ap progress report 2016 final[1] - faculty of applied science & engineering · 2017-08-21 ·...

AcademicPlan2011–2016FinalReportonProgressandAchievements

CristinaAmon,Dean

FacultyofAppliedScience&EngineeringUniversityofToronto

November2016

Academic Plan 2011–2016 — Final Progress and Achievements Table of Contents of 48

TableofContents

1.ExecutiveSummary................................................................................................3

2.CultureofExcellence..............................................................................................5

3.Positioning...............................................................................................................12

4.EducatingFutureEngineersandStudentExperience...............................17

5.ResearchFoci..........................................................................................................30

6.Outreach,CollaborationandInfluence..........................................................36

7.ResourceAllocation..............................................................................................43

8.NextSteps.................................................................................................................48

Academic Plan 2011–2016 — Final Report on Progress and Achievements Executive Summary of 48

1.ExecutiveSummary

Fiveyearsago,ourFacultyapprovedourAcademicPlan2011-2016,whichoutlinedstrategicgoalsinkeyareasof:cultureofexcellence;positioning;educatingfutureengineers;studentexperience;researchfoci;outreach,collaborationandinfluence;andresourceallocation.Wehavemadetremendousprogressinachieving,andsurpassing,thesegoalsandarepleasedtopresentanoverviewofouraccomplishmentsinthisfinalreport.

AsthetopCanadianengineeringschoolinallinternationalrankings,wecontinuetoattracthighcalibrestudentstoourprograms.Throughstrategicrecruitmentevents,outreachactivities,andtargetedcommunications,wearebuildinganawarenessoftheessentialroleengineersplayintheworldtodayincludingamongunderrepresentedgroups.Applicationstoourundergraduateprogramsincreasedby65percentinthepastfiveyears,withoneplacenowavailableforevery12applicants.Graduateenrolmentroseto2,364,surpassingourgoalof2,000threeyearsaheadofschedule.Ourculturalandgenderdiversitygrewataremarkablerate.Internationalstudentsnowcomprise27.9percentofundergraduatesand33.7percentofgraduatestudentscomparedto19.1percentand19.3percent,respectively,in2011-2012.Whilefemalestudentgrowthwasmodestinourmaster’sandPhDprograms,26.1percentcomparedto24.9percentin2011-2012,wehavehadtremendousgrowthinourincomingundergraduatecohorts.Womenmakeup40.1percentofourfirst-yearclassin2016-2017,upfrom23.2percentin2011-2012,andtheynowcomprise30.0percentoftotalundergraduates.Wehavealsomadesignificantprogressinincreasinggenderdiversityinourprofessoriate,adding18talentedwomenprofessorstoourranksinthepastfiveyearsandbringingusto21.0percent,comparedto9.5percentadecadeago.

OurFacultyhasdevelopedanumberofpathwaystoenhancemultidisciplinarycollaborationineducationandtofurtherintegrateprofessionalcompetencies,suchasglobalengineeringandculturalfluency,entrepreneurship,leadershipandcommunicationintoundergraduateandgraduatecurricula.Weexpandedthenumberofundergraduateminorandcertificateoptionsto15,andadded11graduatecertificates/emphasessincethecreationoftheEntrepreneurship,Leadership,Innovation&TechnologyinEngineering(ELITE)in2007.Severalofthesearecross-disciplinary,including:theEngineeringBusinessMinor,RenewalResourcesEngineeringCertificate,SustainableEnergyemphasisandAdvancedTechnologies&ProcessDesignemphasis.EntrepreneurshiphasplayedanincreasingroleinourFacultywithinthepastfiveyearswiththelaunchofTheEntrepreneurshipHatcheryandStart@UTIAS,ourtwoin-houseincubatorsthatprovidementoring,networking,seedfundingandotherresourcestoundergraduateandgraduate

Academic Plan 2011–2016 — Final Report on Progress and Achievements Executive Summary of 48

studentswhoareinterestedindevelopingtechnologybusinesses.Since2013,theHatcheryhashelpedlaunch37start-ups.

Wesurpassed,threeyearsearly,ouroriginalgoalofincreasingannualTri-Councilfundingto$25millionby2015andareapproachingourrevisedgoalof$32million.Accordingtothemostrecentcompletedata(2014-2015),wehavereached$31.8million.ThishasenabledustoincreaseourallocationofCanadaResearchChairsto29.WealsomadetremendousadvancesinfurtheringmultidisciplinaryresearchcollaborationsbothwithinEngineeringandwithFacultiesacrossUofT.WeestablishedanumberofnewcentresandinstitutessuchastheUniversityofTorontoTransportationResearchInstitute,TorontoInstituteofAdvancedManufacturing,andInstituteforSustainableEnergybringingourtotalto25.Engineeringfacultyalsoleadtwomajorresearchinitiatives,theTranslationalBiologyandEngineeringProgram(TBEP),akeycomponentoftheTedRogersCentreforHeartResearch,andMedicinebyDesign(MbD),thatpartnerseveralUofTFacultieswithouraffiliatedhospitals.

Strongresourcesinareassuchaspersonnel,space,budget,andinfrastructurehavebeencriticalenablersofourabilitytoachieveourAcademicPlangoals.Wehaveincreasedrevenuesandempoweredourdepartmentsandinstitutes,throughtheimplementationofourFacultybudgetallocationmodel,tomakestrategicfinancialdecisionswhileadvancingacademicpriorities.WealsoinvestedheavilyininitiativesthatwillfurtherourgoalsthroughtheDean’sStrategicFund,EngineeringInstructionalInnovationFund,andDean’sInfrastructureImprovementFund.SincethelaunchofBoundless:TheCampaignfortheUniversityofTorontoin2011,wehaveraisedover$180millionofour$200milliongoal,including$29.3millionin2015–2016.

Whilewehavemadeimportantinvestmentsininfrastructureimprovements,themostsignificanthasbeentowardsbuildingtheCentreforEngineeringInnovation&Entrepreneurship(CEIE).TheCEIEwillfurtherenrichstudentexperientiallearningandheightenopportunitiesforcross-disciplinaryresearch,andwilllaunchthebeginningofanewerainUofTEngineering.This,alongwithover$48millionininvestmentsthroughboththefederalgovernment’sPost-SecondaryInstitutionsStrategicInvestmentFund(SIF)andtheDean’sInfrastructureImprovementFund(DIIF)toimproveover90laboratoryandhighimpactfacilities,willenableustobringourfacilitiesinlinewithourreputationasthepremierengineeringschoolinCanada.

Academic Plan 2011–2016 — Final Report on Progress and Achievements Culture of Excellence of 48

2.CultureofExcellence

OurcultureofexcellenceisintegraltoallthatwedoasaFacultyandallthatweplantoachieve.Wehaveestablishedambitiousgoalsinkeyareasofresearch,education,outreachandcollaboration,aswellasresourcemanagement.Whenstrengthenedtogether,thesecomponentshavehadanexponentialimpactonourstandingasaleaderamongtheworld’sverybestengineeringschoolsinourdiscovery,creationandtransferofknowledgeandtechnologythroughteachingandresearch.

UofTEngineeringiscontinuallyrankedasthetopCanadianengineeringschoolinallinternationalrankings.Thisisbutonemeasureweusetodemonstrateourexcellence.WerecentlypublishedoureighthAnnualReportofPerformanceIndicators,whichprovidesacomprehensiveanalysisofourtremendousprogressoverthepastdecade,andalsodemonstrateshowwearemeetingtheambitiousgoalsofthisAcademicPlan.Weusetheseindicatorsandmetricsastoolsinourdata-drivendecision-makingprocesstonotonlyassessourprogress,butalsosetmeasurablegoalsandadjustouractionsasrequired.

Diversityplaysacriticalroleindrivinginnovation,whichisattheheartofengineering.Itenhancesthestudentexperienceandenrichestheengineeringprofessionwithdifferentperspectivesandideas.OurFacultyhasmadeprogressinincreasingculturalandgenderdiversityinbothourfacultyandstudentcomplement.Wehaveexceededourgoalof25percentinternationalstudents,withanundergraduatetotalof27.9percentand33.6percentgraduatestudents,respectively.Throughproactiverecruitmentefforts,wehavealsoincreasedthenumberoffemalestudentsandfaculty.Forthepastthreeyears,womenhavecomprisedmorethan30percentofourfirst-yearcohort,reachinganhistoric40.1percentin2016,upfrom23.2percentin2011.Womennowmakeup30.0percentofallundergraduatestudents,upfrom23.8percentfiveyearsagoand21.2percentin2007.Wehavemademoremodestgainsamongourgraduatepopulation,withwomenmakingup26.1percentofmaster’sandPhDstudents,upfrom24.9percenttenyearsago.However,weexpectthatproportiontoincreaseoverthenextfewyearsasourcurrentundergraduateclassescompletetheirdegreesandconsiderpursuinggraduatestudies.

Overthepast10years,ourFacultyhasincreasedourwomenprofessoriatefrom9.5percentto21.0percent.Thishasbeenaccomplishedthroughstrategicsecond-hirefacultylinesandbroadmultidisciplinarysearches.In2013–2014,andagainin2015–2016,weconductedFaculty-wide,multidisciplinaryacademicsearchestargetedatinterdisciplinary,diversity,researchandteachingexcellence.Throughthesesearches,wehiredsevenoutstandingwomenfacultywithbudgetarycross-appointmentsintwoacademicunits.SincethebeginningofthisAcademicPlanin2011,UofTEngineeringhashired18women


faculty.Whilewehavemademuchprogress,thereisstillmoreworktodotomakeourFacultyareflectionofthecommunityinwhichwelive.

Ourfacultycontinuetodistinguishthemselvesamongourpeers,consistentlyreceivingmorethan20percentofthemajornationalandinternationalhonoursandawardsgiventoCanadianengineeringprofessors,despiteaccountingforonly5.5percentofthenation’sengineeringfaculty.Theseawardsrangefromearly-careertolifetimeachievement,andrecognizeexcellenceinresearchandeducation,aswellascontributionstotheprofession.

Overthepastfiveyears,alleightofourdepartments,institutesanddivisionshaveundergoneexternalreviewsaspartoftheUniversity’squalityassuranceprocess.Reviewersallspokehighlyofthecalibreofourprogramsandstudents,aswellastheexcellenceanddedicationofourfacultyandstaff.Aspartofourcommitmenttocontinuousimprovement,academicunitheadsannuallyreportatChairsandDirectorsmeetingsonprogresstowardsaddressingrecommendationsmadeintheirexternalreviewreports.WehavetakenthisprocessonestepfurtherandcommissionedinternalreviewsofprogramssuchastheInstituteforLeadershipEducationinEngineering(ILead),EngineeringCommunicationProgram(ECP),LassondeMineralEngineeringProgram(LMEP),andCross-DisciplinaryProgramsOffice(CDP).Thesereviewsenableustoexamineexistingprograms,setgoalsforthefutureandcreatesuccessionplans.

OverthecourseofthisAcademicPlan,wehaveestablishedanumberoftaskforcesandworkinggroupstoreviewandmakerecommendationsonkeyareasofimportance.Theseincludecorefirst-yearcurriculum,academicandstudentadvising,mentalhealthstrategies,makerspaces,andthecreationofanInstituteforEngineeringEducation.WiththeexceptionofthecreationofanInstituteforEngineeringEducationandmakerspacereview,whicharestillinprogress,wehaveeitherimplementedorareintheprocessofimplementingrecommendationsfromeachreportthatwillhaveameasurableimpactonthestudentexperience.

ProfessionaldevelopmentsupportforfacultyandstaffisanotherareathatourFacultycontinuestomakeprogresson.Wedevelopedseveralworkshopsandluncheonpanelseriestoassistearly-careerfacultyinpreparingfundingapplications,aswellaspeerreviewprocesseswithinthedepartments.Wealsocreatedcommunitiesofpracticeforourstudentservicesstaff,businessofficersandcommunicationspersonnel.Inadditiontoestablishinggroupsfromwhichtodrawexpertise,eachcommunityalsosourcesexpertstopresentworkshopsinkeyareaofprofessionaldevelopment.

OurSkule™alumniareourambassadorstotheworld.Wecultivateopportunitiesfortheirinvolvementandrelyontheirexpertiseandperspectivetostrengthenourglobalreputationandinspirethenextgenerationofengineeringinnovatorsandleaders.We


establishedEngineeringAlumniAssociationchaptersinCalgary,theSiliconValleyandHongKong,andhostprofessionaldevelopment,networkingandrecruitmenteventsaroundtheworld.AlumnicontinuetovolunteerasmentorsinTheEntrepreneurshipHatcheryandonadvisoryandindustryboards.TheirengagementensuresthatwebringtheverybestofSkule™toallthatwedo.

CULTUREOFEXCELLENCE:ACADEMICPLANPROGRESSHIGHLIGHTS 2.1MaintainastrongFacultyvisionforexcellenceinengineeringeducationandresearch.• ConsistentlyrecognizedasthepremierCanadianengineeringinstitutionandoneofthebest

intheworldinallinternationalrankings.• Receivedanaverageof26%ofmajornationalandinternationalawardswonbyengineering

professorsinthiscountryfrom2011-2015.• Earned19majoreducationawardsatuniversity,nationalandinternationallevelssince

2010.• AdvocatedthecreationofnewspaceontheSt.Georgecampuswiththedesignand

constructionoftheCentreforEngineeringInnovation&Entrepreneurship(CEIE)toprovideahomeformultidisciplinaryresearchinstitutes,prototypingandfabricationfacilitiesaswellasadedicatedspaceforstudentclubsandteams;theCEIEwillsetanewstandardforengineeringeducationandresearch.

2.2Measureourprogressinachievingourmissionandvision.• ContinuouslyassessedourprogressthroughthedevelopmentandpublicationofourAnnual

ReportofPerformanceIndicators,theeightheditionofwhichwaspublishedinSeptember2016.

• AnnuallyreviewedouractionsandprogresstowardsachievingourAcademicPlangoals;sharedthroughFacultyCouncilpresentations,facultyandstaffnewsletterandwebsite.

2.3Increasediversity,focusingongenderdiversityamongstudentsandfaculty.• Progressivelyincreasedthepercentageofwomenprofessorsto21.0%(2016–2017)up

from15.5%(2011–2012)and9.5%in2005–2006;adding29womenprofessorstoourranksinthepastdecade.

• HiredsevenoutstandingwomenprofessorsthroughFaculty-wide,multidisciplinarysearches,withbudgetarycross-appointmentsintwoacademicunits.

• Increasedgenderdiversityamongundergraduatestudents:womenmadeup40.1%ofenteringfirst-yearengineeringstudentsinfall2016,thethirdyearinarowthatwomenhavecomprisedmorethan30%ofourenteringclass;upfrom23.2%infall2011.

• Mademoderategainsinincreasingthenumberoffemalegraduatestudentsto26.1%comparedto24.9%in2011.


• Increasedtheproportionofinternationalgraduatestudentsto31.6%in2016,upfrom19.3%in2011.

• Surpassedrevisedgoalof27%internationalundergraduatestudents(originalgoal25%)with27.9%in2016,upfrom19.1%atthestartoftheAcademicPlanand9.8%in2006.

• Continuedtoofferrobustoutreachinitiativestosupportstrategicrecruitment;forexample,91%ofthe87femalehighschoolstudentswhoattendedthe2016Girls’LeadershipinEngineeringExperience(GLEE),aneventforfemalehighschoolstudentswithoffersofadmissiontotheFaculty,subsequentlyacceptedouroffers,(upfrom77%in2013).

2.4Supportthedevelopmentoffacultymembersasoutstandingengineeringeducatorsandresearchers.• Wonaremarkablenumberofmajoremergingleader/earlycareerawards,includingthe

OntarioProfessionalEngineersAwardsYoungEngineerAwardandtheE.W.R.SteacieMemorialFellowship.

• Enhancedthenominationprocessfordiscipline-specificawardsatthedepartmental/institutelevelbyestablishingawardscommitteesineachunit.

