adepartmental diversity plan to build these insights into departmental practices and procedures.This paper will explore the process of developing the departmental initiatives and diversity plansas well as report on some initiatives and plans developed. The benefits and drawbacks of theapproach are discussed along with best practices identified to this point.IntroductionOf doctorate degrees granted in STEM disciplines in the U.S. for the past ten years, African-American and Hispanic/Latinx students make up only 2.7% and 3.3%, respectively [1]. After aSTEM student has been in a program for two years or more, the URM doctoral student attritionrate is nearly 50%, with completion rates varying by discipline and ethnicity [2]. In engineering,for example, the
University, and a PhD in Industrial Engineering (1996) from The Pennsylvania State University. Her teaching and research interests include: Discrete Event Simulation, Facilities Planning, Material Handling Systems, Women in Academia in STEM fields, Engineering in Education and Access to Post-Secondary Education. From August 2006 through February 2008, she was the Associate Dean of Academic Affairs of the College of Engineering. She was Co-Pi of the NSF’s UPRM ADVANCE IT Catalyst Project awarded during 2008. From 2008-2016, she was Co-PI of the USDE’s Puerto Rico Col- lege Access Challenge Grant Project. From 2015-2018, she was the Coordinator of the UPRM College of Engineering Recruitment, Retention and Distance
Students based on Pell grants 3,035 35.9 4,653 40.1 53Table 2 shows the portion of students in the MET and SM programs who have received Pellgrants and have unmet needs from the 2010-2011 to 2016-2017 academic years. Some numbersin this table overlap (i.e., there are some students who receive Pell Grant and still have UnmetNeeds).College affordability and job placement are becoming critical factors for high school students asthey make their career plans [5]. According to a student loan provider, in 2012, 70% of familieseliminated college choices based on the cost of tuition/attendance. The amount of money thatstudents are supplying towards tuition between student income and borrowing is 30% of the totalannual
seniorleadership. A significant milestone was reached when CRP was included in the university’srecently updated strategic plan (Angelo State University, 2019). The goal is to integrate thetenets of CRP into the university’s current understanding of being a student centered institution.Culturally Responsive Pedagogy Faculty Training ProgramThe CRP faculty training program at Angelo State University is a significant part of theCREEME grant awarded to Angelo State University and constitutes just under 20 percent of theannual budget for years 2 through 5 of the five-year grant. The program was conceived ashaving two key elements provided and facilitated by ESCALA Educational Services, Inc. Thefirst element consists of intensive training for faculty members in
needs within realistic constraints 5. Describe introductory concepts of disability studies and how they relate to engineering practice 6. Engage in and evaluate the co‐design process with community members with disabilities 7. Identify the principles of inclusive design and how they benefit diverse communities 8. Devise an action plan to promote inclusivity and accessibility in engineering practiceCourse topics include: (1) disability studies, (2) universal design, (3) participatory design, (4) thehuman centered design process, and (5) prototyping. (See Table I describing course content andsyllabus in Appendix A.) Table I. HuskyADAPT Accessible Design Course Topics and Assignments Topic
student’s time as an undergraduate student. But the cost for a student toattend Tapia is high. In 2020, the student registration fee alone will be $500.Responses to post surveys show that Tapia is at least as effective as GHC in achieving its goalsfor students. Students consistently report being inspired to complete degrees in computing atrates of over 80%, and of having made new connections and learned about new opportunities incomputing at rates of over 90% [24].4 The CDC merged with the CMD-IT in 2016.5 Two cities have hosted Tapia twice—Atlanta (2003, 2017) and Orlando (2007, 2018); Houston, thelocation of Tapia 2001, will host it for the second time in 2020.6 Charts in this figure are from the Tapia 2019 Academic Plan II Benefits Brochure
holisticlearning experiences to students through targeted engagement in project design and researchactivities in lower-division levels. Summarized below are some critical elements implemented by the ASSURE-US projectduring its first year. Please note that in the first year, the project did not implement any academicintervention strategies in lower-division bottleneck courses due to the paucity of time inidentifying target courses, developing intervention plans, and providing faculty development.Student-Teacher Interaction Council (STIC) Consistent with the literature (Lisagor et al., 2013; Concepción et al., 2009), theformation of the STIC is to build rapport with students, facilitate informal communicationbetween students and faculty
