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Strategic Plan for Padnos College of Engineering & Computing

Context For Planning

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Mission

The mission of the Seymour and Esther Padnos College of Engineering and Computing is to prepare undergraduate and graduate students in engineering, computing and OSH to become accomplished professionals; to contribute to our professions through active scholarship in all of its forms; and to support the university and society with expertise, leadership, and service.

Vision

(1) Prepare students to compete in today's global economy by emphasizing experiential learning in a contemporary technical environment; (2) Prepare students for the future by emphasizing sound principles; (3) Emphasize a strong technical background enhanced by effective communication skills; (4) Provide working professionals with the opportunity for continuous professional development; (5) Imbue students with a strong sense of "the public good" and their own professional responsibility to the public good; and (6) Strive to be an example and an inspiration to develop competence, courage, and compassion with unquestioned integrity

Value Statement

Our values reflect our educational mission. We are an academic community in a nation, which the intrinsic value of each individual is taken as fundamental. Thus we strive to provide an environment in which each member of our academic community- student, staff member, and faculty- can reach their fullest potential.

Strategic Priorities, outcomes, and key objectives

Strategic Priority Area 1: Actively engage learners at all levels.

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Objective 1.A.1

Proportion of sections taught by continuing faculty will increase by 10% of margin available.

Baseline

2015-16 Data: OSH - 100% F15, 100% W16 CIS - 94.8% F15, 99.4%W16 SOE - 84.6% F15, 74.4% W16

Progress

2019 Status
Achieved
Over 95% of all sections were taught by continuing faculty in 2018-19, a substantial increase over the previous year.

2018 Status
Achieved
OSH using strictly continuing faculty to teach their courses. Engineering has increased their section percentage by 15%. CIS has been steady at 90-95%.

Objective 1.A.2

Minimum 95% of graduates employed or enrolled in graduate school within 6 months of graduation.

Baseline

PCEC 2013-14 Post-graduation Employment: Employed Only: 90.91% Employed + Grad School: 4.96% Grad School Only: 0.83% Placement Rate: 96.69%

Progress

2019 Status
Achieved
Placement rate continues be above the objective of a minimum of 95% employed or enrolled in graduate school.

2018 Status
Achieved
Destination rate is 97%, which exceeds the objective of 95%.

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 1.C.1

All undergraduate programs are individually accredited by ABET.

Baseline

All PCEC programs have or are seeking accreditation; 7 accredited and 1 seeking

Progress

2019 Status
Achieved
The Occupational Safety and Health Management Program received ABET accreditation in 2018-19.

2018 Status
Substantial Progress
All CIS and Engineering programs are ABET accredited. Occupational Safety and Health had their ABET visit on November 12 and 13 of 2018.

Objective 1.C.2

Increase the international co-op/internships and study abroad participation by 10%.

Baseline

2014-15 Academic Year: 6 Engineering Students; 17 CIS Students

Progress

2019 Status
Achieved
Maintained the existing 6 study abroad opportunities. Increased the number of participating students to 27.

2018 Status
Substantial Progress
Maintained the six existing study abroad programs. Increased the number of participating students to 23.

Outcome D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.

Objective 1.D.1

All classes and labs are taught in first-round controlled appropriate rooms.

Baseline

2015-16 Data: OSH - 100% F15, 100% W16 CIS - 74.2%, 96.4% W16 SOE - 98.2% F15, 99.1% W16

Progress

2019 Status
Substantial Progress
All OSH and PSM courses are taught in first-round controlled classrooms. Greater than 99% of Engineering courses are taught in first-round controlled classrooms. Substantial progress was made in CIS - over 96% of courses were taught in first-round controlled classrooms.

2018 Status
Substantial Progress
Engineering and OSH continue to teach almost exclusively in first-round controlled appropriate rooms. Demand for CIS classes makes it difficult to schedule in first-round controlled rooms.

Objective 1.D.2

Increase the number of approved general education courses by 10%

Baseline

2014-15 Data: One Foundations course (CIS 160) and two Issues courses (CIS 358 AND EGR 306)

Progress

2019 Status
Achieved
One new Foundations course - EGR 406 - was approved in 2018-19.

2018 Status
Achieved
Added one new Foundations course (CIS 101) and two new issues courses (CIS 320 and CIS 331).

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 1.E.1

Minimum increase in the College's scholarship funds of 25%.

