The strategic plan for the School of Engineering was developed in a collaborative and deliberative manner over the 2023-2024 academic year. Input from faculty, staff, students, and the Dean’s Advisory Council was solicited and utilized to create a plan that directly aligns with the College’s efforts. Key performance indicators, timelines for achievement, and key partners have been identified.
Strategic Goal 1: Benefit current and future generations of undergraduates
Initiatives to support this goal include:
- Improve math readiness of incoming first year students
- Reduce curricular complexity
- Improve transfer processes
- Create a for-credit professional development curriculum
- Infuse sustainability concepts into the curriculum
- Develop advising aids for students and advisors
- Continue to support student competition teams and student attendance at conferences
- Increase the number of students engaged in research and innovation
Strategic Goal 2: Serve new audiences of learners
Initiatives to support this goal include:
- Deliver exciting and relevant summer camps
- Accept more pre-matriculated credit
- Offer desired summer classes in a variety of formats
- Launch selected Masters programs
- Launch selected accelerated Masters programs with Rutgers
- Develop and deliver professional development/continuing education courses of interest to the public
Strategic Goal 3: Bolster our impact at local, national, and global levels
Initiatives to support this goal include:
- Be viewed as an exemplar regional public predominantly undergraduate institution
- Be a destination institution for engineering and education students both in and out of state
- Develop and nurture corporate partnerships
- Open Hydroponics Innovation Hub
- Increase number of faculty engaged in externally funded research
- Increase scholarly outputs
- Elevate the Sarnoff Collection
- Increase our international presence
Strategic Goal 4: Realize our vision and promise
Initiatives to support this goal include:
- Secure at least one endowed professorship and one externally supported laboratory
- Develop a comprehensive and economical maintenance plan for equipment
- Develop a rational and equitable policy for space/laboratory usage
- Improve meaningfulness of existing review processes for faculty
- Determine if underutilized facilities can be monetized