These key documents are available for the University community and members of the public to review. They provide important information about the University’s priorities, plans and overall performance, and are also an important component in ensuring accountability and consistent reporting across the sector.
In addition to the documents available here, the University’s website contains a wealth of information about our overall mission and vision, current University programs and initiatives, the exciting research and innovative teaching currently underway, and the partnerships we are building with our local and global communities. Further information about the Broader Public Sector Accountability requirements can be found here.
Past Strategic Mandate Documents
President’s Reports to McMaster University Board of Governors
July 1, 2020 – June 30, 2021
The President and Vice-Presidents establish performance goals on an annual basis. These goals reflect strategic priorities within their respective areas of responsibility in support of the University’s mission. The goals are established following discussion between the President and Vice-Presidents and are reviewed and formally approved by the Human Resources Committee of the Board of Governors. A summary of the agreed performance goals is provided to the Board of Governors on an annual basis and published here.
The key goals for the President and Vice-Presidents for the 2020/21 year are focused on continuing to navigate the University successfully through the COVID-19 pandemic and positioning the institution for a successful return to campus-based operations when safe to do so. Key initiatives for the year include continuing the momentum and focus on equity, diversity and inclusion (EDI) to advance and implement the EDI Strategy and Action Plan; working to address issues of inequity and racism on our campus; completing the ongoing visioning and strategic planning exercise; continuing to focus on fundraising and revenue-generation in support of our researchers and scholars; supporting the academic and personal well-being of our students in the virtual environment; continuing to enhance our administrative systems and supports and promote operational excellence across the University; and building partnerships and relationships locally and globally to further enhance the impact of McMaster’s work and societal contributions.
- Lead the University effectively and successfully through the current COVID-19 pandemic, addressing the myriad of issues related to operating in a largely virtual environment and positioning the institution for a successful return to campus-based operations from a financial, administrative and overall institutional health perspective.
- Support and enable the strategic targeted hiring of Black and Indigenous faculty, in particular, and promote equitable and respectful hiring practices across the institution. Continue the development of initiatives to address anti-Black racism and support the ongoing development of leadership competencies in addressing racism and other systemic issues of discrimination.
- Continue the focus on the UN Sustainable Development Goals and on promoting the areas where McMaster can make a unique and lasting impact at the local, national and international levels. Ensure that McMaster’s students are well equipped to tackle the big issues facing the world and make a positive impact.
- Continue to strengthen the University’s engagement and relationships with the local community, acting as a key partner to the City, local hospitals, Six Nations Polytechnic, Mohawk College and others within the community, as we work to address the COVID-19 pandemic.
- Complete the ongoing visioning and strategic planning process, aiming to unite the University behind a shared long-term vision for the institution and build a sense of community, purpose and belonging even in the largely virtual environment.
- Work with colleagues across the institution to develop and advance pedagogical techniques and competency in the virtual environment, making use of technology to support and engage students and providing enhanced opportunities for active and engaged learning, problem-based pedagogical models and group experiences. Focus on interdisciplinary learning experiences and the development of programming involving one or more different Faculties.
- Ensure appropriate training, support and technology is available to support faculty and instructors as they navigate the virtual environment, including an enhanced suite of offerings available at the Faculty and University level via the MacPherson Institute. Oversee the Virtual Learning Task Force and planning for Winter 2021 and beyond.
- Focus and provide support on EDI across the institution, supporting the President and AVP (Equity and Inclusion) in advancing and implementing the EDI Strategy and Action Plan, including supporting and enabling the strategic targeted hiring of Black and Indigenous faculty and equitable and respectful hiring practices across the institution.
- Working with the Office of Community Engagement and others, continue to strengthen the University’s engagement and relationships with the local community, acting as an effective community partner and support in addressing the pandemic in Hamilton and the other communities we serve, and advancing initiatives to support access for students from equity-seeking groups and from across our local community.
- Continue to act upon McMaster’s obligations in response to the report of Canada’s Truth and Reconciliation Commission and in support of Indigenous faculty, staff and students, including working to support initiatives recommended by the Indigenous Education Council and arising from the Indigenous Strategies, once finalized.
