OREGON STATE UNIVERSITY
R. Adams July 31, 2006
College of Engineering
ACADEMIC REPORT FOR 2005-2006
2005-2006 Highlights
Oregon State University’s stated vision is: “To best serve the people of Oregon, Oregon State University will be among the Top 10 land grant institutions in America”[1]. The College of Engineering supports this vision through its quest to grow prosperity through innovation by delivering the impact of the nation’s top 25 engineering programs. Measured by the composite of degrees and research expenditures, OSU Engineering is now 45th and on par with UC Irvine and plans to grow to 15th or equivalent to Cornell. This focus on impact will lead to a top 25 reputation ranking and elevate OSU Engineering from its 28th position among land grant engineering programs[2] to join the group of eight other land grant engineering programs that are among the nation’s top-25[3]. A top-25 engineering school located in Oregon will help the state, the Pacific Northwest, and the nation remain globally competitive by delivering the world’s best engineering talent and breakthrough ideas. And this engineering talent and these ideas will help grow prosperity through innovation.
Our top-25 journey is built upon our century long legacy as a truly great engineering institution. This greatness stems from the diverse group of people here, their passion to create opportunity for our students and the broader community, their drive to develop the best work-ready engineering talent, and the power of their extraordinary collaboration in research and learning. These three attributes have been, and will continue to be, the guideposts of our journey.
Already, the excitement and synergy of the Top-25 Drive is producing key results: the Kelley Engineering Center opened early this fiscal year; new professors from top-tier programs are coming to OSU; our six collaborative research clusters are producing groundbreaking results; nearly all of Oregon’s very best engineering students are at OSU including 13 out of the 14 2006 AeA scholarship winners; PhD enrollment is up 57% over 1999 levels; our Mini Baja car won the world championship and our student design teams consistently place well in national competitions.[4] These results, and more, are fueling the momentum and paving the ascent to top-25.
Our focus on excellence is increasing capacity to deliver a diverse group of top talent at all levels. During FY 06, the College was a top producer of BS-degreed engineers (603 degrees/year), a national leader in critically needed areas of graduate education (128 MS and 31 PhD degrees/year) and research (expenditures $27.5M/year). This new talent has experienced our unique hands-on Platforms for Learning™, and/or an industry-sponsored internship, and/or coursework leading to a business savvy Entrepreneurship Minor. In addition, many of our MS and PhD graduates have worked in one of our six collaborative research clusters helping innovate breakthroughs that improve life. Many of these breakthroughs are beginning to have business impact as well. During the past year, two new companies were formed, three technology license agreements were completed and 3 other ideas are in various stages of consideration for commercialization.
And OSU Engineering is now 14th in the nation in composite degree and research output per faculty.[5]
From our nationally ranked research clusters (some of them top5) to our nationally leading learning innovations, collaboration is a critical success factor—collaboration that spans not only engineering disciplines, but also other OSU units: the College of Business and University Housing & Dining Services in entrepreneurship; the School of Education in learning innovations; and with almost all OSU colleges in research. And this collaboration goes beyond OSU to include relationships with other universities, national labs, and our industry partners as in the Oregon Nanoscience and Microtechnologies Institute (ONAMI).
OSU Engineering’s track record for delivering high impact results and Oregon’s need for a prosperous future recently prompted the Engineering and Technology Industry Council and the State Board of Higher Education to endorse doubling the number of engineering faculty at OSU over the next five years. This action is precisely what is needed to grow OSU Engineering to the critical mass and impact of the nation’s top 25 engineering programs. For 2007-2009, an investment of $39M in public funds will be matched dollar for dollar by private funds and enable the college to add 50 new professors or nearly half of the 114 additional professors needed to reach the top 25 average faculty size.
OSU Engineering’s Prosperity through Innovation initiative with its goal to achieve the impact of the nation’s top 25 has attracted substantial private investment. The top 25 drive has attracted a total of $87M in private gifts since its launch in 2000. And Engineering’s component of the University’s new capital campaign launched in 2005 reached $61M this year or 48% of the $128M campaign goal.
