Strategic Initiatives and Reports

Truth and Reconciliation Strategic Action Plan

Canada’s Truth and Reconciliation Commission (TRC) has called post-secondary institutions to action to help bridge the educational attainment gap within one generation. UNB’s TRC Strategic Action Plan identifies short- to long-term priorities for the rightful recognition of Indigenous peoples and cultures on our campuses, which themselves lie on traditional Wolastoqey lands.

The TRC Strategic Action Plan was developed in consultation with our community in the spirit of reconciliation and knowledge-sharing. It consists of ten points that aim to increase the presence and visibility of Indigenous leadership, knowledge and culture across our campuses.

Experiential Education: New Opportunities for Transforming the Student Experience

Experiential education opportunities have a clear role to play in our efforts to provide an exceptional and transformative student experience and in our efforts to build a better province. These opportunities can exist in a variety of formats, including co-operative education, internships, placements, study abroad, research assistantships and service learning.

This project was undertaken to gain an understanding of current experiential education opportunities at UNB and to make recommendations to enhance the role of experiential education in UNB's exceptional and transformative student experience. The following reports demonstrate the evolution of this theme, from the 2014 UNB report through to work done by the Provincial Task Force on Experiential Education and finally the report of the President’s Advisory Group on Experiential Education.

Experiential Education Reports

Economic Impact Assessment

This study investigates the economic impacts created by the University of New Brunswick on the provincial economy and the benefits that the university generates in return for the investments made by its key stakeholder groups - students, society, and taxpayers.

President's Report to Senates

In September 2014, Dr. Campbell began creating monthly reports for our two Senates. The reports highlight some of UNB's recent accomplishments and provide updates on strategic planning initiatives such as Experiential Education, the creation of the Strategic Research Plan, the 'Why UNB?' Brand Project and fundraising campaign.

Internally Restricted Funds Ad Hoc Committee Report (April 2015)

The mandate of the Ad Hoc Committee on Internally Restricted Funds was to explore and understand Internally Restricted Funds as reported on the university's audited financial statements for the fiscal years ending April 30, 2011 to 2014 inclusive. 

Disruptive Technology (April 2015)

Posted here is the final report of the President's Steering Committee on Disruptive Technology. The report is also located on Disruptive Innovation. The bi-campus steering committee was formed in February 2013, to advance university understanding regarding disruptive forces in higher education, and to promote collaboration and discussion around the advances, and potential issues and opportunities. This report includes several recommendations and summarizes the activity of the committee. The report recommends that the work in this area be carried forward by the Centre for Enhanced Teaching and Learning (Fredericton), the Centre for Teaching and Learning (Saint John), the Joint AUNBT/UNB Impact of Technology Committee, the College of Extended Learning and all faculties and departments on both campuses.

Recruitment Organizational Review (Aug. 2014)

The Deloitte consultancy undertook an examination of UNB's recruitment efforts, completing its work earlier this year. Posted here is a public version of the report, with confidential information removed to conform to the Right to Information and Protection of Privacy Act.

Senior Administration Responsibility Review Report (June 2014)

As directed by the senior administration and the Board Executive Committee, an external review team consisting of three senior administrators in the Canadian university sector examined the distribution of duties, responsibilities and authority among the president and vice-presidents at UNB. The report of the senior administration responsibility review outlines the external committee's suggested recommendations.

The university community was invited to provide feedback on the suggested recommendations through email and hard copy. All personal information and comments have been converted into an anonymous form. The converted anonymous comments are captured in a What We Heard executive summary.

The University Management Committee (UMC), now known as the President's Executive Team (PET), has formulated a response to the recommendations and implementation of the agreed-upon recommendations are in progress.

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