lecturer position. At the time the plan was to implement a new lecturer track in thecollege, analogous to the standard tenure track and the existing research-focused track, withpromotions and tenure. I spent two years as an assistant professor at a 75% appointment, whichwould stop the tenure clock temporarily, giving me the option of returning, which I chose not todo. I am now on the third year of a three-year appointment as a lecturer, currently beingevaluated for renewal, which I am expected to easily receive. Plans for the lecturer track in thecollege were dropped shortly after much negative reaction from faculty at the college facultymeeting at which it was introduced.My responsibilities include teaching undergraduate and graduate courses
future BME 201 students, the contents of which areprovided in Appendix III. We have received feedback from the BSAC and other students forcourse improvements. We plan to address these in the upcoming semester as described below. Page 24.1331.7Course improvement We plan to further develop and improve upon this course as follows:1. Increase the diversity of the blended learning experience using video lectures, in-class problem solving and advising2. Improve and develop new hands-on laboratory modules geared toward teaching multidisciplinary BME technical and professional skills3. Develop new guided-design multidisciplinary group projects4
We have implementeda similar multi-year plan known as the Integrated Projects Curriculum (IPC), thatfunctions effectively for our smaller engineering program at Messiah College.Evaluating multi-year project work in various phases of development entails uniquechallenges as compared to the traditional capstone approach, but using a portfolio toassess the ongoing project work serves as a practical and effective tool, with sufficientflexibility. The portfolio for engineering assessment has been described by Williams.2 Inrecent years, a number of authors have identified various uses3 of the portfolio for thepurposes of engineering education; this paper focuses on our experience of portfolio usefor multi-year projects, in a progressive development
and financialgoals’ and 4) to enhance students’ career preparation.Design / Method: Our study sample consisted of 182 students enrolled in 6 engineering classes Thesepaired teams were grouped into Squads with a unifying product, a “drill.” Each course examinedcomponents of the drill, performing design analysis within their subject matter. The one graduatecourse developed a Business Plan to launch a startup business to manufacture and assemble allthe components of the drill.Results: Integrated Projects were piloted in the Spring semester 2023. Since each Squad hadconsistent deliverables, like a project team charter, coordination between classes was simplifiedand information shared via a Squad leader, the project coordinator for a
/1-2--42971ActivitiesThe project has completed its first year and is now halfway through its second. A wide variety ofactivities, key cornerstones for reaching capacity, have been executed and are in place (see Table1). The initial months of the first year were spent on planning and preparation. Implementation ofactivities began as early as the third month of the first year and continue. In addition, tuitionsupport, student ambassadors, continuous improvement research and graduation of scholars whohave been supported by the program, have occurred. A timeline for Year 1 and Year 2 activitiesand milestones is laid out in the table below. Table 1: Overview and Evaluation of Timeline and Related Activities 2to4
auxiliary-seeming courses (typicallywriting, economics, or ethics) until late into their senioritis. Our goal with these professional-formation skills is to get students to internalize them as true job skills and career skills, not tomention life skills. In today’s economy, we cannot blame students or parents if they do not focusbeyond getting that first STEM job right after graduation. We make sure it remains part of ourfocus for our students to be empowered to keep that first job, move up in that job, find better-suited jobs in the future, and serve humanity as ethical multifaceted engineers and civic-mindedjustice-oriented informed citizens.Consequently, our plan to sustain this effort has two pillars. One is to integrate professionalformation
partners while working on meaningful real-world problems.Student feedback indicated a strong positive impact of in-person instruction (most other courseswere entirely remote). At-home students expressed some difficulty working in mixed-modalityteams and many teams struggled to manage team productivity regardless of modality. Furtherimprovements include streamlining project-planning assignments and strengthening the peer-and self-reflection components of the course. In fall 2021, we will consider the role of sense ofbelonging in the academic trajectory and retention of first year students.1. IntroductionFirst year experience courses for undergraduate students have long been associated withimproved retention and graduation rates in engineering and
