Incremental Project Grant

• Launch Inclusive Innovation training on LEARN platform
• Implement AI-driven data scraping, cleaning and reporting systems to reconcile missing commercialization data (e.g., patents, startups)

• Inclusive Innovation survey participation and average industry scores
• Commercialization and Entrepreneurship dashboard satisfaction scores from users across faculties and entrepreneurship leadership
• Number of automated reports produced; time saved on reporting

Target:

• Institutionalization of inclusive innovation practices across programs
• 50% of founders and leaders trained in inclusive innovation by end of year 3
• 90% of commercialization reports generated through automation with at least a 75% reduction in manual reporting time and at least 80% accuracy in ML-reconciled data

• Implement an AI-enabled platform to support early-stage evaluation of new technology disclosures
• Enhance prior art search and patentability assessments through AI capabilities
• Improve the quality and efficiency of patent prosecution responses using AI-generated insights

• Number of disclosures processed using the AI tool
• Number of files utilizing AI-supported prior art search reports and/or draft responses to patent prosecution office actions

Target:

• 100% of new disclosures reviewed using AI tool 
• AI used to assist 60% of prior art and patent office action responses 

Actual:

• Tradespace.io service secured and operational in January 2026 
  Total Disclosures to date = 30 (ie. 100% of Disclosures since commissioning of service)
• Total Patent Activities = 25 cases (Office Actions and Prior art searches), representing in excess of 60% of activities arising in the period
• Of the activities reported above, 10 patent Office Action responses were drafted using AI support

• Engage with pan-university leadership and external stakeholders to co-create initiatives that advance inclusive innovation
• Develop and track inclusive innovation metrics related to strategic priorities (enhancing representation, increasing inclusivity of existing spaces, developing inclusive innovation training for founders and leaders of commercialization and entrepreneurship initiatives) to enable reporting on progress to the various stakeholder groups
• Increase Science faculty engagement with commercialization activities

• Number of inclusive innovation initiatives implemented
• Number of founders, researchers, staff and students engaged in inclusive innovation activities
• Number of communication pieces on founders and associated emerging ventures
• Number of communication pieces on inclusive innovation
• Number of Science faculty or grad students disclosing new technologies for commercialization support

Target

• 5 inclusive innovation initiatives implemented
• 250 unique founders, researchers, staff and students engaged in inclusive innovation activities
• At least 65 communication pieces on founders and associated emerging ventures published in a variety of channels
• At least 6 communication pieces on inclusive innovation published in a variety of channels
• 5 new Science faculty or grad students disclosing new technologies for commercialization support

Actual

• 5 inclusive innovation initiatives were implemented.  Moving Forward Together mentorship program; Cultivating Safe Spaces training; Global Impact Creator program (in collaboration with the Accelerator Centre); Fridays After Five mentorship program (in collaboration with Laterna Black Innovation Hub); Disability focused training series
• 330 engaged through inclusive innovation survey; 52 engaged through focus groups and sense-making groups; 15 engaged through Disability focused training series; 35 engaged through Cultivating Safe Spaces training; 15 engaged through Moving Forward Together mentorship program; 6 engaged through Global Impact Creator program (in collaboration with the Accelerator Centre); 38 engaged through the Fridays After Five mentorship program (in collaboration with Lanterna Black Innovation Hub)
• 147 communication pieces went out in fiscal year 2024-25 through our various channels — media stories, LinkedIn posts, Instagram posts, emails and reports
• 65 communication pieces on inclusive innovation specifically went out in fiscal 2024-25
• 5 new disclosures were submitted

• Increase student engagement with commercialization services
• Increase development of communication content to stimulate more commercialization engagement
• Increase Science faculty engagement with commercialization activities

• Number of graduate students enrolled in Translation program
• Number of commercialization communications published
• Number of Science faculty disclosing new technologies for commercialization support

Target

• 30 graduate students enrolled in Translation program
• Publish 20 campus innovation success stories, target 50% of success stories published in media outlets, achieve MoM web and social engagement growth to CE office channels (e.g. ecosystem map) from deployment throughout the 2022-2024 timeframe
• 20% increase in Science faculty projects accepted for commercialization

