Wentworth Strategic Plan Report 2012 - 2017 Final Report

Impressive Accomplishments, Bold Aspirations strategic plan 2012–2017 final report

Wentworth on the Rise this report documents the extraordinary, positive changes that have taken place at Wentworth through the implementation of our Strategic Plan for 2012–20 17. Many of these changes are in evidence from the moment visitors set foot on our campus. From the stunning new Douglas D. Schumann Library & Learning Commons to the cutting-edge laboratory facilities lining our High-Tech Highway, Wentworth’s physical campus has been dramatically improved, giving students and faculty access to some of the most sophisticated facilities in the region.

The full extent of Wentworth’s transformation goes even deeper. We have cultivated an environment of innovation and entrepreneurship in keeping with the greater prominence of our engineering programs.

The expansion of our graduate-level programs has allowed us to attain university status, further increasing both our prestige and our reach regionally, nationally, and overseas. The rapid evolution of our philanthropic culture has opened new doors for the Institute, reflecting a profound sense of pride among our alumni, faculty, staff, and students.

This transformation was made possible through the collaborative efforts of the entire Wentworth community. I want to express my sincere gratitude to our devoted staff; our exceptional faculty members; our inspiring students; our trustees, trustees emeriti, and corporators; and our alumni around the world for their sustained commitment to the Institute’s success. Thanks to your dedication, Wentworth is well positioned to continue the upward trajectory that defined this ambitious plan. I’m thrilled to share our accomplishments with you, and look forward to working with you as we aspire to even greater heights.

Best regards,

zorica pantić, e.e., ph.d. president

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a strategy for growth

Advancing Wentworth in Multiple Dimensions at its launch in 2012, our five-year Strategic Plan articulated a bold vision focused on raising Wentworth’s profile and strengthening our position as a first-class educational institution. Developed through a highly collaborative process during dozens of working sessions involving hundreds of community members, the plan emphasized five key areas of focus: 1. Create transformational educational experiences 2. Embrace a culture of innovation and creativity 3. Position and promote Wentworth 4. Enhance institutional resources 5. Recruit, engage, and empower a diverse Wentworth community

strategic plan 2012–2017 final report

Working groups composed of faculty members, staff, students, and institutional leadership developed quantifiable goals and benchmarks around each focus area, along with action plans for implementing those strategies across the Institute.

The plan has resulted in the creation of high-profile programs such as EPIC Learning and Accelerate; ongoing construction of facilities dedicated to research and innovation; a new institutional brand identity; record participation in philanthropic efforts; significant improvements in the quality of campus life for both residential students and commuters; and a deeply engaged community, including first-rate new faculty members and a student body of exceptional caliber and character.

2012

2013

Accelerate, Wentworth Innovation + Entrepreneurship Center, launches

Newly designed first-year seminar course debuts

Center for Sciences and Biomedical Engineering opens

College of Professional and Continuing Education (CPCE) offers first online classes

William H. Flanagan Campus Center is dedicated Master of Science in Facility Management is introduced

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2014

2015

2016

2017

Altschuler Computer Center and Gelfand Strength of Materials Laboratory open

Douglas D. Schumann provides Wentworth with $5 million gift, jump-starting the Campaign for the Douglas D. Schumann Library & Learning Commons

Master of Science in Applied Computer Science program is introduced

Wentworth receives largest ever bequest from Myles and Eugenia Sweeney

New brand identity launches Apartments@525 Huntington Avenue residence hall opens Master of Science in Technology Management is introduced

Douglas D. Schumann Library & Learning Commons opens

Wentworth achieves university status Construction begins on first new academic building in 45 years Bachelor of Science in Biological Engineering launches

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C ommitted to Exceptional Education creating a superior educational experience for our students—a key goal articulated within our Strategic Plan—lies at the heart of Wentworth’s mission. Our commitment to student success begins before enrollment, as we work to recruit students who will challenge and enrich one another. It continues throughout their Wentworth journey, as we provide myriad opportunities to participate in hands-on, interdisciplinary learning, innovative research initiatives, and enriching co-op experiences with top employers.

Growing a culture of collaboration While collaboration between industrial designers and mechanical engineers occurs frequently in the professional world, it was less prevalent at Wentworth before professors Stephen Chomyszak, Peter Rourke, and Simon Williamson joined forces.

Their course—known as Advanced Rapid Prototyping in the Department of Industrial Design, and as Computer-Aided Manufac­ turing in the Department of Mechanical Engineering & Technology—brings together 20 students from each discipline in a handson, collaborative environment. “At first, working with peers from another department represented unfamiliar terrain for our students,” explains Professor Williamson.