The people of the College of Engineering have uncommon focus on creating opportunity, developing work ready talent, and collaboration all to help grow prosperity through innovation and drive momentum toward the goal of reaching the top-25.
Strategic Plan Implementation
2005-2006 Focus Areas
Enhancing student success: Developing Work Ready Engineers
▪ Grow MECOP/CECOP and other internship venues to achieve 80% internship rates among undergraduates.
Results: COE aggregate is greater than 75 percent Some degree programs exceed 95 percent.
▪ Extend TekBots™ and other innovative Platforms for Learning across engineering disciplines and broaden team-based design competitions.
Results: TekBots now being used by OSU ME. Greater than 250 engineering/science students used wireless technology in classes enabled by the Hewlett Foundation Grant. Lego Robots are being used in ChE, BioE, and EnvE with great success. Most degree programs in COE are fielding winning design teams (e.g. mini Baja car, ASCE concrete canoe and steel bridge competition, ASME design competition, CEM estimating teams, etc.)
▪ Continue implementation of minor in entrepreneurship in collaboration with COB and UHDS.
Results: The Austin Entrepreneurship Program and the Weatherford Residential College are now launched. Residents include several companies organized by engineering and business students as well as other majors.
▪ Continue implementation of MBE in Construction Engineering Management with COB.
Results: The first MBE degree was completed Fall ’04. Five students are presently enrolled in the program.
▪ Approval was granted to move most undergraduate degree programs in the College from 192 to 180 required credits for graduation.
Results: This change maintains program quality, but allows students to expand that educational experience through study abroad, entrepreneurial minors, dual degree or to complete their degree more rapidly.
▪ The Master of Engineering degree, implemented in FY04, is a coursework-only degree that allows students to gain specialized education in a topical area and move rapidly into the workforce.
Results: Enrollment in this degree area is increasing and the number of graduates increased 50 percent in FY06 (compared to FY05).
Increasing research and outreach, and engagement: Being Best at Collaboration
▪ Successful implementation of ONAMI as a state-wide collaboration in nano science and micro technologies.
Results: ONAMI collaboration won more than $25M in federal and private research grants and contracts, most involving collaboration among academic partners and PNNL. The Microproducts Breakthrough Institute collaboration between OSU and PNNL has been established. ONAMI is operational in B-11 and includes two PNNL research staff.
▪ Strengthen five other research clusters per business plan and through strategic hiring: Large Scale Energy Systems, Mixed-Signal Integration (position to top 5) , Kiewit Center for Infrastructure and Transportation, Biological & Environmental Systems (including Water Resources), & Information Usability.
Results: Currently recruiting and have added new faculty in 5 of 6 clusters. Examples of Highlights: OSU is part of Battelle Energy Alliance’s win of management of the Idaho National Lab.
▪ Increase PhD degrees awarded as a percentage of total graduate degrees.
Results: Twenty percent of graduate degrees were PhD compared to an average of 14 percent for the last 4 years. PhD student enrollment continues to grow.
Enhancing diversity and community: Creating Opportunity and Leveraging the Efforts of COE People
▪ Continue implementation of Women and Minorities Program in Engineering that began AY03/04.
Results: Two sections of all female freshman engineering Odyssey classes were offered fall 2005. WME funded undergraduate research experiences for 27 female and minority freshmen during AY2005-6, and 6 full time research experiences for female/minority engineering undergraduates summer 2006. WME sponsored a “Day of Engineering” for 49 guidance counselors from high schools, and hosted a nationally known diversity speaker spring 2006. The COE Ambassador Program is designed to strengthen leadership and communication skills of current students, increase awareness about the field of engineering, and promote engineering careers to youth, particularly young women and under-represented minorities. The COE Ambassadors presented at 57 high schools, participated in 21 Family Science Nights/career fairs, led weekly middle school engineering classes for girls, contacted minority/female COE applicants, and led prospective students and families on tours of the .
Faculty/Staff Diversity Group (3Rs): developed strategic plan for future actions. This strategic plan formed the basis of the COE Diversity Plan.
▪ Collaborate with University recruitment and retention efforts.
Results: COE provided leadership to OSU Pre College Program and Women and Minorities Program conducted workshop for 55 high school counselors. A monthly column in COE’s “Momentum” is directed at high school students.
