Lakehead University Strategic Plan 2010-2013The 2010-2013 Lakehead University Strategic Plan was approved by Senate (November 6, 2009) and by the Board of Governors (November 12, 2009).
University Strategic Plan 2010-2013
University, as a comprehensive university, is committed to excellence
and innovation in undergraduate and graduate teaching, service, research
and other scholarly activity. As part of this commitment, Lakehead University
is dedicated to a student-centred learning environment. Lakehead University
values its people and the diversity of their ideas, contributions and
achievements. Lakehead University is dedicated to working with Aboriginal
peoples in furthering their educational aspirations. Building on its
accomplishments and partnerships and recognizing its role in Northwestern
Ontario and Central Ontario, Lakehead University reaches out regionally,
nationally and internationally.
Lakehead University is committed
to educating students who will be recognized for leadership and independent
critical thinking and who are aware of social and environmental responsibilities.
Lakehead University will continue to
develop as a comprehensive university committed to excellence in undergraduate
and graduate education and research. It will build on its reputation
as a welcoming, accessible and accountable institution known for enabling
students at all stages of life to achieve their potential. It will continue
to reflect and serve Aboriginal and other diverse cultures, institutions
and organizations as it reaches out regionally, nationally and globally.
Lakehead University is facing a substantial
challenge over the term of this Strategic Plan. With a 5-year operational
budget projection that could accumulate a $35-50 million deficit by
2014, it is essential that the University find ways to generate additional
revenue and reduce current expenses. As government funding appears to
be static until the economy improves at the earliest in 2010-11, the
crisis is immediate and the 2009-10 budget guidelines reflect that immediacy.
The Strategic Plan 2010-2013 provides the mechanisms to set the stage
for enrolment growth and the means to effect efficiencies in structures
and expenditures. It is expected that some sections of the University
will have to shift their priorities and that an initial concentrated
effort will be required to meet the expectations of this Strategic Plan.
The Plan builds on the existing Academic
and Research Plans and the four strategic directions that have been
accepted by the Board of Governors. These are 1) Sustainability of the
University, 2) Comprehensiveness of the Academy, 3) Research Growth,
and 4) Diversity. All of the Plan's objectives are to be measured
against one or more of these vision elements. While many of the objectives
are listed in the section entitled Sustainability, they may address
one or more of the other elements as well.
There is no priority implied in the
ordering of the Objectives. All are expected to be implemented. Resources will be made available for the implementation of these initiatives through
the budget process. All items of an academic nature will be vetted
through the Senate committees as is the usual practice.
The current approved Academic Plan
will expire in 2010. It is expected that a new Academic Plan will
be developed that will articulate how the academic components of this
plan will be implemented.
The Vision and Mission statements were
modified slightly at the start of this exercise and reviewed again following
completion of the Plan.
The University reaffirms the definition
of a student-centered learning environment and the Academic Charter
as stated in the approved Academic Plan 2006 (see Appendix 1).
One of the key initiatives is development
of the Orillia Campus and this is reflected in many of the objectives
that will direct the University toward fiscal security.
Lakehead University will undergo a
presidency change in 2010 and the Plan is intended to provide continuity
between the existing and new administrations. The Board of Governors
requested that the current President submit a Strategic Plan 2010-2013
to serve as a guiding document for the next President. The Strategic
Plan provides overall direction for the University and is intended to
assist Faculties, staff and Administration with guidelines for the development
of work plans. It is expected that the Administrative Executive Committee
will have responsibility for ensuring implementation of the Plan and
monitoring its progress.
SUSTAINABILITY OF THE UNIVERSITY
University sustainability is dependent
on expenses not exceeding revenues. It is essential that revenues
increase and/or expenses decrease so that Lakehead University will meet
inflationary costs associated with operating expenses including salaries,
wages, and benefits.
The primary sources of revenue for
the University are: 1) the Ontario Government's consolidated operating
grants based on enrolment; 2) mission related grants; 3) special purpose
grants; 4) fund-raising; 5) student tuition fees; and 6) indirect costs
Based on the enrolment projections
for both campuses, the current operating budget projections (which include
salaries and benefits, costs to operate buildings, costs to deliver
academic programs, costs to provide student services, costs to provide
technology, costs to provide a library, and administrative costs), and
the current funding models from the Ministry of Training, Colleges,
and Universities, Lakehead University must examine alternative strategies
to produce a balanced budget. The current projections indicate annual
compounding deficits through the fiscal budget year 2012-2013 unless
corrective action is taken.
Under circumstances where government
grants, university advancement, and student tuition fees do not meet
inflationary costs, there are limited ways to balance the budget: reduce
expenses by creating greater efficiencies; increase student numbers,
which also creates greater efficiencies through economies of scale;
and do things differently that increase revenues and/or decrease expenses.
Recognizing that Lakehead University
needs to increase student numbers at both campuses, it is recommended
that the enrolment target based on head count in the fall/winter term
for 2010 be 8,500 students (1,100 of these at the Orillia Campus) and
for 2013 be 9,000 students (1,500 of these at the Orillia Campus). Furthermore,
10 percent of the students on the Thunder Bay Campus would be at the
graduate level. Such an enrolment increase should not be at the
expense of academic standards.
Lakehead University currently has approximately
8,350 students, which includes about 825 students at the Orillia Campus.
The Thunder Bay Campus currently has approximately 7,524 students and
would be expected to grow by 150 students in 2010 and another 100 students
by 2013 primarily through the anticipated graduate student expansion
combined with modest undergraduate growth. When the first permanent
building in Orillia is available in the Fall 2010, there will be capacity
for about 1,500 students. This capacity is expected to be filled by
2013. Efforts should be directed to achieve these enrolment targets.
The budgetary components, Academic and Administration, both need to be fiscally balanced.
Lakehead University values and fosters
excellence in teaching. However, in order to maintain excellence in
teaching, greater efficiencies will be achieved through more effective
use of university resources without jeopardizing academic integrity.
Collaboration inside the University must be promoted to facilitate consolidation
of courses and the reduction of course offerings with low enrolment.
The consolidation of smaller classes with similar course content would
allow more efficient deployment of teaching resources, such as Teaching
Assistants, to where they are needed most.
Lakehead University has an opportunity
to provide leadership in the area of Aboriginal education, given its
locations, the high Aboriginal student populations in northern and central
Ontario, and the potential for growth at both campuses.
Objective: Academic units will continue
to improve the development and delivery of high quality academic programs
that are aligned with the mission of the University and that are financially
Rationale: Financial sustainability will be based on an analysis of factors such
as the number of majors, Full-time Equivalents (FTEs), Basic Income
Unit (BIUs) historical data values and amount of service teaching compared
to the costs associated with the academic unit and the delivery of specific
programs. Restructuring and/or merging of academic units is one way
to achieve greater efficiencies and reduce costs. The aim is to serve
a greater number of students using the same faculty resources while
maintaining high quality standards and alignment with the mission of
the University. The Dean is responsible for the academic integrity and
financial sustainability of each Faculty.
Expectations: All academic units delivering programs that have not met the criteria
articulated in the Academic Plan and this Strategic Plan (related to
sustainability, commitment to being a student centred learning university
and to educating students who are recognized for leadership and independent
critical thinking and who are aware of social and environmental responsibilities)
will be required to document by May 2010, a clear mission statement,
description of degree programs and certificates, faculty and students'
achievements, majors, methods of offering graduate and undergraduate
courses, and evaluation of the impact of the unit on university services
plus any other information that the unit considers appropriate. Stated
learning outcomes and future plans for their programs along with program
alignment with the University mission, are included as Academic Plan
Reports will be examined by the Dean in order to identify academic units or specific degree programs that are currently unsustainable and require further attention. Each Dean will subsequently work with their academic units to prepare and submit a plan demonstrating on-going viability (such as through restructuring and/or merging with other units). Since one of the key objectives for restructuring is financial sustainability of the University, the final restructuring plan must show how this objective will be achieved without compromising other objectives in the Strategic Plan. The final plans will be reviewed by Faculty Councils, and Deans' Council with recommendations submitted to VP (Academic) & Provost. Any academic decisions contained in these reports must have Senate approval.
