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Faculty of Health Sciences student leader overlooking student experience event

People, Community, & Culture

Strategic Direction 2 | Advancing Health. Together.

People, Community, & Culture

Strategic Direction 2 | Advancing Health. Together.

Faculty of Health Sciences student leader overlooking student experience event

People, Community, & Culture

Strategic Direction 2 | Advancing Health. Together.

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  3. Strategic Plan: Advancing Health. Together.
  4. Strategic Direction 2: People, Community, & Culture

Strategic Direction 2: People, Community, & Culture

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

Priority 2.1: Advance equity, decolonization, and accessibility in how we teach, learn, research, and work together

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

Goals

2.1.1: Advance TRC Calls to Action 23 and 24 across FHS by 2030
2.1.2: Embed principles of equity and diversity within FHS teaching, research and leadership practices by 2030
2.1.3: 100% of FHS courses meet accessibility standard by the end of 2027 (AODA Standards)

Priority 2.2: Strengthen inclusive student, staff, and faculty recruitment and retention

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

Goals

2.2.1: 100% of staff and faculty from equity deserving groups are retained 24 months after joining the Faculty
2.2.2: Match or exceed the numbers of students from equity deserving groups and those who are Indigenous identified to rates of these two groups in our community by 2030
2.2.3: Achieve an average retention rate for international students of 70% across FHS

Priority 2.3: Promote staff and faculty engagement, growth, and recognition

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

Goals

2.3.1: At least 70% of staff and faculty feel a strong sense of belonging by 2029
2.3.2: At least 70% of staff and faculty feel supported in career development and advancement
2.3.3: At least 75% of staff and faculty feel recognized by the Faculty

Priority 2.4: Foster student wellbeing and exceptional experiences

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

Goals

2.4.1: Achieve a 25% increase from baseline in students reporting strongly agree/agree to being satisfied with student support/advising by May 2029
2.4.2: By 2028, 80% of students report high levels of satisfaction with the student learning experience and teaching quality
2.4.3: Compared to baseline, achieve a 25% increase in the number of students reporting a greater sense of belonging in the Faculty by May 2029

Key insights informing the strategic direction:

  • Equity, Diversity, Inclusion, Decolonization and Accessibility (EDIDA) remain a central priority for FHS’s interest holders and requires sustained and visible commitment. Advancing diversity, accessibility, and Indigenous scholarship will demonstrate FHS’s leadership in reconciliation and alignment with Western’s EDIDA Strategic Plan.
  • Attracting and retaining a diverse community of students, staff, and faculty is essential to building a thriving academic environment. Strengthening FHS’s recruitment and retention practices will facilitate equitable opportunities and enhance the overall excellence and resilience of FHS.
  • FHS staff and faculty report a strong sense of belonging and shared purpose. Students also recognized and valued this culture in their interactions. Protecting and nurturing this environment will be critical to maintaining morale, engagement, and institutional cohesion.
  • Student wellbeing, experience, and development are foundational to a thriving Faculty community. Intentional investment in student supports, experiential learning, and leadership pathways will enable students to succeed academically and contribute meaningfully beyond graduation.

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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