strategic research plan sfu

Strategic Research Plan

Simon Fraser University is well-positioned to continue to expand our research activities, to deepen our engagement with community and to grow the impact of our scholars on the world.

Officially launched in January 2023, Simon Fraser University's 2023-2028 Strategic Research Plan (SRP) captures some of the breadth of activities at the university. It also defines priority areas of research strength and focus for 2023-2028. The SRP is accompanied by an implementation plan that identifies specific actions that will be taken to enhance the impact of the university in its key research priority areas.

SFU's 2023-2028 Strategic Research Plan

In preparing the SRP, we have interacted with hundreds of community members through townhall-style meetings, survey responses and email. We have discussed their priorities and where they see their research going in the coming years. Clear themes emerged from these discussions, such as the role of SFU in confronting the climate crisis, the growth of human-health focused research at the institution, the need for the institution to value diverse forms of scholarship, the need to respect and incorporate Indigenous perspectives and knowledge(s) into research at the institution, and the need to support graduate students and other early career researchers in our community.

Research approaches supporting SFU's core values

A broad consultation for the university's new strategic plan has been undertaken, led by the SFU President and the Provost and VP Academic, called " SFU: What's Next? ". As part of the consultation, a draft set of core values was identified to help define our university. Those core values include:

Academic freedom and critical thinking 

Excellence and responsibility

Respect and reciprocity

Equity and belonging

Engagement and openness

Resilience and sustainability

Innovation and adaptability

To enact these values in the way we do research at SFU, there are several approaches we employ:

A culture of inquiry

We are here to advance knowledge and understanding on a wide range of topics from a wide range of perspectives.  Our researchers will ask hard questions about challenging topics. SFU’s support of academic freedom should create a safe environment in which these topics can be addressed. 

Indigenous approaches, and knowledge(s)

To understand and then address the complexity and urgency of many of the problems our society faces, we recognize that we need a broad and inclusive understanding of the world that incorporates many knowledge systems and world views. Our commitment to reconciliation with Indigenous peoples includes reconciling different approaches to understanding the world. Frameworks such as two-eyed seeing and walking on two legs guide our approach.   

Interdisciplinarity 

Many of the most interesting academic questions are rooted in very complex problems that cannot be solved by a single researcher. Team-based work—often requiring team members from a variety of disciplines and trained in multiple methodologies—is the path to answering these questions. In addition to offering strong support for specialized disciplinary work, at SFU we support scholars working across disciplines by supporting partnerships both within the university and with other universities.

Linking research to teaching and learning

We mentor students to be the next generation of researchers, innovators, and educators by engaging them in research processes. This enriches their education and the research produced. We embed practices of systematic inquiry, mentorship and apprenticeship in our research programs and extend and model these practices in preparation of educators who go on to work in early learning, K-12, community and post-secondary contexts.

Engagement with partners or communities

In many fields of inquiry, engaging with communities outside academia leads to better scholarship. Those communities may include individuals, municipalities, First Nations, industry, NGOs or others. At SFU we support partnership within and outside academia to drive better scholarship and greater impact. This includes local and regional partnerships, national partnerships and international partnerships. 

Knowledge mobilization

Research is not complete until the created knowledge is shared. That sharing happens via many mechanisms including traditional academic publication, policy creation, newspaper op-eds, white papers, social media, performances, creative artifacts, patents/licensing, new product development, creation of a company and other forms. At SFU we embrace open science, data and publishing. We also foster a culture of innovation both in the way that we perform scholarly work and in the way that we support it. 

Priority areas

SFU is a comprehensive research university, with research and other scholarly activity spanning a wide range of disciplines and approaches. The priority areas identified below capture institutional priority areas for 2023-2028. 

Each of the priority areas below spans multiple disciplines. As an academic institution we are committed to building multi-disciplinary communities of practice in these areas. We also note that these priority areas intersect with each other and that some of the most interesting research happens at those intersections. For example, climate change is precipitating biodiversity loss. The One Health approach, which is actively employed by SFU researchers, recognizes that human health is connected to the health of animals and the environment thus strongly linking priority areas #1 and #2 below.  

