are Introductionto power systems and power electronics courses. For delivering the course in PjBL, an integratedelectric machines, energy conversion, power electronics, and power systems laboratory has beenproposed, approved and in process to be established, giving the students access to professionalsoftware packages, tools and settings similar to ones found in energy and power industries. Real-world industry-relevant projects are proposed in the areas of power electronics, power systemoperation, planning, and power distribution. These projects are used as stimuli for studentlearning and retention. An extended assessment portfolio is proposed to assess students learningoutcomes, and the students’ feedback and inputs will be used to make
primarily done for the interviewer to get a better understanding of the student population.After a brief introduction from the interviewer about the study, students were directed to sign uponline for a 45 minute time slot if interested. A scheduling conflict caused this presentation to begiven on different class days in the Fall and Spring semesters. However, all interviews occurredafter students had been exposed to the iteration module and before the post-quiz wasadministered.In the fall semester, all time slots were filled before the second section had a chance to sign up. Tomitigate this in the spring semester, a different plan was implemented. Two different sign-upsheets were created: one for each section of the class. In the case students from
-person it’s easy to seewho is clumped together. That’s how I will choose who to work with on the collaborativeproject.”In engineering education, most universities shifted in a matter of weeks toward digital tools andremote working. Some adjusted to a digital learning requirement by making and sending “kits”for study in technical courses to students in multiple time zones. In many cases, internationalstudents didn’t leave the country, fearing they would have difficulty returning. Students in oneclass informed with a narrative on the international student Covid 19 experience suggesting“disincentivized collaboration made it trickier because working together became something thathad to be actively planned rather than meetups at office hours or in
education from a cross-curricular perspective.MethodsTeacher Instruments and AnalysisIn order to determine if AMP! achieved the goals of increasing teacher content knowledge,increasing student engagement and academic success, as well as creating supportive teachercadres, multiple levels of assessment were utilized. The evaluation plan included qualitative andquantitative assessments to determine whether teacher changes occurred and, when possible, thelevel of statistical significance of those reported changes. The instruments used included theMathematics Teaching Efficacy Belief Instrument (MTEBI) [42], a Leadership Survey createdin-house, and a Needs Assessment survey also created by the team. AMP! teachers completedthe three surveys before and
Management Institute. 2007. (accessed at https://www.pmi.org/learning/library/managing- virtual-teams-high-performance-7310)[9] M. White. “The management of virtual teams and virtual meetings,” Business Information Review, Volume: 31 issue: 2, page(s): 111-117, 2014. https://doi.org/10.1177/0266382114540979[10] C. Watson. Multitasking During Virtual Meetings, HR. Human Resource Planning; 24 4: Business Premium Collection, pg 47, 2004.Appendix A - Study SurveysNote: full surveys be accessed using the following links. Each survey is approximately 12 pageslong.PEV Surveyhttps://forms.office.com/Pages/ResponsePage.aspx?id=EYj_mRc1qUC_EEXqCjIfC4iSEREgcr1FrkPtWBIwKZ9UMjZBRjlWTjc4Q1NQUlgwSE1aRUVCSUdFMy4uTC
circumstances,remote instruction can be beneficial as it provides students and instructors with the flexibility toteach and learn from anywhere. However, the nature of remote learning during the COVID-19pandemic is very different from traditional models of online education and learning. Thesemodels involve prior planning and preparation to deliver course content optimized for onlinedelivery, as the development of a fully online university course can take substantial time prior toits delivery. Moreover, it can take multiple iterations of an online course for faculty andinstructional staff to feel comfortable with teaching it. During the COVID-19 pandemic,instructors did not have the time to carefully design and transition face-to-face courses to
energy balances for open and closed systems.This lab was found to be highly confusing and frustrating by the students compared to theprevious experiment. Some of this was due to the lab instructions, which had to be revised mid-term when it became apparent that the initial plan for data gathering was not going to work withthe originally planned Arduino circuit. Additionally, it was difficult to get accurate data todetermine heat transfer coefficient given the limitations of the equipment, particularly for the athome students. However, it was gratifying to notice that this lab had the second highest recordedpercentage of students who found it interesting and engaging for all the terms recorded. Heat Transfer/Thermo
