, market analysis as defined by Suarez 3, Vesper 4, and White 1 forbusiness enterprises was used as a framework to review the results and develop an action planthat takes advantage of the Purdue system’s strengths and minimizes or eliminates itsdeficiencies. The resulting strategic plan combined elements from the self analysis with the PurdueStrategic Plan and the Strategic Plan for the College of Engineering. This was important,because in aligning the revitalization with the overall Purdue and College of Engineering plans,we achieved automatic administrative buy-in. The institutional commitment to change wasnecessary, since the Cooperative Education Program at Purdue has significant tradition andinertia associated with it. It was crucial
, master planning, management for energy conservation/renewable energy projects and space planning for campus expansion. As a senior administrative leader, I have facilitated climate action planning in com- pliance with the American College and University Presidents’ Climate Commitment (ACUPCC) and re- ceived the Outstanding Climate Leadership award that recognized successful carbon reduction strategies, innovative curriculum and the dynamic engagement faculty, staff and students in a the pursuit of carbon neutrality. Although my primary formal training has been in the field of architecture, recent doctoral studies at the University of Pennsylvania were focused in the field of higher education management. As part of an
design, and how to present the overall concept. Volunteers use an onlinecollaboration site to comment on lesson plans, reflect on their teaching, and post new ideas andmaterial.Volunteer engineers come away from their experience with three main areas of impact. 1) Theyare empowered by inspiring others. “It is really a big deal to be working with students at ayoung age so they can be excited about what they're learning and {so these students can} bereally ambitious for the future." 2) They learn important lessons in management and publicspeaking. One volunteer observed, “This is a really useful skill because I’m sure later on in mycareer I’ll have to explain what I do to an audience that doesn’t necessarily have a background inmy field.” 3) They
in the Department of Engineering & Public Policy at Carnegie Mellon University.Dr. Eden Fisher, Carnegie Mellon University Eden Fisher is the Director of the Masters Program in Engineering and Technology Innovation Man- agement (E&TIM) and Professor of the Practice at Carnegie Mellon University. She earned an AB in Chemistry from Princeton University and a Ph.D. in Engineering & Public Policy from Carnegie Mellon. She worked in industrial technology planning and innovation management for over 20 years.Dr. Indira Nair, Carnegie Mellon UniversityProf. Mitchell J. Small, Carnegie Mellon University Mitchell Small is the H. John Heinz III Professor of Environmental Engineering at Carnegie Mellon University
) Page 26.952.7We also asked the students if they would be willing to self-finance the cost of an internationaltrip to gain similar experience and their budget. We have presented their responses in figure 4.Nine of the ten Indian students and all the three visiting Japanese students indicated theirwillingness. Each of them gave different budgets. We agree that the budgets would be influencedby the financial situation of individuals and wanted to just get an indication of the extent of thebenefits that they have received and collect information for planning similar experiments. 9 8 7 6 5 Willing to Self Finance 4
of narrative and evidence.Students complete the assignments in section one, plus one of the two other portfoliocomponents.Portfolio Components: 1. Assignments: i. Graduate Attributes Self-Assessment ii. Work Term Goal Setting and Action Plan Exercise iii. Monthly EIT records iv. Daily Logbook v. Supervisors Performance Appraisal vi. Career Planning Exercise 2. Narrative: Students will answer a series of questions related to each learning outcome. Or, 3. Technical Report combined with an annotated work sample demonstrating significant advancement with one attribute, can be in lieu of the narrative questions for one work
, student career pathgoals, etc. The strength of the research design plan is that the results can be generalized and canbe replicated across scientific disciplines and institutions. Findings can aid engineeringdepartments, career service centers at institutions, and industry representatives to improve theirco-op experiences and assessment efforts. Also, this will aid cooperative education professionalsto more effectively market the benefits of co-op experiences internally to university personneland externally to employers.Methodology - Development and Administration of NESLOSABET criteria 3a-k challenges engineering institutions to produce graduates with professional aswell as technical skills by outlining the desired attributes for graduating
