Report on Progress
2010–2011
The Second Integrated Plan as of May 2011
I am pleased to share with
you this third report on
the university’s progress
towards the goals of its
Second Integrated Plan:
Toward an Engaged
University.
Nearly three years ago,
we began implementing
our newly approved plan
and working towards the three priorities it set
for the University of Saskatchewan: improve the
student experience; enhance the university’s profile
of research, scholarly and artistic work; and work
together across boundaries. These priorities continue
to guide the work of the university community and I
believe we have made considerable progress as we
approach the end of the second planning cycle and
look ahead to the third planning cycle.
With the support of the office of Institutional
Planning and Assessment (IPA), I have recently
completed my third round of meetings with each
college, school and major administrative unit. I’ve
been impressed by the increasing prevalence of
comparator institution and benchmark information
being used to inform planning within the colleges,
schools and units, and the development of unit
achievement records. I encourage all units to share
www.usask.ca/ip
their draft achievement records and indicator
information with others through an internal website
hosted by the IPA. I was also struck by the progress
made in various initiatives happening within and
across all of the units, and how these activities have
moved the entire university forward.
This report focuses on institutional accomplishments
and outcomes achieved during the third year of the
plan, covering the period of May 1, 2010 to
April 30, 2011. When the plan was written, it included
a number of “by 2012” statements—guideposts
for measuring our progress in the priority and
supporting strategy areas. In this report, we track
the progress made to date on each of these 2012
statements.
This year’s report builds on prior years’ work,
particularly the first and second year progress
reports and accomplishments in the university’s first
planning cycle (2003-07). As we continue to plan for
our next four-year planning cycle, I believe that we
are working from a position of strength.
Regards,
Brett Fairbairn
Provost and Vice-President Academic
Summary Report
1
Measuring our progress
Complete or on track
Complete or on track
Behind schedule
Beh
To be de
Enhance the University’s Research, Scholarly and Artistic Profile
CompleteSupporting
or on track Strategies
Behind schedule
To be determined
We are on track if, by 2012:
We are on track if, by 2012:
rsity’s Research, Scholarly and Artistic Profile
Supporting Strategies
We have identified areas of current and emerging pre-eminence complete with benchmarks, measures and convincing evidence that
We have acted on our commitment to work together more effectively as described in the W
Wethese
are on track if, by 2012:
are areas in which
we have
distinctive
profile as national and international leaders.
• BasedonmeasurementsfromtheWorkingTogetherAcrossBoundariespriority(previouspag
Scholarly
and
Artistic
Profile
Supporting Strategies
Improve the Student Experience
ent and
emerging pre-eminence complete with benchmarks, measures and convincing evidence that these
to work together more effectively as described in the Work Together Across Boundaries pr
• Theareashavebeenidentifiedas:
We are on track if, by 2012:We have acted on our commitment We
have maintained a balanced operating budget over the four-year period with adequat
nctive–AboriginalPeoples:EngagementandScholarship
profile as national and international leaders.
• BasedonmeasurementsfromtheWorkingTogetherAcrossBoundariespriority(previouspage)
Priorities Fund to invest in a number of academic initiatives arising from the commitments
nce complete
with benchmarks, measures and convincing evidence that these
We have acted on our commitment to work together more effectively as described in the Work Together Across Boundaries priority area.
as:
–Agriculture:FoodandBioproductsforaSustainableFuture
We have maintained a balanced operating
budget over the four-year period with adequate financial reserves and utilized the
• Balancedoperatingbudgetoverthefirstthreeyearsoftheplanningcycle
international
leaders.
• BasedonmeasurementsfromtheWorkingTogetherAcrossBoundariespriority(previouspage)
entandScholarship
–EnergyandMineralResources:TechnologyandPublicPolicyforaSustainableEnvironment
Priorities Fund to invest in a number of academic initiatives arising from the commitments articulated in this plan.
ductsforaSustainableFuture
–OneHealth:SolutionsattheAnimal-Human-EnvironmentInterface
We have defined principles and a process for resource allocation within the operating budget, e
We have maintained a balanced
operating budget over the four-year period with adequate financial reserves and utilized the Academic
• Balancedoperatingbudgetoverthefirstthreeyearsoftheplanningcycle
s:TechnologyandPublicPolicyforaSustainableEnvironment
–SynchrotronScience:InnovationinHealth,EnvironmentandAdvancedTechnologies
priorities and potential
risks, such as
a downturn ininquiry-based,
enrolment and tuition revenue.
Our programs are recognized for their distinctive and Priorities
innovative
approaches
onacademic
the discovery-learning
continuum,
including
Fund to invest
in a number of
initiatives arising from the commitments
articulated
in this plan.
Animal-Human-EnvironmentInterface
–WaterSecurity:StewardshipoftheWorld’sFreshwaterResources
We have defined principles and a process
for resource allocation within the operating budget, enabling us to better respond financia
• Principlesdefined
• Balancedoperatingbudgetoverthefirstthreeyearsoftheplanningcycle
experiential
and
international
learning.
foraSustainableEnvironment
oninHealth,EnvironmentandAdvancedTechnologies
priorities and potential risks, such as a•downturn
in enrolment and tuition revenue.
Modelindevelopment—testinginprogress
Our areas of pre-eminence and types of research reinforce a distinctive University of Saskatchewan identity that reflects our sense of place
nterface
oftheWorld’sFreshwaterResources
We have defined principles and• aPrinciplesdefined
process for resource allocation within the operating budget, enabling us to better respond financially to
and aids recruitment•ofInitiativessuchastheInterprofessionalProblem-basedLearningTeamandthecreationoftheInternationalStudentandStudyAbroadCentreare
students and faculty across the campus.
