June 2013
Strategic Questions
• Where can we lead the world?
• Can we define the Engineering College of the
21st Century?
• Positioning the College to leverage university
investments from Discovery Themes
• Positioning the College to shape and drive state,
federal and industry priorities
• Recruiting and retaining the best
Strategic Answers
• Attract world-class scholars and students
• Support through novel external funding streams
• Build on OSU strengths and
Battelle/industry partnerships
• Manage challenges
Current Landscape
Strengths
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•
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Alignment with
Discovery Themes
Alignment with state and
federal priorities
Industry partnerships
Weaknesses
• Not recognized as a national
leader
o Low NAE membership
o No Top 10-ranked
departments
Challenges
Opportunities
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•
•
•
New national research priorities
Growing cross-college and
cross-institutional collaborations
Proposal Development Center
Faculty demographics
•
•
•
Limited infrastructure in
growth areas
Diversity
Undergraduate growth
Our Vision
• Three new world-leading research initiatives
• Transform Ohio State into a Top 10 university
• Engineering College leads, and partners with,
signature colleges and strategic industries
Talent Acquisition: Faculty Demographics
Engineering Faculty Retirement Statistics
Change traditional faculty mix.
Integrate our scholars with rest of the world.
Research Expenditures
Need to grow to $200 million in 5 years.
The Key Issue: Our Strengths Define Our Strategy
U.S. News & World Report Rankings
Align units with national needs.
Build on strengths.
How to Achieve Our Vision
• Lead in three areas of national priority
• Manufacturing in transportation
• Data analytics
• Engineering-Medicine interface
Manufacturing for Energy Savings
• Automotive OEMs and supply chain
• Aerospace OEMs and supply chain
• National Network for Manufacturing Innovation
• Ohio Third Frontier
• OSC, OARnet, EWI, Battelle
Driven by three top departments.
Aligns with Energy & Environment Discovery Theme.
Data Analytics
• Common thread across Discovery Themes
• Professional colleges taking lead
• New degree programs
• Industry/Battelle partnerships
New field: National leadership position is open.
Driven by two large departments.
Engineering-Medicine Interface
• Spine Research Institute joint hires
• Neuroscience joint hires
• Cancer imaging — CEMAS
• Biomedical Engineering — Davis Heart & Lung
Research Institute
Aligns with Health & Wellness Discovery Theme.
Supports and leverages Ohio State’s largest investment.
Proposal Development Center
• Build on successful Battelle model
• Attract major non-traditional federal funding
• Partner with V.P. Research and leading
research colleges
• Integrate Ohio resources (WPAFB, NASA)
with federal agencies (Pentagon, DoD, DHSS)
Increase non-traditional federal funding by
$50-80 million in five years.
Managing Challenges
Students: Number of Majors
2003-2012: 36% Increase in Engineering Majors
Manage undergraduates through experiential education.
Graduate student growth driven by research expenditures.
Managing Challenges
Percent of Tenure Track Faculty by Ethnicity
We are competitive and poised to lead.
Managing Challenges
Status of Facilities — “the best of times… the worst of times”
Summary
Our Budget is Our Strategic Plan
Next Steps
• Focus on research; attract top-notch and
non-traditional faculty
• Align undergraduate growth with the research vision
• Focus on growing new external income streams
to build three world-leading research initiatives
• Support these three initiatives via alignment
with state/federal priorities and industry needs
• Take Ohio State into Top 10 nationally through
strong alignment with Discovery Themes and
cross-college partnerships
Supplemental Data
Students: Credit Hours
2003-2012: 24.3% Increase in Credit Hours
Students: Degrees Awarded
2003-2012: 46.4% Increase in Degrees Awarded
Undergraduate Graduation Rate
The six-year graduation rate has increased
by over 11 percentage points since 2007
Size of Class for Undergraduates in 2012
Faculty: Full-time Equivalent (FTE) by Track
350
Auxiliary Track
300
Research Track
250
Clinical Track
200
Tenure Track
150
100
50
0
2003
2012
Faculty: Tenure Track FTE by Rank
300
250
Assistant Professor
17.7%
20.3%
Associate Professor
200
31.5%
30.7%
50.6%
49%
2003
2012
150
Professor
100
50
0
49.0%
Percent of Tenure Track Faculty by Gender
Faculty Recruitment and Retention