. Initially part of the College of Engineering, Gayle has worked with the International Engineering Co-op Program since 1993. In 1998 she created and began working with similar programs in the College of Business and the College of Design, Architecture, Art and Planning. Under her direction the ICP has grown from ten engineers, working in Germany and Japan, to over 30 students, working annually in Germany, Japan, Mexico, and Chile. Gayle's responsibilities with the international program include: - Teaching Orientation to International Co-op, a class to prepare students for the challenges and opportunities of living and working abroad - Development of international co-op learning modules
AC 2011-275: STUDENT REFLECTION IN EXPERIENTIAL LEARNINGPROJECTSSwaminathan Balachandran, University of Wisconsin - Platteville Bala has more than 35 years of teaching, five years of industrial and about 10,000 hours of consulting experience. He is a fellow of IIE and senior member of SME, ASQ, APICS, HFES, INFORMS, INFOMS, ASEE, and IIE. He is a life member of Phi Kappa Phi, Alpha Pi Mu, and SME. He was the chair of the Department of Industrial Engineering at UW Platteville from 1986 to 1995, established the IE laboratory facilities and secured the accreditation of the program by EAC of ABET in 1987 and 1993. He serves on the editorial board of the International Journal of Production Planning and control. He is a
, mathematics, operations research, and physics); Year-round Internship Program,9 which is also held at this DOD institution during the school year and is offered to students majoring in engineering and science (the disciplines listed above); Pathways Internship Program, which “provides students with paid opportunities to work and explore Federal careers while still in school. This includes the Summer Hire Program….;”9,10 PALACE Acquire, which “offers [students] the opportunity to occupy a permanent full- time position during a 2-4 year, formal training plan design to let [the student] experience both personal and professional growth while dealing effectively and ethically with change
AC 2008-2807: MODELS ON INDUSTRY AND UNIVERSITY GLOBALCOLLABORATION THROUGH CO-OP AND INTERNSHIPSThomas Akins, Georgia Institute of Technology Tom Akins is the Executive Director of the Division of Professional Practice at the Georgia Institute of Technology, a position he has held since 2002. Prior to that, Tom was the Director of the Cooperative Division, also at Georgia Tech. He holds a Bachelor of Industrial Engineering degree (Co-op Plan) from Tech, and a MBA from Georgia State University. A 27 year member of ASEE, Mr. Akins is the recipient of the Cooperative Education Division's Alvah K. Borman Award and ASEE's Clement J. Freund Award.Debbie D. Gulick, Georgia Institute of TechnologyJack
institutions, is also transferrable.Prior Learning Assessment (PLA) is available for students who have learnedcollege level knowledge outside the traditional classroom.When a potential student applies for nuclear engineering or other technologydegree the credit is automatically applied along with any other college level study.The result is a technical degree plan with the outstanding courses needed tocomplete the program.The entire degree is on-line and more easily achievable than traditional degrees.Most of the students are full time working adults who find that this virtual optionbest fits their busy professional and family schedules. Page 25.324.3
passed, the would-be operator stilldoes not hold the knowledge needed to pass the certification exam. This presents a well-definedproblem when attempting to establish a succession plan for future employment needs, an issuecurrently plaguing the water industry. A resolution of this issue will involve a training programthat seeks to model a mix of educational and experiential components which will produceprofessionals that have attained sufficient academic and operational expertise. This will requirefacilitators on each wavelength, academic and industrial, to cooperate in order to achieve thedesired outcome.One such program that is currently pursuing such a venture is the Water Training Institute(WTI). Created by funds garnered from the Advanced
priority given toanalysis is low. Bringing the entire process back within the central office in an electronicform will not only eliminate these deficiencies, but will also improve the quality ofinformation that can be derived from the data and the timeliness of the analysis. Thispaper is intended to give cooperative education and internship professionals an idea ofthe development path utilized at Purdue in planning and preparing to implement anoutcomes-based assessment system. The balance of this paper will examine the Purdue experience in developing anoutcomes-based assessment applicable to our situation. The following section willprovide background and examine the efforts of some of the acknowledged academicleaders in outcomes-based
the very early years of education, and start to formulatea concentrated plan that deals with the education of the young in all things related to the workthat they will do in their later lives. The synthesis of academic learning and the work doneoutside the classroom and its immense value needs to be exploited.Introduction Page 15.323.2Cooperative Education, Internships, and Experiential Learning conveyed in different termsshould be begun at the earliest age possible, probably in pre-school. What once were calledchores should be presented to these young impressionable children as the beginnings of theircareer aspirations. In early Greece
