Miami 2020 Plan | Electrical and Computer 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.

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

With the university goal of a 94 % retention rate by 2020, what is the highest retention rate your division will be able to achieve by 2020 ? 90 %

CEC will improve its freshman-to-sophomore retention fro m 88.3% for Fall 2012 Entering Class to 90% for Fall 2018 Entering Class.

ECE Strategies

  • Increase students' interest and retention through offering more project-based classes: Essentially all ECE courses will have a lab or major project in two years time. Since the discussion of the Miami Plan, we have proposed two new courses: ECE248 Design Methods and Practice; ECE395 Undergraduate Research Immersion Project.
  • Offer enhanced advising and mentoring: We will designate first-year academic advisors in addition to the regular advisors assigned to first year students. We will increase he design and research opportunities available to our students through study-abroad/away projects.
  • Improve student experience in ECE102: This is typically the first course that ECE students take within the major. The course has a heavy hands-on component. 
  • Potentially let students take more ECE classes sooner: We will examine ways to make students engaged in their major(s) sooner. currently, students are not able to start taking ECE205, a prerequisite course for many upper level ECE courses, until sophomore year. We will re-evaluate the necessity of requiring PHY182/184 as a prerequisite of ECE205.
  • Build a stronger sense of community with/amongst students: Since the discussion of the Miami 2020 Plan, we have opened a new study area for ECE students. Tutors are available for students all weekdays. We have instituted a Tea Hour for students and faculty to have informal conversations to enhance student-faculty relationships. We will also hold an annual ECE picnic and plan to establish 3 ECE student awards.
  • Revise the curriculum to make it more attractive and flexible.
  • Additional faculty members will be a great help. The planned hiring of a new ECE faculty will make the execution of the above strategies easier.

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.

2)  One year after graduation, 100% of graduates who seek employment will be employed in a full-time position.

The most recent statistics compiled by Miami’ s Institutional Research reveals that all CEC students who graduated in August 2012 were employed a year later. We aspire to continue to be equally successful in the years to come.

Present successes, nonetheless, will not prevent us from enhancing our partnerships with Career Services and University Advancement Corporate and Foundation team. On the contrary, a major effort addressing this issue is underway.

ECE Strategies

  • Enhance partnerships with Career Services and major employers;
  • Find more opportunities for students to work on corporation-sponsored capstone projects.

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.

3)  One year after graduation, 75% of students who apply to graduate or professional school will receive at least one offer of admission.

Based on senior exit interviews, pre- and post- graduation surveys, and follow-ups with our alumni, we are convinced that this metric has been, is, and will continue to be at least met, but more likely exceeded, in CEC. However, to prove this notation beyond any doubt, Institutional Research we will need to be able to better trace career developments of our recent graduates. Currently, statistically significant data pertaining to our students' admission to graduate schools one year after graduation are not available.

ECE Strategies

  • Increase opportunities for undergraduate research
  • Provide guidance on the admission an application processes
  • Explicitly offer help to our seniors in applying to graduate schools, asking for references, writing a statement of purpose, etc.
  • Inform students of Graduate School fairs
  • Offer faculty mentoring about these issues to students

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

4) Continue to increase the quality and impact of scholarship or creative performance

Currently, what percent age of your faculty (T/TT) produces research or creative performance that meets or exceeds your division’s P&T standards? 75%

Currently, 75% or more of assistant, associate and full professors in all four CEC departments meet or exceed expectations in the area of research and scholarship. We aspire to increasing this metric to 90% .

We'll focus in our assessment of research efforts of all faculty, not just candidates for tenure/promotion to associate professor and promotion to full professor, on quality and impact of their scholarly work , such as journal rankings, impact factor, h- factor, etc.

ECE Strategies

  • Institute a balanced workload policy explicitly factoring in research activities.
  • Reduce the teaching load: The planned hiring of an additional faculty member through CEC fee will help reduce the working load .
  • Encourage  collaborations with other institutions: Faculty will be encouraged to work with colleagues in other institutions, especially those with Ph.D students, and government labs .
  • Make  current graduate program more viable: The current Master of Science in Computational Science and Engineering master degree with an ECE concentration is being proposed to become a Master of Science in Computational Electrical and Computer Engineering degree. We hope the change will bring visibility to ECE and hence  be  able to attract more students .
  • Enhance mentoring of junior faculty by senior faculty and the chair: The department will provide internal proposal reviews and feed back by senior faculty member or the chair.
  • We hope there will be more funding available for faculty development.