Self-assessment of COE’s efforts
|Focus Area |Worked Well |Needs Improvement |Major Barriers |
|Enhancing Student Success |1. Transitional Learning |1. Improved tracking and assessment| |
| |Communities (TLC) piloted in ENGR |of retention associated with TLCs |Broader implementation of the TLC |
| |111 with funds from the Hewlett |is needed. |concept and the Ambassador program |
| |Foundation. | |is driven by our ability to raise |
| |2. Anecdotal evidence suggests that|2. Hard evidence of the impact of |private funds for program support. |
| |the outreach of COE Ambassadors to |the COE Ambassadors is needed. | |
| |more than 8,000 Oregon high school | | |
| |students has increased | | |
| |underrepresented groups in COE | | |
|Enhancing Research, Outreach, and |The ONAMI collaboration across |Gaining truly deep collaboration |Our high student to faculty ratio |
|Engagement |institutions and with the private |across multiple research and |compared to top 25 engineering |
| |sector is powerful and continues to|learning programs will require |programs limits the magnitude and |
| |gain momentum. President Bush’s |continued improvement. |growth rate of our research |
| |FY07 budget includes center funding| |program. |
| |for ONAMI. | | |
| |We have been very successful at | | |
| |recruiting and retaining | | |
| |outstanding faculty. | | |
| |Continue to see double digit growth| | |
| |in research expenditures | | |
|Enhancing Diversity and Community |Our Diversity plan was incorporated|We launched a diversity audit that |Organizational complexity limits |
| |in the College Mission, Vision and |floundered due to lack of clarity |the rate of progress in |
| |Values statements. |on leadership. We will reactivate |implementation of the plan. |
| | |with this lesson in mind. | |
Promoting the Thematic Areas
▪ Our partnership with the College of Business and University Housing and Dinning in the Austin Entrepreneurship Program at Weatherford Hall helped promote the Optimizing enterprise, innovation, and economic development theme.
▪ Our research program helped promote the thematic areas through our major focus on collaboration. Driven to make collaboration our competitive advantage, much of our research is now within six collaborative clusters including:
1. Oregon Nanoscience & Microtechnologies Institute (ONAMI)
Putting nanotechnology to work in micro systems for home-land security, clean and efficient energy systems, new medical devices, the next generation of integrated circuits, and more.
2. Large-Scale Energy Systems
Creating safer, super-efficient ways of generating energy to meet the world’s growing demand--from harnessing the power of wind and waves to innovating new nuclear reactor designs.
3. Mixed-Signal Integration
Converting real-world signals like sound, light, and motion into digital data that computers can quickly process, resulting in technology breakthroughs that improve everything from telecommunications to medicine.
4. Kiewit Center for Infrastructure & Transportation
Making the world’s infrastructure safe, reliable and efficient--from better tsunami warning systems to smarter transportation systems.
5. Biological & Environmental Systems
Employing Earth’s smallest microorganisms in toxic waste cleanup, the development of more efficient manufacturing processes, and much more.
6. Information Usability
Making the world’s vast amounts of information both easily accessible and highly useful--from more powerful internet searches to more efficient databank management.
The close relationship between our research clusters and the thematic areas is shown below.
| |COE Research Cluster No. |
|OSU Thematic Area | |
| |1 |2 |3 |4 |5 |6 |
|Understanding the origin, dynamics, and sustainability of the Earth and its resources. | |x |x |x |x |x |
|Optimizing enterprise, innovation, and economic development. |x |x |x |x |x |x |
|Realizing fundamental contributions in the life sciences and optimizing the health and well-being|x | |x | |x |x |
|of the public. | | | | | | |
|Managing natural resources that contribute to Oregon's quality of life, and growing and |x |x |x |x |x |x |
|sustaining natural resources-based industries. | | | | | | |
Support of the OSU Capital Campaign
The College of Engineering exceeded the financial objective for private commitments and gifts in FY 06 by 150%, securing $15M towards the capital campaign objectives of the College of Engineering and of OSU. To date, the College of Engineering has secured 48% of its capital campaign goal of $128.3M, receiving commitments of $61M.
