Our plan in action

UBC Applied Science plans to achieve the bold vision and mission in our strategic plan through a series of short implementation plans, designed to highlight priorities over a short (1 – 3 year ) timeframes. These plans are intended to provide more detail on the specific actions and investments made by the Faculty, our units and individual members of the APSC community that demonstrate how we aim to transform our selves, and transform the world.

Our implementation plan is intended to be a living document that will be reviewed each year. While the strategic plan sets a vision for the future, the brief time scales of implementation allow us to monitor the drivers and trends identified in planning process, and adjust our course as information, forces and circumstances arise. For example, the COVID-19 pandemic accelerated many aspects of the future our Faculty envisioned together while developing the new strategic plan.

We believe the implementation of our strategic plan will support UBC Applied Science in accelerating out of this current state and into the “next normal.”

Transforming ourselves

These actions drive success in our first three priority areas: University for the future, Future of work and Inclusive leadership & respectful engagement

Remote teaching & learning transition fund

Strategies 1, 3, 7

Commit $1.5M in investment to enable UBC Applied Science’s transition to online teaching, and develop a streamlined application program for Departments and Schools to apply for funding.

Experiential learning & leadership professorships

Strategies 1, 6, 7, 9 & 11

Established the "Marshall Bauder Professorship in Experiential Learning and Leadership" with dedicated operating budget to develop innovative co-curricular opportunities for engineering undergraduate students, and install two inaugural faculty members.

Experiential Learning Centre

Strategies 1, 6

Established, resourced and set the vision for the Experiential Learning Centre, which has the intent to house all co- and extra-curricular activities under one Centre to ensure engineering students have the skills and experiences they need, in addition to curricular excellence

Leadership Education for Engineering Students program

Strategies 1, 9

Launched the Leadership Education for Engineering Student (LEES) program (website coming soon!)

Established EDI office

Strategies 8, 9, 10

Established a formal EDI Office within UBC Applied Science with dedicated operating fund, appoint new Associate Dean of EDI, hire a Senior Manager, EDI & Indigeneity staff member to help build and execute the Faculty’s EDI action plan, and provide ongoing operational budget. Visit the new EDI website.

EDI staff awards program

Strategies 8, 9, 10

Introduced and awarded “UBC Applied Science EDI awards” to staff who have gone above and beyond to support the Faculty in achieving its EDI mission to be an inclusive, respectful workplace

EDI in Research Workshop

Strategies 9, 10, 12 & 15

Pioneered development of an EDI in Research workshop to support researchers to incorporate best practices in EDI into grant applications and research

NSERC Alliance bootcamps

Strategies 12, 15

Developed and delivered workshops to faculty to support increased knowledge and skill development in applying for NSERC Alliance grants in collaboration with UBC SPARC

NSERC Discovery Grant bootcamps

Strategies 12, 15

Developed and delivered workshops to faculty to support increased knowledge and skill development in applying for Discovery Grants in collaboration with UBC SPARC

Education scale-up projects

Strategies 1, 3, 6

Commit $75,000+ to education-focused innovation & scale-up projects to increase flexible high-quality programming across UBC Applied Science

Micro-credential & badging programs

Strategies 1, 6, 7, 9 & 11

Dedicate faculty & staff resources to explore the creation of additional high-value experiences for undergraduate students which are not part of traditional learning pathways (e.g., badging, credentialing, etc.) in UBC Applied Science

Future Faculty IT requirements study

Strategies 1, 3, 5

Conduct a 'future IT requirements' study to support the visioning & development of a service blueprint to help deliver the University for the Future & Future of Work within the Faculty

Experiential Learning Centre

Strategies 4, 15

Launch the Experiential Learning Centre to engineering undergraduate students, providing clearer pathways to the valuable experiences available to them and the job skills that will support their career goals. Expand the accessibility and breadth of career and co-curricular experiential learning opportunities to APSC students by: launching a Co-op program for SALA students, expanding career services support to engineering students, increasing mentorship and networking opportunities to UBC-V and UBC-O students, and launching the new Experiential Learning Centre website

EDI 'foundations & applications' training

Strategies 9, 10

Identify and develop a wide repertoire of 'foundations & applications' training resources focused on EDI, anti-racism, decolonization, and Indigenous ways of knowing for students, staff and faculty to access to ensure they have the competencies and capacity they need to build respectful, diverse and inclusive communities