Actual

• 52 students from 30 teams enrolled
• Instagram video (link available upon request): 3,420 views; 1,601 account reached; Campus newsletter inclusion to 7,675 emails; Velocity Blog Post (link available upon request): 103 sessions, 96 active users, 81 new users to Velocity page
• 5 Yr Average of Disclosures from Science = 6.8
  Disclosures in 2023-24 reporting period = 13 (91% increase or 71% increase above target of 20%)

• To increase student engagement with commercialization services
• To increase development of communication content to stimulate more commercialization engagement
• To increase Science faculty engagement with commercialization activities

• Number of graduate students enrolled in Translation program
• Number of commercialization communications published
• Science faculty disclosing new technologies for commercialization support

Target

• 30 graduate students enrolled in Translation program
• Publish 20 campus innovation success stories, target 50% of success stories published in media outlets, achieve MoM web and social engagement growth to CE office channels (e.g. ecosystem map) from deployment throughout the 2022-2024 timeframe
• 20% increase in Science faculty projects accepted for commercialization

Actual

• Translation program is now named 'Upstart' - 51 students/postdocs engaged the application and vetting process (which includes receipt of feedback and coaching). 26 students/postdocs placed enrolled in program. 
• 45 stories published by Velocity communications (links available upon request); multiple stories generated through earned media (links available upon request). 
• The proposed hire for this position was meant to be physically embedded in the Science faculty building space.  As such there were delays in getting approvals in place with negotiation/discussion with Science faculty and role definition (HR) and securing physical space.  However, the new FTE has now been successfully hired and commenced her duties in the first week of April 2023. The target outcomes will now be measured benchmarking this start date 

• Review policies and procedures related to increasing equity and inclusion in commercialization and contract research
• Increase FDG researcher engagement with commercialization activities
• Increase learning and networking opportunities for FDG entrepreneurs

• Number of policy/procedure/communication changes to address equity and inclusivity in commercialization and contract research
• Number of sessions held providing learning for FDG researchers focused on commercialization
• Number of researchers participating in learning and networking opportunities

Target

• 5 policy/procedure/communication changes in support of this work
• 5 education events/speeches focused on FDG opportunities and success sharing
• At least 50 participants attending learning and networking opportunities

Actual

• 5 policy/procedure/communication changes in support of this work
• 16 education events/speeches focused on FDG opportunities and success sharing
• More than 90 participants attending learning and networking opportunities

• Complete a review of commercialization processes and pathways to identify barriers and challenges facing researchers, specifically those in FDG, in commercializing their research and provide recommendations for improvements

• Establish a consultations group, with broad and diverse stakeholder representation
• Complete the commercialization landscape review
• Develop a commercialization pathway for FDG researchers

Target

• Increased engagement in commercialization activities

Actual

• Consultation group established
• Commercialization landscape review in progress. Project experienced delays in getting started and the review will likely be completed in Fall 2022
• Commercialization pathway to be developed upon completion of landscape review

• Promote broader female engagement with entrepreneurial training

• Number of female identified members of the research teams

Actual

• 6 lead researchers; 19 female participants involved in applied development commercialization focused projects

• Restore approximately 1000 square feet of cleanroom lab space in RAC1 1013, enabling sensitive fabrication work by reducing temperature and improving humidity control

• Temperature in RAC1 1013
• Relative humidity in RAC1 1013

Target

• Deliver lab temperature below 24ºC
• Deliver temperature stability of 1ºC /hour
• Enable humidity control of 40% +- 10% RH
• Restore approximately 1000 square feet of cleanroom lab space, enabling sensitive fabrication work.

• Reduced wait time for users requiring materials not already installed in the equipment.
• Improved equipment reliability and availability by reducing atmospheric venting cycles
• Increased equipment reservations and use
• Reduced staff labour time associated with material changes

• Equipment reservation time
• Equipment use time
• Staff labour time

Target

• Reduction in staff labour time associated with target changes by 20 hours/year
• Increase in equipment reservation time (baseline from FY2026 was 200 hours/month)
• Increase in invoiced equipment use time (baseline from FY2026 was 129 hours/month)

• Complete mechanical and electrical infrastructure upgrades to fully operationalize the Translational Workspaces within the Innovation Arena.
• Enable the facility to safely accommodate advanced prototyping, light manufacturing, and pre-commercial validation activities.
• Support spin-outs from student and faculty research by providing a fit-for-purpose, industry-aligned environment.
• Reduce barriers to commercialization and time-to-market for emerging ventures.

