Institutional Vision

,
Proposed Mandate
Statement, and
Priority Objectives
October 5, 2012
A submission to begin the
process of developing strategic
mandate agreements (SMAs):
To: The Ministry of Training,
Colleges and Universities
From: Brian J.R. Stevenson, PhD
President and Vice-Chancellor
Lakehead University

Part 1: Lakehead University Mandate Statement
A Comprehensive and Research Intensive University Linked to a Regional Imperative
Established in 1965, Lakehead University offers a diverse range of undergraduate and graduate programming in 10 faculties: Social
Sciences and Humanities, Science and Environmental Studies, Business Administration, Education, Engineering, Medicine, Natural
Resources Management, Health and Behavioural Sciences, and Graduate Studies. The Faculty of Law will welcome its charter class
to the Thunder Bay campus in the fall of 2013. Lakehead is home to the west campus of the Northern Ontario School of Medicine
(NOSM) – a joint initiative of Lakehead and Laurentian Universities, which graduated its first cohort of 55 doctors in May 2009.
Lakehead’s Orillia campus offers an interdisciplinary undergraduate program in arts and sciences, as well as programs in business,
education, social work, and media studies.
Lakehead has deliberately developed as a comprehensive university with two campuses in order to provide the necessary breadth,
depth, and diversity of program offerings to address inequity in access to higher education in Northwestern Ontario, Simcoe
County, and surrounding areas. Lakehead’s sustained development in research intensity is central to the creation and translation
of knowledge in a comprehensive university and will enhance the capacity of the University to serve the needs of its communities,
while contributing to society at large.
Student Access, Mobility, and Pathways
Lakehead is distinctive in the Ontario system with an emphasis on accessibility, commitment to First Nations, Métis, and Inuit
(Aboriginal) learners, and a comprehensive array of undergraduate and graduate programs. The University has a proven history
of responding to student demand and societal need and has flourished by transforming challenges into rich student experiences
linking learners, programs, and communities.
The University will increase participation rates in Northwestern Ontario and Simcoe County by developing new pathways and using
technology to increase access in rural and remote locations. Lakehead University is a provincial leader in college transfer initiatives
and is widely known for having pioneered a successful post diploma program in engineering. Seamless and community-driven
health education and training programs meet the needs of public health care professionals. As well as increasing articulation with
programs across the college system, new partnerships with Georgian College and Confederation College will leverage existing
infrastructure so that students graduate with both the advanced theoretical education embedded in a university degree and
the applied knowledge and professional training of a high affinity college diploma. Lakehead University is also leading the way
in enhancing educational opportunities for Aboriginal populations. Not only do Aboriginal students present Lakehead with an
opportunity for growth, but Lakehead has a nationally-recognized commitment to these students, enshrined in the institution’s
mission and Academic Plan’s social justice priority. Transfer and collaborative degree completion agreements with partner
institutions will broaden student pathways and provide regional, northern, and Aboriginal communities increased access to
integrated degree credentials. Initiatives, such as the newly launched Achievement Fund, are designed to raise the expectations of
students, including children and adults who have previously faced barriers to pursuing postsecondary education. Plans for increased
school outreach, early awareness programming, and the rural telepresence strategy are also under way.
Learner-Centred, Engaged Students and Faculty
Lakehead delivers excellence in teaching and learning, developing professional and technical expertise while continuing to
prepare graduates to thrive in a competitive job market. Experiential learning opportunities delivered both on campus and in the
community augment student learning with authentic application. Academic and student support services for all learners are a
cornerstone of the Lakehead experience. With nine Canada Research Chairs, nine research centres, 36 graduate programs, and
a doubling of external research funding within the last few years, the University is realizing its goal of becoming among the top
research-intensive universities in Canada, as highlighted, for example, in Research InfoSource data and The Impact Group’s report
(2012) on Canada’s most inventive universities (Appendix 1). Sustained development as a research-intensive university promotes
human development and advances professional practice through the expansion of knowledge and its applications. The integration
of teaching and research will enhance the vibrancy and growth of the University, enrich both the undergraduate and graduate
student experience, and drive economic development and community partnerships.
Economic Development and Community Partnerships
Lakehead has strong regional ties and operates as a major economic driver. During the past year, the direct economic impact of the
University’s operating budget on Thunder Bay was $327M making the University among the top economic drivers in the region
1
.