We have developed new sources of revenue and have advanced our fundraising efforts in
dAdvancedTechnologies
priorities and potential risks, such
as a downturn in enrolment and tuition revenue.
• Modelindevelopment—testinginprogress
types
of research reinforce a distinctive University of Saskatchewan identity that reflects our sense of place
• Positioningprojectisinformingthedevelopmentofundergraduateandgraduaterecruitmentstrategies
• Duringthisplanningcycle,anaverageof$30millionperyearisraisedincomparisonto$12-1
urces
examplesofprogressbeingmadeinthisarea
• Principlesdefined
ts and faculty across the campus.
We have developed new sources of revenue and have advanced our fundraising efforts in support of this plan.
• Modelindevelopment—testinginprogress
We are offering more opportunities for undergraduate and graduate students to participate in the scholarship
of discovery.
We have completed most of the capital and infrastructure projects which currently have fu
distinctive
University of Saskatchewan identity that reflects our sense of place
thedevelopmentofundergraduateandgraduaterecruitmentstrategies
• Duringthisplanningcycle,anaverageof$30millionperyearisraisedincomparisonto$12-15millionperyearpriorto2002
• Forthethirdyearinarow,graduatestudentpopulationhasgrown—from14.7%to17.1%(SIS)
• PlaceRielStudentCentre,StudentHealth&CounsellingCentre,andthereplacementofthest
We have an undergraduate student population that isWestable
or growing
through
retention
andefforts
participation
rates
pus.
have developed
new sources
of revenueincreased
and have advanced
our fundraising
in support of this
plan. and that
ities for undergraduate and graduate students to participate in the scholarship of discovery.
We have completed most of the capital
and infrastructure projects which currently have funding commitments.
allbecompletedbySeptember2011
duateandgraduaterecruitmentstrategies
•
Duringthisplanningcycle,anaverageof$30millionperyearisraisedincomparisonto$12-15millionperyearpriorto2002
We continue to improve
our
research
performance
on
a
set
of
key
indicators
which
have
been
jointly
developed
early
in
this
planning
cycle
is
more
diverse.
uatestudentpopulationhasgrown—from14.7%to17.1%(SIS)
• PlaceRielStudentCentre,StudentHealth&CounsellingCentre,andthereplacementofthesteamdistributionpipelineonVeterina
and widely communicated.
We have expanded our commitment to environmental sustainability in our physical infras
raduate students to participate in the scholarship of discovery.
We have completed most of theallbecompletedbySeptember2011
capital and infrastructure projects which currently have funding commitments.
• Undergraduatestudentnumbersincreasedfrom16,094in2008/09to16,590in2010/11(OctoberCensus)
earch
performance on a set
of key indicators which have been jointly developed early in this planning cycle
• Identificationofindicatorsisinprogress
and environmentally sensitive building design.
rown—from14.7%to17.1%(SIS)
• PlaceRielStudentCentre,StudentHealth&CounsellingCentre,andthereplacementofthesteamdistributionpipelineonVeterinaryRoadwill
We have expanded our commitment• Continuationofactivitiesreportedlastyear
to environmental sustainability in our physical infrastructure, both through energy savin
allbecompletedbySeptember2011
• areas
Self-identifiedAboriginalstudentnumbersincreasedfrom1,561in2008/09to1,722in2010/11(OctoberCensus)
We have involved more
of the campus research community in participating in academic programs and experiential
learning opportunities.
f key indicators which have been jointly developed early in this planning cycle
progress
and environmentally sensitive building design.
• NumberofadjunctsinCGSRhasgrownfrom308in2008/09to390in2010/11
We have improved our overall approach to risk management and enhanced our ability to mitig
We have expanded our commitment
to environmental sustainability in our physical infrastructure, both through energy savings projects
• Continuationofactivitiesreportedlastyear
• Firsttosecondyearretentionrateindirectentrycollegesremainedconstant—78%in2008/09,77%in2009/10
the campus research community in participating in academic programs and experiential learning opportunities.
and strategic risks.
and environmentally sensitive building design.
We have leveraged additional funding for strategic research initiatives and research centres.
sgrownfrom308in2008/09to390in2010/11
We have improved our overall approach
to risk management and enhanced our ability to mitigate and respond to human, financial,
• Anexternalreviewofourriskmanagementpracticesratedourapproachasverygood
• Continuationofactivitiesreportedlastyear
• GlobalInstituteforWaterSecurityofficiallylaunchedinMarch—jointfederal-provincial-universitycommitment
We programs
have grown
the graduate
student population so that
it approaches 15%
of our
total studentWebody.
ity in participating in academic
and experiential
learning opportunities.
and strategic
risks.
funding
for strategic research initiatives and research centres.
• CentreofExcellenceinNuclearStudiesannouncedinMarch,includingcyclotronandPET-CTscanner—jointfederal-provincial-RUHFoundation
have designed and implemented a comprehensive quality assurance framework in ou
o390in2010/11
We have improved our overall approach
to risk management and enhanced our ability to mitigate and respond to human, financial, infrastructure
• Anexternalreviewofourriskmanagementpracticesratedourapproachasverygood
• Forthethirdyearinarow,graduatestudentpopulationhasgrown—from14.7%to17.1%(OctoberCensus)
ityofficiallylaunchedinMarch—jointfederal-provincial-universitycommitment
commitment
report on progress at regular intervals.
and strategic risks.
hStudiesannouncedinMarch,includingcyclotronandPET-CTscanner—jointfederal-provincial-RUHFoundation
initiatives and research centres.
