10
a dream to call our own
Excellence in governance and organizational management are pillars
of the Université de Moncton’s mission. We must strive to implement
processes for decision-making, management and control that lead to
accountability and transparency in organizational governance. The
discharge of our mandate and mission in the areas of education and
research must be supported by budgetary and administrative processes
that support these objectives. At the three campuses, we must manage
available resources efficiently and responsibly. We must harmonize
investments and the allocation of our limited resources with the
institution’s strategic priorities.
It is essential that we periodically review the university’s mechanism for
governance as well as its operational and decision-making processes.
Renewing the governance framework and adopting the best practices
available in the university environment will go a long way to ensuring
open and sound management.
The quality and reputation of a university is first and foremost determined
by the capacity of its human capital to develop and transmit knowledge.
However, we must also bear in mind that the accomplishment of a
university’s mission needs to be supported by rigorous governance
objectives and responsible and transparent management.
A dream to call our own
At its November 30
th
meeting in Moncton, the Board of Governors adopted a
strategic plan to chart the course of the institution’s future until 2020. Entitled
Un rêve qui nous appartient (A dream to call our own), the plan stems from a
vast consultation process that mobilized the entire university community.
Strategic plan: one step further
On June 7, 2014, the university took another step in implementing its
strategic plan. The Board of Governors’ governance committee tabled a
work plan that provides for the undertaking of 18 projects grouped under
nine themes. The Board intends to adopt best practices, a governance
structure and a code of conduct for its members. It also plans to put forth a
compensation policy for the institution’s senior management.
Forestry training recovery plan
On July 1
st
, 2013, the Faculty of forestry’s academic and administrative
structures were amended. Now a school under the dean of studies, the
former faculty is headed by a director (no longer a dean). Then in August,
the Academic Senate adopted the recommended amendments to the
forestry program to make the program more attractive and to conform to the
program reconfiguration parameters. Finally, the recruitment officer position
was regularized as recommended in the Godbout Report.
PRIORITY
5
Excellence in governance and
organizational management
