Strategic Plan  

The Cain Department of Chemical Engineering at LSU is a recognized leader in chemical engineering education, and is one of the oldest and most productive departments in the nation. The department continues to be prolific in providing the highly trained graduates needed in the chemical and petrochemical production facilities located in the Gulf Coast area. It has a strong reputation due to its proximity and firm ties to one of the world's largest concentrations of chemical, plastics, paper, and refining industries—as well as a long history of graduates assuming leadership positions in these industries and allied fields. As an essential component of LSU Strategic Plan 2025 and the College of Engineering's Strategic Plan, the department contributes to the improvement of the university’s reputation by striving to enhance and further strengthen its status as a rising center for research. With this in mind, the department drafted the following strategic planning document.

Mission

The mission of the Cain Department of Chemical Engineering is to provide high quality chemical engineering education and to advance science and engineering through cutting-edge research.

Vision

Our vision is to be recognized as a top-tier department for chemical engineering education and innovative research that broadly impacts science, engineering, industry, and society.

Values

  1. High quality undergraduate education, leading to highly-trained, capable engineers entering the workforce
  2. Progressive and in-depth graduate education and research, leading to positions in academia, government, and industry
  3. Cutting-edge research that positively impacts and improves society

Goals

Goal 1: Increase the faculty FTE to 25 by 2020, with 20 tenure/tenure track positions and 5 PIR/Instructor positions

Strategies

Conduct faculty searches
Retain the current faculty
Merit salary increases
Professorships

Performance Indicators

Number of FTE Faculty

Goal 2: Improve Department ranking, graduate program, and research activity

Strategies

Increase faculty FTE to 25 and retain current faculty
Increase publications per FTE and graduate publications
Increase citations per FTE
Increase research expenditures per FTE
Increase funding to the department
Increase graduate student number and quality
Increase number of American students
Increase number of graduate applications

Performance Indicators

Number of FTE Faculty
Number of publications per FTE
Number of citations per FTE
Research expenditures per FTE
Number of research proposals funded
Number of enrolled graduate students
GRE scores of first year grad students and corresponding performance on qualifying exam
Number of American students
Number of graduate applications

Goal 3: Increase the number of undergraduates engaging in co-ops

Strategies

Offer all core courses each semester
Increase faculty FTE to 25 and retain current faculty
Educate undergraduates on the importance of co-ops
Dedicate personnel devoted to increasing co-op opportunities

Performance Indicators

Number of FTE Faculty
Core course offerings by semester
Number of students engaging in a co-op