• % completion of mechanical and electrical systems
• Number of startups and their personnel accessing and utilizing the Translational Workspaces post-completion
• Safety and compliance certifications achieved (building permits, fire code, occupational health and safety) and space ready for occupation

Target

• 100% completion of mechanical and electrical systems with safety and certifications obtained
• At least 1 startup and their personnel accessing and utilizing the Translational Workspaces post-completion
• 10,000 square feet of space ready for spin-out companies to occupy

• Increase the capacity of the University of Waterloo for translational projects
• Increase the number of graduate students, faculty members, undergraduate trainees operating within the space
• Increase the square footage of space available

• Number of translational projects secured
• Number of graduate students, faculty members, undergraduate trainees operating within the space
• Increase in square footage of space available

Target

• Create a self-sustaining step out space for University of Waterloo spinouts
• Open up more capacity at earlier stages of translation, so the University of Waterloo can support more translational startups
• Completion of the renovation work by March 2026, resulting in a minimum of 8,000 square feet of additional space

• Increase the number of samples processed by FIB-SEM
• Increase the number of samples imaged on TEM
• Increase the number of HQP trained on TEM

• Number of samples processed by FIB-SEM
• Number of samples imaged by TEM
• Number of HQP trained on TEM

Target

• 14 FIB-SEM samples processed per month
• 18 TEM samples imaged per month
• 12 HQP per year trained on TEM

Actual

• This tool was online for all but 6 days between the date of repair and the reporting period end date.  An average of 3 samples per month were processed
• An average of over 31 samples per month were imaged on the TEM
• Training and qualification of new HQPs took place at exactly a rate of 1 per month, recording approximately 66 hours of training

• To explore the feasibility of installing a membrane based nitrogen generation system

• completion of a feasibility study

Target

• Decision made on whether to proceed with the installation of a membrane based nitrogen generation system

Actual

• Activities were to perform a design exercise and produce a cost/benefit assessment to enable future decision making. Based on costs compared to annual anticipated savings, it is predicted to take approximately 8 years of operation to recoup the cost of investment in this infrastructure.  The decision was made to not authorize further work and to not proceed with acquiring a nitrogen generator.

• Remove the possibility of an overdraw condition when the electric boiler is in use
• Connect critical chilled water pump infrastructure to redundant power circuit
• Enable research groups to connect critical pieces of scientific equipment to redundant power

• Electrical load freed up in QNC redundant power circuit
• Available electrical load for research community after work is completed

Target

• Removal of 450 kW of load from redundant power circuit
• Ability for new research infrastructure to be attached to redundant power circuit
• Connection of QNC chilled water pumps to redundant power circuit completed

Actual

• Installed interlock switch effectively removed 450kW electric boiler from the generator backed redundant power circuit
• New research equipment can now be attached to the generator backed redundant power circuit
• All QNC chilled water pumps are now attached to the generateor backed redundant power circuit

• Expand on-campus Velocity presence catalyzed by the move to the Innovation Arena on the Health Sciences Campus
• Outfit workspace at Innovation Arena to bring students into Incubator space, providing an opportunity to network and learn from start-up ventures
• An expansion of Velocity resources, support and programming across campus to increase participation diversity

• Increase in square footage of space available for student use
• A rise in the total number of students enroled in Velocity spaces and programs, indicative of the successful expansion and enhanced appeal of the initiative

Target

• Completion of the renovation by March 2025, resulting in a minimum of 10,000 square foot additional space
• Increase of 50% in the number of student teams in Velocity campus spaces, including the Innovation Arena

Actual

• 600 sq ft of space opened at the Innovation Arena directly dedicated to new students for hot desking. However, those students access to the 45,000 sq ft of office, community and product development space at the Innovation Arena
• Student engagement numbers in Velocity spaces or programming rose from 519 to 796 (53.3%) from 2023 to 2024

• To complete the conversion of space into fully repurposed student innovation workspaces
• An expansion of Velocity resources, support and programming offered throughout campus to increase the number and diversity of students participating

• Increase in square footage of space available
• The potential increase in the total number of students enrolled in Velocity spaces and programs and how those numbers increase with the expansion of the spaces

