College of Engineering. Executive Retreat January 23, 2015 The Penn Stater

College of Engineering Executive Retreat January 23, 2015 The Penn Stater

Location Map Room 109 Meeting Room 113 Education Room 114 Research Room 115 Governance

Agenda Time Description Document Leads 08:00 08:30 Breakfast 08:30 08:35 Introduction and Orientation Agenda/Notes Elnashai Retreat Plan for Each Breakout Group (5minx4) 08:35 08:50 A. Education B. Research C. Governance 08:50 11:15 Breakout Sessions Teams A, B, and C 11:15 11:45 Break and Presenters Preparation Summaries Harmonosky/Aydin Mayer/Anumba Atchley/Acharya 11:45 12:00 Breakout Sessions (wrap-up, recommendations) Teams A, B, and C 12:00 12:15 Team A (Education) Recommendations, Q/A Slides Johnson 12-15 12:30 Team B (Research) Recommendations, Q/A Slides Lesieutre 12:30 12:45 Team C (Governance) Recommendations, Q/A Slides Nembhard 12:45-12:50 Concluding Remarks and Plan for June 2015 Notes Elnashai 12:50 14:00 Group Photo and Lunch

Goals - Education Goal 1 Goal 2 Goal 3 Goal 4 Goal 5 Enhance the Penn State deep, fundamental undergraduate educational experience with leadership and entrepreneurial training; global awareness; cultural sensitivity; presentation and communication skills; intense project based and service learning; and more online degree programs. Initiate residence and online cross-department and cross-college undergraduate majors and minors. Offer and continuously expand one-year, non-thesis Master of Science and Master of Engineering degrees in all sub-disciplines of engineering and a number of cross-disciplinary topics based on societal challenges and the priorities of Penn State. Strengthen and expand Ph.D. programs through emphasis on recruiting top external students and Penn State M.S. graduates, provide training in teaching and research management methodologies. Identify and address issues affecting the environment in which are students work and live, to increase retention, diversity, and student satisfaction.

Goals - Research Goal 6 Goal 7 Goal 8 Goal 9 Goal 10 Develop innovative, interdisciplinary research groups working on college-wide topics at the intersection of societal challenges, faculty interest, and research infrastructure to increase externally funded center-type projects. Substantially increase research collaborations with Penn State institutes, colleges, laboratories, campuses, and alumni to probe new fundamental, applied and interdisciplinary research topics. Increase deliberate college-wide research collaborations with universities, industry and global partners. Enhance the quality of key laboratories and infrastructure that support priority research thrusts. Increase faculty contribution to and influence in national and international technical and policy-making committees.

Goals - Governance Goal 11 Goal 12 Goal 13 Goal 14 Goal 15 Raise the profile of and facilitate engaged service on college and campus committees as well as in support of the Commonwealth, the U.S., and international committees. Enhance business operations, fiscal management, and access to and clarity of undertaking administrative and academic tasks by faculty and staff. Align charge and constitution of all committees and sub-units with the college priorities, and create mechanisms to implement their recommendations. Recast the financial system to directly support the fundamental functions of education, research, and service and enhance the effectiveness of building and using financial resources. Strengthen institutional affiliation and effectiveness by providing clear career progression models, advanced training opportunities, leadership development, and articulate the alignment of institutional and individual aspirations.

Breakout Groups Education (Room 113) Research (Room 114) Governance (Room 115) Co-Chair Harmonosky Mayer Atchley Co-Chair Aydin Anumba Acharya Rapporteur Masters Dong Mason Researcher Savage Todd Heinemann Discussion Group Members Bilen Freeman Litzinger Colborn Thole Sampsell Sharer Marsh Presenter Johnson Lesieutre Nembhard Staff Support Schaffer Tressler Schaffer Tressler Schaffer Tressler

Breakout Group Responsibilities Co-Chairs Call for a breakout pre-retreat meeting, review retreat material with members, review and expand as necessary list of goals, comment on reporting template, allocate responsibilities to researchers, manage session, support rapporteurs in preparing slides and presenters in presenting them. Rapporteur Study material before retreat, take notes during breakout, plan and prepare slides, and support presenters at closing session. Researcher Study material, research allocated topic, create briefing slides, share prior to retreat and brief breakout group at the beginning of the breakout session. Discussion Group Member Study material, contribute to discussions, support other members at pre-retreat meeting, during the retreat and post-retreat. Presenters Study material before retreat, work with rapporteur to plan and prepare slides, present recommendations at closing session.

