Ian Doyle

The Integrated Academic-Research Plan for Ontario Tech University outlines the institution's strategic direction from 2023 to 2028, with the goal of becoming a preeminent STEM institution. It focuses on four key strategic areas: "Tech with a conscience," which promotes ethical technology for societal and environmental betterment; "Learning re-imagined," dedicated to flexible and dynamic student-centered education; "Creating a sticky campus," fostering an accessible, equitable, diverse, and inclusive community; and "Partnerships," establishing meaningful collaborations to drive innovation. The plan aims to advance knowledge, promote sustainability, and equip future leaders to solve complex problems through technology-driven research, teaching, and scholarship.

This document outlines the University of Ontario Institute of Technology's CRCP Institutional Equity, Diversity, and Inclusion (EDI) Action Plan. The plan focuses on three key objectives: embedding EDI values into the academic and research culture, conducting rigorous self-assessment and data collection to understand community composition and needs, and attracting and retaining diverse talent to the Canada Research Chairs Program and the university at large. Its overall aim is to address systemic barriers and foster a more equitable, diverse, and inclusive environment within the institution.

This document details an implementation plan aimed at improving cardiopulmonary resuscitation (CPR) response rates and enhancing sudden cardiac arrest (SCA) survival outcomes in the Durham Region. The plan identifies effective strategies, including current training approaches, targeting youth, and leveraging mobile applications such as PulsePoint, alongside social media. The Durham Region Resuscitation Research Collaborative (DRRRC) intends to implement these strategies through collaborative stakeholder engagement, dissemination of educational materials for CPR training, and ongoing study of the intervention effectiveness.

The Research Committee meeting included the approval of the agenda and subsequent reports. The Vice-President Research & Innovation provided updates on the finalization of Research Excellence Chairs and Awards, integration of sustained internal research chair programming into strategic agreements, the removal of the Mitacs funding cap, and expectations for a record number of NSERC Discovery Grant applications. The Executive Director of the Office of Research Services detailed staffing changes, including maternity leaves and new counsel appointments, discussed increased attention to research security and due diligence, reviewed funding trends, and outlined a revised institutional contribution model for Canada Research Chairs (CRC). During the faculty roundtable, concerns were raised regarding the need for clearer guidelines to ensure Research Committee oversight on the establishment of new centers and institutes, preventing potential duplication or lack of broad representation. Updates were also provided on the Mindful AI Research Institute launch and enrollment targets for the new PhD in cybersecurity.

The University of Ontario Institute of Technology's strategic plan for its next decade, as presented in the 2014 President's Report, outlines a commitment to innovative science, technology, and scholarship. Key strategic pillars include strengthening partnerships with other post-secondary institutions and industry, implementing flexible academic models for career readiness, and enhancing physical and IT infrastructure and research capacity. The plan also addresses public policy challenges related to advanced manufacturing, smart communities, and sustainable energy, while fostering cultural and community engagement and graduating new generations of citizen leaders. It is supported by a long-term Campus Master Plan for future growth and development.