We have designed and implemented
a comprehensive quality assurance framework in our academic and administrative funct
• TheIPAreleasedthefirstsynthesisofinformationfromadecadeofstudentsurveys
• Anexternalreviewofourriskmanagementpracticesratedourapproachasverygood
The following commitments are grouped within this priority area: Research Success and Collaboration, Areas
of Pre-Eminence, Issues-based,
h—jointfederal-provincial-universitycommitment
on progress
regular intervals.
• TheCollegeofDentistryandInformationandTechnologyServicesDivisionwerereviewedthi
WeInnovation
have increased
the number of graduate students who are effectivelyreport
engaged
in atundergraduate
training.
Interdisciplinary Scholarship,
and Cultural Contributions
ncludingcyclotronandPET-CTscanner—jointfederal-provincial-RUHFoundation
We have designed and implemented
a comprehensive quality assurance framework in our academic and administrative functions and
• TheIPAreleasedthefirstsynthesisofinformationfromadecadeofstudentsurveys
grouped within this priority
area: Research Success and Collaboration, Areas of Pre-Eminence, Issues-based,
The following commitments are grouped within this priority area: People Resources, Fi
•
Thenumberofstudentsemployedasgraduatestudentassistants,graduateteachingfellowsorgraduateservicefellowshasincreasedfrom989in
report on progress at regular •intervals.
TheCollegeofDentistryandInformationandTechnologyServicesDivisionwerereviewedthisyear
ation and Cultural Contributions
Resources, Quality and Accountability
• TheIPAreleasedthefirstsynthesisofinformationfromadecadeofstudentsurveys
y area: Research Success and2009/10to1,045in2010/11
Collaboration, Areas of Pre-Eminence, Issues-based,
The following commitments are grouped within this priority area: People Resources, Financial Resources, Infrastructure an
• TheCollegeofDentistryandInformationandTechnologyServicesDivisionwerereviewedthisyear
ns
Resources, Quality and Accountability
The
following
commitments
grouped within
this priority
area: People
Resources, Financial
Resources,
We offer more opportunities for e-learning and other alternate modes ofaredelivery
of courses
and/or
programs
in addition
toInfrastructure and Capital
We are on track if, by 2012:
Resources, Quality and Accountability
We are on track if, by 2012:
Work Together Across Boundaries
oss Boundaries
in-class options.
Academic and non-academic units are working together in integrated and decentralized ways to achieve common objectives.
• SPEPidentifiednumerousopportunitiestoimprovecollaboration,limitduplicationandmoreefficientlyutilizeresourcesinordertosupportthe
have further
enhanced
opportunities
for professional development in teaching for faculty and graduate students and encouraged them to
nits areuniversity’scoremissions
working togetherWe
in integrated
and decentralized
ways to achieve
common objectives.
rtunitiestoimprovecollaboration,limitduplicationandmoreefficientlyutilizeresourcesinordertosupportthe
in these
opportunities.
We have reduced theparticipate
time it takes to approve
and launch
new faculty-, student- and staff-driven initiatives, while enhancing meaningful
ntegrated and decentralized ways to achieve common objectives.
opportunities for input
and collaboration.
• AttendeehoursinGMCTEworkshopsandcoursesincreasedfrom3,905in2008/09to5,665in2010/11
tion,limitduplicationandmoreefficientlyutilizeresourcesinordertosupportthe
kes to approve and launch new faculty-, student- and staff-driven initiatives, while enhancing meaningful
University faculty, students
and staff access leadership and personal development opportunities in growing numbers.
• IndividualconsultationsbyGMCTEincreasedfrom70in2008/09to208in2010/11
aboration.
• Anincreasefrom543in2008/09to746in2010/11registeredinprofessionaldevelopmentopportunitiesthroughCentreforContinuingand
w faculty-, student- and staff-driven initiatives, while enhancing meaningful
staff access
leadership and personal development opportunities in growing numbers.
DistanceEducationandHumanResources
We
have
implemented a comprehensive evaluation framework which assesses program, instructor and course quality.
9to746in2010/11registeredinprofessionaldevelopmentopportunitiesthroughCentreforContinuingand
Employee opinion surveys indicate that faculty and staff are more engaged in the life and vitality of the university and are actively involved
ersonal development opportunities
in growing numbers.
nResources
• GraduateProgramReviewhasbeencompletedforsevenprograms
in shaping their careers
and developing their capacities.
nprofessionaldevelopmentopportunitiesthroughCentreforContinuingand
cate that
faculty and staff are more engaged in the life and vitality of the university and are actively involved
• EOSremainthesame(64.3%in2008,65.5%in2009)
veloping their capacities. Students tell us that they receive excellent advice from trained professional student advisors who help them with their academic programs
A comprehensive sustainability policy has been developed and implemented, and sustainability has become a defining area of university activity.
more
engaged in the life and vitality of the university and are actively involved
2008,65.5%in2009)
• Sustainabilitypolicyunderdevelopment
and their life goals.
olicy •has
been developed and implemented, and sustainability has become a defining area of university activity.