Baseline

2014-15 Data: $280,100 potential funds available (includes renewals plus new disbursements)

Progress

2019 Status
Substantive Progress
Funding remains stable overall.

2018 Status
Substantive Progress
Funding has remained stable. Some previous IGF funds are now being paid directly to the student by the employer, resulting in a slight decrease in our reported College scholarship funds.

Strategic Priority Area 2: Further develop exceptional personnel.

Outcome B: Grand Valley is diverse and inclusive.

Objective 2.B.1

Improve retention and graduation rates of underrepresented populations by 10% of margin available.

Baseline

2014-15 Retention Rates within PCEC Major: Non URM - 66.7% URM - 63.7% 2009 6-Year FTIAC PCEC Cohort Graduation Rate: Non URM - 65.4% URM - 50.0%

Progress

2019 Status
Minimal Progress
URM retention rates are stagnant or dropping slightly. URM graduation rates improved slightly in 2018-19.

2018 Status
Minimal Progress
Retention rates of underrepresented minorities continue to fall short of expectations, although 6-year graduation rates have rebounded slightly.

Objective 2.B.2

Decrease the ratio of students to professional advising staff to approach the NACADA standard of 300:1 by 2021. The NACADA standard has been lowered to 250:1.

Baseline

2014-15 Data: 2 Professional advisors Fall 2014 - 1284 students; 642:1 ratio Fall 2015 - 1328 students; 664:1 ratio

Progress

2019 Status
Substantial Progress
Ratio continues to hold steady at just above the NACADA standard of 300:1.

2018 Status
Substantial Progress
Ratio holds steady just above the NACADA standard of 300:1. Approval to hire a 5th advisor has been given and the search is underway.

Objective 2.B.3

Increase the number of underrepresented population of faculty/staff. Minimalist goal- meet or exceed national averages; Stretch goal- minimum 10% progress in eliminating disparity in representation.

Baseline

2014-15 Data: Fall 2014: PCEC - 5.8% Other Colleges: 8.1% Fall 2015: PCEC - 5.5% Other Colleges: 8.2%

Progress

2019 Status
Minimal Progress
The percentage of URM faculty/staff fell in 2018-19 and remains below national averages.

2018 Status
Substantive Progress
The percentage of underrepresented faculty/staff has increase to its highest level, but still falls short of that in other colleges.

Objective 2.B.4

An additive improvement of 2% in percentage of underrepresented student population enrolled in PCEC programs.

Baseline

2014-15 Data: Fall 2014 - 11.0% Fall 2015 - 11.3%

Progress

2019 Status
Substantial Progress
Up to 12.4%, the highest it has been and 1.4% above baseline.

2018 Status
Substantive Progress
The percentage of underrepresented students fell slightly and dropped from 50% of our goal to 30% of our goal.

Outcome D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.

Objective 2.D.1

Support professional and scholarly development through a 25% increase in funding for professional development activities.

Baseline

2014-15 Data: PCEC- $8,399.52 CIS - $28,882 SOE - $53,907.08 OSH - $5,500 PSM - $705 SS - $4,471.12

Progress

2019 Status
Achieved
Professional development funding remains far above the target (38% vs 25% target).

2018 Status
Achieved
Support has increased by 45% over the baseline.

Outcome E: Grand Valley strategically allocates its fiscal, human, and other institutional resources.

Objective 2.E.1

Increase the number of PCEC faculty members in leadership positions by 10%.

Baseline

2014-15 Data: 19 faculty members pursuing leadership positions

Progress

2019 Status
Achieved
Current number of faculty in leadership positions is 35% above baseline.

2018 Status
Achieved
The number of PCEC faculty members in leadership positions has increased by 24% over baseline.

Objective 2.E.2

All programs have sufficient on-going faculty to meet teaching and professional development needs.

Baseline

2014-15: Three previously postponed from 2013-14 were taken. Three new sabbaticals were approved, of which, two were taken and one was postponed.