“In the end, their different backgrounds make the class much more dynamic—they design and build things that never would have been conceived otherwise.”

This highly popular course challenges students to brainstorm and prototype together around a specific project, which may involve creating a drone or designing a modern art installation.

As they work together, designers and engineers gain new insight into each other’s methods and perspectives. “Empathy is a major component of the course,” notes Professor Chomyszak. “Students grow to understand the challenges and goals that affect how team members from different disciplines approach and solve problems.”

The course has helped break down silos between the two departments, providing a model of interdisciplinary collaboration that has inspired others in the Wentworth community. Each instructor brings his own background to the table, providing students with a unique cross-disciplinary experience.

“It’s an exciting course to teach,” says Professor Chomyszak. “It keeps us on our toes and motivates us to take risks as educators.” This environment of calculated risk-taking is an essential component of the course; students learn that failure can often prove as instructive as success.

“Having engineers and designers working side by side produces better outcomes,” explains Professor Rourke. “We’re teaching students the value of being plugged into every stage of the product development process—from concept, to design, to manufacturing. That experience will serve them well in their future careers.” left Professors Stephen Chomyszak (left) and Simon Williamson , who together hold the William E. Roberts Endowed Professorship for instruction in computeraided design, manufacturing, and engineering.

Career Outcomes, Class of 2016

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98

%

employed or in graduate school

$58,000 median salary

59

received a full-time offer from co-op employer

92

%

working in their academic discipline

strategic plan 2012–2017 final report

%

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Modest grants, big ideas Few initiatives have had as profound an impact on Wentworth in recent years as the Institute’s efforts to foster an Externally collaborative, Project-based, Interdisciplinary Culture for Learning—also known as EPIC Learning. “EPIC is inspiring and empowering,” says Professor James O’Brien, chair of the Department of Sciences. “The program reaffirms the handson, interdisciplinary approach that has defined Wentworth for generations.”

A critical element in the integration of EPIC Learning across the Institute—and a symbol of Wentworth’s efforts to promote innovative learning in conjunction with the Strategic Plan—is the EPIC Mini-Grant Program. Grants of up to $5,000 are awarded to professors for projects that have the potential to have a positive impact on the student and faculty experience at Wentworth. “The mini-grant program demonstrates the Institute’s commitment to encourage unconventional thinking and novel approaches to problemsolving,” explains Professor O’Brien. “The grants are an ideal

impetus for getting projects off the ground without the pressure around producing marketable deliverables that often comes with external funding.”

Projects funded by mini-grants typically involve interdisciplinary collaboration, giving faculty members the opportunity to work with colleagues and students in other departments. Many projects have resulted in the creation of new tools and resources—from Professor O’Brien’s minisupercomputer for crunching big data, to Professors Ryan Rogers’ and Joseph Martel-Foley’s system for automatically sorting fruit flies by physical traits.

“EPIC has revolutionized what’s possible for faculty members at Wentworth, which has in turn helped transform how students learn and develop,” notes Professor O’Brien.

“Implementing the program is one of the best decisions the Institute has made in recent years.”

“Wentworth students have an outstanding work ethic.

They dive in and work hard, no matter what the job.”

robbin beauchamp director, co-ops + careers

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The value of real-world experience As fewer employers provide on-the-job training and the tradition of apprenticeship diminishes, giving college students exposure to hands-on, real-world experience before graduation has become more important than ever. Fortunately, providing experiential learning in a real-world setting at leading corporations has been an essential part of Wentworth’s identity since 1975, when the Institute’s cooperative education program began.

“Wentworth students have an outstanding work ethic,” Robbin explains. “They dive in and work hard, no matter what the job.” Participation in the Co-op Institute—a five- to sevenweek, voluntary program that prepares sophomores for co-op opportunities—has grown by 87 percent since 2014, with 653 students enrolled in 2017. “Students recognize how critical their co-op experience is to their career prospects,” she says. Among the Class of 2016, 59 percent received a career-launching full-time offer from their co-op employer.

As the profile of Wentworth’s student body expands further into engineering disciplines, the profile of employers eager to work with Wentworth students has evolved to include major players like Google, Tesla, and NASA, as well as a greater number of international firms. “Our students aren’t just fixing machines anymore,” says Robbin. “They’re inventing, designing, and building them.”

strategic plan 2012–2017 final report

Under the leadership of Robbin Beauchamp, director of co-ops + careers, student engagement with the Center for Cooperative Education and Career Development has grown significantly. Robbin has helped transform the Center’s offices into a go-to destination where students can seek advice about co-op and career opportunities, practice their interviewing skills, and learn how to refine their résumés.

