time frames (e.g., 3-5 years), and include a multi-year budget framework.

Changing Academic Administrative Structures

Certain administrative changes are being implemented based on the 2009 introduction of the Provost and Vice-President Academic model for Trent University. For example, as announced in January, and effective 1 September 2010, responsibility for enrolment management and student services will move to the Provost and Vice-President Academic.

The Report of the Special Advisory Committee on Changing Academic Structures was endorsed by the Board in April, following an endorsement of the direction of the report at Senate and an overall positive response at Faculty Council, and in many other settings, this spring. The following actions will be implemented:

1. The position of Principal for Trent in Oshawa Thornton Road Campus is under consideration.  The Principal position would likely focus on local academic programming and overall leadership to the new facility and activities in the Durham Region.

2. Three decanal positions in the Faculty of Arts and Science will be created effective 1 September 2010: Social Science, Science, and Humanities. Acting appointments will be made initially, and later in the fall, the appropriate search processes will be developed for decanal appointments effective 1 July 2011.

3. Subject to ongoing discussions, two Director positions in the professional schools will be changed to Dean positions: Dean of the Trent-Fleming School of Nursing, and Dean of the School of Education and Professional Learning.

4. The School of Graduate Studies will be introduced 1 September 2010. Related changes to the current Dean of Graduate Studies and Head of Traill College position will also be confirmed at that time (e.g., the Dean will be appointed as Dean of the School of Graduate Studies).  

Consideration of space allocation and administrative assistance, and other implications, will be addressed in order to ensure effective accommodation of these changes for implementation on the suggested timelines.

There are a number of other changing structures issues that will be addressed beginning in September. For example, a discussion at Senate of the idea of interdisciplinary schools will be initiated. A review by the Provost and Vice-President Academic will be necessary to consider the creation of the Associate Vice-President Academic position. And a review of the Vice President Research and International portfolio will be required prior to the initiation of a search process for a 1 July 2011 appointment. Where appropriate, open and productive discussions will continue in governance, administrative and academic settings to ensure effective management of these changes at Trent University.

Sincerely,
Steven E. Franklin, Ph.D.

Websites:

• Main integrated planning website: http://www.trentu.ca/planning/integratedplanning.php
• Vision Renewal Review Committee: http://www.trentu.ca/planning/visionrenewal/
• Mission Statement Working Group of the Strategic Directions Advisory Committee: http://www.trentu.ca/planning/strategicdirections/committee.php
• Strategic Directions Advisory Committee: http://www.trentu.ca/planning/strategicdirections/
• Report of the Special Advisory Committee on Changing Academic Structures: http://www.trentu.ca/planning/overview.php
• Provost’s Planning Group integrated planning template, workshops, and links to other planning documents (such as the recently developed Multi-year Strategic Enrolment and Retention Plan, and Trent’s Strategic Research Plan): http://www.trentu.ca/planning/ppg.php

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14 May 2010

Please visit the Provost's Planning Group page for updates regarding the Unit Plan Workshop Dates.

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3 March 2010

Update Letter No. 5 on Integrated Planning from the President and Vice-Chancellor

Trent University’s First Integrated Planning Cycle

Integrated planning at Trent University is a university-wide process designed to apply the discipline of planning to articulate priorities, manage uncertainty, follow a strategic course of direction, and respond to opportunity and challenge in a sustainable way. Integrated planning occurs over several years, identifies priorities in long time frames and in multiple planning cycles, and is based on a multi-year budget framework. Integrated planning requires intensive involvement of engaged participants from all areas of the institution, deliberative bodies, administrative and governance decision-makers, and an open and transparent sharing of information based on clear and inclusive communication strategies. There is a wide variety of ways in which integrated (and strategic) planning has developed in universities (see, for example, links provided by the University of Illinois Urbana-Champaign).

Integrated planning was introduced at Trent University in September 2009 . The first cycle of integrated planning, for the period 2009-2014, is based on:

• One year (2009-2010) in which the principal focus is on review and planning
• Three years of implementation (2010-2011, 2011-2012, and 2012-2013)
• One year (2013-2014) to evaluate success and begin preparations for a second planning cycle (2015-2020)

Integrated Planning Activities

The initial strategic review activities related to Vision, Mission, Strategic Directions, and Changing Academic Structures launched in the fall have concluded, or are expected to conclude, in the coming weeks (see attached proposed Trent University Vision Statement provided by the Vision Renewal Review Committee). Other review activities (e.g., College Review Task Force) are designed to continue in support of the overall integrated planning process. Unit-level planning will begin later this spring based on a template and instructions to be provided by the Provost’s Planning Group.

