CoE Performance Planning College Strategic Planning Workshop Bud Baeslack

1. CoE Performance Planning College Strategic Planning Workshop Bud Baeslack Dean, College of Engineering The Ohio State University October 26, 2007

2. College Strategic Planning Workshop College of Engineering • Why College Level Strategic/Performance Planning? • Aligns College through one aspiration, common vision and direction • Provides a detailed, but evolving roadmap for collectively reaching our goals • Promotes disciplined, prioritized allocation of resources

3. College Strategic Planning Workshop College of Engineering • Components of Strategic/Performance Planning • Situation Analysis • Visioning and Goal Setting • Program/Activity Planning • Human Resource Planning • Facilities Planning • Information Technology Planning • Financial Planning

4. College Strategic Planning Workshop College of Engineering • Outline of CoE Strategic Planning Process • Performed Situation Analysis at Unit and College Levels • Renewed CoE Vision, Mission and Values • Defined Overarching Goals and Objectives • Developed and Prioritized Specific Strategies and Action Plans • Determined Strategic Indicators and Performance Tracking • Developed Fully-Integrated Performance Plan • Developed and Initiated Implementation Plan that Involves Annual Review and Update of Plan and Integration with Budget Planning

5. College Strategic Planning Workshop College of Engineering • Step 1 – Unit Portfolio Assessment* • Situation Analysis • Vision and Mission • Scope and Metrics • Strengths and Weaknesses • Competition • Challenges (organizational, operational, fiscal) • Status and Success/Failure of Past Planning Activities • Directive Questions • What are your intellectual core/program areas? • In which areas are we national leaders? • In which areas do we have strength to be leaders? • What areas are so vital that we must be leaders? • What areas must we transform or give up? • *From Rensselaer Planning Process

6. College Strategic Planning Workshop College of Engineering • Step 2 – Leadership Team Performance Planning Retreat • Presentation of Global/National Vision and Perspectives of Engineering Education based on NAE Report “The Engineer of 2020” • Tutorial/Discussion on National Situation Analysis, Strategic/ Performance Planning Concepts and Processes, Innovation/Creativity, Leading Change • (Reviewed Concepts from Good to Great and Built to Last by J. Collins and Leading Change by J. Kotter) • Associate Deans Presented Collective CoE-Level Situation Analysis • Discussed Performance Planning Process • Reviewed and Renewed Vision and Mission • Developed Framework of Six Overarching Goals, Proposed Interdisciplinary Research Focus/Signature Areas.

7. CoE Vision • We will achieve world-class stature as a college of engineering through our excellence and impact in education, research and outreach. • We will be nationally recognized as the pre-eminent college of engineering in achieving our land grant mission – ensuring Ohio’s global competitiveness and future prosperity.

8. Excellence • Impact • Innovation Advancing a Legacy of Learning and Leadership Five-Year Plan for Advancement Six Performance Goals Excellence • Impact • Innovation is a first for the College of Engineering at The Ohio State University. As a Performance Plan, it is a living document that focuses on achieving six goals by 2012 with specific metrics to chart annual progress. The Plan identifies strategies and action steps to prioritize work, and to guide investment over the coming years. • Deliver an outstanding 21st century undergraduate education • Enrich and advance graduate education • Grow research by focused investment in key areas • Increase the diversity of students, faculty and staff • Strengthen stakeholder relationship • Optimize College administration and operations

9. College Strategic Planning Workshop College of Engineering • Step 3 – Developing and Prioritizing Strategies and Actions • Established Faculty/Staff Working Groups for Each Overarching Goal, Each Group Led by a Faculty Member (except Goal 6) and Supported by Senior Staff Member • For Each Overarching Goal, Working Group Performed SWOT Analysis, Defined and Prioritized Specific Sub-Goals, Strategies, Implementation Actions, Performance Metrics and Resource Requirements • Rolling Plans Developed With Three to Five Year Time Frame, Strong Emphasis on Innovation, Non-Incremental Advancement, Global Perspective, in Context of University Academic Plan • Dean Met With Each Group at Onset of Process and Periodically With Group Chair or Entire Group. Each Group Developed Written Report and Powerpoint Presentation • Working Groups Met Collectively for Cross-Cutting Session, Constructive Criticism, Plan Coordination, Elimination of Duplication

10. Deliver an Outstanding 21st Century Undergraduate Education Distinctive Programs Will Prepare Students for Global Technology Leadership Strategy 1 Establish the Engineering Education Innovation Center (EEIC) to enrich the student experience and to strengthen the academic credentials of our undergraduates Action Steps • Establish and recruit an endowed chair in Engineering Education Innovation to provide intellectual and programmatic leadership • Create the physical infrastructure and develop revenue streams for EEIC activities • Design and construct innovative classroom and laboratory spaces, incorporating advanced information technology to support interactive, student-centered learning • Expand undergraduate programs to include product realization and entrepreneurship minors, and to increase interdisciplinary design experiences, leadership development, service learning, international studies and internships • Develop engineering technology courses and minor programs for non-majors