looking at asset-based approaches to engineering education. Teachersused a combination of dynamic and fluid linguistic practices to describe how engineering andscience practices are interconnected. We observed frequency translanguaging for meaning-making during the planning process, and a repertoire of teachers’ linguistic strategies (both inEnglish and Spanish) that served as a vehicle to identify, frame, and design the units for theircurriculum. The purpose of this paper is to describe the importance of translanguaging inengineering classrooms when discussing meaning making.Theoretical FoundationsDual language is an umbrella term that refers to any program that provides literacy and contentinstruction to all students through two languages
namesake forreporting to a cycle-based, chapter-centered, growth mindset-oriented development program [8]. Summary of the NRP v.3 components1. Chapter Management Tool (CMT): a comprehensive chapter management and improvement tool consisting of a Chapter Plan is required by the chapters towards organizing their events and programs with continuous feedback from regional leaders and the NRP Reports;2. Chapter Assessment Reports (i.e., NRP Reports 1 & 2): two comprehensive NRP reports documenting the chapter's events, programs, and ability to further the SHPE mission and vision. The reports are be used to assess the chapters areas for growth and strength and making award determinations; and3. Chapter
from this experience will allow us to understand thedifferent types of costs that influence the student’s decision to stay another year and completetheir master’s degree. Studies found that exposure to research at an undergraduate level createspositive experiences for students which as a result, leads engineering students to pursue theirgraduate studies [1], [15]. Moreover, social interactions with graduate students, mentors, as wellas professors, can play a role in the decision to pursue post-graduate degrees. Lastly, Abhyankaret al. studied the socializer influence on engineering students’ career planning, which revealedthat these different socializer categories influence students’ post-graduation plans in three areas:“thinking about
financial need as determined by WTAMU Financial Aid office; anddemonstrate academic potential in engineering and mathematics. Students planning to pursue orcurrently pursuing a degree in engineering or mathematics may apply for scholarship fundsunder this program regardless of academic classification, but preference is given to first- andsecond-year and transfer students. TEAMSF selection team jointly reviewed student applicationsusually during the first week of April. Applications were ranked using a scoring rubric givingpoints, based on application materials submitted, for categories related to eligibility criteria andinterest. This rubric was developed through iterations of two previous S-STEM programs. Inorder to be granted scholarship renewal
thediscipline. The data card is a tool used to develop a search plan and then inform recruitment anddevelopment of a hiring strategy to yield the best pool of candidates that includes minorityprospective faculty. This proactive approach can lead to collaborative work between searchcommittees and administrators. However, blaming search committees alone for not presenting adiverse pool of candidates for hiring decisions to be made up the chain is insincere if committeemembers are not included early on in the development of faculty search plans, do not have aproactive voice in the recruitment strategy, and are not given direct resources to be innovative inthe areas of non-traditional advertising that may be required to reach out to minority faculty
development Skills presented were 0 8 0 0 0 0 31 8 30 69 84 70 practical for future career plans Material was presented in 0 8 0 0 4 4 31 8 52 69 84 44 understandable way Presenters were engaging 0 8 0 0 0 4 20 8 52 80 84 44 Pacing of sessions was 0 8 0 8 15 35 46 31 48 46 46 17 appropriate Opportunities to network 0 8 0 0 0 9 31 23 30 69 69 61 with peers were providedThe impact of the Fellow’s knowledge and skills was also measured using a Likert scaleperception of knowledge survey, open ended questions about topics learned and focus groupinterviews. Fellows were asked to rate their perceived change in knowledge before participatingin the program using the
SCCT predictors contributedsignificant variance in satisfaction and persistence outcomes, with self-efficacy and supportsserving as reliable predictors [4]. We found nonsignificant, single-group differences inassociations within the model (i.e., Latinxs vs. Whites); however, intersectional differences werefound. Specifically, we found contextual differences for Latinx engineering students (i.e.,differences between Latinxs attending HSIs and PWIs). These results suggest that interventionsaimed at broadening Latinxs’ participation in engineering need to be tailored for Latinx studentsubgroups.IntroductionThe National Science Foundation’s (NSF) Strategic Plan identifies developing a diverse STEMworkforce as a key objective [5]. Despite this, slow
, 201 – 215.[6] Laanan, F. S. (2001). Transfer student adjustment. New Directions for CommunityColleges, 114, 5 – 13.[7] Young, Jacob TN, and Elizabeth Litzler. "Confirmatory factor analysis of transfer studentadjustment." Community College Journal of Research and Practice 37, no. 11 (2013).[8] Anderson-Rowland, Mary R. "Understanding How the 4.0 Guaranteed Plan Works." In2016 ASEE Annual Conference & Exposition. 2016.
