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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. Teaching. Economic Impact. Service. Research. Photo from

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wsu cecs where education innovation meet

WSU-CECS: Where Education & Innovation Meet

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

Fall 2010 Faculty Meeting

balancing the academic unit
Balancing the Academic Unit


Economic Impact



Photo from

principles to enable excellence
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
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
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 growth implications
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 for growth under constraints
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
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)
undergraduate recruitment retention
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
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
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
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
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
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 excellence in a resource constrained world
Enabling CECS Growth & Excellencein a Resource-Constrained World

Vision without execution is hallucination!

– Albert Einstein

Q & A