Major highlights of the gifts from FY 06 are:
• A gift of $2.5M from Jen-Hsun and Lori Huang for the Kelley Engineering Center.
• Secured more than $2.5M for the Apperson Hall renovation, bring the overall campaign total to $7.1M, towards the $10.5M goal.
• The prestigious Kresge Foundation notified the Foundation of its intent to donate $850,000 towards the Apperson renovation. This is particularly significant since OSU has not received a grant from Kresge in twenty-six years.
• $1.4 M from Hewlett Packard for support of ONAMI and the Kelley Center.
• $1M from Jim and Judith Street for Endowed Scholarship.
• $640k from ATS for COE - Unrestricted
• $530k from Pete and Rosalie Johnson for endowed scholarship.
Another project of interest in FY 06 which may lead to future support of the College of Engineering is the development by the Nuclear Engineering department of a small, subterranean, passive nuclear reactor. This program has attracted the attention of at least five venture capital firms interested in reviewing the design and discussing the possible financial support of the project.
In addition to the fundraising successes this fiscal year, the Kelley Engineering Center was dedicated in October, 2006. This event, honoring Martin Kelley and the many other donors that made the building possible, was attended by over 800 people. Jen-Hsun Huang, CEO and founder of nVIDIA, gave the keynote address. The dedication became a template for other such celebrations.
Other initiatives and outcomes:
Strategy Development
The College leadership analyzed recent information on US Competitiveness and Oregon’s position both nationally and internationally. The analysis supported the following key conclusions:
• The path to prosperity is through innovation and countries around the world are aggressively working to replicate America’s success. China and India are making major investments in engineering and science education at all levels.
• Oregon and other states measure innovation capacity through a number of research and education metrics, e.g. Massachusetts includes the number of engineering degrees at all levels and the Oregon Business Plan focuses on PhDs conferred and university research conducted. Today, Oregon is 32nd in university engineering research per gross state product and 37th in engineering PhDs conferred per capita.
• Achieving the impact of a top 25 engineering college is more critical than ever and now is the time for Oregon to step up investment in OSU to make this happen. The College is now 45th in composite output of degrees and research and the engineering faculty average 14th in individual productivity. Doubling the number of engineering faculty to the average of the top 25 engineering colleges will allow OSU Engineering to deliver the impact of those programs and move Oregon into the top 10 in engineering research and education metrics.
These key conclusions drove the development of our successful ETIC proposal for next biennium, it was endorsed by the voting industry members of ETIC and presented at the June 7th, 2006 OSU Engineering Strategy Summit. At the Summit 60 of the approximately 100 attendees signed on to help ETIC and OSU garner the funds needed to achieve our goals. That support led to endorsement by the State Board of Higher Education at its July 14th, 2006 meeting.
See Appendix for compilation of faculty/staff awards and development activities and student successes.
College of Engineering Scorecard: Delivering Measurable Results
Performance on college-level metrics (From report to ETIC)
|Metric |FY 06 Plan |FY06 Actual |
|BS Degrees |545 |603 |
|Graduate Degrees |218 |159* |
|Research Expenditures |$23.5M |$27.5M |
|Private Support (gifts and research grants) |$10M |$15M |
* Our success in growing PhD graduates (up over 30% over 2005) has resulted in a reduction in MS graduates, though MENGR numbers are increasing.
Leveraging resources
Initiatives to leverage state resources
1. Engineering campaign: raised $15M for the year and $87M since the launch of the initiative. This private support has leveraged $40M in state support.
a. The Kelley Engineering Center was brought on-line in September 2005.
b. The Austin Entrepreneurship Program partnership with the College of Business and University Housing and Dinning.
c. Generous gifts from the Lee and Connie Kearney and others will allow the renovation of Apperson to begin in FY07.
d. Launch of the Oregon Nanoscience and Microtechnologies Institute with UO, PSU, PNNL and Oregon’s high tech industry.
e. Garnered support from Tektronics for the Women and Minorities in Engineering Program.
f. Current and former employees their support of the Kiewit Center for Infrastructure and Transportation.
g. Initiated the Intel Graduate Fellowship Program
h. The TekBots(TM) program.
i. Endowments and current funds for faculty and students.
j. Equipment for laboratories and classrooms.
