Implementation and Strategic Measures
| Goal | Strategies | Performance Measures |
|---|---|---|
| Improve Educational Access and Student Success | -Create and enact a comprehensive, strategic enrollment and student success plan, through efforts in the Micron Student Success Center's connections to careers and leadership. -Expand educational access for all Idahoans through efforts in fundraising for scholarships, online opportunities, and articulation agreements with colleges. -Cultivate a commitment to high-quality, new and innovative learning experiences through courses, internships and co-ops, and student projects. | -Increase diversity of student body with 25% female and 30% transfer students by 2026. -Increase recruitment and retention to Masters and Ph.D. programs with 250 students by 2026. -Increase scholarship awards to $750,000/year with a minimum of $1,000 per scholarship within 5 years. -Employ Evidence Based Instruction Practices in 80% of all College of Engineering courses. |
| Innovation for Institutional Impact | -Create a communication and marketing strategy to showcase the culture of innovation across the College of Engineering. -Establish fundraising opportunities for endowed positions. -Develop a strong Industry Advisory Board with active participation to align philanthropic and strategic actions that support innovation. | -Improve U.S. News and World Report rankings for College of Engineering to Top 100 in undergraduate engineering, Top 125 in graduate engineering, and Top 150 in Computer Science by 2026. -Establish 1 endowed position within the College of Engineering within 5 years. -Develop strong Industry Advisory Boards at the college and departmental level with 80% attendance of diverse, national, and local company representation. -Increase visibility of innovation for the College of Engineering by hiring a communication specialist to increase marketing efforts with print, digital, and social media. |
| Advance Research and Creative Activity | -Develop an integrated, interdisciplinary, and accessible research ecosystem through our Research Affairs office. -Invest in the National Academy of Engineering Grand Challenges initiative to propel a transdisciplinary model for research and creative activity for undergraduate students. -Ensure all faculty have access to participation in research through Ph.D. programs. | -Continue SEED grant by increasing proposal submissions to 2-3 grants awarded with 1-2 publications per grant awarded. -Improve physical research infrastructure. -Create an Engineering Ph.D. with 10 active students by 2026. -Make graduate and Ph.D. programs accessible to industry professionals with 1-2 Ph.D. graduates and 2-3 masters graduates in the next 5 years. |
| Foster Thriving Community | -Create a comprehensive, whole-employee experience that aligns university resources and is designed to enhance employee well-being and career growth at the University through flexible work, career paths, and educational opportunities. -Foster a sustainable campus that is both environmentally and socially responsible, as well as, economically feasible with active College of Engineering participation. | -Create a flexible work environment (remote, hybrid, etc.) for faculty and staff with dedicated space for hybrid employees. -Implement continued training and conferences for faculty and staff with 100% participation every year. -Increase representation and participation of College of Engineering faculty and staff on sustainability committees, groups, outreach, research, etc. |
| Trailblaze Programs and Partnerships | -Leverage existing partnerships and programs and develop new opportunities with Idaho employers and private partnerships to increase the engineering, computer science, and construction management workforce. -Expand partnerships across Idaho to ensure rural communities have access to high-quality educational programming that fits their needs through community college partnerships, online opportunities, and continuing education. -Create interdisciplinary structures and partnerships to continually improve experiential learning. | -Grow engineering, computer science, and construction management across Idaho through a 50-75% increased budget in the next 10 years. -Develop articulation agreements with Idaho community colleges to support transfer students transition into COEN degree programs. -Develop continuing education and online opportunities by adding at least 2 master of science and 2 certificates or certifications in the next 5 years. -Implement continued improvements to the Engineering Innovation Studio and Experiential Student Learning Center to ensure 80% of students have industry, governmental, or research experience upon graduation. |
College of Engineering Strategic Plan
Blueprint for Success 2021-2026
The College of Engineering developed a five-year framework to deliver the strategic plan’s goals and outcomes guided by performance measures. Through adaptability, we have the ability to evaluate our progress annually with the ability to revise and adapt our goals and timelines as academia changes to better serve our students, faculty, staff, alumni, and campus community. A full downloadable pdf version of the Blueprint for Success strategic plan is available here.
Vision and Mission
Our Vision
To be a leading student-success driven college recognized for teaching and scholarship with statewide and global impact.
Our Mission
With an unshakeable focus on learning, we empower all to think critically and solve our world’s complex challenges.