To achieve their dreams and aspirations, people and organizations need to plan and map out the road to their future.

With this in mind, the University launched an innovative strategic planning exercise, designed to obtain maximum engagement and input. Throughout this process, we called on the creativity of the university community – students, faculty, staff, alumni, donors and key stakeholders – to participate in co-creating a new vision for our future.

Phase 1:

Validation of key aspirations
(November-December 2018)

We kicked off the process by collectively laying the foundation for Transformation 2030. To do so, we asked the uOttawa community, through an online platform, to examine and help shape a set of foundational aspirations that would guide the remainder of the process. Based on the input and the feedback received, we landed on these core aspirations.


Phase 2:

Brainstorming, Ideation, and Co-creation
(January-March 2019)

We then came together to discuss and explore our future through a series of innovative and traditional platforms and events.

On January 22, we launched Phase 2 by inviting the entire community to participate in a unique design-thinking event, aimed at collectively imagining the future of our University.

Over the next few weeks, we followed with three intensive topical deep dives and a dozen participatory pop-up events across campus.

Throughout Phase 2, we conducted interviews with alumni and other stakeholders and invited participation and sharing of ideas from the community through email, social media and our online platform.


Phase 3:

Data Analysis
(January-March 2019)

As feedback was being compiled from the community, we started categorizing and analyzing it.

This rigorous analysis, under the leadership of Louis Simard, associate professor at the Faculty of Social Sciences School of Political Studies, resulted in a synthesis report on data analysis (pdf, 1.7 MB) as well as an executive summary (pdf, 590 KB). These reference documents guided us during the development of the strategic framework.


Phase 4:

Strategic Framework Development
(April-May 2019)

Based on an analysis of the comments we received from the uOttawa community, we drafted a Strategic Framework.

Multiple iterations of this framework were shared with university stakeholders, including the Deans, the Executive Committee of Senate (including student and staff representatives), Senate itself, and the Board of Governors, all of whom provided extensive feedback that contributed to developing an endorsed, robust and rigorous Strategic Framework, ready for formal presentation and approval to the university’s governing bodies.


Phase 5:

Finalization and Approval of the Strategic Plan
(May-November 2019)

The Strategic Framework was presented to the Executive Committee of the Senate on June 4 and to the full Senate on June 10. It was also presented to the Board of Governors for approval on June 20, where it received unanimous approval.

The University’s Institutional Research and Planning Office (IRP) then coordinated the development of a detailed Strategic Action Plan for the years 2020-2025, to define the specific actions to be undertaken to achieve the objectives outlined in the Strategic Framework.

The detailed Strategic Action Plan also includes detailed cost estimated at the objective level, which is considered a leading practice among Canadian universities. In 2020 (in addition, IRP will be developing a dashboard to assist the community in tracking its progress towards achieving those objectives).

Discover the other strategic pillars

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Agile

Succeeding in a world where change is the only constant

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Connected

Becoming leaders in our global village
 

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Impactful

Working together to build a better world