2018-2023 Strategic Plan
Lakehead University Strategic Plan 2018 - 2023 1 Table of Contents
3 Land Acknowledgment 4 Message from the Chair, Board of Governors 6 Message from the President and Vice-Chancellor 7 Mission, Vision, Values and Beliefs 9 Strategic Plan Development Process 10 2018-2023 Strategic Plan Framework 12 Academic Excellence 14 Social Responsibility 16 Local and Global Partnerships 18 Entrepreneurship and Innovation 20 Capacity Development 22 Metrics
2 | Land Acknowledgment
Lakehead University respectfully acknowledges its campuses are located on the traditional lands of Indigenous Peoples.
Lakehead Thunder Bay is located on the traditional lands of the Fort William First Nation, Signatory to the Robinson Superior Treaty of 1850. Lakehead Orillia is located on the traditional territory of the Anishinaabeg. The Anishinaabeg include the Ojibwe, Odawa, and Pottawatomi nations, collectively known as the Three Fires Confederacy.
Lakehead University acknowledges the history that many nations hold in the areas around our campuses, and is committed to a relationship with First Nations, Métis, and Inuit Peoples based on the principles of mutual trust, respect, reciprocity, and collaboration in the spirit of reconciliation.
Lakehead University Strategic Plan 2018 - 2023 | 3 MESSAGE FROM THE Board Chair LAKEHEAD UNIVERSITY
I am pleased to support this bold and strong partnerships with industry and as a regional, comprehensive university that ambitious Strategic Plan for Lakehead government that translate into innovative conducts world-class research grounded University’s future. Lakehead University’s learning experiences for our students in strong partnerships. They are shaped by 2018-2023 Strategic Plan is innovative and strong employment outcomes for our our long-standing commitments to access, and exciting and positions the University to graduates. Our alumni network has grown social justice, diversity, student success, achieve its aspirational goals and realize its to over 60,000 people globally. These Indigenous curriculum and scholarship, vision. graduates are working in leadership roles and by continued internationalization of the University. The strategic themes recognize The 2018-2023 Strategic Plan is the result in diverse fields, influencing the local and the need to invest in faculty renewal, in of close collaboration between Lakehead’s global community in a multitude of ways. expanded student supports, faculty and leadership and the Board of Governors, with However, as we look ahead, we know we extensive input from faculty, staff, students, will face challenges that require a planned, staff development, and in our infrastructure to develop a strengthened foundation for alumni, partners and community members. strategic approach. the future. The development of this Plan included The world we live in is changing at a rapid This Plan provides a roadmap for the future numerous consultations and engagement pace. Technology and globalization continue that recognizes and strengthens Lakehead’s events with a broad range of stakeholders to impact local industry and regional contribution to society through the over the past eighteen months. The economies, requiring innovative solutions pursuit, dissemination and application of feedback we heard inspired our thinking, and new partnerships. The skills required knowledge. Although it has taken eighteen informed our discussions and influenced to participate in the workforce of the future months to develop this Plan, this is just the the way forward. I particularly found this are shifting locally and globally. While it is beginning of our journey, with the real work feedback informative and believe the clear we live in an age where many jobs will coming through disciplined implementation resulting Plan is richer and more authentic require a postsecondary education, fewer of the Plan across the University. as it is informed by diverse perspectives. people in Northwestern Ontario and Simcoe As we look to the future, it is important we County attend university compared to the As a proud Lakehead alumnus, I know maintain the qualities that make Lakehead rest of Ontario. first-hand the value of the world-class education provided by Lakehead and the stand out, that help our students succeed, At the same time, the populations in our positive impact the University has on the and that build on strong partnerships local communities are changing, and in local communities it serves. I am confident established throughout our history. some cases, declining. While Lakehead that Lakehead University is well positioned, As a regional university firmly rooted has a clear goal of growing its student through the implementation of this Plan, in Northwestern Ontario and Simcoe population, we are facing intensified to continue providing exceptional learning County, Lakehead is making a significant competition for students at home and experiences to the next generation of contribution to the economic, social and abroad. students, making a significant impact cultural well-being of the communities