Inter Pro Retreat 2007Followup Huei Peng October 04

Inter. Pro Retreat 2007—Follow-up Huei Peng October 04, 2007 Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 1

Do you see a need to revise the unit Vision 1. Yes 2. No 10 16 Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 2

Draft Revised Vision • Inter. Pro will be – Recognized nationally and globally as a leader in the creation and delivery of interdisciplinary and professional programs and knowledge – A source of innovation, recognition, and value for the College of Engineering by offering programs and services of the highest quality, relevance and value for all learners. Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 3

Mission • As a unit within the College of Engineering, Inter. Pro’s mission is to – Identify trends relevant to the profession and practice of engineering and management and to anticipate the related implications and needs for education, training and certification. – Be responsive in meeting those needs with successful programs by leveraging and extending the talents and resources of Michigan Engineering. – Build lasting relationships with learners and employers. – Use technology to enhance learning. – Encourage faculty to view professional development as critical to strong relationships with industry and government, to actively participate in programs offered through Inter. Pro and technology enhanced learning. Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 4

Additional Focus Areas (from last retreat) --which ones should remain focus for FY 08 (choose 3) 1. Development of new programs, courses and offerings 2. Expansive use of cutting edge technology for elearning 3. Increase faculty involvement 4. Expansive use of technology to improve workflow 5. Industry communication (about their needs) Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 21 21 14 12 10 5

Objectives for FY 08 and new initiatives • Continue to form a tighter and more integrated unit • Continue to improve quality of service – Accounting/payment – Distance courses capture/production/delivery – Student/faculty support and communication • Diverse short course offering (“ 20 new events”) – EECS, energy, healthcare • E-learning for COE students (“immersive learning environment”) • Strengthen existing academic programs and courses Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 6

Group Discussions • Development of new programs, courses and offerings – Our vision and values are well aligned with those of the Dean, with the focus on energy and healthcare. – Communicate with industry and government to determine the next wave of education needs – Revise the financial model—analyze incentives – Work with faculty in course development, improve support and their comfort level in working with Inter. Pro (including use of classroom technology) – Need to work on exposure and awareness of Inter. Pro – Leverage the “Michigan name” – Prepare for growth—identify resources, and changes needed Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 7

Group Discussions (cont. ) • Development of new programs, courses and offerings – Solidify the plan for “ 20 new offerings” – The plan for being the “owner” of M. Eng. Programs is a major undertaking, involving purpose, financial, restructure, marketing outreach, etc. – Aggressive use of technology to improve course capture, production, delivery and support. – Provide “student testimonials” as a form of feedback for faculty’s judicious use of technology – Work with faculty in credit programs to develop noncredit short courses Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 8

Group Discussions (cont. ) • Development of new programs, courses and offerings – Conduct an internal survey (staff+faculty) to identify gaps in support and resources – Take advantage of the desire of programs/departments in expanding internationally. – Establish an external advisory board – Establish formal corporate partnerships Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 9

Group Discussions (cont. ) • Development of new programs, courses and offerings – Possible challenges/obstacles » COE organization structure and attitude » Access to high level corporate leaders to identify “sweet spots” » MI economy » Lack of faculty involvement/diversity of faculty » Operational infrastructure » Perception of M. Eng. vs. M. S. » Identify the right technology » Faculty perception of needed adaptation for distance learning, and their “quality perception” Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 10

Group Discussions • Expansive use of cutting edge technology for elearning – Need to revise vision/mission/values to reflect the Elearning activities for on-campus students – Closer collaboration with departments and faculty to identify interests and priorities – Clear separation and definition of funded activities from strategic initiatives – Clear definition of ownership of online services (networking, connectivity, content capture/production)— especially with CAEN Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 11