Breakout Group Remit Strategic Goal 3 Enabling Action Portfolio Holder Director Current Metric Target Timeline Years Milestones Resources Offer and continuously expand one-year, nonthesis Master of Science and Master of Engineering degrees in all subdisciplines of engineering and a number of crossdisciplinary topics based on societal challenges and the priorities of Penn State. 3. a. Resident Nonthesis MS and MEng that can be completed in oneyear Harmonosky Graduate program coordinator in the home program for the specific degree None 13 programs 1-3 8 programs developed in year 1 & offered in year 2, 5 programs developed years 1-2 & offered in year 3 1. Faculty Release time to develop program, and teaching resources, 2.Start-up development funds in year 1 (11@$50,00 = $550,000) Review, edit, add, delete Enabling Actions for each strategic goal Critically review, discuss and comment upon all other entries In particular Comment upon the selection of Director and suggest replacements if necessary Identify appropriate input, process and output metrics and assess the current values Assess the target value at the conclusion of the Enabling Action Establish the timeline in the five year planning cycle for the Enabling Action Add milestones along the timeline Evaluate Resources (personnel, space, funding) need to implement the Enabling Action Completed spreadsheets and send to Lynn Tressler by Friday February 6, 2015

Breakout Group Pre-Retreat Reports

Education Implementation Group Pre-Retreat Meeting January 14, 2015 Members: Harmonosky, Aydin, Masters, Savage, Bilen, Freeman, Litzinger, Johnson The Education Goals Implementation Group met on Wednesday, January 14. The following was accomplished first: Reviewed the objective of the retreat Reviewed the retreat agenda Reviewed and briefly discussed the five specific Education Goals Considered the different roles of group members during the retreat (e.g. Rapporteur) The group then discussed what would be the most effective work that could be accomplished prior to the retreat so that the group could be efficient and effective reviewing the enabling actions during the break out session. The consensus was: For pre-retreat work, Goals 3 and 4 both deal with graduate education, so they will be considered by the same subset of people. The group split into four teams of two members each that will focus on a goal (or the Goal 3 & 4 package). Group members self-selected their goal based on their interest. Each team will review the enabling actions, metrics, etc. and make any suggested changes they think would be good. A Box folder was created for each team to upload their suggested changes, so all members of the group could view files. At the retreat, using these revised spreadsheets as a starting point, then entire Education group will discuss each goal and enabling actions and hopefully come to a consensus.

Research Implementation Group Pre-Retreat Meeting January 13, 2015 Members: Theresa Mayer, Chimay Anumba, Judith Todd, Karen Thole, Craig Colborn, George Lesieutre, Susie Sherlock (recording). Missing: Cheng Dong The Research group met with the goal of discussing and defining the College of Engineering Strategy Implementation Plan, specifically the five goals assigned to the Research breakout group, prior to the Executive Retreat on January 23rd. This committee is charged with understanding, discussing, and bringing to completion Research Goals 6-9 and Implementation Goal 10 by adding, editing, or deleting the existing enabling actions. The current worksheets setting forth those goals (sent by L. Tressler) were provided to the committee members, and discussion focused on reviewing and defining the exact wording of each of the goals, reviewing the column heading titles, and reviewing the enabling actions for each of the goals, with the purpose of ensuring that the members share a common understanding of the items which have already been defined and those that still need discussion and change. Theresa led this discussion and provided opportunity for questions and comments. Lively discussion ensued and all members were fully engaged in understanding the charge to the committee, which action items must be completed, and the timeline for completion so that the committee will be prepared and ready to go for the breakout sessions at the Retreat on Friday, January 23rd. Members of this breakout group were asked to review their electronic copy of the Strategy Implementation Plan and to add comments directly onto the worksheets. Once completed, they are asked to forward their electronic copy to Theresa/Susie, who will work to compile the comments/questions/suggestions into a usable format for the Retreat breakout session. Members were asked to send their comments by January 21, and to come to the Retreat with their thoughts and ideas so that by the end of the Executive Retreat the Research Goals on the Strategic Implementation Plan would be ready for completion.

