Utilizing an Industrial Advisory Board in the Accreditation Process Dr. Raymond Greenlaw Department of Computer Science Armstrong Atlantic State University

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process2 Outline Introduction Initial Planning Membership Issues Use of Board in Assessing PEOs Pitfalls and Challenges Perspectives and Roles Within University Conclusion

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process3 Outline Introduction Initial Planning Membership Issues Use of Board in Assessing PEOs Pitfalls and Challenges Perspectives and Roles Within University Conclusion

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process4 Introduction Industrial advisory board also known as… –Advisory board –Board –External advisory board –Affiliates board –Community advisory board

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process5 Introduction Creation driven by deans Fund raising Political influence Student internship programs Placement of graduates

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process6 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

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process7 Outline Introduction Initial Planning Membership Issues Use of Board in Assessing PEOs Pitfalls and Challenges Perspectives and Roles Within University Conclusion

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process8 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

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process9 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?

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process10 Outline Introduction Initial Planning Membership Issues Use of Board in Assessing PEOs Pitfalls and Challenges Perspectives and Roles Within University Conclusion

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process11 Membership Issues Introduction Rotation Agenda Meetings Turnout Follow Through

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process12 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

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process13 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

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process14 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

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process15 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

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process16 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)

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process17 Membership: Agenda Announce meeting times in advance Send agenda and reminder one month in advance s and hard copies Follow-up phone calls

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process18 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

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process19 Membership: Turnout Maintain attendance logs Follow-up with members –Thank you letters –Summary of items accomplished –Next meeting date

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process20 Membership: Follow Through Periodic correspondence Departmental newsletters Talk announcements Homecoming announcements

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process21 Outline Introduction Initial Planning Membership Issues Use of Board in Assessing PEOs Pitfalls and Challenges Perspectives and Roles Within University Conclusion

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process22 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.

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process23 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.

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process24 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.

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process25 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

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process26 PEO Scenario Sample Survey:

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process27 Outline Introduction Initial Planning Membership Issues Use of Board in Assessing PEOs Pitfalls and Challenges Perspectives and Roles Within University Conclusion

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process28 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)

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process29 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

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process30 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

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process31 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

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process32 Outline Introduction Initial Planning Membership Issues Use of Board in Assessing PEOs Pitfalls and Challenges Perspectives and Roles Within University Conclusion

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process33 Perspectives and Roles Within University Students Faculty Department heads Deans Members Chair must set expectations and define roles

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process34 Outline Introduction Initial Planning Membership Issues Use of Board in Assessing PEOs Pitfalls and Challenges Perspectives and Roles Within University Conclusion

Raymond Greenlaw Utilizing an Industrial Advisory Board in the Accreditation Process35 Conclusion Maintaining a strong and productive advisory board, and utilizing that board in the accreditation process for the assessment of program educational objectives requires steady work.