STRATEGIC PLAN HERE IS HOW WE DEFINE OUR FUTURE

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1 STRATEGIC PLAN HERE IS HOW WE DEFINE OUR FUTURE

2 Designed by 12 Grain Studio Photography by The Onion Studio and Douglas Levere Printed by Grover Cleveland Press September

3 STRATEGIC PLAN After a period of self-assessment, with contributions from faculty, staff, students and alumni, we proudly present our strategic plan to enhance academic excellence and continue to grow our reputation nationally and internationally for the next five years.

4 OUR VISION The vision of our school is to be widely recognized for creating and discovering new knowledge, for leveraging the strengths of a diverse and open academic community, and for educating leaders that advance the resilience, sustainability, health, and economic well-being of our region, our state, our nation and the globe. 2

6 OUR MISSION The mission of our school is to conduct high-impact original research in science and engineering, to produce graduates capable of innovating and leading in the engineering disciplines and related fields, and to find creative solutions to the most pressing challenges facing society. 4

8 OUR TRADITION With a rich history of research accomplishments and innovation, the School of Engineering and Applied Sciences, founded in 1946, is the oldest public engineering school in the State of New York. We invented the handwriting recognition system that has been widely adopted by post offices in the U.S. and other countries. We developed and implemented systems that protect buildings, bridges and mission-critical infrastructure from earthquakes. We were early leaders in integrating medicine with fluids engineering and in engineering vascular tissues to deliver innovations in the prognosis and treatment of cardiovascular disease. We pioneered the development of computational and experimental approaches to engineer nanomaterials, and tailored their properties for applications in drug and gene delivery, vaccine delivery, biomedical imaging, and energy generation and storage. We developed innovative electromechanical systems that evolved into today s digitally controlled machines, which are widely used in modern transportation, manufacturing, and agricultural systems. We introduced many principles in the field of design automation that led to groundbreaking uses of virtual reality and other decision support technologies, resulting in better products in shorter timeframes. We were instrumental in advancing aerodynamics and spacecraft guidance theory and practice with regional partners, Calspan and CUBRC; partnerships that still thrive today. We pioneered nationally adopted concepts of resilience to natural and man-made hazards. We advanced federal regulations and policies on aircraft inspection and maintenance, and accessibility for those with disabilities. We promoted sustainable restoration practices in surface and groundwater ecosystems. We partnered with government and industry to create the first cognitive softwaredefined all-spectrum wireless network. We discovered unexpected properties that could route light around objects and render them invisible. We continue to grow jobs, wealth, and opportunity in our region. 6 The School of Engineering and Applied Sciences is at the center of research leading to technological innovation in our region, state, nation and globally.

9 THE SCHOOL OF ENGINEERING AND APPLIED SCIENCES, IS AT THE CENTER OF TECHNOLOGICAL INNOVATION IN OUR REGION, STATE, NATION AND GLOBALLY.

10 OUR VALUES We tackle big problems We inspire innovation We are tenacious in pursuing our goals We cultivate the joy of learning We encourage and aim for excellence We embrace diversity in all its forms We nurture individual growth We take pride in our history and accomplishments We define the future 8

12 STRATEGIC GOALS 1 2 Attract and support innovative, inspiring and diverse faculty and staff to enhance research and teaching impacts, reputation, and ranking. Recruit talented and diverse students and fulfill their educational expectations Develop our infrastructure to support excellent research and educational experiences. Expand student experiential learning programs. Grow school pride among current students, staff, faculty and alumni Accelerate knowledge transfer.

14 STRATEGIC CONTEXT Engineering programs across the U.S. are in a period of growth, driven by the national and global dialogue on the need for a STEM-educated workforce. Our continued growth reflects the very real need for STEM graduates in our home state of New York. To meet demand without loss of quality is an over-arching priority that frames all the elements of this plan. Well managed, this growth will provide economies of scale that can be leveraged to provide a better environment for the pursuit of excellence by our students, staff and faculty. Growth is an essential component of our planning over the next five years. Behind all our aspirations is the imperative to build financial strength in the school and within the departmental units, such that new and existing activities can be funded appropriately. Then, woven through these plans is consideration of the often-subtle influences that arise from the national and international university ranking systems (NRC, AAU, U.S. News and World Report, etc.). These matter to us because students and their parents pay attention to them and because they provide tangible indicators of strengths and weaknesses, despite their much-discussed flaws. 12

16 WE ARE COMMITTED TO IMPROVING FACULTY DIVERSITY TO ACHIEVE A MINIMUM OF 20% FEMALE AND 6% UNDERREPRESENTED MINORITIES BY

1 HERE IS HOW WE ATTRACT AND SUPPORT INNOVATIVE, INSPIRING AND DIVERSE FACULTY AND STAFF TO ENHANCE RESEARCH AND TEACHING IMPACTS, REPUTATION, AND RANKING.

