CEC Governance Document 2015

Miami MCollege of Engineering and Computing
Miami University – Oxford, Ohio

Revised by vote of faculty
April 2015


This governance document defines the organization and responsibilities of the College of Engineering and Computing (CEC). Departments, councils, and committees form the College’s organizational components. Mission, vision, values, and objectives establish the responsibilities assigned to the various components of the organization. This combination of organization and responsibilities has been developed by the faculty and administrators on a foundation of mutual trust and respect.


We, the students, faculty, staff, alumni, and friends of CEC, are a community of life-long learners.


Our mission is to serve society by providing high-quality undergraduate and graduate education in the fields of computing and engineering. We are committed to creating an environment for teaching, learning, and scholarship that is intellectually-stimulating, interactive, and innovative, in which our faculty, staff, and students realize their full potential.

Our guiding principle is to provide professional education integrated with Miami University’s traditional strength in liberal education.

We work to continually assess and improve teaching, learning, and critical thinking; to engage in scholarship of discovery, application, integration, and teaching; to contribute to the accumulated knowledge of the centuries through faculty and student research; to encourage creativity; and to promote the continuing intellectual growth of our community.


Our College’s programs are recognized nationally as among the best offered by schools whose primary emphasis is on undergraduate education and selected graduate programs. Our graduates are among the most sought and valued in the nation. Faculty, students, and staff are committed to and enthusiastic about teaching, learning, conducting research, and working together, as well as sharing these experiences with others. The spirit of excitement and cooperation is contagious and apparent to all.

We are recognized for anticipating emerging societal needs and for partnering with industry to create solutions that benefit society. The College is a model for achieving synergy between professional and liberal education; between undergraduate and graduate programs; and among scholarship, teaching, and service. The College is also recognized for good citizenship within the university and society.


Everyone in CEC values:

  • Effective student learning and student success
  • An intellectually stimulating and challenging environment
  • Faculty growth and learning as teachers and scholars
  • Diversity of staff, faculty, and student body
  • Respect for the environment

We are committed to an environment that fosters:

  • Innovation and creativity
  • Ethical behavior
  • Respect for others
  • Teamwork
  • International and global opportunities and perspectives
  • Fact-based, collegial decision making
  • Safety in all our professional endeavors



The College offers programs in computing and engineering in the following departments:

  • Computer Science and Software Engineering
  • Electrical and Computer Engineering
  • Mechanical and Manufacturing Engineering
  • Chemical, Paper, and Biomedical Engineering

A current listing of the degrees, minors, and certificate programs in the College of Engineering and Computing is contained in Appendix 1.


Members of the faculty hold the ranks of professor, associate professor, assistant professor, lecturer, clinical/professionally licensed faculty, visiting professor, visiting associate professor, visiting assistant professor or full-time instructor. The faculty has both the responsibility and authority to ensure that the educational programs within CEC maintain standards and meet any requirements imposed by other governing bodies. The faculty deals with issues of student conduct. The faculty has the right to ensure their own welfare.


Staff includes all persons not directly involved in the instructional process, both unclassified administrative persons and classified employees.



The dean is responsible for the overall leadership and general welfare of CEC. Specific duties are listed below.

  • academic leadership of CEC
  • academic planning
  • set and implement academic policies
  • chair, CEC Executive Council and CEC Leadership Council
  • enhance undergraduate and graduate programs and curriculum
  • foster diversity
  • accreditation
  • recruitment, retention, rewarding and rejuvenation of faculty
  • faculty development
  • evaluation of tenure-track faculty members and those faculty members who aspire to become full professors
  • recruitment, selection, and evaluation of department chairs
  • recruitment, selection, and evaluation of dean’s direct reports
  • fiscal management - budget planning and allocation of resources
  • development and fundraising
  • improvement of physical facilities and equipment
  • support of university-wide goals
  • represent and advocate for CEC within Miami University
  • maintain close relationships with regional campus administrators
  • represent CEC and Miami University as a member of state and national groups (such as Ohio Engineering Deans’ Council and National Engineering Deans’ Council)
  • represent CEC to external agencies, professional associations, and the public-at-large
  • seek advice from the various councils and committees within CEC


The associate and assistant deans aid the dean in the administration of CEC. The specific responsibilities are assigned by the dean and include, but are not limited to, those listed below.