The Orillia campus has played a dynamic role in the economic revitalization of North Simcoe County and, during the past year, had
a direct economic impact of $21M on the City of Orillia. Lakehead is the founding partner in the Thunder Bay Regional Research
Lakehead University Mandate Submission - 1

1
Lakehead University Financial Statements 2012 - operating expenditures using a multiplier effect of 2.14%
Lakehead University Mandate Submission - 2
Like Ontario’s Policy
Vision for the Credit
Transfer System
(MTCU 2011),
our goals include
expanding and
improving pathways
while supporting
student success
Institute (TBRRI) and contributes significantly to improving the quality of healthcare through excellence in patient-centered research.
The Lakehead Biorefining Research Institute is helping Northern Ontario’s beleaguered forest industry find new alternatives. The
recent announcement by the Government of Ontario to establish the Northern Policy Institute at Lakehead and Laurentian Universities
supported by a $5M grant from the Northern Ontario Heritage Fund complements the themes of the Growth Plan for Northern
Ontario and sets the tone for a collaborative, evidence-based multi-sector approach to northern economic development.
In summary, access, flexible pathways to degree and certificate programs, and the provision of a full range of academic and student
supports are central tenets in both the Lakehead University Strategic and Academic Plans. The University will continue to focus
on providing high quality interactive learning environments that include diverse experiential learning opportunities, involve our
communities, and are delivered using a variety of technology enabled applications that reflect contemporary developments in
engaging learners. Innovative teaching technologies like the Telepresence Initiative will help the University reach out to geographically-
dispersed learners and establish new pathways, demonstrate leadership in accessibility, and ensure student success.
Part 2: 2010-2013 Lakehead University Vision
Lakehead University will continue to develop as a comprehensive university focused on 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
2
, institutions, and organizations as it reaches out regionally, nationally, and globally.
Lakehead University’s Mandate Statement aligns with the Vision by:
º Enphasizing qualiLy experienLial learning opporLuniLies on and off canpus, involving connuniLies, and delivering prograns and
courses that use a variety of innovative technology enabled applications
º SupporLing sLudenL access, increased sLudenL nobiliLy, and new paLhways across Lhe province while increasing universiLy
participation rates in Northwestern Ontario and Simcoe County
3
º Üsing Lechnology Lo increase Lhe nunber of universiLy courses LhaL can be LaughL in rural and renoLe locaLions
º lurLhering Lhe educaLional aspiraLions of Aboriginal peoples
º 1ransforning Lhe expecLaLions and Lhe social and econonic circunsLances of Lhe people in Lhe connuniLies we serve
º PosiLioning Lhe ÜniversiLy as an engine in regional, naLional, and inLernaLional econonic developnenL and innovaLion
Part 3: Priority Objectives
Priority 1: Student Access, Mobility, and Pathways – A leader in developing new pathways to and from the
University, enhancing college/university transfer, and improving student mobility
Current Circumstances, Aspirations, and Plans
Access, creating new pathways, and supporting students are central themes in both the Lakehead
University Strategic and Academic Plans (http://vpacademic.lakeheadu.ca/academic-plan). We
have many successes to build on. We have consistently been ranked as one of the top Value Added
universities in the country, demonstrating our commitment to accessibility while still achieving high
student retention and graduation rates, and high proportions of students receiving national awards.
Results from the latest Ontario University Graduate Employment Survey reveal that once again
the employment rate for graduates of undergraduate degree programs at Lakehead University
two years after graduation is higher than the provincial average. Twenty-five to thirty percent of
Lakehead students graduate with a 3-year degree. Mature learners age 25 and over make up 26%
of our student body compared to 15% for the Canadian university system. Greater than 50% of
Lakehead’s enrolment is in professional programs with high affinity to the labour market.
Lakehead is a leader on the credit transfer scene accounting for 6% of the college transfer to
universities in Ontario and is tied with Ryerson as having the largest proportion of Ontario transfer
2
At Lakehead University, diversity is reflected in its students, faculty, and staff from more than 50 different countries.
3
The percent of the population age 15 and over with a university certificate, diploma or degree is 11% and 12% in Northwestern Ontario and Simcoe
County respectively. This compares to 20% for Ontario overall and 27% for Metro Toronto. (Statistics Canada, 2006)
Lakehead University Mandate Submission - 3
students for its size (Decock et al., 2011). Lakehead has the only established and thriving multi-institutional pathway for college
engineering diploma graduates. In fact, more than three-quarters of our engineering graduates enter Lakehead as college transfer
students, participating in a summer transition program and moving into the third year of the four-year Bachelor degree program.
