Governance

Reporting Structure

U of A for Tomorrow Governance Structure

Governance for U of A for Tomorrow

Who will decide how the university will change? While the final decision-making will happen at the Board of Governors with due consideration of the recommendation of General Faculties Council, the process of developing proposals and recommendations for change will be a collective effort of our community. General Faculties Council is composed entirely of faculty, staff and students and representatives of faculty, staff, and students also sit on the Board of Governors. All members of our community will continue to be consulted for advice and feedback on the process and proposals. 

The decision-making and advisory roles in the governance of U of A for Tomorrow are outlined below.

Decision-making Bodies

Board of Governors

The Board of Governors has senior oversight of the institution and concerns itself with the long-range planning and the business affairs of the institution. The Board will provide final approval of proposals for academic restructuring of faculties and departments as well as the university's proposed new administrative framework, operating model and organizational structure. The Board also has authority over the maintenance of buildings and the erection of new buildings and will approve changes to our physical assets related to UAT. 

General Faculties Council and Academic Planning Committee

GFC has responsibility over the academic affairs of the university, subject to the authority of the Board of Governors. This includes the authority to recommend the establishment of faculties, schools, and departments to the Board. Both the Academic Planning Committee and GFC will play a critical role, both in discussing and shaping the academic restructuring planning process and ultimately in making a recommendation to the Board of Governors on a new academic structure.

President’s Executive Committee - Strategic (PEC-S)

Comprising the provost, vice-presidents, general counsel and university secretary, and chief strategy officer, PEC-S advises the president on all matters related to the academic and administrative functions of the university. Upon the advice of the executive leads of the Academic Restructuring Working Group (Provost) and Service Excellence Steering Committee (Vice-President [Finance and Administration]), the president has ultimate responsibility for deciding what will be presented to General Faculties Council and the Board of Governors for their consideration and approval.


UAT Committees

Academic Restructuring Working Group (ARWG)

Led by Provost Steven Dew, the ARWG is responsible for developing recommendations for structural changes to faculties and departments, and will identify processes and strategies for achieving these recommendations. Recommendations may include proposals to create, merge, close, or re-profile faculties, departments, divisions, centres or institutes.

Learn about the ARWG »

See ARWG membership »

Service Excellence Steering Committee (SESC)

Led by the Vice-President (Finance & Administration), the Service Excellence Steering Committee responsible for the transformation of institutional business processes and tasks. Under the leadership of SESC, the SET Program Office is responsible for implementing approved changes. 

Learn about SET »

See the SET membership »


Advisory Bodies

Deans’ Council

Deans’ Council plays an integral, advisory role in the development and implementation of UAT. Throughout the process of developing and implementing proposals for academic and administrative restructuring, Deans’ Council will be frequently briefed and consulted by both ARWG and SESC and will provide input on proposals for change.  

UAT Staff Advisory Team 

The Staff Advisory Team (SAT) reports to the Service Excellence Steering Committee (SESC) through the SET Executive Lead and will provide feedback and advice on communications affecting staff; identify and raise SET program issues relevant to staff; identify and raise academic restructuring issues relevant to staff; and propose solutions to key issues affecting staff to ensure the successful delivery of the transformation.

Learn about SAT »

See the SAT membership »