A COLLEGE IN A STATE OF SUCCESSFUL TRANSFORMATION

This booklet is a summary of the key transformations that have taken place in the College ofEngineering and Architecture from Spring 2016 to Fall 2018.During this period, we built on a strong historical foundation to advance our national standing,in the context of addressing our nation’s socio-technological challenges. The universityadministration, faculty, staff, and college leadership joined forces to embark on a journey oftransformation with a clear and distinct objective in mind: Student Success!We had the collective leadership, vision, plan, and determination, which led to tremendoussuccesses, including: Increasing 66-points in national ranking Doubling of women faculty, and quadrupling of women assistant professors Quadrupling of Ph.D. graduation rate Strengthening our Architecture program Launching two new programs: Master of Architecture and dual Ph.D. program with CMU Transforming physical, administrative, and fiscal infrastructuresGoing forward, we intend to elevate the college to significantly higher levels of nationalstanding and recognition. We invite alumni, friends and corporate partners to join us in thishistoric effort!

The College of Engineering and ArchitectureA college in a state of successful transformation

2

Achille Messac, Ph.D.Dean

The College of Engineering and Architecture

New Bylaws………………………………………………………………………………………………..4

66-Point Climb in U.S. News Ranking: Unprecedented!...............................6

Undergraduate Program -- ABET Accreditation……………………………………..8

Ph.D. Graduation Rate Growth………………………………………………………………..10

Carnegie Mellon University – Strategic Partnership……………………………….12

Architecture Program Turnaround………………………………………………………….14

Promoting Gender Equity………………………………………………………………………..16

New Undergraduate Advising Model……………………………………………………..18

Soft Skills Initiative…………………………………………………………………………………….20

Fiscal Efficiency and Transformative Administrative Processes……………………...22

Faculty Salary Increases: 2015 to 2018……………………………………………………………..24

Staff Reorganization: 2015 to 2018…………………………………………………………………..26

Howard-Google Partnership…………………………………………………………………………….28

Faculty Support Initiatives………………………………………………………………………….........30

Physical and Academic Infrastructure Advancements……………………………………32

Notable Faculty Success…………………………………………………………………………………..34

Notable Student Success………………………………………………………………………………….36

Moving Forward……………………………………………………………………………………………..…38

A college in a state of successful transformationBuilding on a rich history

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New BylawsCreate new, more resilient, bylaws to support college transformation

Decanal Transition Committee formed, in part, to create new bylaws

Unanimous faculty approval – March 3, 2016

Board of Trustees approval – April 4, 2016

15-page bylaws transformed into 5-page new bylaws that have the flexibility and vision to support our college transformation over the next decade

Eliminated “School“ layer of administration, yielding significant operational and fiscal efficiencies

Deferred to faculty handbook, rather than further constraining dynamic change

Relegated to the level of policies all issues that should dynamically evolve over time

Placed Architecture program in a favorable position to support its successful and rapid transformation, which led to its recent accreditation for the maximum eight-year duration – and reversing its trajectory of recent years

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Upon his appointment in the spring of 2016, Dean Achille Messac formed a Decanal Transition Committee toidentify critical issues vital to the success and future of the college. The first major task of this committee was todevelop a set of bylaws that would support the transformation of the college. The objectives included:

1) Replace existing bylaws with flexible and dynamic bylaws to support the college’s ascent over the next decade2) Affirm that whenever possible, the bylaws should simply defer to the university faculty handbook3) Relegate to the level of policies all items that should dynamically evolve over time4) Eliminate unnecessary administrative layers5) Review the position of the architecture program in the college structure6) Introduce greater fiscal efficiency in college operations

The following instrumental changes were reflected in the new, more resilient, bylaws produced by the DecanalTransition Committee to support and contribute to the optimal operation of the college:

1) The “School” layer of administration was eliminated.2) Academic and fiscal efficiency were introduced by combining the Electrical Engineering and Computer

Science Departments into the new “Department of Electrical Engineering and Computer Science (EECS)”.3) The School of Architecture became the “Department of Architecture”, with the same level of academic

autonomy.4) The name of the college was changed from “The College of Engineering, Architecture and Computer

Sciences” to the “College of Engineering and Architecture”.

