WOLF PACK INNOVATION: Strategic Plan 2023-2027

The College of Engineering is a highly respected organization with a long history of excellence in education, research and innovation in engineering and computer science. However, the rapidly changing landscape of the engineering and computer science fields, as well as the evolving needs of students and employers, made it essential to develop a comprehensive strategic plan to guide the college's future growth and success. To secure this future success, the strategic plan has a framework of five operational pillars, the fifth being research and creative works. 


Planning process

The University completed its strategic plan, Wolf Pack Rising, covering the period of 2023 to 2027, which the NSHE Board of Regents unanimously approved on June 10, 2022. Aligning strategic goals at the college/unit level is foundational to achieving the University’s vision. Therefore, the College of Engineering sought to develop a strategic plan that is in alignment with Wolf pack Rising, while addressing internal and external market priorities specific to the field. The College followed a phased approach to construct its strategic plan:

Phase 1

Plan development began in November 2022, with Grant Thornton advisory firm convening a select group of external stakeholders, including federal agencies, Association of American Universities (AAU) engineering deans and National Academies of Engineering members. 

Phase 2

Grant Thornton report disseminated to faculty, staff and other stakeholders for review and confidential feedback.

Phase 3

A second workshop, conducted by Association Dynamics consulting firm, occurred in March 2023 with a group of in-state stakeholders, including NSHE regents, industry leaders, members of K-12 institutions, community colleges, on-campus faculty, staff, students and alumni.

Phase 4

The College makes the plan public on the College of Engineering website.



The mission of the College of Engineering is to provide students with a rigorous, hands-on education in engineering and computer science that prepares them to solve real-world problems and become leaders in their field.


The vision of the college is to be a world-class institution for education, research and innovation that drives economic growth and social progress.


The college’s strategic plan includes specific goals and objectives for each operational pillar and maps to the University’s goals as outlined in the University of Nevada, Reno Strategic Plan. These goals include achieving global recognition for academic excellence, increasing research funding and publications, expanding partnerships with industry and government, enhancing diversity and inclusion initiatives, and increasing community engagement and outreach.


Operational pillars

The College of Engineering offers a globally competitive education and programs that serve the state of Nevada in alignment with the University's role as a land-grant institution in the state of Nevada. The strategic plan is organized around five operational pillars: student success; community outreach and engagement; global and inclusive excellence; community of scholars; research and creative works. 


Student access and success

We focus on enabling pathways for engineering success to all students within the Pack

  • Focus on student success
  • Increase access to higher education
  • Increase wellness, social belonging, pride and lifelong connections with the University
  • Accelerate the use of digital technology in delivery of education
  • Prepare the future workforce through the co-ops and internships

Morrill "inspired" student engagement

We seek to recruit, inspire and retain students to become engineers within the state and to meet/accept them where they are academically 

  • Increase engagement with university — industry, alumni, parents and friends
  • Focus on philanthropy
  • Establish a corporate service and training center
  • Establish “fast track” advanced degree and certificate programs
  • Develop a student employability plan inclusive of internships and service learning
  • Expand partnerships and services to improve local, state and regional economies

Read more about the Morrill Land Grant College Act of 1862.


Global, inclusive excellence

Serve as a global research university dedicated to excellence in education, research, service and outreach

  • Increase the University's position and reputation in national and global rankings
  • Enhance the international market of the corporate training and service center
  • Develop at least one key academic partner in each of the following regions: Indian subcontinent, Southeast Asia, China and Pacific Rim, Middle East, South America and Europe
  • Host international scholars, conferences and visitors

Community of scholars

Have globally and domestically recognizable scholars, known for either their research (Nobel-level prize) or their teaching and service (AACU) or both with national awards recognized by all.

  • Achieve University-wide teaching and learning excellence through the Center for Research on Teaching and Learning Excellence and the Center for e-Learning Support and Development
  • Enhance the connection and networking of campus faculty and staff organizations
  • Increase number of and enhance support for tenure-stream faculty, including endowed positions
  • Enhance faculty teaching and scholarship visibility and reputation
  • Invest in administrative and professional staff

Research and creative works (research pillars)

  • Resilient supply chains, lithium and critical materials
  • Equitable infrastructure
  • Cyber-protected information and communication technology
  • Sustainable, net-circular, green and recyclable world
  • Unmanned vehicles — the new space frontier

For details on the research pillars and recent research, see our research pillars page