School of Engineering. Interim Planning Document

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1 School of Engineering Interim Planning Document October 2012

2 Table of Contents Executive Summary The Challenge 4 Unique Position.4 Leadership Vision.5 Mission: Education, Research, Service...6 Strategic Goals..7 Targeted Implementation Students.8 Faculty 9 Research 10 Industry...11 Alumni...12 Facilities Appendix.15 Interim Planning Document: October

3 Executive Summary To prepare for a comprehensive strategic plan, Rutgers School of Engineering reviewed its strengths and vulnerabilities. A preliminary planning document was developed as a result of that review. The perspective of the document is that of a single unit composed of independently performing but centrally supported departments and affiliated research organizations. All are bound by a framework of common values articulated in the School mission statement that support the achievement of superior performance in the areas of education, research and service. A series of six school-wide goals and related actions were identified. These goals transcend internal and external boundaries and recognize the value of a multidisciplinary and collaborative approach to teaching and research. Successfully meeting them requires leveraging specific strengths and targeting areas of development where there is opportunity for significant improvement or impact. They form the basis for planning for the next five years in the areas of student learning and faculty excellence, research innovation, industry partnerships, alumni development, and critical infrastructure improvement. Student Learning and Faculty Excellence Rutgers Engineering will be recognized as both a top engineering school and innovative leader in undergraduate and graduate education and research. It will emphasize the importance of teaching excellence. Strong recruitment programs and cooperative degree opportunities with international universities will add to a highly qualified and diverse student body that includes underrepresented minorities, students from financially challenged backgrounds, women and international students. Rutgers Engineering will continue a broad multi-year hiring plan to add to the 29 successful hires accomplished since Strategically targeted faculty searches will align with educational and research initiatives. Endowed chairs, competitive start-up funding, and aggressive recruitment strategies will support the hiring plan. The School will foster a culture of excellence and accomplishment by consistent recognition of faculty contribution and achievement. Interim Planning Document: October

4 Research Innovation Rutgers Engineering will maintain a regional and national leadership role in technology innovation and development. To advance highly specialized and relevant research, the research program will focus on large scale, high visibility, collaborative initiatives that play to its strengths and guide resource investment in strategically important technology areas. Industry Rutgers Engineering has achieved a high level of engagement with the state s manufacturing leaders through its industry/research partnerships with state and regional corporations in pharmaceutical, materials, transportation, wireless communications and other technologies. To drive economic growth in New Jersey, it will enhance industrial expertise in key technology and manufacturing areas and steward already-established industry partnerships through the New Jersey Advanced Manufacturing Institute. Alumni Development Rutgers Engineering will cultivate alumni through an active communications program emphasizing the theme staying connected. Engaged alumni create a support network that will benefit Rutgers Engineering in many ways: alumni recruit excellent students, host new engineering professionals through internship and employment opportunities, participate financially and help advance a culture of giving to fellow alumni. Infrastructure Rutgers Engineering is committed to providing a sustainable and advanced infrastructure of classrooms, laboratories, offices and common space through a combination of new construction and renovation. Infrastructure planning supports the School s excellence in education, research and providing a real-world student experience. Rutgers Engineering will work toward these goals through action plans that include benchmarks, quantitative metrics and comprehensive assessment. Planning efforts will be consistent with the University s strategic plan. Planning in Rutgers Engineering will be flexible enough to realistically respond to changes in the economic and cultural environment while retaining a focus on long range goals. Interim Planning Document: October

5 The Challenge Scientists study the world as it is, engineers create the world that never has been. Theodore Von Karman The second decade of the 21 st century finds America at a crossroads. Two decades of economic globalization and decreased national investment in science and technology have produced both challenge and opportunity. America s traditional industrial manufacturing base has eroded and the science and technology gap between America and competing economies has grown. We do not make things anymore, is now a common refrain. The growing fear is that we will also stop inventing things in America. However, along with this sense of disquiet, there is also a sense of opportunity. There is a national consensus that America needs to learn to make things again, to reinvent itself, to unleash the forces of creativity, inventiveness and entrepreneurship. To do so we need to invest in education, in science and technology, and to establish strong new alliances between industry, academia and government. We must focus on creating the conditions for rapid growth of new technologies and for viable, sustainable growth of manufacturing activities. Higher education must embrace its role in this transformative process. Engineering education is key to a successful transition from a reactive to proactive economic, research and industrial environment. Engineering disciplines are dedicated to continual reinvention. Engineers invent products and the technologies required to make them. Engineers create products that raise the standard of living and improve quality and length of life. Engineers, through the invention of new industries, have the potential to be powerful economic drivers. The School of Engineering recognizes this historic opportunity and its mission, vision and strategic goals position it to be a major participant. Unique Position Rutgers Engineering is already a vibrant and ready resource for regional and national economic development with proven successes across a spectrum of industries. Its talent pool in education, research and technologies is internationally recognized. It has strong and accomplished leadership and a core of highly motivated and visionary faculty members. The School s richly diverse students and faculty are committed to globally sustainable engineering. It has well-established ties to the industrial, financial and legal Interim Planning Document: October

