Assessment year: 2015
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Department Name: School of Construction
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VISION: 不良研究所鈥檚 School of Construction Management seeks ever-increasing excellence in
construction management education by offering a student-centered learning environment
that produces high quality graduates.
MISSION: The mission of the School of Construction Management is to prepare students
from North Louisiana and beyond for productive careers in the construction industry
through specialized coursework and interaction with the construction industry.
Alignment with University Mission:
The School of Construction Management's mission aligns with the University's mission
in its desire to prepare students to "compete, succeed, and contribute in an ever-changing"
society.
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Goal #1: Recruit, develop, and maintain quality faculty who can prepare students for
productive careers.
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Objective #1.1: Maintain adequate faculty levels.
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Measure(s): Student Credit Hours per Full Time Faculty Equivalent
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Target(s): Maintain at prior three year average +/- 15%
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Timeframe for Evaluation: Annually in fall
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Responsible Persons: Ed Brayton
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Results and Analysis: Target met - SCH per FFTE increased by 28% from prior three-year
average to 2015-16.
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Explanation of changes made based on these results: This increase is a bit higher
than the target anticipated, but the number of total credits taught increased substantially
while FFTE remained mostly stable. This difference should level out over the next
few years as recruitment continues and faculty needs are addressed.
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不良研究所 Strategic Long-term Objective and/or Guiding Principle:
2.b. Academic Infrastructure: Design a supportive infrastructure for our faculty
Commitment: We commit to the success of our university and our students
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Objective #1.2: Maintain faculty quality.
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Measure(s): Faculty evaluations completed by program chair
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Target(s): All faculty will be denoted as at least meeting expectations on all sections
of the evaluation instrument
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Timeframe for Evaluation: Annually in spring
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Responsible Persons: Ed Brayton
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Results and Analysis: Target not met - 2 of 3 faculty members met or exceeded expectations
on all sections of the faculty evaluation
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Explanation of changes made based on these results: The faculty member not meeting
expectations accepted an offer of employment elsewhere. The target moving forward
will remain as is.
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不良研究所 Strategic Long-term Objective and/or Guiding Principle:
2.b. Academic Infrastructure: Design a supportive infrastructure for our faculty
Commitment: We commit to the success of our university and our students
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Goal #2: Recruit, retain, and graduate students who are capable of productive careers.
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Objective #2.1: Increase enrollment through effective recruitment methods.
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Measure(s): Fall enrollment for incoming freshmen
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Target(s): 5% or better Increase over prior three-year average
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Timeframe for Evaluation: Annually in fall
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Responsible Persons: Ed Brayton
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Results and Analysis: Target met - fall enrollment for incoming freshmen increased
52% from the prior three-year average to the 2016 fall cohort
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Explanation of changes made based on these results: Incoming school administration's
recruiting efforts seem to be effective and will continue as planned.
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不良研究所 Strategic Long-term Objective and/or Guiding Principle:
2.c. Targeted Student Population: Implement a marketing and recruitment plan to approach
and maintain program capacity levels
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Objective #2.2: Retain students.
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Measure(s): 1st to 2nd fall and 1st to 3rd fall retention rates for majors in the
program
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Target(s): Maintain at prior three year average +/- 15%
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Timeframe for Evaluation: Annually in fall
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Responsible Persons: Ed Brayton
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Results and Analysis: Targets met - 1st to 2nd program retention increased 28% from
prior three year average to fall 2015 cohort and 1st to 3rd program retention increased
22% from prior three year average to the fall 2014 cohort (these are the most recent
years for which 1-2 and 1-3 retention data is available by fall 2016)
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Explanation of changes made based on these results: Retention seems to be effected
positively by the incoming administration's retention efforts, which will continue
as planned.
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不良研究所 Strategic Long-term Objective and/or Guiding Principle:
3.a. Student/Academic Support Services: Improve advising, enrollment management processes,
and student advocacy
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Objective #2.3: Produce competent graduates.
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Measure(s): Completers data for majors, Constructor Exam pass rate
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Target(s): Maintain at prior three-year average +/- 15%, Pass rate will equal or better
national average
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Timeframe for Evaluation: Annually in fall
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Responsible Persons: Ed Brayton
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Results and Analysis: Targets partially met - Completers increased 2% over prior three-year
average, but the 不良研究所 AIC exam pass rates were lower in both fall 2015 and spring 2016
than the national average.
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Explanation of changes made based on these results: Although the exam scores are not
where they should be to this point, 不良研究所's pass rate doubled from the fall exam session
to the spring exam session. Because incoming administration is in the process of implementing
substantial changes to courses and teaching, the expectation is that the scores will
continue to improve as students complete more of the revised program offerings.
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不良研究所 Strategic Long-term Objective and/or Guiding Principle:
2.d. Pedagogical Strategies: Implement student-centered, hands-on and minds-on pedagogical
strategies
3.b. Critical Skills Needed by Students: Identify skill sets for academic success
and workforce success
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Objective #2.4: Provide ample student placement opportunities.