these scholars, the scholarship directors provided individualizedadvisement on possible project topics. Suitably, several of these students conducted research in Page 26.1356.9career planning and placement, or a topic of personal interest which meshed with their non-technical coursework. A summary of the projects executed by the scholars is given in Table 1. Table 1: Summary of Extracurricular Projects Scholar(s) ID # SPIRIT Project Description 1006, 1031, 1027, 1019 Investigation of gesture recognition techniques for assistive robotics 1003 3D modeling
Management • project life cycle • types of projects • project stakeholders • project planning process – project charter, work breakdown structureModules are designed to be relatively brief, focused packets of information that could bereviewed within a 30-60 minute timeframe. The modules are delivered via Blackboard, theuniversity-wide, web-based course management software, and consisted of various mediaincluding written materials, papers, videos, websites, podcasts, etc. Each module has anassociated, short test or quiz that is automatically graded in Blackboard. Students have six toeight modules to complete in a given co-op semester, which is almost equivalent of one lecture-course
, faculty mentoring and peer mentoring. Theprofessional development activities are designed to target specific points in the students’ plan ofstudy. They include various topics such as preparation of a personal development plan(sophomore level), resume writing and job search skills (sophomore and senior level),developing research skills (junior level), seven habits of highly effective people (senior level),writing and presenting an engineering-based business case (junior level), and presenting andcommunication research (M.S. level).Overview of the SIIRE ProgramThe Student Integrated Intern Research Experience (SIIRE) program at the University ofArkansas is funded via the NSF S-STEM program. The NSF S-STEM program provides studentscholarship funds
mentors enhance their professional development as role models,share undergraduate experiences, and participate in a career-building experience. This paperdescribes the design and second year implementation of the MENTOR program includinglessons-learned and future plans for the retention of engineering students at a large, diverse,research extensive university.Background 1MENTOR (Motivating ENgineers Through Organized Relationships) is a ground breakingprogram in terms of its size and scope, whose aim is to increase student success in engineeringthrough early connections to a positive peer network.1 In order to understand the strengths,weaknesses, opportunities, and challenges of a program of this magnitude, we benchmarked ourplans with peer
the need for, and an ability to engage in, life-long learning(j) Knowledge of contemporary issues(k) An ability to use the techniques, skills, and modern engineering tools necessary for engineering practice3Our Response This paper proposes that engineering education will, because of logical and competitivefactors, be drawn to a strategic plan for ideal engineering professional preparation. Thatpreparation will include the goal of a student having a right job when they graduate. Moreover,it will include exposure to the professional requirements of an on-the-job engineer. Goingforward, this paper emphasizes the need for high-quality technical coursework, and then expandsto a proposed strategy for students to not only land the
visibility for critical activities has helped substantially expand studentparticipation in these activities, and in turn improve student success and graduation rates. Effortsto accomplish this visibility have included introduction of the Blueprint at both student andparent orientations, extensive use by advising centers across the university, and publication ofthe Blueprint in student guides.7 This effort has also been supplemented by the softwareplatforms MyPath and MapWorks that provide student planning support throughout everystudent’s academic career.Example Enhancement / Expansion Element – Experiential LearningGVSU has a strong record of experiential learning. Typically, 45 – 48% of juniors and seniorsenrolled in credit bearing experiential
76% Page 14.403.5 Technology 95% Work Culture 97% Organization/Planning 95%In addition, USRP interns were asked a series of questions designed to determine how theirUSRP experience affected their commitment and attitude in regards to their current career path.Table 3 shows the responses of the students to these questions. The number given represents theaverage response on a 5 pt Lickert scale where 5 indicates strong agreement with the statement.Considering the fact that over 50% of the 2008 USRP interns were seniors, the results
