DRAFT
Updated April 23 09
University of Saskatchewan
Second Integrated Plan
First Year Report on Progress (2008/09)
Introduction
This report highlights outcomes from the first year of implementing the university’s Second
Integrated Plan, between May 1, 2008 and April 30, 2009 – the first of four annual reports that
the university community can expect to receive during the second planning cycle.
The concept of integrated planning was introduced at the University of Saskatchewan in 2001.
Integrated planning is a process that brings together university-level and college/unit-specific
initiatives; its purpose is to align academic priorities with financial and capital resources in order
to ensure the responsible use of the university’s available resources. For more information
about integrated planning or the planning process at the University of Saskatchewan, please
visit www.usask.ca/ip.
1
DRAFT
Updated April 23 09
Year in Review: 2008/09
Our Plan to 2012
With a new plan, a new provost, an intentionally collaborative model for implementation, and
increased attention on visible results and interdisciplinarity, 2008/09 was a busy year at the
University of Saskatchewan. Following the approval and launch of the plan in May 2008, focus
turned to implementation, as well as raising awareness and understanding of the university’s
priorities – and the importance of prioritizing and supporting them with resources and energy –
to help the university achieve its Strategic Directions and goal of being one of Canada, and the
world’s, most distinguished universities.
The Second Integrated Plan provides a renewed outlook for the university and a new way of
working together. A sense of excitement and enthusiasm appeared at the first implementation
workshop held in June 2008; energy we hope to sustain throughout the planning cycle. We are
learning from our experience implementing the university’s first plan, and now are well ahead
on implementation milestones compared to the First Integrated Plan.
Significant accomplishments from 2008/09, together with a summary of expenditures from the
Academic Priorities Fund (APF) are reported here. This is a snapshot of university-level, as well
as some college/unit successes, in the past year, but not a comprehensive report of all activities.
External Environment
Among others, the university was faced with three main external elements last year. First,
focusing on priorities became more important this past year than ever before because of an
increasingly competitive and changing post-secondary education landscape, and an
unprecedented global economic downturn. The University of Saskatchewan’s integrated budget,
capital and academic planning processes positioned the institution to respond quickly to the
global economic situation that began in fall 2008. This process has played a major role in the
financial scenario planning exercise undertaken this past year to address budget challenges.
Second, enrolment trends continue to be a considerable risk for the university. This past year,
the Provost appointed the Vice-Provost, Teaching & Learning and the Associate Vice-President,
Student and Enrolment Services Division, to oversee and coordinate the numerous activities that
affect, or could affect enrolment. They are also charged with communicating to campus about
how we are strategically managing this risk. This collaborative effort has resulted in a
coordinated enrolment strategy that is currently being discussed within the campus community.
Third, the university had to respond to an increasingly global environment by developing an
implementation plan for its foundational document on International Activities: Globalism and
the University of Saskatchewan, which suggests 47 recommendations to increase our
international presence. Internationalization is also one of three university-level imperatives we
will continue to focus on as we move forward.
In light of these challenges, the University of Saskatchewan is proceeding with its integrated
plan and strategic directions. Our integrated plan is our guide during troubled times and we aim
to emerge in a comparatively stronger position.
2
DRAFT
Updated April 23 09
Commitment to Teaching & Learning
On July 1, 2008, Dr. Ernie Barber was appointed to a new position of Vice-Provost, Teaching and
Learning. He is expected to provide vision and leadership for academic innovation in programs,
instruction, outcomes, and the student academic experience. As well, the Teaching and Learning
Foundational Document was approved by Council and Board in late 2008, which sets long-term
goals and commitment to the university’s core mission of teaching and learning.
Colleges and Units
Colleges and units have been actively engaged in activities from their own plans and some
examples of this work are included in this report. In January 2009, after a great deal of
consultation, planning parameters for all colleges and major administrative units were finalized
– this being the first time administrative unit planning parameters have been developed. These
documents identify expectations for colleges and units for the current planning cycle, and show
connections between the university’s plan and individual plans, and the 20 commitments.
