We are in a time of great change in the world and at the University of Waterloo.
The University is responding to change through initiatives such as Waterloo at 100 and new systems for budgeting and planning. An overriding goal of this exercise is greater collaboration among units for the benefit of the entire University.
Similarly, Environment 2035 was designed as an exercise in collaboration to examine our challenges and opportunities as a Faculty and to align our strengths and resources to increase internal resilience and external impact.
Change is here and will continue for the foreseeable future. While change can be a source of stress, we choose to see it as a wellspring for opportunity.
Challenges and opportunities that lie ahead
| Challenge 1: Identity and direction | Challenge 2: Connection and collaboration | Challenge 3: Communication |
|---|---|---|
| Over the years, our identity and direction have become grounded in the many things we do as individuals and units. | Our historically close-knit and supportive community has been challenged by expansion and the pandemic. We have become increasingly siloed and disconnected internally and with external communities and partners. | Our leadership in research, academic programming and knowledge mobilization on the world’s most pressing issues is not recognized by all of our target audiences. |
| We have the opportunity to redefine who we are and want to be as a Faculty, so that we can have a greater impact and attract employees, students and partners who share our vision. | We have opportunities to strengthen our sense of community as a Faculty, break down siloes that impact operational and academic collaboration, and expand and deepen connections with external stakeholders and communities to enhance research, learning and outreach activities. | We have the opportunity to raise the profile of the Faculty to enhance opportunities for our employees, students and stakeholders to make an even greater impact on the world by leveraging the expertise of our recently enlarged communications team in partnership with University Relations. |
Environment 2035 is our path forward
This strategic planning initiative has three main goals:
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Identify and connect our unique strengths in research and learning to the world’s most pressing challenges at the intersection of humans and their environments.
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Grow and sustain a community of faculty, staff, students, alumni and partners who are passionate about – and proficient in – collaborating, integrating diverse approaches, and co-creating and mobilizing new knowledge.
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Align resources, operations and communications to support these objectives.
More than 50 years ago, our Faculty was founded to advance collaboration between several disciplines on the study of human-environment interactions. Today, it is the largest interdisciplinary Faculty of Environment in Canada.
By expanding our commitment to interdisciplinarity, organizing programs around pressing societal challenges, integrating experiential components in all academic programs, and expanding partnerships across academia, industry, government, and communities around the globe, we can respond and grow with our rapidly evolving world.
Our work
We have formed three task teams to explore initiatives to realize Environment 2035.
| Task team 1 Undergraduate programming |
Task team 2 Graduate programming |
Task team 3 Research strengths and foci |
|---|---|---|
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Identify core competencies for first year Environment students and core courses that can be used to build stronger cohorts; and Increase flexibility of our degree pathways to make it easier for students to choose (and remain in) Environment. |
Streamline and harmonize core requirements for relevant programs to train students in our approach to research; House and administer all graduate programs through a school of graduate studies to build community and enhance support; and Offer an applied PhD to meet the needs of an underserved group of learners. |
Identify current and emerging areas of research emphasis, as well as tools and approaches used in the Faculty; and Understand our unique value proposition for partners, funders, and prospective colleagues and graduate students. |
Timeline and communications
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2023
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Jun
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Informal information gathering
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Aug
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Leadership retreat and visioning exercise
Senior leaders discussed the context for change and brainstormed possible future directions.
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Sep
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Three tasks teams formed
Three tasks teams were formed to explore future options in fall term: undergraduate programming, graduate programming and research strengths and foci.
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Dec
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Dean provided updates to the Faculty
The Dean provided two formal updates on this work: one at November's faculty council meeting and the other by email to key stakeholders.
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Jun
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2024
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Jan
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Consultation and iteration
Over the course of the winter term, each task team will undertake consultations with Faculty stakeholders and subject matter experts. Task team 1 has been with working directly with administrators in each department or school to identify opportunities for common courses and field schools. Task team 2 has visited each school and department to discuss the options and held a town hall with graduate students to gather their feedback. Task team 3 has held three focus groups with faculty on March 21, April 1 and April 8. There are also web forms to provide feedback: one specifically for the research areas of focus and one for general feedback on any of the three areas.
The Dean made a presentation to Senate in January (slides below). He has also been visiting schools and departments to respond to questions and receive feedback. The Dean will continue to provide updates at each Faculty council.
Presentation slides:
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May
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Presentation of strategic outcomes
Outcomes from the ENV 2035 working groups and faculty consultations will be presented at the Annual General Assembly.
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Jun
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Communication, implementation and reporting
ENV 2035 communication and operation plans will be developed and implemented with regular reporting.
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Jan
Contact us
We look forward to engaging with you to discuss opportunities and challenges, and to hear your perspectives on ideas the leadership team has been exploring with respect to undergraduate programs, graduate programs, and current and emerging research strengths. We welcome your feedback at any time during the process.