Strategic planning | Mount Allison

Strategic Roadmap

The Strategic Roadmap lays out a direction for Mount Allison centred around four main pillars:

  • academic differentiation
  • the Mount Allison student experience
  • a 21st-century learning environment
  • a community-minded university

Campus Master Plan

Beginning with a single academy building, the Mount Allison campus has evolved and changed over time and currently includes 38 buildings on 72 acres.

In order to maintain and support the quality of the Mount Allison experience for current and future students, we must ensure the sustainability of our physical environment.

The Campus Master Plan helps establish priorities for campus infrastructure so we can move ahead with improvements in a planned way. It also seeks to determine and anticipate the University community's needs over the next number of years.

The current campus plan was completed in 2002 and updated in 2016-17. The update was developed with the assistance of a consultant whose expertise is in campus planning.

More about the Campus Master Plan

In 2002 the Board of Regents approved a Facilities Master Plan.

The plan helped:

  • ensure that maintenance and construction work would be carried out in a co-ordinated fashion
  • provide guidance on how to meet the University’s evolving program needs
  • assess the condition of facilities and space requirements

The core of the plan was that the campus would be divided into three primary areas:

  • Residential area: Residences and the dining hall would be concentrated on the north side of campus
  • Academic area: The central block of campus would be dedicated to academic and administrative functions
  • Student life area: Student life facilities, such the student centre and recreation and athletic facilities, would be concentrated on the south side of campus

Projects completed to date

Renovations and new construction

  • Construction of Campbell Hall (2005)
  • Renovation and opening of the Wallace McCain Student Centre (2008)
  • Construction of the Purdy Crawford Centre for the Arts (2014)

Space rationalization

  • Administrative services consolidated in Centennial Hall
  • Student services consolidated in the Wallace McCain Student Centre
  • Fine Arts and Drama Studies consolidated in the Purdy Crawford Centre for the Arts
  • Hammond House restored as the President’s residence and former President’s residence sold
  • Since 2000, the following infrastructure has been decommissioned, is being maintained by a budget other than the operating budget (ex. Anchorage is now a residence and falls under the ancillary budget), or has been sold to a third party:
    • Allison Gardens (arena)
    • The Anchorage
    • Baxter House
    • Cranewood
    • Cuthbertson House
    • Hillcrest House
    • MacGregor House
    • Sprague House
    • University Centre


Current facilities and square footage

Academic, administrative, facilities, and recreation
Total square footage: 689,770

Building/facility Year built Square footage
Athletic Centre 1961 53,168
Athletic Centre trailers    
(Social Sciences and Ron Joyce Centre for Business Studies)
1958 36,073
(Chemistry and Biochemistry)
1967  57,856
Bennett (Computing Services) 1956 10,246
Centennial Hall
(administrative offices)
1883 17,441
Chapel 1965 10,427
Colville House 1879 3,500
Convocation Hall 1966 48,563
Crabtree (Psychology, Modern Languages and Literatures) 1979 43,504
Daycare 1954 3,150
Facilities Management 1931 4,144
Fawcett Building 1960 5,732
Flemington (Biology) 1931 32,008
Gairdner (research facility) 1965
Hammond House (President's residence) 1896 10,025
Hart Hall (Arts)  1910 38,000
Heating plant 1931 2,583
Marjorie Young Bell Conservatory of Music 1966 31,165
Owens Art Gallery 1895 22,545
 President's Cottage 1857 6,468
 Purdy Crawford Centre for the Arts (Drama and Fine Arts) 2014 52,000
Ralph Pickard Bell Library 1970 76,243
Sir James Dunn Building (Aviation, Physics, Math & Computer Science) 1957 36,154
Wallace McCain Student Centre 1944
Wetlands Research Facility 2000 4,807

Residence buildings
Total square footage: 338,103 

Residence Year built Square footage
The Anchorage 1893 5,434
Bennett House 1958 18,660
Bermuda House and Hammond Studio 1920 9,196
Bigelow House 1958 18,660
Campbell Hall 2004 64,000
Carriage House 1893 3,300
Edwards House 1968 19,883
Harper Hall 1964 57,150
Hunton House 1958 18,660
Jennings Hall 1965 22,000
Pavillion Bousquet (Monastery) (closed) 1920 9,200
Thornton House 1969 20,310
Windsor Hall 1962


Strategic Research Plan

The Senate Research and Creative Activities Committee developed the University's Strategic Research and Creative Activities Plan (pdf), which was approved by Senate on Nov. 15, 2016 and most recently updated in September 2021.

The plan identifies:

  • strategic objectives and action items to increase the capacity for research and creative activity success at Mount Allison University
  • strategic areas of research intensity and emphasis which guide future nominations and appointments in the Canada Research Chairs (CRC) program and which justify future investments through the Canada Foundation for Innovation (CFI)

The plan also outlines areas of research intensity and emphasis — thematic areas where Mount Allison has a critical mass of researchers and impact or where there are latent and emerging opportunities.

Student Affairs Strategic Plan

The Student Affairs Strategic Plan was established in 2016.

Mission statement and guiding principles

Mission statement

Work collaboratively to provide supportive and challenging experiences that lead to the holistic development of students.

