NIEE Strategic Plan

Mission Statement

  • To develop and foster education, training, and discourse in engineering ethics.

Vision Statement

  • To advance the understanding and practice of ethics within the engineering profession.

The National Institute of Engineering Ethics is committed to the values of:

  • Honesty;
  • Trustworthiness;
  • Cooperation;
  • Communication;
  • Innovation; and
  • Creativity.

To advance its Mission, Vision and Core Values, the National Institute for Engineering Ethics will:

  • Provide materials to prepare students and practicing engineers to be ethical leaders and decision makers, articulate and principled, innovative and confident, and able to think critically with sound reasoning ability;
  • Provide programs in engineering ethics education, research, and communications for students, faculty, staff, and engineers in industry, government and private practice, other professionals, and citizens;
  • Be recognized as an outstanding educational and research institute in the United States and internationally promoting the study and communication of engineering ethics;
  • Be proactive in seeking ways of creating and maintaining an environment where engineers and engineering students feel safe in bringing up ethical issues without fear of retribution;
  • Be engaged in local, regional, state, national, and international activities promoting ethics;
  • Provide a recognized forum for technical/professional societies, corporations, firms and individuals to exchange educational and other information on ethics activities;
  • Serve as a coordinator for ethics conferences, workshops, etc.;
  • Serve as the coordinator of joint and/or special projects in connection with education and understanding of ethical issues in which several of the participating societies and organizations determine to develop together;
  • Serve as a resource for educational and other materials on ethics and various databases for those societies and employers of engineers requesting such assistance; and
  • Provide a forum for participation in international ethics issues and activities.

Goals, Critical Success Factors, & Strategic Objectives

Program Excellence and Recognition:

Enhance recognition of programs in engineering ethics and professionalism at local, state, regional, national and international levels.

Critical Success Factors (measures of the degree of success over the next 5 years):

  • Local, state, and national recognition.
  • External funding of $150,000/FTE/year.
  • Ten premier ethics programs at state, national and international levels annually.

Objectives:

  1. Objective 1.1: Initiate new national programs.

    Strategy:

    • Invite the Ethics Case of the Month Club (national program) to move to TTU.

    Assessment:

    • Ethics Case of the Month Club becomes official program of NIEE.
  2. Objective 1.2: Strengthen and develop quality research programs that address traditional and emerging ethics and professionalism issues for engineering practice and in academia.

    Strategies:

    • Become institutional member of Association of Practical and Professional Ethics.
    • Achieve broader funding base involving multiple organizations.
    • Submit proposals to NSF and other national funding agencies.
    • Submit proposals to other public agencies.
    • Submit proposals to engineering professional and technical societies.
    • Submit proposals to private engineering corporations.

    Assessments:

    • Membership in Association of Practical and Professional Ethics achieved.
    • Number of proposals submitted.
    • Amount of research funding.
    • Number of contracts and grants.
  3. Objective 1.3: Disseminate knowledge and resources, nationally and internationally.

    Strategies:

    • Disseminate knowledge and other information nationally and internationally.
    • Publish (on Paper or Internet) a newsletter and distribute nationally.
    • Send selected newsletters to international ethics centers and researchers.
    • Publish two professional papers annually.
    • Develop and present ten premier ethics programs (state, national, international) annually.

    Assessments:

    • Amount and type of information disseminated.
    • Quality and usefulness of disseminated information.
    • Number of papers published.
    • Number of ethics programs presented.

Partnerships:

Build strategic partnerships and interdisciplinary alliances to enhance the mission of the Institute.

Critical Success Factors (measures of the degree of success over the next 5 years):

  • Develop one new set of ethics resource materials per year.
  • Obtain $150,000/year in multi-disciplinary research funding.
  • Develop 2 relationships with other disciplines related to ethics.
  • Develop 5 relationships with other universities/ethics centers.
  • Develop Relationships with all engineering founder societies.
  • Develop 10 industry alliances.

Objectives:

  1. Objective 2.1: Encourage the inclusion of ethics education in all engineering courses.

    Strategies:

    • Provide engineering ethics materials and resources.
    • Offer to make ethics presentations.
    • Provide web-based ethics instruction programs.

    Assessments:

    • Number of engineers who use the materials.
    • Number of presentations made.
    • Number of other engineering colleges who use our ethics materials.
    • Number of students using web-based instruction.
  2. Objective 2.2: Develop and implement multi-disciplinary and multi-institutional research and education programs.

    Strategy:

    • Expand the influence of the National Institute for Engineering Ethics (NIEE) to other disciplines and institutions.

    Assessments:

    • Number of other disciplines involved.
    • Number of other institutions involved.
    • Multi-disciplinary research funds generated.
  3. Objective 2.3: Show positive results from the college and university commitment of $45,000/year for 5 years toward developing programs of the National Institute for Engineering Ethics.

    Strategies:

    • Use funding effectively to address many of the goals of this strategic plan.
    • Provide reports to the Dean, Provost, Vice President and President on progress made with the support of their commitment during 2001-2006.

    Assessments:

    • Amount of statewide, national, and international recognition achieved.
    • Success factors for the National Institute for Engineering Ethics.
    • Number of new initiatives.
    • Amount of outside funding obtained.
  4. Objective 2.4: Under the NIEE flag, establish joint ventures and continuing education programs for all engineering disciplines.