Institutional integrated planning, based on the completed review activities, submissions of unit-level plans, and an overall institutional environmental scan (which will involve reference to other strategic planning work including, for example, the Strategic Enrolment Plan, the current budget planning processes, and the Strategic Research Plan) will begin in June 2010. Institutional integrated planning will seek to identify overall university strategic priorities, for academic and administrative units, highlight accomplishments, new initiatives, and the sustainability of activities, and summarize the capital plan and multiyear budget planning framework. In this planning context, integration could be anticipated to be accomplished in several different ways, including within and across academic and administrative units, between operating and capital budgets, and in specific budget years within a multiyear planning framework. Such integration offers many potential advantages, for example, in the preparation of coherent institution-wide responses to external and internal influences and potential or anticipated changes in public policy.

As priorities emerge from unit-level integrated planning, the review activities, and the institutional integrated planning process, a resource-allocation process will be needed to ensure implementation of appropriate actions to deliver effectively on those priorities. Implementation plans to support this level of decision-making and budgetary reform will be developed in the fall with the involvement of all appropriate consultative and deliberative entities. In each year of the planning cycle, a process to evaluate progress based on widely-shared measures of success will be developed.

In March 2014, the Office of the President will initiate a review of Vision, Mission, Strategic Directions, and possibly other aspects of the university, in anticipation of a new unit-level planning exercise for the second integrated planning cycle (2015-2020).

Overall Planning Environment

A current understanding of the university planning environment must consider recent budgets, the long-term financial situation of Ontario universities, and the anticipated federal and provincial budget scenarios. Many universities, including Trent, have developed significant capital obligations and large, year-over-year, cumulative deficits. Integrated planning processes must be effective in identifying, and implementing, actions that will support the long-term financial success and secure positioning of Trent provincially, nationally and internationally.

Trent University is currently experiencing, with other public institutions, increased financial pressures and significant uncertainties, including pension/market/policy dynamics, ‘capped’ tuition increases linked to government grants, salary increases determined by collective agreements, and other escalating ‘fixed-costs’ related to the marketplace and international competitiveness. Integrated planning must help the institution to address structural deficits, and in-year and year-over-year budget challenges; integrated planning should foster and reward innovation and strong accountability, and result in increased responsibility in management of institutional, and unit-level, revenues and expenses.

Still other large-scale patterns – internal and external – will significantly influence the university planning environment. Typically, universities are known as good places to work, and Trent is no exception, with a well-deserved, long-standing reputation as a thoughtful and caring employer in the community; the highly-prized characteristics of university workplaces are worthy of the effort required to achieve them. Universities are of great importance to the societies that sustain them – it is not surprising then, that large and sometimes challenging questions around accessibility, academic freedom, differentiation, relevance, among others, continue to be asked. The university should welcome such questions and, where warranted, be ready to contemplate increasing change, even to embrace and become a leader for transformational change in uncertain times.

Some Concluding Thoughts

Integrated planning will help achieve a stronger position for the university to clearly declare strategic intent, balance the need for change and continuity, and understand management and leadership questions in the face of a wide diversity of external pressures and influences. Integrated planning requires an on-going commitment to institutional self-reflection, heightened external awareness and responsiveness, and organizational vitality. I have been impressed by the energy and enthusiasm with which the introduction of integrated planning has been received at Trent University. This was quite apparent in the self-assembly of strategic review committees with dozens of volunteers, the focused, productive and continuing discussions about Academic Structures, Trent’s Mission, and Strategic Directions, and the Vision Renewal Workshops and Information Sessions, where literally hundreds of people, over the fall and early winter, in formal and informal settings, participated in dialogue of great intensity and importance. And I heard more than once that this dynamic is part of the very nature of Trent, to be cherished as perhaps the source of our greatest strength.

A strong commitment to unit-level planning and institutional priority-setting recognizes a need to follow-through, to be consistent, to make this process work for the overall good of the institution. Many have expressed a strong desire to see real outcomes from integrated planning, real change, identified in processes that are open and responsive to the needs and input of the Trent community. No process is perfect, and the success of the outcomes are not guaranteed, but Trent’s integrated planning will be fair, open and transparent, and with flexibility and opportunity for improvements along the way. Integrated planning is an ‘evolving hypothesis’ at Trent, and while thoughts and suggestions are always welcome, engagement is crucial for success.

Websites:

• Main integrated planning website
• Vision Renewal Review Committee
• Mission Statement Working Group of the Strategic Directions Advisory Committee
• Strategic Directions Advisory Committee
• Report of the Special Advisory Committee on Changing Academic Structures

Proposed Trent University Vision Statement

Provided by the Vision Renewal Review Committee, February 23, 2010

We create vibrant, engaged and sustainable communities of learning.

