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1. How Many Hats Do You Wear: Building Research Capacity for STEM Faculty Development Workshop

   Lee, Dennis M.; Stefl, Shannon K.; Linder, Sandra; Lee, Cindy M.; Jamil, Faiza M.; High, Karen A. (June 2017, ASEE annual conference & exposition)

   Expectations for faculty members in the 21st century are high: Early career STEM faculty are expected to establish a sustainable research trajectory, a teaching practice, and a leadership role all while pursuing tenure success. Many colleges and universities have established faculty development programs, but there remains a deficiency in holistic professional support that integrates these disparate professional activities and aligns them with desired individual and institutional goals, especially for faculty in STEM. This paper will summarize an NSF funded workshop (NSF grant #EEC-1638888) designed to bring together multiple stakeholders in academia, government, and industry to begin to establish a research agenda for holistic STEM faculty development. This workshop was held February 17-18, 2017. 

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2. Applying Project Management Skills to NSF ATE-funded Grants: A roadmap to success for first-time grantees

   Craft, Elaine; Quinn, Buffy; Silver, Pamela (June 2024, Papers on Engineering Education Repository (PEER))

   The National Science Foundation (NSF) Advanced Technological Education (ATE) program is specifically designed to support workforce development that primarily takes place in technician education programs offered at two-year colleges across the nation. Even so, NSF grant funding is infrequently or never pursued by most two-year colleges even though there is a need for funding to support high-cost, high-impact STEM programs. Since two-year colleges are focused on teaching vs. research, securing grants is seldom, if ever, required or even recognized as important as part of tenure and promotion processes at these institutions. As a result, technical/STEM faculty members typically do not have prior grant experience, nor do they have experience in managing a grant-funded project using industry-standard techniques. Guiding new grantees in applying Project Management skills as they implement NSF ATE-funded grants for the first time holds promise for improving project outcomes, reducing the frustration of a steep learning curve for new PIs, and encouraging follow-on grant proposals to the ATE Program. The first two principles of project management, (1) set clear objectives from the start and (2) create a project plan, are required to receive a first grant from NSF. When a grant award is received, two-year college faculty are invariably faced with working grant-funded activities into their already heavily-scheduled work weeks. Knowing about and employing project management skills can make a positive difference in the experience one has as a PI responsible for grant implementation and outcomes. These skills can help prevent chaos as workloads and competing demands for their time increase. To help new PIs learn and use project management skills within the context of NSF expectations so that they may maximize project outcomes and position themselves for subsequent NSF funding. A new professional development opportunity, PI 101, is providing instruction, mentoring, and technical assistance during the first year of project implementation. Based on PI 101 pilot year experiences and research, this support is being strengthened to specifically include the other three principles of project management: (1) organize and manage resources, (2) assess risks and changes throughout the project, and (3) monitor progress and performance on a regular basis. Mentor-Connect Forward, funded by the NSF ATE Program, added a newly developed component that addresses the critical need for first-time grantees to have instruction and support during their first year of project implementation. This professional development opportunity, called PI 101, is being offered to first-time, two-year college PIs to develop skills and help them build confidence by learning to apply proven strategies that can improve project outcomes so that their initial NSF ATE-funded work will build a worthy foundation for future grant awards and associated program improvements and innovation in technician education. PI 101 provides a collegial cohort environment for new PIs as they address issues such as grants management, budgets, and reporting expectations. New PIs can also get answers and receive direction on communication, building internal and external relationships, and developing industry partnerships. An important component of PI 101 is the introduction of the principles of project management as they apply to grant management. The pilot cohort of PI 101 participants received NSF ATE awards in 2023. The impact on the people involved, project progress, and outcomes are being monitored to inform improvements to PI 101 and future research questions. This paper explores the challenges and lessons learned in assisting a cohort of 15 two-year colleges so that they may effectively incorporate principles of project management and other grantsmanship strategies as they implement their first NSF ATE projects. 