New Bylaws

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66-Point Climb in U.S. News Ranking: Unprecedented! #1 Graduate Engineering Program among HBCUs

#132 U.S. News & World Report Best Graduate Schools

198

132

110 to 100

2015 2018 2021-2023

National Graduate School Rankings

A wh

ole

new

leagu

e!

Key Contributing Factors: Significant results from a series of innovative initiatives Increased timely graduation Quadrupling of Ph.D. graduation rate More stringent admission requirements Greater faculty achievements of national scope Physical infrastructure improvement More efficient and effective administrative processes Staff reorganization to effectively utilize higher skill-sets Fiscal efficiencies and resource re-allocation Extensive meetings with the CEA Leadership team, CEA

faculty, department faculty, CEA staff, student leadership, student organizations, and town halls

Our near-future vision is to reach the No. 100 ranking, entering an entirely new league!6

The College of Engineering and Architecture (CEA) sees a 66-point increase in ranking in the U.S. News 2019 Best Graduate SchoolsRankings. This historic increase over the past three years places CEA in the nation's top 12 percent of engineering colleges.

CEA has seen significant results sprouting from the genuine and collective efforts of students, staff and faculty under the bold leadershipof Dean Achille Messac. The high quality of CEA students, their brilliance, determination, and commitment to forge ahead in theirrespective fields through rigorous study and research, has greatly contributed to the advancement of our college.

The Howard Newsroom of the Office of University Communications shares President Wayne A.I. Frederick's congratulatory remarks, aswell as Dean Messac's thoughtful feedback:

“We are extremely proud of the hard work that the faculty and leadership in our graduate programs are doing to enhance theirrespective programs every year,” says President Wayne A. I. Frederick. “To be recognized among our peers by U.S. News andWorld Report is a testament to the excellent education Howard provides to its students.”

Howard University College of Engineering and Architecture (CEA) increased to the top 12 percent of engineering colleges in the nationwith a No. 132 ranking. The new ranking marks a 66-point increase over the past three years. CEA Dean Achille Messac cites a series oftransformative, bold initiatives that have begun to show significant results. These have impacted every aspect of college life, which includenew faculty and staff hires; student enrollment growth; new leadership at all levels; new successful programs, including a visionary GoogleInitiative in Computer Science; and greater visibility of faculty achievements of national scope.

"I note that, at No. 132, we are still well below our true standing as a scholarly community, with a mission of national scope. Weintend to ascend to No. 100 within the next few years; and thereafter, to continue our vigorous climb,” says Dean Messac. “That iswho we are, in line with our technical standing and our solemn social mission. We will always keep our doors wide open to thoseeager to climb the social ladder.”

66-Point Climb in U.S. News Ranking: Unprecedented!

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Undergraduate Program - ABET AccreditationSuccessful Fall 2018 ABET accreditation review of all five undergraduate engineering programs

Five Undergraduate Engineering Programs:

1) Electrical Engineering

2) Computer Engineering

3) Chemical Engineering

4) Civil Engineering

5) Mechanical Engineering

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The final ABET Vote/decision is in July 2019. We are expecting a positive outcome.