• HostedthebiannualEducationalTechnologyWorkshop“EdTech”tohelpinstructorssharebestpracticesforinnovativeteachingandlearning.

• CreatedthePercyEdwardHartandErwinEdwardHartProfessorshipsfromproceedsofa$20-millionendowmentfromtheHartTrust:awardedsevenfacultymembers,eachwithinthefirst10yearsofhis/heracademiccareer,$75,000peryearforthreeyearsforresearchandgraduatestudentsupport.

• EstablishedadepartmentalpeerreviewprocessandFaculty-wideworkshoplunchseriestosupportandguidefacultymembersinthedevelopmentoftheirNSERCDiscoveryGrant,DiscoveryAcceleratorSupplementsandResearchToolsandInstrumentsgrantapplications.

• Implementedworkshopsandpanelsessionsaroundallmajorgrantprograms,featuringexpertswhoservedonreviewcommitteesand/orhadgreatsuccessintheprograminthepast.

2.5Supportourstudentsbystrategiceffortstobuilduponeducational,extracurricularandco-curricularexperiences.• Launchedourinterdisciplinarygraduatecollaborativeprogram(MAScandPhD)in

EngineeringEducationinpartnershipwithOntarioInstituteforStudiesinEducation(OISE)in2014;currentlyhas12graduatestudents.

• Reachedarecord790engineeringstudentsparticipatingintheProfessionalExperienceYearin2015–2016,upfrom581in2011–2012and447in2006-07.

• Continuedtoincreaseminorenrolmentandcompletionrates,with32%ofgraduatingstudentscompletingaminorin2015–2016,upfrom19%in2011–2012.

• GrewthenumberofstudentsgraduatingwithanEngineeringBusinessminororcertificateto34%(356students)sinceitslaunchfiveyearsago.


• CreatedtheEntrepreneurshipHatcheryin2011tonurtureandlaunchacultureofentrepreneurshipwithintheFacultyofEngineeringandtheUniversity;sinceinceptionhaveaccepted423studentsand219teamsinthesummercohort.

2.6MaximizetheskillsofourstaffmembersandcreateopportunitiestostrengthentheirperformanceanddevelopthemasintegralcontributorstotheFaculty’smission.• ContinuedtorecognizethesuccessesandcontributionsofstaffthroughfiveFacultyawards

since2009.• EncouragedsecondmentsthroughouttheFaculty,asappropriate,toenablestafftodevelop

newskills.• Contributedtostaffskilldevelopmentforbusinessadministrativestaffandstudentsupport

staffthroughnetworkinggroupsandpresentationsfromUniversityexpertsonrelevantissues,policiesandprocedures.

• EstablishedaHumanResourcesofficein2013,andengagedindiscussionswithbusinessofficersandChairsandDirectorstoassessneedsandprioritiesinthisarea.

• SecuredfundingandrelatedsupportfromtheOfficeofStudentLifeforaprofessionaldevelopmentdayforallregistrarialstaffatUofT;heldinNovember2012withmorethan300staffattendingfromthethreecampuses.

• EstablishedaseriesofworkshopsthroughtheOrganizationalDevelopmentandLearningCentre(ODLC)forstaffadvisersandstudentlifeprofessionalsin2012–2013;ODLCnowhasanumberofcoursestoassiststaffworkingcloselywithstudents.

• Offeredstaffsessionsontheservices/mentalhealthsupportprovidedbytheEmployeeandFamilyAssistanceProgramandofferedamentalhealthsessiontochairsanddirectorstoassistinsupportingstaffandfaculty.

• ContinuedtofostertheskillsofstaffmembersandfacultythroughtheEngineeringEngagement&DevelopmentNetwork.Thiscross-FacultygrouphelpsstaffandfacultyengageinandbecomemoreawareofactivitiesandeventshappeningacrosstheFacultyandalsoprovidesprofessionaldevelopmentworkshops,webinarsanddiscussionforums.

2.7IncreasestaffretentionandenhancesuccessionplanningwithintheFaculty.

• FosteredcollaborationandcommunicationbetweenHumanResources,theBusiness

AdministrationgroupandtheEngagement&DevelopmentNetworktoshareinformationandbestpractices.

• Establishedaworkinggroupofbusinessofficersandhumanresourcesstaffwhomeetregularlytoshareinformationandbestpractices.

• IncreasedHRservicedeliveryandresourcesforstaff.

2.8BuilduponalumniinvolvementwiththeFacultytosharetheirworld-basedexpertiseandperspectives,tostrengthenourreputationandtoinspirethenextgenerationofUofTengineerstowardsinnovationandexcellence.• StrengthenedtieswithouralumnithroughouttheworldbyestablishingEngineering

AlumniAssociationchaptersinCalgary,SiliconValleyandHongKong.


• HostedalumnieventsinNorthAmerica(SanFrancisco,PaloAlto,CalgaryandVancouver),TurkeyandAsia-Pacific(HongKong,Korea,SingaporeandTaiwan).

• Held84alumninetworkingandprofessionaldevelopmenteventsin2015–2016,upfrom61in2013–2014.

• IncreasedawarenessofthepositiveimpactalumnivolunteerismhasoncurrentstudentsandfacultybylaunchingacommunicationscampaigntopromotevolunteeropportunitiesandhighlightthebenefitsofgivingbacktoUofTEngineering.

• GrewourAlumniMentorshipProgramin2015–2016,with161mentorsand280menteestakingpart—increasesof33%and16%respectivelyoverthepreviousyear.

• Expandedengagementwithcurrentstudents—ourfuturealumni—bycreatinganewAlumniOutreachDirectorpositionontheEngineeringSociety,initiatingtheinauguralEngineeringSocietyHeritageAwardsCelebrationofcurrentandpastofficersoftheEngineeringSociety,andincreasingparticipationinGraditude,whichencouragesgraduatingstudentstogivebackforfuturestudents.

2.9Enhancegovernanceprocesses,cyclicalreviewsandqualityassuranceprocesses.• ReceivedaccreditationthroughtheCanadianEngineeringAccreditationBoardofallnine

engineeringprograms;nextreviewscheduledforthe2018–2019academicyear.• Conductedexternalreviewsofalleightofouracademicunitsoverthecourseofthepast

fiveyears;overallreviewersspokehighlyofthecalibreofourprogramsandstudents,aswellastheexcellenceanddedicationofourfacultyandstaff.

• ConductedseveralinternalreviewsateithertheDecanalordepartmentallevelforunitsandprogramssuchas:theInstituteforLeadershipEducationinEngineering(ILead);LassondeMineralEngineeringProgram(LMEP);Cross-DisciplinaryPrograms(CDP);andtheEngineeringCommunicationProgram(ECP).

• ReviewedtheFacultyConstitutionandensuredalignmentwithUniversitytermsofreferenceandpolicies,andwitheditorialupdatestomodernizeandstandardizethelanguage.

• StrengthenedFacultygovernanceandexternalreviewprocessesthroughthedevelopmentofguidelines,templatesandstandardizedcommunications(e.g.,itineraries,timelines,reportoutlines).

• Deliveredgovernanceorientationsessionstorelevantstakeholders.• Sharedannualprogressreportsondepartmentandinstituteexternalreview

recommendationsatregularlyscheduledChairsandDirectorsmeetings.2.10Strengthencommunicationsbothinternallyandexternally.

• ContinuedtoinformkeystakeholdersabouttheFaculty’sactivitiesandprogressthrough

regularnewsletterstostudents,facultyandstaff,andalumni;recentlyredesignedtemplatestobetterengagewithreadersthroughamoreuserfriendlyformat.

• Redesignedquarterlyalumnie-newsletter,beginningwiththefall2015issue,whichresultedina37.3%openrate,15percentagepointshigherthantheindustrybenchmark.Thisledtoanadditional1,100alumnireadersperissue.

• Createdanonlineresourceforstaffandfacultytoaddresse-mailvolumeconcernsraisedbystudentstobettercommunicatewithengineeringstudents:uoft.me/engcomms.Thisresource—whichincludesadiagnostictool,bestpractices,asamplecommunicationplan


andavarietyofdownloads—wasdevelopedinconsultationwithstudents,staffandfacultywithinUofTEngineering.

• Increasedcollaboration,knowledge-sharingandskills-buildingfortheFacultycommunicatorswhomakeuptheEngineeringCommunicationsNetwork(ECN)throughmorefrequentgatherings,professionaldevelopmentandongoinguseoftheECNonlinecommunity.

• Continuedtodisseminateexceptionalstoriesontheachievementsofthestudents,faculty,staff,alumniandindustrypartnerswhoformourvibrantcommunityviaintegratedinternalandexternalcommunicationsstrategies,includingenhancedbrandjournalism,customizedpitchingandexpandedsocialmediareach.

• RefreshedandrelaunchedFacultywebsitewithacleanlookandfeeltoimproveuserexperience,mobileaccessibilityandsiteperformance,andcontinuetounifytheEngineeringwebexperiencebyapplyingstandardizedtemplates,consistentvisualbrandingandimprovednavigationacrossallsites.

2.11Continuetoacknowledgetheaccomplishmentsofourstudents,facultyandadministrativestaff.

• Recognizedtheexcellenceofourstaffandfacultythroughanumberofawardsforresearch,

teaching,leadershipanddedicationtoimprovingthestudentexperience;theseawardsarepresentedattheannualCelebratingEngineeringExcellenceevent,heldeachspring.

• IncreasedcoverageofstudentandfacultyaccomplishmentsthroughtheUofTEngineeringNews,TheEngineeringNewsletterandtheFaculty’swebsites.

• EnsuredsenioradministrativestaffwerenominatedforandparticipatedintheUniversity’sNewManagerAcademyandBusinessManagerLeadershipProgram.

Academic Plan 2011–2016 — Final Report on Progress and Achievements Positioning of 48

3.Positioning

ThefinalyearofourFaculty’sAcademicPlanwascharacterizedbyexceptionalopportunitiestoenhanceourstandingasCanada’spremierengineeringprogramandoneoftheworld’sbestwithkeyregional,nationalandinternationalaudiences.Ourgloballeadershipinmultidisciplinaryresearch,pioneeringexperientialeducationandworld-leadingentrepreneurshipandcommercializationonceagainearnedusrecognitionasthetop-rankedengineeringschoolinCanadaacrossallinternationalrankings.TheCentreforEngineeringInnovation&Entrepreneurship(CEIE),theFaculty’snewestbuilding,embodiesourcommitmenttoresearchexcellenceandteaching.TheCEIE,whichiscurrentlyunderconstruction,providesatremendousopportunitytointroducestakeholderstothisnexterainthehistoryofUofTEngineering.Todothis,weconceived,designedandunveiledToronto’slongestsinglegraffitiinstallationontheconstructionhoardingsurroundingthesite.Thisprojectallowedustoleverageoururbanlocation,startapublicconversationaboutthepositiveimpactofengineeringonsociety,andcelebratethehistoryandachievementsofUofTEngineering.TheFacultygarneredmorethana15prestigiouscommunicationsawardsoverthepastfiveyears,andwasnamedtheNot-for-ProfitCommunicationDepartmentoftheYearattheworldconferenceoftheInternationalAssociationofBusinessCommunicators(IABC).TheCEIExSKAMgraffitimuralprojectearnedaGoldQuillAwardofExcellenceandanOvationAwardfromtheIABC,aPrixd’ExcellencefromtheCanadianCouncilfortheAdvancementofEducation,andseveralotherprizes,andourflagshippublication,theAnnualReportofPerformanceIndicators,wasrecognizedwithanIABCGoldQuillAwardofExcellence.Ourintegratedinternalandexternalcommunicationsstrategies,includingenhancedbrandjournalism,custompitchingandexpandedsocialmediareach,disseminatedstoriesontheachievementsofthestudents,faculty,staff,alumniandindustrypartnerswhoformourvibrantcommunity.From2011–2016wepublishedmorethan1,100storiesontheUofTEngineeringNewswebsite.Thisyearalone,wesecuredmorethan3,400mediastoriesinstrategicpriorityareas,nearly60percentofwhichappearedininternationaloutlets.Weleveragedexistingcommunicationschannelsinnewways,debutingfreshapproachestoourdigitalplatforms.WerefreshedandrelaunchedourFacultyhomepagewithacleanlookandfeeltoimproveusability,mobileaccessibilityandloadingtimes.Inaddition,ourrenewedfocusonsocialmediahasledtogrowingengagementacrossallchannels,strengtheningrelationshipswithourvibrantcommunity,particularlystudentsandalumni.


Thepastfiveyearshaveseenunprecedentedchangeinthecommunicationsandmedialandscape.OursuccessintellingtheUofTEngineeringstorytodifferentaudiencesacrossmultipleplatformswillpositionusforsuccessoverthenextfiveyearsaswecontinuetobuildourFaculty’sbrandasagloballeaderinmultidisciplinaryresearchandeducation,andasapowerfulenginedrivingthenewinnovationeconomy.POSITIONING:ACADEMICPLANPROGRESSHIGHLIGHTS3.1Deliveraplanthatarticulatesourcommunicationgoals,maintainsconsistencyofourbrandingandproducts,keepsontopofmarkets,andclearlyoutlinesmethodssothatwecanremaincompetitiveandsettheFacultyapart.• Completedoriginalplaninearly2013;identifiedstrategiccommunicationsfociforexternal

mediain2014–2015andfurtherrefinededitorialprioritiesinalignmentwithbothFaculty’sAcademicPlanandPresident’sThreePriorities.

• StrengthenedfocusonexistingfourthemesthatunderpintheFaculty’sinternalandexternalnewsandmediarelationsefforts:

Ø world-classresearch;Ø entrepreneurshipandinnovation;Ø studentexperience;andØ enrichingengineeringeducation.

• PlacedadditionalemphasisonstoriesthatdemonstratetheFaculty’sgloballeadershipinthefollowingthreeareas:

Ø internationalimpact;Ø innovationsinengineeringexperientiallearning;andØ multidisciplinarycollaborationinbothresearchandteaching.

3.2StrengthentheFaculty’skeymessagesandcustomizethemfortargetaudiences.• AssessedmetricsinkeyareastoexpressthecoremessagingoftheFacultyofApplied

Science&EngineeringinoureighthAnnualReportofPerformanceIndicators,publishedinSeptember2016.

• EarnedaGoldQuillAwardofExcellencefromtheInternationalAssociationofBusinessCommunicators(IABC)forthe2015editionoftheAnnualReportofPerformanceIndicators.

• Conceived,designedandunveiledToronto’slongestsinglegraffitiinstallationontheconstructionhoardingsurroundingtheCentreforEngineeringInnovation&Entrepreneurship(CEIE).BuildingonmomentumfromthegroundbreakingceremonyinJune2015,thisprojectallowedustoleverageoururbanlocationtostartapublicconversationaboutthepositiveimpactofengineeringonsociety,aswellascelebratethehistoryandachievementsofUofTEngineering.


• RefreshedourFaculty’swebsitewithanincreasedemphasisonstreamliningdesign,refiningcontentandpromotingnews.Thenewhomepagefeaturesacleanerlayoutandmoresophisticateddesign,prominentvisibilityforthelatestFacultynews,quickaccesstokeyfactsandinfo,andimproveddisplayonmobiledevicesandfasterloadingtimes.

• ImplementednewpracticeofrefreshingFacultyhomepagedailytopromotethelatestnewsstoriesanddemonstraterelevancewithinthebroadernationalandinternationalcontext,suchasthe2016OlympicsinRiodeJanieroandtheback-to-schoolperiod.

• ConductedfocusgroupsinNovember2015withengineeringundergraduatestudentsacrossallyearstobetterunderstandhowtheyconsumee-communicationsreceivedfromstaffandfaculty.Feedbackindicatedthathighe-mailvolume,combinedwithmessagesthataredenseordifficulttoread,leavesthiskeyaudiencefeelingfrustrated.Toaddressthischallenge,theFacultydevelopedanonlinetoolthatwillhelpfacultyandstaffimprovethequalityofe-communications,whiledecreasingvolume.