Duties of the associate dean:

  • provide support for departmental assessment and act as CEC liaison for university assessment initiatives
  • facilitate development and approval of curriculum
  • chair CEC curriculum committee
  • act as primary liaison with registrar’s office
  • represent CEC with university-level accreditation activities
  • coordinate course scheduling and room assignments within CEC
  • coordinate accreditation visits for programs, including preparation of institutional section of self-study report; primary contact with ABET 
  • chair CEC P&T committee
  • act as Dean’s designee to adjudicate academic dishonesty cases
  • facilitate and assist with student grievance committee
  • review and update academic materials such as the bulletin and guidebook
  • conduct CEC orientation for new faculty
  • serve on university and divisional committees and teams
  • perform other duties as assigned by the dean.

Duties of the assistant dean:

  • lead student recruitment efforts; act as liaison with office of admission
  • lead student retention efforts
  • produce student data analysis as pertains to recruitment, retention, placement
  • act as chief divisional advisor; chair of CEC divisional committee of advisors
  • lead advising initiatives, including summer orientation, identification of at-risk students, etc.
  • review and update recruitment materials
  • act as coordinator and primary advisor for general engineering
  • act as coordinator and primary advisor for undecided engineering students
  • coordinate scholars programs (engineering and computing; summer)
  • serve on university and divisional committees and teams
  • perform other duties as assigned by dean.


The department chair is the chief administrator within a department with duties listed below. Duties of the department chair:

  • academic and administrative leadership of department (educational planning, scheduling, monitoring, and accreditation activities)
  • faculty and staff performance evaluation
  • recruitment and retention of faculty and staff members
  • faculty and staff development
  • promotion and tenure guidance and evaluation
  • recruitment (including outreach) and retention of students
  • resource management
  • routine departmental administration (chair faculty meeting, implement curricular and program decisions made in faculty meetings, assignment of committees, committee chairs, graduate assistants)
  • program development and publicity
  • liaison with industry, academia, and alumni
  • working with development office to enhance resources
  • seeking advice and support from external constituencies including departmental student advisory council, and departmental advisory council


The manager/director of information technology plans, acquires, and supports computing and networking resources for faculty and staff, student laboratories, and classrooms in CEC on the Oxford campus. Specific duties are listed below.

Duties of the manager/director of information technology:

  • manage staff and budget for IT within CEC
  • provide for the security of CEC electronically-stored information
  • provide a robust infrastructure for computing within the division
  • provide support to faculty, staff, and students to facilitate their effective use of computing and information and network services.
  • serve as a resource for faculty on integrating computing technology into the classroom to enhance learning, and to facilitate research.
  • schedule and support a variety of audiovisual equipment related to classroom teaching.
  • explore developing technology and encourage and support effective use of these resources in teaching and learning
  • search out innovative ways to enhance the services provided
  • work with an advisory council of users to plan, establish policies, and continually improve services
  • represent the College on university-wide technology committees, to other divisions on technology matters, and to the VP of IT


The CEC Assembly is the governing body of the College and provides a forum for faculty and staff to participate in the governance and to raise and discuss issues of concern to the College.


The voting membership includes professors, associate professors, assistant professors, lecturers, clinical/professionally licensed faculty, associate deans and assistant deans. CEC staff members may vote on non-academic issues as determined by the dean. Voting may be conducted at the meeting or by secure electronic means.


Regular meetings will be conducted at least once an academic year. Special meetings may be called by a member of the assembly provided the member submits a written petition to the dean, containing signatures of at least 25% of the voting membership. The dean will call the special meeting at least ten working days prior to the meeting.

The dean is responsible for establishing an agenda with advice from executive council. Additional items will be placed on the agenda if they are submitted to the dean in writing at least five days prior to the meeting and are endorsed by at least five faculty members. The dean is responsible for distributing the agenda at least one week in advance of the meeting. Supplemental agenda items may be added by the dean at the meeting. The dean normally chairs these meetings.


