The newly launched 2026-30 University Academic Plan (UAP) offers a set of shared principles to guide academic planning, decision-making and institutional priorities across the University for the duration of the plan.

Interim Provost and Vice-President Academic Laina Bay-Cheng sees the UAP鈥檚 principles as a foundation for shaping the University's future development.

"The University Academic Plan reflects where we want to go as a university and what principles will guide us in getting there," says Bay-Cheng. 鈥淚t reflects values that have been part of 91亚色 since its founding: an openness to ideas and possibilities and an investment in using those ideas and possibilities to contribute to the communities and world around us."

The UAP was developed through extensive consultation with students, faculty, instructors and staff. It builds on the significant achievements of the 2020-25 University Academic Plan and looks forward to future progress, including the launch of 91亚色鈥檚 School of Medicine, expanded experiential learning opportunities, stronger support for research and innovation, enhanced career readiness for students, responsible engagement with emerging technologies and continued leadership advancing the United Nations Sustainable Development Goals (SDGs).

The UAP is organized around six guiding principles designed to provide both direction and flexibility.

Translating the plan into actions and results will require a collective effort from across the University, says Interim President and Vice-Chancellor Lisa Philipps.

"The UAP belongs to the entire 91亚色 community," says Philipps. "Its success depends on how we bring these principles to life through our teaching, learning, research, service, partnerships and everyday interactions. Every member of the community has a role to play."

For faculty, staff, students and instructors, that begins with sharing their experiences and perspectives. Upcoming drop-in engagement sessions will give community members an opportunity to connect with each other about the purpose and potential of the UAP. The UAP is meant to be broad and inclusive enough that all 91亚色 community members can see a role for it in their work and a role for themselves in supporting 91亚色鈥檚 progress.

All 91亚色 community members are invited to attend the drop-in engagement sessions at the Keele, Glendon and Markham campuses over the coming weeks. Learn more about the sessions and what participants can expect.

For more information about the plan, visit the UAP website.

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C鈥檈st aujourd鈥檋ui que nous pr茅sentons le nouveau Plan strat茅gique 2026-2030 de l鈥橴niversit茅. Ce plan d茅finit nos orientations universitaires pour les quatre prochaines ann茅es. Il s鈥檃rticule autour de six principes qui guideront nos pratiques en mati猫re d鈥檈nseignement, d鈥檃pprentissage et de recherche, ainsi que nos interactions au sein de notre communaut茅 et avec le monde qui nous entoure.  

Le Plan strat茅gique de l鈥橴niversit茅 s鈥檃dresse 脿 l鈥檈nsemble de la communaut茅 de 91亚色, et nous avons toutes et tous un r么le 脿 jouer dans sa mise en 艙uvre.  

Lisa Philipps, pr茅sidente par int茅rim, et moi-m锚me animerons des s茅ances de discussions ouvertes sur chacun des campus. Venez en apprendre davantage sur les principes du plan, poser vos questions et partager votre vision quant 脿 l鈥檃venir qu鈥檌l peut contribuer 脿 fa莽onner. Pour en savoir plus sur le Plan strat茅gique de l鈥橴niversit茅, vous pouvez consulter le nouveau site Web du plan et lire l鈥檃rticle connexe sur YFile. 

Lundi 26 octobre, de 10 h 30 脿 12 h 30 
Rotonde du pavillon Vari 

 
Lundi 2 novembre 2026, de 9 h 脿 11 h 
Atrium 

听
Mercredi 11 novembre, de 13 h 脿 15 h听
Atrium du Centre d鈥檈xcellence听

Vos id茅es sont les bienvenues! Lors de ces 茅v茅nements, vous pourrez 茅crire vos souhaits pour le plan sur du papier ensemenc茅 et l鈥檃ccrocher sous le principe qui vous inspire le plus. Les papiers ensemenc茅s seront ensuite plant茅s sur nos campus afin que vos id茅es puissent prendre racine et germer, au sens symbolique comme au sens propre. 

Tous les membres du corps professoral, du corps enseignant, du personnel et de la population 茅tudiante sont les bienvenus. Aucune inscription n鈥檈st requise. Restez aussi longtemps que vous le souhaitez ou passez nous voir pour 15 minutes. Des rafra卯chissements seront servis. 