The United Nations’ Sustainable Development Goals (SDGs) provide an international framework covering many of the most pressing issues of our time. Our university and our community members are committed to the SDGs and are putting them at the heart of our international engagement framework. Where relevant, links to SDGs are included in the priority areas .

Climate change represents one of the greatest challenges of our age. As a research topic, it crosses disciplines, touching deep societal, health and justice issues as well as climate science, mathematical modelling, biodiversity, and profound technological and economic change. While climate change is a global issue, its effects and the resources available to adapt and to mitigate future warming differ from community to community. Some communities will be pressed to adapt to drought and fire, while others will be combatting floods and landslides. Some will have access to considerable local renewable energy sources, and some will not. Different communities may therefore embrace different paths to resilience. Helping communities become resilient to the effects of the changing climate by integrating low-carbon approaches into their planning and integrating low-carbon technologies into their infrastructures is a daunting multidisciplinary challenge. Working with these same communities to provide education and support for their citizens is another aspect of the challenge. SFU’s approach includes developing solutions at the community and regional level, followed by sharing and scaling those solutions to make impacts globally. With research strengths that span all of the relevant disciplines, SFU is well-positioned to take on these challenges. This priority area— community-centred climate innovation —engages our researchers with all levels of government, industry and community members.

Learn more about community-centred climate innovation .

(SDGs  3, 6, 7, 8, 9, 10, 11, 13)

The connection between the health and wellness of an individual, and the (global) community in which they live has never been more obvious. As we write this plan, British Columbia is in the midst of two public health emergencies—the global COVID-19 pandemic and a sharp rise in drug overdoses and deaths (the “opioid crisis”). These simultaneous emergencies have together exposed the effects of deep social inequities and discrimination, the fragility of our health systems, the psychological consequences of isolation, a lack of trust in authority/science and many other profound issues that can only be addressed through world-class research. SFU researchers are engaged in responding to the threats and burdens of disease via many approaches, including basic research into fundamental molecular and cellular processes, development of new technologies, tests and treatments for individuals, as well as education and public health approaches. They are also leaders in transforming our response to health issues through social determinants and cultural critique. Harnessing big data, genomics, molecular and cellular tools and treatments, wearable technologies, digital technologies, and other technological and social interventions, our researchers are influencing therapeutic development, health policy and individual health throughout the lifespan. SFU researchers also generate wellbeing in the communities they work with by engaging in mutual, respectful and empathetic processes of knowledge production. Harnessing research informed by indigeneity, nature-based experience, contemplation, and anti-racism can make important contributions to wellbeing, both individual and collective. 

(SDGs 1, 2, 3, 6, 10)

SFU researchers ask fundamental questions about the natural world, as well as our societies and cultures. Insights that arise from this work change the way we think about the world and the place of humans in it. SFU researchers measure and predict natural phenomena on multiple scales from the subatomic to the cosmic, from a single gene to a multi-celled organism, and from single entities to complex interacting systems of those entities. A fuller picture emerges when we examine the development and progression of our languages, cultures and knowledge systems. This includes examining the role of human creativity and critical making in the production of new knowledge and understanding. Our researchers use data, quantitative techniques, as well as qualitative approaches across a wide range of disciplines within this priority area. With more thorough insights into our complex world—both natural and cultural—we are better equipped to look forward, pushing the boundaries of discovery into new frontiers. Driven by curiosity, our researchers are deepening our understanding of the world.

The polarization of our society, mis/disinformation, threats to democracy, population migration and changing patterns of convergence and conflict challenge the structures of societies and shape the ways we interact with each other. Researchers at SFU are deeply engaged in studies of data and media democracy, and in questions of equity and justice in relation to environmental, educational, health, economic and governmental systems. This includes the causes and consequences of poverty and inequality. Matters of social inclusion, identity, diversity and belonging are key drivers behind how individuals and groups perceive, connect with, and learn about society at large. Considerations related to justice, equity and social responsibility also shape the ways we engage with communities, value their contributions, and inform a commitment to fostering dialogue, relationship building, imagination, critical design, and transformative learning. Environmental Social Governance research provides opportunities to foster the implementation of these values by industry. Fostering community participation in research is both a vehicle for social change and a critical source of scholarship.