A committee is a body designated to perform a function, such as investigating, considering, reporting, or acting on a matter. A council is an advisory body called together for consultation, deliberation, and/or discussion.

The membership of these bodies is determined by their objectives and need for representation across CEC departments. On an annual basis, the dean defines the charge and appoints the chair of each body, unless otherwise stated. The chair is responsible for setting agendas and conducting meetings. A quorum is one-half of membership. The order of meetings may conform to Robert's Rules of Order, with agendas generally determined and distributed in advance and meeting minutes distributed within one week after the meeting.


The objective of this group is to respond to a wide array of issues affecting the college, the departments its faculty and students. Decisions are made on implementation related to these issues, when appropriate. The group also participates in a consultative and decision making process for coordinating divisional budget items and staffing requirements. Members include the dean, associate and assistant deans, and department chairs. Meetings are typically held monthly.


This objective of this council is to share information and provide recommendations on activities within and outside of the College. Members include the dean, associate and assistant deans, department chairs, directors, development officer, and others as specified by the dean.

Sub-committees of this body, consisting of the appropriate mix of individuals, may meet to address specific issues.


This committee serves as the divisional curriculum review and approval committee. It has authority within the division for the approval of all changes to the curriculum. The chair of the committee is the associate dean. The remaining membership consists of one faculty member (tenure-line, lecturer, or clinical/professionally licensed faculty member, which may be the chair) from each department and designated by the department. Departments are free to choose the member by election or to seek a volunteer. Membership on the committee is suggested to be a multi-year appointment, with three years being considered optimal. The chair of the committee is responsible for collecting curriculum items from each department and calling meetings as needed.


The purpose of the advisory council is to insure a positive linkage between the CEC and business, industry, government, health professions, and other academic institutions. This relationship can be fostered through understanding, cooperation, and striving for common objectives.

Membership is comprised of representatives from business, industry, government, health professions, and other academic institutions. The dean appoints the members based upon recommendations from the department chairs. See Appendix 3 for the CEC Advisory Council governance document.


The faculty advisory council serves in a consultative capacity to the dean with regard to matters of concern to the faculty and the dean. Membership shall consist of one member from each department, excluding department chairs, serving for a one-year term. The chair is selected by the council and is responsible for setting agendas, in consultation with the dean, and conducting meetings.


The purpose of the council is to provide advice to the dean about the strengths and weaknesses of promotion and tenure candidates. The council provides consistent and independent assessment of candidates according to the MUPIM promotion and tenure criteria. The chair of the council is the associate dean, and the remaining membership consists of the chair from each department.

Tenure-track regional campus faculty members in appointment prior to July 1, 2013 have the choice to pursue tenure and/or promotion within their academic division at the regional locations or within their original academic divisional home. Regional campus faculty members granted tenure prior to July 1, 2013 have the choice to either hold their tenure and pursue future promotion within their academic division at the regional locations or to keep their tenure and pursue future promotion within their original academic divisional home. Tenured and tenure- track regional campus faculty members in appointment after July 1, 2013 can only pursue tenure and/or promotion within their academic division at the regional locations.

The candidates are discussed individually, no votes are taken, and the sense of all comments including any consensus is communicated verbally to the dean by the members of the committee. In assessing promotion candidates, members of the council whose academic rank is below the target rank of the candidate are excluded from the discussions. For candidates from the regional campus who are eligible to pursue tenure and/or promotion within their original academic division and choose to do so, the chair of their regional department should be a member of the Promotion and Tenure Advisory Council


The purpose of this committee is to give formal consideration to student grievances. The criteria, procedures, membership, and responsibilities of the committee are outlined in Part I Chapter 7 of the current Miami University Student Handbook. The dean shall request that each department choose from among its members, one representative and one alternate annually with the approval of the department chair. The dean will appoint one of the department representatives as the chair and one as the vice-chair for the academic year. The chair of the committee is responsible for following the processes as outlined in sections 1.7.B.3, .4 and .5 of the student handbook, consulting with committee members and establishing the agenda. The agenda will generally consist of the petition(s) for the grievance


The committee provides input to the chief divisional advisor (the assistant dean) who chairs the committee and makes recommendations to the university interdivisional-committee of advisors on academic petitions excluding Miami Plan and university requirement modifications. The chief departmental advisor (or other chair-appointed designee) from each department is a member of this committee. A meeting will be scheduled by the chief divisional advisor on an as-needed basis after the receipt of an academic petition.

