Demonstrating Impact Through Excellence and Connectedness

Of fundamental importance to Carleton’s success as a research-intensive university is our reputation and our capacity to demonstrate that we are among the best universities in Canada.

The primary metric used among Canadian universities to evaluate research success is the Re$earch Infosource annual ranking. Although not without criticism, and certainly not the only valid metric that we could employ, attention to the Re$earch Infosource ranking involves attention to our annual funding (total and per faculty member), along with the productivity of our researchers in terms of publication impacts.

By setting our sights toward an outcome of moving into the top 3 research-intensive comprehensive universities in Canada, and to do so by increasing the number of strategic partnerships, we need to be both highly focused and highly inclusive in how we shape our strategic activities.

To achieve these ambitious performance measures, during the next five years we expect to see the following outcomes emanating from each of the strategic action areas. These outcomes will be viewed as milestones indicating that we are on the road to success.

By the end of this Strategic Research Plan, we will have:

Built an international reputation for our contribution to research and knowledge mobilization for the development of sustainable communities by:

  • Conducting at least one cross-disciplinary, cross-sector discussion forum annually to launch the establishment of a network or cluster to address contemporary issues relating to sustainable communities;
  • Conducting annual ‘show and tell’ events that highlight the strengths of Carleton’s researchers to potential partners; and
  • Working toward identifying the strengths in existing Carleton University Research Centres, and encouraging the creation of new ones that reflect active cross-disciplinary research.

Enhanced our reputation and capacity for research excellence by:

  • Increasing our levels of funding by diversifying the funding base to which our faculty apply;
  • Doubling the funding received from health agencies and foundations;
  • Instigating initiatives that ensure that our success rates in Tri-Council applications meet or exceed the national average;
  • Doubling the number of national and international recognitions awarded to our faculty;
  • Launching a suite of internal awards to recognize excellence;
  • Doubling the number of externally funded research chairs and postdoctoral fellows;
  • Completing a review of administrative programs and processes;
  • Completing a review of research space use on campus, including recommendations for alternative strategies that might better meet researcher needs; and
  • Developing and implementing a communications plan to celebrate Carleton’s research successes.

Expanded our partnership and collaborative activities by:

  • Doubling the number of Carleton faculty playing leadership roles in funded research networks and projects;
  • Identifying junior and mid-career faculty who show leadership promise, and supporting them to be active participants in national and international networks;
  • Establishing strategic, broad-based Memoranda of Understanding with at least two industry partners, two government line departments, and two international agencies;
  • Establishing a fully functioning Living Laboratory (i.e., 1125@Carleton) that has clear and achievable objectives for encouraging partnerships and achieving social and economic impacts;
  • Increasing the number of visiting scholars, resident experts, and international visitors who make Carleton their destination of choice;
  • Ensuring a website presence that is user-friendly, and identifies all of our policies that support partnerships; and
  • Reviewing opportunities and fostering collaborative initiatives taken at Carleton that integrate our research strengths with our training and academic objectives and/or our student support and administrative services.

Strengthened Carleton’s impact through scholarship, knowledge transfer, and mobilization activities by:

  • Increasing scholarly communications in areas that are, and are not, currently considered in Re$earch Infosource metrics;
  • Raising our share of funding from the Tri-Council to be commensurate with our share of the graduate student pool in Ontario;
  • Increasing the number of outstanding graduate students attracted to Carleton by providing them with an enriched experience in research and knowledge mobilization that ensures their competitive marketability following graduation; and
  • Delineating impact metrics that build on the work of other agencies and institutions to articulate alternatives. Once identified, these metrics will be systematically measured and tracked to demonstrate the considerable impact of Carleton researchers.