. Figure 1: Original Pole-Mounted Transformers Figure 2: Original 480V Breaker PanelThe senior design team was tasked with designing a completely new electrical system whichincluded two pad-mounted transformers: one 2300V/480V transformer for the foam breakerpower and another 480V/120V transformer for lighting and maintenance equipment. The teamwas responsible for providing one-line drawings, elementary drawings, panel schedules, a bill ofmaterials, a cable schedule, a conduit plan, a lighting plan and a construction package. The teamwas also responsible for assembling two electrical panels and shipping them to the mill. 4. ImplementationIn the process of completing this project for Verso, the team gained a great
AC 2012-3532: A PROFESSIONAL INTERNSHIP: DON’T GRADUATEWITHOUT ONEDr. John Marshall, University of Southern Maine John Marshall received his Ph.D. from Texas A&M University and is the Departmental Internship Co- ordinator at the University of Southern Maine. His areas of specialization include power and energy processing, applied process control engineering, automation, fluid power, and facility planning. Page 25.93.1 c American Society for Engineering Education, 2012 A Professional Internship: Don’t Graduate Without
time forthe learner to manipulate the information, typically between one week and one month and also requiresdeep analysis and a transformation of the original information. The shorter model has been used as thebasis for the activity described in this paper.The webquest has become popular enough to be featured on standard ESL/EFL websites containingteaching materials, notably www.onestopenglish.com and of course, Bernie Dodge’s own website(www.webquest.org).First integrated as a classroom activity in 2005, the webquest represents an intermediary step towardsthe full implementation of Web 2.0 technology based activities in the lesson plan. Indeed, Web 2.0technologies were embryonic at best in their development for use in the language classroom
Western Region liaisons for the program. Boyd was also selected to be a part of the company’s prestigious LTP (Leadership Training Program). He has risen in the ranks of LTP, and just two cycles from graduation, planned and facilitated the two most recent offsite retreats, events involving 100 participants, requiring months of detailed planning and acute project management. An avid nature lover, Boyd’s hobbies include back country camping and hiking, as well as learning self-reliance in the wild. In his spare time, Boyd likes to cook, read, play the piano, and learn Urdu. Page 25.143.1
struggles of research. The experience of working in classified and sensitive environments taught me discipline and procedure that I would not have learned elsewhere. Taking part in a long term planning meeting expanded my view on how engineers address problems and choose directions for research”1.The above quotation speaks to the invaluable experience students obtain from AIAD experiencesthat cannot be taught in academia. Other advantages and benefits, similar to those outlined here,to both individual students and outside organizations are well documented2-5. Internships,regardless of length, provide an opportunity for students to get their feet in the doors of variousoutside organizations. They give the student the best of both
needed leadership, the engineer promotes shared vision to individuals, teams, and organizations and empowers them to achieve their individual and collective goals. Professional Roles Holistic Professional Behaviors Self-Grower Motivated for lifelong success, the engineer plans, self-assesses, and achieves necessary personal growth in knowledge, skills, and attitudes. Achiever When given an assignment, the engineer demonstrates initiative, focus, and flexibility to deliver quality results in a timely manner. Practitioner Driven by personal and professional values, the engineer demonstrates integrity
experience while increasing program exposure and recruitment. Many of her articles were regularly featured on NASA’s Higher Education website for educators and students and were published or used for background research for articles in university/local newspapers. Before NASA, Ogletree served in the Air Force as a personnel officer, where she gained experience in project management, event planning, and all aspects of military human resources.Anthony Zippay, Arizona State University Anthony Zippay is the Manager of Education Strategies and Communications for the School of Earth and Space Exploration at Arizona State University. Zippay comes to ASU from the Universities Space Research Association, where he worked as the
sightseeing.Upon returning the students will take up regular Co-op assignments to complete the requirements for the co-opcycle. The program has been approved by the university and the first offering is planned for May, 2011. Page 22.947.2Rational for the ProgramThe International Co-op program has been designed to address the issues that have prevented engineering studentsfrom participating in study abroad programs. These issues can be classified into three broad categories; theprerequisite driven engineering curriculum, the small size of the engineering school and the mandatory co-oprequirement. The prerequisite driven curriculum means that