Ph.D. Graduation Rate Growth38% Increase in Ph.D. Enrollment Since 2015

Quadrupled Doctoral Degrees Awarded Since 2015

2 2

8

16 - 20

2000 - 2014AVERAGE

2015 2018 2021-2023

Doctoral Degrees Awarded Annually

6%

16%

33%

2015 2018 2021-2023

Percentage of Ph.D. Degrees Awarded

Effectively 3-year completion rate, beyond M.S. degree

to Total Ph.D. Enrollment

More stringent graduate admission policy Emphasis on Ph.D. vs. M.S. enrollment Faculty incentives to promote growth in Ph.D. research and timely program completion

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Our success is attributed to a set of strategic decisions implemented in the past three years:

(1) Increased emphasis on Ph.D. vs. M.S. enrollment(2) Significant resource re-allocation and increased fiscal efficiency(3) Increased support for faculty scholarly activities(4) More stringent Ph.D. admission requirements(5) Increased focus on retention and timely graduation

Upon his appointment in the spring of 2016, Dean Messac prioritized providing support to Ph.D. students. Whereas the focus of CEA’sgraduate student recruitment and enrollment was on the master’s degree programs, that focus was shifted to the doctoral degreeprograms, thereby more directly supporting research. The goal became to recruit students who would matriculate directly into our Ph.D.programs – students who already held master’s degrees. This realignment of graduate program enrollment goals made a direct impact onPh.D. program enrollment, increasing it by 38%.

A major shift in priorities necessitated departures from past practices. For example:

(1) Ph.D. students often received an uncompetitive $12K annual stipend. There is a new annual minimum stipend of $20K.(2) Ph.D. students often received partial tuition. Ph.D. students now always receive full tuition coverage – approximately $31K.(3) Transitioning doctoral students support from university funds to advisor research funds.

Other supportive policies include (subject to funds availability):

(1) An award/stipend of $5K is offered to doctoral advisors for every Ph.D. student whom they guide to graduation(2) An award/stipend of $5K for being elevated to the rank of fellow to select professional societies(3) Faculty monetary awards/stipends are provided for scholarly productivity – high-impact publications, research expenditures, etc.

Ph.D. Graduation Rate Growth

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Carnegie Mellon University - Strategic PartnershipOur Ph.D. programs are being recognized at the highest levels

Dual degree Ph.D. program

Successful candidates will be awarded two Ph.D. degrees, one awarded by Carnegie Mellon University and one awarded by Howard University

Summer Bridge program with research opportunities and coaching for transition into dual degree Ph.D. program

Collaborative research and joint faculty advising for enhanced research productivity and maximum student benefit

Additional envisioned initiativesDean James Garrett of CMU (left) and Dean Achille Messac of Howard University CEA

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The College of Engineering and Architecture (CEA) has partnered with the College of Engineering of Carnegie Mellon University (CMU) to develop adual degree program that enables Ph.D. level candidates at each institution to simultaneously earn a Ph.D. degree at each institution with an advisorat each institution in the relevant department.

Candidates will spend a minimum of three academic semesters in residence at each institution. This initiative will create no new academic programat either institution. Only existing programs at each institution will be a part of this initiative. Importantly, every Ph.D. student will only cost eachinstitution approximately 50% of the total cost. Successful candidates will be awarded two Ph.D. degrees in the selected area of engineering, oneawarded by Carnegie Mellon University and one awarded by Howard University.

This partnership follows a comprehensive visit from the Dean of CMU's College of Engineering and his team earlier this year. Dean Messac and histeam returned the visit to CMU's College of Engineering in July 2018.

This exciting development for both colleges will provide excellent opportunities to underrepresented students in obtaining their Ph.D.'s in any areaof engineering available within the programs offered by CEA or CMU. In addition to the dual degree Ph.D. program, CEA will be collaborating withCMU on a broad range of initiatives, including the Bridge program, sponsored research projects and other envisioned initiatives.

The Bridge program provides the opportunity for GEM-eligible undergraduates to engage in research at the other institution over the summer.Through the Bridge program, students will also be coached to enable their transition to the dual degree Ph.D. program and will participate inprofessional development programs that may extend into the academic year.

The sponsored research projects are expected to lead to collaborative research and joint faculty advising. CEA and CMU faculty will then haveample opportunities to submit joint grant proposals, enhancing research initiatives for both colleges and producing graduates of the highestquality who will have the tools to succeed in the demanding settings of the 21st century.

