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
July 1, 2021 – June 30, 2022
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 2021/22 academic year are focused on navigating the University through a successful and gradual return to campus over the course of the year, with the goal of retaining flexibility in working practices where possible, and supporting the well-being of faculty, staff, and students. Alongside this critically important work, the senior team is working to advance the five key priorities outlined in the University’s Strategic Plan, namely: Inclusive Excellence; Teaching and Learning; Research and Scholarship; Engaging Local, National, Indigenous, and Global Communities; and Operational Excellence.
David Farrar - Summary of Goals
- Continue the momentum and focus on Equity, Diversity, and Inclusion (EDI) across the institution, including completing the Black Excellence Cohort Hiring Initiative, supporting increased Indigenous hiring in collaboration with the Indigenous Education Council, and advancing the recruitment and retention of historically underrepresented students, faculty, and staff.
- Enhance the learning experience by working to enable and support interdisciplinary and inter-Faculty degree programs, developing increased experience-based learning opportunities for students, advancing the digital learning strategy, and recognizing teaching as a valued and respected profession through appropriate recognition and supports.
- Finalize and launch Brighter World: Re-imagining Innovation and Impact (BWRII) as a formal University campaign, focused around four main categories: Nexus, Civic, Zenith, and Students, and continue to advance the development of other globally-recognized research centres and institutes that bring researchers together across disciplines to advance human understanding, tackle global issues, and support the advancement of the UN Sustainable Development Goals.
- Continue to build positive relations with the local community, City, and local Indigenous communities, including partnership-building to enable students to engage in curricular and co-curricular experiential and community engaged learning opportunities for mutual benefit.
- Continue the focus on sustainability and environmental leadership, launching a review of the Campus Master Plan, continuing to focus on reducing the overall carbon footprint and transform McMaster’s campus into a living laboratory for sustainability, including developing a formal strategy to allow the University to meet its carbon neutral goals for the Investment Pool by a specified date.
Susan Tighe - Summary of Goals
- Continue the development of initiatives to address anti-Black racism and support Black faculty, staff, and students, in collaboration with the African-Caribbean Faculty Association of McMaster University (ACFAM), the Equity and Inclusion Office, and other groups and units, and also support the ongoing development of leadership competencies in addressing racism and other systemic issues of discrimination, as well as expanded teaching development opportunities for educators around student mental health, inclusion, accessibility, and safety needs.
- Work with the Vice Provosts, Deans, and MacPherson Institute to advance the Teaching and Learning Strategy, making use of technology to support and engage students and providing as many opportunities as possible for active and engaged learning, problem-based pedagogical models, and group experiences, whilst also making intentional use of on-campus learning spaces.
- Focus on the impact made by McMaster’s students, both during their time at McMaster and after graduation. Work to ensure that students are equipped to tackle the big issues facing the world, including advancing the UN Sustainable Development Goals, and graduate with the ability to be engaged and thoughtful citizens.
- Working closely with the President’s Office and the Office of Community Engagement, continue to strengthen the University’s engagement and relationships with the local community and work toward eliminating barriers to community-based research and knowledge mobilization, alongside promoting curricular and co-curricular experiential and community engaged learning opportunities.
- Support the implementation and advancement of the Indigenous Education and Research Strategies, including supporting the growth and evolution of the Indigenous Studies Program from a program to a Department, and working to address systemic barriers experienced by Indigenous learners, faculty, and communities, including advancing the enrolment and hiring of Indigenous students, faculty, and staff across the University.
Karen Mossman - Summary of Goals
- 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 all research-related strategies have EDI principles embedded in their development and implementation, that all relevant targets are met (e.g. CRC targets), and that researchers are supported and recognized for their achievements.
- Work with the leads of the major themes within BWRII to prepare for the formal launch of the campaign, including identifying funding sources to enable Canada’s Global NEXUS for Pandemics and Biological Threats, raising awareness of the UN Sustainable Development Goals within the research community, and promoting the positive impact of research undertaken at McMaster at the local, national, and international levels.