Target

• Completion of the renovation by March 2024 resulting in a minimum of 750 square footage addition
• Enrollment increase of 25% in Velocity campus spaces and programs including multi-disciplinary teams

Actual

• Renovation completed
• Since the upgrades to the room's furniture, AV equipment and design, students have hosted 30+ independently run events ranging from "clay night" to design-a-thons and consistently mentioned that it is one of the most inviting and fun spaces on campus, and one where they feel both ownership and community; this funding allowed us to develop a modular design and outfit the room with necessary tools for both teaching and community building. Co-working space and phone booth are used daily by a dozen+ students; this funding allowed us to create 10 co-working spaces, re-organize our hardware and electronics makerspace without expanding our total footprint and offer a unique resource for students - a private phone booth for taking their professional business calls. used weekly by student users of the Velocity science lab to work and engage between experiments; this funding allowed us to respond to operational disruption due to construction, and adapt to a new community space.

• uWaterloo to maintain certification by remaining compliant with federal requirements
• Purchase of equipment that will support groundbreaking research using models as a proxy for human health research

• Upgrades will be made as required by CCAC guidelines
• Use of state-of-the-art equipment to ensure the Central Research Facility continues to support groundbreaking and complex health research using models for human health

Target

• Certification will be maintained
• Equipment will be purchased, installed and operational by March 2025

Actual

• Provincial and federal certifications maintained for 2024-2025
• Equipment was purchased, installed and fully operational by March 2025

• uWaterloo to maintain certification by remaining compliant with federal requirements
• Purchase of equipment that will support groundbreaking research using models as a proxy for human health research

• Upgrades will be made as required by CCAC guidelines
• Installation of a facility lighting system as per CCAC guidelines
• Transition to an exhaust air dust (EAD) quality assurance (QA)/health monitoring program that will result in faster and more accurate detection of diseases and mitigate disease spread lessening negative research outcomes
• Use of state-of-the-art equipment to ensure the Central Research Facility continues to support groundbreaking and complex health research using models for human health

Target

• Certification will be maintained
• Installation of an up-to-date facility lighting system will be completed
• Transition to an EAD QA/health monitoring program will be completed
• Equipment will be purchased and installed

Actual

• Certification renewal letter received on January 23, 2024.
• Upgraded lighting system installation completed. The system simulates the rising of the sun in the morning and the sun setting in the evening providing a more natural environment for the animals.
• Since January 2024, a sentinel-free pathogen detection system has been in use. This is a non-invasive technique that uses a sampling method for detecting pathogens. Results are received in a more timely manner.
• State-of-the-art equipment and the required components have been purchased, installed, and fully operational.

• Renovate space to establish the Longhouse Labs (Llabs), a multi-use creative-research lab

• Completion of Phase 2 renovations

Target

• Phase 2 will be completed by March 2023

Actual

• Construction delays continue to plague this project with renovations continuing.  Additional funding has been provided by the University to augment and move this project forward.

• Upgrade equipment and software in the Central Research Facility to meet CCAC regulatory requirements

• Equipment and software will be ordered and delivered

Target

• Equipment and software will be installed and operational

Actual

• Equipment and software has been installed and is operational

• Renovate space to establish the Longhouse Labs (LLabs), a multi-use creative-research lab space designed to house a prolonged and sustainable Indigenous artist residency program

• Completion of Phase 1 of renovations

Target

• Phase 1 of renovations completed by March 2022

Actual

• Over 70% of the Phase 1 renovations are complete. Supply chain issues created significant delays

• Installation of stand alone boiler system to resolve heat and humidity fluctuations in a central research facility

• Equipment and software installed and operational

Actual

• Installation completed Fall 2020

• Upgrade aquatics facility to create a world class research environment

• Completion of upgrades of a new water recirculating system, temperature controls and pathogen exposure rooms in the Aquatics Facility

Actual

• Renewed infrastructure that removes environmental chemicals, titrates animal-exposure to common aquatic pathogens and enables holding aquatic animals at different water temperatures. Renovations were completed in mid 2020 and have resulted in the creation of a world class facility

• Improvements to system and data collection capabilities, ensuring the reporting needs of the department and institutional metrics are met.
• Improved processes designed to reduce administrative burden and improve ease of use
• Enhanced integration between systems, with improved data collection, accuracy and analytics

