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1. Cultivating a Culture to Foster Engineering Identity

   Han, Y.-L.; Cook, K.; Mason, G.; Shuman, T.R.; and Turns, J. (January 2022, 2022 ASEE Annual Conference & Exposition)

   The Mechanical Engineering Department at a private, mid-sized university was awarded the National Science Foundation (NSF) Revolutionizing Engineering and Computer Science Departments (RED) grant in July 2017 to support the development of a program that fosters students’ engineering identities in a culture of doing engineering with industry engineers. The Department is cultivating this culture of “engineering with engineers” through a strong connection to industry, and through changes in the four essential areas of, a shared department vision, faculty, curriculum and supportive policies. This paper reports our continued efforts in these four areas and our measurement of their impact. Shared department vision: During the first year of the project, the department worked together to revise its mission to reflect the goal of fostering engineering identity. From this shared vision, the department aims to build a culture to promote inclusive practices. In the past year during the COVID-19 pandemic, this shared vision continued to guide many acts of care and community building for the department. Faculty: The pandemic prompted faculty to reflect on how they delivered their courses and cared for students. To promote inclusive practice, faculty utilized recorded lectures, online collaboration tools and instant messaging apps to provide multiple ways of communication for students. Although faculty summer immersion had to be postponed due to pandemic, interactions with industry continued in design courses, and via virtual seminars and socials. Efforts were also extended to strengthen connections between the department and recent graduates who just began working in industry and could become mentors for current students. Curriculum: A new curriculum to support the goals of this project was rolled out in the 2019-20 academic year. The pandemic hit right in the middle of the initial implementation of this new curriculum. Therefore, to maintain the essence of the new curriculum that emphasizes hands-on, doing engineering and experiential learning in the remote setting, many adjustments and modifications were made. Although initial evidence indicates the effectiveness of the new courses/curriculum even under remote teaching and learning, there are also many lessons-learned that can be examined for future implementations and modifications of the curriculum. Supportive policies: The department agreed to celebrate various acts of care for students and cares for teaching and learning in Annual Performance Reviews. Faculty also worked with other departments, the college, and the university to develop supportive policies beyond the department. For example, based on the recommendation from the department, the college set up a Student Advocate role who would assist students navigate through any incident that make they feel excluded. The new university tenure and promotion guidelines have just been approved with the support from the faculty in the department. Additionally, the department’s effort of building an inclusive culture is aligned with the university initiative for a reform to emphasize anti-racism curriculum. Details of the action items in each area of change that the department has taken to build this inclusive culture to foster engineering identity are shared in this paper. In addition, research gauging the impact of our efforts are discussed. This project was funded by the Division of Undergraduate Education (DUE) IUSE/PFE: RED grant through NSF. 

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2. WIP: Teams for Creating Opportunities for Revolutionizing the Preparation of Students (TCORPS) at the Department of Mechanical Engineering, Texas A&M University

   Edoga, E; Bergman, M. Hipwell; Polycarpou, A; Seets, D. C; Watson, K.; Srinivasa, A. R. (July 2022, ASEE annual conference)

   This work in progress (WIP) paper describes a National Science Foundation funded RED (Revolutionizing Engineering Departments) Adaptation and Implementation (A&I) grant focused on changing the culture of a large traditional mechanical engineering department at Texas A&M University (TAMU) and is an adaptation of the “Additive Innovations” model developed by Arizona State University in their RED project[1]. The TAMU RED project is focused entirely on culture change via faculty development, with the goal of shifting from a culture where teaching is secondary to research and courses evolve via sporadic, undocumented, individual innovations to a culture that recognizes teaching’s role in both faculty and student success and encourages a sustained process of incremental improvement and responsiveness to student learning through experimentation, measurement, and sharing. Two key levers in this culture change are (a) a faculty development series focused on innovation and data-driven change and (b) the creation of communities of practice[] or “soft wired’’ teams that support each other and sustain incremental change across semesters as faculty cycle in and out of courses. Ultimately, the goal of this project is to enhance a departmental culture in Mechanical Engineering where faculty regularly discuss current curricular effectiveness and are empowered to develop pedagogical innovations that enable all students and faculty to thrive. 

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3. Engineering with Engineers: Fostering Engineering Identity

   Han, Y.-L.; Cook, K.; Mason, G.; Shuman, T.R.; and Turns, J. (January 2021, ASEE annual conference)