the latter. It is from these roots that the premajor orientation was developed.Project ApproachDesign & Implementation of Premajor OrientationIn fall of 2019, a small group of faculty and staff began planning a new student orientationspecifically designed for engineering & design premajor students. With the knowledge that manyof these students had already participated in university-wide orientation sessions, this sessionwas created to focus on department specific content including norms, expectations, andstandards. Understanding the importance of creating a welcoming, inclusive, and equitablelearning environment, the development team placed a strong emphasis on sharing behavioralexpectations, creating a common language, and engaging
scholarly resources. Our vision includes acting as a model of professionalism for other institutions and striving for excellence in exhibitions and public programming, all while reinforcing the mission of the university in alignment with the university’s strategic plan.When conceiving of the plan to establish an art museum in the center of a technical campus. themuseum’s founder and the university’s president felt strongly about the impact art could make onthe student body and how it might supplement their very technical education. The thought wasto encourage a friendly confrontation with art placed not just in the museum, but also in anumber of campus buildings and public spaces. In fact, the museum’s collection was gifted tothe
, establish goals, plan tasks, and meet objectives 6. The ability to develop and conduct appropriate experimentation, analyze and interpret data, and use engineering judgment to draw conclusions 7. The ability to acquire and apply new knowledge as needed, using appropriate learning strategies. [7]Continuous Improvement Models As detailed above, the quality assurance of undergraduate engineering programs isderived by three components: student outcomes, self-assessment, and continuous improvement.However, the continuous improvement of a program is many times at the discretion of thefaculty during the self-reporting process, with minimal input from other key stakeholders. Animportant aspect of continuous improvement is
that makes working classstudents like me even able to pursue graduate studies … would be gone.”Richard described the impacts the union has on students’ standard of living and an example of aunion campaign for improved transgender health care led by transgender members: “… your standard of living has kind of been set by how much it is that the union has been able to push the university … One of the big wins that has … come out of the past three years has been … our trans healthcare coverage ... back in like 2017 … the university, pretty much said like ‘go away, like this isn't something that should be in the contract,’ … Now like I think our university has one of the best like trans health coverage plans in
in-person lecture, hours beforethe University mandate was announced. As an instructor, the author felt prepared to move forwardinto an online teaching platform given that her personal and department preparedness increasedher time to plan and prepare for this transition in courses and general daily life. Although thisincreased planning time could not foresee all issues, it definitely decreased the level of stressassociated with the one-week transition period. Additionally, the instructional approach applied tothe in-person course offering allowed an effective transition to the online platform as will bediscussed in further detail. Note: Resources were made available to faculty during the transitionthrough the Center of Equity and Excellence
students perceive an expectation forsuccess in a co-curricular activity or why a co-curricular activity is perceived to be valuable thenwe can guide students into choosing optimal co-curricular learning opportunities.Jones et al [28] investigated the motivations of first year engineering students through the lens ofEVT and found that understanding student motivation, as it relates to education and career plans,necessitates use of multiple constructs related to expectancy and value. Additionally, they foundthat while both men and women have similar levels of value-related beliefs, both reported“enjoying engineering less and viewed it as less important and useful” by the end of the first year[28]. Similar declines in motivational trajectories among
identify necessary project changes. These changesencompassed changes to content or project modifications. Next, they recorded videos to providebackground information and to help participants create the deliverable for each project. UACOEuploaded all videos to an UACOE outreach YouTube channel, established specifically forCOVID-era virtual outreach offerings. The students received a playlist with all of the projectvideo links prior to the start of their camp.The creation of videos required planning, practicing, and review by the camp team, which is atime investment into virtual camps. Staff spent time ensuring quality and effective videos, © American Society for Engineering Education, 2021 2021
