U of T ENGINEERING

Faculty of Applied Science & Engineering

Strategic Academic Plan 2026-2031

A five-year roadmap for the future of education, research, community and partnership at the Faculty of Applied Science & Engineering

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Strategic Academic Plan 2026-2031

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At a glance

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“U of T Engineering is the place of choice for learners, researchers, educators and staff who want to make a difference.

This plan is about preparing engineers who don’t just adapt to change, but shape it.”

Chris Yip 
Dean, Faculty of Applied Science & Engineering 

1873

U of T Engineering’s founding year 

 

9

Academic units with 25+ research centres and institutes across 21 buildings

9,356

Students, including 6,238 undergraduates and 3,118 graduate students

Employees, including 288 faculty and 442 technical and administrative staff
%
Overall proportion of women-identifying students, including 38.9% of undergraduates and 34.1% of graduate students
%
Proportion of students who come from outside of Canada, including 28.4% of undergraduates and 47.0% of graduate students
$M
Total research infrastructure and research operating funding (2023–2024)
+
U of T Engineering spinoff companies founded over the past two decades
#
Canada’s top-ranked engineering school in both the Times Higher Education (THE) - Elsevier World University Rankings for Engineering and Technology and the QS World University Ranking for Engineering and Technology.

What drives us 

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Mission

To be a global leader, convener and partner of choice in advancing transdisciplinary research, innovation and education. We are dedicated to cultivating adaptable, globally minded engineers who collaborate across and within disciplines to address complex societal challenges and drive sustainable, equitable and prosperous futures. 

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Vision

U of T Engineering envisions a world transformed by transdisciplinary engineering  — where innovation, education and research drive inclusive, sustainable and resilient communities through excellence, collaboration and impact.

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Values

The engineering profession serves the health and prosperity of communities worldwide. As the educators of future engineering leaders and the researchers who advance game-changing innovation, we are driven by five core values that are enabled by Operational Excellence, Information Technology, Decision Frameworks and Space Utilization:    

  • Excellence in research, teaching and service  
  • Global fluency and connectedness  
  • Collaboration across fields, institutions and sectors  
  • Sustainability in operations and innovation  
  • Equity, diversity, inclusion and accessibility 

The process

Led by Office of the Vice-Dean, Strategic

Assessment of current state

2023 – 2024

Process & planning

Jan – Feb 2025

  • Formed Strategic Academic Plan steering committee
  • Consultant supported planning & consultation process

Consultation & reporting

 Mar – Sep 2025

  • Held extensive consultations with students, staff, faculty, alumni, industry and community partners
  • Facilitated executive planning retreat and consulted with decanal portfolios & shared services

Review & approval

 Sep 2025 – Feb 2026

  • Facilitated internal reviews & approvals including Dean’s Office leadership, Executive Committee, Faculty Council and Provost Advisory Committee 

Implementation

2026-2031

  • Establish mechanisms to chart success against the plan

Pillars & Priorities

U of T Engineering’s priorities are organized into four interconnected, equally important pillars. Both the pillars and priorities are numbered for ease of reference and future reporting. Explore each pillar and its associated priorities below.

1. Educating adaptive thinkers to address complex challenges 

Description
1_Education

U of T Engineering prepares students to lead in applied science and engineering by building strong foundational knowledge, fostering interdisciplinary and entrepreneurial thinking, and aligning education with evolving global challenges and employment needs.

Through hands-on learning, research-based opportunities and international learning experiences, this pillars focus is on how we will empower students to tackle complex challenges and drive innovation with impact.

Priorities
  • 1 Amplify the societal and global impact of undergraduate and graduate education by cultivating innovation, entrepreneurial thinking and cross-sector collaboration, providing students with the tools and experiences for career success.
  • 2 Expand experiential learning across all years of learning. Build on, maintain and grow our suite of hands-on, experiential learning programs.
  • 3 Focus on career readiness and leadership. Advance career readiness and professionalism by aligning education with evolving industry and societal needs. Strengthen alumni and employer engagement in mentorship and curriculum development. Expand access to experiential, leadership and entrepreneurial learning in high-impact fields such as AI, climate tech, biomedical and public policy.
  • 4 Training the next generation of researchers. Embed research innovation and global learning into the learner experience.
  • 5 Promote equitable access to education and inclusive excellence by increasing financial support for graduate studies, reducing barriers for underrepresented groups, and advancing targeted fellowships and strategic fundraising.

