Strategic Action Plan

1.5%

Result = 0.68%

This has decreased from 3.65% in 23/24 largely due to one-time-only money received in that year. Rolling three-year average at 2.68%

Challenge: Constrained revenue sources

Strategy: Ongoing efforts to improve financial sustainability 

Maintain 1.5%

Establish baseline

Total expenditures per full-time equivalent student (FTE) = $20,506

Figures are inclusive of graduate/undergraduate/domestic/international

N/A

Maintain baseline

< $10,000 per student

$9,047/per student

N/A

Maintain at <$10,000 per student

Increase to 30% from 20%

35% complete

N/A

45% complete

Establish baseline

Baseline score established as 4.13 on 5-point scale

Established with focus on strategic alignment, user satisfaction and delivery

N/A

Maintain score above 4.0

Maintain 202 SF/FTE

202 SF/FTE maintained

N/A

Maintain 202 SF/FTE

Maintain FCI of 12.6%

FCI = 11.99%

When benchmarked against other universities, Laurier is in the top quarter in terms of building condition

N/A

Maintain FCI at or better than 12.6%

Reduce by 100 tonnes carbon dioxide equivalent (CO₂e)

Results for 2024–25 were 428 tonnes increase in CO₂e

Challenge: External factors, such as an extended and colder winter, have contributed to higher GHG emissions

Strategy: Investing in carbon reduction infrastructure, strengthening governance and awareness, enhancing KPI monitoring, and updating strategic planning documents

Reduce by 100 tonnes CO₂e

1.5%

6.48%

N/A

6%

(previous target set was conservative)

75%

72%

An increase from 68% in the prior year

Challenge: Need to continually invest in new infrastructure

Strategy: Continue to improve dining satisfaction. New improved Tim Hortons and Library Café spaces to be opened in Sept 2025

75%

Decrease to 10% from 10.6%

8.6%

N/A

Increase in representation against current benchmarks for new hires who are racialized, Indigenous, and/or have disabilities

2023/24:

Racialized = 21%

Indigenous = 3.9%

Disability = 9.1%

Racialized = 26%

Indigenous = 5%

Disability = 15%

N/A

New hire diversity targets continue to reflect updated 2021 census data

Racialized – 25%

Indigenous – 2%

Disability – 13%

Decrease to 22% from 24%

15%

N/A

Will be measured again and target set in 2027 (next survey year 2027)

Increase to 70% from 68%

74%

N/A

Will be measured again and target set in 2027 (next survey year 2027)

3%

1.72%

N/A

3%

95%

97%

N/A

95%

Establish baseline

Assess existing programming

32% of students as of Nov. 1, 2024 enrolment count date were admitted through pathways other than direct from Canadian high school (includes international, mature, transfer, and graduate)

New performance metric: Continue program development and revision work to attract non-traditional students

Target: Increase percentage to 34%

Completion of curriculum assessment

In progress: 27 program-level curriculum changes aimed at improving undergraduate student retention from Year 1 to Year 2 approved

In progress: 90 program-level approved curriculum changes aimed at improving undergraduate and graduate graduation rates

N/A

Continue curriculum assessment work with a focus on Year 1 to Year 2 retention and on pathways to graduation

Develop recommendations for student advising supports across the university

Establish baseline

In progress

Strategy: Diversity and Equity Assessment Planning tool being developed as part of establishing baseline

New performance metric: Successful implementation of the Diversity and Equity Assessment Planning (DEAP) tool

Target: Pilot the DEAP tool in one academic unit. If pilot successful, extend the tool to an additional 3 to 5 academic units

Completion of development and pilot launch

In progress

Challenge: Need more data to ensure process is data-driven, sustainable and scalable

Strategy: Adjust performance metric

New performance metric: Establishment and completion of work of Access to Education Sub-committee (sub-committee of Strategic Enrolment Committee)

Target: Subcommittee recommendations provided to university

Completion of draft guidelines

Not complete

Challenge: Time and resource constraints

Strategy: Adjust performance metric to reflect current capacity

New performance metric: Percentage of Chairs, Program Coordinators, Area Coordinators, and Associate Deans who participate in professional development. Service transparency guidelines remain part of the objective, and will be developed in the later years of the plan

Target: 50%

5

In progress

Challenge: Need frameworks to guide institutional approach to Academic Freedom and Freedom of Expression

Strategy: The Academic Freedom and Freedom of Expression Task Force developed draft frameworks to guide institutional approach. Community consultations will take place in fall 2025

New performance metric: Academic Freedom and Freedom of Expression Committee to continue work and consultations regarding implementation needs

Target: Spring 2026 finalization of frameworks

Establish baseline

On hold

Challenge: Resources not yet developed

Strategy: Academic Freedom and Freedom of Expression Committee to continue work regarding education of the community

This performance metric for 25/26 is put on hold; finalization of frameworks expected in spring 2026

Process completed, baseline established

Indigenous: 3.5%

Racialized: 24.7%

Living with a disability: 8.8%

Women: 43.6%

Minoritized sexual orientation (LGBTQ+): 10.6%

Minoritized gender: 2.4%

N/A

New performance metric: Analyze tenure, promotion and appointment data to determine if there are gaps

