Priorities:University of Toronto Student Priorities

Strategic Priority 1 Expand Opportunities for Global

Key Tactics

Select Countries with Favorable Visa Policies: Identify and target countries that have low barriers and ease of access for visa requirements, facilitating collaboration and proof of concept initiatives.

Target Collaborative Institutions: Choose institutions within countries open to international collaboration for support.

Identify Global Healthcare Partners: Seek partnerships with global organizations facing challenges in the current healthcare ecosystem.
Leverage Existing Programs: Utilize existing programs and relationships, such as AII, to enhance collaboration.
Curriculum Development: Vet and design courses or programs that align with the initiative’s goals.
Establish Interdisciplinary Programs: Create programs that facilitate interdisciplinary collaboration to address global health challenges sustainably through design thinking.
Model After Successful Organizations: Function similarly to organizations like AIESEC to promote global engagement.

Strategic Priority 2 Strengthening Mental Health and Wellbeing Services

Research Existing Mental Health Resources on Campus: Conduct an inventory of mental health resources currently available on campus to understand the existing support framework.
Leverage Insights from the Mental Health First Aid (MHFA) Program: Utilize insights gained from the MHFA program to inform the development and improvement of mental health initiatives.
Offer MHFA Programs: Implement Mental Health First Aid programs to provide foundational knowledge and skills for addressing mental health issues.
Surveys or User Interviews: Conduct surveys or user interviews to gather qualitative and quantitative data on mental health perceptions and experiences among students and founders.
Find Out Common Mental Health Problems Among Founders: Analyze the data collected to identify prevalent mental health challenges student entrepreneurs and founders face.
Analyze the Uptake of MHFA Programs: Evaluate the participation rates and engagement levels in the offered MHFA programs to assess their effectiveness.
Collect Feedback on the Offered Programs:Gather feedback from participants in MHFA programs and other mental health initiatives to refine and improve the offerings.
Co-Create with Founders Who Have Dealt with Mental Health Issues:Engage with founders who have experienced mental health challenges to collaboratively develop tailored resources and strategies.

Goal: Equip entrepreneurs with a comprehensive mental wellness toolkit that fosters resilience and well-being in their personal and professional lives.

Strategic Priority 3 :Promote Interdisciplinary Collaboration Learning and access to existing resources on campus

The complexity of today’s challenges demands innovative solutions that draw from multiple fields of expertise. This strategic priority encourages collaboration across disciplines, enabling students, researchers, and faculty to combine their strengths and diverse perspectives. The University of Toronto is committed to creating more opportunities for interdisciplinary learning, research, and innovation, while also improving access to resources that support these efforts, fostering a campus culture where creativity and problem-solving flourish.

Time-frame

Ideas tested over the course of the 2024-25 academic year

Point People

Vedant Shukla - Primary
Mikhail Lobo - Primary
Linette Penney - Primary

Key Tactics

Identify - Existing Spaces and Stakeholders
Establish an UIF club to have more people helping us achieve our main goal
Create or renovate a space in which to facilitate event

Final Goal - Hold at least three interdisciplinary collaboration events

Strategic Priority 4 :Enhance access to Innovation and Entrepreneurship resources on campus

To support the next generation of innovators and entrepreneurs, the university is dedicated to expanding access to its innovation and entrepreneurship resources. This priority focuses on creating a robust support system that includes mentorship, funding opportunities, incubators, and academic programs tailored to budding entrepreneurs. By integrating these resources into the university’s curriculum and extracurricular offerings, students and faculty are empowered to bring their ideas to life, from research projects to startups, ensuring continued innovation and entrepreneurial growth on campus.

Time-frame

Ideas tested over the course of the 2024-25 academic year

Point People

Vedant Shukla - Primary
Mikhail Lobo - Support
Linette Penney - Support

Key Tactics

Identify - which accelerators to recruit from - Sign up at least ten teams to participate in a needs assessment
Make and circulate exhaustive list of existing resources on campus and ask for feedback
Plan events, focus groups and co-creating sessions for the structure of the fund
Meet with IP and Financial teams for legal requirements