2023 SECCM Strategic Plan

IMPACT INNOVATION INSPIRATION

The Strategic Plan of the School of Engineering, Computing, and Construction Management at Roger Williams University

WELCOME FROM THE DEAN

Thank you for taking the time to peruse the strategic plan of the School of Engineering, Computing, and Construction Management (SECCM) at Roger Williams University (RWU). “Impact, Innovation, and Inspiration” documents the areas and specific goals on which our school efforts will focus over the calendar years 2023-2027. Our work will continue to be impactful on students and the broader community. We will continue to be innovative in our approach to all aspects of our operations. We will continue to be inspirational to all partners with our educational and scholarly efforts.

Engineering, computer science, and construction management fields contribute greatly to the overall quality of public life. The roles of these fields in doing so will only increase in the future. Thus, we stress the dynamic natures of the fields and ensure that our faculty, staff, and students continue to be prepared for rapidly evolving challenges. This plan documents ways in which SECCM will do so over the next five years.

Beyond a description of SECCM and an overview of the process followed in developing this plan, we highlight here an assertion of our school’s commitment to diversity, equity, and inclusion, updated mission and vision statements, and goals that will allow us to achieve our mission and make progress toward realizing our vision. We strive to use language that acknowledges the collective effort and ownership of the SECCM community in achieving these goals while simultaneously recognizing the importance of both internal and external partnerships to make them a reality.

As always, your feedback is welcome. Thank you again for your interest in SECCM.

Robert J. Griffin, Ph.D. Dean of the School of Engineering, Computer Science, and Construction Management

INTRODUCTION

The School of Engineering, Computing, and Construction Management (SECCM) is one of seven academic schools located on the Bristol, Rhode Island, campus of Roger Williams University (RWU). Students majoring in the SECCM programs currently account for ~14% of RWU’s total undergraduate population and are split by primary major as ~43% Engineering, ~14% Computer Science (CS), and ~43% Construction Management (CM). It should be noted that the Engineering major requires a specialization, with Mechanical and Civil currently being the most popular ones; the program also offers several minors. Computer Science offers Bachelors of Arts and Bachelor of Science (BS) degrees and a minor. The CS program also requires specialization for its BS students, with Data Science currently being the most popular plan. In addition to a BS degree, CM offers a minor predominantly in demand from Architecture students.

The administration of SECCM includes Dean Robert Griffin, Associate Dean B. Gökhan Çelik, and three professional staff members. They work with twentyone full-time faculty members and several adjunct faculty members to deliver the curricula and manage and improve the operations of the school; these faculty members include three individuals who act in the roles of academic program coordinators. A typical teaching load is seven courses per academic year, but several mechanisms (grants, sabbaticals, extra service, etc.) exist to reduce the teaching load. Faculty responsibilities also include service (advising students, serving on faculty senate committees, participating in professional society activities, etc.) and performing scholarly activities.

The scholarly research performed by SECCM faculty members – in collaboration with RWU students, other RWU faculty members, and external partners –reflects the breadth of our programs and the diversity of our faculty interests. Research areas range from data science to programming to network security, from building information modeling to sustainability to estimating, and from sensor development to transportation infrastructure to alternative energy and beyond. Many SECCM faculty members are invested in pedagogical development, innovation, and assessment, including the scholarship of teaching and learning.

The faculty, staff, classrooms, and laboratories of SECCM are housed in two buildings on the RWU Bristol campus. The shared facilities in what is known as the SECCM building include several faculty offices, a conference room, a specialized classroom/mock board room for the CM program, multiple classrooms (including one with computational infrastructure), storage, and a Civil/Environmental Engineering laboratory currently shared with the Forensics program (in the RWU School of Justice Studies). The Richard E. Bready Applied Learning Laboratory (also called the SECCM Labs Building or SELB) opened in January 2020. It houses collaborative student spaces (including project rooms, an Engineering design space, and an Innovation Laboratory), several laboratories (materials laboratories for both Engineering and CM; an electronics laboratory; a fluid mechanics laboratory; an emerging technologies laboratory for CM; and a computer laboratory), two small conference rooms, and several offices that house faculty, staff, and administrators.