Target: Completion of analysis

Establish baseline

19,723 total engagements through events, digital media, instructional resources, newsletters, and 1:1 consultations and sessions specific to graduate students

Challenge: Difficult to collect data on percentage of unique faculty who engage with resources due to the variety of modes of delivery of resources

Mitigation: Changed metrics to number of total engagements to develop baseline

Increase engagement from baseline

Completion of new draft procedures

In progress, revised plan

Challenge: The Senate Committee for Teaching and Learning was restructured this year and adjusted mandate and scope of work

Strategy: Adjust performance metric to reflect mandate and scope of work

New performance metric: Develop report on institutional commitment to teaching effectiveness

Target: Peer teaching observation project initiated for 25/26 academic year

Establish baseline

180+ programs and events

Challenge: Limited capacity due to space, staffing and funding constraints

Strategy: Exploring alternative funding sources, cross-departmental collaborations

Maintain baseline of 180+ programs and events

Increase from 60.0% on 2021 Graduating Student report

65% on 2024 Graduating Year Student Report

N/A

Respondents who indicated Satisfied or Very Satisfied on CUSC Question “Satisfaction with Concern Shown by University” (middle year)

Increase from 62% in 2023 middle-year survey

Increase from 31.3% on 2022 report

40% on 2025 report

N/A

Will be measured again and target set in 2027, the next survey year for CGPSS

Establish baseline

89% of survey respondents agree that “Laurier does a good job communicating with students.”

N/A

Maintain satisfaction level of 89%

Waterloo: maintain 14.96 SF/FTE Student

Brantford: maintain 41.71 SF/FTE Student

Maintained existing square footage

N/A

Waterloo: maintain 14.96 SF/FTE Student

Brantford: establish ongoing benchmarks as Brantford Vibrancy project continues

Forthcoming

Three-year FCI for YMCA, AC, and Stadium: 2.97%

Strategy: Exploring alternative funding sources (e.g., fundraising for Seagram project)

Maintain three-year FCI for YMCA, AC, and Stadium at 2.97%

Forthcoming

Three-year FCI for total residence portfolio: 15.26%

Strategy: Prioritize projects to maintain three-year FCI for residence portfolio

Maintain three-year FCI for total residence portfolio at 15.26%

Increase to 55% from 50%

60%

Complete Research Culture Vision 2035 document

(Next culture survey 2029)

Increase to 43% from 38%

53%

Complete Research Culture Vision 2035 document

(Next culture survey 2029) 

5 new partnerships

8 new partnerships

5 new partnerships

5 new grants

4 x Social Sciences Humanities Research Council Partnership Program grants

1 x Cumulative Impact Monitoring Program grant

N/A

5 new grants

2 new partnerships

In progress

Challenge: Takes significant time to build meaningful and reciprocal relationships with Indigenous communities

Strategy: Continue partnership-building work in progress

Evidence of meaningful Laurier-Indigenous engagements (Reconciliation in Indigenous Strategic Plan)

5 actions to advance relationships with Indigenous governments and communities

Establish baseline

29 media appearances

N/A

35 earned media items

Increase to $9.1 million from $8.7 million

$12.66 million

N/A

Increase three-year average funding to $10.57 million from $10.07 million

Increase to $10.25 million from $10 million

$10.38 million

N/A

Increase to $10.6 million from $10.38 million

Increase to $14 million from $9.15 million

$17.6 million (126% of goal)

Maintain over 3200 active donors

3,372 donors (105% of goal)

50% annual renewal (59% for alumni)

Goal achieved overall (57% for alumni)

Maintain 50% annual renewal (59% for alumni)

Establish baseline

2,532 individual alumni engagements (includes event attendance, volunteerism, and other meaningful engagements)

18% Major Gift donor qualification (donor qualification defined as confirming if a donor has the interest and capacity to support Laurier)

Increase alumni engagements by 9%

Maintain baseline

Increase to 12 from 9 visits per year

14 visits

12

Increase from 53% of news articles aligned with strategic priorities

84% of news articles aligned with strategic priorities

Met 95% positive sentiment target; achieved 27% coverage in campus-specific/major outlets (target 23%)

Achieve 65% media coverage of positive, strategic priority-aligned stories

Increase engagement rate with strategic stories on Laurier website from 70% to 72%

Exceeded with 75% engagement rate

In addition: 44% of strategic focus area stories also focused on reputation/GR priorities (STEM, Brantford, Milton, Education)

N/A

Maintain engagement with strategic stories on the Laurier news hub at 72%

Maintain 63 million impressions

Exceeded goal by achieving 71 million impressions

Challenge: significant increases in media buying costs

Mitigation: frequent monitoring, optimization of platforms and creative

50 million impressions to reflect increased costs and lower budget

Maintain 422,000 clicks

Exceeded goal by achieving 462,000 clicks

Challenge: significant increases in media buying costs

Mitigation: frequent monitoring, optimization of platforms and creative

350,000 clicks to reflect increased costs and lower budget