- Working closely with colleagues across the institution, seek to strengthen the University’s research engagement and relationships with the local community, including continuing to work closely with the City, local hospitals, and other academic institutions and focusing on supporting Indigenous researchers and building strong and mutually respectful relationships with Six Nations Polytechnic and the Six Nations community.
- Develop an institutional commercialization and innovation strategy, intended to better integrate activities across campus, close gaps within the commercialization ecosystem, including supporting the development of MIP’s strategic vision and financing, and identifying new commercialization opportunities for McMaster researchers and students.
- 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.
Paul O’Byrne - Summary of Goals
- Continue to support and advance inclusive excellence across McMaster and within FHS, including seeking opportunities to encourage and support new EDI-focused leadership roles within the Faculty and across all departments, building a culture of critical reflection and allyship to proactively support and advocate for equity, inclusivity, and reconciliation across all areas of FHS, and advancing the Indigenous Health Strategic Plan (IHSP) and broader work around the Truth and Reconciliation calls to action.
- Work with the Vice-Dean, Education, and others to support evolving and expanding educational programming in the context of ongoing pandemic precautions, including hybrid and remote models of learning, enable and support interdisciplinary learning experiences with other Faculties and interprofessional learning opportunities within FHS, and support the growth of the Indigenous Health Initiative and its educational and student support programming.
- Work to enhance the reputation of the Faculty and University related to research intensity and excellence by supporting the development and sustainability of high-impact research programs, facilitating the creation of a new research institute encompassing complementary centres of research excellence, and supporting the launch of BWRII as a means to increase research revenues from a variety of sources.
- 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 and post-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.
Saher Fazilat - Summary of Goals
- In collaboration with the AVP (Equity and Inclusion) and AVP and Chief Human Resources Officer (CHRO) ensure a culture of respect and inclusion is embedded in all hiring practices, as well as in employee support practices, and that appropriate policies, procedures, and best practices are in place to support equity, diversity, and inclusion for all employee related matters.
- Support the academic and research mission of the University by ensuring that the digital technologies are in place and are fully functional to support hybrid teaching and learning, that the planning, development, and construction support required for major research projects, including Canada’s Global NEXUS are in place, and work to continuously improve operational supports to allow for seamless delivery of the University’s mission.
- Oversee the development of the University’s strategic and capital resources to support the University’s strategic plan, while managing and mitigating risks, including supporting the development of MIP and associated commercialization opportunities for faculty and students, advancing the University’s real estate portfolio strategy and related governance, and overseeing the progression of major IT and physical infrastructure projects to facilitate academic priorities.
- Focus on modernizing and enhancing administrative processes and procedures in support of the academy, including supporting the ongoing implementation of improvements to HR operations and the completion of IT upgrades, including infrastructure, information security, and data protection.
- Lead the continuing focus on sustainability and environmental leadership, including supporting the vision of the campus as a living lab, launching the review of the Campus Master Plan, working with the academic community to move academic pathways and University operations towards an increasingly sustainable and green campus, including developing the collaborative Sustainability Action Plan, and advancing the University’s carbon neutral goals and approach to responsible investing.
Mary Williams - Summary of Goals
- Promote and model a culture of inclusive excellence across University Advancement, while supporting the University’s EDI strategy and action plan, including providing enhanced EDI focused programming, focusing on the hiring and recruitment process, as well as applying an EDI lens and focus to communications.
- 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, implementing the updated digital strategy, and supporting the institution in managing reputational risk.
- 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 BWRII, developing a compelling case for support and a shared strategic plan for the initiative, with the goal of diversifying existing and new revenue generation and increasing existing revenue targets through an increase in both the number and size of large gifts, confirmed future gifts, and other revenue sources.
- 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 fostering partnerships with Faculties and units in support of shared goals and priorities, modernizing and enhancing the use of tools, technology, processes, and data to support the stakeholder experience, and ensuring the ongoing confidentiality, integrity, and security of data, systems, and software.
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.