we Finally, the context for the University’s on our communities, and creating an work, study and live in. financial planning is changing. As this Plan environment for long term success. Our faculty continue to inspire, to lead, was being developed, a new provincial Sincerely, and to contribute academic and practical approach to funding universities came knowledge that shapes the world around us. into effect. As Lakehead adapts to work in David Tamblyn Chair, Board of Governors Over the past five years, Lakehead this new funding model, it is anticipated Lakehead University has been recognized for its academic fiscal pressures will continue as inflationary achievements, its unique programming, increases are managed and investments are its commitment to social justice and its made to maintain and develop campuses strong graduate outcomes. Lakehead was that will meet the needs of students, faculty the first university in Canada to introduce and staff into the future. an Indigenous content requirement into Lakehead University’s 2018-2023 Strategic all our undergraduate programming. We Plan positions us to adapt and respond to have developed our campuses in Thunder these challenges in a dynamic and inclusive Bay and Orillia. Lakehead is proud to manner. have been named Canada’s number one The strategic themes laid out in this Plan undergraduate research university for the build on our history of academic excellence past three years. We have established
4 | Lakehead University Strategic Plan 2018 - 2023 Lakehead University Strategic Plan 2018 - 2023 | 5 MESSAGE FROM THE President and Vice-Chancellor LAKEHEAD UNIVERSITY
Our mission to be an innovative comprehensive university that provides an education that is about how to think, not what to think, is increasingly relevant in today’s society. An overarching theme of Lakehead University’s 2018-2023 Strategic Plan is to embrace our role in creating future leaders, and in supporting the economic, social and cultural resilience of Northwestern Ontario and Simcoe County. We will achieve this by continuing to prioritize high calibre research and education, and by building strong local, global and Indigenous partnerships that champion equity and access. This Plan speaks to the need to increase the percentage of students who attend university from both Northwestern Ontario and Simcoe County, and the importance of developing and supporting a diverse student population. We know there are many barriers to accessing university, and that getting here is only part of the journey. Through realizing the enhanced student supports embedded throughout this Plan, Lakehead remains committed to providing a range of services that help students realize their potential. The Plan articulates our commitment to working with Indigenous Peoples in furthering their educational aspirations, and to working with school boards, communities, colleges, and public and private sectors to build university pathways for future generations. Doing so will not only ensure our University’s sustainability and relevancy, but also enhance our cultural vibrancy and the achievement of our strategic mandates. With academic excellence at the heart of our strategy, Lakehead University is committed to delivering high quality programs, fostering excellence in research, scholarly and creative work, and providing a unique and transformative learning experience that positions our graduates for success. To deliver on this, we must focus on quality and innovation both inside and outside our classrooms and labs, and on continued faculty and staff development and renewal. Achieving the goals set out in this Plan will be challenging as we continue to manage demographic and scale realities, ensuring our University’s development meets the needs of both our campuses and effectively responds to Lakehead’s longstanding access and diversity objectives. With the help and expertise of faculty and staff throughout our University community, I am confident that Lakehead will continue to thrive. Sincerely, Dr. Moira McPherson President and Vice-Chancellor Lakehead University
6 | Lakehead University Strategic Plan 2018 - 2023 We believe in our students.
Mission To be an innovative comprehensive university that provides an education that is about how to think, not what to think
Vision To provide a transformative university experience that is far from ordinary
Values • Commitment • Honesty • Respect • Acceptance • Effort • Scholarship • Innovation • Independence • Individuality • Community
Beliefs • We believe our students make Lakehead University different. • We believe that our students want an innovative comprehensive university where they have the highest chance of success.
• We believe that our students have the passion and drive to realize their dreams and succeed.
• We believe that our students want the intellectual freedom to pursue the unconventional.
• We believe in the diversity that comes from our students of many cultures and nations.
• We believe that our students are passionate about both their own individuality and their communities.
