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FIMS and Nursing building reflection in glass

Greater Impact

Strategic Direction 1 | Advancing Health. Together.

Greater Impact

Strategic Direction 1 | Advancing Health. Together.

FIMS and Nursing building reflection in glass

Greater Impact

Strategic Direction 1 | Advancing Health. Together.

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  3. Strategic Plan: Advancing Health. Together.
  4. Strategic Direction 1: Greater Impact

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

*This chart displays the status of our goals and subtactics that support the achievement of this priority over the next five years.

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

*This chart displays the status of our goals and subtactics that support the achievement of this priority over the next five years.

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

*This chart displays the status of our goals and subtactics that support the achievement of this priority over the next five years.

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

*This chart displays the status of our goals and subtactics that support the achievement of this priority over the next five years.

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.

Strategic Directions

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1. Greater Impact

Drive impact through focused investment in learning, research, and scholarship.


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2. People, Community, & Culture

Create a culture where our students, staff, and faculty thrive, belong, and lead.


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3. Our Place in the World

Deepen connections and influence locally and globally.

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