The chair is responsible for recording and distributing the meeting minutes to the dean and committee members, and informing each petitioner of the petition decision within one week of the meeting of the university interdivisional-committee of advisors.


The committee's purpose is to recommend candidates for filling a chair vacancy to the dean. The dean will appoint a minimum of four committee members. At least two of the members will be from the searching department. One member will be a tenured faculty member from a related discipline. Additional committee members may be appointed by the dean to represent other constituencies. The chair of the committee will be appointed by the dean and is typically a current department chair from outside the searching department.


This committee carries out the divisional evaluation of administrators in accordance with the Miami University Policy and Information Manual (MUPIM). The membership of the committee shall consist of one member elected annually from each department. The committee operates using the principle that the committee member representing the department whose chair is being evaluated is excused from the entire evaluation process. The chair of the committee is appointed by the dean in accordance with the above principle, and may, therefore, vary during the academic year depending on the administrator being evaluated.

The committee will seek evaluations from faculty represented by the administrative unit and will prepare an evaluation report to be submitted to the dean. The committee chair is responsible for distributing evaluation materials to the faculty and distributing the results of the evaluations to the committee members.

The committee shall process the results of the evaluations to generate (1) quantitative data and
(2) a summary of comments. The quantitative data and the summary of comments shall be derived from the raw data in such a way that the identities of the participants shall be hidden completely. The raw data and the committee’s summary evaluation and compilations of quantitative data and comments shall be sent to the dean by December 1. In accordance with the Miami University Policy and Information Manual (MUPIM), the committee shall share the generated quantitative data and summary of comments with the faculty in the relevant department for third-year reviews and for fifth-year reviews if the administrator is to be reappointed. This shall be done after the dean has shared the summary and compilations of quantitative data with the chair being evaluated and within three weeks after the start of the spring semester.


The council facilitates coordination, communication, and consistent policies among CEC graduate programs and advises the Director of CEC Graduate Programs on matters pertaining to graduate programs. The chair of the council is the Director of CEC Graduate Programs. Membership includes the graduate directors of each CEC graduate program or track, and one ex-officio student member from the CEC Graduate Student council. Meetings are scheduled as needed by the chair of the council.


At the discretion of the dean and/or departmental chairs and in consultation with the regional campus dean, coordination committees between related departments on the Oxford and regional campuses may be formed to ensure that the mission of each division is efficaciously and synergistically realized. The dean and/or department chairs will form the committees as necessary and select appropriate members from the relevant departments. Faculty members at any rank, including the dean and departmental chairs, are eligible to serve on these committees. The dean and/or departmental chairs may serve as chair on these committees, may appoint another faculty member from either campus to act as chair or may appoint a faculty member from each campus to act as co-chairs.


These committees will be created to address specific issues that do not require resolution on an ongoing basis. These issues may be identified by the dean, faculty groups, department chairs, student advisory groups, CEC advisory council, or the executive council. Members and chairs of these committees will be appointed by the dean from appropriate departments based upon recommendations from the department chairs. These committees will operate until the specific issue has been resolved or the committee has been disbanded by the dean. A premise for forming an ad hoc committee is that the issue can be resolved in a finite period of time; otherwise the issue should be given to a standing committee or subcommittee.


The main body of the divisional governance document will be formally reviewed every two years by the Faculty Advisory Council. Changes to the governance document shall require approval of two-thirds (2/3) of the divisional voting membership. Voting should be conducted electronically, but a special meeting of the membership could be called for the vote. Voting is organized by the dean’s office.

The appendices are given for reference only and do not require a faculty vote to be updated. The appendices should contain the most current versions of those documents as supplied by the responsible party. The Dean’s office is responsible for tracking changes to Appendix 1, and exchanging Appendix 2 or 3 as needed. Appendix 2 should be supplied by the chair of the CEC undergraduate student advisory council, and Appendix 3 should be provided by the chair of the CEC advisory council.