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Greater Impact
Strategic Direction 1 | Advancing Health. Together.
Greater Impact
Strategic Direction 1 | Advancing Health. Together.
Greater Impact
Strategic Direction 1 | Advancing Health. Together.
Strategic Direction 1: Greater Impact
Drive impact through focused investment in learning, research, and scholarship.
Priority 1.1
Expand resources and strengthen capacity and infrastructure
Goals
1.1.1: By 2030, realize a 25% increase in externally funded research revenue relative to 2025
1.1.2: By 2030, achieve a 30% increase from 2025 in number of funding applications submitted to CRC-eligible Tri-Agency programs
1.1.3: Triple our physical footprint for interdisciplinary/interprofessional learning and research capacity by January 2029
Priority 1.2
Equip our students for the future, positioning them for success
Goals
1.2.1: Expose 50% of FHS students to AI literacy education by the end of 2027
1.2.2: By 2028, 50% of FHS students annually participate in at least one entrepreneurship activity
1.2.3: By May 2029, attain a 30% increase from baseline in students reporting agree or strongly agree to feeling prepared for the future post-graduation
Priority 1.3
Scale collaborative research that drives real world impact
Goals
1.3.1: Identify and structure key FHS research clusters by Fall 2026
1.3.2: Each FHS research centre secures a new externally funded team grant by 2029
1.3.3: Triple the number of $1M+ team grant applications by 2028
Priority 1.4
Build innovative interdisciplinary and interprofessional programming
Goals
1.4.1: Launch the Western Hub for interdisciplinary/interprofessional education by the end of 2027
1.4.2: Beginning in September 2028, all FHS students will engage in a minimum of two interdisciplinary / interprofessional education experiences during their degree
1.4.3: Beginning in 2027, annually run an interdisciplinary or interprofessional education event with Schulich
Key insights informing the strategic direction:
- Managing growth with the appropriate talent, resources, and infrastructure is increasingly critical to sustaining excellence and impact within FHS.
- Ontario’s post-secondary, healthcare and workforce are evolving, and FHS must improve its ability to respond proactively and prepare graduates for a changing healthcare and workforce landscape.
- There is growing demand from interest holders for research with demonstrable real-world impact, reinforcing the need for FHS to frame its research priorities around relevance, translation, and measurable outcomes.
- Strengthening and entrenching interdisciplinarity across FHS’s education and research will enable more comprehensive academic experiences, better prepare students for workforce realities, and promote a unified identity across the Faculty’s schools.