Panoramic photo of Fort Garry campus.

Strategic plan

MOMENTUM: Leading Change Together

We are very excited to share that on February 27, 2024, UM's Board of Governors approved MOMENTUM: Leading Change Together, University of Manitoba Strategic Plan, 2024-2029

This is a university plan informed by our community. We appreciate the engagement, support, and energy the community has invested in sharing their ideas and aspirations over the past year.

Please continue to check the website for updates as we gain momentum and move forward with implementation of the plan.

Help us launch UM's new strategic plan

As we enter this new and exciting phase at UM, we invite you to join us for a special event that celebrates the UM community and how, together, we will move forward to make impactful change on the world around us. 

What: MOMENTUM Community Launch

When: Thursday, April 4, 2024 | 10:00 a.m. to 11:30 a.m. | Doors open at 9:30 a.m. 

Where: Multi Purpose Room, UMSU University Centre

Celebrations will include brief opening remarks, a short presentation on the new strategic plan, and the goals we have set out to achieve. Following this, community members are welcome to stay to connect with each other over light refreshments, enjoy interactive stations showcasing UM's community and innovative teaching and research, and contribute to a new community art installation.

The first 200 guests to arrive at the community launch event will receive a limited-edition bison t-shirt.

RSVP today

The engagement process

Phase four: Draft Strategic Plan (September to December 2023)

During the months of September and October, the Strategic Planning Committee worked to finalize the first draft of the university's new strategic plan. Informed by our community consultations, this draft plan was accompanied by an updated mission, vision, and core values, which directed the Strategic Planning Committee in its work.

From November 28 to December 13, 2023, community members were invited to review and share their feedback on MOMENTUM: Leading Change Together, University of Manitoba Draft Strategic Plan, 2024-2029. The Strategic Planning Committee used the feedback gathered to inform the final plan, to be presented to Senate and the Board of Governors for approval in the new year.

We appreciate the diversity of voices and perspectives that strengthen our UM community and thank you for the time and energy you have given to help us reach the next milestone in the strategic planning process. 

Online form questions

  1. Please share your primary relation to the university.

  2. How well would you say the mission, vision, and core values reflect the UM that you know?

  3. Do you have any comments about the mission, vision, and values?

  4. Three fundamental commitments are proposed to inform the overall direction of the strategic plan. Please rate your level of agreement as to whether each fundamental commitment accurately reflects our collective priorities. 

  5. Do you have any comments about any of the fundamental commitments?

  6. Our goals are organized under three interconnected themes that provide us with the framework needed to move forward with our collective aspirations. Please rate your level of agreement with each of the proposed themes.

  7. Do you have any comments about any of the strategic themes?

  8. Accompanying each theme are three goals that describe where we want to be and what we want to achieve. Are there any goals in the plan that do not resonate? If yes, please specify.

  9. Are there any goals that you think should be included in the plan that were not? If yes, please specify

  10. Do you have any additional comments about the goals?

  11. Please rate your level of agreement with the following statements. The overall tone and direction of the plan resonates and reflects the diversity of voices and perspectives that strengthen our community. Overall, the plan describes a desirable path forward for the university. When the University of Manitoba achieves the goals in this plan, it will become a better institution.

  12. Is there anything else you would like to share with the Strategic Planning Committee about the draft plan?


Phase three: Where We Are Today Addendum (July 2023)

During the month of June, over 180 UM community members—including Senate, Board of Governors, students, faculty, staff, alumni, and stakeholder groups—contributed their feedback to the Where We Are Today report.

Through an online feedback form and in-person community consultation sessions, you were invited to tell us whether the priorities captured in the Where We Are Today report resonated with what was said during community consultation sessions in February and the online feedback form available in March.

The feedback on the Where We Are Today report, now available in the Where We Are Today Addendum, continues to showcase our share commitment to knowledge, research, community well-being, Reconciliation, and inclusivity. Despite areas of differing views—which reflect the strength and diversity of our community—common themes continued to emerge, such as prioritizing climate action, supporting the academic mission, and embracing diversity.

Your input has been, and will continue to be, an important part in guiding our path forward, and we are committed to incorporating your feedback and big ideas as we work on the next strategic plan for the University of Manitoba. We will be sharing a draft plan with the community in the Fall Term for further consultation as we start to identify and frame our community's shared aspirations.

