Murdough Center Strategic Plan

Mission Statement

The Murdough Center for Engineering Professionalism provides engineering ethics and professionalism education, research, and communications to students, faculty, staff, and engineers in industry, government and private practice, other professionals, and citizens in the community, state, and nation.

Vision Statement

The Murdough Center for Engineering Professionalism will be the most widely recognized center of excellence in the nation for promoting ethics in engineering education and practice.

The Murdough Center for Engineering Professionalism will:

  • Prepare students to be ethical leaders and decision makers, articulate and principled, innovative and confident, and able to think critically with sound reasoning ability;
  • Be recognized as the top public educational and research center in the United States promoting the study and communication of engineering professionalism and ethics;
  • Be widely recognized internationally;
  • 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; and
  • Be engaged in local, regional, state, national, and international activities promoting ethics within the engineering profession.

The Murdough Center for Engineering Professionalism is committed to the values of:

  • Honesty and trustworthiness;
  • Ethical leadership which creates and maintains an environment where engineers and engineering students feel safe in bringing up ethical issues without fear of retribution;
  • Ethical autonomy;
  • Cooperation and communication; and
  • Creativity and innovation.

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.
  • Ethics education available to all engineering undergraduate students.
  • Ethics education available to all engineering graduate students.
  • Enrollment of 750/year in the ethics correspondence courses.
  • External funding of $150,000/FTE/year.
  • Three publications per year.
  • Ten premier ethics programs at state, national, and international levels annually.
  • Recruit and hire nationally recognized experts in engineering ethics.

Objectives:

  1. Objective 1.1: Initiate new national programs.

    Strategies:

    • Bring National Institute for Engineering Ethics (NIEE) into the TTU system.
    • Invite the Ethics Case of the Month Club (national program) to move to TTU.

    Assessments:

    • NIEE becomes integral part of TTU and responsibility of the Murdough Center.
    • Ethics Case of the Month Club becomes official program of NIEE.
  2. Objective 1.2: Revise and keep current all developed ethics programs and resources.

    Strategies:

    • Improve and promote campus courses in ethics.
    • Improve and promote correspondence courses in ethics.

    Assessments:

    • Quality of ethics programs and resources.
    • Number of campus students enrolled.
    • Number of non-Texas Tech students enrolled.
  3. Objective 1.3: 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 Texas state agencies such as the Texas Board of Professional Engineers and the Texas Department of Transportation.
    • 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.
  4. Objective 1.4: Disseminate knowledge and resources within the college as well as regionally, nationally and internationally.

    Strategies:

    • Disseminate knowledge and other information to engineering colleges in Texas.
    • Disseminate knowledge and other information nationally and internationally.
    • Publish TexethicS newsletter at least once per year; distribute to all engineering faculty at TTU and at other engineering colleges in Texas.
    • Publish NIEE newsletter Engineering Ethics Update and distribute nationally at least twice per year.
    • Send selected newsletters to international ethics centers and researchers.
    • Publish three 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.
  5. Objective 1.5: Recruit and hire nationally recognized experts in engineering ethics to expand and improve engineering ethics programs.

    Strategies:

    • Hire nationally recognized expert(s) in engineering ethics to further broaden and deepen our research and teaching programs.
    • Develop new programs and increased publications and research funding.

    Assessments:

    • Breadth and depth of existing programs.
    • Number of new programs.
    • Amount of funded research.
    • Amount of published work.
    • Increased reputation of Center and University.
  6. Objective 1.6: Expand graduate level education in engineering ethics and professionalism.

    Strategies:

    • Develop graduate course(s) in engineering ethics.
    • Develop Internet ethics education courses.

    Assessments:

    • Number of new courses.
    • Number of graduate students enrolled on campus and on Internet.
    • Increase in revenue generated from this activity.