• Percentage of required fields configured
• Improved processes
• Number of system integrations achieved

Target:

• At least 90% of required fields are configured
• At least 4 processes have been improved
• At least 3 systems integrated

• Document detailed requirements including use cases and data flow
• Analyze business processes and streamline where possible
• Select new system(s) and plan implementations

• Detailed requirements, use cases and data flows are documented
• Business process improvements agreed
• System selection completed and agreed to by stakeholders

Target:

• Detailed requirements including data flows and use cases are completed
• Business processes finalized
• Systems/solutions selected and approved by senior leadership

• Conduct a vendor-led workshop to revisit and optimize core systems configurations and processes
• Document requirements
• Conduct an environmental scan and develop a roadmap for phased systems integration and/or amalgamation

• Vendor workshop conducted with stakeholder input
• Requirements documented and agreed to by key stakeholders
• Environmental scan completed.  Roadmap for full system integration, amalgamation or replacement drafted and approved to enable the procurement and implementation phases

Target

• Vendor workshop held
• Requirements confirmed and approved by Senior Leadership
• Action plan identified from environmental scan as well as workshop feedback and discussion.  Updated long-term systems and data roadmap approved by Senior Leadership

Actual

• Multiple sessions with vendors and partners (e.g. Minuet, InfoEd, etc etc) across our systems portfolio were held to revisit system configuration & enable longer term planning.
• Requirements documentation was produced, shared and analyzed to enable long-term planning for systems lifecycle planning
• Our roadmap was created representing the ecosystem, with options for evolution. An environmental scan was conducted, incuding both existing vendors and potential new vendors, with the resulting action plan enabling the creation of a new action plan.

• Improvements to the NEMO system and data collection capabilities, ensuring the reporting needs of the department and institutional metrics are met.
• Communication, training and support for additional personnel

• Percentage of required fields configured
• Number of personnel trained

Target

• At least 90% of required fields are configured
• At least 3 personnel trained

• Shared services and technology support model identified
• CRF technology platform documented and approved

• Gathered and drafted shared service and technology support options with appropriate stakeholder groups
• Gathered and drafted shared service and technology support options with appropriate stakeholder groups

Target

• Agreed shared service and technology support model 
• CRF technology platform implemented

• Strategy and approach approved
• Key business processes identified
• Core Research Facilities website implemented

• Facilitate input on website content through a working group, draft proposal, retain web developer, implement agreed design
• Facilitate input on administrative processes, involving at least 8 different stakeholders, conduct market scan, obtain consensus around technology platform strategy to enable procurement and implementation
• Create or revise a minimum of 3 business processes with appropriate stakeholder groups

Target

• Facilitation discussions occurred and website design agreed upon
• Facilitation discussions with at least 8 stakeholders occurred and market scan completed with consensus obtained
• A minimum of 3 business processes created or updated
• Website implemented with enhanced/centralized access to information regarding Core Research Facilities

Actual

• Multiple discussions were held, resulting in demos, prototypes and a final design agreed upon
• The required discussions were held and the required consensus was obtained to proceed with the solution
• The following business processes have been identified and updated accordingly: Tools/Lab Reservation; Billing; Resource Management (e.g. Identification and replacement of consumables); Staff/Technician Time Management; Tracking of Resource and Staff Utilization
• The website has been implemented as planned

• Implement an institution-wide ORCID integration and workflow across all faculties and research units
• Expand the use of ORCID as an authoritative record of scholarship, enabling discovery across all disciplines, with particular emphasis on the humanities, arts, and social sciences
• Automate data collection and validation processes for researcher-level impact metrics
• Develop a sustainable maintenance pathway for the ORCID Affiliation Manager and integrated systems

• Percentage of research-focused faculty with an ORCID iD
• Number of consultations conducted with authors whose scholarship sits primarily outside indexed journal articles
• Completion of a validated, integrated dataset linking ORCID to Scopus and internal UW systems, with group-level research impact reports generated from it
• Completion of a strategic sustainability report for long-term ORCID and PID infrastructure at Waterloo

Target:

• 30% ORCID adoption among research-focused faculty by year one
• Minimum 5 consultations per year with authors of non-journal scholarship (10 over project term)
• Validated, integrated dataset completed by project end, with at least one group-level impact report delivered per project year
• Strategic sustainability report submitted by project end with recommendations for ongoing PID infrastructure beyond the project term

• Operationalize Tri-Agency RDM Policy compliance across Waterloo by providing researchers with supported, sustainable workflows for research data deposit—including repository selection, metadata standards, and data preparation—and by embedding RDM consultation and training as ongoing services across the Office of Research, Library, and IST.