Lakehead University Strategic Plan 2018 - 2023 Lakehead University Strategic Plan 2018 - 2023 | 7 8 | Strategic Plan Development Process
to overcome these barriers and increase Looking to the Future the participation rate of under-represented This Strategic Plan is the culmination of an populations. 18-month process that began in autumn Lakehead recognizes there will be changes 2016 when Lakehead University’s Board in how postsecondary education is delivered of Governors initiated development of the in the future. As technology and artificial 2018-2023 Strategic Plan. intelligence continue to change how we The Board of Governors reviewed the do things, the skills required in the future University’s achievements over the course are expected to drive a greater need for of the previous Strategic Plan “Nurturing the foundational skills developed through a Passion to Lead”, examined the a university education and for lifelong challenging and evolving environment in learning. In the future, an even greater which Lakehead University operates, and proportion of students may be juggling identified major directions that should guide careers, family demands and education, Lakehead’s future. and may require greater flexibility and Through this process, the Board identified adaptability in how curriculum is delivered. key themes centred on the vision of Finally, this vision reflects Lakehead’s establishing Lakehead as a flexible role in fostering a greater understanding university that can meet the needs of of local and global societal issues, and students today, and into the future, while inspiring positive change. Over the next five recognizing the accelerated pace of change years, Lakehead University will continue to anticipated in the coming years. strengthen its commitment to social justice As technology, including artificial and will aspire to be recognized as the ideal intelligence, continues to change how location of study for Indigenous, social and we do things, the skills required in the environmental sustainability issues. future are expected to drive a greater This vision takes into account Lakehead’s need for the foundational skills developed local and regional role in Northwestern through a university education and for Ontario and Simcoe County, the lifelong learning. The 2018-2023 Strategic partnerships established with Confederation Plan acknowledges the gains Lakehead College and Georgian College, its expanding has made in research and scholarship global presence, and the unique and excellence over the last decade, and transformational student experiences continues to identify academic excellence Lakehead offers through comprehensive as a priority in the future. As pedagogy programming. continues to evolve, this vision recognizes the increasing importance of “hands-on” experiential learning for every student, the Engaging with Our importance of offering study abroad and Communities faculty exchange opportunities, and the Throughout 2017 and 2018 the Board of need to expand non-degree programming Governors sought input from the entire to meet the emerging needs of the University community, including students, communities we serve. staff and faculty, the Ogimaawin-Aboriginal The Board’s vision recognizes the student Governance Council, and community and demographics at Lakehead University are industry stakeholders in Northwestern changing. While the student population Ontario and Simcoe County to help define at Lakehead is increasingly diverse, there Lakehead University’s strategy for the next continue to be a number of barriers five years. that prevent some potential students This valuable input informed the key from accessing university education, themes and objectives and related especially for rural, remote and Indigenous strategies and metrics in this Plan. populations. Our challenge is to understand how we can work with local communities
Lakehead University Strategic Plan 2018 - 2023 | 9 2018-2023 Strategic Plan Framework
The overarching goal of the strategic framework is to strengthen Lakehead University’s vision of providing a transformative university experience grounded in exceptional scholarship and student potential. Lakehead University’s 2018-2023 Strategic Plan is built around five interrelated and interconnected strategic themes: academic excellence, social responsibility, local and global partnerships, entrepreneurship and innovation, and capacity development. Each of these themes will help Lakehead University achieve its vision. This Strategic Plan details an aim for each theme that aligns with Lakehead University’s vision. Each theme also has a number of objectives, strategies and metrics that, over time, will contribute to achievement of the aim. To achieve its goals, the University must adopt the Plan across both campuses and incorporate it into existing and emerging collaborations, working with faculty, staff, students, alumni and local, global and Indigenous partners.
Academic Entrepreneurship Excellence and Innovation Lakehead University will stimulate a lifelong Lakehead University will be a leader quest for knowledge through unique, high in entrepreneurship and innovation in quality, transformational undergraduate Northwestern Ontario and Simcoe County and graduate teaching, learning and in support of culturally appropriate and research experiences that encourage environmentally sustainable social and critical thinking and positions students for economic objectives. success beyond the University. Capacity Social Development Responsibility Lakehead University will be recognized as Lakehead University is committed to a high performing, efficient and innovative social justice and will make a significant academic environment that supports contribution to our communities and world-class scholarly activity. society as a whole through our programs, research, and the wide range of activities undertaken by our faculty, staff, students and alumni.