Curriculum revitalization program: EDI & Indigenous perspectives

Strategies 1, 8, 9 & 10

Establish $25,000 EDI Classroom Fund to support the development and implementation of curriculum that embeds EDI, anti-racism, decolonization, and Indigenous ways of knowing within teaching and learning environments

Dialogue & listening opportunities

Strategies 8, 9, 10 & 15

Increase both the number and variety of dialogue and listening opportunities for the UBC Applied Science community to elevate and enable active engagement in EDI & Indigenous culture

Non-traditional research funding opportunity analysis

Strategies 12, 13, 15, 16 & 17

External environmental scan of international and domestic research funding opportunities outside of Canada’s tri-council funding that align with APSC research strengths

APSC CFI internal selection process

Strategies 11, 12, 13

Internal review process of CFI Expressions of Interest internally at APSC to help teams put forth strong, feasible and financially-responsible/sustainable projects and provide consistency across Vancouver and Okanagan campuses

Research internal communications strategy

Strategies 7, 15

Develop a strategy to improve APSC internal communications to faculty on research funding, partnerships, training and other opportunities

Academic Innovation Centre

Strategies 1, 2, 6

Form and launch an ‘Academic Innovation Centre’ for Educational Leadership faculty members to support ongoing academic innovation throughout the Faculty

Access & support program

Strategies 8, 10

Build the internal supports needed to assist Indigenous applicants in navigating the admissions system with an aim to remove barriers to UBC Applied Science disciplines

Metrics & transparency assessment

Strategies 8, 9, 10

Create clear metrics to evaluate the representation and experiences of UBC Applied Science community members in areas such as admissions, graduation, career trends & retention, leadership structures, and work & learning environments

Research Leadership program

Strategies 12, 13, 14, 15 & 16

Develop and implement training and resources for APSC faculty to increase knowledge and skill development in research funding applications, partnership development, knowledge exchange and leadership. Program to be announced early Summer 2021

Transforming the world

These actions drive success in our final three priority areas: Solutions for people, Thriving cities & communities and Planetary health.

APSC Research & Partnerships strategy

Strategies 12, 13, 14, 15, 16 & 17

Developed an APSC Research and Partnerships strategy to align research efforts to the APSC Strategic Plan and pro-actively identify and pursue opportunities and supports for APSC faculty

Industry Partnerships opportunity analysis

Strategies 12, 13, 14

Undertook an external opportunity analysis to identify opportunities for APSC strategic partnerships that align to APSC strengths and goals

Internal support for research in Thriving Cities and Communities

Strategies 12, 13, 14, 15 & 16

Hired two APSC Dean’s office staff to support research funding and partnership development for Thriving Cities and Communities

New Research & Partnerships Website

Strategies 12, 14, 15

Launched a new research and partnerships website to support outreach to APSC industry, community, government and non-profit partners and showcase APSC research

Research database project

Strategies 12, 14, 15 & 16

Develop an internal Applied Science Research Database to support data and outcomes-driven decision-making and inter-disciplinary research

PAEI research cluster

Strategies 12, 13, 14, 15, 16 & 17

Leverage the Presidents Academic Excellence Initiative opportunity by creating the APSC Scholars Program to hire 10 faculty members into a ‘Thriving, Resilient Cities & Communities’ research cluster, and establish the physical and virtual support structures necessary to enable their success

Curriculum revitalization program: Planetary Health

Strategies 1, 17

Establish a $______ Planetary Health Classroom Fund to support the development and implementation of curriculum that embeds planetary health content in teaching and learning environments across the Faculty

Climate Action Research Institute

Strategies 12, 13, 14 & 17

Establish the Climate Action Research Institute, a flagship research organization which will be grounded in the Applied One precinct, to support UBC Applied Science research and impact in climate solutions

Thriving Cities & Communities opportunity analysis

Strategies 12, 13, 14

Undertake an external opportunity analysis to identify opportunities for APSC strategic partnerships that align to APSC strengths and goals in Thriving Cities and Communities

Thriving Cities & Communities research strategy

Strategies 12, 13, 14, 15, 16 & 17

Develop an APSC strategy to strengthen our research engagement and impact with cities and communities

Outcomes and impacts

For news, research stories and strategic initiatives showcasing outcomes and impacts related to our strategic plan, visit the UBC Applied Science website.

UBC Applied Science - Our Plan in Action