Each Center matches the faculty strengths with a regional industrial cluster and organizes the collaborations. Market these Centers for national visibility and attract top talent to the region. The College will raise funds from the industrial clusters to establish the Centers. The funds can be in the form of basic membership fees, endowed professorships, research assistantships, or funds for projects.

A faculty committee will be formed to review and revise the measure of faculty workload in the College.

At ECE faculty retreat in Fall'08 it was decided to grow Energy Systems educational and research programs. At the beginning of this year ECE had two open tenure-track faculty positions in Energy Systems which were taken away due to the budget cuts. It is ECE faculty believe that regardless of the current situation we have to continue our efforts to develop strong educational and research programs in Energy System. A number of ECE faculty is involved in research that can be applied to Energy area. With appropriate incentives some faculty can move in that direction. We plan to continue using soft money, if available, to hire fixed-term instructors to teach energy classes and search for research professors. The main priority is to rebuild Energy System core faculty by hiring tenure track faculty.

Program assessment led to following changes to Electrical Engineering (EE) and Computer Engineering (CMPE) BS programs: •providing more focus: 6 new tracks •increasing design content: freshman 3-quarter sequence introduces design and experimentation; shifting emphasis in other courses •teaching modern and relevant content: Energy Systems track and energy related topics in sophomore and junior courses •emphasis on “soft” skills: new ECE courses; new course content and emphasis in existing courses; new ECE 411 course •attracting and retaining more students: introductory ECE 101 course will enable undecided students to explore ECE as potential field of study; emphasis on design and student engagement in their learning should lead to their better academic success and retention •reducing the number of credits from over 190 to 180: many programs in the region and nationally are doing the same With the exception of item 3. all of the above will utilize existing resources.

Offer more and better assistantships and/or scholarships for our own BS graduates to continue to Master and PhD programs. Visit four-year colleges and universities without PhD programs in the Northwest to attract graduate students. Establish scholarships for incoming high-quality graduate students. Continue developing pathway programs for non-traditional (students with undergraduate degree not in EE or CMPE) students. Enhance student services for underrepresented students. Developing collaborations with overseas university to enhance participation of their students in our graduate programs. Improve and enhance advising for graduate students and better financial support should improve retention and graduation rate.

Hiring well-established research professors to already active research group by developing attractive and creative hiring packages. Mentoring and assistance to new junior faculty to ensure successful development in academic and research programs. Increase faculty incentives to growth their research programs through improved staff support and scholarship support to attract high quality graduate students. Developing lab facilities for research active faculty. Special Assistantships to our own best BS graduates that continue in our graduate programs. The remodeling in LL FAB will add new teaching labs and new research lab to our physical infrastructure. To help with these efforts PSU support staff and policies must be improved in order to better serve ongoing and new scholarship. Improving the foundation upon which scholarship rests will produce higher returns in research dollars, attract better quality graduate students, and allow for the department to grow successfully.

The MME department is in the second year of changes to the BSME curriculum. This year we will develop the curriculum for a required, two-credit, Junior level course to teach students professional practices such as ethics, business processes, career development, service to the profession and one's community. To make room for this course we will reduce the content and credit hours in another required, Junior level course that teaches numerical analysis. The MME department will also be running a trial version of a new, freshmen-level course sequence that will replace our current freshman level curriculum. The new freshman level curriculum was developed at Louisiana Tech University with support from the National Science Foundation. The new freshman level curriculum features fabrication of mechanical and electrical systems, instruction in design methodology, and exposure to professional practices.

The MME Department has secured funding for a new Freshman Engineering Laboratory, and for improvements to the Junior level Fluid Mechanics Laboratory. The goal is to use those funds to improve the laboratory experiences of our students.