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

5) Upon graduation, all Miami students will have participated in a research or a similar experiential learning activity (e.g., fieldwork, field or clinical placement, service-learning, public or private sector engagement or performances).

Upon graduation 100% of CEC students will have participated in activities listed above (including capstone senior projects).

More specifically:

A) Divisional goals for student involvement in research:

Undergraduate 40% 

Graduate 100% (excluding 4+1 and 3+2 students)

B) Divisional goals for student involvement in experiential learning activities:

Undergraduate 70%

Graduate 0%

ECE Strategies

  • Develop courses focusing on research/design experience: Two courses, ECE248 amid ECE395 have been proposed for such a purpose.
  • Revise courses to incorporate research-oriented outcomes.
  • Engage Computing Scholars in research activates
  • Encourage students to do summer research projects and participate in various regional and national competitions.
  • Provide more capstone projects tied with WPAFB and companies.
  • Promote BS/MS combined degree

Note: Experiential learning activities include, but are not limited to service learning, ethics/leadership/environmental training and active participation in professional organization and advisory councils. Capstone senior design projects are not included in this category.

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.

6)  75% of Miami students will have completed an internship before they graduate.

What are your divisional goals for student involvement in internships?

Undergraduate 80%

Graduate 10%

CEC/ECE Strategies

  • Enhance networking with key employers on engineering and computing fields
  • Provide clear information to students about available internships
  • Partner with Career Services to enhance customized support for students 
  • Leverage alumni connections
  • Use Spring Advisory Council meeting for Alumni-Student Networking

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.

7) 85% of Miami Students will have two or more co-curricular experiences before they graduate.

CEC response:

In addition to being engaged in CEC activities addressed in our response to metrics five and six, many of our students:

  • Are members of Miami - wide student organizations and clubs
  • Play in intramural sport 
  • Are engaged in creative activates 
  • Serve on university committees
  • Serve as tutors
  • Are engaged in community organizations
  • Organize events and field excursions, etc.

It is, in our view, realistic to assume that the numerical target will be met (our current percentage is 75%)

Strategies for enhanced engagement of all Miami students in the before mentioned activities will, we assume, be developed by the Student Affairs Division.

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.

8)  25% of our students will graduate with multiple degrees/majors/co-majors and 4% will graduate with a combination Bachelor and Master’s degree

CEC Goals

A) What percent of your undergraduate students will graduate with multiple degrees/majors/co-majors?

15%

B) What percent of your students will graduate with combination Bachelor's and Master's degree?

5%

ECE Strategies

  • Revise EGM-Electonic and Computer concentration to make it more appealing.
  • Map out clearly defined curricular pathways
  • Support a co-major: ECE currently supports the IES's Energy Co-major.
  • Revise or design promotional materials (including website)
  • Provide enhanced advising, especially on BS/MS combined degree program.

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.

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 (required by OBoR by 2014).

To be completed by divisional deans.

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.

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

What percentage of your divisional credit hours will be offered through online or hybrid courses within the next five years 

Undergraduate 5%

Graduate 0%

Undergraduate

All four CEC departments projected, independently, that online and hybrid courses will produce 4-6% of the total credit hours generated by the departments. Hence, CEC projects that 5% of the total credit hours will be generated by online and hybrid courses.

CEC/ECE Strategies:

  • Engage the recently hired Assistant Provost for Distance Learning and her staff in the development of a relevant CEC strategic plan
  • Identify courses that are taken by Miami students at other institutions and explore the possibility of offering highly demanded courses in online format by Miami faculty
  • Develop a curricular plan for progressing key courses from a traditional to a hybrid and/or to an online format
  • Prioritize courses that
    • already have an online component
    • students are likely to take elsewhere if the course is not available online
  • Encourage faculty participation in Advanced Learning Technologies and CELTUA workshops

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 on going professional development and career growth opportunities.