Modeled on the successful engineering pathway, students also receive “block transfer” credit for entry into Business Administration and
Natural Resources Management programs.
Lakehead is a major draw for graduates of Northwestern Ontario’s only college, Confederation College. In 2008-09 about 83% of
Confederation College students pursuing further studies at a university attended Lakehead (CCI 2011). In addition to a number of
different multilateral agreements, Lakehead has established bilateral articulations between Confederation College, Algonquin College,
Seneca College, and Sir Sanford Fleming College for a variety of programs ranging from Political Science to Applied Bio-Molecular
Science.
We recently examined the success of college transfer students from 2000 to 2010 (Student Success after Transfer from College
to Lakehead University, June 2012). Overall, full-time college transfer students at Lakehead are as successful as their direct entry
counterparts. The six-year equivalent graduation rate and the GPA for both full-time block and advanced standing students are higher
than for full-time direct entry students. At the aggregate level, students entering block transfer programs are more successful than
those entering with advanced standing or those entering with other college experience. Actions articulated in the 2012 Academic Plan
address the development of additional transition support programs for both full and part-time college transfer students.
Lakehead University is establishing exciting partnerships with our regional college partners as demonstrated by the recent MOU signed
with Georgian College. Together we will explore a sustainable collaborative framework, student pathways, learning opportunities, and
potential research initiatives geared to meet the growing educational and economic needs of Simcoe County. We will expand and
develop new student pathways and leverage existing infrastructure for integrated diploma/degree credentials. Building on the success
of this exciting partnership, work is under way to enhance our multiple agreements with Confederation College. A shared commitment
to enhancing educational opportunities for First Nations, Métis, and Inuit (Aboriginal) populations will help inform the development of
future opportunities.
Currently Lakehead University has about 1150 Aboriginal students, representing 11% of our enrolment, and one of the highest
proportions of Aboriginal enrolments at a Canadian university. Lakehead will continue to build its reputation as the university of choice
for Aboriginal students through a community-centred, shared learning approach. Visioning conducted as part of the Aboriginal and
Postsecondary Education and Training Plan (APSET) planning process depicted a vibrant Aboriginal presence woven into the fabric
of the University. Aboriginal students on and off campus, supported by faculty, staff, and alumni, will be linked in a spirit of shared
learning with Aboriginal and non-Aboriginal communities, private and public sectors, and will form the heart of the Gichi Kendaasiwin
Centre supported by leaders and knowledge keepers.
The University is poised to implement a telepresence initiative that is integral to our accessibility mandate. Telepresence will open new
university pathways and increase the number of university courses that can be taught in remote locations. The technology will allow us
to overcome significant barriers presented to our non-traditional and geographically-dispersed learners.
Finally, initiatives, such as Reach Up and Humanities 101, are designed to raise the expectations
of children and adults who have previously faced barriers to pursuing a university education. In
partnership with Wasaya Airways, Lakehead Athletics has established the Reach Up program to not
only create a legacy of sport and physical activity in northern communities, but also to encourage
Aboriginal youth to consider the benefits of postsecondary education for themselves and their
communities. Humanities 101 graduates have gone on to complete both undergraduate and
graduate degrees at the University. The new Achievement Fund will build on the momentum of
these programs.
Key Initiatives and Timeframe:
Lakehead’s key initiatives will create new pathways and increase student mobility, and target MTCU Principle 1: Putting Students First.
Key Initiatives also advance the aspirations outlined in Principle 2: Meeting the Needs of the Creative Economy, and Principle 3: Focusing on
Productivity, Innovation, and Sustainability.
1. College-University Multilateral Transfer Agreements (2012-2017) - Build on our successful transfer pathways by increasing
the support for both full and part-time transfer students on campus (virtual support sessions, peer mentoring, summer orientations),
along with expanding the development of new transfer pathways as per the 2012 Credit Transfer Institutional Grant.
Telepresence
technology provides
immersive distance
delivery to regional
students – part of
our rural strategy
Lakehead University Mandate Submission - 4
2. Regional College Partnerships: MOUs with Georgian and Confederation College (2012-2014) - Expand and develop
new student pathways that explore ways to integrate curricula so that students graduate with both the advanced theoretical
education embedded in a university degree and the applied knowledge and professional training of a high affinity college diploma.
3. Trans-Institutional Collaboration on Knowledge, Education, and Training in Health (TICKET Health) (2012-2013)
- Build on the long-standing cooperation and collaboration between Lakehead University, Confederation College, Thunder Bay
Regional Health Sciences Centre, and St. Joseph’s Care Group to create a shared vision of health care education and training in the
Northwest – seamless and community driven health education and training pathways.
