utilizing an industrial advisory board in the accreditation process dr. raymond greenlaw department...
Post on 31-Mar-2015
218 Views
Preview:
TRANSCRIPT
Utilizing an Industrial Advisory Boardin the Accreditation Process
Dr. Raymond GreenlawDepartment of Computer ScienceArmstrong Atlantic State University
Utilizing an Industrial Advisory Board in the Accreditation Process 2Raymond Greenlaw
Outline
• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within
University• Conclusion
Utilizing an Industrial Advisory Board in the Accreditation Process 3Raymond Greenlaw
Outline
• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within
University• Conclusion
Utilizing an Industrial Advisory Board in the Accreditation Process 4Raymond Greenlaw
Introduction
• Industrial advisory board also known as…– Advisory board– Board– External advisory board– Affiliates board– Community advisory board
Utilizing an Industrial Advisory Board in the Accreditation Process 5Raymond Greenlaw
Introduction
• Creation driven by deans• Fund raising• Political influence• Student internship programs• Placement of graduates
Utilizing an Industrial Advisory Board in the Accreditation Process 6Raymond Greenlaw
Introduction
• Departmental level• Useful feedback to program• Assessment goals set for advisory board• Great effort required to set up and use
industrial advisory board effectively
Utilizing an Industrial Advisory Board in the Accreditation Process 7Raymond Greenlaw
Outline
• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within
University• Conclusion
Utilizing an Industrial Advisory Board in the Accreditation Process 8Raymond Greenlaw
Initial Planning
• Form internal advisory board committee• Chair understands assessment process
– ABET’s terminology relating to assessments – program educational objectives (PEOs)
– ABET’s expectations regarding assessment of PEOs
• Decide function• Meet regularly and document work• Educate new faculty members
Utilizing an Industrial Advisory Board in the Accreditation Process 9Raymond Greenlaw
Initial Planning
Questions for the committee to consider:– What type of feedback is the committee expecting
from advisory board?– How can such feedback be obtained?– How can this information be documented and used in
the assessment of PEOs?– What level of commitment is needed by members?– What time commitment? – How can the committee obtain buy in from
department?
Utilizing an Industrial Advisory Board in the Accreditation Process 10Raymond Greenlaw
Outline
• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within
University• Conclusion
Utilizing an Industrial Advisory Board in the Accreditation Process 11Raymond Greenlaw
Membership Issues
• Introduction• Rotation• Agenda• Meetings• Turnout• Follow Through
Utilizing an Industrial Advisory Board in the Accreditation Process 12Raymond Greenlaw
Membership: Introduction
• Challenges of non-urban settings• Desired size vs. practical size• General rule: 25 to 30 members • Half will show up for events/meetings
Utilizing an Industrial Advisory Board in the Accreditation Process 13Raymond Greenlaw
Membership: Introduction
• Who should be considered?– Reliable– Interested in the program– Willing to serve and with time– Capable of making contributions to assessment
process– Candidates:
• Alumni• Business people• Local retirees• Colleagues at neighboring institutions
Utilizing an Industrial Advisory Board in the Accreditation Process 14Raymond Greenlaw
Membership: Introduction
• Where do you meet potential members?– Through deans and department heads– Former students– Technical talks in community– Fund raising events– Technocrat meetings– Through current members– Web sites for local technical companies
Utilizing an Industrial Advisory Board in the Accreditation Process 15Raymond Greenlaw
Membership: Introduction
How should potential members be approached and asked to serve, and for how long?– Informal conversation– Formal invitation letter
• Responsibilities• List of current members• URL of current board’s Web site• Recent departmental news
Utilizing an Industrial Advisory Board in the Accreditation Process 16Raymond Greenlaw
Membership: Rotation
• Maintain diversity, balance, continuity• Three-year rotation• Thirty members
– Goal: 5 first-years, 10 second-years, 15 third-years
• Invite select third-years to serve more• One-third turnover rate (recommended)
Utilizing an Industrial Advisory Board in the Accreditation Process 17Raymond Greenlaw
Membership: Agenda
• Announce meeting times in advance• Send agenda and reminder one month
in advance• Emails and hard copies• Follow-up phone calls
Utilizing an Industrial Advisory Board in the Accreditation Process 18Raymond Greenlaw
Membership: Meetings
• Schedule regular annual meetings• Meet twice/year (recommended)
– Probably see each member at least once
• Document discussions• Present salient points to department• Analyze and evaluate information
gathered• Document and assess actions resulting
from evaluations
Utilizing an Industrial Advisory Board in the Accreditation Process 19Raymond Greenlaw
Membership: Turnout
• Maintain attendance logs• Follow-up with members
– Thank you letters– Summary of items accomplished– Next meeting date
Utilizing an Industrial Advisory Board in the Accreditation Process 20Raymond Greenlaw
Membership: Follow Through
• Periodic correspondence• Departmental newsletters• Talk announcements• Homecoming announcements
Utilizing an Industrial Advisory Board in the Accreditation Process 21Raymond Greenlaw
Outline
• Introduction• Initial Planning• Membership Issues• Use of Board
in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within University• Conclusion
Utilizing an Industrial Advisory Board in the Accreditation Process 22Raymond Greenlaw
Program Educational Objectives
ABET’s definition:
Program Educational Objectives (PEOs):Broad statements that describe the career and professional accomplishments that the program is preparing graduates to achieve.