Working Together
A collaborative leadership model is guiding plan implementation (see diagram below) and
increased effort is being put on collaboration and communication. Over the fall, 31 commitment
leaders were named to lead the plan’s 20 commitments and to put faces to the plan. Their role
is to bring people together across the university to generate ideas that are widely supported,
then to submit them through regular decision-making channels. Executive sponsors oversee
their work by providing advice and guidance. Commitment leader positions are outside of the
regular college and unit structure, and early signs indicate there is benefit to their presence. For
example, commitment leaders have met with many colleges and units, some are jointly
developing proposals, and many are doing environmental scanning across the university to find
out what is currently happening to avoid duplication and build on prior experience.
Assessing Ourselves
A key part of planning is checking that we are doing the right things and continually adjusting
and improving our activities. Last year, the university took considerable strides in its universitylevel assessment portfolio, beginning with the acceptance of the Information Strategy in July
2008. In November and December 2008, Council and the Board approved the Framework for
Assessment, which sets an overall structure within which the university develops its assessment
activities, particularly on academics, operational effectiveness, and reputation. The Quality and
Accountability commitment made considerable progress on developing a draft Achievement
Record for the university last year. Further, interviews were conducted with deans and
3
DRAFT
Updated April 23 09
administrative unit heads to evaluate the planning process and plan development; results will
inform the ongoing implementation of the current plan, and the development of the next.
Outcomes and Major Accomplishments: 2008/09-09
Below is a summary of university-level accomplishments, and some examples of college and unit
progress toward individual plans. Achievements are reported approximately by priority area or
heading as they appear in the integrated plan; however, an achievement in one area will no
doubt have impact on other priority areas. All accomplishments taken together demonstrate the
collective progress to date toward our overall goal of becoming an engaged university.
Priority One: Improve the student experience
Major accomplishments in 2008/09:
 Investing in graduate education and graduate student experience
 Upgrading the campus environment
 Innovative programming
 Focus on teaching and learning
UNIVERSITY-LEVEL HIGHLIGHTS
Graduate Schools
The university committed $1.78 million in new funding this cycle for the School of Public Health,
the School of Environment and Sustainability, and the Johnson-Shoyama School of Public Policy,
bringing total investment in the schools to $4.68 million over the first and second planning
cycles from all sources combined. The creation of the schools and subsequent investment is the
university’s largest single initiative to result from either plan.
Graduate Scholarships, Programming, and Space
The university increased permanent funding for graduate scholarships, teaching fellowships, and
new faculty awards by $1 million and provided a $780,000 one-time award for improvements to
the university teaching course and the English language support program for graduate students,
among other programs. Other graduate highlights include:
 Approved space and first phase of construction for Graduate Commons, a study and
gathering place for graduate students
 The three graduate schools are actively recruiting from outside the province to assist in
increasing the graduate student population
New Student Residences
Two new student residences within College Quarter will be completed by 2011, which resulted
from collaboration between the Government of Saskatchewan, Meridian (a private
development firm), the University of Saskatchewan Students’ Union, and various units within
the university. This will increase residence space by approximately 400 beds.
Improved Student Centre and Student Services
The Board of Governors approved the $28.5 million renovation to the Place Riel Student Centre,
which will be expanded to four floors with additional office and meeting space, student health
centre, student counseling services, and new food court and office space for the USSU. It will be
4
DRAFT
Updated April 23 09
a place to socialize, meet with professors and will offer better public services. Upgrades to
Marquis Hall and the Arts Building food outlet have improved their food service offerings. Plans
are also underway to renovate the University Bookstore and incorporate the Centre Shop into it.
Learning Commons and the University Learning Centre
The Murray Library building was upgraded to create a more functional space for students and
faculty. The new Learning Commons area includes group breakout rooms, a café, space and
technology for learning and research, and improved learning and teaching space for students,
faculty and researchers.