4. Telepresence Technology Initiative (2012-2018) - Designed to bring the resources and capacity of the two campuses to their
regional communities. Aboriginal and other students in rural communities will be able to participate in a classroom atmosphere
using immersive telepresence technology. The initiative supports all three SMA priority objectives.
5. Aboriginal and Postsecondary Education and Training Plan (2010-2013) - The key strategies reflected in our APSET
priorities are: enhance learning options, pathways, and transitions; strengthen programs and services; raise the Aboriginal profile;
and advance key partnerships. Preparation of the new APSET is currently under way.
6. Achievement Fund (2012-2018) - Lakehead has established partnerships with local school boards to initiate the donor funded
Youth Achievement Fund – developed to systematically provide elementary aged students (grade 4) with connections to the
University. Students will earn tuition credits by participating in the programs. The Achievement Fund has 50 students enrolled
currently with a target of 2,000 students in 2018.
Metrics/Outcomes º lncrease college Lransfer enrolnenL (14%)
º lncrease ¥r. 1 Lo ¥r. 2 reLenLion raLe of college Lransfer sLudenLs and Aboriginal sLudenLs Lo 85%
º lncrease six-year graduaLion raLe of college Lransfer sLudenLs and Aboriginal sLudenLs Lo 70%
º lncrease Aboriginal enrolnenL (15%)
º lncrease parLicipaLion in AchievenenL lund Progran
º lncrease educaLional aLLainnenL for NorLhwesLern OnLario and Sincoe CounLy
(within 5% of provincial average by 2021)
º lniLiaLion of 1elepresence ProjecL
Productivity Gains º lncrease in disLance course delivery
º lncrease in access
º lncrease in work force-ready graduaLes
º CollaboraLion wiLh healLh secLor will reduce cosLs Lhrough shared opporLuniLies, infrasLrucLure,
and expertise
Priority 2: Learner-Centred – Excellence through enhanced student support, faculty interaction, and
engagement
Current Circumstances, Aspirations, and Plans
The 2012-2017 Academic Plan has set as its first priority - Achieve Excellence in Teaching, Learning, and Research. The Plan has
articulated a comprehensive action plan designed to guide the University over the next five years in achieving:
º High QualiLy ÜndergraduaLe and CraduaLe Prograns
º Engaged and Successful SLudenLs, laculLy, and SLaff
º lnLense kesearch, Scholarly, and CreaLive AcLiviLy
At the core of this objective is Lakehead University’s priority for a learner-centred and engaged student
and faculty community. The University prides itself on the quality of teaching and the student experience.
Student-teacher ratios are favourable, experiential learning is a component of nearly every program, and
student evaluations of teaching performance consistently indicate that our instructors are highly regarded by
their students. External reviews of our undergraduate and graduate programs are strong. The new NSERC CREATE training program
in medical imaging, supported by a $1.6M grant, is just one example of the type of professionally driven experiential opportunities
A leader in
experiential and
outcome-based
curricula
Lakehead University Mandate Submission - 5
available at Lakehead. The program focuses on highly skilled “employer ready” training and will involve undergraduate summer
students, graduate students, and post-doctoral fellows. Students in every one of our faculties are in the field “living and learning” –
from Community Service Learning (CSL), Co-op, required field schools, to practicums and clinical experiences.
In 2010, the J.W. McConnell Family Foundation recognized Lakehead University’s Food Security
Research Network in their publication Getting Wisdom as one of the best examples of CSL
initiatives taking place across Canada. The Network serves as a hub for faculty and community
members to work together to build curriculum based projects that enrich the learning
experience, foster student leadership, and enhance connections to the broader community while
building capacity in civil society around the theme of food security.
Lakehead’s past Academic Plan (2005) placed significant emphasis on the development of
program learner outcomes. As a result, learner outcomes were established for 97% of the core
undergraduate degree programs. All four-year and three-year degree programs were required
to articulate how their curricula addressed a commitment to “educating students who are
recognized for leadership and independent critical thinking, and who are aware of social and
environmental responsibilities.” The graduation of students possessing these qualities is a focus
of the Lakehead University Mission Statement. These achievements positioned the University well
for Lhe LransiLion Lo Lhe provincial QualiLy Assurance lranework and Lhe assessnenL of ouLcone-
based curricula.