• Developedavisuallyengagingone-pageinfographictoconsolidateFacultykeymessages.Thisreputation-buildingpieceprovidesasinglesolutiontoalignmessagingacrosstheFaculty’smanyexternalpointsofcontact,suchasourRecruitment,OutreachandAdvancementteams,aswellasallmembersoftheEngineeringCommunicationsNetwork(ECN)representingtheFaculty’sdepartments,divisionsandinstitutes.Theconciseformatservesourdiversekeyaudiences,includingprospectivestudents,alumniandindustrypartners.

• LaunchedFaculty-wideinitiativetodevelopnewtemplatesforadvancementmaterials,designedtobecustomizabletoservedepartmental,divisionalandinstitutionalprioritieswithconsistentvisualidentity.DebutedcompletedfolderandcustominsertsforIBBME,followedcloselybyCivilEngineering,withallothergroupstofollow.

• DesignedbrochureforTheEntrepreneurshipHatchery,capitalizingontheUniversityofToronto’sstatusasthenumberoneuniversityinNorthAmericaforresearch-basedstartupsandfeaturingastrongcalltoactionforadvancementprospects.Furthertailoredthismaterialforaprospectivestudentaudience,enhancingtheprofileofCEIEfacilitiesthatwillenableaspiringentrepreneurstoacceleratetheirinnovationsfromconcepttocommercialization.Thisversionofthebrochurereachedthousandsofprospectivestudentsatthe2016OntarioUniversitiesFair,thesinglelargesteventoftherecruitmentcycle.

• ContinuedtotakeanactiveroleinUniversity-widebrandequityconsultationsledbyUniversityofTorontoCommunications(UTC),representingtheFaculty’sbrandidentityandvision.

3.3EstablishtheFacultyasthego-toresourceformedialookingforcommentsandengineeringexpertiseonbreakingnewsissues.• ContinuedtobuildtheFaculty’sreputationasthepremierengineeringschoolinCanadaand

amongtheworld’sbestwithkeylocal,nationalandinternationalaudiencesbysecuringmorethan3,400mediastories,in2015-2016alone,instrategicpriorityareas.Nearly60percentofthesestoriesappearedininternationaloutlets.

• RefinedandenhancedtheEngineeringpresenceintheUniversityofTorontoBlueBook,aresourceforjournalistsseekingcommentonbreakingnewsissuesandcurrentaffairs.

• IncreasedproactivepitchingofUofTEngineeringexpertsonbreakingstoriesofglobalsignificance.

• Increasedshareinlocal,nationalandinternationalmediaoutletstobuildawarenessofUofTEngineering’spositionasthetop-rankedengineeringschoolinCanada,particularlyalongfivestrategicfocusareas.


3.4Continuetoincreasethequalityofourstorytelling,journalismandcommunicationsprocessesandtoolstomakeourpracticesbest-in-classandinpacewithemergingtechnologiesandtheirusesbyourtargetaudiences.• Garneredmorethan15prestigiouscommunicationsawards,includingbeingnamedtheNot-

for-ProfitCommunicationDepartmentoftheYearattheworldconferenceoftheIABC.• Launchedinnovative,multi-platformmediacampaigntosupportCEIExSKAMgraffitimural,

whichgarnered12mediastorieswith5.5millionimpressions,5,000visitorsatScotiabankNuitBlanche,morethan282,900socialmediaimpressionsandaGoldQuillAwardofExcellencefromtheIABC.

• Publishedmorethan1,100storiesonUofTEngineeringNews.• Securedmorethan28,000mediastoriesmentioningtheUniversityofTorontowiththekey

word'Engineering’sincelaunchingourtargetedmediamonitoringservicesin2014.• Generatedmorethan10.7billionimpressionswiththisearnedexternalmediapresence—a

measureofthetotalnumberofpotentialreaders,viewersandlistenerswhointeractedwithourcontent—andover$56millioninequivalentadvertisingvalue,thecostofpurchasingequivalentadspaceorairtimewiththenewsoutletsinwhichourstoriesappeared.

• Refreshededitorialapproachtonewscoveragebyincorporatingsocial-firsttreatmentsofselectstudent-focusedandawardsstories.

• Undertookcommunicationsworkflowauditinfall2015,whichledtoclosercoordinationamongmorethan30communicatorswhocomprisetheEngineeringCommunicationsNetwork(ECN).

• Consolidatedcomprehensivelistofacademicandresearchprioritiesforalldepartments,divisionandinstitutestoraiseawareness,encouragesharingofbestpractices,andfurtherstreamlinecoordinationandcollaborationbetweentheECNandEngineeringStrategicCommunicationsteam.

3.5Remainflexibletochangingmediaandtechnologies,nurturebloggerandsocialmediarelationships,andbuildrelationshipsandcommunicationswithtraditionalmedia.• Capitalizedonrealityofshrinkingnewsroomsbyproducingaward-winning,high-quality

contentandsupportingmultimediaassetsforjournalists,deliveredviahighlytargetedtailoredpitches.Thisapproachresultedinmanytopinternationaloutlets,includingTheDailyMail,Forbes,VICEMotherboard,ScienceDaily,andmore,pickingupUofTEngineeringstoriesandmaterials.

• Deliveredacombinationofbrandjournalism,proactivepitchingandextendingcontentreachviasocialmediaresultinginstronglocal,nationalandinternationalcoverage.

• Fosteredongoingrelationshipswithlocaljournaliststosecurefar-reachingcoverageforseveralexperientiallearningandstudentlifestoriesthatstrengthentheFaculty’simageasaplacethatnurturesthenextgenerationofglobalengineeringleaders.

3.6IncreasetheFaculty’spresence,visibilityandreputationonmodernsocialmediaplatforms.• ExpandedthereachoftheFaculty’ssocialmediachannels:Facebookengagementsgrew

447%andTwitterengagementsgrewbynearly600%overthepreviousyear.


• RelaunchedourInstagramchannelinJanuary2016withanewfocusonengineeringstudentlifeandourdiverseengineeringcommunity.SincethisrelaunchwehaveseenasurgeofengagementonInstagram,andhaveincreasedournumberoffollowersbyroughly250%tomorethan1,440asofSeptember2016.

• Establishedperformanceindicatorsandaddedregulartrackingofsocialmediametricstomonthlymediarelationsreports,allowingustosetabaselineforevaluatingtheeffectivenessofoursocialmediastrategy.

• ExecutedasocialmediacampaigntocoincidewithinternationalPrideMonthinJune2016and#DisplayYourPridedayacrossallthreeUniversityofTorontocampuses.Thisshortvideoshowedstudents,facultymembers,staffandDeanAmonworkingtogethertobuildarainbowflagmadeofthree-footballoonstocelebrateourvibrantanddiverseUofTEngineeringcommunity.Theprojectgainedmassivetractionacrossoursocialmediaplatforms,includingFacebook,Twitter,InstagramandYouTube,garneringmorethan100,000postimpressionsonFacebookaloneandmorethan4,000viewsofthevideo.

Academic Plan 2011–2016 — Final Report on Progress and Achievements Educating Future Engineers and Student Experience of 48

4.EducatingFutureEngineersandStudentExperience

UofTEngineeringhasbuiltaglobalreputationforexcellencethatattractsthebrighteststudentsfromaroundtheworldtoourundergraduateandgraduateeducationandresearchprograms.Ourcurriculum,experientiallearningopportunities,andco-curricularprogramsshowourcommitmenttodevelopthenextgenerationofmakers,innovatorsandengineeringleaderswithglobalfluency.Wehaveachieved,andinsomecasessurpassed,ourAcademicPlanquantitativegoalsinengineeringeducationandstudentexperience,andcontinuetoevaluatenewopportunitiesthatwillfurthertheseaims.

Thenumberofapplicationstoourundergraduateprogramshasgrownby65percentinthepastfiveyears(7.2percentinthepastyearalone),withapplicationsfrominternationalstudentsmorethandoublinginthatperiod.Wereceivedmorethan12,000applicationsforthe2016–2017academicyear—effectively12applicationsforeachavailablespot.Admissiontoourundergraduateprogramshavebecomeincreasinglycompetitive.Tofurtherassistusinourselectionprocess,weimplementedabroad-basedadmissionssystemthreeyearsagothatusesvideosandtimedwrittenresponsestoprovideamorecomprehensivepictureofeachapplicantandhelpdeterminecriticalsuccessfactors.Thisincomingcohortisamongourmostdiverseandaccomplishedyet.TheOntarioSecondarySchoolaverageis93.4percent,upfrom90.4percentin2011and85.5percentin2006.Ourstrategicrecruitmenteffortsinestablishedandemergingmarketsarebearingfruit.EventssuchasGirls’LeadershipinEngineeringExperience(GLEE),YoungWomeninEngineeringSymposium(YWIES),highschoolvisitsbyWomeninScience&Engineering(WISE)andEngineeringSocietystudents,aswellasourpre-universityoutreachactivitiesalsohelpusrecruitoutstandingyoungwomentoourundergraduateprogramsbyprovidingopportunitiestointeractwithcurrentstudents,facultyandalumni.AsmentionedinourCultureofExcellencechapter,womenhavecomprisedmorethan30percentofourfirst-yearclassesforthepastthreeyears,withahugeleapto40.1percentthisyear.Internationalstudentscomprise27.0percentofthefirst-yearcohort,upfrom24.2percentin2011and13.3percentin2006.Overall,womennowmakeup30.0percentofourundergraduateclasswhileinternationalstudentsareat27.9percent.Ourretentionratebetweenfirstandsecondyearroseto96.8percentin2015–2016from83.1percentin2006–2007.Thisincreasecanbeattributedbothtothequalityofstudentsandthesupportprogramswehaveestablishedtoassiststudentsintheirtransitionfromhighschooltouniversity.

Enrolmentinourgraduateprogramshasalsoprogressivelyrisento2,364in2016,surpassingourgoalof2,000by2015.Weaccomplishedthisthreeyearsearly,inpartbecauseofrisingenrolmentinourMEngprograms,particularlyamonginternational


students.Enrolmentinourprofessionalmaster’sprogramshasgrownby427percentinthepasttenyearsandnowcomprises54percentofallmaster’sstudents(goalwas50percentby2015).OurparticipationintheCanadianGraduateEngineeringConsortium,alongwiththeUniversityofAlberta,UniversityofBritishColumbia,McGillUniversityandtheUniversityofWaterloo,hasalsoenabledustorecruittopdomesticgraduatestudents.

Weliveinanincreasinglycomplexworldwhereengineersmakeatremendousimpactinsolvingpressingglobalchallenges.Toensureourstudentsarepreparedtocontributetothisendeavour,ourFacultyhasstrengthenedourcurricular,co-curricularandexperientiallearningopportunitiesinkeyareasofdesign,teamwork,communication,leadership,andentrepreneurialcompetencies.Weestablishedataskforcetoreviewthecorefirst-yearundergraduatecurriculum,andhaveimplementedseveralofitsrecommendationsoverthepasttwoyears.Theseincludethedevelopmentofanewcourse,APS100-OrientationtoEngineering,thathasbeenspecificallydesignedtoassiststudentswiththetransitionfromhighschooltouniversityandconsistsoflecturesonkeytopicsandtutorialsledbyupper-yearteachingassistants.Wehavecapitalizedontheuseoftechnologytocreatenewmodalitiestoengagestudentsintheclassroom.WerecordlecturesforallCore8first-yearcourses,offerfourfirst-yearcoursesfullyonline,twoinvertedclassroommodelswherestudentsreviewlecturesonlineaheadofclassanduseinclasstimefordiscussionandinteraction,andaTechnologyEnhancedActiveLearning(TEAL)classroomthathasbeenusedforvariouscoursesandtutorials.MEngstudentsnowhavetheopportunitytoparticipateindistancelearningthroughfouronlinecourses,withanotherindevelopment.Wehavemadeprogressonincorporatingdesignacrossthecurriculum.Allfirst-yearstudentsparticipateineitherEngineeringStrategiesandPracticeorPraxisandculminatewiththeirfourth-yearcapstonecourse.TheMultidisciplinaryCapstoneProjectcourse(APS490)providesstudentswithanopportunitytoworkwiththeirpeersinotherdisciplinesonprojectsproposedbyourindustrypartners.Atotalof240studentsin56teamshaveparticipatedsincethecourse’sinceptionin2012,andfeedbackhasbeenverypositive.Weexpandedthisindustryproject-basedlearningtoMEngstudentsin2015-2016.

Demandforcurricularandco-curricularofferingsthroughtheInstituteforLeadershipEducationinEngineering(ILead)continuestogrowatboththeundergraduateandgraduatelevels.Weofferfiveundergraduateandfivegraduatecoursesinareasrangingfromleadershipinprojectmanagementtopositivepsychologyforengineers.ThesecoursescanbecountedtowardstheEntrepreneurship,Leadership,Innovation&TechnologyinEngineering(ELITE)certificateforgraduatestudentsortheEngineeringBusinessminororEngineeringLeadershipcertificateforundergraduates.Wealsoofferco-curricularprogramsandcompetitionssuchasLeadershipLabs,TheGame,andtheILeadSummerFellowshipandLeadershipprograms.


AmajorfocusofourFacultyhasbeentoexpandmultidisciplinaryeducation,includingundergraduateminorsandgraduateemphases.Wenowoffer15undergraduateminorsandcertificates,and12graduateemphases.

OurCross-DisciplinaryProgramsOfficecontinuestodevelopinnovativeundergraduateprogrammingbothacrosstheFacultyandinpartnershipwithotherUofTFaculties.Ourstudents’enthusiasmforthebreadth,depthandformalrecognitionoftheseofferingsisevidencedbythefactthatmorethan50percentofour2015-2016undergraduategraduatingclasscompletedeitheraminororcertificate.Ourcross-FacultyinitiativewiththeRotmanSchoolofManagementhascontinuedtosurpassexpectations;thispastyear,32percentofstudentsgraduatedwitheitheraminororacertificateinEngineeringBusiness.In2015,wealsolaunchedanewEngineeringSciencemajorinRoboticsEngineering,championedbyseveralengineeringdepartmentsandtheDepartmentofComputerScience.Studentinterestinthisprogramhasbeentremendous,with66studentsenteringthismajorin2016,twicethenumberofthefirstcohortin2015.

Wehavecreatedadiverserangeofemerging,multidisciplinaryareasemphasesthathavebecomekeyrecruitingtoolsforMEngstudents.Sincethecreationofthefirstgraduatecertificate,ELITE,in2007,wehavedeveloped11additionalcertificates/emphasesrangingfromGlobalEngineeringtoAdvancedWaterTechnologiestoAdvancedManufacturing,whichlaunchedin2015.In2014,welaunchedaninterdisciplinarycollaborativegraduateprograminEngineeringEducationwiththeOntarioInstituteforStudiesinEducation(OISE).ThesynergiescreatedbetweenEngineeringandOISEstudents,astheyshapetomorrow’sengineeringeducation,willimpactourteachingpracticesandstudents’learning.In2016,thefirstcohortofstudentsenrolledintheMEnginBiomedicalEngineeringbegantheirstudies.Thisone-yearprogramfocusesonthedesignandcommercializationofbiomedicaldevicesandwasdevelopedforstudentsplanningtomovedirectlyintoindustry.

Ourtwoin-houseincubators,TheEntrepreneurshipHatcheryandStart@UTIAS,providementoring,networking,seedfundingandotherresourcestoundergraduateandgraduatestudentswhoareinterestedindevelopingbusinesses.TheHatcheryhaslaunched37start-upssince2013,andhadanincreasingnumberofstudentsandteamsapplytoitssummerprogram.Throughouttheyear,itoffersspeakersseries,ideamarketsandhackathonsdesignedtoengagestudentsintheentrepreneurialprocess.TheHatcheryisnowmovingintothesecondphaseofitsevolutionbysupportinggraduatestudentsandresearcherswiththeircommercializationplans.Start@UTIASprovidesgraduatestudentsfromUTIASwithsimilartoolsandresources.Seventeamswerepartofthe2015–2016cohortaftersuccessfullycompletingtwograntprocessesandpitchingtheirideas.


