Mean for YOUR Work? • Teams & Time • Education & Engagement • Community & Commitment • Assessment & Awareness • Individual & Inimitable • Desire & DevelopmentResources: Toolkit &Worksheet Resources:TECAID Model & Graphic Resources: Case Studies Working as a team on DEI Issues Gathering strategic information for planning DEI change Effectively navigating conflict while engaging in DEI change efforts Think-Pair-Share: What’s Your Motivation?• Why does having a diverse, equitable, and inclusive engineering department culture matter to you? Discussion: Ground Work• Where are you already gaining ground in your desire to create DEI-related change? (can
engineering self-efficacy (ESE). Students were asked to indicate frequency oftypes of interactions with faculty (e.g., discuss plan of study; discuss future career plans)and extent to which they experienced negative attitudes from faculty. Engineering self-efficacy (e.g., succeed in engineering curriculum; excel in engineering major) was assessedusing items from a published instrument on engineering self-efficacy, and the scaledemonstrated internal consistency. Overall, students who reported more frequentinteractions with faculty (more than once), and lower perceived negative attitudes fromfaculty indicated higher levels of engineering self-efficacy. Further, we examined resultsfor sub-groups of specific underrepresented students (women; transfer
year 3Background and Context• STEM Teaching Fellowship: – Teachers apply in school teams of 3-4; typical composition includes both science and mathematics teachers, mostly middle school – Three main strands: STEM Integration, Core Teaching Practices, Schoolwide STEM Strategic Plan 4Background and Context• Approach to STEM Integration Strand – Experience STEM integration as learners – Reflect and unpack as educators – Introduce tools, strategies, and templates to empower teaching fellows to engage their students in STEM Integration• Summer 1: Platform Design• Summer 2: Flint Experience
most affected by long termprofessional development as opposed to a one-time workshop [8]. Based on this information and conversations with local school leaders, the authors beganhosting the miniGEMS STEAM camp for the first time in Summer 2015. miniGEMS initiallystarted as a free five-day long STEAM summer camp for middle school girls from various localschool districts. The camp was planned and directed by the authors, Dr. Michael Frye and Dr.Sreerenjini Nair, and involves university undergraduate lab research assistants and middle schoolSTEAM teachers. The camp was conducted for the third consecutive summer at the AVS Lablast year and was expanded to a two-week camp. Additionally, four separate camps were heldlast summer. This paper
assembled in AY17 and empowered to work with collegeleadership to envision, develop, and resource infrastructure and communication needs to engageall college employees in our culture change process. The work of the Change Team has emergedas essential to advancing our goals in relation to community. We will discuss inception andevolution of the Change Team, profile five projects launched in AY18, and summarize some ofthe challenges that still remain.BackgroundThe efforts described in this paper are enabled to a great extent by the broader university-levelcontext. The most important initiatives supporting work within the College of Engineering(COE) are highlighted below. We also provide a brief overview of the college’s strategic plan,which for the
, building coalitions, and fosteringwell-being. Approximately 300 women attended the first conference, with participant numbersgrowing incrementally each year.In 2016 Dr. Menah Pratt Clarke, one of the founders of the FWCA conference, assumed theposition of Vice President for Strategic Affairs and Vice Provost for Inclusion and Diversity atVirginia Tech. With her move, the FWCA conference transitioned to Virginia Tech inBlacksburg, Virginia. The sixth annual FWCA Conference is planned for April 5-6, 2018.Conference highlights include keynote speakers Maria Hinojosa, Senior Correspondent for theEmmy Award-winning broadcast news magazine NOW on PBS. Hinojosa is also the anchor andmanaging editor of NPR's "Latino USA," and Brittney Cooper, Associate
addition, the SOE along with Science faculty ran a pilot workshop in the fall onways of teaching for diversity and inclusion. This workshop was based on the Bryn MawrCollege Teaching to Increase Diversity and Equity in STEM (TIDES) workshop. To encouragefaculty to attend future workshops on diversity and equity, the SOE had a raffle for staff andfaculty who took the implicit bias tests found at the Harvard site: Project Implicit:https://implicit.harvard.edu/implicit/takeatest.html.The formal response addressed each of the students’ recommendations. In some cases, wewere able to inform the students of activities already in process of which they were unaware. Inothers, we shared plans to address their issues, and in one case, we had to redirect some
population is not represented in the faculty body. Between 2011 and 2016, totalunder-represented (URM) minorities added was 36, a 20.2% change bringing the total number to 214,9.4%. In the same period, total white faculty added was 99, 6.4% growth, bringing the total number to1644, at 72.3%. Enrollment of URM students for fall 2017 was 29%.In 1990, VCU conducted an environmental scan. The result of the scan informed phase I of the strategicplan which was approved in 1993 by the board of Visitors. The mission of teaching, research, publicservice, and patient care is specially oriented to the challenges and opportunities of metropolitanAmerica. In 1996/97, phase II of the strategic plan with its fifteen strategic directions and 160 specificactions