 

Read the Where We Are Today Addendum - published July 2023


Phase three: Where We Are Today (June 2023)

With your guidance and contributions throughout phase one and two, we shared the Where We Are Today report.

The report explained the key themes, priorities, and challenges that emerged from the consultations throughout February and March. The document not only highlighted what we have learned so far, but also started to identify some ways in which our new strategic plan may move things forward. This document was not a draft of the strategic plan, but an important milestone that helped us set the aspirational goals that we will work towards together over the next five to ten years.

In this phase, we asked for your thoughts on the key themes and priorities in the report and ways we could bring these priorities to life in innovative and creative ways.

Opportunities to provide your feedback on the Where We Are Today report ran from June 6 to June 28 and included small group community consultation sessions and an online feedback form. Comments and feedback were thoroughly reviewed and presented back to the UM community in August.

 

Read the Where We Are Today Report - published May 2023

Phase three Where We Are Today report feedback form questions

To begin, please share your primary relation to the university:

[select one]

  • Alumni
  • External community member
  • Faculty member
  • Staff member
  • Student
  • Other, Please specify:

Q1. Overall, do you think the document captures the spirit of the discussions around institutional strategy? Does it resonate with what you understand of the mood on campus? If not, what was missed?

[comment box, no character limit]


Q2. What did you think of the five “themes” under which the comments were grouped? Do these seem like logical groupings? What else might you have included as a different grouping?

[comment box, no character limit]


Q3. With respect to the theme of Pathway to Excellence: Anti-racism and EDI:

  1. On a scale of 1 to 5, does the theme Pathway to Excellence: Anti-racism and EDI resonate with you? Do you see it as an area UM should commit to and invest in, and is it reflective of collective aspirations for the future of UM? (5 being strongly resonates and 1 does not resonate at all)

[select one]

  • 1 – does not resonate at all
  • 2
  • 3 – neutral
  • 4
  • 5 – strongly resonates
  1. Which, if any, of the goals listed for the university over the next decade within the theme of Pathway to Excellence: Anti-racism and EDI resonate?

[select as many or as few as desired]

      • Providing opportunities for all to excel—establishing ambitious targets for the representation of historically marginalized and underserved groups at any or all levels (students, staff, faculty).
      • Becoming the first choice for an inclusive and seamless educational experience and enhancing our reputation as an employer of choice.
      • Becoming the national leader in EDI education.
      • Prioritizing collaboration between units to increase inclusivity and belonging within the institution and with external community members.
      • Implementing the highest standard in facility design for physical accessibility.
  1. If you could imagine yourself in 2033 taking pride in UM’s work in this area, are there other aspirational goals you would prioritize for Pathway to Excellence: Anti-racism and EDI?

[comment box, no character limit]


Q4. With respect to the theme of Advancing Meaningful Reconciliation and Decolonization:

  1. On a scale of 1 to 5, does the theme Advancing Meaningful Reconciliation and Decolonization resonate with you? Do you see it as an area UM should commit to and invest in, and is it reflective of collective aspirations for the future of UM? (5 being strongly resonates and 1 does not resonate at all)

[select one]

  • 1 – does not resonate at all
  • 2
  • 3 – neutral
  • 4
  • 5 – strongly resonates
  1. Which, if any of the goals listed for the university over the next decade within the theme of Advancing Meaningful Reconciliation and Decolonization resonate?

[select as many or as few as desired]

      • Becoming the first choice for Indigenous students and academics across Canada and increasing the proportion of Indigenous students to be reflective of the provincial population.
      • Becoming a fully decolonized university, addressing all processes impacting enrolment, access, research, engagement, hiring, tenure, and promotion.
      • Becoming the national leader in Indigenous education, setting the highest standard for Reconciliation and decolonization in post-secondary institutions across Canada.
      • Redistributing intellectual privilege across the university through the broad inclusion of Indigenous knowledges, world views, and methodologies.
  1. If you could imagine yourself in 2033 taking pride in UM’s work in this area, are there other aspirational goals you would prioritize for Advancing Meaningful Reconciliation and Decolonization?