Au plaisir de vous y voir, 

Laina Bay-Cheng 
Rectrice et vice-pr茅sidente aux 茅tudes par int茅rim 

The post 91亚色 d茅voile le Plan strat茅gique de l鈥橴niversit茅 et invite la communaut茅 脿 y contribuer appeared first on YFile.

Alexander is a music director of the Kindred Spirits Orchestra and Orion Symphony Orchestra, and artistic director of the Markham Contemporary Music Festival and the International Music Competition. Having led hundreds of orchestral and operatic performances, he has built a reputation for championing artistic excellence, cultural exchange and opportunities for emerging musicians. Through his leadership, mentorship and community initiatives, he has helped expand access to the arts for more than 1,000 young people, including neurodiverse youth, at-risk youth and students from low-income families. 

鈥淔or more than three decades, Maestro Kristian Alexander has dedicated his life to advancing the role of music in education and social connection,鈥� said Brandon Vickerd, dean, (AMPD).  

鈥淭hrough his work as a conductor, educator, scholar and humanitarian, he has enriched the cultural life in Canada and around the world, inspiring audiences, artists and communities alike.鈥� 

Addressing graduands from AMPD and the Faculty of Liberal Arts & Professional Studies, Alexander reflected on a career spent building artistic institutions and creating new opportunities for musicians and audiences alike. 

He recalled his time as a young conducting student who envisioned a different kind of orchestra at a time when the practice was largely defined by tradition and established structures. 

"I wanted to develop an orchestra that could make its own artistic decisions, one that could operate according to a different model," he said. "There was no such orchestra, so I decided to create one." 

What began as an idea eventually grew into an internationally recognized organization, though not without setbacks and moments of self-doubt. The experience, he said, taught him lessons about perseverance, leadership and innovation. 

"You don't always have to find your place in an existing institution," he said. "Sometimes you can create the institution yourself, and sometimes the fact that something is difficult is precisely why it must be done." 

Almost 20 years later, he applied the same philosophy when he founded the Kindred Spirits Orchestra, despite warnings that the venture was too ambitious or unlikely to succeed. 

"When you believe in an idea, you must have the courage to make it happen and trust that others will join you," he said. 

Alexander noted that creating something new is only one part of the process; equally important is ensuring it can grow, adapt and continue to evolve through the contributions of others. 

"As graduates, you have enormous opportunities to create, but creation is not about keeping something under your care forever,鈥� he said. 

鈥淭here comes a point when the most important thing you can do for what you have created is to allow others to shape it, to carry it forward, to make it their own.鈥� 

That philosophy informed his advice to graduands preparing to enter an uncertain and rapidly changing world. Rather than feeling constrained by traditional career paths, he encouraged them to recognize the possibilities that emerge when existing models no longer meet people's needs. Alexander encouraged graduands to think big and to see uncertainty as an opportunity for innovation.听

鈥淵ou have spent all of these years learning how to create, to imagine, to question, to experiment, to make something real,鈥� he said. 鈥淣ow you are standing at the beginning of something higher. A world that is waiting for you.鈥� 

Alexander concluded by urging graduands to trust their ideas, take risks and embrace the responsibility of building the future. 

"When you leave here today, carry two questions with you: What is missing, and what could I create?" he said. "Don't wait for permission. Don't wait for the right moment. Don't wait until you feel completely ready. 

"Create what doesn't exist. Nurture it. Build it. Give it everything you have." 

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Graham's career has spanned more than five decades across the financial services, technology and automotive sectors. He was the founding chief executive officer of Proponix Inc., a global financial technology company, and previously held senior leadership positions with Citibank in Canada and Asia. 

As a Schulich alum, Graham has been a key contributor to the University. Serving for more than two decades as president of the Schulich Global Alumni Network, Graham has supported generations of students through mentorship, philanthropy and alumni engagement. 

Introducing him during convocation, Schulich Associate Professor Emerita Lorna Wright described him as "one of the school's most dedicated and influential alumni" and highlighted his long-standing commitment to creating opportunities for others. 

"Bill's legacy can ultimately be measured not only by the distinguished career he built, but by the many people he has helped along the way," she said. 

In his address to graduands, Graham reflected on the two lasting gifts Schulich provides its graduates: access to a global alumni network and a foundation in responsible business leadership. 