Opportunitiestoenhancetechnicalcompetencieswhilegainingvaluableworkexperienceresonatestronglywithourstudentsandhasresultedinarecord790studentsparticipatinginourProfessionalExperienceYear(PEY)program,upfrom581in2011–2012.Withmorethan70percentofPEYstudentsreturningfromtheirinternshipswithconfirmedortentativejobofferswhentheygraduate,theprogramisveryattractivetoourundergraduates.Still,werecognizethatwecandomoretohelpourstudentsdevelopprofessionalcompetencies.Withthisinmind,wehaveappointedanacademicdirectorwhowillworkwiththeexecutivedirectoroftheEngineeringCareerCentretobetterintegratewithotherareasoftheFacultytoprovideprofessionaldevelopmentworkshopsandskillbuildingsessions.OurgoalistoimprovethestudentexperiencebytakingadvantageoftheexpertisethatexiststhroughouttheFacultyandworkingcollaborativelywithotherunits.

TheCentreforEngineeringInnovation&Entrepreneurship(CEIE)embodiestheseeffortstoenhancedmultidisciplinarycollaborationandinnovation.Designedtofurtherenrichstudentexperientiallearningandheightenopportunitiesforcross-disciplinaryresearch,theCEIEwilllaunchthebeginningofanewerainUofTEngineering.

4.1EDUCATINGFUTUREENGINEERS:ACADEMICPLANPROGRESSHIGHLIGHTS4.1.1Maintainandstrengthenourhigh-qualityeducationthroughcontinuedreviewandassessmentofourprogramsandcurriculaforcurrency,visionandrelevance.Establishdesiredlearningoutcomesforgraduateandundergraduatestudentstoensuretheyarewellpreparedasfutureengineers.EvolveourcyclicreviewsandplanforcontinuousqualityassessmentwithinthenewUTQAPandCEABGraduateAttributesystems.• CompletedtheCanadianEngineeringAssessmentBoard(CEAB)accreditationreview:all

nineprogramsreceivedmaximumaccreditationto2019.• ReceivedthefinalreportoftheDean’sTaskForceforCoreFirstYearCurriculumReviewin

December2014andbeganimplementationofrecommendationstointegrateourfirst-yearcourses,supporthigh-qualityteachingandlearning,andimprovethetransitiontofirstyearandoverallstudentexperience.

• Launchedanewfirst-yearcourseAPS100-OrientationtoEngineering,whichconsistsoflecturesaswellastutorialsledbyupper-yearundergraduateteachingassistantstohelpstudentstransitionintotheengineeringacademicenvironment.

• InitiatedareviewofthecontentanddeliveryofEngineeringStrategies&Practice(ESP)IandIItobetterintegrateESPwithotherfirst-yearcoursesanddepartmentalcurricula,improveassessmentswithinthecourse,ensureareasonablecourseworkload,andimproveawarenessofthepurposeandoutcomesofthesecourseswithinthedepartmentsandFaculty.

• IntegratedtheworkoftheGraduateAttributesCommitteeintotheUndergraduateCurriculumCommittee;collecteddatathroughvariousinitiativesforanalysisandinitiatedacurriculummappingprocesstoalignwithCEABrequirements.


4.1.2Furtherintegrateprofessionalcompetencies,suchasglobalengineering,entrepreneurship,leadershipandcommunicationintoundergraduateandgraduatecurricula.Define,assessandmeasureourprogramsandcurriculasuccessesthroughtheUTQAPUDLEs,GDLEsandcyclicreviewsandthroughtheCEABGraduateAttributes.• Supportedbymulti-yearstart-upfundingviatheDean’sStrategicFund,launchedinitiatives

tointegrateprofessionalcompetenciesintheareasofglobalengineering,entrepreneurship,leadershipandcommunicationthroughtheInstituteforLeadershipEducationinEngineering(ILead),theInstituteforRoboticsandMechatronics(IRM),theInstituteforSustainableEnergy(ISE),andtheCentreforGlobalEngineering(CGEN).

• Establishedundergraduateminorsand/orcertificatesinEngineeringBusiness,EngineeringLeadership,andCommunication.

• Developed11additionalgraduatecertificates/emphasessincethecreationofthefirstgraduatecertificateinEntrepreneurship,Leadership,InnovationandTechnologyinEngineering(ELITE)in2007,rangingfromGlobalEngineeringtoAdvancedWaterTechnologies.

• CreatedacommondatabaseforgeneratingtherequiredcurriculummapsfortheCEABreviewanddevelopedthedocumentationprocessestomonitorcurriculumchanges;reviewedthetermsofreferenceoftheUndergraduateCurriculumCommitteetoensurethiswilloccurinasystematicandorganicapproach.

4.1.3Enrichthequalityofundergraduateacademicexperiencebyincreasingflexibilityintheundergraduatecurriculum,continuingtodevelopprogressiveopportunitiesforstudentstopursuetheirprofessionalinterests,andintegratingprofessionalcompetenciesthroughoutthecurriculum.• IncreasedthenumberofengineeringstudentsparticipatingintheProfessionalExperience

Year(PEY)internshipsto790in2015–2016with79internationalplacements,from581in2011–2012and34internationalplacements.

• Experiencedtremendousgrowthinminorandcertificateprogramenrolments,with55percentofthe2016graduatingclasscompletingeitheraminororacertificate.

• GrewthepercentageofundergraduatesgraduatingwitheitheraminororacertificateinEngineeringBusinessfrom2%in2011-2012to34%in2015–2016.

• Expandedthenumberofundergraduateminorsandcertificatesofferedto15:o Minorsinclude:bioengineering;biomedical;engineeringbusiness;environmental

engineering;nanoengineering;roboticsandmechatronics;andsustainableenergy.o Certificatesinclude:Communication;EngineeringBusiness;EngineeringLeadership;

Entrepreneurship;GlobalEngineering;MineralResources;NuclearEngineering;andRenewableResourcesEngineering.

• Developedthemultidisciplinarycapstonedesigncourse(MCP)offeredbytheUniversityofTorontoInstituteforMultidisciplinaryDesign&Innovation;240studentsparticipatedfromacrossallundergraduateprogramssinceitsinceptionin2012.

• IntroducedanewEngineeringSciencemajorinRoboticsEngineering.Studentinterestinthisprogramhasbeentremendous,with66studentsenteringthismajorin2016–2017,doublethesizeofthefirstcohortin2015–2016.


4.1.4Continuetosupportandenhanceundergraduatestudents’opportunitiesforself-directedlearningandstudytime,andparticipationintheenrichingextracurricularactivitieswithinourFaculty,acrosstheUniversity,andbeyond.• Createdtwomassiveonlinecourses,withthesecondoneontheCourseraplatform,inWind,

WavesandTides:AlternateEnergySystems,drawingmorethan11,000people.AlsocreatedaseriesofcoursesforCourseraoniOSAppDevelopmentthatcanbetakentoearnaspecialization.

• Expandedthenumberoffirst-yearonlinecoursestofour,allowingstudentsmorechoiceinhowtheyaccesseducationmaterial:APS160-Mechanics,APS162andAPS163-CalculusforEngineersIandII,andAPS164-IntroductoryChemistryfromaMaterialsPerspective.

• Continuedtovideocapturelecturesformostfirst-yearclassestoprovidemoreflexibilitytostudentsandenablethemtoreviewlecturesoutsideofclass.

• Usedtheinvertedclassroommodel,inwhichstudentswatchlecturesonlinepriortoclassanduseclassroomtimetoengageinexperimentallearning,inclassessuchasECE221-ElectricityandMagnetismandCIV235-CivilEngineeringGraphics.

• DevelopedfouronlinecoursesforourELITEprogram,eachofferedannuallywithourmostpopularoneofferedeverysemester.

• Supportedover100ofstudentclubsandinitiativesannuallythroughtheCentralizedStudentClubFundingProcess.

4.1.5Enhanceourinstructionalspacetofacilitateinnovativeteachingmethodsandcreateefficienciesonhowwesharespace.Thisincludesflexibleinteractiveteachingspaceforsubstantialnumbersofstudents,designandgroupprojectspaceandlecture/labcombinationspace.• PilotedaTechnologyEnhancedActiveLearning(TEAL)classroomin2014.Locatedinthe

SandfordFlemingbuilding,thisroomoffersaninnovativeenvironmentthatfacilitatescollaborationandexperientiallearning,enhancedbytechnologyandstrategicdesign.

• BeganconstructionontheCEIEinJune2015,whichwillTEALrooms,a500-seatauditoriumfeaturingsmall-groupseatingandhighlyinteractivelearningandcommunicationstechnology,andprototypingandlightfabricationfacilities.

• SupportedajointprojectbyUTIASandMIE,throughtheEngineeringInstructionalInnovationProgram,tocreateparallelclassroomstoallowgraduatestudentsineachprogramtoparticipatesimultaneouslyinlecturesdeliveredfromeitheroftwolocations.

• ExpandedtheIBBMETeachingandDesignStudiolaboratoriestofacilitatethelaunchCollaboratoryonAdvancedLearningandInnovationinBioengineeringEducation(CALIBRE)program.


4.1.6Providereliable,accessible,effectivecomputingservicesandstudyspaceswithinandoutsidecomputerlaboratories,libraryandclassroomstoenhanceefficientinteractivelearningandsocializationwheretoday’sstudent“lives.”• Upgradedandextendedwirelessinternetaccessinthreebuildingsforcompletebuilding

coverage,(Galbraith,SandfordFlemingandBahenCentre).• Addedtotalof234studyspacestoengineeringbuildingsinthepastfiveyearstoenhance

interactivelearningandsocializationforstudents.• ProvidedfundingforfiveDean’sStrategicFundproposalstoimprovedesign,club,and

meetingspacesthroughouttheFaculty.• Createdadditionalstudentstudyspacesthroughrenovationofthelibrary.

4.1.7Linkthequalityofstudentlearning,thequalityoftheireducationandtheirimprovedfutureperformancewithteachingeffectiveness.ContinuetoinspireandsupporttheFaculty’scultureofteachingexcellenceandencourageFacultymembersandteachingassistantstoreflectupontheirteachingeffectivenessthroughenhancedfeedbackmechanisms.Supportteachinginitiativesandopportunitiesthatwillimprovetheirprofessionaldevelopmentaseducators.• IncreasedthepercentageofteachingandresearchstaffholdeitherP.EngorLELdesignation

to94%.• Establishedtwonewfacultyawards,theSustainedExcellenceinTeachingAwardandthe

ResearchLeaderAward.• Implementedaprofessionallyvalidatedcourseevaluationsystemthatinformsouracademic

leadershipabouthowwellinstructorsaremeetingtheteachingneedsofourstudentsandprovidesinputonwaystoimprove.

• Co-leadplanningforthebiannualEducationalTechnologyWorkshop“EdTech”tohelpinstructorssharebestpracticesforinnovativeteachingandlearning.

• ReceivedtheOntarioConfederationofUniversityFacultyAssociationsTeachingAwardandaPresident’sTeachingAwardinrecognitionofremarkableinnovationsandcommitmenttoeducation.

• HeldannualFirstYearInstructorsDaytohelpensureconsistencyinstudentexperienceandraiseawarenessamongourinstructorsofsupportsthatareavailabletofirst-yearstudents.

• Offeredteachingassistanttrainingtwiceeachyeartoimprovequalityoftutorials.


4.1.8Continuetoattractandretaindiverse,outstandingstudentsfromawiderangeofbackgroundsinordertoprovideanexceptionaleducationforfutureglobalengineersandleaders.Inparticular,wemuststrivetoattractmorefemalestudentsintoourprograms.• AchievedourAcademicPlangoalofattractingmorefemalestudentstoourprograms:

o Increasedtheproportionofwomeninourundergraduatestudentbodyto30.0%in2016,from23.4%in2011.

o Womencomprisedarecordhigh40.1%ofourfirst-yearundergraduateclassin2016comparedto23.2%in2011,thisisthethirdyearinarowithasexceeded30%.

• Continuedtoattractandretaindiversestudents:increasedtheproportionofincominginternationalundergraduatestudentsto27.9%in2016,from24.2%in2011,andtheproportionofinternationalgraduatestudentsto33.6%from19.1%overthesameperiod.

• InitiatedthecreationofannualYoungWomeninEngineeringSymposium;nowinitsthirdyear,whichattractedmorethan50topfemalehighschoolsciencestudentsfromacrosstheGreaterTorontoArea.

• Expandedthebroad-basedadmissionsprocessforcandidatesapplyingtoourundergraduateprogramsinfall2014withvideosandtimedessays;thispilotproject,thefirstofitskindamongCanadianengineeringschools,givesouradmissionscommitteemorecomprehensiveknowledgeofeachapplicant.

• CreatedGirls’LeadershipinEngineeringExperience(GLEE),aweekend-longprogramforfemalestudentswithoffersofadmissiontoUofTEngineering.ThegoaloftheprogramistoinspirethesestudentstolearnmoreaboutthecontributionstheycanmakeasengineersandtheuniqueopportunitiesourFacultyoffers.InMay2016,91percentofthe87studentsparticipatingintheprogramacceptedouroffersofadmission.

4.1.9Strategicallyawardadmissionscholarshipstomeetourstudentrecruitmentgoals.• ParticipatedintheUniversity-widePresident’sScholarsofExcellenceProgram,withunique

elementsaddedforengineeringstudentssince2013.• Introducedanentrancescholarshipforinternationalstudents,theUofTEngineering

InternationalScholarAwardcoversthefullcostoftuition(upto$45,700)andisrenewableforfouryears.

4.1.10ReducethedwelltimeforMAScandPhDstudentsandaddresstime-to-graduationissues.• Heldtimetograduationtoanaverage5.3yearsforPhDstudents,comparedto5.5yearsfor

UofToverall,and2.0yearsforMAScstudents.• ImplementedmeasureswithindepartmentstotrackprogressofPhDstudents,including

softwaretrackingsysteminECE,whichwillalsobeavailableforuseinotherdepartmentsandinstitutes.

• Sharedbestpracticesamonggraduateassociatechairs,adoptingparticularlysuccessfulpractices.


4.1.11ContinuetodevelopvibrantMEngprogramsandofferalargervarietyofcoursessuitabletoMEngstudents.• ExpandedtheELITEprogramin2015–2016toincludefivenewcoursesforatotalof37.• OfferedfourfullyonlineELITEcourses,withatleastonecourseofferedeachterm.• StrengthenedMEngofferingsbylaunchingprogramemphasesin:SustainableEnergy,

AdvancedManufacturing,AdvancedWaterTechnologies&ProcessDesign,SustainableAviation,andFinancialEngineering.Totalnumberofareasofemphasisisnow12.

• LaunchedMasterofEngineeringinCitiesEngineeringandManagement(MEngCEM).• LaunchedMEnginBiomedicalEngineeringtofocusonmedicaldevicedesign.

4.1.12Increasegraduatestudentenrolmenttoreach2,000graduatestudentsby2015,withparticularfocusonincreasingPhDandMEngstudentsandaimingtoreachanaverageofonePhDgraduatedannuallyperfacultymember.Atthesametime,wewillendeavortoreduceourundergraduatestudentenrolmentto4,000by2015,with25%ofundergraduatesconsistingofinternationalstudents.Infall2010,Full-TimeEquivalents(FTEs)were4,599undergraduateand1,527graduatestudents,apercentageratioof75.1%to24.9%.• SurpassedAcademicPlangoalofenrolling2,000graduatestudentsby2015threeyears

aheadofschedule,nowat2,364.• Increasedtheproportionofgraduatestudentsinouroverallstudentbody32.9%,bringing

usclosertoourlongertermgoalof40%.• Increasedthetotalnumberoffull-timeequivalentprofessionalmaster’sstudentstosurpass

thenumberoffull-timeequivalentMAScstudents(56%,goalwas50%).• Increasedtotalnumberofstudentspursuingprofessionalmaster’sdegrees(MEngand

MHSc)to882in2016–2017,morethantripletheenrolmentintheseprogramsadecadeago.