(SDGs 5, 8, 10, 16)

Technology impacts every aspect of our lives—at multiple scales—from nanotechnology to satellite communication to technology for work and home life. These technologies are applied to all areas of human endeavor, from building a sustainable world, to improving human health, to transforming the way we teach and learn. SFU researchers are involved in new technology creation at all levels: creating the new materials that enable those technologies; engaging in design research and developing creative technologies that change how we interact with technology and each other; developing new types of hardware to enable future platforms like quantum computers; writing the algorithms required to process data and model the world around us as well as critiquing and educating people about the effects of those algorithms; and integrating and adapting existing technologies to a changing world. The adoption and use of emerging technologies are guided by management and policy research as one means to create economic and societal value and to engage in critical modelling of alternative technological futures. These research domains investigate the economic, environmental, health, political, educational and societal tradeoffs between incumbent industries and technologies and the emerging alternatives. SFU researchers also study the processes that underlie the adoption and use of new technologies—the process of bringing technologies “out of the lab” and into the hands of consumers and communities, as well as inequalities in technological uptake and impacts.

(SDGs 9, 12)

Have a question about the SFU's Strategic Research plan or the implementation plan?

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SFU releases new five-year strategic research plan

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SFU has revealed its new five-year strategic plan, which it says identifies key areas of strength and focus for the future. 

The university says the new strategic research plan coincides with "SFU: What's Next", a separate consultation to develop SFU's new strategic plan. 

“I am very proud that SFU is a research-intensive university,” SFU president Joy Johnson said in a news release. 

“Throughout our SFU: What’s Next? consultation, our community expressed that research is a critical part of the impact we make on the world. The new strategic research plan will build on our strengths to support researchers at the university and beyond, and make it easier for them to do their work.”

Five priority areas were pinpointed in the new strategic research plan, including: 

• Advancing community-centered climate innovation
• Supporting the health and wellness of individuals, populations and communities 
• Expanding the foundations of knowledge and understanding our origins
• Strengthening democracy, justice, equity and education
• Transforming industry and economies through technology, management and policy 

The SRP is also accompanied by an implementation plan for the first time, identifying specific actions to support the priority areas. 

“This new plan positions SFU to build on its exceptional research enterprise—a portfolio that encompasses fundamental research, innovation and entrepreneurship, knowledge mobilization, sustainability, international partnerships and much more,” SFU's vice-president of research and international Dugan O'Neil added in the release. 

“I am exceedingly proud of the work we do and grateful to all who contribute to advancing research at SFU.”

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SFU Strategic Research Plan (SRP) Summary

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• Strategic Planning for Institutional Research Offices
• by Nadine D. Hylton

Institutional research (IR) practitioners are often at the forefront of their campus’s strategic planning and monitoring efforts. Yet, IR departments may not have a strategic plan for their department. Strategic planning for IR departments is an exercise in sustainability planning as it is an exercise in understanding the evolving role of IR departments on college campuses. With scarce human and fiscal resources and the ever-present need to collect and disseminate timely institutional data to the campus community, IR departments must create a roadmap that guides their work and engagement with the campus for the long-term.

Strategic plans or the roadmap guiding the long-term work plan for the department should cover a three-to-five-year cycle. In formulating this roadmap, IR departments must actively seek input from campus partners and collaborators to ensure the goals and associated work plan items included in the strategic plan are feasible, reflect the campus’s data realities, and provide opportunities for innovation. For example, engaging the Registrar and Information Technology is important in ascertaining what changes or updates to the student information system (SIS) may be on the horizon and to gain an understanding of how these changes will impact the work of the IR department. Meanwhile, an opportunity for innovation may involve the creation /convening of a data governance working group or committee to develop a campus-wide data glossary or make updates to the current glossary to reflect any changes to the SIS.

