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

MISSION:

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

VISION:

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.

SCOPE:

Guided by the University’s Strategic Plan and Portrait 2045, this plan provides a 5 year vision that positions the College of Engineering to coordinate closely with our faculty/department/college level efforts to strategically grow our enrollments and impact the communities we serve. Through a strategic process that encourages and thrives upon regular re-engagement, COE and department leadership will develop top annual priorities, 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.

Internationally-recognized faculty will manage vibrant research groups of student and staff researchers who cross traditional disciplinary boundaries, to cultivate a commUNITY environment, which 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. The commUNITY experiences will foster a culture of appreciation and pride for quality.

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

2.1 Excellence in undergraduate education

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

2.2 Excellence in graduate education

Continue rigor and grow enrollments in PhD programs, as well as, thesis and coursework MS programs. Appropriately utilize experiential learning and mentorship 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, 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 curricula and degree programs in ways that strive to maintain program relevance to industry needs 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 to encourage time, space, and inspiration for 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. Reward diverse forms of entrepreneurship that engage both the research and the educational facets of COE goals. Team departments and centers/institutes 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.

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.