Teaching Greatness: Strategic Vision 2030

MacEwan University’s new strategic framework, Teaching Greatness: Strategic Vision 2030, incorporates concepts of motion and change and embodies MacEwan’s history.

The new vision is bold and aspirational, and it is about redoubling our emphasis on exceptional undergraduate teaching.


Witness the community spirit and energy of our strategic vision in the voices of our faculty, students and community leaders.

Strategic Directions

We asked our community what do we want MacEwan to be in 2030? We heard a resounding consensus to build on our strengths.

teaching greatness

At MacEwan University we inspire greatness in our learners. It’s a reciprocal relationship – we teach greatness because we have great teachers.

Our faculty are passionate about their research, their connection to community and conveying that knowledge to students.

We are known for doing, setting the bar for undergraduate learning and delivering value for our students.

smash the calendar

Our ability to pivot to meet the needs of industry and learners provides options and flexible pathways to success for both.

Some learners want to study full time others to do a four year in three and exit with a diploma. Others study part-time, exit with a diploma or certificate and come back later to finish a degree. MacEwan’s vast array of credentials makes it possible to have that unique journey.

We will strengthen flexible options that allow students to go, and come back, to complete programs when they need to, and to help graduates create a robust academic story.

grand as a griffin

We are a preferred partner with businesses and community organizations. Our work-integrated learning experiences mean our grads are job-ready.

Our graduates have durable skills, a magical combination of qualities, that means they are ready to lead, to innovate, collaborate and compete.

Every MacEwan student gets meaningful hands-on experience with our community partners.

perpetual motion

MacEwan graduates stay in Alberta and contribute to our province and economy. We know our graduates are in demand and have a strong role to play in economic recovery and growth of the province.

MacEwan is pursuing a plan of growth in areas of demand and institutional strength. We will strengthen global connections to reach more international learners build growth in a sustainable way: a way that engages more and diverse learners, that reflects community.


Our grads are ready to lead, to innovate, network, collaborate and compete, because they have been exposed to that type of critical thinking throughout their learning experience at MacEwan.

As a downtown university, our faculty and students are well-positioned to address the social, economic and environmental issues we face as a city and society.

MacEwan faculty are challenging us to contemplate what’s next. They create scholarly excellence and engage learners in scholarship as part of the well-rounded MacEwan experience.

Our place in O-day’min

MacEwan is located in the centre of the city, in the newly named municipal ward of O-day’min. O-day’min represents the heart of Edmonton, amiskwaciwâskahikan.

Our approach to exceptional undergraduate learning isn’t by accident. It’s because of our place. These beliefs infuse the way we behave and the choices we make, and will be brought to further life as we pursue our key directions.

We will honour our place in O-day’min as we live our strategic directions and include the key elements of:

  • Equity, Diversity and Inclusion
    We encourage and include diverse perspectives in respectful fashion, with the knowledge that a well-rounded undergraduate education can help propel people to new and greater heights.
  • Indigeneity and Reconciliation
    Gathering each day on Treaty 6 land, we’re inspired by opportunities to provide exceptional undergraduate education to Indigenous learners and contribute to economic reconciliation.
  • Sustainability
    Whether it’s our ecological footprint, our fiscal position or our relationships in community, we make choices with longevity in mind so we can serve undergraduate learners well.
  • Innovation and Entrepreneurship
    A willingness to embrace new and different approaches is part of what makes us unique, including a continuous drive to improve our pedagogy and remain exceptional undergraduate teachers.
  • Connections and Partnerships
    We leverage our place to make positive impacts in our community, using partnerships within our institution and beyond to deliver exceptional undergraduate learning.

Implementing Teaching Greatness

Teaching Greatness was approved by General Faculties Council and the Board of Governors in Fall 2021. A series of community sessions provided an opportunity to create discussion around implementation of the vision and how we move forward.

Process: Building the Strategic Vision

December 2020 to February 2021

Phase One examined earlier strategic planning work, considered what has happened since and engaged the university community in discussing six big questions to shape the future:

  1. What were the most strategic and impactful decisions MacEwan made in the last 50 years?
  2. What must we protect as we look to the next 50 years?
  3. What did we want to be in 2030 and why? How have recent events impacted those plans?
  4. What is the most impactful thing MacEwan could do to support and prepare our students for the future?
  5. What is the most impactful thing MacEwan could do to help create a brighter future for our city, region and province?
  6. What do we want to be in 2030 and why?

Phase One included a series of Thought Leader Sessions for faculty and staff to consider the possibilities of this transformational time, and opportunities for the university’s Board of Governors, General Faculties Council (GFC) and the broader community (alumni, retirees and other partners) to explore the six big questions.

February to June 2021

During Phase Two, we reviewed the emerging outcomes from the Alberta 2030 Strategy, engaged the university community to develop high-level strategies and goals based on work completed during Phase One, and engaged with external partners. By the end of this phase, we developed the university’s strategic vision.

June to November 2021

Phase Three involved seeking the endorsement of the strategic vision from the university community, GFC and the board. Once endorsed, the strategic vision was used, and will continue to be used, to shape supporting plans.