Graduate Student Steering Committee at the University of DelawareAbstractThe University of Delaware (UD) has had an active Women in Engineering (WIE) program sincethe early 2000s. The goal of WIE is to foster a warm climate in which all members of theCollege of Engineering feel welcomed and can be productive. WIE activities have evolved overthe years, but in the last decade most of the programming has been planned and executed by theWIE Graduate Student Steering Committee. Sponsored by the dean of engineering and overseenby an associate dean and faculty advisor, the committee is made up of two women graduate-student representatives from each of the seven engineering departments. The committee planssocial, networking, and
should be responsive to the needs of the participants andthat this responsiveness should be reflected in both the preparation and enactment. Thus, we workwith participants and local organizers to understand and anticipate needs ahead of each fieldschool to plan a schedule and topics that would be most appropriate for each environment andgroup. Then, during each field school, we make space for discussions and topics that reflect theemerging needs of participants as they engage with the research.Second, not only do we believe that our field school should be responsive, but that research itselfis and should be responsive. We address this fluid and generative nature of research by framingresearch as “play”: an enjoyable process by which we generate
women are under-represented.INTRODUCTIONExtension Services for Undergraduate Programs (ES-UP) at the National Center for Women &Information Technology (NCWIT) employs a multi-pronged, systemic approach to increasing theenrollment and retention of women in undergraduate computing departments. ES-UP advocatesimproving the environment for all students using research-based strategies that correspond to thesix components of the NCWIT ES-UP Systemic Change Model. The components include creatinga Recruiting Strategic Plan; retaining students with Inclusive Pedagogy, Curriculum, and StudentSupport; securing appropriate Institutional Policies and Support; and finally, implementing acomprehensive Evaluation and Tracking System (See Figure 1.)Figure 1
2formal and informal education. Examples of student comments, questions, and ideas stemmingfrom the dialog are shown in Table 3. Key take away messages include: ! Students want more diversity in terms of demographics; they want to know both how well the university and college are currently doing as well as what is planned to achieve improvement. ! Students want to feel faculty are invested and interested in them; they want to be able to relate to the faculty as well as to other students. ! Students want to see a greater awareness of DEI issues within the college, including education about diversity from college faculty, as opposed to getting this education entirely from the
semester), we are now expanding this into a 4-credit SocialWorld course at UMass Amherst. Section 2 of this paper describes the first offering of the course duringSpring 2016; section 3 describes the second offering during Fall 2016, where changes were made in theschedule based on student feedback and instructor experience. Section 4 describes the logic and plan toimplement this course as a 4 credit course in the future. Section 5 offers conclusions, and references are givenin section 6. The appendices to this paper reproduce verbatim comments that students have provided abouttheir experiences in this course.2. First Course Offering: One Credit Seminar, Spring 2016 Queer Lights was initially developed in
will also be explored during this Module. 2Module IV – ConclusionTo conclude this presentation, a summary of the three most significant lessons learned fromthe AAC&U TIDES initiative will be reviewed. Of particular importance is the inclusion of insightsinto which elements of TIDES can and should be adapted within other institutions’ settings.Additionally, in keeping with its interactive approach, this presentation will invite attendees tonot only ask questions, but to also share their individual experiences, successes, and challengesrelated to implementing culturally responsive undergraduate teaching strategies.A direct outcome of the Conclusion Module will be an agreed-upon plan for
focused on student success research and policies. Dr. Rincon holds a B.S. in Civil Engineering from The University of Texas at Austin, an MBA and an M.S. in Information Management from Arizona State University, and a Ph.D. in Educational Policy and Planning from The University of Texas at Austin. c American Society for Engineering Education, 2018 A Descriptive Study of Community College Transfers in Engineering and Computer Science in TexasAbstractCommunity colleges are an increasingly popular route towards a baccalaureate degree, offeringopen enrollment policies, flexible schedules, and opportunities to address gaps in academicpreparation. Unfortunately, research has