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Accelerating Innovation wentworth has always celebrated the innovative and entrepreneurial spirit of our community.

Our Strategic Plan facilitated the creation of new programs and initiatives that support students as they develop their fledgling ideas and cultivate essential 21st-century skills.

Enabling bold experimentation Innovative entrepreneurs know the importance of taking calculated risks and venturing outside their comfort zone.

Fostering students’ entrepreneurial spirit through our groundbreaking Accelerate program has been a key focus of Wentworth’s Strategic Plan. “We initially launched Accelerate as an experiment,” explains Monique Fuchs, associate vice president of innovation and entrepreneurship. “We hoped to attract possibly 10 students at the outset; when more than 70 participants submitted ideas, we realized that there was a huge demand for this kind of program.”

Since May 2012, nearly 6,000 students have undertaken more than 700 projects through Accelerate—from a modular drone that

can easily be reassembled after a crash, to multidimensional footwear for virtual reality.

Accelerate helps students develop ideas they’re passionate about—and in the process, gain skills and competencies that open new paths in their careers. While some teams have achieved success beyond Wentworth and secured external funding for their ideas, the program’s primary goal remains to help students build confidence and learn how to take smart risks. “The solutions to problems are often found in unexpected places,” Monique explains. “If you’re going to break new ground, you have to break a few rules.

Accelerate provides an environment where that bold experimentation can occur.”

Under Fuchs’ leadership, Accelerate has continued to grow, sowing the seeds of innovation across Wentworth’s culture.

Accelerate teams have participated in the MIT Enterprise Forum and received widespread coverage in the Boston Globe and other media outlets, helping to raise Wentworth’s profile within the Boston-area innovation ecosystem. The program’s upcoming move to the new academic building for engineering, innovation, and sciences promises even greater opportunities for interdisciplinary collaboration on our campus and expanded partnerships with industry leaders.

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Pivoting toward success When Pillar Technologies co-founders Alex Schwarzkopf, Sean Iacobone, and Matt Joyal first attempted to market the concussion-detecting sensors they developed through Accelerate in 2015, they had trouble generating demand for their products within the construction industry, their initial target market. Undeterred, the three drew on the problem-solving skills they learned at Wentworth to pivot their business model and identify other potential market opportunities.

Schwarzkopf, Iacobone, and Joyal adapted their technology to create industrial-grade sensors that monitor key environmental factors on construction sites including temperature, pressure, humidity, smoke, and dust. In 2016, Pillar became the first Accelerate project to secure external funding. The $2.75 million in seed funding the company received in 2017 enabled the team to continue development of their real-time risk management software platform and explore additional potential markets.

“If you’re going to break new ground, you have to break a few rules. Accelerate provides an environment where that bold experimentation can occur.”

monique fuchs associate vice president, innovation and entrepreneurship

strategic plan 2012–2017 final report

Pillar Technologies founders (L–R) Alex Schwarzkopf ’15, Sean Iacobone ’15, and Matt Joyal ’15

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Raising Our Profile wentworth’s rising position within the competitive Boston educational market promises to open new doors for students, faculty, and alumni. The centralized marketing and communication strategies developed through the Strategic Plan have contributed to enhanced visibility and increased rankings, bolstering the value of a Wentworth degree worldwide.

A unified message In 2014, the Institute debuted a new brand identity featuring bold colors and design elements that distinguish Wentworth as a rising leader in innovative education. The new brand includes institutional messaging centered on the Five Factors of Career Success: Focused Academics, Cooperative Learning, Innovation and Entrepreneurship, Collaboration and Partnerships, and Ideal Location. The five factors were embodied in a pattern of interrelated squares that form the school’s new logo. “A strong brand identity is essential for positioning the university to succeed in an incredibly competitive market,” says Paula Sakey, vice president for institutional advancement.

“Our new identity holds true to the Institute’s roots and heritage while focusing on the future.”

As the new brand identity was implemented across the Institute’s online, print, and environmental communications, Wentworth also adopted Innovation in the Making as the theme of the Institute’s admissions efforts—a rallying cry that reflects the rising profile of Wentworth’s undergraduate and graduate-level programs. “Innovation in the Making speaks to more than just mechanical or technical skills,” Paula explains. “It encompasses Wentworth’s evolving culture of creativity, design, and collaboration.”