“The clear opportunities presented by this new CEA-CMU Partnership constitute yet another outstanding example of what we can and will continueto accomplish as a college. Our advancement of 66 points in U.S. News rankings was just the beginning!” Dean Messac expressed.

Carnegie Mellon University - Strategic Partnership

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Architecture Program TurnaroundArchitecture faculty devised and implemented a successful turnaround

Architecture Program leadership structure repositioned in new bylaws for maximum efficiency and streamlined accountability

First-year enrollment at existential low of 6 in 2015 –CEA leadership and Architecture faculty vigorously engineered a turnaround

Percentage of women faculty increased from 0% to 44% since 2015!

New cutting-edge Fabrication Laboratory and Advanced Graphics Laboratory

Our plan: to increase first-year enrollment back up to 50 and beyond, around 2021

50

6

30

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2000 2015 2018 2021

First-Year Enrollment Recovery

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Our Architecture Program has been officially re-accredited for the maximum duration of eight years, 2018-2026.

This re-accreditation is especially significant since only two years ago, the fifteen-year decline of the ArchitectureProgram, which had resulted in an entering class of 6 students, had brought unsettling uncertainties to itseventual re-accreditation. The credit goes to our students, staff and faculty for this radical reversal. Studentenrollment has increased by more than 400%, and we expect that trend to continue over the next several years.

This successful outcome is a result of the combined effort of the Architecture faculty and staff, working closelywith CEA leadership. We are grateful for the strong support of Provost Antony Wutoh and President Wayne A. I.Frederick. It is this cohesive and holistic approach to addressing our challenges that brought us out on top!

We are poised to lead the Department of Architecture to a new era of greatly increased success on the nationalscene.

This success is yet another example of our powerful ability to conquer our daunting challenges as a community.

Architecture Program Turnaround

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Promoting Gender EquityDoubled Number of Women Faculty

Quadrupled Number of Women Assistant ProfessorsTwice the National Average of Women Awarded Engineering Bachelor’s Degrees

Twice the national average

21%

43%

13% 9%

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The percentage of women faculty in the College of Engineering and Architecture (CEA) has doubled since 2015. The percentage ofwomen assistant professors has quadrupled.

“This impressive growth is in keeping with President Wayne A. I. Frederick's priority on gender equity across the University. Iam truly delighted that our pertinent strategic efforts are paying off. Our quadrupling of women assistant professors andconcomitant doubling of women faculty played a significant role in our increased levels of scholarly performance as well asour historic 66-point increase in national US News ranking," expressed Dean Messac.

This positive trend welcomes more brilliant minds into the fields of engineering and architecture, fully supporting the transformingface of CEA – one that is more gender diverse. First-ever woman architecture department chair was also hired.

Also included in this period of transformative growth is a move towards attracting more women students to pursue degrees atCEA. This comes amid a nationwide initiative by prominent organizations and non-profits to modernize the representation ofwomen in STEM fields.

A national survey study conducted by the American Society for Engineering Education (ASEE) shows 21 percent of engineeringdegrees awarded in 2016 were earned by women. However, at CEA, 43 percent of students who earned engineering degrees in2016 were women. Out of 170 incoming freshman who will begin studies at CEA this fall, 43 percent are women, making it one ofthe most gender-balanced freshman classes among the University’s schools and colleges.

Promoting Gender Equity

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New Undergraduate Advising Model

The basic components of our advising model:1) We train our advisors in the required hard skills, as well as soft skills, for the balanced

combination.

2) CEA advisors are professors: We select professors who have requisite skills and interests.

3) CEA students must formally meet with their advisors at least 3 times per year, are encouraged to meet more regularly, and develop a mentor-mentee relationship.

4) Two advisors per academic program (approx.): This is an efficient departure from having all faculty serve as advisors.

