Faculty & Staff Resources

Serve as the 19th dean of the College (birthplace of cooperative education) with enrollments of about 6000 students (1300 graduate and 4700 undergraduate students including 350 undergraduates in the Joint Engineering Co-op Institute in China), 160 faculty members, 110 staff members, 6 departments, 16 academic programs, USD$80million/year operating budget, USD$25million/year research funding and USD$62million endowment. Manage 13 direct reports (6 department heads, 3 associate deans, 4 directors), and the UC Simulation Center as the founding director with USD$2.3million/year funding and 75 research students. Accomplishments:  Through aggressive marketing, tripling of first-year scholarships and substantial curriculum enhancement; led expansion of College enrollment by 30% while increasing admission standards, attained record quality (academic preparedness) of incoming freshmen class the last 3 consecutive years, and increased percentage of incoming female undergraduate students from 16% to 20%.  Substantially enhanced global engagement and international footprint. Examples – (1) Created the Joint Engineering Co-op Institute (JCI) in partnership with Chongqing Univ. with 350 engineering students to date (and growing) in this first mandatory co-op program in China generating USD$2million/year in new tuition revenue for UC; (2) Developed a signature dual master’s degree program with institutions in Europe and Asia to educate a global engineering workforce; (3) doubling the number of engineering students studying abroad.  Significantly improved the finances of the College through increase in enrollment (+30%), research funding (+20%) and philanthropy (+50%) during the last 3 years. In 2012, the College had a performance-based budget deficit of about USD$2million. During the last 3 consecutive fiscal years, the College completed each year with a surplus of USD$2million annually.  Initiated faculty hiring campaign (50 in 5 plan – hiring at least 50 new faculty in 5 years) fueled by budget surplus, which resulted in an unprecedented 44 new faculty hired in the last 3 years with over 40% female and/or minority faculty, and almost all new faculty hires have affiliation with multiple disciplines. Also, through cross-discipline faculty hiring, jumpstarted 2 key research clusters in data analytics and water.  Initiated programmatic and curriculum reform. Select examples – infuse innovation and entrepreneurship in undergraduate studies, enrich freshmen curriculum, and re-brand biomedical engineering as an interdisciplinary unit by strengthening alliances with College of Medicine and Cincinnati Children’s Hospital.  Collaborated with P&G to expand and enhance UC Simulation Center – became the largest interdisciplinary university-industry research center on campus housing 75 research students from 5 difference colleges; received P&G Connect+Develop private/public partnership award; replicated by P&G and Honda at various sites in North America, Europe and Asia; and produced a 7:1 return of investment for P&G.  Led the expansion of the College’s Emerging Ethnic Engineering (E3) program geared towards minority students into a multi-college summer bridge program for incoming minority students in various STEM fields

Serve as the 19th dean of the College (birthplace of cooperative education) with enrollments of about 6000 students (1300 graduate and 4700 undergraduate students including 350 undergraduates in the Joint Engineering Co-op Institute in China), 160 faculty members, 110 staff members, 6 departments, 16 academic programs, USD$80million/year operating budget, USD$25million/year research funding and USD$62million endowment. Manage 13 direct reports (6 department heads, 3 associate deans, 4 directors), and the UC Simulation Center as the founding director with USD$2.3million/year funding and 75 research students. Accomplishments:  Through aggressive marketing, tripling of first-year scholarships and substantial curriculum enhancement; led expansion of College enrollment by 30% while increasing admission standards, attained record quality (academic preparedness) of incoming freshmen class the last 3 consecutive years, and increased percentage of incoming female undergraduate students from 16% to 20%.  Substantially enhanced global engagement and international footprint. Examples – (1) Created the Joint Engineering Co-op Institute (JCI) in partnership with Chongqing Univ. with 350 engineering students to date (and growing) in this first mandatory co-op program in China generating USD$2million/year in new tuition revenue for UC; (2) Developed a signature dual master’s degree program with institutions in Europe and Asia to educate a global engineering workforce; (3) doubling the number of engineering students studying abroad.  Significantly improved the finances of the College through increase in enrollment (+30%), research funding (+20%) and philanthropy (+50%) during the last 3 years. In 2012, the College had a performance-based budget deficit of about USD$2million. During the last 3 consecutive fiscal years, the College completed each year with a surplus of USD$2million annually.  Initiated faculty hiring campaign (50 in 5 plan – hiring at least 50 new faculty in 5 years) fueled by budget surplus, which resulted in an unprecedented 44 new faculty hired in the last 3 years with over 40% female and/or minority faculty, and almost all new faculty hires have affiliation with multiple disciplines. Also, through cross-discipline faculty hiring, jumpstarted 2 key research clusters in data analytics and water.  Initiated programmatic and curriculum reform. Select examples – infuse innovation and entrepreneurship in undergraduate studies, enrich freshmen curriculum, and re-brand biomedical engineering as an interdisciplinary unit by strengthening alliances with College of Medicine and Cincinnati Children’s Hospital.  Collaborated with P&G to expand and enhance UC Simulation Center – became the largest interdisciplinary university-industry research center on campus housing 75 research students from 5 difference colleges; received P&G Connect+Develop private/public partnership award; replicated by P&G and Honda at various sites in North America, Europe and Asia; and produced a 7:1 return of investment for P&G.  Led the expansion of the College’s Emerging Ethnic Engineering (E3) program geared towards minority students into a multi-college summer bridge program for incoming minority students in various STEM fields

Reported directly to the Dean of Engineering and Applied Science, and served on the university graduate council and graduate leadership group. Managed graduate studies and research operations and resources of the College (i.e. research initiatives and incentives, and graduate enrollment, assistantships and fellowships). Accomplishments:  Led the development of the Master of Engineering program (1-year professional master’s degree) with capstone project or industrial internship. This degree program now serves as the backbone of the signature dual master’s collaboration with international partners in Europe and Asia.  Developed a college-wide graduate recruiting and scholarships plan to offer more competitive graduate assistantship and fellowship awards.  Collaborated with VP of Research and other research deans to develop a comprehensive campus-wide research plan focusing on 5 key research foci: health, sensing, data analytics, environment and manufacturing. This effort formed part of the Third Century research initiative and also numerous cluster faculty hires

Led the largest department in the College with an enrollment of about 800 undergraduate and 300 graduate students, 36 faculty and 10 staff members, $6million/year research funding and 5 research centers. The Department offers B.Sc., M.Sc.(with thesis), M.Eng. and Ph.D. degrees. Accomplishments:  Led the surge in research funding from USD$1million in 2005 to USD$6million in 2011.  Worked with the faculty to expand the number of research centers from 2 to 5 over a duration of 3 initial years of my term as department head.  Created the UC Simulation Center in partnership with P&G in 2008, which later expanded into the largest interdisciplinary university-industry research center on campus.  Led curriculum reform to modernize curriculum, and enhance efficiency, productivity and relevance to industry. Part of the reform was an introduction of a degree-long project experience to augment the mandatory cooperative education to better prepare students for industry positions.  Established the 2+3 co-op based B.Sc.ME program with Shanghai Jiaotong University, China. Students spend 2 initial years at SJTU and the last 3 years at UC with industry-sponsored cooperative experience in North America.  Doubled number of undergraduate freshmen while increasing admission standards over time.  Transformed the external advisory board into a highly collaborative group by recruiting more corporate executives and senior staff into the membership. This new focus fueled the surge in industry funded research and also increased the quality and quantity of undergraduate students.