primary role is to coordinate data collection, interpretation and dissemination to support teaching and learning, planning and decision-making across the college.Prof. TJ Tsai, Harvey Mudd College TJ Tsai completed his BS and MS in electrical engineering at Stanford University in 2006 and 2007. From 2008 to 2010, he worked at SoundHound, a startup that allows users to search for music by singing, humming, or playing a recorded track. He completed his Ph.D. at the University of California Berkeley in May 2016, and is now an assistant professor of engineering at Harvey Mudd College. c American Society for Engineering Education, 2018Erasing a Gender Gap in Performance in a Multidisciplinary
University in the Industrial and Man- ufacturing Systems Engineering Department. He graduated in 1999 from the University of Illinois at Urbana-Champaign with a PhD. in Industrial Engineering in the Human Factors Program. His research interests focus on human factors, human-computer interaction, and adaptive systems that enable people to be effective in the complex and often stressful environments found in aviation, military, robotic, and space applications. His teaching methods include team projects and the application of team-based learning methods into the classroom.Cassandra DoriusJane Rongerude PhD, Department of Community and Regional Planning, Iowa State University Jane Rongerude is an assistant professor in the
transformation, participants completethe seminar with an Action Plan that applies their new knowledge to practices within their sphereof influence. The OREGON STATE ADVANCE leadership team follows up with participantsthrough quarterly all-cohort gatherings, and connects individuals across colleges who proposesimilar actions.The power of the seminar for institutional transformation comes in large part from its“sensemaking” of personal experiences of discrimination within institutions. Literature ongeneral institutional transformation suggests that sensemaking is an important factor insuccessful transformation. Researchers have found a number of effective strategies forinstitutional change in higher education: solid administrative leadership
underrepresentedbackgrounds for the STEM workforce. Like most institutions, however, we struggle to recruit amore diverse faculty, especially those from underrepresented minority (URM) groups. Indeed, asof fall 2017, Black faculty represent only 7%, and Hispanic faculty only 5%, of our tenure-trackfaculty, while our student body is 17% Black and 7% Hispanic. We have made significantprogress, however, in promoting gender diversity in STEM. In 2003, we received a $3.2-millionNational Science Foundation (NSF) ADVANCE Institutional Transformation (IT) grant torecruit, retain, and advance women tenure-track faculty in STEM. Under our ADVANCEprogram, we developed and implemented such policy and programmatic initiatives as acomprehensive Family Support Plan, the Eminent
staff. The paper concludes with implementablesuggestions for how to fully engage the lesbian, gay, bisexual, queer, and others (LGBQ+)population in the ASEE Dean’s Diversity Initiative. IntroductionIn 2011, the ASEE Diversity Committee was formed and charged with developing a strategicplan “to position the Society to increase diversity in the profession” [2, Sec. Strategic Plan]. InOctober 2011, National Academy of Engineering member Dr. Lynn Conway appeared on thePrism magazine’s cover to accompany an article titled, “Secrets are out: Lesbian, gay, bisexual,and transgender engineers are no longer willing to hide their true selves” [3]. Dr. Conway was aformer IBM engineer who made significant
Technology.As a preliminary step toward understanding this trend the authors conducted an online survey ofET students. While the ultimate goal of our research is to gain insight into the ET academic andcareer paths of African American students, the survey was open to all students. The centralobjective of the survey was to learn more about ET students, their high school experiences, pathsto their ET majors, their universities and degree programs, and future plans. In this preliminarystudy we do not attempt to separate or analysis the responses of students by ethnicity. The surveyquestions were in four categories: Demographics, High School Preparation, Path to Major,Institution and Curriculum, and Future Plans.ResultsA. Demographics117 students responded
Invisible Key actor in Diversity Planning Efforts in Higher Education," Planning for Higher Education Journal, V44N4 July-September {kjfnbvnbvbv{ 2016 [online]. Available www.scup.org/phe. [Accessed Nov. 8, 2017] • [3] The National Academies Press, "Expanding Underrepresented Minority Participation: America's Science and Technology Talent at the Crossroads," [online]. Available http://nap.edu/catalog.php?record_id=12984. [Accessed Nov. 8, 2017]Contact InformationSandra English, Sr. ManagerCenter for Engineering Experiential Learnings.l.english@csuohio.eduAnnette Karlsson, Dean for Washkewicz College of Engineeringa.karlsson@csuohio.eduHannah Rosen, Coordinator Engineering Student Programs
social change. These changes will require pre-existing leaders and also produce more leaders in the long run. When I graduate college, I plan to create a scholarship for women in STEM fields. This scholarship is just one little stepping stone that will be a piece of a much larger movement I plan to lead which will one day break the unfavorable norms for women in STEM majors.A WiSE approach: Examining how service-learning impacts first-year women in STEM 12Olivia helps communicate how we need to help current leaders shift to process-orientedleadership and continue to enhance future leaders in activism and positive social change. Sheclearly states her goals to make change within her major and field
