Academic &
Operational Plan
About
After a period of financial austerity and uncertainty, Nipissing University is entering a period of optimism and opportunity.
In Fall 2023, after robust consultation, Nipissing University delivered its strategic plan, Pathways: Our Commitments to Water, Land, and People for the Next Seven Generations. The plan upholds the following commitments through 80 pathways: Fulfilling our Responsibility to Truth and Reconciliation; Nurturing our Relationship with Water, Land and Place; Embodying Harmony and Care; Inspiring Innovative Growth and Development; Building Sustainable Futures; and Celebrating Who We Are.
The Academic Plan and Operational Plan (APOP) picks up where strategic planning has directed us, by providing a roadmap for how we will fulfill the commitments set out in Pathways. We are convening broadly constituted ad hoc working groups, ensuring appropriate representation from both academic and administrative groups, to advance work in a number of areas; in March 2025, we will convene another set of working groups in order to keep the work of APOP going and to ensure everyone has the opportunity to contribute.
In Winter 2024, we hosted 14 conversations with the broader Nipissing community on topics drawn from the Strategic Plan. The process foregrounded conversations between academic and administrative areas to break down the silos that inevitably influence how we think about our own unique contributions to the university and to forge bonds of collective community as we work together to shape the future of the institution.
The goal of APOP is to set a course for sustainable growth that makes the most of the optimism and opportunities that characterize the current moment and that also anticipates Nipissing University’s unique contribution to post-secondary education into the future. This plan is sensitive to how the sector is changing in Ontario and globally in response to COVID-19, funding models, international participation, student interests, and labour market realities.
In fact, there are two directives which may be seen bounding the APOP plans (A. Long-term Financial Stability; and B. the Commitment to Embrace and Celebrate our Uniqueness in Post-secondary Education as a small Student-centered University).
On a go-forward basis, these two directives will be the guardrails that allow us to futureproof the institution, as they are spurs to (conscientious) innovation. This plan will see Nipissing transform its teaching and learning, research, and community engagement driven by its commitment to students and the demands of the future.
The sustainability of the institution will be assured if we can work collectively, so the process of conversation across units will be an integral part of the actions outlined in this plan. Commitments being made in this document will not impede financial sustainability, in fact, they will help to ensure it. By way of caveat, legislative obligations, including Nipissing’s Act of Establishment and its Collective Agreements, have precedence over any commitments herein. The goal of this work is to be a demonstrably inclusive community with robust enrolment and measurable impact.
We would like to thank all members of the community who took time to attend the engagement sessions and offer their feedback to inform our way forward; your commitment to the success of Nipissing University is evident in the generosity with which you engaged with us through the process. The process does not end with the plan; we look forward to everyone’s engagement in the work that flows from these conversations and commitments.
Action Item Progress
Below you will find the status for each APOP Action as indicated by the corresponding symbol. The actions below have been grouped by theme to highlight their connection to the commitments within the Strategic Plan.
Action Status Legend
= Action Not Started
= Action In Progress
= Action Completed
Commitment
A. Fulfilling our Responsibility to Truth & Reconciliation
Indigenous Knowledge & Reconciliation
Action 2
Convene a Provostial working group of internal and external members committed to the development of an Indigenous Reconciliation Targeted Action Plan.
Action 3
Provide faculty and staff ongoing training on evolving best practices in support of the ongoing work of the Provost's Indigenous Reconciliation Targeted Action Plan Working Group.
Action 4
Support the work of the upcoming EDIA audit and prepare to address and implement the audit results through the Provost's Indigenous Reconciliation Targeted Action Plan Working Group.
Research
Action 41
Engage with researchers and Indigenous community to develop pathways and supports for research conducted by and with Indigenous communities.
Indigenization and Globalization
Action 45
All degree programs will review the opportunity to establish international partnerships and exchanges, with the goal of 3 MOUs and 10 exchanges per year. We commit to review these targets annually.
Indigenization and Decolonization
Action 43
Through the Indigenous Reconciliation Targeted Action Plan and the establishment of an Indigenous academic advisory council, we will define how we will achieve the three commitments presented in the Strategic Plan.
Action 44
Nipissing University will explore various professional development opportunities including professional development days (workshops) committed to Indigenous Reconciliation and EDIA-AR with a focus on academic programming for faculty and staff to support ongoing learning and community development.
Commitment
B. Nurturing our Relationship with Water, Land & Place
Climate Citizenship & Environmental Protection
Action 46
Develop an Environmental Sustainability Plan that speaks to academic priorities, energy usage, material consumption, with the goals of:
- Improving environmental protection efforts and revitalizing outdoor spaces
- Developing a campus master plan that aligns with the environmental sustainability plan.
