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11 06-28 jisc-well wbl toolkit presentation uo w

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11 06-28 jisc-well wbl toolkit presentation uo w

  1. 1. JISC Benefits Realisation Project WBL Maturity Benchmarking Toolkit <ul><li>University of Westminster Pilot </li></ul><ul><li>Sibyl Coldham </li></ul><ul><li>Director of Professional Learning Development & Accreditation </li></ul>
  2. 2. Background and Context <ul><li>“ Educating for Professional Life”: the University of Westminster’s context </li></ul><ul><li>The University offers more professional disciplines than the traditional “mainstays” of work-based learning </li></ul><ul><li>Relationships with industry tend to be founded at the level of CPD etc rather than foundation or sub-degree level. </li></ul>
  3. 3. Our “Take” on the Pilot <ul><li>The main areas of focus were “Institution” and “School” bringing some of the “Partnership” criteria into those two areas </li></ul><ul><li>Aim: to get a cross-cutting overview of all of the departments identified within the toolkit </li></ul><ul><li>Rationale: to gain a baseline perspective on the readiness of institutional level systems and processes to work with WBL. </li></ul>
  4. 4. Pilot Methodology <ul><li>Planning, customisation & identification of key stakeholders carried out by core team </li></ul><ul><li>Selected criteria distributed by email (as opposed to offering online access to participants) </li></ul><ul><li>Individual interviews re: application and critique of the criteria </li></ul><ul><li>Core team analysis and findings. </li></ul>
  5. 5. The Interview <ul><li>The interview was devised to elucidate participant understanding of: </li></ul><ul><ul><li>the purpose of the toolkit </li></ul></ul><ul><ul><li>WBL in UoW context </li></ul></ul><ul><li>And for the participants to: </li></ul><ul><ul><li>benchmark their department and UoW as a whole </li></ul></ul><ul><ul><li>identify what would be needed for change </li></ul></ul>
  6. 6. Messages from the Pilot <ul><li>The intended purpose of the toolkit was interpreted differently by different departments. </li></ul><ul><li>The definition of WBL is understood and applied in a variety of ways across the institution. </li></ul><ul><li>Raised questions about effectiveness of decision-making & implementation processes in the HEI culture of committee-led responsibility. </li></ul>
  7. 7. Feedback on the Toolkit <ul><li>Very useful as a planning tool as long as: </li></ul><ul><ul><li>streamlined </li></ul></ul><ul><ul><li>guidelines not objectives </li></ul></ul><ul><ul><li>language is audience appropriate </li></ul></ul><ul><ul><li>definition of WBL is audience/institution appropriate </li></ul></ul><ul><li>Our pilot raised these questions: </li></ul><ul><ul><li>is it overly geared around one sort of WBL? </li></ul></ul><ul><ul><li>does there need to be greater attention to Marketing? </li></ul></ul><ul><ul><li>can a less mature organisation follow the standard methodology? </li></ul></ul>
  8. 8. What Next at the University of Westminster? <ul><li>Feedback from the interviews will be used to inform the Change Academy process </li></ul><ul><li>All the interviewees have been invited to represent their section in the Change Academy group </li></ul><ul><li>Willing to join a CAMEL group with HEIs of similarly diverse approaches to WBL. </li></ul><ul><li>Thank You and any questions? </li></ul>

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