Every Faculty will identify where there
might be redundancy of course offerings either in their own Faculty
or with courses offered in other Faculties. Faculties will work together
to consolidate courses that are similar in content.
and orphan programs must follow the same document preparation, but as
they are associated with more than one Faculty, they will need to work
directly with the appropriate academic administrator(s) to generate
Objective: Faculties will review
and, if necessary, revise programs to increase enrolment and improve
retention. New variations within traditional degree programs should
be generated by renaming and/or reconfiguring courses; or existing courses
could be combined as components of new major, or degree, or certificate
offerings, including any experiential learning options such as co-op;
and/or by creating new majors or degrees to replace existing ones in
response to student and societal needs.
Rationale: Lakehead University's success in attracting and retaining students
may be enhanced by renaming and/or reconfiguring courses and programs.
Any reconfiguring and/or renaming of currently existing courses and
programs must be a focused and coordinated task which is best carried
out within the originating academic unit or units and in collaboration
with the Office of Admissions and Recruitment. The Office of Admissions
and Recruitment addresses the queries of students, parents, and guidance
counsellors and therefore can provide information on what academic programs
are being sought. This focus and coordination may be facilitated by
a core course or courses serving as a foundation from which other courses
grow or to which they are linked. Also, reconfiguring could include
alternative delivery methods (e.g., online, video conferencing, media
streaming, or blended approaches thereof) to expand accessibility and
increase enrolment. As well, condensed formats and timing may be considered.
Deans working with the Office of Admissions
and Recruitment are responsible for strategically setting and achieving
enrolment targets that would help meet the overall objectives of 8,500
students in 2010 and 9,000 students by 2013.
Expectations: Each Faculty with input from relevant administrative units, such as
the Office of Admissions and Recruitment and the Office of Continuing
Education and Distributed Learning, will identify mechanisms to increase
enrolment to help meet the enrolment targets. Each Faculty will produce
by December 2010 at least two suggestions on how best to make existing
courses and/or programs more attractive and will commence the Senate
approval process or implement them by the 2011-2012 academic year.
Any new major or degree that does
not replace an existing one, must demonstrate sustainability.
Objective: Offer students increased
opportunities to take electives and core courses outside their Faculty.
Rationale: Consideration should
be given to expanding the opportunities to allow students from other
academic areas to take courses outside their program for core or elective
credit. Increasing availability of courses will assist in maximizing
the use of university resources. Reducing course redundancy permits
a greater number of course offerings using the same number of faculty.
Opportunities for new course development will be created and should
result in a greater selection of course offerings.
Expectations: In consultation with their faculty, Chairs and Directors will identify
appropriate courses that could be made available as open electives for
students outside their program or Faculty. They will also identify Schools
and Departments inside and outside their Faculty that may provide students
with a larger selection of courses applicable to the student's degree.
In addition, programs will identify and/or develop new minors that can
be made available to students outside of their Faculty, where applicable.
Barriers between programs should be reduced. Mechanisms will be developed
for course identification in the Calendar that would assist students
and faculty to identify courses in other Faculties that would be of
interest to students as electives or for credit in their various programs.
Pre-requisite requirements for upper level courses will continue to
Objective: Reduce expenses associated
with courses with low enrolment and more evenly distribute faculty teaching
load across all academic units.
Rationale: Small lecture class sizes can result in a lecture environment using
approximately the same commitment of faculty resources as larger class
sizes but serving the needs of only a few students. Additionally, class
size disparity results in uneven faculty teaching workloads as the effort
for marking projects, office hour consultations, assignments and examinations
often is dependent on class size.
The upper size limit for classes is
300 students in Thunder Bay and 250 students in Orillia. Therefore,
the University will never have the very large classes that exist at
other Ontario universities. This also means that Lakehead University
will not be able to leverage the fiscal advantage that such large classes
provide. In recognition of this limitation and to continue to provide
smaller classes, a lower limit of 15 students will enable courses to
meet both sustainability and pedagogical interests. Courses with lower
enrolments may continue to be offered annually only if they are adequately
justified by the Deans. This notwithstanding, two conditions will hold:
1. Students must have the opportunity to graduate with the degree in
which they are presently enrolled. 2. Required courses needed
by students to graduate in a timely fashion will be offered.
Expectations: The Dean of the Faculty will work with Chairs, Directors and Graduate Coordinators to identify courses with perennially low enrolments (fewer than 15 students for undergraduate courses, fewer than 5 students for graduate courses). When the low enrolments cannot be justified by the Dean, the Dean will work with Chairs and Directors to rotate, combine or replace the undergraduate course
with similar courses offered in other
academic units. Where appropriate, the Faculty of Graduate Studies will
initiate combining and setting standards for graduate courses with various
course titles but similar course content into single course offerings.
Collaboration inside the University
to restructure programs/courses to achieve these goals will be encouraged.
Enrolment in courses with degree accreditation requirements will be
maintained, where possible, through collaboration between the accredited
unit and other academic units.
Graduate Assistants will be assigned to courses to assist instructors
in quality course delivery.
Rationale: Allocating graduate students with teaching assistantships to specific
courses will assist in alleviating inequitable teaching responsibilities
related to class size, marking, lab preparation and supervision, and
Expectations: To provide increased efficiencies and allocation of human resources
for implementation by September 2010, the Faculty of Graduate Studies
will develop detailed expectations for the duties of Teaching Assistants
by July 2010.
Graduate Assistantships must first
be allocated to cover the teaching needs of the University where demonstrated
needs exist as reported by the academic unit, such as marking and laboratory
preparation. If there are additional Graduate Assistantships available
after these needs are met, they will be allocated as research assistantships
with responsibilities defined by the Faculty of Graduate Studies.
Objective: All administrative units
will identify and improve policies and transparency, practices and activities
necessary to deliver high quality services while eliminating redundancy,
red-tape, unsustainable environmental
methods and potentially unproductive
practices associated with their units.
Rationale: By examining current
practices and identifying redundancy, administrative units can provide
high quality services, effectively using university resources in ways
that achieve greater efficiencies and reduce costs.
Expectations: By May 2011, the President and Vice-Presidents will require all administrative
units to prepare a report to be submitted to the Administrative Executive
Committee identifying areas where cost savings will be achieved such
as eliminating redundancy, red-tape, and unsustainable environmental
practices. In this report, administrative units will identify practices,
policies and/or restructuring that will be implemented to improve service
delivery and to address the objectives of this Strategic Plan.
Collaboration inside the University
to restructure and/or improve current practices will be encouraged.
Objective: Lakehead University will
be a front forerunner in university environmental sustainability.
Rationale: Although complete environmental sustainability may not be possible,
the University can set an example to students and the community on how
to preserve our environment by minimizing emissions that affect the
global climate, minimizing ecological footprints, and providing students
with the knowledge necessary to achieve reasonable environmental objectives
in their everyday lives. Through this process of education, students,
faculty, staff, administration, and the general public will be encouraged
to make informed and responsible social and environmental choices.
The new Orillia Campus, being planned to adhere to the highest LEED (Leadership in Energy and Environmental Design) standard, will be sustainable from its inception; therefore, this objective is primarily directed at the Thunder Bay Campus. The costs associated with retrofitting and renovating the
existing facilities on the Thunder
Bay Campus preclude the possibility of achieving a LEED Platinum Standard
on that campus but the next highest standard will be applied.
Expectations: The University must try to minimize negative impacts on the environment.
This includes, wherever possible, reducing the use of fuels, energy,
water, paper, computer equipment, cleaning chemicals, herbicides/pesticides,
and packaging. There is an expectation that the use of fuels, energy,
water, and supplies on the Thunder Bay Campus will be reduced by 10%
by 2013. The comparative base will be consumption rates for 2008-09.
Energy consumption, water consumption, and maintenance costs will be
reviewed and reported annually.
