Performance Plan 2007 Excellence Impact Innovation

Transcription

1 Performance Plan 2007 Excellence Impact Innovation Advancing a Legacy of Learning and Leadership

2 Vision We will achieve world-class stature as a college of engineering through our excellence and impact in education, research and outreach. We will be nationally recognized as the pre-eminent college of engineering in achieving our land grant mission ensuring Ohio s global competitiveness and future prosperity. Technological innovation is key to economic competitiveness in Ohio and our nation. This Performance Plan will guide the College of Engineering as we prepare 21st century technology leaders to meet this innovation challenge by delivering an education replete with dynamic learning opportunities, ground-breaking discovery and real-world experiences critical to success in a diverse, global community. William A. Bud Baeslack, III Dean, College of Engineering The Ohio State University

3 Fact: Research expenditures at the College of Engineering totalled $108 million in Excellence Impact Innovation New Performance Plan Will Move Us Forward Excellence Impact Innovation: Advancing a Legacy of Learning and Leadership is a plan worthy of pursuit. It honors the University s rich heritage in engineering, architectural and planning leadership while focusing on the future accelerators of change: globalization, complexity, entrepreneurialism and technology. During an explosive time for innovation and technology achievements, the College of Engineering Performance Plan, Excellence Impact Innovation, charts a course for pre-eminence. Globalization Anchors New Vision With a goal of becoming one of the nation s top-tier, public engineering schools for undergraduate and graduate study, the College of Engineering has set its sights on becoming renowned for world-class leadership in academics, research and service. To do this, the College must adapt, because today the world is global. The obvious expression of this is the globalization of science and technology along with a redefinition of engineering to something more interdisciplinary in nature biotechnology, energy and green design being good examples. Competitive Forces Drive Need for Change Because the U.S. economy is dependent on technology advances, the College of Engineering and the Knowlton School of Architecture are focused on strengthening their academic programs to contribute more fully to state and national needs. Global competition for technological leadership is forging a new reality for engineering and design education. The need for engineers who are better educated and capable of leading cutting-edge research projects is intensifying. Technology-driven global corporations and emerging high-tech businesses are actively recruiting engineering and design managers who possess strong business and entrepreneurial skills. Industry partners are demanding a higher level of training and participation by College undergraduate and graduate students. The College is responding to these changing needs through a deliberate process that will drive improved performance and ensure 21st century relevancy. Importance of Ohio Roots While our view is global, our home is Ohio. As a land grant university, Ohio State intends to play a key role in the State s turnaround and economic rejuvenation. The College of Engineering is deeply involved in workforce development, research and technology innovation, which are essential for rebuilding the State s prosperity. Fact: The College of Engineering ranks in the top 10 nationally in the number of engineering bachelor s degrees awarded each year. 1

4 The College and its Knowlton School are cultivating the academic, business and research talent to create the world s future technology leaders the innovators who will develop the creative ideas needed for globally competitive businesses. Excellence Impact Innovation Advancing a Legacy of Learning and Leadership Keeping Focused How to achieve greatness? How to build on the excellent programs, faculty, students and research that contribute to the success of the College of Engineering and the Knowlton School? And how to do this during a time of massive global change and accelerated discovery? The answers lie in an unfailing attention to excellence, never being satisfied with yesterday s achievements but constantly revising and rethinking. Five-Year Plan for Advancement Excellence Impact Innovation is a first for the College of Engineering at The Ohio State University. As a Performance Plan, it is a living document that focuses on achieving six goals by 2012 with specific metrics to chart annual progress. The Plan identifies strategies and action steps to prioritize work, and to guide investment over the coming years. Metrics Are Key Component The difference between this plan and others is the inclusion of clearly stated metrics. The intention in the implementation of this Plan is to monitor and report on Plan progress, and to improve the metrics scorecard from one year to the next. Monitor Progress This document focuses on the importance of change and growth, while striving for impact, innovation and distinction. Many of the strategies fulfill multiple purposes, meaning they can help achieve several goals. For progress updates and information on the Performance Plan, please visit osu.edu/performanceplan. College of Engineering Profile Ten academic engineering departments Knowlton School of Architecture 5,200 undergraduate students 1,400 graduate students $100 million+ in research expenditures 6th in nation in industryfinanced research Six Performance Goals 1. Deliver an outstanding 21st century undergraduate education 2. Enrich and advance graduate education 3. Grow research by focused investment in key areas 4. Increase the diversity of students, faculty and staff 5. Strengthen stakeholder relationships 6. Optimize College administration and operations 2

