campuschange or developing programs that lead to change. Attendees discussed institutional anddepartmental challenges; the knowledge, skills, and abilities (KSAs) needed to affect change;and methods of motivating other faculty members to develop those KSAs. In addition, theattendees presented examples of their own successes and failures in implementing change. Westrove to gain information from the experiences of change leaders in attendance in order to helpframe an implementable program for developing change leadership skills. Attendees providedfeedback both in person and through an online post-workshop survey. All attendees wereexpected to develop and execute related plans on their home campuses and to report on thoseactivities. We had expected that
development of a vision for SPEED and its conceptualdesign. This overview includes comments on current professional development opportunities forfaculty across the world, and the challenges, opportunities and critical elements that would beassociated with a successful professional educational development program. We then offer a setof core competencies areas which would likely be required of faculty who finish suchprofessional development. Finally, we conclude with some specifics about the proposed SPEEDprogram. We offer some details on its current design and describe plans to engage relevantconstituencies and create buy-in from the community.Origins of SPEED and previous workEngineering and engineering technology (EET) departments have a long
aspossible for the best outcomes; therefore, several STEM initiatives are targeting elementarystudents.1 - 3A signature outreach program at the University of Virginia’s School of Engineering and AppliedScience (UVa SEAS), the Virginia Middle School Engineering Education Initiative (VSMEEI),was created to address the need to engage students as early as possible in effective, empoweringinstructional activities introducing them to the engineering design process in order to motivatethem to study science, technology, engineering, and math (STEM).4 – 6 VMSEEI’s primaryintervention instrument is the Engineering Teaching Kit (ETK). An ETK is a set of standards-based lesson plans designed to teach math and science concepts within the context of
explanation (short essay)of a scenario regarding a particular course concept.Quantification of Participation – a measure of contribution to course discussions. Students aregiven specific instructions on the discussion board topics including the timeframe ofparticipation and the number of expected contributions. Student grades are dependent onmeeting these participation expectations.Personal Development Plan – serves as the final assignment. Students are required to submit aplan that describes how they intend to continue to develop interpersonal skills. The plans arespecific to the skills they have identified as important to their professional development.Interpersonal Skill DevelopmentOne of the initial assignments requires students to consider
. Generate a charter statement. 4. Attend a half-day class. There are typically 4 – 6 participants with a very wide variety of cases. Review charter statements and plan next steps. Page 15.1208.6 5. Initial dialogs in company and information review. 6. Revise the charter statement and distribute to other course participants. 7. Determine the basic story-line with supporting documentation. 8. Identify key decisions in the case and decide how to present them. 9. Second half-day class. This is 4 – 8 weeks after the first class. It is devoted to presentation of the outcomes for each case. 10. Reflections from
Byrne2, this is “a non-traditional form of scholarship that has significant value in theengineering education environment, and can be recognized in the faculty reward system.”Depew, et al.8, recognize this as a need for faculty performance appraisals that “…create anddeliver courses…advance the practice of engineering through meaningful creative scholarship…and to engage in creative scholarship that advances the practice of engineering for creativetechnology development and innovation.”East Carolina University is part of the state of North Carolina’s university system. The systemhas initiated a strategic plan for “…scholarly public service on each campus…”9 within theuniversity system. Part of that strategic plan includes development of a “more
frequency is reduced,eventually to zero. Of course, given the expertise that went into the planning andstructure of each course, absent incompetent delivery, the reception should be good.This was mostly the case but it didn’t always turn out quite that way. The participantsliked the courses but they had many constructive suggestions. There followed a longlist of suggestions for improvements. The changes were duly made but next time therewas another (different) list of suggestions. Although there has been some spiraldevelopment, most changes have been new. As a result, the evolution of some courseshas followed a Darwinian process where the participants’ needs to enhance their jobperformance became the dominant factor in course change. It completely
introductory courses. In planning meetings both withearly faculty users and prospective users, as much emphasis was placed on designing Page 15.1154.4effective questions as on the features of the tool. The tool was piloted by variousinstructors and there was a blossoming of diverse, innovative pedagogical uses aseach instructor used it to meet his/her instructional style, learning objectives, andtime-constraints. This instructor input led in turn to numerous requests for specificcustomization of the FM software. A major part of the current year’s effort is toaccommodate those requests and assess their usefulness.Our approach to development and dissemination of
Curriculum. 1997, Trinity College Dublin: Dublin. p. 124.5. DES. Taoiseach launches €150m plan for "smart schools". 2009 [cited 2010 5th January].6. DES. Project Maths "breaks new ground" in approach to curricular reform 2008 [cited 2010 5th January].7. Lane, D., Seery, N., Gordon, S., The Understated Value of Freehand Sketching in Technology Education. Engineering Design Graphics Journal, 2009. 73(3): p. 13-22.8. DES, Leaving Certificate Design and Communication Graphics Syllabus. 2007, National Council for Curriculum and Assessment: Dublin.9. t4. About t4. 2006 [cited 2010 January 5].10. Keays, P., National Co-ordinator t4. 2010: Galway.11. t4, In-service attendance database Des, Editor. 2009: Galway.12
integrate online with face-to-face time in a planned, pedagogically valuablemanner 8 , offering some of the convenience of fully-online courses without the complete loss offace-to-face contact 7. From the “traditional” classroom, it takes the teacher driven presentationand selection of relevant content and the dialogue between student and teacher. From the Web-based world, it borrows the advantages of self-paced, self-regulated learning 3. These coursesseem to offer the best of both worlds, preserving face-to-face contact in a reduced seat timeformat, while allowing faculty to creatively use Web resources in instruction 9.Blended learning approaches and design can significantly enhance the students’ learningexperience 10-11 by reducing "sage-on-the
measurements will allow program directors to assess thesuccess of the new initiative.SummaryThe CGEP directors are working together to share institutional strategies for moving engineeringcourses and degree programs online. While the approach may be different at each institution thedirectors are investigating how to apply Rogers Theory of Diffusion as a framework to increasefaculty interest and movement toward placing courses and degree programs online. The firststep in the development of this process occurred in June 2009 with a workshop designed topromote the best practices for developing and delivering online engineering programs.Additionally a follow-up assessment is planned to help determine additional best practices.References1. Allen, Elaine