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Strategic Plan Template Engineering document sample
Document Sample
College of Engineering Strategic Plan
Draft 4
12 March 2007
The College of Engineering Strategic Plan consists of the following:
1. Statements of mission, vision, and guiding principles (strategic elements)
2. Statements of College of Engineering goals and contexts (strategic elements), and
a template for the development of initiatives by departments that support the
College’s plan (tactical elements)
3. Process for development, review, and adoption of the plan by the College
4. Appendix of example initiatives in each of the goal areas
1. Mission, Vision, and Guiding Principles
Mission (adopted from UI catalog)
• Prepare students for professional practice, admission to advanced degree
programs, leadership in the profession, and lifelong learning.
• Promote the discovery, development, and dissemination of knowledge through
excellence in research.
• Contribute to the economic development of the state, region, and nation.
• Provide access to high quality educational programs leading to baccalaureate and
advanced degrees in engineering and computer science.
Vision (adopted from 1999 plan)
• We will be the engineering college of choice in the state and region, as evidenced
by nationally recognized undergraduate instruction, high quality graduate
education and research, and vigorous and effective outreach programs.
• We prepare students for professional practice through quality undergraduate and
graduate programs that encourage lifelong learning, foster teamwork and
leadership, and promote creative discovery.
• We contribute to the economic well being of the state of Idaho and the nation
through education, research, outreach, and the transfer of new technology.
Guiding Principles (edited slightly from 1999 plan)
• Focus on education as the college’s primary role.
• Strive for excellence in our teaching, research, and outreach activities.
• Pursue continuous improvement in all of our endeavors.
• Interact ethically, with high personal integrity, and honesty in an atmosphere of
academic freedom.
• Support the personal and professional development of our students and
colleagues.
• Recognize the importance and value of teamwork and cooperation in all areas of
engineering endeavors.
• Apply our engineering talents to improve the quality of life for citizens in the state
of Idaho.
12 March 2007 1
2. Goals, Contexts, Tactical Plans, and Initiatives
UI GOAL 1--TEACHING AND LEARNING: Engage students in a transformational
experience of discovery, understanding, and global citizenship.
UI Context: Our graduates will live, work, compete, and prosper in a global and
multicultural environment. Consequently, graduates must learn the substance of their
studies and understand the values, perspectives, skills, and experiences that advance
humankind.
COE context: The COE will build on its strengths including quality education (personal
contact, work ready graduates, capstone program) and development of professional and
life skills (leadership opportunities in student organizations, residential experiences,
service learning, cooperative education).
Tactical plans: Details on at least one but not more than three initiatives for which
there is widespread commitment to undertake and achieve within the next year.
Initiative (title):
Result of initiative:
Owners (administrators or unit directors or committee chairs):
Budgeting/investment (where funding comes from and how much is
needed):
Faculty and staff impact (related to: position descriptions, annual
reviews)
Tactical plan (actions to implement initiative):
Metric/assessment (measurement and review):
12 March 2007 2
2. Goals, Contexts, Tactical Plans, and Initiatives
UI GOAL 2--SCHOLARLY AND CREATIVE ACTIVITY: Achieve excellence in
scholarship and creative activity through an institutional culture that values and promotes
strong academic areas and interdisciplinary collaboration among them.
UI Context: Most scientific, social, economic, environmental, legal, and political
problems are partly embedded in a complex system of interlinking causes and effects.
The University is strategically positioned to effectively address these complex societal
issues through interdisciplinary collaboration.
COE context: The COE will continue to make major contributions to the body of
knowledge in selected areas through partnerships with research centers/institutes,
Washington State University, national laboratories and others. The college will continue
to develop state of the art laboratory infrastructure and invest funds to support graduate
and undergraduate students, faculty development, and interdisciplinary/inter-institutional
collaborations.
Tactical plans: Details on at least one but not more than three initiatives for which
there is widespread commitment to undertake and achieve within the next year.
Initiative (title):
Result of initiative:
Owners (administrators or unit directors or committee chairs):
Budgeting/investment (where funding comes from and how much is
needed):
Faculty and staff impact (related to: position descriptions, annual
reviews)
Tactical plan (actions to implement initiative):
Metric/assessment (measurement and review):
12 March 2007 3
2. Goals, Contexts, Tactical Plans, and Initiatives
GOAL 3--OUTREACH AND ENGAGEMENT: Engage with the public, private and
non-profit sectors through mutually beneficial partnerships that enhance teaching,
learning, discovery, and creativity.
UI Context: The University has a long and strong history of extending agriculturally
related teaching and research findings throughout the state. We seek to broaden that
outreach and engagement to better link all academic areas of the University with the
needs of constituents and stakeholders throughout Idaho.
COE context: The COE will be a leader in the delivery of distance education (leveraging
assets of the residential centers in northern, southern, and eastern Idaho) and in the
engagement with the private and public sectors in science, technology, economic, and
policy issues.
Tactical plans: Details on at least one but not more than three initiatives for which
there is widespread commitment to undertake and achieve within the next year.