5) The Office of Student Services supports the efforts of CEA advisors and facilitates advising consistency among advisors and across departments.

6) The Office of Student Services is supported by the Office of the Dean and several otheruniversity-level offices, including (i) Counseling Services, (ii) the Office of Student Life, (iii) the Math Lab, and (iv) the Residence Life and University Tutoring Services.

New Model Successfully Supports Presidential On-Time Graduation Initiative

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The CEA Advising Model is holistic at its core and entails the following synergistic components. This new advising model has greatly contributed toCEA efforts to support President Wayne A. I. Frederick’s On-Time Graduation Initiative and has contributed to the 33% increase in the number ofundergraduate degrees awarded since 2015.

(1) Training our advisors: We train our faculty advisors in the CEA in (i) the diverse dimensions of students registration, (ii) assist students with activelistening, (iii) access and use the academic and emotional/behavioral resources available to our students, and (iv) operate advising software.

(2) CEA advisors are professors: We select professors who have requisite skills and interests. We seek advisors who are actively interested in a wholisticsense of student success. We also offer advisors a stipend and other incentives for their extra efforts.

(3) Two advisors per academic program (approx.): This is an effective and efficient departure from having all faculty serve as advisors.

(4) CEA students must formally meet with their advisors at least 3 times per year: This is generally around registration times, but we urge our studentsto meet with their advisors more regularly to develop a trusting relationship and to ensure that they stay on track for an on-time graduation.Department Chairs also participate in advising when necessary.

(5) The Office of Student Services supports the efforts of CEA advisors: This support maintains consistency in all messaging and advising delivery tostudents. Students receive a clear and concise message from all parties involved in the advising process, which promotes a supportive culture forstudents.

(6) The Office of Student Services is supported by the Office of the Dean and several other offices, including (i) Counseling Services, (ii) Office ofStudent Life,(iii) Math Lab, (iv) Residence Life and University Tutoring Services. This cohesion provides a well-rounded, holistic and supportive advisingexperience for our students.

Faculty door signs were created and installed with faculty names, photos, class schedules, office hours, and contact information. This initiative playeda major role in facilitating faculty-student communication. Similar door signs are also placed on laboratory doors.

New Undergraduate Advising Model

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Soft Skills Initiative

Key components:

1. Presentation/Communication Skills: Topics of discussion include speech, values, proper greetings and bodylanguage. Classroom comportment and attendance are also discussed and included in the syllabus. Thisinitiative was voted affirmatively by the CEA faculty.

2. Dress for Success/Financial Responsibility: The importance of appropriate attire in different settings, and fiscalliteracy.

3. Interview Tips and Workplace Etiquette: Topics of discussion include the "5-second elevator pitch", correctposture, resume building, interview skills, and electronic and phone communication.

4. Etiquette/The Art of the Interview Breakfast, Lunch or Dinner: Students are given tips on to-do’s and not-to-do’s, as well as the basics on formal and informal dining etiquette.

5. Retaining Your Individuality – a Balancing Act: Students are given the skills to help retain their individuality in thecorporate world, while being attentive to workplace culture.

Complementary to the academic rigor of classroom instruction

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The CEA introduced a soft skills initiative that works in tandem with our CEA Holistic Advising Model. The objective of this initiative is to complementthe academic rigor of our student’s classroom-based instruction with the soft skills that critically contribute to workplace success. This initiative wasvoted on affirmatively by our faculty and entails important aspects of classroom conduct.

Key components of the CEA Soft Skills Initiative:

1. Presentation/Communication Skills: This component covers first impressions and how they are made. Students are reminded that an unplannedencounter could become their first impression moment – they must always be presentable in appearance and conduct. Topics of discussioninclude speech, values, proper greetings and body language. Classroom comportment and attendance are also discussed and included in thesyllabus.

2. Dress for Success/Financial Responsibility: The importance of appropriate attire and savings is an important component. Students are taught ingroup settings how to appropriately dress for different occasions. Financial responsibility is also woven into the lessons.