Partnerships

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

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

  • One new set of ethics resource materials per year to engineering faculty.
  • $250,000/year in multi-disciplinary research funding.
  • 2 relationships with other disciplines related to ethics.
  • 5 relationships with other universities/ethics centers.
  • Relationships with the engineering founder societies.
  • 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 in selected engineering classes.
    • Provide web-based ethics instruction programs.

    Assessments:

    • Number of faculty 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 common to the Center and the National Institute for Engineering Ethics (NIEE).

    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 Center and 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 develop 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".
  6. Objective 2.6: Promote working relationships with other units at Texas Tech University and at other universities.

    Strategy:

    • Develop and implement multi-disciplinary research programs and/or joint ventures involving philosophers, ethicists, sociologists, theologians, business management and related programs; both within the Texas Tech University System and with other universities.

    Assessments:

    • Number and quality of programs and joint ventures.
    • Research funding generated.
  7. Objective 2.7: Continue ongoing relationships with state and federal agencies.

    Strategies:

    • Continue eleven-year contractual relationship with the Texas Board of Professional Engineers.
    • Continue seven-year contractual relationship with the Texas Department of Transportation.

    Assessments:

    • Number of continuing contracts with TBPE.
    • Number of continuing contracts with TxDOT.
    • Revenue generated.

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: Encourage balanced efforts in teaching, research and service of professional staff.

    Strategy:

    • Develop policies that encourage a balance in teaching, research and service.

    Assessment:

    • Workloads.
  2. Objective 3.2: 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.
  3. Objective 3.3: 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.
  4. Objective 3.4: 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 Murdough Center staff learn and regularly use distance-learning technology, including but not limited to FrontPage and WebCT.

    Assessments:

    • Number and quality of web-based courses.
    • Faculty training and proficient use of web-based technology.
  5. Objective 3.5: Increase professional development for employees.

    Strategies:

    • Encourage employees to devote time and effort to achieve strategic personal/professional goals.
    • Pay for selected professional development activities.

    Assessment:

    • Numbers of programs (or amount of time/funding) employees invest in professional development.
  6. Objective 3.6: Keep abreast of technology in the service of research and instruction and provide necessary equipment and technology.

    Strategies:

    • Attend conferences and programs involving recent developments in education and research.
    • Purchase state-of-the-art equipment for employees.

    Assessments:

    • Number of conferences attended.
    • Demonstration of the implementation of knowledge gained.
    • Type and amount of equipment available.

Center 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).
  • $1.5 million endowed Murdough Chair in Engineering Professionalism and Ethics.
  • 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.
    • Benefit to TTU (direct and indirect).
  5. Objective 4.5: Market the Center and NIEE via the two web sites.

    Strategies:

    • Improve the Murdough Center for Engineering Professionalism web site for marketing of materials and services.
    • Improve the National Institute for Engineering Ethics (NIEE) 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.
    • On-line purchasing capability.
    • Number of hits for Murdough Center web-site and NIEE web-site.

Tradition and Pride

Enhance the regional, national and international image of the Murdough Center for Engineering Professionalism.

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 Center and Texas Tech University.

    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.
    • Each professional serve on one department/college/university 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:

    • Continue Murdough Symposia annually.
    • Co-host College of Engineering "Engineering Ethics Day".
    • Co-sponsor Order of the Engineer Ring Ceremony.
    • Liaison with Ethics Officers Association & Applied Professional Ethics program.

    Assessment:

    • Number and quality of above activities.
  3. Objective 5.3: Assist the College of Engineering Student Engineering Council as needed to establish an Honor Code contingent upon student support.

    Strategy:

    • Encourage and assist in development of a college honor code.

    Assessments:

    • Distribution of program.
    • Student familiarity with program.
    • Measures of program effectiveness.
    • Student and faculty acceptance of the program.
  4. Objective 5.4: Assist the college in development and implementation of a code of ethics for engineering faculty.

    Strategies:

    • Develop draft code of ethics.
    • Conduct faculty survey for evaluation of draft.
    • Finalize code.

    Assessment:

    • Level of acceptance by faculty and administrators.