College of Engineering Mission, Vision, Goals, Strategies, and Metrics


Michigan Tech's College of Engineering exists to serve the State of Michigan, the nation, and the world by providing:

  • Inclusive and accessible undergraduate and graduate education for a diverse workforce in engineering and applied science
  • Research leading to the dissemination of original knowledge and the creation of new economic opportunities
  • Outreach that encourages all citizens to consider education and careers in engineering and applied science
  • Technical leadership, guidance, and support to industry and government


The College of Engineering will inspire students, advance knowledge, and innovate technological solutions to create a sustainable, just, and prosperous world. COE will provide exceptional research and education that is broadly accessible.


This plan is intended to provide a 5 year vision that is guided by the University’s Strategic Plan and the 30-yr Portrait 2045. This plan positions the College of Engineering to coordinate closely with its departments and faculty/department/college level efforts to strategically grow our enrollments and impact the communities we serve. This aims to be a living “strategic doing” process that encourages and thrives upon regular re-engagement. Each year, COE and department leadership will develop top annual priorities from this document being cognizant to sustain ongoing initiatives as appropriate.

Engineering Goals for 2022

GOAL 1: An exceptional and diverse commUNITY of students, faculty, and staff.

1.1 Exceptional academic commUNITY.

    • Faculty will manage vibrant research groups of student and staff researchers that work across traditional disciplinary boundaries and are recognized internationally. Cultivate a commUNITY environment that supports a practical and adaptable education for our graduates to engineer a future that is sustainable, just, and prosperous.

1.2 Diverse, inclusive, and collegial environment

    • Faculty and staff will proactively cultivate inviting classes and department climates to steadily increase the enrollment, engagement, and graduation of women and people from underserved populations at both the undergraduate and graduate levels. Best practices can be envisioned or adopted from peer institutions. Departments will foster collegiality and inclusion of all faculty, staff, and students to increase retention and growth of our talent. Foster a culture of appreciation of and pride for the quality of our commUNITY experiences.

GOAL 2: A distinctive and rigorous action-based learning experience in engineering and applied sciences for our undergraduate and graduate students.

2.1 Excellence in undergraduate education

    • Continue our longstanding tradition in unparalleled undergraduate education. Grow enrollments in Enterprise, Grand Challenge Scholars Program, entrepreneurial and undergraduate research programs, and related trans-disciplinary experiential learning opportunities. Accomplish growth through student led recruitment, initiatives, and other visibility-enhancing activities. Cultivate services that enhance communication skills of students. Faculty, staff, and departments will proactively engage in pedagogical innovations and professional development opportunities that support and embrace state-of-the-art technologies, software, and techniques to continuously innovate teaching and learning of evolving engineering practices.

2.2 Excellence in graduate education

  • Continue rigor and grow enrollments in PhD as well as thesis and coursework MS programs. Experiential learning and mentorship will be appropriately utilized to build student skills and earn credentials commensurate with advanced degrees. Enhance peer discussions, concept exploration, technical communication skills, collaboration, productivity, and public relatability via student led symposia, literature survey forums, writing venues, and other professional development activities. Incentivize centers and institutes and other research groups to develop innovative educational opportunities within their areas of expertise. Develop new and adapt existing programs and growth plans to appeal to sought-after MS and PhD topic areas. Review, assess, and improve the curricula and degree programs in ways that strive to maintain program relevancy according to the needs of industry and alumni stakeholders while leveraging the skills and expertise of the faculty and staff.

GOAL 3: Research, scholarship, entrepreneurship, innovation, and creative work that promotes a sustainable, just, and prosperous world.

3.1 Growth in research, scholarship, innovation, and entrepreneurial activities

    • Streamline faculty demands such that they have the time, space, and inspiration to focus upon creative research and scholarship. Cultivate, retain, and attract the best scholars by reducing barriers to meaningful collaborations and supporting nimble, innovative research initiatives. The college - via departments - will align resources and services to seek and attract funding and earn accolades. Departments and centers/institutes will team to cooperatively and strategically add equipment, upgrade space, and adopt technology efficiencies. Increasing equipment and infrastructure in shared user facilities will be prioritized to support research and education. Departments will engage faculty, staff, and students in a culture of safety via continuous improvement of annual safety self-inspections and researcher/student-led programs. Reward forms of entrepreneurship that engages both the research and the educational facets of COE goals.

3.2 Conduct outreach complementary to all research, education, and innovation efforts in previous goals to influence economic and societal understanding of engineering and science.

    •  Develop new strategies and continue existing ones that engage our community in meaningful, accessible conversations of the work that we do. Share via accessible media faculty, student, and staff accolades that promote a sustainable, just, and prosperous world. Lead by example via partnerships with industry, government, and others. Demonstrate how data-driven, creative, rigorous problem solving can address diverse mobility, sustainability, health, and infrastructure challenges.