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Advancing by degrees

strategic plan 2012–2017 final report

In July 2017, Wentworth received university status from the Massachusetts Department of Higher Education, reflecting the Institute’s expanded graduate programs in design, management, engineering, and sciences. The designation will help Wentworth increase its name recognition and prominence within the region and nationally, and strengthen the value of a Wentworth degree for alumni in diverse fields.

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Securing Our Future the bold trajectory that has defined wentworth over the past five years has required the engagement, loyalty, and support of our entire community. Contributions from alumni, parents, industry, and friends have strengthened the Institute’s culture of philanthropy and powered the dramatic transformation of our campus.

“Over the past five years, our community has risen to the challenge and supported Wentworth’s mission and vision as never before.”

paula sakey vice president for institutional advancement

A legacy of giving Over the course of their lives, Myles Sweeney ’29 and his wife Eugenia remained fiercely dedicated to supporting Wentworth.

The fruits of their generosity are in evidence across our campus—from Sweeney Field, one of the jewels of Wentworth’s athletics program, to the Myles and Eugenia Sweeney Pavilion at the entrance to Beatty Hall.

When Eugenia died in March 2017, she left more than $10 million to Wentworth—the largest bequest in the Institute’s history.

Her gift will be directed toward establishing an endowed, merit-based scholarship fund for young women in engineering and construction management, and toward the expansion of the construction manage­ ment program, which was recently named the Myles and Eugenia Sweeney Department of Construction Management.

“The generosity of the Sweeneys and other visionary supporters within the Wentworth family enables us to rely less heavily on tuition,” explains Robert Totino, vice president for finance. “The impact of this gift cannot be overstated, and for that, Wentworth owes Myles and Eugenia a debt of profound gratitude.”

$54,886,722 raised

5,358

contributions received from alumni

$8,122,660

raised for the douglas d. schumann library & learning commons

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new scholarships created

Transforming our campus An institution as ambitious as Wentworth requires facilities that support and encourage the bold, innovative thinking that has energized the Institute over the past five years. Our burgeoning culture of philanthropy, sound fiscal management, and continued operational efficiency have enabled a wholesale transformation of Wentworth’s campus in response to the school’s audacious and far-reaching vision.

In support of efforts to enhance residential life at Wentworth, the Institute completed construction of the Apartments@525

Huntington, substantially increasing our residential facilities. The quality of campus life was further enriched by the 2012 opening of the Flanagan Campus Center, which provides a hub where both residential and commuter students can study, relax, work out, and socialize. New academic and laboratory facilities—including the Center for Sciences and Biomedical Engineering (2012), the Altschuler Computer Center (2014), and the Gelfand Strength of Materials Laboratory (2014)—have revolutionized how Wentworth faculty members across a variety of disciplines teach and conduct research.

“These new facilities provide the forum for the foundational changes taking place at Wentworth,” says David Wahlstrom, vice president for business. Even as the latest Strategic Plan concludes, the evolution of our campus continues: the topping-off ceremony for the new academic building for engineering, innovation, and sciences was held on February 8, 2018. The building is scheduled to be completed by November 2018, and will officially open in January 2019.

A dynamic environment to support 21st-century learning Opened in September 2016, the renovated Douglas D. Schumann Library & Learning Commons is a centerpiece of Wentworth’s newly transformed campus. The dynamic, multipurpose facility includes technologyequipped study rooms where students can collaborate on projects; the Lloyd Andres Carney Technology Sandbox, a hands-on environment for experimenting with new technology platforms; and a flexible, rotating exhibition space.

strategic plan 2012–2017 final report

Philanthropy at Wentworth, 2012–2017

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Enriching and Enlivening Our Community wentworth has always derived its strength from the talented, committed individuals who comprise our diverse and dynamic community. The Strategic Plan’s emphasis on deepening the engagement of our students, faculty, and staff has resulted in a more unified and cohesive Wentworth.

Accentuate the positive Research has shown that college students who engage in clubs and activities have higher GPAs, graduate earlier, and remain more connected and involved as alumni.

In light of the Strategic Plan’s emphasis on increased student engagement, fostering a greater sense of belonging has been a top priority for Dean of Students and Vice President for Student Affairs Annamaria Wenner. “We want to build a cohesive community that embraces both residential and commuter students, faculty, staff, alumni, families, and everyone who has a connection to Wentworth,” she explains.

