Draft Initiatives
May 2007 |
|
List of Initiatives |
The following
initiatives have been completed by departments
within the College of Engineering. Other
initiatives will be added to this page as they are
completed. Please send comments to
Michael Kyte
or Steve
Beyerlein.
Biological and
Agricultural Engineering
BAE Initiative #1:
Development of a Bioenergy Center
BAE Initiative #2:
Collaboration among COE and CALS departments to
solve problems related to precision agriculture and
Bionics
Chemical
Engineering
[in progress]
Civil Engineering
CE Initiative #1:
Research Experiences for Engineering Undergraduates
(RE2U)
CE Initiative #2:
Mentored Teaching Experiences for Early Career
Researchers
CE
Initiative #3: Funding for a Named Research
Assistantship for the Civil Engineering Department
Computer Science
CS Initiative #1:
Development of an
Industry/University Cooperative Research Center
Electrical and
Computer Engineering
ECE Initiative #1:
K-12, Pre-engineering in high schools
ECE Initiative #2: Improve
coordination and communication between ECE
courses/curriculum
Materials Science
and Engineering
MSE
Initiative #1: Undergraduate Curriculum Development
and Alignment
MSE Initiative #2: Expanded
MSE enrollment
MSE Initiative #3: Identify research
focus areas
Mechanical Engineering
ME Initiative#1: Curriculum for
Design and Manufacturing Extension (addresses G1,
G3, & G4)
ME Initiative #2: Sustainable Energy
Laboratory (addresses G1 & G3)
ME
Initiative#3: Sustainable Energy Laboratory
(addresses G1 & G3)
Engineering Outreach
EO Initiative #1:
Next Generation Web-Casting Delivery
Research
Institutes/Centers
RI/C Initiative #1: Increase interdisciplinary
scholarly activities in the College of Engineering
through the integration of the initiatives of the
research centers and institutes with the goals of
the College of Engineering
College-wide
COE Initiative #1:
Develop and implement a plan for increasing
recruitment and retention of high quality students
COE Initiative #2:
Initiative: Student
Leadership Development
COE Initiative #3:
Increase fund-raising activities for the college
COE Initiative #4:
Integration of STEM in K-20 Education
COE
Initiative #5: Accreditation Management Process
|
|
Biological and
Agricultural Engineering |
BAE Initiative #1:
Development of a Bioenergy Center
Bioenergy presents one of the most promising
options for replacing the world’s dependence on
fossil fuels. The University of Idaho has a long
history of research on biodiesel that includes
feedstocks, production, utilization, and by-product
commercialization. Many other related efforts are
also underway including feedstocks for cellulosic
ethanol, conversion of animal waste to energy,
thermochemical conversion of biomass to liquid and
gaseous fuels, and engine optimization for
alternative fuels. The UI is positioned to be a
national leader in this field and a Center would
provide coordination and leadership of this effort.
Results of
initiative:
●
Enhancement of
research productivity
●
Increased funding
opportunities.
●
More effective
resource utilization.
●
Better faculty
interaction.
Owners:
●
BAE dept faculty will
develop a proposal for the Center in collaboration
with other agricultural and engineering departments.
Funding will be sought from the College of
Agriculture and Life Sciences, the College of
Engineering, and the office of the VP for Research.
Budgeting/investment (where funding comes from and
how much is needed):
●
Will require a
director, administrative assistant, and space for
offices and a conference room.
●
A sustained budget of
$200,000/year will be sought along with return of
overhead funds from projects funded through the
center.
Faculty and
staff impact (related to faculty teaching
assignments, curriculum revision):
●
No additional effort
should be required from Center-associated faculty
except for follow-up on proposal opportunities
identified by the Center.
●
Center director is
anticipated to be a half-time position. This may be
a faculty member or a staff member hired
specifically for this position.
Tactical plan
(actions to implement initiative):
●
BAE faculty will
develop proposal and meet with interested faculty to
determine scope of the Center.
●
Deans of Engineering,
Agriculture and Life Sciences, and VP for Research
will be contacted for support.
●
Develop advisory
committee of stake-holders from outside the UI to
guide priorities.