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

What percent of your division’s faculty (returning FT, T/TT, lecturers, clinical faculty, VAPs, and instructors), unclassified staff (returning FT), and classified staff (returning FT) are evaluated annually? Report a percentage for each.

  • Faculty :
    • Unclassified (Professional) staff: 100%
    • Classified staff 100%

What percent of your division’s faculty (returning FT, T/TT, lecturers, clinical faculty, VAPs, and instructors), unclassified staff (returning FT) and classified staff (returning FT) have a professional development plan? Report a percentage for each.

  • Faculty :
    • Unclassified (Professional) staff: 100%
    • Classified staff 100%

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.

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.

To be completed by divisional deans.

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

13) The timeline for the process of soliciting input and recommendations for governance purposes should not exceed one semester as appropriate

ECE will follow the following CEC goal:

With a few exceptions, we are committed to following the timeline put forth in this goal

The exceptions are:

  • a major revision of CEC governance document
  • development of a new undergraduate degree or major
  • development of a new graduate program

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.

14) An average of 1% of total revenues annually will come from new or expanded revenue in it iatives other than tuition rate increases.

To be completed by divisional deans.

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.

15) DIVISIONAL REDISTRIBUTION: Divisional deans will annually realign 1%, on average, 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.

To be completed by divisional deans.

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.

16) REDUCTION and CENTRAL REDISTRIBUTION: 0.5% per year of permanent budgetary funds will be captured from improvements indivisional productivity and these funds will be collected centrally and redistributed

To be completed by divisional deans.

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.

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

To be completed by divisional deans.

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.

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

CEC/ECE Strategies

  • Forge partnerships with high schools with diverse student populations (e.g., Dater HS, Cincinnati)
  • Seek external funding for program transformation focused on increasing diversity (such as, for example NSF Advance, NSFS–STEM)
  • Get engaged in the new University Summer Program
  • Enhance direct involvement in the Bridges Program
  • Capitalize on having a faculty member on the Board of Overseers of M2SE (Minorities in Mathematics, Engineering and Science)
  • Capitalize on Miami’s participation in the Louis Stokes Alliances for Minority Participation (LSAMP) Program
  • Enhance our attempts to increase the percentage of CEC female students
  • In every future faculty and staff search follow good practices developed over the years

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.

19) 90% of Miami students will report (e.g.,in NSSE or unit-implemented surveys) that they feel welcome and have had significant and meaningful interactions with diverse groups

CEC/ECE Strategies

  • Implement strategies leading to enhanced global experiences of CEC students
  • Capitalize on activities of the Lockheed Martin Leadership Institute
  • Ensure diversity on departmental and college-wide professional organizations, honors societies, and advisory councils
  • Ensure that a significant number of experiential learning activities offered by CEC address directly or indirectly diversity challenges
  • Encourage faculty and staff participation in university multicultural training

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

20) 60% of Miami students will study abroad or study away.

What percent of your divisional students will be able to study abroad/study away each year by 2020? 50%

We project that engineering and computing students’ participation in the study abroad programs will lag behind the university’s participation by about 10% due to a strong, and growing, competition with experiential learning activities enhanced as a result of implementing CEC 2020 Strategic Plan and due to financial needs of CEC students exceeding those in other academic divisions at Miami. Hence, we aspire to having 50% of our students studying abroad or away.

CEC/ECE Strategies

  • Seek to grow philanthropic support for study abroad
  • Focus on developing global internships across the whole globe; establish presence in South America and Africa
  • Engage students in research conducted away of the campus
  • Market study abroad/study away opportunities more effectively
  • Capitalize on the establishment of the winter term to develop new international opportunities
  • Encourage participation in MU Study Abroad Fair
  • Develop international internship opportunities
  • Engage Luxembourg campus in developing international internship opportunities
  • Ensure that the new Miami Plan replacing the current Miami Global Plan does not eliminate the incentives to study abroad contained in the latter
  • Seek partnerships with other MU Departments
  • Collaborate with AIMS to involve CEC students in San Francisco internship program in the spring

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

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

ECE Strategies:

  • Provide opportunities for community engagement;
  • Forge partnerships with other departments or community organizations;
  • Offer/support study abroad and study away, and leadership programs;

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

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

Estimate the percentage of your faculty/staff who have participated in globally diverse cultural activities over the past year: 65%

The key element of our strategic approach calls for each department in our college to develop (or enhance if applicable) and sustain international collaboration with two–three international partners.