We encourage the dynamic interplay of research, teaching and learning, which enhance and energize each other in the classroom and beyond.

We strive to make valued and socially responsible contributions to our local communities, to Canada, and to the world.

We support a diversity of faculty, staff and students who have a commitment to the learning experience and are responsive to its challenges.

We offer an enriched learning environment that encourages a passion for knowledge, the exploration of the creative links between fields of study and a critical engagement with the world.

We create opportunities for students, staff and faculty to flourish and develop as individuals and as citizens.

We affirm our commitment to excellence, to innovation and to leadership in research, academic programmes and community partnerships.

We commit to building an inclusive intellectual and social community that values the collaborative participation of every member of the university.

http://www.trentu.ca/planning/visionrenewal/

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18 January 2010

Update Letter No. 4 on Integrated Planning

I am writing to provide a brief summary of the process, activities and outcomes of the integrated planning review activities that will support, in March 2010, the launch of ‘unit-level’ integrated planning at Trent University. The unit-level planning activity is expected to occur over the March-May time period, culminating in June 2010 with a draft ‘institutional integrated plan’ or planning document to be widely shared and considered across campus in the fall of 2010. The June 2010 document will help establish overall university strategic priorities, for academic and administrative activities, within the context of Trent University’s vision, mission, structure, and strategic directions. The June 2010 planning document will also summarize a capital plan and a multiyear budget planning framework for the 2010-2014 planning cycle.

The Vision Renewal Review Committee, Strategic Directions Advisory Committee, and the Special Advisory Committee on Changing Academic Structures have focussed on engagement and analysis over the fall term and have now reached a critical moment in their mutually-supporting review activities. A brief synopsis of the outcomes and next steps for each of these important review activities is presented below, and will be discussed at planned Information Sessions on 20 and 26 January and in other settings, such as Faculty Council (in the first week of February) and a new series of the President’s Open Forum for Staff (in March).

Vision Renewal Review Committee: Vision renewal activities involved literally hundreds of people over the course of the fall discussing a variety of themes, including the Trent experience, big picture overview, core values, primary purpose, differences, and challenges. Fourteen dedicated vision workshops, a week-long online workshop, Trent Radio call-in shows, the President’s Open Forum for Staff, and numerous interactions (including discussion at Alumni Council, Faculty Board, Senate, Faculty Council, the Board of Governors, and staff and student groups) have led to a two-part document that describes the Elements and Context of Vision for Trent, and an engagement strategy to conclude the vision/mission renewal process by 1 March.

Strategic Directions Advisory Committee: The review and redrafting of the Strategic Directions to 2014 Document continues, led by the Strategic Directions Drafting Subcommittee, the Workshop and Engagement Team, and a Mission Statement Working Group. Expectations are that this work will be completed by end of February, with a new, concise and succinct draft of a limited number of Strategic Directions for Trent to be widely circulated and available for comment in March. The Mission Statement Working Group is now working closely with the Vision Renewal Review Committee, to clarify the links between Vision and Mission Statements, through an engagement strategy to conclude in the first week of March. A new task force dedicated to consider the college system and implications for student housing has been formed and will initiate a consultation process in the coming weeks (College Review Task Force).

Special Advisory Committee for Changing Academic Structures: Consultation in the fall included more than 30 sessions with departments and programs, in addition to individual contributions, leading to a workshop on 20 January, further consultation, and a report likely to be considered at future Senate meetings. The report is anticipated to detail the process and outcomes in the examination of the current academic administrative structure, outline a number of models for consideration, recommend a model or approach for Trent, and clarify the potential and scope for planning to change academic structures at Trent University.

All of the efforts in these planning and review processes have been designed to seek a deeper understanding of relationships, to respect tradition and then envision, and make possible, a preferred future for Trent. Integrated planning is most successful when an institutional commitment extends to every facet of the organization and people are fully engaged. To those who have already committed their ideas and effort, thank you – you have made a significant difference in the development of strategy for the long-term success of Trent University.

The important work of planning and implementing successful strategy at Trent does not end with these reviews and plans, which in fact represent a beginning. There will be many more opportunities for engagement and participation. Your views are welcome – even crucial – in the ongoing work to ensure that the outstanding passion and energy of the entire Trent community remain at the heart of the plans for the future.

