Engineering Strategic Planning Process

We must create a roadmap for the growth and improvement of our college. Our goal is to be ranked in the top 50 colleges of engineering within the next 10 years. To do so we must grow by accentuating our distinct advantages. Our goal will require increasing the size of our faculty by 50%, and tripling our research funding. In the strategic plan we will map out how to go from where we are today into our future. Given the complexity of our enterprise, we will divide the planning process into five distinct, yet interconnected, themes. Each theme will be guided by a steering group, comprising internal and external members. Under the guidance of the steering group, each theme will invite stakeholder input and produce a report with recommendations. The final report will be due by July 1st, 2017, but a preliminary brief report should be ready by February 28th 2017. The thematic reports will feed together into a college strategic document, laying out the vision and our plan for achievement.


What are the leading directions in research that will fuel the growth in funding and reputation of the college, building on existing strengths and opportunities in FAMU, FSU and the region? How will our research foci mesh with our need for strong and innovative education?

What are the innovative programs and methodologies that we can develop to be at the cutting edge of engineering education? How can our programs build on our uniqueness and how will we couple our innovative education to our research and entrepreneurship mission?

How will we ensure the success of a diverse student body, removing barriers to success, and providing key support in all aspects of student life and career development? How will we improve the pipeline of talented students and model how to “change the equation” for underrepresentation in engineering education?

Where and how will we develop stronger partnerships with industry, alumni and the community to strengthen all aspects of our mission and deliver the most to our students? How will these partnerships deliver value to both sides? Experiential education will be examined in partnership with the “Innovative Education” theme.

How do we create and sustain a level and stimulating playing field within the college for faculty, staff and students from our two universities? How can we reduce administrative barriers to our success, and develop systems, tools and spaces that support our needs? How do we describe and communicate our unique identity?

Task Forces

  • Infrastructure – this group will examine the needs for new buildings and other infrastructure improvements
  • Branding – this group will focus on the visual and multi-media identity for the college
  • Diversity and Inclusion – this group will ensure we remain focused on increasing diversity and removing barriers to inclusion