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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. 

Background. While educational change often involves bold talk about disruptive ideas that eventually need to be institutionalized, a critical but often less visible element of sustaining change is work such as maintaining a shared vision, onboarding new people, negotiating small issues in light of department culture, and coordinating big changes with existing efforts. While knowledge about these forms of invisible work exist in other disciplines, these issues seem understudied in engineering education. This work approaches this issue of invisible knowledge with a design orientation, and specifically draws on the field of design-based research. Increasingly, design is recognized as a knowledge producing activity, resulting in insights into generative ways of defining problems, frameworks for generating solutions to problems, examples of what it looks like to connect theory to specific problems. Purpose: As a design effort, this work asks: How might a specific department create a sustainable practice to support the invisible work of coordinating and sustaining change? As a scholarly effort, this instance of design can result in a culminating problem definition, a solution framework, and examples of theory use that represent knowledge contributions. Approach: A mechanical engineering department in a small, private educational institution worked for four months to develop a sustainable practice to support invisible work of coordinating and sustaining change. Following an initial commitment of 60 minutes once every three weeks and 3-hour retreat to explore possibilities, the department then iteratively designed and then carried out sample conversations. Each iteration involved specifying the goals of the conversation, how to have the conversation (the design) and the rationale for connecting the design to the goals. Traces from the process represent the data for this work. Results. Over time, the conversations came to be designed along four dimensions: topic, time allocation, turn-taking, and traces. We have learned that topics that are of immediate relevance to everyone are particularly powerful (initial topics included "being back on campus" and "navigating in-person"). We are currently leveraging a time allocation that devotes the most time to hearing from each participant on the topic, then time for the group to cautiously explore synthesis, and finally time for the group to weigh in on future conversation topics. Approaches to turn-taking have involved decentralization (e.g., each current speaker invites the next speaker) and respect (speakers have a chance to "pass" and then choose the next speaker). Finally, we are experimenting with how to balance the creation of traces as a natural part of the process, such as through real-time transcription in the chat feature of zoom. Undergirding each of these dimensions are connections to the intended goals, connections to relevant theory, and connections to the long-term goal of sustainability. In presenting these ideas, we will focus on how the information being offered connects to the current body of knowledge in engineering education. Conclusion. It is promising to treat the work of department culture as a design problem. The ideas in this framework may serve as inspiration to others seeking to create their own sustainable mechanisms but with different conditions. During the winter and spring of 2022, the approach will be additionally tested via six deployments, and insights will be shared in subsequent publications. 

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. 

Finding tangible ways to incorporate inclusion into classroom environments remains a daunting task for many educators. The engineering education literature provides examples of activities to try and practices to incorporate, but applying the literature in a manner appropriately nuanced to an educator’s specific situated context takes time and effort. There are also many unknown factors educators cannot prepare for. In this narrative study, we present the story of an instructor who takes incremental steps to build an inclusive environment in a senior capstone course in order to promote her student’s understanding of the importance of having an inclusive environment. This paper highlights how one new tool, the Inclusivity Meter (IM), produces insights for the department as it continues its Revolutionizing Engineering Departments (RED) grant. Despite various changes incorporated in the senior design and the department as a whole, students continued to bring up feelings of exclusion in departmental and college wide surveys, which warranted further attention. This study documents one quarter, Fall of 2020, as the school continues with virtual learning during the COVID-19 pandemic. The tool, the “Inclusivity Meter,” is a weekly reflection activity that asks students to answer two questions: “How included did you feel?” and “Are there any additional comments you would like to add?”. Each senior design team was required to formulate team norms and a team agreement to scaffold the conversations of inclusion. The instructor herself then reflected on these weekly enactments of the tool and becomes more aware of inclusion in her classroom and what conversations seem to bubble up around the Inclusivity Meter.She also reflects on how this practice communicates to her students her commitment to inclusion and how it has helped her encourage students to speak up about issues around inclusion. Here, we monitor this practice through a series of reflective conversations between the educator and the other two authors and present a narrative based on themes from these conversations. This study provides new engineering educators an insight into what it looks like to incorporate a specific inclusive practice, how we might start thinking differently about what works and for whom in enacting inclusive practices, and how educators can continue to develop their “integrity of practice” around inclusion. 

This is a Lessons-Learned paper. During the past years the Mechanical Engineering program at XXXX has made numerous curricular changes that focus on cultivating a culture of “engineering with engineers” and developing strong engineering identities in their students. The four major changes in the curriculum include implementing an integrated electrical engineering and data acquisition (DAQ) course sequence, adding a vertically integrated design projects (VIDP) course sequence, modifying an existing design sequence, and adding real engineering into existing courses. Many of these changes rely on hands-on labs and on creating connections between students and industry. In the spring of 2020, the pandemic forced the program to offer all of its courses online and challenged the department to rethink how it could continue its strong hands-on, industry-focused program. Most courses were quickly flipped and online class time via Zoom focused on community building and small group discussions. New checks and activities helped to keep students engaged and provided regular feedback to instructors on student progress. Lab assignments were modified so that all lab work could be done remotely. This paper details these changes, describes successes and failures, and discusses lessons learned. A summary of the paper will be presented as a lightning-talk during the 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. 

Metal–organic frameworks/materials (MOFs/MOMs) are advanced enzyme immobilization platforms that improve biocatalysis, materials science, and protein biophysics. A unique way to immobilize enzymes is co-crystallization/co-precipitation, which removes the limitation on enzyme/substrate size. Thus far, most enzyme@MOF composites rely on the use of non-sustainable chemicals and, in certain cases, heavy metals, which not only creates concerns regarding environmental conservation but also limits their applications in nutrition and biomedicine. Here, we show that a dimeric compound derived from lignin, 5,5′-dehydrodivanillate (DDVA), co-precipitates with enzymes and low-toxicity metals, Ca2+ and Zn2+, and forms stable enzyme@Ca/Zn–MOM composites. We demonstrated this strategy on four enzymes with different isoelectric points (IEPs), molecular weights, and substrate sizes. Furthermore, we found that all enzymes displayed slightly different but reasonable catalytic efficiencies upon immobilization in the Ca–DDVA and Zn–DDVA MOMs, as well as reasonable reusability in both composites. We then probed the structural basis of such differences using a representative enzyme and found enhanced restriction of enzymes in Zn–DDVA than in Ca–DDVA, which might have caused the activity difference. To the best of our knowledge, this is the first aqueous-phase, one-pot synthesis of a lignin-derived “green” enzyme@MOF/MOM platform that can host enzymes without any limitations on enzyme IEP, molecular weight, and substrate size. The different morphologies and crystallinities of the composites formed by Ca–DDVA and Zn–DDVA MOMs broaden their applications depending on the problem of interest. Our approach of enzyme immobilization not only improves the sustainability/reusability of almost all enzymes but also reduces/eliminates the use of non-sustainable resources. This synthesis method has a negligible environmental impact while the products are non-toxic to living things and the environment. The biocompatibility also makes it possible to carry out enzyme delivery/release for nutritional or biomedical applications via our “green” biocomposites.