Incremental Project Grant is a grant from the University of Waterloo administered through the Tri-Agency Research Support Fund (RSF) that funds indirect costs of strategic research projects at the university.

The program supports four priority areas: innovation and commercialization activities, facilities renewal including deferred maintenance, information resources including open access and digital databases, and equity, diversity, and faculty renewal. In 2025-26, Waterloo received an allocation of $2,728,903 through this program.

Eligible recipients are University of Waterloo faculty, staff, and students involved in qualifying research initiatives. Grant amounts and project scopes vary depending on the priority area and institutional objectives.

Incremental Project Grant | Research | University of Waterloo Incremental Project Grant The Incremental Project Grants (IPG) funding opportunity is a stream of the Tri-Agency Research Support Fund (RSF). Similar to the RSF grant, it provides support for the indirect costs of research, but for designated projects that support certain key strategic priorities.

The IPG provides eligible institutions with additional support for projects that focus on a set of priorities that cut across the RSF’s five existing categories of eligible expenses .

The initial four IPG priority areas are: innovation and commercialization activities; facilities renewal, including deferred maintenance; information resources, including digital resources, open access and databases; and equity, diversity and faculty renewal (in the context of equity, diversity and inclusion). In 2025/26, Waterloo received an allocation of $2,728,903 .

This allocation is divided across the following categories to support Waterloo’s research objectives: Innovation and Commercialization Activities Integrated innovation systems Institutional performance objective 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 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 Artificial Intelligence (AI) enhancement of intellectual property (IP) disclosure and management decision-making Institutional performance objective 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 100% of new disclosures reviewed using AI tool AI used to assist 60% of prior art and patent office action responses Building a culture of inclusive innovation Institutional performance objective 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 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 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 Accelerating and amplifying Waterloo commercialization campus connectivity Institutional performance objective 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 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 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%) Institutional performance objective 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 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 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 Implementing inclusion in commercialization Institutional performance objective 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 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 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 Increase commercialization of research particularly focusing on researchers from the FDG Institutional performance objective 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 Increased engagement in commercialization activities 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 Commercialization — funds for women entrepreneurs Institutional performance objective Promote broader female engagement with entrepreneurial training Number of female identified members of the research teams 6 lead researchers; 19 female participants involved in applied development commercialization focused projects Establishing translational workspaces Institutional performance objective 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 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 Restoring critical electron microscopy infrastructure Institutional performance objective 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 14 FIB-SEM samples processed per month 18 TEM samples imaged per month 12 HQP per year trained on TEM Exploring long term nitrogen cost savings Institutional performance objective To explore the feasibility of installing a membrane based nitrogen generation system completion of a feasibility study Decision made on whether to proceed with the installation of a membrane based nitrogen generation system Expanding redundant power capacity Institutional performance objective 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 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 Expansion of Velocity student entrepreneurial workspace Institutional performance objective 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 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 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 Velocity entrepreneurial student space renewal Institutional performance objective 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 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 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.

Enhancing infrastructure: Equipment for Animal Welfare Institutional performance objective 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 Certification will be maintained Equipment will be purchased, installed and operational by March 2025 Provincial and federal certifications maintained for 2024-2025 Equipment was purchased, installed and fully operational by March 2025 Facilities enrichment project for central research facility Institutional performance objective 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 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 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.

Indigenous Longhouse Renovation Institutional performance objective Renovate space to establish the Longhouse Labs (Llabs), a multi-use creative-research lab Completion of Phase 2 renovations Phase 2 will be completed by March 2023 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.

Central Research Facility Regulatory Equipment, Software and Maintenance Institutional performance objective Upgrade equipment and software in the Central Research Facility to meet CCAC regulatory requirements Equipment and software will be ordered and delivered Equipment and software will be installed and operational Equipment and software has been installed and is operational Indigenous Longhouse Renovation Institutional performance objective 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 Phase 1 of renovations completed by March 2022 Over 70% of the Phase 1 renovations are complete.

Supply chain issues created significant delays Central Research Facility Institutional performance objective Installation of stand alone boiler system to resolve heat and humidity fluctuations in a central research facility Equipment and software installed and operational Installation completed Fall 2020 Institutional performance objective 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 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 Research systems harmonization Institutional performance objective 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 Detailed requirements including data flows and use cases are completed Business processes finalized Systems/solutions selected and approved by senior leadership Institutional performance objective Conduct a vendor-led workshop to revisit and optimize core systems configurations and processes 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 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 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.

Core Research Facilities (CRF) systems enhancement Institutional performance objective 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 Agreed shared service and technology support model CRF technology platform implemented Institutional performance objective 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 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 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 Increasing capacity to measure key performance indicators of research impact Institutional performance objective 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) 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.) Institutional performance objective 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) 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.) 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 Institutional performance objective 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) 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 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.

Implementation of Waterloo's Institutional Data Management Strategy Institutional performance objective 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 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.

Institutional performance objective 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 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 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 Institutional performance objective 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 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 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).

Development of Waterloo's Institutional Data Management Strategy Institutional performance objective 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 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 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 Institutional performance objective 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 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 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 Optimizing Climate and Environment Data Discoverability through the Implementation of the Waterloo Climate Institute's OpenDAP Services Institutional performance objective 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 To publish a fully operational OpenDAP service by April 2023 30 PDC datasets to be successfully harvested by CIOOS by April 2023 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 Equity, Diversity and Faculty Renewal (in the context of Equity, Diversity and Inclusion) Institutional performance objective Increase faculty and staff, as well as graduate students and postgraduates, understanding of how EDII is incorporated into the research ecosystem Support to Indigenous research and Indigenous Researchers including Indigenous Canada Research Chairs (CRC) To develop and begin to implement new policy and action plans that directly relate to EDII in research by particularly leveraging the leadership in the Canada Research Chairs Program (CRC) Increase the number of resources on the IRRHub and promote the use of learning through the IRRHub resources A new Canada Research Chair Equity Plan engaged on and developed Number of consultations and grant proposal reviews Number of items on the IRRHub Number of "Hits" on the IRRHub A new Canada Research Chair Equity Action Plan publicly published, and implementation plans underway 30 consultations and grant proposal reviews 30 new guides and resources posted to the IRRHub Over 1,500 "hits" on IRRHub Institutional performance objective Increase faculty and staff, as well as graduate students and postgraduates, understanding of how EDII is incorporated into the research ecosystem To embed EDII into research design by educating and building capacity, collaborating with researchers to improve award applications and advise more generally on