17 1 HERE IS HOW WE ATTRACT AND SUPPORT INNOVATIVE, INSPIRING AND DIVERSE FACULTY AND STAFF TO ENHANCE RESEARCH AND TEACHING IMPACTS, REPUTATION, AND RANKING. We showcase our faculty as thought leaders on topics of national and global significance. We are committed to improving diversity in all forms. We advance robust career planning and mentoring structures for faculty and staff. We recognize excellence in research, teaching and service activities. We create great work environments to attract and retain highly talented faculty and staff. We focus on interdisciplinary problems and research that encourage collaboration. We aim to increase our research portfolio and our publications in high profile venues. We encourage faculty to strive toward national and international prominence. We continue to grow our capacity to secure large-scale research opportunities. We take on big research challenges.

18 WE ARE COMMITTED TO IMPROVING STUDENT DIVERSITY TO ACHIEVE A MINIMUM OF 30% FEMALE AND 12% UNDERREPRESENTED MINORITIES BY

19 2 HERE IS HOW WE RECRUIT TALENTED AND DIVERSE STUDENTS AND FULFILL THEIR EDUCATIONAL EXPECTATIONS. We engender a sense of belonging through strong interpersonal engagement with each student, meaningful engagement with faculty, and excellent advisement. We are committed to improving diversity in all forms. We create a culture that rewards excellence in teaching. We invest in the K-14 student pipeline through outreach activities. We are strategic in the recruitment of domestic, international, in-state and outof-state students to ensure academically rich and diverse class cohorts. We directly connect research with learning and societal impacts. We encourage high performing undergraduates to pursue graduate education. We offer professional development training programs for students to improve their soft skills to ensure success in the world. We encourage both undergraduate and graduate students to apply for national and New York State scholarships and fellowships and recruit students who already have them. We continue to drive higher graduation rates.

20 WE ARE COMMITTED TO EXPANDING OUR CUTTING-EDGE RESEARCH AND HANDS-ON LEARNING ENVIRONMENTS. 18

3 HERE IS HOW WE DEVELOP OUR INFRASTRUCTURE TO SUPPORT EXCELLENT RESEARCH AND EDUCATIONAL EXPERIENCES. We create modern, flexible research spaces and encourage interdisciplinary work.

21 3 HERE IS HOW WE DEVELOP OUR INFRASTRUCTURE TO SUPPORT EXCELLENT RESEARCH AND EDUCATIONAL EXPERIENCES. We create modern, flexible research spaces and encourage interdisciplinary work. We invest in state-of-the-art shared instrumentation facilities. We are committed to the continuous improvement of our instructional environment. We invest in student collaborative spaces. We embrace the use of modern teaching methods. We develop curricula that are responsive to society s ever-changing needs. We partner with external stakeholders to fund infrastructure needs. We support our physical infrastructure with continued investments in strong and diverse research staff.

22 20 WE PROVIDE BROAD SUPPORT FOR STUDENT RESEARCH EXPERIENCES.

23 4 HERE IS HOW WE EXPAND STUDENT EXPERIENTIAL LEARNING PROGRAMS. We continue to increase the flexibility of our degree programs to encourage more experiential learning in the forms of tinkering, internships, co-ops, study abroad, clubs and competitions, entrepreneurship activities, and so on. We continue to expand engagement with corporate partners. We realize, and celebrate, the synergy between teaching and research. We encourage and support student-led experiential activities. We provide maker spaces with modern tools to encourage student creativity. We prioritize the societal impact of all our research and experiential learning activities.

24 WE ARE COMMITTED TO PROVIDING MORE FORUMS FOR STUDENTS TO SHARE THEIR THOUGHTS AND OPINIONS. 22

25 5 HERE IS HOW WE GROW SCHOOL PRIDE AMONG CURRENT STUDENTS, STAFF, FACULTY AND ALUMNI. We engage students while they are on campus, involving them in decisionmaking where possible, and ensuring they have a voice. We invest in and grow our student ambassador programs. We increase communication to students, parents, alumni, and community stakeholders on points of pride via multiple communications platforms. We utilize the UB brand to increase visibility of our school among all our stakeholders. We incorporate outside advisory boards into our planning and value their contributions to our school. We proudly communicate the profound impacts of alumni philanthropy.