• Number of researcher consultations conducted by the RDM Librarian on deposit and compliance
• Number of training workshops and learning objects delivered for UW researchers
• Number of researchers (including graduate students and postdoctoral fellows) attending workshops and presentations

Target:

• At least 80 researcher consultations conducted
• At least 12 training workshops delivered and 5 new learning objects (guides, decision trees, modules) developed 
• At least 600 researchers attending workshops and presentations across all faculties 

• Translate the 420+ pages of new and revised CCAC guidelines (2022 to present) into accessible, Waterloo-specific guidance for researchers and ACC reviewers inlcuding animal care staff
• Develop plain-language resources—guidance documents, decision trees, flowcharts, checklists, visual aids, and training modules—aligned with Waterloo’s interpretations of CCAC requirements
• Establish a centralized, update-ready digital repository (SharePoint/LEARN/Teams) to house these resources and ensure they remain maintainable beyond the project term
• Reduce the ongoing interpretation burden on researchers, ACC reviewers, and animal care staff

• Number of plain-language guidance documents developed covering CCAC topic areas (endpoints, welfare impact categories, laboratory facilities, scientific procedures, species-specific standards)
• Number of decision-support tools (decision trees, flowcharts, checklists) developed for common protocol-review scenarios
• Number of training modules developed for animal users (faculty, graduate students, research staff, co-op students)
• Launch of centralized SharePoint/LEARN/Teams repository with maintenance plan established

Target:

• Plain-language guidance documents covering all core CCAC topic areas completed and approved by ACC
• At least 6 decision-support tools (mix of decision trees, flowcharts, and checklists) developed for the most common protocol-review questions
• At least 2 training modules/videos developed and made available via SharePoint/LEARN/Teams, reaching UW’s animal-user community 
• A centralized digital repository launched by project end with documented maintenance plan, ensuring resources remain current as CCAC guidelines continue to evolve

• Create an ongoing data framework and workflow to capture institutionally specific author-level research impact data
• Create an institutional-wide ORCID integration and workflow

• Percent of current PhD students and postdoctoral fellows with an ORCID
• Complete the report on the research impact of PhD students and postdoctoral fellows at uWaterloo
• Establish an accessible and integrated prototype dataset with author, department and publication level research impact metrics
• Number of communications delivered to stakeholders and target audience (faculty and graduate students)

Target:

• 40% of current PhD students and postdoctoral fellows with an ORCID
• Report submitted to the Graduate Students and Postdoctoral Affairs unit
• Dataset prototype completed
• 3 presentations to senior leaders group, 1 campus-wide communication (news, website updates etc.)

Actual:

• 67% of current PhDs and Postdoc at project closeout.
• Report completed and submitted to GSPA Chairs
• MS Access database created with ORCID data, connected to Scopus author IDs and internal UW data (Hr and SSO data). 
  Ongoing development of online accessible integration dataset while ORCID data transitions to ORCID @ Waterloo campus partnership. 
• 1 Daily Bulletin Article; 1 Library News article; presentation to Senate Graduate Council; presentation to Bibliometrics Working Group.

• Create an ongoing data framework and workflow to capture institutionally specific author level research impact data
• Create an institutional wide ORCID integration and workflow
• Implement the ORCID Affiliation Manager and develop a maintenance pathway
• Understand the research impact of graduate students through research fund distribution and publication output

• Percent of current PhD students and postdoctoral fellows with an ORCID
• Complete the report on the research impact of PhD students and postdoctoral fellows at uWaterloo
• Establish an accessible and integrated prototype dataset with author, department and publication level research impact metrics
• Number of communications delivered to stakeholders and target audience (faculty and graduate students)

Target

• 40% of current PhD students and postdoctoral fellows with an ORCID
• Report submitted to the Graduate Students and Postdoctoral Affairs unit
• Dataset prototype completed
• 3 presentations to senior leaders group, 1 campus-wide communication (news, website updates, etc.)

