Introduction to the 2017-2021 Strategic Plan Review

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Sigma was provided with the draft 2016 operating plan as well as the 2017 – 2021 Strategic
Plan in the form of Excel spreadsheets in September 2016.
On December 4th, 2016, Sigma received a revisited 2017 – 2021 Strategic Plan from the
Strategy and Future Department (now Strategy and Future).
To date, none of the 2017 – 2021 Strategic Plan documents are approved, and Sigma
was informed on December 12th, 2016 that there are no SMART individual objectives set.
In the absence of individual objectives, Sigma is not in a position to provide a detailed
review of the strategic alignment of the 16 departments within the Strategy Implementation
project scope. However, we have made a number of objectives in relation to the 2017-2021
Strategic
The number of strategic KPIs and operational KPIs is generally low except for 2 departments
(Information Technology, and Strategy and Future).
w Some departments have an unusually low number of KPIs (Campus Services, Internal
Audit, Library and Learning Commons, Office of Graduate Studies, Research Office)
w Two departments have non KPIs for 2017 (Faculty Affairs, Student Success).
w Generally the operational KPIs are established with conservative targets, are of a more
‘day to day’ nature and are not defined in a SMART way (the metrics are generally
poorly defined).
The following chart provides a comparison of KPIs by department for 2016 and 2017
following the Phase I mandate to implement KPIs for all departments.

Summary OF EU Strategic Plan 2017 -2021

Strategic Objective (SO)
SO #1: Prepare qualified graduates in an innovative and supportive educational environment
who demonstrate academic excellence and leadership skills
SO #2: Enhance the leadership role of the University in scientific, research and development
in ways that contribute to a knowledge-based economy
SO #3: Demonstrate institutional and academic excellence through national and international
accreditation programs
SO #4: Ensure provision of all administrative services in compliance with quality,
efficiency and transparency
SO #5: Enhance the culture of innovation and creativity (within the institutional environment)

The above table shows the number of 2017 Strategic KPIs and Unit Operational KPIs
for each department with a comparison with 2016.
Observations: There is an increase in the number of units Operational KPIs (+23%) and
Strategic KPIs (+83%).
The Strategic Objective No. 4 (Ensure provision of all administrative services in compliance
with quality, efficiency and transparency) is expectedly representing 50% of the
total Strategic and Operational KPIs proposed for the Administrative and Academic support
departments.
Overall, our observations suggest that the current set of KPIs are somehow allowing for
‘business as usual’, but will not help EU to fundamentally change.

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