5 1 Performance Goal: Deliver an Outstanding 21st Century Undergraduate Education Distinctive Programs Will Prepare Students for Global Technology Leadership Being innovative in the education of future engineers and architects is not just an idea worthy of pursuit. It is an imperative of the new global economy where technology advancements are rapidly accelerating and the ability to identify solutions is based on a wide understanding of technical, social and business issues. Engineers and designers will have a profound impact on the 21st century as industries as varied as medicine, transportation, and energy look to practicing professionals for technical answers and leadership. To respond to this new reality, engineering education at The Ohio State University is changing to develop a curriculum that embraces not just traditional math/science pedagogies but also cultural, economic and business knowledge that encourages creativity, invention and flexibility. The good news is that student quality as measured in higher test scores and academic talent is rapidly rising at Ohio State. This presents the opportunity to excel and to educate future engineers, architects and planners with multifaceted talents. Moving forward, the College is focused on delivering high value, student-centered learning that is holistic and increasingly multidisciplinary in content. The expanded curricula embraces the tenets of Engineering 2020, a National Academy of Engineering report that charts a proactive course for educating students to become tomorrow s technology leaders. Fact: The College experienced an 88% retention rate of freshman students in Strategy 1 Establish the Engineering Education Innovation Center (EEIC) to enrich the student experience and to strengthen the academic credentials of our undergraduates Establish and recruit an endowed chair in Engineering Education Innovation to provide intellectual and programmatic leadership Create the physical infrastructure and develop revenue streams for EEIC activities Design and construct innovative classroom and laboratory spaces, incorporating advanced information technology to support interactive, student-centered learning Expand undergraduate programs to include product realization and entrepreneurship minors, and to increase interdisciplinary design experiences, leadership development, service learning, international studies and internships Develop engineering technology courses and minor programs for non-majors Strategy 2 Intensify recruiting, scholarship support and K-12 outreach to attract high-ability, diverse undergraduates Amplify outreach and engagement activities targeted at Ohio high-school students, teachers, and counselors Optimize recruiting by expanding the Undergraduate Recruitment Committee, working with consultants and improving collaboration with University admissions Designate the endowment of undergraduate scholarships as a top development priority Enliven the honors experience and increase the associated number of course offerings Strategy 3 Substantially increase undergraduate student participation in research and creative work Enable and promote research opportunities for interested students Provide honors students with early participation opportunities Provide incentives for faculty to involve students in research and design projects Cultivate industry support for undergraduate scholars Strategy 4 Institutionalize systems to assess and support teaching innovation and excellence Implement more effective teaching assessment tools and techniques Enhance recognition and rewards for teaching excellence Create new teaching pedagogies and learning tools for faculty use Four Key Metrics College and program rankings in U.S. News & World Report achieve top 20 undergraduate engineering programs ranking by 2012 Number of undergraduate students participating in research grow to 25% by 2010 Size, quality and diversity of freshman class achieve sustainable freshman class of 1,250 students with 20% women and 5% underrepresented minorities by 2012 Increase number of faculty recognized for teaching excellence and innovation 3

6 2 Performance Goal: Enrich and Advance Graduate Education Grow Priority Doctoral Programs, Create High-demand Professional Degrees To advance The Ohio State University as a world-class research organization, the College of Engineering and Knowlton School of Architecture must offer top-notch, highly-ranked doctoral programs that inspire and attract highlyselective graduate students. Tackling problems as challenging as sustainable energy or as complex as nanotechnology or green design requires a graduate level academic program that offers a deep understanding of scientific, design and cultural forces, and that provides for broader collaborations across campus. Academic Centers focused on sophisticated, multidisciplinary and interdisciplinary research will attract the world s elite doctoral students. Engineers, architects and planners at the master s level will play an ever more critical role in economic competitiveness and business management. Providing professional skill enrichment to practicing engineers and design professionals, particularly in Ohio, will become part of the College s focus. Strategy 1 Strengthen doctoral offerings and enrollments in academic areas aligned with the College s high-priority academic/research focus areas Grow doctoral enrollments and graduation rates Increase support of doctoral students in new multidisciplinary Centers Provide faculty incentives for increased doctoral student support Optimize budget planning to increase financial support for high-quality graduate programs including allocation of graduate student fees Strategy 2 Review and reinvigorate existing graduate curricula and programs in light of changing industry and professional needs, national and state priorities, and global competition Survey industry, students and alumni on business, professional and global trends, and on technology advances for inclusion into the graduate curricula Continue to compare our graduate programs to peer and aspirant universities, particularly programs, best practices in recruiting and international experiences Strategy 3 Develop a Master of Engineering degree to enhance professional and engineering skills in support of recommendations advanced in NAE Engineering 2020 report Expand course offerings in leadership, entrepreneurialism, business management, marketing, finances and globalization Develop and optimize curricula based on comprehensive market assessment Develop creative approaches to delivering degree and certificate programs through development of Internet and weekend courses, and industry internships Strategy 4 Develop more aggressive recruitment efforts, particularly for women and minorities, to attract top-tier Ohio, U.S. and international graduate students Conduct graduate open houses and underwrite attendance of top students and faculty Employ financial aid as a strategic tool to raise academic selectivity and diversity Seek new sources of financial aid for fellowship support Fact: 1,366 students were enrolled in College graduate programs in Three Key Metrics College and program rankings in U.S. News & World Report achieve top 20 graduate ranking by 2012 Number of doctoral students and graduation rates increase 10% per year Number of women, minority and U.S. citizen graduate applicants increase at least 10% per year 4