Utilizing an Industrial Advisory Board in the Accreditation Process 23Raymond Greenlaw
Program Educational Objectives
Program outcomes: Narrower statements that describe what students are expected to know and be able to do by the time of graduation. These relate to skills, knowledge, and behaviors that students acquire in the matriculation through the program.
Utilizing an Industrial Advisory Board in the Accreditation Process 24Raymond Greenlaw
Program Educational Objectives
• PEOs must be measurable• Scenario - computing PEOs:
(1) Graduates shall work in the computing industry in managerial roles.
(2) Graduates shall receive advanced degrees and teach computing at the high-school level.
Utilizing an Industrial Advisory Board in the Accreditation Process 25Raymond Greenlaw
PEO Scenario
• Board selection– Professors from local universities where
students go for graduate work– Principals from local high schools– Managers or executives from local
computing companies
• Tools– Board member surveys– Alumni surveys
Utilizing an Industrial Advisory Board in the Accreditation Process 26Raymond Greenlaw
PEO Scenario
Sample Survey:
Employees From University X
In Graduate Program
Non-Management
Management Potential
In Management
Bachelors 11 3 9 2 2Masters 5 1 2 1 3ABD 3 2 2 2 1PhD 6 0 0 0 6
Totals 25 6 13 5 12
Percentages 100 24 52 20 48
Utilizing an Industrial Advisory Board in the Accreditation Process 27Raymond Greenlaw
Outline
• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within
University• Conclusion
Utilizing an Industrial Advisory Board in the Accreditation Process 28Raymond Greenlaw
Pitfalls and Challenges
• Problem:– Self-motivated board member dictating
policy or changes to curriculum
• Solution: – Well-written invitation letters– Initial two-year terms (optional renewal)
Utilizing an Industrial Advisory Board in the Accreditation Process 29Raymond Greenlaw
Pitfalls and Challenges
• Key Challenges– Maintaining high-energy level of all– Achieving high attendance and good
participation– Obtaining useful feedback– Maintaining continuity– Educating the board– Keeping the board engaged– Having the board work as a team
Utilizing an Industrial Advisory Board in the Accreditation Process 30Raymond Greenlaw
Pitfalls and Challenges
• Common struggles– Maintaining a full complement of members– Scheduling and holding regular meetings– Sending out good agendas in advance– Developing appropriate surveys and rubrics for
obtaining feedback– Documenting, assessing, and evaluating meeting
results– Following through with implementing
recommendations– Regularly communicating with members– Reporting back to department
Utilizing an Industrial Advisory Board in the Accreditation Process 31Raymond Greenlaw
Pitfalls and Challenges
Considerations– Owning vs. dictating policy– Provide student resumes– Invite board members to speak on campus– List members and affiliates on Web site
Essentials – Strong leadership on committee– Faculty involvement
Utilizing an Industrial Advisory Board in the Accreditation Process 32Raymond Greenlaw
Outline
• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within
University• Conclusion
Utilizing an Industrial Advisory Board in the Accreditation Process 33Raymond Greenlaw
Perspectives and Roles Within University
• Students• Faculty• Department heads• Deans• Members
Chair must set expectations and define roles
Utilizing an Industrial Advisory Board in the Accreditation Process 34Raymond Greenlaw
Outline
• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within
University• Conclusion
Utilizing an Industrial Advisory Board in the Accreditation Process 35Raymond Greenlaw
Conclusion
Maintaining a strong and productive advisory board, and utilizing that board in the accreditation process for theassessment of program educationalobjectives requires steady work.
top related