This report highlights the SECCM Strategic Plan for 2023-2027, “Impact, Innovation, and Inspiration,” which includes a description of the process followed in the plan’s development, a SECCM commitment to diversity, equity, and inclusion (DEI), updated mission and vision statements for SECCM, and a series of strategic goals (grouped by theme) for the next five years. The strategic planning process began with the arrival of Dean Griffin at the start of the 2021-2022 academic year. The Dean met individually with each faculty and staff member, as well as various other collaborators, including RWU administrators and SECCM alumni and students, to discuss the strengths and weaknesses of SECCM and RWU, as well as the issues viewed as most critical. Following this, Associate Dean Çelik (appointed January 2022) and Dean Griffin conducted a survey asking for faculty input on the previous mission and vision statements and convened a small group of faculty members to perform a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis at the SECCM level. Based on these efforts, the Associate Dean and Dean developed the first drafts of the DEI statement and the updated mission and vision statements. Faculty had the opportunity to comment on all three drafts, and updated DEI, mission, and vision statements were crafted in response. Similarly, strategic goals (in line with broader RWU strategic goals) were identified upon consultation with numerous partners and were refined with input from faculty members and other invested parties, including members of our professional advisory boards. The results of these efforts are described here.

COMMITMENT TO DIVERSITY, EQUITY, AND INCLUSION

The School of Engineering, Computing, and Construction Management is committed to promoting and celebrating the differences that contribute to the vibrancy of our community, fostering a space where all individuals can be their authentic selves, and following practices that allow and empower all community members to thrive.

MISSION

To prepare our students to be ethical and technically proficient leaders who can make an impact on our world.

Prepare

SECCM faculty members aspire to go beyond standard pedagogical techniques to match the learning needs of our students. Our dedicated faculty use hands-on laboratories, problem-based and project-based learning, and interdisciplinary approaches, including incorporating social sciences and liberal arts into degree requirements, to facilitate learning complex technical topics. SECCM evaluates and responds to a changing market and culture through continual assessment and improvement of existing offerings and establishment of new programs. SECCM recognizes that experiences outside the classroom or course-based laboratory also contribute to student education. Our faculty and staff provide extracurricular pursuits that aid in furthering our students’ technical and professional development, volunteer opportunities that allow students to utilize their skills to aid those in need, and research activities that underscore the dynamic nature of our fields.

Ethical

Ethical behavior, both professional and personal, is discussed in SECCM courses throughout the curricula. Faculty and staff set positive examples for students by continuously demonstrating the highest levels of integrity. Members of the SECCM community recognize the importance of strong moral principles and consideration of factors beyond the financial bottom line – including human capital and environmental stewardship.

Technically proficient

SECCM curricula require our students to demonstrate an understanding of rigorous fundamentals in science, mathematics, and domain-specific areas. Regardless of their program, SECCM students participate in a senior capstone experience that requires their application of theories and skills learned throughout their curricula.

Leaders

Leaders in the fields of engineering, computer science, and construction management have abilities beyond technical skills and are not constrained by a simple definition of ’leaders lead people.’ SECCM students are flexible and solve problems creatively using strong skills in written and oral communication, time management, organization, and teamwork; these skills are honed throughout the SECCM degree programs. The SECCM degree programs also prepare our students to lead in areas outside of the technical professions. SECCM students, faculty, and staff are lifelong learners and lead by example.

Impact on our world

SECCM graduates create designs, products, and processes that improve the quality of life of the public. They also develop innovative solutions that address critical societal needs in responsible and effective manners.

VISION

To be a creative and inclusive academic community that provides state-of-the-art scholarly opportunities in areas that support RWU’s strategic efforts.

Creative

SECCM will take advantage of ever-improving technology and changing consumer demands to be increasingly resourceful in pedagogy, student capstone activities, and research. SECCM will encourage and celebrate those who think successfully outside the box.

Inclusive

The demographics of our student body, faculty, and staff will reflect those of the broader greater regional, national, and global communities. Members of SECCM, however, also recognize that diversity is defined by more than factors that can be observed by sight or sound. Regardless of background or beliefs, all will be welcomed warmly to SECCM.

Academic

Our core efforts will continue to be associated with education and the creation of new knowledge.

Community

Students, faculty, staff, and alumni are viewed not only individually but also as part of a collective. We will value curiosity, professionalism, and compassion. We will be proud to be affiliated with SECCM and its activities.

State-of-the-art

Faculty will utilize proven and cutting-edge pedagogical approaches in the instruction of our students. We will create or update facilities to enable learning and discovery in modern, efficient spaces.

Strategic efforts

We adhere to and support RWU efforts related to academic excellence and engaged learning and discovery, including in interdisciplinary efforts related to SECCM programs. These include but are not limited to Sustainable Oceans and Coastal Futures, Real Estate, STEM Education, and Entrepreneurship. We will capitalize on our location near major urban areas and on the Rhode Island coast to provide exciting out-of-the-classroom activities and to direct research efforts that will benefit our community.