the Hillman Entrepreneurs Program, an educational, team-building andmentoring program that provides four-year scholarships for entrepreneurial students fromMaryland, who otherwise may not have the financial capacity to pursue a college degree orcompete well for financial aid. The Hillman scholarship enables students to go to school full-time and take a rich set of specially designed entrepreneurship and leadership courses. Theprogram includes out-of-the-classroom activities and mentoring to help them develop asentrepreneurs within a community of entrepreneurs. The program supports a full-time mentor ateach educational institution, who is charged with guiding the Hillman students with theirventures and planning the community activities that
assessment provides anopportunity for students to self-assess and reflect on their competency development over thecourse of the semester by focusing on their specific project.This paper will start with an overview of the experiential learning initiative and a description ofthe key competencies being used to guide reflection and communication efforts. Next, detaileddescriptions will be provided for both the new course and the pre/post assessment effortincluding deidentified samples of student work. This will be followed by an initial assessment ofstudent outcomes, a review of student feedback, and plans for modifying these efforts in thefuture. Finally, a description will be provided for how these efforts are also helping to inform thecreation of a
Commission “Software Development is totally different now than what it used to be. The best job candidate needs to bring a background in computer science and data analysis, with an understanding of business requirements.” – Charles Morgan, CEO/Chairman, First Orion, and former Chairman / CEO /Co-Founder of Acxiom Corp. This bold plan utilizes the development of the science of data analytics to cut across the areas of opportunity for economic improvement in Arkansas.” [13] – Arkansas Science Advisory CommitteeIn addition, in numerous interviews with senior executives for major companies, mid-sizedcompanies, and start-ups by the College of Engineering, the Walton College of Business, and theFulbright College of Arts & Sciences
Criteria 3 and 5 recently underwent a major update—the first major revision to the EACGeneral Criteria since the EC2000 initiative of the late 1990s [3]. The update also included somenew definitions (e.g., for complex engineering problems and college-level mathematics), whichare important to interpretation of the criteria. These new criteria, which went into effect in the2019-20 accreditation review cycle, resulted from a ten-year process of study and development,focused primarily on fixing perceived problems with the old criteria [4], [5]. At this time, theEAC has announced no formal plans or processes for developing future updates to the EACGeneral Criteria.Criteria Revision Processes Used by Accrediting Agencies Other than ABETAcademic
solving the complex problems that challenge our future. c American Society for Engineering Education, 2017S-STEM Scholarship Program at UNC Pembroke: A COMPASS for Science MajorsIntroductionIn the United Stated, educating students and creating leaders in science, technology, engineeringand mathematics (STEM) is a growing priority and viewed by many as the key to 21st centuryglobal competitiveness. In 2013, the White House National Science and Technology Councilreleased an ambitious five-year STEM Strategic Plan to coordinate federal investments in STEMeducation targeting five priority areas.1 One of these is graduating one million additional studentswith STEM degrees over the next ten years. Another is
Paper ID #19941Work in Progress: Quantification of Learning through Learning Statementsand Text MiningMr. Jackson Lyall Autrey, University of Oklahoma Jackson L. Autrey is a Master of Science student in Mechanical Engineering at the University of Ok- lahoma from Tulsa, Oklahoma. He holds a Bachelor of Science in Mechanical Engineering from the University of Oklahoma and currently is involved with research into design-based engineering education. After completion of his Master’s degree, Jackson plans to pursue a Ph.D. in Mechanical Engineering.Jennifer M. Sieber, University of Oklahoma Jennifer M. Sieber recently graduated
provides access to vitalresources for building quality entrepreneurship education programs that engage engineering andtechnical students including grants, faculty fellowships, capacity building workshops,networking opportunities, and resources. In addition, KEEN has provided financial anddevelopmental resources to grantee institutions for the development of entrepreneurshipcurricula, modules, and extracurricular activities like business plan competitions, speaker series,student entrepreneurship clubs, and seminars. At LTU, the grants provide the funding tointegrate the existing entrepreneurial programs into a new innovative interdisciplinary programfocused on developing the “entrepreneurial mindset” on campus. The skills associated with
and why’ behind each activity.Many participants still attend based on parent or school recommendations but generally seemmore invested in the program mission.Program planning begins with securing funding, as OPTIONS relies solely on external fundingto continue operating. The curriculum is adjusted to meet the goals and requirements set by thefunding agency, while remaining true to the program mission of encouraging young women toexplore and pursue engineering and computer science. Curriculum planning coincides withscheduling field trips, mentor visits, and faculty-led workshops. Advertisements generally beginin December and January, and college counselors are finalized in the spring semester.Registration is accepted on a first-come, first