7 3 Performance Goal: Grow Research by Focused Investment in Key Areas Interdisciplinary Centers and Tech Transfer Will Lead the Way Since 1999, College research expenditures have increased $5.5 million a year to a 2006 total of $108 million, a distinguished record. However, the outlook for public funding of future research is less than ideal. As the federal government grapples with tighter budgets, research dollars are likely to be reduced. Couple that with intense competition for public and private research dollars, and the College of Engineering and the Knowlton School will need to substantially increase their efforts just to stay on par with past years. If the College of Engineering is to achieve top-tier status and make important contributions to Ohio s turnaround, it must continue to attract significant research dollars, especially for its large, multidisciplinary programs. Undergraduate and graduate students need to participate more fully in research that stimulates creative thinking and solves our most critical science and technology problems. As Ohio looks to restore its commercial and industrial strength, the College must use its research capability to develop new technologies and businesses that create jobs and that contribute to a statewide economic resurgence. Fact: The College of Engineering at Ohio State is ranked third nationally in materials research funding. Fact: The College of Engineering ranks sixth in the nation for industry-financed research. Strategy 1 Promote breakthrough faculty research and scholarship by investing strategically in key focus areas and increasing the transfer of discoveries to commercialized technology Develop and implement a plan for investing in the following research areas, which build on existing research strengths and priorities Advanced Materials Bioengineering Computation and Information Design Recruit 15 world-class senior and high-potential junior faculty in designated focus areas cluster hire in areas of Computational Materials and Energy Establish two new major multidisciplinary and interdisciplinary Centers and/or research clusters each year that are aligned with key focus areas Increase the transfer of new discoveries to commercialized products Strategy 2 Provide faculty support and enhance competitiveness in seeking and performing sponsored-research Optimize cost-share of competitive sponsored-research programs Offer faculty seminars on research funding, Center development and administration, research translation, technology transfer and other important subjects Develop a responsive seed grant program, catering to the development of large proposals and block grant awards Streamline processes for establishing new research Centers and for closing ineffective ones Establish strategic partnerships with key corporate and government partners, who are empowered to create new research opportunities for faculty Strategy 3 Grow our research infrastructure to support priority research and promising new initiatives Expand and upgrade the physical infrastructure for conducting quality research Expand the Engineering Experiment Station to provide both pre-award and post-research grant support, including proposal preparation, grant administration and intellectual property assistance Four Key Metrics Energy, Environment and Sustainability Manufacturing Mobility and Transportation Power and Propulsion Hiring rate of faculty achieve hiring goals of University s targeted investment program Total research expenditures per year increase 10% a year College and program rankings in U.S. News & World Report achieve top 20 graduate and research ranking by 2012 Number of major research Centers with significant funding add two per year 5