In an effort to increase student engagement, Wenner oversaw the reorganization of

Wentworth’s first-year seminar course in 2013 to incorporate appreciative advising, a hands-on approach that focuses on identifying and nurturing students’ individual strengths. Schedules were adjusted to give students more one-on-one time with their instructors, helping them find their place within the Wentworth community. She also helped consolidate five offices focused on community-based activities into the Center for Diversity and Social Justice Programs and the Center for Student Engagement, an approach that has greatly streamlined the process for students looking for opportunities to join groups related to their personal and professional interests—or start their own clubs and organizations.

As a result of these efforts, Wentworth students are demonstrably more engaged than ever. Over the past five years, the number of active student clubs and organizations has grown from 46 to 70—including an increase from six to 14 clubs related to culture and identity.

“We want to make sure that traditionally underrepresented populations on campus are included, and celebrated,” says Annamaria. Students also play active roles on institutional committees, ensuring that their voices are heard around areas such as institutional hirings.

“We want to build a cohesive community that embraces everyone who has a connection to Wentworth.”

annamaria wenner dean of students and vice president for student affairs

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Supporting world-class faculty

society of automotive engineers cosplay club wit unicef hip-hop club robotics club

Increasing faculty engagement, an essential objective of the Strategic Plan, is critical if Wentworth is to keep attracting and retaining some of the best educators in the region. “Our administration wants to make sure that faculty members can build innovation and experimentation into our courses and curriculum,” explains Professor Ryan Rogers. “We are encouraged to be creative and take risks, which helps encourage faculty members to remain at Wentworth. I’ve never taught a class the same way twice.”

Changes to orientation programs for new faculty help them forge strong bonds with the Wentworth community. “Since I started in 2014, faculty orientation has become much more interactive,” explains Professor Rogers.

“I really enjoy connecting with new colleagues and sharing my experiences with them.”

“Faculty members are encouraged to be creative and take risks in our educational approaches. I’ve never taught a class the same way twice.”

ryan rogers assistant professor, department of sciences

strategic plan 2012–2017 final report

Recently Established Clubs and Organizations

Beloved by students and respected by his peers, Professor Jonathan Ripley has taught in the Department of Humanities and Social Sciences at Wentworth since 1981.

As a result, he has witnessed firsthand the transformation of the Institute’s students, faculty, and campus. “I can say without a doubt that the current members of our faculty are some of the highest quality educators I’ve had the privilege of working with at Wentworth,” he notes.

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forward momentum

N ever Resting as every student of physics knows, an object in motion tends to stay in motion. As we celebrate the accomplishments of the past

Women at Wentworth Women have come to occupy many of the most prominent leadership roles on Wentworth’s campus, despite the fact that they currently constitute just 20 percent of our student body. As we continue our efforts to recruit talented female students, we are inspired by the achievements of Wentworth’s women, who represent:

five years, we are laying the groundwork for sustaining our momentum and building on our record of achievement.

In coming years, we will continue to grow our graduate offerings, beginning with the introduction of the recently approved Master of Science in Project Management program.

We will further expand majors available to undergraduates in the Department of Sciences, and institute further enhancements to our academic advising programs to ensure that students receive the guidance they need to succeed in and beyond the classroom. We will redouble our efforts to expand our network of high-profile co-op employers, and will continue to foster a culture of diversity and inclusion among students, faculty, and staff.

We will develop and implement a unified model of shared governance that reflects our commitment to fiduciary responsibility. Finally, we will prepare to launch a comprehensive fundraising campaign that will propel Wentworth into a new era of excellence.

strategic plan 2012–2017 final report

As we prepare to develop our next Strategic Plan, the entire Wentworth community looks forward to the continued advancement and transformation of this singular institution.

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50

%

community scholarship winners

%

student alumni society members

58

%

student leaders, including orientation staff members, wow staff members, resident assistants, and community standards board members

82

%

winners of the wentworth bowl— the highest honor bestowed on students—between 2000 and 2017

photography: Chuck Choi, Devlo Media, Kathleen Dooher, Heratch Ekmekjian, Tony Rinaldo, Brian Smith, and Joshua Touster writing: Libretto design: Stoltze Design

Wentworth Student Government President Chris Joanis, BSAM ’18, Wentworth President Zorica Pantić, Faculty Senate President Emma Smith-Zbarsky, associate professor in the Applied Mathematics Department, and Eric Overström, senior vice president for academic affairs and provost, sign a structural beam to celebrate the “topping off” of the new academic building for engineering, innovation, and sciences.

President’s Office 550 Huntington Avenue

Boston, Massachusetts 02115-5998 617-989-4476 | president@wit.edu | wit.edu