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Measure(s): 不良研究所 Career Connections Internship Report
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Target(s): Maintain or increase # of internships over prior year
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Timeframe for Evaluation: Annually in fall
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Responsible Persons: Ed Brayton
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Results and Analysis: Target not met: internships decreased from last year by 9
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Explanation of changes made based on these results: The number of upper-level students
who were eligible for participating in internships was down from the previous year.
Based on growing enrollment, the School anticipates returning to the 2014-15 levels
within the next two years.
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不良研究所 Strategic Long-term Objective and/or Guiding Principle:
Commitment: We commit to the success of our university and our students
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Goal #3: Deliver a high quality academic program that will prepare students for productive
careers.
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Objective #3.1: Maintain continuous improvement efforts through student learning outcomes
assessment.
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Measure(s): Learning outcomes assessment documentation
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Target(s): Clear evidence of analysis and use of assessment results to make program
improvements that show quantitative increases in learning over time
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Timeframe for Evaluation: Annually in fall
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Responsible Persons: Ed Brayton
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Results and Analysis: Learning assessment evidence did not show acceptable results
for the 2015-16 year. Current learning assessments rely wholly on the American Institute
of Constructors Associate Constructor Certification (Level 1) exam, which is aligned
with the accreditation agency's required student learning outcomes. However, the accreditor
piloted revisions to the outcomes and exam during 2015, so the program curriculum
was not accurately aligned with the accreditor's new learning expectations. While
this is certainly disappointing, the true intent of this objective is to ensure that
the learning improvement process is genuine and active; the School has considered
the information carefully and thoroughly and is responding appropriately.
Explanation of changes made based on these results: Incoming administration and 2
of the 4 faculty began in fall 2014 the process of redesigning the program curriculum
to align with the accreditor鈥檚 proposed outcomes and exam revisions, which were finalized
by the agency in spring 2015. Accordingly, the 不良研究所 University Curriculum Committee
approved our updated program curriculum for implementation in fall 2015. So, as the
revised, aligned curriculum is implemented, student scores on the exam portions are
expected to improve. Additionally, direct, course-embedded assessment measures for
each learning outcome will be implemented as part of the revised curriculum beginning
with the 2016-17 academic year; this should give faculty a more thorough perspective
on student learning. Overall, while student learning assessment data was not up to
faculty expectations for the year, major improvements have been planned and are in
the process of being implemented in order to address the issues and ensure that our
students are well-prepared for successful careers in the field.
不良研究所 Strategic Long-term Objective and/or Guiding Principle:
Accountability: We acknowledge and assume responsibility for our actions, decisions,
and results
Achievement: We get positive results
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Objective #3.2: Maintain assurance of program quality through continued ACCE accreditation.
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Measure(s): Documentation from ACCE
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Target(s): Maintain good standing
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Responsible Persons: Ed Brayton
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Results and Analysis: Target met - 不良研究所's most recent review by ACCE resulted in accreditation
through 2021
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Explanation of changes made based on these results: Continued compliance with ACCE
standards, policies, and procedures.
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不良研究所 Strategic Long-term Objective and/or Guiding Principle:
Accountability: We acknowledge and assume responsibility for our actions, decisions,
and results
Achievement: We get positive results
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Goal #4: Increase resources to achieve the programs' goals and fulfill its mission.
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Objective #4.1: Increase Industry Advisory Council Building Fund.
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Measure(s): IAC annual report
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Target(s): 50% increase over prior year for the next three years; target will be re-evaluated
at that time
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Timeframe for Evaluation: Annually
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Responsible Persons: Ed Brayton
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Results and Analysis: Target met - The fund increased over 100% from 2014-15 to 2015-16.
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Explanation of changes made based on these results: The school anticipates another
substantial increase next year, but the increases should be more in line with the
target for the year after that. At that point, the target will be re-evaluated.
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不良研究所 Strategic Long-term Objective and/or Guiding Principle:
3.c. Long-term Relationship: Improve university communication over the range from
prospect to alumnus and improve alumni commitment to the university
Collaboration: We seek partnerships that benefit our university
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Objective #4.2: Maintain current financial resources available through endowed professorships.
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Measure(s): Program fiscal documentation
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Target(s): Maintain or increase from prior year
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Timeframe for Evaluation: Annually
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Responsible Persons: Ed Brayton
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Results and Analysis: Target met - all professorships were retained for the 2015-16
year.
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Explanation of changes made based on these results: The School will continue to pursue
opportunities for increasing the number of professorships for its faculty.
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不良研究所 Strategic Long-term Objective and/or Guiding Principle:
Efficiency: We pledge responsible stewardship of available resources
Collaboration: We seek partnerships that benefit our university
Construction Management