8 4 Performance Goal: Increase the Diversity of Students, Faculty and Staff Value and Promote Cultural, Gender and Racial Differences 6 Diversity is critically important to the College of Engineering and the Knowlton School of Architecture. Ideas explode when science, engineering and architecture are exposed to a wide range of perspectives, the result being better products, design and quality of life. Diversity can spark creativity and breakthrough advancements, and enrich the lives of students who graduate ready to excel in a multicultural world. The different experiences and backgrounds of College faculty, staff and students contribute to a lively academic environment and create a real world atmosphere for learning. Because the College of Engineering aspires to be recognized for worldclass excellence and global impact, it is imperative to attract a wide range of talent equipped with the ideas and intellectual skills that will ensure technological leadership in the 21st century. Fact: Women represent more than 50% of OSU undergraduate students but only 15% of undergraduate engineering students. Fact: During the last three years, the College has hired 14 women faculty. Strategy 1 Establish a Diversity Excellence Council to advise the Dean and College leadership team on fostering a learning environment and culture that value and support diversity Recruit and appoint College faculty, staff and students to the Council who represent the diverse composition of the College Assess and recommend improvements to existing student diversity programs, including the Women in Engineering Program and the Minority Engineering Program Stimulate partnerships across campus and with alumni and industry to establish new diversity programs and seek financial support for these initiatives Strategy 2 Develop a strong, leak-resistant, recruitment pipeline for diverse talent starting with K-12 students and extending through undergraduate, graduate, post-graduate and faculty Significantly increase the hiring of women and underrepresented minority faculty Recognize and reward with strong financial incentives departments that seek, hire and retain underrepresented faculty Establish a College policy that positions will always be open for outstanding women and underrepresented minority candidates Hire a K-12 outreach coordinator to build a stronger pipeline of diverse students Partner with minority colleges and universities to grow graduate enrollments Strategy 3 Cultivate a supportive environment for underrepresented faculty and staff Create a formal mentoring system for women and minority faculty and staff to aid their successful transition and integration into College academia Implement flexible hiring practices to support faculty productivity and retention Incorporate diversity contributions into faculty/staff performance reviews Strategy 4 Develop a communications program to showcase the rich diversity of faculty, staff and students, and the important role of inclusivity in the College s success Implement a campaign using print, interactive and broadcast media to communicate the business and academic case for diversity Develop and promote programs that publicly observe and celebrate various cultures/ perspectives to heighten understanding of different ethnic, religious and racial groups Gather input from the Diversity Excellence Council to ensure effectiveness of effort Four Key Metrics Number of women and underrepresented minority faculty over next five years hire 10 women and five underrepresented minorities Number of minority applications and acceptances increase 5% each year Increase percentage of women and minority graduate students Improve promotion, tenure and retention rates of women and underrepresented minority faculty

9 5 Performance Goal: Strengthen Stakeholder Relationships Engage Alumni, Donors, Corporations, Foundations as Partners Alumni, friends, and industry and government partners are all important stakeholders for the College of Engineering and the Knowlton School of Architecture. They support nearly every activity undertaken by the College from partnering on Centers of Research and Excellence to scouting for outstanding faculty and student recruits. Their gifts allow the College to accomplish its most important goals, and they provide the important intellectual link to the professional community. As the College becomes more entrepreneurial in its activities and increases its capacity to transfer research from the academic to the working world, business and industry stakeholder relationships will become even more important. In addition to educating engineering and design graduates for professional positions, the College will partner on workforce development, stakeholder research, economic expansion and other areas that require academic, government and private sector collaboration. The College has a special obligation to serve a diverse base of communities and constituents across Ohio because of its stature as a land grant institution. Strategy 1 Strengthen the bond and promote a vibrant relationship between the College and its partners Engage volunteers in Performance Plan implementation, ranging from participation in student mentoring programs to undergraduate recruitment Inform our external audiences, more frequently and strategically, of the Plan s success stories and progress, especially those involving volunteers Strategy 2 Build the gift flow to the College in support of major Performance Plan initiatives Formalize strategies for transformational, principal and major gifts in alignment with the University Development Campaign Plan Aggressively identify and seek major capital gifts, including $20 million in capital support for the new Koffolt Laboratory Expand College advancement staff by two people during 2007 to accommodate workload Educate, mentor and engage the College leadership team, including department chairs and Center directors, in donor cultivation, solicitation and stewardship Strategy 3 Increase the number, level and diversity of strategic business relationships Identify and target organizations that align with vision and strategic priorities Build strong relationships with key corporations in research, technology transfer, recruitment, workforce education and diversity programs Appoint key industry leaders to College and department advisory boards Strategy 4 Elevate the visibility and reputation of the College through targeted marketing and a message focused on excellence, innovation and impact Increase visibility of breakthrough innovations, faculty, student and alumni achievements, industry partnerships and outreach programs Benchmark communications staffing and resources against aspirant colleges Fact: Endowed funds have increased from $6.8 million to $113 million in 20 years. Four Key Metrics Gift support by 2010, add $35 million to endowment; by 2012, raise $33 million for capital needs and $20 million in new, deferred commitments Number of major donor prospects identify and engage 35 lead prospects by 2008 Number of information sharing meetings hold six nationally and 10 locally in 2007 Number of major corporate strategic partnerships and gifts add two partnerships a year until 2012, and increase corporate gifts by 100% 7