• IncreasedthenumberofstudentsinourPhDprogramby58%overthepastdecade.• Grewthenumberoffull-timeequivalentMEngstudentsby600%overthepastdecade

throughthedevelopmentofvibrantprograms,includingspecializationsinSustainableEnergy,Robotics&Mechatronics,andEngineering&Globalization.

4.2STUDENTEXPERIENCE:APPROGRESSHIGHLIGHTS4.2.1Ensurethatallourundergraduatecurriculaprovidestudentswithsufficientself-directedtimetofullyreflectonandunderstandthematerialintheirprogram,thevisionandrelevanceto‘learnhowtolearn,’andtheadvantageoftakingopportunitiestoexperienceandengageinUniversitylifeoutsidetheclassroomthroughextracurricularandco-curricularactivities.• ContinuetoofferprogramssuchasSuccess101,athree-dayacademicskillsmini-courseas

partoftheFirstYearFoundationsProgram,severaltimeseachsummertohelpnewstudentsprepareforthetheirstudiesatUofTEngineering.


• Increasedtheundergraduateretentionratetoarecord93.8%in2014from80.9%adecadeago.

• HeldtownhallmeetingsdedicatedtoopendiscussiononFacultyprogramenhancements,offeredpaneldiscussiononexchangeopportunities;effortstranslatedtoa68%increaseinapplicationsforinternationalsummerexchangeprograms.

• Launched34start-upsthroughTheEntrepreneurshipHatcherysince2013.• Recognizedstudentsviatheco-curricularrecordforthecompetenciestheygainthrough

theirrolesonathleticteams,studentgovernment,culturalclubs,designteamsorothercampusorganizationsviatheco-curricularrecord(CCR).StudentscanalsoaccessthisofficialUofTdocumenttofindactivitiesandorganizationsthatareinlinewiththeirpersonaldevelopmentgoals.

o Initspilotyear(2013–2014),theCCRrecognized15rolesonselectedstudentclubsandteams.In2014–2015,thiswasexpandedto215recognizedroles.

• Offeredtwocoursesviatheinvertedclassroommodel,allowingstudentsmoretimeinclassforinquiry,applicationandassessmentofmaterialwithinstructors.

• ImplementedrecommendationsfromtheCoreCurriculumTaskForcetoassistwithtransitionfromhighschooltouniversity,includingthedevelopmentofAPS100-OrientationtoEngineering.

• Placed790students—thelargestcohortyet—inPEYinternshipswithleadingcompanies,including79outsideofCanadain2015–2016,comparedto581and34,respectivelyin2011-2012.

4.2.2Engagemoreundergraduatesinfacultyresearchactivities.EnhancesummeropportunitiesforourundergraduatesbyexpandingtheEngineeringSummerInternshipProgram(eSIP)andbyincreasingsummerresearchopportunitiesbothwithintheFacultyandthroughagreementswithinternationalinstitutions.• Increasedundergraduateparticipationinsummerresearchto307in2016,upfrom202

studentsin2011.• Createdanewcreditcourse,APS299-SummerResearchAbroad,forstudentswhowishto

receivedegreecreditforsummerresearch.• Increasedthenumberofstudentsparticipatingininternationalsummerresearchto76

from18in2011.• HeldtheUndergraduateEngineeringResearchDay(UnERD),aone-dayresearch

symposiumforstudentstocelebrateundergraduateengineeringresearchcarriedoutoverthesummerandallowstudentstogainkeycompetenciesinabstractwritingandnetworking.ThisannualeventisheldinAugustandfeaturesnearly100posterandpodiumpresentationsonawiderangeoftopics.

4.2.3Enhanceourstudents’accesstoelectivesoutsidetechnicalcourses.• DevelopedandsignedanInterdivisionalTeachingAgreementwiththeFacultyofArts&

SciencethatincludesanacademicframeworkthatenablesthetwoFacultiestoworktogethertoachieveoureducationalmissionforthebenefitofstudentsandfaculty,andfocusonpedagogyratherthanfunding.TheagreementguaranteesanumberofcourseslotsintheFacultyofArts&Scienceforengineeringstudents.


• LaunchedanewFaculty-wideSummerLeadershipProgramthroughILead.Thiseight-weekcourseprovidessummerresearchstudentswithopportunitiestobetterunderstandtheirstrengthsandvaluesandgainnewperspectivesonengineeringanditsimpactonsociety.ILeadalsoaddedfournewcomplementarystudiescoursesinsubjectsfromengineeringleadershiptopositivepsychology.

4.2.4Enhanceourundergraduateandgraduatestudents’non-traditionaleducationalopportunities,includinginternationalacademicexchangesandinternships,coursesofferedabroad,fieldcourses,andcreditforworkinextracurricularactivitiessuchasdesignteams.• Celebratedthelaunchofseveralcompaniesthatreceivedsupportfromoneorbothofour

entrepreneurshipaccelerators,Start@UTIASandTheEntrepreneurship:o KeplerCommunications,MedChart,PillsyandTeleHexallreceivedfundingfromthe

OntarioCentresofExcellence’sSmartStartSeedFund.o teaBOT,apurveyorofcustomized,robot-blendedcupsoftea,openeditssixthNorth

AmericanlocationinLosAngeles.• Supportedstudents’entrepreneurialintereststhroughideamarkets,speakerseriesand

hackathonsatTheHatchery.• ParticipatedintheGlobexProgramatPekingUniversity(PKU),anintensivefour-week

summerprogramwith17MIEstudentsand5facultytakingpartsince2012.• Establishedacross-culturalcapstonecoursewithPKU,recentlyexpandedtoTsinghua

University,wherestudentteamsineachinstitutionpartnertogethertosolveanindustrysponsoredproblem.~70studentshaveparticipatedtodate.

• Increasedthenumberofstudentsparticipatedinoutgoingexchangestopeerinstitutionsto89from61in2013.Institutionsincluded:MassachusettsInstituteofTechnology,ETH-ZurichSwissFederalInstituteofTechnologyandNationalUniversityofSingapore.

• Establishedaflex-timePhDoptioninseveraldepartmentsthatallowsstudentswhoareemployedfull-timeandhaveamaster’sdegreeinengineeringtopursueaPhD;thisspecialtydegreeisapartnershipbetweenastudent,anemployerandasupervisingprofessor.

4.2.5ContinuetoinspiretheFaculty’scultureofteachingexcellenceandsupportteachinginitiativesthatimprovestudentexperience,supporttheirconnectionswithcoursecontent,increasein-classengagementandstrengthenstudents’understandingofcourserelevance.• LaunchedtheEngineeringInstructionalInnovationProgram(EIIP)in2013,whichmakes

strategicinvestmentsthatwillleadtobetterpedagogyinselectedcoursesandimprovementsinthelearningexperienceforourstudents.Inthemostrecentcallforproposals,EIIPsupportedprojectsincluding:ParallelClassrooms;andRe-engineeringMathematicsEducation.

• ReceivedrecommendationsfromtheDean’sTaskForceforCoreCurriculumReviewinDecember2014;appointedworkinggrouptoguideandoverseetheimplementationoftheserecommendationstoimproveourfirst-yearcurriculumandoverallstudentexperience.


• EstablishedanawardforSustainedExcellenceinTeachingtorecognizeexceptionalfacultywhohavetaughtundergraduateEngineeringstudentsforatleast15consecutiveyearsandhavepreviouslywonsomeotherformofrecognitionofteachingexcellencewithintheFaculty.

4.2.6Promoteextracurricularactivitiesthroughcommunications,facultymentoringandsuitablespaceandfacilities.• Installedalarge-scaleprojectionsystem,tiedtotheFaculty’sdigitaldisplaynetwork,which

allowstheEngineeringSocietyanditsaffiliatedclubstodisplaydigitalbanners.• StreamlinedtheprocessforstudentsclubfundingbycreatingtheCentralizedProcessfor

StudentInitiationFunding(CPSIF),whichallowsstudentgroupstoapplytovariousfundingresourcesfromwithintheFacultyofAppliedScience&Engineeringinasingleapplication.

• HeldfourthannualPinkShirtDayin2016,toraiseawarenessaboutbullyinganddiscrimination,completewithaphotoboothwherepeoplerecordedstatementsaboutdiversity.

• FeaturedUofTEngineeringVarsityathletesinstudentnewspublications.• AppointedaworkinggrouptoconductanauditoftheFaculty’smakerspacesanddevelop

recommendationsforimprovementsandcommunicationofavailability.

4.2.7Activelyengageandsupportstudentsintheiruniqueacademicandnon-academicexperiencesassoonastheyenterourFaculty,sotheycanthrivethroughouttheirstudies.• Offeredawiderangeofacademicsupports,suchas:

o First-YearFoundationsprogram,whichhelpsstudentssharpentheirtechnicalskills,becomefamiliarwiththecampus,meetfutureclassmatesandgainvaluableadvicefromcurrentstudentsandprofessors;

o embeddedcounsellorswhoprovideguidanceandidentifystudentswhomaybenefitfromextrasupport;

o Peer-AssistedStudySessions(PASS),ledbyhighlysuccessfulupper-yearstudents;and

o supportforinternationalstudents,includinginternationalstudenttransitionadvising,onlinechatsfromJunetoSeptemberforinternationalstudentstoaskquestionsandreceiveassistance,andtheInternationalFoundationProgram,whichallowsacademicallystrongstudentstogainconditionaladmissionasnon-degreestudentswhiletheycompleteintensiveEnglish-languagetrainingandtheEngineeringStrategiesandPracticecourseseries.

• ConnectedstudentswithprogramsofferedbytheCentreforInternationalExperience,including:

o iConnect,aninterculturalmentorshipprogram;ando StepUp,aweek-long,residentialpre-orientationprogramthatprepares

internationalstudentsfortheirstudiesatUofT,withtheEngineeringFirst-YearOfficeprovidingengineering-specificinput.

4.2.8EngageMasterofEngineering(MEng)studentstoimprovethequalityoftheirexperience.


• InitiateddepartmentalMEng-onlyorientationstomeetspecificneedsofprofessionalgraduatestudents,inadditiontotheFaculty-wideMEngorientation.

• Movedtoanewonlinecourseevaluationsystemforgraduatecoursesinfall2014toprovideenhancedfeedbacktoinstructorsonthequalityoftheirteaching.

• SubstantiallyexpandedELITEemphasis,offering37courses.• StrengthenedMEngofferingsbylaunchingprogramemphasesin:SustainableEnergy,

AdvancedManufacturing,AdvancedWaterTechnologies&ProcessDesign,SustainableAviation,andFinancialEngineering.Totalnumberofareasofemphasisisnow12.

• CreatednewMEnginBiomedicalEngineering,aone-yearprogramfocusingonmedicaldevicedesignthatreceiveditsfirstcohortinfall2016.

• Continuedtoenhanceexperientiallearningandentrepreneurshipopportunitiesforallofourgraduatestudents.Co-curricularincubatorprogramssuchasStart@UTIASandTheEntrepreneurshipHatcheryoffermentoring,expertiseandotherresourcesthathelpstudentslaunchstart-upsandbringtheirinnovationstomarket.

• ProvidedMEngstudentswiththeopportunitytoapplytheirknowledgeandskillsinmultidisciplinaryteamsandaddresstechnicalresearchchallengesproposedbyindustrypartnersviatheMultidisciplinaryMEngProject,offeredbytheUniversityofTorontoInstituteforMultidisciplinaryDesign&Innovation(UT-IMDI).

• OfferedMEngstudentsinternshipswithindustrypartnersthroughUT-IMDI.

4.2.9Enrichgraduatestudents’academiclifeandbuildastrongersenseofcommunityamonggraduatestudentsacrosstheFaculty.• OfferedInstructorTrainingConferencetoassistteachingassistantsinvolvedwithDEEP

SummerAcademy:in2016,110peopleattended,upfrom68attendeesin2013.• CreatedtheCollaborativePrograminEngineeringEducation(EngEd)infall2014for

master’sanddoctoralstudentsfromUofTEngineeringandtheOntarioInstituteforStudiesinEducation(OISE)tojointhesmallcommunityofscholarsimmersedinresearchandlearningatthenexusofeducationandengineeringpractice.TheprogramisthefirstofitskindinCanada.Initssecondyear,theenrolmentgrewfromsixto12students.

• OfferedtheProspectiveProfessorsinTraining(PPIT)program,whichgivesPhDcandidateswhoareinterestedincareersinacademiatheopportunitytodesigncoursesandresearchprograms;developeffectiveacademiccurriculumvitae,teachingdossiersandresearchstatements;andprepareforacademicjobinterviews.

• InitiatedthedevelopmentofaseriesofworkshopsgearedtowardsprofessionaldevelopmentforPhDstudentswhodonotwishtopursueacareerinacademia.AformalprogramisplannedforSeptember2017.

Academic Plan 2011–2016 — Final Report on Progress and Achievements Research Foci of 48

5.ResearchFoci

UofTEngineering’sexcellentresearchprogramshavecontributedtoourglobalrankingasthetopengineeringschoolinCanadaandisamajorfactorinourabilitytoattractoutstandingfacultyandgraduatestudents.Ourstrategicfocusoncross-Facultyinitiativesthatnurtureacultureofcollaborationandcross-disciplinarityarekeyelementsofourreputationandsuccess.Wenowhavemorethan25multidisciplinaryresearchcentresandinstitutes,11ofwhichwerecreatedinthepastfiveyears.Severalofthesenewcentres,includingtheInstituteforSustainableEnergy,UniversityofTorontoTransportationResearchInstitute,InstituteforRoboticsandMechatronics,andtheIdentity,PrivacyandSecurityInstitute,bringtogetherfacultymembersandgraduatestudentsfromEngineeringandtheFacultyofArts&Science,DallaLanaSchoolofPublicHealth,MunkCentreforGlobalAffairs,andtheSchoolforPublicPolicyandGovernancetoadvanceresearchtocomplexglobalproblems.WehavealsoenabledadditionalmultidisciplinaryresearchcollaborationsthroughtheDean’sStrategicFundforinitiativessuchastheFoodandNutritionSecurityEngineeringInitiative,EngineeringEducationforSustainableCitiesinAfrica,andPublicHealthDiagnosticsInitiative.Inthepasttwoyears,wehavesolidifiedanalreadystrongnetworkofresearchpartnershipswithotherUofTFacultiesandaffiliatedhospitalsthroughtheTranslationalBiologyandEngineeringProgram(TBEP),akeycomponentoftheTedRogersCentreforHeartResearch,andMedicinebyDesign(MbD),bothledbyEngineeringfacultymembers.TBEPcurrentlyincludeseightprincipalinvestigatorswhoseresearchfocusesonstemcelltechnologies,cellularandtissueengineeringtechniques,cellsignalling,experimentalplatformdevelopmentandclinicalresearchinheartregeneration,andwasmadepossiblethroughagenerousdonationfromtheRogersfamily.MbDbringstogethermorethan90researchersfromacrossUofTandthehospitalstomakediscoveriesinregenerativemedicineandcelltherapyusingengineeringdesignprinciplesandquantitativebiologicalmodelling.Withitscommercializationpartner,theCentreforCommercializationofRegenerativeMedicine(CCRM),MbDisalsoacceleratingclinicaltranslationandcommercializationofthesediscoveriesandstrengtheningCanada’spositionasaleaderinregenerativemedicine.Theinitiativeismadepossibleinpartbya$114-milliongrantfromtheCanadaFirstResearchExcellenceFund,thelargestsingleresearchgrantinUofT’shistory.


