Miami 2020 Plan | Chemical, Paper, Biomedical Engineering

UNIFYING GOAL: LEARNING AND DISCOVERY

Promote a vibrant learning and discovery environment that produces extraordinary student and scholarly outcomes.

Objective 1: Prepare students for success at Miami and beyond through a liberal and applied education emphasizing inquiry‐based experiential learning that integrates many disciplines.

Metric 1: Miami will achieve a 6‐year graduation rate of 85% (4‐year graduation rate of 75%).

Strategies:

  • Use CPB 102 to give students a broader view of hands‐on and computing and skills that will generate interest and involve them in the field during their first year.
  • Use CEC 101 as an opportunity to help students understand liberal education, its importance, and it personal value.
  • Host once each year (or perhaps once each semester) with all CSE students for advising and community building.
  • Use the student chapters of AIChE, BMSE and TAPPI to include first and second year student in activities like the tutorials that they are presenting.
  • Track students from their first year. For those students who leave our major or leave the university, we will be able to discover why. For those in the program, we can identify those who are having trouble by examining grades in some key courses.
  • Provide opportunities for those students who are Engineering Scholars and honors student. For example, this may be asking them to participate in the seminar class for graduate students. This will give them opportunity to learn about research projects offered in the department.

Metric 2: Within one year after graduation, 100% of graduates (excluding those enrolled in graduate or professional school) will be employed.

Strategies:

  • Track CPB student internships more closely to determine numbers more precisely and interested companies to refer other students in the future.
  • Continue to work with companies to sponsor capstone projects.
  • Provide training for students in how to interview with engineering companies.
  • Explore internship experiences in bioengineering by working closely with the Ohio Biosciences initiative.
  • Use the student BMES, AIChE and TAPPI chapters as a forum to bring in speakers from companies.
  • Use the winter term to provide career focused courses.
  • Continue to bring alumni into our classes to talk about technical topics directly, and to represent their company indirectly.

Metric 3: Upon graduation, 80% of students who apply to graduate or professional school will receive at least one offer of admission.

Strategies:

  • Educate students about the opportunities for attending professional and graduate school beginning with lower‐level classes.
  • Invite speakers from professional and graduate schools.
  • Track this metric more closely.

Objective 2: Immerse faculty, undergraduate and graduate students in research and creative scholarship that forms a vital part of the learning experience.

Metric 4: Continue to increase the quality and impact of scholarship and creative performance.

Strategies:

  • Continue to protect tenure‐track faculty from excessive service responsibilities.
  • Support associate professors in their research when they request that help.
  • Support and reward those senior faculty members who chose to support the department’s teaching responsibilities.
  • Provide funds for graduate student travel to make presentations at professional organizations.

Metric 5: Upon graduation, all Miami students will have participated in a research (40%) or a similar experiential learning activity (100%), e.g., fieldwork, field or clinical placement, service‐learning, public or private sector engagement, performances, and other applied learning activities.

Strategies:

  • Continue to support the Engineers without Borders student chapter
  • Provide a portion of research overhead recovery fund to support undergraduate research
  • Create opportunities for global educations
  • Encourage students to pursue combined BS+MS option

Objective 3: Engage students with substantive co‐curricular and internship opportunities that augment their learning and establish a strong foundation for lifelong success, growth, and adaptability.

Metric 6: 70% of Miami students will have completed an internship before they graduate.

Strategies:
  • Track student internship to better understand how many students are involve, when the get internship (after their freshman year, sophomore year, etc.), where they interned, how well they were treated, and how useful the experience was.
  • Highlight the success of students and faculty, thus increase the visibility of the department

Metric 7: 95% of Miami students will have two or more co‐curricular experiences before they graduate.

Objective 4: Offer flexible pathways to and through the university, including interdisciplinary, e‐learning and multiple degree options, to help students achieve timely and cost‐effective completion.

Metric 8: 20% of our students will graduate with multiple degrees, majors, or co‐majors, and 4% will graduate with a combination bachelor and master’s degree.

Metric 9: 60% of degree programs can be completed in 3 years or less through curriculum revision and by using different pedagogical approaches and modes of delivery.

Metric 10: Increase the online and hybrid credit hours to 10% of the total credit hours.

Strategies:
  • Continue to offer CPB 1444 as online courses in the winter.
  • Consider offering CPB/MME 341 as a hybrid class.

FOUNDATION GOAL 1: TRANSFORMATIONAL WORK ENVIRONMENT

Ensure vitality and sustainability by building a forward‐looking, efficient, and caring culture that stimulates, recognizes, and rewards creativity, entrepreneurial thinking, and exemplary performance.

Objective 1: Promote a work environment built upon continuous improvement and evaluation that empowers employees through ongoing professional development and career growth opportunities.

Metric 11: All employees will have an annual evaluation that aligns with the overall university objectives and a measurable professional development plan.

Objective 2: Recognize and reward Miami employees for increasing effectiveness and productivity by utilizing their expertise, creativity, and collaboration to constantly improve accountability, productivity, and efficient utilization of resources.

Metric 12: At least 25% of the merit salary improvement pool for faculty and unclassified staff will be allocated to recognize and reward exemplary performance that contributes to university and unit goals and objectives.
This metric will be advanced at the divisional and University levels.

Objective 3: Implement flexible and accountable governance structures that increase the university’s responsiveness and ability to make timely decisions.

Metric 13: The time line for the process of soliciting input and recommendations for governance purposes should not exceed one semester as appropriate.

