From the beginning we set out to develop a plan that leverages our Faculty’s unique strengths and diversity of disciplines; embeds an external focus on the social, economic, and environmental demands of society; builds our community around a common vision; and elevates us to enable greater contribution to society.
We expanded beyond a traditional planning process. We drew on the leadership of individuals across the UBC Applied Science community. They helped us design and undertake a comprehensive engagement process aimed at identifying not only who we are but who we need to be, and uniting our community around a common vision of what we want to achieve and how we can realize our vision.
“We need to help people respond to what is happening in the world around us.”
Student, School of Nursing
This unique outward-focused process included five distinct phases:
Phase 1 – Process development
Senior members of the dean’s external advisory committee worked with a small group of staff and faculty to develop the processes for engagement, analysis, implementation and communication. This Process Development Working Group also conducted a comprehensive environmental scan of socioeconomic data, peer institutional strategies, and student outcomes and ambitions.
Phase 2 – Community engagement
We invited participants from across the Faculty to come together to imagine the future using a scenario planning process. The workshops were facilitated by the Strategic Planning Steering Committee — designed to reflect the diversity of our disciplines and roles. Members included graduate and undergraduate students, senior and pre-tenured faculty, department heads and school directors, and senior administrative staff from within the 11 units of our Faculty across both campuses.
Using scenario planning ensured an outward and future-focused perspective while maximizing the creativity and imagination of participants.
This community engagement helped us:
- Understand the external drivers of change which will affect our Faculty.
- Develop visions of potential futures of society and consider the role of the university in those worlds.
- Explore potential strategies which would enable the Faculty and university to be successful in the uncertain future.
Drivers of change
We identified the drivers of change that we must respond to over the next decade. These drivers are categorized by their degree of certainty.
Trends: medium-high impact, high certainty — require immediate action
Uncertainties: high impact, low certainty — potential to dramatically affect our core operations, require immediate
The identified trend and uncertainty drivers were simplified and prioritized by the steering committee who used them to develop the six priority areas
Perceived value of higher ed
- shifting societal demands
- education alternatives
- speed for reskilling
University models
- microdegrees
- online delivery
- lifelong learning
Nature of work (gig-economy)
- highly mobile workers
- multiple career paths
- project-based careers
Complexity
- interdisciplinary careers
- end-to-end training
- economic diversification
Global citizenship
- international workplaces
- global service economy
Addressing inequities
- polarization of wealth
- social stability
- barriers to education
Need for health solutions
- diverse needs
- healthcare complexity
- accuracy & timeliness
Social & structural determinants of health
- rural vs. urban
- limited access
- cost barriers
Social & structural determinants of health
- access to services
- economic disparity
- environmental degradation
Migration & refugees
- large-scale human migration
- border stresses & restrictions
- project-based careers
Resource scarcity & competition
- natural disaster
- increased frequency
- adaptation to
- alternative energies
- food sources
Environmental action
- climate change education
- resiliency planning
- behaviour change
Changing economic models
- international cooperation
- alternative energies
- taxation & market mechanisms
Democratization of information
- access
- open education resources
- remote access
- digital skills
Rate of technology advancement
- digitization of education
- AI/ML in the classroom
Rate of technology advancement
- increased online income
- demand for technical education
- skill redundencies
Rate of technology advancement
- innovation which scales
- accelerating solutions
Rate of technology advancement
- smart cities & campuses
- transportation
- future proofing
- IoT
Changing demographics
- aging population
- shifting industry requirements
Learner expectations
- flexible delivery and environments
- reputation
- playground too safe
Automation, AI & ML
- impact in the workplace
- job displacement
- increased productivity
AI & ML
- medical diagnosis
- drug discovery
- speed
- accuracy
Evolving workforce
- diversity
- wage gaps
- work-life balance
Responding to TRC
- decolonizing curriculum
- authentic commitment
- self-determination & governance
Intercultural environments
- immigration
- community building
- authentic respect & understanding
Social inequity
- access to tech
- bridging gaps
Social inequity
- public health
- income environment
- education
- mental health & wellness
Climate change
- adaptation
- mitigation
- human ecology
- resiliency planning
Urbanism
- interaction with built environment
- sustainable development
Concern for the future
- healthy effects
- increased student interest
- psychological impact
Phase 3 – Key elements
The Strategic Planning Steering Committee synthesized the data and concepts identified through the engagement sessions to develop the key components within the strategic plan, and tested those components with feedback from a Leadership Review Team, made up of the dean, associate deans, department heads and school directors and the dean’s office directors. The steering committee and Leadership Review Team worked together in a series of workshops to define the Faculty’s vision, mission, values, commitments and priority areas.
Phase 4 – Strategies
Priority Area Leads (associate deans and dean’s office staff leads) developed strategies within each priority area, and conducted a series of community consultations for each. Strategies were developed by asking what actions – identified by our commitments – do we take in each priority area to make an impact and realize success.
Phase 5 – Future-proof
The dean and staff leads formed an Analysis Team that strength-tested the strategic plan against uncertain futures. They looked to the most uncertain and most impactful drivers identified through the 20 engagement sessions to inform the development of four potential futures. Each future tests the strategies in our plan and identifies gaps or other mitigating actions to ensure a resilient, adaptable strategic plan.
“There will always be challenges to tackle even in a seemingly perfect world. The Faculty of Applied Science is aligned with the challenges of society and will have a role in all of the potential futures.”
Student, School of Engineering, Okanagan