College of Kinesiology Research Plan - 2025 Seeking Discovery for Impact

Seeking Discovery for Impact Strategic Research Plan 2025 College of Kinesiology

Impetus

The College of Kinesiology completed a robust planning process focused on updating its strategic direction, ensuring alignment with the University of Saskatchewan’s broader strategic plan and core commitments, and positioning the College to unlock its potential in the areas of research and discovery, learning, and community and Indigenous engagement.

That plan is titled: Moving to discover our potential: Strategic Plan 2025 – College of Kinesiology.

One of the key recommendations arising from the College plan—and specifically related to its research and discovery goals—was to review the College’s existing research program, performance and operations and set out a renewed research strategy for the College.

To this end, the College advanced a strategic planning process that resulted in a set of research principles, goals and themes that the College will utilize to enrich its outputs and impact, guide investments and refine and shape what the College is known for in terms of research.

2 | STRATEGIC RESEARCH PLAN

Planning Process

Secondary research to understand key trends in the field and the College’s strengths, challenges and opportunities: o Analysis of research output data of the College of Kinesiology and University of Saskatchewan o Environmental scan to review Kinesiology/Exercise Science comparative institutions and external organizations’ research priorities o Alignment with Discovery the World Needs: University of Saskatchewan’s Strategic Research Plan.

Consultations: o Faculty and staff: Focus groups, multiple meetings and retreats to develop the final research plan o International research leaders and funding agencies external to the USask o Huskie Athletics and Recreation Services o Office of the Vice-President, Research, and Tri-council leads o Associate Deans of Research

COLLEGE OF KINESIOLOGY | 3

Research Themes The College of Kinesiology conducts research on the role of physical activity, movement, and sport in: Indigenous Wellness

To partner with Indigenous peoples, families, and communities to enhance wholistic health.

Healthy aging and management of chronic conditions To optimize physical and mental well-being in aging adults.

Child and youth health and development To enrich well-being, growth, and function in children and youth.

Human performance To elevate people’s capabilities to thrive in various movement contexts.

4 | STRATEGIC RESEARCH PLAN

Guiding Principles We explore and lead in developing strategies for resolving local and world issues.

• Creating Impact – Our research advances the field of kinesiology and improves people’s lives.

• Fostering Community – We work shoulder-to-shoulder with Indigenous and other communities.

• Promoting Collaboration – We lead and foster interdisciplinary research partnerships.

• Providing Mentorship – We are committed to preparing the next generation of scholars and leaders in physical activity.

• Sustaining Breadth – Our research covers the spectrum from basic to applied science.

COLLEGE OF KINESIOLOGY | 5

Areas of Expertise The College’s existing areas of expertise are outlined below. These areas are dynamic and will be refreshed as expertise expands and evolves over time.

AREAS OF EXPERTISE

· Biomechanics · Bone Health · Cardiovascular Physiology · Exercise Physiology · Exercise Psychology · Group Dynamics · Growth and Development · Injury Prevention

6 | STRATEGIC RESEARCH PLAN

· Leadership · Metabolic Health · Exercise Biochemistry and Metabolism · Motor Control · Neuromuscular Physiology · Nutrition and Physical Activity · Physical Literacy · Sport Psychology

Strategic Goals

Goal 1 Establishing research leadership

Goal 2 Inspiring research impact and increasing profile

Goal 3 Enhancing research support

COLLEGE OF KINESIOLOGY | 7

Strategic Goal 1 Establishing research leadership Recruiting and retaining research leaders will advance our vision of seeking discovery for impact.

1.1 Appoint an Associate DeanResearch

1.2 Hire International/National leaders

1.3 Establish Research Chairs

• We will appoint an Associate DeanResearch (ADR) who will provide leadership for the College’s strategic research plan, strengthen existing collaborations, support the development of new, strategic partnerships and research opportunities, and help streamline administrative processes (e.g., grant applications).

• We will undertake strategic faculty hiring of national/international leaders with expertise in our research themes.

• We will strive to establish Research Chair positions that support at least some of the research theme areas by 2025. These may include Canada Research Chairs, endowed chairs, tri-agency funded chairs, and chairs arising from targeted external grant programs. A chair will have a mandate to lead collaborative research within the College and beyond to advance the goals of this plan.