numberthree also focuses on decentralized resources with hardened distribution in critical zones (e.g.,raised substations, reinforced poles). Vision four adds a hardened transmission and distributionsystems to the third vision 3, replacing critical transmission links with underground HVDC aswell as reconfigured transmission. This vision also includes increased storage capabilities. Thelast vision adds new transmission connections to the fourth vision.The model used for this project is based on co-optimized expansion planning (CEP). The maingoal is to identify investments in generation, transmission and distributions systems (what, when,where, how much) that would minimize net present value investments and operations over a 20-year period. For each
interconnected community of faculty, students, industry partners, alums and athletes who are dedicated to applying their technical expertise to advance the state-of-the-art in sports.Dr. Amitava ”Babi” Mitra, Massachusetts Institute of Technology Dr. Amitava ”Babi” Mitra is Executive Director, New Engineering Education Transformation (NEET), MIT. He was the founder-Dean, School of Engineering and Technology, BML Munjal University, Gur- gaon, India and the founder-President and Vice-Chancellor, Vivekananda Global University, Jaipur, India. Mitra is passionate about evangelizing and implementing an educational vision that he believes in; he enjoys formulating, designing and planning its implementation, and then taking it through to
company. Rosales is also working with the Colorado State University Depart- ment of Electrical and Computer Engineering on integrating professional skills development into the engineering curriculum.Ms. Andrea M. Leland, Colorado State University With nearly twenty years combined experience in higher education and private industry, Andrea Leland has distinguished herself as a dynamic communicator and tireless ambassador of engineering education and research. For the past twelve years she has worked in the Department of Electrical and Computer Engineering at Colorado State University to advance its mission through well-planned communication strategies and relationship building. Leland has played an integral role in
deliverable (high school science/engineering activity with student andteacher materials), as well as weekly assignments and reflections from the IGERT students. TheIGERT MNM itself represents a community of practice that facilitates situated learning throughcontextual participation. More specifically, learning the pedagogical frameworks was expressedthrough the design of lesson plans that are grounded on these frameworks. Because this is aunique model for interdisciplinary graduate level education, and because many graduate studentsdo not have the opportunity to learn theoretically-sound activity or curriculum design, we areinterested in studying professional skills that occur as a result of participation in the pedagogy
group presented in December 2009 its strategic plan for the future of the electric system. In 2010 the group convened a National Dialogue on Energy, expanding its membership to include other community groups, and professional organizations. During 2011 the group spearheaded a public education effort regarding a new way to elect the two consumer representatives for the Governing Board of the electric utility. PREPA is a state-owned public power company, and although the Governor selected 7 of the 9-member Governing Board, PREPA operated autonomously from the state government. The remaining two members of the Board were representatives elected by the consumers. The Roundtable got two of its members included in the final ballot for the elections
Paper ID #22193Lessons Learned from the First Round of Course Assessments After Curricu-lum Restructure Based on ASCE BOK2Dr. Kelly Brumbelow, Texas A&M University Dr. Kelly Brumbelow is an Associate Professor and the Assistant Department Head for Undergraduate Programs in the Zachry Department of Civil Engineering at Texas A&M University. He has been a faculty member at Texas A&M since 2002, where his technical specialty is water resources engineering, planning, and management. Prior to this position, he completed his undergraduate and graduate studies at Georgia Tech, where he taught undergraduate courses
AC 2007-109: PROJECT MANAGEMENT APPLICATIONS FORSERVICE-LEARNING IN ENGINEERINGFrank Giannelli, Lafayette College FRANK R. GIANNELLI graduated from Lafayette College in Easton, PA in May 2007. He received his B.A. in Engineering with a minor in Economics and Business. He is interested in project management and plans to pursue a career in engineering management.Sharon Jones, Lafayette College SHARON A. JONES is an Associate Professor at Lafayette College in the BA Engineering Program. Her research includes environmental and infrastructure policy. Dr. Jones received a BS Civil Engineering from Columbia University, and a PhD Engineering and Public Policy from Carnegie Mellon University. She