Actual

• 40% met as of Nov 2024; 60% met as of Oct 2025
• Sent to GSPA Chairs April 2025
• MS Access database created with ORCID data, connected to Scopus author IDs and internal UW data (Hr and SSO data)
  Online accessible integration set to be completed by end of Fall  2025
• 3 Daily Bulletin and Library News Articles 2025
  1  Library ORCID Page June 2024
  8 GSA and GSPA Newsletter updates and articles Fall 2024, Winter 2025
  1 presentation to Library Executive team and Library staff March 2024
  1 presentation to Graduate Operations Jan 2025
  1 presentation to Bibliometrics Working Group Feb 2025
  1 upcoming presentation to campus ORCID stakeholders Oct 2025
  6 presentations to Faculty at faculty or department level meetings Fall 2025

• Recruit a position to support understanding and impact of graduate students
• Create an ongoing data framework and workflow to capture institutionally specific author level research impact data
• Create an institutional wide ORCID integration and workflow
• Raise campus-wide ORCID awareness

• Complete successful recruitment
• Present to senior leadership (Dean's Council) to obtain leadership sponsorship
• Establish a pilot dataset with author, department and publication level research impact metrics
• Number of communications delivered to stakeholders and target audience (faculty and graduate students)

Target

• Successful candidate is in post
• Presentation to senior leadership
• Pilot dataset established
• 1 all-campus communication sent out related to ORCID, plus 4 Daily Bulletin articles updating the community

Actual

• Hired Research Intelligence Project Analyst on 2 year contract, started January 8, 2024.
• Presented Project Charter to GSPA, AVPs, and reported to OVPRI and Library for leadership support sponsorship.
• Waiting for later implementation phase (see 24-25 targets). The targeted implementation just began Fall 2024. The pilot dataset will be developed during Winter 2025.
• An all-campus communication was sent out along with Daily Bulletin article July 17, 2024. A website and complementary online guide were created/updated. Additional Daily Bulletin articles are planned for late Fall 2024, Spring 2025 and Fall 2025 to continue communications/awareness, and report on targets. In addition to these communications, the GSA has been engaged to help with physical posters around campus.

• Successfully launch uWaterloo's RDM strategy, ensuring both cross-campus visibility and that all researchers can avail themselves of services to bring them into compliance with the Tri-Agency RDM policy

• Number of cross-campus communications about the RDM implementation
• Number of training workshops and learning objects created for uWaterloo researchers
• Number of individuals who attend workshops and presentations
• Number of researcher consultations conducted on RDM topics

Target:

• We will keep our community informed through at least two all-campus Daily Bulletin articles.
• We will host four training workshops: three RDM workshops for researchers.
• At least 100 researchers will attend workshops and presentations
• At least 10 researchers will consult with the RDM librarian in the first year.

Actual:

• We published two Daily Bulletin articles, one on offboarding research data and the other on the launch of the data storage selector tool.
• We hosted 12 RDM Workshops
• 1127 researchers attended workshops and presentations.
• 92 researchers consulted with the RDM Librarian.

• Successfully launch uWaterloo's RDM strategy, ensuring both cross-campus visibility and that all researchers can avail themselves of services to bring them into compliance with the Tri-Agency RDM policy

• Number of cross-campus communications about the RDM implementation
• Number of training workshops and learning objects created for uWaterloo researchers
• Number of individuals who attend workshops and presentations
• Number of researcher consultations conducted on RDM topics

Target

• A minimum of 2 all-campus Daily Bulletin articles
• Host 4 training workshops; 1 OCAP workshop and 3 RDM workshops for researchers
• At least 100 researchers will attend workshops and presentations
• At least 10 researchers will consult with the RDM consultant in the first year

Actual

• 2 RDM Bulletins were published (October 25, 2024 and March 27, 2025). RDM was additionally featured in 2 more "annual report" stories
• 14 workshops were held. OCAP is no longer offering workshops to be delivered institutionally, so we are preparing learning materials for researchers engaged in Indigenous research to supplement the overall training workshops
• 602 researchers have attended workshops and presentations
• 67 researcher consultations have been carried out