   The Mechanical Engineering Department at a private, mid-sized university was awarded the National Science Foundation (NSF) Revolutionizing Engineering and Computer Science Departments (RED) grant in July 2017 to supports the development of a program that fosters students’ engineering identities in a culture of doing engineering with industry engineers. With a theme of strong connection to industry, through changes in four essential areas, a shared department vision, faculty, curriculum, and supportive policies, this culture of “engineering with engineers” is being cultivated. Many actions have taken to develop this culture. This paper reports our continued efforts in changes of these four areas: Shared department vision: The department worked together to revise the department mission to reflect the goal of fostering engineering identity. From this shared vision, the department updated the advising procedure and began addressing the challenge of diversity and inclusion faced in engineering. A diversity and inclusion statement was discussed by all faculty and included in all syllabi offered by the department to emphasize the importance of an inclusive culture. Faculty: The pandemic prompted faculty to think differently on how they deliver their courses and interact with students. Many faculty members adapted inverted classroom pedagogy and implemented remote laboratories to continue the emphasis of “doing engineering”. The industry adviser holds weekly virtual office hours to continue to provide industry contacts for students. Although faculty summer immersion this past year was postponed due to pandemic, interactions with industry were continued in various courses. Curriculum: A new mechanical engineering curriculum rolled out in the 2019-20 academic year. Although changes have to be made due to the pandemic but the focus of “engineering with engineers” remained. An example would be the Vertical Integrated Design Projects (VIDP) courses offered in Spring 2020. Utilizing virtual communication tools such as Microsoft Teams, student teams in the VIDP courses could still interact with industry advisors on a regular basis and learned from their experiences. Supportive policies: The department has worked closely with other departments, the college and the university to develop supportive policies. Recently, the college recommended the diversity and inclusion statement developed by the department to all senior design courses offered in the college. The university was aware of the goal of this project in fostering students’ engineering identities, which in term can promote the retention of URMs. The department’s effort is aligned with the new initiative the university launched to build an inclusive environment. More details of the action items in each area of change that the department has taken to build this culture of engineering with engineers will be shared in the full-length paper. This project was funded by the Division of Undergraduate Education (DUE) IUSE/PFE: RED grant through NSF. 

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4. Engineering with Engineers: Fostering Engineering Identity

   Han, Y.-L. (July 2021, ASEE annual conference)

   The Mechanical Engineering Department at a private, mid-sized university was awarded the National Science Foundation (NSF) Revolutionizing Engineering and Computer Science Departments (RED) grant in July 2017 to supports the development of a program that fosters students’ engineering identities in a culture of doing engineering with industry engineers. With a theme of strong connection to industry, through changes in four essential areas, a shared department vision, faculty, curriculum, and supportive policies, this culture of “engineering with engineers” is being cultivated. Many actions have taken to develop this culture. This paper reports our continued efforts in changes of these four areas: Shared department vision: The department worked together to revise the department mission to reflect the goal of fostering engineering identity. From this shared vision, the department updated the advising procedure and began addressing the challenge of diversity and inclusion faced in engineering. A diversity and inclusion statement was discussed by all faculty and included in all syllabi offered by the department to emphasize the importance of an inclusive culture. Faculty: The pandemic prompted faculty to think differently on how they deliver their courses and interact with students. Many faculty members adapted inverted classroom pedagogy and implemented remote laboratories to continue the emphasis of “doing engineering”. The industry adviser holds weekly virtual office hours to continue to provide industry contacts for students. Although faculty summer immersion this past year was postponed due to pandemic, interactions with industry were continued in various courses. Curriculum: A new mechanical engineering curriculum rolled out in the 2019-20 academic year. Although changes have to be made due to the pandemic but the focus of “engineering with engineers” remained. An example would be the Vertical Integrated Design Projects (VIDP) courses offered in Spring 2020. Utilizing virtual communication tools such as Microsoft Teams, student teams in the VIDP courses could still interact with industry advisors on a regular basis and learned from their experiences. Supportive policies: The department has worked closely with other departments, the college and the university to develop supportive policies. Recently, the college recommended the diversity and inclusion statement developed by the department to all senior design courses offered in the college. The university was aware of the goal of this project in fostering students’ engineering identities, which in term can promote the retention of URMs. The department’s effort is aligned with the new initiative the university launched to build an inclusive environment. More details of the action items in each area of change that the department has taken to build this culture of engineering with engineers will be shared in the full-length paper. This project was funded by the Division of Undergraduate Education (DUE) IUSE/PFE: RED grant through NSF. 

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5. Developing and Integrated Environmental Engineering Curriculum

   Woolard, C.; Kirkland, C.; Plymesser, K.; Phillips, A.; Gallagher, S.; Miley, M.; Intemann, K.; Lauchnor, E.; Schell, W. (August 2022, 2022 ASEE Annual Conference & Exposition)

   Many of the National Academy of Engineering’s grand challenges are related to environmental engineering. There is broad recognition that these challenges will require environmental engineers to integrate concepts from the natural and physical sciences, social sciences, business, and communications to find solutions at the individual, company, community, national and global levels. Montana State University is in the process of revolutionizing the curriculum and culture of its environmental engineering program to prepare and inspire a new generation of engineers through a project sponsored by the Revolutionizing Engineering Departments program at the National Science Foundation. At the core of the approach is transformation of the hierarchical, topic-focused course structure into a model of team taught, integrated, and project-based learning courses grouped around the key knowledge threads of systems thinking, professionalism, and sustainability. Multi-disciplinary faculty developed specific and detailed program outcomes after review of ABET program outcomes; the Fundamentals of Engineering exam; Body of Knowledge documents from the American Academy of Environmental Engineers (AAEE), the American Society of Civil Engineers (ASCE) and the American Society for Engineering Management (ASEM); the Engineering for One Planet report sponsored by the Lemelson Foundation; and the KEEN Framework on the Entrepreneurial Mindset. The resulting outcomes were organized into competency strands and competency domains. Currently, outcomes spanning the spectrum of content are being crafted into integrated and project-based courses in each year of the undergraduate curriculum. This paper reviews the lessons learned from the process of developing knowledge threads, competency strands and domains, and specific program outcomes with a multidisciplinary group of faculty, as well as the challenges of developing integrated and project-based courses within an established undergraduate curriculum. 

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