enablesecondary students to experience the relevancy of their education to everyday life, societyand the world. The third goal is to encourage secondary students to consider engineeringas a field of study in college and as a profession.Project STEP Fellows are primarily graduate students, but several undergraduate studentshave participated and used the experience as a capstone design experience. The Fellowsare trained by College of Education faculty in a sequence of graduate courses that covertopics including classroom management techniques, lesson planning, instructionaldelivery, state and national standards, and assessment of student learning. Fieldpracticum allows the Fellows to observe teachers’ classroom styles and becomeacquainted with school
May 2012, has been developed from the ground up to not be anengineering discipline-specific program, but to provide students training with an emphasis onengineering design, systems thinking, and sustainability. Our vision is to produce cross-disciplinary engineer versatilists. One important place in the curriculum where this is achieved isthe six course (10-credit) design sequence which is the spine of the curriculum. Starting withthe sophomore design courses (Engineering Design I and II), the focus is on teaching studentsthe process of design including the phases of planning, concept development, system-leveldesign, detail design, as well as testing and refinement. Grounded on a novel and multi-dimensional problem-based learning (PBL
socio-economic system.Strategic planning is now becoming a norm to reap the benefits of advancing technologies andinnovations. Those organizations that resort to reactive planning—only when trouble appears at Proceedings of the 2001 American Society for Engineering Education Annual Conference & Exposition Page 6.1.1 Copyright©2001, American Society for Engineering Educationtheir doorsteps—are toying with extinction. A strategic plan requires everyone in anorganization to examine his/her workplace and workspace for potential problems andopportunities that may arise. A leader in a knowledge-based organization
populations. Participating teachers attend a ten day,six hour per day summer workshop, that is offered simultaneous to the graduate student summersession, and this workshop addresses the applications of mathematics and science to engineering.Joint sessions are held during the summer session among graduate students and teachers,allowing for collaboration and brainstorming on lesson plans that will be implemented during theacademic year. The bond between the graduate students and the teachers begins to developduring the summer and is strengthened throughout the academic year. These workshops aretaught in collaboration with expert district teachers, university faculty, and engineers andscientists from a local national laboratory. Each workshop further
engages students in hands-on projects,enhances their practical and project management skills, and gains valuable experiential learningexperience. It also adapts the Students as Partners (SaP) method to cultivate students' sense ofownership and responsibility in their SIGs. Academic advisors and participating studentscollaborate in various decision-making processes, including planning, funding acquisition,recruitment, training, prototyping and deployment.This practice paper offers an in-depth exploration of the SIG program hosted within the HKUInno Wing, delving into governance aspects such as the management structure, funding model,resource allocation, and development support. It showcases two exemplary SIGs as case studies:one centered on bio
coaching for and by language teachers (e.g., peer coaching, critical friending in educational contexts). Ari has planned and facilitated language and literacy workshops and lectures, as well as curriculum development, in Ghana, Israel, Italy, Saudi Arabia, South Africa, Sweden, Thailand, and the USA. As a private person, Ari travels to the Israeli occupied West Bank of the Jordan river where he documents Israeli settlers who engage in violence, agricultural theft, intimidation, and threats. Ari’s videos, notes, and presence support a coalition of non-government organizations working in solidarity with Palestinian communities in the Jordan Valley to prevent the destruction of Palestinian villages and to prevent the
Paper ID #41406By the Book: Is Induced Travel Missing from Transportation EngineeringTextbooks?Prof. Kelcie Mechelle Ralph, Rutgers, The State University of New Jersey Kelcie Ralph is an Associate Professor of Transportation Planning and Policy at the Bloustein School of Planning and Public Policy at Rutgers. She earned her PhD at UCLA, an MPhil in Environmental Policy at Cambridge, a MSc from the London School of Economics, and a BA from the University of Alaska. In her research, Dr. Ralph works to identify and correct common misconceptions about travel behavior and safety to improve transportation planning outcomes.Ellen
from the perspective the mentees, roughly thesame objectives apply from the perspective of the mentors, which we discuss further inAssessment.Design approach: assessmentThe assessment segment of backward integrated design is typically a major focal point for coursedesign because assessment of student learning in classrooms is often a high stakes endeavor anddifferentially impacts students, such as affecting grades and therefore financial aid andpersistence in degree programs. In professional development program assessment, however,participants’ outcomes are not “graded,” and our assessment is used primarily for internalimprovement and contributing to the body of research in the program area. Thus, we created anassessment plan that can convey