COLLEGE, UNIT OR SCHOOL HIGHLIGHTS
Learning Communities
Over $800,000 until 2012 was committed to expand Learning Communities in the Colleges of
Arts & Science, Kinesiology and Agriculture & Bioresources, as part of retention and student
experience initiatives in these colleges together with the University Learning Centre.
Innovative Programming and Experiential Learning for Students
Progress or further investment was made in a number of such programs/centres this year:
 CLASSIC (Community Legal Assistance Services for Saskatoon Inner City), an initiative
from the College of Law that will provide experiential learning experiences for students
 Interdisciplinary Centre for Culture and Creativity (ICCC), College of Arts & Science
 Wilson Centre for Entrepreneurship
 Free income tax return outreach for low-income Saskatoon residents through Edwards
School of Business (over 1100 completed in 2009)
 Masters of Nursing launched via videoconference in September 2008, enabling 14
graduate students to take part in this program who otherwise could not
Student Information System (SiRIUS)
Upgrades to the current online information system will enhance student-, course-, and gradingrelated activities, making the application process, registration, and fee payment more
convenient for students. New funding will improve the range of services going forward.
Core Biomedical Sciences Curriculum
Funding support was approved for the common core program for the Division of Biomedical
Sciences in the College of Medicine. The core biomedical sciences curriculum provides a
standard first two years for all health science students pursuing degrees in the basic biomedical
sciences or in the professional colleges.
Priority Two: Enhance research, scholarly, & artistic profile
Major accomplishments in 2008/09:
 Continuing to build world-class research and academic facilities
 Investing in, supporting and attracting faculty and researchers
UNIVERSITY-LEVEL HIGHLIGHTS
Advancing “Big Science” Projects
Construction continues on various big science projects at the University, including the Western
College of Veterinary Medicine (WCVM), the Academic Health Sciences Centre and InterVac. The
5
DRAFT
Updated April 23 09
renovation and expansion of the WCVM is almost complete and regular updates are available at
http://www.usask.ca/wcvm/construction/2009/index.php.
When complete, the Academic Health Sciences Centre will bring together the Colleges of
Medicine, Dentistry, Nursing, and Pharmacy & Nutrition, the School of Physical Therapy and the
new graduate School of Public Health in single setting, offering students a highly integrated
learning experience. This year, the Province committed an additional $100 million to the project
and construction began on the D-Wing in September 2008.
Construction on InterVac, the first Biosafety Level 3 facility in Western Canada dealing with both
human and large animal diseases, began in June 2007 and is scheduled to be completed in 2010.
Research Chairs
The University of Saskatchewan Chairs program is designed to provide academic leadership
either in areas of pre-eminence or in areas in which programmatic change is required. The
Centennial Chairs program was established, appointing one five-year renewable position for
each of the three schools. Council also recently approved terms of reference for the
Distinguished Chairs – a second component of the Research Chairs’ program.
COLLEGE, UNIT OR SCHOOL HIGHLIGHTS
Other Research Highlights
 Schools are actively recruiting faculty who will work in an interdisciplinary setting
 Three social science research laboratories were approved in the Colleges of Arts &
Science, with design assistance from Facilities Management Division
 Edwards School of Business is in final stages of Council approval for two new research
centres in Accounting and Finance
Priority Three: Work together more effectively across boundaries
Major accomplishments in 2008/09:
 Modeling collaborative leadership
 Initiating strategies for more consistent information sharing
 Continuing to pursue outreach and engagement
UNIVERSITY-LEVEL HIGHLIGHTS
A Collaborative Model for Working Together
Thirty-one commitment leaders were named in fall 2008 to lead, or co-lead, one of the plan’s 20
commitments and their names and photos broadly distributed to encourage leadership and
participation at all levels of the university. Most commitments are completing, or have
completed environmental scanning and consulted with groups across campus, demonstrating a
concerted effort for increased collaboration for achieving mutually beneficial results.