3. Interview Tips and Workplace Etiquette: This component focuses on what makes for a successful interview. Topics such as the 5-second elevatorpitch, correct posture, resume building, and interview skills are presented to students through workshops, seminars, and practice sessionsconducted by CEA staff and CEA Corporate Partners. Email, memorandum drafting, and workplace and phone etiquette are also covered.

4. Manners/The Art of the Interview Breakfast, Lunch or Dinner: In this section, students are given the opportunity to discuss and role-play thevarious ways that they can make a good impression over a meal. They are given tips on to-do’s and not-to-do’s, as well as the basics of formaland informal dining etiquette.

5. Retaining Your Individuality – a Balancing Act: Students are given the skills to help retain their individuality in the corporate world. They are giventhe opportunity to reflect on who they are, who they want the world to see, and how they can make a positive impact on their future workplace.

The CEA Soft Skills Initiative is presented to all FTIC CEA Students and reinforced throughout the academic year.

Soft Skills Initiative

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Fiscal Efficiency and Transformative Administrative Processes

Protecting the integrity of the administrative, fiscal, academic and legal infrastructure – through the reform of:

Pre-proposal award procedures Travel processes to include careful following of

university policies Proposal submission coordination with Research

Administration to become more effective Departmental budgeting process Purchasing policies and procedures Space usage and allocation Funding process for student organizations

Prevention of automatic switching of research staff salaries to our college budget, resulting in significant savings

Transformed policies and processes to ensure every dollar directly and efficiently supports students and faculty, resulting in significant fiscal efficiencies

Implemented procedures to prevent expenditures beyond available funds – a source of past deficits

Developed Corporate Engagement Policy for fiscal efficiency and mutually beneficial partnerships – for enhanced student benefit

Attained a strong administrative and financial staff – directly promoting superior academic performance

More efficient use of Administrative Indirect Cost Recovery

Established administrative processes that successfully addressed Architecture student enrollment decline

These initiatives and others were all instrumental to absorbing budget cuts, while simultaneously increasing resources available to students, faculty and staff.

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Representative administrative and procedural reforms – settled and ongoing

Faculty Salary Increases: 2015 to 2018Attention to salary was a critical component of CEA transformation

with focus on gender equity and scholarly performance

Significant resource reallocation effectuated this majorincrease, as budgeted average was 3% per year

Doubling of women faculty through new hires atcompetitive salaries accentuates effective increase – thesehigher salaries are more reflective of new hires atcompetitive rates than of individual faculty increases

In spite of women faculty salary increases, men faculty stillmake 5% more than women, as all but one of new womenhires are at Assistant Professor level

32% of full-time faculty have joined since 2015

Our vision: To vigorously address the nationalphenomenon of salary compression – through continuedresource reallocation with focus on full-professor salaries

16%

14%

25%

Overall Men Women

Faculty Salary Increases: 2015 to 2018

16% 14%

25%

24

14

4

22

Overall Men Women

Staff Salary Increases: 2015 to 2018

4%

22%

14%

Staff Reorganization: 2015 to 201871% New Staff

Higher Paid and Highly SkilledIntegral Part of CEA Transformation

Complete administrative reorganization in closecollaboration with HR – most positions werereclassified, requiring new and higher skills

Underwent 12 months of major staff transition forbetter skills-match and interest

Significant resource reallocation and major fiscalefficiency gains made possible the competitive highersalaries of new staff

With 71% of staff being new and mostly women, theeffective increase for women is accentuated

Fewer men as staff members resulted in a smallersalary pool increase for men

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Howard-Google PartnershipTaking our talent to the West Coast

An educational and career development partnership

Creates more opportunities for African-American engineers and prepares future leaders with transformational skills

Connects the geographical, academic and cultural divide between declaring a major in Computer Science and securing meaningful employment in tech

Our faculty and Google engineers serve as instructors to simulate practical, real-world engineering challenges

Full academic year program began in fall 2018Our Computer Science students and faculty on the Howard West campus in Summer 2016

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Howard West, an educational and career development partnership between Howard University and Google, Inc., is a first step in creating more opportunities for African-American engineers. Howard West, a vision of President Frederick’s, was realized in 2017 with a successful pilot program.