Local and Global Partnerships Lakehead University will develop informed education, research and service strategies and opportunities through connections with local and global partners, and relationships with Indigenous partners.
10 | Lakehead University Strategic Plan 2018 - 2023 | 11 Academic Excellence
12 | Academic Excellence is the foundation of Lakehead University and is critical to achieving its vision. As a comprehensive and research-intensive university, Lakehead will continue to nurture discovery, support innovation, and advance achievement by recognizing that teaching and research are interconnected and driven by a common focus on learning. Innovative approaches to learning that incorporate experiences inside and outside the classroom will prepare students for success as future leaders.
• Increasing the availability of immersive Aim Strategies videoconference and technology- Lakehead University will stimulate a lifelong We will achieve our objectives by: enabled spaces quest for knowledge through unique, high • Recruiting and retaining an optimal • Increasing undergraduate and graduate quality, transformational undergraduate and number of high-calibre full-time faculty student research capacity graduate teaching, learning and research and staff • Continuing to position Lakehead to experiences that encourage critical thinking successfully compete for research and positions students for success beyond • Increasing opportunities for faculty funding through implementation of a the University. and staff professional and scholarly development strategic approach to securing research awards and grants • Embedding experiential learning into every program and articulating • Building depth in areas of high research Objectives learner outcomes to support graduate activity while continuing to expand employment research and other scholarly and To meet our aim we will: creative activities across disciplines • Focus on teaching excellence • Fostering new approaches to cross- disciplinary curriculum development • Raising the profile of Lakehead • Provide a student-centred learning with the goal of providing students University’s research activity and experience opportunities to experience scholarly expertise, both locally and globally • Promote research excellence and expertise and unique learning • Increasing overall per capita research connectedness experiences across faculties funding at a rate higher than Lakehead’s • Developing and implementing a relative peer group proactive and inclusive financial support and awards strategy that reflects Metrics the growing diversity of Lakehead’s Indicators of success include: undergraduate and graduate student body • Increase in students’ perceived gains in higher order learning outcomes by • Increasing access to resources at 2023 (National Survey on Student Lakehead Thunder Bay and Lakehead Engagement) Orillia to support student health and well-being inside and outside the • Achieve 100% participation rate of classroom senior-year students in experiential learning opportunities by 2023 • Increasing opportunities for students to engage in innovation and collaboration, • Increase in six-year graduation rate within and across disciplines, at • The number of graduates employed in Lakehead Thunder Bay and Lakehead full-time jobs related to skills developed Orillia through their undergraduate degree will • Continuing to develop global be above the provincial average perspectives through ongoing • Increase in graduate student enrolment internationalization of Lakehead University campuses, curricula, and • Increase in number of postdoctoral increased international experiential fellows learning opportunities across disciplines • Increase in the number of Research Chairs to 25
Lakehead University Strategic Plan 2018 - 2023 | 13 Social Responsibility
14 | Social Responsibility recognizes the importance of Lakehead’s unique role as a regional university in making a difference to the communities it serves, in developing broader understanding of societal issues, and inspiring action for thoughtful positive change. By incorporating Social Responsibility as one of the strategic themes, Lakehead is reaffirming its longstanding commitment to social justice, to access and equity to postsecondary education, and to supporting diverse learners achieve their potential.