Metrics/
Assessment:
●
Grant dollars
generated.
●
Patents and other
forms of IP.
●
Contracts negotiated.
●
Number of researchers
involved.
BAE Initiative #2:
Collaboration among COE and CALS departments to
solve problems related to precision agriculture and
Bionics
Because of the last decade’s development in
computing technology, data collection in agriculture
and biological systems is becoming easier than ever.
The concept of better agricultural management
through the use information technology gave birth to
the concept of precision agriculture (PA). The
National Research Council refers to PA as a
management strategy that uses information
technologies to bring data from multiple sources to
bear on decisions associated with crop production.
The key idea behind PA is to measure and manage
spatial variability to optimize crop production
systems. Spatial variability can be categorized into
yield, field, soil, crop, and management
variability. The collection and analysis of data
using computers require the familiarity of new
technologies (both hardware and software) and
knowledge in new areas such as image processing
traditionally is not taught in the agricultural
engineering curriculum. It is expected that there
will be an increasing use of these technologies and
it is important that our students are competitive in
this developing area. GIS, GPS, remote sensing,
development and use of new sensors, information
processing, and process automation are some of the
technologies that have been used in recent years for
a better agricultural management. This encompasses
an understanding of agriculture as well as other
engineering disciplines. Many in production
agriculture do not have knowledge to utilize the
potential yet. The knowledge and technology for
precision agriculture specific to Idaho agriculture
would be disseminated through agricultural
extension. Bionics is the study of methods and
systems found in nature, for the design of
engineering systems and modern technology. The
transfer of technology between life forms and
synthetic constructs is desirable because
evolutionary pressure typically forces natural
systems to become highly optimized and efficient.
Examples of bionics in engineering include the hulls
of boats imitating the thick skin of dolphins;
sonar, radar, and medical ultrasound imaging
imitating the echolocation of bats; and imitation of
human organs such as bionic arm, leg, eye and other
body parts for disabled person. Development of
bionic systems requires knowledge of biology,
biomechanics, mechatronics and engineering sciences.
Biomechanics is the research and analysis of the
mechanics of living organisms or the application and
derivation of engineering principles to and from
biological systems. Mechatronics is the integration
of mechanical and electronic components. Engineering
education that solves the above mentioned problems
are beyond the scope of a single department. To
avoid duplicate efforts in dealing with these
problems, interdepartmental collaboration is
essential. Biological and Agricultural Engineering
program is in unique position to undertake this
initiative and collaborate within COE and CALS
departments needed for the comprehensive approach.
Results of
initiative:
● Enhancement in student learning and
collaboration
●
Increased funding
opportunities.
●
Effective resource
utilization.
●
Better faculty
interaction.
●
Increased student
enrollment in BAE and ASM programs.
●
Outreach to production
agriculture.
Owners:
● BAE dept chairs will chair the program
in collaboration with other agricultural and
engineering departments. The precision agriculture
and bionics center will be maintained by involved
faculty members.
Budgeting/investment (where funding comes from and
how much is needed):
● Will require a coalition of faculty
members to develop course work and necessary
training for engineering students from different
departments.
●
Faculty and staff
impact
Faculty and
staff impact (related to faculty teaching
assignments, curriculum revision):
● Some initial overload on
involved faculties in developing the strategic plans
but there is a long term benefit. This includes the
development of precision agriculture and bionics
center laboratory that will attract external
funding, reduce duplicate effort in different
departments, and increase overall output.
Tactical plan
(actions to implement initiative):
● Department head and selected faculties
will decide on how the problems related to precision
agriculture and bionics can be addressed through
various courses and design projects.
●
Decide on whether the
existing courses meet the need.
●
Develop a strategic
plan to develop educational planning and laboratory.
●
Conduct workshops in
state utilizing technology.
Metrics/
Assessment:
● Number of funded research project
●
Number of students
involved in the project
●
Student survey in
their learning |
|
Chemical
Engineering |
[in progress] |
|
Civil Engineering |
CE Initiative #1:
Research Experiences for
Engineering Undergraduates (RE2U)
Result of initiative:
●
Early engagement of top civil engineering students
in research and recruitment of these students for
graduate work.