CEC/ECE Strategies

  • Engage in research collaborations with international scholars
  • Host international scholars
  • Interact with international colleagues
  • Give presentations at international conferences
  • Lead a study abroad program
  • Secure international grant sponsorships or fellowships
  • Help recruit international students
  • Attend programming related to global diversity issues

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

23) Miami will expand, virtually and physically, by25%, its international partnerships and activities to increase its impact on the global stage.

The key element of our strategic approach calls for each department in our college to develop (or enhance if applicable) and sustain international collaboration with two–three international partners.

ECE Strategies

  • Form partnerships with international universities and high schools
  • Create or encourage involvement in student exchange programs;
  • Seek faculty exchanges

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.

24) Miami will partner with two-year institutions to double the number of transfer students to the Oxford campus to 500 students.

To be completed by divisional deans and the Office of Enrollment Management.

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.

25) Miami will double its partnerships with Ohio and other area high schools to recruit college-bound students, e.g., through PSEO, expansion of the TOP Program, dual enrollment, tutoring or mentoring programs, Bridge and Junior Scholars Programs.

To be completed by divisional deans and the Office of Enrollment Management.

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

26) Miami will provide educational opportunities and career support to at least 10% of our alumni and too there external stakeholders, e.g., through programs similar to Winter College, Alumni Weekend activities, webinars, etc.

CEC/ECE Strategies

  • Develop professional engineering and computing certificate programs
  • Develop professional engineering and computing MS programs
  • Offer webinars
  • Offer online classes
  • Ensure that the before mentioned opportunities are available for fulltime workers
  • Contribute to Alumni Weekend activities at the 2013 level
  • Contribute to Winter College at the 2014 level

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

27) Increase the total dollar amount raised annually from alumni, parents and friends by 10% per year.

To be completed by the Vice President for Advancement 

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

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

What is your annual departmental goal for external contract and grant funding?

Federal Funding: $250,000 - $500,000

CEC/ECE Strategies

  • Increase the size of CEC faculty
  • Differentially lower faculty teaching loads
  • Provide release time for research activities
  • Encourage faculty to attend workshops on grant writing
  • Offer pre-proposal reviews
  • Strengthen existing research-based graduate programs
  • Develop two new discipline-based MS programs in MME and ECE
  • Conduct a feasibility study focusing on CEC becoming a PhD granting academic unit
  • Enhance financial support for graduate students

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

29) Increase by 25% the number of mutually beneficial educational, governmental, corporate and non-profit partnerships.

CEC will increase the number of relevant partnership by 25% in the next five years.

CEC/ECE Strategies

  • Identify top 25–30 prospects
  • Engage CEC leadership with major corporate prospects
  • Add reps from selected corporate partners to CEC Advisory Council
  • Expand CEC Corporate Relations Team to include faculty members
  • Create Donor Recognition Display
  • Engage the new part-time Director of Communications in messaging to external constituents and to CEC faculty and staff
  • Communicate with CEC leadership and faculty on a regular basis
  • Create focused online presence and comprehensive website

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

30) By 2020, 10% of the Miami University community will be engaged in providing expertise and advancing the success of public and private entities.

What percent of your faculty/staff are involved in providing expertise and advancing the success of public and private entities? 75%

CEC/ECE Strategies

  • Cultivate and enhance relations with
    • Lockheed Martin (Lockheed Martin Leadership Institute)
    • Suncorp (Agile Academy)
    • Various paper companies that support scholarships through the Paper Science and Engineering Foundation to include Weyerhaeuser, New Page, Kadant Black Clawson, Georgia Pacific, Ashland, International Paper, OMNOVA, Nalco, Packaging Corp, Mohawk Paper, Wausau Paper and Georgia Pacific to name a few
    • Air Force Research Laboratories (AFRL)
    • Proctor & Gamble, American Axle and Manufacturing
    • Ohio Space Grant consortium
  • Expand relations with external partners (see also metric 29)
  • Encourage faculty external activities such as 
    • Corporate and industrial boards
    • Consulting
    • Review and policy panels
    • Expert witness
    • Editorial board members