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Frequently Asked Questions

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General Information | The Focus | Organization and Consultation

General Information

What is the Strategic Reframing Initiative (SRI) and what is its purpose?

The SRI will transform the way we work, in order to create more resources for the university and to make more efficient use of those we have. The end goal is to raise our performance as one of the world's best universities, so that we can carry out our mission of teaching, research and community service to the best of our potential. 

What is the SRI doing and what are its timeframes?

The initiative was launched in the fall of 2010. Five working groups began looking for ways to help McGill ensure that its activities and processes are aligned with its goals. They reported their findings and recommendations in the winter of 2011, and the McGill senior executive team will incorporate their work into a list of projects for implementation by early spring.

When we present McGill’s annual budget (Fiscal Year 2011-12) in April 2011, we’ll include more detailed information on the SRI implementation plan, including resource requirements for individual projects and expected benefits. Consultation with the McGill community will be ongoing, and we’ll work hard to ensure that all voices are heard.

Money is already tight. Why undertake another project right now?

Now is the time for the SRI precisely because money is tight. Unless we find more resources to enable us to carry out our strategic goals, McGill will be unlikely to maintain its position as one of the world’s best universities.

The SRI will support the considerable work that has already been undertaken by strategic planning initiatives such as the Principal's Task Force on Student Life and Learning, the Principal's Task Force on Excellence, Diversity and Community Engagement, the Strategic Academic Plan, Campaign McGill and the Master Plan. We aren't changing our goals as defined in these strategic plans; we are instead finding better ways to work to allow us to carry them out more quickly and efficiently.  

Two graduates of McGill who work for McKinsey have generously donated their time free of charge to make this project a reality. 

How will this project affect staff and students at McGill?

It’s too early to pre-suppose outcomes at this stage of the process, but the overall direction is clear. We are looking to find cost savings, to make our workplaces more efficient and creative, and to increase revenues. The process is being undertaken to give students, faculty, and administrative/support staff the capacity to help make our goals a reality. (See "Why the SRI Matters" for more.) We will report on the recommendations and implementation plans coming out of the working groups as they are developed, and these will make clear the impact on our community. 

Why the focus on re-framing?

We already have strategic directions, as laid out in the strategic plans mentioned above. What we now need to do is re-calibrate how we’re approaching those goals. How can we bring greater focus to these priorities? How can we speed up progress? Are there new/creative approaches that we should be pursuing?

The Focus

What is the SRI focusing on?

The SRI aims to accelerate progress in two general areas:

  • Closing the funding gap between McGill and our peer universities.
  • Boosting levels of quality, performance and overall efficiency in operations.

What are the specific challenges to be addressed?

We are looking closely and thoroughly at how we work – and how we can work better – in five key areas:

  • Cost Efficiencies: The “Cost” team has been challenged to look for efficiencies in McGill’s operations and find ways to either save costs or generate new revenues. They have explored more than 60 wide-ranging opportunities, including driving savings through energy conservation programs, strengthening processes for campus-wide IT and procurement activities, and introducing new summer educational programs. Over the next several weeks, top priority projects will be announced then rolled out beginning in early May.
    Working group composition

  • Enrolment Mix: The EM team has developed a tool kit for deans and other academic administrators to help with enrolment decisions. They are also proposing a shared decision-making process, so that chairs, deans and the provost can work collaboratively to set enrolment targets and timeframes and to share resources, within the context of an overall university plan. A strong enrolment planning framework (for undergrads, professional graduates and research graduate students) will mean better support for students at all levels ---from funding to learning facilities to graduate supervision.
    Working group composition

  • Performance Enhancement: PEG (Performance Enhancement Group) has been looking at the overall budgeting process with the goal of building in stronger incentive programs for Faculties and Units. The plan is to devolve some responsibility and accountability to the local level, with units then able to share in the gains (or costs) of some of their decisions. Additionally, PEG is looking at ways to better support “individual” performance at McGill, including mentorship, training and career development programs.
    Working group composition

  • Philanthropy: The Philanthropy team has been charged with finding ways to ensure sustainable and successful fund-raising, through and beyond Campaign McGill. On an annual basis, Development and Alumni Relations raises close to $70 million in philanthropic support for the university. The group has been reviewing organizational structures, resources and processes of top comparators to help re-align McGill’s fund-raising operations and close in on a goal of close to $100 million.
    Working group composition

  • Transformative Research and Innovation: The TRI team’s goal is to recapture McGill’s research leadership in Canada and to boost our impact internationally. The team has been focused on ways to attract more research funding to the university, including non-government sources such as foundations, not-for-profits and industrial support. A key area of focus is also the delivery of high-quality and timely support to researchers, faculties and research administrators.
    Working group composition

    • Why were these five areas chosen?

    We’re exploring these topics because they’re all vital to our long-term success, and also because improvements in these areas will bring concrete results – not just in the long run, but in the short- and medium-term too.

    Organization and Consultation

    How is the SRI organized?

    A steering committee, chaired by Principal Heather Munroe-Blum, is providing oversight and direction. Pierre Moreau, Executive Director of Senior Advisor (Policy Development) in Planning and Institutional Analysis, is leading the SRI Project Management Office. In addition, two McGill alumni from McKinsey and Co., one of the world's leading consulting companies, are providing their expertise free of charge.

    Each of the five working groups has a chair:

    Who else is participating?

    In total, about 70 people from sectors of the university are members of the working teams.

    If the SRI is looking at all sectors of the university, why hasn’t my department been consulted?

    It will be. Many other individuals and groups from the university community will become involved as the teams seek information and input to formulate the implementation plans coming out of the working groups' recommendations.

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