Some Metrics and Milestones

Greater Impact

• Expand faculty and staff complements commensurate with student growth
• Expand student enrolment to 50,000 by 2030
• Secure resources and invest in infrastructure for new buildings, renovations, and Western’s Open Space Strategy
• Increase our national share of funding awarded from each of the Federal Tri-Councils
• Add, and support for ongoing success, 50 research chairs in areas of existing or emerging strength – by 2030
• Increase the number of faculty and staff members who have won national and international awards and similar distinctions for their work in their respective disciplines
• Achieve the highest student retention and graduation rates among Canada’s leading research-intensive universities
• Invest in state-of-the art information technology infrastructure
• Enhance the learning experience by providing a community-based experiential learning opportunity, an international learning opportunity, or a research learning opportunity for all undergraduates who wish to pursue one as part of their degree
• Increase the availability of paid summer research opportunities for students
• Expand and improve lifelong learning offerings (credit and non-credit) to increase our overall cadre of learners at various stages of their lives and careers
• Extend our current offerings in entrepreneurship to students in all programs
• Improve student satisfaction with academic advising
• Increase student utilization of and satisfaction with career development services
• Maintain our stellar graduate employment rate
• Launch the most ambitious fundraising and alumni engagement campaign in the University’s history. Build institutional capacity with the goal of increasing annual fundraising to $100 million per year.

People, Community, and Culture

• Establish a baseline of demographic information for students, faculty, and staff to set goals for increased representation among members of equity-deserving groups
• Invest in additional financial supports for students from equity-deserving groups
• Build additional relationships with equity-deserving groups in the local community (e.g. community-facing clinics and services, public lectures, arts and culture events)
• Increase diversity among our faculty and staff, including the recruitment and retention of Indigenous peoples and members of equity-deserving groups
• Create learning opportunities for faculty and staff on important equity, diversity, and inclusion practices, targeting a 90% participation rate within 5 years

Western's Place in the World

• Enhance Western’s campus by investing in the quality, accessibility, and beauty of our physical environment – showcasing campus as a biodiverse living laboratory (e.g. student gathering/collision spaces, sports facilities, entrepreneurship space, enhanced green space)
• Establish a new physical presence in London’s downtown core
• Establish a larger physical presence in Toronto
• Create and measure the efficacy of having a temporary presence in various international locations (e.g. field schools, advanced seminars for professionals, international partnerships with universities and NGOs)
• Increase our international undergraduate student population to 20% and out of province students to 15% and provide on-campus supports to ensure their success
• Reduce carbon emissions for campus operations by 45% (over 2005) by 2030 and net-zero by 2050
• Create a sustainability research fund (initially at $1 million) that prioritizes our local and regional partnerships and that creates new experiential learning opportunities for students