The 2017 summer pilot program provided twenty-six CEA students with the opportunity to enhance their technical knowledge and skills. CEA students Lauren Clayton andAlanna Walton were featured in USA Today.

The Howard Newsroom of the Office of University Communications shared President Wayne A.I. Frederick's congratulatory remarks:

“I am proud to announce that Howard West, the University’s academic partnership with Google, will expand to cover the full academic year beginning fall 2018. Thisannouncement comes after a successful three-month pilot program during the Summer of 2017 at Google’s Silicon Valley headquarters. Howard West is an extension ofour commitment to producing industry-ready Black computer science graduates who will enter the workforce with the added invaluable knowledge gained by workingalongside the leading experts at Google.

Howard West serves as the realization of a vision to expand Howard’s presence to the West Coast. It is also a major step forward for Google’s efforts to recruit and retaindiverse technical talent. Howard West will prepare hundreds of industry-ready Black computer science graduates, future leaders with the power to transform the globaltechnology space into a stronger, more accurate reflection of the world around us. In partnership with Google, we envisioned this program with bold outcomes in mind –to advance a strategy that leverages Howard’s high-quality faculty and Google’s expertise, while also rallying the tech industry and other thought leaders around theimportance of diversity in business and the communities they serve. Howard West will provide another opportunity for Howard University to offer innovative, world-classlearning experiences to its students, preparing them for work and leadership in the community.

In the pilot, 26 students participated in courses taught by Howard University faculty with the bonus of a Google engineer as an adjunct professor to simulate practical, real-world engineering challenges. Class subjects included Fundamentals of Algorithms, Software Engineering, Machine Learning, Technical Interview Prep and Intro to MobileApplications. Upon completion of the pilot program, 14 rising Juniors applied for internships, and four received offers.

Howard and Google’s longstanding partnership with the Google in Residence (GIR) program is the foundation for Howard West. Since GIR embeds Google engineers asfaculty at Howard and other Historically Black Colleges and Universities (HBCUs), Howard West was a natural and logical next step. The program connects the geographical,academic and cultural divide between declaring a major in Computer Science and landing a job in tech.

Many Howard leadership and faculty helped make this program possible. I would like to extend many thanks to the excellent faculty and staff in the College of Engineeringand Architecture, the Department of [Electrical Engineering and] Computer Science, and the many others that tirelessly supported this effort.”

Howard-Google Partnership

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Faculty Support InitiativesCollege transformation necessitated critical faculty support initiatives

with continuing new and significant efforts

Faculty Startup regularly implemented, along with a process that is in line with that of Research I universities

Faculty monetary/stipend awards for such items as:

successful grant proposals

each Ph.D. graduate

high-impact journal publications with Ph.D. student co-authoring

each society fellowship

undergraduate advising

innovative teaching

Junior Faculty Mentoring consists of monthly meetings with the Dean – to be transitioned to Chair/department level

Major investment in timely Ph.D. graduation

Faculty door signs with photos, class schedules, and office hours to facilitate better student-faculty communication

CEA Newsletter: newly created to facilitate enhanced communication within CEA community

Revamping website: continuous content and appearance upgrades

Administrative review of the APT Process

ABET workshops with external instructor/facilitator

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Physical and Academic Infrastructure AdvancementsOur pertinent accomplishments have been many….

Many more to come!