WeachievedouroriginalAcademicPlangoalofincreasingourTri-Councilfundingto$25millionperyearby2015in2012–2013,threeyearsearly,andaremakingexcellentprogresstowardournewgoalof$32millionby2015–2016.In2014–2015,themostrecentyearforwhichwehavecompletedata,wereachedarecord$31.8million.TheimportanceofthisfundingisunderscoredbythefactthatthenationalreallocationofCanadaResearchChairs(CRCs),whichoccurseverytwoyears,isbasedontheproportionofTri-CouncilandNetworksofCentresofExcellence(NCE)fundingthateachuniversityreceives.UofTEngineering’sfive-yearcumulativeshareofNSERCfundingwas9.3percent,greaterthananyotherCanadianengineeringschool.WereceivedsevenneworrenewedCRCsin2016,bringingourtotalto29.Today,UofTEngineeringhas77researchchairsincluding27EndowedChairs,8IndustrialResearchChairs,8UofTDistinguishedProfessorsand5UniversityProfessors.WerecentlyreceivedtwonewCollaborativeResearchandTrainingExperience(CREATE)grants,bringingourFaculty’stotaltoeight.Wehavebeensuccessfulingainingresearchfundsfromanumberofprogramsoverthelastfiveyearsincluding:twomajorStrategicNetworkgrants(SmartApplicationsonVirtualInfrastructure,andIndustrialBiocatalysisNetwork)totalling$25.0million,$34.8millioninCFIfunding,and$38.4millioninNSERCDiscoveryGrants.Inthemostrecentrounds,wereceived$11.3millionforfourOntarioResearchFund-ResearchExcellence(ORF-RE)projects,andsixEarlyResearcherAwards.Oursuccesscanbeattributed,inpart,tomechanismswehaveimplementedinrecentyearstoassistfacultymembersintheirpursuitofresearchandcommercializationactivities.Examplesinclude:supportforjuniorfacultymembersandemergingresearchleaderswithgrantpreparationandidentificationofnewindustrypartners;hostingpanelsessionalonbestpracticesinresearchwithafocusonpartnershipandcollaborativeresearch;holdingworkshopsandinternalpeerreviewsduringawardcompetitions;andprovidingoperationalsupportfundingforlargeinfrastructureprojects.TheFacultyengageswithmorethan300industrypartnersaroundtheworldthroughourresearchendeavours,capstonedesignprojectsandinternships.Ourtwodirectorsofcorporatepartnerships,whofocusongovernmentandinternationalpartnershipsandfoundationpartnerships,respectively,workwithfacultytoidentifyareaswhereourpartners’strategicmedium-to-longtermprioritiesoverlapwithours,facilitatinganapproachthatmovesbeyondthetransactionalone-time,project-basedcollaborationstoonewithgreateropportunities.Eachyear,wehostanindustrypartnersreceptiontorecognizeexistingpartnersanddevelopnewrelationships.Strengtheningourresearchinfrastructuretobeinlinewithourglobalreputationcontinuestobeanareaoffocus.Inadditiontothepreviouslymentionedgrantsandthe


CentreforEngineeringInnovation&Entrepreneurship(CEIE),whichwillhouseseveralofourmultidisciplinaryresearchcentresandinstitutes,wesecuredaninvestmentfromthefederalgovernment’sPost-SecondaryInstitutionsStrategicImprovementFundthat,whencoupledwithmatchingfundsfromtheFaculty,willresultin$31.6millioninrenovationsto89laboratoryfacilities,impactingover330researchers,studentsandstaff.

RESEARCHFOCI:ACADEMICPLANPROGRESSHIGHLIGHTS5.1Createnewandsupportcurrentresearchcentresaroundstrategicresearchthemesthatmakesignificant,relevantimpactsonsociety.• Builtandimplementedaprocesstoreview,phaseout,andencourageEDU:CsandEDU:Dsin

theirdevelopmentandresearch.• Since2011,createdthefollowingEDUs:

o CentreforHealthcareEngineeringo CentreforGlobalEngineeringo Identity,PrivacyandSecurityInstituteo CentreforResearchinSustainableAviationo CentreforPowerandInformationo CentreforAerialRoboticsResearchandEducationo UniversityofTorontoTransportationResearchInstituteo CentreforAdvancedCoatingTechnologieso TorontoInstituteofAdvancedManufacturingo InstituteforRoboticsandMechatronicso CentreforResilienceofCriticalInfrastructureo CentreforManagementofTechnologyandEntrepreneurshipo InstituteforLeadershipEducationinEngineeringo InstituteforSustainableEnergyo UniversityofTorontoInstituteforMultidisciplinaryDesign&Innovation

• PartneredwiththeFacultiesofArts&ScienceandMedicine,theLeslieDanFacultyofPharmacyandUofT-affiliatedhospitalsinthecreationofMedicinebyDesign(MbD),aregenerativemedicineinitiativemadepossibleinpartbya$114-milliongrantfromtheCanadaFirstResearchExcellenceFund.MbDisledbyIBBMEProfessorPeterZandstraandincludes16researchersfromourFaculty.

5.2IncreaseourTri-councilfundinglevelto$25millionperannumby2015.• Reachedgoalof$25millionperyearinTri-Councilfundingin2012–2013,threeyears

earlierthanoriginallytargeted.Subsequentlyincreasedgoalto$32millionby2015–2016.o Facultyachievedarecord$31.8millionin2014–2015,whichputsusinanexcellent

positiontoreachourgoalof$32millionby2015–2016.


5.3By2015,increasethenumberofCanadaResearchChairsbyeight(toatotalof30),increaseIndustrialResearchChairsbysix(toatotalof10)andincreaseEndowedChairsandLimitedTermChairsby13(toatotalof40).• Facultyishometo77researchchairsheldby69individualchairholders.Thesechairs

includeCanadaResearchChairs,endowedchairs,NSERCIndustrialResearchChairs,UofTDistinguishedProfessorsandUniversityProfessors.

• ContinuetosharebestpracticesthroughtheFaculty’sResearchCommitteetofostergrowthofsponsoredresearch,whichinturnimpactstheFaculty’sCanadaResearchChairallocation.

5.4DevelopadditionalfundingsourcesthroughtheSocialSciencesandHumanitiesResearchCouncil(SSHRC),theCanadianInstitutesofHealthResearch(CIHR),corporations,industriesandinternationalgrantingagencies.• CreatedEMHSeed,aseedfundingprogramthatsupportscollaborativeresearchprojects

thatbringtogetherco-principalinvestigatorsfromUofTEngineering,andeithertheFacultyofMedicineoranaffiliatedhospital.Theprogramleveragestheworld-classexpertiseofUofTandtheTorontoAcademicHealthScienceNetwork,workingattheconvergenceofengineering,medicineandhealth.InaninitialroundoffundingannouncedinMarch2016,nineprojectsreceivedseedgrants.

• IncreasedtheamountofCIHRfundingfrom$1.4millionin2010–2011to$3.2millionin2014–2015.

5.5Supportjuniorfacultymembersandemergingresearchleaderstoensurethattheysuccessfullysecureexternalresearchfundingfromindustry,federalandprovincialsources.• EstablishedBestPracticesinResearch,anewlunchtimepanelseriesthatraisesawareness

andsupportsemergingresearchleaders.• Establishedapeerreviewormentorshipprogramineachdepartmenttosupportandguide

facultymembersinthedevelopmentoftheirNSERCDiscoveryGrant(DG)andResearchToolsandInstruments(RTI)grantapplications.

• PreparedjuniorfacultytoapplyforEarlyResearchAwards(ERA)byhostingapanelcalledSucceedingintheERAandinitiatinganinternalexpertreviewduringthecompetitiontocritiqueeachoftheFaculty’sapplications.

• CreatedthePercyEdwardHartandErwinEdwardHartProfessorships(withincomefromtheHartTrust);awardedsevenfacultymembers,eachwithinthefirst10yearsofhis/heracademiccareer,$75,000peryearforthreeyearsforresearchandgraduatestudentsupport.


5.6Raiseawarenessandpromoteourresearchcontributionsandbreakthroughswithpeers,fundingagencies,industryandthepublic.• MappedandlinkedAdvancementandResearchresourcesviaResearchImpactNarratives

lunchtimespeakerseries.• CreatedtheResearchLeaderAwardin2012–2013tohonourafacultymemberorteamthat

hasshownleadershipininnovative,interdisciplinaryand/orcollaborativeresearchinitiativesthathaveenhancedtheFaculty’sresearchprofilewithinthebroadercommunity.

• Producedseveralnewresearchbrochuresonwater,advancedmanufacturing,healthcareengineering,nanoengineeringandsustainableminingtosupportcorporateoutreachactivitiesandindustrypartnerships.

• Launchedanumberofstrategicinitiatives,includingproactivemediaoutreach,andenhancedonlinepresenceandimprovedmarketingmaterials,aimedatstrengtheningourvisibilityandourreputationforexcellence.

• ParticipatedintheUniversityofTorontoScience&EngineeringEngagementeventforSustainability&Engineering,withapresentationonenvironmentallysustainableaviation.

5.7GeneratesynergisticresearchpartnershipswithpeerinstitutionswithinCanada,andstrategicinternationalpartners,whiletakingonleadershiprolesatthenationalandinternationallevels.• DevelopedconnectionsbetweenAdvancement,Vice-DeanResearchandProfessional

ExperienceYear(PEY)officestotrackindustrypartnersinterestedinHighlyQualifiedPersonnelandstudenthiring,andtoleverageexistingPEYrelationshipsforphilanthropyandresearch.

• EnhancedcollaborationwiththeVice-President,InternationalandtheVice-President,ResearchandInnovationoninternationalpartnershipdevelopment.

• PartneredwithmultipleCanadianinstitutionsonNSERCCREATE,StrategicResearchNetwork,andCFREFapplications.

• Successfullyleveragedindustrialpartnerships,whichledtotremendousgrowthinNSERCfundingoverthepastdecade(accountedfor44percentofourNSERCfundingalonein2014–2015).

• Collaboratedinresearchwithmorethan300industrypartners,fromlargemultinationalssuchasApple,IntelandGeneralElectrictolocalbusinessessuchastheGreaterTorontoAirportsAuthorityandUofTspinoffssuchasCrowdmark.

5.8IncreaseparticipationandprovideleadershiponexternalreviewcommitteesingrantingagenciessuchastheNaturalSciencesandEngineeringResearchCouncil(NSERC),OntarioCentresofExcellence(OCE),andtheOntarioMinistryofResearchandInnovation(MRI).• PartneredwiththeOfficeoftheVice-President,ResearchandInnovationandtheOntario

CouncilofUniversityResearchtosuccessfullymakethecasetoOntario’sMinistryofResearchandInnovationtoimprovetransparencyinitsreviewprocessfortheOntarioResearchFund–ResearchExcellence(ORF-RE)program.


• WorkedwithOntarioCentresofExcellencetowardsharmonizingtheapplicationprocessofOCEpartnershipsgrantsandalliedNSERCCollaborativeResearchandDevelopmentsubmissions.

• ContinuedtoengagewiththeOntarioCentresofExcellencetoprovidematchingsupportfortheHeffernanEntrepreneurshipFellowships.

• Participatedinthe2013announcementbytheMinistryofResearchandInnovationof$35millioninmatchingfundingsupportforUofTresearchers.

• ContributedourexpertiseonNSERCandothergovernmentagencypanels;thefacultymemberswhoparticipatenotonlystrengthentheseorganizations,butalsogainvaluableinsightintohowwecanenhanceourownprogramsandinternalsystemstoalignwiththebestpracticesobservedintheirreviews.

5.9Enhancemultidisciplinary,collaborativeresearchendeavors.• Co-hostedEngineeringGlobalHealthSymposium.• Completedthe$10-millionlaboratoryfortheTranslationalBiologyandEngineering

Program(TBEP)intheMaRSCentrePhase2(MaRS2),partoftheTedRogersCentreforHeartResearchandestablishedtheTranslationalBiologyandEngineeringProgram(TBEP)ledbyEngineeringfacultyincollaborationwiththeFacultiesofMedicineandDentistry.

• PartneredwiththeFacultiesofArts&ScienceandMedicine,theLeslieDanFacultyofPharmacyandUofT-affiliatedhospitalsinthecreationofMedicinebyDesign(MbD),aregenerativemedicineinitiativemadepossibleinpartbya$114-milliongrantfromtheCanadaFirstResearchExcellenceFund,thelargestresearchgrantinUofT’shistory.MbDisledbyIBBMEProfessorPeterZandstraandincludes16researchersfromourFaculty.

• Enabled13collaborativeresearchcentresandinitiativesthroughtheDean’sStrategicFund,includingtheCentreforAerialRoboticsResearchandEducation.

• EstablishedEMH:Seed:SeedingInnovationResearchPartnershipstoprovidefundingtoenablesignificant,externally-supportedprojectsandencouragemultidisciplinarycollaborationsbetweenEngineeringandMedicine.

5.10Engagemoreundergraduateandinternationalgraduatestudentsinfacultyresearchactivities• Increasedundergraduateparticipationinsummerresearch;upfrom202studentsin2011

to307in2016.• Increasedthenumberofstudentscompletingsummerresearchabroadto76in2016–2017

from18in2011–2012.• EngagedstudentsonthetopicofundergraduateresearchopportunitiesattheDean’sTown

Hall.• Heldeverysummer,theUndergraduateEngineeringResearchDay(UnERD),aone-day

researchsymposiumforstudentstocelebrateundergraduateengineeringresearchcarriedoutoverthesummerandallowingstudentstogainkeycompetenciesthroughabstractwritingandcollaborativenetworking.ThisannualeventisheldinAugustandfeaturesnearly100posterandpodiumpresentationsonawiderangeoftopics.

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6.Outreach,CollaborationandInfluence

UofTEngineeringcontinuestobuildonourglobalreachthroughstrategicinstitutionalpartnerships,studentmobility,internationalstudentrecruitmentandotherinitiativestoenhanceourinstitutionalcontributionsandinfluence.Wecreateformalpartnershipsforacademic,research,and/orstudentexchangewherewehaveexistingcollaborationsandrelationships,andinareasthataremutuallybeneficial.Overthepastfewyears,wehavedevelopedrelationshipswithkeyinstitutionsaroundtheworld,includingAddisAbabaUniversity,PekingUniversity,HongKongUniversityofScienceandTechnology,andETHZurich.In2015-2016,weformalizedtwoagreementswithShanghaiJiaoTongUniversity(SJTU),along-standingpartnerwithouraerospaceprogram.TheseagreementsenableSJTUmaster’sstudentstoobtainaUofTEngineeringMEng,andselectstudentstoparticipateinajointplacementPhD.Since2013,ourFacultycreatedthree3+1+1programswithselectinstitutionsinAsia,oneofwhichisintheprocessofbeingconvertedtoadualdegree.Theseuniqueprogramsallowtopthird-yearengineeringstudentstoapplytoUofTEngineeringtocompletetheirfourthyearherewhilegainingconditionalacceptanceintooneofourMEngprograms.Todate,12studentshaveparticipated.WealsoexpandedourinternationalcapstonecoursewithPekingUniversitytoTsinghuaUniversity.OurstudentsrecognizetheimportanceofglobalfluencyandareparticipatinginincreasingnumbersinsummerresearchabroadandinternationalProfessionalExperienceYear(PEY)internships.Locally,weengagemorethan9,000pre-universitystudentsthroughouroutreachprograms.IncreasingawarenessoftheengineeringprofessionandtheroleitplaysinsocietyiscriticaltoourfuturesuccessandstartswithstudentsasearlyasGrade3.Thisawarenessisaccomplishedthroughanumberofprogramstargetedatbothstudentsandteachersinmiddleandhighschool.InMay2016,wehostedaone-dayworkshop—InnovateU—inpartnershipwithGoogleCanadaandActua,thatattractedmorethan1,400studentsandteacherstolearnmoreaboutscience,technology,engineeringandmath(STEM).Wereachedmorethan7,000highschoolstudentsthroughourDaVinciEngineeringEnrichmentProgram(DEEP)SummerAcademy,one-thirdofwhomwerewomen.Wecontinuetodevelopprogramsandreachouttounderrepresentedcommunities,particularlywomenandIndigenousyouth,anareawerecognizeneedsadditionaleffort.StepstakenthispastyearincludethecreationofaDean'sAdvisoryCommitteeonIndigenousEngineeringInitiatives&OutreachaswellasthehiringofaDirector,EngineeringPathwaysandIndigenousPartnerships,toengagewithIndigenous