●
A formal ongoing undergraduate research program that
can be cited in grant proposals such as through the
National Science Foundation.
Owners (administrators or unit
directors or committee chairs):
●
Chair, Department of Civil Engineering and directors
of research centers and institutes.
Budgeting/investment (where funding
comes from and how much is needed):
●
$5k investment per year for first two years to
supplement scholarship money. Funding can be
supplemented by grants or private donations as the
program becomes more established. Some projects
will be able to provide additional independent
funding for the student
●
Application to NSF or other funding agencies to
support this work.
Faculty and staff impact:
●
Faculty time for mentoring to ensure that the
experience is a high quality one for the student.
The experience may be enhanced by including a
suitable graduate student to participate in the
mentoring program.
Tactical plan:
●
Invite top incoming freshman/freshwomen to
participate in 2007
●
From 2008, add a sentence to UI acceptance letters
in Civil Engineering for those top students that are
(a) National Merit Scholars, (b) Presidential
Scholars or other incoming students with at least
50% scholarships.
●
Publicize this program in time for next year’s
undergraduate recruiting season.
Metric/assessment (measurement and
review):
●
Number of undergraduates participating
●
Survey incoming freshmen/freshwomen to see if offer
of research participation made a difference in
selection of UI; conduct exit interviews to assess
the quality of the experience.
●
Number of conference (or possibly journal articles)
with undergraduate co-authors or authors.
CE Initiative #2:
Mentored Teaching Experiences for
Early Career Researchers
Result of initiative:
●
Improved teaching skills for PhD candidates.
Owners (administrators or unit
directors or committee chairs):
●
Chair, Department of Civil Engineering, and faculty
mentor.
Budgeting/investment:
●
Depending on the conditions of the grant supporting
the PhD student or post-doc, the Department may have
to supplement the grant money. It is expected that
this would be $7000 per course.
Faculty and staff impact (related to:
position descriptions, annual reviews)
●
Faculty time to mentor students including seminar
that provides for regular exchange of learning
experiences, and periodic assessment to learn how
effective the experiences have been and how they can
be improved.
●
Staff time to create and distribute program
brochure.
Tactical plan (actions to implement
initiative):
●
Identify suitable classes for this program at UI,
WSU and BSU.
●
Identify strong candidate instructors for this
program.
●
Inventory important experiences and training that
participates should receive.
●
Connect with recruiting and marketing efforts.
Metric/assessment (measurement and
review):
●
Number of classes offered with this PhD student and
faculty mentor model.
●
Course evaluations (ensure this program does not
disadvantage undergraduates).
●
Satisfaction survey of students who participate in
the program.
CE
Initiative #3: Funding for a Named Research
Assistantship for the Civil Engineering Department
Result of
initiative:
● Supplemental
funding a named research or graduate assistantship
for the Civil Engineering department.
● Competitive funding for faculty to attract
quality graduate students in anticipation of funded
projects.
Owners:
● Civil
Engineering department chairman.
● Civil Engineering faculty members
● Civil Engineering Advisory Board.
Budgeting:
● The difference
between our current funding and a competitive
$25,000 per year, coming from
Industry
partners and
College of Engineering.
Faculty Impact:
● Time required
to (1)
Develop
relationships with industry partners, (2)
Write brief proposals
for research efforts (similar to Engineering
Experiment Station). and (3)
Reporting on research
expenditures (also per EES).
Tactical Plan:
● Department chairman will contact Civil
Engineering Advisory Board members to assess their
support (financial and otherwise) for this proposal.
● Faculty members talk to research contacts
about support for this proposal.
Metric/Assessment:
● Total outside
funding for research assistantships.