• The number of Indigenous faculty • Supporting and expanding Indigenous Aim members and staff will increase curriculum content at both the undergraduate and graduate levels Lakehead University is committed to • The graduate employment rate social justice and will make a significant two years after graduation from a • Establishing Lakehead University as a contribution to our communities and society baccalaureate program will be above the leader in social justice, including the as a whole through our programs, research, provincial average development of an Indigenous Research and the wide range of activities undertaken Centre with a focus on health, equity, by our faculty, staff, students and alumni. environmental and international issues impacting Indigenous populations Strategies • Growing and evolving Lakehead-Georgian and Confederation College partnerships to We will achieve our objectives by: Objectives improve the university participation rate in • Developing and implementing a social Simcoe County and Northwestern Ontario To meet our aim we will: responsibility evaluation framework for • Developing and implementing strategies Lakehead University to measure progress • Reflect diversity in our faculty and staff, to support improved student outcomes in addressing community and societal student body, programs, and curricula in collaboration with partner colleges and needs • Support Indigenous and other under- universities and with Aboriginal Institutes • Increasing enrolment of under- represented student groups to succeed • Continuing to implement the Office represented student groups in at university of Human Rights and Equity and baccalaureate programs, including address Universities Canada Inclusive • Develop highly skilled, socially aware Indigenous students, first-generation Excellence Principles in the interest of graduates students, and students from Simcoe providing an inclusive, equitable and County and Northwestern Ontario • Foster greater understanding of societal accessible environment at both Lakehead and environmental issues, and inspire • Reducing barriers to access for rural and Thunder Bay and Lakehead Orillia action for positive change remote residents through remote and • Continuing to address the Truth and distance learning opportunities Reconciliation Commission Calls for • Improving student mobility through Action and Universities Canada Principles Metrics transfer agreements/programs, flexible on Indigenous Education degrees, stacked credentials, certificate • Developing and executing a Sustainability Indicators of success include: programs, part-time undergraduate and Action Plan for Lakehead University • Lakehead’s domestic student population graduate opportunities, and transitional • Supporting evidence-based analysis and will reflect the demographics and programming effective decision-making in Northern diversity in the regions served by the • Increasing Indigenous enrolment in Ontario through continued commitment to University graduate degree programs the Northern Policy Institute • Baccalaureate participation rate • Enhancing student supports to assist for residents of Simcoe County and Lakehead’s diverse undergraduate and Northwestern Ontario will increase graduate students succeed academically • Indigenous student enrolment at both and socially baccalaureate and graduate levels will • Supporting recruitment, hiring, promotion increase and retention of Indigenous faculty and staff to better reflect the Indigenous population in the regions Lakehead University serves
Lakehead University Strategic Plan 2018 - 2023 | 15 Local and Global Partnerships
16 | The theme Local and Global Partnerships brings a renewed focus on building a culture of mutual recognition and engagement between the University and the communities it serves. This theme focuses on maturing existing partnerships while developing new opportunities for outreach, collaboration, and knowledge creation and exchange. Engaging with the community, alumni and the learners of tomorrow, the University will continue to grow, to change, and to influence the local and global stage.
• Developing partnerships with regional Aim Strategies school boards and Indigenous education We will achieve our objectives by: councils to create effective pathways to Lakehead University will develop informed postsecondary education for people who education, research and service strategies • Establishing a “Knowledge Commons” face economic challenges, or who are and opportunities through connections with to maintain and showcase music, from under-represented populations local and global partners, and relationships art, artifacts, culture, language and with Indigenous partners. Indigenous knowledge on behalf of the • Collaborating with regional education community, cultivate partnerships with the partners to increase participation of community, and contribute to the ongoing under-represented student groups in development of community-engaged specific disciplines and programs Objectives scholarship • Building partnerships with international • Partnering with industry to develop schools (both overseas and foreign To meet our aim we will: strategies to increase bachelor’s and schools in Canada) to develop effective pathways to postsecondary education • Actively engage and partner with local graduate degree attainment in fields and global communities, industry aligned with industry growth in the regions • Continuing to build strong partnerships and other academic and research served by Lakehead University with Confederation College and Georgian institutions • Increasing the number of research College • Build strong and effective