experience included surveying thestudents about their feelings on diversity and engineering both before and after the activity, anin-class activity focused on design and diversity of teams, and a reflection and discussion periodabout the students’ experiences. A discussion of the successes and opportunities forimprovement within the activities is included, along with changes planned for the second trialduring the current academic year.MethodsFor the pilot run of the activities, the professors each developed an in-class project that tookplace during one class period. Each activity contained a technical aspect, a design aspect, and areflection period. Both projects chose a product to design that had an aspect which wasinfluenced by the background of
students relate to each course's learning outcomes. Theinstructors must dedicate time to planning the logistics, aligning the syllabi, and homeworkprojects. Any overlap between courses reflects real life, so faculty must embrace how thoseoverlaps can be utilized to correlate Social Media homework for the benefit of the students. Amajor concern was that one student was registered for two of the courses at the same time, yetthe faculty decided to ask the student to conduct each course's deliverable separately.Integrating such innovative technological tools that are engaging to learners not only creates asense of appreciation and belonging but also provide real connections to the world. Minoritystudents who are less aware of issues in the U.S
results of UMBC’s programs are morethan just a result of coincidence, but a willingness to acknowledge the need for change, and thestrategic actuation of that change.The first step was identifying challenges within the existing culture. Thus, the campus cultureneeded to be defined prior to setting plans for change. This was done through severalconversations, meetings, and focus groups with all parties in order to develop a foundation ofunderstanding and acceptance. It should be noted that many of these conversations wereuncomfortable, but necessary for identifying root challenges within the institution. In thisexample, it was shown that on the surface, the challenge was that students were not performingwell in their engineering classes at UMBC
freshmen. Objective 3.3. By Fall 2015, we will implement a Faculty Mentor Program for incoming URM freshmen. Objective 3.4. By Fall 2017, we will coordinate our student success programs & provide a one- stop shop about student success programs to students, advisors, and faculty.Figure 2. Five-Year (2014-2019) Comprehensive Development Plan (CDP) Goals andObjectivesThe first initiative that was started under this grant in Fall 2015 were block scheduling. Backerand her colleagues [29] [30] described the block scheduling project in prior papers. We selectedthe first cohort for block scheduling from volunteers in the university. Two colleges (College ofBusiness and the College of Engineering) and one department (Child and AdolescentDevelopment
0.4316 arranged such that we are rarely interrupted Q1_12 My mentor provides me with support 3.1111 0.8916 0.4242 when I am emotionally unsettled. Q1_13 My mentor asks me probing questions 0.9885 0.7403 2.8519 so that I can reflect on my academic career PLANS Q1_14 My mentor expresses confidence in my 3.8519 0.9885 0.6446 ability to succeed in the pursuit of my career goals Q1_15 My mentor encourages me to use them 3.4815 1.0141 0.5408 as a sounding board to explore my ideas
for crowd- sourcing bicycle and pedestrian conflict data, transportation public health performance measures, policy and infrastructure improvements resulting from bicycle and pedestrian fatality crashes, linking physi- cal activity levels to travel modes, transportation mobility for the transportation disadvantaged, and the development of planning and transit performance measures for access to opportunities, integrating sus- tainability into the engineering curriculum and creating an engineering sustainability minor. He has published several articles in the Transportation Research Record, other journals and conferences on these and other related topics. He is currently serving on the Transportation Research Board
with someonethey are not familiar with. A more personalized approach such as establishing rapport with theparticipants prior to administering the survey or participant interviews may elicit information thatparticipants may initially be hesitant to share.Future WorkData analysis is ongoing and will consist of a complete analysis of the reasons that influenceBlack women to leave their engineering positions. Trends and relationships between otherfactors and the decision to leave will also be examined. We also asked participants for theiremails and permission to contact them about their survey responses. We plan to conduct more in-depth interviews with these women to better understand their experiences within the workforce.Our hope is that this
measures when considering socioeconomic status,gender, ethnicity, and race of test takers (Gilborn & Mizra, 2000; Weissglass, 2001).Muddying the water- how qualitative data provide further reinterpretations of impactIn our initial plans for studying scholars over time, we brought naïve assumptions about whomour scholars would be, and how to address a “fair comparison” in our study of the impact of ourprogram. As we began interviews and focus groups in our studies at multiple institutions, wefound context variables that further complicated our work. As we take a mixed method approach,the data help inform our evolving quantitative study. The following are realities we did notprepare for in our study of “time to degree” with students studying
participant)were retained in their current majors for the investigated fall semester. Follow up investigationon spring semester is planned as more data become available. Table 3 lists the participantretention rates by cohort for 2018, 2019 and two-year average.Table 3. Participant retention by year of participation and cohort class. Cohort Class 2018 Workshop 2019 Workshop Two-year average Participant Retention Participant Retention retention rate (persist (persist / total) (persist / total) / total) Senior 100% (1/1) NA (0/0) 100% (1/1) Junior 100% (1/1