● Additional research funding leveraged from
research assistantships. |
|
Computer Science |
CS Initiative #1:
Development of an
Industry/University Cooperative Research Center
The CSDS faculty now propose forming an NSF
sponsored Industry/University Cooperative Research
Center (I/UCRC) site at the University of Idaho. We
want to create a NSF supported research center that
will focus on high assurance embedded systems and
critical infrastructures. The site will be part of
the NSF I/UCRC Center for Information Protection
headquartered at Iowa State University with partners
at UC Davis and SUNY Stony Brook. We have had
discussions with NSF, the three university partners
and with several industry representatives, and we
have received very positive feedback on the plan. We
currently have direct support for this activity
from: Raytheon, Greenhills Software, and General
Dynamics. We are in discussion with
Rockwell-Collins, Lockheed-Martin, Boeing, Objective
Interface Systems, Lynuxworks, WindRiver, AFRL, and
NSA. According to NSF: “The Industry/University
Cooperative Research Centers (I/UCRCs) program
develops long-term partnerships among industry,
academe, and government. The centers are catalyzed
by a small investment from the National Science
Foundation (NSF) and are primarily supported by
center members, with NSF taking a supporting role in
their development and evolution. I/UCRCs stimulate
highly leveraged industry/university cooperation by
focusing on fundamental research recommended by
Industrial Advisory Boards.”
Results of initiative:
●
Owners:
●
Budgeting/investment (where funding comes from and
how much is needed):
● Support for organizing and hosting meeting -- cost
$10,000 for secretarial support, room cost, food
● Ongoing campus support -- Need signed letter for
25% match of membership fees. Gene Merrill has
agreed in principal to reduced overhead. Additional
cash support from college would be very useful.
Faculty and staff impact (related to faculty
teaching assignments, curriculum revision):
●
Tactical plan (actions to implement initiative):
● Host an UofI campus workshop/meeting to discuss
logistics of the I/UCRC Summer 2007
● Obtain signed letters of support from at least 6
potential partners - Summer 2007
● Submit planning grant proposal to NSF - Sept 2007.
● Obtain financial support and signed letters of
membership from 5 partners, ($40/year each, minimum
needed $150K/year) - Spring 2008
● Apply
for full NSF supported membership - immediately upon
receiving at least $150K in support.
Metrics/ Assessment:
●
|
|
Electrical and
Computer Engineering |
ECE Initiative #1:
K-12, Pre-engineering in high schools
Results of
initiative:
●
to be added
Owners:
●
to be added.
Budgeting/investment (where funding comes from and
how much is needed):
●
to be added.
Faculty and
staff impact (related to faculty teaching
assignments, curriculum revision):
●
to be added.
Tactical plan
(actions to implement initiative):
●
to be added. |
|
ECE Initiative #2:
Improve coordination and communication between ECE
courses/curriculum
Results of
initiative:
●
to be added
Owners:
●
to be added.
Budgeting/investment (where funding comes from and
how much is needed):
●
to be added.
Faculty and
staff impact (related to faculty teaching
assignments, curriculum revision):
●
to be added.
Tactical plan
(actions to implement initiative):
●
to be added. |
|
Materials Science
and Engineering |
MSE Initiative #1:
Undergraduate Curriculum Development and Alignment
Results of
initiative:
●
Effective and
efficient MSE curriculum delivery through
collaboration with Chemical Engineering.
Owners:
●
Department chairs from
MSE and Chemical Engineering.
Budgeting/investment (where funding comes from and
how much is needed):
●
$3K for hosting
advisory board meetings
●
Significant
faculty/staff/administrator time as outlined below,
$2k for facilitator training, $2k for off-site
retreat location/catering, $2k for external
publications associated with strategic plan and
initiatives.
Faculty and
staff impact (related to faculty teaching
assignments, curriculum revision):
●
Departmental
assignments for all two current faculty and three
new faculty of up to 10% time.
●
5% of Chemical
Engineering faculty time to participate in alignment
process.
Tactical plan
(actions to implement initiative):
●
FY08: Participate in
committee to assess feasibility of merging two
departments. Conduct initial assessment of MSE
curriculum, particularly as the possible
departmental merger affects the curricula of both
departments. Prepare new curriculum.
●
FY09: Implement new
integrated/aligned curriculum. |
|
MSE Initiative #2:
Expanded MSE enrollment
Result of
initiative:
●
Increase number
of undergraduates enrolled in program from 90 today
to 150 in 5 years.