communitieswiththegoalofincreasingtherateofparticipationandacademicsuccessofIndigenousstudentsinEngineering.WithinUofT,ourFacultycontinuestoenhanceourinter-Facultypartnershipsinresearchandeducation.In2015,wesignedaninterdivisionalteachingagreementwiththeFacultyofArts&Sciencetoformalizeourrelationshipandtoenableustoworktogethermoreeffectivelyinthedeliveryoftechnicalandmathcourses,andincreasetheavailabilityofspotsforEngineeringstudentsinnon-technicalelectives.TheCentreforGlobalEngineering(CGEN)workscloselywiththeRotmanSchoolofManagementandtheDallaLanaSchoolofPublicHealthonJCR1000Y,aproject-basedcoursethatbringstogetherstudentsfromdifferentdisciplinestoworkinteamstoaddressamajorglobalchallenge.UofTEngineeringalsoestablishedagraduatecollaborativeprograminEngineeringEducationin2014withtheOntarioInstituteforStudiesinEducation(OISE)thatenablesgraduatestudentstojoinacommunityofscholarsinterestedinresearchandlearningattheintersectionofeducationandengineeringpractice.Amongourmanyresearchcentresandinstitutes,weworkcollaborativelywithotherFacultiesandinstitutionstodevelopsolutionstopressingchallenges.ThisincludestheSouthernOntarioCentreforAtmosphericAerosolResearch(SOCAAR),aninterdisciplinarycentreforthestudyofairquality,withafocusonhowaerosolsimpacthumanhealthandtheenvironment.PrincipalInvestigatorscomefromanumberofdepartmentsinEngineering,Arts&Science,aswellastheDallaLanaSchoolofPublicHealth.TheUniversityofTorontoTransportationResearchInstitute(UTTRI)workswithfacultyinArts&Science,theMartinProsperityInstitute,MunkSchoolofGlobalAffairsandSchoolofPublicPolicy&Governancetostudyanddevelopurbantransportationsystemsandsolutions.These,inadditiontolarge-scaleprojectssuchastheTranslationalBiologyandEngineeringProgram(TBEP)andMedicinebyDesign(MbD)mentionedintheresearchchapter,ensurethatourFacultycontinuestoplayanintegralroleintheUniversity’sresearchagenda.Ourrichnetworkofmorethan48,000alumniisoneofourmostvaluableresources.Theyareourstrongestambassadors,andtheircontinuedcommitmenttotheFacultyenablesustocreateunparalleledopportunitiesforourstudents.OuralumniactasmentorsthroughourformalprogramsaswellasthroughTheEntrepreneurshipHatchery.Theyareourindustrypartnersinresearchcollaborationsandcapstonedesignprojects,andemployersthroughourPEYprogram.MembersofourSkule™familyalsoprovideinvaluableadviceandconnectionsondepartmentaladvisoryandindustryboards,aswellasonourFacultyCampaignExecutive.Theyalsohelpshapethefutureofourstudentbodybyassessingapplicationsthroughourbroad-basedadmissionssystem.


WenowhaveEngineeringAlumniAssociationchaptersinCalgary,SiliconValley,andHongKong.Theseregionsareparticularlyactiveandassistusgreatlyinrecruitmentandoutreach.Wehostmorethan60alumnieventsperyear,includingourBizSkulespeakerseriesandnetworkingreceptionsaroundtheworld.OuralumniinAsiaarealsodedicatedchampionsofourFacultyandstudents.TheyhavegenerouslysupportedtheCentreforEngineeringInnovation&Entrepreneurship(CEIE)andcontinuetobeactivelyinvolvedthroughouttheregionthroughphilanthropy,careerandsocialevents.InadditiontotheDean’sannualvisitstothearea,wearepleasedtohaveaccompaniedUniversityofTorontoPresidentMericGertlerandVice-PresidentofUniversityAdvancementDavidPalmertoSingaporetoconnectwithourinfluentialalumniandfacilitatediscussionsregardingtheUniversity’sthreestrategicprioritiesandalumniparticipationontheUniversity’sInternationalAdvisoryCouncil.SincethelaunchofBoundless:TheCampaignfortheUniversityofTorontoin2011,wehaveraised$180millionofour$200milliongoal,including$29.3millionin2015–2016.OurSkule™communityhasralliedaroundtheseefforts,particularlytheCEIE.Ournewbuildingisdesignedtofosteranenvironmentofmultidisciplinaryeducationandresearch,bringingtogetherfaculty,students,staff,alumniandindustrypartnersasweshapethefutureofengineering.OUTREACH,COLLABORATIONANDINFLUENCE:ACADEMICPLANPROGRESSHIGHLIGHTS6.1BetterunderstandthebreadthoftheFaculty’scurrentoutreach,collaborativeandinfluencingefforts,thenefficientlymanage,support,developandcommunicatetheseactivities.• Developedacorporatebrochurethathighlightsourkeyresearchstrengthsandthebenefits

ofpartneringwithUofTEngineering;thebrochurecanbecustomizedtotargetspecificaudiences,orfeatureaspecificdepartmentorresearcharea.

• ConductedareadershipsurveyforourSkulemattersalumnimagazine,followingthecompletionoftheissueonentrepreneurshipandcommercialization,toensurewearemeetingtheneedsandinterestsofouralumni;feedbackgatheredwasusedtoenhancethecontentandlayoutinthefall2015Skulemattershighlighting“WomeninEngineering:ATraditionofExcellence.”

• DistributedamarketinginsertthroughSkulematterstomorethan600alumniintheAsia-Pacificregionthatdemonstratesourmanyresearch,studentandalumniconnectionsintheregions,fosteringstrongertiesbetweenAsia-PacificalumniandUofTEngineering.

6.2ContinuebuildingmeaningfulinvolvementandrelationswithEngineeringalumni.


• Held84networkingandprofessionaldevelopmenteventsforalumniaroundtheworldin2015–2016alone.Theseeventsincluded:aSpringReunioneventforalumniwhograduatedbetweenfiveand15yearsago;theEngineeringSocietyHeritageAwardsCelebration;andfourBizSkuleeventsinToronto,CalgaryandCalifornia’sSiliconValley.

• GrewourAlumniMentorshipProgramin2015–2016,with161mentorsand280menteestakingpart–increasesof33%and16%respectivelyoverthepreviousyear.

• CreatedtheYoungAlumniBoard,comprisedofrecentgraduateswhoarerecognizedleadersintheirfieldsandphilanthropicsupportersoftheFaculty,toengageandinvolveyoungeralumniinfundraisingandcommunity-buildinginitiatives.

• RolledouttheGraduwayalumninetworksocialmediaplatformacrossthreedepartmentsin2015–2016,withtwomoreexpectedtolaunchin2017.Graduwayenhancesourabilitytoconnectwithourglobalcommunityofalumniandimprovesengagement,includinginmentorshipandvolunteeropportunities.

6.3StrengthenrelationshipswithotherUniversityofTorontoFaculties.• LaunchedtheMaster’s/PhDcollaborativeprograminEngineeringEducationwiththe

OntarioInstituteforStudiesinEducation(OISE).• CollaboratedwiththeFacultiesofMedicine,PharmacyandArts&Scienceandhospital

partners,inMedicinebyDesign(MbD),aninitiativethatusesengineeringdesignprinciplesandquantitativebiologicalmodellingtoadvancediscoveriesinregenerativemedicine.

• EstablishedtheTranslationalBiologyandEngineeringProgram(TBEP)incollaborationwiththeFacultiesofMedicineandDentistry.

• OfferedtheInterdisciplinaryApproachtoGlobalChallengescourses,throughCentreforGlobalEngineering,whichbroughttogethergraduatestudentsfromUofTEngineering,theDallaLanaSchoolofPublicHealth,theRotmanSchoolofManagementandtheMunkSchoolofGlobalAffairs.

• EstablishedtheUniversityofTorontoTransportationResearchInstitute(UTTRI),aninitiativethatbringsUofT’sconsiderabledepthandbreadthofresearchtobearonurbantransportationproblemsfromtheperspectivesofengineering,humanitiesandscience.

6.4Furtherdevelopsustainablecollaborationswithindustrypartners,andexpandestablishedpartnershipswithaffiliatedhospitalsandresearchinstitutes.• Fosteredandcelebratedourcollaborativesuccesseswithourindustrialandgovernment

partnersthroughourAnnualReceptionforEngineeringIndustryPartners.November2016markedthefifthtimehasbeenheld.

• EngagedwithnumerousindustryclientssuchasPratt&WhitneyandMagellanAerospaceforsummer/multidisciplinarycapstonedesignprojectsthroughtheUniversityofTorontoInstituteforMultidisciplinaryDesign&Innovation(UT-IMDI).

• ContinuedtooffermentorshipandsponsorshipopportunitiesforalumniinindustrythroughTheEntrepreneurshipHatchery.

• Publishedsecondexternalannualreport–InnovationLivesHere–YearinReview2015,insummer2015tosharekeyachievementswithindustrypartners,alumniandprospectivedonors.

• EstablishedtheNSERCDesignChairMultidisciplinaryCapstoneProject(MCP)LeadCommittee,whichincludes12industryrepresentativesandsubmitteditsrenewalproposalfor2017-2020.


6.5Furtherdevelopconnectionswithlocalcommunities,businessesandtheCityofToronto.• WorkedtoimprovesocialserviceswiththeCentreforSocialServicesEngineering,which

appliesindustrialandsystemsengineeringtechniques—includingmathematicalanalysis,bigdataandmachinelearning—toimprovethedeliveryofgoodsandservicestovulnerablepopulationsinurbancentres.

• ContinuedforafifthyeartheSkyGarden,aroof-topgardenontheGalbraithBuildingthatin2015donatedmorethan225kilogramsofvegetablestolocalcharitableorganizations.

• EngagedandworkedwithlocalcommunitiesthroughtheUTTRI,withseveralinitiativesincludingaworkshoponTravelMethodsfortheGreaterGoldenHorseshoe,theIntelligentTransportationSystemsResearchDay,andtheFreightDaySymposium.

• CityofTorontotestedUofTEngineeringgraduateSamahEl-Tantawy’s(CivE)smarttrafficlightsystemon60downtownTorontointersections,reducingdelaysbyasmuchas40%.

6.6Builduponhighschooloutreachandcontinuetoassessourpre-universityactivitieswiththegoalofoptimizingfacultyandstudentinvolvement.• Inspiredmorethan9,000youththroughourpre-universityoutreachprograms,including

thein-schoolworkshopprogramforstudentsinGrades3to8,MarchBreakprograms,Saturdayworkshops,andtheDaVinciEngineeringEnrichmentProgram(DEEP),reachingstudentsinGrades3through12andallowingparticipantstoexplorecutting-edgeengineeringapplicationssuchassustainableenergy,biomedicalengineeringandrobotics.

• ConceivedandlaunchedtheGirls’LeadershipinEngineeringExperience(GLEE),aweekend-longprogramforfemalestudentswithoffersofadmissiontoUofTEngineering.GLEEinspiresstudentstolearnmoreaboutthecontributionstheycanmakeasengineersandtheuniqueopportunitiesourFacultyoffers.In2016,91%ofthe87studentsparticipatinginGLEEacceptedouroffersofadmission,comparedwith77%in2013.

• LaunchedtheDEEPSaturdayWorkshops,whichallowparticipantstoexplorecutting-edgeengineeringapplications,suchassustainableenergy,biomedicalengineeringandrobotics.

• VisitedCaliforniasciencefairstoengagewithtopGrade10and11studentsandofferscholarshipstoDEEPSummerAcademy.

• HostedInnovateU,Canada’slargestscience,technology,engineeringandmath(STEM)eventforchildreninGrades3to8onMay13,2016.Thisone-dayworkshopwasruninpartnershipwithGoogleCanadaandActuaandattractedmorethan1,400studentsandteachersfromacrosstheGreaterTorontoArea.

6.7Developstrategicrelationshipswithdesirablepeer,nationalandinternationalEngineeringschools.• EstablishedUofTEngineeringasaleadingpartnerinBrazil’sCiênciasemFronteiras

(formerlyScienceWithoutBorders)program,welcoming490studentsfromSeptember2012throughDecember2015.Thefinalyearoftheprogramwas2015–2016.

• Enabledourstudentstogaincross-culturalfluencyandexperiencesthatenhancetheirunderstandingofcomplexglobalchallengesthroughinternationaleducationalexchanges,researchprogramsandprofessionalplacements.


o In2015–2016,89studentsparticipatedinoutgoingexchangestopeerinstitutionssuchastheMassachusettsInstituteofTechnology,ETH-ZurichSwissFederalInstituteofTechnologyandNationalUniversityofSingapore.

o 79studentsgainedinvaluableinternationalworkexperiencebycompletingPEYinternshipplacementsoutsideCanadain2015-2016.

• FurtherstrengthenedourrelationshipwithShanghaiJiaoTongUniversity(SJTU),Chinathroughamemorandumofunderstandingtosupportaerospaceresearchandeducationcollaboration.

• Developed3+1+1programswithSouthChinaUniversityofTechnology,ShanghaiUniversity,andTianjinUniversity,thatwillallowselecttopstudentsfromtheseinstitutionstocompletetheirfourthyearofundergraduatestudiesatUofTEngineering,withconditionalacceptancetoourMEngprogram.

• ActivelyrecruitedtopstudentsfromacrossCanadathrougheventssuchasGraduateResearchDaysandanationwiderecruitmenttourheldinpartnershipwithaconsortiumofthecountry’sbestengineeringschools.

• ExpandedthenumberofpartnersinourinternationalcapstonedesigncoursetoincludeTsinghuaUniversityalongwithexistingpartnersPekingUniversity(PKU),theNationalUniversityofSingapore(NUS)andtheUniversityofCalifornia,Irvine.

6.8Increaseinfluenceingovernmentandpublicpolicydecisions.• EngagedwiththeOfficeoftheVice-President,ResearchandInnovation(OVPRI)andthe

OntarioCouncilofUniversityResearch(OCUR)tosuccessfullymakethecasetoOntario’sMinistryofResearchandInnovationtoimprovetransparencyinitsreviewprocessfortheOntarioResearchFund-ResearchExcellence(ORF-RE)program.

• PresentedhighlightsofUofTEngineeringsustainabilityresearchtoNSERCstaffinOttawainFebruary2015.

• Participatedina2013announcementbytheOntarioMinisterofResearchandInnovationofa$35-milliongrantfromtheOntariogovernmentinsupportofUofTresearchinfrastructure.

• MetwithseveralministersandTri-CouncilleadershiptodiscussentrepreneurialadvancesandresearchinfrastructureintheFaculty.

6.9DevelopacultureofstewardshipandgratitudetothealumnianddonorswhoprovidephilanthropicsupporttotheFaculty.• Publiclyrecognizedseveralmajordonorsthroughonlinenewsarticlesandprint

publications.• LaunchedtheFaculty’scomponentofBoundless:TheCampaignfortheUniversityof

TorontoinSeptember2012ataneventattendedbymorethan600membersoftheEngineeringcommunity.

• RecognizeddonorsandacknowledgedtheirgenerousgiftsinsupportoftheFacultyviatheAnnualDean’sDinner

• HostedadynamicgroundbreakingceremonyfortheCentreforEngineeringInnovation&Entrepreneurship(CEIE)thatengageddonorsandthebroaderUofTcommunity.

• CelebratedandrecognizedalumnifortheiroutstandingachievementsviatheEngineeringAlumniAssociationAwardsDinner.


• Attracted$29.3millioninphilanthropicgiftsin2015–2016,bringingourfundraisingforBoundless:TheCampaignfortheUniversityofTorontoto$180million,or90percentofour$200milliongoal.

• LaunchedourfirstSpringReunionGivingcampaignin2016,includingbothonlineanddirectmailgivingoptions.

6.10Encouragetheparticipationofadministrativestaffinprofessionalassociationsrelatedtotheirareaofexpertise,andinthementoringprogramsofferedbytheUniversity.• EstablishedaHumanResourcesOfficeinsummer2013tosupportFacultyobjectives.• SecuredfundingandrelatedsupportfromtheOfficeofStudentLifeforaprofessional

developmentdayforallregistrarialstaffatUofTheldinNovember2012,withmorethan300staffattendingfromthethreecampuses.