2. Research excellence 

Description
Professor Deepa Kundur and her research students discussing their data analytics research results for cyber-physical system analysis. (photo by Matthew Volpe) PLEASE NOTE: Must say this is the Stewart L. Blusson Visualization Facility

U of T Engineering leads globally in research that transcends traditional boundaries within and beyond engineering disciplines. This pillar focuses on advancing research excellence and scholarship, innovation and impact through strategic partnerships, interdisciplinary collaboration and modernized infrastructure.

It emphasizes embedding social impact and entrepreneurship into research culture, securing diverse funding sources and fostering inclusive, co-created research. By streamlining support systems and leveraging data and AI, we seek to enhance the visibility, sustainability and societal relevance of our research enterprise.

Priorities
  • 1 Research excellence, innovation and impact. Strengthen U of T Engineering’s global leadership in research, discovery and innovation while integrating pathways for entrepreneurship, education and commercialization.
  • 2 Interdisciplinary collaboration & strategic partnerships. Strengthen U of T Engineering’s role as a convener of interdisciplinary research and education by fostering collaboration and expanding interdisciplinary partnerships.
  • 3 Modernize research infrastructure and streamline support through centralized systems, strategic long-term planning and enhanced administrative services.

3. Community, collaboration & resilience

Description
3_Community

U of T Engineering will foster a resilient, inclusive community by advancing operational excellence, wellness, ethical leadership and growth. By embedding Equity, Diversity, Inclusion and Accessibility (EDIA) principles across programs, research, infrastructure and engagement strategies, we empower students, faculty and staff to be ethical leaders and skilled professionals.

We are committed to efficiency, excellence and transparency. We will strengthen administrative services and conduct regular reviews to enhance service delivery that meets community needs. 

Priorities
  • 1 Community, wellbeing and professional growth. Advance U of T Engineering wellbeing by fostering inclusive leadership and collaboration, supporting personal and professional development, and promoting wellness and equitable practice.
  • 2 Strengthen administrative services across the Faculty and embed regular reviews to ensure efficient, transparent and high-quality support for learners, faculty and staff.
  • 3 Advance the integration of EDIA across academic programs, practices, policies and infrastructure.
  • 4 Strengthen connections between Indigenous knowledge systems & engineering education.

4. Building transformative partnerships

Description
4_Partnerships

U of T Engineering will continue to position itself as a globally connected institution by advancing strategic international partnerships, elevating the global visibility of its research and innovation, and leveraging international events and collaborations.

Through targeted business development and outreach, we will expand global impact and foster high-value collaborations that support research excellence and innovation.

Priorities
  • 1 Strengthen strategic partnerships. Establish and sustain high-impact, long-term collaborations with industry, academic institutions, non-profits, government, associations, alumni and other community partners to advance U of T Engineering’s leadership in research and innovation.
  • 2 Build novel pathways and mechanisms to partnership. Continue to create, promote and develop new ways of working with partners (beyond sponsored research) to increase the sustainability and mutual value of partnerships over time and deepen the relationship between U of T Engineering and its partners.
  • 3 Advance global engagement through partnership. Position U of T Engineering as a globally connected institution by prospecting, pitching and cultivating partnerships that support research excellence and global impact.

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Charting our progress 

With a framework in place to guide the next five years at U of T Engineering, we are committed to implementing our ambitious goals across every aspect of our activities and operations. To this end, we commit to reporting on our progress against the pillars and goals of our Strategic Academic Plan, and will continue to consult widely as we move toward 2031.  

Feedback

Have your say on U of T Engineering’s Strategic Academic Plan 2026-2031. Share your thoughts using the feedback form or contact the Office of the Vice-Dean Strategic: vdstrategic@engineering.utoronto.ca  

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