6 communities in New Jersey and in the surrounding states, many through its research and education centers of excellence. Its location is a clear advantage; New Jersey is at the geographic epicenter of research and development activities in major industries including pharmaceuticals, finance, transportation, defense and energy. The Rutgers Engineering plan defines the School s role in fostering the integration of education, government and industry to achieve regional and national economic growth that is innovative, responsible and sustainable. The plan identifies specific strengths and targets areas of development. It realistically addresses critical needs and areas where there is opportunity to make significant improvement. Through a broad and collaborative process, Rutgers Engineering has developed a coherent plan for maximizing existing strengths and expanding into exciting new areas of growth. Leadership Vision The Rutgers University School of Engineering will be a leader in engineering education, training and research. The School will advance global excellence in engineering education through innovation and invention that is socially, economically and sustainably responsible. It will foster a culture of action, accomplishment and accountability that will drive all of the School s current and future efforts and initiatives. The School of Engineering will be led by a highly qualified, enthusiastic faculty who are recognized leaders in their fields and committed to success through deep collaboration at all levels, multi-disciplinary learning and the full engagement and mentoring of students. Graduates will be fully prepared and work-ready for the 21 st century workplace as resourceful, influential innovators. Research centers will conduct ground-breaking research in existing and emergent engineering disciplines to foster economic development, entrepreneurship and innovation. Effective industry, government and education partnerships will be supported by Rutgers research that can be implemented at the highest ethical standards of industry. Interim Planning Document: October

7 Mission: Education, Research, Service Educate and train the future engineers for a complex, diverse and global workplace. Provide innovative, high quality, relevant education to undergraduate and graduate students using the latest technology and educational techniques. Engage a diverse student body that exemplifies the core values of an engineering education for the purpose of improving and developing systems that solve complex problems and improve quality of life. Conduct state-of-the-art and relevant research that embraces technology to address societal challenges of a multi-faceted United States and a globally connected world. Conduct cutting-edge research in strategically important engineering areas. Create an environment to encourage and assist faculty to become research leaders in their fields, gaining further national and international recognition. Serve as a resource to local, state and regional stakeholders to advance the public interest. Promote economic development through technology, entrepreneurship and innovation. Interim Planning Document: October

8 Strategic Goals To realize its vision and advance its mission, Rutgers Engineering will meet six strategic goals. 1. To be recognized as one of the nation s top engineering colleges preparing exceptional undergraduate and graduate students with the ability to solve problems, create opportunity, make meaningful societal advances and lead through innovation. 2. To advance highly specialized, relevant research in the areas of pharmaceutical and bioengineering; infrastructure, transportation and civil engineering; wireless communication and networking; materials engineering; energy storage; and high-performance computing, computational science and engineering and cybersecurity supported by funding from leading agencies. 3. To drive economic growth in New Jersey through strategic alliances with industry and through public-private initiatives that deliver new technologies and processes to industry and new products to the market place. 4. To fully establish the New Jersey Advanced Manufacturing Institute as a multiindustry business development entity supported by federal, state and private investment, resulting in strong business partnerships and real-world learning opportunities for students. 5. Cultivate an actively engaged Rutgers Engineering community whose students, faculty, staff, alumni and partners are committed to the School s principles and advancement. 6. To provide a capstone to the School s excellence in education, research and realworld student experience, a new engineering complex will serve as a gateway facility re-centering the core of the School of Engineering with a clear and distinct flagship building that is a sustainable and advanced infrastructure of classrooms, laboratories, offices and common space. Interim Planning Document: October

9 Targeted Implementation The School of Engineering has identified core areas of focus for successfully achieving strategic goals: Student learning, Faculty excellence, Research innovation, Industry partnerships, Alumni support and state-of-the-art Facilities. Within these core areas, targeted action steps will serve as the basis for strategic implementation that directly addresses the School s long-range goals and initiatives. Students The School of Engineering recognizes a crucial STEM shortfall. In response, the School will become an innovation leader in undergraduate and graduate education and research opportunities in the engineering sciences. A diverse student population will be supported by a recruitment strategy that builds on successes in attracting women, underrepresented minorities, international students and students from financially challenged backgrounds to engineering fields. Action: Make engineering attractive to the next generation and encourage professionals in the engineering sciences to remain engaged through continuing and professional education opportunities. Continue an aggressive program to recruit and retain students to respond to the shortage of STEM graduates among groups that have been historically underrepresented in the engineering sciences by establishing an open community of learning. A cooperative program with Douglass College will establish a livinglearning community for undergraduate women engineering students on Busch Campus. This community is a leading component in the School of Engineering s future student recruitment efforts. A concerted effort to be a leader among peer institutions in the percent of PhDs awarded to women; in 2010, 45% of Rutgers Engineering PhDs awarded were to women. Seek opportunities to form partnerships with universities outside the United States to strengthen international reach, and provide a continuum of support for undergraduate and graduate international student community. Interim Planning Document: October