    Strategy:

    • Establish and develop multi-disciplinary research programs and/or joint ventures involving engineers from all engineering disciplines.

    Assessments:

    • Number and quality of joint ventures developed.
    • Research funding generated.
  5. Objective 2.5: Forge industry and professional society alliances to accomplish and enhance program development.

    Strategy:

    • Establish and continue supportive relationships with the engineering founder societies, including but not limited to the Institute for Electrical and Electronic Engineers (IEEE), American Society of Mechanical Engineers (ASME), American Society of Civil Engineers (ASCE), and the National Society of Professional Engineers (NSPE).

    Assessments:

    • Number of engineering societies involved.
    • Number of practicing engineers and engineering students "reached."

Resources and Infrastructure:

Maintain a quality work force and work environment and maximize the effective use of technology in the delivery of service.

Critical Success Factors (measures of the degree of success over the next 5 years):

  • Staff consistent with teaching, research, service, and other university workload needs.
  • Space available.
  • Endowment to facilitate one strategic hire- $60,000/year.
  • Endowment for adjunct faculty (engineering practitioner) support.
  • Graduate research assistants and/or teaching assistants.
  • Review, evaluate and update our use of technology in a systematic manner, yearly.
  • Performance-salary relationship.

Objectives:

  1. Objective 3.1: Secure endowment for one strategic hire in engineering ethics.

    Strategies:

    • Identify strategic hiring need (both full-time and adjunct faculty).
    • Work with Dean and VP for Development in securing endowed funds.

    Assessment:

    • Amount of endowed funds obtained.
  2. Objective 3.2: Hire additional support staff, including graduate research assistants, research associates, or teaching assistants.

    Strategies:

    • Increase support staff.
    • Increase graduate assistants.

    Assessment:

    • Number of additional support staff and graduate assistants employed.
  3. Objective 3.3: Strategically use technology in the dissemination of knowledge, including appropriate use of distance learning tools.

    Strategies:

    • Develop ethics courses for distance education using Internet and other technology available.
    • Have all members of the Institute staff learn and regularly use distance-learning technology, including but not limited to FrontPage and WebCT.

    Assessments:

    • Number and quality of web-based courses.
    • Staff training and proficient use of web-based technology.

Institute Development and Marketing:

Enhance the fiscal stability through development activities.

Critical Success Factors (measures of the degree of success over the next 5 years):

  • $2 million endowment to support National Institute for Engineering Ethics (NIEE).
  • Baseline annual operations funding of $50,000 annually.
  • Contributions for specific ethics programs and/or joint ventures from individuals, firms, industry, and other organizations.
  • World-class web site for both the Murdough Center and NIEE.
  • Effective communications with constituency.

Objectives:

  1. Objective 4.1: Identify and solicit endowment for programs and for faculty development.

    Strategies:

    • Conduct a study to determine endowment program needs.
    • Develop a list of potential donors.
    • Solicit contributions for endowed programs.

    Assessments:

    • Endowment program needs list.
    • Amount obtained.
    • Use of funds.
  2. Objective 4.2: Develop an annual support program among industry participants.

    Strategies:

    • Identify potential contacts in industry.
    • Nurture and develop relationships.
    • Market materials and services.

    Assessments:

    • Number of relationships.
    • Amount of support acquired.
  3. Objective 4.3: Secure annual support for ethics programs from major professional societies.

    Strategies:

    • Develop contacts in professional and technical engineering societies.
    • Market materials and services.

    Assessments:

    • Number of relationships.
    • Amount of support secured.
  4. Objective 4.4: Secure adequate travel funding for national and international activities.

    Strategies:

    • Identify amounts needed.
    • Identify sources of funding/allocation of funds.
    • Pursue funding.

    Assessments:

    • National and international activities attended.
    • Relationships established and strengthened.
  5. Objective 4.5: Market NIEE via web sites.

    Strategy:

    • Improve the National Institute for Engineering Ethics web site for marketing of materials and services.

    Assessments:

    • Amount of recognition and public relation.
    • Amount of funding raised.
    • Increase in number of products and services.
    • Online purchasing capability.

Tradition and Pride:

Enhance the regional, national and international image of NIEE.

Critical Success Factors (measures of the degree of success over the next 5 years):

  • Significant state, national, or international meetings at Texas Tech.
  • Engineering ethics and professionalism text.
  • Programs that involve state and federal agencies, industry, and professional associations.
  • Presentations each year promoting ethics and professionalism among students, faculty and practicing engineers on campus and at annual meetings of major engineering societies.
  • Professional service in responsible capacity in professional societies.

Objectives:

  1. Objective 5.1: Increase activities that enhance the image of the Institute.

    Strategies:

    • Have one professional staff serve on the NSPE Board of Ethical Review.
    • Each professional serve on one national committee.
    • Each professional serve on one state committee.
    • Have one professional staff serve on the Online Ethics Center Help-line.

    Assessment:

    • Number of committee and other professional service activities.
  2. Objective 5.2: Host regional, national, and international events that enhance the image and reputation of the Center, College, and University.

    Strategies:

    • Co-host College of Engineering "Engineering Ethics Day."
    • Co-sponsor Order of the Engineer Ring Ceremony.
    • Liaison with Ethics Officers Association & Applied Professional & Practical Ethics organization.

    Assessment:

    • Number and quality of above activities.