At Lakehead, there is a clear understanding that research informs the curriculum and that becoming a critical thinker requires a
comprehensive understanding of evidence gained through inquiry. Our research, scholarship, and creative activities enrich both the
undergraduate and graduate student experience. As a university committed to integrating teaching, learning, and research, we possess
enormous strength, including the ability to address societal needs and solve problems, promote creativity and artistic accomplishment,
and drive economic development and community partnerships.
Lakehead University has a long history of providing learning opportunities through its Office of Continuing Education and Distributed
Learning (CEDL) and the number of students, in particular non-traditional learners, who have taken advantage of courses offered
online or offsite via video conferencing, continues to grow. At the program level, there are certificates and degrees such as the Master
of Public Health (MPH) available entirely at a distance. The MPH program successfully meets the needs of public health professionals
who want to continue practicing their profession while studying and has been highlighted in the COU report on Innovative and
Effective Teaching and Learning at Ontario Universities (2012). With the busy schedules of working professionals in mind, the program
is practicum based and offered both online and on campus to public health professionals across Canada. The University’s next steps
must include an expansion of our Instructional Development Centre (IDC) to include a nimble team
of technology, pedagogy, and curriculum (including Aboriginal curriculum) specialists to support
innovative approaches to a wider range of pedagogical initiatives, and to help support and improve
technology enabled delivery on campus and in our virtual classrooms.
The opening of the Student Success Centre has provided a highly visible central hub where all of our
learners find a variety of academic support services. Skype has been successfully implemented as a
method for delivering math assistance and has complemented the delivery of online tutoring offered
through the Lakehead University Mathematics Assistance Centre (LUMAC). The learning management
platform has linked tools and resources to heighten the experience for end users. Services such as peer
tutoring and those provided by LUMAC, and the Lakehead University Writing Centre (LUWAC) thrive in
the newly constructed Learning Commons within the Chancellor Paterson Library at the Thunder Bay
campus.
A team-driven approach has enhanced services providing support for First Generation (FG) learners, including Aboriginal learners,
studying on and off campus. The Student Access and Gateway to Education (SAGE) program assists students with their transition into
University-level studies. SAGE has enabled staff to be responsive to the changing needs and demands of learners by adopting emerging
tools and technology to support them throughout their studies.
Finally, Lakehead University values its international community, and in addition to initiatives that are underway to increase international
enrolment and exchanges, Lakehead is one of the key members of the University of the Arctic, a cooperative network of universities,
colleges, and other organizations focused on higher education and research in the North. Members share resources, facilities, and
expertise to address the challenges of the region. The University of the Arctic recognizes the integral role of Indigenous peoples in
northern education and seeks to engage their perspectives in all of their activities.
Student Success
“Technology and
resources make
it possible but
collaboration
makes it happen”
Community Service
Learning at its best
- demonstrates
how engagement
can mobilize
knowledge, help
solve problems,
and create
responsible citizens
Lakehead University Mandate Submission - 6
Priority 3: Economic Development and Community Partnerships - Enabling the University and our communities
to work together with a central focus on learning opportunities, research, and economic
development
Current Circumstances, Aspirations, and Plans
Lakehead University’s core strengths and future opportunities are clearly linked to our unique geographical positioning in Northwestern
and Central Ontario. The expertise and social capital invested in our communities are important to both the fabric of the regions in
which we are situated as well as to the vitality of our University. Both Northwestern Ontario and Simcoe County are regions with low
university participation rates, a strong First Nations and Métis presence, and represent economies in transition. As a comprehensive
university with a regional imperative, we have been necessarily responsive to the needs of our rural and remote communities. Our
connections to community are explicit and ever expanding as we move to enhance relationships and student learning opportunities
while embracing our role as a significant contributor to economic development. Our contributions provide the focus necessary to
transform the socio-economic circumstances of the population in Northwestern Ontario, Simcoe County, and beyond.
Lakehead University and the Thunder Bay Regional Health Sciences Centre are major partners in the Thunder Bay Regional Research
Institute (TBRRI), an independent, not-for-profit health research corporation. Scientists and clinicians work together with academic and
industry partners to bring advanced diagnostic technology to their patients. Lakehead, in partnership with TBRRI, leads the NSERC
CREATE medical imaging program designed to deliver work-ready training with leading-edge companies. The Lakehead University
Biorefining Research Institute was established in 2007 when the Government of Ontario awarded $6M to Lakehead University to
recruit world-class researchers to develop transformative technologies and products from forest biomass. Lakehead is now a recognized
national leader in forestry research and innovation which brings increased bioeconomy-based prosperity to the region.
