Guiding principles

Transformation principles

In addition to being guided by the university's core values, the UAT initiative has adopted a set of principles—endorsed through administrative and academic governance processes—to guide the university's transformation.

Service Excellence Transformation (SET) principles

  • Genuine openness to thinking differently
    We are committed to working with leaders and staff to solve the problems that exist and build a solution collaboratively that sets the university up for long term success.
  • Commitment to taking urgent action
    Given the immediate financial challenge, we are moving quickly to pursue our objectives. The SET Program started quickly and is focusing on simplifying processes and improving service experience while undertaking detailed operating and organizational design work.
  • Transparent consultation process
    We will be consultative and transparent in our work, communicate frequently and openly, establish a robust change management and consultation strategy led by the SET Program Office to ensure the approach is transparent and sustainable.
  • Entire-university engagement
    The SET Program Office and leadership will communicate frequently and openly, addressing known challenges and creating an inclusive space for meaningful engagement throughout the process.
  • Employing an II & EDI lens
    We will assess impacts on Indigenous initiatives and equity, diversity, and inclusivity (II & EDI) to ensure that new structures and services do not negatively impact institutional efforts towards II & EDI.
  • Regular progress evaluation
    We will ensure work is data-informed, future-focused and that the transformation process is regularly evaluated against agreed criteria and supported by clear metrics.

Academic Restructuring Working Group (ARWG) principles*

  • Be consultative and transparent in its work, engaging the university community as well as the General Faculties Council and the Board of Governors
  • Act in the best interests of the entire institution
  • Make recommendations that are data-informed and future focused
  • Assess impacts of proposals on equity, diversity, and inclusion, to ensure that proposals do not negatively impact institutional efforts towards EDI
  • Move very quickly in pursuing its objectives, given the university’s current situation

*Formally approved by General Faculties Council

College principles

The colleges are a key part of U of A for Tomorrow, connecting the Service Excellence Transformation (SET), the academic mission and transformation at the University. The Operating model describes the new organizational structure as well as the roles and responsibilities created by the college model.

Colleges support the University of Alberta's Mission, Vision and Values as laid out in For the Public Good.

Additionally, college operations are guided by the following principles:

  • To be consultative and transparent in their work, engaging the university community.
  • To act in the best interest of the entire institution, and to recognize and support faculty programs, initiatives, and partnerships.
  • To assess impacts of plans and strategies on equity, diversity, and inclusivity, and Indigenous initiatives to ensure that proposals support institutional efforts.
  • To move decisively in pursuing objectives in order to allow the community to focus on our core mission of teaching, research and engagement.
  • To support effective service delivery working towards a design that eliminates redundancy.
  • To support interdisciplinary initiatives, within and across the colleges, and with the stand alone faculties.

Human resources principles

We understand that this is an enormously challenging time, particularly for those directly affected by job loss. The university is committed to offering support to our staff during the upcoming transitions and will adhere to the following principles throughout the administrative restructuring process.

To our employees, in the context of the pace at which we must progress, we commit to the following:

  • Recognize and acknowledge the anxiety and confusion that staff are feeling through the U of A for Tomorrow transformation;
  • Treat staff with compassion, dignity, empathy, and respect in our actions;
  • Understand the important and meaningful work that administrators do within our faculties and units and the valued contributions staff make to the university's success;
  • Create a vibrant and healthy working environment that provides staff with meaningful work, engaging experiences, and fulfilling career paths;
  • Support staff if changes to their role and responsibilities occur;
  • Share consistent, transparent, clear, truthful, and timely information;
  • Provide services and supports to help staff build and maintain good mental health and wellbeing;
  • Be guided by the principles of equity, diversity, and inclusion in our decision making;
  • Engage NASA and AASUA in meaningful consultation regarding changes affecting staff terms and conditions of employment;
  • Follow the employment processes and practices outlined within our collective agreements, handbooks, policies, and legislation; and
  • Share the processes and steps being used to implement the new model once we have completed consultation with the unions.