Progress

2019 Status
Achieved
Two faculty applied for sabbaticals and both were taken in W19.

2018 Status
Achieved
All faculty who applied for sabbaticals were able to take them. Backlog of postponed sabbaticals has been cleared.

Objective 2.E.3

All programs have sufficient project, office, and academic support space.

Baseline

2015-16 Data: 97.3% of faculty/staff have private offices; multiple adjunct faculty share an office in CIS and in EGR; 27 project and academic support spaces (MAK, KEN, KEB, EC, EMC)

Progress

2019 Status
Achieved
All continuing faculty/staff have private offices. Project and support spaces remain adequate.

2018 Status
Substantial Progress
All continuing faculty and staff members have appropriate private offices. The number of offices and project spaces will notably increase in January 2019 when the 227 Winter property comes online.

Strategic Priority Area 3: Ensure the alignment of institutional structures and functions.

Outcome D: Grand Valley supports innovative teaching, learning, integrative scholarly and creative activity, and the use of new technologies.

Objective 3.D.1

Increase participation in and expand the offerings of minors.

Baseline

2014-15 Data: Fall 2014 - 272 students Fall 2015 - 342 students

Progress

2019 Status
Substantial Progress
The number of minors has been holding steady at slightly above baseline.

2018 Status
Substantial Progress
The number of students in minors fell slightly, but is still above baseline.

Strategic Priority Area 4: Enhance the institution's image and reputation.

Outcome A: Grand Valley's learning environment is personal, challenging, and transformational, supporting excellent academic programs and co-curricular opportunities.

Objective 4.A.1

Enhance local and larger communities through service learning activities. No longer monitored as data is no longer collected by GVSU.

Baseline

2014-15 Data: SS14 - 290 students, 17 faculty F14 - 199 students, 21 faculty W15 - 306 students, 34 faculty

Progress

2019 Status
Achieved
No longer monitoring as data is no longer collected.

2018 Status
Achieved
No longer monitored as data is no longer collected.

Outcome B: Grand Valley is diverse and inclusive.

Objective 4.B.1

Increase financial support for college affiliated student organizations by 20%.

Baseline

2014-2015 Data: PCEC: $24,917.98 CIS - $1,280 SOE - $17,500 OSH - $200.00 PSM - $0

Progress

2019 Status
Substantial Progress
Current year support was 19% over baseline, just below the 20% target.

2018 Status
Achieved
Support for college affiliated student organizations has increased by 55% over baseline.

Outcome C: Grand Valley has mutually beneficial relationships, partnerships, collaborations, and connections with local, state, national, and world communities.

Objective 4.C.1

Increase volunteer hours by external stakeholders by 20% (advisory boards, participating in STEPS, practice interviews, senior projects, FIRST, GWTP, etc.).

Baseline

2014-2015 Data: CIS - 3,400 hours SOE - 2000 hours OSH - 20 hours PSM - 15 hours SS - 655 hours

Progress

2019 Status
Achieved
Volunteer hours are 90% above baseline.

2018 Status
Achieved
Volunteer hours increased by 14% over the previous year and 96% over the baseline year.

Objective 4.C.2

Increase the number of Industry Sponsored Graduate Fellows by 20%.

Baseline

11 IGA/F students participated during the 2014-2015 academic year.

Progress

2019 Status
Substantive Progress
The number of official IGFs was 2 in 2018-19. But an additional 34 student semesters were supported via industry partnerships in the 2018-19 year.

2018 Status
Substantive Progress
The number of IGF fellows has fallen to 1, but they have been replaced by direct hires.

Objective 4.C.3

Increase access to collateral activities which support student, faculty and community growth (ex. MASL, EMC, aMDI)

Baseline

2014-15 Data: MASL - $132,559 external funding; 23 students participated EMC - $30,000 external funding; 1 student participated Consulting via GVSU -

Progress

2019 Status
Substantial Progress
Total funding for aCI, Power Mobility, EMC, and aMDI remains strong. aCI has been growing.

2018 Status
Substantial Progress
External funding increased substantially and the number of participating students remains strong.

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