11. Deliver an Outstanding 21st Century Undergraduate Education Distinctive Programs Will Prepare Students for Global Technology Leadership Strategy 1 Establish the Engineering Education Innovation Center (EEIC) to enrich the student experience and to strengthen the academic credentials of our undergraduates Four Key Metrics • College and program rankings in U.S. News & World Report – achieve top 20 undergraduate engineering programs ranking by 2012 • Number of undergraduate students participating in research – grow to 25% by 2010 • Size, quality and diversity of freshman class – achieve sustainable freshman class of 1,250 students with 20% women and 5% underrepresented minorities by 2012 • Increase number of faculty recognized for teaching excellence and innovation

12. Grow Research by Focused Investment in Key Areas Interdisciplinary Centers and Tech Transfer Will Lead the Way Strategy 1 Promote breakthrough faculty research and scholarship by investing strategically in key focus areas and increasing the transfer of discoveries to commercialized technology Action Steps • Develop and implement a plan for investing in the following research areas, which build on existing research strengths and priorities • Advanced Materials • Bioengineering • Computation and Information • Design • Energy, Environment and Sustainability • Manufacturing • Mobility and Transportation • Power and Propulsion • Recruit 15 world-class senior and high-potential junior faculty in designated focus areas – cluster hire in areas of Computational Materials and Energy • Establish two new major multidisciplinary and interdisciplinary Centers and/or research clusters each year that are aligned with key focus areas • Increase the transfer of new discoveries to commercialized products

13. Grow Research by Focused Investment in Key Areas Interdisciplinary Centers and Tech Transfer Will Lead the Way Strategy 1 Promote breakthrough faculty research and scholarship by investing strategically in key focus areas and increasing the transfer of discoveries to commercialized technology Four Key Metrics • Hiring rate of faculty – achieve hiring goals of University’s targeted investment program • Total research expenditures per year – increase 10% a year • College and program rankings in U.S. News & World Report – achieve top 20 graduate and research ranking by 2012 • Number of major research Centers with significant funding – add two per year

14. Increase the Diversity of Students, Faculty and Staff Value and Promote Cultural, Gender and Racial Differences Strategy 1 Establish a Diversity Excellence Council to advise the Dean and College leadership team on fostering a learning environment and culture that value and support diversity Action Steps • Recruit and appoint College faculty, staff and students to the Council who represent the diverse composition of the College • Assess and recommend improvements to existing student diversity programs, including the Women in Engineering Program and the Minority Engineering Program • Stimulate partnerships across campus and with alumni and industry to establish new diversity programs and seek financial support for these initiatives

15. Increase the Diversity of Students, Faculty and Staff Value and Promote Cultural, Gender and Racial Differences Strategy 1 Establish a Diversity Excellence Council to advise the Dean and College leadership team on fostering a learning environment and culture that value and support diversity Four Key Metrics • Number of women and underrepresented minority faculty – over next five years hire • 10 women and five underrepresented minorities • Number of minority applications and acceptances – increase 5% each year • Increase percentage of women and minority graduate students • Improve promotion, tenure and retention rates of women and underrepresented minority faculty

16. College Strategic Planning Workshop College of Engineering • Step 3 – Developing and Prioritizing Strategies and Actions (continued) • Dean andWorking Group Leader Presented Reports to Faculty and Staff at Department Meetings, Dean’s Strategy Council; Incorporated Feedback into Draft Plan. • Consolidated and Integrated Working Group Reports into Draft Performance Plan, Reviewed With Leadership Team, Working Groups, Student Leadership, External Stakeholders, etc. • Finalized Performance Plan With Communications Consultant, Distributed Broadly to Campus, External Constituencies. Effective as Marketing and Development Tool.

17. College Strategic Planning Workshop College of Engineering • Step 4 – Performance Plan Review and Communication • Performance Plan Progress is formally reviewed each Fall, the Plan is • Updated and Drives the Subsequent FY Budget Allocation Process • Dean meets with each Department Faculty to Review Progress and Draft of Updated Performance Plan • Quarterly Performance Plan Updates and an Annual Performance Plan Report Card are Provided on CoE Web Page • During FY08 All Academic Units Are Required to Develop Performance Plans That Support the CoE Overarching Performance Plan and That Incorporate Basic Components of CoE Performance Plan and Planning Process

18. Excellence • Impact • Innovation Performance Plan is a Collaborative, Living Document A First for the College When metrics are linked to the College’s vision and goals, a measurement will exist to chart progress. Metrics allow: • The vision to be clear to faculty, students, staff and stakeholders • Regular reporting on the College’s progress in achieving Plan goals • Clear communication on what is important to the College • A focus on continuous improvement with an eye toward where we are going, not where we have been • Transformational change throughout the College Every year, the College will prepare a scorecard that charts its progress in reaching the goals, strategies and action steps detailed in the Plan. This scorecard translates ideas into clear, actionable results that are readily understood by all members of the College

20. College Strategic Planning Workshop College of Engineering • Performance Planning – Challenges • Achieving Innovative, Out-of-the-Box Thinking, Non-Incremental Change, Aggressive Implementation, Realistic Fiscal Planning • Assuring Effective Engagement and Communication with Internal and External Stakeholders During Planning and Implementation Processes – Making it “Their” Plan • Enthusiasm and Energy for Major Planning Activity During Challenging Fiscal Times, and Overcoming Past Planning/Implementation Failures • First they ignore you, then they ridicule you, then they fight you, then you (may) win." •   --  Mahatma Gandhi