A strong commitment to equity, diversity, inclusion and anti-racism

It has been quite a year so far, hasn’t it? A time of change, challenge and opportunity, for sure, and I see Acadia as a place of hope too where, collectively and collaboratively, we can make a difference. As much as people tend to think of Acadia as being nestled in the Annapolis Valley and somewhat immune to the hustle, bustle and consequence of external circumstances, nothing could be further from the truth. We are continually invested in and engaged with matters occurring around us, assessing their impact, interpreting their value, and determining reasonable and strategic paths forward to ensure our growth and sustainability. With that in mind, and after a comprehensive review of the post-secondary landscape and Acadia’s financial and organizational situation, the Senior Leadership team – in consultation with the Board of Governors – has outlined a Strategic Direction to guide the University through the next five years. This will build on the success of our recent Acadia 2025: Transforming Lives for a Transforming World strategic plan to forge a stronger, more inclusive Acadia that depends on four distinct pillars to inform our efforts:

• Strategic Academic Programming;
• Equity, Diversity, Inclusion and Anti-Racism (EDI-AR) for Growth and Achievement;
• Campus Culture;
• and Financial Health and Sustainability.

Although wide-ranging and comprehensive in scope, this is not a full-scale plan but more of an institutional direction that recommends what to do moving forward. It will reflect our best and allow us to tackle key global issues through academic and experiential learning, ensuring that our students develop intellectual and practical abilities that will position them favourably in a world that is ever more complex, diverse and demanding. This strategic direction will give us the agility to be nimble and responsive to evolving situations with a solid, foundational perspective to steer our efforts and intentions, allowing us to be flexible and reactive. You’ll note that this edition of the Bulletin has stories showcasing individuals both on- and off-campus who bring diversity to Acadia and the world, allowing all of us to celebrate that diversity.

Our goal is to create a more inclusive environment while answering a couple of fundamental questions: Who do we want to be? What will Acadia look like at our 200th anniversary in 2038? EDI-AR lies at the heart of Acadia’s academic and student support system, and the strategic direction will incorporate a redefinition of student excellence and success. These questions have been raised before and persist simply because they are relative to the principles upon which the University was founded and our current academic, social and philosophical culture. We must strive to create a vibrant, supportive environment where members of the University community and affiliates feel valued, seen, respected, heard and empowered, thereby providing equitable opportunities for all. Alumni play a significant role in this by engaging in the conversation, sharing their lived experience and providing ways for all of us to be better by virtue of an ongoing and willing investment of human capital, thought and insight. We should look to our pending anniversary as a kind of north star, and the four focus areas identified above as part of a greater constellation that guides our efforts and determines our direction. Each is a cornerstone upon which to build a better future for Acadia that honours our history and the bold, innovative ambition that predicated our founding 186 years ago. We’ve come a long way, but we’re not where we need to be. I recognize that and will dedicate my energy to ensuring that this important evolutionary process continues to unfold and remains a priority for all members of the Acadia community. Sincerely,

Jeffrey J. Hennessy (’99), PhD President and Vice-Chancellor