1. COLLEGE OF ENGINEERING GEORGIA TECH Academic Year 2005-06
STRATEGIC PLANNING:
COLLEGE OF ENGINEERING
GEORGIA TECH
Academic Year

2. COE STRATEGIC PLANNING PROCESS
Steering committee – selected faculty, alumni, chairs
Workshop with ~50 faculty, school chairs (Feb. 2005)
1st Workshop with Engineering Advisory Board (Apr. 2005)
Consolidation of recommendations, discussions (Aug. 2005)
2nd Workshop with Engineering Advisory Board (Oct. 2005)
Further consolidation with Steering Committee – finalization of four strategic goals (Oct. 2005)
Discussion with schools chairs (Nov. 2005)
Next steps…………………
Faculty meetings in each school, full COE discussions on Goals and Objectives for each goal: Nov – Jan. 2006
Completion of Objectives and Action Plans: March – April 2006

3. BACKGROUND FOR COE STRATEGIC PLANNIING PROCESS
SMALL NUMBER (~5) OF STRATEGIC GOALS
OBJECTIVES TO BE LINKED TO RESOURCES
S-P SHOULD ASSIST IN RESOURCE DEVELOPMENT (e.g., Capital Campaign, Research Enhancement, Tuition)
S-P SHOULD GUIDE RESOURCE DEPLOYMENT (e.g., Faculty recruiting, UG and G program investments)
A LIVING DOCUMENT

4. “BIG” CHALLENGES FOR COE
DECLINING STATE SUPPORT
DECLINING FEDERAL FUNDING FOR RESEARCH
GLOBALIZATION (Education, Jobs, R&D)
PACE OF CHANGE
EDUCATION – IMPORTANT BUT NOT URGENT!

5. TRANSFORMING THEMES FOR COE Educating engineers who care…..
Leadership in engineering education
Emphasize learning, interdisciplinary study
Preparation for the “Engineer of 2020”
Research in areas of global significance
Health, Energy, Security, Environment
Discovery-to-application philosophy
Foundation of basic research and discovery
Translation to usefulness for society

6. COE Vision: As the largest U. S
COE Vision: As the largest U.S. College of Engineering, we will be an exemplary leader in technological education, research and service that anticipates, and meets, the needs of tomorrow’s world.
We will achieve this vision through
rigorous, innovative, integrative and experiential curricula
focusing on research issues of global significance, including health, energy, security and the environment
increasing the diversity of our human resources
translating our discoveries into applications for the benefit of society
aligning our incentives and reward system with strategic objectives.

7. COE STRATEGIC GOALS
Develop rigorous, innovative, experiential educational programs that integrate disciplines and that engage students in the excitement of learning, motivate their passion for positive societal impact and develop leaders for the future.
Using our current areas of excellence and interdisciplinary culture, invest in research and educational programs involving issues of global significance.
3. Recruit, develop and retain a diverse faculty, staff and student body committed to excellence.
4. Provide the infrastructure, incentives and reward system to support our discovery-to-application vision.

8. Goal 1: Proposed Objectives
Improve the quality of our graduates at all degree levels, while maintaining leadership as the largest engineering college in the U.S.
2. Integrate international, research, work/service experiences and leadership opportunities into all engineering bachelor’s degrees.
3. Incorporate learning science, educational technology and interdisciplinary approaches into all our undergraduate programs, and be widely recognized for this.
4. Explore creating a new, innovative, rigorous and flexible bachelor’s degree that will serve as a foundation for advanced study in professions other than, and including, engineering.
5. Establish graduate degree programs in collaboration with other universities in strategic regions around the globe.

9. Goal 2: Proposed Objectives
Become recognized globally as the “destination” college for education and research at the intersection of engineering and the life sciences, leveraging on our strong partnerships with the College of Sciences at Georgia Tech and with Emory University.
Secure at least five additional major centers of excellence in areas of global importance, such as health, security, energy and the environment, partnering with other colleges at Georgia Tech and with other universities.
Develop, with other colleges at GT, at least two interdisciplinary educational programs for our undergraduates that address important global issues (e.g., technology in the 3rd World; water resources; clean air; megacities).
Provide students with an appreciation of the leadership role of engineering in solving global problems.

10. Goal 3: Proposed Objectives
Recruit, retain and promote the success of women and under represented minority faculty and attain a percentage representation that places COE as the top institution within the Big 10+ group by 2010.
Recruit, retain and promote the success of women and under represented minority students to attain a percentage representation that places COE as the top institution within the Big 10+ group by 2010.
3. Develop and implement programs for mid-career success for faculty and staff, including emphasis on leadership opportunities.
Be the top public engineering program with respect to GRE scores of entering graduate students by 2010.
Be among the top five (? – needs analysis) academic institutions in NAE membership by 2010.

11. Goal 4: Proposed Objectives
Develop financial practices, workload models and reward systems that are incentives to reaching our strategic goals.
2. Achieve a student:faculty ratio at the undergraduate level of XX and at the doctoral level of YY by 2010 (needs careful data analysis).
3. Add ZZ square feet of research and educational space for COE by 2010 (needs analysis).
4 Be among the top three in the Big 10+ engineering programs in externally sponsored research per faculty member.
5. Set priorities, goals and methodologies for increasing endowments for undergraduate and graduate fellowships and scholarships, endowed chairs and professorships, and new space and facilities.

12. Next Steps Define and Prioritize Objectives
Develop Action Plans and Metrics for Assessing Progress and Success
Establish Working Groups for Implementation and Monitoring Progress
Keep the Plan a Living Document
Remember – The ideas are not unique and the competition is strong – It’s Performance That Counts!