as a scalar indetermining the final course grade to hold students accountable for their respective levels ofcontribution to the team’s overall workload. Factor Degrees of P-Value Difference Between Genders Freedom Incoming GPA 336 0.0060 Women 0.16 grade points higher Team Design Submittals 43 0.8826 n/a Individual Design Submittals 336 0.9325 Individual Development Plans 336 0.0061 Women 3.5% higher Peer Evaluation Adjustment 789 0.0001 Women 2.6
programmaticframeworks described by Espiritu et.al. [12], including one-stop intentional advising; mandatorytutoring; near-peer, faculty, and professional mentoring; and access to professional organizations.These frameworks are essential in developing the sense of Community of Practice (CoP) forstudents, which play a direct role in student’s self-efficacy at both institutions [13, 14, 15, 16].Planning, implementation, and evaluation of the HPAT model has become an institution-wide,cross-institutional, effort that incorporates broad engagement and collaboration, and fosterscontinuous improvement. This paper emphasizes the benefits of a fully integrated approach to co-branding and co-marketing; co-admission; opportunities to participate in co-curricular
totality of careful consideration that thedepartment put into the model. As the model is updated, so too will these commentary slides.Doing so will provide a mechanism not just to describe the updates but to also provide anupdated list of literature upon which the model is based.Next StepsSince this paper is a work in progress and the D/CME plans to use this assessment of ourteaching and learning model to make any changes, the authors felt a “next steps” section wasappropriate to conclude the paper. Preliminary answers to the two research questions are:(1) How well does the current Model of Teaching & Learning apply to remote education? Inshort, quite well! Nothing in the model proved impossible to implement in a virtual environmentbut several
of Cali- fornia, Irvine, and Santa Barbara City College. He has worked in informal STEM education at the Santa Barbara Museum of Natural History and MOXI, The Wolf Museum of Exploration + Innovation. As MOXI’s first Director of Education, Skinner created the philosophical vision for the department, mapped out a five-year strategic plan, and built up an education staff of five full-time employees, 20 part-time employees, and over 100 volunteers. He planned, budgeted, and implemented a full slate of informal and formal education programs; collaborating with teachers and school administrators, university depart- ments, science and technology companies, community organizations, and donors. At MOXI, Skinner’s
well to remember this method, as itrequires no preparation (besides a well-formed question) and no additional technology in theclassroom [2]. However, with a little planning and forethought, student response cards (a set ofsymbolic or color-coded index cards) can provide additional granularity and open up variousmultiple-choice questions [3], [4]. These pre-technological SRS approaches have very lowcognitive demands on instructors and students alike. Both methods predate the development ofelectronic SRSs.The modern electronic SRS began in the 1960s as hardwired audience response systemsdeveloped for the movie industry. As early as 1966, Stanford University introduced an SRS tothe classroom, followed by a hardwired system at Christopher Newport
earned her undergraduate degree in Biological Engineering from the University of Georgia.Lt. James Edward Roethler, Spalding University My name is James Edward Roethler. I am a Doctoral Student at Spalding University, specializing in forensic and adult psychology. I am also a 2LT in the United States Army, and plan to be a career psychologist with the military.Dr. Aimee M. Frame, University of Cincinnati Aimee Frame is an Associate Professor-Educator and current Undergraduate Program Director for Me- chanical Engineering at the University of Cincinnati. She received her MS in Mechanical Engineering from the Georgia Institute of Technology, USA and her PhD in Mechanical Engineering from the Uni- versity of
Self and Lauren Cooper—atCalifornia Polytechnic University, San Luis Obispo.Focus groups are purposefully planned discussion groups that aim to gather perceptions on aspecific topic from a predetermined and limited number of people. Typically, focus groups arerun by a trained moderator and include 4-10 participants. Because people are naturallyinfluenced by the comments and opinions of others, focus groups can capture people’s sociallyconstructed thoughts, attitudes, and beliefs [6]. Inhibitions soften in a group setting, so focusgroups can encourage candor as well as allow the researcher to explore unanticipated discussionissues [6]. To encourage honest and candid feedback, we required students to join the focusgroup using a pseudonym and to
Engagement Campus Engagement, Public Engagement Operations Air & Climate, Buildings, Energy, Food & Dining, Grounds, Purchasing, Transportation, Waste, Water Planning & Coordination & Planning, Diversity & Affordability, Investment & Administration Finance, Wellbeing & Work Innovation & N/A LeadershipTo earn credits under the curriculum category within academics, universities self-report thecourses they consider as sustainability-focused and sustainability-inclusive. These courses areidentified by the academic department, and are also identified as either undergraduate orgraduate level. The data is for the specific year of the