- Focus research initiatives on the UN Sustainable Development Goals (SDGs) and promote the positive impact of research undertaken at McMaster at the local, national and international levels, including advancing the Global NEXUS for Pandemics and Biological Threats, and the Brighter World Research Initiative (BWRI), and increasing research revenues from a variety of sources.
- Working closely with the Associate Deans (Research) and the Office of Community Engagement, strengthen the University’s research engagement and relationships with the local community, including the City, local hospitals and other academic institutions to positively support the recovery from COVID-19 through research and commercialization activities.
- Work with the AVP Research, Innovation & Partnerships, the Director of MILO, and McMaster Innovation Park to identify new commercialization opportunities for researchers and students, increase awareness and training of commercialization opportunities, as well as entrepreneurial activity, and establish a new start-up fund to support commercialization activities.
- Support the President and the AVP (Equity and Inclusion) in advancing and implementing the EDI Strategy and Action Plan principles in a research setting, ensuring that CRC targets are met, and that research-related strategies are EDI focused. Support the development and implementation of the Indigenous Research Strategy by the Indigenous Education Council.
- Develop plans to increase activity within the McMaster Nuclear Reactor to support research and commercial activities and work on major science funding initiatives to bring funding and attention to nuclear research at McMaster, including with regard to the Centre for Probe Development and Commercialization and the federal Small Modular Reactor roadmap.
- Leverage and enhance the reputation of the Faculty and University with regard to research intensity and excellence, enable the development and sustainability of high-impact research programs, including the development of a new research institute in FHS to encompass complementary centres of research excellence, and support the launch of the Global NEXUS for Pandemics and Biological Threats, and the Brighter World Research Initiative (BWRI).
- Work with the Vice-Dean, Education, to support and develop approaches to enhance the learning experience in the virtual environment, including increased problem-based and active learning, interdisciplinary learning experiences with other Faculties and interprofessional learning opportunities within FHS, and support the development of curriculum for the Learning Lodge and Indigenous Health Initiative.
- Enable and facilitate the progress of the University EDI Strategy and Action Plan, and the Faculty’s EDI goals, including the strategic targeted hiring of Black and Indigenous faculty, the promotion of anti-racism initiatives across the Faculty, and the inclusion of EDI principles in education planning, from admissions to curriculum.
- Continue to develop partnerships locally by supporting strong and productive relationships with McMaster’s academic hospital partners and acting as an effective community partner in addressing the COVID pandemic in Hamilton and beyond, as well as seeking opportunities to partner with industry and other institutions of higher education to enhance collaboration and broaden the impact of shared initiatives.
- Continue to work with the Vice-Dean, Clinical Services, and Vice-Dean, Research, on commercialization opportunities within FHS, enable the development of leadership capabilities in innovation and commercialization, and continue to focus on revenue generation from a variety of sources in support of ongoing research and scholarship.
- Through the AVP and Chief Facilities Officer bring together current sustainability initiatives in an inaugural Sustainability Action Plan and campus-wide report, and alongside this, through the AVP and Chief Financial Officer, continue the focus on responsible investment and reduced carbon intensity in the investment pool.
- In collaboration with the Vice-President (Research) progress the Research Commercialization project towards its 2022 completion and support the development of McMaster Innovation Park, including developing a plan for transitional financial support for MIP and creating revenue flows from MIP to McMaster as the Park develops.
- Oversee the development of the University’s strategic and capital resources to support the University’s academic mission and vision, including maintaining the focus on prudent financial management, developing the University’s real estate portfolio strategy and related governance, and overseeing the progression of major IT and physical infrastructure projects that facilitate academic priorities.
- Through the AVP and Chief Technology Officer ensure that the technological infrastructure is in place to support the pedagogical shift to a largely virtual learning environment, and that other IT projects and upgrades are progressed, alongside the ongoing work to review and implement upgraded administrative processes, services and systems in support of operational excellence across the Administration Division.