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3. Implementing Interconnected Faculty Development Initiatives for STEM Faculty

   https://doi.org/10.18260/1-2--56754  

   Hass, Christopher; Brown, Philip; Emenike, Mary; Ruggieri, Charles; Ptak, Corey; Blackwell, Stacey; Zenarosa, Gabriel (June 2025, ASEE Conferences)

   Our evidence-based practice paper will present a Teaching Excellence Network (TEN) implemented at a large, multi-campus, North-Eastern US, R1 institution. TEN was funded by a 5-year NSF IUSE grant (institutional and community transformation track) that was part of a multidisciplinary collaboration of science and engineering faculty and Learning Centers staff. We discuss our practices, the reasons behind them, and impacts on participating faculty, emphasizing building connections between the institution’s offices, departments, and schools. TEN addressed perceptions of fragmentated and siloed faculty development initiatives at our institution. Faculty development efforts are distributed across departments, including an office for teaching with technology, one for assessment and evaluation, two school-based offices, a center for faculty research excellence, and an office for DEIB efforts. While each contributes significantly to faculty development, the siloes and disconnected communication channels lead to a perception of scarcity when it comes to support around teaching. In addition, most units focus on specific areas of development and not the kind of holistic teaching support we implemented. Recently, engineering departments have hired full-time teaching-focused faculty to improve teaching practice and education quality. While some science and math departments have many teaching-focused faculty, our engineering departments often have only a few faculty in these positions. We designed our BDI to bring siloed faculty together and create easier access to the many and varied programs across campus. TEN, and our study, are grounded in questions about how institutional structures impact faculty agency and motivation. Our work is guided by three theories: Structuration, Agency, and Expectancy-Value. These theories conceptualize human motivation as being connected to instructors’ expectations of success in an endeavour (e.g., transforming aspects of their course) and the perceived value of that endeavour, while allowing us to examine the interdependence of human decision-making and institutional structures. We planned TEN around maximizing value for faculty, while generating structures that supported faculty becoming involved in our programs and focusing efforts on teaching development. TEN has two major components: summer institutes are focused on pedagogical content delivery, and the production of usable materials and course design plans; semester support groups focus on the production or implementation of specific smaller projects, or the in-depth discussion of particular research-based ideas to provide faculty continuing support and a sense of connectedness with peers. Our analysis will start from a thematic analysis of interviews with faculty, in the style of Braun and Clark, to develop a sense of our data and the impacts that this program has had on participants. We will be using our theoretical lens to look for themes around how the structures of TEN have impacted faculty. Through the iterative process of thematic analysis, other themes may also emerge for investigation, which will enrich our understanding of participants’ experiences. Presentation of these themes, alongside illustrative cases of STEM faculty, will demonstrate the impacts of TEN on participants, provide context for engaging roundtable discussions of what participants are taking away from the programs, and present implications for faculty development initiatives. 

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4. Impacts of the National Science Foundation-funded Mentor-Connect Project on Two-Year Colleges

   Craft, Elaine L.; Vickery, Jamie; Campbell, Nnenia; DeWitt, Emery (July 2020, ASEE annual conference)