Staff & Faculty Recruitment
Action 53
Develop a broad Employee Recruitment Strategy
Nature's Symphony
Commitment
C. Embodying Harmony & Care
Student Recruitment, Enrollment, Retention & Persistence
Action 1
Fully implement Proiect Integrate
First Year Experience
Action 31
Prepare a comprehensive analysis and proposal for a distinctive First Year Experience, especially for A & S students, if necessary.
Record of Student Development
Action 32
Provide a report to Senate's Teaching and Learning Committee on how many RSD are issued annually; how many students receive RSD; and whether a diversity of students and programs represented.
Equity, Diversity, Inclusion and Accessibility & Anti-Racism Plan (EDIA-AR)
Action 5
Convene a Provostial working group of internal and external members committed to the development of an EDIA-AR Plan.
Action 6
Perform a SWOT analysis of current for-credit systems and practices in order to ascertain what will be necessary to be in compliance with Provincial AODA legislation.
Action 7
Support the work of the upcoming EDIA audit and prepare to address and implement the audit results through the Provostial working group.
Student Services: The Way to Yes
Action 28
Review current processes, procedures and policies, to determine where more direct support to students in academic processes is possible.
Action 29
Evaluate sector specific standardized frameworks for student mental health, and identify a suggested framework that meets the unique needs of the institution, satisfies Ministry expectations, and reflects the values and commitments of the Nipissing University Strategic Plan. Following the adoption of a recommendation, a mental health strategy will need to be drafted by an ad hoc working group. Once adopted it will be integrated into APOP with measurable outcomes.
Action 30
Develop a standard approach to student service evaluation and quality assurance.
Workplace Culture
Action 47
Creation of a Wellness Strategy
Action 49
Implement the Recommendations from the Equity, Diversity and Inclusion Audit
Action 51
Creation of an Equity, Diversity and Inclusion Action Plan as required under the Canada Research Chair Program
Action 52
Review possible changes to the current University structure that would be beneficial to better promote EDIA-AR initiatives.
Staff & Faculty Recruitment
Action 55
Adopt the principles outlined in the Canada Research Chair Program's (CRCP) related to Recruitment - Equity, Diversity and Inclusion: Best Practices Guide for Recruitment, Hiring and Retention into all recruitment efforts.
Communications & Brand Identity
Action 67
Develop and implement a Strategic Communications Plan for both internal and external audiences
Community & Partnership Engagement
Action 70
Develop a comprehensive Community Relations Strategy
Commitment
D. Inspiring Innovation Growth & Development
Curricula and Programs
Action 11
Create supports and guidelines in terms of UDL and CRP that the institution can use as a unifying marker. Faculty to review the current program outcomes to ensure assessment and architecture reinforce the program design.
Action 12
Convene industry/community advisory councils, develop terms of reference and membership for each council (at decanal level)
Action 13
Establish baseline and benchmarks for program sustainability at the Faculty level
Action 14
Develop process maps for program innovation and new program development that respond to the Ministry requirements for market research, business plan, resource commitments from existing programs with clear templates setting out what is required and which office will provide it.
Action 15
Undertake a review of experiential learning opportunities, specifically co-op, practica, internship, placement in order to ensure that the policies and procedures for these programs provide the necessary protections to students and the institution.
Action 16
Undertake innovative program renewal to distinguish Nipissing University's Nursing programs
Action 17
Schulich School of Education will provide list of strategic priorities for the School
Action 18
The School of Business will identify synergies with other departments and Faculties, with the goal of building and enhancing programs that foster interdisciplinary collaboration, integrate diverse perspectives, and equip students with the critical thinking, ethical reasoning, and adaptive skills necessary to thrive in a rapidly changing global economy.
Action 19
The School of Business will provide a list of strategic priorities for the School.
Action 20
Review the barriers to recruitment in STEM disciplines at Nipissing in order that we can redress the barriers. Upon delivery of the review, the Provost will work with the Faculties to develop a plan for STEM-specific disciplines. The plan will then be imported into APOP with recruitment and retention targets for 2026, 2027 and 2028.
Action 21
Provide the Provost with a revised program curricula and facility plan for the Fine Arts department.
Pedagogy & Andragogy
Action 10
Review the modalities of delivery by program, expand andragogical models of delivery, develop outdoor teaching, expand experiential learning, review academic integrity policies, provide wrap around services to needs of students, train graduate students, training opportunities re: financial management and administrative policy management.
Research
Action 33
Lead a consultation to finalize the Strategic Research Plan.
Action 34
Review the historical allocation of the RSF and reallocate a portion beyond grant management and research office staffing to support faculty research success through grant writing, research data management, research security, and EDI priorities.
