The Dean, DHs, and SPTF have reviewed the strategic plan and the Dean has read all recommendations. More work ahead to operationalize the plan. Level of effort so far: 270 emails & 90+ documents & 20+ meetings & ~250 hours Preliminary CoE Strategic Plan - Spring 2014 Thanks to the Strategic Planning Task Force (SPTF) committee members for their hours of service to the college this spring. Julie Carrier (BAEG) Manuel Rossetti (INEG) Kartik Balachandran (BMEG) Doug Spearot (MEEG) Greg Thoma (CHEG) Richard Cassady (FEP) Craig Thompson (CSCE, Chair) Adrienne Gaines (FEP) Norm Dennis (CVEG) Colleen Briney (Dean's staff) Alan Mantooth (ELEG) Greg Parnell (INEG, SP Expert) Thanks to all faculty, staff, students, administrators, and alumni who took time to meet with SPTF members to share your recommendations. Thanks to Kathy Jones and Kristi Fink in the Dean’s office for arranging meetings. This is the short version of the SPTF presentation leaving out a lot of detail.
CoE Strategic Plan Objective The Dean’s charge: be transformative Take CoE to the next level taking into account UA Top 50 by 2021* + UA Growth CoE SP – executable plan for continuous improvement * 2021 is UA’s sesquicentennial. Are we chasing rankings? Our objective is to take CoE to the next level. The metrics help identify hot spots but we are more improvement-driven than metrics-driven. Which Top 50? The UA web sites focuses on being a Top 50 public research university by 2021 and most measures they look at are USNWR undergraduate statistics (see http://top50.uark.edu/). In CoE, we are focused on those Top 50 undergraduate measures but also we want to be a Top 50 Graduate Engineering School . In USNWR 2015, UA ranks 63 and CoE ranks 66. NOTE: Strategic Planning is not about telling people to work harder. NOTE: Current CoE Strategic Plan has reasonable initial coverage of issues that face CoE. Received inputs from perhaps 1/3 of CoE. This sample appears sufficient to identify some important mid-course corrections. 2
How-to guide for strategic planning The Strategic Planning Task Force met THREE WORKING GROUPS TIMELINE every week with homework in between. Vision, Core Values, Tagline Mission Statement, Scope Feb Stakeholders Strategic Goals VISION Strategic Plan aligns with translates vision to actionable Feb Mar Apr Summer strategies that improve metrics Research Pipeline Improvements - mentoring Econ Prosperity - Univ-Industry Research Gap RECOMENDATIONS Reputation – Honors & Awards, … Continuous Improvement Goals actions Digital Measures? ABET process supported by METRICS Feb Mar Apr Top 50/UA/CoE/Dept. USNWR Top 50 (2015) Past ten years/Goal: 2021 CoE 2009 metrics updated Preliminary Final hotspots Report Growth – Faculty/student ratio Report PhD:faculty ratio, $/faculty May 2 June Honors pipeline Diversity 3
SPTF did not start from scratch • National – USNWR ranking (2015), ASEE, Top American Research Universities, … – Peer and aspirational institutions - reviewed the Top 35-55+ Engineering Grad Schools, all have metrics, few have strategic plans • UA – Vision, institutional goals, UA Top 50 website (top50.uark.edu) – Transforming the Flagship , Providing Transparency Progress Report – Office of Institutional Research (UA metrics) • CoE – Legacy CoE – existing org chart and business processes – CoE Fact Book 2013, CoE metrics from Colleen Briney – Research Task Force Report Jan. 2014 – ABET 2014-2015 – Strategic Plan 2004, 2007, 2009, 2011, 2014 4
Vision Working Group Objective - define* • CoE Vision** • CoE Mission Statement** • CoE Strategic Goals/Objectives** see long version of this presentation * Needed to define these terms and how they related to the Strategic Plan ** Not starting from scratch - we revised existing statements for these
UA/COE Visions “The vision is for the heart, the mission statement is for the mind.” The vision is the North Star, guiding us toward our goal. University of Arkansas Vision By 2021 , the University of Arkansas will be recognized as one of the nation’s Top 50 Public Research Universities , with nationally ranked departments and programs throughout the institution. --Transforming the Flagship , The University of Arkansas, 2014 College of Engineering Vision In support of the University of Arkansas vision, the College of Engineering will pursue excellence in research, scholarship, and education, ensuring personal and professional growth for future generations of engineering leaders who will stimulate prosperity for Arkansas, the nation and the world. The CoE vision should tie into and be consistent with the UA vision but we want it to be inspirational and reflect our aim to be a Top 50 school at all levels (see CoE Goals later on). This vision is a variant of the vision crafted by the Dean and DHs last semester.
Modified from CoE Mission Statement MEEG mission The mission of the College of Engineering is threefold: • Teaching — to provide a high-quality education for undergraduate and graduate students that enables them to become leaders in their chosen professions. • Research — to create, explore, and develop innovations in engineering and science through undergraduate and graduate research. • Service — to benefit university, local, state, national, and industry, and government communities via educational, technical, professional, and entrepreneurial activities. Scope The College of Engineering offers ABET accredited undergraduate degree programs and graduate masters and doctorate degree programs in biological engineering, biomedical engineering, chemical engineering, civil engineering, computer science, computer engineering, electrical engineering, industrial engineering, and mechanical engineering. • The mission statement can be inherited by all CoE departments just by narrowing scope • The mission is aligned with Faculty Activity Report and reads like a job description 7
CoE Strategic Goals (2014) Strategic goals should guide decision making In addition, UA has 15 institutional goals – CoE inherits those goals. 1. Provide a student-centered educational experience that attracts diverse, high-quality students, helps them to realize their potential, inspires them to pursue excellence at all degree levels and grooms them to become leaders in their profession. 2. Create a supportive collegial research environment that encourages scholarship and interdisciplinary collaboration. 3. Attract, recruit, mentor and retain a diverse workforce team: a high-quality faculty and a skilled staff. 4. Implement service and outreach to enhance the impact of the College of Engineering both within and outside the university and be a catalyst for economic development through entrepreneurship and collaboration with industry and government in Arkansas, the nation and the world. 5. In support of the UA growth goal and the UA vision (Top 50 public university by 2021), define the corresponding COE growth goals for the undergraduate and graduate programs, the faculty and staff, the facilities, and the research and institutionalize continuous improvement. • Covers the CoE mission (teaching, research, service) and key CoE stakeholders • CoE goals complement the UA institutional goals • Strategic planning metrics need to measure progress towards CoE goals • Strategic planning recommendations must align with CoE goals 8
Metrics Working Group Process • Benchmarking, an evidence-based approach. We used metrics to benchmark ourselves against our past progress and aspirational schools. We identified dimensions and hotspots. • We gathered metrics from – USNWR 2015 CoE vs Top 35-50 - aspirational – USNWR CoE 2005-2015 Grad and UG - historic – UA Office Institutional Research and CoE metrics – Other sources: PhD and Honors College • This helps us identify some areas we want to improve and also gives us a dashboard to measure our improvement. • Metrics can be revealing even though some data is dirty or incomplete 9
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