Closely tied to campus partner engagement is assessing current and future technology needs for the IR department. Technological needs of the IR department should reflect the work that the department is currently undertaking and seeks to undertake during the strategic plan’s term. In this regard, it is also important that IR departments anticipate their future technology needs by asking themselves whether the tools currently available will enable the department to efficiently complete the work it aims to undertake in the future.

An underlying factor that must be addressed in the strategic plan pertains to the department’s resources. Besides technology, fiscal and human resources should be assessed, and a determination made on what human resources (e.g., staffing) and what fiscal resources are needed to successfully implement the work plan articulated in the strategic plan. Pertaining to human resources, departments should ask themselves whether current staffing levels allow them to undertake the work outlined in the strategic plan, with potential follow-up questions including:

• Are there any forthcoming staff retirements?
• Will the staff need any professional development to equip them with skills necessary to implement the work plan emerging from the strategic plan?

Like most campus offices, IR departments should also engage in a prioritization exercise to ensure that adequate fiscal and human resources are available, or requests made to the campus administration to obtain these resources.

Strategic planning is an ongoing process and requires continuous analysis and engagement for the entire department as well as input from campus partners. Integrating strategic planning and monitoring into the department’s work plan is not only timely but necessary as the role of institutional research departments and offices evolves and the work produced by our offices is amplified internally and externally.

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SFU launches new five-year strategic research plan

Simon Fraser University is starting the new year with the launch of its new five-year strategic research plan.

With a reputation as one of Canada’s fastest growing research institutions, SFU-s 2023-2028 Strategic Research Plan (SRP) identifies key areas of strength and focus for the future. The plan embeds the core values of the university’s institutional plan into research practice using six approaches and includes five institutional research priority areas that demonstrate SFU-s commitment to the United Nation’s Sustainable Development Goals (SDGs).

Over the past decade SFU-s research growth has led its scholars to be increasingly recognized for their discovery, innovation and community impact. Looking forward, the university is well-positioned to further expand its research activities and impact nationally and globally.

The development of the new SRP coincides with - SFU: What’s Next? - a broad consultation for the university’s new strategic plan being led by SFU President Joy Johnson and Wade Parkhouse, provost and vice-president, academic.

-I am very proud that SFU is a research-intensive university,- says SFU president Joy Johnson. -Throughout our SFU: What’s Next? consultation, our community expressed that research is a critical part of the impact we make on the world. The new strategic research plan will build on our strengths to support researchers at the university and beyond, and make it easier for them to do their work.-

For the first time, the new SRP is accompanied by an implementation plan identifying specific actions to support the SRP-s priority areas. As a living document, regular updates are planned throughout its five-year framework.

As part of the planning process, SFU community members shared their thoughts and future research plans and priorities through numerous townhall-style meetings and surveys. Clear themes emerged from these discussions, such as SFU-s role in addressing the climate crisis, the growth of public health-focused research, and the need to recognize diverse forms of scholarship, incorporate Indigenous perspectives and knowledge(s) into research and support graduate students and other early career researchers.

Projects and initiatives identified during the extensive community consultations will support SFU scholars, lower administrative barriers and create new opportunities for the SFU community.

-This new plan positions SFU to build on its exceptional research enterprise-a portfolio that encompasses fundamental research, innovation and entrepreneurship, knowledge mobilization, sustainability, international partnerships and much more,- says Dugan O-Neil, SFU-s vice-president, research and international, who also oversees innovation and sustainability. -I am exceedingly proud of the work we do and grateful to all who contribute to advancing research at SFU.-

Learn more about the new SRP and its implementation plan at sfu.ca/strategic-­research-plan .

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Horizon Europe Strategic Plan 2025-2027 Maps the Future of Research and Innovation

The Horizon Europe strategic plan for 2025-2027 guides research and innovation (R&) funding during this period, focusing on addressing major global challenges such as climate change, biodiversity loss, the digital transition, and an aging population. Building on an extensive analysis conducted by the Commission services, the strategic plan outlines three key strategic orientations for R&I investment under Horizon Europe for the years 2025-2027:

• Green transition
• Digital transition
• A more resilient, competitive, inclusive and democratic Europe

In order to create a sound foundation for these key strategic orientations, a number of important, specific cross-cutting issues should be considered when implementing Horizon Europe in 2025-2027. These cross-cutting issues include dissemination and exploitation (D&E) of the research results since they are key to supporting the translation of results into knowledge, goods and services of economic and societal value. Horizon Europe projects play a crucial role in bridging the gap between research and impact by leveraging their outcomes for market adoption, broader scientific utilisation, or informing policymaking to serve society. The European Union's proficiency in knowledge derived from R&I should translate into value that positively impacts society.

