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WSU-CECS: Where Education & Innovation Meet

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WSU-CECS: Where Education & Innovation Meet

S. Narayanan, Ph.D., P.E., Dean, CECS

Fall 2010 Faculty Meeting

Balancing the Academic Unit


Economic Impact



Photo from

Excellence in Engineering Education, Research & Practice




Principles to Enable Excellence

  • Creating a nurturing environment

    • Capitalizes on differing strengths of faculty in an academic environment

    • Maximizes personal and professional growth of people

    • Inspires people to give their best to the organization

  • Building an entrepreneurial spirit

    • Promotes creative thinking and risk taking

    • Enables organization to be nimble and proactive

  • Institutionalizing a results-oriented mindset

    • Focus on outcomes rather than on activities

    • Analyze tactics to determine what works, continuously adapt, and break down barriers to achieving results

  • Major Challenges

    • Global battle for talent

    • Reduced state funding

    • Globalization & geopolitical impact

    • USO & push for economic impact

    • Fund raising in an uncertain economic climate

    • Growth in Distance Education programs

    • DAGSI & graduate student support

    • High school graduation & implication

    Great Opportunities

    • BRAC and WPAFB growth

      • Human Performance, Sensors, and Aerospace Medicine

      • Movement of Industrial Base

    • Issue 1: Ohio Third Frontier funding ($700M until 2012)

    • America COMPETES Act and doubling of federal funding (5 more years) – NSF, NIST, DoE, NIH (flat)

    • Budget cuts in many states and talent grab potential (California, Florida, Arizona)

    • New State of Ohio law allowing state universities to take up equity positions in spin-offs

    Budget Pressures and GrowthImplications

    Revenue Streams

    • Tuition Revenue (increase enrollment and graduation rates)

    • Endowments (align CECS with WSU priorities, leverage on CoEs, OTF ORS in addition to corporate, foundations, and alumnae giving; cultivation through a phased approach)

    • Research IDC (grant writing, boiler-plate and large PM support, OTF research commercialization templates, strategies for addressing the fluctuating cash flow problem)

    • AY release time and course buyout (lower threshold for buyout, but increasing non-linearly; revitalize research performance program; attractive release time policy)

    • WSU equity position in faculty startups (manage conflict of interest, SBIR/STTR, VPR for new tech transfer/licensing policies)

    • Alternative funding streams (short courses, E-courses, certificates)

    Basic Principles forGrowth Under Constraints

    • Organic Growth in the Big League Model (Calculated Risk-Based Investment)

    • Focus on Core Competencies

    • Outcome-Driven Activities

    • Accounting for Investment

    • Leveraging Partnerships

    • Focus on Efficiencies

    • Celebrate and Market Success for National Prominence

    • Systematically Pursue Alternative Revenue Models

    First Steps

    • Technical Communication, Marketing, Distance & Continuing Education Programs (Leo, Meg, Brandy) – BIE, CS, ME-Lake Campus

    • daytaOhio Access & Integration; Programming for New Building

    • Recruitment & Retention Activities Under Associate Dean Nate Klingbeil (Academic Affairs)

      • Enrollment Data, Retention Success, Quarter-to-Semester Transition

      • Dual-Admissions Opportunity with SCC

  • Associate Dean Lang Hong, Research & Graduate Studies

    • Distinguished Speaker Series, SBIR/STTR For-Profit Venture

    • Leveraged Support for Graduate Students (Tom Bazzoli)

  • UndergraduateRecruitment & Retention

    • Recruitment and Retention (RRT) Staff:

      • Student Affairs Manager: Cindy Oakley, RC 405

      • Enrollment Advisors: Ann Wright, Courtney Tygret, Mary Hutcheson

      • New CECS Recruitment & Retention Office: RC 351

    • Vision and Goals

      • Increase both the number and caliber of our incoming students

      • Support student success from first-year through graduation

      • Make Wright State University the first choice for area high school students interested in engineering or computer science

    Recruitment Strategies

    • Saturate our local footprint

      • 20+ area high school visits planned for 2010-11

      • 50+ visits planned for 2011-12

    • Focus our investment on highest impact events

      • Trebuchet Competition

      • Direct Admit Receptions

      • K-12 Outreach Programs: GREEN, Women in Engineering Day, etc.

      • Selected college fairs

    • Streamline transfer and articulation

      • Dual Admission program with Sinclair

      • Expansion of dual-enrollment and PSEO offerings

    Retention Activities

    • First-year engineering math program

      • EGR 101, EGR 199, DEV 095 for Engineers

      • Over 300 total students enrolled in Fall 2010

    • CECS Help Room

      • EGR 499 Peer Tutoring in Engineering

      • Volunteer support for both first-year and upper division courses

    • Increased CECS advising of intending students

      • Direct admit student scheduling by CECS advisors

      • Earlier transition of pre-majors from University College

      • Nearly all transfer students now advised by CECS

    • Ultimate Goal: Engineering Student Success Center

    Fall 2010 Enrollment

    • Total New Direct from High School Enrollment: 351

      3.8% increase from 2009

    • Total CECS Undergraduate Enrollment: 1610

      8.3% increase from 2009

    • Total CECS Enrollment: 2191

      5.9% increase from 2009

    • Total New Direct from High School Applications: 841

      8.1% increase from 2009


    • Distinguished Speaker Series

      • Introduce state-of-the-art technologies to students and faculty

      • Provide NAE-ready faculty the personal engagement opportunities with NAE members

    • Proposals for major research opportunities, such as DoD, NSF and Ohio 3rd Frontier

      • Coordinate with WSRI

    • Research incentive policy

    • Mentor junior faculty


    For-profit company for SBIR/STTR and commercialization

    • Only for-profit companies can bid on SBIR/STTR topics

    • Faculty as PI in SBIR/STTR proposals

    • Much larger percentage of fund directly to faculty (more than 50% in Phase I)

    • Increase WSU/CECS portfolio

    • Faculty taking ownership of the company

    • Develop pipeline of potential technologies for commercialization

    • servers as an incubator for the creation of spin-off, high-tech companies based on technologies developed at WSU

    Graduate Studies

    • Coordinate MS and Ph.D. programs

    • Quarter to semester: MS program requirements and graduate course semester conversion

    • Graduate student recruitment

    • Continue to improve the quality of the graduate programs

    • Faculty and student exchange programs

    • Wright State International Academy (WSIA)

    Graduate Student Funding

    • Loss of external sources of support

      • DAGSI

      • OBR PhD Enhancement Funds

    • Request for funding support in progress

    • Relies heavily on leveraging with research funds

      • Shared stipend expense between college funds and grant

      • Early as first year of studies

      • Transition to fully grant funded by third year

    Enabling CECS Growth & Excellencein a Resource-Constrained World

    Vision without execution is hallucination!

    – Albert Einstein

    Q & A

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