The recent announcement by the Government of Ontario to establish the Northern Policy Institute at Lakehead and Laurentian
Universities, supported by a $5M grant from the Northern Ontario Heritage Fund, complements the Growth Plan for Northern Ontario
and sets the tone for a collaborative, evidence-based, multi-sector approach to northern economic development.
Key Initiatives and Timeframe:
Lakehead’s key initiatives will enhance student support, faculty interaction/engagement, and align with emphases outlined in the MTCU’s
principles: Putting Students First, Meeting the Needs of the Creative Economy, and Focusing on Productivity, Innovation, and Sustainability.
1. Student Success Centre and One-Stop Shop (2011-2015) – Provide comprehensive face-to-face and virtual academic
support services. The Centre will initiate recognition for co-curricular endeavours.
2. Student Access and Gateway to Education Program (SAGE) (2012-2013) – Lakehead’s approved 2012-2013 Business
Plan outlines key deliverables and milestones to increase the retention and graduation rates for First Generation (FG) students,
establish reliable baseline data on FG students, and report on effectiveness of retention activities to help FG student success.
3. Advanced Teaching, Technology, and Learning Centre (2013-2018) – Expand the IDC to connect and integrate experts
in technology and innovation with curriculum and pedagogy specialists. The purpose will be to advance scholarly and innovative
approaches to teaching and technology practices. Initial focus will be on strengthening existing educational practices such as
experiential learning, active and deep learning, research and inquiry-based learning, first and upper year experience programs, and
Year One in Science. Secondly, the Centre will support technology enabled delivery to widen access to learning opportunities.
4. Gichi Kendaasiwin Centre (2012-2018) – Create a gathering place to provide academic support and spiritual, elder, and
social space for Aboriginal students.
Metrics/Outcomes º Increase retention and graduation rates
º Cichi Kendaasiwin CenLre developnenL
º Advanced 1eaching, 1echnology, and Learning CenLre developnenL
º Increase number of full course equivalents delivered by e-learning (10%)
º NSSE, CUSC – Increase scores related to experiential learning, CSL
Productivity Gains º lncrease year-round learning opporLuniLies on boLh canpuses
º lncrease in credenLialing opporLuniLies aL Lhe undergraduaLe, graduaLe, and
certificate level
º lncrease in efhciencies Lhrough consolidaLion of sLudenL supporL services while
addressing improvements to academic performance
Lakehead University Mandate Submission - 7
Northern Ontario’s dynamic mining sector is booming, creating challenges as to how to best undertake
sustainable economic development while ensuring environmental protection and respecting Aboriginal
and Treaty rights. The recently established Centre of Excellence in Mineral Exploration and Sustainable
Mining Development is poised to help address these challenges by bringing together researchers and
community partners from First Nations, government, and industry.
With an emphasis on enhanced learning technology platforms and research intensity, we have
expanded the quality and quantity of our program offerings to users throughout our region and
beyond. We have embraced the opportunity to work with Aboriginal peoples and are now recognized
as one the foremost institutions in the country in this regard. The Northern Ontario School of
Medicine (NOSM) produces high quality physicians and health professionals, and has achieved international recognition as a leader
in distributed, community-engaged, and socially accountable medical education. Many NOSM trained physicians are now practicing
medicine in communities across Northern Ontario. NOSM’s success is very much a result of partnerships with individuals, the
Aboriginal and Francophone communities, and with health education and training institutions and organizations.
Access to legal services has been a long-standing concern in Northern Ontario. Aboriginal communities, in particular, face pressing
and distinct legal needs which relate to the northern environment and reflect the societal needs of specific populations. Significant
social and environmental challenges resulting from the remoteness and physical inaccessibility of many northern communities are also
associated with an increased demand for legal services. Like NOSM, Lakehead University’s new Faculty of Law will produce graduates
who are more likely to stay in the North to pursue a career, increasing qualified legal services while improving “Access to Justice.”
Key Initiatives and Timeframe:
Lakehead’s key initiatives will drive economic development and community partnerships, and will clearly meet the aspirations outlined
in MTCU Principle 2: Meeting the Needs of the Creative Economy, and Principle 3: Focusing on Productivity, Innovation, and Sustainability.
The foundation of Principle 1: Putting Students First is central to Lakehead’s strategic direction in this area.
1. Centre of Excellence in Mineral Exploration and Sustainable Mining Development (2012-2017) - The Centre will
support cutting-edge research and CSL in advanced exploration and development, and address the environmental and social
aspects of mineral extraction.
