IEEE EAB Strategy 19 June 2011 New Brunswick, NJ

Today Adopt the IEEE EAB Strategy Plan Talk about what comes next

Strategic EAB Ensure that IEEE’s educational activities and that EAB are grounded in addressing the needs of today and visionary in anticipating the needs of tomorrow; are agile in exploring new opportunities, technologies, and technical areas; and that EAB is successful in scaling its activities for impact; and is IEEE’s nexus for educational products and services. 12/30/2018

Core Purpose To realize IEEE’s potential as a leader in education, a difference-maker in career-long learning for practitioners, and a global catalyst for fostering public understanding and appreciation of the connections between technology and society. 12/30/2018

Big Audacious Goal Be the recognized and respected hub for educational resources, global in reach but local in relevance, supporting life-long learning and catalyzing change through education. 12/30/2018

EAB Core Values Committed to quality – Providing products and services that are relevant locally and, through continuous improvement, create a culture of competitiveness that produces high-quality education globally in IEEE’s fields of interest. Grounded in knowledge and expertise – Serving as the trusted source of relevant knowledge and its delivery, as well as of processes of assessment for the development of expertise of engineering and computing professionals. Relevant to learners of all ages – Providing value to students and faculty across the continuum from pre-university and university levels to practitioners in engineering, computing, and related fields. Outward looking – Providing materials accessible to other professions and the general public that communicate the value of technology. Forward looking – Effective as a leader in setting new trends and predicting future trends in education in IEEE’s fields of interest. Inclusive – Working with communities to develop and deliver educational products that are relevant to local needs and encompass the range of cultures, languages, age groups, genders, abilities, experiences, and educational backgrounds and disciplines.

EAB Envisioned Future IEEE will be the resource of choice for practitioners: the primary source of unbiased, current educational products, best practices, and standards in our fields of interest. IEEE will be the community of choice for university educators: the preferred destination for developing and providing curricula, resources, and pedagogical research and practices in our fields of interest. IEEE will be the network of choice for pre-university educators: the primary source for curricula, resources, and pedagogical research and practices for pre-university education in our fields of interest. Students of all ages will value our products and services as a source of fun and engaging ways to learn about technology. Teachers at all levels will look to IEEE to learn about trends in engineering education. The public will look to IEEE to understand and appreciate technology in their world. 12/30/2018

EAB 3-5 Year Goals A Leader in Education for Educators and Students: IEEE will be the global resource of choice for information, knowledge, and expertise in curriculum standards, educational materials and content, and accreditation support in our fields of interest, in both traditional and emerging education markets. A Difference-Maker for Practitioners: IEEE will be the global resource of choice for continuing professional education, supporting careers through materials, content, delivery mechanisms, and community support that are industry relevant and career-stage relevant and that meet both current and emerging needs of practitioners. A Global Catalyst for The Public: IEEE will be the trusted forum for engineering education that fosters public understanding and appreciation of technology and connects engineering with economic development and the public good. 12/30/2018

IEEE Eductional Activities: A Plan for Impact

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Annual Strategic Plan Review Conditions, Trends & Assumptions Four Planning Horizons 15 years 10 5 3 2 1 year Action Planning Strategic Planning Critical Factors Envisioned Future* Annual Strategic Plan Review Priority Setting Program Planning Action Planning Core Ideology* Value Proposition Goals Objectives Strategies Operational Strategy Scan Conditions, Trends & Assumptions Mega Issues Strategic Principles Core Purpose Core Values Big Audacious Goal Vivid Description REVIEW ANNUAL * From Jean Frankel, Tecker Consultants, Adapted from “Built to Last,” Collins and Porras, 1994 CONTINUOUS ADJUSTMENT KNOWLEDGE-BASED Decision-Making

Annual Strategic Plan Review Conditions, Trends & Assumptions Four Planning Horizons 15 years 10 5 3 2 1 year Action Planning Strategic Planning Critical Factors Envisioned Future* Annual Strategic Plan Review Priority Setting Program Planning Action Planning Core Ideology* Value Proposition Goals Objectives Strategies Operational Strategy Scan Conditions, Trends & Assumptions Mega Issues Strategic Principles Core Purpose Core Values Big Audacious Goal Vivid Description REVIEW ANNUAL * From Jean Frankel, Tecker Consultants, Adapted from “Built to Last,” Collins and Porras, 1994 CONTINUOUS ADJUSTMENT KNOWLEDGE-BASED Decision-Making