26 WE ENCOURAGE AND ENABLE FACULTY AND STUDENTS TO COMMERCIALIZE NOVEL TECHNOLOGIES. 24

27 6 HERE IS HOW WE ACCELERATE KNOWLEDGE TRANSFER. We actively seek opportunities to explain our research advances to the broad community. We foster a culture where entrepreneurship and innovation are encouraged, incentivized and rewarded. We engage fully with campus and regional economic development teams. We nurture robust industry/university partnership programs to foster collaboration and knowledge transfer. We maintain infrastructure and facilities to support industry-relevant research. We introduce students to research, creativity and entrepreneurship early in their undergraduate careers. We nurture partner relationships for great student job placements. We encourage more new technology disclosures and resulting spin-off businesses. We foster entrepreneurship/intrapreneurship as a foundational aspect of our educational programs. We promote a culture of social entrepreneurship. We are industry friendly.

28 CONNECTING SCHOOL OF ENGINEERING AND APPLIED SCIENCES STRATEGIC GOALS IMPACT Strengthen UB s impact as a leader in research, scholarship and innovation in the global community of scholars. TO UNIVERSITY AT BUFFALO STRATEGIC GOALS STUDENT OUTCOMES Offer a superior teaching/learning experience that will instill core values and expertise and meet the individual student s educational goals. STUDENT EXPERIENCE Improve the experience of students in a manner that creates a life-long sense of pride in the university. 26 ENGAGEMENT Focus the UB external engagement agenda to partner with key constituencies to build the capacity to address community needs while providing our faculty and students with rewarding new research and learning opportunities.

29 SCHOOL OF ENGINEERING AND APPLIED SCIENCES STRATEGIC GOALS Attract and support innovative, inspiring and diverse faculty and staff to enhance research and teaching impacts, reputation, and ranking 1 Showcase our faculty as thought leaders on national topics of global significance Improve diversity in all forms Develop robust career planning and mentoring structures Recognize excellence in research, teaching and service activities Create great work environments to attract faculty and staff Focus on interdisciplinary problems/research Increase research funding portfolio and publish in high profile venues Encourage faculty to strive towards national and international prominence Grow capacity to secure large-scale research opportunities Recruit talented and diverse students, and fulfill their educational expectations 2 Engender a sense of belonging through strong interpersonal engagement with each student, meaningful engagement with faculty, and excellent advisement Improve diversity in all forms through strategic recruitment Create a culture that rewards excellence in teaching Enhance K-14 pipeline development activities Connect research with learning activities explicitly to societal impacts Support transitions to graduate school Grow professional development training programs for students Encourage students to apply for national scholarships and fellowships and recruit students who already have them Improve graduation rates Develop our infrastructure to support excellent research and educational experiences 3 Create flexible research spaces to encourage interdisciplinary work Continue growth of shared instrumentation facilities Invest more in student collaborative space Improve instructional environment 3 Increase use of modern teaching methods Develop curricula that are responsive to changing needs Partner with external stakeholders to fund infrastructure needs Support physical infrastructure with strong and diverse staff Expand student experiential learning programs 4 Increase the flexibility of our degree programs to allow more experiential learning Expand engagement with corporate partners Realize the synergy between teaching and research Support student-led experiential activities Provide maker spaces with modern tools Emphasize the societal impact of research and experiential learning activities Support student entrepreneurs Grow school pride among current students, staff, faculty and alumni 5 Involve students in decision making Grow student ambassador programs Increase communication on points of pride Leverage UB brand to increase visibility among stakeholders Incorporate advisory boards into planning Communicate impacts of alumni philanthropy strongly Accelerate knowledge transfer 6 Explain research advances to the broader community Foster a culture where entrepreneurship and innovation are encouraged, incentivized and rewarded Engage fully with campus and regional economic development teams Nurture robust industry/university partnership programs to foster collaboration and knowledge transfer Maintain infrastructure and facilities to support industry relevant research Introduce students to research, creativity and entrepreneurship early in their undergraduate careers Nurture partner relationships for great student job placements Encourage students and faculty to commercialize novel technologies Foster entrepreneurship/intrapreneurship as a foundational aspect Promote a culture of social entrepreneurship UNIVERSITY AT BUFFALO STRATEGIC GOALS IMPACT STUDENT OUTCOMES STUDENT EXPERIENCE ENGAGEMENT

30 28

32 School of Engineering and Applied Sciences University at Buffalo, The State University of New York 208 Davis Hall Buffalo, NY (716) engineering.buffalo.edu 30

DRAFT Strategic Plan INTERNAL CONSULTATION DOCUMENT. University of Waterloo. Faculty of Mathematics

DRAFT Strategic Plan INTERNAL CONSULTATION DOCUMENT. University of Waterloo. Faculty of Mathematics University of Waterloo Faculty of Mathematics DRAFT Strategic Plan 2012-2017 INTERNAL CONSULTATION DOCUMENT 7 March 2012 University of Waterloo Faculty of Mathematics i MESSAGE FROM THE DEAN Last spring,