[comment box, no character limit]


Q5. With respect to the theme of A UM for Manitoba:

  1. On a scale of 1 to 5, does the theme A UM for Manitoba resonate with you? Do you see it as an area UM should commit to and invest in, and is it reflective of collective aspirations for the future of UM? (5 being strongly resonates and 1 does not resonate at all)

[select one]

  • 1 – does not resonate at all
  • 2
  • 3 – neutral
  • 4
  • 5 – strongly resonates
  1. Which, if any, of the goals listed for the university over the next decade within the theme of A UM for Manitoba resonate?

[select as many or as few as desired]

      • Being the first choice for post-secondary education for Manitobans, offering quality programs that are affordable, flexible, and future focused.
      • Becoming the province with the highest rates of university-level education in the country.
      • Committing to empowering personal success in students and ensuring our student population is reflective of our provincial population.
      • Developing more innovative and diverse entrance pathways to become more inclusive and promote excellence for all.
  1. If you could imagine yourself in 2033 taking pride in UM’s work in this area, are there other aspirational goals you would prioritize for A UM for Manitoba?

[comment box, no character limit]


Q6. With respect to the theme of Preparing Students of Today for Tomorrow:

  1. On a scale of 1 to 5, does the theme Preparing Students of Today for Tomorrow resonate with you? Do you see it as an area UM should commit to and invest in, and is it reflective of collective aspirations for the future of UM? (5 being strongly resonates and 1 does not resonate at all)

[select one]

  • 1 – does not resonate at all
  • 2
  • 3 – neutral
  • 4
  • 5 – strongly resonates
  1. Which, if any of the goals listed for the university over the next decade within the theme of Preparing Students of Today for Tomorrow resonate?

[select as many or as few as desired]

      • Ensuring every student leaves UM having had an experience that connects their learning to the world.
      • Becoming Manitoba’s destination for lifelong learning by identifying and meeting the needs of an increasingly diverse student population.
      • Setting ambitious targets for the availability of discipline-specific, high-impact learning practices, such as field placements, internships, work-integrated learning, or other forms of experiential learning that support upskilling for the modern world.
      • Developing life-long learners skilled in creative, critical, and adaptive thought.
  1. If you could imagine yourself in 2033 taking pride in UM’s work in this area, are there other aspirational goals you would prioritize for Preparing Students of Today for Tomorrow?

[comment box, no character limit]


Q7. With respect to the theme of Creating Knowledge that Matters – for Manitoba and the World:

  1. On a scale of 1 to 5, does the theme Creating Knowledge that Matters – for Manitoba and the World resonate with you? Do you see it as an area UM should commit to and invest in, and is it reflective of collective aspirations for the future of UM? (5 being strongly resonates and 1 does not resonate at all)

[select one]

  • 1 – does not resonate at all
  • 2
  • 3 – neutral
  • 4
  • 5 – strongly resonates
  1. Which, if any of the goals listed for the university over the next decade within the theme of Creating Knowledge that Matters – for Manitoba and the World resonate?

[select as many or as few as desired]

      • Fostering an environment that enables bold innovation through creative risk-taking and becoming the national leader in specific fields that support better lives and longer lives for Manitobans, such as Indigenous research, community-based research, and/or human rights.
      • Becoming an internationally renowned university in specific fields such as advancing health and healthcare, climate change adaptation and mitigation, and poverty alleviation.
      • Becoming a top 10 research funded university in Canada.
      • Cementing the university’s position as a sought-after partner in advancing societal and economic growth in Manitoba.
  1. If you could imagine yourself in 2033 taking pride in UM’s work in this area, are there other aspirational goals you would prioritize for Creating Knowledge that Matters – for Manitoba and the World?

[comment box, no character limit]


Q8. Do you have any further comments on either the Where We Are Today document or on the direction of the strategic plan generally?

[comment box, no character limit]

 

Phase three Where We Are Today report consultation sessions

Virtual consultation sessions

In-person sessions


Phase two (March 2023)

The second phase of the consultation process asked faculty, staff, and students to provide feedback and answers a series of questions informed by what was heard in the first phase of consultation sessions. The online feedback form provided an opportunity to dive deeper into the UM community’s thoughts and goals about the university’s future. The feedback form was open from March 16 to March 31, 2023.  

Phase two faculty and staff feedback form questions

  1. Our university is invested in acting in accordance with a communally established set of values. To better understand what these are, describe a time when our university did something or acted in a way that made you very proud of the institution. Why did you choose that moment?
     
