Our Goal: Access, Community + Belonging

An evolution sprouting from our roots

The Strategic Evolution to “Access, Community and Belonging”

At the University of Alberta, transformative change starts with intentional language. Beginning January 1, 2025, the Office of the Vice-Provost will embrace a new name: Access, Community and Belonging (ACB). This evolution reflects our unwavering commitment to creating a university where everyone feels valued, barriers to success are removed, and thriving connections are fostered.

This change isn’t about rebranding—it’s about expanding. By shifting our focus from acronyms to outcomes, we aim to unlock frameworks and tools for sustainable change. A single approach will no longer define our work; instead, we will leverage and coordinate across multiple purposeful strategies. This plurality allows us to address challenges more holistically and inclusively while ensuring our actions align with institutional goals.

Why Access, Community + Belonging?

The words “Access, Community and Belonging” are more than descriptors—they are outcomes we strive to achieve. Access ensures all have the opportunities to succeed and flourish, by dismantling barriers. Community emphasizes connection and shared purpose. Belonging creates an environment where individuals feel seen, valued, and supported. Together, these outcomes guide our transformative work across policies, programs, and governance.

A Collaborative Approach

This is a shift to purposeful language and practice that emphasizes sustainable, authentic transformation. It front-ends what we’re working toward for all. We know that change requires care. To ensure this evolution resonates, we are taking deliberate steps to engage the U of A community:

  • Inclusive consultations informed the integrated action plan and clarified the goals of this transformation.
  • Working with colleagues to explore how the transition to ACB best supports their work. Flexibility will remain for specific contexts, such as research roles tied to equity, diversity, and inclusion (EDI).
  • Resources and training will support teams in navigating the shift and embracing new tools for intentional and transformative change.

Expanding Our Toolbox

While EDI has been an important foundation for institutional change, its broad application has sometimes led to oversimplifications or misunderstandings. Moving forward, we embrace a wider range of frameworks to deepen our impact. These include:

  • Human rights to uphold protected grounds and ensure psychological safety 
  • Intersectionality to understand overlapping barriers and systems that reduce access.
  • Universal design to create inclusive spaces and learning experiences.
  • Interculturality to celebrate and bridge differences.
  • Pluralism to balance identities and viewpoints to create just and peaceful spaces of recognition and belonging.

These and many other frameworks as well as allied approaches, such as those offered by Braiding Past, Present and Future: University of Alberta Indigenous Strategic Plan or activated by our commitments to the Truth and Reconciliation Commission's Calls to Action, will allow us to better achieve our institutional goals.

By expanding our toolbox, we position ourselves to address specific challenges with greater precision and overlapping barriers with holistic and manifold approaches. 

Staying Grounded in Our Commitments

In an era of heightened polarization and scrutiny, the decision to evolve toward ACB reflects the maturity of our commitments as an institution. This shift is not a retreat but a step forward—a clear articulation of our mission to ensure dignity and belonging for all members of our community.

Together, as we align with these principles, we reaffirm our shared purpose: to create a vibrant university community where access, connection, and belonging are not just aspirations, but realities.