not promising for continued instruction online in the upcomingsemesters under the COVID-19 epidemic.References[1] Blaich, C. & Wise, K. (2020, September 14). Comparison of how faculty and staff have experienced their institutions’ responses to COVID-19. Higher Education Data Sharing Consortium (HEDS). Available: https://www.hedsconsortium.org/wp-content/uploads/2020.09.14-COVID-19-Survey-Faculty-v-Staff- Memo.pdf[2] The Chronicle of Higher Education (2020, October). ‘On the Verge of Burnout’: Covid-19’s impact on faculty wellbeing and career plans. Available: https://connect.chronicle.com/rs/931-EKA- 218/images/Covid%26FacultyCareerPaths_Fidelity_ResearchBrief_v3%20%281%29.pdf[3] Fox, K
London BBB 21 Madrid BBB 22 Milan BBB 23 Lyon BBB 24 Melbourne BBB 25 Stockholm BBB Source : https://www.imd.org/smart-city-observatory/smart-city-index/ Similarly, Zurich adopted digital transformation to make the city smart. Geoportal,eCitypläne, Digital twin of the city use IoT and Holoplanning through augmented realityapplication are used for urban planning and construction projects. A city-wide network wascreated for application of
this transition to the Ph.D., we developed and researched the Rising Doctoral Institute (RDI). The RDI is a four-day summer workshop for incoming doctoral students who identify as underrepresented in engineering and intend to begin graduate school in the Fall semester. This paper aims to discuss the process through which we developed the RDI and our initial research findings. We conclude with our plan to disseminate these workshops across multiple US institutions using a change-theory informed dissemination model.Introduction According to the 2008 CGS Report, Ph.D. Completion and Attrition: Analysis of BaselineData, underrepresented minorities (URM) (African American, Hispanics, and Native Americans
), and other (n = 19) as the possible races. The other category included all students thatresponded that they were another race or biracial. SD D N A SA Mean Plan to graduate in EE 19 26 10 15 54 3.48 SS is interesting 2 9 14 63 36 3.98 Beneficial to career: Convolution 7 23 34 42 18 3.33 Beneficial to career: LTI 3 12 25 61 23 3.71 Beneficial to career: FT 2 8 16 54 44 4.05 Beneficial to career: LT 2 5 15 59 43
cybersecurity and networks course that theywould teach in the 2020-2021 academic year, and revise it to infuse EML. The faculty wereencouraged to review cards published in EngineeringUnleashed.com to find potential ideas andimplementations of EML in specific disciplines. As part of the application, they were asked todescribe their planned effort to promote EML in their course and identify the learning outcomes.The primary deliverables were to implement the proposed EML component and provide adetailed summary of their deployment including assessment efforts for dissemination throughEML focused college and external meetings and events.Participation from Faculty, Outcomes & AssessmentThe faculty development opportunities described above reached a
Paper ID #34135Faculty Mentorship and Research Productivity, Salary, and Job SatisfactionDr. Li Tan, Purdue University, West Lafayette Li Tan is currently a postdoctoral researcher in the School of Engineering Education at Purdue University.Dr. Joyce B. Main, Purdue University, West Lafayette Joyce B. Main is Associate Professor of Engineering Education at Purdue University. She received an Ed.M. in Administration, Planning, and Social Policy from the Harvard Graduate School of Education, and a Ph.D. degree in Learning, Teaching, and Social Policy from Cornell University. Dr. Main examines student academic pathways and
school cafeteria; studentand teacher engagement in the program’s educational activities; and our impact on studentknowledge/affective/behavior outcomes as measured by our pre/post survey. The resultspresented below are based on the program’s first two years.Food Waste Program. Food waste has been collected daily from the MS and HS cafeterias. TheMS Green Team developed plans to start a food waste collection program in the ElementarySchool cafeteria, which would entail student representatives staffing the tray tables during themorning breakfast period to get the program going, although with the Covid-19 pandemic andensuring school closures those plans did not materialize. On average 300 kg of FW was collectedeach week and delivered to the CCE
the students had already worked in aninternship position using the topics taught in the course and 87.5% had not. However, 41.67% ofthe students plan on using the topics taught in the course during their career or a futureinternship.Course Content. As mentioned previously, we applied different pedagogical methods to aquality control course. This course introduces students to statistical techniques used in thedesign, control, and improvement of quality. In particular, our research focused on two moduleswithin the course: Modeling Process Quality and Interpreting Process Quality. These modulesare a review of students’ prior statistics courses with focus on how these concepts are applicableto quality control.The topics discussed in Modeling