  2. Pretend it is 2040. The province of Manitoba is flourishing and has achieved several notable successes in the past two decades. Tell us about the differences of the Manitoba of 2040 you have just envisioned compared to today. What role can our university play in helping the province realize this state?
     
  3. The University of Manitoba community identified its strong ties to the city of Winnipeg as one of its main strengths and assets, but also raised concerns that the campus and academic community continues to feel disconnected from the general public, physically and figuratively. How might we change this perception for members of the community not directly affiliated with the university?
     
  4. Our university is invested in making a real community impact. What could that community impact be, and how would we know if we were successful?
     
  5. While our university has begun meaningful work on advancing Reconciliation, there remains much more work to be done. Describe, in your own words, two important cornerstones of Indigenous engagement and achievement as well as a decolonized institution, that the University of Manitoba should develop (or, if applicable, develop further).
     
  6. A common perception at our university is that it is here to meet the needs of Manitobans but with Manitoba having the highest Indigenous population in Canada, Indigenous Peoples are very much underrepresented within the student body. What are up to three of the most important actions the university could undertake to increase Indigenous student representation on campus?
     
  7. What kind of environment do we need to consistently attract and retain great faculty and staff at our university?
     
  8. Aside from limited funding, what is preventing our university from being the best it can be?
     
  9. What is the most important role of research, scholarship, and creative expression in creating our ideal university?

Phase two student feedback form questions

  1. If you were to attempt to convince someone to attend the University of Manitoba, what would you particularly emphasize?
     
  2. If you could go back in time, would you still choose to come to the University of Manitoba? Why or why not?
     
  3. What do you believe the University of Manitoba does best?
     
  4. If you could change up to three things about the student experience at the UM, what would it be?
     
  5. How well is the University of Manitoba preparing you for your future goals? What could the University of Manitoba do more of, or less of, to help you achieve your goals?
     
  6. Aside from a credential, what is something you hope to gain from your time at the University of Manitoba?
     
  7. Aside from paying for your studies, what is the biggest barrier you face when it comes to completing your education?
     
  8. What is the single most important investment the university could make to increase accessibility to the UM? (Some examples might include: offering more student housing options, offering more pathways into different programs, expanding online learning, etc.).
     
  9. Despite the University of Manitoba’s expansive size, it’s often described as a close-knit and friendly community. Does this ring true in your experience? What are some benefits or drawbacks of this atmosphere?

Phase one (January to February 2023)

The first phase of the strategic planning consultation process involved a series of community consultation sessions held between January 30 through March 3, 2023. Over 1,000 community members participated in 60 different sessions and we would like to thank everyone for their participation, engagement, and thoughtful feedback.

View list of phase one community consultation sessions (PDF)


Strategic Plan Town Hall

Thank you to everyone who attended the January 26 Strategic Plan Town Hall. Roughly 370 community members took part in-person and online to help shape how we inform the development of the next UM strategic plan.

If you were unable to join us for the discussion, you can view the event on YouTube or review the event presentation given by President and Vice-Chancellor Michael Benarroch, Provost and Vice-President (Academic) Diane Hiebert-Murphy, and CEO of Higher Education Strategy Associates Alex Usher.

Watch the event on YouTube View the Strategic Plan Town Hall presentation (PDF)

 


Background materials and key reports

You may wish to review the current strategic plan (PDF), strategic research plan (PDF) and the documents below in advance of your consultation session as background and context to the discussion. The UM reports highlight key recommendations and priorities identified by the university in recent years and the HESA Environmental Scan (PDF) provides a general overview of key issues and challenges in the broader post-secondary sector.