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Horizon Europe strategic plan 2025-2027 for research and innovation to underpin journey to a green, digital and resilient future

The Commission has adopted the second strategic plan for  Horizon Europe . The plan, announced at the flagship  Research and Innovation Days , sets out three key strategic orientations for EU's research and innovation funding for the last three years of the programme (2025-2027):

Green transition;

Digital transition;

A more resilient, competitive, inclusive and democratic Europe.

These orientations aim to address key global challenges such as climate change, loss of biodiversity, the digital transition and an ageing population.

Open strategic autonomy and securing Europe's leading role in developing and deploying critical technologies are overarching principles that apply across all three key strategic orientations.

The strategic plan raises the ambition of Horizon Europe on biodiversity and commits to a target of 10% of the Horizon Europe's total budget for 2025-2027 dedicated to biodiversity-related topics. This new commitment complements existing targets for climate expenditure (35% over the lifetime of Horizon Europe) and main digital activities (€13 billion over the same period).

The strategic plan identifies nine new  European co-funded and co-programmed partnerships : Brain Health, Forests and Forestry for a Sustainable Future, Innovative Materials for EU, Raw Materials for the Green and Digital Transition, Resilient Cultural Heritage, Social Transformations and Resilience, Solar Photovoltaics, Textiles of the Future, and Virtual Worlds.

The strategic plan also provides an overview of the achievement of  EU Missions  over their first years. As a novelty, the stategy plan introduces the New European Bauhaus (NEB) Facility.  The New European Bauhaus  is a pioneering movement that brings citizens, municipalities, experts, businesses, universities and institutions together to reimagine and jointly bring about sustainable and inclusive living in Europe and beyond. Given the cross-cutting nature of the NEB and of its R&I content, the NEB will be implemented as a cross-cluster issue in the Horizon Europe work programmes for 2025-2027. This R&I component will be complemented by a roll-out component that will be delivered through synergies with other EU programmes. Together, these two components will be referred to as the ‘NEB Facility'.

The plan addresses a number of specific issues, such as the balance of research and innovation and the integration of social sciences and humanities. On the former, the strategic plan commits to provide a balanced support to activities with a range of maturity and of technology readiness levels, ranging from knowledge-generating and early-stage research to innovation, to demonstration and first deployment activities, such as in model regions, living labs and lighthouses. It also commits to strengthen collaborative research projects with low technology readiness levels and maturity levels under Pillar II.

Effectively integrating social sciences and humanities into all clusters, including all missions and partnerships, is a key principle of the programme. This is reflected by flagging specific topics and requesting an assessment of their societal impact. Social sciences and humanities will be integrated into relevant projects, from their drafting to their selection and evaluation.

The key strategic orientations are the guiding principles for Horizon Europe and will be implemented through the work programmes. Work programmes set out the funding opportunities for research and innovation activities through thematic calls for proposals and topics.

The Horizon Europe main Work Programme 2025 will be developed following the orientations of the newly adopted strategic plan. In April 2024, the Commission will launch a feedback opportunity for the Work Programme 2025 open to all stakeholders.

The Horizon Europe strategic plan for 2025-2027 builds on an  extensive analysis  conducted by the Commission services, including a gap analysis on the missing topics and potential gaps within the intervention areas provided in the Horizon Europe legal basis. The strategic plan has been co-created by Commission services and co-designed with the European Parliament, Member States and Associated Countries as well as more than 2000 stakeholders and citizens who have contributed at various stages of the strategic planning process for Horizon Europe, such as the  largest ever public consultation  on European Research and Innovation Framework Programmes.

