Strategic Research Planning Objectives

The Strategic Research Plan has been structured upon four main pillars:

Identify, Encourage, Support and Oversee

Along with defining the character of each pillar, the charts below provide a number of associated objectives and then, more specifically, strategies and/or policies that will be implemented over the time horizon of the plan. The effort has been to avoid platitudes and generalizations and focus on tangible opportunities to maintain and improve research success at Nipissing University.

While individual researchers will always be the most aware of and focused upon their own work, the overarching goal of this plan is to grow a research culture that engenders a high-quality and quantity of research success.

The Provost, the Dean of Graduate Studies and Research, and the Research Council, among other stakeholders and experts, will assist in the development and implementation of the strategies and policies listed below.

Pillar 1: Identify

The most basic component to any successful research institution is to have full knowledge of the character and kind of research occurring and emerging.


Awareness of research expertise

Working on an annual basis, compile a comprehensive list of areas of research expertise for individual researchers

Year 1

Understanding of publication success and other areas of scholarship and knowledge dissemination

Working on an annual basis, utilize databases and submissions by individual researchers to accumulate and catalogue recent publications, scholarship and other form of knowledge dissemination

Year 1

Accounting for ongoing and developing research projects

Develop a reporting mechanism to provide summaries of current research projects, whether funded or unfunded

Year 1

Recognizing collaborations

Maintain an up-to-date list of individual and institutional research collaborations

Year 1

Review of research Labs, Centres and Institutes

Under the current policy on labs, centres and institutes, provide a centralized and comprehensive account of current work and funding

Year 2

Assessing Research (Space/Equipment) Infrastructure

Informed in part by the 2017/2018 space audit, develop a infrastructure accounting policy that provides comprehensive picture of current research infrastructure

Year 2

Evaluating link between research and classroom success

Within the new Teaching Chair framework, pinpoint ways researchers integrate their research into the classroom

Year 3
Assessing funding success Develop a policy on non-Tri-Agency grant application and reporting toward a full accounting of funds awarded to our researchers Year 2

Pillar 2: Encourage

With full knowledge of the dynamic research profile of the institution, we must be focused on maintaining and growing current research success and developing areas of future success.


Awareness of external funding opportunities

Develop a targeted individual researcher funding strategy that links researchers with funding programs and projects

Year 2

Review of internal funding programs

Assess the success rate of our current internal funding programs in relation to later external funding achievements and recast programs if necessary

Year 2

Informing researchers of projects and collaborations

Proactively notify faculty researchers of relevant work in their field

Year 1

Mentoring new faculty researchers

Working with CRCs and the Assistant Dean, create a targeted or linked mentoring program that will give faculty the opportunity to work with established researchers to develop projects and grant applications

Integrate mentoring into the Teaching Chairs framework

Year 3

Communicate research success

Work with communications and public relations to develop a strategy to comprehensively promote research success and expertise

Provide mass and social media training to allow individual researchers to better promote their research

success and expertise

Year 2

Celebrate research success

Develop a targeted strategy for the Chancellor’s Research Award that increases the monetary value but also the associated responsibilities of the holder (e.g. mentorship, research talk).

Year 2

Pillar 3: Support

The acquisition and distribution of resources is the most tangible component of research success. Composed of financial and human resources as well as related infrastructure, a healthy research culture requires proper targeting, transparency, consistency and creativity.


Providing targeted internal research funding

Establish a new program for research projects that engage with regional partners and communities, in line with the broader goals of the Strategic Plan

Year 4

Utilizing our Canada Research Chairs to support faculty, graduate, and undergraduate research

Develop a CRC internal partnership program that will support relevant faculty, post-doctoral and student involvement in ongoing and emerging research projects

Develop an exit strategy and succession plan for CRC program

Year 3

Expanding and focusing Research Services

Under the leadership of the Dean of Graduate Studies and Research, reinvestment in staff specifically targeted toward external research fund success

Year 4

Targeting Infrastructure Funds

Informed in part by the 2017/2018 space audit, develop a research infrastructure funding strategy that addresses current and emerging needs

Develop a transparent internal application and granting process for CFI funds

Work with the Provost and the VP Finance to use fundraising to increase donations for research infrastructure projects

Years 1-5

Enhancing support for graduate student research

Undertake a review of graduate student support with the Provost and the Faculty of Graduate Studies

Work with the Provost and VP Finance to use fundraising to increase donations for graduate research

Improve competitiveness in recruiting graduate students by enhancing financial packages and infrastructure dedicated to graduate research

Years 1-5

Stabilizing and Enhancing the Undergraduate Research Conference

Develop a defined policy and steering committee for the undergraduate research conference

Review the funding requirements of the conference and provide consistent annual funding

Year 1

Pillar 4: Oversee

The intellectual and societal importance of university research demands that processes and outcomes must meet the highest of professional and ethical standards. Beyond a mere demand for compliance, a healthy research culture recognizes the link between individual and institutional reputation.


Renewing the mandate of the Research Council

In conjunction with Senate, review and recast the terms of reference of the Research Council

Year 2

Publishing high-quality, impactful work

Work with the Executive Director, Library Services and the Scholarly Communications and Research Data Management Librarian to develop an education strategy on how to assess research impact (i.e., knowledge translation)

Work with the Provost and the Deans to develop education processes to ensure research publications meet the standard of peer-review

Years 1-3

Maintain high standards

Review and articulate a broad policy statement on Responsible Conduct of Research

Year 1