He encouraged graduates to view the school鈥檚 network of more than 38,000 alumni as a valuable resource for building relationships, accessing advice and learning from others鈥� experiences.  

鈥淥ver the last 40 years, I've used this network extensively, and what I found in almost all the cases were alumni who were willing to connect with me and build a relationship because it was valuable to them as well,鈥� he said.   

Graham reminded graduands to support future generations of alumni and students. 

"It is important to recognize that this ... is reciprocal," he said. "It comes with a responsibility to give back, support and advise your fellow alumni and future students." 

Turning to the lessons he learned throughout his own journey, Graham reflected on his career in global financial services, using the rise and fall of Citibank and Citigroup to illustrate why responsible business practices, ethical leadership and a commitment to society are essential to long-term success. 

鈥淚t's not just the right thing to do; it is the smart and successful thing to do,鈥� he told graduands, encouraging them to carry the principles of responsible business into their professional and personal lives. 

Successful organizations must look beyond financial performance to consider their employees, governance, ethics, the environment and the communities in which they operate, he said. While generating profits remains important to sustaining a business and attracting investment, he cautioned against making shareholder returns an organization's sole priority. 

鈥淲hen that becomes your only focus, that so-called shareholder model drives adverse behaviours as well as negative value and cultural shifts that benefits no one, including the shareholders,鈥� he said.听

He recalled the cultural and leadership shifts that contributed to the 2008 financial crisis and said that organizations can lose sight of their purpose when financial performance becomes the sole measure of success. 

"It is said that we learn more from our failures than from our successes, and we did learn from the failures of 2008," he said. 

Graham noted the crisis accelerated the rise of modern responsible business practices, which seek to strengthen the relationship between business and society while creating sustainable value. 

Addressing the next generation of leaders, he emphasized that the principles taught at Schulich and 91亚色 will only matter if they choose to apply them. 

In closing, Graham reminded the graduating class to use knowledge and responsibility to shape the future. 

"You are now going to be those people. You are now going to be those leaders," he said. "Schulich has given you the tools. Now go out and use them." 

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Born in Scotland, MacKenzie immigrated to Canada during childhood where he was raised in Duncan, B.C. He studied at the University of British Columbia, where he earned a BA and continued his study of philosophy at Cornell University, where he earned a PhD.

He joined Glendon College as a professor of philosophy in 1967 during the formative years of 91亚色 and one year after the Glendon campus was officially inaugurated. 

MacKenzie's work explored logic, social contract theory, utilitarianism and the structural aspects of human thought. His teaching and research centred on evaluating how humans construct logical arguments, detecting flaws in reasoning and examining principles of social justice 鈥� specifically drawing from John Rawls's theories. He published and lectured on these topics, making important contributions to the field of philosophy. 

His work often intersected with that of his wife, Ann MacKenzie, who also served Glendon as an associate professor of philosophy. The couple collaborated on several projects, specifically for historical research philosophical concepts. 

In addition to听his scholarship, MacKenzie was deeply rooted in the community and identity of Glendon College. He was also immersed in community life, participating as a member of the Glendon Faculty Soccer Team.听

In June 2026, the Ann and Nollaig MacKenzie Award for undergraduate students was formally presented to the 91亚色 Senate. The award, established by Glendon graduate Robert Stainton (BA'87, Hon. BA'88) to honour the MacKenzies as his professors and advisors. It will support undergraduate students at Glendon who are in good academic standing and demonstrate financial need. 

After retirement, MacKenzie returned to Vancouver Island. He spent those years with family and friends, and learning how to play the piano. 

He is survived by his Ann, his wife of 58 years, and his brother Will (Sandra), sister Winnie and sister Fiona Middlemiss (Barry), seven nieces, two nephews, grand nieces and nephews, and great grand nieces and nephews.  

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Craig Heron, professor emeritus at 91亚色, was quoted by CBC News Oct. 17 and in the Oct. 18.

Patricia Lakin-Thomas, professor at 91亚色, was quoted by CTV News Oct. 16.

Gerard Naddaf, professor emeritus at 91亚色, authored an op-ed published by the Cape Breton Post Oct. 16.

Joel Lexchin, associate professor at 91亚色, co-authored an article in The Conversation Oct. 8.

Lyndsey Rolheiser, researcher at 91亚色, was featured by Taproot Edmonton Oct. 16.