Owners:
●
Department
chair, with support from associate dean of COE and
relevant faculty.
Budgeting/investment
●
$3K for
stipends for 30 students to recruit at their former
high schools.
●
$2k for
‘how-to-recruit’ training/development of recruiting
material
●
$3k for traveling to
recruiting targets
Faculty and
staff impact
●
2-3 days per
year for each department faculty member to
participate in planning and executing recruiting, up
to 2% of total time, and brief periods of large time
commitments
●
Up to 10% of our staff
time
●
Request
for College level time investment in overseeing and
integrating department and college activities,
including up to 20 percent of time from associate
dean to support departments and lead COE recruiting
effort.
●
40 hours of time from
PK Northcutt for update to department web site and
integration with COE web initiatives
Tactical plan
● Half
day orientation on recruiting for faculty and
students
●
Tracking plan in place
for results of recruiting initiative, including data
base of names and email addresses gathered from
recruiting trips; work with enrollment management to
learn best practices.
●
Establish recruiting
schedule for year, based on outcome of orientation
Plan for and participate in Vandal Friday, using
students, faculty, and staff to make phone calls
inviting potential students to participate in Vandal
Friday. |
|
MSE Initiative #3: Identify research focus areas
Results of initiative:
●
Identification
of common research interests and themes among
department faculty and potential collaborators.
●
Develop of new grant
proposals to support research and infrastructure
●
Development of
infrastructure to support research focus area.
Owners:
●
Department
chair.
Budgeting/investment
(where funding comes from and how much is needed):
●
Development of
funding plan and identification of funds for
laboratory and infrastructure improvements including
to MCCL 318, MCCL 306, the Pyro Lab, a clean room in
the Mines Building, and to graduate student offices
Faculty and staff
impact (related to faculty teaching assignments,
curriculum revision):
●
Faculty and
staff time for planning process to identify research
focus areas and to develop new funding proposals for
research and infrastructure grants (up to 10% of
staff time and 20% of faculty time).
Tactical plan (actions
to implement initiative):
●
Conduct
planning process to develop research focus and
themes
●
Grant preparation |
|
Mechanical Engineering |
ME
Initiative#1: Curriculum for Design and
Manufacturing Extension (addresses G1, G3, & G4)
Results of initiative:
●
Design research
thrusts linked to UI design instruction by new and
continuing faculty
●
Team building
for faculty involved in design stem (ME 123, 223,
301, 424/426)
●
Value-added
engineering/solid modeling/manufacturing experience
for UI students
●
Preferred
regional center for design & manufacturing short
courses/workshops
Owners:
●
Steve
Beyerlein, Edwin Odom, Jay, ITED faculty involved in
design/manufacturing
●
Brian
Rutherford and Jim Gregson, TechHelp, Don
Blackketter (ME chair)
Budgeting/investment
(where funding comes from):
●
IdeaWorks
utilities, remodel, computation platforms
à
$36k NIATT, $15k Dept, $100k SBOE
●
Software
Licenses - $10k/yr (heavy donations from industry
possible)
●
CNC Mini-Mill -
$60k (need to seek matching)
●
2 full-time TA
for ME 301 - $24k
Faculty/staff impact:
●
Allocate two
faculty slots each semester towards ME 301
●
Show %25 time
related to CAD in ITED faculty position descriptions
●
Prioritize
Russ’ time or high additional help
Tactical plan:
●
Assessment of
ME 223, 301, 424/426 for alignment & prioritization
of topics
●
Assessment of
ME 301 as a foundation course for engaging regional
industry
●
Curriculum
development for ME 223, 301, 424/426
●
Develop
Infrastructure for local and external delivery of
courses/training
●
Pilot & refine
courses/workshops combining engineering/solid
modeling/manufacturing
●
Connect with
Boeing and Dassualt to support training and
workforce needs
Metrics:
●
Number of
students taking design/manufacturing internships
●
Number of
students place in regional design/manufacturing
enterprises
●
Number of
external people participating in short
courses/workshops
●
Magnitude of
donations (funding & in-kind support) by regional
industry
●
Number of
students employed in field after graduation
ME
Initiative #2: Sustainable Energy Laboratory
(addresses G1 & G3)
Results of initiative:
●
This imitative
would result in the construction of new COE building
primarily for research in area of energy.