CampusSustainabilityPlanunderdevelopment
• Inasurveyofcampusstudents,71%ofstudentsindicatedthattheyalwaysorusuallyreceivedinformationthatenabledthemtomakethe
elopment
Timelines associated with processes for faculty appointment, student recruitment and program approval have been substantially reduced.
mplemented,
and sustainability
has become a defining area of university activity.
derdevelopment
decisionsthattheyneededtomake(AdvisingSurvey)
• HumanResources,StudentandEnrolmentServicesDivision,CollegeofGraduateStudiesandResearchandtheSecretary’sOffice
esses for
faculty appointment, student recruitment and program approval have been substantially reduced.
havebeenworkingonprojectstoincreasethetimelinessoftheseprocesses
andEnrolmentServicesDivision,CollegeofGraduateStudiesandResearchandtheSecretary’sOffice
Students
indicate in surveys that they have a sense of belonging to the university community and are respected on campus.
Academic leaders are evaluated on their willingness to advance interdisciplinarity, to privilege university-wide priorities, and to work
, student recruitment and program approval have been substantially reduced.
ctstoincreasethetimelinessoftheseprocesses
across existing boundaries.
• 76%agreed“IfeelasifIampartoftheuniversity”:UndergraduateStudents2007/08
sion,CollegeofGraduateStudiesandResearchandtheSecretary’sOffice
d on their willingness to advance interdisciplinarity, to privilege university-wide priorities, and to work
softheseprocesses
Mechanisms have been
created to ensure ongoing dialogue between administrative units, and colleges and departments.
• 79%agreed“IfeelasifIampartoftheuniversity”:GraduatingStudents2008/09
• Alongwiththemanynewavenuesreportedlastyear,StudentandEnrolmentServicesDivisionhascreatedaCollegeRecruitmentAdvisoryBoard
ance interdisciplinarity, to
university-wide priorities, and to work
• privilege
86%had“some”or“verymuch”successadjustingtothefollowingatuniversity“FeelingasifIbelongattheuniversity”:First-yearStudents2009/10
to ensure ongoing dialogue
between administrative units, and colleges and departments.
The university has developed a larger number of long-term relationships and formal partnerships with other universities and post-secondary
uesreportedlastyear,StudentandEnrolmentServicesDivisionhascreatedaCollegeRecruitmentAdvisoryBoard
institutions in support of student learning and of research, scholarly and artistic work.
between administrative units,
and colleges
and departments.
Student
evaluations
tell us that our course delivery methods have been effective, efficient and intellectually stimulating.
rger•number
of long-term relationships and formal partnerships with other universities and post-secondary
PartnershipwithGuruAngadDevVeterinaryandAnimalSciencesUniversityinIndia
andEnrolmentServicesDivisionhascreatedaCollegeRecruitmentAdvisoryBoard
learning
and of research, scholarly
and artistic work.
• UofS—ChinaDoctoralScholarPartnershipwithsixChineseuniversities
• 89%agreed“Mylearningexperiencesatthisuniversityhavebeenintellectuallystimulating”:UndergraduateStudents2007/08
tionships and formal partnerships with other universities and post-secondary
DevVeterinaryandAnimalSciencesUniversityinIndia
There is an increased •
number
of faculty and students participating in research and educational partnerships with community-based organiza92%agreed“Myacademiclearningexperiencesatthisuniversityhavebeenintellectuallystimulating”:GraduatingStudents2008/09
arly and artistic work.
rPartnershipwithsixChineseuniversities
tions, other universities, and with the private and industry sector in support of student learning as well as addressing important society issues.
ncesUniversityinIndia • 81%agreed“Mostprofessors’teachingwasintellectuallystimulating”:GraduatingStudents2008/09
faculty and students participating in research and educational partnerships with community-based organizauniversities
The following commitments are grouped within this priority area: Collaboration between Academic and Non-Academic Units,
h the private and industry sector in support of student learning as well as addressing important society issues.
Leadership and Career Development, Engagement in Governance and Decision-Making, Responsive and Flexible Policies and Processes,
ating in research and educational
partnerships
with community-based
organizaRecent
graduates
tell
us
that
we have delivered a high-quality program, relevant to the workplace, with current ideas and methods
e grouped
within
priority
area: Collaboration
between
Academic
and Non-Academic Units,
Sustainability
as athis
Shared
Challenge,
Engagement with
External
Partners
or in support of student learning as well as addressing important society issues.
nt, Engagement in Governance
Responsive
and Flexiblefor
Policies
and Processes,
plusand
theDecision-Making,
fundamentals
required
innovation.
ty Engagement
area: Collaboration
between
Academic and Non-Academic Units,
ge,
with External
Partners
Aninstitutionalgraduateoutcomessurveyiscurrentlyunderdevelopment
ce and Decision-Making, •
Responsive
and Flexible Policies and Processes,
Partners
Sum
We have completed the University Learning Centre/Library Transformation building projects, revitalized Marquis Hall to provide upgraded and
contemporary Food Services and Bookstore facilities reflective and responsive to diverse student needs, expanded and renovatedSummary
Place RielReport  www.us
Student Centre, improved existing student housing and initiated new housing projects to reach the national average
forReport
percentage
of students
 www.usask.ca/ip
Summary
living in on-campus housing, and are well advanced in establishing additional student facilities (e.g. Aboriginal Students Centre).
• ULC/LibraryTransformationPhasesI,II,IIIcomplete;MarquisHallandBookstorerenovationscomplete;PlaceRielrenovationandexpansion
complete;renovationstoexistingstudenthousingcomplete;newstudenthousingopeninginSeptember2011andSeptember2012
The following commitments are grouped within this priority area: The Teacher-Learner Experience, Innovation in Programs, A Diverse
Body of Students, Retention Strategies and Initiatives, Aboriginal Engagement, The Campus Environment for Students
University of Saskatchewan

Report on Progress 2010-2011
2
Complete or on track
Complete or on track
Behind schedule
Beh
To be de
Enhance the University’s Research, Scholarly and Artistic Profile
CompleteSupporting
or on track Strategies
Behind schedule
To be determined
We are on track if, by 2012:
We are on track if, by 2012:
rsity’s Research, Scholarly and Artistic Profile
Supporting Strategies
We have identified areas of current and emerging pre-eminence complete with benchmarks, measures and convincing evidence that
We have acted on our commitment to work together more effectively as described in the W
Wethese
are on track if, by 2012:
are areas in which
we have
distinctive
profile as national and international leaders.