The MME Department has identified opportunities for increasing its research infrastructure. With the leadership and inspiration of Professor Mark Weislogel, the Maseeh College was successful in raising $140k to fund the construction of a drop tower for research on fluid behavior in microgravity. During this year we will complete the design, construction, and commissioning of the drop tower. This facility will be very visible evidence of our research leadership in microgravity. The drop tower will also provide recruiting and outreach opportunities for the college and university. Another signature laboratory is being developed to support research on wind turbines and the atmospheric boundary layer. With funds generated by bond sales, the college is investing in a world class wind tunnel to support the research of Assistant Professor Raul Cal. The Department's initiative is to oversee the construction, installation and commissioning of this wind tunnel.

The MME Department will build in existing faculty expertise in Green Buildings and energy conservation in the built environment. In the past year, Professor David Sailor has obtained $1.6M in funding for development of the Green Building Research Laboratory. In January 2010, a new Assistant Professor, Huafen Hu, will join the MME Department. Dr. Hu is an expert in building energy modeling, and her salary will be paid (in the first few years) from the Miller Sustainability Grant. With these investments, the MME Department is poised for increases in research productivity and the attendant national visibility.

The MME Department is beginning a review of its graduate course offerings and graduate degree programs. One goal is to increase the rigor of some courses. Another goal is to increase the number of courses in order to support the new PhD program in Mechanical Engineering

Last year we reduced the longest path through our curriculum from 10 courses (3 1/3 years) down to 6 courses (or 7). This first step in the restructuring of the CS program is expected to make CS more accessible to the large number of Freshmen that typically change their major after the first year. This year we plan to continue the restructuring in two ways. First, we are working on making a number of smaller changes to the curriculum so that it is more integrated and fixing a number of loose ends from last year’s restructuring. Second, we are looking into revamping the contents of our curriculum to increase the overall quality and utility of our major.

Given the importance of computing in modern society, we have been working towards providing more general computing courses to the rest of the university. This initiative has taken on two threads: (i) making a select number of CS courses available as science electives and (ii) providing university study courses in computing. In (i), we seem to have hit a political impasse at the university level on making CS courses available as science electives. In (ii), we have created four new junior cluster courses that will be taught for the first time in university studies this academic year. We hope that these courses will help students access computing topics in their educational studies.

This initiative seeks to improve the quality of the graduate students within our department. We are in need of higher quality graduate students in order to support our funded research portfolio. We plan to accomplish this through (i) more active recruiting, (ii) better communications, and (iii) better entry TA salaries. We will be organizing a set of talks and engage students at local four year colleges (e.g., Reed), encouraging the top students to apply to PSU. We seek to restructure our department to allow a communications and outreach person to help with external visibility of our department. In the short term, we will have several faculty try and keep our website communications reasonably up to date. Finally, we are adjusting TA salaries up to match the offers that perspective students are receiving elsewhere.

CEE will partner with local, national, and global organizations. We will do this primarily through research and educational initiatives. Research initiatives in CEE often involve cooperation between government agencies and CEE faculty. These agencies are often strong supporters of our research initiatives. Our educational initiatives include cooperative education (CECOP), senior capstone projects focused both locally and internationally, student club projects (EWB, ASCE, STEP/ITS), short courses and seminars that attract local and international professionals. Additionally, our service in local and national committee assignments and outreach to K-12 through MESA or science/engineering fairs augment our partnerships. We also want to market our current and future successes in developing these partnerships.

The CEE Department realizes that excellence in research and the global recognition that it entails is shown by increasing research funding and high quality research publications. Also, the ability to perform research not just locally, but internationally is an important aspect of perceived global excellence. We will try to include international projects and those that are globally relevant to our research program.

CEE wants to improve the success of its undergraduate and graduate students. For our undergraduate students in our Civil (CE) and Environmental (EnvE) BS programs, we will meet our program outcomes and educational objectives and achieve ABET accreditation. We also want to enhance the student learning experience through internships and undergraduate research. In addition we will strive to improve our advising. We will explore non-traditional opportunities to provide education for delivery of our courses, such as webinars, short courses and workshops. We will encourage greater educational opportunities for our students to study abroad.

We plan to expand the resources in CEE by hiring faculty who have outstanding research potential, provide incentives through IDC return to PIs to self-invest in their research programs, hire research productive post-docs, and work on broad research ideas which incorporate larger groups of faculty. We also will encourage short-courses and workshops for generating revenue.

