Utilizing an Industrial Advisory Boardin the Accreditation Process

Dr. Raymond GreenlawDepartment of Computer ScienceArmstrong Atlantic State University

Utilizing an Industrial Advisory Board in the Accreditation Process 2Raymond Greenlaw

Outline

• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within

University• Conclusion

Utilizing an Industrial Advisory Board in the Accreditation Process 3Raymond Greenlaw

Outline

• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within

University• Conclusion

Utilizing an Industrial Advisory Board in the Accreditation Process 4Raymond Greenlaw

Introduction

• Industrial advisory board also known as…– Advisory board– Board– External advisory board– Affiliates board– Community advisory board

Utilizing an Industrial Advisory Board in the Accreditation Process 5Raymond Greenlaw

Introduction

• Creation driven by deans• Fund raising• Political influence• Student internship programs• Placement of graduates

Utilizing an Industrial Advisory Board in the Accreditation Process 6Raymond Greenlaw

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

Utilizing an Industrial Advisory Board in the Accreditation Process 7Raymond Greenlaw

Outline

• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within

University• Conclusion

Utilizing an Industrial Advisory Board in the Accreditation Process 8Raymond Greenlaw

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

Utilizing an Industrial Advisory Board in the Accreditation Process 9Raymond Greenlaw

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?

Utilizing an Industrial Advisory Board in the Accreditation Process 10Raymond Greenlaw

Outline

• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within

University• Conclusion

Utilizing an Industrial Advisory Board in the Accreditation Process 11Raymond Greenlaw

Membership Issues

• Introduction• Rotation• Agenda• Meetings• Turnout• Follow Through

Utilizing an Industrial Advisory Board in the Accreditation Process 12Raymond Greenlaw

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

Utilizing an Industrial Advisory Board in the Accreditation Process 13Raymond Greenlaw

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

Utilizing an Industrial Advisory Board in the Accreditation Process 14Raymond Greenlaw

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

Utilizing an Industrial Advisory Board in the Accreditation Process 15Raymond Greenlaw

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

Utilizing an Industrial Advisory Board in the Accreditation Process 16Raymond Greenlaw

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)

Utilizing an Industrial Advisory Board in the Accreditation Process 17Raymond Greenlaw

Membership: Agenda

• Announce meeting times in advance• Send agenda and reminder one month

in advance• Emails and hard copies• Follow-up phone calls

Utilizing an Industrial Advisory Board in the Accreditation Process 18Raymond Greenlaw

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

Utilizing an Industrial Advisory Board in the Accreditation Process 19Raymond Greenlaw

Membership: Turnout

• Maintain attendance logs• Follow-up with members

– Thank you letters– Summary of items accomplished– Next meeting date

Utilizing an Industrial Advisory Board in the Accreditation Process 20Raymond Greenlaw

Membership: Follow Through

• Periodic correspondence• Departmental newsletters• Talk announcements• Homecoming announcements

Utilizing an Industrial Advisory Board in the Accreditation Process 21Raymond Greenlaw

Outline

• Introduction• Initial Planning• Membership Issues• Use of Board

in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within University• Conclusion

Utilizing an Industrial Advisory Board in the Accreditation Process 22Raymond Greenlaw

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.

Utilizing an Industrial Advisory Board in the Accreditation Process 23Raymond Greenlaw

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.

Utilizing an Industrial Advisory Board in the Accreditation Process 24Raymond Greenlaw

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.

Utilizing an Industrial Advisory Board in the Accreditation Process 25Raymond Greenlaw

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

Utilizing an Industrial Advisory Board in the Accreditation Process 26Raymond Greenlaw

PEO Scenario

Sample Survey:

Employees From University X

In Graduate Program

Non-Management

Management Potential

In Management

Bachelors 11 3 9 2 2Masters 5 1 2 1 3ABD 3 2 2 2 1PhD 6 0 0 0 6

Totals 25 6 13 5 12

Percentages 100 24 52 20 48

Utilizing an Industrial Advisory Board in the Accreditation Process 27Raymond Greenlaw

Outline

• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within

University• Conclusion

Utilizing an Industrial Advisory Board in the Accreditation Process 28Raymond Greenlaw

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)

Utilizing an Industrial Advisory Board in the Accreditation Process 29Raymond Greenlaw

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

Utilizing an Industrial Advisory Board in the Accreditation Process 30Raymond Greenlaw

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

Utilizing an Industrial Advisory Board in the Accreditation Process 31Raymond Greenlaw

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

Utilizing an Industrial Advisory Board in the Accreditation Process 32Raymond Greenlaw

Outline

• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within

University• Conclusion

Utilizing an Industrial Advisory Board in the Accreditation Process 33Raymond Greenlaw

Perspectives and Roles Within University

• Students• Faculty• Department heads• Deans• Members

Chair must set expectations and define roles

Utilizing an Industrial Advisory Board in the Accreditation Process 34Raymond Greenlaw

Outline

• Introduction• Initial Planning• Membership Issues• Use of Board in Assessing PEOs• Pitfalls and Challenges• Perspectives and Roles Within

University• Conclusion

Utilizing an Industrial Advisory Board in the Accreditation Process 35Raymond Greenlaw

Conclusion

Maintaining a strong and productive advisory board, and utilizing that board in the accreditation process for theassessment of program educationalobjectives requires steady work.