relationships partnerships, co-op placements and • Developing and implementing a multi- with Indigenous partners work-integrated learning opportunities year Alumni Engagement Plan to with municipalities, local government expand opportunities for lifelong alumni • Connect with the students of tomorrow organizations, industry, and other engagement and affiliation, including • Enhance alumni engagement organizations opportunities to enhance the Alumni • Developing long-term, sustainable Ambassador Program (domestic and relationships with small and medium international) and the introduction of enterprises through a focused and engagement criteria Metrics proactive engagement approach Indicators of success include: • Strengthening partnerships with local • Increase in the number of partnerships with chambers of commerce, industry and municipalities, government organizations, community to develop life-long learning research institutes and industry (local, and experiential learning opportunities national and international) aligned to industry needs • Increase in the number of partnerships with • Increasing the number of active Indigenous groups Memorandums of Understanding and global strategic research partnerships • Increase participation in the Achievement Program and Aboriginal Mentorship • Expanding provision of basic legal Program services through expansion of community legal clinics across Northwestern Ontario • Increase in enrolment of under-represented student groups in specific programs • Expanding partnerships with local, remote and provincial Indigenous groups • Increase in total number of engaged alumni, as measured by a broad range of activities • Expanding local outreach programs as identified in the Alumni Engagement Plan with elementary and secondary schools throughout Simcoe County and Northwestern Ontario
Lakehead University Strategic Plan 2018 - 2023 Lakehead University Strategic Plan 2018 - 2023 | 17 Entrepreneurship and Innovation
18 | Lakehead University Strategic Plan 2018 - 2023 A main priority of Lakehead University is facilitating entrepreneurship and economic development throughout Northwestern Ontario and Simcoe County in an innovative, sustainable and culturally appropriate way. This includes working with local and global partners to better understand public and private sector industry skills needs today and in the future, developing partnerships to help graduates transition into the workforce, and developing new approaches to support lifelong learning.
• Increasing opportunities for community- Aim Strategies driven research
Lakehead University will be a leader We will achieve our objectives by: • Stewarding ongoing development of in entrepreneurship and innovation in • Advancing the President’s Advisory technology-based industry Northwestern Ontario and Simcoe County Councils on Economic Development • Participating in regional innovation in support of culturally appropriate and for Northwestern Ontario and Simcoe clusters on pan-northern issues environmentally sustainable social and County with a focus on supporting local • Partnering to develop local economic objectives. industry, partnerships and community entrepreneurship and regional development innovation clusters in Simcoe County • Entering into strategic partnerships • Developing an accountability framework with local municipalities, business for Economic Development Milestones Objectives and industry to support innovation, for Success economic development and highly- To meet our aim we will: skilled job-seekers in Northwestern Ontario and Simcoe County • Connect with local and global industry • Expanding co-op placements and work- • Drive entrepreneurship and innovation integrated learning opportunities for • Be a leader in sustainability students across disciplines • Positively influence economic • Enhancing career services at Lakehead development in local communities Thunder Bay and Lakehead Orillia to help students seamlessly transition into the workforce upon graduation Metrics • Supporting student innovation and entrepreneurship, including Indigenous Indicators of success include: student innovation and entrepreneurial • Increase in number of work-integrated activities learning opportunities across disciplines • Extending Lakehead University’s range • Increase in economic impact of of continuing professional development Lakehead University programming based on consultation with local community and industry • Increase in societal impact of Lakehead partners University • Establishing Lakehead University as a • Increase in number of businesses and leader in environmental, community and start-ups in local communities directly economic sustainability by integrating related to University activity teaching, learning, research, and • Increase in number of patents filed developing or enhancing community and industry partnerships • Partnering with Indigenous communities to support increased culturally appropriate innovation and economic development
Lakehead University Strategic Plan 2018 - 2023 Lakehead University Strategic Plan 2018 - 2023 | 19 Capacity Development
20 | Lakehead University Strategic Plan 2018 - 2023 Exceptional people and high quality infrastructure and technology that support quality learning outcomes are key to achieving the University’s vision. Continued growth and diversification of our student body is also fundamental to achieving Lakehead University’s optimal undergraduate and graduate student enrolment. Diversifying revenue will further support financial sustainability and position Lakehead University to fulfil its mission through continued investment in the pursuit of academic excellence.