Governance Implementation Group Pre-Retreat Meeting January 16, 2015 Members: Atchley, Acharya, Mason, Heinemann, Sampsell, Sharer, Marsh, Nembhard The Governance Breakout Group is tasked with completing the implementation plans for Strategic Goals #11-15. The Group met on Friday, January 16, the day after the discussion of the retreat at the UEC meeting. Therefore, the department heads in the group had the benefit of that discussion. Prior the Group meeting the researcher (Paul Heinemann) provided a set of slides to guide the discussion. During the meeting the group focused on: Understanding the charge and remit Reviewing the goals under its purview Reviewing the draft implementation plan spreadsheets Deciding how to proceed The Group decided that each member should review the draft spreadsheets for each goal rather than assigning certain goals to certain members. It was recognized however that the goals having to do with the financial reorganization should fall principally to the Director of Finance. It was agreed that members would provide preliminary feedback by noon, Wednesday, January 21. The feedback received from the members were reviewed and organized by one of the Co-Chairs with the significant assistance of the Senior Associate Dean s staff. Two sets of slides were prepared for the retreat. The first set pre-populates the report-out template to save time during the retreat. The second set was created for the 5-minute overview at the opening session. The template includes: Group Membership Strategic Goals under the Groups purview Focus points for the retreat Agenda for the breakout The governance template was shared with the ADUGE and ADRI, co-chairs of the education and research breakouts, respectively, for comment after which SAD staff customized the templates for those two groups.

Breakout Group Report-Outs

College of Engineering Executive Retreat Report of Breakout Group 1 Education January 23, 2015 The Penn Stater

Enabling Action - Education Summary of Modifications Goal Major Modifications Reason Enhance Undergrad Ed Cross-Units major/minor MS/MEng expand 1 yr. PhD - expand Climate

Enabling Action - Education Goal 1 Enhance the Penn State Undergraduate Educational Experience Original Global engineering Cultural programming Leadership minor Project based curricula Service learning Edited Expand project-based and service learning curricula to add sophomore/junior design courses in multiple programs in addition to capstones Create a college wide experience in global and cultural awareness, leadership, and entrepreneurship. Grow intense experiences under existing programs (leadership minors, global engineering, cultural programming)

Enabling Action - Education Goal 2 Resident and Online Cross-units Majors and Minors Original Cross department majors/minors Cross department online Edited Change to cross disciplinary Targets added for existing vs. new Online existing minors Online new majors/ minors Timelines 2-5 years Resources Defined start-up (e.g., faculty release) vs. running program (e.g., instructors, TA support, etc.) Issue with how to provide course access in capped departments

Enabling Action - Education Goal 3 Non-thesis MS and MEng Disciplinary/Interdisciplinary Original Resident and online Meng/MS programs Edited

Enabling Action - Education Goal 4 PhD Expansion and Provide Training Original Recruitment of external students Research management training Engagement of juniors, seniors, Meng/MS Edited Recruit high quality students according to range of metrics GRE and acceptance rate best for rankings Enlarge pool of domestic and diverse students improve recruitment packages reach out to other schools reach out to more diverse population Add professional development for Phd students future faculty, fellowship apps, research management, other training Engage our BS/MEng students for PhD

Enabling Action - Education Goal 5 Work and Life Climate Original Climate survey Edited Review past studies that identify recommendations that can be implemented immediately Engage consultant to conduct survey and identify needed actions Survey should cover students, faculty, staff college wide to assess the state of the culture

Implementation - Education Summary of Major Decisions Goal Enhance UG Major Modifications College wide course/experiences Cross/Units maj./min. Issue of capped programs, targets MS/MEng PhD None needed Enlarge pool of highly qualified, diverse pool of domestic students. Do not rely on GPA as metric. Climate State of climate needs to be assessed to focus our efforts to improve