The University's Sustainability Committee will be utilized to inform, promote and champion these types of efforts to the university community. Furthermore, the Committee will act as a catalyst in the recommendation of policies, practices and activities designed to improve the University's performance in key sustainability areas.
The environmental impact must be considered
in new additions/remodels to the campuses. There is the expectation
that any new construction on the Thunder Bay Campus will meet the LEED
Gold Standard and new construction on the Orillia Campus will meet the
LEED Platinum Standard. The Sustainability Committee will examine areas
where improvements to current practices may be realized such as geothermal
heating, wind power, ecological landscaping and composting. Part of
each campus should be left as a natural reserve to encourage people
to appreciate the natural environment and for study in courses related
Objective: The University will use
ancillary fees to enhance and support facilities and services for students.
Rationale: Any proposals for additional ancillary fees will adhere to the provincially
mandated requirements and the approval of any proposed ancillary fee(s)
will be determined through the student Compulsory Ancillary Fees Protocol.
Administration will engage with the student body through town hall style
meetings to discuss and evaluate the Ancillary Fees Annual Report and
the use of ancillary fees. The VP (Administration and Finance) will
provide a report indicating areas where additional ancillary fees could
be collected and where there is an opportunity to raise fees to provide
greater value on the return for fees already paid. Ancillary fees can
make a difference by providing specific enhancements in a number of
areas such as the Technical Services Centre and the Library.
Expectations: Ancillary fees require an annual accountability system. An annual report
will be prepared by the VP (Administration and Finance) detailing the
revenue and expenditures related to student ancillary fees. Through
a process of open consultative meetings and written submissions, input
will be obtained to write a policy reflecting the intent to ensure the
autonomy of student union fees and student society fees. The University,
in consultation with the students, should consider additional ancillary
fees such as a capital fund and library support. For example, as part
of the Strategic Plan discussions, LUSU has agreed to consider an increase
in the technology fee with a student referendum in the first year of
this Strategic Plan.
When profits occur from profit centres
such as residences, parking, and the bookstore, consideration should
be given to redirect funds to other budgetary areas. The fungibility
of these ancillary fees is necessary to alleviate pressure on other
Administrative units especially in cases of legitimate unforeseen circumstances.
Lakehead University will increase and focus the commitment to reaching
out to alumni/ae, establishing mutually beneficial relationships with
international alumni/ae, and involving current students in
Lakehead University's future.
Rationale: Presently, students on campus seem to have little awareness and limited
engagement with the Alumni Association. The current mission of the Alumni
Association is a commitment to "enriching the lives of alumni and
involving them in Lakehead's future." Increasing efforts to involve
current students in Alumni Association activities will increase the
likelihood of their engagement with the Alumni Association and the University
Mutually beneficial relationships with
international alumni/ae should be established and maintained.
Expectations: A functioning program to address student involvement with the Alumni
Association on campus will be in place by the Office of University Advancement
by 2011. This interaction will begin at Student Orientation extending
throughout the years that a student is enrolled as an undergraduate
and/or graduate student and beyond. Lakehead University will take necessary
measures to adjust or fulfill the mandate "to enrich the lives of
alumni and involve them in Lakehead's future" post-graduation. Career
& Co-op Services in co-operation with the Alumni Relations, will
explore measures to adjust or fulfill the mandate for upcoming/new alumni.
Departments are responsible for identifying students who are clearly
recognized for leadership, independent critical thinking, and aware
of their social and environmental responsibilities.
Departments and schools will encourage
students who are clearly recognized for leadership, independent critical
thinking, and aware of their social and environmental responsibilities,
to engage in University Advancement and student recruitment activities.
Objective: Additional opportunities
for fundraising will be identified and pursued as a source of supplemental
funds for the University and the Faculties.
Rationale: The Office of University Advancement and the Faculties need to work
more closely together in fundraising in order to produce additional
revenue sources for the University and the Faculties.
Expectations: At a minimum, 5% of the Faculties' annual non-salary operating budgets
should be raised through fundraising by the end of this Strategic Plan.
University Advancement staff and Senior Administrators have a role in
making connections with donors and working together to raise supplemental
funds for academic and other initiatives. Working with the Advancement
Office, the Deans along with other Senior Administrators will identify
and pursue opportunities for fundraising. The Orillia Dean will be included
in this process. Faculty Deans' fundraising efforts will be
directed towards their own Faculty's operating budget. Faculty
have a role in explaining their projects to University Advancement and
in alerting University Advancement to prospective donors.
Objective: The Office of University
Advancement will target areas such as endowments that will make the
University more sustainable.
Rationale: The Office of University Advancement will build Lakehead University's
capacity to provide short and long term funds for University sustainability.
Expectation: By 2013, scholarships will not be funded by the Operating Budget.
Only new monies generated by the Office of Advancement and existing
endowments will be used to fund scholarships. It should be noted that
the process of allocating scholarships and bursaries and determining
criteria for their distribution will continue to be the responsibility
of the relevant Senate Committee.
Objective: The Vice-President (Administration
and Finance) will identify and pursue opportunities to obtain sustainable
returns on the land base owned by Lakehead
Rationale: Lakehead University owns resources that have no foreseeable academic
use but which could be of interest and value to other parties.
Expectations: Lakehead University will capitalize on opportunities that do not compromise
other objectives in this Strategic Plan and that increase revenue to
Lakehead University. These initiatives may include rentals, land development,
commercial leases, or other initiatives that utilize the capital assets
of the University in environmentally sustainable ways.
Objective: Credit courses will be
offered to high school students of high academic standing.
Rationale: High school students may welcome the opportunity to experience Lakehead
University's academic offerings prior to committing to full-time enrolment
at a university. Students having a positive experience while taking
one or two Lakehead University courses may enroll at the University
upon completion of high school.
Expectations: By 2011, high school students will be admitted into Lakehead University
on a part-time basis while still completing high school diploma requirements.
The criteria for acceptance into this option will be developed in collaboration
with the high schools to ensure that the students have the appropriate
pre-requisites. The qualifying students will be permitted to take for
credit first year courses currently offered (on campus or online) by
the University. These University course credits can be used toward a
degree if the student registers in a program at Lakehead University.
Lakehead University will continue to raise awareness in government and
the general population about the local and regional benefits that
Lakehead University provides to the economies in northern and central
Rationale: Lakehead University provides socio-economic benefits to the local and
regional areas where the campuses are located as well as contributing
nationally and globally to education and research. By promoting awareness
about the benefits that Lakehead University provides, the University
and the public can engage the federal, provincial and local governments
in dialogues about the importance of government funding to the sustainability
of Lakehead University.
Expectations: Administration, Finance, the Office of Institutional Analysis and Government
Relations, and the Office of Communications will continue to work together
to prepare and promote information about the benefits provided by Lakehead
University to the local and regional economies, i.e. through its research,
service, and educational activities.
Direct lobbying with government officials
on issues of importance to Lakehead University will continue as an administrative
function, particularly for the President.
Objective: A Communications Plan
will be developed to promote greater awareness about
Lakehead University, enhance public perception, and attract students
Rationale: To raise the profile of Lakehead University and to meet enrolment targets,
the Office of Communications, working with appropriate units such as
the Offices of Admissions and Recruitment and University Advancement,
will promote greater awareness of the University and its Faculties through
publicity venues. Ultimately, this exposure should be directed toward
increasing recruitment and increasing donations. Messages will consistently
portray the benefits of attending Lakehead University as well as its
strengths in research and academics. Regional marketing needs may be
addressed through distinct communications strategies and resources developed
for each campus.
Expectation: Lakehead University will build on its experience in the Office of Communications
to produce dynamic, up to date and measurable communication strategies
using available technologies and innovative approaches to market the
University to students and potential donors. These communication strategies
will include the promotion of faculty, staff, administration and student
successes, projects and activities that strengthen and promote Lakehead
University to targeted audiences including Aboriginal communities.