Outreach and Engagement
University Senate and Regional Advisory Councils participated in multiple discussions about the
university’s core activities, including top issues like the student experience, enrolment,
accountability, and community engagement.
University’s Information Strategy
6
DRAFT
Updated April 23 09
The university’s capability to collect, process, interpret, store, and provide information in an
effective manner has been greatly increased through the adoption of a university-wide
information strategy. This strategy supports planning, decision-making and assessment
activities, addresses accountability and transparency demands and responds to requests from
external agencies or accrediting bodies.
Web Content Management System
The university follows a decentralized website management model with hundreds of web
publishers across campus and thousands of pages of web content. Through the Information
Technology Services division, the university adopted a web content management system that
helps ensure information across the website is accurate, relevant, current, consistent and
shared. Nearly 50 websites have migrated to the new technology.
COLLEGE, UNIT OR SCHOOL HIGHLIGHTS
Provincial Graduate School Launch
The Johnson-Shoyama Graduate School of Public Policy was formally established in 2008,
signifying a significant collaboration and program offering between the University of
Saskatchewan and the University of Regina.
Review of Admission Procedures and Communication
An external audit and review of admission and communication process for undergraduate and
graduate students has been conducted, led by Student Enrolment and Services Division.
Recommendations from this audit will be used to streamline, simplify and speed up admission
processes.
Supporting Strategies
Provost Brett Fairbairn, with a steering committee for the Quality and Accountability
commitment, has developed a draft Achievement Record for the university: a set of 15 to 30
indicators that reflects the effectiveness of our work as a university. Five broad areas comprise
the record: student experience and success; teaching and learning; research, scholarly and
artistic work; institutional effectiveness, efficiency and endurance; and reputation and
community engagement. The commitment hosted a symposium on May 1.
The Financial Resources commitment has established a steering committee, and initiated
necessary background research that will lead to the development and implementation of a more
effective resource allocation/reallocation model for the university. The Infrastructure and
Capital Resources commitment is currently developing an overview of capital processes,
projects, and governance at the U of S; this work will continue throughout the planning cycle.
7
DRAFT
Updated April 23 09
Academic Priorities Fund Expenditures 2008/09
The University of Saskatchewan’s Academic Priorities Fund (APF) is a special fund used to
support institutional priorities. It contains $4.5 million in permanent funds for the second
planning cycle. Two million of this total is provided by a special grant from the Government of
Saskatchewan; $2.5 million is allocated by the university in its Multi-Year Operating Budget
Framework.
The purpose of integrated budget and institutional planning is to put resources behind those
activities and areas of highest priority. Funds committed from the APF in 2008/09 reflect this
closely, in that items funded are initiatives anticipated to improve the student experience,
enhance our research profile, and work together better.
Permanent Funding Committed in the Second Planning Cycle ($1.57M)
Permanent Funds in APF
Total available over cycle $4.5M
Spent in 2008/09
$1.574M
Remaining
$2.926M
Funding not permanently allocated is
available for one-time expenditures.
One-time Funding Committed in the Second Planning Cycle ($5.076M)
One-Time Funds
Spent in 2008/09
$872,000
One-time committed to be spent over
2008/09 – 2011/12 (includes 08/09 amounts)
Guaranteed Scholarships
$340,000
CLASSIC
$260,000
Biomedical Sciences
$868,000
ILMI
$560,000
ICCC
$500,000
CGSR
$780,000
Student Info System
$130,000
Huskie Athletics Marketing $150,000
Library Student Employees $100,000
Learning Communities
$827,000
IP Initiatives Fund
$500,000
GSA Global Commons
$ 59,000
This pie chart shows what was spent in 2008/09 in one-time funding, totaling $872,000. The box above shows the totals to date of
one-time funding commitments for the planning cycle, totalling $5.076 million. More one-time funding is likely to be committed in
years 2, 3 and 4 of the planning cycle.