Implementation Education Metrics Main Challenges Developing realistic, meaningful metrics with given resources Sustainable processes for tracking/reviewing Solutions Look for best practices elsewhere

Implementation Education Timeline Main Challenges Difficult to identify timeline without known resources Coordination across departments University constraints and timelines may not align with ours. Solutions Revisit timeline when resources are known

Implementation Education Resources Main Challenges Funding Faculty/staff time Solutions Continued marketing to donors, university, etc. Continue working with university on financial model

Implementation Education Milestones Main Challenges Adjusting targets and metrics as implementation goes forward. Tracking of targets, timelines Data support Solutions Maintain link with university systems to provide data as needed

Additional Issues and Advice To Other Groups Climate survey results and implementation should include faculty and staff, which may overlap with governance MS/PhD education enabling actions may overlap with research, particularly PhD development To College Leadership Engage college faculty and staff in the implementation plan so that there is ownership of the strategic plan collegewide.

College of Engineering Executive Retreat Report of Breakout Group 2 Research January 23, 2015 The Penn Stater

Breakout Group 2 - Research Reviewed Actions, Directors, Metrics, Timelines, Milestones, Resources and Approach for each Goal Focused on solidifying the Enabling Actions Discussed plan for completion by 6 FEB

Enabling Action - Research Goal 6 Develop innovative, interdisciplinary research groups working on college-wide topics at the intersection of societal challenges, faculty interest, and research infrastructure to increase externally funded center-type projects 6.a. Group existing crossdepartment strengths 6.b. Develop new collegelevel areas of excellence 6.c. Project future program opportunities 6.d. Develop faculty leaders and functional teams 6.e. Enhance program development infrastructure 6.f. Submit competitive center-type proposals 6.a Consider societal challenges we can impact 6.b. Assess existing crossdepartment strengths 6.c. Develop new collegelevel areas of excellence, faculty, teams, and labs 6.d. Advocate for and assess future program opportunities 6.e. Enhance program development infrastructure 6.f. Submit competitive center-type proposals

Enabling Action - Research Goal 7 Substantially increase research collaborations with Penn State institutes, colleges, laboratories, campuses, and alumni to probe new fundamental, applied and interdisciplinary research topics 7.a. Classify current crossunit/campus strengths 7.b. Engage corporate/government alumni leaders 7.c Foster CoE leaders in university initiatives 7.d. Develop university-level topics for excellence 7.e. Build and support crosscutting programs 7.f. Submit competitive center-type proposals 7.a. Classify current crossunit/campus strengths (Inst?) * 7.b. Seek direction from corporate, government and alumni leaders 7.c Foster CoE leaders in existing university initiatives 7.d. Develop new universitylevel topics for excellence 7.e. Build and support crosscutting programs 7.f. Submit competitive center-type proposals

Enabling Action - Research Goal 8 Increase deliberate college-wide research collaborations with universities, industry and global partners. 8.a. Communicate research strengths 8.b. Expand relationships with existing partners 8.c. Establish new university and industry partners 8.d. Provide technology transition opportunities 8.e. Create global graduate programs 8.f. Streamline negotiation and administration 8.a. Communicate research strengths 8.b. Expand relationships with new and existing university and industry partners 8.c. Stimulate economic growth through innovation (Invent Penn State) 8.d. Create technology transition culture 8.e. Streamline negotiation and administration

Enabling Action - Research Goal 9 Enhance the quality of key laboratories and infrastructure that support priority research thrusts. 9.a. Document lab/instrument allocation, use, quality 9.b. Build and maintain large equipment needs list 9.c. Renovate existing labs around priorities 9.d. Establish new laboratories around priorities 9.e. Install state-of-the-art instruments 9.f. Develop maintenance and operation plan 9.a. Consider priority areas, and opportunities for shared research facilities 9.b. Assess existing lab / equipment quality, efficiency of use, safety and security 9.c. Maintain lists of space and large equipment needs 9.d. Renovate / repurpose existing labs for priorities and new faculty 9.e. Establish new labs; acquire state-of-the-art equipment 9.f. Develop operational safety and maintenance plans