Action 35
Increase tri-agency research funding by 30% (2024 allocation $470K, 2028 projected $615K allocation).
Action 36
Develop a research dashboard to track research funding metrics to make research metrics more visible, inform strategies for increasing the RSF and overall research revenue, and facilitate communications about the impact of research.
Action 37
Review and update the existing research labs, centres and institutes policy and provide a cycle of review.
Action 38
Map policies and processes to ensure compliance with tri-agency policies, clarity of forms, and clearly communicated processes that facilitate continued grant success.
Action 42
Ongoing (annual targets will be defined in SRP). Establish research processes that support and encourage collaborative research with diverse partners (inter-university, inter-disciplinary, industry partnered, community partnered).
Community & Partnership Engagement
Action 72
Develop of a 5 year approach to philanthropy
Talent Development
Action 56
Develop a campus wide Employee Training Plan/Program.
Action 57
Develop and implement a professional development curriculum through the Teaching Hub
Action 58
Provide training and support for academic administrators
Commitment
E. Building Sustainable Futures
Procedural Integrity
Action 8
Develop a policy of policies including template, review timelines, proliferation protocol, and a central repository of policies.
Action 9
Develop and publish (internally) process maps for all academic administrative processes to ensure consistency, reproducibility, fairness and transparency.
Community & Partnership Engagement
Action 73
Launch a scalable sponsorship strategy
Recruitment, Enrollment, Persistence
Action 22
Increase domestic enrolment 6% year-over-year (largely by increasing conversion led by the Registrar as detailed in Proiect Integrate).
Action 23
Move the Strategic Enrolment Management group to the Provost's Office in order that budget and recruitment targets will be communicated such that recruitment and persistence are reported as a shared responsibility where everyone, across portfolios, takes ownership and responsibility for the goal.
Action 24
Development a graduate focused recruitment plan
Action 25
Development of a complementary plan on retention and persistence
Student Services: The Way to Yes
Action 26
Convene an ad hoc working group to focus on retention from a student-centred focus.
Action 27
Lead conversations towards a seamless student service experience
Research
Action 40
Diversify supports for research by engaging with foundations, donors, industry and other potential research funders and partners and develop ongoing annual targets
Financial Stability & Sustainability
Action 59
Develop internal financial metrics including annual targets on replenishment of spendable reserves
Action 60
Document our budget process including how the budget is developed, reviewed and approved
Action 61
Develop a financial literacy resource (i.e. web page) to assist University community in understanding Nipissing University financials
Action 62
Develop a long-term alternative revenue strategy.
Action 63
Develop a comprehensive picture of the financial contributions of each academic and nonacademic area
Action 64
Create an operational review plan
Action 65
Develop an IT strategic plan, and investment plan with the goal of understanding what resources are required, and when.
Action 66
Conduct an Enterprise Risk Management (ERM) process
Commitment
F. Celebrating Who We Are
Research
Action 39
Develop enhanced research communications strategy to celebrate and promote the diversity of faculty and student research and its impacts to both internal and external communities.
Workplace Culture
Action 48
Development of an Employee Engagement Plan
Action 50
Develop processes to affirm Indigenous identity and establish clear processes
Staff & Faculty Recruitment
Action 54
Create a more vigorous onboarding program
Community & Partnership Engagement
Action 71
Develop a 5-year alumni plan to broaden and deepen alumni engagement.
Communications & Brand Identity
Action 68
Identify the best way to move forward with a brand audit.
Action 69
Develop and implement recommendations for reimagining our brand and build a five-year marketing and communications strategy
Past Events
Below is a list of engagement sessions that have already taken place.
Research
- Thursday, May 16, 2024
Workplace Culture
- Wednesday, April 17, 2024
Community and Industry Engagement
- Wednesday, April 10, 2024
Climate Citizenship and Environmental Protection
- Wednesday, April 3, 2024
Communications
- Wednesday, March 20, 2024
Faculty of Education
- Tuesday, February 27, 2024
First Year Experience
- Tuesday, March 5, 2024
Internationalization, Globalization and Decolonization
- Wednesday, February 21, 2024
Talent Development
- Wednesday, February 7, 2024
Commitment to Diversity
- Monday, February 5, 2024
Faculty Recruitment and Retention
- Wednesday, January 24, 2024
Staff Recruitment and Retention
- Wednesday, January 10, 2024
Welcome and Belonging
- Thursday, December 7, 2023
Academic Renewal and Curricular Reform
- Wednesday, November 22, 2023
Introduction to Academic & Operational Planning
Contact
Please reach out to us with any questions about the Academic & Operational Plan at: