Roudebush Hall
Roudebush Hall, home of Miami's administrative offices

College of Engineering and Computing

Foundational Goal 3: Cultivate mutually beneficial partnerships and applied and service-oriented projects that strengthen our local, state, national, and world communities.

Objective 1: Partner with educational and other public- and private-sector institutions to co-design academic and outreach programs that enhance access to and support of quality higher education.

Metric 24: Miami’s Oxford campus will double the number of transfer students to 500 students, and Miami regionals will increase by 15% the number of transfer students to 500 students.


  • Develop, cultivate and sustain a partnership with Sinclair Community College.
Metric 25: Miami will double its partnerships with Ohio and other area high schools to recruit college-bound students, e.g., through PSEO, expansion of the Oxford Pathway Program, dual enrollment, tutoring or mentoring programs, bridge and summer programs.


  • Get engaged in the new University Summer Program.
  • Develop three or four full-fledged modules for the University Summer Program.
  • Enhance direct CEC involvement in the Bridges Program.

Objective 2: Increase life-long learning opportunities, engagement, and giving from alumni, parents, and friends.

Metric 26: Miami will provide educational opportunities and career support to at least 10% of our alumni and other external stakeholders, e.g., through programs similar to Winter College, Alumni Weekend activities, and webinars.


  • Offer webinars.
  • Offer online classes.
  • Ensure that the before mentioned opportunities are available for full-time workers.
  • Contribute to Alumni Weekend activities at the 2013 level.
  • Contribute to Winter College at the 2014 level.

Metric 27: Increase the total dollar amount raised annually from alumni, parents, and friends by 10% per year.

Advancement has already agreed to achieve this goal by increasing private support by 10% annually beginning in FY 14 through FY20.

Objective 3: Grow Miami's sponsored research, grants, intellectual property, internships, and co-curricular learning opportunities by helping corporate, governmental, and non-profit entities thrive through solutions-oriented partnerships.

Metric 28: Increase the total dollars of external funding (contracts and grants) to $30 million.


  • Increase the size of CEC faculty.
  • Differentially lower teaching loads for research active faculty members.
  • Provide release time for research activities.
  • Encourage faculty to attend workshops on grant writing.
  • Offer pre-proposal reviews.
  • Strengthen existing research-based graduate programs.
  • Develop two new discipline-based master’s programs in MME and ECE.
  • Conduct a feasibility study focusing on CEC becoming a PhD granting academic unit.
  • Enhance financial support for graduate students.

Metric 29: Increase by 25% the number of mutually beneficial educational, governmental, and corporate partnerships.


  • Conduct research to identify the top 25 – 30 prospects to pursue.
  • Engage CEC leadership with major corporate prospects.
  • Add representatives from selected corporate partners to the CEC advisory council.
  • Expand the CEC corporate relations team to include faculty members
  • Create a donor recognition display.
  • Engage the new part-time director of communications in messaging to external constituents and to CEC faculty and staff.
  • Communicate with CEC leadership and faculty on a regular basis.
  • Create focused online presence and a comprehensive web site.

Objective 4: Advance Ohio's economic development and prosperity by providing talent and expertise that helps shape policy and improves quality of life.

Metric 30: By 2020, 65% of the Miami University community will be engaged in providing expertise and advancing the success of public and private entities.


  • Cultivate and enhance relations with:
    • Lockheed Martin (Lockheed Martin Leadership Institute);
    • Suncorp (Agile Launchpad);
    • Various paper companies that support scholarships through the Paper Science and Engineering Foundation (e.g., Weyerhaeuser, NewPage, Kadant Black Clawson, Georgia Pacific, Ashland, International Paper, OMNOVA, Nalco, Packaging Corp, Mohawk Paper, Wausau Paper and Georgia Pacific);
    • Air Force Research Laboratories (AFRL);
    • Proctor & Gamble American Axle and Manufacturing;
    • Ohio Space Grant Consortium.
  • Expand relations with external partners (see also metric 29)
  • Encourage faculty external activities such as
    • Editorial board members;
    • Corporate and industrial boards;
    • Consulting;
    • Review and policy panels;
    • Expert witness.