Enabling Action - Research Goal 10 Increase faculty contribution to and influence in national and international technical and policy-making committees 10.a. Identify influential committees and benchmark by discipline 10.b. Identify barriers to membership/participation 10.c. Provide training/support 10.d. Develop internal and external communications strategy to advocate for membership and recognize outcomes 10.e. Establish a series of service awards (outstanding, e.g., distinguished, superior) to recognize faculty for service on significant committees 10.f. Assessment 10.a. Assess and recognize current faculty awards / membership on committees 10.b. Identify influential committees, spheres of influence, selection processes and decision-makers 10.c. Establish college-level committee to nominate faculty members for high-level panels and awards 10.d. Develop communications strategy to advocate for appointments and announce success 10.e. Further a culture of panel / committee service and nomination

Additional Issues and Advice To Other Groups: Research communications needs to reach major news outlets (NYT, WSJ), government agencies and industry leaders To College Leadership: We are data poor, need to benchmark w/ other institutions, as well as internally against other colleges COE should be integral to the execution of President s Invent Penn State initiative

Breakout Group 2 - Research Based on the refined Enabling Actions, will meet again to complete the spreadsheet

College of Engineering Executive Retreat Report of Breakout Group 3 Governance January 23, 2015 The Penn Stater

Enabling Action - Governance Summary of Modifications Goal Major Modifications Reason 11) Raise profile and facilitate engaged service 12) Enhance business operations and fiscal management 13) Align committees with CoE priorities 14) Recast financial system into functional budget 15) Career progression and leadership development None Metrics, targets and resources Significant Modified enabling actions Modified enabling actions Previously unidentified Clarification Critical nature of resource allocation Clarification

Enabling Action - Service Goal 11 Raise the profile of and facilitate engaged service on college and campus committees as well as in support of the Commonwealth, the U.S., and international committees 11.a. Identify influential committees and benchmark by discipline 11.a. Identify influential committees and benchmark by discipline and purpose

Enabling Action - Service Goal 11 Raise the profile of and facilitate engaged service on college and campus committees as well as in support of the Commonwealth, the U.S., and international committees 11.b. Identify barriers to membership/participati on Edited

Enabling Action - Service Goal 11 Raise the profile of and facilitate engaged service on college and campus committees as well as in support of the Commonwealth, the U.S., and international committees 11.c. Provide training/support 11.c. Identify potential members and provide training, incentives and support

Enabling Action - Service Goal 11 Raise the profile of and facilitate engaged service on college and campus committees as well as in support of the Commonwealth, the U.S., and international committees 11.d. Develop internal and external communications strategy to advocate for membership and recognize outcomes Edited

Enabling Action - Service Goal 11 Raise the profile of and facilitate engaged service on college and campus committees as well as in support of the Commonwealth, the U.S., and international committees 11.e. Establish a series of service awards (outstanding, e.g., distinguished, superior) to recognize faculty for service on significant committees Edited

Enabling Action - Governance Goal 12 Enhance business operations, fiscal management, and access to and clarity of undertaking administrative and academic tasks by faculty and staff 12.a. Document and communicate existing business and fiscal processes and procedures 12.1. Identify, document and communicate existing business and fiscal processes and procedures

Enabling Action - Governance Goal 12 Enhance business operations, fiscal management, and access to and clarity of undertaking administrative and academic tasks by faculty and staff 12.b. Critically review processes and procedures to streamline and identify need for new or improved systems 12.b. Prioritize and critically review processes and procedures to streamline and identify need for new or improved systems

Enabling Action - Governance Goal 13 Align charge and constitution of all committees and sub-units with the college priorities, and create mechanisms to implement their recommendations 13.a. Review, modify and confirm committee charges and procedures 13.a. Review current committee structure; confirm or modify charges and procedures; identify potential gaps; standardize committee structure.