2. NSERC CREATE: Medical Imaging Program (2012-2018) - Funding of $1.65M will support training of highly qualified
students and post-doctoral fellows from Canada and abroad via innovative training programs that encourage collaborative
and integrative approaches while addressing scientific challenges associated with Canada’s research priorities, and facilitate the
transition of new researchers from trainees to productive employees in the Canadian workforce.
3. Northern Policy Institute (2012-2018) - The Institute will provide a northern research-based perspective to guide the policy
development and economic decisions of governments, communities, businesses, and industry.
4. The Faculty of Law: Community Legal Clinic (2012-2014) -The Faculty of Law will establish a store-front legal clinic in the
core downtown area. The Clinic will reinforce the mission of the Law School, complement Ontario Legal Aid, and provide access to
justice while also providing its students with hands-on legal experience.
5. The Leacock Centre (2012-2015) – Simcoe County and the City of Orillia have supported a feasibility study, business, and
marketing plan for the new Leacock Centre. The Centre will develop programming designed for non-traditional learners (55
plus) along with providing a new revenue stream for the University, improving space utilisation with summer programming, and
creating jobs and supporting community development.
Metrics/Outcomes º lncrease nunber of CSL}research iniLiaLives
º ConnuniLy Legal Clinic operaLional
º Econonic inpacL increases in boLh regions
º Knowledge and innovaLion inpacL of 18kkl, 8kl, NorLhern Policy lnsLiLuLe, CenLre of
Excellence in Mineral Exploration and Sustainable Mining development
º 1he Leacock CenLre developnenL
Productivity Gains º kegional econonic developnenL
º 18kkl and 8kl ÷ lncreases producLiviLy by providing beLLer and nore efhcienL research and
learning opportunities for our students - inextricably linking teaching, research and
innovation
º ÜniversiLy}connuniLy knowledge nobilizaLion
Community
partnerships
that result in
research and
economic
development
Lakehead University Mandate Submission - 8
Strategic Priorities that Provide an Innovation Driven
Approach to Productivity and Bankable Savings
º lncreasing universiLy parLicipaLion raLes in Sincoe CounLy and NorLhwesLern OnLario
º Preparing sLudenLs Lhrough our sLudenL nobiliLy and paLhways objecLive for enploynenL in specihc secLors (healLh, nining,
engineering, natural resources management, law, justice, criminology)
º lncreasing universiLy educaLed pracLiLioners LhaL will drive our regional econonies and increase Lhe sLandard of living in our regions
º ConLinuing Lo expand our connuniLy parLnerships as a way Lo enrich our Leaching, learning, and research experience while
optimizing our operational resources
º Enhancing our parLnership wiLh 18kkl which has, Lo daLe, resulLed in $7.4M worLh of conLribuLions Lo our research and learning
mission including: jointly funding faculty and research chairs, cross-appointed positions, TBRRI employees who serve as adjunct
professors on student research committees, undergraduate and graduate student internships and student employment opportunities,
and laboratory and faculty research space
º Power planL reLrohL aL Lhe 1hunder 8ay canpus along wiLh Lhe Leed® building sLandards aL Orillia conLinue Lo provide signihcanL
energy efficiencies
º Pursuing a new collaboraLion wiLh 18kHSC Lo develop a Cardiac kehabiliLaLion CenLre builL by Lhe hospiLal on Lakehead's canpus
- the Centre will result in teaching and learning opportunities, research space, student practicums and internships, student
employment, and teaching and research opportunities
º 1he ÜniversiLy's efforLs (APSE1 plan, paLhway iniLiaLives, SACE, 1elepresence lniLiaLive) Lo enhance educaLional opporLuniLies for
Aboriginal populations will contribute to closing the education and labour market gap – resulting cumulative benefits of $400.5
billion in additional output and $115 billion avoided government expenditures have been reported by the Centre for the Study of
Living Standards (Sharpe & Arsenault, 2010)

Additional Information to Support Lakehead University’s
Strategic Mandate and Priority Objectives
Resources will be redirected to support the key initiatives in accordance with the University’s strategic priorities/objectives and through
Lakehead’s Integrated Planning and Budgeting process as follows:
New Program Approval Requests (2013-2016) Associated with the Three Priority Objectives Include:
º H8ASc Crininology
º H8Sc HealLh Science
º MSc Nursing
º MSc Mechanical Engineering
º MSc Civil Engineering
º MA lnLerdisciplinary Aboriginal CraduaLe Progran
º PhD ElecLrical and ConpuLer Engineering
º PhD HealLh Sciences
Projected Enrolment Growth by Credential and Level of Study:
College Transfer 14%
Undergraduate 15%
Graduate (Masters) 15%
Graduate (PhD) 100%
Aboriginal Students 15%
Lakehead University Mandate Submission - 9
References
Cameron, S. D., (2010). Getting Wisdom: The Transformative Power of Community Service-Learning. Retrieved September 2012 from
the J.W. McConnell Family Foundation website: http://www.mcconnellfoundation.ca
Compustat Consultants Inc. (CCI). (2011). College-University Consortium Council College-University Student Mobility Report.