STRATEGIC GOALS

The School of Engineering, Computing and Construction Management (SECCM) at Roger Williams University (RWU) has identified several goals that will enable us to achieve our mission and progress toward realizing our vision. These goals – consistent with the strategic plan of RWU – are categorized into three broad themes – Student Experience; Diversity, Equity, and Inclusion; and Visibility and Engagement. They constitute the core of “Impact, Innovation, and Inspiration.” These themes and goals, by necessity and design, are related and inextricably linked. Annual reviews of our goals – and our progress towards achieving them – will occur and be documented.

The goals described in this strategic plan – “Impact, Innovation, and Inspiration” – also require investment beyond what is available based on current RWU-level budget models, even when cost-saving measures are enacted and future possible income streams are considered. Because of the critical role of these financial, personnel, and infrastructure needs in achieving our goals, detailed resource development plans are described in an appendix.

Theme 1 – Student Experience

The faculty, staff, and administration of SECCM are committed to the success and well-being of our students. Our innovative curricula and experiential opportunities inspire our graduates to impact their personal and professional communities positively.

Goal 1.A

To provide undergraduate programs that are flexible and robust enough to meet the dynamic needs of an everchanging world.

We must retain accredited status for our three BS programs, with robust curricula that provide students the skills needed to enter the technology workforce or continue their technical education. We will work with external partners to ensure that our curricula continue to meet their needs. We understand that student preferences, external factors such as climate forcing, and technological advancements shape not only our fields of study but also the design and delivery of our curricula. To attract and accommodate students with interdisciplinary interests and in line with RWU’s strategic priorities, we will offer more flexible curricula, potentially including free electives, creation of cross-program and cross-school minors, generation of new engineering and computer science specializations, and development of domain tracks for construction management. Similarly, we will continue contributing to campuswide undergraduate and combined undergraduate-graduate interdisciplinary programs such as Real Estate, Sustainability, Data Science, and more.

STRATEGIC GOALS

Goal 1.B

To participate in graduate education at RWU through interdisciplinary campus curricula and identifying and creating SECCM graduate certificate and degree programs where appropriate.

We honor our history, in which our programs focused predominantly on undergraduate education. However, the potential establishment of graduate programs (interdisciplinary certificate and master’s level) aligned with the evolving needs of the industry and society in niche markets will strengthen and enhance the profile of our undergraduate programs by exposing our students and faculty to advanced topics and outside-the-classroom co-curricular activities. When aligned, we will contribute to campus-wide combined undergraduate-graduate and graduate interdisciplinary programs, including but not limited to, for example, graduate programs in Real Estate. These programs will allow us to support potential graduate students seeking guidance, knowledge, and credentials to advance or alter their careers. We will work collaboratively to ensure that any graduate education efforts in SECCM meet the needs of external partners.

Goal 1.C

To promote student involvement in SECCM and RWU co-and extra-curricular activities.

Co- and extra-curricular activities outside the classroom – both related to a student’s major and not – increase students’ chances of long-term success by developing critical skills that are highly valued by employers and graduate schools, such as communication, leadership, teamwork, and time management. We will collaborate with on-campus partners to seek additional financial support for our SECCM-based activities, encourage student participation, and consider forming new clubs to address current gaps in our offerings.

Goal 1.D

To grow research opportunities for SECCM students.

Student research is a strong pedagogical approach that instills in students increased drive, perseverance, and curiosity; such experience also provides insight into potential paths toward advanced degrees and careers in research and development. Furthermore, by presenting research findings at conferences and publishing them, we will increase the visibility of SECCM. We will facilitate these activities with financial and programmatic support in collaboration with broader RWU offices.

STRATEGIC GOALS

Goal 1.E

To recruit and retain a committed and qualified body of SECCM students.

The predicted decline in enrollment of traditional college-aged students at RWU due to the ‘demographic cliff’ requires us to explore innovative ways to interact with both traditional and non-traditional prospective students, including working closely with on-campus admissions teams and guidance counselors. In addition, once a student is enrolled, we must continue to monitor and support them, for example, through enhanced tutoring availability, to ensure their success and retention across all SECCM programs.

Goal 1.F

To facilitate the career development of SECCM students.

One of the primary missions of the SECCM faculty and staff is to ensure that our students are ready for their next step after RWU – whether this is additional education or full-time employment. This can occur through internships and externships during which students connect their on-campus learning with the real world. We will collaborate with partners – such as the Center for Career and Professional Development internally as well as hiring industries and institutions that offer relevant graduate degrees externally – to achieve this; we will also engage our Professional Advisory Boards for their assistance. We seek to increase the number, breadth, and quality of internship, externship, employment, and graduate school opportunities for our students.