10 Newly established Office of International Programs and dedicated transfer students and services staff in the Office of Academic Affairs will lead this effort. Increase the number of master s and doctoral students. Increase opportunities for graduate research support to strengthen graduate student enrollment. Support an educational culture that does not end with graduation. Develop a series of continuing professional education programs, including degree and for-credit certificate programs in off-site and online environments, encourage global education and outreach, and provide professional CPE service programs to engineering practitioners. Improve communication with industry for placement of Rutgers new graduates and increase opportunities for internships. Faculty Faculty who are dynamic thought leaders will be fully engaged in educating, mentoring and developing the next generation of engineers and innovators; faculty will be committed to advancing educational opportunities for students. Action: Continue a broad, multi-year faculty hiring plan to increase the number of fulltime tenured or tenure track faculty by Strategically targeted hires will support specific educational and research initiatives. Identify resources to increase faculty start-up funding and graduate student support. Establish endowed chairs in key areas that will enrich the engineering community. Increase external recognition of faculty. Develop curriculum that is both relevant and robust to prepare students for the work environment of today and tomorrow by providing real-world, hands-on experience and knowledge and enabling their ability to solve problems, communicate effectively and collaborate across workplace disciplines. Foster a culture of excellence and accomplishment by consistent recognition of meaningful contribution and achievement. Interim Planning Document: October

11 Research Rutgers Engineering, as part of the state s leading research university, provides leadership in research, technology innovation and development. In addition to the core activities of seven academic departments, research activity supports several affiliated centers. The largest of these, the Center for Advanced Infrastructure and Transportation (CAIT), Wireless Information Network (WINLAB) and Engineering Research Center for Structure Organic Particulate Systems (ERC C-SOPS), focus on large scale, high-visibility initiatives that play to the School s areas of strength and improve institutional standing through relevant research. In furthering the School s varied and ambitious research program, Rutgers Engineering will continue to emphasize research opportunities that are representative of faculty members diversity of thought. Action: Identify and invest resources in strategically important technology areas applying a value proposition to guide investment. Building on recent successes in establishing CAIT and C-SOPS, identify and pursue aggressively center-type funding opportunities. Increase links with regional industry through consistent engagement and growth of department and School Industry Advisory Boards. Develop incentives to encourage faculty to focus on research opportunities in existing areas of strength and work collaboratively on large scale funding initiatives. Support research centers advancing leading-edge technologies to focus on research developments that improve quality of life for a global community and solve complex social and industrial challenges. Support opportunities for academic hires with backgrounds in relevant industries. Provide administrative support and seed money to faculty to develop next generation strengths. Leverage the strength of research centers and professional staff through collaboration. Interim Planning Document: October

12 Industry Located in one of the nation s most active industrial and pharmaceutical corridors, the School of Engineering has a unique geographic advantage. Rutgers Engineering has achieved a high level of engagement with New Jersey s manufacturing leaders through its industry/research partnerships with state and regional corporations in pharmaceutical, materials, transportation, communications and other technologies. Industries participate as members in the School of Engineering s research centers to inform and benefit from developments in new technologies. In addition, industry experts serve as advisors to academic departments. As part of the state s major research university, the School of Engineering plays a key role in the state s economy by training the future employees of New Jersey s most active corporations and manufacturers, and through collaborative research initiatives that result in the transfer of new processes and products to the marketplace. The formation of complex and successful relationships with private industry, government agencies and other entities typifies the research university s entrepreneurial role in contemporary society. Action: The School of Engineering builds on its existing relationships and expands its role as a resource for companies invested in research and development. The School of Engineering creates and maintains an effective industrial liaison/business development organization that effectively engages industry Graduates successfully obtain full time employment among regional businesses. Faculty establish New Jersey-based spin-off, start-up companies as a result of research. Alumni establish and operate companies across the nation. New Jersey Advanced Manufacturing Institute (NJAMI), established in 2010, becomes fully-functioning through strategic partnerships. Establish industrial expertise in key manufacturing areas with particular emphasis on core research areas of strength. Steward already-established industry partnerships in these areas and actively seeks new partners interested in innovative research. Interim Planning Document: October