Retrieved September 2012 from Ontario Council on Articulation and Transfer (ONCAT) website: www.ocutg.on.ca/www/files_docs/
content/pdf/en/oncat_research_reports/oncat_research_reports_10.pdf
Decock, H., McCloy, U., Lui, S., Hu, B. (2011). The Transfer Experience of Ontario College Graduates who Further their Education:
An Analysis of OnLario's College CraduaLe SaLisfacLion Survey. keLrieved SepLenber 2012 fron Higher EducaLion QualiLy Council of
OnLario (HEQCO) websiLe: www.heqco.ca}SiLeCollecLionDocunenLs}1ransferExperienceofOnLarioCollegeCraduaLes.pdf
Council of Ontario Universities. (2012). Beyond the Sage on the Stage: Innovative and Effective Teaching and Learning at Ontario
Universities. Retrieved September 2012 from Council of Ontario Universities website: http://www.cou.on.ca/news/news-pdfs/cou_
beyond_the_sage_on_the_stage---teaching-and-le
Lakehead University. (2012). Student Success after Transfer from College to Lakehead University. Retrieved September 2012 from
Ontario Council on Articulation and Transfer (ONCAT) website: http://www.ocutg.on.ca
Sharpe, A., Arsenault, J. F. (2010). Investing in Aboriginal Education in Canada: An Economic Perspective. Retrieved September 2012
from Centre for the Study of Living Standards website: http://www.csls.ca/reports/csls2010-03.pdf
Appendix 1
Additional Lakehead University institutional data available at: http://analysis.lakeheadu.ca
258%
237%
168%
140%
134%
125%
0% 50% 100% 150% 200% 250% 300%
Lakehead
Brock
Ryerson
Wilfrid Laurier
Trent
Laurentian
Percent
Growth in Research Intensity: 1999-2010
Ontario Undergraduate
$64,683
$52,902
$46,541
$30,587
$23,636
$19,620
$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000
Lakehead
Trent
Laurentian
Ryerson
Brock
Wilfrid
Laurier
Research Dollars per Full-Time Faculty
$16,590
$18,050
$16,960
$18,860
$20,790
$-
$5,000
$10,000
$15,000
$20,000
$25,000
2007/08 2008/09 2009/10 2010/11 2011/12
(
'
0
0
0
)
Academic Year
Three Year Moving Average of Total Research
Grants and Contracts
1.18
1.49
1.79
2.25
2.26
2.37
2.48
2.66
2.82
2.82
2.95
0 0.5 1 1.5 2 2.5 3
U. Guelph
U. Vic
ETS
St. Mary's
U. Manitoba
Queen's
Lakehead
Dalhousie
Ryerson
Simon Fraser
Western
$ Million per Disclosure
Cost per Invention Disclosure
Source: The Impact Group 2012
Source: Research Infosource 2010
Source: Lakehead University
Source: Maclean’s 2011 University Rankings
('000)
Additional Information to Support Lakehead University’s
Strategic Mandate and Priority Objectives
Resources will be redirected to support the key initiatives in accordance with the University’s strategic priorities/objectives and through
Lakehead’s Integrated Planning and Budgeting process as follows:
New Program Approval Requests (2013-2016) Associated with the Three Priority Objectives Include:
º H8ASc Crininology
º H8Sc HealLh Science
º MSc Nursing
º MSc Mechanical Engineering
º MSc Civil Engineering
º MA lnLerdisciplinary Aboriginal CraduaLe Progran
º PhD ElecLrical and ConpuLer Engineering
º PhD HealLh Sciences
Projected Enrolment Growth by Credential and Level of Study:
College 1ransfer 14%
Undergraduate 15%
CraduaLe (MasLers) 15%
CraduaLe (PhD) 100%
Aboriginal SLudenLs 15%

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