Enabling Action - Governance Goal 13 Align charge and constitution of all committees and sub-units with the college priorities, and create mechanisms to implement their recommendations 13.c. Create a calendar for regularly checking that all committees reports are available, and that recommendations have been reported on by I, U, W or N (Implemented, Underway, Will be Implemented, or Not Accepted)

Enabling Action - Governance Goal 14 Recast the financial system to directly support the fundamental functions of education, research, and service and enhance the effectiveness of building and using financial resources 14.a. Assess current allocation of administrative resources among education, research and service 14.a. Assess current allocation and sources of resources among functional areas

Enabling Action - Governance Goal 14 Recast the financial system to directly support the fundamental functions of education, research, and service and enhance the effectiveness of building and using financial resources 14.b. Establish functional budgets for all College-level units 14.b. Establish, at the College-level, functional budgets and methodology for resource allocation aligned with strategic priorities

Enabling Action - Governance Goal 14 Recast the financial system to directly support the fundamental functions of education, research, and service and enhance the effectiveness of building and using financial resources 14.c. Establish functional budgets for all Departments 14.c. Establish, at the department level, functional budgets and methodology for resource allocation aligned with strategic priorities

Enabling Action - Governance Goal 15 Strengthen institutional affiliation and effectiveness by providing clear career progression models, advanced training opportunities, leadership development, and articulate the alignment of institutional and individual aspirations 15.a. Review career progression models in College and peer institutions. 15.a. Review career progression and retention models in College and peer institutions for standing and fixed-term staff.

Enabling Action - Governance Goal 15 Strengthen institutional affiliation and effectiveness by providing clear career progression models, advanced training opportunities, leadership development, and articulate the alignment of institutional and individual aspirations 15.b. Develop new models for teaching, research and service, and transition procedures 15.b. Develop new models for teaching, research and service, and recruitment/progressio n/transition/retention procedures for tenuresystem and fixed-term faculty

Enabling Action - Governance Goal 15 Strengthen institutional affiliation and effectiveness by providing clear career progression models, advanced training opportunities, leadership development, and articulate the alignment of institutional and individual aspirations 15.c. Expand and document training opportunities for all College employees. 15.c. Expand and document professional development and training opportunities for all College employees.

Implementation - Governance Summary of Major Decisions Goal Major Modifications Reason 11) Raise profile and facilitate engaged service 12) Enhance business operations and fiscal management 13) Align committees with CoE priorities 14) Recast financial system into functional budget 15) Career progression and leadership development None Metrics, targets and resources Significant Modified enabling actions Modified enabling actions Previously unidentified Clarification Critical nature of resource allocation Clarification

Implementation Governance Metrics Main Challenges Identification Solutions Establish operational definitions Create baseline through surveys and research

Implementation Governance Timeline Main Challenges Metrics and Targets need to be identified Solutions Addressed on previous slide

Implementation Governance Milestones Main Challenges Follows after targets Solutions Develop targets

Goal 11: Comments and Questions OVERALL GOAL: RM: Determine drivers and create incentives for participation - awards, SRAs, tie in with compensation, etc. DM: Note spreadsheet. PH: Note spreadsheet.

Goal 12: Comments and Questions OVERALL GOAL: HN: Would searching and hiring for a faculty position be considered a business operation with fiscal implications under this goal? What are our peer institutions' position on this? RM: Note spreadsheet RA: How about a study of the supply chain issues in the business processes from Department to CoE to Sponsored Programs? RA: Customer relations issues of the CoE. (The service aspect could be measured.) PH: Note spreadsheet.

Goal 13: Comments and Questions OVERALL GOAL: HN: Note spreadsheet RA: Update and strengthen the charter of Engineering Faculty Council. RA: Maybe a CoE oversight committee? IPAC oversees Departments. Do we need a committee to report on CoE administration? DM: Add Assessment as with other Goals. PH: Note spreadsheet. 13b. DM: Note spreadsheet

Goal 14: Comments and Questions OVERALL GOAL: RM: Note spreadsheet. PH: Note spreadsheet.

Goal 15: Comments and Questions OVERALL GOAL: HN: Note spreadsheet RM: Note spreadsheet 15b. DM: Note spreadsheet 15d. DM: Note spreadsheet