• BasedonmeasurementsfromtheWorkingTogetherAcrossBoundariespriority(previouspag
Scholarly
and
Artistic
Profile
Supporting Strategies
Enhance the University’s Research, Scholarly and Artistic Profile
ent and
emerging pre-eminence complete with benchmarks, measures and convincing evidence that these
to work together more effectively as described in the Work Together Across Boundaries pr
• Theareashavebeenidentifiedas:
We are on track if, by 2012:We have acted on our commitment We
have maintained a balanced operating budget over the four-year period with adequat
nctive–AboriginalPeoples:EngagementandScholarship
profile as national and international leaders.
• BasedonmeasurementsfromtheWorkingTogetherAcrossBoundariespriority(previouspage)
Priorities Fund to invest in a number of academic initiatives arising from the commitments
nce complete
with benchmarks, measures and convincing evidence that these
We have acted on our commitment to work together more effectively as described in the Work Together Across Boundaries priority area.
as:
–Agriculture:FoodandBioproductsforaSustainableFuture
We have maintained a balanced operating
budget over the four-year period with adequate financial reserves and utilized the
• Balancedoperatingbudgetoverthefirstthreeyearsoftheplanningcycle
international
leaders.
• BasedonmeasurementsfromtheWorkingTogetherAcrossBoundariespriority(previouspage)
entandScholarship
–EnergyandMineralResources:TechnologyandPublicPolicyforaSustainableEnvironment
Priorities Fund to invest in a number of academic initiatives arising from the commitments articulated in this plan.
ductsforaSustainableFuture
–OneHealth:SolutionsattheAnimal-Human-EnvironmentInterface
We have defined principles and a process for resource allocation within the operating budget, e
We have maintained a balanced
operating budget over the four-year period with adequate financial reserves and utilized the Academic
• Balancedoperatingbudgetoverthefirstthreeyearsoftheplanningcycle
s:TechnologyandPublicPolicyforaSustainableEnvironment
–SynchrotronScience:InnovationinHealth,EnvironmentandAdvancedTechnologies
priorities and potential
risks, such as a downturn
in enrolment
tuition revenue.
We have identified areas of current and emerging pre-eminence
with
benchmarks,
measures
and convincing
thatand
these
Priorities Fund to complete
invest in a number
of academic
initiatives arising
from the commitments
articulated inevidence
this plan.
Animal-Human-EnvironmentInterface
–WaterSecurity:StewardshipoftheWorld’sFreshwaterResources
We have defined principles and a process
for resource allocation within the operating budget, enabling us to better respond financia
• Principlesdefined
• Balancedoperatingbudgetoverthefirstthreeyearsoftheplanningcycle
are
areas
in
which
we
have
distinctive
profile
as
national
and
international
leaders.
foraSustainableEnvironment
oninHealth,EnvironmentandAdvancedTechnologies
priorities
and potential risks, such as a•downturn
in enrolment and tuition revenue.
Modelindevelopment—testinginprogress
Our areas of pre-eminence and types of research reinforce a distinctive University of Saskatchewan identity that reflects our sense of place
nterface
oftheWorld’sFreshwaterResources
We have defined principles and• aPrinciplesdefined
process for resource allocation within the operating budget, enabling us to better respond financially to
and aids recruitment•ofTheareashavebeenidentifiedas:
students and faculty across the campus.
We have developed new sources of revenue and have advanced our fundraising efforts in
dAdvancedTechnologies
priorities and potential risks, such
as a downturn in enrolment and tuition revenue.
• Modelindevelopment—testinginprogress
types
of research reinforce a distinctive University of Saskatchewan identity that reflects our sense of place
• Positioningprojectisinformingthedevelopmentofundergraduateandgraduaterecruitmentstrategies
• Duringthisplanningcycle,anaverageof$30millionperyearisraisedincomparisonto$12-1
urces
–AboriginalPeoples:EngagementandScholarship
• Principlesdefined
ts and faculty across the campus.
We have developed new sources of revenue and have advanced our fundraising efforts in support of this plan.
• Modelindevelopment—testinginprogress
We are offering more opportunities for undergraduate and graduate students to participate in the scholarship
of discovery.
We have completed most of the capital and infrastructure projects which currently have fu
distinctive
University of Saskatchewan
identity that reflects our sense of place
thedevelopmentofundergraduateandgraduaterecruitmentstrategies
• Duringthisplanningcycle,anaverageof$30millionperyearisraisedincomparisonto$12-15millionperyearpriorto2002
–Agriculture:FoodandBioproductsforaSustainableFuture
• Forthethirdyearinarow,graduatestudentpopulationhasgrown—from14.7%to17.1%(SIS)
• PlaceRielStudentCentre,StudentHealth&CounsellingCentre,andthereplacementofthest
pus.
We have developed new sources of revenue and have advanced our fundraising efforts in support of this plan.
ities for undergraduate and–EnergyandMineralResources:TechnologyandPublicPolicyforaSustainableEnvironment
graduate students to participate in the scholarship of discovery.