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More information on the Horizon Europe strategic plan

Horizon Europe strategic plan 2025-2027

Horizon Europe strategic plan 2025-2027 analysis

European Partnerships

EU Missions

Research and Innovation Days 2024

Paper on the Added Value of European investments in research and innovation

Paper on Why Investing in R&I Matters - A rationale for public and private investments

European Funding and Tenders portal

By setting out key strategic orientations for EU’s research and innovation funding, we can guide investments in cutting-edge research and breakthrough innovation. Via the Horizon Europe Work Programmes we can address key challenges such as climate change, loss of biodiversity, the digital transition and an ageing population. Our strategic plan identifies nine new areas: Brain Health, Forestry for a Sustainable Future, Innovative Materials, Raw Materials for the Green and Digital Transition, Cultural Heritage, Social Transformations, Solar Photovoltaics, Textiles of the Future, and Virtual Worlds.

Margrethe Vestager, Executive Vice-President for a Europe Fit for the Digital Age

Our research and innovation programme is the bedrock of our future prosperity and competitiveness. The strategic plan for the last three years of Horizon Europe makes sure that our research and innovation funding underpins our climate, biodiversity and digital ambitions, while also maintaining the flexibility we need to respond to any emerging needs.

Iliana Ivanova, Commissioner for Innovation, Research, Culture, Education and Youth

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In celebration of Autism Acceptance Month, the Office of National Autism Coordination (ONAC) within the National Institute of Mental Health (NIMH) honors the contributions of people on the autism spectrum and the autism community to our nation and the world. We join the United Nations and the U.S. government in recognizing the needs of people on the autism spectrum and their families. Our office acknowledges the need to support, understand, accept, include, and empower people on the autism spectrum. Throughout the month of April, we will be updating this page with the latest news and events.

• Level : university

SIMON FRASER UNIVERSITY SFU launches new five-year strategic research plan

Simon Fraser University is starting the new year with the launch of its new five-year strategic research plan.

With a reputation as one of Canada's fastest growing research institutions, SFU's 2023-2028 Strategic Research Plan (SRP) identifies key areas of strength and focus for the future. The plan embeds the core values of the university's institutional plan into research practice using six approaches and includes five institutional research priority areas that demonstrate SFU's commitment to the United Nation's Sustainable Development Goals (SDGs).

Over the past decade SFU's research growth has led its scholars to be increasingly recognized for their discovery, innovation and community impact. Looking forward, the university is well-positioned to further expand its research activities and impact nationally and globally.

The development of the new SRP coincides with " SFU: What's Next? ," a broad consultation for the university's new strategic plan being led by SFU President Joy Johnson and Wade Parkhouse, provost and vice-president, academic.

"I am very proud that SFU is a research-intensive university," says SFU president Joy Johnson. "Throughout our SFU: What's Next? consultation, our community expressed that research is a critical part of the impact we make on the world. The new strategic research plan will build on our strengths to support researchers at the university and beyond, and make it easier for them to do their work." 

For the first time, the new SRP is accompanied by an implementation plan identifying specific actions to support the SRP's priority areas. As a living document, regular updates are planned throughout its five-year framework.

As part of the planning process, SFU community members shared their thoughts and future research plans and priorities through numerous townhall-style meetings and surveys. Clear themes emerged from these discussions, such as SFU's role in addressing the climate crisis, the growth of public health-focused research, and the need to recognize diverse forms of scholarship, incorporate Indigenous perspectives and knowledge(s) into research and support graduate students and other early career researchers.

Projects and initiatives identified during the extensive community consultations will support SFU scholars, lower administrative barriers and create new opportunities for the SFU community.

"This new plan positions SFU to build on its exceptional research enterprise a portfolio that encompasses fundamental research, innovation and entrepreneurship, knowledge mobilization, sustainability, international partnerships and much more," says Dugan O'Neil, SFU's vice-president, research and international, who also oversees innovation and sustainability. "I am exceedingly proud of the work we do and grateful to all who contribute to advancing research at SFU."

Learn more about the new SRP and its implementation plan at sfu.ca/strategic-research-plan .

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