Goal 1.G

To increase the number and breadth of international learning opportunities for SECCM students.

Technology continues to make the world a smaller place, and the ever-changing demographics of the regional, national, and global population make cultural understanding and sensitivity paramount. Exposing SECCM students and faculty to international activities will increase these capabilities within our community. By working with the RWU Spiegel Center for Global and International Programs, for example, we will make it easier for students to study abroad by identifying specific courses at vetted programs that will transfer for credit in place of specific courses within our curricula and by developing corresponding memorandums of agreement. We will also identify credit-bearing summer and winter courses abroad that meet a curricular requirement, seek grants for study abroad capacity-building projects, and investigate faculty and student international exchange programs for both courses and research.

STRATEGIC GOALS

Theme 2 – Diversity, Equity, and Inclusion

The faculty, staff, and students of SECCM recognize the importance of using innovative mechanisms to create an atmosphere where all are welcome and feel a sense of belonging. In line with broader RWU efforts and in collaboration with partner offices, we will increase the knowledge and appreciation of the impact of diversity in our fields, inspiring our community for similar impact. Here, we reiterate our commitment to Diversity, Equity and Inclusion:

The School of Engineering, Computing, and Construction Management is committed to promoting and celebrating the differences that contribute to the vibrancy of our community, fostering a space where all individuals can be their authentic selves, and following practices that allow and empower all community members to thrive.

Goal 2.A

To foster a welcoming atmosphere in which all SECCM community members feel a strong sense of belonging.

A sense of belonging – or a feeling of acceptance, inclusion, and support – for all members of an academic community encourages participation, improves performance for students, and increases the likelihood of longterm engagement for all interested parties. SECCM will make efforts to ensure that all members of our community – regardless of their background or affinity – feel welcome through faculty and staff training, programs highlighting the diversity of our fields, and efforts to increase the inclusivity of our community.

Goal 2.B

To foster a gender-inclusive community by actively recruiting and welcoming more female-identifying and non-binary individuals.

We recognize that participation in engineering, computer science, and construction management historically has been dominated by individuals that identify as male. This distribution still exists within the SECCM so we must take constructive, deliberate steps to change it. Examples include but are not limited to providing enhanced support to clubs such as the Society of Women Engineers and Women In Construction, actively engaging with diverse high school students through RWU admissions efforts, and encouraging applications to external scholarships and pursuing creation of internal scholarships that have the intent of promoting gender-inclusivity.

STRATEGIC GOALS

Goal 2.C

To diversify our community toward reflecting the heterogeneity of the greater regional, national, and global populations.

We recognize that, historically, participation in our fields has been skewed towards individuals that present as White and that this distribution also still exists within the SECCM programs. Again, we will take constructive, deliberate steps to change it. We acknowledge that diversity encompasses a wide range of identities, including but not limited to those related to religion, sexual orientation, learning differences, physical differences, and others, and we strive to create a community that more fully represents and welcomes this diversity. Initially, we will focus on increasing the representation of people of color and international origin. We will do so in ways analogous to the previous goal – for example, promotion of student groups, admissions activities, and generation of scholarship support. At the same time, we will continue building infrastructure to ensure every member of our community has a strong support system in place while in SECCM.

Theme 3 – Visibility and Engagement

Stories of our success must be communicated effectively internally and externally. Sharing our stories inside and outside of the SECCM further develops our sense of community. Spotlighting related activities increases the population impacted and inspired, leading to even further growth and innovation.

Goal 3.A

To communicate strategically to strengthen SECCM’s impact.

The impact of our activities increases when the broader community is aware of their occurrence. We will seek to communicate these activities far and wide in an effort to expand SECCM’s brand recognition; this will be achieved through social media activities, newsletters, displays in the building lobbies, outreach activities including oncampus recruitment events, and an improved internet and social media presence.

Goal 3.B

To increase engagement of SECCM alumni and friends across all of our programs to benefit the broader SECCM community.

While the faculty and staff of SECCM are dedicated to the success of our students, the power and reach of the SECCM experience are magnified by the involvement of alumni and external friends in activities that include membership on advisory councils, networking, guest lecturing, curricular feedback, and career development.

APPENDIX - SUPPORT AND DEVELOPMENT OF RESOURCES

A. People

SECCM must recruit and retain exceptional and diverse faculty and staff to support our students and the broader goals and mission of SECCM and RWU. These individuals are likely among the most inspirational and impactful members of a student’s network, especially when they employ innovative pedagogical or research techniques. Therefore, in support of our strategic goals, we seek:

A.1.

To increase the staff size in SECCM to continue supporting a growing student body and faculty.