Ellen Bialystok, Distinguished Research Professor of Psychology at 91亚色, was mentioned by TakeToNews Oct. 18.

Paul Delaney, professor emeritus at 91亚色, was quoted by CTV News Oct. 20.

Amir Asif, 91亚色鈥檚 vice-president of research and innovation, was quoted in Village Report Oct. 20.

Lesley Jacobs, 91亚色 professor emeritus, was featured by Law360 Canada Oct. 20.

Research from 91亚色 was featured by Zero Hedge Oct. 21.

See more ways 91亚色 is making headlines at听News @ 91亚色.

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Dear 91亚色 community, 

Today we launch 91亚色's new 2026-30 University Academic Plan (UAP). The UAP sets our academic direction for the next four years, built on six principles that will guide how we teach, learn, research and engage with each other and the world beyond 91亚色.  

The UAP is a plan for the entire 91亚色 community, and we all have a role to play in bringing it to life.  

Interim President and Vice-Chancellor Lisa Philipps and I will host drop-in engagement sessions on each campus. Join us to learn more about the plan's principles, ask questions and share your hopes for where the UAP can lead us. You can also explore the new UAP website and read YFile to learn more about the plan.

听
Monday, Oct. 26, 10:30 a.m. to 12:30 p.m.听
Vari Hall Rotunda听

听
Monday, Nov. 2, 9 to 11 a.m.听
Atrium听

听
Wednesday, Nov. 11, 1 to 3 p.m.听
Centre of Excellence (COE) Atrium听

Bring your ideas. At the events, you can write your hopes for the plan on seed paper and post them under the principle that speaks to you. The seed paper will later be planted on our campuses, allowing those ideas to grow both symbolically and literally. 

Faculty, staff, students and instructors are all welcome and no registration is required. Stay a while or drop by for 15 minutes. Light refreshments will be served. 

I hope to see you there. 

Laina Bay-Cheng 
Interim Provost & Vice-President Academic 

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WWF-Canada named 91亚色 as one of seven Canadian post-secondary institutions recognized for translating environmental commitments into conservation initiatives, learning opportunities and community action.

During the 2025-26 academic year, 91亚色's Office of Sustainability, Facilities Services, Biodiversity Working Group, faculty, student organizations and community partners worked collaboratively to advance initiatives spanning ecological restoration, biodiversity conservation, sustainable food systems and environmental leadership.

91亚色 is transforming its campuses into places where environmental action is not only studied but put into practice, says Nicole Arsenault, director, Office of Sustainability. Students, staff, faculty and community members participated in biodiversity monitoring, pollinator garden stewardship, sustainable food programming at the Maloca Garden and Earth Month activities.

Those efforts translated into hands-on sustainability learning and measurable action across 91亚色鈥檚 campuses, including the planting of close to 400 trees and campus cleanups that collected 36 bags of litter.

鈥淥ur campuses are important places for both learning and biodiversity,鈥� says Arsenault. 鈥淓arning the Living Campus certification for a third consecutive year reflects 91亚色鈥檚 ongoing approach to sustainability as something we put into practice across our campuses."

WWF-Canada highlighted 91亚色鈥檚 biodiversity work, including the planting of native vegetation to restore an area of Glendon Campus affected by a water main break.

The University鈥檚 wider habitat enhancement work included naturalization, invasive species management, biodiversity monitoring and stewardship of campus green spaces.

As well, students and staff recorded more than 200 species observations during two inventories of plants, wildlife and other biodiversity on campus.

The Sheila Colla Pollinator Garden 鈥� a memorial garden celebrating the late 91亚色 Professor Sheila Colla 鈥� provides another example of biodiversity in action, bringing together research, remembrance, community participation and conservation to create habitat for pollinators at 91亚色.

Through these initiatives, Arsenault says 91亚色 community members developed knowledge and skills related to ecological restoration, waste reduction, biodiversity conservation and sustainable food systems.

鈥淏y bringing together students, faculty, staff and community partners, we鈥檙e creating opportunities for hands-on learning while restoring habitat, supporting biodiversity and advancing the goals of 91亚色鈥檚 Sustainability Strategy 2030," she says.

The work advances priorities identified in 91亚色鈥檚 Sustainability Strategy 2030, Sustainability Policy, University Academic Plan and Well-being Strategy, as well as its commitment to the United Nations Sustainable Development Goals.

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