Objective 4: Minimize tuition increases through a transparent, strategic financial and budgetary system that incentivizes new revenue streams, reallocates resources, and promotes team‐oriented solutions to fiscal challenges.

Metric 14: An average of 1% of Oxford campus total revenues annually will come from new or expanded revenue initiatives other than tuition rate increases. This metric will be advanced at the divisional and University levels.

Metric 15: Divisional deans will annually realign 1% of their divisional University budgeted funds by phasing out low priority organizational structures, programs, and activities. These funds will be set aside to support new, or expanding successful, programs and collaborations with an emphasis on inter‐and multi‐disciplinary activities. This metric will be advanced at the divisional and University levels.

Metric 16: 0.5% per year of permanent budgetary funds will be captured from divisions, and these funds will be collected centrally and redistributed. This metric will be advanced at the University level.

Metric 17: Implement, and annually update, a transparent, flexible and dynamic 10‐year budget plan that will ensure a sustainable and financially viable foundation.

FOUNDATION GOAL 2: INCLUSIVE CULTURE AND GLOBAL ENGAGEMENT

Promote a diverse culture of inclusion, integrity, and collaboration that deepens understanding and embraces intercultural and global experiences.

Objective 1: Attract and retain a diverse community of students, faculty, staff, and administrators.

Metric 18: Grow the diversity of our students, faculty, and staff.

Strategies:

  • Implement some of the ideas that have come from other universities and colleges (like Harvey Mudd) to make our introductory courses more appealing to women.
  • Support our women faculty members.
  • Continue to participate in the Girls Scout Day activities.
  • Continue to participate in the Summer Scholars program.

Objective 2: Create an environment where our people live, learn, and work cooperatively with those of widely varied backgrounds, beliefs, abilities, and lifestyles, moving beyond boundaries to welcome, seek, and understand diverse peoples and perspectives.

Metric 19: 90% of Miami students will report that they feel welcome and have had significant and meaningful interactions with diverse groups.

Strategies:

  • Find ways to build relationships among our graduate students and undergraduate students since the there are many more international graduate students than undergraduates.
  • Continue to participate in the Girls Scout Day activities.

Objective 3: Achieve cultural competency among members of the Miami community by immersing them in domestically and globally relevant learning experiences.

Metric 20: By the time of graduation, 60% of Miami students will study abroad or study away.

Strategies:

  • Continue offering study abroad programs in Germany and Austria 2. Establish a winter study program in India
  • Nurture collaboration with the Shroff S. R. Rotary Institute of Chemical Technology in India for student and faculty exchange

Metric 21: All Miami students will have a curricular or co‐curricular cultural learning experience (e.g., intensive community engagement, service learning experience, intercultural or global learning requirement) by the time they graduate.

Objective 4: Expand, virtually and physically, Miami’s global involvement.

Metric 22: All faculty and staff will engage in meaningful, globally diverse cultural activities (e.g., volunteer or community engagement; course or workshops on global and intercultural topics, professional training on diversity issues).

Metric 23: Miami will expand, virtually and physically, by 25%, its international partnerships and activities to increase its impact on the global stage.

Strategies:

  • Continue offering study abroad programs in Germany and Austria
  • Establish a winter study program in India
  • Nurture collaboration with the Shroff S. R. Rotary Institute of Chemical Technology in India for student and faculty exchange

FOUNDATION GOAL 3: EFFECTIVE PARTNERSHIPS AND OUTREACH

Cultivate mutually beneficial partnerships and applied and service‐oriented projects that strengthen our local, state, national and world communities.

Objective 1: Partner with educational and other public‐and private‐sector institutions to co‐design academic and outreach programs that enhance access to and support of quality higher education.

Metric 24: Miami will increase the number of transfer students to 400 students on both the Oxford and regional campuses.

Strategies:

  • Continue to support the student chapter of the Engineers without Borders.

Metric 25: Miami will double the number of partnerships with high schools, community‐based organizations, foundations, and other entities to expand the recruitment of talented, diverse college‐bound students.

Strategies:

  • Continue to participate in the Summer Scholars program.

Objective 2: Increase lifelong learning opportunities, engagement, and giving from alumni, parents, and friends.

Metric 26: Miami will provide educational opportunities and career support to at least 10% of our alumni and to other external stakeholders.

Strategies:

  • Continue to invite alumni into our classrooms to talk about professional topics.
  • Continue to participate in Miami’s Alumni Weekend.

Metric 27: Increase the total dollar amount raised annually from alumni, parents and friends by 10% per year. This metric will be advanced at the University level.

Objective 3: Grow Miami’s sponsored research, grants, intellectual property, internships, and co‐curricular learning opportunities by helping corporate, governmental, and non‐profit entities thrive through solutions‐oriented partnerships.

Metric 28: Increase the total dollars of external funding (contracts and grants) to $30 million.

Strategies:

  • Continue to hire new faculty who are excellent teachers and strong researchers.

Metric 29: Increase by 25% the number of mutually beneficial educational, governmental, corporate and non‐profit partnerships.

Strategies:

  • Use capstone projects to attract partners.
  • Continue to seek industrial partners to support MS thesis work.

Objective 4: Advance Ohio’s economic development and prosperity by providing talent and expertise that helps shape policy and improves quality of life.

Metric 30: By 2020, 65% of the Miami University community will be engaged in providing expertise and advancing the success of public and private entities.