We have completed most of the capital
and infrastructure projects which currently have funding commitments.
allbecompletedbySeptember2011
duateandgraduaterecruitmentstrategies
• Duringthisplanningcycle,anaverageof$30millionperyearisraisedincomparisonto$12-15millionperyearpriorto2002
We continue to improve our research performance on a set of key indicators which have been jointly developed
early in this planning cycle
uatestudentpopulationhasgrown—from14.7%to17.1%(SIS)
• PlaceRielStudentCentre,StudentHealth&CounsellingCentre,andthereplacementofthesteamdistributionpipelineonVeterina
and widely communicated.
We have expanded our commitment to environmental sustainability in our physical infras
–OneHealth:SolutionsattheAnimal-Human-EnvironmentInterface
raduate students to participate
in the scholarship of discovery.
We have completed most of theallbecompletedbySeptember2011
capital and infrastructure projects which currently have funding commitments.
earch
performance on a set of key indicators which have been jointly developed early in this planning cycle
• Identificationofindicatorsisinprogress
and environmentally sensitive building design.
rown—from14.7%to17.1%(SIS)
• PlaceRielStudentCentre,StudentHealth&CounsellingCentre,andthereplacementofthesteamdistributionpipelineonVeterinaryRoadwill
–SynchrotronScience:InnovationinHealth,EnvironmentandAdvancedTechnologies
We have expanded our commitment• Continuationofactivitiesreportedlastyear
to environmental sustainability in our physical infrastructure, both through energy savin
allbecompletedbySeptember2011
We have involved more areas of the campus research community in participating in academic programs and experiential
learning opportunities.
f key indicators which have–WaterSecurity:StewardshipoftheWorld’sFreshwaterResources
been jointly developed early in this planning cycle
progress
and environmentally sensitive building design.
• NumberofadjunctsinCGSRhasgrownfrom308in2008/09to390in2010/11
We have improved our overall approach to risk management and enhanced our ability to mitig
We have expanded our commitment
to environmental sustainability in our physical infrastructure, both through energy savings projects
• Continuationofactivitiesreportedlastyear
the campus research community in participating in academic programs and experiential learning opportunities.
and strategic risks.
and environmentally sensitive building design.
We have leveraged additional funding for strategic research initiatives and research centres.
sgrownfrom308in2008/09to390in2010/11
We have improved
overall approach
to risk
management
and enhanced
abilitysense
to mitigate
respond to human, financial,
• Anexternalreviewofourriskmanagementpracticesratedourapproachasverygood
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3
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nce complete
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as:
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international
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entandScholarship
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ductsforaSustainableFuture
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ities for undergraduate and graduate students to participate in the scholarship of discovery.
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allbecompletedbySeptember2011
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uatestudentpopulationhasgrown—from14.7%to17.1%(SIS)
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and widely communicated.
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earch
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rown—from14.7%to17.1%(SIS)
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priorities and potential risks, such as a downturn in enrolment
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allbecompletedbySeptember2011
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progress
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the campus research community
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and environmentally sensitive building design.
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sgrownfrom308in2008/09to390in2010/11
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report on progress at regular intervals.
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hStudiesannouncedinMarch,includingcyclotronandPET-CTscanner—jointfederal-provincial-RUHFoundation
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report on progress at regular intervals.
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report on progress at regular •intervals.
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ation and Cultural Contributions
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y area: Research Success and Collaboration, Areas of Pre-Eminence, Issues-based,
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allbecompletedbySeptember2011
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Work Together Across Boundaries
oss Boundaries
Academic and non-academic
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and environmentally
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nits areuniversity’scoremissions
working together•inContinuationofactivitiesreportedlastyear
integrated and decentralized ways to achieve common objectives.
rtunitiestoimprovecollaboration,limitduplicationandmoreefficientlyutilizeresourcesinordertosupportthe
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aboration.
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cate that
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veloping their capacities. • TheIPAreleasedthefirstsynthesisofinformationfromadecadeofstudentsurveys
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olicy •has
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esses for
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ctstoincreasethetimelinessoftheseprocesses
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sion,CollegeofGraduateStudiesandResearchandtheSecretary’sOffice
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ance interdisciplinarity, to privilege university-wide priorities, and to work
to ensure ongoing dialogue between administrative units, and colleges and departments.
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uesreportedlastyear,StudentandEnrolmentServicesDivisionhascreatedaCollegeRecruitmentAdvisoryBoard
institutions in support of student learning and of research, scholarly and artistic work.
between administrative units, and colleges and departments.
rger•number
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PartnershipwithGuruAngadDevVeterinaryandAnimalSciencesUniversityinIndia
andEnrolmentServicesDivisionhascreatedaCollegeRecruitmentAdvisoryBoard
learning
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• UofS—ChinaDoctoralScholarPartnershipwithsixChineseuniversities
tionships and formal partnerships with other universities and post-secondary
DevVeterinaryandAnimalSciencesUniversityinIndia
There is an increased number of faculty and students participating in research and educational partnerships with community-based organizaarly and artistic work.
rPartnershipwithsixChineseuniversities
tions, other universities, and with the private and industry sector in support of student learning as well as addressing important society issues.
ncesUniversityinIndia
faculty and students participating in research and educational partnerships with community-based organizauniversities
The following commitments are grouped within this priority area: Collaboration between Academic and Non-Academic Units,
h the private and industry sector in support of student learning as well as addressing important society issues.