Owners:
●
College of
Engineering, Aicha Eshabini, Don Blackketter (ME
chair), Jon Van Gerpen (BAE Head)
Buidgeting:
●
$15M from State
and private funding
●
Currently have
$497k in planning money, another $354k is available
in fall 2007
Faculty/Staff Impact:
●
The COE and
especially ME and BAE are short of space for
research and for senior design project. The new
building would provide space for biofuels
demonstration and research, graduate and
undergraduate project space, and a limited number of
offices.
Tactical Plan:
●
Use planning
money to design building.
●
Task COE
development officer to raise funding for the
building from private sector.
●
Hire person
from planning money to assist facilities in building
planning.
●
Solicit program
funding for future research – including
congressional money, SBOE HERC funding, and private
sector research funding.
Metrics:
●
Amount of money
raised for new building.
●
Amount of
program funding garnered.
ME
Initiative#3: College-wide capstone design
program (addresses G1)
Results:
●
This imitative
would result in all departments in the COE
participating in capstone design course. Student
projects would be interdisciplinary and include
faculty and students from all departments.
Owners:
●
College of
Engineering, COE department chairs
Budgeting:
●
$300k from
project sponsors. At least 100k would be used
for TA support
Faculty/Staff
Impact:
●
The COE
(departments) will assign faculty to participate as
instructors and mentors.
●
Graduate TA’s
would be funded by departments and project
sponsorship. This should have minimal impact in that
resources are already used to support capstone
courses. However, it may require 3-5 additional TA’s
dedicated to this initiative.
Tactical Plan:
●
Allow BAE, ECE
and ME departments to lead program and train faculty
members from other departments. As time passes,
other departments will take the lead as interest and
skills are developed.
●
If needed,
change program curricula to include a two-semester
capstone course sequence in the programs senior
year.
Metrics:
●
Amount of money
raised for project sponsorship
●
Number of
students participating
●
Increase in
student enrollment
●
Participants
and project numbers at EXPO |
|
Engineering Outreach |
EO Initiative #1:
Next Generation Web-Casting Delivery
Potential Initiative Results:
●
Same-day student access to all
Engineering Outreach (EO) course materials
●
Synchronized start and end dates for
each semester for all students and faculty,
regardless of location.
Owners:
●
Barry Willis: Responsible for
implementation of this course delivery system and
for updating the Dean, the Engineering Executive
Council (EEC) and UI administrators about EO’s
progress and the impact of the system on EO, the
College of Engineering, and the University of Idaho
●
EEC: Responsible for the promotion
and adoption of this alternative delivery model
within their departments, for the benefit of EO
students and UI administration.