Lakehead University will continue to address ways to improve student
satisfaction, the student experience, and retention.
Rationale: Recruitment is initially based on Lakehead University's name recognition
by students, the institution's reputation, and the choice of academic
programs. Results of surveys and profiles on the internet provide sources
of information about the University to potential students and provide
a means to compare us with other universities. Ratings, such as student
satisfaction and student engagement, provide a measure of what students
think about us. Student feedback provides information to the University
on how we are doing and what areas need improvement to recruit and retain
Expectations: Faculties, academic
units, relevant administrative units, the Instructional Development
Centre and the Senate Teaching and Learning Committee will examine
the results and comments from the participants of student surveys such
as the National Survey of Student Engagement (NSSE), Canadian Graduate
& Professional Student Survey (CGPSS), and Canadian University Survey
Consortium (CUSC) and, in consultation with Student Affairs, will determine
what issues should be addressed.
By the end of 2010 and for each subsequent
year, Faculties and administrative offices, with the assistance of the
Office of Institutional Analysis and Government Relations, will develop
strategies to enhance students' experiences and increase retention.
Many areas of the University such as
Administration, Career and Cooperative Education Services and Student
Affairs provide services to the students and staff, and directly interact
with the students, sometimes in difficult situations. Respectful communication
and professional behaviour are expected from all employees. Training
courses on communication skills, including conflict resolution and professional
behaviour will be required for all employees interacting with students.
OF THE ACADEMY
Lakehead University is a comprehensive
university, offering breadth of academic programming at the undergraduate
and graduate levels, and also delivering its academic programming via
a variety of formats. One way the comprehensiveness of the University
could be expanded is by creating reciprocal arrangements with international
partners. For example, both parties could create new programs or deliver
existing ones. Other ways to enhance comprehensiveness would be to recognize
the diversity of the University community as well as to grow graduate
programming. Lakehead University provides multiple ways to engage students
by providing meaningful environments in which they learn, live, work
and play. Lakehead University values and will continue to value its
teaching excellence in all the disciplines offered. Lakehead University
is committed to retaining a strong mix of professional and other academic
programs with many different ways of reaching out to its internal and
external student communities. It is expected that Faculties will examine
their programs and potentially change the program mix, the configurations,
and the marketing of programs, and where appropriate, they will combine,
eliminate, or add programs. Change will be guided by the sustainability
mandate and focus on the institutional mission. Lakehead University
has developed Academic Plans for the Thunder Bay and the Orillia Campuses
and these plans will provide direction to future academic programming
on each campus.
Objective: Academic planning and
implementation at Lakehead University will require collaboration
among relevant academic units, committees, and administrative offices
at both campuses.
Rationale: Lakehead University is one university with two campuses. Collaborative
planning and participation of faculty from both campuses will facilitate
openness and transparency in the academic operations of the University
and program development at both campuses.
Expectations: Processes in place for the review and approval of programs will be applied
consistently between Thunder Bay and Orillia. Faculty from both campuses
will be involved in the academic planning and approval processes. The
Senate approval process for programs developed in Orillia will be consistent
with the procedures used to review and approve programs on the Thunder
Bay Campus. The Senate Academic Committee will continue to develop and
monitor strategic academic planning.
The Aboriginal Management Council will
continue to play a key advisory role at both campuses pertaining to
Aboriginal issues from support services, recruitment and retention,
to academic programming.
Objective: Programs offered at both
Lakehead University campuses will be developed to complement and enhance
Rationale: Both Lakehead University campuses will plan and deliver programs in
accordance with the overall mission of the University and in dialogue
with one another,(for example via department meetings, Senate committees,
etc.) while at the same time retaining and enhancing the individual
character of each campus.
Expectations: Rather than simply duplicating courses between the campuses, the University
will offer a wider selection of courses and programs, including any
experiential learning options such as co-op, to meet differing markets.
New programs at the Orillia Campus must be of equal quality as those
at the Thunder Bay Campus.
Senate Academic Committee, through
the academic planning process, will guide and review program development
on both campuses and make recommendations to Senate. Membership on Senate
committees will be revised to include appropriate representation from
the Orillia Campus. Technology will be used to ensure effective
communication between Thunder Bay and Orillia so that faculty members
at both campuses can participate in departmental, Faculty Council, Senate,
and Senate standing committees meetings via teleconference or videoconference.
Faculty members and applicable support units such as those within Student
Affairs at Thunder Bay will be given adequate opportunities to participate
in planning related to Orillia or vice-versa.
Objective: Students admitted to
a program at either campus will be able to complete that program at
the campus at which they are enrolled.
Rationale: To ensure the integrity of the academic programming and to minimize
disruption to the students, and in recognition that many students attend
from the local geographic area, students must be able to complete their
entire degree program at the campus where they were initially enrolled.
Although students will be able to transfer to the other campus, transferring
students may not be able to complete the program they were initially
enrolled in due to differences in the programs and courses offered at
the two campuses.
Expectations: At each campus there will be sufficient program course offerings to
enable completion of the program in the designated period of time.
Rotation of courses may be required to achieve this. Various types of
courses (such as onsite delivery, video-conference courses, and online
courses) offered from both locations will contribute to completion of
the program at each campus.
Objective: Students on both campuses
and at a distance will be exposed to the rich resources available at
both campuses and via CEDL.
Rationale: If students are able to participate in person or virtually in events
at both campuses they will benefit greatly from increased opportunities
to attend guest lecture presentations and seminars, thus enhancing students'
experiences overall. Additionally, increasing the number of technologically
accessible courses will provide a greater selection of courses and course
formats as well as an opportunity for students to interact between the
Expectations: Important guest lecture presentations, seminars and career related sessions/events
presented at one campus will be available to the other campus and to
students at a distance through synchronous and asynchronous multi-media
technologies (e.g., media streaming, videoconferencing, teleconferencing
or a blended approach). Programs where the same courses are delivered
at both campuses will offer a number of these courses to the other campus
in a way that is feasible and technologically accessible by students
at each campus.
Lakehead University, building on existing international relationships
and alumni/ae relations, will seek out structured programming for student
and faculty exchanges, collaborative research/outreach and joint development
of academic courses with a global focus.
Rationale: Global awareness leads to enhanced appreciation of cultural, economic
and environmental diversity. Solutions and adaptations to current and
future global challenges will undoubtedly require coordinated efforts
by many. The efforts will also lead to new opportunities for sustainable
growth of Lakehead University, including increased number of international
students, Lakehead University students abroad, exchange programs and
increased internationalization of both Lakehead campuses.
Expectations: Academic units will identify their potential for increased international
activities by cataloguing individual faculty/staff international contacts
as well as keeping an up-to-date roster of recent alumni who are engaged
in international activities. Academic units will designate a faculty
member to coordinate with the institution's central international
administrative structure and by the end of 2010 will report on effective
strategies for increased activities.
Objective: New graduate programs
will build upon and extend existing undergraduate programs of high demand
Rationale: Lakehead University, with two campuses, has the opportunity to expand
educational opportunities to meet the market needs in each of its geographical
areas. By offering graduate programs appropriate to the interests in
each geographic area, Lakehead University will attract faculty, enable
graduate student support for research, and increase enrolment.
Expectations: Specific sustainable graduate programs will be developed in accordance
with the processes of Graduate Studies and Senate.
Lakehead University will build on existing quality graduate programming
and develop new, high demand and high quality PhD programs.
Rationale: Lakehead University recognizes that vibrancy and growth in research
are strongly linked to research-intensive graduate programs where students
engage in a significant amount of research activity working within a
research culture. The University has been allocated graduate growth
of 541 FTEs in Master's programs and 65 FTEs in PhD programs as an
end state by 2011-2012. With the option of transferring some of the
Masters FTEs to PhDs, it makes sense to continue to develop PhD programs
as we have been successful in attracting PhD students and there are
opportunities for new PhD options on the Thunder Bay Campus.
