Jerome J. Lohr College of Engineering

Transcription

1 Jerome J. Lohr College of Engineering Strategic Plan July, 2013

2 A Strategic Vision for the Jerome J. Lohr College of Engineering Mission The mission of the Jerome J. Lohr College of Engineering is to provide a rigorous, practical education oriented toward problem solving; to conduct world-class regionally relevant research; and to provide technical assistance to existing and emerging business, industry, and government. Vision The Jerome J. Lohr SDSU College of Engineering will be a nationally recognized, regionally relevant, student-centered and accessible land-grant college. Core Values In all of our endeavors we will be guided by commitment to our values of: Character: honesty, integrity, professionalism, accountability and continuous selfimprovement People: their abilities, beliefs and diversity Academic Excellence: learning, understanding and application Discovery: research, scholarship and creative activities Engagement with Society: service, stewardship and civic responsibility Strategic Goals with Action Steps Goal 1: Enhance academic excellence through relevant programs, engaged learners, and continuous improvement of student learning. a. Empower faculty to develop, disseminate and continuously improve teaching methods b. Enhance existing and develop new undergraduate and graduate programs leading to a well prepared workforce and future leaders c. Prepare graduates for success in a diverse and global work environment d. Increase academic distinction of our students and programs Goal 2: Advance new knowledge, innovation, and technology transfer to promote economic development for the state, region and nation. a. Strengthen research capabilities with focus on emerging opportunities and interdisciplinary teams Jerome J. Lohr College of Engineering Strategic Plan 2

3 b. Transfer newly developed technology to the commercial sector for the public good c. Secure public/private partnerships that advance innovation, create career opportunities and bolster economic development d. Disseminate new knowledge through peer-reviewed scholarly publications and presentations Goal 3: Extend outreach through collaborative partnerships and engagement with academic units, public entities and industry. a. Develop and maintain effective programs and agreements with state, national and international constituents b. Provide professional and continuing education focused on traditional and adult learners c. Engage K-12 partners to promote educational and professional opportunities in the STEM fields Goal 4: Secure the human and fiscal resources necessary to achieve our strategic goals. a. Partner with the SDSU Foundation to increase private funding in support of COE strategic goals b. Develop funding for scholarships, fellowships, and enrichment activities needed to recruit and retain high performing students c. Develop the funding needed to recruit, retain, and develop high performing faculty and staff d. Develop the infrastructure, facilities, and services needed to support high quality teaching, research, and scholarship Jerome J. Lohr College of Engineering Strategic Plan 3

4 Performance Indicators Goal 1: Enhance academic excellence through relevant programs, engaged learners, and continuous improvement of student learning. PERFORMANCE INDICATORS BASELINE 2018 TARGET RESPONSIBLE OFFICE (INDIVIDUAL) DEFINITION/SOURCE (1a) Number of faculty participating in national teaching/learning workshops 2-3/per year 6 per year Department Heads Annual faculty PSEs (1b) Number of faculty leading or presenting at national, university, or college-related teaching/learning/advising workshops, symposia, etc Department Heads Annual faculty PSEs (2a) Number of successful new academic programs that target workforce needs n/a Ph.D. in CE Ph.D. in AB&ME Dean & Department Heads of ABE, CEE and ME (2b) Assessed, documented and demonstrated continuous program improvement of all academic programs (3a) Number of MOU s with international or tribal colleges (3b) Number/percentage of international undergraduate students 7 All programs in College (undergraduate and graduate) 5 8 Annual Assessment Symposium also Academic Affairs Office, International Affairs Office 78 / 5.7% 150 / 10% Dean s Office Fall Census Date Extract Jerome J. Lohr College of Engineering Strategic Plan 4

5 (3c) Number/percentage of women and minority students 181 / 13% 225 / 15% (3d) Undergraduate student retention rate 75% 80% (3e) Student placement rate, placement demographics (4a) Number of accredited programs in good standing (4b) Number of students enrolled in/graduating in SDSU Honors program Registrar/ Decision Analytics Office Academic Affairs Office 90% 95% Department Heads Department exit or other survey / / 15 (4c) Number of national scholars and fellows Not tracked 10 (4d) Number of students participating in regional, national, or international events Not tracked +25% Dean & COM Dept. Head Dean of Honors College Dean s Office, Department Heads Department Heads BS ET, BS OM programs Honors College Track by department and college Exit reports/surveys Jerome J. Lohr College of Engineering Strategic Plan 5

6 Goal 2: Advance new knowledge, innovation, and technology transfer to promote economic development for the state, region and nation. PERFORMANCE INDICATORS BASELINE 2018 TARGET RESPONSIBLE OFFICE (INDIVIDUAL) DEFINITION/SOURCE (1a) Annual research expenditures $5.5 million $7 million Office of Research Quarterly and annual reports from SDSU Grants & Contracts (1b) Annual research expenditures from private sector collaborations $550,000 $1 million Office of Research Quarterly and annual reports from SDSU Grants & Contracts (2a) Number of invention disclosures Office of Research SDSU Tech Transfer Office (2b) Number of royaltybearing IP licenses 0 3 Office of Research SDSU Tech Transfer Office (3a) Number of new start-up companies 1 5 Office of Research SDSU Tech Transfer Office (4a) Number of annual peerreviewed scholarly publications Dept. Heads & Assoc. Dean Helder Get from annual PSEs Goal 3: Extend outreach through collaborative partnerships and engagement with academic units, public entities and industry. Jerome J. Lohr College of Engineering Strategic Plan 6

7 PERFORMANCE INDICATORS (1a) Number of active agreements (articulation agreements, industry partnerships) (1b) Number of companies using/leasing research and/or development space in our College facilities BASELINE 2018 TARGET RESPONSIBLE OFFICE (INDIVIDUAL) Department Heads, Dean s Office DEFINITION/SOURCE BOR Website, Academic Affairs Office 0 3 Office of Research With help from department heads (1d) Number of companies participating in our career fairs at each event 75 at each event Dean s Office Booth registrations at Career Fairs (2a) Number of workshops, seminars, courses and conferences sponsored or hosted (2b) Number of attendees and companies represented at workshops, seminar, courses and conferences sponsored or hosted (3b) Number of participants in K-12 STEM outreach events Not tracked; use FY2014 numbers Not tracked; use FY2014 numbers +25% +25% Unit sponsoring event Unit sponsoring event Person/unit visiting school Headcount of attendees Event count as reported in unit administrator PSE Count as reported by unit administrator; Department Heads Jerome J. Lohr College of Engineering Strategic Plan 7

8 Goal 4: Secure the human and fiscal resources necessary to achieve our strategic goals. PERFORMANCE INDICATORS BASELINE 2018 TARGET RESPONSIBLE OFFICE (INDIVIDUAL) DEFINITION/SOURCE (1a) Total annual commitments and gifts to the College via the SDSU Foundation $3,500,000 $4,000,000 (1b) Total number of annual donors to the College 1,689 2,378 In 2005, the College had 2,378 donors (2a) Total funding for scholarships & fellowships $242,642 $312,500 25% increase. Note: This is for College/Department-awards only. (2b) Total funding for enrichment and excellence $293,135 $366,418 25% increase. Note: This is for College/Department-awards only. (3) Number of endowed or annually funded positions 1 5 One per department (4) Annual commitments and gifts for the Engineering Building Fund $1,0381,839 $250,000 After the AME Building is funded, the requirements of this fund decrease. The 2013 goal will be ~ $1M Jerome J. Lohr College of Engineering Strategic Plan 8