Purpose and guiding principles

  • Complement and reinforce the academic mission through innovative learning support programs
  • Individually and collectively embrace diversity and support inclusion
  • Open up the dialogue about health, wellness, and mental health
  • Support the growth of co-curricular, experiential, and service learning
  • Challenge students to become leaders as local and global citizens
  • Facilitate mentorship opportunities for students to actively participate in research and creative activities
  • Offer enriching international experiences and study abroad options
  • Become identified as a destination of choice for international students and scholars
  • Enable students to pursue their studies through proactive and responsive academic, financial, and social support
  • Contribute to a well rounded, positive student experience
  • Work collaboratively with faculty and staff to support the Student Affairs mission
  • Support the social, cultural, spiritual, academic, and leadership development of students
  • Foster and ensure a safe and respectful campus
Student recruitment and retention


  • A multi-year Strategic Enrolment Management Strategy
  • Identify barriers and build student persistence
  • Outreach strategies for aboriginal, first generation, transfer students
  • Develop an internationalization strategy
  • Scholarship and Financial Aid Impact Assessment


  • Develop an integrated marketing and recruitment plan
  • Retention analysis and framework
  • Develop a plan focusing on first year retention
  • Retention of Meighen Centre students
  • Analyze enrolment trends and prepare enrolment projections based on institutional and external data
  • Work with alumni on recruitment initiatives
  • Collaborate with faculty on recruitment
  • Work with Athletics on recruitment and retention
  • International recruitment — student mobility
  • Analyze impact of scholarship and financial aid on conversion and retention

Action areas

  • Work with Marketing and Communications and Admissions on a national, regional and international recruitment plan
  • Work with Early Alert Advisory Group on retention initiatives
  • Introduce Students of Concern Case Team
  • Data generation and analysis by Institutional Research & Enrolment Analysis (IA) and Financial Services
  • Co-ordination of activities between Admissions and alumni
  • Identify specific program areas for recruitment
  • Work with indigenous affairs co-ordinator and departments on outreach initiatives
  • Identify target markets

Measures of success

  • Strategies and tactics to be implemented in 2015-2016 and beyond
  • Achieve enrolment targets
  • Improved retention rate for first year students
  • Improved retention for international students
  • Improved support services and retention
  • Data used to inform strategy and decision-making
  • Number of engaged alumni and prospective students
  • Increased prospects and applications
  • Achieve goals as outlined in Athletics Strategic Plan
  • Improved access for students
  • A diversified international student population and expanded international activities
  • Financial support contributing to recruitment, retention, and student success
Academic experience


  • Support student success and academic progression
  • Co-ordination, collaboration, and sustainability of academic support services
  • Contribute to experiential education
  • Support student mobility and international experiential learning opportunities
  • Profile student research in recruitment messages
  • Online modules for academic support and academic integrity
  • Support academic accommodations for students with disabilities


  • Analysis of academic progression and graduation rates
  • Develop a model for academic support services
  • Assist students with skills acquisition
  • Student support and faculty liaison

Action areas

  • Academic advising and  Student Affairs to develop a model for academic support services
  • Career services co-ordinator to work with academic departments
  • International Affairs to liaise with academic departments on new international initiatives
  • In collaboration with academic support services provide students with access to support online

Measures of success

  • Interventions designed to support student success.
  • Student-centered services, programs, and resources to support academic success
  • Increased participation and skills enhancement in experiential learning opportunities
  • Expand selection of international options for students, faculty, and staff
  • Enhanced profiles of student-faculty interactions
  • Student-centered online resources to support student success
  • Enhanced awareness of resources for students with disabilities
Integrated extracurricular experience


  • Develop integrated reflective, extracurricular learning experiences
  • Support diversity and inclusiveness programming
  • Align student programming with the President’s Speaker Series
  • Comprehensive health, wellness, and mental health strategy


  • Design Orientation and training sessions on themes of inclusion and diversity
  • Involve residence students, MASU clubs in the key themes
  • Accessible resources and programs for health and wellness

Measures of success

  • Inventory and tracking of experiential learning opportunities
  • Campus culture
  • Improved NSSE results
  • Increased student participation in President’s Speakers Series
  • Recommendations for mental health implemented
Faculty experience, teaching, research service


  • Collaborate with faculty on co-curricular and experiential programming
  • Engage with faculty in supporting the classroom experience
  • Support volunteer and service-learning
  • Promotion of academic support services


  • Match students with opportunities
  • Create incentives for experiential learning
  • Resources for dealing with complex student cases (mental health, accommodations)
  • Enhanced community engagement amongst students
  • Greater awareness and utilization of resources

Measures of success

  • Increased student participation
  • Alignment of Students Affairs programs with academic mission
Organization and capacity for sustainability and quality


  • Identify external sources of funding and potential donors
  • Engage MASU in priorities
  • Review services for effectiveness and efficiency


  • Quality and sustainability in Student Affairs services and programs
  • Identify student needs and recommendations
  • Assess what we should stop, keep, change, or start

Measures of success

  • Additional external resources to support Student Affairs goals and priorities
  • Engaged students and student satisfaction
  • Assessment of Student Affairs programming
Governance accountability performance


  • Introduce performance review and planning within Student Affairs
  • Conduct NSSE survey
  • Policy and protocol development
  • Performance metrics aligned with the strategic statement


  • Use tools to set goals and monitor performance
  • Measure student engagement
  • Review and revise student governance, sexual assault policies
  • Develop students of concern, crisis management protocols

Action areas

  • Further develop risk management processes (student events, students at risk, judicial processes)
  • Develop and report on performance measures and benchmarks for Student Affairs units

Measures of success

  • Clearly articulated plans, ongoing assessments
  • Mitigate risks and outline transparent policies and protocols
  • Continuous improvement through assessment and evaluation

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