As with the engagement of alumni and friends, an increase in staff will further enable SECCM to expand our support of the student body. Specific areas of need include marketing/communication specific to SECCM, student advising, and laboratory support.

A.2.

To augment the full-time faculty in SECCM by recruiting and retaining high-quality teacher-scholars.

A hallmark of the SECCM experience is the personal relationship that develops between a student and a faculty member, both inside and outside the classroom. As our student population and scholarly impact continue to grow, corresponding increases in faculty size are necessary. At a minimum, over the next five years, we expect two additional faculty in CM, one in CS, and one in engineering. This will reflect a 33% increase in the number of SECCM faculty members since the inception of this strategic plan; this growth should occur regardless of the efforts to establish chaired professorships discussed below.

APPENDIX - SUPPORT AND DEVELOPMENT OF RESOURCES

B. Financial Resources and Physical Infrastructure

Realizing the goals outlined here also requires ample financial resources and modern physical infrastructure. Activities can be more impactful, innovative, and inspirational when resources are less constrained. Therefore, in support of our strategic goals, we seek:

B.1.

To maintain state-of-the-art physical resources available to SECCM in support of our efforts to provide a first-rate experience for faculty and students.

In order to achieve SECCM and RWU goals, infrastructure must be upgraded and renewed continually. We will work with campus partners (Facilities, IT, etc.) to expand and modernize space, provide contemporary computational and experimental equipment, and increase funds to enable research activities.

B.2.

To increase philanthropic activity to support the School’s mission and vision by achieving the following advancement objectives.

B.2.1.

To receive a gift to name the School of Engineering, Computing, and Construction Management and gifts to name each of its individual programs.

Naming a school and/or program increases visibility – to the RWU alumni community, other schools offering degrees in our areas, and the local community. It also brings prestige and financial support in a variety of ways specified by the donor.

B.2.2.

To receive gifts or grants to remodel and name existing laboratory and teaching spaces and replace any aging laboratory equipment to sustain modern pedagogy and research.

It is imperative that we continue to invest in state-of-the-art equipment and modern physical spaces to ensure that our students learn and perform research with infrastructure that reflects current pedagogical and technical approaches.

B.2.3.

To receive gifts that allow the establishment of a minimum of three chaired/endowed professorships to enable the recruitment and retention of excellent faculty.

Chaired professorships often bring discretionary funding (from the release of salary funds or endowment annual payout). This could facilitate the recruitment of new faculty (see above), as a portion of this funding could be used as a signing bonus for new faculty members to enhance research and travel opportunities beyond what is possible using RWU resources alone. At the more senior level, these chaired professorships could be used as a countermeasure to prevent excellent faculty from seeking other jobs or being recruited by other institutions. Similar to the naming opportunities, these professorships offer enhanced levels of visibility and prestige.

APPENDIX - SUPPORT AND DEVELOPMENT OF RESOURCES

B.2.4

To receive gifts to establish scholarships and similar programs that aim to diversify our student body.

Our fields historically have been the domain of white men. However, we recognize that inclusivity breeds creativity. Our industrial partners consistently seek a diverse pool of candidates when recruiting our students. Diversifying our student body often will require additional financial assistance to make covering the cost of a private college education feasible.

B.2.5

To receive gifts to enable increased research activity by SECCM faculty.

SECCM faculty require funding to support teaching releases, supplies, equipment, travel, and student stipends associated with research. These requirements are often larger than those available from internal RWU sources, but faculty have limited bandwidth for generation and submission of large grants to external funding agencies.

B.2.6

To receive gifts that allow for discretionary usage by the Dean to support student travel and other experiential learning opportunities.

The Dean frequently receives requests for funding for unique expenses. While every effort is made to accommodate these requests, the availability of discretionary funding would enable the Dean to provide more favorable consideration of these requests, thereby enhancing the experience of SECCM students.

B.2.6

To establish development programs with industry partners to allow interested faculty members to secure paid summer positions and to provide industry with additional training and development opportunities.

SECCM faculty members have varying levels of professional experience outside of academia. Professional development programs that allow faculty members to stay current with industry trends and best practices within their field, specifically within the context of companies that employ our graduates, will ultimately benefit our students by enriching the faculty member’s pedagogy and research. SECCM could also offer industry training/testing programs that utilize our unique expertise and laboratories to support our industry partners and professionals.

Roger Williams University and Roger Williams University School of Law do not discriminate against any person on the basis of race, color, religion, national or ethnic origin, age, sex, sexual orientation, gender expression or identity, disability, veteran status, or any other legally protected basis in admission to, access to, employment in, and treatment in its programs and activities.