Expectations: To increase graduate student enrolment, sustainable PhD programs will
be developed and maintained. Structural models of these programs could
include fast-tracking students from the Master's level into PhD programs,
direct-entry for outstanding undergraduate students, and interdisciplinary
programs. Faculties, including the Faculty of Graduate Studies, will
work with the Office of Admissions and Recruitment to meet the graduate
expansion initiative growth target allocations set by the Ministry of
Training, Colleges and Universities.
Objective: Lakehead University will
continue to develop innovative and interdisciplinary/interprofessional
programs at the undergraduate level that share and integrate topics
Rationale: Both Lakehead University campuses will provide innovative sustainable
programs while simultaneously remaining sensitive to market demands
and new, emerging fields of study in post-secondary education. These
programs may require new approaches to academic programming, including
interdisciplinary/interprofessional learning and/or experiential learning
options such as co-op and service learning. The focus at the Orillia
Campus will be on more integrative programs. For example, Business courses
could be included in the Environmental Studies Program as students require
the skills to prepare proposals and work with budgets.
Expectations: Programs proposed
at Lakehead University should demonstrate that they are innovative,
market driven and sustainable. New Orillia Campus programs will be interdisciplinary/interprofessional
not only through a mix of courses from multiple disciplines but also
by employing interdisciplinary/interprofessional strategies and inquiries
within some courses. Nevertheless, while all Orillia Campus students
are encouraged to consider interdisciplinary/interprofessional options,
it is recognized that programs with professional and accreditation requirements
may restrict the number of elective interdisciplinary/interprofessional
options that are available.
Lakehead University will continue to pursue its proposed
Law School Program.
Rationale: The proposal for a Law School Program was created in response to requests
from outside organizations including the Nishnawbe Aski Nation (NAN).
Lakehead University made a commitment to these organizations to pursue
a Law School Program. A Law School Program would offer Lakehead University
the opportunity to provide a northern Ontario Law School with Aboriginal,
natural resource, and small legal practice foci.
Expectation: Lobbying for the Law School Program will continue with a goal to having
it operational by fall term 2012.
Objective: The number of distributed
learning course offerings will be increased.
Rationale: Academic units should expand the number of courses using these distributed
learning modalities to avoid duplication of courses between campuses,
to generate revenue by delivering courses through alternative modes,
and to recognize that courses offered online, by videoconferencing and
media streaming, appeal to some students and are virtually essential
to students residing in remote areas or who are place-bound. It is recognized
that a number of issues will need to be worked out to accommodate the
expansion of distributed learning course offerings. However, it should
be relatively easy to deliver existing Thunder Bay or Orillia based
courses between the two campuses and thus elsewhere.
Expectations: By September 2011 each academic unit, where appropriate, will offer
at least two 0.5 FCE courses or one 1.0 FCE course during the fall and
winter sessions through a distributed learning mode. Each faculty Dean
will report to the Senate Academic Committee and Senate CEDL Committee
at the end of each year of this Plan on progress of development of distributed
In each subsequent year of the Strategic
Plan 2010-2013, each academic unit, where appropriate, will offer additional
distributed learning courses. The academic impact of increasing the
number of distributed learning courses will be analyzed through the
academic planning processes.
Objective: A compressed course (or
small series of compressed courses) will be established as a pilot project.
Rationale: Lakehead University should consider offering greatly compressed courses,
such as three week courses, which will provide the opportunity for students
to complete coursework in a very timely, intense and focused way. Compressed
courses could well attract a different sort of student body, one that
is able to devote the requisite block of time to the course or courses.
Some preparatory courses could be designed and offered on such a compressed
basis to help adult learners who have been away from school for some
time or other students, who for whatever reasons, need assistance in
making the transition to university-level education. Such a move could
help with recruitment and enhance Lakehead University's reputation
as a student-centred institution. Other possible areas for compressed
courses and non-credit courses and certificate programs could be ones
undertaken with local healthcare providers and health professionals.
Expectation: A pilot project will be developed by Fall 2010. If judged successful,
expansion would be considered before the end of 2013, including examining
this delivery mode for an entire program.
Objective: As part of enabling students
to reach their full potential and to be responsible global citizens,
Lakehead University is committed to developing and enhancing its students'
international cultural experiences, growth and understanding.
Rationale: Engaging globally requires a dedicated effort to reach measurable results
with respect to student recruitment, collaborative research, faculty
and student exchanges as well as larger format development programming
with a direct focus on the United Nations Millennium Development Goals
activities. Lakehead University has the expertise to become a significant
player in the international development arena.
Lakehead University faculty members
have many mature contacts with potential and willing partners that warrant
some increased effort toward joint undergraduate degree programming.
One model for these collaborations is to have students from the foreign
partner initiate their studies at home followed by more senior courses
at Lakehead University. An attractive alternative to physically attending
Lakehead University is to provide distance learning coupled with a faculty
exchange program. This may address the financial difficulties international
students encounter when faced with differential tuition fees, travel
costs and the cost of living at Lakehead University. Additionally, non-Canadian
governments are increasing their focus on providing Highly Qualified
Personnel (HQP) training at home to minimize the problem of losing many
of their brightest young people to emigration. International partnership
students will graduate with a degree jointly offered and identified
by Lakehead University and the collaborating partner. If the collaborating
institution is from a developing country, the sequence and nature of
collaboration may take a different path.
Expectations: All Faculties will identify academic units with the potential to increase
international university to university collaborations. Academic units
are encouraged to collaborate within Lakehead University for innovative
programming. By December 2010 comprehensive reports by Deans/Chairs
for each academic unit will be prepared with: a) potential partner description(s);
b) Lakehead University contacts; c) scope of intent; and d) required
Lakehead University will establish
a mechanism for efficient seed-funding raised from internal and external
sources, including active participation by academic units. By December
2010, Lakehead University will have identified at least five initiatives
for joint degrees and will have established working committees for implementation.
Collaborations are not intended to increase costs but to increase opportunities
for diversity and for additional revenue.
Distance learning opportunities will
be evaluated as an alternative to study in-country (Canada). By December
2010 (and prior to any formal joint degree agreements) at least five
courses (or components thereof) will have been tested for distance delivery
to international institutions.
Lakehead University will take
the lead in establishing joint management teams to ensure programming,
curricula, mechanisms for exchanges and completion of required formal
agreements are accomplished. By 2013 the five identified joint programs
will have been initiated. (Some examples of model specifics are
offered in Appendix 2.)
Lakehead University has a responsibility to raise students'
awareness about environmental issues,
sustainability, and their personal
One of the objectives in the Mission
Statement is to educate students to be aware of social and environmental
Expectations: Activities and policies that promote more sustainable life styles and
raise awareness, or promote debate about social and environmental issues
will be encouraged. Where appropriate, University courses should include
topics and issues relating to health, social issues, the environment
Objective: Opportunities will be
created to provide students with an enhanced learning experience.
Rationale: Lakehead University is committed to enhancing students' learning opportunities
and learning experiences beyond the classroom setting as well as within
Expectations: There should be an increase in the frequency and number of lecture series. As well, a speaker who is on campus for a speaking engagement should be encouraged to be available for in-class and out- of-class meetings with interested students. These enhanced learning opportunities include: expanding existing lectures and lecture series and/or inaugurating new lecture series; hosting more
academic conferences that attract major
scholars from elsewhere to either campus; making visiting speakers and
scholars available to meet with faculty and students so as to enable
consultation where possible, and holding workshops in some disciplines
either on or off campus. For example, a major poet or novelist could
offer an open workshop in composition which is simultaneously connected
to a class in creative writing, or a specialist archivist could offer
an intensive workshop on the archiving of various materials open to
the university community and the public.
Objective: Lakehead University
will increase the comprehensive nature of the Orillia Campus by providing
recreational and intramural athletic programming and varsity sports
not currently offered on the Thunder Bay Campus.
Rationale: Athletic and recreational programs offer a way to attract students,
expand regional awareness/reputation, afford the students the opportunity
to improve their fitness levels and physical skills, and increase school
spirit. The Orillia Campus needs to explore the possibility of developing
athletic and recreation programs that would be relatively inexpensive
while adding to the quality of student life and the comprehensiveness
of the Orillia Campus.