- Ensure an appropriate culture and infrastructure is in place to support the University’s EDI Strategy and Action Plan across the Administration Division and, through the AVP and Chief Human Resources Officer, develop and deliver policies and programs in support of equity and diversity in employment matters.
- Continue to promote and advance McMaster’s reputation for excellence with alumni, donors and government, leading and supporting the ongoing implementation of the University’s brand and marketing work, strengthening McMaster’s digital ecosystem through a refreshed web presence, and implementing an updated digital strategy.
- Support the pursuit of knowledge by expanding and stewarding private and public support, including working with the President and other Vice-Presidents to initiate all aspects of the Brighter World Research Initiative, developing a compelling case for support and a shared strategic plan for the initiative, with the goal of diversifying existing and new revenue generation.
- Foster effective external and internal relationships through strong partnerships and effective government, community and alumni relations programs, events and services, locally, nationally and internationally, including advocating to government on issues of importance to the University, and engaging friends, volunteers and influencers.
- Continue to build a strong and collegial University Advancement leadership team focused on supporting the long-term success of the institution, with the systems and tools needed to support the work of the team and enable success, including the development of advanced analytics programs to enhance decision-making processes and support strategic outcomes, and appropriate financial and IT systems and processes.
- Continue to build a deep commitment to McMaster’s EDI Strategy and Action Plan by building reputation, relationships and resources and embedding EDI principles into all aspects of the University Advancement strategic plan, with a particular focus on recruitment processes.
As part of the University’s commitment to good governance and transparency, summaries of the personal travel and hospitality expenses incurred by the President in undertaking his duties are being made available. The President represents the University at a variety of meetings, conferences and events in order to strengthen and promote relationships within the local community, raise the profile of McMaster with all levels of government and contribute proactively to the debate around the future of higher education. The President also works to maintain a strong connection with McMaster’s alumni community, our external supporters and partners, and foster collaborative relationships with other universities, both within Canada and overseas. Summaries of the personal expenses incurred in undertaking this work will be posted on a quarterly basis. The expenses relate to travel costs and associated meals, accommodation and other expenses organized by trip, together with personal hospitality expenses. The University’s policy on Reimbursements to Individuals for University Business governs the approval and reimbursement process for such expenses.
McMaster has been a member of UNAI since its formation in 2010, and is part of a diverse network of students, academics, scientists, researchers, think tanks, institutions of higher education, continuing education and educational associations in more than 120 countries around the world.
The UNAI is informed by a commitment to support and advance ten basic principles:
A commitment to addressing issues of poverty through education;
A commitment to building capacity in higher education systems across the world;
Education for All
A commitment to educational opportunity for all people regardless of gender, race, religion or ethnicity;
A commitment to encouraging global citizenship through education;
Access to Higher Education
A commitment to the opportunity for every interested individual to acquire the skills and knowledge necessary for the pursuit of higher education;
A commitment to human rights, among them freedom of inquiry, opinion, and speech;
A commitment to promoting inter-cultural dialogue and understanding, and the “unlearning” of intolerance, through education.
Peace and Conflict Resolution
A commitment to advancing peace and conflict resolution through education;
A commitment to promoting sustainability through education;
United Nations Charter
A commitment to the principles inherent in the United Nations
The members of UNAI believe that every subject and discipline can have an impact on these goals and member institutions commit to recognizing this link and, often without additional effort or expense, undertaking activities that can directly support United Nations mandates and objectives.
“By sharing ideas, across borders and disciplines, we can find solutions to the interconnected problems that cause so much suffering. Climate change is not just an environmental threat; it is closely tied to poverty. Poverty is not just about jobs, it is directly related to food security. Food security has an impact on health. Health affects generations of children. Children hold the key to our future. And education can lead to progress on all these fronts.”
Former UN Secretary-General, Ban Ki-moon, at the launch of the United Nations Academic Impact on November 18, 2010
Member institutions are asked to report annually on at least one activity relevant to the goals of UNAI. Recent McMaster reports can be found below.