community of interest. Employing a targeted approach to outreach,NSBE must recognize both national and local barriers to provide engineering experiences that areaccessible and engaging for their target audience. Central to NSBE’s outreach approach is a four-stage strategic plan, including: (1) city identification, (2) school/site identification, (3)advertisement and marketing, and (4) selection and enrollment. While many of these strategies arecommon among outreach programs, increasing access requires an additional layer of planning inwhich stakeholders must not only identify what approaches to implement, but also how best toimplement them based upon the target population. In the following sections, we will provide anoverview of each stage and
? race/ethnicity), conference information, and motivation for attending a non-technical conference. Selection of awardees wasB. Data Collection and Assessment Instruments student level-blind (graduate or undergraduate), race/ethnicity- This study presents data collected during a span of two years, blind, and based on responses to three questions: (1) Pleasewith four collection periods: Spring 2016, Fall 2016, Spring indicate why you would like to attend the conference(s), (2)2017, and Fall 2017. For each collection period, participants Please indicate how you plan to fully utilize the conference(s)completed an application form, conference pre-survey, and
regulationthat protects people with disabilities from discriminatory employment practices (OFCCP). Theupdated compliance measures dictate that companies adopt new employment practices such ascreating plans to have a workforce where all job groups have at least 7% representation of peoplewith disabilities, documenting and updating the number of people with disabilities who haveapplied for jobs, and inviting employees to self-identify as people with disabilities (OFCCP).There have been instances when the OFCCP has been involved in legal actions to enforce thenew Section 503 mandate, demonstrating the importance of the new regulation in creatingdiversity in the workplace. For instance, in March 2017, American Ordnance was fined 50,000USD for failure to
about the experience at the event center: “Disney in our town… The guy was really cool who met Presidents, and rocks stars, not a stereotypical engineer.” “Interesting to learn more about the (event center) and to be able to use engineering with planning. It shows me that we can use our degree for more than just engineering.” “I would love that job - Take away. Gave me a new side to what my degree can do.” “It is a new experience to consider. Yes! It allowed me to experience more in an engineering career field so I would know what I would potentially be doing.” When classes began, student availability was more limited, which posed some challenges. The next tour was a short walk by the students to the
flagshipUniversity Park campus and 18 regional undergraduate campuses. About 60% of PennState students opt for the “2+2 plan” by completing the first two years of their educationat a regional campus and then transition to the University Park campus for the last twoyears. One reason to focus on regional campus students is because half of the raciallyunderrepresented students in Engineering begin their Penn State career at a regionalcampus. This paper focuses on promising practices to expand and sustain summerbridge academic enhancement programs beyond the traditional model of a residentialprogram at a Research I university. This presentation will discuss (a) different modelsfor summer bridge programs, (b) strategies for sustaining summer bridge programs, (c
central evaluation questions addressed by the evaluation were as follows: 1. What do youth learn about the design process and engineering through participation? 2. How does participation in the program influence youth attitudes towards STEM in general and engineering in particular? 3. How does participation in the program influence youth plans for future college and career?ProgramDesignThe TechHive program was designed to create a culture of HOMAGO (Hang Out, Mess Around& Geek Out) for participants. HOMAGO was initially developed as a theory of how youthinteract with new media, using it to “hang out” and extend their friendships, “mess around” toexplore their interests and tinker, and “geek out” by diving deeply into
completion of their plans of study, and act to ensure intellectual health ofthe student (Noy & Ray, 2012). Solem, Lee, and Schlemper (2013), in a study of graduatestudents in a geography program, found that students reported the need for faculty advisors to aidthem with the “publish or perish” culture and climate evident in graduate education.Additionally, Cress (2008) found that, especially for underrepresented minority graduatestudents, the faculty-student relationship plays an important role in mitigating the negativeeffects of a poor campus climate. Beyond the roles and responsibilities of a faculty advisor, the interactions andrelationship between the student and advisor impacts students’ perceptions of climate andsuccess in their