10 6 Performance Goal: Dean s Cabinet Members Optimize College Administration and Operations Effectiveness and Efficiency are Essential to Achieving College Vision and Goals With the Performance Plan as a guide, the College is set on a course to raise its national rank and take its place among America s top 20 engineering schools by Achieving this goal will require an administration that is effective and efficient with sufficient flexibility to facilitate the innovation and excellence aspired to in the Plan. Over the long term, the College s administration must provide support for strategic decision making in resource investment and disinvestment. From an operational perspective, the Performance Plan gives direction for tailoring administrative practices to support the hiring and compensation of outstanding faculty and staff, particularly those from underrepresented groups. It also gives guidance on financial and policy matters. Streamlining administrative practices and focusing resources will be critical to the College s quest for leadership in engineering and architecture. Fact: The College of Engineering manages an annual budget that exceeds $180 million. Fact: Since 2005, 11 Ohio State engineering faculty members have been named CAREER Award recipients by the federal government. CAREER awards recognize and honor outstanding engineers at the outset of their independent research careers. Strategy 1 Manage the financial, infrastructure and human resources of the College to achieve the vision and goals of this Performance Plan Aggressively implement the Performance Plan annually review and update Focus resources and investments on Performance Plan priorities Develop and implement a performance-based budget for FY 2008 Institutionalize internal controls and practices to ensure fiscal responsibility Personally engage all stakeholders in Performance Plan implementation and regularly communicate progress and outcomes Strategy 2 Promote professional growth and development of faculty and staff; improve performance evaluation measures; and reward outstanding accomplishment Establish innovative programs to nurture professional development and stimulate career revitalization Review and optimize annual faculty and staff performance evaluation procedures Institute College-level annual performance evaluations for administrators and periodic performance reviews of chaired professors Formalize faculty and staff salary equity practices Strategy 3 Develop innovative strategies and streamline policies to attract and hire high-potential junior faculty and world-class senior faculty Institutionalize creative hiring practices such as cluster, targeted and diversity hiring and ensure timely turnaround of faculty offers Increase number of endowed professorships and chairs Update College hiring policies to provide greater flexibility, particularly with new clinical and research appointments Five Key Metrics Quarterly and annual reports of Performance Plan score card showing satisfactory progress New budget model for FY 2008 allocations Customer satisfaction survey results on administration efficiency and responsiveness Faculty salaries benchmarked within 95% of marketplace Number of endowed chairs and professorships add 10 by

11 Fact: The Performance Plan will report its progress through quarterly updates and a yearly metrics scorecard. Excellence Impact Innovation Performance Plan is a Collaborative, Living Document The College of Engineering Performance Plan marks a bold departure from past planning efforts. In its development, it actively engaged nearly 100 people from departments throughout the College and the Knowlton School, daring them to think outside the box and innovate. The result is a five-year rolling plan that focuses on an achievable number of goals, strategies and action steps with metrics for evaluation. A First for the College When metrics are linked to the College s vision and goals, a measurement will exist to chart progress. Metrics allow: The vision to be clear to faculty, students, staff and stakeholders Regular reporting on the College s progress in achieving Plan goals Clear communication on what is important to the College A focus on continuous improvement with an eye toward where we are going, not where we have been Transformational change throughout the College Look for a Scorecard Every year, the College will prepare a scorecard that charts its progress in reaching the goals, strategies and action steps detailed in the Plan. This scorecard translates ideas into clear, actionable results that are readily understood by all members of the College. Excellence Impact Innovation: Advancing a Legacy of Living and Learning As the nation moves into the 21st century, the repercussions of accelerating change will become more obvious. The Performance Plan represents a comprehensive effort to redesign the future so that the College of Engineering can continue to learn and to lead with academic and technical prowess. Teaching, research, communications and engagement are all components of the Plan that will focus College resources, investments and energy in the years ahead. All stakeholders can take pride in the College s accomplishments, heritage, can-do spirit and commitment to engineering, architecture and planning education. With faculty, students and staff working together, the College can achieve world-class status and lead the nation in addressing its most critical science, technology and design problems. 9

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