Mission

Vision

The Construction Management Technology program will be the source of choice for local, regional, and national providers of the built environment for ethical, industrious, competent, and technically proficient industry leaders of tomorrow.

The Construction Management Technology program will be the workplace of choice for industry-seasoned faculty serving as teachers, advisors, and mentors to our students.

Core Values

Diversity – We respect others and value diversity of opinions, freedom of expression, and other ethnic and cultural backgrounds.

Integrity – We are committed to the principles of truth and honesty, and we will be equitable, ethical, and professional.

Service – We believe that serving others is a noble and worthy endeavor.

Intellectual Freedom – We believe in ethical and scholarly questioning in an environment that respects the rights of all to freely pursue knowledge.

Excellence -We seek excellence in all our endeavors, and we are committed to continuous improvement.

Stewardship of Resources – We are dedicated to the efficient and effective use of resources. We accept the responsibility of the public's trust and are accountable for our actions.

Strategic Goals, Critical Success Factors, Objectives, and Strategies

Goal 1. Access and Diversity: Recruit, retain, and graduate a larger, more academically prepared, and more diverse student body.

Critical Success Factors:

• Increase the number of undergraduate students by sixty to a total of 250
• Lower division Program to be developed in Tulsa.
• Obtain Three Additional Faculty
• Increase Annual Upper division Entrance Limitation to 45 Students
• Increase diversity of the student body and faculty in proportion to the State's population
• Increase female enrollment in CMT from 5% to 10%

Objectives:

• Publicize the research documenting a 6,000 student annual national shortfall of construction management majors.
• Publicize starting salaries exceeding many engineering degree starting salaries.
• Publicize that construction management graduates often are entrepreneurs and create jobs.
• Support the College of Engineering Architecture and Technology recruiting efforts.
• Enlist the assistance of the CMT department’s Construction Management Advisory Board (CMAB) in recruiting.
• Support the CEAT recruiting efforts with special emphasis on underrepresented groups.

Goal 2. Academic Excellence: Provide Increased Breadth to Curricula by Increasing Options of Emphasis for Student Elective Courses

Critical Success Factors:

• Add Course(s) to Support Residential Option
• Add Course(s) to Support Mech/Elec Option
• Add Course(s) to provide Depth to current Heavy/Highway Option
• Additional financial resources to allow each faculty member annual professional development in area of option expertise.
• Overall instructor and course evaluations of 3.25 on a 4.0 scale
• 25% of faculty conducting professional development/continuing education courses each year
• Every faculty member to be engaged in at least one, on-campus or off-campus research or outreach program, or off-campus consulting.
• 100% of graduates having internships.
• 40% of students having involvement in CMT professional society activities
• All undergraduates employed within 90 days of graduation.
• Increase percentage of students passing the Certified Professional Constructor Qualification Exam

Objectives:

• Finalize proposal for department changes including a specification of resources and faculty required to accomplish the plan.
• Develop undergraduate program outlines and course descriptions.
• Develop a communications plan to inform current students, alumni, and the general public about the proposed changes.
• Provide Student CPC QE Review sessions.

• Develop and implement a program to make the changes necessary to satisfy OSHRE.
• Publicize the availability of the new options.
• Develop and implement a plan to insure continued TAC/ABET accreditation.
• Work with ABET to accomplish a smooth transition.

Goal 3. Engagement: Provide programs and services that disseminate knowledge and skills and enhance the built environment and therefore, the quality of life.

Critical Success Factors:

• Present at least one course with to industry each year that emphasizes the importance of continuing education to the construction industry.
• Promote the Student Construction Management Construction Company as a philanthropic organization of student involvement in the local community.

Objectives:

• Identify opportunities to provide CMT courses, seminars, or presentations to industry organizations, construction companies, or trades.

• Identify opportunities for community involvement by the student organization, the Construction Management Construction Company.

Goal 4. Technology: Benefit from the use of technology in the delivery of services.

Critical Success Factors:

• Maintain a quality Internet presence, thus publicizing CMT department.
• Establish at least 3 courses having a fairly extensive Internet or technology based support component.
• Minimum of One Additional Faculty to deploy internet courses

Objective:

• Provide reduced teaching loads for faculty developing Internet learning components.
• Request additional funding to develop the use of technology in the classroom.

Goal 5. Partnerships/Collaborations: Build strategic partnerships and alliances with external entities.

Critical Success Factors:

• Service agreements with industry, trade, and union organizations to provide courses to their constituencies, thus publicizing CMT department.

Objectives:

• Identify partnerships that would help to increase enrollment due to state and national publicity.

Goal 6. Human Resources and Infrastructure: Maintain a quality workforce and work environment.

Critical Success Factors:

• 2 new faculty positions for additional program options and program growth.
• 1 new faculty position for engagement, technology, and partnerships.
• 1 new staff position.
• Maintain and fund staff training and development

• Recruit faculty who can make an immediate contribution to the new program options, program engagement, program technology, and program partnerships
• Obtain additional office space for new faculty and staff.
• Each faculty and staff member to participate in one formal training program appropriate for their position or faculty rank per year.

Goal 7. Tradition and Pride: Enhance the image of the Construction Management Department.

Critical Success Factors:

• Host at least two department events per year for students and alumni
• Recognize at least one alumnus per year who has achieved a significant leadership role in the construction industry.

Objectives:

• Host student events that have participants from across the campus.
• Develop a CMT Hall of Construction Achievement
• Number of department student/alumni events.
• Number of Hall of Achievement members.

Goal 8. Financial Stability: Strengthen Financial Resources.

Critical Success Factors:

• Increase annual giving by 50%.

Objectives:

• Enlist the help of the department’s CMAB in fund raising.
• Issue at least one Newsletter per year with an insert for giving.

Goal 9. Accountability: Enhance planning, performance, assessment, and public accountability.

Critical Success Factors:

• Maintain TAC/ABET accreditation with the addition of the new program options.

Objectives:

• Conduct mid-probationary-period reviews of tenure track faculty and lecturers.

• Establish an ABET assessment database.
• Review assessment results with faculty and staff at least once every six months as part of a continuous improvement process.