8
DRAFT
Updated April 23 09
Final Report Card on First Integrated Plan
Colleges, units, and individuals across campus worked hard to advance the 71 initiatives in the
university’s ambitious First Integrated Plan. Given the nature of the initiatives, some of the work
is expected to continue into the second planning cycle. Many of the outcomes from the first
plan are hugely visible in the current day University of Saskatchewan; for example, the
establishment of three new interdisciplinary graduate schools which now have, or are in the
process of recruiting executive directors, research chairs and faculty, and students. Other
accomplishments from the first plan include:
 Evolution of the university’s outreach and engagement commitments, with creation of
CCDE and Senate Round Table on Outreach & Engagement
 Creation of entrepreneur programs in the Colleges of Engineering, Arts and Science,
Agriculture and Bioresources and the Edwards School of Business
 Launch of a new University of Saskatchewan Centennial Chairs Program
 Implementation of the University Learning Centre to support teaching and learning
across campus
Fifty of the 71 initiatives are now complete, and 16 are continuing into the second planning
cycle, incorporated into one of the commitments or priorities in the Second Integrated Plan,
such as continued recruitment and retention initiatives and expanding work-based learning. Five
of the 71 were stopped or rethought, or took another form.
A detailed final report card for the First Integrated Plan is available online at
http://www.usask.ca/ip/inst_planning/first_intplan/index.php
Second Integrated Plan Components Update
The Second Integrated Plan comprises five components, outlined in the diagram below. In
2008/09, four of five components were completed and one is in the final stages of development
(anticipated for Board approval, June 2009).
1
2
3
Component
Description
Status
The Second
Integrated Plan
Identifies the priorities, strategies and
commitments for the four-year
planning cycle
Identifies leaders for each
commitment and principles that will
guide the implementation process
 Approved by Board of
Provides a financial projection and
guiding principles for the university’s
operating budget for the four-year
planning cycle
 Approved by Board of
University
Implementation
Plan
Multi-Year
Operating Budget
Framework
Governors, May 2, 2008
 Commitment leaders named
fall 2008; implementation
currently in progress
Governors, May 2, 2008
9
DRAFT
Updated April 23 09
4
5
College and Unit
Planning
Parameters
University Capital
Plan
Documents that outline expectations
for colleges and major administrative
units on specific initiatives, and goals
related to enrolment, research and
scholarship, program or service
innovation and resources over the
planning cycle. They identify
connections between the university’s
plan and college and unit plans, as well
as the 20 commitments.
Provides details on new and continuing
infrastructure projects for the fouryear planning cycle
 Completed and shared with
university community,
January 2009
Available online at
www.usask.ca/ip
(NSID required)
 In final stages of development,
anticipated for Board approval,
June 2009
Plan Implementation and the 20 Commitments
Significant time in 2008/09 was spent educating commitment leaders, executive sponsors,
campus leaders (e.g. Deans, unit heads), and the general campus community, through resource
binders, news stories, print materials, an upgraded website, and a series of workshops and
meetings. Commitment groups are proceeding at different paces, which is expected and
preferred.



Commitment leaders named




Work plans developed, or in development
Working groups established and meetings held
Commitment leaders networked together and with campus groups
Surveys, gap analysis and environmental scanning in progress
Funding provided to support early initiatives from Academic Priorities Fund
Identifying priority initiatives for second planning cycle in progress
Next Steps
Our attention for the second planning cycle will continue to be on achieving the goals and
commitments set out in the integrated plan and to make visible progress towards our three
priorities. Implementation will continue and it is anticipated that commitment leaders will
identify and begin working on priority projects, collaborating and communicating with the
university governance, the campus community and key partners along the way.
Our end goal remains working towards becoming a more engaged university – one where
faculty, staff and students engage each other collaboratively and cooperatively in pursuit of
common activities, where research and student experience embrace critical issues of
importance to society, thereby stimulating knowledge and creative activity, enhancing
curriculum and contributing to the public good and where our partnerships enrich what we do
and make our University’s contributions visible and meaningful.
10