Budgeting / investment:
Faculty and staff impact:
|
Year |
Responsible party |
Impact |
|
2006-07 |
EO staff |
Additional time devoted to
planning, installation of equipment, testing |
|
|
Faculty teaching EO courses |
No impact this year |
|
2007-08 |
EO staff |
May need to hire additional
temporary help for routine delivery as we
test new delivery |
|
|
Faculty teaching EO courses |
"Pilot" testers need to be
prepared for synchronous and asynchronous EO
students |
|
2008-09 |
EO staff |
Possible staffing changes &
ROJD changes, as work responsibilities
change |
|
|
Faculty teaching EO courses |
Some faculty may need to
revise their courses as they are delivered
online |
|
2009-10 |
EO staff |
Reduce temporary help as
online delivery phased in, DVD delivery
phased out |
|
|
Faculty teaching EO courses |
More faculty may need to
revise their courses as they are delivered
online |
Tactical
plan:
|
Year |
Responsible party |
Planned Action |
|
2006-07 |
EO administrative team |
Develop overall
implementation and financial plans |
|
|
EO production team |
Install equipment, software,
initial testing within EO staff |
|
|
EO academic support team |
Develop simultaneous delivery
of DVD/online course materials plans |
|
|
Faculty teaching EO courses |
Initial agreements made with
"pilot" faculty willing to work with EO |
|
2007-08 |
EO administrative team |
Work through testing issues
with pilot faculty and UI administration |
|
|
EO production team |
Beta-test with pilot faculty
and students in few selected courses |
|
|
EO academic support team |
Notify "pilot" students, work
through delivery issues |
|
|
Faculty teaching EO courses |
Pilot faculty will work with
EO regarding online delivery issues |
|
2008-09 |
EO administrative team |
Work through staffing issues
as work responsibilities change |
|
|
EO production team |
Expand test to more courses
in selected program areas |
|
|
EO academic support team |
Work through scaling issues
so more courses can be delivered online |
|
|
Faculty teaching EO courses |
Faculty in selected areas
will begin offering courses via online
delivery |
|
2009-10 |
EO administrative team |
Develop marketing for new
delivery system for EO students |
|
|
EO production team |
Begin phasing in online
delivery, phasing out DVD delivery |
|
|
EO academic support team |
Redefine staffing
responsibilities as online courses outnumber
DVD delivery |
|
|
Faculty teaching EO courses |
Faculty in expanded areas
will begin offering online courses, less by
DVD |
Metrics /
assessment:
|
Metric |
How measured? |
|
Cost of implementation |
Data from Banner financial reports & EO time
studies |
|
Sufficient student bandwidth |
Questions on EO's mid-term formative
evaluation and data from server performance
logs |
|
Student satisfaction |
Questions on EO's mid-term formative
evaluation |
|
Affect on EO staff and operations |
Informal discussions, annual staff
evaluations |
|
|
Research
Institutes/Centers |
RI/C Initiative #1: Increase interdisciplinary
scholarly activities in the College of Engineering
through the integration of the initiatives of the
research centers and institutes with the goals of
the College of Engineering
Result of initiative:
●
More effective research program for the College and
its faculty.
●
Increased research funding that is targeted to
college priorities.
Owners (administrators or unit directors or
committee chairs):
●
Assistant dean for research and relevant institute
directors.
Budgeting/investment (where funding comes from and
how much is needed):
●
$5K to fund production and printing of college
research report.
●
Investment of F&A return in strategic research
initiatives.
●
Personnel to support marketing and communication
efforts.
●
Salaries for release time or RA/TA appointments.
Faculty and staff impact (related to: position
descriptions, annual reviews):
●
Significant time for assistant dean and directors to
engage in discussions regarding identification of
strategic research areas in the college, alignment
of research initiatives, recruitment of graduate
students, promotion of the college’s research
program, completion of college research report,
administrative issues such as credit and F&A
allocation, and planning of major new investments
for research infrastructure.
●
Time for dean and department chairs to promote and
support research activities, including
interdisciplinary activities.
●
May require release time for faculty to participate
in interdisciplinary research.
Tactical plan (actions to implement initiative):
●
Establish new college research leadership team.
●
Develop a new annual report for the college that
will highlight research and other activities in the
college. The focus will be on research and academic
topics and the faculty, staff and students who are
involved in the projects. The report will be focused
on success stories of college faculty, staff and
students.
●
Identify of selected research initiatives, identify
sources of funds for investment in initiatives,
develop an application process, and award seed
grants.
Metric/assessment (measurement and review):
●
Number of research projects and value of awards that
result from increased college and interdisciplinary
collaboration.
●
Number of proposals submitted under the new grant
program as well as through regular proposal
processes.
●
Number of faculty involved in research activities,
especially interdisciplinary projects.
●
Success rate for proposal submissions
(awards/proposals)
●
Number of students, undergraduate and graduate,
involved in research activities in the college,
including a breakdown by diversity
●
New and improved annual report for the COE that
demonstrates the collaborative nature of the
college. |
|
College-wide |
COE Initiative #1:
Develop and implement a plan for increasing
recruitment and retention of high quality students
Result of initiative:
●
Recruitment and retention of top
scholars across disciplines in the college;
●
Increased diversity of student
population;
●
Enhanced engagement and success of
students in their discipline.
