Strategic Visioning Project Overview
The strategic visioning process is designed to ensure broad engagement across the university community while maintaining clear governance and accountability. It will result in both a near-term action plan for 2027–2032, and a longer-term vision and direction through 2042.
Project Timeline
The vision will be developed throughout 2026, with its formal launch and phased implementation beginning in spring 2027.
Phase 1
Launch and Community Mobilization
Phase 2
Community Engagement and Working Group Deliberations
Phase 3
Drafting and Community Feedback
Phase 4
Final Vision and Implementation Roadmap
Phase 5
Academic and Administrative Unit Alignment
Steering Committee
The Steering Committee provides overall strategic leadership for the visioning process. It establishes the parameters for the work, integrates input from across the university and advises the President on the final vision and plan. The committee also provides guidance on priorities, feasibility and implementation once the plan is approved.
Membership
- President and Vice-Chancellor — Chair
- Towards Carleton@100 Project Lead
- Provost and Vice-President (Academic)
- Vice-President (Students & Enrolment)
- Vice-President (Research, Innovation and International)
- Vice-President (People, Finance and Operations)
- Chief of Staff and Director, Government Relations
- University Secretary and Chief Governance Officer
- Chief Communications Officer and Associate Vice-President (Communication and Public Affairs)
- Two deans representing Humanities, Social Sciences and Business
- Dean representing Natural Sciences and Engineering
- Associate Vice-President (Human Resources) and Chief People Officer
Working Groups
The Towards Carleton@100 visioning process is organized around five strategic directions, each explored by a dedicated working group. These groups are responsible for forward-looking, evidence-informed analysis that will guide the university’s direction.
These groups bring together students, faculty and staff to examine priorities, opportunities and challenges in their areas while addressing cross-cutting issues such as financial sustainability, equity, diversity and inclusion, reconciliation and Indigenous engagement, and technological change.
Membership
- Academic Co-Chair
- Administrative Co-Chair
- Two to four faculty members
- Two to four administrative staff members
- Two students (one undergraduate, one graduate)
Student Experience
Access, belonging, success, well-being and lifelong connection.
Teaching and Learning
Reimagining pedagogy, program innovation and educational excellence.
Community Engagement and Partnerships
Strengthening reciprocal relationships locally, nationally and globally.
Research and Scholarly Impact
Advancing discovery, creativity and global influence.
Institutional Health and Sustainability
Ensuring long-term viability through resilience and inclusive excellence.
Project Management Team
A core project management team supports the overall process and ensures coordination, momentum and accountability. The team oversees planning, consultation, communications and reporting, and supports the work of the Steering Committee and working groups.
