Strategic Plan

The College of Engineering plans within the University of Saskatchewan’s planning framework.  The College will participate in and contribute to the University’s Third Integrated Plan, Promise and Potential

In addition, the College’s actions will be guided by the path we’ve set for ourselves in the College’s 2012 – 2016 Strategic Plan.   

College of Engineering 2012-2016 Strategic Plan (full document)

College of Engineering 2012-2016 Strategic Plan (summary)

Defining Features

In its second century, the College of Engineering will be known for:  

  1. High Quality Programs: The College will be known for its high quality undergraduate and graduate programs that prepare students for professional and academic careers, graduate studies and leadership roles.
  2. Innovation: The College will be known for its innovative approaches, collaborating and creating in everything we do.
  3. Relevance to Industry: The College will be known for its partnership with local, regional, and international industries.

Strategic Directions


This Strategic Plan signals the direction the College will take in terms of enrolment, research and development activity.  These ambitions are not exact:  they map the trend and magnitude of our aspirations. 

 Over the next four years, we will work to:

  • Increase the size and diversity in our student body including:
    • Increase undergraduate enrolment by about 15%;
    • Increase graduate enrolment by about 40%;
    • Double the portion of our student body that self-identifies as Aboriginal, from 3% to 6% of undergraduate students and from 2% to 4% of our graduate students; and
    • Increase the portion of women in our undergraduate student body to 25% from 19% and the portion of graduate student body from 30% to 35%.
  • Increase the average per faculty research funding by about 25%.
  • Increase the College’s 3 year fundraising average from $3.2 million to $5.2 million.

 Major initiatives we will undertake to reach these goals include:

  • Develop and begin to implement a Strategic Enrolment Management Plan for the College;
  • incorporate concepts of graduate attributes into curriculum, courses and teaching methods; 
  • integrate new curriculum components, such as options, into our undergraduate programs to respond to evolving industry needs and to ensure that our graduates are career ready;
  • invest in new initiatives to support the success and development of faculty and staff; and
  • acquire the expanded physical infrastructure needed to support our success.  

 More complete and detailed annual action plans and initiatives will be developed and as we implement the Plan.