●
Coordinated college wide recruitment
and retention plan
Owners (administrators or unit
directors or committee chairs):
●
Dean, associate dean, assistant dean,
chairs, director of development.
Budgeting/investment (where funding
comes from and how much is needed):
●
Scholarship funding
●
Travel funds for recruitment
activities, travel to conferences, student travel
●
Stipends for peer mentors and tutors
●
Support for student chapters and
student competitions
●
Funding for summer workshops for
students and teachers
Faculty and staff impact (related to:
position descriptions, annual reviews)
●
Faculty and staff who are involved in
the Recruitment and Retention Committee or in other
R&R activities will need to have their position
descriptions reflect their responsibilities for R&R.
Tactical plan (actions to implement
initiative):
●
Appoint a committee of individuals
passionate about recruitment and retention to
develop and implement the plan
●
Revise position descriptions as
necessary to reflect faculty and staff time
commitment
●
Gather baseline metrics for the
college for proposal writing and benchmarking
●
Develop a plan and set priorities
●
Identify funding
●
Implement the plan with help from
Recruitment and Retention Committee, student
chapters (officers and advisors), and others
Metric/assessment (measurement and
review):
●
Number and % of students receiving
scholarship with a breakdown by diversity
●
Number and % of students
participating in R&R activities
●
Retention rate of students
participating in R&R activities as compared to other
students in the college (longitudinal tracking)
●
Increased enrollment in the college
●
Improved retention in the college at
all levels (long-term)
●
Participation by students in
transformational experiences such as leadership
roles, research projects, internships, and other
activities
COE Initiative #2:
Initiative: Student
Leadership Development
Result of
initiative:
●
More vibrant student
organizations that promote greater student
engagement in recruiting and college events as well
as greater administrative input on student affairs
Owners
(administrators or unit directors or
committee chairs):
●
Associate dean
●
Faculty advisors for
student organizations, and student presidents
Budgeting/investment
(where funding comes from and how
much is needed):
● Allocation
of $25k of funding to COE student organizations
based on their planned activities for the year,
professional development of members, and their
support of college events (i.e. Women in Engineering
Day, Vandal Friday, Expo)
Faculty and
staff impact
(related to: position descriptions,
annual reviews):
25% time ● ● ●
Commitment by College
coordinator (Matt Strange?) communicating with
student leaders, coordinating volunteer efforts by
student organizations, and hosting
inter-disciplinary forums as well as student
advisory board meetings.
●
Total faculty advisors
time working with student groups is estimated to be
10%.
Tactical plan
(actions to implement initiative):
●
Student leaders attend
orientation meeting on planning & budgeting (Sept)
●
Student organizations
share plans & budget in a COE leadership summit
(Oct) (matching funding from student members,
departments, and ASUI expected)
●
Funds are released to
organizations based on meeting interim
goals/commitments
●
Student advisory
council formed (1-2 members/dept) that meets at
least monthly
Plans/supports Women in
Engineering Day
Plans/supports Engineering Week activities
Plans/supports Vandal Friday activities
Plans/supports Expo
●
Each student
organization commits to having high quality booth at
Expo
Metric/assessment
(measurement and review):
●
Total student hours
devoted to out-of-class leadership and service
activities
●
Positive response by
prospective students and their parents
● Number
of joint activities supported by more than one
student organization;
●
Robust set of student
activities shown at Design Expo
COE Initiative #3:
Increase fund-raising activities for the college
Result of initiative:
●
Securing development personnel for
COE that are highly motivated to work with dean’s
office and departments
●
Increased awareness of opportunities
for development among faculty and staff
●
Increased awareness about the college
among alumni and other significant stakeholders
●
Increased donations to the college at
all funding levels
Owners (administrators or unit
directors or committee chairs):
●
Dean, department chairs, assistant
dean for development, director of development,
development coordinator, marketing director
Budgeting/investment (where funding
comes from and how much is needed):
●
Salaries and fringe benefits for
development staff
●
Travel funding
●
Funding for events and marketing
initiatives
Faculty and staf | |