Initiative (title):
Result of initiative:
Owners (administrators or unit directors or committee chairs):
Budgeting/investment (where funding comes from and how much is
needed):
Faculty and staff impact (related to: position descriptions, annual
reviews)
Tactical plan (actions to implement initiative):
Metric/assessment (measurement and review):
12 March 2007 4
2. Goals, Contexts, Tactical Plans, and Initiatives
GOAL 4--ORGANIZATION, CULTURE, AND CLIMATE: Create and sustain an
energized community that is adaptable, dynamic, and vital, and that enables the
University to advance strategically and function efficiently.
Context: To implement the first three goals of the strategic plan requires an organization
adaptive to change and opportunity, and a community characterized by openness and
trust. The University needs to create formal and informal organizational structures,
policies, and processes that enable us to be effective while also fostering a climate of
participatory decision making and mutual respect. The success of the change processes
will be enhanced if they are conducted in an open and welcoming climate that enhances
our ability to work through difficult issues in a respectful manner.
COE context: work ethic/values, personal contact, faculty and staff development,
mentoring.
COE context: Faculty/staff at the department, research institute, college, and
institutional levels aspire to common goals, communicate openly on a regular basis,
support professional growth activities, and clearly understand budgeting as well as
management structures.
Tactical plans: Details on at least one but not more than three initiatives for which
there is widespread commitment to undertake and achieve within the next year.
Initiative (title):
Result of initiative:
Owners (administrators or unit directors or committee chairs):
Budgeting/investment (where funding comes from and how much is
needed):
Faculty and staff impact (related to: position descriptions, annual
reviews)
Tactical plan (actions to implement initiative):
Metric/assessment (measurement and review):
12 March 2007 5
3. Process for Plan Review and Adoption
The strategic plan was approved by the College’s Strategic Planning Committee on
February 1, 2007. The following process for the review of the plan and its adoption by
the College was also approved by the Committee.
• Meet with Dean Elshabini to answer questions on the draft plan and receive
Dean’s endorsement on directives to units (March 2nd).
• Meet with Engineering Executive Council to review draft plan, discuss schedule
and expectations, and receive Dean’s instructions to the departments for
completing their components of the plan (March 7th).
• Units develop and propose up to three initiatives that they are committed to
undertaking over the course of FY09 using the Initiatives template provided as
part of this document. Units are also encouraged to provide feedback on the draft
plan. (End of Spring Semester 2007)
• All afternoon planning summit where units share plans, receive feedback, and
major initiatives are selected/synthesized for college-level action (September
2007).
• Dean Elshabini and the Engineering Executive Council act on the college plan in
preparation for JFAC hearings in January 2008. (October 2007)
• Align position descriptions and performance evaluations with FY09 initiatives.
(December 2007)
12 March 2007 6
4. Appendix of Example Initiatives
Example Initiative for Goal 1
Initiative (title): COE Gateway Scholars Program
Result of initiative:
o Recruitment and retention of top scholars across disciplines in the college;
o Increased diversity of student population;
o Enhanced engagement of students in their field.
Owners (administrators or unit directors or committee chairs):
o Dean, associate dean, assistant dean, chairs, director of development,
selection committee
Budgeting/investment (where funding comes from and how much is needed):
o Funding will come for the NSF S-STEM grant (if successful) and from
donations from industry and private donors
o The program will need a minimum of $100,000 per year and will need to
expand as scholars are added.
Faculty and staff impact (related to: position descriptions, annual reviews)
o Time for proposal development, including representatives from each
department and the Dean’s Office.
o Impact on faculty and staff who serve on the selection committee as well as
those in the Dean’s Office who would administer the program (since it is
college-wide)
Tactical plan (actions to implement initiative):
o Write proposal to NSF – this will include the details of the scholarship program
o Develop a fund-raising strategy
o Recruit students for scholarship
o Involve students in activities
o Monitor progress of students
Metric/assessment (measurement and review):
o Number and % of students receiving scholarship with a breakdown by
diversity
o Retention rate of students receiving the scholarship as compared to other
students in the college
o Participation by scholars in leadership, research, and other activities
o Number and % of scholars serving in internships
o Percent of students who selected the COE because of the Gateway
Scholarship
o Ratio of the value of scholarships received to the investment time of faculty
and staff to development and implement proposal/initiative.
12 March 2007 7
4. Appendix of Example Initiatives
Example Initiative for Goal 2
Initiative (title): Integration of the initiatives of the research centers and
institutes with the goals of the College of Engineering
Result of initiative:
o More effective research program for the College and its faculty.
o Increased research funding that is targeted to college priorities.
Owners (administrators or unit directors or committee chairs):
o Dept chairs, associate deans, dean, institute directors.
Budgeting/investment (where funding comes from and how much is needed):
o Will require significant time for administrative staffs to engage in discussions
regarding alignment of research initiatives, administrative issues such as
credit and F&A allocation, and planning of major new investments for
research infrastructure.