• Continuing to develop partnerships with Aim Metrics colleges, universities, and Aboriginal Indicators of success include: Institutes with the goal of offering students Lakehead University will be recognized as a seamless path to a university degree a high performing, efficient and innovative • Increase in student satisfaction (National Survey on Student Engagement) academic environment that supports world- • Implementing a comprehensive Strategic class scholarly activity. • Improve employee engagement Enrolment Management Plan to achieve enrolment goals across Lakehead Thunder • Enrolment will increase to 10,000 Bay and Lakehead Orillia students by 2023 • Implementing integrated planning and Objectives • International enrolment will constitute budgeting with a focus on alignment with 20% of overall enrolment by 2023 strategic and academic priorities and To meet our aim we will: • Increase proportion of revenue from fiscal stewardship across all units sources other than government operating • Renew physical and technological • Diversifying funding sources to achieve grants or government-regulated tuition infrastructure to support evolving revenue growth (including certificates, pedagogical, teaching, learning and research grants, industry partnerships, research needs at both Lakehead donors) Thunder Bay and Lakehead Orillia Strategies • Continuing to increase annual philanthropic revenue • Expand and refine services and We will achieve our objectives by: infrastructure on both campuses to • Designing and executing an promote an excellent student experience • Operationalizing a multi-year Facilities implementation plan for Lakehead Master Plan that includes a strategic, University’s Philanthropic Campaign • Attract, retain and develop the best staged and agile approach to revitalization people, accessing local, national and and cross-functional optimization of new global talent and existing infrastructure at Lakehead • Achieve optimal enrolment at Lakehead Thunder Bay and Lakehead Orillia Orillia and Lakehead Thunder Bay • Revitalization of a cross-functional Space • Fully integrate planning and budgeting Management Committee across the University • Developing and implementing a strategic • Strengthen the University’s position Talent Management Plan that includes through diversification of revenue and a multi-year approach to recruitment, cost containment succession planning, and ongoing development of faculty and staff • Developing a high performing culture that reflects Lakehead University’s core values • Implementing a multi-year Technology Plan that provides a strategic, staged approach for ongoing technology-based improvements across all levels of the University • Increasing immersive telepresence capacity in alignment with Phase II of Lakehead University’s Immersive Telepresence Strategy
Lakehead University Strategic Plan 2018 - 2023 Lakehead University Strategic Plan 2018 - 2023 | 21 Metrics
Academic Excellence Local and Global • Increase in students’ perceived gains Partnerships in higher order learning outcomes by • Increase in the number of partnerships with 2023 (National Survey on Student municipalities, government organizations, Engagement) research institutes and industry (local, • Achieve 100% participation rate of national and international) senior-year students in experiential • Increase in the number of partnerships with learning opportunities by 2023 Indigenous groups • Increase in six-year graduation rate • Increase participation in the Achievement • The number of graduates employed in Program and Aboriginal Mentorship full-time jobs related to skills developed Program through their undergraduate degree will • Increase in enrolment of under-represented be above the provincial average student groups in specific programs • Increase in graduate student enrolment • Increase in total number of engaged alumni, • Increase in number of postdoctoral as measured by a broad range of activities fellows as identified in the Alumni Engagement Plan • Increase in the number of Research Chairs to 25 Entrepreneurship and Innovation Social Responsibility • Increase in number of work-integrated • Lakehead’s domestic student population learning opportunities across disciplines will reflect the demographics and • Increase in economic impact of diversity in the regions served by the Lakehead University University • Increase in societal impact of Lakehead • Baccalaureate participation rate University for residents of Simcoe County and Northwestern Ontario will increase • Increase in number of businesses and start-ups in local communities directly • Indigenous student enrolment at both related to University activity baccalaureate and graduate levels will increase • Increase in number of patents filed • The number of Indigenous faculty members and staff will increase Capacity Development • The graduate employment rate two years after graduation from a • Increase in student satisfaction (National baccalaureate program will be above the Survey on Student Engagement) provincial average • Improve employee engagement • Enrolment will increase to 10,000 students by 2023 • International enrolment will constitute 20% of overall enrolment by 2023 • Increase proportion of revenue from sources other than government operating grants or government-regulated tuition
22 | Lakehead University Strategic Plan 2018 - 2023 | 23 lakeheadu.ca
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