Expectations: Initially, LUSU, in conjunction with the Athletics Department, will
provide a small budget for Orillia Campus recreational and intramural
programming based on student fees. Various nearby facilities could be
rented for this purpose. Students will be encouraged to develop intramural
and recreational program activities.
Although no athletic facilities will
be built from University funds, varsity sports such as soccer and volleyball
could be developed at the Orillia campus. For example, the City of Orillia
has committed to developing a twin-pad hockey arena, playing fields,
tennis courts and a track adjacent to the permanent Orillia Campus.
By 2010, there will be one male and one female varsity team, and by
2013, there will be at least two male and two female varsity teams.
Students will be consulted regarding the types of sports to be selected.
Thunder Bay based varsity teams will
play in or near Orillia to give exposure to the University, increase
spectator options in Orillia, and give additional spectator support
to Thunder Bay teams when on the road. At least one event for a Thunder
Bay varsity team will be played in or near Orillia per year in 2010,
2011 and 2012, with at least two such events by 2013.
Lakehead University has become a comprehensive,
rather than a primarily undergraduate university. Significant national
and international research profiles are important components of being
a comprehensive university. The Strategic Plan 2010-2013 builds on and
articulates strategies to help achieve the vision and goals of Lakehead
University's Strategic Research Plan 2007-2012. In the Strategic Research
plan it is stated that support from the university is a necessity to
achieve the objectives in the plan. Similarly, the kinds of support
noted in the Strategic Research Plan will be needed to achieve the objectives
in this section. There is an expectation that a new Strategic Research
Plan extending beyond 2012 will be developed and approved.
The Research Goal identified in the
Senate approved Strategic Research Plan is to "become one of the top
25 research-intensive universities in Canada" as identified by Re$earch
Infosource. Some of this anticipated growth will come from the affiliations
Lakehead University has developed with the Northern Ontario School of
Medicine and the Thunder Bay Regional Research Institute. Lakehead has
improved significantly in the Re$earch Infosource rankings, moving up
from #38 ($9,252,000 funded research) in 2004 to #30 ($20,129,000 funded
research) in 2008, an increase of 107% in research funding.
The Strategic Research Plan identifies
Lakehead's Research Mission as a commitment to "excellence and innovation
in research, scholarly work, and other creative activities" and
in valuing "the research contributions and achievements of its people,
as well as the diversity of their ideas emerging from all disciplines."
In keeping with the Research Mission statement, Lakehead University
supports and celebrates all research, scholarly work and creative activities.
The University recognizes that a significant amount of research, scholarly
and creative work does not result in large grants, since much excellent
work requires little or no funding.
Lakehead University will continue to increase its research productivity
Rationale: As Lakehead University continues to redefine itself as a comprehensive,
rather than a primarily undergraduate university, the University will
increase research productivity and funding. The latter is particularly
important to our goal of becoming one of the Top 25 Research Universities
in Canada, as defined by Re$earch Infosource.
Expectations: The Research Office, in conjunction with the Faculty Deans, will facilitate
research productivity that is aligned with the strategic research priorities
identified in the Strategic Research Plan, in order to increase Lakehead
University's competitive advantage for receiving external funding
from funding bodies that require the identification of priority research
areas. The Dean of each Faculty is responsible for measuring the research
productivity of his/her faculty members and monitoring and supporting
the research, scholarly and creative projects of all faculty members.
This support will include, but not be limited to, identifying and facilitating
research that falls into the priority areas identified in the Strategic
Objective: By 2013, Lakehead University
will increase its overall research funding level with a target of $24M
Rationale: In aiming to become one of the Top 25 Research Universities in Canada,
Lakehead University must increase its research funding. In 2008, funding
already had reached $20 M so the objective is reasonable and attainable.
Universities have had to declare areas
of research focus in order to increase research capacity and to compete
nationally for funds from programs like the Canada Research Chairs (CRC),
Canada Foundation for Innovation (CFI) and NSERC Research Capacity Development
Program. These programs require universities to have clearly defined
areas of priority in order to be eligible to apply and receive their
funding. At the same time, Lakehead University should ensure that those
researchers and scholars who compete for SSHRC or CHIR funding, or other
sources of funding which may not be linked to a focus area, have the
opportunity to follow their respective research programs.
Expectations: In order to ensure all funding is included in the reporting of Lakehead
University's overall research funding, a transparent strategy will
be developed, in consultation with the Senate Research Committee, to
ensure that all research funding is accounted for. Each Faculty, working
with the Research Office, should develop a plan to increase its research
Objective: As long as specific
teaching needs of individual academic units are addressed by the candidates
with demonstrated excellence or the potential for excellence in teaching,
the recruitment of new faculty members at Lakehead, in accordance with
Lakehead University's Strategic Research Plan 2007-2012, should emphasize
the candidate's research potential and excellence as well as other
institutional priorities such as diversity.
Rationale: Lakehead University needs to recruit and retain faculty with excellence
in teaching and research. In order to become one of the Top 25
Research Universities, Lakehead University needs to focus its resources
towards priority research areas. As clearly as possible, academic units
need to define their research expectations and to build on their respective
research priorities. We must be in a position to invest scarce internal
and external resources in focused research areas where we have a unique
advantage and strength.
Expectations: To strengthen the University's research agenda, whenever possible,
academic units will provide a rationale for faculty positions that establishes
linkages to the institutional areas of research focus when advertising
for and hiring new faculty. This information will be provided as part
of the request to fill any faculty position.
Deans, in consultation with Academic units, will clearly define their
faculty research expectations and research performance review criteria.
Rationale: Academic units need to define, as clearly as possible, their expectations
to build their research productivity. In defining expectations for research
productivity, it is recognized that a significant amount of research,
scholarly and creative work does not result in large grants. Annual
research productivity expectations will vary from one academic unit
to another. It is recognized that research and creative activity, whether
funded or unfunded, should be measured in relation to teaching and service.
Clarification of these expectations will aid the Tenure, Promotion and
Renewal Committees and the Merit Committees as they review faculty research
Expectation: By 2011, this process should be implemented and reviewed periodically.
Objective: Faculties should set
as a high priority the integration of creative and scholarly work with
teaching and learning.
Rationale: Lakehead University
recognizes the value and expertise that faculty who are actively engaged
in creative and scholarly work bring to their teaching. Students
greatly benefit from learning from instructors who are able to disseminate
their creative and scholarly work through their course content and instructional
Expectation: The Instructional
Development Centre (IDC) along with the Senate Teaching and Learning
Committee shall promote and support the integration of creative and
scholarly work with teaching and learning where appropriate.
Lakehead University will continue to be involved in Aboriginal research.
Rationale: Aboriginal research should provide greater understanding of Aboriginal
issues including social, economic, educational, and political issues
confronting Aboriginal communities.
Aboriginal research should contribute
to identifying solutions and to supporting Aboriginal peoples'
aspirations for an improved quality of life in their communities.
Expectations: Lakehead University will encourage Faculties and Departments to address
Aboriginal issues as part of their research activity and will facilitate
research based partnerships with Aboriginal communities.
Lakehead University will educate faculty on technology transfer opportunities.
Rationale: External sources of funding for research projects at Lakehead University
are critical to the reputation of the University, and research projects
receiving funding are often expected to show links to outcomes of technology
transfer especially commercialization. Technology transfer encompasses
a wide spectrum of activities from industry sponsored research collaborations,
to licensing and start-up company development, to copyrights to publication
of research results, and patents.
Partnerships increase research activity
and can help with commercialization opportunities. As faculty may not
have established contacts or partnerships related to the research project,
the Innovation Management Office will offer assistance in contacting
possible partners and establishing partnerships related to research
with commercial potential.