2. Focused research and research growth in six collaborative research clusters. New grants and contracts of $22.3M in FY06; nearly double the $12M for FY99, the year the initiative was launched.
Initiatives to improve administrative efficiencies
1. Decentralized many advising functions to improve student connection to departments and increase student retention and success.
2. To increase effectiveness, collaboration, and efficiency of degree program delivery, planning for three new schools was initiated: Chemical-Biological-Environmental (CBE), Mechanical-Industrial-Manufacturing-Materials (MIMM), Civil and Construction Engineering (CCE). Category I proposals for CBE and CCE have been submitted and a Category I for MIMM is in preparation.
Proposed Goals for 2006-2007
Enhancing student success
1. Continue to expand Platforms for Learning(TM) such as TekBots(TM) across the college in order to enhance experiential learning and enable our students to be work ready upon graduation
2. In partnership with the University Honors College, expand the Opportunity Plus Engineering Honors Program to provide opportunity for accelerated graduate studies through PhD for OSU students.
3. Continue implementation and improvement of the Austin Entrepreneurship Program and the MBE in Construction Management in partnership with the College of Business and University Housing and Dining (for the entrepreneurship program).
Increasing research/scholarship and outreach
1. Grow ONAMI into a nationally recognized research program
2. Coalesce alternative energy programs, including nuclear, ocean, bio, wind, etc. into a more powerful Energy Systems Research Cluster
3. Identify and implement actions that will continue to grow and strengthen collaborative research
Enhancing diversity and community, including international dimensions
1. Develop a mentoring forum to help junior faculty identify successful paths to tenure, full professor, and distinction. Have at least 50% of the untenured faculty in COE participate in 2 forums in FY2006 – FY2007. (Topic areas for forums could include effective project management skills, effective leadership skills, how to lead research clusters, how to connect with national research growth areas and identify opportunities for funding, how to engage graduate students, and how to involve undergraduates in your research.)
2. In partnership with the Academic Success Center (ASC) create a student networking structure of peer advisors that is accessible to all COE students and is focused on connecting COE students to academic, social, computer, and mentoring services and support structures in the University.
3. 50% of all first year, full-time freshman and 75% of first year, full-time women, underrepresented minorities, and at-risk students will participate in targeted programs by end of FY07.
▪ Performance on college-level metrics (from proposal to ETIC & Diversity Plan)
|Metric |FY 07 Plan |FY 07 Actual |
|BS Degrees |565 | |
|Graduate Degrees |240 | |
|Research Expenditures |$28M | |
|Private Support (gifts and Research grants) |$15M | |
|Community & Diversity: | | |
|Junior faculty participation in mentoring forum|50% | |
|First year freshmen and first year full time | | |
|women, underrepresented minority, or at risk | | |
|student participation in targeted student |50% and 75% | |
|success programs | | |
Appendix
|Faculty and Staff Recognition and Awards |
|Unit |Recognition and Awards |Recipients |
|CCEE |ASCE Zone IV Faculty Advisor of the Year |Tom Miller |
|CCEE |Associated Schools of Construction Outstanding Educator Award |Dr. David Sillars |
|CCEE |National President, Associated Schools of Construction |Dave Rogge, CEM |
|CHE |COE Research Award |Goran Jovanovic |
|CHE |COE Loyd Carter Award |Joseph McGuire |