Steven E. Franklin
President & Vice Chancellor

Members of the Vision Renewal Review Committee

• Julia Harrison, Anthropology
• Gordon Johnston, English Literature Department
• Neil Emery, Associate Vice-President Research 
• Susan Wurtele, Geography
• Kristi Kerford, Academic Skills Office
• Louise Fish, Risk Management Office
• Kaitlin Breton-Honeyman, Graduate Student ENLS (GSA)
• Marilyn Burns, Marketing & Communications Office
• Anne Wright, Board of Governors
• Jessica Grover, Graduate Student (GSA)
• Dan Longboat, Indigenous Env. Studies
• Elaine Scharfe, Psychology
• Rachel Herron, Graduate Student (GSA)
• Asaf Zohar, Business Administration Department
• Teresa DeCicco, Psychology
• Adam Guzkowski, Alumni Association and Grad Student
• Simon Wallace, Graduate Student and Board of Governors
• Lauralee Proudfoot, Graduate Student at Frost Centre
• Sandy White, Nursing
• Pat Southern, Board of Governors
• Matthew Taft, Undergraduate Student
• Steven Franklin, President and Vice-Chancellor (Chair)
• Su Ditta, Ron Fotheringham, Facilitators
• Terry Humphreys, Matthew Taft, Liaison with Strategic Directions Advisory Committee
  

 

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October 23, 2009

Update Letter #3 on Integrated Planning from the President and Vice-Chancellor

The Strategic Directions Advisory Committee convened members for the first time at a reception on September 28, 2009.  Notes from that gathering are available here. Chaired by Vice President Jim Parker, the committee has twenty two members, including students, faculty, staff and a member of the Board of Governors.  Three sub-groups have been created to apportion the work outlined in the draft terms of reference: 

1. a Mission Statement Working Group;
2. a Workshop and Engagement Team; and
3. a Strategic Directions Drafting Sub-committee. 

Initial meetings for each sub-group are being scheduled for late October or early November.

The Trent University Strategic Directions Advisory Committee membership includes:

• Campbell, Kathryn, Business Administration
• Coughlan, Rory, Psychology
• Cragg, Andy (Charles), Student?
• Dillon, Peter, Chemistry
• Embury, Alisha, Student
• Freeland, Joanna, Biology
• Fucile, Wendy, Nursing
• Humphreys, Terry, Psychology
• Knight, John, Advancement
• Lund-Lucas, Eunice, Disability Services
• Maki, Karen, Distance Ed./College Partnerships
• Murray, Dennis, Biology
• Oliver, Meri Kim, Student Affairs/Registrar
• Parker, Jim, Research, International & Enrolment Management
• Ramsay, Kate, Board of Governors
• Saville, Barry, Forensic Science
• Shiell, Ralph, Physics
• Warne, Christina, Student
• Webster, Eva, Environmental Modelling Centre
• Willerton, Sheldon (Thomas), student
• Wilson, Paul, Forensic Science
• Wordley, John, Physical Resources

The chair would like to thank all those who have agreed to devote time and energy to this renewal of Trent’s Mission and Strategic Directions.  The committee continues to welcome new contributors. Please identify your interest by clicking the “I Want to participate Button” on the website.

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October 14, 2009

Update Letter #2 on Integrated Planning from the President and Vice-Chancellor

The Vision Renewal Review Committee will hold a Vision Renewal Information Session on October 19 at 12:00 to 1:30 pm in the LEC Pit to begin the process of engagement and planning around Trent University's Vision, which may include a series of Vision Renewal Workshops to be held over the coming weeks. A subsequent information session is scheduled for November 16, 2009 at 12:00, location to be determined.

A Draft Terms of Reference and Committee Membership is now posted on the Vision Renewal Review Committee Website.

The Trent University Vision Renewal Review Committee membership includes:

• Julia Harrison, Anthropology
• Gordon Johnston, English Literature Department
• Neil Emery, Associate Vice-President Research
• Susan Wurtele, Geography
• Kristi Kerford, Academic Skills Office
• Louise Fish, Campus Security
• Marilyn Burns, Communications & Marketing Department
• Anne Wright, Board of Governors
• Elaine Scharfe, Psychology
• Teresa DeCicco, Psychology
• Adam Guzkowski, Alumni Association & Grad Student
• Simon Wallace, Graduate Student and Board of Governors
• Sandy White, Nursing
• Asaf Zohar, Chair, Business Administration
• Kaitlin Breton-Honeyman, Graduate Student
• Lauralee Proudfoot, Graduate Student
• Matt Taft, Undergraduate Student
• Pat Southern, Board of Governors
• Steven Franklin, President and Vice-Chancellor (Chair)

Please note that the "I Want to Participate Button" on the website remains active and can be used to identify an interest or activity that you may wish to consider. I would like to thank all those who have already expressed an interest in joining one of the review committees or in participating in committee activities.