Group Discussions (cont. ) • Expansive use of cutting edge technology for e-learning – Choose the right tools for E-learning (must be scalable) – Customize Ctools to help student/faculty interactions (HW submission, exams, chat, etc. ) – Policy on re-use of credit courses need to be addressed – Need to create leading edge role and image of Inter. Pro in the field of technology enhanced learning – Engage faculty/dept in funded opportunities (e. g. , NSF education initiatives) and other new collaborations – Need to expand iweb from existing building-blocks into a more integrated process that helps efficiency and access Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 12

Group Discussions (cont. ) • Expansive use of cutting edge technology for elearning – Planned actions, not reactions; proactive expansion – Communicate with other units/users/faculty – For the ILE, assemble a team of CAEN, Inter. Pro and small group of others, get a preliminary plan with list of resources needed, solicit response from Dean’s Cabinet, Dept and constituents. Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 13

Group Discussions (cont. ) • Expansive use of cutting edge technology for elearning – Possible challenges/obstacles » Expand to “classroom capture anywhere” » Communication with other academic units » Faculty capacity » Lack of reward systems » Organization, resource allocation, consensus of stakeholders on ILE Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 14

Group Discussions • Increase faculty involvement – Need to address “loss of classroom interactions” using technology and tactics—improve “outside of classroom” experience to help, which also attracts faculty to work with us. – Create an E-learning community using existing technology such as Facebook—learning cohort – Instead of changing “their culture”, keep them in control but enhance their lecture delivery regardless of their style. – Better assessment of why some lecturers hesitate to work with Inter. Pro. Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 15

Group Discussions • Increase faculty involvement – Identify what courses we want to offer, approach them to discuss benefits and address concerns they have – Use an instructor who works with us as advocate – Attend faculty meetings to market Inter. Pro – Attract whoever is developing interesting new courses – “Faculty referral” system Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 16

Group Discussions • Increase faculty involvement – Possible challenges/obstacles » Faculty does not work in advance of course offering » Awareness » Bad experience lingers Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 17

Actions—Internal Marketing • Lead: Huei • Communicate with COE, key dept chairs and faculty – Raise awareness about Inter. Pro/ILE – Secure resources – Recruit faculty for EECS/Energy/Healthcare activities, with focus on new faculty members – Revise distance teaching financial model—address incentive issue? – Recruit ILE team (in collaboration with CAEN/ADUG) – Keep an eye on the development of COE M. Eng. degrees – Identify education proposal opportunities and recruit faculty to take the lead Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 18

Actions—External Marketing • Lead: Ed & Sandra • Communicate with industry and government to identify education needs and trend • Lead on EECS, energy and Healthcare short course opportunities – Solidify plan for “ 20 new events” • Revive summer programs • Revise the EAB plan • Identify technical and administrative modes to engage new clients—Dow and KLA Tencor examples Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 19

Actions--ILE • Lead: Scott, Jerry (+ CAEN lead? ) – Define the roles of the two units • Benchmark technology and define action plan for distance-capturing in PC classrooms • Finalize Winter 08 plan – Identify and instrument one classroom – open for request – web site – access management Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 20

Actions—Ctools and teaching support • Lead: Max, Kathy F. • Transition of all credit courses no later than F 08 • Identify priorities for our customized version of Ctools and define development plan • Work with faculty/students to identify holes in service and opportunity in enhanced interactions • Development of best practices for faculty • Refinement of the non-intrusive capture/production system • Creative form of incentives for faculty instructors Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 21

Actions—Academic programs • Lead: Henia • Update web site • Establish robust student recruiting process • Establish financial aid system to attract top students • Develop alumni relations • Summer 08 “test course” (replay--IOE 461? ) • Develop “common management track” for M. Eng. Programs – E. g. , Entrepreneurship, IP, Ethics, sustainability engineering Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 22

Actions--Accounting • Lead: Susan • Refine accounting system by working with COE • Establish a financial analysis and report system to provide useful managerial indices and inputs for revising the financial model • Well defined and executed receivable and payable systems • Establish a system to track not-for-revenue activities Michigan Interdisciplinary and Professional Engineering College of Engineering, The University of Michigan 23