Expectations: To increase opportunities for commercializing the results of research, faculty must be provided with additional education relating to the value of technology transfer to the University, particularly what technology transfer means, how it benefits research, and the capacity of the Innovation Management Office to assist faculty with patents, copyrights, partnerships, and commercialization of research results. The Innovation Management Office shall provide educational workshops, seminars, and new faculty orientation at the department level, regarding the role and value
of commercialization. Technology transfer
guest lecturers should be invited to speak during Research Week.
The Innovation Management Office,
under the direction of the VP (Research), will determine appropriate
goals and levels for commercialization to be established for 2013.
The Innovation Management Office will
continue to develop strategic partnerships that will enhance the commercialization
of research and provide economic benefits to the local region.
The Innovation Management Office will
work closely with external sources, including the Ontario Partnership
for Innovation and Commercialization and the Ontario Centres of Excellence,
to exchange information and to realize all possible opportunities related
to technology transfer.
Objective: Lakehead University will
increase its knowledge transfer with respect to research activities
Rationale: In addition to patents and commercialization of research, technology
transfer may also include research findings or processes that enable
governments and industry as well as civil society to benefit from applied
research. This includes attitudinal changes which may lead to better
policies, increased competiveness and improved practices, as well as
more effective public engagement in societal affairs such as working
to solve basic and applied international problems with international
partners from private and public, government and non-government sectors.
Knowledge transfer is a form of extension that is an effective mechanism
to develop new student-centred teaching/learning methods and materials
for undergraduate and graduate academic programming.
Expectations: Faculty conducting applied research will consider making knowledge transfer
of the results a major expectation. Researchers should collaborate with
the Office of Communications whenever feasible to ensure maximum exposure
of research results to potential beneficiaries. The Office of
Communications will record the number of faculty and research projects
that are disseminated to the external community. Re$earch Infosource
and media hits can be used to evaluate the dissemination of research
findings. The results of the collaboration, data collection and monitoring
of "hits" will be used to measure the extent of the knowledge transfer.
In addition, the Research Office and
others such as Continuing Education and Distributed Learning and Instructional
Development Center, will assist with forging linkages related to research
on teaching and learning.
Lakehead University will continue to encourage research collaboration
among its varied divisions and departments.
Rationale: Enhancing collaborations among academic units' researchers has much
potential, such as helping to make research proposals for Tri-Council
agencies more competitive.
Expectation: Interdisciplinary/interprofessional research proposals will be encouraged
in order to enhance and strengthen interdisciplinary/interprofessional
programs. Barriers that may exist between units will be identified and
removed if necessary to achieve more interdisciplinary/interprofessional
Lakehead University will increase public visibility and recognition
of scholars (faculty and students) at both campuses.
Rationale: An important indicator of research excellence at Lakehead University
is the recognition of its faculty, graduate students, and undergraduate
students at provincial, national, and international levels. A reputation
for research excellence attracts top quality faculty and students and
additional research funding.
Expectations: The Research Office will manage the nominations of scholars for research
awards. The Research Office will create a database that will contain
information about the number of award applications submitted annually
by individuals at Lakehead University, the number of successful nominations
for awards, a list of faculty on committees adjudicating awards, and
a list of all potential awards.
The Research Office will facilitate
and prepare research award nominations on behalf of, and in association
with, nominators at Lakehead University. The Research Office will contact
Deans, Chairs and faculty providing information on deadline dates and
application procedures in order to solicit and encourage potential candidates
and the Research Office will assist with the gathering and preparation
of nomination submissions. Faculty will be encouraged to participate
on committees adjudicating awards to raise the profile of researchers
at Lakehead University.
Objective: The number of named awards
available to graduate students will be increased.
Rationale: To remain competitive with other institutions, Lakehead University must
increase the number of graduate awards available to both domestic and
Expectations: New awards will be developed during each year of the Strategic Plan.
The Office of Advancement will work with the Deans to solicit funds
and sustain these awards. Some of the awards would form matching funds
for OGS Scholarships to ensure that Lakehead maximizes its potential
graduate student allocation.
Lakehead University supports the diversity
of its community as a source of human excellence, cultural enrichment
and social strength. The worth and dignity of all members of our academic
community regardless of race, ethnicity, culture, religion, nationality,
sexual orientation, age, gender, ability, or socio-economic status should
be embraced. The vision statement indicates that the University "will
reflect and serve Aboriginal and other diverse cultures, institutions
and organizations as it reaches out regionally, nationally and globally".
Our university community acknowledges that the responsibility for enhancing
the representation of persons from diverse backgrounds and cultures
cannot be singularly assigned to any one office. All segments of the
university community must be committed to, actively engaged in, and
evaluated on the initiatives and measures they take to make the University
a more diverse and welcoming place. As examples, increased recruitment
of international students and increased global experience for domestic
students would provide greater cultural awareness for our students.
Targeted recruitment, cultural support programs, innovation in the development
of culturally sensitive and appropriate curricula, and expanded global
research are other examples of diversity initiatives.
Understanding both the benefits and the challenges of diversity within a learning community is essential to developing leaders for the global community. Faculty are encouraged to include material in their curricula to stimulate classroom discussions about issues pertaining to diversity, including cross-cultural life experiences and perceptions, as well as the beliefs and behaviours of diverse cultures. Exposure to
other languages, cultures and intellectual
traditions enrich the educational experience of all students and better
prepare graduates to function effectively in our pluralistic society.
Objective: Lakehead University will
promote awareness, understanding and
respect for diversity.
Rationale: A culturally diverse representation of students, faculty and staff at
Lakehead University interacting in discussions about cross-cultural
experiences in the classroom and interacting in social situations promotes
understanding and respect for diversity.
Because of the high Aboriginal student
populations in northern and central Ontario, and the commitment to acknowledge
the unique place of Aboriginal peoples in the Canadian Constitution
(with its legal implications) and the growing involvement of Aboriginal
peoples in resource development in the north, there will be a strong
emphasis on Aboriginal issues. In 2008, Lakehead University established
a sub-committee to the Senate Academic Committee which includes representatives
from the Aboriginal Management Council and the Aboriginal Advisors Committee.
This sub-committee is responsible for ensuring Aboriginal perspectives
are included in relevant academic decision-making. This sub-committee
has a role to play in developing new policies related to awareness and
A heightened level of internationalization
at both Lakehead University campuses requires designated measures aimed
at insuring a welcoming environment for visiting students, staff and
faculty. The natural and convenient tendencies for individuals and groups
of differing nationality, language and race to segregate and isolate
need to be challenged with respect and sensitivity. Appropriate and
deliberate interaction in both academic and social settings is key to
improving cross-cultural understanding and appreciation.
Expectations: Lakehead University
will implement the requirement that all students prior to graduating
from Lakehead University take one course from an offering of several
courses across the curriculum on awareness and understanding of diverse
cultures, with a strong emphasis on Aboriginal interests. This requirement
would be implemented by September 2012. The Senate academic committees
will determine the criteria for such a course and the Senate Undergraduate
Studies Committee will evaluate which courses meet these criteria.
Administration will develop strategies
to facilitate appropriate interaction of staff and faculty with students,
staff, and faculty of diverse cultures.
As part of the strategy to promote
interactions with other cultures on campus, Lakehead University will
increase efforts to recruit Aboriginal and international students and
will provide a structure for the purpose of supporting and retaining
these students through broadening the respect for and knowledge of diverse
Faculties and departments will develop
and advance Lakehead University's relationships with Aboriginal communities
and international relationships with other universities and institutions
by the end of 2010.
Lakehead University will increase the number of Aboriginal students
on both campuses and at a distance, and increase Aboriginal involvement
in a wider spectrum of programs and activities.
Rationale: Through the Aboriginal Management Council, membership organizations
have identified the need for Aboriginals with post-secondary education
in a broader spectrum of academic specializations and activities. Through
new and continued collaborations with Aboriginal communities and Lakehead
University, recruitment and retention to the post-secondary academic
programming needed in Aboriginal communities can be addressed.