Faculty and staff impact (related to: position descriptions, annual reviews)
o Some impact on faculty who support research institute and center work.
Significant time impacts for institute and center directors, associate deans,
department chairs, and dean.
Tactical plan (actions to implement initiative):
o Institute directors who work significantly in the College of Engineering will
take the lead in reporting on progress of this initiative. This group will
develop a model for how institutes and colleges can work together and
resolve current problems.
Metric/assessment (measurement and review):
o Number of research projects and value of awards that result from increased
college and interdisciplinary collaboration.
o Cost of increased coordination.
o Use of F&A return for collaborative and coordinated infrastructure
reinvestment.
12 March 2007 8
4. Appendix of Example Initiatives
Example Initiative for Goal 3
Initiative (title): Design, develop, and implement a next generation, high
resolution Web-casting solution for the delivery of DVD-quality courses to
Engineering Outreach (EO) students via the Web for the purposes of course,
program, and certificate delivery
Result of initiative:
o Increased use of EO program.
o Increased quality of program delivered to various customer groups.
Owners (administrators or unit directors or committee chairs):
o EO administration, academic support, and production staff. EO program
stakeholders.
Budgeting/investment (where funding comes from and how much is needed):
o Self-funded through EO at a cost of $127,000 through beta-testing stage and
up to $250,000 for full implementation, if successful.
Faculty and staff impact (related to: position descriptions, annual reviews)
o If successful, this delivery approach will open EO up to a new student niche
while addressing faculty, department, and UI concerns related to moving EO
to the standard UI time schedule for grades. Other concerns related to return
of EO materials will also be addressed.
Tactical plan (actions to implement initiative):
o EO is now receiving prototype equipment in cooperation with the “Princeton
Server Group.” We are working with the ECE department on sample courses
for beta-testing (internal use only). Software is scheduled for development
by late February with beta-testing continuing through Summer 2007. If
successful limited release could begin in Fall 2007. Full implementation
possible by Fall 2009, or there after.
o If successful, could be expanded for other uses within the College of
Engineering and UI-wide.
o The current plan is to maintain EO’s DVD delivery platform and implement
high resolution Webcasting in selected areas.
Metric/assessment (measurement and review):
o Cost of development.
o Access time/broadband availability (related to adequate bandwidth).
o Logistics and cost of implementation.
o Increased EO student numbers and satisfaction.
o Increased faculty and department satisfaction.
12 March 2007 9
4. Appendix of Example Initiatives
Example Initiative for Goal 3
Initiative (title): Based on the “Project Lead the Way” concept, develop a
program that reaches out to Idaho’s public school system
Result of initiative:
o Increased number of high school student selecting the University of Idaho for
study in engineering.
o Provide training and resources for public school math and science teachers to
assist them in introducing engineering concepts in K – 12 curriculums.
Owners (administrators or unit directors or committee chairs):
o Dean, department chairs, selected faculty.
Budgeting/investment (where funding comes from and how much is needed):
o This initiative will require significant investment of time of faculty to teach
summer courses.
o Dean and development officer’s time to develop funding from external
sources.
Faculty and staff impact (related to: position descriptions, annual reviews)
o College of Engineering resources will include part of a faculty’s time and part
of a staff person’s time to coordinate the effort
Tactical plan (actions to implement initiative):
o Work with the College of Education to develop coursework in engineering
subject that will be taught in summer sessions for public school teachers
Metric/assessment (measurement and review):
o Number of students choosing the University of Idaho for their engineering
education.
o Cost of program.
12 March 2007 10
4. Appendix of Example Initiatives
Example Initiative for Goal 4:
Initiative (title): Annual Planning Exercise
Result of initiative:
o Plan that effectively governs and guides investments and faculty/staff time for
a coming year.
Owners (administrators or unit directors or committee chairs):
o Dept chairs, associate deans, dean, institute directors
Budgeting/investment (where funding comes from and how much is needed):
o Significant faculty/staff/administrator time as outlined below, $2k for
facilitator training, $2k for off-site retreat location/catering, $2k for
department and COE videoconferencing related to plan development/tracking
throughout the year, $2k for travel from residence centers, $2k for external
publications associated with strategic plan & initiatives
Faculty and staff impact (related to: position descriptions, annual reviews)
o Departmental committee assignment for 3-4 faculty from each unit, COE
committee assignment for two faculty from each unit, ad hoc committees for
each institute (following format requested by funding agencies),
representation of 4-5 faculty on university level Goal 1-4 implementation
teams, 10% annual responsibility for one of the associate deans as well as
each department chair
Tactical plan (actions to implement initiative):
o Departments report progress on current year initiatives and propose
initiatives for next year. COE does the same. Each unit commits to no more
than five initiatives across all four goal areas. Plans are reviewed/assessed at
an annual, one-day planning retreat held in early March. Meeting minutes
leading up to the retreat as well as a journal of the retreat are kept as part of
program assessment documentation for individual units as well as for
marketing/promotion purposes.
Metric/assessment (measurement and review):
o Number of initiatives effectively completed.
12 March 2007 11