|CHE |Joseph J. Martin Award |Milo Koretsky |
| | |Sho Kimura |
|CHE |LL Stewart Scholar |Milo Koretsky |
|CHE |WERC Award |Goran Jovanovic |
|CHE |EDC Competition |Groan Jovanovic |
|EECS |IEEE Gustav Robert Kirchhoff Award |Gabor Temes |
|EECS |IEEE Fellow |Andreas Weisshaar |
|EECS |IEEE Educational Activities Board Major Educational Innovation Award' |Terri Fiez |
| |“for undergraduate engineering education innovation through creation and| |
| |development of Platforms for Learning ® and its implementation in the | |
| |electrical and computer engineering curriculum through the TekBots® | |
| |program” | |
|EECS |Faculty ranked in ISI Web of Knowledge: Meaning their work is cited most|Larry Marple |
| |often in peer-reviewed scientific journals, ranking them in the top 1% | |
| |of scientists | |
|EECS |NSF CAREER Award |Eugene Zhang |
|EECS |NSF CAREER Award |Alan Fern |
|EECS |Most cited ACM TODS paper in the last ten years |Martin Erwig |
|EECS |His presentation during the 2005 Materials Research Society conference |John Wager |
| |was named one of the top five presentations among more than 4,700 oral | |
| |and poster presentations. | |
|EECS |OSU Faculty Teaching Excellence Award |Roger Traylor |
|EECS |COE Austin Paul Award |Mike Quinn |
|EECS |COE Alumni Professor Award |Ben Lee |
|EECS |COE Research Collaboration Award |Margaret Burnett |
|EECS |COE Engelbrecht Young Faculty Award |Jon Herlocker |
|EECS |COE Professional Faculty Award |Gale Sumida |
|EECS |Appointed to the National Research Council's Committee on Geophysical |Cherri Pancake |
| |and Environmental Data | |
|EECS |Theory Editor, Computing Reviews (published by ACM) |Paul Cull |
|EECS |Distinguished Lecturer at UCLA/UCBerkeley |Gabor Temes |
|IME |College Of Engineering "Our Favorite Colleague" |Denise Emery |
|IME |IME Professor of the Year |Toni Doolen |
|ME |2005 OSU Award for Outstanding Service to Persons with Disabilities |Joe Zaworski |
|ME |NSF CAREER Award |Jay Kruzic |
|ME |Boeing Professor of Design |Bob Paasch |
|ME |CoE Classified Employee Award |Steve Adams |
|ME |Debra Jimmerson Award |Angela Franklin |
|Student Recognition and Awards |
|Unit |Recognition and Awards |Recipients |
|CCEE |National award from the Network for Earthquake Engineering Simulation |Alicia Lyman-Holt |
| |(NEES) Consortium of the National Science Foundation for excellence in | |
| |K-12 Education and Outreach | |
|CCEE |ASCE Student Chapter Letter of Commendation - places OSU chapter in top | |
| |10% nationwide | |
|CHE |COE Burgess/Tektronix Award |Brian Michael |
|CHE |Outstanding GRA (COE) |Omkar Joshi |
|CHE |Outstanding GTA (COE) |Debra Gale |
|CHE |Joseph J. Martin Award |Danielle Amatore |
| | |Connelly Barnes |
|CHE |Intel Environmental WERC |Michael Stolten |
| | |Jacob Sherman |
| | |Brendan Johnson |
| | |Robert Kimmell |
|CHE |EDC Competition |Eric Anderson |
| | |Alana Warner |
| | |Brendan Johnson |
|EECS |Intel Foundation PhD Fellowship |James Ayers |
|EECS |$1,000 Oregon NASA Space Grant Scholarship |David D. McIntosh |
|EECS |$1,000 Oregon NASA Space Grant Scholarship |Christopher D. Edmonds |
|EECS |$1,000 Oregon NASA Space Grant Scholarship |Brandon D. Philips |
|EECS |AeA Scholar |Eileen Chow |
|EECS |2006 Pacific-10 Conference Men’s Rowing All-Academic Team |George Dirth |
|EECS |2006 Pacific-10 Conference Men’s Rowing All-Academic Team |Nick Besson |
|EECS |McNair Targeted Grad Scholarship |Drake Miller |
|EECS |Oregon Sports Lottery Scholarship |Ken Rhinefrank |
|EECS |Oregon Sports Lottery Scholarship |James Lewis |
|EECS |Supplemental Laurels Scholarship |Jose Ceballos |
|EECS |Supplemental Laurels Scholarship |James Lewis |
|EECS |Supplemental Laurels Scholarship |John Liebert |
|EECS |Supplemental Laurels Scholarship |Adam Browning |
