Pioneering - Wentworth Institute of Technology

WE ARE PIONEERSEach year at Wentworth, we graduate pioneers. They are men andwomen with ideas for transformative change and a passion forexploring new ways of thinking. They go on to become leaders ofindustry, business owners, and entrepreneurs who define the futureof their chosen field and our global economy.The ability to break new ground is a characteristic shared by theentire Wentworth community. Our faculty is dedicated to creatingnew ways to reach students and promote our educational goals.Our staff is constantly introducing new initiatives and programsthat advance the mission of the Institute in myriad ways. Ouralumni and industry partners are challenging us to extend ourlearning opportunities beyond the classroom.This pioneering culture has manifested itself in three distinct ways:growth, connections, and vision. Each of these areas has played arole in advancing our greater mission—building a better future forthe entire Wentworth community.Sincerely,Zorica Pantić, EE, Ph.D.PRESIDENTDavid W. Kruger, DET ’04 (Hon.)CHAIRMAN

Rendering of theIra Allen renovationPioneering: GrowthAs Wentworth continues toadvance, we maintain a focusnot simply on expansion, but alsoon growing in ways that reflectinsight into the needs of ourstudents, faculty, and partnersin industry.28students areenrolled inthe Masterof Science inConstructionManagement'sinaugural class.The Institute began offeringa Master of Science inConstruction Management,giving construction professionalsthe opportunity tolearn management principlesthat will help them advancein their careers. The new programis administered throughWentworth’s College ofProfessional and ContinuingEducation (formerly The Arioch Center@ Wentworth). The college is likewisefocused on market-driven programdevelopment under the leadership of itsnew dean, Larry Carr. Wentworth alsograduated its first Master of Architectureclass this summer, with recipients of theInstitute’s highest academic degree honoredwith an elaborate hoodingceremony. In an effortto serve the digital learningneeds of the new generationof students, the Institute has84graduatesreceived thenew Master ofArchitecturedegree in itsinaugural class.also greatly expanded itseducation model to includethe flexibility of hybrid (whichincludes both online andin-person instruction) andonline courses. Wentworthalso created six new facultypositions, introducingThis year,118educators whose backgroundsinclude everythingfrom chemistry tohybrid andcomputer science.25The growth of theInstitute and the changingneeds of industry haveincreased demand foronline coursesupdates to Wentworth's were offered.facilities and infrastructure.The second floor of Kingman Hallwas refurbished, transforming an underutilizedspace into two classrooms and 13offices for faculty. Similarly, renovationsto the Annex South created office andstudy room space for the new constructionmanagement master’s program. TheWhen it iscompleted, theaddition to IraAllen will bethe first truenew academicconstruction oncampus since1972.Institute also solidifiedplans surroundingthe renovation of andaddition to Ira Allen,which will include 10new lab spaces as wellas the offices for theDepartment of AppliedMathematics andSciences. The architectwas chosen forthe renovation of Beatty Hall, which willinclude the Flanagan Campus Center.Both projects are due to break ground insummer 201 1.

Pioneering: ConnectionsPropelling the Institute forward isa group effort, reliant on strongrelationships and effective interactions.The progress of the Institutewas aided immensely by both theformation of new connections andthe reinforcement of existing ties.11facultyvolunteersserved asfacultymentors.The Division of Technology Servicesutilized strong peer relationships amongour educators to implement a facultymentor program. This new initiativeallows faculty looking to moreeffectively leverage technology—withonline courses orinteractive teaching methods,for example—to receiveassistance from their fellowfaculty members. The Officeof Institutional Advancementsimilarly began to rethink theirengagement model. Theirintroduction of instructive alumni eventsallowed graduates to network while earningcontinuing education credits, whichhelp them attain or maintain their licensingas well as advance their careers.Wentworth has also worked hard tocreate new ways to keep our studentsconnected to campus. Thenew Weekends @ WITprogram saw the launch of25%of the studentpopulationparticipatedin alcohol-freeprogramming.campus events that offeredstudents healthy alternativesfor recreation throughengaging activities andalcohol-free programming.Special Interest Housing, an innovativeresidential program for freshmen, gavestudents the chance to choose theirliving arrangements based on one offour interests: wellness living; leadershipand life; women in technology; and videogames and the arts. By allowing freshmento bond with like-minded membersof their class, this program can easethe transition to college life and ensurethat students are integrated into theWentworth community.The Institute’s ongoing effort to connectstudents to real-world, interdisciplinarywork environments took a step forwardas students in architecture, constructionmanagement, and civil engineeringtechnology workedat the Arcosantiurban laboratory inArizona for Spring2010 co-op. Thefocus on learningacross disciplinessaw the studentspractice everythingfrom greenhousedesign to welding.22students traveledto Arcosanti, anexperimental townthat focuses onsustainability andexperimental buildingtechniques.Arcosanti