• EstablishedaseriesofworkshopsthroughtheOrganizationalDevelopmentandLearningCentre(ODLC)forstaffadvisersandstudentlifeprofessionals;ODLCnowhasanumberofcoursestoassiststaffworkingcloselywithstudents.

• ExploredopportunitiesforformalandinformalinitiativestoencouragestaffdevelopmentthroughregularmeetingsofdepartmentalbusinessofficersandournewHumanResourcesoffice.

• EnsuredthatsenioradministrativestaffwerenominatedforandparticipatedintheUniversity’sNewManagerAcademyandBusinessManagerLeadershipProgram.

• Overthepastfiveyears,supportedtheparticipationof16staffthroughtheRosePattenMentorshipProgram,aformalandhighlycompetitiveprogramthroughtheUniversityofToronto.

Academic Plan 2011–2016 — Final Report on Progress and Achievements Resource Allocation of 48

7.ResourceAllocation

Strengtheningourresources—personnel,space,budgetandinfrastructure–iscriticaltoourabilitytoachieveourmissionandAcademicPlangoals.Theyunderpineachofthestrategicareasoutlinedinourplan:ourcultureofexcellence,reputation,studentexperience,curriculumandexperientiallearningopportunities,researchandinnovation,andoutreach,collaborationandinfluence.Totalannualrevenueshaveincreasedto$210.0millionoverthepastfiveyears,from$159.1millionin2011–2012,whiletotalcostshavealsorisen.Ournetrevenuehasincreasedby7.8percentto$116.1millionyearoveryear,withacompoundannualgrowthrateof7.6percentoverthepasttenyears.Thesestrategicincreasesinrevenue,coupledwithresponsiblefiscalmanagement,haveenabledustoinvestinexcellenceinresearch,education,andstudentexperience.TheimplementationofourFacultybudgetmodelhasbeentremendouslysuccessfulandallowsdepartmentsandinstitutestomakestrategicfinancialdecisionswhileadvancingtheiracademicpriorities.AsaFaculty,wehavestrengthenedourposition,infrastructurecapacity,andincreaseourunencumberedoperatingcontingencyreserves.In2011,welaunchedtheDean’sStrategicFundtoprovidestart-upfundingforprojectsthatadvanceourAcademicPlangoals.Overthecourseofthepastfiveyears,wehavecommittedmorethan$24milliontoprojectsthatimprovethestudentexperienceandadvancemultidisciplinaryresearch.Keycriteriaforfundingarethecommitmentofmulti-departmentalcollaboratorsandbroadimpact.ExamplesoffundedprojectsincludetheexpansionofTheEntrepreneurshipHatcherytoincludeanincubatorforgraduate-level,research-drivenstart-ups;theexpansionoftheMIEmachineshoptostudentsfromalldepartments;andinitialfundingfortheInstituteforSustainableEnergyandtheTorontoInstituteforAdvancedManufacturing,bothofwhichbringtogetherfacultyfrommultipledepartmentsandacrosstheuniversity.AspartoftheDean’sStrategicFund,wealsocreatedtheEngineeringInstructionalInnovationProgram(EIIP)tosupportthedevelopmentofnovelpedagogies.Overthepastthreeyears,theEIIPhasfundedprojectstore-engineermathematicseducation,developeffectiveteamworkskillsintechnicalcoursesusingteam-basedlearning,createparallelclassroomsforMEngeducationinmechanicalandaerospaceengineering,andenhancecurriculumdeliveryattheIBBMEundergraduateteachinglab.TheCentreforEngineeringInnovation&Entrepreneurship(CEIE)isdesignedtofurtherenrichstudentexperientiallearningandheightenopportunitiesforcross-disciplinary


research,andwilllaunchthebeginningofanewerainUofTEngineering.Studentswillbenefitfromstate-of-the-artTechnologyEnhancedActiveLearning(TEAL)rooms,design-meetrooms,andanewlightfabricationfacility.TheCEIEwillalsofreeupspaceinourexistingEngineeringbuildingsaswetransitionownershipofsomeoftheclassroomsinthenewbuildingtoAcademicandCampusEvents(ACE).Someofthesespaceswillthenberetrofittedtoexpandthenumberofresearchlabsandcreatemulti-purposeteachinglabsthatcanbeusedforcoursesacrosstheFaculty.RecentmajorresearchinfrastructureprojectsincludetheTranslationalBiologyandEngineeringProgramLabwhichcompletelyrenovatedthe14thflooroftheMaRS2towertoincludeoffices,meetingfacilitiesandanadvancedresearchlab.TheFacultycreatedadditionalspaceontopoftheWallbergBuildingforBioZone,whichwascompletedinthreephases.TheOntarioCentrefortheCharacterizationofAdvancedMaterials(OCCAM)wascompletedin2016andmadepossiblebystrategicinvestmentsfromCFI,MRIandHitachiHigh-TechnologiesCanada.Wehavemadesignificantprogressoverthepastfiveyearsincompletingmajorupgradesandrenovationstoresearch,teachingandstudentspacebutthereisstillmuchworktobedonetobringourfacilitiesinlinewithourreputationasthepremierengineeringschoolinCanada.InJuly2016,wereceivedconfirmationthatthefederalgovernment’sPost-SecondaryInstitutionsStrategicInvestmentFund(SIF)hadacceptedourproposal.Throughfundingfromthefederalgovernment,Facultyanddepartments,wewillinvest$31.6milliontorenovate89laboratoryfacilitiesacrossourEngineeringbuildings.Thiswillbenefitmorethan330UofTEngineeringresearchers,staffandgraduatestudents.RenovationsmustbecompletebyApril2018.InparalleltotheSIF,welaunchedtheDean’sInfrastructureImprovementFund(DIIF)tofundlarge-scaleinfrastructureimprovementswithintheFaculty,inpartnershipwithdepartmentsandinstitutes.Elevenprojectswereapproved,totallingmorethan$17millioninimprovementstoteachingandlabspacesthatwillenhancethestudentexperience.Philanthropicfundraisingiscriticaltoensuringwecanadvancebothouracademicandcapitalpriorities.AsmentionedintheOutreach,Collaboration,andInfluencechapter,wehaveraised$180millionofour$200millionBoundlesscampaigngoal.Wehavesetanumberofgoalsforprincipal,major,planned,andannualandleadershipgiving,andhaveattractedstrongsupportforresearch,educationandentrepreneurshipacrossdiversedisciplines.Wewillcontinuetostrengthenourrelationshipswithalumniandindustrytofurtherourgoalsinthisarea.


RESOURCEALLOCATION:ACADEMICPLANPROGRESSHIGHLIGHTS7.1Maximizequalityacademictimeandeffectivenessbyincreasingengagementinhighvalueactivitiesthatsupportstudents’academicexperience,contributetoknowledgecreation,andadvanceengineeringresearchfrontiers.• Madeprogresstowardsourgoalof40%graduatestudents,nowat32.9%comparedto

27.3%in2011-2012.• Createdsenior-leveladministrativesupportpositionstofurtherthemandatesofBioZone,

theUniversityofTorontoInstituteforMultidisciplinaryDesign&Innovation(UT-IMDI),andtheInstituteforWaterInnovationwhichhasanewfocusonsustainablewatermanagementforwaterresourceindustries;addedtwoadministrativedirectorstofurtherthemandatesofBioZoneandtheInstituteforWaterInnovation,andoneadministratortosupporttheInstituteforRoboticsandMechatronicsandtheTorontoInstituteofAdvancedManufacturing.

• ReviewedwithouracademicunitsthelocalworkloadpoliciesinconjunctionwiththeUniversity’sWorkloadPolicyandProceduresforFacultyandLibrarians.

7.2PlaceemphasisonEngineering’sstrategicresearchareaswhenconsideringfacultyhires.• ConductedtwoFaculty-widemultidisciplinaryacademicsearchestargetedat

interdisciplinary,diversity,researchandteachingexcellenceresultingin7outstandingfemalehireswithbudgetarycross-appointmentsintwoacademicunitseach.

• Createdstrongertiesamongdepartmentandincreasedmultidisciplinarysynergiesbychampioningthehighestacademicstandardsinthesefacultyappointments.

• HiredNSERCDesignChairinMultidisciplinaryDesignandcommenceddevelopmentofasuiteofindustry-supportedmultidisciplinaryseniordesignprojectstounitedesigninitiativeacrosstheFacultyandfostercollaboration,designandinnovation.

7.3Provideasupportiveenvironmentforfacultymembersthroughmechanismssuchasstart-upfunding,teachingskillsworkshops,andassistanceviaAssociateChairs,Researchtocreatesuccessfulresearchproposals.• Heldlunchtimepanelseriesforfacultyonbestpracticesinresearch,includingasessionon

collaborativeandpartnershipresearch.• PreparedjuniorfacultytoapplyforEarlyResearchAwards(ERA)byhostingapanelcalled

“SucceedingintheERA”andinitiatinganinternalexpertreviewduringthecompetitiontocritiqueeachoftheFaculty’sapplications.

• ContinuedtosharebestpracticesthroughtheResearchCommitteetofostergrowthofTri-Councilsponsoredresearch,whichinturnaffectstheFaculty’sCanadaResearchChair(CRC)allocation.

• Initiatedayear-longteachingandlearningworkshopseriescoordinatedjointlybytheofficeoftheVice-Dean,Undergraduate,theTeachingMethodsandResourcesCommittee,andstudentsintheMasters/PhDcollaborativeprograminEngineeringEducation.


• EstablishedapeerreviewormentorshipprogramineachdepartmenttosupportandguidefacultymembersinthedevelopmentoftheirNSERCDiscoveryGrants(DGs),DiscoveryAcceleratorSupplements(DAS),andResearchToolsandInstruments(RTI)grantapplications.

7.4Improveourchancesofbeingawardedfundingforcapitalprojectsbypre-planningforvariousopportunitiesconsistentwithourgoalsandsuitableforexternalfundingsourcessuchasCFI,OntarioMinistryofTraining,CollegesandUniversities(MTCU)andothercapitalgrants.Increasethequalityandquantityofspaceparticularlythroughfundraisingfornewandrevitalizedbuildings.• Renovatedanumberofexistingfacilitiesandcreatednewonesthroughstrategic

investments.ExamplesincludetheTranslationalBiology&EngineeringProgram(TBEP)Labonthe14thflooroftheMaRSDiscoveryDistrictWestTowerandBioZoneonthethirdandfourthfloorsoftheWallbergBuilding.Inthesefacilities,sharedresourcesbringresearcherstogetherforinterdisciplinaryresearch.

• IncreasedtotalCanadaFoundationforInnovation(CFI)fundingoverthelastfiveyearsto$34.8million,comparedwith$27.8millioninthefiveyearsleadingupto2010.

• Continuedadvocacytogovernmentsforinfrastructuresupport.Forexample,inthe2016provincialbudget,$15millionwasallocatedtosupporttheconstructionoftheCentreforEngineeringEntrepreneurship&Innovation(CEIE),whichspeakstothestrategicalignmentofourgoalswiththoseofthoseofprovincialpolicy-makers.

7.5Enhanceteachinganddesignfacilities,upgradeundergraduatelaboratoryspace,andmakeflexiblespaceavailableforextra-curricularactivities.• Committedmorethan$5.5millionthroughtheDean’sStrategicFundandDean’s

InfrastructureImprovementFundtosupportadditionalstudentlaboratoryupgrades.• Consolidatedstudentclubspaceat256McCaulStreetand701Spadina,includingallmusic

clubs,establishinganewmulti-purposeroomforeventsandrehearsals.• SupportednewinitiativestoupgradefacilitiesandequipmentthroughtheDean’sStrategic

Fund.• ContinuedtoevaluatetherenovatedSandfordFlemingTEALroomtoaidinthefinaldesign

oftheTEALspacesintheCEIE.• ExpandedtheIBBMETeachingandDesignStudiolaboratories.• DesignedinnovativeteachinganddesignspacesintheCEIE.• InitiatedaFaculty-widereviewofmakerspacestoinventoryandalignresourcesavailable

tostudentsanddevelopaplantoexpandaccess.

7.6Providereliable,accessible,effectivecomputingservices;createstudyspaceswithinandoutsidecomputerlaboratories,libraryandclassroomssoastoenhanceinteractivelearningandsocializationwheretoday’sstudent‘lives’.• InitiatedrenovationintheLassondeMiningBuildingforastudentstudyareaand

conferencingcentre.


• AddednewstudyspacestoBahenCentreandWallbergBuildinginventoryofhallwayseatingtoenhanceinteractivelearningandsocialization.

• ApprovedfundingforseveralDean’sStrategicFundproposalstoimprovedesign,club,andmeetingspacesthroughouttheFaculty.

7.7Encouragetimelydegreecompletionamongdoctoralstreamstudents;increaseresearchfundingandgraduatefellowshipstosupportgraduatestudents.• Heldtimetograduationtoanaverageof5.3yearsforPhDstudents(comparedto5.5for

UofToverall)and2.0yearsforMAScstudents.• Increasedtotalgraduatefunding$44.8millionin2014–2015,upfrom$38.2millionin

2011–2012.7.8EstablishastrongCaseforSupportthataddressestheFaculty’sresourcerequirementsandalignstheFaculty’scriticalneedforimprovedspaceinthecontextofaddressingeducationalandresearchpriorities.• Designatednearlyhalfofallfundsraisedin2014–2015toresearch,studentexperienceand

programs,andstudentscholarshipsandawards.• Raisedcloseto$80milliontodateinsupportoftheCEIEbuilding,thecornerstoneofour

Engineeringcampaign.• ContinuedconstructionoftheCEIEandestablishedfourimplementationgroupstoplanfor

theCEIE’snewspacesandconsultonkeydesigndecisions.Thesegroupswerecomposedofprofessors,studentsandstafffromalldepartments,divisionsandinstitutesandaddressedfourkeyaspectsofthebuilding:rapidprototypingandfabricationfacilities,TEALanddesign/meetrooms,researchcentresandstudentclubspace.

7.9Increaselong-termphilanthropicsupportbystrengtheningthecultureofadvancementwithintheFaculty.• IncreasedoutreachtoalumnibycreatingformalEngineeringAlumniAssociationchapters

inCalgary,SiliconValleyandHongKong.• GreatlyimprovedengagementoftheTorontochapteroftheEngineeringAlumni

AssociationbyencouragingactiveparticipationinstrategicFacultyeventssuchasConvocationPlaza,SpringReunionandtheUofTArborAwards.

• EstablishedtheYoungAlumniBoard,composedofrecentgraduateswhoarerecognizedleadersintheirfieldsandphilanthropicsupportersoftheFaculty,toengageandinvolveyoungeralumniinfundraisingandcommunity-buildinginitiatives.

• PartneredwiththeEngineeringSocietytolaunchSkule™AlumniOutreach(SkuleAO),astudent-runprogramtoassistalumniwhowishtosupportandenhancetheexperiencesofcurrentstudents.

Academic Plan 2011–2016 — Final Report on Progress and Achievements Conclusion of 48

8.NextSteps

MultidisciplinaryCollaboration–Innovation–Diversity–Excellence.ThesehavebecometheguidingprinciplesofUofTEngineering.Wewillcontinuetousethesetenetsasfoundationonwhichwebuildourfuture.OurFacultywillundergoanexternalreviewinearly2017aspartoftheUniversity’sgovernanceprocesses.Wewillutilizethereviewers’recommendations,alongwithourreflectiveself-study,toassistusinournextroundofacademicplanning.AsaFaculty,wewillcontinuetobuildonthestrengthsofourdepartments,institutesandcommunityofpartnerstodevelopfurthersynergiesacrossresearchinitiativesandeducationalprogramminginathriving,enriching,andsupportiveacademicenvironment.

ap progress report 2016 final[1] - faculty of applied science & engineering · 2017-08-21 ·...

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