Leadership and Career Development, Engagement in Governance and Decision-Making, Responsive and Flexible Policies and Processes,
ating in research and educational partnerships with community-based organizae grouped
within
priority
area: Collaboration
between
Academic
and Non-Academic Units,
Sustainability
as athis
Shared
Challenge,
Engagement with
External
Partners
or in support of student learning as well as addressing important society issues.
nt, Engagement in Governance and Decision-Making, Responsive and Flexible Policies and Processes,
ty Engagement
area: Collaboration
between
Academic and Non-Academic Units,
ge,
with External
Partners
ce and Decision-Making, Responsive and Flexible Policies and Processes,
Partners
Summary Report
Summary Report
Summary Report


Sum

www.us
www.usask.ca/ip
www.usask.ca/ip
4
Academic
Priorities
Fund expenditures
Academic
Priorities
Fund expenditures
The University
The of
University
Saskatchewan’s
of Saskatchewan’s
Academic Priorities
AcademicFund
Priorities
(APF)Fund
is a special
(APF) is
fund
a special
used to
fund
support
used to
institutional
support institutional
priorities. Itpriorities.
contains $4.5
It contains
million$4.5
in permanent
million in permanent
funds for the
funds
second
for the
planning
secondcycle.
planning
Two million
cycle. Two
of this
million
totalofis this total is
provided by
provided
a specialby
grant
a special
from grant
the Government
from the Government
of Saskatchewan;
of Saskatchewan;
$2.5 million$2.5
is allocated
million isby
allocated
the university
by the university
in its Multi-Year
in its Operating
Multi-Year Budget
Operating
Framework.
Budget Framework.
The purpose
The
ofpurpose
integrating
of integrating
financial and
financial
institutional
and institutional
planning planning
is to support
is to
areas
support
of highest
areas priority.
of highest
Funds
priority.
committed
Funds committed
from the APF
from
in 2010-11
the APF reflect
in 2010-11
this reflect
closelythis
in that
closely in that
items funded
items
arefunded
initiatives
areexpected
initiativesto
expected
improveto
the
improve
studentthe
experience,
student experience,
enhance research
enhance
profile
research
andprofile and
improve our
improve
ability to
ourwork
ability
together
to workmore
together
effectively.
more effectively.
In additionIn
toaddition
the initialto$4.5
the million,
initial $4.5
in the
million,
2010-11
in the 2010-11
year the Provost’s
year theCommittee
Provost’s Committee
on Integrated
on Integrated
Planning decided
Planning
todecided
redirect to
funds
redirect
invested
funds
during
invested
the during
prioritythe priority
determination
determination
process, which
process,
was which
in place
was
prior
in place
to theprior
integrated
to the integrated
planning process.
planning process.
Spent /Allocat
Committed to
Permanent
Permanent
Funding Committed
Funding Committed
in the Second
in thePlanning
Second Cycle
Planning Cycle
as of Aprilas
30,
of2011
April 30, 2011
Remaining
This chart shows
This chart
a summary
showsof
a summary
the permanent
of thefunds
permanent
committed
fundsin
committed
the second
inplanning
the second planning
cycle to datecycle
which
tototals
date which
$2.094totals
million.
$2.094 million.
Permanent funds
Permanent
in the Academic
funds in the
Priorities
Academic
FundPriorities Fund
Total availableTotal
over available
planning over
cycleplanning cycle
$2.094
Millions
Permanent allocations
Permanent allocations$3.36
$ 4.5 M
Allocated/committed
Allocated/committed
in 2008-09 in 2008-09
College of Graduate
CollegeStudies
of Graduate
and Research
Studies (scholarships,
and Research (scholarships,
fellowships, teaching
fellowships,
awards)
teaching1.0
awards)
M
Interdisciplinary
Interdisciplinary
Graduate Schools
Graduate Schools
0.574 M
$2.094
Millions
$3.36
$ 4.5 M
1.0 M
0.574 M
Allocated/committed
Allocated/committed
in 2009-10 in 2009-10
Implementation
Implementation
of the Framework
of the
forFramework
Assessmentfor Assessment
Allocated/committed
Allocated/committed
in 2010-11 in 2010-11
Social SciencesSocial
Research
Sciences
Laboratories
Research Laboratories
Redirected from
Redirected
Priority Determination
from Priority Determination
Process
Process
0.3 M
0.3 M
0.22 M
$ (0.96 M)
0.22 M
$ (0.96 M)
TOTAL REMAINING
TOTAL REMAINING
$ 3.36 M
$ 3.36 M
Spent/Allocated/
Spent/Allocated/
Committed to date
Committed to date
Remaining
Remaining
One-timeOne-time
Funding Funding
Committed
Committed
in the Second
in thePlanning
Second Planning
Cycle as of
Cycle
April
as30,
of April
2011 30, 2011
Below are the
Below
totalsare
of the
one-time
totals of
funding
one-time
commitments
funding commitments
made to datemade
for the
to four-year
date for the
planning
four-year
cycle,
planning
totaling
cycle,
$13.9M.
totaling $13.9M.
More one-time
More
funding
one-time
is likely
funding
to beiscommitted
likely to bein
committed
the remainder
in theofremainder
the planning
of the
cycle.
planning cycle.