|EECS |Supplemental Laurels Scholarship |Stephanie Deutschman |
|EECS |Supplemental Laurels Scholarship |Puppala Arunkumar |
|EECS |Oregon Laurels Scholarship |Matthew Hillier |
|EECS |Oregon Laurels Scholarship |Sean McDougal |
|EECS |Oregon Laurels Scholarship |Tim Reinhold |
|ME (Mat Sci) |Boeing Graduate Fellowship |Prashant Wadwa |
|Faculty and Staff Development |
|Unit |Participant(s) and Activity | |
|IME |NSF CAREER Workshop |Shiwoo Lee |
|IME |US Department of Homeland Security, WMD: Incident Management / Unified |Denise Emery |
| |Command | |
|IME |Microsoft Project Workshop |Denise Emery |
|Results of Design Competitions |
|Unit |Description and Results | |
|CCEE |ASCE Student Chapter Steel Bridge Team: 1st place in Aesthetics at | |
| |Pacific Northwest Regionals | |
|CCEE |ASCE Student Chapter Concrete Canoe Team: 3rd place Overall at Pacific | |
| |Northwest Regionals | |
|CEM |Associated Schools of Construction Student Competition: During the | |
| |annual estimating & bidding competitions in Reno, Nevada, CEM | |
| |undergraduate and graduate students on four of six teams placed in the | |
| |top three in their divisions including: | |
| |Mechanical: 2nd Place National | |
| |Heavy/Civil: 2nd Place Regional | |
| |Design/Build: 2nd Place Regional | |
| |Residential: 3rd Place Regional | |
|EECS |DARPA Grand Challenge Car -- Completed the Semifinals & Made it to the | |
| |Finals | |
|EECS |2nd place $5000 prize in Symantec’s University Programming contest (196 |Bryant Brownell |
| |people entered the contest -- Other universities involved included Univ.| |
| |of Wisconsin, MIT, etc.) | |
|ME |SAE Mini-Baja “World Champions” The OSU Team placed 1st overall in the |ME, EECS, History and Business Students |
| |Mini-Baja West event in Portland, OR, and 1st overall in the Midwest | |
| |event - a record placement. We beat all the winners of the worldwide | |
| |Baja events, effectively making us the world champions. | |
|ME & EECS |2006 SAE Formula Car |Steve Strong, SAE President & Team Captain |
| |FSAE West Competition: | |
| |1st Place Acceleration |Kyle Altendorf, and a multi-disciplinary team |
| |1st Place Marketing |with students from ME and EECS |
Supplemental Information
EECS Technology Transfer
Non-exclusive Software License: Clear Shape Technologies Inc. – First equity holding in State of Oregon
Karti Mayaram & Terri Fiez, OSU 05-35 Green Function Parasitic Extraction Method For Inhomogenous Substrate Layers
EECS Spinoff: “Smart Desktop” acquired by Seattle-based Pi Corporation
Jon Herlocker & Tom Dietterich (Faculty involved)
EECS Spinoff: “MusicStrands”
Jon Herlocker & Tom Dietterich (Faculty Involved)
EECS Licensing Agreement with Hewlett Packard: “Transparent Electronics”
John Wager (Faculty Involved)
Patent Application
OSU 05-11; PCT Application; Methods and Apparatus for Power Generation
Inventors: Alan Wallace, EECS
Annette Von Jouanne, EECS
Manfred Dittrich, EECS
Emmanuel Agamloh, EECS
3 Patents Issued
OSU 99-12; US#7046800; Issued 05/16/2006; Scalable Methods and Apparatus for Montgomery Multiplication
Inventors: Cetin Koc, EECS
Alexander Tenca, EECS
-----------------------
[1] , July 27, 2006.
[2] US News Rankings of Best Graduate Schools: Top Engineering Schools, 2006.
[3] US News Rankings of Best Graduate Schools: Top Engineering Schools, 2006.
[4] See Appendix for a summary of Faculty and Staff Recognition and Awards, Student Recognition and Awards, Faculty and Staff Development, and Results of Student Design Competitions
[5] OSU Innovation Capacity Metric and ASEE data. Innovation Capacity Metric= 40xBS Degrees/Top 25 Avg+10xMS Degrees/Top 25 Avg+20xPhD Degrees/Top 25 Avg+30xResearch Expenditures/Top 25 Avg
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