   Applying for grants from the National Science Foundation (NSF) requires a paradigm shift at many community and technical colleges, because the primary emphasis at two-year colleges is on teaching. This shift is necessary because of the NSF expectation that a STEM faculty member will lead the project as Principal Investigator. Preparing successful NSF grant proposals also requires knowledge, skills, and strategies that differ from other sources from which two-year colleges seek grant funding. Since 2012, the Mentor-Connect project has been working to build capacity among two-year colleges and leadership skills among their STEM faculty to help them prepare competitive grant proposals for the National Science Foundation’s Advanced Technological Education (NSF-ATE) program. NSF-ATE focuses on improving the education of technicians for advanced technology fields that drive the nation’s economy. As an NSF-ATE-funded initiative, Mentor-Connect has developed a three-pronged approach of mentoring, technical assistance, and digital resources to help potential grantees with the complexities of the proposal submission process. Grant funding makes it possible to provide this help at no cost to eligible, two-year college educators. Mentor-Connect support services for prospective grantees are available for those who are new to ATE (community or technical colleges that have not received an NSF ATE award in 7 or more years), those seeking a larger second grant from the ATE Program after completing a small, new-to-ATE project, and for those whose first or second grant proposal submission to the NSF ATE Program was declined (not funded). The Mentor-Connect project has succeeded in raising interest in the NSF-ATE program. Over a seven-year period more than 80% of the 143 participating colleges have submitted proposals. Overall, the funding rate among colleges that participated in the Mentor-Connect project is exceptionally high. Of the 97 New-to-ATE proposals submitted from Cohorts 1 through 6, 71 have been funded, for a funding rate of 73%. Mentor-Connect is also contributing to a more geographically and demographically diverse NSF-ATE program. To analyze longer-term impacts, the project’s evaluator is conducting campus site visits at the new-to-ATE grantee institutions as their initial ATE projects are being completed. A third-party researcher has contributed to the site-visit protocol being used by evaluators. The researcher is also analyzing the site-visit reports to harvest outcomes from this work. This paper shares findings from seven cohorts that have completed a grant cycle with funding results known, as well as qualitative data from site visits with the first two cohorts of grantees. Recommendations for further research are also included. 

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5. Impacts of the National Science Foundation-funded Mentor-Connect Project on Two-Year Colleges

   Craft, Elaine L.; Hata, David M.; Dewitt, Emery; Ritchie, Liesel; Campbell, Nnenia; Vickery, Jamie (July 2020, ASEE annual conference)

   Applying for grants from the National Science Foundation (NSF) requires a paradigm shift at many community and technical colleges, because the primary emphasis at two-year colleges is on teaching. This shift is necessary because of the NSF expectation that a STEM faculty member will lead the project as Principal Investigator. Preparing successful NSF grant proposals also requires knowledge, skills, and strategies that differ from other sources from which two-year colleges seek grant funding. Since 2012, the Mentor-Connect project has been working to build capacity among two-year colleges and leadership skills among their STEM faculty to help them prepare competitive grant proposals for the National Science Foundation’s Advanced Technological Education (NSF-ATE) program. NSF-ATE focuses on improving the education of technicians for advanced technology fields that drive the nation’s economy. As an NSF-ATE-funded initiative, Mentor-Connect has developed a three-pronged approach of mentoring, technical assistance, and digital resources to help potential grantees with the complexities of the proposal submission process. Grant funding makes it possible to provide this help at no cost to eligible, two-year college educators. Mentor-Connect support services for prospective grantees are available for those who are new to ATE (community or technical colleges that have not received an NSF ATE award in 7 or more years), those seeking a larger second grant from the ATE Program after completing a small, new-to-ATE project, and for those whose first or second grant proposal submission to the NSF ATE Program was declined (not funded). The Mentor-Connect project has succeeded in raising interest in the NSF-ATE program. Over a seven-year period more than 80% of the 143 participating colleges have submitted proposals. Overall, the funding rate among colleges that participated in the Mentor-Connect project is exceptionally high. Of the 97 New-to-ATE proposals submitted from Cohorts 1 through 6, 71 have been funded, for a funding rate of 73%. Mentor-Connect is also contributing to a more geographically and demographically diverse NSF-ATE program. To analyze longer-term impacts, the project’s evaluator is conducting campus site visits at the new-to-ATE grantee institutions as their initial ATE projects are being completed. A third-party researcher has contributed to the site-visit protocol being used by evaluators. The researcher is also analyzing the site-visit reports to harvest outcomes from this work. This paper shares findings from seven cohorts that have completed a grant cycle with funding results known, as well as qualitative data from site visits with the first two cohorts of grantees. Recommendations for further research are also included. 

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