Expectations: The total number of self-declared Aboriginal students enrolled will
be increased annually across university programs. The Faculties, in
conjunction with Aboriginal Initiatives, the Aboriginal Management Council,
and CEDL (as applicable for distributed learning programming), will
work to develop programs and strategies that meet the needs of the Aboriginal
communities for post-secondary education, including the significant
enhancement of transitional and access programming and co-op options.
Distributed learning courses will be offered to and/or in remote communities
to encourage participation in university level courses to those unable
to leave their home to come to the University campus.
Faculties and departments, especially
those offering support and administrative services such as the Registrar's
Office, Admissions and Recruitment, Student Affairs, Instructional Development
Centre, Human Resources, and other relevant departments, will raise
their own awareness about Aboriginal issues and become integrally involved
and supportive of Aboriginal recruitment, support services, initiatives
and programming. These Faculties, departments and relevant administrative
units will work with the Aboriginal Initiatives Office to examine the
results and comments from the Aboriginal Cultural Support Services (ACSS)
student surveys and other studies such as the Report prepared for the
Association of Universities and Colleges of Canada - "Redressing
the Balance: Canadian University Programs in Support of Aboriginal Students,
to identify and improve recruitment and retention of Aboriginal students."
Lakehead University is committed to supporting academic units in developing
new opportunities and expanding upon existing partnerships for cooperation
with the private and public sectors; First Nation, Métis, and Inuit
communities; and appropriate international partners.
Rationale: The Lakehead University Vision Statement states that "Lakehead University is dedicated to working with Aboriginal peoples in furthering their educational aspirations. Building on its accomplishments and partnerships and recognizing its role in Northwestern Ontario and Central Ontario, Lakehead University reaches out regionally, nationally and internationally." Lakehead
University will reach out to provide
academic opportunities that meet identified regional, national, and
It is important to expand the physical
and visible presence for Aboriginal students and faculty.
Expectations: Academic units, Technology Services Centre (TSC) and CEDL will be required
to develop business plans for their existing cooperative initiatives.
The plans will include descriptions of the programs, return on investment
and financial sustainability, the duration and continuity of the programs,
the major method of delivery, and their impact on the academic and service
units. New opportunities for cooperative initiatives will be developed
by the academic units in consultation with TSC and CEDL and where applicable
with Career & Co-op Services. Individuals may obtain degrees, certificates
and/or credits through non-traditional structures and delivery modes.
These programs may include research collaboration; support services;
policy development; credit and non-credit courses; certification programs;
and preparation programs for provincial, national and international
designations such as CA, CMA, CGA and CFA. The plans will be consolidated
by the Faculty Dean and prioritized before being reviewed by the Deans'
Council in May 2010. The recommendations of the Deans' Council will
be submitted to the VP (Academic and Provost). The units will be responsible
for implementing their plans and achieving their objectives. Start up
funding needed for new initiatives that can demonstrate a sound business
plan will be part of the budget decision for the 2011-2012 budget year.
Lakehead University will establish a
"Culture Across the Curriculum"
initiative that encourages faculty to introduce where appropriate course
materials related to cultural frameworks, theories, and understanding.
Rationale: Interpretation of different cultures can be explored in many different
ways. Perceptions based on cultural experiences of faculty members and
students can be shared. This will increase knowledge and critical understanding
about a uniquely Canadian perspective which includes diverse cultural
and regional perspectives that fit a broader global world view.
Expectations: Each academic program will demonstrate that it is providing academic
opportunities where students have a chance to experience broadly-based
cultural diversity in a learning environment. To meet this objective,
instructional development services will be provided as needed for faculty
Objective: Lakehead University will
continue to improve accessibility to the University's programs and
facilities and promote an awareness and knowledge of accessibility issues.
Rationale: Lakehead University recognizes both its moral and legal obligation to
make its academic offerings and facilities as accessible as possible
to all members of the community. While the University has made significant
progress in this regard, many barriers, both physical and attitudinal,
still exist and the efforts to reduce/remove them will take time, resources,
and the continued commitment of the University.
Expectations: The Accessibility Committee will continue to address the accessibility
needs of the Lakehead University community and will make recommendations
regarding accessibility to the Administrative Executive Committee.
Principles Informing the Culture
of Lakehead University - from the Academic Plan 2006 Giving Academic Direction to Past Strength
and Future Promise: Lakehead University's Strategic Plan 2005-2010
pages 3 & 4:
2) We are a community committed
to a student-centred educational experience that fosters student growth
in all aspects of university life.
We aim to provide an environment
that promotes intellectual, ethical, social, cultural, political, and
We are committed to providing lifelong
post-secondary educational opportunities for all students.
We seek to provide an environment
that fosters citizenship, civic responsibility and pride, and community
It is the responsibility of the
community to assist students in realizing their potential by engaging
them in reflection, critical dialogue, and activism regarding their
It is the responsibility of students
to engage in reflection, critical dialogue, and activism regarding their
Graduate students are encouraged
to be fully engaged in every aspect of the graduate student experience,
including learning, instructional teaching assistance, research assistance,
work with mentors, and learning to be scholars.
Resources should be allocated to
adequately support students, including, for example, the Writing Centre,
the Learning Assistance Centre, and the Library. The community should
provide adequate physical, human and financial resources to support
students through their continuing development.
Program requirements should be
straightforward, and information about programs, services, and resources
should be provided in a clear and concise manner.
ACADEMIC CHARTER - from the Academic Plan 2006 Giving Academic Direction to Past Strength and Future Promise: Lakehead University's Strategic Plan 2005-2010 page 8:
- All students should have equal opportunity to study in learning environments
that are funded sufficiently to meet prevailing disciplinary standards;
- All full-time faculty should have workloads and resources that provide
them with equal opportunity to meet their teaching, research, and administrative
- All Senate approved programs, as well as the Library and Part-Time Studies, should have funding sufficient for them to meet disciplinary standards, and where applicable, accreditation requirements.
Model specifics for international collaborations:
1) Initial efforts will focus on mature institutions (with established network/internet infrastructure) where we have already established some level of collaboration and/or statement of interest for joint programming at the undergraduate level for four-year degrees. These include institutions in China, India, Ghana, and Egypt to name a few.
2) Degree offerings will jointly be designed (all four years) to ensure that the degrees have full relevance in the collaborating country and not just serve as a tool for seeking landed immigrant status. This will also ensure that the degrees qualify under the Framework for Higher Education Qualifications in Canada (this is essential to ensure that students can use their joint degrees in the most competitive manner including entry to graduate programs at home or abroad).
3) Students should spend the first two or three years at their home institution and if so required, students should prepare for and pass TOEFL or IELTS.
4) Upon passing all requirements at the home institution, students will enter their 3rdor final year with all instruction in English either by attending Lakehead University in person or attending Lakehead (Thunder Bay or Orillia) by distributed learning means (either electronically or by visiting faculty).
5) The collaborating institution must ensure that the degree fulfills all domestic requirements for approvals/accreditation and other criteria.
6) The collaborating institution must ensure that the degree is fully supported with adequate staffing, teaching materials, teaching facilities and appropriate administration support.
7) Lakehead University will provide training to faculty at the collaborating institution on teaching methodology with a focus on student centered learning.
8) Lakehead University and the collaborating institution will jointly manage the degree through a management committee effectively functioning as a joint faculty council, if possible. Financial management for the portion of the degree study in the home country is fully the responsibility of the partner institution.
9) Tuition costs at Lakehead University will be set according to Lakehead University standards used for any visa student with the following conditions:
- a) Lakehead University will aggressively
seek out external funding and if successful use it to offset tuition
costs and program development costs (both at Lakehead and with the collaborating
institution - including travel costs) in the early implementation
- b) Lakehead University will set
aside a nominal portion (10 - 15%) of paid tuition to assist in costs
incurred by Lakehead to assist with program development.
10) On-campus lodging for visiting/exchange faculty will be made available by each institution.
11) Other areas to be developed include
joint marketing/recruitment, obligations, dispute resolution, duration
of programs, termination of programs, intellectual property, confidentiality