Enhance the
Research,
and Artistic Profile
Enhance the Research,
Scholarly
andScholarly
Artistic Profile
Improving theImproving
Student Experience
the Student Experience
CLASSIC
CLASSIC
$
Biomedical Sciences
Biomedical Sciences
260,000 $ Indigenous
260,000 Land
Indigenous
Management
Land Management
Institute
Institute
868,000
$
868,000 Chairs
Centennial
Centennial
– Interdisciplinary
Chairs – Interdisciplinary
school
school
560,000 $
560
1,080,000
1,080
100,000
100
500,000
Interdisciplinary
Interdisciplinary
Centre for Culture
Centre
andfor
Creativity
Culture and Creativity
500,000
Centre
for the Centre
Study of
forCooperatives
the Study of Cooperatives
College of Graduate
CollegeStudies
of Graduate
and Research
Studies and Research780,000
780,000
275,000
International
Centre
International
for Northern
CentreGovernance
for Northern
and
Governance
Development
and Development
275
Student Information
StudentSystems
Information
(SESD)Systems (SESD)
130,000
130,000 Research
Matching
Matching
GrantResearch
ProgramGrant Program
770,000
770
Huskies Athletics
Huskies
Marketing
Athletics
Director
Marketing Director
150,000
150,000
Chair
in Quality
Chair
Improvement
in Quality Improvement
Science
Science
350,000
350
Learning Community
LearningProject
Community Project
827,470
827,470
Dairy
ResearchDairy
Facility
Research Facility
150,000
150
Graduate Students
Graduate
Association
Students
Commons
Association Commons 59,000
59,000
Geographical
Geographical
Information Systems
Information Systems
330,000
330
SWITCH
90,000
388,530
Post
Graduate Diploma
Post Graduate
in Agriculture
Diplomaand
in Agriculture
Land Management
and Land Management
388
SWITCH
90,000
Student Evaluation
Student
of Educational
Evaluation ofQuality
Educational Quality 116,000
116,000
School
of Public
School
Health
of Enrolment
Public Health
Growth
Enrolment Growth
Recognizing and
Recognizing
Rewardingand
Teaching
Rewarding Teaching
200,000
200,000– Director
JSGSPP
JSGSPP – Director
Undergraduate
Undergraduate
Student Advising
Student Advising
100,000
100,000 Innovation
Enabling
Enabling
in Social
Innovation
Sciences
in Social
Research
Sciences Research
Aboriginal Student
Aboriginal
Achievement
Student Achievement
55,433
Guaranteed Scholarships
Guaranteed Scholarships
1,360,000
210,000
Edwards interest
Edwards
on loan
interest
for downtown
on loan for
campus
downtown campus
Graduate Student
Graduate
Housing
Student
Design
Housing
Phase Design Phase
500,000
(investment, to(investment,
be repaid totoAPF)
be repaid to APF)
Clarion ProjectClarion
DesignProject Design
105,761
(investment, to(investment,
be repaid totoAPF)
be repaid to APF)
College Quarter
College
Amenities
Quarter
building
Amenities building
129,500
(investment, to(investment,
be repaid totoAPF)
be repaid to APF)
28,506
Museums andMuseums
Galleries and Galleries
Dr. Peter Donald
Dr.Stewart
Peter Donald
Endowment
Stewart Endowment
Indian TeacherIndian
Education
Teacher
Program
Education Program
Reform to Respect
Reform
andtoPrivilege
Respect and Privilege
Aboriginal Education
Aboriginal Education
(26,000)
25,000
240,000
70,000
70
100,000
100
57,584
57
55,433
Work
Together
More
Effectively
Across Boundaries
Work Together
More
Effectively
Across
Boundaries
1,360,000
$ 160,000 $
Wanuskewin
Agreement
Wanuskewin
Agreement
210,000
Sustainability Sustainability
as a Shared Challenge
as a Shared
Commitment
Challenge Commitment
270,000
500,000position)
(liaison
(liaison position)
Implementation
Implementation
of Globalism Foundational
of Globalism Document
Foundational Document675,000
105,761
Leadership and
Leadership
Career Development
and Career Development
Commitment Commitment 500,000
International
Recruitment
Internationaland
Recruitment
Advising and Advising
129,500
160
270
675
500
539,377
539
148,000 $
148
Supporting
Supporting Strategies
28,506 Strategies
(26,000) Resources
Financial
Financial
Commitment
Resources Commitment
(project
(projectposition)
coordinator position)
25,000coordinator
A Framework for
A Framework
AssessmentforImplementation
Assessment Implementation
240,000
ICT InnovationICT
Fund
Innovation Fund
$
208,000
208
300,000
300
Redirected from
Redirected
Priority Determination
from Priority Determination
Process
Process
(1,452,476)
(1,452
Priority Determination
Priority Determination
Process Transition
Process
Costs
Transition Costs
623,000
623
1,000,000
1,000
IP Initiatives Fund
IP Initiatives Fund
$13,910,685 $13,910,685
TOTAL Funding
TOTAL
Allocated/Committed
Funding Allocated/Committed
5
ted/
o date
The second
integrated plan
at a glance
The diagram below is a snapshot of the university’s second integrated plan which
focuses on three priority areas:
1. improve the undergraduate and graduate student experience, both inside and outside the classroom;
2. enhance the university’s profile in research, scholarly and artistic work; and
3. work together more effectively across unit and institutional boundaries.
Threaded across these priorities are three institutional imperatives,
shown in the green ring:
1. to engage more fully with Aboriginal Peoples;
2. to internationalize the university and the student experience; and
3. to foster innovation throughout our programs and services.
Sixteen commitments are grouped within the three priority areas (the pie-shaped pieces around the inner
circle), and four commitments are grouped together and called “supporting strategies” because they
intersect across all three priorities (the four arcs outside the circle). Each commitment is written as an action
statement, indicating what the university will accomplish, or work towards accomplishing, in that specific
commitment by 2012.
The overall goal is to become a more engaged university.
Prepared by the Office of Institutional Planning and Assessment. For more information about institutional planning, please visit www.usask.ca/ip
010-11  June11  .25M
6