13 Alumni Keeping alumni informed about and engaged with their alma mater empowers both the School and its graduates. As Rutgers Engineering grows in achievement and stature, the value of a Rutgers Engineering degree also increases. Active alumni can enhance their personal and professional lives and contribute to the creation of a vibrant alumni community for new School of Engineering graduates. Engaged alumni who are respected contributors in business and the community and represent the excellence of their educational training will support Rutgers Engineering financially and as mentors and advisors. A donor base that is committed and valued will invest at a wide variety of levels in the advancement of the Rutgers Engineering mission. The School will offer innovative opportunities for reengagement through social, educational and professional opportunities geared to a broad constituency. Continued contact with successful alumni creates a support network that will benefit the School in many ways alumni recruit excellent students, host new engineering professionals through internships and employment opportunities, participate financially and help advance a culture of giving to fellow alumni. Action: Build alumni membership by maintaining communication to keep local, national and international alumni aware of Rutgers Engineering goals and accomplishments. Offer opportunities for engagement for personal and professional growth. Develop communication plans to capture young alumni at graduation using the staying connected theme and encourage a culture of giving among young alumni and current students. Capitalize on its successful annual gala event, School of Engineering Medals of Excellence, and other target events to draw alumni and corporate partners. Facilities The School of Engineering strives to provide a learning environment that operates on a high level, both aesthetically and functionally. It is committed to providing space that Interim Planning Document: October

14 will accommodate continued growth in the School s student population, which has increased 34% since The School of Engineering is preparing a phased building construction plan that will take Rutgers Engineering through By reallocating existing space, renovating selected facilities and replacing aging and substandard space including the 1961 Engineering Building an improved infrastructure will provide excellent learning spaces in classrooms and instructional labs that support aggressive research programs and showcase current trends in engineering technologies, specifically sustainable engineering. Action: Develop a comprehensive plan of current assignable space. Prepare and implement space reallocation plans that are consistent with instructional and research demands. Facilities will benefit from a program of continuous improvement to provide students and faculty state-of-the-art equipment, labs and resources for learning, research and innovation. Renovate existing facilities. Track and support valid renovations that are proposed and undertaken by departments and are consistent with strategic areas of instruction and research. Provide additional on-campus space for growth departments, relocate offcampus research activity to campus, and add new instructional and research labs for the New Jersey Advanced Manufacturing Institute. Propose construction of a 100,000 square foot Sustainable Systems Engineering Building to offer classroom and instructional space, house academic departments and programs and foster university-industry relations through the resident New Jersey Advanced Manufacturing Institute. It will enable a major research center to relocate to campus. It will feature the technologies of sustainable engineering in design and construction and serve as a living laboratory. Interim Planning Document: October

15 Appendix: The Planning Process The Rutgers University School of Engineering was constituted in 1914, but its activity in the engineering sciences and engineering education dates from 1864 with the establishment of the Rutgers Scientific School making it the oldest academic unit at Rutgers. Located on the Busch and Livingston campuses in Piscataway, the School includes seven academic departments and a dozen active research centers. It is spread across 11 permanent and temporary buildings, has over 140 full time tenured or tenure track faculty, and over 100 administrative and research support staff. The School of Engineering enrolls over 3,000 undergraduate students and approximately 800 graduate students, including nearly 400 doctoral students. Its research active faculty regularly host international faculty and experts in a variety of engineering research fields. It was, however, without a long range strategic plan. Under Dean Thomas Farris, the first formal Rutgers University School of Engineering Strategic Planning Committee was convened, composed of both junior and senior faculty members, to develop a mission and vision statement, to assess current strengths in teaching, research, and outreach to industry, to determine the resource requirements required to enhance the academic and research profile, to assess its current instructional and research facilities and identify deficiencies, and to prioritize needs. Key faculty members from each discipline were consulted, departments were asked for direct input, research colleagues and peers from other institutions were consulted over components of this plan. Over the course of the planning process three themes emerged: Rutgers School of Engineering has a solid core of exceptional faculty and researchers, the diverse student population continues to improve in quality and preparedness each year, and the accomplishments and quality of Rutgers Engineering are not consistently publicized or recognized. In other words, Rutgers School of Engineering is much better than its current reputation. The overarching goal of the Strategic Planning Committee is twofold. First, to articulate goals and objectives that build on the School s existing strengths and capacity and, second, to establish a culture of action, accomplishment and accountability that will drive all School of Engineering current and future efforts and initiatives gaining it the acknowledgement that it deserves as an institution with unlimited potential. Interim Planning Document: October

16 With the arrival of Robert L. Barchi in September 2012, Rutgers University s 20 th president, the university is preparing to develop a strategic plan to chart a course for the future. Following the conclusion of that process, the School of Engineering will use this document as the basis for developing a long range, comprehensive strategic plan that is fully aligned with the Rutgers University long range strategy. Interim Planning Document: October

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