Annual Strategic Plan Review Conditions, Trends & Assumptions Four Planning Horizons 15 years 10 5 3 2 1 year Action Planning Strategic Planning Critical Factors Envisioned Future* Annual Strategic Plan Review Priority Setting Program Planning Action Planning Core Ideology* Value Proposition Goals Objectives Strategies Operational Strategy Scan Conditions, Trends & Assumptions Mega Issues Strategic Principles Core Purpose Core Values Big Audacious Goal Vivid Description REVIEW ANNUAL * From Jean Frankel, Tecker Consultants, Adapted from “Built to Last,” Collins and Porras, 1994 CONTINUOUS ADJUSTMENT KNOWLEDGE-BASED Decision-Making

The Role of Strategy in Managing Expectations Core Purpose & Core Values Big Audacious Goal Three to Five Year Plan Goals & Objectives Strategies Actions Who are we? Identity Where are we going ? Direction What are we doing? Activity Who will do what?

3-5 Year Goals & Objectives 12/30/2018

Goal 1 – A Leader in Education for Educators and Students: IEEE will be the global resource of choice for information, knowledge, and expertise in curriculum standards, educational materials and content, and accreditation support in our fields of interest, in both traditional and emerging education markets. Objectives: Position IEEE as a leader in university curriculum, resources, and pedagogical practices across IEEE’s fields of interest, measured by growth in the community that contributes to IEEE’s portfolio of resources and growth in the number of users. Grow IEEE’s reputation and reach in pre-university education, with a target of being considered among the top five sources for engineering and technology educational content by pre-university teachers and students. Develop a clearinghouse of opportunities in pre-university education for IEEE volunteers worldwide. Institutionalize IEEE’s Teacher-in-Service Program in all IEEE Regions. Support/enhance engineering, computing, and technology curricula to provide technical depth and breadth in the “professional skills,” including: ethics, teamwork, working in a global environment, innovation, entrepreneurship, creativity, and communication. Increase IEEE’s efforts to establish accrediting bodies outside the U.S. using local IEEE volunteers as catalysts.

Goal 2 – A Difference-Maker for Practitioners: IEEE will be the global resource of choice for continuing professional education, supporting careers through materials, content, delivery mechanisms, and community support that are industry relevant and career-stage relevant and that meet both current and emerging needs of practitioners. Objectives: Increase the number of practitioners participating in the development, review, and delivery of IEEE educational products. Develop flexible methods of delivery to address individual needs by region, technology, and learning style. Adapt to changing notions of careers and increasing professional mobility. Promote dialogue between academic and industry: develop an understanding of the gaps between university education and the needs of practitioners, governments, and industries worldwide; develop a course-of-study framework to fill those gaps; develop or facilitate development of products and services to support the course-of-study framework.

Goal 3 – A Global Catalyst for The Public: IEEE will be the trusted forum for engineering education that fosters public understanding and appreciation of technology and connects engineering and technology with economic development and the public good. Objectives: Increase the public’s understanding and appreciation of technology and the connections between technology and society. Facilitate the media’s access to trusted sources of information on engineering and technology. Engage with government and non-governmental influencers around goals of universal technology awareness and education. Promote engineering, computing, and technology as viable programs of study and career choices to the public.

A continuous process … Review Committee roles and activities in light of the 3-5 year goals and Big Audacious Goal and values Build the 3-5 year goals and objectives into the Operational Plan Develop assessment metrics and vehicles Integrate SWOT analyses, map action plans to committees, operational plan Analyze gaps between programs and goals/objectives Develop action plans Over time, explore key mega-issues

Some Open Questions Strategic EAB: “Ensure that … EAB is successful in scaling its activities for impact and is IEEE’s nexus for educational products and services.” Implementation in the IEEE structure/context: Relation to chapters, sections, societies, Education Society, Standards, IEEE Xplore, … Operational structure that supports the significant role that educational activities should have in the IEEE How do we scale successful activities? What mega-issue(s) to tackle first? 12/30/2018

Use the plan as a guide and touchstone in future discussions A continuous process … Use the plan as a guide and touchstone in future discussions