Prioritized Strategic Goals for the School of Engineering and Technology
Draft of December 9, 2003
1. Enrollment
2. Continuous Quality Improvement
3. Marketing
4. Facility Enhancement
5. New Disciplines/Programs
6. Outreach Activities
7. Resource Enhancement
8. Engineering
9. Research
10. Reorganization
11. PhD in Technology
1. Double the Enrollment Over the Next 7-10 Years
In consideration of its’ position as the only public School of Engineering and Technology in Connecticut, it is imperative that the School of Engineering and Technology focuses on enrollment, both in total numbers and in a share of CCSU’s student population. The high demand for technology/engineering graduates is and will be far beyond the number of graduates from all CT higher education institutions within all technical disciplines. This is not the case in most other fields of study. Current facilities can accommodate increased enrollment without major capital investment. Recruitment among under-represented groups will, however, require the formulation of appropriate targeting strategies. Finally, the School of Engineering and Technology’s position within CCSU/CSU must be enhanced to reflect the stance of technology in modern society.
2. Implementation of Effective Mechanisms of Continuous Quality Improvement
Within the rapidly changing technological/engineering disciplines, it is extremely important that all degree programs are continuously evaluated, modified and improved. Continuous assessment and conformity with industry and advanced research standards are not only imperative vis-à-vis accreditation endeavors, but essential in providing students with the highest quality, state-of-the-art education. The aim is to enhance the school’s image and provide evidence of the effectiveness of continuous improvement within each degree program, coupled with the assurance of conformity to prestigious national accreditation standards.
3. Launch a Permanent Marketing and Promotion Program
Higher education today has become a highly competitive marketplace in a battle for the brightest, well prepared, dedicated and talented students. Overall, good students bring programs up. Therefore, besides having a quality “product” it is important that the educational offer meets the needs and expectations of employers and, finally, that prospective students are aware of this opportunity. Persistent and effective promotion actions are integral to the marketing effort. The school will need to strive for recognition not only in Connecticut, but throughout New England.
4. Promote and Support Faculty Enhancement
There are no successful universities without extremely well educated, experienced, dedicated and student oriented faculty. Excellent faculty (along with quality programs and good students) create the necessary synergy for the desired educational environment. In an ever-changing technological world, faculty face a permanent challenge in remaining current within the discipline. Besides a highly selective hiring process and dedicated research support, diverse faculty advancement programs and support are essential to sustain faculty success through self-development.
5. Conduct Needs Monitoring and New Program Development
It is essential that newly developed programs result from the careful and precise prediction of CT needs and global trends. New, or even modified programs, must be planned and subsequently assessed with respect to the extent that they increase total student enrollment within the School of Engineering and Technology. New program initiatives must target new students that might not otherwise enroll in a School of Engineering and Technology program. It is important that the school maintains and protects a full spectrum of academic offerings (technology, engineering technology and engineering) within each discipline represented in the school. The constantly updated planning and development process must ensure that it will draw new students with the implementation of any proposed program, and avoid competing with, or duplicating existing programs. Existing programs require routine reassessment and, if necessary, termination or modification.
6. Enhance Outreach Activities and Community Involvement
In today’s constantly evolving and highly competitive environment, it is important to adopt a creative approach in enhancing outreach activities, as well as, developing links and interdisciplinary programs with other schools. Establishing and cultivating good and effective relationships with both the community and other educational institutions has to remain as one of our major efforts. Each program will develop various forms of cooperation with neighboring towns in addition to traditional constituencies such as industry, students, parents etc.
7. Actively Strive for Resource Enhancement
Close cooperation with industry, such as participation in a common research project or educational activity, can result in access to industry facilities, including rent, lease or donation of state-of-the-art equipment. It is essential that cutting edge laboratory equipment represent each of the disciplines comprising our school. A pro-active approach to grant writing will precipitate the necessary funding for program development research, for lab enhancement and, sometimes, for a student/faculty project. Various forms of support and assistance mechanisms will be adopted to encourage and help in faculty grant writing. The goal would be at least one major grant per program.
8. Expand the Academic Mission for Engineering and Change the School’s Name
The School of Engineering and Technology’s new engineering program(s), if developed within the next 3-5 years would aid in the growth of the school, and provide an affordable engineering option to prospective students. Engineering program(s) development will up-grade the school’s status, and justify the currently desired name change. With the new engineering offer, it is fundamental that the school protects the long-standing and well established mission of serving a highly diverse population, continuing to offer traditional technology and engineering technology programs along with the new engineering options. Implementing a pre-engineering program in the school, will be the first step to developing a full engineering program.
9. Implement and Promote Research Activities
In modern technology/engineering education, life-long-learning of the faculty is a demand. Research is necessary to enforce faculty development and enhance class and lab teaching. In order to professionally assist and encourage faculty to perform research, a number of new measures and incentives need to be adopted in the School of Engineering and Technology. Student/faculty research activities must also be enhanced and endorsed.
10. Reorganization of the school
The reorganization of the School of Engineering and Technology into departments with the same content areas will bring together faculty working within the same discipline, and facilitate cooperation among them. In addition, re-organization will enhance program governance and help to avoid unnecessary duplication and overlapping in the academic offer. The organizational structure will give our programs visibility as prospective students will clearly be able to identify them. It is also essential that the school comprise applied sciences in order to fulfill its mission of providing comprehensive education in applied sciences, technology and engineering.
11. Ph.D. in Technology
It is vital for the School of Engineering and Technology and its future to maintain the full spectrum of programs in technology, engineering technology and engineering in all content area departments. Recruitment of qualified and dedicated faculty, capable of teaching and maintaining technology programs, is essential to the mission of the School of Engineering and Technology. Participation in the consortium offering the PhD in Technology, or in the future offering an independent PhD.degree program, should provide a venue for many graduates of the master’s programs, and also assist in the recruitment of talented and qualified faculty.
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