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October 6, 2009

Update Letter #1 on Integrated Planning from the President and Vice-Chancellor

This is the first of a series of Update Letters that will be distributed and posted on this Renewal of Planning Processes website over the course of the coming weeks. These Update Letters will introduce new developments and planned activities, such as Townhall meetings and organized workshops, associated with integrated planning, vision, and the renewal of planning processes at Trent.

Please note that the "I Want to Participate Button" on the website remains active and can be used to identify an interest or activity that you may wish to consider.I would like to thank all those who have already expressed an interest in joining one of the review committees or in participating in committee activities.

Special Advisory Committee for Changing Academic Structures

The terms of reference and membership of the Special Advisory Committee on Changing Academic Structures have now been confirmed and are available on that Committee's web site.

Membership includes:

Jackie Muldoon, Education and Professional Learning
Paul Healy, Anthropology
Sally Chivers, Canadian Studies, English Literature
Colin Taylor, Geography
James Neufeld, English Literature
Christine McKinnon, Acting Provost and Vice-President Academic (chair)
Hugh Elton, Ancient History and Classics
James Conolly, Anthropology
Jim Sutcliffe, Associate Dean of Science

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September 9, 2009

OPEN LETTER from the President and Vice-Chancellor
To the Trent University Community

Subject:  Renewal of Planning Processes

I am writing to summarize some initial thoughts on the process, tools and activities that I hope will be useful in a discussion and implementation of integrated planning at Trent University.

First, I would like to thank all those who have participated in the many ‘new President Orientation and Transition’ meetings and events over the past seven months; your comments and suggestions were very insightful and useful in understanding the potential and desire for improved planning and engagement in the short- and long-term.

Second, I believe a significant opportunity is available to chart a new course for the future of Trent University. Clarifying this new course will require a substantial commitment to renewal through a structured process of engagement and collaboration. This process will include discussion and activities at the University Senate, the Board of Governors, the President/Vice-President Executive Committee (PVP), Faculty Board, Faculty Council, Extended Management Group, Management Group, Staff Meetings Town Halls, the new Provost’s Planning Group (PPG), and in as many settings and activities across the institution and beyond as are feasible and desirable.

Integrated Planning Concepts

Integrated planning is a concept and set of processes that may be useful to position the institution for the future, introduce structure in debate and decision-making, and to identify strategic priorities and action plans to accomplish institutional goals. Integrated planning requires coherence across a number of important themes, such as institutional values, vision, mission, and strategic plans of academic and administrative units. Leadership, accountability and responsibility for specific initiatives, within an overall multi-year budget framework, should be highlighted through performance assessment and agreed-upon measures of success in areas of priority. Academic planning, for example, must lead the university based on the overall vision and strategic directions, and should not occur in isolation of administrative and budget planning.

Well-designed integrated planning processes at Trent University will increase the likelihood of the institution achieving common goals – and such goals should be widely shared and understood across the institution and in all areas. Unanimity, or even consensus, is not expected; instead, general agreement on fair process and opportunity to engage are realizable objectives. All of the planning, consultative and decision-making activities should occur in an atmosphere of respect for individuals and differing viewpoints, appreciation of the many institutional challenges and opportunities that exist and may intensity in future, and a clear sense of the common vision of a shared future.

Integrated Planning Web Site and Tools

This web site has been designed with materials to initiate this discussion and introduce certain specific activities that are the hallmarks of successful planning. Trent’s integrated planning web site also contains links to other organizations with planning experiences that may be useful in discussion here. The Trent University integrated planning web site provides an opportunity for feedback that could be essential in shaping the implementation, engagement, and specific activities of integrated planning.

Review Activities

The implementation of integrated planning at Trent University suggests a commitment to review activities, which are outlined in the several briefing notes on the web site, and include:

• A Special Advisory Committee on Changing Academic Structures
• A Trent University Vision Renewal Review Committee
• A Strategic Directions Advisory Committee

Engagement in Integrated Planning

Integrated planning is most successful when an institutional commitment extends to every facet of the organization and people are fully engaged. To provide feedback or indicate your willingness to participate in integrated planning and vision renewal activities, please respond by choosing "I Want To Participate" on this new integrated planning webpage, call 748-1090, or send an email to Sherry Gosselin.

I sincerely hope the ideas and concepts briefly outlined here and on this new integrated planning website will promote discussion, engagement and renewal. A highly desirable outcome is creative improvement in Trent University’s planning processes and outcomes through engagement of the outstanding passion and energy of the Trent University community.

Sincerely,

Dr. Steven E. Franklin
President and Vice-Chancellor