• Successfully launch uWaterloo's RDM strategy, ensuring both cross-campus visibility and that all researchers can avail themselves of services to bring them into compliance with the Tri-Agency RDM policy

• Number of cross-campus communications about the RDM implementation
• Number of training workshops and learning objects created for uWaterloo researchers
• Number of individuals who attend workshops and presentations
• Number of researcher consultations conducted on RDM topics

Target

• At least 4 all-campus Daily Bulletin articles, and an update to Senate Graduate and Research Council
• Host 5 training workshops; 3 OCAP workshops and 2 RDM workshops for researchers
• At least 100 researchers will attend workshops and presentations
• At least 10 researchers will consult with the RDM consultant in the first year

Actual

• Distributed 5 RDM-related Daily Bulletin articles (August 29, 2023; October 2, 2023; October 4, 2023; January 19, 2024; February 9, 2024). Updated SGRC in April 2024.
• Hosted 6 RDM workshops/presentations through the library (does not include external talks and trainings the RDM library hosted/spoke at). Hosted 4 OCAP workshops.
• A total of 342 researchers attended (incl. some external participants from open events) workshops/presentations.
• A total of 24 consultations with the RDM librarian for a total of 31 researchers met with (incl. other librarians and staff).

• Complete component 3, 4 and 5 of the Alliance Framework

• Number of consultation activities undertaken with the Researcher Advisory Board to develop the future state of RDM
• Number of communications/information sessions delivered on RDM strategy
• Publication of the final Institutional RDM Strategy

Target

• 6 consultation activities undertaken with the Advisory Board
• 10 presentation to senior leadership bodies; 2 Daily Bulletin articles; 6 website updates on progress.  This will increase RDM strategy awareness
• Waterloo Institutional RDM strategy published by the Tri-agency deadline of March 31, 2023

Actual

• 9 meetings held with the Advisory Board, providing extensive feedback and consultation on draft RDM plans

• 17 presentations to senior leadership bodies at both the University and faculty levels (including Senate Graduate & Research Council, Research Operations Council)

  2 Daily Bulletin articles

  Launched draft strategy on the website with feedback form, launched final strategy on the website

  In addition, we hosted an all-campus Town Hall with 110 attendees

• Institutional RDM Strategy was published by the Tri-Agency deadline of March 1, 2023 and formally received by the Agencies

• Complete component 1 and 2 of the RDM Strategy plan - Raise awareness and Assess Institutional Readiness

• Number of communications delivered on the RDM Strategy (including information sessions, e-mails, newsletters/articles on institutional websites and bulletins)
• Establishment of a Consultation group, with broad and diverse representation from University of Waterloo faculty and trainee
• Completion of the data landscape and institutional policy review

Target

• Increased awareness on campus of the Tri-Agency Research Data Management Policy as well as the institutional RDM Strategy 
• Identification of weaknesses/gaps/areas of development in institutional policies/procedures and data repository needs which will feed into the strategy roadmap

Actual

• 12 presentations to research and computing groups; 2 Daily Bulletin articles; 1 website created; Interviewed 50+ researchers and research support staff; Survey e-mails distributed to ~7,000 on-campus researchers
• Established the Research Data Management Institutional Strategy Working Group, consisting of members from Office of Research, Library, IST, and the Faculties (est. July 2021); Established a Researcher Advisory Board, consisting of faculty members, research support staff, and trainees (postdoc + graduate student) (est. April 2022)
• Research Data Management Needs and Gap Analysis Completed and Distributed to RDM Working Group in March 2022. Will inform next steps of process

• To design and implement research data infrastructure capable of supporting an OpenDAP instance
• To design and implement an OpenDAP instance that initially contains 30 climate datasets of interest from the Polar Data Catalogue (PDC)

• Number of datasets that can be successfully harvested by the Canadian Integrated Ocean Observing System (CIOOS) through use of the service

Target

• To publish a fully operational OpenDAP service by April 2023

• 30 PDC datasets to be successfully harvested by CIOOS by April 2023

Actual

• A fully operational OPeNDAP service was published by April 2023 at http://jorvik.uwaterloo.ca:8080/opendap/data/pdc/contents.html
• The project includes 66 total PDC datasets, all of which are being successfully harvested by CIOOS