Alyssa Tsoutsouras, BINT ’11Pioneering: VisionWentworth has seen a greatnumber of intuitive innovationsfrom faculty, students, andalumni alike.Computer science“Train the Trainer”professors PierreArthur Elysee andMagdy Ellabidyobserved the enormoussuffering causedby poor infrastructurein the wake of Haiti'sJanuary 2010 earthquake and39decided to help in a way thatcould aid the island nation forgenerations. Their "Train theTrainer" program brought HaitianHaitiannationals to the Wentworthnationalswere taught campus for instruction in projectunder the management and construction"Train themanagement by WentworthTrainer"program. professors and industry professionals.After returning to Haiti,participants will lead training for othermembers of their communities in orderto boost rebuilding efforts.The vision of our studentsshone as well. AlyssaTsoutsouras, BINT ’11,had a clear image of aloft in Boston filled withnautical elements thatwon her a prestigious$30,000 scholarshipfrom the Angelo DonghiaFoundation. She is thefirst Wentworth studentever to win the prize.Tsoutsouras wasone of only12students fromacross thecountry to winthe DonghiaFoundationscholarship.Jack Smith, IE ’58, is setting anextraordinary example with his gift of$500,000—and his promise of another$500,000 if the number of donors toWentworth is increased by 10 percent.His gift and his vision have not onlyadvanced our mission but have alsohelped the Institute create a new wayto give. Throughhis challengeto his fellowalumni, a gift toWentworth—nomatter the size—can have twicethe impact.

summary of financial results(As of June 30, 2010)OPERATING 2010 2009 2008 2007 2006REVENUESStudent tuitionand fees 80,260,109 74,145,362 68,695,561 62,670,310 59,025,569Auxiliaryenterprisesrevenue 21,790,322 21,230,959 19,985,059 19,430,455 18,364,413Gifts andbequests 693,944 550,252 769,984 709,814 723,235Other income/(loss) 1,912,310 (506,698) 1,733,310 2,923,746 1,424,339Investmentincome usedfor operations 3,746,400 4,350,280 4,056,176 3,613,447 3,373,280Totaloperatingrevenues $108,403,085 $99,770,155 $95,240,090 $89,347,772 $82,910,836EXPENSESEducationand general 80,043,390 78,066,275 76,408,652 69,952,456 64,486,351Auxiliaryexpenditures 3,604,936 3,536,085 3,466,365 3,175,053 3,136,308Student aid 18,454,289 16,465,597 13,956,059 11,511,447 10,510,602Total operatingexpenses 102,102,615 98,067,957 93,831,076 84,638,956 78,133,261Operatingsubtotal $6,300,470 $1,702,198 $1,409,014 $4,708,816 $4,777,575NONOPERATING 2010 2009 2008 2007 2006Gifts andbequests 820,216 654,938 4,225,099 2,541,341 2,178,598Endowment*/investmentsGains/losses (1,862,364) (29,937,929) (13,816,022) 10,376,410 4,576,621Nonoperatingsubtotal ($1,042,148) ($29,282,991) ($9,590,923) $12,917,751 $6,755,219NET ASSETSBeginningof year $119,980,385 $147,561,178 $155,743,087 $138,116,520 $126,583,726End of year $125,238,707 $119,980,385 $147,561,178 $155,743,087 $138,116,520*Endowment $66,796,355 $66,779,877 $91,070,763 $91,135,046 $78,810,991