8 | STRATEGIC RESEARCH PLAN

Strategic Goal 2 Inspiring research impact and increasing profile We will inspire a vibrant research culture in the College to ensure that research is consistently produced, discussed, valued, promoted, and celebrated.

A research culture will aid in the recruitment of high quality faculty and trainees, enhancing productivity and facilitating collaboration.

2.1 Promote and communicate our research

2.2 Enhance two-way research collaborations

2.3 Generate research questions with community

• We will enhance the promotion and communication of our research by highlighting success stories and cataloging research activities (e.g., through the College’s website, videos, social media, and faculty lectures). Sharing our successes is important for morale and knowledge translation of what we do well in Kinesiology. Communication will be focused inwards, with regular updates by the ADR or Dean, to faculty and staff in Kinesiology. Communication will also be focused outwards to the USask campus, Saskatchewan communities, and beyond.

• We will enhance opportunities for dialogue and new two-way research collaborations with Huskie Athletics and Recreation Services as well as with the larger campus community. For example, we propose an Interaction Research Day involving three-minute research ideas/proposals with Huskie Athletics and Community Programs as well as the larger campus community (e.g. Cameco Chair in Indigenous Health, Heart & Stroke Foundation, Saskatchewan Health Authority, Canadian Institutes of Indigenous Peoples’ Health, Jim Pattison Children’s Hospital, etc.).

• We will generate research questions shoulder-to-shoulder with communities, patients, families, and/or caregivers that align with our research themes.

2.4 Increase funds supporting research • We will collaborate with USask University Relations as well as engage with family and friends of the College to generate funds for the strategies.

• We will establish a seed funding program to support pilot projects, capital equipment purchases, and/ or other planning and knowledge dissemination activities (e.g., fees for open access publications) that align with our research themes. The funding program will enhance success at national and international levels for faculty at all stages of career.

• We will seek new revenue sources to increase graduate student funding packages and to recruit post-doctoral fellows (PDFs).

COLLEGE OF KINESIOLOGY | 9

Strategic Goal 3 Enhancing research support We will increase the capacity for faculty to develop and conduct high quality, high impact research. We will provide support so that the time and talent of faculty are used efficiently and effectively, including a reduction in the administrative responsibilities associated with research.

3.1 Appoint a Research Administrative Coordinator

3.2 Establish a Cultural Advisor role

3.3 Explore a specialist role to build and maintain relationships

• We will appoint a Research Administrative Coordinator who supports faculty and their research teams by being responsible for research administrative tasks, such as updating CCVs, budget development in collaboration with the PI, and aid in collating and submitting grant and ethics applications/renewals.

• We will establish a role for a Cultural Advisor for the College to advise, connect, and coordinate with communities, educate about ethical research engagement, and support us to undertake research in a good way.

• We will explore a specialized staff role to build and maintain relationships and research partnerships with communities.

3.4 Align our research support resources

3.5 Explore funding of graduate students

• We will work to align our research support resources (e.g., personnel who support the research enterprise in the College; physical infrastructure, etc.) to effectively and efficiently support faculty.

• We will explore the possibility of funding graduate students to gain grant preparation and submission experiences as part of research assistant graduate student funding packages (e.g., set number of hours to aid faculty in preparing budgets and CCVs; obtaining signatures, grant submission, etc.).

10 | STRATEGIC RESEARCH PLAN

Guideposts The College is committed to regularly reviewing its performance. The College will develop a dashboard that organizes traditional research metrics available through the Institutional Planning and Assessment office and innovative research metrics into a framework that reflects our Research Themes, Principles and Goals.

Dashboard metrics may include those related to:

• Scholarly output (e.g., publications per full-time equivalent (FTE); community knowledge translation reports, manuals for practitioners).

• Training (e.g., number of trainees per FTE including PDFs, PhDs, Masters, and Honours; Tri-Agency funding success; thesis awards).

• Funding (e.g., Tri-Agency submission and success rates and revenue, external awards by funding source [federal, provincial, non-government]).

• Collaborative activity (e.g., University of Saskatchewan; community; national; international).

• Research themes (e.g., alignment of projects with College Themes and University of Saskatchewan Signature Areas; clustering of projects around emerging research areas).

• Community engagement and impact (e.g., media; evidence-based programming and/or presentations).

COLLEGE OF KINESIOLOGY | 11

For more inforamation visit kinesiology.usask.ca/research