The initiative offers graduate education to Portland’s high-tech work force in the Wilsonville corridor. Courses will be taught in the evening and near the workplace of prospective students (e.g. Xerox, FEI, Novellus, FLIR). The target group constantly renews and expands its knowledge to keep up with the rapid pace of high-tech industries. Because of long work hours and long commutes, graduate education on campus is typically not an option. By serving students where they work and live, ETM will provide superior value, increase its enrollment, and grow tuition income. The existing resources plus adjunct faculty which will be paid from the tuition income of the proposed program will constitute the resources. The administrative support and TA/RA stipend will also be paid for from the tuition generated by this program after the PSU portion is deducted. CRITICAL: The program is contingent upon PSU's approval. It has been approved by the Dean of MCECS and forwarded to the Provost.

ETM proposes the formation of TMRC (Technology Management Research Institute) and SDL (Strategic Decisions Laboratory)to conduct technology management research with industry/university/government collaboration. PSU, Portland General Electric (PGE) and Bonneville Power Administration (BPA) propose the creation of a Research Institute for Sustainable Energy (RISE), which will be a part of TMRC. There is a myriad of renewable energy development projects in place in the country now. The central concept of RISE is to conduct research to perform technology assessment for the evaluation of emerging energy technologies from technological, economic, environmental social and political perspectives. TMRC proposal has been submitted to the university as a PSU Center to be eventually converted to an NSF Center. RISE Concept Paper has been submitted to Congressman David Wu, upon his request, to be forwarded to the Department of Energy. SDL is in place in the department.

Our PhD program in T.M. has close to 50 students. The objective is to graduate world-class PhDs, and to grow the visibility of the department within the global academic community. ETM faculty systematically involves PhD students in grant proposal writing process, and helps them start publishing early in their program. This provides a solid preparation for their careers,increases PSU’s visibility through publications, and creates a culture in which students feel responsibility not only to do research, but also to help find funding for it, and to publish the results. Since ETM does not have a "home base" for research funding in agencies such as NSF, the department is concurrently working on creating a steady revenue stream through tuition via the Southside initiative. The success of the PhD initiative depends heavily on PSU's approval of the Southside initiative.

ETM annually organizes PICMET (Portland International Conference on Management of Engineering and Technology), which brings together 600-700 technology management researchers, high level executives, and government officials. PICMET (Portland International Center for Management of Engineering & Technology) was established as an independent non-profit organization in 1991. It is not a university center, but it is headquartered in the ETM Department and managed by the ETM Faculty. The primary activity of the Center is an annual conference which is held in Portland in odd-numbered years and in international locations in even numbered years. PICMET is of great strategic importance to ETM, because it improves visibility of the department, helps to form partnerships with funding agencies, publication venues, and industry, exposes faculty and students to the global Engineering Management community on an ongoing basis and helps to attract international students and world-class faculty.

We have four new graduate certificate programs. The first one (Management of New Product Development) was approved by the Faculty Senate; the others (Technology Management, Technology Entrepreneurship, and Strategic Management of Technology)are at the Graduate Council now. The admission requirements to these programs are identical to admission to our MS program. Students will be able to complete the graduate certificate requirements either as part of their MS studies, or as stand-alone programs. Since the proposed programs will utilize our existing courses, no new resources are needed at this time. In the future, if vthe demand builds up to a high level, new faculty and administrative resources will be needed.

The initiative will increase one FTE in research support staff. The sponsored research in the College is fast expanding. The initiative is to maintain adequate staff support for the research growth.

Establish a research center to advance the concept of regional sustainability by conducting system-level projects through partnerships between universities researchers, policy makers, regulatory agencies, businesses, and communities. Make the State of Oregon a world leader in regional sustainability.

The College will develop an overall plan in support of the educational needs of the industry in the Portland region. The plan will integrate the existing educational activities and supports the future growth. We plan to use a mix of in-class and on-line delivery methods for this goal.