Enlarged/merged Computer Science computer lab L.K. Downing building student lounge renovation and

enlargement with new furniture Architecture Contour student lounge enlarged and fully renovated Completion of MakerSpace Capital investment in L.K. Downing building HVAC system,

including new individual office units New college building signs on 6th Street and Georgia Ave. for

branding and marketing New Faculty door signs – vastly improving student-faculty

logistical communication. Replacement of Mackey building pavement Transformation/repair of Mackey building parking lot Major infrastructure improvements for NAAB and ABET

accreditation

CEA-wide Laboratory (CLDC) renewal – new computers and updated software

New 3-D printing lab Over 250 new computers with supporting infrastructure ME Computer Lab renewal – with new computers Office of the Dean suite renovated – not funded from CEA

budget Office of Student Services renovated Chemical Engineering main office renovated Civil Engineering main office renovated New professional-grade plotters for Architecture New large office multi-function copiers for departments New world-class Architecture Fabrication Laboratory – space

renovation and new equipment New Architecture Advanced Graphics Laboratory – space

renovation and new equipment

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Notable Faculty Success 15 New Fellow Awards of Professional Societies since 2015 – 21 total fellowships in 13 major professional societies

Several recipients of the NSF CAREER Award

New recipient of the DARPA Young Investigator Award

ASCE Lifetime Achievement Recognition

ASEE Best Paper Award

ASEE Outstanding Teaching Award – Mid-Atlantic Section

Black Engineer of the Year Awards (BEYA) Innovators Award

Carnegie Foundation Fellowship

National Organization of Minority Architects (NOMA) Professional Design Award

National Society of Professional Engineers (NSPE) Engineering Education Excellence Award

Appointment as Member of EPA National Advisory Council

Appointment as Chairman of the Board of Nigeria Electricity Commission (NERC)

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Notable Student SuccessArchitecture

Fourth year Architecture student Huy Bui's project received one of twenty-seven honorable mentions out of 526 projects that were submitted to the eVolo Magazine 2018 Skyscraper Competition.

Chemical Engineering Seniors April Howard, Diwash Bajracharya, and Preety Shakya were the 2017 recipients of the ExxonMobil/AIChE-NCS Award.Chemical engineering student, Simone Stanley, won first place for her presentation in the 2016 AIChE Annual Student Conference in San Francisco, CA, November 14-18, 2016. Mahtab Waseem won second place at the conference for her investigation of “The Potency and Biofilm Activity of Potential PTS Modulating Compounds.” Waseem's research study is funded by a National Science Foundation Research Initiation Award.

Civil and Environmental Engineering Civil and Environmental Engineering Ph.D. student Hamid Ghasemi won first place in the 2018 student paper competition of the American Society of Naval Engineers (ASNE) for his research titled “Atomistic Insight into Anti-Corrosion Role of Graphene as a Coating in Metals: A Molecular Dynamics Simulation Approach”.Florantine Monica Joseph, a graduating senior in the Department of Civil and Environmental Engineering, was recipient of the 2018 National Capital Chapter - American Concrete Institute (NCC ACI) Outstanding Student Award.

Electrical Engineering and Computer Science Computer Science senior David Hill received the Black Engineer of the Year Awards (BEYA) 2018 Student Leadership Award for his outstanding achievements and contributions as a student leader in engineering.

Mechanical Engineering Mechanical Engineering senior Emmanuel Balogun (B.S. ’18), a Mechanical Engineering major, was interviewed for the 2018 Rhodes Scholarship.

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Moving Forward:Maintaining and accelerating progress

Identify or acquire new resources for senior faculty salary increases

Vigorously upgrade physical infrastructure

Construct new laboratories and continue to upgrade existing ones

Renew fundraising infrastructure, to address fiscal challenges

Advance/transform research infrastructure in collaboration with RAS, including pre- and post-award process

Transform the visiting board into one designed to help address college fiscal challenges through fundraising engagement

Develop and implement strategic directions, as a community, that will support our continuous vigorous ascent on the national stage – guided by student success, faculty support, and staff development

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