91ÇÑ×Ó

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Strategic Plan 2024-2029

91ÇÑ×Ó¡¯s Plan for Connection, Innovation, and Impact

Download a PDF Copy of the Strategic Plan

Connection, Innovation, and Impact

91ÇÑ×Ó has been a source of pride for Greater Sudbury and Northern Ontario since its founding. For more than 60 years, 91ÇÑ×Ó has been a vital partner in the success of thousands of individual students, faculty, and staff, and the local and regional communities for which it was established. 91ÇÑ×Ó has always been at its best when it has understood how interconnected it is with the communities that it serves and harnessed the resilience, creativity and diverse knowledge of its people to create and deliver excellent education and innovative research for the benefit of these communities.

Cultural Enablers

As 91ÇÑ×Ó embarks on this new journey, our cultural enablers will play a pivotal role in our organization’s culture and will assist with the implementation of the strategic plan and achieving success. These enablers not only align with, but also enhance our objectives, creating an adaptive and focused environment that positions us to meet future challenges with resilience and strategic agility.
 

  • Student Focus
    Student success is the focus of setting and implementing priorities at all levels of the organization.
     
  • Internal Strategic Alignment
    All institutional, faculty, departmental, and research strategies are aligned and mutually supportive (and reinforcing).
     
  • Service Culture
    91ÇÑ×Ó’s people at all levels continuously build and live a service culture within and across all faculties, departments, and research centres and institutes.
     
  • Well-being
    91ÇÑ×Ó leadership and governance recognize and support the well-being of faculty, staff, and administration.
     
  • Strong and Engaged Governance and Leadership
    Governors and 91ÇÑ×Ó leaders at all levels become deliberate and disciplined in building strong relationships that benefit the institution and secure its success.
     
  • Productive Labour Relations
    Labour leadership and management work to improve collegiality and shared purpose in advancing and growing the University.
     
  • Community Involvement and Partnerships
    91ÇÑ×Ó and its people at all levels become integral, active, and value-added members of the local, regional, Francophone and Indigenous communities that are part of its Northern vision and mission.
     
  • Respect and Inclusion
    We all create and celebrate an inclusive environment where all are welcome and difference is respected.

Download a PDF Copy of the Strategic Plan