Strategic Plan Committee 2023 - Membership

Co-chairs

Michael Benarroch
President and Vice-Chancellor

Diane Hiebert-Murphy
Provost and Vice-President (Academic)

From senate

Stephan Pflugmacher Lima
Dean, Clayton H. Riddell Faculty of Environment, Earth, and Resources

Susan Prentice
Professor, Department of Sociology and Criminology, Faculty of Arts

John Sorensen
Associate Head Undergraduate (Courses and Programs); Professor, Department of Chemistry, Faculty of Science

From Board of Governors

Lynette Magnus
Chair, Board of Governors

From deans/directors and senior administrative leaders

Tina Chen
Executive Lead (Equity, Diversity and Inclusion), and Distinguished Professor, Department of History, Faculty of Arts

Peter Nickerson
Vice-Provost (Health Sciences) and Dean, Rady Faculty of Health Science; Dean, Max Rady College of Medicine

From faculty

Shawn Bailey
Assistant Professor, Department of Architecture, Faculty of Architecture

Namita Bhatnagar
Professor and F. Ross Johnson Fellow, Department of Marketing, I.H. Asper School of Business, Faculty of Management

Afra Bolefski
Head, Library Social Sciences, Libraries

Katherine Boyer
Assistant Professor, School of Art

Robert Mizzi
Canada Research Chair and Associate Professor, Department of Educational Administration, Foundations & Psychology

Kim Ominski
Professor and Head, Department of Animal Science, Faculty of Agricultural and Food Sciences

Leisha Strachan
Associate Dean, Research and Graduate Studies and Professor, Faculty of Kinesiology and Recreation Management

From staff

Jeff Adams
Registrar and Executive Director of Enrolment Services

Carla Loewen
Director, Indigenous Student Centre

From students

Tracy Karuhogo
President, UMSU

Christopher Yendt
President, UMGSA

From senior executive team

Naomi Andrew
Vice-President (Administration)

Catherine Cook
Vice-President (Indigenous)

Mario Pinto
Vice-President (Research and International)

Vanessa Koldingnes
Vice-President (External)

Resources

Cassandra Davidson
Academic Planning & Priorities Specialist, Office of the Provost

Kelsey Evans
Associate Director, Office of the President 

Randy Roller
Executive Director, Office of Institutional Analysis

Higher Education Strategy Associates (HESA):

  • Alex Usher
  • Maica Murphy
  • Janelle Curry

Additional resources, as needed

Our shared future

We are excited to share Our Shared Future: Building on our Strategic Plan, which will help guide the work we do over the next 12-18 months. We developed this interim Strategic Plan in consultation with our community.

In recent months, we heard from close to 2,000 members of the UM community about what matters most to them. Because of your feedback, we will focus on post-COVID planning and further our progress on anti-racism, experiential learning, Indigenous achievement and engagement, and equity, diversity, and inclusion (EDI). Our unwavering commitment to environmental sustainability and addressing climate change will inform all our plans and priorities.

Undoubtedly, we will need to re-evaluate and fine-tune these priorities to adapt to changing circumstances, as our university has done for 144 years. In 2022, we will undertake a robust consultation process to inform our work in developing the University’s next five-year Strategic Plan.

Building on our Strategic Plan

In imagining the path to set forward for our University, we remain committed to academic and research excellence, an accessible, inclusive and supportive environment on our campuses, and engagement and Reconciliation with Indigenous peoples and communities. We continue in our commitment to consulting with our entire UM community for strategic direction.

The University’s mission, vision, values and the current Strategic Plan Taking Our Place 2015-2020 will continue to guide us.

Our work will build on the pillars in Taking Our Place 2015-2020:

  • Inspiring Minds through innovative and quality teaching
  • Driving Discovery and insight through excellence in research, scholarly work and other creative activities
  • Creating Pathways to Indigenous achievement
  • Building Community that creates an outstanding learning and working environment
  • Forging Connections to foster high impact community engagement

Our success also continues to be supported by, and build on, the success of the Front and Centre campaign and enhanced by big, bold ideas to inspire the highest levels of philanthropic support for our academic, research, and engagement mission.

The online consultation process will solicit input from our academics, students, staff, administrators, retirees, and alumni, the Board of Governors, and from the wider community on several areas of focus across the pillars of Taking Our Place.

These focus areas will bridge to a robust strategic planning process with broad community engagement, leading to the introduction of a new plan in 2023.

Taking Our Place: University of Manitoba Strategic Plan 2015 – 2020

This final report on Taking Our Place: University of Manitoba Strategic Plan 2015 – 2020 summarizes the progress made on achieving the goals and priorities set out in the original plan. It provides a broad overview of the major highlights and insights into the many ways in which UM as a whole has worked together to advance our collective priorities.

This report was prepared in the spring of 2020: COVID-19 has changed our circumstances significantly. The content in this report focuses on the period prior to the onset of the pandemic.